Airport Coordination Limited
Airport Coordination Limited (ACL) was formed in 1991 and is the world’s largest and leading independent airport slot coordinator. Based near Heathrow, and with satellite offices in Dubai, Auckland and Sydney, for over thirty years ACL’s experienced team has been supporting a growing range of airports across the globe by managing demand and optimising capacity. The group’s principal activity is to provide an independent coordination service to airport operators through the allocation of take-off and landing slots and slot monitoring activities where the volume of air traffic exceeds the supply of capacity. This involves the allocation of flight arrival and departure times at these airports based on modelling individual airport constraints, such as runway, parking stand or terminal limitations, and environmental requirements. The group also provides schedule facilitation and data collection services at a number of other airports at the request of the airport operator, distributing airport schedule data, offering special event coordination, and providing a range of training and consultancy services. ACL operates in a neutral, non-discriminatory and transparent way in accordance with industry regulations and guidelines, ensuring fair and equal access to airport capacity. ACL works actively with governments, regulators and industry bodies including the Worldwide Airport Slots Board to ensure that slot coordination is practicable, efficient and able to meet stated aims and objectives. This has led ACL to be a valued partner in assessing and advising on changes to coordination and a champion of independence and transparency. ACL’s Purpose, Vision and Values Purpose – Achieving the best solutions in a fair and independent way. Vision – To grow our position as the world’s leading airport coordinator. Values – Integrity, Together, Professional, Own it and Striving for better. ACL’s Governance Framework and Commitment to Transparency and Independence ACL is functionally and financially independent of any single interested party, built to discharge the role of slot coordinator in line with the requirements of global guidelines and regulations. ACL endorses the Independence of the Coordinator principles contained in Annex 12.6 of the Worldwide Airport Slot Guidelines. ACL’s Board consists of a balanced mix of member-nominated, independent and executive directors. Independent directors bring corporate governance skills and experience but are not otherwise employed within the aviation sector, with one appointed as Chair of the Board. In accordance with the UK Corporate Governance Code (“the Code”), the executive directors are responsible for the day-to-day management of the company within authorities delegated by the Board; and the member-nominated and independent directors, collectively the non-executive directors, provide constructive challenge on corporate matters and hold the management team to account. Non-executive directors serve terms of three-years, renewable once for a maximum term of six years. All directors undergo induction training and periodic ongoing training. The Chair leads an annual Board effectiveness review and the annual appraisal of each director’s performance. The number of member-nominated directors will always be exceeded by the combined number of independent and executive directors. A Senior Independent Director provides support to, and appraises performance of, the independent Chair. Three sub-committees lead on matters of audit and risk, remuneration and nominations. The Board has no role in, and cannot influence, slot allocation decisions made by the company. Such decisions are made in adherence to the requirements of slot regulations and the Worldwide Airport Slot Guidelines and published for transparency to all stakeholders. To provide suitable governance of any matters which may give rise to real or perceived conflicts of interest, and to ensure director obligations are discharged in accordance with the Code, the Board has approved a Policy Framework whereby any such matters are overseen solely by the independent and executive directors. The Company Secretary maintains a register of directors’ interests.
Revenue
£4.3m
▲ +12.6% vs prior ~12m period
Profit after tax
£136k
Margin not available
Employees
47
▲ +4.4% vs prior ~12m period
Net assets
£2.6m
Total assets £5.9m
Financial history
Revenue by accounting period
6 periods available · ▲ growth ▼ decline
| Period end | Revenue | Growth | Profit before tax | Employees | Net assets |
|---|---|---|---|---|---|
| 30 Sept 2025 | — | — | — | 47 | £2.6m |
| 30 Sept 2024 | — | — | — | 45 | £2.4m |
| 30 Sept 2023 | — | — | — | 43 | £2.3m |
| 30 Sept 2022 | £4.3m | ▲ +12.6% | — | 39 | £2.4m |
| 30 Sept 2021 | £3.8m | — | — | 40 | £2.5m |
| 30 Sept 2020 | — | — | — | 41 | £2.4m |
Latest available figures
Period ending 30 Sept 2022. “Not available” means the figure is not in the accounts we hold. We do not estimate missing figures.
Profit & loss
- Revenue
- £4.3m
- Gross profit
- Not available
- Operating profit
- Not available
- Profit before tax
- Not available
- Profit after tax
- £136k
Balance sheet
- Total assets
- £5.9m
- Cash
- £4.4m
- Total liabilities
- £3.3m
- Net assets
- £2.6m
- Revenue per employee
- Not available
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