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www.airportmagazine.net | August/September 2010

Airports Implement Sustainable Practices

A Mid-Year Economic Outlook LED Lighting Benefits Airports Tools For Contractor Success


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ustainability: it’s a movement that has taken off in the airport community, as new construction and renovation of existing properties are designed with the environment at the backbone. We are pleased to offer two articles in this issue on airport sustainability: one on the important aspect of sustainability reporting, and the other on creating a sustainable master plan. Other features in this issue highlight airport lighting choices, describe a statewide electrical study at airports undertaken by the state of South Carolina, offer insight on working with contractors, and update noise mitigation regulations. Members of Airport Magazine’s Editorial Advisory Board weigh in with an assessment of how the economic events of 2010 are affecting their airports, and offer an outlook for the remainder of the year. And there is still more: the Operations Column describes the Airfield Standards Committee developed at Phoenix Sky Harbor to provide a collaborative environment for the development of airfield-specific standards; UpFront provides a roundup on AAAE and member airport happenings; Billboard summarizes recent airport statistics; and MarketScan offers a view of 2010 traffic projections. We thank our advertisers in this issue: Air-Transport IT Services, Inc.; Astronics DME Corp.; Burns & McDonnell; C. Kell-Smith; CDM; Clear Channel Airports; Delta Airport Consultants; HDS Retail North America; Kimley-Horn and Associates, Inc.; Mead & Hunt, Inc.; Michael Baker Corp.; Northrop Grumman; O.R. Colan Associates; Oshkosh; Ricondo & Associates, Inc.; RS&H; Siemens; and URS. We appreciate the support of these companies, which help to make our magazine possible. Please support them in return. Special features of the Airport Magazine Web site (www. airportmagazine.net) allow readers around the globe to access the current issue, as well as research an archives section that provides access to all issues for the past three years. A full-color interactive flip book for each issue allows readers to print out articles. And, of course, our subscribers and all AAAE members receive printed copies as well. Please keep reading, and send me an e-mail at barbara.cook@ aaae.org with any ideas you have for articles that would be helpful for your airport or company. I am especially interested in hearing about lessons learned at your airport that could aid other airports. Sincerely,

Barbara Cook

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Editor

Barbara Cook barbara.cook@aaae.org Publisher

Joan Lowden Executive Editor

Ellen P. horton E d i t o r - A t - La r g e

SEAN BRODERICK NEWS Editor

Holly Ackerman A r t DIR E CTIO N

Unconformity, LLC ST A F F P HOTOGR A P H E R s

Bill Krumpelman JAMES MARTIN a d v e r t i s i n g an d s a l e s

aaaemarketingteam@aaae.org E d i t o r i a l Off i c e

601 Madison Street, Suite 400 Alexandria, VA 22314 (703) 824-0500, Ext. 133 Fax: (703) 820-1395 Internet Address: www.airportmagazine.net Send editorial materials/press releases to: magazine@aaae.org Airport Magazine is published bimonthly by the AAAE Service Corporation Inc., a wholly owned subsidiary of the American Association of Airport Executives, and the Airport Research and Development Foundation. Subscription price for AAAE members is included in the annual dues. U.S. subscription rate to non-members is $50 for one year. International rate for non-members is $100. Single copy price is $12. Copyright 2010 by AAAE. All rights reserved. Statements of fact and opinion are the responsibility of the authors and do not necessarily reflect the views of AAAE or any of its members or officers. POSTMASTER Send address changes to: Airport Magazine 601 Madison Street, Suite 400 Alexandria, VA 22314

Reprint and pdf information The Reprint Department (800) 259-0470

AirportMagazine.net | AUGUST/SEPTEMBER 2010

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Volume 22/Number 4 | August/September 2010

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e d i t o r i a l a d v i so r y B O AR D A i r p o r t M e mb e r s William G. Barkhauer, Morristown, New Jersey MARK GALE, Philadelphia, Pennsylvania Jim Johnson, Odessa, Florida James L. Morasch, Pasco, Washington Timothy K. O’Donnell, Fort Wayne, Indiana Robert P. Olislagers, Englewood, Colorado Torrance A. Richardson, Fort Wayne, Indiana Elaine Roberts, Columbus, Ohio

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C o r p o r a t e M e mb e r s Bill Hogan, RS&H STACY L. HOLLOWELL, Siemens One, Inc. Brian Lacey, Delaware North Companies Randy Pope, Burns & McDonnell Laura Samuels, Hudson Group

AAAE B O AR D O F D IRE C T O R S Chair James E. Bennett, Abu Dhabi First Vice Chair

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Kelly L. Johnson, Bentonville, Arkansas S e cond V i c e C h a i r Bruce E. Carter, Moline, Illinois

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S e c r e ta ry / T r e a s u r e r

Terminal in Ithaca (N.Y.) Tompkins Regional airport

Mark P. Brewer, Manchester, New Hampshire s e cond P a s t C h a i r

Cover Features: SUSTAINABILITY

Sustainability Reporting in the Information Age | 10 Documenting Airport Initiatives

Master Planning Goes Green | 14 Sustainable Master Planning

Features LEDs Bring Airports Big Returns | 18 Saving Energy, Saving Money

Jim P. Elwood, Aspen, Colorado

Departments

DANETTE M. BEWLEY, Reno, Nevada

UpFront 6 Operations 30 General Aviation

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FBR 34 Retail Briefs

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MarketScan 39 Billboard 40 News Briefs

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Ad Index

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TOMMY W. BIBB, Nashville, Tennessee JEFF L. BILYEU, Angleton, Texas BENJAMIN R. DECOSTA, Atlanta, Georgia ROD A. DINGER, Redding, California TIMOTHY DOLL, Eugene, Oregon LINDA G. FRANKL, Columbus, Ohio MARK GALE, Philadelphia, Pennsylvania STACY L. HOLLOWELL, Carrollton, Texas KIM W. HOPPER, Portsmouth, New Hampshire MARK D. KRANENBURG, Oklahoma City, Oklahoma WILLIAM MARRISON, Knoxville, Tennessee TODD McNAMEE, Camarillo, California JEFFREY A. MULDER, Tulsa, Oklahoma CARL D. NEWMAN, Phoenix, Arizona THOMAS M. RAFTER, Hammonton, New Jersey

Special Section Burns & McDonnell

BRIAN P. REED, Jacksonville, Florida TORRANCE A. RICHARDSON, Fort Wayne, Indiana ROBERT F. SELIG, Lansing, Michigan DAVID R. ULANE, Aspen, Colorado Chapter Presidents

Looking Back… Looking Forward | 20 An Airport Magazine Editorial Advisory Board Analysis

Noise Mitigation | 23 Balancing the Needs of Airports and Their Neighbors

South Carolina’s Airport Electrical Study | 25 Supporting Electrical System Upgrades

Coming In Airport Magazine October/November: Aircraft Rescue and Fire Fighting Security Access Control Baggage/Passenger Screening Ground Transportation December/January Architecture and Engineering Landside Facility Management Finance

LUIS E. ELGUEZABAL, San Angelo, Texas SCOTT A. BROCKMAN, Memphis, Tennessee STEPHEN E. KORTA, Hartford, Connecticut MICHAEL J. OLSON, Grand Island, Nebraska MARK E. WITSOE, Reno, Nevada JOHN S. KINNEY, Denver, Colorado Po l i c y R e v i e w C omm i t t e e BONNIE A. ALLIN, Tucson, Arizona ROSEMARIE ANDOLINO, Chicago, Illinois WILLIAM G. BARKHAUER, Morristown, New Jersey KRYS T. BART, Reno, Nevada THELLA F. BOWENS, San Diego, California LARRY D. COX, Memphis, Tennessee ALFONSO DENSON, Birmingham, Alabama KEVIN A. DILLON, Warwick, Rhode Island THOMAS E. GREER, Monterey, California GARY L. JOHNSON, Stillwater, Oklahoma JAMES A. KOSLOSKY, Grand Rapids, Michigan LYNN F. KUSY, Mesa, Arizona JAMES L. MORASCH, Pasco, Washington

Selecting a Contractor | 28

ERIN M. O’DONNELL, Chicago, Illinois

Tools for Success

BRADLEY D. PENROD, Pittsburgh, Pennsylvania ELAINE ROBERTS, Columbus, Ohio STEVEN H. SCHREIBER, Portland, Oregon RICKY D. SMITH, Cleveland, Ohio MARK VANLOH, Kansas City, Missouri PAUL WIEDEFELD, Baltimore, Maryland

Cover Design: Zev Remba, Unconformity, LLC Cover: Artist’s rendering of Denver’s South Terminal, which will include transit links to downtown Denver.

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AirportMagazine.net | AUGUST/SEPTEMBER 2010

President Charles M. Barclay, Alexandria, Virginia

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upfront

FAA Announces 2010 Military Airport Selections FAA has selected Stewart International, Newburgh, N.Y., and Sacramento (Calif.) Mather Field airports to participate in the 2010 Military Airport Program (MAP). The federal MAP program uses federal funds to convert former military airports to civilian or jointuse airports. According to FAA’s announcement, the MAP funding — $27 million for fiscal year 2010 — provides a boost to civilian aviation capacity by upgrading former military airports. The airports selected this year have participated in the program before and remain committed to ensuring that critical projects are completed so their respective airports can operate safely and efficiently as civilian or joint military-civilian use facilities, FAA said. The federal government allows a total of 15 airports to participate in the MAP program at any one time, including one general aviation facility. Airports may be selected or reselected to receive financial assistance for up to five years. Airports already participating in the program are: • •

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share a commitment of ensuring the secure flow of people and commerce through our nation’s aviation system,” said Pistole. “As TSA’s new administrator, I look forward to further enhancing our strategic partnership with AAAE and to exploring new ways that we can collaborate with the nation’s airports,” he said. In addition, Pistole said he is soliciting input and feedback from the public through an online forum called “Talk to TSA.” The online forum can be accessed at www.tsa.gov.

AAAE Awards Scholarships To 102 Students TSA Administrator Outlines Top Goals, Priorities

New TSA Administrator John Pistole outlined his top goals and priorities for the agency during visits to several airports. He said these priorities include: • Improving TSA’s counterterrorism focus through intelligence and cutting-edge technology • Supporting the TSA workforce • Strengthening the agency’s Plattsburgh (N.Y.) International relationships with stakeholders Jose Aponte de la Torre at and the traveling public Roosevelt Roads, Ceiba, Puerto “Achieving these priorities will Rico take time, energy and the hard work Griffiss Airpark, Oneida of the men and women at TSA,” County, N.Y. said Pistole. “But I believe they are Okaloosa Regional, Valparaiso, essential to strengthening the ability Fla. of the agency to ensure the safety of March Inland Port, Riverside, the traveling public.” Calif. Pistole said he plans to visit Chippewa County International, airports and other transportation Sault Ste. Marie, Mich. facilities to gain feedback from A.B. Won Pat International, colleagues across the transportation Agana, Guam security community and to hear from Alexandria (La.) International TSA staff. Phoenix/Mesa (Ariz.) Gateway “TSA and AAAE continue to

AirportMagazine.net | AUGUST/SEPTEMBER 2010

AAAE announced that it will award more than $175,000 in scholarships to 102 students for the 2010-2011 academic year. Since 1989, AAAE has provided more than $2.9 million in scholarships to nearly 1,900 students, making the organization one of the largest supporters of higher education assistance in the aviation industry. “AAAE is extremely proud of the significant role that it continues to play in helping students meet their education goals and in promoting the airport profession to a new generation of leaders,” AAAE President Charles Barclay said. “The breadth of support that AAAE has provided over the past two decades, with nearly $3 million in scholarship awards to worthy students, is remarkable and speaks volumes about the dedication and generosity of airport executives across the country.” AAAE offers four scholarships through the AAAE Foundation to full-time undergraduate or graduate students who are attending accredited colleges or universities. Eligible students include accredited airport executive members of AAAE and their spouses or children; students


upfront

sponsored by accredited airport executive members of AAAE; students enrolled in aviation programs with a junior class standing or higher and a minimum GPA of 3.0; and Native American college or university students enrolled in an aviation program with a junior class standing or higher and a minimum GPA of 3.0.

Boeing Forecasts Strong Sales Boeing has forecast a $3.6 trillion market for new commercial airplanes over the next 20 years as world economies rebound and strong demand for new and replacement aircraft spurs growth. The Boeing 2010 Current Market Outlook, released recently, foresees a market for 30,900 new commercial passenger and freighter airplanes by 2029. “The world market is doing much better than last year, but there are still challenges,” said Randy Tinseth, vice president of marketing, Boeing Commercial Airplanes. “Looking at 2010, we see a world economy that continues to recover. We expect the world economy to grow above the long-term trend this year. As a result,

AAAE Chair and Abu Dhabi Airports Company CEO James Bennett, A.A.E., (below left) welcomed 66 student chapter members to the 2010 AAAE Annual Conference.

AAAE Student Chapter Members Gather at The 2010 Annual Conference and Exposition By Steve Adams, A.A.E. | Chair, AAAE Academic Relations Committee The May AAAE Annual Conference and Exposition in Dallas presented many opportunities for student chapter and academic members of AAAE. Sixty-six student chapter members attended the conference, a new record. These students represented 15 student chapters from universities across the nation. The students participated in a number of sessions and activities geared to them throughout the conference. These sessions were initiated and coordinated by the AAAE Academic Relations Committee. Among the offerings were sessions on networking, how successful student chapters were organized, plus tips on preparing for the interview process, which included mock interviews. The popular mentor program was repeated this year and was a major success due to the participation of a number of volunteer aviation professionals representing various positions at a cross section of airports and the aviation community. The students availed themselves of the opportunity to relate to their mentors, as well as be introduced by those mentors to other airport, consultant and vendor associates. Student members also took advantage of the opportunity to join the various AAAE chapter business meetings and to learn about the activities of those chapters in their area of interest. It was a banner year for the student program, and planning for student participation in next year’s AAAE annual conference, scheduled for May 15-18, 2011, in Atlanta, will begin shortly to make the event an even more valuable experience for students next year. I would like to take the opportunity to thank the many AAAE members who gave so graciously of their time, not only at the 2010 conference, but for many, their contributions to the committee and our student members throughout the year. The efforts of the committee members, mentors, AAAE staff, our regional chapters, and all the other airport professionals who made contact with the students is appreciated, and makes an important difference to our student members. Information on the Academic Relations Committee and resources available to students can be found on the committee’s Web page at www.aaae.org/arcommittee.

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upfront

both passenger and cargo travel will grow this year. Airline revenue and yields are up, but fuel prices remain volatile.” Passenger traffic is expected to grow at a 5.3 percent annual rate over the long-term, driven by economic growth from regions with diverse airplane needs, Boeing said. The single-aisle airplane segment will continue to dominate growth worldwide due to the proliferation of low-cost carriers, emerging markets such as India, China and Southeast Asia, and continuing instability of fuel prices, the company said. The single-aisle segment has outpaced long-haul markets over the last decade and will continue to trend upward as older fleets are retired. The Asia-Pacific region shows the most robust market gains, with China leading the way, according to Boeing projections. Further, Boeing forecast that the world freighter fleet will increase from 1,750 to 2,980 aircraft over the next 20 years — an increase of more than two-thirds. This growth will require 2,490 freighters.

refining, transport infrastructure and actual use by airlines. It will include an analysis of potential sources that are indigenous to the Pacific Northwest, including algae, agriculturally based oil seeds such as camelina, wood byproducts and others. The project is jointly funded by the participating parties and is expected to be completed in approximately six months. The assessment process will be managed by Climate Solutions, a Northwest-based environmental nonprofit organization. The project objective is to identify potential pathways and necessary actions to make aviation biofuel commercially available to airline operators serving the region. Air travel currently generates approximately 2 percent of man-made carbon emissions, and the industry has set aggressive goals to lower its carbon footprint, including the use of aviation biofuel when it becomes available, the announcement noted.

Miami’s North Terminal Nears Completion

Biofuel Initiative Launched In Pacific Northwest

Miami International’s North Terminal moved one step closer to completion in July with the reopening of 16 gates in the former Concourse A, which Alaska Airlines, Boeing, Portland has been renamed and is now an International, Seattle-Tacoma extension of Concourse D, airport International, Spokane International officials said. and Washington State University North Terminal’s security jointly announced an initiative to promote aviation biofuel development checkpoint number one, which provides direct access to the 16 new in the Pacific Northwest. gates, also opened recently. The first regional assessment of The North Terminal SkyTrain, a its kind in the U.S., the Sustainable Aviation Fuels Northwest project will rooftop automated people mover system, begins service in September review options within a four-state and will transport passengers within area as possible sources for creating minutes from one end of the milerenewable jet fuel, according to the long concourse to the other for announcement. connecting flights. The comprehensive assessment When the North Terminal’s regional will examine all phases of developing commuter facility and its two passenger a sustainable biofuel industry, gates open for American Eagle including production and harvest, 8

AirportMagazine.net | AUGUST/SEPTEMBER 2010

passengers — scheduled for the end of August — only six of the terminal’s 50 gates will remain to be opened next year, airport officials said.

Pet-Friendly Airports In U.S. Win Praise The following airports have made the most strides in pet travel by opening up designated areas for animals to have a drink of water and stretch their legs, according to TripsWithPets. com, an online service that provides a selection of pet-friendly properties across the U.S., directories of veterinarians and pet recreational activities, pet travel supplies, airline pet policies and more. 1. Hartsfield-Jackson Atlanta International 2. Houston Intercontinental 3. Philadelphia International 4. Phoenix Sky Harbor International 5. Lambert-St. Louis International 6. Reno-Tahoe International 7. San Francisco International 8. Los Angeles International 9. Honolulu International 10. Denver International

TSA: Airlines Meet Key 9/11 Act Requirement TSA announced that the airline industry has met a key requirement of the 9/11 Act by screening 100 percent of air cargo on domestic passenger aircraft by the Aug. 1 deadline. “TSA has taken another step forward in strengthening the security of air travel,” said Administrator John Pistole. “Screening all cargo on domestic passenger aircraft adds another layer to our already robust security system and ensures that TSA is doing everything possible to ensure the safety of air travel.” Continued on page 43


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sustainability

Sustainability Reporting

in the Information Age By Tiffany Goebel, PE, and Candice Derks-Wood, LEED AP

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ou’ve heard it before — we live in an information-driven society. Consumers want to know everything about products they’re buying, services they’re using and locations they’re visiting. They ask questions about corporate sustainability practices. In response, companies, organizations, nonprofits and even municipalities have begun publishing corporate sustainability reports. Airports and airlines are encountering increased interest from stakeholders and, in some cases, pressure to report on how they reduce their environmental impact and contribute to the betterment of the communities in which they operate. Fortunately, there are many proven approaches available for sustainability reporting.

Benefits

Improving Image. Communication about corporate sustainability practices can improve a company’s image and increase participation in related programs. Being transparent about performance establishes credibility with investors, customers, employees, community members, environmental organizations and other interested stakeholders. For some, sustainability reporting tends to be reactive, offsetting negative press coverage or proxy movements. For these groups, sustainability reporting provides a direct response and improves overall image. For many others, sustainability reporting is a proactive measure to engage stakeholders. These companies and organizations often gain benefits beyond image enhancement. The in-depth examination intrinsic to sustainability reporting leads many companies to strengthen their codes of conduct, policies, practices and management systems. Reaching Stakeholders. Through sustainability reporting, airports and airlines have an opportunity to communicate better with a broad range of stakeholders. Reports can be tailored to appeal to each stakeholder’s interest. 10

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Customers typically are most interested in ecofriendly improvements in terminals and aircraft, including recycling programs. Airline shareholders, taxpayers and other financial contributors want to know that sustainability efforts are fiscally responsible. Many reports demonstrate the competitive advantage resulting from sustainability initiatives. Environmental organizations inquire about how much an airline’s or airport’s business affects the environment and what it’s doing to minimize that impact. To appeal to these stakeholders, reports can include a greenhouse gas inventory, an energy usage study or a waste stream audit to establish a baseline and track progress. Charting progress toward goals, whether achieved or not, and including descriptions of specific projects undertaken to reach these goals can increase an organization’s credibility substantially. Employees are often key participants in the implementation of sustainability initiatives, so they are eager to see stories about employee involvement and employee-driven efforts. By reporting on these issues and inviting feedback, sustainability reporting provides a valuable means of strengthening stakeholder relationships.

Motivating Performance Sustainability reporting promotes the establishment of benchmarks and goals. Publicizing these goals shows commitment, and tracking year-to-year progress creates accountability within the reporting organization. This both appeases stakeholders and motivates company performance. This motivation may be manifested in employees contributing ideas to help achieve sustainability goals, encouraging customer participation in activities such as paperless boarding pass programs, and securing funding for sustainability efforts by demonstrating the competitive advantage. Establishing and achieving environmental and


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Southwest Airlines, US Airways and AMR Corp. — parent company of American Airlines and American Eagle — are a few of the airlines publishing corporate sustainability reports. Each of these airlines has followed or used elements of Global Reporting Initiative guidelines and tailored the scope of the report to fit their needs.

and community involvement goals also can foster leadership and collaboration. For instance, an airport that is part of a port authority or larger municipal entity may inspire other airports, port authorities and unrelated branches of municipal or county governments to commit to sustainability reporting and related initiatives. Similarly, sustainability reporting often can serve as a peer-to-peer platform for sharing sustainability initiatives that result in a larger aggregate reduction of greenhouse gas emissions, wastes and utility usage. The information-sharing inherent to sustainability reporting may have a profound impact on increasing the efficiency of sustainability program implementation and effecting change on a global scale.

Reporting Media A wide range of sustainability reporting media is available to meet 12

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each organization’s goals, depending on previous reporting experience and stakeholder demand. Media selection may or may not limit reporting scope. Communication can be as simple as signage promoting responsible use of water and paper goods, placing articles in in-flight magazines about sustainable practices, or participation in community organizations. For entities with advanced reporting experience, more comprehensive reporting platforms are available. An entity may dedicate a section of its corporate Web site — or a microsite — to sustainability reporting. Pages within the microsite may include a vision statement or sustainability policy to provide a holistic view of what sustainability means within the organization. Because online content is updated easily, this venue clearly can communicate progress toward sustainability goals and offer downloads of past sustainability reports. Such content also can be integrated throughout an existing Web site. Formal sustainability reports vary from a simple document discussing sustainability policies and broad initiatives to a detailed report with quantitative data to measure specific impacts and trends — all subject to independent, third-party verification. Comparing trends to an established baseline is useful in assessing performance toward goals such as recycling rates, fuel use and energy consumption. The report also may state sustainability goals and the proposed timeline for achieving them. Some reports focus entirely on the impact of environmental initiatives, while others include a discussion of community involvement and corporate giving. Some entities now are achieving or striving for complete, triple bottom line reporting — people, profit and planet. The triple bottom line encompasses social, financial and environmental impacts of an organization. The addition of financial performance data demonstrates the business case behind sustainability and helps the public understand the complex, yet complete, value of sustainable practices.

Reporting Framework Since annual sustainability reporting has become a trend, many guidelines, standards and frameworks for reporting have emerged. The Global Reporting Initiative (GRI) has become one of the most recognized standards for sustainability reporting and is a widely accepted framework for reporting on economic, environmental and social performance.


AccountAbility’s AA1000 series — principlebased standards for corporate accountability, responsibility and sustainability — also offers a sustainability reporting framework. The evolution of reporting guidelines continues with the International Organization of Standardization

GRI published “A Snapshot of Sustainability Reporting in the Airports Sector” in 2009 to establish guidance for the aviation industry. This snapshot resulted from a review of 17 sustainability reports from airports around the world. A draft of this supplement is available at http://www.globalreporting.org/ReportingFramework/ SectorSupplements/Airports. Regardless of the reporting framework and method of reporting selected, transparency in sustainability reporting is key to a favorable response. Transparency 1. Define scope – This is the most crucial step of the reporting process. — the visibility and accessibility of Internally, reporters must define reporting goals and expectations for future information — means collecting and progress. At this stage, some might find it beneficial to engage a sustainability reporting relevant data to support consultant to help define report boundaries, identify the target audience and a discussion of material impacts select the venue for broadcasting the sustainability message. associated with airline or airport operations. Organizations that rank 2. Capture information – For first-time reporters, this stage can be sustainability reports often judge cumbersome and overwhelming. However, once data capture procedures are reports more on transparency than established, this stage is simplified for future reports. on actual achievements. It is important to avoid 3. Analyze and integrate – A thorough understanding of the data will temptations to report only the become the foundation for future sustainability initiatives. Start to crunch the positive aspects of sustainability numbers, develop stories and define a comprehensive outline for the report. initiatives. Such preferential Develop historical trends if reputable data is available and begin to benchmark reporting leads to “green washing” data comparisons. — falsely promoting or exaggerating environmental friendliness or a 4. Write and review – Collaboration among experienced technical sustainable image. professionals and creative writers comes in handy at this stage. Both can help Instead, communicate ensure that the report eliminates green washing while also positively conveying sustainability success stories the message. Make sure management has time to review the document and and challenges. Exploring these provide feedback. challenges, planning new responsive actions and resetting appropriate 5. Publish – Although it may seem like a final step, releasing a report is a sustainability goals will generate beginning. The metrics and goals in this report will serve as a baseline for credibility for the entire organization future sustainability initiatives and dialogue with stakeholders. and should be part of an evolving sustainability report. Sustainability reporting has become an currently drafting its own social responsibility increasingly important cornerstone to an standards (ISO 26000). organization’s overall business plan. These reports Many airports and airlines adopt portions of allow companies to assess current practices, establish the GRI framework for sustainability reporting sustainability goals, create competitive advantages because it standardizes corporate reporting in a credible, measurable manner. The GRI communi- while simultaneously improving company image, communicate to stakeholders, motivate the internal cates a full range of environmental, social, ecoworkforce and strengthen internal policies and nomic and other standard disclosures relevant procedures. A to the reporting organization and its stakeholders. These standards facilitate transparency and accountability by providing a common baseline Tiffany Goebel, PE, and Candice Derks-Wood, LEED AP, are for understanding and comparing disclosed corporate sustainability reporting project managers at Burns information. Some business sectors are unique & McDonnell. They may be reached at tgoebel@burnsmcd.com and benefit from specialized guidance. and cdwood@burnsmcd.com.

Five Steps to Creating a Successful Sustainability Report

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sustainability

Master Planning

Goes Green By Charles McDermott, LEED AP, and Courtney Armbruster, LEED AP

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s airports across the country seek new ways to reduce their carbon footprints, countless sustainable projects have been undertaken, including renewable energy projects, recycling programs, emission reduction efforts and green building techniques. While each of these projects represents significant strides toward making aviation more sustainable, most have been implemented on a project-by-project basis. What airports have lacked so far is a master plan that helps airport operators make more sustainable decisions in a systematic and organized manner. In response to this need to bring sustainability and planning together, Ithaca Tompkins Regional Airport in Ithaca, N.Y., is undertaking the country’s first FAA-funded sustainable master plan. When the time came to update Ithaca’s 14-yearold master plan, airport Manager Robert Nicholas, A.A.E., and the airport’s consultant, the C&S Companies, saw an opportunity to make it more than just another traditional planning document. According to Nicholas, “Mounting evidence about climate change brings with it an urgency for all of us to protect the environment for future generations. Through this initiative, I hope that we can do our bit and perhaps set an example for other airports to follow.” The project team’s goal for this sustainable master plan is to integrate sustainability principles throughout the planning process, finding new ways to view development requirements and generating solutions that both meet the facility needs and contribute to sustainability. Airport master plans always have considered environmental impacts from development projects; however, they mostly have focused on meeting regulations when proposing projects like runway extensions or new facilities. A sustainable master plan takes environmental considerations beyond impacts and regulations, making sustainability a core objective in all aspects of the final master plan. 14

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Community outreach was a significant component of the Ithaca Tompkins project. At the onset of the project, a diverse advisory committee consisting of airlines, tenants, municipal officials, professors from nearby Cornell University and Ithaca College, and local sustainability leaders was formed. The combination of airport operations professionals, academics and sustainability experts resulted in more robust and well thought-out discussions about all aspects of the project. The project team also worked directly with four classes from Cornell University and Ithaca College, involving more than 80 undergraduate and graduate students in the project.

Semester Project The students made sustainability at the airport their semester-long project, working in groups on a wide range of ideas, including renewable energy, green roofs, community outreach, alternative fuels, energy upgrades, funding sources, recycling and transportation demand management. Staff from C&S and the airport met with each class, fielded questions from students and facilitated visits to the airport throughout the semester. At the end of the academic year, each student group gave a public presentation about its project and submitted a written report. All of the student reports were included as appendices in the master plan report. Nicholas acknowledged the value of including the community in the project, saying, “The success of this project has come from widespread acceptance within the community, and that has been made possible by involving the whole spectrum of interested parties — legislators who are stewards of the local environment, other environmental protection groups with special exper-


ing pad, additional t-hangars, fuel facility capacity and more vehicle parking. Additionally, the infrastructure for alternative fuels, renewable energy, alternative modes of transportation, and waste minimization was identified. In developing options to meet those needs, the project team posed the following questions: “How can the project contribute to meeting the sustainability goals and objectives?” and “How can the project be enhanced or modified to meet the goals and objectives?” Using those questions as a framework, the team was able to develop more resourceful and innovative options that both meet the needs of the facility, are more sustainable and are often more cost-effective. tise, the able minds of Cornell University and Ithaca College, the business community, airport tenants, and, finally, the people who live on the airport’s doorstep.” Early on in the process, the advisory committee and the consultant team, which also includes Vanasse Hangen Brustlin, Inc., identified 12 sustainability categories for the project. Categories include buildings and facilities, air quality enhancement and climate change, energy conservation and renewable energy, surface transportation management, materials use and solid waste reduction, and recycling. For each category, the group developed an overall goal statement and a series of objectives. A baseline assessment was conducted for each category, and areas of weakness and strength were identified. The results of the baseline assessments combined with the goals and objectives set the framework for decisions about how to meet facility requirements. During the first phase of the master plan, a list of facility requirements was generated based on analysis of existing conditions and forecast of aviation demands, along with the recommendations from the sustainability baseline assessments. Some of the identified facility requirements included expansion of the terminal building, adding a deic-

Different Lens The key to identifying sustainable solutions is to view development needs through a different lens — one that takes sustainability goals and objectives into account for every decision. For almost every facility requirement, a simple two-step process can be used to identify the most sustainable and viable solution. The first step is to identify ways to maximize existing infrastructure. Second, if new construction is the only viable option, ensure that it is built in the most sustainable manner possible. One of the most pressing needs identified at Ithaca was expansion of the existing terminal building. The terminal was built in the mid-1990s, before TSA was formed and security needs at airports increased. Accommodating TSA, screening equipment, airline offices, concessions, baggage and passenger holding areas is difficult within the existing building layout. TSA currently is occupying one of the ticketing locations for its baggage screening operations, processing and support areas, leaving no space available for additional airlines that might want to serve the airport. Though the terminal has relatively good traffic flow, allowing passengers to move from ticketing through to security, bottlenecks occur frequently as passengers are backed up going through the undersized security screening area. The typical response to this terminal space challenge would be immediately to plan for a building addition. However, the most sustainable project is the one that is never built. With this thought in mind, the project team used the two-step process to brainstorm ways to solve the terminal space conAirportMagazine.net | AUGUST/SEPTEMBER 2010

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straints within the existing footprint. With input from the planning team, the advisory committee, airlines and other users, the team was able to develop a short-term solution that will meet the needs of the airport and its users without the need for expansion. First, the team looked at potential space reconfiguration within the existing square footage. The terminal has some large areas of open space that can be modified to meet other operational needs. A solution was reached that reconfigures the baggage processing area behind the ticketing area, reconfigures some existing offices and relocates a community room. These changes will eliminate the need for adding square footage onto the terminal building in the short term. However, the team recognized that the existing terminal footprint will not be able to adequately serve the airport’s needs forever. Therefore, if passenger traffic increases past a certain threshold, a long-term building expansion plan accommodates additional airline ticketing, baggage claim and passenger holding area beyond security. To ensure that the new construction is as sustainable as possible, it will be designed to meet the airport’s sustainability goals and objectives for buildings and facilities, which includes achieving a certification level of Leadership in Energy and Environmental Design (LEED) Silver, a green building rating system from the U.S. Green Building Council.

Green Projects Building projects are the most common “green” capital projects at an airport. However, the Ithaca project looked beyond just facilities when integrating sustainability. Another requirement was the need for additional vehicle parking spaces. By using the same two-step process, the project team was able to minimize additional construction while still meeting the facility need. The airport currently has short-term and long-term parking lots for passengers, which provide a total of 421 spaces. At several peak points during the previous year, the airport completely filled both lots and was unable to accommodate additional vehicles. By looking at ways to maximize existing infrastructure, the team was able to increase parking spaces in existing lots through reconfiguration and adding some small areas of paving. By removing non-lighted islands, paving some existing curbed-in grassy areas and reconfiguring the pavement striping, enough additional parking spots were created in almost the same footprint to satisfy the airport’s needs. Because this project did require some new construction, ways to make the construction more 16

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sustainable were key. The project team is currently looking at options for permeable paving and replacement of lost vegetation. The terminal expansion and additional parking are just two of the many facility requirements identified, but they represent the new approach Ithaca is taking to meeting airport development needs. Both solutions meet the needs of the airport sponsor and the traveling public, but minimize impacts on the environment. Additionally, both solutions involve less capital investment than more traditional alternatives. Reconfiguring the terminal space is considerably less expensive than building an addition, and it will maintain the current operational costs of the facility. Expanding before passenger demand requires it involves both a large initial capital investment and increased operational and maintenance costs of a larger facility. Restriping the existing parking lot to gain additional spaces is far less costly than enlarging the pavement area. In this case, sustainable options were the least expensive options; however, many times the most sustainable option can be more costly. In those cases, however, there is often a short payback period in which increased initial investment can be overcome through reduced operational costs. For example, designing a new LEED-certified terminal might cost more upfront, but the significant energy and water savings from a LEED building would lower the airport’s utility costs for the life of the building. As Ithaca moves forward with implementation of this master plan, airports across the country also are looking to find ways to integrate sustainability into their facilities. FAA recently announced a pilot program for sustainable master or management plans at 10 airports nationwide, and the agency is looking at lessons learned from Ithaca to develop formal guidelines and recommendations. With the global focus on climate change and environmental conservation growing significantly, the aviation industry has responded with a host of innovative projects and technologies. Organizing those efforts into a master plan is the next step for airports that want to reduce their carbon footprints by a significant amount. A Charles McDermott, LEED AP, is manager-planning department for C&S Companies. He may be reached at cmcdermott@ cscos.com. Courtney Armbruster, LEED AP, is communication specialist for C&S Companies. She may be reached at carmbruster@cscos.com.


For answers, visit Siemens booth #442. Each visit to the Siemens booth helps donate $10 to Philabundance, Philadelphia's largest hunger relief organization. Total contribution by Siemens to Philabundance in Philadelphia not to exceed $5,000 in the aggregate. Each visitor denotes one attendee badge swipe. Duplicate badge swipes are not eligible.


LIGHTING

By Michael Winegard

LEDs Bring Airports Big Returns

Our nation’s airports are some of the largest and most visible public users of energy. And energy often is the second largest operating expense at an airport, exceeded only by personnel. As energy costs increase, airport operation and maintenance costs rise, too.

tices have found substantial benefits that include reduced capital asset life cycle costs, reduced operating costs, better customer service and satisfaction, and enhanced relationships with their neighbors. One key to making day-to-day operations more energy efficient and more sustainable is through the installation of exterior light-emitting diode (LED) luminaires. Recent innovations and continuous improvements in lighting technology have given rise to tremendous energy-saving opportunities. Typically, LEDs were considered only when color or color changing was desired. But engineering and technological advances have improved LED luminaires’ performance and it is possible to use high-efficiency LED lighting for commercial applications.

T.F. Green Airport Warwick, Rhode Island

Above, Boston Logan Airport Terminal B parking before lighting upgrade. Top, same terminal after upgrade.

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Fortunately, energy is a controllable operating expense; through prudent, energy-efficient investments, airports readily can reduce operating costs from 10 percent to 30 percent annually. According to the “10-Airport Survey: Energy Use Policies and Programs for Terminal Buildings” completed by the Clean Airport Partnership for the U.S. Department of Energy, even a 10 percent reduction in energy use can result in cumulative savings of millions of dollars annually. Airports have begun to aggressively implement “green” measures to save energy costs and to generate favorable impressions among travelers. Airports that have adopted sustainable prac-

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T.F. Green, a state-owned airport, is operated by the Rhode Island Airport Corp. (RIAC). Like many organizations and businesses, RIAC looks for ways to reduce energy consumption and costs, as well as lessen maintenance expenses. RIAC conducted an overall energy audit with ConEdison Solutions to determine current energy usage and then identified opportunities for efficiency and reduction as part of an energy-saving performance contract. One area that was identified as needing efficiency upgrading was the airport’s arrival roadway. Originally, this roadway had 150 175W metal halide fixtures that were mounted in the indirect position toward the ceiling of the overhang, providing little light on the roadway. A decision was made to explore the testing of LED luminaires with funding support through rebate subsidies from National Grid,


(Above, left to right) Boston Logan Terminal B, West Palm Beach International

the local utility, and ConEdison financial incentives. Fifty-eight LED luminaires were installed, reducing energy consumption by more than 50 percent. These luminaires, fewer than half the number originally used, provide dramatically improved application level lighting performance. A lifecycle cost analysis, combined with funding and utility rebate subsidies available, will allow RIAC to determine whether additional LED luminaires will be installed in exterior areas such as the airport parking lots.

Palm Beach International Airport West Palm Beach, Florida Palm Beach International is committed to enhancing the facility through sustainable products whenever possible, especially in ways that reduce energy consumption, costs and maintenance expenses. An energy audit was conducted by Hillers Engineering to determine current usage and identify opportunities for efficiency and reduction. One area identified as needing efficiency upgrading was the airport’s arrival and departure roadway. Originally, this roadway had 695 100W metal halide fixtures that used approximately 66,000 KWH per month. LED luminaires were brought in for an energy, maintenance and lighting performance output comparison with the traditional metal halide fixtures; there was no comparison — the LEDs were an easy retrofit choice. The recent installation of 695 79W LED luminaires will provide the airport with an annual energy savings of 429,388 kWh, an annual energy cost savings of approximately $34,000 and an annual lighting maintenance savings of more than $27,000. The feedback has been positive from travelers, as well as from law enforcement officers who patrol the roadway and direct traffic, because the new lights improve visibility and the illumination is evenly distributed. Palm Beach International has plans to relight the baggage handling areas, roadway signage, aircraft gate parking and the existing parking garages with LED luminaires. The airport will recoup its investment in approximately five years.

Boston Logan International Airport Boston, Massachusetts Boston Logan International is owned and operated by the Massachusetts Port Authority (Massport). In May 2009, Massport approved $55.7 million to

rehabilitate the Terminal B parking garage that was constructed in 1974. The four-year project includes the installation of photovoltaic solar panels on the garage roof and the replacement of outdated high pressure sodium lighting inside the garage. Lighting engineer and project manager Dan Hallahan, LC, LEED-AP, of the engineering firm Fay, Spofford and Thorndike conducted a three-month study that included testing different luminaire technology. The study revealed that LED luminaires were the obvious choice for energy efficiency and improved illumination. It is estimated that the 2,000 retrofit LED luminaires will use approximately 50 percent less electricity than is currently used and will save approximately $263,000 in energy costs this year alone, not including the maintenance savings from ongoing replacement of the high intensity discharge bulbs, which cost $150 for each fixture. The anticipated energy savings includes use of an energy management program. The airport will recoup its investment in the LED luminaires in approximately 5.5 years. Massport anticipates a savings of $3.8 million in electrical usage over the next 20 years based on costs of $0.12 per kWh. Logan uses an energy management program throughout the facility. The Terminal B parking garage includes an occupancy detection system with more than 500 sensors. On each level of the parking structure, the lighting control is divided into large sections. When occupancy is detected by a single sensor, all the lighting in that section of the garage powers on. When occupancy is detected within 80 feet of a neighboring section, the lighting in the neighboring section will power on as well. This feature allows drivers and pedestrians to avoid entering a dark area before the lights are illuminated. However, no area will ever be completely dark — emergency lighting always will be on for safety and security. Like most airports, Logan caters to a heavier volume of daytime travelers. Using the energy management system, the airport can reduce its energy footprint by turning off lights at night. The energy management system also employs daylight harvesting. For example, the lights along the structure’s perimeter all power down during the daytime when there is contribution from natural daylight. Michael Winegard is East Coast regional sales manager for BetaLED and may be reached at michael_winegard@betakramer.com. AirportMagazine.net | AUGUST/SEPTEMBER 2010

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MID-YEAR OUTLOOK

Looking Back… Looking Forward

An Airport Magazine Editorial Advisory Board Analysis

Airport Members of Airport Magazine’s Editorial Advisory Board have provided a mid-year assessment of the state of the airport industry, as seen from their particular vantage points. The comments below were in response to three questions:

Mark Gale, A.A.E., CEO Philadelphia International Airport

At this point last year, I believe “bleak” would have been a 2.  Have you implemented any new ideas/strategies that are generating fair characterization as to the revenue from non-aeronautical sources? Are you working to develop economic state of the aviation industry, but many of us still such strategies? maintained a sense of optimism that conditions would improve, 3.  How do you rate the financial health of the airport industry nationalbeit more slowly than we would wide compared with 12 months ago? like. Today, while conditions are still not great, we are certainly Bill Barkhauer, A.A.E., Executive Director seeing signs of a recovery, and Morristown (N.J.) Municipal Airport I remain very optimistic about the future of our industry as whole, both in the near and long terms.  Thus far, 2010 has unfolded about Many indicators in the travel sector are trendas we predicted from a financial ing positively, which bodes well for airports and standpoint. Business bottomed out in the second half of 2009 and is now very slowly airlines alike. However, specifically speaking to conditions at Philadelphia and looking to our fisimproving. We expect that it will probably cal year 2011 (commencing July 1, 2010), we will take about two more years for revenues to remain upbeat on the state of recovery but caurecover to pre-recession levels. tiously guarded in our business approach, as we Last year, we entered into a contract with a continually monitor traffic and revenue trends. national advertising company to install a number of Landed weight at the airport is down 5 percent “high-tech” solar-powered advertising signs around fiscal year to date through March 2010. Based on our airport. The advertisers are mostly high-end the cumulative effect of the winter storms of 2010, brands and services that appeal to our upscale business jet users. The airport receives about half the rev- the eruption of the Icelandic volcano and schedule reductions by both cargo and passenger carriers, enue generated by these signs, and our share should our landing fee revenues collected during fiscal approach $75,000 this year. year 2010 are projected to be lower than budgetCompared with a year ago, I would rate the ed. Our enplaned passenger traffic is down approxfinancial health of the airport industry nationimately 1 percent calendar year to date through wide as having stabilized, but still weak comMay 2010. However, when comparing year-to-date pared to before the recession. I think the GA enplanements (2010 vs. 2009) but excluding a very sector is recovering more slowly than the comwintry February, our traffic is up almost 1 percent.  mercial service sector.

1.  Six months into 2010, are you on track with your financial/growth projections?

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“The health of our airport industry is a reflection of the broader economy;

however, some airports will do better or worse depending on demographics, types of industry clusters, and whether the airport is a destination,

discretionary or business hub.

Terminal building concession revenues are projected to increase modestly in fiscal year 2010, due to expanded offerings related to our Terminal D/E expansion program. However, landside concessions (parking, rental car and hotel revenues) have continued to experience significant decreases due to the overall economic recession and changes in airport consumer habits. Non-aeronautical revenue continues to be an ever-increasingly important source for funding airport operations and keeping budgets balanced. To that end, the airport is currently both analyzing existing and researching potentially new sources of non-aeronautical revenue, and developing strategies for maximizing the revenue capture. Again, while we cannot say things are entirely rosy, we believe we are trending in the right direction, and many critical indicators, such as the return of the business traveler, are helping to bolster optimism.

Robert Olislagers, A.A.E., Executive Director Centennial Airport (Colo.) When we prepared our 2010 budget in 2009, there were indicators that our industry had bottomed out, but it was impossible to tell how we would fare in 2010. Consequently, we assumed no changes in revenue and a slight increase in expenses, mostly driven by health care premium increases. Incidentally, the vast majority of our major clients rode out, and wrote off, 2009. Our 2010 budget reflected our assumptions, but I am happy to say that we are seeing a modest uptick in business, and we are actually ahead of the forecast. That said, we are maintaining our cash position and are spending only as revenues justify it. We maintain a healthy portfolio of non-aviation activities, including golf, ice hockey, kart racing, hotel and miscellaneous other income streams. Our anticipation was, as it has been in years past, that the recreational sources would do well during recessions as people have a tendency to stay home. However, the “staycation” principle is not supported by facts this time, pointing clearly to the depth

and veracity of this recession. We have, however, decided to assume a more aggressive posture in terms of marketing the airport with our tenants and preparing for a long, slow recovery. The health of our airport industry is a reflection of the broader economy; however, some airports will do better or worse depending on demographics, types of industry clusters, and whether the airport is a destination, discretionary or business hub. Although there are some signs of improvement, the global economy, of which our industry is a major enabling component, remains very fragile. As was pointed out by AAAE President Chip Barclay at AAAE’s Annual Conference and Exposition in May of this year, major consumer debt crises are often followed by sovereign debt crises as nations try to buoy their economies. Add “creative financing” by banks and some countries, supported by the near criminal advice of some of the most “trusted” financial institutions, and you have an economic crisis not seen since 1929. As those caught up in this cycle will try to deleverage, their success or failure will dictate the speed of a recovery, but failures, particularly, will continue to be a drag like flaps on a plane. Sorry to be so optimistic!

 

Tory Richardson, A.A.E., Executive Director Fort Wayne (Ind.) International Airport

We are doing okay with finances, but we did not budget and forecast for growth. We are still recovering but doing so at about the pace I had hoped. We added a new food and beverage concessionaire about a month ago. However, it is still too early to tell what that will do for us. The new tenant will be remodeling by the end of the year, and that will be the launch of the new service and products. In addition, we currently are reviewing and revising our airline use and lease agreement that expires Dec. 31, 2010. We hope to be able to pass along some relief to our airlines through AirportMagazine.net | AUGUST/SEPTEMBER 2010

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that process. We are not looking at it as a revenue growth initiative. I think the financial health of the airport industry is much better than a year ago due to our belt-tightening efforts and the general stabilization of the economy. However, we are still very uncertain with respect to FAA reauthorization and the many revenue and expenditure issues wrapped up in its debate. In addition, many of us are at capacity with respect to what the airlines can offer our markets — thus making passenger increases highly unlikely. While things are getting better, we still have a way to go before we are anywhere close to our numbers of a few years ago.

Elaine Roberts, A.A.E. President and CEO Columbus Regional Airport Authority We are ahead of our financial projections for the first half of 2010 due primarily to longer average stays in our parking facilities, increased concession revenues, and increased cargo landings and ground handling services provided for cargo operations at Rickenbacker International Airport. Our passenger growth year to date is 2 percent, which is close to our projections. We have a goal of increasing our total concession revenues this year by 10 percent over last year and, through May, we are

up an estimated 8 percent. We developed a new concessions agreement with Pepsi to provide the exclusive sale of Pepsi products in all news and gift shops at Port Columbus and to provide 15 vending machines throughout the terminal. We will receive an annual $30,000 sponsorship fee in addition to a 30 percent commission on sales from the vending machines. We are in the process of expanding and changing several concessions within the terminal as well. Additionally, we are preparing a master development/ redevelopment plan for all airport authority-owned land and buildings, excluding the terminal at Port Columbus, to identify the highest and best use of all properties. We are working with a real estate broker to assist in the assessments, and then we will develop schedules and cost models for improving and marketing all the properties. This is a more real estate-focused approach to development rather than the more traditional airport planning and land use approach. Finally, we are leasing approximately 10 acres of land to a private developer to build and lease a 140,000-squarefoot office building to NetJets at Port Columbus adjacent to the company’s operations center. NetJets relocated its corporate headquarters to Columbus last year from New Jersey. I think the overall airport industry’s financial health is stronger than 12 months ago, yet we are not out of the woods. Airline capacity reductions, rising costs, and a sluggish recovering economy still indicate that full recovery to the levels of activity that we experienced three or four years ago is years away. A

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NOISE MITIGATION

Noise Mitigation Balancing The Needs Of Airports And Their Neighbors By Emily Peterson Forgey

H

ow does noise affect us and to what degree? Carl Rosenberg, a principal consultant at Acentech and lecturer at MIT, will be a keynote speaker at AAAE’s Airport Noise Mitigation Symposium in San Francisco, Oct. 3-5, 2010, (http://events. aaae.org/sites/101002/). Rosenberg will speak on the historical development of community noise regulations in our society, annoyance to sound in a mechanized age (aircraft noise in particular), and our inherent physiological response to sound. This article provides an overview of his presentations.

Jet Age Environmental Impact Things were relatively quiet in the skies around airports before the jet age took off in the late 1960s. As the airports expanded and airline traffic increased, the noise complaints began. Citizens formed activist groups to bring attention to the interruption caused by aircraft noise. These groups brought their complaints to the policymakers and airport operators, and, at times, filed nuisance suits. The fight to bring a level of peace into the homes of those living near the airports began.

In 1969, the National Environmental Policy Act (NEPA) was established. This required airport operators to take into consideration the impact of noise before they proceeded with airport projects. NEPA also made airport operators responsible for creating a report on the ways in which any changes would affect the community. Following this act, the Aviation Noise Abatement Policy (ANAP) was put in place. Through ANAP, FAA would be responsible for finding ways to reduce aircraft noise, promote thoughtful land use, and phase out older, louder aircraft. Under this policy, airport operators were required to deal with public complaints, and the airlines were expected to replace aircraft that exceeded the new noise requirements. The ANAP also gave those living, or planning to live, around airports the responsibility of self education, to understand the effects of noise and ways to combat extreme noise. In 1985, FAA adopted Federal Aviation Regulations (FAR) Part 150, a voluntary program that works to find a balance between the operational needs of the airports and the noise impact their operations have on the comAirportMagazine.net | AUGUST/SEPTEMBER 2010

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munities around the airports. These policies and regulations created over the years allowed professionals to study the effects of noise on humans.

Noise and Hearing Loss The National Institute on Deafness and Other Communication Disorders (NIDCD) estimates that more than 30 million Americans “are exposed to hazardous sound levels on a regular basis. Of that number more than one-third of Americans with hearing loss owe a portion of their loss to noise.” There is also the difficulty in conducting clear verbal communication when loud noise is present. The message is sometimes partially lost, or not heard at all due to noise. An article in the British Medical Bulletin, written by Stephen A. Stansfeld and Mark P. Matheson, recognizes the magnitude of noise pollution. They note that the average person will have difficulty sleeping when exposed to 45 decibels of noise. The effects from lack of sleep may include change in mood, slowed reaction time and poor job performance. The physiological effects of noise are similar to other stresses that affect the human body, the article stated. Think of a horn unexpectedly honking at you as you are taking a peaceful walk. When you are startled, your body may respond by temporarily tensing muscles, quickening the heart beat, or creating a change in the diameter of blood vessels. These responses often take place in the presence of loud noises. There is a tendency to consider loud noise as a prelude to something bad happening. The loud noise of sirens, screams, thunder and explosions alert us to possible danger. This is a stress response that gives us an advantage in survival. As aircraft fly low over homes, the toll that the intense noise has on the autonomic nervous

system has the potential to be dangerous, according to the article. The performance and physiological effects of noise still are being studied and understood. The possibility that irritability, heartburn, indigestion, ulcers, high blood pressure, heart disease, cancer and more could be connected to extreme noise, particularly when they coincide with interrupted sleep, makes it imperative to continue the research and protect communities exposed to high decibels of sound.

Impact on Quality of Life For people, the annoyances from loud noise run the spectrum of fear, anger and inconvenience to a negative impact on the quality of life. Community annoyance can be measured through surveys and can help to determine the results of constructing a new runway or expanding an airport. The truth is that there is a tenuous relationship between the airports and its neighbors. Through surveys, regulations, abatement programs and solid communication, the foundation for better relationships has been laid. In a noisy space, most people look for a way to escape the sound, either by removing themselves from the area, or quieting the sound source. Families living near runways and under flight paths do not have control over the noise source, and they can’t leave their homes every time an aircraft flies overhead. The noise abatement program has reduced the noise inside homes by a required minimum of 5 decibels within the DNL 65 contour. FAA has mapped out the neighborhoods most affected by aircraft noise. After homes have been treated, the residents have a level of peace and quiet. As aircraft and abatement technology improve, the levels of noise will lessen. Jets have reduced the amount of noise outputted since the 1970s. This mandated trend will continue as technology meets the need for quieter aircraft. The same improvements in technology will allow for better sound treatment of homes within FAA’s sound contour. The balance between protecting the operational needs of the airports and the wellness of the airport’s neighbors will continue to be monitored. As a society, we may find the benefits of quiet are greater than we imagine. A Emily Peterson Forgey, AE Peterson & Associates, may be reached at epeterson82@hotmail.com.

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Sustainable Partnerships: A Comprehensive View “Sustainability” is fast becoming a buzzword of epic proportions in every industry. And “partnership” can mean many things. But a sustainable David G. Yeamans President Aviation & Facilities Group Burns & McDonnell

partnership stands for so much more than a business relationship that promotes being green. It’s about taking ownership in the work. It’s about finding the best way to achieve project success. It’s about listening and understanding. And it’s about putting green practices to work in every aspect of a project, from renewable power to local materials to efficient systems. This edition of our Aviation Special Report is all about the sustainable partnerships Burns & McDonnell employee-owners build with every client, setting client success as the minimum standard. We’re ready to help you ascend to the next level.

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Burns & McDonnell • www.burnsmcd.aero


Sustainable Partnerships Pay Off in Times of Financial Uncertainty 4 Sustainable Energy Management Through Performance Contracting

6

The Consortium Model: Exceptional Value to Airlines and Airports 8

Fuel Consortia: A 30-Year Success Story 10 Relieving Economic and Environmental Pressures with Energy Efficiency 12 Sustaining Performance and Function of Technical Systems 14

Case Study: Commitment to Partnership Elevates Performance 16 The Sustainable Giant Shoebox 18 Corporate Marketing: Joe Brooks, director; Kevin Fox, strategist Contributing Editors: Darla Amstein, Kindra LeFevre, Ann Scheer Art Direction and Design: Jennifer Mitchell Executive Coordinator: Diana Baber Coordinators: Andrea Barron, Jeri Rease, Megan Stephens, Erin Zirbel

Š 2010 Burns & McDonnell Marketing, Communications & Research 2010 Aviation Special Report

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Sustainable Partnerships Pay Off in Times of Financial Uncertainty By Bret Pilney, PE, LEED ® AP

Multi-year, on-call consultant contracts are one way to develop

The chaos of uncertain financial times makes the development

sustainable partnerships. The formula lies in the method used

of sustainable partnerships a key element in delivering aviation to select consultants. The selection process is most effective projects on time and within budget.

when owners choose consultants based on qualifications versus lowest fees. Typically, cost-based selections do not

The aviation industry, still recovering from the devastating

lead to sustainable partnerships.

effects of the 2001 terrorist attacks, has experienced additional setbacks in a financial crisis that has tightened personal

By joining forces with owners, a good consultant can deliver

and business travel budgets, constraining funds for airport

solutions that accommodate reduced budgets but still enable

improvements.

owners to fulfill their requirements and meet constituent needs. Long-term owner/consultant partnerships are mutually

Reduced funding for projects does not change the industry’s

beneficial. Owners receive a quality product without busting

pent-up need to produce facilities that improve the travel

their budgets, and consultants earn a reputation as a trusted

experience and accommodate tenant needs. Expectations are

adviser, resulting in repeat business.

still high that consultants deliver a quality product while being cost-conscious and adhering to project budgets. How can both

As an employee-owned firm, Burns & McDonnell brings a

be accomplished?

unique value to these partnerships. The principles of ownership apply to all our work, whether for ourselves or for our clients: working efficiently, saving money, combining talents to deliver

Aviation Partnerships

the best product.

Examples of sustainable partnerships Burns & McDonnell has developed:

To us, being a partner means not taking for granted that all options have been considered before moving forward on a

• Kansas City Aviation Department, 55 years

project. We aren’t afraid to ask the tough questions that an

• Dulles International Airport, 50 years

owner would ask themselves. By becoming an extension of

• John F. Kennedy International and LaGuardia airports, 50 years

our client’s staff, we read between the lines, carefully consider

• Miami International Airport, 45 years • O’Hare International Airport, 26 years • San Francisco International Airport, 22 years • Denver International Airport, 20 years • Johnson County (Kan.) Airport Commission, 20 years • Lambert-St. Louis International Airport, 18 years

owner needs when determining the best direction, and make cost-effective recommendations — the same steps an owner takes to reach a good decision. Our processes automatically integrate sensitivity to client budgets and diligence in generating creative solutions within the boundaries of material selections, life-cycle costs, and operations and maintenance impacts.

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Burns & McDonnell • www.burnsmcd.aero


PARTNER

SUCCESSFUL TRUSTWORTHY The current financial crisis has driven the aviation industry

At Burns & McDonnell, a partnership is more than just

to develop sustainable plans for the entire airport campus.

collaboration. It meshes two entities to create a stronger

Burns & McDonnell’s 68 years of experience with the full

team and smarter solutions that result in better facilities

range of aviation-related projects enables us to see the

that withstand the test of time.

broader picture and analyze it before determining the necessary resources to get the job done. A holistic view can

Our partnerships are sustainable because we’ve made it our

lead to broader efficiencies that lower your bottom line.

mission to make our clients successful. When we become a member of the team, that mission is easily accomplished.

A terminal renovation at Kansas City International Airport is just one of the more recent projects to come from the 55-year partnership between Burns & McDonnell and the Kansas City Aviation Department. 2010 Aviation Special Report

5


Sustainable Energy Management Through Performance Contracting By Patrick Worthington, PE, LEED ® AP

Today’s intense focus on being green has vaulted sustainability concerns to the list of integral components for airport design and operation. While aviation facility owners can draw on seemingly limitless choices for significant sustainability improvements, maximizing energy efficiency is the most widely considered and implemented opportunity. The reason is simple. Energy efficiency can significantly reduce the facility’s carbon footprint while improving the bottom line through lower utility expenses. In many cases, the utility cost savings expected from implementing an energy-efficiency project are sufficient to recover the investment in the project in a relatively short period of time. Many organizations base their business case analyses on this expected return on investment. Strategic Sustainability On the surface, energy-efficiency projects seem to be a slamdunk method for advancing sustainability efforts. Digging a little deeper, however, sheds light on a critical, yet often ignored, component that can make or break the efficacy of energy efficiency as a long-term sustainability strategy. In order to support a viable strategy, the energy savings resulting from such projects must not only occur when the project is implemented, but it must also be sustainable over time. Because of the dynamic nature of aviation facilities, with multiple stakeholders and daily operational challenges, even the most well-designed energy-efficiency project requires a well-conceived and supported management system to ensure that the project delivers and sustains the intended financial Lighting and HVAC projects are a frequent target of energy-efficiency projects. 6

and environmental benefits. Burns & McDonnell • www.burnsmcd.aero


SAVINGS

SUSTAINABLE ENERGY EFFICIENT Energy Savings Guaranteed

This close, long-term working relationship provides a built-in

An energy savings performance contract (ESPC) is a project

management system designed to verify that energy savings

delivery method in which a single contract provider executes

are achieved initially and every year thereafter.

both the turnkey implementation of energy-efficiency measures and a measurement and verification process to

Long-Term Strategy

track project performance. A key feature of ESPC projects is

Energy efficiency can and should be a major contributor to

that the ESPC provider guarantees that the project will realize

any aviation facility’s sustainability strategy. Through the close

the anticipated energy savings. Should the resulting energy

partnerships formed and performance management processes

savings not meet the guaranteed level, the ESPC provider

obtained through an ESPC, valuable energy savings can be

pays the difference.

achieved with the assurance that the benefits will not dissipate in the future.

Energy efficiency can significantly reduce the facility’s carbon footprint while improving the bottom line through lower utility expenses. Aligned for Success In addition to securing project cash flow, the energy savings guarantee aligns the definition of project success — the long-term achievement of energy-savings targets — for both the aviation facility and the ESPC provider. As a result, the relationship between the aviation facility and the ESPC provider is a true partnership, working cooperatively toward a common goal.

Once energy-efficiency measures are implemented, a monitoring and verification program makes sure systems are providing the expected savings.

Once a project is implemented, a performance management period begins. During that time, the ESPC provider monitors facility systems, reports on energy performance, works with airport personnel to identify and correct performance deficiencies, assists with facility system troubleshooting and diagnostics, and evaluates opportunities for continued improvement. The performance management period lasts for the duration of the contract term, typically from 10 to 20 years. 2010 Aviation Special Report

7


The Consortium Model: Exceptional Value to Airlines and Airports By Katherine Goudreau

modifications with significant benefits. Converting to a reverse

In the battle against rising facility operations and maintenance

osmosis treatment system can save hundreds of thousands of

costs, consortiums can provide significant benefits for airlines

gallons of water while still meeting all the operational needs of

and airports. When properly managed and staffed, they enable

the facility.

exceptional and efficient operation and maintenance services. Airline-managed consortiums allow airlines to focus on their

Consortiums can also evaluate utility bills — power, gas, water

core business while the consortium focuses on managing,

and sewer — for savings initiatives. Replacing 1.6 gallon-

operating and maintaining the systems and facilities. Today,

per-flush (gpf) toilets with 1.28 gpf toilets reduces water

consortiums are in place in Atlanta, Los Angeles, New York’s

consumption by 20 percent. Purchasing interruptible gas and

John F. Kennedy International, San Francisco, Detroit and

using jet fuel as a backup source can save thousands of dollars

Chicago’s Midway.

each month.

More Efficient, Cost-Effective Operations

Increased System Reliability

At many airports, central utility plants (CUPs), lighting systems,

System reliability typically increases under the management

passenger boarding bridges and control systems are beginning

of a consortium. Since consortiums must gain approval

to age. As a result, efficiency is reduced, and significant

for operating budgets and goals and often have incentives

costs are required to keep aging equipment operational.

for meeting or exceeding those goals within the budget,

A consortium can more easily evaluate every system,

they are highly motivated to cut costs while still providing

analyze the maintenance and operation costs, and determine

exceptional service. Having engineers, Leadership in Energy

whether it is feasible to replace or upgrade. For example, an

and Environmental Design (LEED®) accredited professionals,

engineering evaluation of a CUP could uncover relatively simple technology experts and business advisers manage the program

Holdroom modifications, such as these to accommodate international flights with special security requirements, can be managed by a consortium. 8

A holdroom seating repair program, such as this one managed by Burns & McDonnell, reupholsters 20 percent of terminal seats per year for an airline client. Burns & McDonnell • www.burnsmcd.aero


QUALITY RELIABILITY QUALIFIED

BENEFITS

IMPROVE

provides the freedom for airlines to maintain a high level of

qualified engineers, architects, scientists and business

operations and customer service. Initiatives can be designed

managers works with many clients to implement these

and implemented under the direction of the consortium, which

cost savings at airports worldwide.

then has direct control of schedule, costs and quality. The potential for consortiums to provide savings and Burns & McDonnell has worked with many owners to improve

operational quality benefits to airlines and airports is

existing facilities, reduce operating costs, modernize systems

substantial. For nearly any common facility or function, they

and increase efficiency of operations. Our staff of LEED速-

are a powerful weapon against costs that are rising each year.

Baggage systems are another likely area for consortium operation and management. Burns & McDonnell designed this equipment upgrade to reduce injury and increase hourly baggage throughput by more than 80 percent. 2010 Aviation Special Report

9


Fuel Consortia: A 30-Year Success Story By Robert Sturtz and Grant Smith

Airlines, with significant support from American, Delta, Pan Am,

Fuel costs constitute a large share — often up to 30 percent

Western, Flying Tigers, KLM and Lufthansa.

— of airline operating expenses. So creative ways to more effectively manage and efficiently distribute fuel supplies at

Coming Together at LAX

large airports have been an industry priority for decades.

Oil companies — including Chevron, Shell, Unocal, ARCO,

In the late 1970s, airlines at several major airports began

Mobil and GATX — owned and operated several large fuel

looking at a consortium model to bring down costs and

storage and hydrant systems at LAX. Some larger airlines —

increase efficiencies.

American, Pacific Southwest Airlines and Trans World Airlines owned their own fuel storage and/or hydrant systems.

Looking for Options Before the fuel consortium era, fuel storage and distribution at major airports typically was controlled by major oil companies. In many cases, each oil company had its own distribution system to supply specific concourses. San Francisco and Los Angeles airports, for example, operated in this manner. These structures limited competition and the opportunity for airlines to introduce new sources to the airport and resulted in higher fuel costs for the airlines. The oil companies’ costs associated with these facilities were passed on to the airlines as part of their fuel cost. Competing airlines came together in a revolutionary response, collectively seeking a free market for fuel pricing and fuel system operations at major airports. The first airports to establish airline consortia were in Chicago, Honolulu and Anchorage, Alaska. In the mid-1980s, many airline consortia were formed to manage facilities in Las Vegas, Phoenix, Seattle and Los Angeles. The creation of consortium LAXFUEL Corp. at the Los Angeles International Airport (LAX) represented a major breakthrough because it included off-airport storage and access to ports, which enabled airlines to import jet fuel to the West Coast for the first time. It also let airlines take advantage of bonded fuel, which eliminated the import duty on international flights out of LAX. This effort was lead by United 10

New fuel storage facilities at LAX were integrated into existing systems. Burns & McDonnell • www.burnsmcd.aero


FUEL

OPERATIONS DISTRIBUTION Because each oil company pipeline into the airport connected

airport authorities continue to evaluate whether this model

directly to refineries in the area and no common carrier

can apply to other airport operations. Consortia offer an

pipelines into the area existed, the airlines were at the mercy

opportunity for airlines to work together, along with airport

of the few oil companies that served the airport.

management, to manage collective activities more efficiently and cost-effectively.

In 1985, airlines formed a California Mutual Benefit Corporation to purchase the oil company facilities on the airport, lease

Other services that may be managed by an airline consortium

the property and right-of-ways from the airport authority,

range from the procurement of common services such as

finance the acquisitions and improvements, and manage the

skycap services to maintenance of collectively used equipment

fuel infrastructure and operations. LAXFUEL was designed

such as baggage handling systems or passenger boarding

to create an open market and enable the sharing of one fuel

bridges. Going forward, it may be possible to translate the

storage facility on airport property for all member airlines’ use.

benefits of airline consortia management to other activities,

The cooperation of the LAX Airport Authority was essential

including ground support equipment maintenance and

to facilitate the creation of this integrated fuel storage and

aircraft deicing.

distribution system. Additional off-site storage facilities have been leased by LAXFUEL to better position the airlines

Robert Sturtz is the managing director of strategic sourcing-

to purchase and store fuel near the airport. Each airline

fuel for United Airlines. He has more than 30 years of fuel

purchases its own fuel as it sees fit and uses the common

management experience and is chairman of fueling consortia

facilities. The fuel is comingled and accounting of fuel usage

at major airports nationwide.

and inventory is handled by the fuel system operator. Burns & McDonnell worked with LAXFUEL to design and build a 600,000-barrel fuel storage facility that integrates the oil company facilities and new storage capacity with existing fuel hydrant systems. Consortium members share the cost of the infrastructure and the operation and maintenance of the facilities based on each carrier’s consumption as a percentage of total airport volume. A Spreading Model

The completion of the LAXFUEL storage facility gave consortium member airlines opportunities for savings and efficiencies they could not achieve on their own.

Fuel consortia have become a common operational model at major airports in the U.S. and around the world. Airlines operating at mid-size to smaller airports have adopted the model of shared facilities to reduce costs. Airlines and 2010 Aviation Special Report

11


Relieving Economic and Environmental Pressures with Energy Efficiency By Scott Clark, PE, CEM, and Ed Mardiat, DBIA

Implementation of a thermal energy storage system enabled

As the airline industry struggles through the current economic

DFW to increase efficiency of cooling operations and cut

downturn, airport directors face growing economic and

costs. This initial focus on energy efficiency to counter rising

environmental pressures. Energy costs rose 40 percent to

energy costs also led to implementation of a Continuous

50 percent in the past decade, and the industry faces growing

Commissioning® (CC®) program. By using the building control

scrutiny over its greenhouse gas (GHG) emissions.

system to monitor key points where inefficiencies can develop, optimum operational efficiency is maintained.

But airports around the country are taking steps to improve their energy efficiency and reduce the environmental impacts

“We initiated a CC® program in 2004 to improve the energy

of their facilities and systems. The Burns & McDonnell OnSite

performance of our airport facilities. The CC® process is

Energy & Power group works with airports around the country

designed to optimize the performance of existing equipment,

to optimize operations and reduce GHG production.

requiring little, if any, capital investment. The majority of the work involves testing and recalibrating sensors,

Case Study: Dallas-Fort Worth International Airport

reprogramming building automation systems to reflect

A $2.6 billion capital development plan approved in 1998

operational and seasonal changes, and optimizing the HVAC

added a 1.9 million-square-foot international terminal, an

system’s sequence of operation,” says Jerry Dennis, energy

automated people mover and a Grand Hyatt hotel to the DFW

manager at DFW. “To date we have commissioned six facilities

complex. Utility deregulation followed, and environmental rules

and generated over $6 million in energy savings. As a result

initiated in 2001 required a 70 percent reduction in nitrous

of these activities, DFW Airport has received the 2005 Star of

oxide emissions.

Energy Efficiency award from the Alliance to Save Energy and the 2010 National Energy Project of the Year award from the

To handle the impacts of these events, DFW expanded and

Association of Energy Engineers.”

upgraded its central utility plant and chilled water system.

An expansion of the Dallas-Fort Worth airport campus, including an international terminal, people mover and hotel, increased the energy demand on the airport systems. One part of the airport’s energy solution is a 6 million gallon thermal energy storage tank (top right). 12

Burns & McDonnell • www.burnsmcd.aero


ENERGY

IMPROVEMENT

ENVIRONMENTAL

Case Study: Denver International Airport

identified by the Burns & McDonnell Energy Services Group.

As airport officials considered a terminal expansion that

To relieve HVAC loads, the Flight Information Display System is

included a new airport hotel, they planned to add a new chiller

tied to the building automation control systems, automatically

plant to accommodate the additional load. Burns & McDonnell

curbing HVAC loads to areas of the terminal as flight frequency

prepared a master plan and evaluated the efficiency level

declines overnight.

of the airport’s existing system. That study determined that by optimizing the operations of the existing chilled water equipment, more than 200 pumps could be eliminated from the design. Only one small chiller will be added to meet load requirements for the expansion. The project’s estimated payback is less than three years. Case Study: Port Columbus International Airport A comprehensive energy management program is in place to help the Columbus Regional Airport Authority reap nearly $600,000 in annual energy savings — totaling $7 million over the next 10 years. A high-efficiency boiler system was combined with a range of energy conservation measures

The 1.9 million-square-foot international Terminal D at DFW features many energy-efficient systems, including programs to optimize supply air temperatures and return air fan speeds.

Option for Efficiency

turbine generators. Exhaust will be used to produce

In the digital age, airports are increasingly dependent

steam to drive steam turbine chillers for terminal

upon electricity. All have backup diesel engine

cooling or to power a steam turbine generator to

generators for the control tower and life safety

provide power to meet critical airport loads. The CHP

features, but if grid power fails, operations cease.

system will have efficiencies greater than 75 percent compared to a typical central plant fed from the grid.

Energy is an airport’s second-largest expense — second only to staff compensation — so increasing

The U.S. Department of Energy considers CHP

energy efficiency and improving reliability with an on-

“one of the most promising options in the U.S. energy

site combined heat and power (CHP) system is gaining

efficiency portfolio” because of its low greenhouse

interest from local, state and federal agencies.

gas emissions, high efficiency, potential for nationwide

Los Angeles International Airport, for example, is

implementation and ability to relieve increasing

planning to install two 4.3-megawatt combustion

demand on the grid.

2010 Aviation Special Report

13


Sustaining Performance and Function of Technical Systems By Ron Crain and Mark Schuette, PE, LEED ® AP

attack. A simple failure or intrusion can render the network

Total cost of ownership (TCO) — the ultimate measure of

and all dependent systems non-functional.

business and facility sustainability — is a common topic for engineers, project managers and facility owners. It is the

A Management Plan

opportunity and obligation to assure that a new facility can

An airport operator evaluating technology system selection,

be maintained and operated for the desired number of years

operation and maintenance must first assess the quantity

without loss of function and performance.

and capabilities of its existing technical staff. Capabilities can range from superb to non-existent. These assessments should

Most airport operators are intuitive about the snow removal

determine if the staff can be trained for the new technology or

expenses, pavement remarking, janitorial services, utility

if new staff must be recruited.

costs, and preventative maintenance. But the operation and maintenance of technology-based facilities or systems are often overlooked. Airports risk acquiring technology systems without the operating budget and staff to sustain their function and performance in the long-term. How It Happens

If staff must be trained or hired, getting them on board early in the design and construction pays large dividends in their ability to problemsolve and maintain.

Several factors contribute to the tendency to deploy

During the system selection process, airport operators must

unsupported technology:

challenge designers to present solutions in harmony with

• These systems offer true operational advantages and are highly desirable.

the availability and skill level of the existing staff. If a more

• They are relatively new to airports and have limited tactical history. • Plentiful system integrators and declining hardware costs keep the initial costs low. • Technology marketers are not always forthcoming about maintenance requirements. • Rapid change in the technology industry makes keeping up difficult. This is most obvious — and important —with data networks. Small networks often operate for years without problems, but large networks that integrate a variety of technical systems have exponentially more opportunities for failure and cyber

14

The most effective technology installations include a plan for ongoing operations and maintenance.

Burns & McDonnell • www.burnsmcd.aero


COMMITMENT SUCCESS MANAGEMENT PLAN

DESIGN

complex technology is required and trained staff will not

These programs combine to create a partnership for end-to-

be available, outsourcing and system-specific maintenance

end services: design, build, contract, deploy, integrate, operate

contracts can fill the gap.

and maintain. But regardless of the delivery and operations methods implemented, measuring the TCO is a critical step

Collaborate for Success

in managing technology systems.

An experienced technology designer works in close partnership with airport operators to go beyond system selection and installation strategy, properly preparing for long-term

When Disaster Strikes

operations and maintenance of new technology systems.

When a mission critical system or component fails,

The initial project assessment should include airport operation

remaining operational and minimizing downtime

and maintenance resources as a significant factor. In most

requires the proper combination of two resources,

cases, the evaluation of these resources drives the type and

redundant equipment and an emergency staff.

level of technology deployed. This approach yields a TCO for the systems under consideration. TCO includes the

Redundancy offers the flexibility to take a systematic,

capital expense plus operation and maintenance expenses,

deliberate approach to resolving the problem. System

typically for five to seven years. From the TCO, the client’s

performance may be degraded some, but the end

preferred financial analysis process can determine the return

user is still able to work. Redundancy is capital

on investment.

intensive — you have to buy two or more of everything — but it is the only way to achieve

Outsourcing Options

zero downtime.

Addressing airport technology systems in an end-to-end process, evaluating the systems’ entire life cycles in light of

If some downtime can be tolerated, a highly trained

both the facility and the staff, is a complex but highly beneficial

staff immediately available to swarm the problem

process. Burns & McDonnell delivers technology systems

and restore operations can be effective. However this

for its clients through Integrated Technology Project Delivery,

implies a manpower commitment 24-7, year-round,

providing a vendor-independent review and selection process.

and its associated costs.

Through Facility Operations Services, Burns & McDonnell provides the ongoing expertise and experienced manpower

Practically, both resources combined specifically

to handle systems that are outside the realm of airport staff.

for the clients needs are necessary for effective

Burns & McDonnell staff members work as an extension

technology system operation.

of the client staff, delivering day-to-day oversight to maximize efficiency.

2010 Aviation Special Report

15


Case Study: Commitment to Partnership Elevates Performance By Fred Heid, PMP

The partnership has advanced both companies’ strong

A clear, upfront commitment to partnership with a client

commitments to leadership and continuous improvement in

promotes economic growth, social development and

environmental performance, meeting the growing expectations

environmental stewardship. This commitment enables the

of stakeholders.

partners to build the necessary trust to deliver value on current and future initiatives.

Sustainability projects at the Burns & McDonnell world headquarters campus in Kansas City, Mo., have reduced

These growing and sustaining partnerships with clients, as

energy consumption by 16 percent annually, toward a goal

they become successful, long-term and strategic relationships,

of 20 percent. Water-saving fixtures conserve 1.5 million

help both partners become market leaders as they respond

gallons per year. A stormwater management system

to industry trends such as sustainable architecture, products

on the campus captures and treats 7 million gallons of

and services.

rainfall, reducing runoff by 18 percent and relieving the city infrastructure of 3.4 million gallons of stormwater per year.

The partnership between Alaska Airlines/Horizon Air and

A pilot green roof captures up to 70 percent of the rainfall

Burns & McDonnell started in fall 2001 with a maintenance

on the canopy above the main entrance and filters it through

hangar study at Oakland International Airport. Since then, this

an eight-layer system topped with low-maintenance, drought-

collaboration has grown to encompass a range of projects

resistant vegetation. Other initiatives include photovoltaic solar

across the country. Future efforts are planned to improve

panels, a pilot hybrid solar lighting system, recycling programs

building quality, reduce operating costs, and minimize

and sustainable transportation employee incentives.

environmental impact and carbon footprint. Alaska Airlines/Horizon Air has reduced its carbon dioxide emission levels by 23 percent in the past six years through

Building on Partnership

programs addressing its aircraft and vehicle emissions, energy

In the past decade, Alaska Airlines/Horizon Air and

conservation, resource conservation and recycling. Onboard

Burns & McDonnell have collaborated on

recycling diverts 300 tons of waste from landfills, and new

a variety of projects:

programs reduce noise pollution resulting from its operations.

• Inaugurated new service in six cities

The airline’s fuel-saving measures conserve 35 million gallons

• Relocated service in four airports

of fuel annually. Changes in its aircraft fleet inventory and

• Developed a Finish Standards Manual

installation of aerodynamic components such as winglets have

• Completed an adaptive reuse design for a new reservation center • Developed aircraft layouts

16

Burns & McDonnell • www.burnsmcd.aero


GROWTH

ENVIRONMENT PARTNERSHIP increased aircraft fuel efficiencies. Alaska Airlines/Horizon

standard facilities contract language to improve building

Air tested the Greener Skies program in summer 2009 in

impact on the environment.

partnership with the Port of Seattle, Boeing and the Federal Aviation Administration. Using a satellite-based flight guidance

Through partnership, Alaska Airlines/Horizon Air and

technology — known as required navigation performance, or

Burns & McDonnell are using processes that are

RNP — the airline saved 2.1 million gallons of fuel, reduced

environmentally responsible and resource efficient.

emissions by 22,400 metric tons and reduced noise exposure

This partnership’s mutual success depends on both

for an estimated 750,00 people. The airline also adopted

parties’ ability to learn and to implement these stainable

Leadership in Energy and Environmental Design (LEED®)

solutions, reflecting the commitment of both companies to each other and to the environment.

Horizon Air’s newest Bombardier Q400 sports a livery spotlighting its lower environmental impact compared to similar aircraft. It produces 30 percent to 40 percent fewer carbon emissions than others in its class.

2010 Aviation Special Report

17


The Sustainable Giant Shoebox By Patrick Brown, AIA, NCARB, LEED ® AP

a sustainable giant shoebox — an airplane garage —

Airlines around the world are taking a hard look at expanding

when one wall is made up of doors that open to the elements?

or returning to insourcing aircraft maintenance operations.

Sophisticated systems and equipment for structural repair

Partnering between the operations group that moves

operations, aircraft painting and conversion to new

passengers and the maintenance group that keeps planes

uses such as passenger to cargo configurations amplifies

airworthy can lead to cost-saving synergies for the entire

the complexity.

operation. Skilled maintenance technicians, making immediate direct responses to disabled aircraft and shortening turn times for heavy maintenance checks, maximize aircraft dispatch rates and lead to the most coveted of airline reputations: on-time reliability. Making the commitment to insource aircraft maintenance requires thorough cost justification for the substantial expense incurred to create and maintain the facilities that support maintenance work. Insourced maintenance operations must compete with outsourcing maintenance companies. Creating that efficient maintenance operation requires a facilities plan

Through client partnerships — bringing designers, management and maintenance staffs into the process — we are jointly creating hangar spaces finely tuned to the operations that take place there. For heavy maintenance checks, gone are the wasteful, cavernous hangars of the past.

that supports quick and efficient movement of aircraft through

New World of Design

scheduled and unscheduled maintenance. Aircraft hangars

Through client partnerships — bringing designers,

are some of the largest enclosed-volume spaces constructed

management and maintenance staffs into the process —

today. That scale of building presents challenges to efficient

we are jointly creating hangar spaces finely tuned to the

and sustainable methods and materials.

operations that take place there. For heavy maintenance checks, gone are the wasteful, cavernous hangars of the past.

Facility Challenges

For this confidential client, we are utilizing a hand-in-glove

Burns & McDonnell is designing and building aircraft

concept to shape and size the hangar to close tolerances

maintenance facilities today under conditions that make those

around the aircraft. The reduction in size and volume translates

design and construction challenges even more complex. For a

to direct cost savings through reduced initial construction

confidential client in association with Dar Group, the designer-

cost of the building shell and reduced size of the mechanical,

client team is facing those challenges on a 5 million-square-

electrical and fire protection systems that serve it. Smaller

foot complex of hangars and shops.

buildings and systems translate directly to reduced operating costs for the entire service life of the building.

Hangars generally are “giant shoeboxes” — plain, functional facilities with limited architectural detail. How do you design 18

Burns & McDonnell • www.burnsmcd.aero


HANGAR RELIABILITY MAINTENANCE

AIRCRAFT

Interior space is minimized by a hand-in-glove design approach.

Innovative materials and equipment make hangars more

protection systems reduce water consumption and waste

sustainable. Reflective floors reduce lighting demand and at

residue volumes.

the same time provide illumination under the giant shadow of the aircraft. Giant ceiling fans with super-efficient motors and

By combining 50 years of hangar design and construction

aerodynamically tuned fan blades circulate air economically.

experience with a client staff dedicated to optimizing

Translucent panels filled with aerogels — the latest low-

maintenance operations, Burns & McDonnell and its clients

density insulative but light-transmitting solids — replace

produce sustainable and operationally superior facilities for

inefficient windows for daylighting. Lower density foam fire

aircraft maintenance — a true sustainable partnership.

2010 Aviation Special Report

19


ASCEND TO THE NEXT LEVEL

Taking you beyond green, beyond good service, to a relationship that puts us all on the same team: yours. OUR SERVICES

For nearly 70 years, Burns & McDonnell has designed functional, efficient, flexible and cost-effective aviation facilities for clients around the world. Services include program management, master planning, facilities design-build, and environmental planning and design.

OUR EXPERTS SPECIALIZE IN:

Aerospace manufacturing Aircraft overhaul and maintenance hangars Airfield design Airport security Airport technology Cargo facilities Central utility plants/combined heat and power plants Control towers Fueling and ramp services Hangars Jet engine maintenance and test facilities Passenger terminals Rental car facilities

For more information, contact: Randy D. Pope, PE 816-822-3231 rpope@burnsmcd.com

9400 Ward Parkway Kansas City, MO 64114 Phone: 816-333-9400 aviation@burnsmcd.com

www.burnsmcd.aero


AIRPORTS

ELECTRICAL STUDY

South Carolina Initiates Airport Electrical Study By Michael Cameron

I

n 2009, the South Carolina Aeronautics Commission (SCAC) began work on a statewide electrical study of 43 airports that ranged from air carrier facilities to small general aviation airports to gain a thorough understanding of the lighting and signage equipment at each one. The results of the study would provide the necessary information to support electrical system upgrades and replacement projects, as well as provide a foundation of knowledge to build on going forward. While the scope of work was well-understood, the methodology was not yet defined. As SCAC soon learned, finding a project with similar scope to use as a guide was quite difficult. In fact, despite multiple national calls for information and presentations, this project continues to attract attention as a singular endeavor. SCAC contracted with WK Dickson & Co., Inc. of Columbia, S.C., to execute this project. WK Dickson proposed an approach that involved the resources of both electrical engineers and an elec-

trical contractor to perform the field investigation at each airport. For this expertise, WK Dickson teamed with Walker and Whiteside Inc., an electrical contractor that has performed work at nearly all South Carolina airports. For electrical engineering expertise, both the Ohmega Group LLC and Cheatham and Associates were engaged.

Combined Perspective The combination of electrical engineers and electrical contractor perspectives continues to provide an assessment of the design of electrical systems and the constructability of the systems. Partnering both disciplines in the field provides opportunities for creative solutions and recommendations for unique circumstances. It is these innovative approaches that will most benefit SCAC. WK Dickson also proposed the use of Geographic Information Systems (GIS) to manage the tremendous amounts of information on lights, signs, vaults and NAVAIDs that the project would generate. Not only does GIS provide a scalable platform

AirportMagazine.net | AUGUST/SEPTEMBER 2010

25


Signage and other equipment included in the SCAC study

for organizing information and incorporating data from various resources, it also provides the necessary tools for collecting information in the field efficiently. Once the data is collected, GIS then enables a wide range of decision-support analysis that makes quick work of determining the equipment that meets SCAC’s criteria for upgrade and replacement projects. To collect the information from each airport, the WK Dickson team is using Panasonic Toughbooks with ArcGIS Desktop version 9.3.1 software installed. Combining the Toughbooks with the ArcGIS Desktop software enables the field crews to have complete functionality in the field. Before field work begins, GIS analysts load the field computer with base map data and preliminary information about the electrical systems for each airport. Once in the field, these base maps, including aerial photographs, are used for reference on the airfield, and the electrical equipment is updated directly into the GIS database. One of the many advantages to the GIS approach is the ability to use pre-determined values for many of the feature attributes. For example, a pull-down list of possible taxiway light manufacturers eliminates the laborious task of typing the information into the database. With a simple click on the appropriate attribute value, the information is recorded. The use of pre-determined values known as domains also provides a quality control measure. By not requiring the field workers to type many of the attributes, typographical errors virtual-

ly are eliminated. Also, by limiting possible values to only those applicable to the feature being identified, numerous mistakes can be prevented.

Information Types The information being collected for each feature goes beyond the simple location and accurate count of features on the airfield. All equipment is recorded for information on manufacturer, type, installation dates, condition, noted deficiencies and recommended repairs. Information regarding color of lens and type of bulb is noted for light fixtures, while number of panels and panel legends are recorded for all signs. Inside the vault, regulators and radio control equipment are tested for performance and each circuit is tested. The goal of these inspections is to identify equipment or even entire circuits showing signs of failure. To date, numerous performance issues have been identified. Some issues, such as fire ants infesting light fixtures, relate to general maintenance issues while more significant issues with faulty circuits and equipment that do not meet current safety codes also have been uncovered. One airport in particular was identified immediately as needing a complete electrical system overhaul. By implementing a proactive approach, SCAC is identifying and prioritizing issues that can be planned for, as opposed to reacting to an emergency situation. Having this current and vast array of information on the electrical systems at each airport throughout the study area also gives SCAC a useful tool for knowing the equipment in place at each facility. In the event of an emergency, SCAC can query the GIS quickly to locate spare equipment that possibly could be deployed. Understanding the circuits on each airfield and what equipment is tied to each circuit is also a tremendous benefit when staff turnover often can mean loss of valuable knowledge.

Study Standards Aside from being a useful tool for managing the electrical system information, GIS is also becoming 26

AirportMagazine.net | AUGUST/SEPTEMBER 2010


a standard tool used by FAA for collecting information on all airports. With the publishing of AC 150/5300–18B in August 2009, the agency has laid the groundwork for standardizing GIS information and how FAA will receive data from each airport. The SCAC electrical study has adopted the standards and naming conventions in AC 150/5300–18B in an effort to facilitate integrating information from FAA, as well as other SCAC GIS data resources. This ensures that, as the project is completed, information easily can be shared among all interested parties without concern for interoperability, thus increasing the benefits and usefulness of the data. One of the major concerns for the project initially was how the information would be accessed and utilized. Without a GIS-centric approach, the final deliverables almost certainly would have looked like a three-ring binder to be stored on a shelf. Complete with hardcopy photographs and static tables, the information would have been outdated as soon as it was delivered. GIS prevents this by providing a deliverable that can be updated constantly. With a GIS-savvy staff, SCAC will be able quickly to update, query and analyze information from each of the airports. WK Dickson also has designed and hosted an Internet-based mapping application for the project. As airport surveys are completed and information becomes available from the field, it is published to a secure mapping application viewable by SCAC. With this application, SCAC is able to track the project, as well as begin using the information before the final deliverables are presented, thus expediting several airport projects.

Above and below: database and basemap used in study.

In the future, SCAC intends to update the information in the study as electrical equipment is replaced at airports throughout the state. SCAC will have the tools in place to support better decision-making with the complete and up-to-date inventory of electrical equipment at each facility. Through the use of GIS, SCAC also will be able to integrate the electrical study data with other information, including datasets hosted on FAA’s GIS portal. By utilizing the latest in information management technology, SCAC’s electrical study promises to serve as a useful tool far into the future. A Michael Cameron is project manager for WK Dickson & Co. Inc. He may be reached at mcameron@wkdickson.com. AirportMagazine.net | AUGUST/SEPTEMBER 2010

27


CONTRACTOR SELECTION

Making Your Contractor A Part Of Your Team By Scott Murray

By Scott Murray

A

re you frustrated with one or more of your vendors? Do you ask yourself, “When is their contract up, so I can try someone else?” Are you afraid to try someone else because the transition is too painful and the probability of improvement too remote? Many airport managers face these questions on a daily basis. Perhaps the question they should be asking is: “What can I do to help the contractor be more successful?” Right now you are probably asking, “Why is it my job to make the contractor successful? Isn’t that their job?” Of course it is their job. Believe it or not, most contractors begin their contract with high hopes of developing a longterm relationship that is beneficial to both parties. They want to deliver outstanding service at a fair price. So what makes the whole process go so wrong? Too often, the contractor/client relationship evolves into an “us versus them” tug of war, in which each party sees the other as an obstacle to success. Both parties say they want to succeed, and want the other party to succeed, but they do things that sabotage their efforts and destroy positive relationships. You unknowingly may use tools that destroy the ability of the potential team to develop. How? Some managers or their organizations adopt a master and slave relationship. “I’m the boss and I tell them what to do, how to do it, and when to 28

AirportMagazine.net | AUGUST/SEPTEMBER 2010

do it.” This approach might seem powerful and goal oriented, but does it make good use of the expertise the contractor brings to the job? Does


this approach foster open communication that improves outcomes for all parties? Perhaps other alternatives exist that will make it easier for them to deliver the goal, rather than just the task. To develop a successful team, both parties need to define what success looks like. Both parties need to understand and agree on what the end result should look like and what tools they need to make that happen. Contractors should be responsive and committed to the success of the client. Contractors that reinforce this vision of success and give regular feedback to clients develop strong relationships as trust between the parties grows. Clients that work to respect and meet the needs of the contractor will find an extension of trust and commitment to the shared goals of success. So how do you go about finding a contractor that can work as a partner with your organization? The contract selection and bidding process is often like rolling dice and hoping for lucky number 7. The process is time-consuming and difficult, and the new contractor may not understand your needs. When you search for a new contractor, the old adage of “you get what you pay for” might be relevant. Be wary of those who present bargainbasement prices while promising top quality services. Contracts awarded solely on price often yield contractors who cut corners and whose main focus is cutting costs. Is such a contractor truly committed to your success? A more balanced approach emphasizing the importance of qualities that you want in a contractor may provide better results. Those qualities may include quality control, employee training, commitment to employee safety, and a proven track record of success with clients in similar facilities. Balancing these qualities, in addition to price, will most likely help you find a contractor who will meet not only your budget but also your expectations. One airport we work with selects contractors through a proposal process that includes no pricing whatsoever. Contractors submit proposals based on operational plans, training programs, safety training, contractor references and other factors related to contractor performance and culture. The airport selects a contractor based on how well that company can help the airport succeed. Contractors are given a ranking, and the highest ranked contractor then meets with the airport’s director of finance to negotiate pricing. The most successful contracts involve the development of a team relationship between contractor and client. Have you ever considered adopting a team relationship? What exactly is a team relationship?

How is it better than what you have now? These are important questions. Let’s take them one at a time. A team relationship is characterized by: • Good and frequent communication in which both sides have input; • A process that identifies problems, possible solutions and mutually agreed upon action plans; and • A focus on building success, not punishing the guilty. A team relationship is better because: • It gets the whole organization moving forward together toward the same goal; • It makes all parties feel successful, valued and important; and • It makes everyone involved committed, as if they actually owned the place themselves. Isn’t that what you want? A team that includes enthusiastic employees from your staff and the contractor company looking for the best way to meet your goals, rather than a contractor that does only what it is told, and then only on the second or third request? So, how do you start to build the team? Here are six simple steps: 1. Set clear, measurable and attainable goals and measure them on a frequent schedule. 2. Meet frequently with leaders of both organizations to review results and make plans. 3. Establish an atmosphere of open communication. 4. Discuss possible solutions and obtain agreement on solutions to be implemented. 5. Avoid blame-setting, excuse-making, fingerpointing behavior. 6. Celebrate successes, recognizing contractors and individual efforts that produce results. Abraham Maslow once said that “to the man with a hammer, all the world is a nail.” Teamwork is about using the right tool for the right job. In many cases, the contractor has tools available that you don’t realize. Developing a culture of teamwork will allow the contractor company to bring its best to your facility, and will allow your staff to interact with contractors to help them succeed. Letting everyone know you appreciate their efforts by saying thank you every now and then doesn’t hurt either. A Scott Murray is vice president-aviation division, ISS Facility Services Inc. He may be reached at Scott.Murray@ us.issworld.com. AirportMagazine.net | AUGUST/SEPTEMBER 2010

29


OPERATIONS

Phoenix Sky Harbor | Standardization Ensures Safety First By Carl Newman, A.A.E.

W

Travelers make their way through Terminal 4 of Phoenix Sky Harbor International Airport.

30

hen you think of a silo, what comes to mind? Perhaps a farm, maybe corn or grains? What if I told you that Phoenix Sky Harbor International used to have a number of farming silos on site? In fact, our nickname used to be “the Farm” back in the 1930s. But the silos I am referring to today are communication silos, where one group at the airport works on its own goal, often ignoring the needs of others, and information gets lost in the middle. In 2005, Sky Harbor established the Airfield Standards Committee to break down communication silos by providing a collaborative environment for the development of airfieldspecific standards. The committee discusses airfield issues, researches and interprets applicable FAA advisory circulars, and develops specific application standards for the airport. A wise person once said, “If I tell you something, you will forget it. If I show you something, you may not remember. But if I involve you, then you will understand.” The airport used this philosophy as inspiration to involve a wide variety of people on the committee. It includes team members from planning, construction, maintenance, business and operations sections within the airport team, as well as key stakeholders such as airlines, cargo operators, fixed base operators and FAA officials. Involvement allows each group to know what the other is thinking or concerned about. It also allows a greater understanding of airfield standards, a key component in the assurance of safety at all levels. The collaborative nature of the Airfield Standards Committee breaks down communication silos and has proven valuable for communication, coordination and consensus-building. Examples of airport standards adopted through the Airfield

AirportMagazine.net | AUGUST/SEPTEMBER 2010

Standards Committee include: precision object-free zone markings and signs; taxiway hold position markings; movement area/nonmovement area markings; ramp transition point markings; enhanced taxiway markings; tail limit lines; and several incursion prevention action items. Construction at airports is a good thing. It means that customers are still flying. Each day, Phoenix Sky Harbor serves nearly 100,000 passengers with 1,500 flights. The airport helps to generate a daily economic impact that surpasses $90 million for the Phoenix metro area. We take pride in meeting the needs of our region’s thriving population, and planned improvements will add to our ability to retain our trademark as “America’s Friendliest Airport.” The Airfield Standards Committee helps us to rank and prioritize airfield improvement projects. Over the past year, the committee has taken on the role of the steering committee for several task force groups that manage projects such as the airport’s foreign object debris prevention program, airfield sign review, airfield pavements and airport safety. Each of these task forces is comprised of personnel from the various airport divisions and agencies represented within the Airfield Standards Committee. The airport is able to leverage the experience and perspectives of the diverse assembly of airport professionals to ensure a collaborative, cooperative and committed approach to the application of these basic airport programs. The Airfield Standards Committee also plays host to the airport’s FAA safety inspector during the airport’s annual certification inspection. The committee’s involvement in the certification inspection processes has brought FAR Part 139 compliance to the forefront of every issue addressed by the committee and has fostered airport-


wide commitment to compliance. I truly believe that this committee is a major factor in Sky Harbor receiving four consecutive “zero discrepancy� inspections. FAA advisory circulars attempt to define the design standards for airport movement area markings, but when left to the interpretation of differing project design teams, the result can lead to inconsistency from project to project. The Airfield Standards Committee developed an Airfield Standards Manual to define and document airfield signage and marking standards specific to the airport. Our operations and maintenance personnel, contractors and other teams working on the airfield use the manual to ensure consistent applications. By providing clear airport-specific application standards, the airport continues to eliminate the inconsistencies of markings and signs from project to project The Airfield Standards Committee also has proven to be a valuable forum for conducting airfield accident reviews. Recently, there was an incident involving an F-18 landing at Sky Harbor. While landing, the jet took out a number of runway lights. The Airfield Standards Committee reviewed the incident and looked for any deficiencies in the airfield. The committee noted that this incident occurred at sunset, which may have impacted the pilot’s vision when landing westbound, toward the setting sun. They recommended turning on approach lighting one hour before sunset, which has now become the standard at the airport. Another incident the committee reviewed involved an accident between a catering truck and an aircraft taxiing on a taxilane. After reviewing the incident, the committee implemented an airport-wide standard for painting aircraft tail-limit lines in all the terminal alley areas and recommended an airport rule and regulation prohibiting the parking of equipment between the taxilane and the tail-limit line. The Airfield Standards Committee has received positive attention from our regional

FAA Airport District Office. In 2006, FAA awarded the airport the Air Carrier Airport Safety Award and commended Sky Harbor for setting the bar for excellence in airport safety. With effort, communication silos can be broken down! I challenge you to look at your organization to see what silos you can break down. A Carl Newman, A.A.E., is assistant director, Phoenix Sky Harbor International. He may be reached at carl.newman@phoenix.gov.

Whether your project is airside, landside, commercial, military, or GA, you can count on Kimley-Horn to provide the best in service and satisfaction. To learn more, contact aviation@kimley-horn.com or call Loy Warren at (214) 420-5609.

Trusted. Engineers. Planners. Environmental Scientists.

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AirportMagazine.net | AUGUST/SEPTEMBER 2010

31


GENERALAVIATION

DHS/TSA Announce GA Security Enhancements

D

HS Secretary Janet Napolitano and TSA Administrator John Pistole recently announced two enhancements to general aviation security — a streamlined system for vetting passengers and crew on GA aircraft entering and exiting the U.S. through a single, department-wide process; and the GA component of the department’s nationwide “If You See Something, Say Something” campaign. DHS will streamline the process for pre-screening passengers and crews entering and exiting the country on GA aircraft by allowing pilots and operators of these flights to submit a single manifest to the Electronic Advance Passenger Information System, U.S. Customs and Border Protection’s (CBP) online tool for submitting GA data, according to the announcement. This will fulfill both CBP reporting and TSA international waiver requirements, and promote a department-wide approach to maintaining robust general aviation security standards, the officials said. The streamlined system is expected to take The “If effect Sept. 1. You See The “If You See Something, Say Something” Something, campaign — originally implemented by New York Say Something” City’s Metropolitan Transit Authority and funded, campaign in part, by $13 million from the DHS Transit was originally implemented Security Grant Program — is a simple and effective by New program to raise public awareness of indicators of York City’s terrorism, crime and other threats, and emphasize Metropolitan the importance of reporting suspicious activity to Transit Authority. the proper transportation and law enforcement

32

AirportMagazine.net | AUGUST/SEPTEMBER 2010

authorities, according to the announcement. The GA “If You See Something, Say Something” campaign is the second major expansion of the program since June, when the initiative’s first phase was put in place for surface transportation. In the coming months, DHS said it will continue to expand the campaign nationally with public education materials, advertisements and other outreach tools to continue engaging travelers, businesses, community organizations and public and private sector employees to remain vigilant and play an active role in keeping the U.S. safe.

AAAE Combines GA Security, GA Issues Conferences AAAE this year combined its annual GA Issues and GA Security conferences into one, which was held June 29-July 1 in Morristown, N.J., hosted by Morristown Municipal Airport. The conference offered insight and information on major aspects of general aviation on a national level. Attendees heard expert opinion on such critical issues as TSA’s Large Aircraft Security Program, GA Airport Vulnerability Assessment and other high profile security measures. The conference also covered best practices in revenue generation and proven strategies to preserve that revenue, as well as an update on the push toward finding a replacement for leaded fuel, and new environmental regulations facing the GA community.


GENERALAVIATION

Michael O’Donnell, A.A.E., director, FAA Office of Airport Safety and Standards, briefed delegates on runway safety trends and provided an update on incursion reduction initiatives currently taking place in order to diminish runway accidents. Plans already are underway for AAAE’s 2011 GA conference.

GA Aircraft Shipments Decline In First Half Of 2010 The General Aviation Manufacturers Association (GAMA) reported that, in the first half of 2010, total GA airplane shipments fell 9.8 percent, from 1,039 units in 2009 to 937 units this year. Piston-powered airplane shipments totaled 425 units compared with 434 units delivered in the first half of 2009, a 2.1 percent decrease. Turboprop shipments declined 17.8 percent from 191 units in the first six months of last year to 157 units in 2010. Business jet shipments totaled 355 units, a 14.3 percent decrease from the 414 units delivered during this same period in 2009.

Billings for GA airplanes totaled $9.4 billion in the second quarter of 2010, up 0.2 percent. This is the second consecutive quarter that industry billings have risen. Pete Bunce, GAMA president and CEO, commented that, “As the global economic recovery picks up steam, markets outside of North America continue to hold promise for renewed growth in our industry.”

Blue Grass Airport Opens New General Aviation Runway Kentucky’s Blue Grass Airport in early August opened Runway 9-27, a 4,000-foot runway to be used by private and corporate GA aircraft. The new runway replaces the airport’s previous 3,500-foot Runway 8-26. The airport’s 2004 master plan update identified the need to rehabilitate and reconstruct the pavement for Runway 8-26 and recommended instead to replace it and realign the new runway to a 9-27 orientation. A

AirportMagazine.net | FEBRUARY/MARCH 2010

33


FoodBeverageRetail

Paciugo Gelato Inks Deal With MBC

P

aciugo Gelato & Caffè, a family-owned and operated franchisor of authentic Italian gelato shops, has entered into a strategic alliance with airport concessionaire MBC Concessions. The partnership will help continue the expansion of Paciugo Gelato & Caffè brand to include commercial airports across the U.S., the companies said. With this new partnership, MBC Concessions plans to make strategic alliances with prime and/or minority owned concessionaires to place Paciugo gelaterias in Cleveland Hopkins International and Atlanta Hartsfield-Jackson International, as well as other airports, according to Paciugo.

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AirportMagazine.net | AUGUST/SEPTEMBER 2010

“It is an exciting time at Paciugo, and we are honored to align ourselves with MBC, a company known for representing the best brands in airport concessions, to help grow our brand in airports across the nation,” said Ugo Ginatta, co-founder of Paciugo Gelato & Caffè. “The Atlanta Hartsfield-Jackson location will be one of many opportunities for Paciugo and MBC Concessions to work together to introduce more and more airport travelers to our award winning gelato.” The Cleveland Hopkins location of Paciugo Gelato & Caffè is slated to open in early to mid-October this year, the company said. . Paciugo Gelato’s products are made fresh daily at each of its locations. Ingredient are sourced by the company from around the world and


FoodBeverageRetail

provided to franchisees, ensuring the same quality product at each location, the company said.. The partnership announcement comes on the heels of Paciugo Gelato & Caffè’s growth forecast that calls for 100 new franchise location by the end of 2010.

HDS Launches Red Canoe, Other Concessions

Railway, the Royal Canadian Air Force and the Canadian Broadcasting Corporation, among others. HDS, along with Heritage, transformed Red Canoe from a clothing line carried in HDS airport stores into its own retail concept. The Red Canoe store at Montreal-Trudeau, open for two months as of August, is exceeding sales projections, HDS said.

Officials at HDS Retail North America report a number of successes during 2010 to date, including contract extensions in Montreal and Austin, Texas, as well as new outlets opening at airports in Montreal, Austin, Calgary and Toronto. At Montreal-Trudeau International, HDS recently opened its newest specialty retail concept, Red Canoe, an apparel store. Red Canoe, owned by Toronto-based National Heritage Brands Inc., designs and produces collections of clothing, headwear and accessories based around renowned vintage icons. These include Boeing, Cessna Aircraft, American Airlines, Bell Helicopters, Douglas Aircraft, North American Aviation, the Royal Canadian Mounted Police, Canadian Pacific

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35


FoodBeverageRetail

HDS Retail also said it will add three new outlets at Austin-Bergstrom International. The company will make its first foray into food and beverage concepts with two locally branded concepts — Ruta Maya Coffee and Thundercloud Subs — and will open a location of its existing

book concept, Virgin Books and Entertainment. The new locations were negotiated as part of the company’s fiveyear contract extension. At Calgary International, the company built its second in-line Brookstone location to help the airport fill a space left vacant by a local vendor. HDS has the exclusive rights for Brookstone at airports in Canada. The company worked with officials at Toronto Pearson International to convert its pre-security, 250-squarefoot newsstand kiosk to a post-security location called Front Page News, an inline space created on a strict budget. Due to the implementation of a new retail plan for the airport, the store will remain in its current location for only three years, requiring HDS to keep design and construction costs low. The new store is nearly doubling the previous kiosk store’s sales, HDS said. Company officials said they have a number of new projects on the horizon and expect to achieve extensive growth during 2011. A

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AirportMagazine.net | AUGUST/SEPTEMBER 2010


83RD ANNUAL AAAE

CONFERENCE AND EXPOSITION

Hosted by Hartsfield-Jackson Atlanta International Airport

May 15-18, 2011 Atlanta, Georgia Georgia World Congress Center Omni Hotel at CNN Center www.AAAE.org/annual2011 For registration details, contact the AAAE Meetings Department: aaaemeetings@aaae.org For exhibit and sponsorship details, contact the AAAE Sales and Marketing Department: aaaemarketingteam@aaae.org (703) 824-0504


MarketScan

Total Seat Capacity for the Top 10 U.S. Airports Thanksgiving Week 2009 vs. 2010

Total Seat Capacity for the Top 10 U.S. Airports November and December—2008 vs. 2009 vs. 2010

AirportMagazine.net | AUGUST/SEPTEMBER 2010

39


AIRPORTBILLBOARD

uildout

A

P

assengers by airport traffic for JUNE 2010

Airport

2010

2009

% Change

Albuquerque (N.M.) International Sunport

552,463

553,991

-0.3

Austin (Texas) Bergstrom International

783,804

765,577

+2.5

2,085,293

1,914,751

+8.9

452,997

464,122

-2.5

Denver International

4,790,182

4,708,808

+1.7

Fort Lauderdale/Hollywood (Fla.)

1,470,115

1,439,057

+2.2

922,984

710,767

+ 29.9

Baltimore/Washington International Bradley (Conn.) International

General Mitchell (Wis.) International Harrisburg (Pa.) International

63,770

Houston’s Bush Intercontinental Kansas City (Mo.) International Los Angeles International

57,917

+10.1

3,702,561

3,685,642

+0.5

946,140

932,404

+1.5

28,266,657

26,959,999

+4.9

Manchester (N.H.)-Boston Regional

246,100

277,626

Nashville (Tenn.) International

851,368

853,296

-0.2

83,181

28,268*

+194.3

Northwest Beaches International Orlando International

-11.4

2,938,672

2,878,265

+2.1

Port Columbus International

596,137

585,057

+1.9

Quad City (Ill.) International

87,730

85,142

+3.0

821,489

815,077

+0.8

Raleigh-Durham (N.C.) International Reno-Tahoe (Nev.) International San Diego International San Jose (Calif.) International

361,406

347,880

+4.1

1,515,604

1,530,615

-1.0

756,344

758,417

-0.3

56,191

59,980

-6.3

476,625

461,295

+3.3

South Bend (Ind.) Regional Southwest Florida International

*2009 statistic for the now-closed Panama City-Bay County Int’l, which was replaced by Northwest Beaches Int’l Domestic and International Fares Airlines Reporting Corporation

09 Domestic Fares 09 International Fares 10 Domestic Fares 10 International Fares

Dollars in Billions

left

2.5

2.0

40

Suffolk Construction Co. was awarded a $250 million contract to construct the consolidated rental car facility and southwest service area (ConRAC) at Boston Logan International. The project will incorporate sustainable design elements to achieve a LEED Silver rating and recognition from the Massachusetts LEED Plus program. The ConRAC project will include construction of a four-level, 1.2 million-square-foot precast parking garage that will consolidate rental car facilities, and combine the existing car rental shuttle buses into a shared common bus system with Massport buses. Suffolk also will manage construction of a new 112,000-square-foot customer service center building, and maintenance and storage areas for the airport’s rental car operations. ConRAC is scheduled for completion in the fourth quarter of 2013.

Yellow-10 Domestic Gree- 10 International

3.0

1.5

The Tulsa (Okla.) Airport Improvements Trust awarded a $15.9 million Terminal Concourse B renovation contract to Manhattan Construction Group of Tulsa. The architects for the project were Benham and Gensler; engineers are Benham; and URS will serve as project manager. The project is part of the airport’s overall $164 million capital improvement program and will include the complete renovation of Concourse B, which currently houses the gates and operations for Southwest and United. The PFC-funded project is slated to begin in September 2010, is expected to take 550 days to complete, and will employ approximately 200 people. The renovation will replace electrical, lighting, HVAC systems, roofing, communications and plumbing infrastructure, fixtures, fire protection equipment, and many interior renovations and upgrades.

Grey- 09 Domestic Black- 09 International

3.5

ght

nal

B

Jan.

Feb.

Mar.

Apr.

May

June July

AirportMagazine.net | AUGUST/SEPTEMBER 2010

Aug

Sept

Oct.

Nov.

Dec.

Gresham, Smith and Partners (GS&P has been awarded a contract to provide design services for Akron-Canton (Ohio) Airport. Contracted by SōL Harris/Day, GS&P will focus on passenger security checkpoint expansion efforts being undertaken as part the facility’s overall airport terminal modification program. The airport has experienced 64 percent growth since 2002.


AirportMagazine.net | AUGUST/SEPTEMBER 2010

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TRAINING SESSIONS AND COUNTING! Reduces Training Costs • Available 24/7 • Tracks Training Records AIP/PFC Eligible • Delivers Consistent Message

Since the introduction of AAAE’s Interactive Employee Training (IET) system in 2000, airports have applauded its cost effectiveness and overall benefit to their internal training programs. More than 1.55 million training sessions have been completed by nearly 400,000 industry employees. Every airport has seen dramatic reductions in training costs, and these costs continue to drop with each training session. The training message is consistent, the turnkey system is very user friendly, and the record-keeping is accurate and automatic. Join the 88 airports on the IET team today, and realize the benefits of this patented training tool by contacting: Jim Johnson – (813) 792-1711 jim.johnson@aaae.org www.aaae.org

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AirportMagazine.net | AUGUST/SEPTEMBER 2010


UPFRONT

Conttinued from page 8

To meet the congressional mandate, TSA created the Certified Cargo Screening Program (CCSP), which allows certified facilities across the country to screen cargo before it reaches the airport. CCSP facilities must be approved by TSA and adhere to strict security standards, including physical access controls, personnel security, and screening of prospective employees and contractors. A secure chain of custody also must be established from the screening facility to the aircraft, according to TSA. Prior to the Aug. 1 deadline, more than 900 facilities became CCSP certified. This program spreads the cargo screening responsibility, on a voluntary basis, throughout the supply chain to manufacturing facilities and distribution centers, TSA said.

The distributed screening effort has enabled more than half of the more than 9 million pounds of cargo loaded onboard passenger-carrying planes each day to be prescreened, avoiding potential bottlenecks at airports, the agency said. Pistole stated that TSA continues to use a multi-layered approach to air cargo security. This process includes procedures for known and established shippers to ship cargo on domestic passenger aircraft, deploying explosives detection canine teams, and conducting covert tests and no-notice inspections of cargo operations. TSA also continues its work to improve cargo security on passenger flights originating in other countries, Pistole said. TSA requires 100 percent of high-risk cargo to undergo security screening

and has increased the requirements for overall cargo screening. “International air cargo is more secure than it has ever been,” Pistole stated. “TSA continues to work closely with our international partners and is making substantial progress toward meeting the 100 percent mark in the next few years.”

28 Airports To Gain AIT Screening Equipment DHS announced the deployment of American Recovery and Reinvestment Act (ARRA)-funded advanced imaging technology (AIT) to 28 airports nationwide. AIT units will be deployed to the following airports: Baltimore/ Washington International, Bradley International (Conn.), Houston Intercontinental, Chicago Midway

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upfront News Briefs International, Dallas/Fort Worth International, Washington Dulles International, Fresno (Calif.) Air Terminal, Milwaukee General Mitchell International, Gerald R. Ford International (Mich.), Greater Rochester (N.Y.) International, Harrisburg (Pa.) International, Honolulu International, Indianapolis International, Jacksonville (Fla.) International, John F. Kennedy International, Las Vegas McCarran International, Miami International, Minneapolis/St. Paul International, Nashville International, Palm Beach International, Philadelphia International, Richmond (Va.) International, Saipan International, Salt Lake City International, San Antonio International, San Francisco International, Seattle-Tacoma International and Tampa International. Several of these airports earlier received AIT equipment and now are receiving additional units. Further AIT deployments at airports will be announced in the near future, DHS said. Factors that include airport readiness, checkpoint infrastructure and capacity to ensure privacy protections — including a separate, remotely located room for viewing images — are considered before AIT units are deployed to selected airports, according to the department. Currently, more than 142 AIT units have been deployed to airports nationwide, and DHS said it will deploy 450 ARRA-funded units this year.

Denver Unveils Design Of South Terminal Denver International has unveiled the design of the South Terminal Redevelopment Program. The redevelopment program includes the

The Great Lakes Chapter-AAAE has elected Michael Olson, A.A.E., Grand Island, Neb., as president; Brian Ryks, A.A.E., Duluth, Minn., as first vice president; and Sara Mau, A.A.E., Cedar Rapids, Iowa, as second vice president. … The Southwest Chapter-AAAE has elected Mark Witsoe, A.A.E., Reno, Nevada, as president; Scott Malta, A.A.E., Atwater, Calif., as first vice president; and J. William Ingraham, A.A.E., San Bernardino, Calif., as second vice president. Todd McNamee, A.A.E., Camarillo, Calif., is past president. … Steve Schreiber, director of Portland (Ore.) International; Mark VanLoh, A.A.E., director of Kansas City International; and Gary Johnson, C.M., director of Stillwater (Okla.) Regional, have been named as members of AAAE’s Policy Review Committee (PRC). The PRC provides policy guidance to the association’s Board of Directors. … TSA announced that Philip Burdette has been named federal security director (FSD) for Baltimore Washington International/ Thurgood Marshall Airport (BWI). … Tim Bradshaw on June 28 became director of Eastern Iowa Airport in Cedar Rapids, Iowa. He previously served as deputy executive director of operations at Louisville Regional Airport Authority. … Amber Gooding, director of business diversity development for the Metropolitan Nashville Airport Authority (MNAA), recently was elected to the Airport Minority Advisory Council (AMAC) Board. She will serve as a director at-large for a three-year term, as well as co-chair of the membership committee with a focus on increasing the representation from the construction and professional services sectors. …Tom Horton, previously executive vice president of finance and planning and CFO, has been promoted to the position of president AMR and American Airlines, the company announced. Horton will continue to report directly to AMR Chairman and Chief Executive Officer Gerard Arpey. With his expanded responsibilities, Horton will oversee the finance, planning, sales and marketing, customer service, and information technology organizations. A

Artist’s rendering of Denver’s South Terminal, which will include transit links to downtown Denver. 44

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construction of a train station to connect the airport to downtown Denver, a rail bridge and a plaza. The program also includes a 500-room hotel and conference center connected to Jeppesen Terminal. At present, the South Terminal Redevelopment Program Phase I, which includes the hotel, train station, bridge and plaza, is estimated to cost $650 million.  Phase II of the redevelopment program includes a new parking structure and renovations to the Jeppesen Terminal Great Hall. If airport management decides


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upfront to move forward with Phase II of the redevelopment program, it is estimated to cost an additional $250 million, for an overall estimated total of $900 million, which is less than the $950 million originally projected, officials said.

EC Clears UnitedContinental Merger United and Continental have received unconditional clearance from the European Commission for their proposed merger. The commission noted its investigation found the proposed transaction would not raise any specific concerns in Europe or on transatlantic routes. Officials from both carriers said they continue to work cooperatively with the U.S. Justice Department toward an “expeditious completion” 46

of their merger. The companies announced their plans for an all-stock merger of equals in May and expect the transaction to close in the fourth quarter of 2010. In related merger news, United announced that company President John Tague and CFO Kathryn Mikells will leave the company following the close of the merger Additionally, United said that Graham Atkinson, president of United’s Mileage Plus loyalty program, and Rosemary Moore, senior vice president of corporate and government affairs, also will leave the company upon close of the merger. United Chairman and CEO Glenn Tilton will become non-executive chairman of the merged company. Continental Chairman, President and CEO Jeff Smisek will serve as president and CEO of the new airline.

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Science Applications To Acquire Reveal Imaging Science Applications International Corp. (SAIC) said that it has entered into a definitive agreement to acquire Reveal Imaging Technologies Inc., a threat detection products and services company headquartered in Bedford, Mass. Reveal supplies explosives detection system and automated threat detection technologies to TSA. SAIC said that Reveal will join its security and transportation technology business unit. The acquisition will enhance SAIC’s homeland security solutions portfolio, according to the announcement. Terms of the acquisition, which is expected to close by the end of August, were not disclosed at magazine press time. A


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Airport M agazine August/September 2010