ACI
WORLD REPORT
News and events from the voice of the world’s airports
Athens International Airport: Connecting the world one passenger at a time p8
AUGUST 2018
www.aci.aero
Contents
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SAFETY
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New edition of the ICAO Safety Management Manual – a useful tool for all airport operators
AIRPORTS COUNCIL INTERNATIONAL
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Protecting passengers by
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ACI’s regional offices
providing safe design
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MESSAGE FROM THE
GLOBAL TRAINING
DIRECTOR GENERAL
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GSN Diploma Programme brings value to your career
FEATURE AIRPORT
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experience of Athens International
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INDUSTRY NEWS
Connecting with the world:The new
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Accelerating change – Women in
Airport
aviation across the globe
AIRPORT SERVICE QUALITY
ECONOMICS
ASQ interview feature:
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Privatization can provide a viable
Toronto Pearson
solution to the global airport
International Airport
infrastructure gap
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ENVIRONMENT
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New tools to support the member airports’ effort to minimize environmental footprint
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GLOBAL TRAINING PHOTO GALLERY
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ACI EVENTS CALENDAR
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ACI EVENTS AND GLOBAL TRAINING MAP Key events and courses
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GLOBAL TRAINING CALENDAR WORLD BUSINESS PARTNERS
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New World Business Partners
32 Editors Angelika Joachimowicz Manager, Digital Projects ajoachimowicz@aci.aero Hicham Ayoun Manager, Communications hayoun@aci.aero
Airports Council International ACI’s Regional Offices
ACI North America Washington, DC USA
ACI Latin America and Caribbean Panama City Republic of Panama
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ACI Africa
ACI Europe
Casablanca Morocco
Brussels Belgium
ACI Asia-Pacific Hong Kong China
G LO B A L S U M M I T HALIFAX, NOVA SCOTIA, CANADA 10-13 SEPTEMBER 2018
DELIVERING THE BEST EXPERIENCE REGISTRATION NOW OPEN! https://customerex2018.aci.aero
Message from the Director General
Message from Angela Gittens Lessons learned from the Airports Service Quality Programme The modern airport is a business in its own right, no matter the governance model, which must compete for air service to generate the economic vitality its community demands. As such, customer service and experience is a core priority. As the aviation industry has worked to reduce barriers to travel, physical and financial, and as socioeconomic shifts have fueled the global propensity to travel, aviation has experienced not only growth but diversity in its passenger base. In light of these factors. understanding and meeting the different needs and expectations of the modern, and emerging, passenger base, is the key to producing a positive airport customer experience. Airport management has clearly demonstrated its commitment to produce a high quality of customer experience as we have seen through the uptake of the ACI Airport Service Quality (ASQ) programme, training and workshop offerings and highlights in the PassengersPlus website. In its essence, ASQ is a global benchmarking programme measuring passengers’ perceptions and satisfaction while they are travelling through an airport. But, more than that, the programme assists airports assess their own performance in meeting their own passengers` expectations. Over the years the programme has been in existence, it
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has given us insights into what is most and least important to the customer experience and how that is changing over time and in reaction to what airports around the world have instituted in their attempts to improve the customer experience. Some 65% of the world`s passengers travel through airports that subscribe to the ASQ survey of departing passengers. Because customer service has become such a high priority for our members, ACI has expanded the ASQ programme offerings. Last year, ACI added an Arrivals Survey and an Employee Survey for Customer Experience to the ASQ portfolio. This year, we have reinforced the service offering to our members by developing the ASQ barometer, which was in direct response to members’ feedback
that they needed to be proactive in measuring their efforts against sound and objective data. We appreciate that objective measurement and benchmarking are critical in driving performance in a business as competitive and dynamic industry as airport management. These quarterly reports will go a long way in helping inform airports and, in turn, encourage them to strive for continued customer excellence in tangible ways that resonate with their customers. We will soon add a Commercial Survey. With pressure on airports to diversify and strengthen sources of non-aeronautical revenue, the Commercial Survey helps airports make crucial decisions about the mix of services they provide. But what have we learned, over the past five years, as providers of this global programme? In what way has our service enabled us to better understand the evolutions of our industry but also of the needs of the traveling public? Based on our findings, there has been a regular increase in the overall ASQ airports’ performance which shows clearly that ACI Member airports are aware of the importance of the customer experience and are using their performance scores to identify and mitigate weaknesses in their service proposition. Specifically, the overall satisfaction improved from 4.08 in 2013 to 4.19 in 2017, on a scale of 1 to 5.
to 2013 were for infrastructure and access, reflecting airport investment in the wake of strong growth in passenger volumes. As a guide to airports setting priorities for future investments, the dimensions that will have the greatest impact on overall satisfaction are infrastructure, retail, food and beverage and security, in that order. Clearly, in the fast-changing world of airports, ASQ is a vital component in an airport’s understanding of how to deliver better passenger service. We have learned a lot and we have successfully added a host of new tools in order to better guide member airports in their journey toward passenger service excellence and we will continue to do so. To that end, we will launch the inaugural ACI Customer Excellence Global Summit in Halifax, Canada, from 10-13 September 2018, to hear from the world’s best in customer excellence, from inside and outside of the airport industry. We will also celebrate the airports that earned the highest scores from their customers in 2017 at the Gala ASQ Awards ceremony. Angela Gittens
The ASQ programme defines six dimensions: Security; Retail, Food and Beverage; Infrastructure; Wayfinding; Check-In; and Access. Globally, the best performing categories in 2017 were: Check-in (4.26 out of 5.0) Passport/ID control (4.24), Security (4.21), and Wayfinding (4.20). The most improvement in scores in 2017 compared
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Feature airport
Connecting the world: The new experience of Athens International Airport 8
Since March 2001, Athens International Airport (AIA) keeps offering high-level services, having earned the trust of airlines, passengers, partners and stakeholders. Having welcomed more than 265 million passengers at its premises, and over 3 million flights in these 17 years of operations, the airport keeps creating significant benefits for tourism, the national economy, and Athens as a destination. 2017 was a historic best performance year for the airport, both in terms of traffic, as well as in terms of financial performance, while the airport continues in 2018 its dynamic growth, for a fifth consecutive year. Athens, dream destination and airport Athens, dream destination and airport. More analytically, in 2017, the airport handled record 21.7 million passengers with a growing network of 137 destinations (103 international) operated by 60 airlines. Among the most significant additions to Athens’ connectivity was the launch of direct long-haul connections to Beijing, New York and Singapore. At the same time, all airlines increased
significantly their operations out of Athens, with new destinations and more flights. The dynamic trend has continued in 2018, with 11.1% growth to over thirteen eight million passengers in the first seven months of the year. While domestic traffic grew by 3.7% slightly (+1.2%), the sharp increase of international travelers continued at 15%. Additionally, todate, foreign residents’ international arrivals grew by 22%. The figures for the summer season are very positive, with five new airlines (Cyprus Airways, Flynas, Primera Air, Wizz Air, Wataniya), a new based airline (Volotea), 58 new routes, 24 new destinations and 370+ new weekly flights. Frequencies have also been increased on 34 existing destinations, highlighted - on the long-haul end - by Air China adding a third weekly flight on its Beijing route, and Scoot adding a fourth weekly frequency to Singapore. Capacity increases also feature the deployment of the A380-800 on the 2nd daily flight of Emirates from Dubai to Athens throughout the summer and Qatar’s A350 on the Doha-Athens route.
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Feature airport
Key contributors to this positive outlook remain AIA’s renowned developmental strategy, with one of the most comprehensive and innovative airline incentive schemes internationally, and its strategic focus on the promotion of “destination Athens” through strategic actions, initiatives and synergies. Consistently aiming at the enhancement of the connectivity of Athens, AIA undertakes and engages in numerous initiatives and synergies, in collaboration with the airlines and the tourism chain, in order to support and boost the growth of the destination. Along with The City of Athens, and AEGEAN, they have joined forces forming the Athens Tourism Partnership (ATP), which brings 10
together key players from the private and public sectors for the first time, to further develop and promote Athens as an ideal, contemporary citybreak destination, especially in spring, autumn and winter. ASQ Award Winner: Best Airport in Europe Also a result of constantly improving passenger and visitor experience at the airport, AIA has recently been awarded by the ACI World as Best Airport in Europe (15-25 million passengers’ category) in terms of service quality and passenger satisfaction; just recently, the 9,000sqm nonSchengen and 15,000sqm Schengen areas have been totally transformed. Completion of the projects marks a massive revamp, which enhances
passenger experience, focusing on functionality, services, and modern design, with the synthesis of Greek classical and contemporary elements. The projects offer passengers’ redesigned areas, enhanced comfort, and plenty of options, including two centralised security points which increase security throughput by 20%. There is also an 11,000sqm commercial area and 2,000sqm of additional seating. According to AIA CEO, Yiannis Paraschis, “Aiming at always improving customer experience, we shall continue, during 2018-2019, our investment programme of aesthetic, functional and operational enhancements with additional works and services for the travellers using our airport.�
More development ahead, to serve the growing demand Planning of other work is currently underway, relating to operational facilities for departures and arrivals, enhanced passport control for departing passengers, additional check-in and ticket counters, as well as new retail and food and beverage areas. Meanwhile, renovation of the main terminal building toilet facilities is expected to be finished in October 2018. Additionally, the Satellite Terminal Building (STB) has undergone a series of operational, commercial and aesthetic upgrades, targeted at improving terminal operations and enhancing passenger satisfaction. The project was 11
Feature airport
completed in May 2018, involving an extensive operational and commercial reconfiguration at all levels of the building. Key upgrades include the creation of a centralised security filter, along with a fully enhanced boarding pass control facility at the centre of the STB basement entrance hall. An attractive and versatile retail environment has also been developed within a considerably larger area in departures, where a walkthrough core duty free zone is combined with expanded food & beverage units. In the same context, the 600m long underground connecting corridor between the main and satellite terminals has been aesthetically-enhanced in terms of offering passengers a dynamic and interesting experience through lighting and digital applications, as well as interactive cultural artworks. Regarding its ecological footprint, while being 12
the 1st Carbon Neutral Airport in Greece, and operator of one of the largest (on a 160,000 square metres area) unified PV installations at an airport worldwide, AIA implements a multi-faceted range of activities, ranging from real estate development, large-scale commercial activities, and exporting the company’s know-how in the IT&T sector. The airport’s competitive advantages showcase the significant presence of Athens International Airport among the family of leading world airports. At the same time, the airport always remains committed to its role as a responsible corporate citizen, introducing and implementing a range of programmes, actions and special CR initiatives, for the local communities and society at large. As proven by the Athens University of Economics and Business most recent study, the airport contributes to the national and local economy by 2.63% of the GDP, creating employment at a local, regional and national level.
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Airport Service Quality
Airport Service Quality interview feature: Toronto Pearson International Airport By Sevda Fevzi, Manager, ASQ Strategic Marketing, ACI World
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ACI’s Airport Service Quality (ASQ) programme is now in its 12th successful year and, as we celebrate this milestone, we are focusing on how airports are increasingly putting the passenger at the forefront of the airport experience. In 2018, we will be evaluating how the ASQ programme and its series of optional tools helps our airport members by guiding high-level decision making, optimizing and prioritizing initiatives and closely monitoring customer experience service levels. In this edition, I speak with Associate Director, Retail Development at the Greater Authority (GTAA), operator of International Airport.
Giovanna Verrilli, and Passenger Toronto Airports Toronto Pearson Giovanna Verrilli, Associate Director, Retail and Passenger
Questions
Development, GTAA
1. What is the mission / vision of Toronto Pearson?
as they move through the airport. In many cases, it is about the deceptively simple things like making sure our passengers can easily find their way through our terminals, find flight and gate information and that all washrooms are clean and in working order.
Our vision is to be the best airport in the world. Of course, achieving this vision requires the coordinated work of everyone at the airport across a variety of endeavours and, among these, customer service is a major focus. Our mission is “Passengers are our Passion,” which is a great indication of the importance we place on ensuring a stellar passenger experience. 2. What does customer experience mean to Toronto Pearson? Our focus is on making sure every passenger, whether they are departing or arriving, has a consistently stress-free, enjoyable experience
We also want our passengers to feel like they are being welcomed and cared for and, as such, we take great pride in making each service interaction special in any way that we can. In the past year, we have also begun redesigning the experience of passing through security. We know that for many passengers, the security screening process can heighten stress and anxiety levels. Working alongside the Canadian Air Transport Security Authority (CATSA), we
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Airport Service Quality
have implemented new CATSA Plus spaces that maintain the same high priority on security but get people through the process more efficiently, while at the same time providing them with a warmer, more inviting environment. We also understand that many passengers will spend a significant amount of time at Toronto Pearson; as such, over the last year or so, Toronto Pearson has opened 28 new retail stores, restaurants and services in Terminals 1 and 3, including new retail and dining options in Terminal 1, a new luxury walkthrough duty free and branded retail stores in Terminal 3 Transborder, as well as a new food hall in Terminal 3 Transborder. Whether it is relaxing and getting a spa treatment before you fly or picking up that last-minute gift, a key element of a great customer experience
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at Toronto Pearson means that our passengers have access to a world-class retail and amenities platform. Finally, we feel that creating a sense of place is important, and our food and beverage program reflects this priority. From famous Toronto chefs such as Massimo Capra, Lynn Crawford and Susur Lee to the above-mentioned Terminal 3 food hall inspired by Toronto’s famous Distillery District, there is no shortage of options for passengers looking to enjoy a meal before they fly. It should also be mentioned that in early 2017, Toronto Pearson received certification for its first restaurant from Feast On, a certification program that recognizes businesses committed to sourcing Ontario grown and made food and drinks. Our
commitment to featuring food sourced locally continues into this year, with five more restaurants expected to be certified in 2018. 3. Why is this important to your airport? Passengers are at the centre of everything we do. We put the passenger first because we believe that the function of an airport is more than just making sure a passenger can get from the curb to the gate; it is about creating an enjoyable experience and being part of their travel. We work hard with our partners to remove, wherever possible, the factors that often make the airport feel stressful. No one likes to feel rushed, unsure about what to do next or worried that they do not have the right travel documents. First and foremost, our job is to inform and help the passengers so that we can remove these stressors. This allows them to enjoy the dining, shopping and other experiences that we have curated. 4. Toronto Pearson Airport currently subscribes to the ASQ Departures and the new Arrivals Survey. A. How is each survey being used to guide decision making? The Departures and Arrivals surveys cover every fundamental touchpoint of our passengers’ travel experience. How are the survey findings used for strategic or tactical reasons and for actionable plans? We use the valuable information provided by the survey to prioritize action items to improve the passenger experience. Moreover, we share
insights from the survey across the organization and with our partners. For example, our 2014 ASQ results showed that our passengers were having trouble finding washrooms. Our score around the availability of washrooms was very low (4.17), yet we have over 400 washrooms at Toronto Pearson. Using the information from ASQ, we increased both the washroom signage and its visibility, resulting in a 2017 ASQ score of 4.33. We also found that our scores were quite low in courtesy and helpfulness of airport staff (4.16 in 2014), yet we had steadily been increasing the number of front-line staff to help passengers. We took insights from the ASQ survey and developed what is called “I Am Toronto Pearson,” a movement for the entire airport community of 49,000 that is about celebrating the sense of pride that comes from working at the airport. The spirit of “I am Toronto Pearson” can be summed up in one question: “How can I help?” The implication behind this question, of course, is that when we hear the answer, we need to be ready to deliver. Whether the passenger wants directions to their gate, needs help locating a teddy bear that was lost in their departing airport 3,000 miles away or they have a safety or security concern to report, we need to be ready to help. In addition to the above, we developed our awardwinning Passenger Information Zones. These new interactive zones are areas where passengers can either self-serve for the information they need or speak directly to a Passenger Services Representative. The zones are located in key
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Airport Service Quality
passenger decision areas and are built to be seen from far away. As a result of implementing Passenger Information Zones, our ASQ score for the same key performance indicator rose to 4.41 in 2017. Toronto Pearson joined the ASQ Arrivals Survey in Q4 2017, and we have continued in 2018 because we see great value in being able to measure the passenger experience on the arrivals side, as we want to make sure that all aspects of the experience are up to par with the world’s best. We have found that measuring the passenger experience on immigration, baggage and airport infrastructure allows us to better work and share information with the over 300 partners that operate on airport grounds. Generally speaking, ASQ allows us to measure our progress with regard to specific aspects of the passenger experience, quarter over quarter and year over year. We are able to adjust our strategy, if needed, or continue to direct focus where we feel it will benefit the passenger experience the most. B. How does the ASQ programme help to achieve Toronto Pearson Airport’s objectives? As mentioned, our vision is to be the best airport in the world. To achieve this goal, we need to be able to measure our progress, and the ASQ programme allows us to do this. Moreover, we are able to take lessons learned from other airports as we look to continually enhance the service we offer our passengers. Finally, the ASQ survey gives us feedback directly from the passengers about their entire airport journey on the day they travel. This information is invaluable because the experience is fresh in their minds. 18
5. Toronto Pearson airport subscribes to the additional optional reports of ASQ Terminal Analysis and Comments Analysis, which is one of the many enhanced services derived from the ASQ Departures programme. Why were these reports chosen amongst all the optional reports? Feedback is a gift. Passengers will tell us in their own words what we are doing right and what we need to improve. The ability to focus in on specific areas of the airport experience is very important to us. The Terminal Analysis allows us to better direct our efforts where needed because each terminal is a completely separate building with its own opportunities and challenges from the perspective of customer service. For example, where seating is cited as a pain point for passengers in one terminal and sector, this may not be the case in another area of the airport. With the Terminal Analysis we can develop a customized approach to challenges instead of a blanket solution across the board. The Comments Analysis gives us the chance to better hear what our passengers are really saying. Quantitative feedback is invaluable; however, passenger comments tell us the story behind the numbers. We are better able to appreciate their perspective and see a more vibrant picture of what they want in order to better their experience. Airport code: YYZ What year YYZ airport opened: Toronto Pearson International, formerly known as Toronto Municipal Airport in Malton, opened in 1938.
Annual passenger numbers in 2017: 47.1 million Number of employees: A total of 49,000 people work on airport grounds, including GTAA employees and staff from our over 300 business partners. Did you know? Fun fact of Toronto Pearson airport: The area around Toronto Pearson is the second-largest employment zone in all of Canada, behind only downtown Toronto. Connect to updates fromToronto Pearson airport: Twitter: @TorontoPearson Facebook: https://www.facebook.com/ torontopearson/ Instagram: @TorontoPearson
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Safety
New edition of the ICAO Safety Management Manual – a useful tool for all airport operators By Prisca Nkolo, Assistant Manager, Airport Safety, ACI World
Since the adoption in 2013 of Annex 19—Safety Management, and Amendment 1 in 2016 which becomes applicable on 7 November 2019, the focus of the Safety Management Panel (SMP) has been on enhancing the guidance material as well as identifying practical examples and tools to support the implementation of effective Safety Management Systems (SMS). The low implementation of SMS, identified through ICAO 20
monitoring, and the need to publish a new edition of the ICAO Safety Management Manual (SMM) (Doc 9859) led the panel to look for an innovative approach to make SMS easier to implement. To address this issue, a website was developed to serve as a repository of examples and tools to support safety management implementation and complement the SMM.
The 4th Edition of SMM highlights the following key safety management concepts which are considered important for achieving effective implementation: • tailored approach to safety management for each organization: focus should be on achieving intended outcomes rather than simply complying with requirements; • identification of internal and external interfaces which can have an impact on the safety performance of the organization; • management of change to ensure that any new risks introduced by change are properly assessed and mitigated; and • development of safety intelligence (safety data and safety information) that will be used to make data-driven decisions including allocation of resources. The unedited version of the 4th Edition of the SMM and the complementary Safety Management Implementation (SMI) website (http://www. icao.int/SMI) were made available in April 2018, and the final version should be published in the third quarter of 2018.
Working group sessions of the SMP were held in Montréal, from 28 May to 1June 2018, to analyze feedback from the symposium, review the structure of the panel and decide on actions for future work. We would like to acknowledge the active contribution of our ACI representative, Li Ma Bomholtz of Copenhagen Airport, who is supported in this role by Prisca Nkolo. Feedback from the symposium highlighted the need for additional guidance to service providers (airport operators, etc.) and States. Thus, the panel’s work will focus on developing guidance material and identifying best practice examples and tools to post on the website and facilitate understanding of the key concepts mentioned above. Areas such as integrated risk management, risk-based decision making, safety intelligence and maturity assessment will be prioritized. ACI is working closely with ICAO on this matter. Should you wish to submit examples or tools from your airports, you are welcome to send an email to pnkolo@aci.aero.
Four Regional Safety Management Symposia and Workshops with the theme “The Journey to Achieving Effective Safety Management” were delivered in Europe, Asia, Africa and Latin America to share the concepts highlighted in the 4th Edition of the SMM. Safety Management Panel
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Safety
Protecting passengers by providing safe design By Lynn Gordon, Vice President of Airport Solutions, Arconas, and Jeff Isquith, President and CEO, Amulet Protective Technologies
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Airports around the world are tasked with protecting passengers throughout the duration of their journey, including their time in the airport terminal. The airport security check-in process has developed into an exceedingly thorough and rigorous procedure. Simultaneously, airports have also taken on new life by becoming destinations and attractions, rather than just a transitory space. Airports must now find a way to remain open and welcoming while increasing security measures to assure passengers and operations personnel of their safety. As experienced during the Brussels and Fort Lauderdale attacks in recent memory, among others, violence is no longer just a threat to passengers in the sky. Consequently, facility operators must now look beyond traditional screening procedures and include an additional layer of protection that deals with potential active shooter and blast violence. One way to do this that does not disrupt the airport’s aesthetic is to integrate ballistic barriers into airport furniture. The physical security market is on the rise with ballistic barriers now being included in schools, healthcare facilities, corporate offices, government buildings and virtually all other public spaces as they too have potential for violent attacks. Ballistic barriers have been developed that can discretely integrate into commercial furniture, custom mill work and doors. Specifically, for airports, potential items include seating, waste and recycling bins, check-in counters, etc. The idea is to transform furnishings into a “safe haven” in the event of a blast, or active shooting, since it has been shown that people instinctively duck and cover in a crisis situation. The “invisible” barrier technology is integrated during the manufacturing process and designed to protect human lives from gunfire or
explosive devices without affecting appearance or comfort of the furniture. In the US, there is already recognition of the application of this technology as security recommendations by DHS/TSA have stated in a newly released report (Public Area Security National Framework, May 2017). While airport executives are eager to keep passengers safe, they also want discrete solutions. These solutions must not detract from the customer-friendly feel of their facilities. Integrating a ballistic barrier within existing furniture is a way to add security options to protect the public, in addition to giving peace of mind to airport facilities. Facility operators can strategically place the furniture in positions that are more effective in the event of a blast or active shooter situation, based on security risk analysis and observed human behaviour in such emergency situations. For aviation stakeholders and passengers alike, ballistic barriers will continue to gain recognition as a key component to the security profile of the aviation space.
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Global Training
GSN Diploma Programme brings value to your career By Issa Castro, Manager, Global Training, ACI World
Whether you are new to the aviation industry or an experienced airport professional, it can be quite daunting trying to determine which training would be the best fit for your professional development needs and will equip you with the right knowledge and skills to perform your job well. Naturally, you would want to get the most out of your learning experience so that you can be assured of gaining not only improved competence but also increased confidence to accomplish your goals. ACI Global Training developed the Global Safety Network (GSN) Diploma Programme to directly contribute towards the career advancement of aviation professionals, operators and regulators, specifically in the areas of safety and operations. The programme provides tools and learning solutions to help airports ensure that they have the right people with the right competencies in the right jobs to keep airports running safely and efficiently. To date, the GSN courses have been delivered to more than 6,000 participants worldwide and over 450 GSN Diplomas have been awarded since the programme’s inception in 2006.
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Here are 6 reasons why the GSN Diploma Programme brings value to your career: • Further your education - Completion of the entire programme allows participants to gain a comprehensive understanding of relevant international standards and recommended practices, safety management systems, risk assessment, emergency planning, aerodrome inspections, auditing and compliance. • Develop competencies effectively - All GSN courses include the practical application of lessons learned through tabletop or group exercises performed airside at the airport which contribute to better class interaction and retention of subject matter, leading to more effective learning overall.
• Improve your career opportunities – As a GSN graduate, you gain additional knowledge, competence and confidence to help you qualify for jobs. Recent GSN graduates share their insights on GSN Meet three of our latest GSN graduates as they share their background and objectives for taking GSN and further explain why the diploma programme is extremely valuable and highly recommended. Nikolay Kostov, Head of Safety Department from Burgas Airport, shared that the reason he wanted training through the GSN programme was the desire and need to acquire new knowledge in the field of aviation safety.
• Meet regulatory requirements - The GSN Diploma Programme is highly recognized in the industry and is often used to meet training standards and requirements set by aviation authorities and airport operators. • Learn from ACI airport experts - The courses are delivered by senior airport managers with extensive “real time” experience of operational procedures, Safety Management Systems (SMS) and airport certification. The ACI instructors share their knowledge and expertise through a multitude of examples, case studies, photos and videos. • Grow your network of safety professionals – Participating in classroom courses gives you the opportunity to learn from other colleagues in the industry through discussions and exchange of ideas, and expands your network of airport contacts throughout the world.
Nikolay Kostov was awarded the GSN Gold Diploma on 8 June 2018 in Riga, Latvia by ACI instructors Debbie Riley (left) and Wally Walker (right).
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Global Training
Nikolay began his career in agricultural aviation as an aviation technician for the helicopter Kamov 26. Five years later, he moved to Burgas Airport, where he worked as marshaler, ramp agent, load control supervisor and, since 2007, as Safety Manager. “I knew the diploma will help me in my everyday work and raise the image of Burgas Airport. The acquired knowledge has already helped me during the preparation and completion of certification at Burgas Airport according to the requirements of the European Aviation Safety Agency (EASA),” he further added. “I highly recommend ACI training for its excellent instructors and programmes, pleasant training centers and opportunities to meet colleagues. It was an experience that I really enjoyed.”
Nikolay obtained the GSN Gold Diploma on 8 June 2018 upon completion of the sixth and last module on GSN 6: Aerodrome Auditing and Compliance, in Riga, Latvia. Jamsheer Velapuram, Officer-Planning, Dubai Airport shared that the GSN Diploma is truly an achievement. “A golden feather in my cap,” he said. “I am continuing my journey conquering different heights and the GSN Diploma is an important milestone in my career,” Jamsheer said after receiving the GSN Gold Diploma upon completion of the sixth and final module on GSN 3: Emergency Planning and Crisis Management, on 28 June 2018, in Abu Dhabi, UAE.
Jamsheer was awarded the GSN Gold Diploma in Abu Dhabi, UAE by ACI instructors Doug Roberts (left) and Ian Barrie (right).
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Ever since he was a child, Jamsheer had dreamed of working in the aviation industry. After completing his postgraduate studies at Shivaji University, India, he was offered a job in a financial company, but chose instead to join the prestigious Dubai Airport as Aeronautical Information Service (AIS) Assist-Officer where he gained extensive experience on airport/airline ICAO codes, flight plans, Aeronautical Information Publications (AIPs), Notices to Airmen (NOTAMs), etc. Four years later, he joined the management team of Airside Operations as Officer-Planning. “The other major objective for going through the Diploma Programme was to prepare myself to take on new responsibilities within Airside Operations. The GSN courses are completely relevant to my job role and I am now confident that I can move to any other job roles within Airside Operations,” he added. Recently, one of Jamsheer’s colleagues was preparing for a higher job role. “With the knowledge that I gained from the GSN courses, I was able to help him prepare for the test and interview,” he explained. “The efforts were fruitful; he got the job!” Jamsheer outlined the reasons why he recommends the GSN diploma programme to anyone who is working or is interested in the aviation industry. • “The knowledge gained while performing practical exercises and acting on various airport scenarios is the most powerful part that I will always remember.”
• “Most of the GSN instructors have over 30 years experience and they have seen the step-by-step growth of the aviation industry. Therefore, the explanations on each aviation subject from the instructors’ first-hand experiences are just amazing.” • “I will remember the relationships created with people from various parts of the world who attended the courses with me throughout six GSN courses. Whether it be Germany, Ireland, Saudi Arabia, Singapore, Costa Rica, Nigeria or any other part of the world, I have friends to contact and consult.” • “Nonetheless, the live discussions among the participants truly adds up a lot of information from different airports in the world. So, it’s really a worthwhile course!” Martin Bülow, Safety Manager, Fraport AG also weighed in his thoughts on GSN. After graduating from Berlin Technical University with a MSc in Aviation Engineering, he decided to move to Germany’s Capital of Aviation and started working at Frankfurt Airport in a department that focused on airside quality and capacity enhancement. “Following my promotion to EASA Safety Manager and not coming from an airside job, I decided to get specialised training for the new job. The GSN offering was comprehensive in giving me the tools and gaining experience in an area that I was not as familiar with.” Martin shared. Meeting great people and much valued colleagues in six different countries was what Martin said he would remember the most about his GSN journey. “It gives you new perspectives on certain topics
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Global Training
and makes you aware that in the end all airports face their own challenges – even in a heavily standardized environment,” he said. “Examples, best practices and shared experiences from other airports help in evaluating situations that might be new to your own airport. This was already helpful during the EASA certification process,” Martin added. Finally, when asked if he would recommend the GSN Diploma Programme, Martin replied, “Of course! It will enhance your knowledge and get you in contact with fellow aviation experts.” Learn more about the GSN Diploma Programme
Martin Bülow, Safety Manager, Fraport AG obtained the GSN Gold Diploma on 6 July 2018 upon completion of the sixth and last module on GSN 5: Advanced Safety Management Systems, in Montego Bay, Jamaica.
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Industry news
Accelerating change – Women in aviation across the globe By Angela Gittens, Director General, ACI World
In August ICAO will collaborate with UNESCO for the inaugural Global Aviation Gender Summit, hosted by the South African Civil Aviation Authority in Cape Town.
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I recently spoke at an IAWA event in Sydney Australia on their theme: accelerating change – women in aviation across the globe. And we do need to accelerate change.
Air service demand is going to double in 15 years. Where are we going to get the airport and airline managers, the pilots, the airline mechanics and airport maintenance teams, the engineers for the engine and aircraft manufacturers? We cannot continue to ignore half of the world’s population as we compete with other industries for the talent we will need to continue to play our role as an economic driver by accommodating the demand for air travel. We seem to take two steps forward and a step and a half back. In this country, we had female CEO’s at two of the largest airports – Sydney and Brisbane. They retired within a few months of one another and now we have none. Same thing happened in Europe – you lose one or two females and get down to almost none. Only in North America is there any depth of bench of women currently in top roles or in position to compete for upcoming top roles. And even there, we see a trend which will not be favorable to women. That is the tendency for airport owners to look outside the industry, particularly looking to corporate talent to bring into the top jobs at airports. And, at least in the US, the corporate world is experiencing the same phenomenon of a weak bench of women to take top roles so that when a few leave, the percentage of women drops precipitously. A recent report by Korn Ferry tells us that fewer than 5% of Fortune 500 companies are headed by women today. So, my purpose here today is to take a good hard look at something we, women leaders in aviation, have thought and talked about for quite a long time, and time is now to act and do much more: empowering women. ACI has long been a proponent of diversity in the workforce. I am very proud that we have an
agreement with IAWA to work collaboratively on education, training and job opportunities. Indeed, I am happy that we are able to provide an annual scholarship for the ACI Airport Executive Leadership Programme, which prepares students for senior-level responsibilities and provides more opportunities for professional growth in this exciting industry. Clearly, women need not only opportunities for building experience, but also positive mentorship experiences and, most importantly, developing a network of colleagues and potential employers, males and females. I have to tell you that my strongest mentors have actually been men, including my aviation mentor who was certainly no feminist or civil rights activist. We don’t necessarily need “true believers,” we need pragmatists that can see that hiring and promoting women is in their organization’s best interests. The best time for any member of a “down market” group (and in most societies, that’s what women are) is when there is a crisis. And I would say that aviation is headed into a talent pool crisis. There really is nothing stopping us from having a great career in any of the many, many areas of aviation, from engineering to policy, from safety and security to operations. So as leaders, we need to inspire more women to be involved in such a rewarding and indispensable industry, the aviation industry, and we need to get more girls engaged in science and maths at school. Our destiny is in our hands and so is that of the next generation of women, and the next after that. So, let’s work together and get the job done!
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Economics
Privatization can provide a viable solution to the global airport infrastructure gap New ACI World Policy Brief provides guidance for governments and policymakers
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By Philippe Villard, Head, Policy & Economics, ACI World
With ACI’s global medium-term forecast showing 33% growth in passenger volumes from 2015 to 2020, many national governments may face a predicament where air transport demand is outstripping the airport infrastructure. Within this context, ACI World launched a new Policy Brief on airport privatization and funding at a time when critical investment decisions are being taken by airports around the world to the growing demand for air services. The Policy Brief, entitled Creating Fertile Grounds for Private Investment in Airports, was jointly produced with global consultancy InterVISTAS and officially launched at the 28th ACI EUROPE/World Annual General Assembly, Congress and Exhibition in Brussels. It provides guidance and key principles for governments, policymakers and regulators looking to adopt privatization as policy. Privatization continues to spread Based on the latest data, the Policy Brief notably establishes that privatization continues to spread in the airport industry, mainly across medium and large airports or across airport networks. It further demonstrates that an increase in investments and capital expenditures often follow privatization, thereby highlighting that privatization is a successful means by which to fund infrastructure development. Airports
with private sector participation indeed invested 14% more in capital expenditure measured as compared to their public counterparts and 12% more than the global average in the last five years. As the investment decision relies upon a consistent regulatory framework, the Policy Brief provides key policy recommendations for policymakers and regulators who are considering privatization: 1. Governments need to clearly identify the objectives for their airports (from enabling infrastructure improvement investment to increasing connectivity) before choosing a privatization model. 2. Governments should ensure that a clear and consistent legal framework is in place prior to privatization. 3. Governments should consider their long-term vision for wider economic benefits and benefits to communities, and this may in turn lead to consider the privatization of grouping of airports/airport networks. 4. The choice of a privatization model must consider incentives for potential national and foreign investors. Investors naturally expect a reasonable return to incentivize
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Economics
future investments in airport facilities and operations and, as such, they should be able to run an airport as a business and generate returns on investment from both its aeronautical and commercial revenues. To this end, applying the widely used dual or hybrid till regime induces cost efficiencies and innovations in the airport’s commercial business. 5. Governments should match the concession’s lifespan to the model selected. 6. Governments should consider a multi-stage bidding process to test the market interest and provide time for consortiums to be formed. ACI’s position on privatization ACI does not prescribe any specific type of ownership model or suggest that airport privatization is the only suitable policy choice. ACI recognizes that the type of ownership, and any participation of private capital, varies from airport to airport depending on local circumstances. ACI, however, also recognizes that in an economic climate where States are increasingly cutting government expenditures to reduce the growing debt that hangs over many of their economies, government financing and full ownership of airports are not always viable and sustainable options. Consequently, privatization
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has been shown to be a successful means by which to fund infrastructure development. For a full overview, download the Policy Brief Creating Fertile Grounds for Private Investment in Airports.
Your source for data-driven decision-making
Access statistics for over 2,300 airports in 160 countries through Airports Council International (ACI) World’s unrivalled airport industry market intelligence. Airport traffic data
Industry rankings
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aci.aero
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l publications@aci.aero l +1 514 373 1200
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A simple IT solution designed by airports for airports
•
Calculates Greenhouse Gas (GHG) emissions at and around the airport
•
Produces a comprehensive inventory highlighting KPIs and supporting information
ACERT is compatible with all levels of Airport Carbon Accreditation and provides relevant information required for the ACA Online Application.
Contact Airports Council International (ACI) for more information: ACERT@aci.aero
www.aci.aero
+1 514 373 1200
Environment
New tools to support the member airports’ effort to minimize environmental footprint By Jeeyoon JUNG, Assistant Manager, Environment, ACI World
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Promoting sustainable aviation development and reducing or limiting the environmental footprint of airports has been one of ACI’s core initiatives as the prerequisite for aviation’s operation and growth. To meet this objective, ACI developed and has been distributing the Airport Carbon and Emissions Reporting Tool (ACERT) to its member airports since October 2012. Furthermore, ACI has recently unveiled a new tool called Aircraft Ground Energy Systems – Simulator (AGES-S) to help airports quantify the environmental and economic benefits of reducing the use of the aircraft auxiliary power unit (APU) by replacing it with ground energy systems. Newly revised Airport Carbon and Emissions Reporting Tool (ACERT) v.5.1 ACERT is a self-contained Excel spreadsheet that enables an airport operator to calculate its greenhouse gas (GHG) emissions inventory. The tool was developed with the intention of supporting airport operators without dedicated environment personnel or expertise by inputting readily available operational data. Methodologies are consistent with the ACI Guidance Manual on Airport Greenhouse Gas Emissions Management (2011) and the GHG Protocol. ACERT is now compatible with all levels of Airport Carbon Accreditation (ACA) and provides the necessary information for the ACA Online Application. Recent revision to v.5.1 of ACERT was based on feedback from users since the launch of the v.5.0, including more options for individual fuels and refrigerants, and more up-to-date and detailed grid emissions factors. To obtain ACERT, please send a request to ACERT@aci.aero.
1
Aircraft Ground Energy Systems – Simulator (AGES-S) A new addition to ACI’s portfolio is the AGES-S. This is also an Excel-based tool that assesses the economic and environmental benefits of substituting the aircraft APU with ground energy systems that provide both electricity and preconditioned air (PCA). With relatively low fuel efficiency rates, emission from APUs can be a considerable hurdle for local air quality and noise management for airports. A ground energy system that provides both power and PCA to aircraft may not only achieve a significant reduction in associated air pollutants and noise emissions but could also lead to up to 90% fuel savings compared to APU usage1. AGES-S will provide a snapshot of expected environmental benefits and financial savings under different scenarios by substituting APU usage to ground energy systems. To obtain AGES-S, please send a request to AGES@aci.aero.
IST, https://www.istinox.ch/en/products/airport-systems/
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Global Training
Photo Gallery June 2018 Courses
Airline Management for Airport Professionals, 04-08 June, San Diego, United States of America
GSN 6 - Aerodrome Auditing and Compliance, 04-08 June, Riga, Latvia
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GSN 3 - Emergency Planning and Crisis Management, 11-15 June , Faro, Portugal
Understanding Annex 14, 12-14 June, Curaรงao, Curaรงao
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Global Training
Airport Collaborative Decision Making (A-CDM), 18-22 June, Gimpo, South Korea
Aeronautical Studies & Risk Analysis, 18-22 June, Port of Spain, Trinidad and Tobago
GSN 3 - Emergency Planning and Crisis Management, 24-28 June, Abu Dhabi, United Arab Emirates
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Airport Human Resources Management, 25-29 June, Athens, Greece
GSN 1 - Safety Management Systems, 25-29 June, Montego Bay, Jamaica
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ACI Events
ACI Events calendar September—November 2018
ACI CUSTOMER EXCELLENCE GLOBAL SUMMIT 10—13 September 2018 Halifax, NS, Canada
2018 ACI-LAC ANNUAL ASSEMBLY CONFERENCE & EXHIBITION 12—14 November 2018 Miami, FL
ACI-NA ANNUAL CONFERENCE & EXHIBITION 30 September—2 October 2018 Nashville, TN
ACI EUROPE / ACI ASIA-PACIFIC AIRPORT EXCHANGE 27—29 November 2018 Oslo, Norway
27TH ANNUAL GENERAL ASSEMBLY & REGIONAL CONFERENCE AND EXHIBITION 13—19 October 2018 Abidjan, Ivory Coast
—————————————————————————
THE TRINITY FORUM
For a full listing of ACI events, please visit www.aci.aero/events.
31 October—1 November 2018 Shanghai, China
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ON TI N RA PE ST O GI W RE NO THE GLOBAL AIRPORT COMMERCIAL REVENUES CONFERENCE 31 October – 1 November 2018 • Shanghai, China Hosted by
Platinum partners
Organised by
-
For more information please email Sarah@MoodieDavittReport.com
ACI Events and Global Training map
Key events and courses Highlighted events and training June—November 2018
ACI EUROPE / ACI Asia-Pacific Airport Exchange 27—29 November 2018 Oslo, Norway AIRPORT SAFETY MANAGEMENT SYSTEM IMPLEMENTATION* ACI-NA Annual Conference & Exhibition
12—16 November 2018 Montréal, Canada
30 September—2 October 2018 Nashville, TN ACI-LAC Annual Assembly & Conference 12—14 November 2018 Miami, FL
AIRPORT FINANCIAL MANAGEMENT 15—19 October 2018 Port of Spain, Trinidad and Tobago
Events Training/courses *Can be taken as an elective for the Airport Management Professional Accreditation Programme (AMPAP) For additional information please contact us at training@aci.aero
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AERODROME SAFEGUARDING AND OLS 29—31 October 2018 Riga, Latvia
The Trinity Forum 31 October—1 November 2018 Shanghai, China IMPLEMENTING BRANDED CUSTOMER SERVICE PROGRAMMES AT AIRPORTS 15—19 October 2018 Incheon, South Korea
QUALITY MANAGEMENT IN AIRPORT SECURITY 22—26 October 2018 Johannesburg, South Africa
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Global Training
Training calendar Safety
Security
ACI-ICAO AERODROME CERTIFICATION*
AIRPORT SECURITY OPERATIONS
15—19 October Port Vila, Vanuatu
4—8 November Abu Dhabi, UAE
GSN 4 – WORKING WITH ANNEX 14
ACI-ICAO MANAGEMENT OF AIRPORT SECURITY*
15—19 October Istanbul, Turkey
9—13 December Abu Dhabi, UAE
GSN 2 – AIRSIDE SAFETY & OPERATIONS 28 October—1 November Abu Dhabi, UAE AERODROME SAFEGUARDING & OLS 29—31 October Riga, Latvia GSN 6 – AERODROME AUDITING AND COMPLIANCE
Customer Experience IMPLEMENTING BRANDED CUSTOMER SERVICE PROGRAMMES AT AIRPORTS 15—19 October Incheon, South Korea
5—9 November Istanbul, Turkey
DEVELOPING A CUSTOMER SERVICE CULTURE AT AIRPORTS*
AIRPORT SAFETY MANAGEMENT SYSTEMS IMPLEMENTATION*
5—9 November San Diego, USA
12—16 November Montreal, Canada ACI-ICAO AERODROME CERTIFICATION* 19—23 November Bangkok, Thailand
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Economics
Operational & Technical
AIRPORT FINANCIAL MANAGEMENT
AIRPORT COLLABORATIVE DECISION MAKING (A-CDM)
15—19 October Port of Spain, Trinidad
1—5 October Port of Spain, Trinidad INTRODUCTION TO AIRPORT ECONOMICS 21—23 November Montego Bay, Jamaica AIRPORT BUSINESS ANALYTICS 21—25 October Abu Dhabi, UAE ACI-ICAO USER CHARGES* 26—30 November Montego Bay, Jamaica
————————————————————————— *Can be taken as an elective for the Airport Management Professional Accreditation Programme (AMPAP)
For additional information please contact us at training@aci.aero
Environment AIRPORT ENVIRONMENTAL MANAGEMENT* 26—30 November Kuala Lumpur, Malaysia
Leadership and Management: AIRPORT HUMAN RESOURCES MANAGEMENT* 15—19 October San Francisco, CA, USA
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World Business Partners
New World Business Partners CAMOR LTD. Region: Europe Level: Gold (Small Business) Member Address: Eskmills, Stuart House, Station Road, EH21 7PQ Edinburgh UK Website: www.camor.co.uk Contact: Paul McDonald, Chief Executive Officer Email: pmcdonald@camor.co.uk Phone: +4407508452260
Camor are a UK based company developing and delivering globally advanced security training, providing a high quality service facilitating an enhanced presence within the corporate, aviation and other transport sectors, covering all aspects of integrated security management. Working together with our clients, following a risk based review, our comprehensive range of training courses, through interactive training and exercising, are designed to equip high risk sectors with industry leading specialist skills and knowledge.
MHI EAST AG is a competent partner in the field of Aviation- Road- Communaland Clearing- Technologies.
MHI EAST AG Region: Europe Level: Gold (Small Business) Member Address: NeugutstraĂ&#x;e 12 CH-8304 Wallisellen Switzerland Website: www.mhi-ag.com Contact: Dieter Pade, VP Sales Email: office@dpade.com 50
For over 20 years the company management has gained experiences in Snow Clearing, Sweeping, Green Management, Friction Testing, Rubber removal, Fire Fighting Training Simulatorsand develops Concepts in a cost effective manner for Airports, Roads and City Municipalities.
GESTIĂ“ I SERVEIS TRADE CENTER Region: Europe Level: Silver Member Address: Moll de Barcelona, s/n Edificio Este 1ÂŞ Planta 08039 Barcelona SPAIN Website: : www.camor.co.uk Contact: Josep Munne, President Email: amunne@gistc.e Phone: +0034935088125
MAZARS USA LLP Region: North America Level: Silver Address: 135 W 50th Street New York, NY 10020 Website: www.mazarsusa.com Contact: Jason Slivka, Senior Manager Email: jason.slivka@mazarsusa.com Phone: 646-435-1573
Established almost 20 years ago, GIS group creates and manages venues and services designed to provide added value to airport facilities, airline companies and corporate properties. GIS specializes in the creation and management of airport services, providing greater quality and profitability for the infrastructure manager and the airlines. Our main mission is to improve the comfort of travellers and convert the waits at the airports to pleasurable moments. Being the Spanish leading group for Lounges and airport premium services, we are operating in 8 countries, 12 airports and we welcome more than 3M passengers. And just starting!
Mazars USA LLP is a high-performing accounting, tax and consulting firm with significant national presence in strategic US geographies. Since 1921, our dedicated professionals have leveraged technical industry expertise to develop customized solutions for clients, create value, and Optimize their performance. We offer a broad array of industry specialists providing services to growth-oriented enterprises and individuals. As the independent US member firm of Mazars Group, we deliver seamless access to the expertise of 20,000 professionals in 86 countries.
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World Business Partners
BOSTON BARRICADE COMPANY Region: North America Level: Silver
The Nation’s Leading provider of modular, sustainable construction wall systems and branding graphics. Offices nationwide. Serving “sustainableminded” airports, concessionaires, and general contractors coast-to-coast.
Address: 1151 19th Street Vero Beach, FL 32960 Website: www.bostonbarricade.com Contact: Bill Bollinger, Senior Project Manager Email: bbollinger@bostonbarricade.com Phone: 772-257-7335
HONEYWELL INTERNATIONAL, INC. Region: North America Level: Gold Address: 1099 Sneath Lane San Bruno, CA 94066 Website: www.honeywell.com Contact: Janey Kaster, Airport Business Consultant Email: janey.kaster@honeywell.com Phone: 650-863-8103
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Honeywell - A global technology leader driving collaboration and change in the Airport industry. Over 500 airports have chosen Honeywell as their technology partner. Honeywell enables airports to enhance the passenger experience and optimize their operations from the last mile to the first mile and from the curbside to the tarmac.
Paige is a full-service manufacturer/ distributor of copper, fiber, security, asset control and metals including tray systems and rittal cabinets. Paige developed the dual award winning game changer cable carrying gig-ethernet 656’ with poe+ and no repeaters! Paige also has custom asset protection extending security zones. We listen, we engineer, we provide. PAIGE DATACOM SOLUTIONS DIVISION OF PAIGE ELECTRIC Region: North America Level: Silver Address: 1160 Springfield Road Union, NJ 07083-8121 Website: www.paigedatacom.com Contact: Carrie Goetz, Global Technology Director Email: cgoetz@paigeelectric.com Phone: (908) 687-7810
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Contact us at: ACI World
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