In the spotlight: Customer service Airport report: Munich Special report: Passenger facilitation Plus: F&B innovation & Industry news
Customer service: Always learning Volume 24 – Issue 4, 2019 www.aci.aero AW4-2019-FC-chosen.indd 1
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OPINION ;OL THNHaPUL VM [OL (PYWVY[Z *V\UJPS 0U[LYUH[PVUHS
Airport World Editor Joe Bates +44 (0)1276 476582 joe@airport-world.com Design, Layout & Production Mark Draper +44 (0)208 707 2743 mark@airport-world.com Sales Directors Jonathan Lee +44 (0)208 707 2743 jonathan@airport-world.com Gary Allman +44 (0) 7854 239 426 gary@aviationmedia.aero Advertising Manager Andrew Hazell +44 (0)208 384 0206 andrewh@airport-world.com Subscriptions subscriptions@aviationmedia.aero Managing Director Jonathan Lee +44 (0)208 707 2743 jonathan@aviationmedia.aero
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Airport World is published six times a year for the members of ACI. The opinions and views expressed in Airport World are those of the authors and do not necessarily reflect an ACI policy or position.
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Never ending journey Airport World editor, Joe Bates, reflects on how the aviation industry’s attitudes towards customer service and the airport experience have changed over the years.
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rguably one of the easiest ways of showing how airport attitudes towards customer service have changed over the years is the fact that today an ever-increasing number of gateways now refer to visitors as their ‘guests’ rather than passengers or customers. It is felt that embracing the word more commonly associated with the hospitality and entertainment industries – Disney has used the word guest for decades – implies a higher level of service, accountability, and attention to the wants and needs of visitors. And the word can help change the mindset of staff for the better, too, as Butterfly Consulting’s Joanne Paternoster told Airport World in late 2017: “We think of guests differently than customers and that can lead to hosting them better as well. If we change the way we speak, we will change the way we think and the way we act, and ultimately that will influence how we genuinely connect emotionally with others.” Indeed, such has been the transformation in customer service delivery over the last 10 to 15 years that an even greater number of airports now employ staff 100% dedicated to ensuring that visitors enjoy a smooth, safe and enjoyable journey through their facilities. These range from staff working at Information Desks and airport ambassadors who roam the terminals actively looking for passengers to help, to senior managers whose role is solely to look at ways of increasing customer satisfaction levels and ensuring a better airport experience for all. The commitment has led to the introduction of job titles such as ‘customer experience manager’; ‘chief experience officer’ and ‘service standards officer’ at airports as they strive to do better in terms of the facilities and services they offer and reduce the hassle of travel. And as we all know, happy passengers tend to spend more money in airport shops and F&B outlets than unhappy ones, so there are also economic rewards for those airports that go the
extra mile in terms of customer service. The point was echoed by ACI World’s business development and customer care (ASQ) manager, Sevda Fevzi, when moderating a customer experience panel discussion at the recent SMART Airports & Regions Conference in El Paso, Texas. You can read more about her panel’s discussions – speakers included Los Angeles World Airports’ chief experience officer, Barbara Yamamoto, and San Antonio International Airport’s chief customer experience officer, Karen Ellis – and the SMART Airports & Regions Conference, in the next edition of Airport World. However, in the ‘customer service’ themed section of this issue we have features about the benefits of joining ACI World’s ASQ Arrivals programme; the enabling power of IT; the ambience enhancing ability of fragrances; and accommodating passengers with reduced mobility. Our special report also contains articles about Bali airport’s ASQ success; the use of smiley HappyorNot kiosks at airports; a snapshot of some retail/F&B initiatives in Australia; and the importance of not forgetting the key role staff still play in the airport experience. Elsewhere in the magazine we catch up with some of the latest passenger facilitation initiatives and F&B trends; learn more about how GA gateways can become economic development engines for their surrounding communities; and we share details of a new White Paper by KONE. Our main airport feature is on Munich, where president and CEO, Dr Michael Kerkloh, candidly discusses the growth and development of his airport and its international business interests. We also hear from ACI World director general, Angela Gittens, who talks about the benefits of the new Airport Customer Experience Accreditation programme; cover human resources in our regular ‘People matters’ column; and discover the latest industry news on our World Business Partner pages. Another AW cracking issue, I hope you agree!
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CONTENTS
In the spotlight: Customer service Airport report: Munich Special report: Passenger facilitation Plus: F&B innovation & Industry news
Customer service: Always learning Volume 24 – Issue 4, 2019 www.aci.aero
ISSUE 4 Volume 24
In this issue 3 Opinion
Airport World editor, Joe Bates, reflects on how the aviation industry’s attitudes towards customer service and the airport experience have changed over the years.
8 World in motion ACI advocates for the reliable and effective transmission of data across all airport role players, writes ACI World’s communications manager, Sabrina Guerrieri.
11 View from the top ACI World director general, Angela Gittens, considers the benefits of the latest addition to the ASQ suite of solutions, the Airport Customer Experience Accreditation programme.
12 Fantastic journey Dr Michael Kerkloh reflects on close to 17 years in the hot seat at Munich Airport and is confident that he will leave a gateway and a global airport operator on the up when he retires from his position at the end of the year, writes Joe Bates.
17 Striving for excellence ACI World’s Valerie St James and Sevda Fevzi consider how the Airport Service Quality (ASQ) Arrivals Survey can help airports create the best customer experience for their passengers.
20 Always improving Faik Fahmi, president director of Indonesian airport operator, Angkasa Pura 1, explains why customer service excellence is a priority at Bali’s Ngurah Rai International Airport.
25 Quick and easy New passenger processing technology will play a key role in raising customer satisfaction levels at airports, writes SITA’s president for air travel solutions, Matthys Serfontein.
27 The global challenge Society needs to pull together to deliver a world class service to travellers with reduced mobility, writes OmniServ’s head of innovation and regulatory compliance, Samantha Saunders.
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CONTENTS
Director General Angela Gittens (Montreal, Canada) Chair Martin Eurnekián (Buenos Aires, Argentina) Vice Chair Aimen Al-Hosni (Muscat, Oman) Immediate Past Chair Fredrick J Piccolo (Sarasota, USA) Treasurer Emmanuel Menanteau (Osaka, Japan) ACI WORLD GOVERNING BOARD
29 Power to the people The human touch can make the difference for airports in today’s highly competitive digital age, writes Exambela Consulting’s David Feldman.
33 Aroma therapy Ambient scenting is one of the newest initiatives being embraced by airports as they look to enhance the passenger experience, writes Prolitec’s Roger Bensinger.
34 Are you being served? What are the prerequisites to delivering exceptional customer experience along all touchpoints of the passenger journey? Redwater Management Consulting Group’s management consultant, Kateryna Hess, investigates.
37 Happy or not? Ville Levaniemi, HappyOrNot’s co-founder and executive vice president of new business tells us more about the potential benefits of using customer service feedback technology at airports.
40 Today’s special Alex Avery, Pragma’s managing director for airports, travel and commercial spaces, discusses how food and beverage is transforming airport retail.
42 Easy come, easy go Airport World reviews a handful of the technology-driven initiatives driving passenger facilitation improvements at airports across the globe.
44 Rising to the challenge Small GA gateways such as Lee’s Summit Municipal Airport can become economic development engines for their surrounding communities, writes Ty Sander, project manager for Crawford, Murphy & Tilly.
46 Trends in airport expansion and renovation A new White Paper shows that a customer-centric focus is driving change and innovation at US airports, write KONE’s Dan Brooks and Kevin Wigley.
48 WBP News The latest global news from ACI’s World Business Partners.
50 People matters – Anger management Terri Morrissey and Richard Plenty provide their thoughts on dealing with difficult customers.
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DIRECTORS Africa (2) Zouhair El Aoufir (Rabat, Morocco) 1 Vacancy Asia-Pacific (9) Aimen Al-Hosni (Muscat, Oman) Kjeld Binger (Amman, Jordan) Geoff Culbert (Sydney, Australia) Fred Lam (Hong Kong) Seow Hiang Lee (Singapore) Xue Song Liu, (Beijing, China) Emmanuel Menanteau (Osaka, Japan) PS Nair (Delhi, India) Sasisubha Sukontasap (Bangkok, Thailand) Europe (7) Daniel Burkard (Moscow, Russia) Elena Mayoral Corcuera (Madrid, Spain) Jost Lammers (Budapest, Hungary) Yiannis Paraschis (Athens, Greece) Stefan Schulte (Frankfurt, Germany) Sani Şener (Istanbul, Turkey) Nazareno Ventola (Bologna, Italy) Latin America & Caribbean (3) Ezequiel Barrenechea (Lima, Peru) Martin Eurnekián (Buenos Aires, Argentina) Andrew O’Brian (Quito, Ecuador) North America (7) Lew Bleiweis (Asheville, USA) Joyce Carter (Halifax, Canda) Howard Eng (Toronto, Canada) Deborah Flint (Los Angeles, USA) Joseph Lopano (Tampa, USA) Candace McGraw (Cincinnati, USA) Tom Ruth (Edmonton, Canada) Regional Advisers to the World Governing Board (10) Diego Arrosa (Montevideo, Uruguay) Arnaud Feist (Brussels, Belgium) Pascal Komla (Lomé, Togo) Bashir Ahmad Abdul Majid (Delhi, India) Hector Navarrete Muñoz (Merida, Mexico) Augustin de Romanet (Paris, France) Brian Ryks (Minneapolis-St Paul, USA) William Vanecek (Buffalo, USA) 2 Vacancies World Business Partner Observer Thomas Duffy (ADB SAFEGATE) Correct as of August 2019
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ACI WORLDHEAD NEWS RUNNING
World in motion
ACI advocates for the reliable and effective transmission of data across all airport role players, writes ACI World’s communications manager, Sabrina Guerrieri.
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he reliable and effective transmission of data across all airport role players is crucial to improving operational efficiency and the passenger experience. Speaking at the Civil Air Navigation Services Organisation (CANSO) Global ATM Summit and 23rd AGM 2019, ACI World director general, Angela Gittens, highlighted the need for enhanced co-ordination among aviation stakeholders. “Reducing delays, and increasing resilience in the wake of disruption, requires co-ordination among airports, airlines, ground handlers and air traffic controllers to improve decision-making,” she told delegates. Airport Collaborative Decision Making (A-CDM), a process in which all airport role players share information so that each organisation has a more complete operational picture, is an important enabler of effective and timely resolution of issues. A-CDM can improve flow control and optimise the capacity of runways, terminals, gates and airspace so that aviation can continue playing a major role in driving sustainable economic and social development. To capitalise on all the potential brought by data, a common vocabulary is needed. The Airport Community Recommended Information Services framework (ACRIS) has been developed by ACI to provide a data exchange structure in the aviation community. ACRIS provides an environment where airports can share data with their
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partners in a standardised and seamless manner. ACI is also working closely with the International Air Transport Association (IATA) to ensure airline and airport data standards are harmonised. This work is expected to continue and evolve as data comes to the forefront of digital transformation, which is becoming a core capability and a necessity to meet the capacity demands of the future. What’s more, ACI World has published the following statement on the deployment of Radio Frequency Identification (RFID) and other similar technologies for baggage tracking. “ACI has always strongly supported the development of new and better technologies for the purpose of tracking passenger baggage across the global air transport system. “Experience has shown that the seamless deployment of any technology is best achieved through co-operation between airports, airlines and all other parties to find the most cost-effective and operationally suitable solution. “There is a range of technical solutions available to airlines, airports, and partners for baggage tracking. RFID is one such solution, but may not be the most appropriate or cost-effective solution for all airports. “ACI recommends that airports work with their airlines and other partners and stakeholders to consider all options and assess and meet the unique local needs and circumstances with a view to improved efficiency and service for all.”
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ACI WORLD NEWS
ACI events
2019
2019
2019
2019
2019
September 15-17
October 21-23
October 12-18
October 30-31
September 2-5
ACI-NA Annual Conference & Exhibition Tampa, USA
ACI-LAC Regional Assembly, Conference & Exhibition Bogotá, Colombia
ACI Africa Regional Assembly, Conference & Exhibition Accra, Ghana
The Trinity Forum Doha, Qatar
ACI Customer Experience Global Summit Bali, Indonesia
ACI offices ACI World Angela Gittens Director General PO Box 302 800 Rue du Square Victoria Montreal, Quebec H4Z 1G8 Canada Tel: +1 514 373 1200 Fax: +1 514 373 1201 aci@aci.aero www.aci.aero
ACI Asia-Pacific Patti Chau Regional Director Hong Kong SAR, China Tel: +852 2180 9449 Fax: +852 2180 9462 info@aci-asiapac.aero www.aci-asiapac.aero
ACI Africa Ali Tounsi Secretary General Casablanca, Morocco Tel: +212 660 156 916 atounsi@aci-africa.aero www.aci-africa.aero
ACI Latin America-Caribbean Javier Martinez Botacio Director General Panama City, Panama Tel: +507 830 5657/58 jmartinez@aci-lac.aero www.aci-lac.aero
ACI Europe Olivier Jankovec Director General Brussels, Belgium Tel: +32 (2) 552 0978 Fax: +32 (2) 502 5637 danielle.michel@aci-europe.org www.aci-europe.org
ACI North America Kevin Burke President & CEO Washington DC, USA Tel: +1 202 293 8500 Fax: +1 202 331 1362 postmaster@aci-na.org www.aci-na.org
As of January 2019, ACI serves 646 members operating 1,960 airports in 176 countries. ACI is a non-profit organization whose prime purpose is to advance the interests of airports and to promote professional excellence in airport management and operations. According to ACI’s 2018 Annual World Airport Traffic Report, in 2017 airports worldwide welcomed 8.3 billion arriving and departing passengers and handled 118.6 million metric tonnes of cargo and 95.8 million aircraft movements.
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ACI VIEWPOINT
View from the top ACI World director general, Angela Gittens, considers the benefits of the latest addition to the ASQ suite of solutions, the Airport Customer Experience Accreditation programme.
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irports have recognised that the customer experience they provide has become crucial as a point of difference in an increasingly competitive market. As airports compete to attract more passengers, effectively managing and improving customer experience has become a business priority. ACI carefully designed the newly established Airport Customer Experience Accreditation programme to help airports assess, and improve, their approach to customer experience management and identify new practices that can be developed in the short and long-term, in order to progress through the levels of accreditation. Airports are sophisticated businesses with various interlinked partner organisations and companies which often have different business objectives and goals. It is important for all involved parties to have a common view of airport customer experience and ACI’s accreditation programme helps airports to develop this common view. The programme offers five levels of accreditation: • At Level 1: the airport has identified customer experience as a priority and is exploring customers’ expectations, complaints, comments and satisfaction. • At Level 2: the airport has developed a clear customer experience strategy. • At Level 3: the airport is delivering the customer experience strategy through engaged customers, employees and customer experience professionals. • At Level 4: the airport customer experience strategy is fully embedded in airport culture. • At Level 5: the airport corporate strategy is the customer experience strategy. At each level, airports are accredited based on their practices in eight domains, which contribute to the evaluation of each airport’s customer experience maturity level. These are: Customer Understanding, Strategy, Measurement, Operational Improvement, Governance, Airport Culture, Service Design/Innovation, and Airport Community Collaboration. All these domains play a fundamental role in improving airport customer experience management and are closely interconnected. Customer Understanding and Strategy help airports improve operationally, along with Measurement, which tracks an airport’s customer experience and satisfaction performance via key performance indicators (KPI). Governance supports each airport in managing its customer experience by assigning responsibilities within an organisation. The Service Design/Innovation domain helps airports create services
which will give customers a new and better experience. And Airport Culture and Airport Community Collaboration helps to strengthen internal and external co-ordination. The programme is part of the ACI Airport Service Quality (ASQ) suite of solutions, which offers the world-renowned and globally established global benchmarking measuring passengers’ satisfaction while they are travelling through an airport. Through different Surveys that target specific segments of the airport, the ASQ programme provides data on how airport performs at different touchpoints; where improvements are required; and where investment is most likely to deliver the biggest return. As of July 2019, ASQ has 398 participating airports in 96 countries and continues to grow year after year. Accreditation at each level also provides airports with a powerful marketing tool to communicate to the world their commitment to improving customer experience. We will showcase and celebrate the first class of accredited airports at the second annual Customer Experience Global Summit which will be held in partnership with PT Angkasa Pura I (Persero) in Bali, Indonesia, from September 2-5. The theme of the Summit is ‘One airport community; Many passenger journeys’ and it will explore how airports can continue to evolve in step with changes in the industry and customer expectations. The basis of all ASQ programmes and services, and that of sustainable airport customer experience excellence, is continual learning and improvement. As such, the goal of the Airport Customer Experience Accreditation programme is not to complete the last level, AW it is to evolve, excel and learn throughout the journey.
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AIRPORT REPORT: MUNICH
Fantastic journey Dr Michael Kerkloh reflects on close to 17 years in the hot seat at Munich Airport and is confident that he will leave a gateway and a global airport operator on the up when he retires from his position at the end of the year, writes Joe Bates.
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he recent announcement that Jost Lammers will become the new CEO of Munich Airport on January 1, 2020, confirms the fact that Germany’s second busiest gateway, and possibly aviation, will lose one of its biggest and best-known characters when current boss, Dr Michael Kerkloh, leaves his position at the end of the year. Lammers will inherit an airport operator, Flughafen München GmbH (FMG), at the peak of its powers after a decade of traffic growth and expansion in Munich, and the planned new additions of Terminal 1 at Newark Liberty International Airport in the US and Sofia Airport in Bulgaria to its global business portfolio. There is no doubting that Kerkloh has been good for Munich Airport (MUC) and that the airport, in turn, has been good for him since he was appointed president and CEO of FMG in 2002. When he came onboard, the airport was handling around 23 million passengers per annum and had less intercontinental activity as it was 100% focused on developing MUC’s facilities and route network. That ‘home’ focus meant that the plans for Munich Airport’s Terminal 2 were already in place and overseeing its construction and 2003 opening was one of the first major achievements of Kerkloh’s reign. However, that was only the start, as since then the airport has added an impressive new Terminal 2 Satellite – Germany’s first midfield terminal – in 2016 and expanded Terminal 1 to raise MUC’s capacity to handle up to 50mppa.
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The new infrastructure was certainly needed as a record 46.3 million passengers (+3.8%) passed through the airport in 2018, and Kerkloh believes that the figure will rise to around 48 million this year after a 5% rise in throughput in the first half of 2019. Next on the agenda in terms of new infrastructure is a new pier for Terminal 1, which is currently under construction and will raise Munich Airport’s capacity by another 7mppa when it opens in 2023. He also believes that MUC has grown from being an airport to an airport city over the past two decades, based on the assortment of new non-aviation related facilities built across and around the airport site during his time in charge. The latest and possibly most pioneering of these being LabCampus – an innovation lab on the airport campus that will promote cooperation between companies and across boundaries. And the growth at home has been supported by success abroad with 100% owned subsidiary, Munich Airport International (MAI), becoming a leading provider of management, consulting and training services across the globe. Indeed, such are its ambitions in the international arena that MAI and the Carlyle Group’s CAG Holdings recently set up the jointventure, Reach Airports LCC, to offer operations, training, consulting and management services to the aviation sector in the US, Canada and Mexico.
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AIRPORT REPORT: MUNICH
The secret of FMG’s success So, what has been the secret of FMG’s success? Kerkloh is quick to point out that MUC’s success would not have been possible without German national flag carrier, Lufthansa, which has effectively been its business partner for 20 years and led to the joint development of T2 and its €900 million satellite building. “Our joint ventures and close working relationship with Lufthansa have been key drivers of our success,” he says, noting that at one point the airline could easily have concentred its efforts on Berlin and building a hub there. “The way we work together in Munich has helped transform the airport and proved the catalyst for the increase in traffic and the growth of our intercontinental footprint. “Our goal is to provide our customers with the best an airport/ airline system can deliver. This means striving to ensure that everything we build and every process and procedure serves the prime needs of the passenger.” He goes on: “As a result of our co-operation, Munich has grown from a mid-size airport into a big European hub and one of the top 10 airports in the world in terms of connectivity. This simply would not have happened if we hadn’t worked in such close partnership with Lufthansa to design, build, fund and operate the new infrastructure. The relationship should not be underestimated.” He believes that FMG’s holistic vision of what an airport is and its business model – it performs passenger, ground and ramp handling services and most other operational tasks traditionally carried out by third parties at MUC – have also proved integral to the airport’s success. Kerkloh says this is because he feels that the way it does business ensures that it is very much in control of how MUC operates and performs on a daily basis and because it has allowed FMG to carefully orchestrate the development of its own airport city.
“I sometimes say we have a dinosaur business model because we are heavily involved in the operational side of things and deal with all the end customer segments at the airport,” says Kerkloh. “So, we have our own retail, F&B, security and ground handling companies, for example, and are responsible for most activities at the airport. “When you talk to a financial investor about our way of doing business, they don’t like it. They say that others can do things better and we would be better off concentrating on managing the airport. We obviously don’t agree as we believe that it has given us a very deep knowledge of our customers and subsequently the opportunity to create a hassle free and attractive airport for passengers. “It has also given us an almost unrivalled knowledge of almost every aspect of how airports operate and do business, and this is part of our appeal when it comes to working in the international arena.” As for FMG’s international success, which hit new heights this summer with confirmation of the Newark Liberty and Sofia Airport deals, Kerkloh admits that this is 100% down to the decision to look abroad for new business to create additional revenue streams and ensure that FMG’s success was no longer solely dependent on Munich Airport. “Our good reputation at home has led to a number of opportunities in other countries and I believe that FMG will grow this side of the business in the future,” says Kerkloh.
International assets FMG has been building up its international activities for nearly three decades and has formed an international business arm, MAI, for this purpose. Up until now, Munich Airport has been engaged in numerous global projects for consulting, training and management services. These have
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AIRPORT REPORT: MUNICH
ranged from planning and design contracts, IT services, training programmes, and advice on business continuity management, non-aviation revenue optimisation and airport privatisation projects to Operational Readiness and Airport Transfer (ORAT) services. However, this is about to change as last year the Port Authority of New York and New Jersey (PANYNJ) awarded Munich Airport the contract to operate the $2.7 billion Terminal One currently under construction at Newark Liberty International Airport. The recently finalised agreement will effectively see MAI operate the terminal for 15 years when it becomes fully operational in 2022. Confirming the deal in July 2019, PANYNJ chairman, Kevin O’Toole, said: “We wanted to bring a world leader in customer service and concession management to Newark Liberty, and MAI fits the bill.” And the bar was arguably raised even higher a few weeks ago when the SOF Connect consortium – comprising Munich Airport, Meridiam and STRABAG – was awarded a 35-year concession to manage, operate and develop Sofia Airport. Kerkloh declined to discuss the deal until the contract becomes legally binding. The consortium has, however, clearly stated its intention to develop Bulgaria’s capital city airport into a world-class and attractive facility, grow traffic and introduce best practices to “maximise the customer experience.”
Sense of place With its own brewery, selection of local shops and F&B outlets across its terminals, and outdoor arena (MAC Forum) – which regularly hosts events ranging from markets, car shows and sports competitions to pop concerts – there are certainly many examples of sense of place facilities and activities at Munich Airport. Kerkloh admits that FMG’s motivation for transforming MUC into a destination in its own right includes the ambition to surprise and delight passengers, attract more non-flyers to the airport and, of course, boost the revenues the company makes from non-aviation related activities. “From a business perspective, the aim is to make money to fund the airport’s future growth and development,” he comments. “Think of it this way, half a litre of our wonderful Bavarian beer at the airport cost just €3, and €1 from this will be used to finance our new expansion projects.”
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Major milestones When asked to look back at the achievements he is most proud of over the last 17 years, in addition to FMG’s partnership with Lufthansa, perhaps not surprisingly Kerkloh lists the new facilities that have been built during his time, MUC’s expanded route network, the number of awards the airport has won – ASQ and SKYTRAX, which still lists it as the only Five-Star Airport in Europe – and FMG’s business model of keeping most operational services at MUC in-house. The honest Kerkloh is also open and upfront about the things he didn’t achieve during his time at FMG, listing the failure to get a high-speed MAGLEV train link to MUC and a third runway, something he says he fought to get for nearly 15 years, as his “biggest disappointments”. Indeed, the government’s decision to refuse permission to build the new runway is one of the key reasons he has decided to step down, citing that it will be at least another five years before it might be on the table again and therefore a minimum of 10 to 12 years before it could become reality. “I am leaving because I believe that it is a case of job done as I have achieved all that I can now at Munich Airport and it is time to hand over control to one of the new generation of airport leaders to plan for the future,” says Kerkloh. “I leave knowing that my successor will be inheriting a good team and a well-run business with the potential to grow even bigger in the future.” Kerkloh also jokes that the best time to leave is when you will be missed, as outstaying your welcome rarely ends well.
Auf Wiedersehen? Throughout our conversation, Kerkloh has been keen to point out that he is retiring from Munich Airport but not from work or life, for that matter, as despite being 66, he still believes that he has plenty to offer in terms of his knowledge, experience and skill set. Undoubtedly, the former ACI Europe president and ACI World Governing Board member will have plenty of job offers and I, for one, hope he can be persuaded to stay in aviation as the industry will be a poorer place without the wit and wisdom of Dr Michael Kerkloh.
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SPECIAL REPORT: CUSTOMER SERVICE
Striving for excellence ACI World’s Valerie St James and Sevda Fevzi consider how the Airport Service Quality (ASQ) Arrivals Survey can help airports create the best customer experience for their passengers.
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re departing passengers more satisfied with an airport’s services than arriving passengers, or vice versa? Are there any specific groups of passengers particularly influenced or less satisfied with the Arrivals experience at an airport? The departure experience at an airport can mark the beginning of a trip for a passenger, while for others, it is the beginning of the return of the trip. The same logic can be applied to a passenger arriving at an airport, they can arrive at their destination or can be back home. In both cases, there are two starts and two ends to a customer journey through an airport and the customer experience the passenger has can have an impact on the onward journey or can form the lasting memory the passenger will have from an airport. For an airport to get the most out of an investment to improve the passenger experience, we must start by understanding the overall passenger journey. At Arrivals, airports are constrained by the fact that the main objective of the passengers is to leave the airport as soon as possible.
Arriving passengers are equally as important as departing ones An airport passenger can experience different emotions during Arrivals, compared to Departures, has distinctive priorities and a different state of mind.
Results from ACI’s ASQ Departures and Arrivals surveys confirm that both types of journeys do not generate the same level of satisfaction. In the 2018 ASQ surveys, for example, passengers were slightly more satisfied at departures (4.19) than arrivals (4.13). So, how can airports continue to enhance customer experience satisfaction levels for the Arrivals audience? The Arrivals process is part of the entire passenger journey. There can be more or less steps to be reached depending on the context. For instance, is the passenger arriving internationally or domestically? Do they have checked in luggage or carry on only? One thing all these different types of passengers have in common is that they are anxious to complete the process. It may be someone is waiting for them, they are on their way to a meeting, or they are just tired from their trip: this feeling of being rushed puts the passenger in a certain mood with a specific set of expectations. And this state of mind puts pressure on airports, as the expectations in terms of efficiency are high. The 2018 ASQ results show that delayed passengers or passengers that had to wait on the runway before accessing the terminal had a significantly lower overall satisfaction of the entire Arrivals journey. Considering these insights, it is even more important to explore the key dimensions that contribute in creating a positive experience for passengers once they are in the terminal. To pinpoint those key dimensions, and ensure that every passenger journey touchpoint is considered, is to put yourself in your passengers’ shoes.
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Throughout the journey, they are discovering the airport, they experience the service and the facilities, and they interact with the staff. What information do they need? What emotions are they experiencing? What messages are they receiving from the environment they are exposed to? All of these variables will have an impact on their overall appreciation of the process. When surveying the passengers at Arrivals, emotions and perceptual evaluation of services must be considered: – The overall flow at each step of the process: immigration, baggage claim and customs – The overall perception of the security, the ambience, the walking distances, wayfinding, the organisation of the waiting line, and the availability and helpfulness of the staff. Once the range of emotions and perceptions have been identified, measuring the level of satisfaction for each of those elements provides airports with the full picture of customer experience sentiments. It will also offer the level of details necessary to support improvement initiatives prioritisation, and potentially add additional resources where necessary. Repeating measurement of the customer experience satisfaction over time is an effective way to understand the ROI of your initiatives. Bengaluru–Kempegowda International Airport (BLR) in India is the first recipient of the ASQ Arrivals Award (2018) and the very first ASQ member airport to win in both ASQ programmes. The airport stood out from the crowd for its efficient layout that minimises walking distances between each step of the journey.
Is surveying Arrivals passengers realistic? Surveying passengers at Arrivals brings its own set of challenges, however. Even though it would be tempting to reach out to the passengers once they are back home and more open to take the time to share their experience, real time surveys have much more value. Why? Because the experience is still fresh in peoples’ mind and their mood has not been impacted by any event that may have happened after leaving the airport. Also, passengers should be met close to the end of their journey to allow measurement of the entire process, but their level of promptness to participate will be reduced. To counter this, ACI ASQ has devised an app-driven survey on tablet devices, where the passenger is interviewed by a fieldwork agent to help accelerate the time it takes for the passenger to complete the survey. While the Arrivals passenger may seem to have limited opportunities to contribute to an airport’s non-aeronautical
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revenues, improving the passenger experience can bring an airport to the next level. Will a positive, simple and quick process have an impact on the passenger’s mood? Will it provide more time to stay in the retail area? Understanding your Arrivals passengers and their expectations will not only improve their perception of your airport but pave the way to explore new sources of revenues. Through ASQ Arrivals, an airport can also better understand how the passenger intends to continue their journey upon leaving the airport, helping build in-depth passenger profiles and capture more demographic information about their passengers. To deliver the best customer experience, ACI recommends that airport members endeavour to excel in both the inbound (Arrivals) and outbound (Departures) phases of the passenger journey, and therefore we invite member airports to implement both the ASQ Departures and Arrivals survey programmes. Doing so is also the only way to gain a 360 view, and feedback from, the entire passenger journey through the airport. Another tool within the ASQ suite of airport customer experience solutions is the new ASQ Commercial Survey programme. It is designed to help airports of all sizes to assess their commercial areas – the services that they provide and how customers experience those services – and provides them with valuable insights into: – Why passengers choose to spend or not in commercial areas; – Which passenger groups use retail, food and beverage and other commercial services the most; – What airports should do to improve the commercial services experience for their customers, and – What airports can do to improve commercial revenues. The new wave of recently accredited airports from the Airport Customer Experience Accreditation programme will be announced at the upcoming ACI Customer Experience Global Summit 2019 taking place in Bali, Indonesia, from September 2-5.
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About the authors Valerie St James is ACI World’s senior manager of ASQ and Sevda Fevzi is ACI World’s manager for business development and customer care of (ASQ). Visit https://aci.aero/customerexperience-asq/ or email aciasq@aci.aero to find out more about ACI’s ASQ programmes and how they can help your airport enhance customer experience management.
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Always improving Faik Fahmi, president director of Indonesian airport operator, Angkasa Pura 1, explains why customer service excellence is a priority at Bali’s Ngurah Rai International Airport. Why do you take the provision of good customer service so seriously? Because Ngurah Rai International Airport is the first and last impressions most people have of Bali, and we want that experience to be an exceptional one. We know that a number of individual interactions shape our views of an airport, so it is very important for us to provide a seamless and outstanding journey experience for all our passengers. We believe that good customer service is a combination of many factors that include the airport’s premises, technology, processes and people. The physical design of Ngurah Rai International Airport [DPS] showcases Bali’s unique heritage and creates a distinct sense of place and ambience for passengers. We know that having the right people can make all the difference, so we’re careful to recruit only the best and most talented staff and continuously train and educate them about the latest aviation and hospitality trends.
Can you give us some general examples of what you consider to be good customer service? In general, we believe that good customer service is providing a remarkable service that exceeds the expectations of both our passengers and stakeholders, and that this applies to everyone, and at all times. I think it is important to note that we also look at good customer service from the aspect of how we react to and handle the unexpected, like the Mount Agung volcanic eruptions, which when it
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last happened forced the airport to close and the flight cancellations led to many passengers being stranded at the airport for hours or even days. We responded by activating our emergency operations command centre and deploying our airport hospitality resources to look after the stranded passengers, providing them with transparent information, while at the same time taking care of their needs. I believe that the ability to offer such high levels of service even during the toughest times show why Bali has excelled in ACI’s Airport Service Quality (ASQ) programme for the last three years.
What are the potential benefits to your airport of ensuring an excellent customer experience? The benefits include enhancing the airport’s growing reputation for customer service excellence and our reputation as one of the leading airport operators in Indonesia – both of which might encourage customers to come back to Bali either for another holiday or a stopover before reaching their final destination – as well as a rise in non-aeronautical revenues, as happy passengers spend more in airport shops and F&B outlets.
Has the opening of any new facilities or the enhancement of existing ones helped boost customer satisfaction levels? Yes, our ASQ satisfaction levels have risen since the refurbishment and modernisation of the facilities in Bali. One of the latest initiatives is the installation of smart security facilities such as the new
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SPECIAL REPORT: CUSTOMER SERVICE E-gates in International Arrivals and the new auto tray return system at security in International Departures. Both have greatly reduced queuing times in the terminal and allowed departing passengers to spend more time in the concessions area before boarding their flights, generating more non-aviation related income for the airport.
How big a role does new technology play in creating a good airport experience for passengers and is this likely to grow in the future? The rapid development of technology has allowed airports to become leaner and more operationally efficient and put passengers more in control of their journey through our facilities. However, at the same time, technology has changed the behaviour of passengers, who are now more demanding and critical than ever before. In the future, we believe that technology will allow airport operators to enhance customer satisfaction levels as it will shorten processing times, and provide passengers with a better, more personalised experience. Technology will help airports improve the predictability of every day operations and better understand their passengers’ demographics and characteristics. As we are already seeing today, it will also will better facilitate direct communication between airports and their customers. I also believe that technology will help airports operate in a more environmentally friendly and sustainable manner as it will significantly reduce the need for paperwork. Technology could also provide a renewable energy source that may halve our energy consumption and improve passenger comfort levels.
What customer service initiatives in Bali are you most proud of today? From a big picture perspective, I am most proud of our ability to blend Balinese culture with top notch customer service. The Balinese ambience is omni-present through what visitors can see (the airport’s
Customer service excellence is a key focus for Faik Fahmi and Indonesian airport operator, Angkasa Pura 1.
architecture); touch (handicrafts); smell (incense sticks); and taste (traditional culinary offerings). After that, I think I am most proud of our airport ambassador programme, where we recruited and trained up four young and talented individuals to help passengers in the terminal. They are hospitality trained and have an expert knowledge of Bali airport and the airport industry, and I truly believe that their presence has helped us implement a number of new customer service excellence initiatives at DPS, and most importantly, promote Bali as a destination to passengers and the general public.
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Passengers passing through Ngurah Rai International Airport are left in little doubt that they are in Bali.
As we strive to improve, ACI’s ASQ surveys have become a reliable tool for us to benchmark our customer service performance against other airports. We also regularly monitor customer feedback ourselves, and these survey results motivate us to do even better.
When it comes to customer excellence, how valuable a tool is ACI’s ASQ benchmarking programme? It is hugely important for us. The ASQ benchmarking programme provides us with comprehensive data that we can use to analyse any opportunities to enhance and improve our customer service offering in Bali and at the 12 other Indonesian airports within our network.
What are the biggest lessons you have learned from taking part in ACI’s ASQ programme? Possibly the biggest lessons we’ve learned from taking part in the ASQ programme is that we cannot judge customer experience from our assumptions alone, and that it’s important to benchmark ourselves against other airports in the region. People have a range of service experiences in their daily lives and individual interactions shape their overall definition of an outstanding service experience. ACI’s ASQ surveys are actually carried out while passengers are at the airport and not at some time in the future, so they genuinely reflect people’s feelings on the day, and therefore are more accurate in
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helping us to identify areas where we might need to make service improvements. The ASQ programme has also opened our minds to the fact that good is not enough, when better is expected.
What do you believe the world’s airports could do better to improve the airport experience for passengers? As one airport community, we need to improve collaboration among the many different stakeholders present at an airport, ranging from the airlines, ground handlers and government agencies to ensure the successful delivery of customer service at our airports because, at the end of the day, it’s in all our best interests. In addition to investing in technology and new facilities, we should also remember the importance of the human touch and the vital role staff still play in providing a memorable airport experience for passengers. Finally, we must continue to build on and make maximum use of our engagement with passengers as we can’t assume that each traveller has a similar understanding about the complexity of the aviation industry and the services we promise. And we have plenty of opportunities to do this through corporate social responsibility programmes, educative programmes, external gathering and/or through social media. AW
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Quick and easy New passenger processing technology will play a key role in raising customer satisfaction levels at airports, writes SITA’s president for air travel solutions, Matthys Serfontein.
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ith IATA predicting that airlines will carry 8.2 billion passengers by 2037, just about double today’s numbers, the pressure really is on airports to enhance their capacity to enable them to meet future demand. At the same time, passenger expectations are changing. We’re no longer prepared to put up with long queues through the airport. We want to be able to walk through without stopping and we want to be able to use our own devices to control our journey. Happily, improving the passenger experience and making airports more efficient have the same solution: the intelligent use of technology. At this year’s SITA Customer Innovation Forum, we talked to our customers about the key challenges facing the industry and how we can harness new technologies to address them. It is abundantly clear that the only way to make the changes we need is through close collaboration between everyone working at the airport: the airport itself, airlines, ground handlers, government agencies, and partners from outside the industry. Otherwise, we simply won’t be able to continue flying the way we do, in our increasing numbers. And it is this type of co-innovation and collaboration that will be key to unlocking the future sustainability of the air transport industry, not to mention improving the passenger journey. Perhaps the most important change we discussed is the rapid move towards automation. It’ll be of significant help in meeting those dual objectives. Anything that moves at the airport could be autonomous, from airside vehicles to baggage robots. However, in the medium term the focus is really on the automation of processes, particularly for passenger processing. There is already a lot of technology in place to make airports more efficient and smooth the passenger journey. And we know that automating the passenger journey drives passenger satisfaction. For
example, our latest Passenger IT Insights study showed that at passport control – a traditional pain point of the journey – passengers were 3.85% more satisfied when they used self-scanning gates to verify their ID, compared to those using agent-assisted controls. That’s why we have seen self-service check-in, bag-drop and boarding become standard across the world. Self-service is the perfect technology to illustrate the importance of automation. It gives passengers the control they want, it cuts waiting times and it is cheaper for the airport and airline to process each passenger. For example, SITA’s kiosk infrastructure saves airlines an average of $2.50 per check-in. Looking forward, we see the emergence of biometric solutions that will drive even more efficient airport operations and better passenger experiences. SITA’s Smart Path, for example, uses single travel token technology to automate the entire passenger journey, from check-in to boarding. You simply step up to the camera to be identified by your facial biometric, all without the need to show your passport or boarding pass. It is efficient for airports, airlines, ground handlers and government agencies, and it gives control to passengers. It also brings us back to collaboration. It can only work when all those organisations work together. At Orlando airport we used Smart Path with British Airways and US Customs and Border Protection to combine the airline and government check into a single step, saving passengers’ time and providing a smoother process. We gave BA’s passengers the option of biometric boarding at the gate on flights from Orlando to London Gatwick, with almost 100% take up. This helped to board the international flight with 240 passengers in around 10 minutes: a clear time saving. Through automation and greater collaboration, we can ensure that passenger numbers can grow sustainably and without impacting the airport experience. AW
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The global challenge Society needs to pull together to deliver a world class service to travellers with reduced mobility, writes OmniServ’s head of innovation and regulatory compliance, Samantha Saunders.
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he number of people with disabilities travelling by air is increasing faster than the overall growth in air travel. In the UK, for example, while passenger traffic through its airports increased by 19% between 2010 and 2017, the number of travellers requesting assistance during the same period soared by 47%, meaning this it is one of the fastest growing sectors in aviation. With the increased need for special assistance services, airports face unique challenges. They must deliver services cost-effectively, but also in a way that respects passengers’ dignity and makes them feel like they are being properly cared for by people, who care about them. What we must realise is that providing the right support for everyone is a global challenge that requires global collaboration. Disabilities affect all of us – whether we have a loved one with a disability, have our own disability or face one in the future. We should be mindful of this when designing and operating airports and aircraft, and in all the related operations and processes. It’s not enough to focus on how we get people onto and off aircraft with dignity, we have to think about how they get to the airport in the first place and even how they buy their tickets and how we share details of what assistance is available for them at the airport. In the UK, the Civil Aviation Authority (CAA) has pushed for major changes in the treatment of passengers with reduced mobility (PRM), with the assistance of disability advocates and others. But it’s going to be a never-ending journey, and right now we must involve everyone in deciding how we deliver against the promise of a more inclusive experience for all. So, the airport and the aviation industry need to be considering inclusivity at the concept stages of infrastructure projects and airline products, not retrofitting.
We need to involve and support health care professionals and carers so they understand what services are available to the people they support in the community, so that PRM passengers can better prepare, hopefully reducing levels of anxiety before they even get to the airport. We need to be talking to transport providers, which for London Heathrow in the UK means Transport for London and the rail companies, because not everybody arrives at an airport in a car and we have to ensure we have as seamless a transfer between modes of transport as possible. And – this to me is the most important – we have to continue to engage with our younger people, the future architects and designers, because if we are going to change the shape and the future of air travel, we’re going to need the input from them. We need to be more challenging of ourselves. We need to be pushing for things like apprenticeships to have inclusivity and access built in. We need to be pushing for the creation of a UK PRM supplier federation so that we share best practice, drive improvements and deliver consistent levels of service. We also need to ensure that all frontline colleagues at airports are disability confident. If staff aren’t confident enough to ask the right questions because they feel embarrassed or because they think they know the answer, it all too often results in an unsatisfactory experience for the passenger and, can be damaging for the airport, in terms of fines and unwanted media exposure. To be honest, my vision is for a world where we deliver the best possible experience for PRM passengers because we all know it is the right thing to do. Our global goal has to be inclusivity and accessibility AW for all.
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Power to the people The human touch can make the difference for airports in today’s highly competitive digital age, writes Exambela Consulting’s David Feldman.
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he true impact of the digital revolution on the airport business is only now starting to become apparent. Digitising and automating a wide range of airport processes makes life smoother and faster for the passenger and can cut operating expenses. But who really benefits from faster airport processing times if it just means that passengers dash through the retail areas or simply arrive later at the airport? And where’s the sustainable competitive advantage for an airport if every other airport adopts similar technology? In the current competitive airport marketplace, many CEOs are having to spend long hours with their chief technology officers (if they have them) trying to determine the threats and opportunities that digitisation is delivering. It is certainly causing major disruptions to the traditional European airport business model of generating operating profits from duty free and other commercial revenues. ‘Omni-channel’ retailing means that customers look and touch offline or at several points on their air travel journey, then buy online, using the duty-free retail outlet as little more than a shop window. It is one of the reasons why retail per passenger is down by about 3% to 6% at major European hubs, even as the number of passengers passing through their terminals continues to rise. And airports are not the only businesses facing the challenge of changing customer behaviour. Town centre and shopping mall retail outlets are under growing pressure worldwide from online retailers such as Amazon. But in some parts of the world they are starting to fight back, re-inventing the retail experience by using weapons which digital retailers are unable to deploy. Digitisation has its benefits – but does it make the experience more memorable? Does it create delight? Airports need to exploit a key strategic advantage they have over Amazon and Google, which a new generation of shopping malls are starting to exploit with far-reaching consequences – human contact.
Learning from the new commercial/cultural centres of Asia The K-11 Art Mall in Hong Kong, Shanghai Village in Shanghai and COEX Mall in Seoul are redefining the retail sector. And they are thriving. Visitors there are treated not just to the usual display
of well-worn brands, but also to an elaborate menagerie of art galleries, meeting places, libraries, places to relax and things to enjoy. Shopping is, of course, available – via tastefully positioned electronic ordering points – but it is only a part of the overall experience. The good news is that lessons learned from these Asian retail examples can be applied to airports around the world. Of course, the transformational process of taking the concept of a cultural mall and re-ordering it for a confined airport terminal is not a simple one, but the principle of creating an exciting new environment that connects to customers on an emotional level can be transposed to the airport terminal. To do so successfully, airports will need to gather and exploit their data to create improved experiences that are specific to their customers – one size does not fit all. Success will depend on an airport re-evaluating its relationship with its specific customers. Airports must view them as more than just units to be processed through the system as quickly and seamlessly as possible (although provision will have to be made for that). That means understanding the emotional journey that people go through when they pass through an airport terminal; for many of them, the airport experience is more than just a connecting point between two transport modes or a series of queues, it is a place of excitement, trepidation and confusion. With the right environment, passengers will want to spend more time, not less, at the airport. It will become a destination in its own right. There should be more social and cultural activities for passengers to look forward to and enjoy, so the new technology can be focused on those who want to use it but be kept in the background, or integrated more subtly in the infrastructure, for those who want the more personal approach. This implies using technology in a more focused way – allowing passengers who want a streamlined passage through the terminal
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At Vancouver International Airport, over 500 ‘green coats’ speaking 21 different languages are highly visible at information booths and wandering throughout the terminal.
the choice of using the new automated systems, but also providing new facilities for those who want a more leisurely, social, personalised airport experience. Talking about the Changi Airport Group’s philosophy on technology and customer experience, Dawen Choy, group senior vice president for transformation and enterprise development, says: “We’re the world’s favourite airport, not a bus station! The last thing we would want to do is to automate all customer interactions. Our mission is to engage and excite our customers.”
Understanding the value of personal service and human interaction The importance of human interaction cannot be understated. Human interaction is becoming a luxury product for society as a whole. In an age of ever-increasing automation and predictive algorithms, human interactions are beginning to acquire the hallmark of a personalised, almost privileged service. So, to fully exploit the benefits of new technology, human interactions need to be implemented in a focused and intelligent way. The future airport’s unique selling points will be a combination of high tech and low tech: high tech via apps and virtual reality or cool social media campaigns and low tech by increasing the personal contacts between passengers and airport staff. This can be done by adding more airport information booths throughout the terminal (a feature of award-winning airports such as Vancouver and Singapore Changi), actively engaging with customers throughout the terminal and using the new technology to help identify where missing passengers are in the terminal and reducing the number of potential human disruptions to flights schedules. It is often the way passengers interact with staff that lingers in the mind long after they have forgotten what benefits new technology has delivered.
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An easy start would be for basic customer service training for all employees at the airport and specially-trained customer service staff to help passengers waiting in line at the gate or border control. Again, airports can learn from the retail world. The way that Apple trains its staff in engaging customers is part of the business of creating a brand which identifies a different, enhanced relationship between supplier and customer, even in the technology market.
An airport’s secret weapon: Surprise and delight Google and Amazon are already starting to have a disruptive impact on airport profitability. The best thing an airport can do to keep these players at bay is to make better use of the available data and technology to engage with customers in a meaningful, friendly way that touches people on an emotional level. For the moment at least, Amazon or Google do not have that physical interaction with customers, so airports need to make this experience a very positive one. Even in the age of ever-increasing automation and predictive algorithms, happy customers are loyal customers. If airport CEOs can transform their airports into genuinely exciting spaces that surprise and delight, it will do more than help keep the online competitors at bay. It will serve as a marker to airline and passenger customers – and colleagues – that this airport is different; it is human, and it is truly innovative. AW
About the author David Feldman is managing partner of Switzerland based Exambela Consulting, which works with airport CEOs, their boards and investors along with related airport industry players in Europe and around the world. Visit www.exambela.com for more information.
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Budapest Airport has decided to scent its security checkpoint areas to improve the waiting experience for passengers.
Aroma therapy
Ambient scenting is one of the newest initiatives being embraced by airports as they look to enhance the passenger experience, writes Prolitec’s Roger Bensinger.
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learly airports are succeeding in finding ways to enhance their customers’ experience as passenger satisfaction levels are growing globally and are at a record high in Canada and the US, according to the JD Power 2018 North America Airport Satisfaction Study. Increased natural light, more comfortable furniture, seating with iPads that allow the occupants to connect to food and drink menus, and improved retail options are all helping move the customer satisfaction dial in the right direction. Indeed, airports are increasingly coming up with new and unexpected ways of improving people’s moods and energy levels while in the terminal, and one of the most creative strategies is improving how airports smell. Research has shown our sense of smell is linked directly to the limbic part of our brains, the control-centre for our emotions. In other words, what we smell has a direct impact on how we feel. Citrus fragrances, for example, can improve moods, reduce stress, and increase calmness. This zesty aroma isn’t the only scent proven to make people feel more at ease. Lavender has been shown to increase relaxation, having the same effects as anti-anxiety medication – lowering blood pressure, heart rate and skin temperature, according to The US National Library of Medicine. “An airport can be a busy and strange place with some people rushing to catch a flight while others have plenty of time on their hands to relax and wait for boarding,” says Raymond Matts, a leading scent designer for commercial projects. “This makes them perfect settings for scenting. Scenting, for example, can have a welcoming effect, drawing on the culture and beauty of the area to be visited. It also has the ability to be both energising and comforting, in the latter case possibly helping ease the tension of those that are scared of flying or overawed by the airport experience.” With modern technology, the scent effect is created with computercontrolled diffusion appliances. Gone are the days of relying on aerosols and candles.
Providers in the emerging commercial ambient scent industry – such as Prolitec, Ambius Premium Scenting, and others – offer their clients fully programmable diffusion that is adjustable for the size of space and preferred intensity level. The diffusers create ultra-fine droplets that stay aloft, leaving surfaces free from residue. Velana International Airport in the Maldives was an early mover in this fragrance trend, successfully diffusing scent in the terminals, lounges, and restrooms to enhance the passenger experience. “We hear a lot of favourable comments about how nice the restrooms and other areas of the terminal smell,” says Ismail Shafeeq, managing director of the Maldives Airport Company. “Our housekeeping department is very pleased with their effectiveness and also that the AirQ scent technology we use means that they longer have to manually scent the restrooms with aerosols or replace aroma oils.” In Hungary, Budapest Airport has decided to scent its security checkpoint areas to improve the waiting experience for passengers at what is typically the most stressful part of their airport journey. “The positive feedback we have received from our passengers confirms to us that they are more relaxed in this enchanting scented environment and they feel the time passes more quickly,” says an airport spokesperson. And it is not just airports that are embracing scenting as one of China’s biggest carriers, China Southern Airlines, has installed this technology onboard its aircraft and at 26 airport lounges across Mainland China, helping create a consistent and memorable branded experience.
About the author Roger Besinger is Prolitec’s executive vice president for global business development. www.prolitec.com
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Are you being served? What are the prerequisites to delivering exceptional customer experience along all touchpoints of the passenger journey? Redwater Management Consulting Group’s management consultant, Kateryna Hess, investigates.
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ustomer experience (CX) has become a buzz word in today’s service industries from telecommunications, financial institutions and travel organisations to infrastructure providers. Consumers have become more connected and well informed about prices and offers from competitors. They tend to share their experiences on social media and have more choices than ever before. These are just a few reasons why airports need to understand and invest in creating a ‘perfect’ customer journey and enhance the customer experience. All airports are, fundamentally, intermodal pieces of infrastructure, allowing passengers to transfer from one mode of transport to another. However, advanced airports not only provide safe and secure environments in line with this ethos but also connect people, offering them unique customer experiences as they transit the facility. Many large airports in Asia-Pacific invest in innovative technologies such as biometrics and new security scanners to ensure seamless arrival and departure processes, but what does it take to really provide a superior CX offering to passengers and what are airports doing to ensure they stay ahead of the curve? To discover more, I asked managers from Sydney, Melbourne, Adelaide and Canberra Airports in Australia to find out exactly what the customer experience means to them. Speaking generally, customer experience is the holistic objective and subjective satisfaction levels experienced before, during and
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after a transaction between seller and purchaser. It is the way the seller of the product made the purchaser feel. From the retail perspective, customer experience is measured by the relevance of the commercial offering. “It is about creating a retail portfolio of stores that improves the customer journey,” says Andrew Gardiner, chief of retail at Melbourne Airport. John Pearce, head of retail at Adelaide International Airport, understands CX as the creation of the desire to purchase and repeat the experience at a later point. A loyal retail customer repeats purchases more often. It is far easier to sell more to an existing customer and maximise retail spend that way. If the overall retail environment is right, the purchaser is willing and pleased to spend more than they otherwise would. Pearce is convinced that in retail, it is all about personalisation and loyalty. Retailers must continuously invent and present new ideas, techniques and methods to surprise and delight customers during their journey to make sure passengers are engaged and informed. Michael Thomson, head of aviation at Canberra Airport, said: “Customer experience is a seamless, comfortable, easy and smooth transition from the moment of arrival to the moment of departure.” Airports should focus on providing services to assist this experience. While Georgina Dorsett, head of customer and stakeholder engagement at Sydney Airport, highlighted that CX is all about how customers feel about the quality and consistency of all interactions during their journey.
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SPECIAL REPORT: CUSTOMER SERVICE She said: “We see customer experience as a connected experience across all touchpoints of a customer’s journey through our airport. It’s something that needs to be continually improved.” My company, the Redwater Management Consulting Group, see CX as a continually optimised business process of all interactions of the customer journey. It is a primary differentiator for the final decision-making regarding airport, product and service choice, when all other aspects, such as price, connection time, etc, are equal. One of the key prerequisites to a successful CX strategy is to understand the most critical components of delivering exceptional customer experience. For instance, Dorsett, noted: “Our customers tell us that the most crucial thing is to get the basics right. “Once you have that great foundation, you can develop those additional services and offers that really delight customers”. Several other key elements have been identified during the interviews with airport managers, and have been summarised below: • Listen to customers, understand and implement their feedback • Create authentic environment and make customers feel safe, informed and comfortable • Develop right tenancy and brand mix relevant to the target audience • Have sufficient seating options for customers to observe, relax, recharge and get inspired • Intercorrelation between customer service, design and passenger facilitation perspective is important • Deliver a world class service and exceptional experience beyond the customer’s expectations There are many examples of CX strategies that have been developed along these guidelines. Canberra Airport, for example, hosts a community-wide Airport Open Day where they close a portion of the airfield and allow customers to explore aviation, take a guided tour of aircraft and see live aeronautical displays. Sydney Airport implemented a quiet terminal initiative to improve the overall ambience for passengers and, more recently, in partnership with AIRA, launched a free of charge app that assists the visually impaired to navigate their way through its terminals. Melbourne Airport has developed a VIP strategy for customers to process them differently and Adelaide Airport has created playgrounds with adjacent table service so parents can easily order food and drinks without moving away from their children. Speaking with the airports, it became apparent that an effective and strong governance model is also critical to the success of any CX strategy. However, there is no one rule fits all for airports, as a governance model highly depends on the size, ownership structure and culture of the business. For example, at Adelaide Airport, there is a head of customer experience who oversees the marketing and branding at the airport. Contrarily, at Melbourne Airport a CX manager role as such does not exist but instead there is a multi-disciplinary traveller experience committee chaired by the CEO where executives from retail, security, car parking and aviation meet monthly and discuss all issues and gaps of the customer journey. A similar governance model is practiced at Sydney Airport where the executive committee reviews customer satisfaction scores on a monthly basis and makes recommendations for actions to respond to any concerns. The head of customer and stakeholder engagement is
Key components of the exceptional customer experience.
also involved in these meetings and contributes with insights on customer feedback. CX is also a pillar of the investment prioritisation framework in place at Sydney Airport, equal with capacity, efficiency and other commercial considerations. Canberra Airport, known as a company with a flat hierarchy and collaborative approach, does not have a CX manager role in their structure either. CX strategy and related topics are part of the executive meetings led by managing director of the airport. Along with the governance model, it is crucial to develop tools and programmes that enable CX strategy to be successful. Melbourne Airport, for instance, provides the same level of training to all retail staff in order to ensure the consistency of service at all shops and F&B outlets. An important aspect not to overlook when developing a CX strategy is the impact of addressing terminal capacity constraints and associated construction works at airports. Continuously updating the retail and F&B outlets and redeveloping terminals, for instance, has a direct impact on the customer experience. To mitigate these effects, several solutions were identified that include branded pop-up stores, mobile food carts and simply carrying out extensive communication through various media to inform customers and stakeholders at an early stage. It is apparent how exposed the customer journey is to small, seemingly negligible, changes in the environment. Successful implementation of CX strategies depends on numerous factors. During research, it became clear that several key factors can underpin this development. 1. Extensive and continuous customer and B2B research, benchmarking, and mystery shopping 2. Adapt governance models with integrated CX roles across all airport departments and functions 3. Redevelop retail offering and provide acceptable alternatives during construction works 4. Invest in technology and staff training to meet CX KPIs 5. Increase loyalty via personalisation of the customer service Ultimately, bringing the customer experience to the forefront of decision making is what will make these strategies successful over AW the long-term.
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SPECIAL REPORT: CUSTOMER SERVICE
Happy or not?
Ville Levaniemi, HappyOrNot’s co-founder and executive vice president of new business tells us more about the potential benefits of using customer service feedback technology at airports.
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small-town in the Nordics may not seem like the most obvious inspiration point for a burgeoning technology start-up, but it certainly helped shape ours. My co-founder, Heikki, was a computer-obsessed 15-year-old in early-1990s Finland, where the local computer shop was a mecca of floppy disks, hardware, and social cache, so you can only imagine the disappointment when the clerk of this store took a disliking to him from the start, and would actively avoid serving him. The adolescent Heikki felt picked on. When you are young, there is no easy way to fight back against someone making you feeling small in public. As he got older and started telling me about his experience, he joked that what was needed was a ‘bad service button’ which would activate an alarm and falling confetti, to call out this rude sales assistant. Within that joke was the germ of the HappyOrNot idea. A selection of four buttons, from a cheerful green to a fiery red, which would help create an instant feedback system for customers to have their voices heard. With the system created, the move from retail outlets to the world of international airports seemed to make perfect sense to us, and eventually to the airports themselves. In the airport sector you have millions of people channelled through a space designed to be a gateway to their ‘happy holiday’, so it seems crucial to have something faster and more efficient than a form to monitor their experience – almost like taking a pulse. With over 250 airports now taking their pulse with us worldwide, from the Nordics to the UK, US and beyond we have become attuned to this extremely interesting wave of data worldwide asking, ‘How was your experience?’ For instance, throughout 2018, 79% of airport visitors expressed a ‘happy’ experience – showing that the industry, as a whole, is working
for the majority. November was the happiest month of the year, while the opposite is true for travelling in the height of summer holiday season: July. Wednesdays produce far more positive responses than the unhappiest travellers on Saturdays, while 7am is the golden hour for travel, a happy peak compared with the biggest drop-off at 11pm at night. Essentially, it pays not to be starting your travel experience on a hot summer Saturday night. The influence of data for improving any organisation takes time, perseverance, and commitment for those looking to make concrete changes. An airport is like a small city, offering a hopefully seamless service which relies on consistency of different stakeholders (security, cleaning, retailers, restaurants, check-in staff, airline lounges, and more). It is essential to have a full viewpoint, to make sure all the makers of the airport experience are in the loop. In the best cases, good data builds bridges between different operations, so not only do they improve their own efficiency, but realise that when the whole chain of experiences are consistently great, the entire ecosystem benefits. When everyone has access to the insight, it allows teams to set new kinds of targets on improving passenger experience, how to optimise it, how to react, and how to predict. This is no instant fix, but some things really can change faster than others. One of our first international airport clients shared an anecdote about installing our terminals, finding their usually gruff security team had suddenly developed a set of bright smiles and found the manners of finishing school graduates. It’s funny how service levels change when people know that they AW will be judged by their actions.
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CAPABILITY PROFILE
Making security checkpoints better Improving passenger flows by making checkpoint security faster, more efficient and passenger friendly is the top priority of NUCTECH. Chinese company, NUCTECH, is one of the few suppliers in the market that can provide advanced CT scanner for cabin baggage screening. Indeed, by introducing Kylin Ti, the newly released state-ofart CT system for checkpoints, NUCTECH is ready to help airports reach their full potential by delivering more effective and efficient security and a better passenger experience, whilst maximising the return of investment.
Dr. Zhiqiang CHEN, CEO, President and Chairman of NUCTECH Company Limited
Security checkpoints have traditionally been the least enjoyable part of the airport journey for passengers and, as traffic volumes have grown, the bottlenecks that occur around checkpoint security have driven complaint levels to a new high. A key reason for checkpoint delays is the number of divestitures passengers are required to make during the process, especially the removal of electronics and liquids, which account for 23% of all airport checkpoint disruption. Long image interpretation time is another considerable challenge. During security checks, operators have to review all scanning images of baggage in sequence and, more importantly, rewind the belt and take an attentive and time-wasting look on it when suspicious or unclear baggage shows up. Nevertheless, the introduction of new technologies gives airports new opportunities to streamline and improve security checkpoints at airports. The futureproof checkpoint CT As a proven technology in the area of checked baggage screening, Computed tomography (CT) has the potential to allow electronics and liquids to stay in passengers’ baggage. Passengers just need to put their bag on conveyor and move through the WTD or security scanner (shoes removal shall be considered in some cases), saving plenty of time and efforts without divestment. According to the recently issued survey by OAG, an air travel data company, advanced CT scanners are the new technology passengers said they were most excited for. The US is currently testing checkpoint CT technology in dozens of airports, revealing a significant boost on efficiency and passenger experience, while several hub and regional airports in Europe, Oceania and Asia are also trialing checkpoint CT scanners.
Kylin Ti has a strong impetus on accelerating security process. Featured as an ECAC EDS CB C3 qualified system with belt speed of 0.2m/s, it not only allows passengers to leave electronics and liquids in their baggage, but also enables the highest throughput among peers. After quickly passing through security check, passengers can spend more happy hours in duty free and catering areas. Combined with dual-energy digital radiography and dualenergy CT, Kylin Ti enables more precise detection. During operations, dual-energy CT allows for precise material discrimination and vivid display of bag contents in 3D images, while the presence of digital radiography enables Kylin Ti to better identify small thin objects like matches and lighter cores. In conjunction with the proprietary detection algorithms, Kylin Ti is capable of detecting explosives and narcotics automatically, minimizing the risk of image misinterpretation or human errors, and thus significantly reducing the need for secondary search, which often causes passengers to feel nervous and uncomfortable.
CAPABILITY PROFILE Smart solution for security checkpoint To further promote checkpoint efficiency and access to smooth passenger flows, NUCTECH presents Key-Line, a smart checkpoint solution that includes an automatic tray return system, checkpoint CT scanner, explosives trace detection, millimeter-wave scanner and FlexOne network integration system. Any trays carrying suspicious items are automatically diverted to a secondary search area without the need to interrupt or rewind of the belt. The systems are capable of accommodating other inspection systems and components, such as the newly released ECAC EDS CB C2 approved Kylin MV. As an innovative multi-viewscanner designed to speed up security process, Kylin MV allows passengers to leave laptops and other electronic devices in their baggage while ensuring a fast throughput of up to 900 bags per hour. FlexOne network integration system is also vital for airports to streamline the security process. The system delivers several enhanced checkpoint security management capabilities that include remote screening, real time operational monitoring, image retrieval, TIP, etc. More importantly, FlexOne enables airports to employ a centralised image processing (CIP) approach to better drive up the checkpoint efficiency. Enhance efficiency and accuracy through AI technology In the security industry, automated threat recognition (ATR) algorithms, based on AI are being developed to reduce false alarms and misses by improving the interpretation of such images. NUCTECH is alive to the possibilities offered by AI to enhance threat detection for its entire product range. In fact, the company’s use of machine-learning algorithms has led to the creation of a series of smart, adaptable algorithms for the automatic detection of an ever-expanding list of dangerous, prohibited and contraband items.
As a result, NUCTECH is extending the automatic detection capability to all of its X-ray scanners and CT scanners, offering the ability to detect guns, knives, narcotics, and lithium batteries. Creating risk-based security procedure Looking ahead, airports will look to optimize the security operations by integrating rich data analytics to enable risk-based screening to replace the long-standing one-sizefits-all tactics. In that regard, forward-looking regulatory bodies, like TSA from USA and Civil Aviation Administration of China (CAAC), etc. are pioneering to employ a differentiated security approach through advanced use and pre-assessment of passenger data to deliver a more targeted and efficient security screening experience . Risk based screening has been regarded as an ideal solution to replace the one-size-fits-all security mentality. Under the new concept, the passenger screening at security checkpoints can be implemented by employing flexible screening technology configurations and even dynamic switch on algorithms based on specific risk levels of different passengers. In that case, most of the travelers with low risk levels can go through checkpoint with much ease and comfort. Airports can therefore concentrate more security resources on those passengers they know least about or those who pose high risk, optimising the allocation of resources while improving the experience for the majority of passengers. To this end, three things are vital to airports: advanced screening technologies like checkpoint CT and Full body scanner; biometrics information captured as the basis for risk assessment; and AI algorithms, which can extract the potential value of all the data for assessment and deliver security screening aligned with their risk profiles. NUCTECH is working at the forefront of all these technologies as it bids to provide airport operators with the most advanced solutions that focus on streamlining operations and ensuring the best possible experience for passengers.
F&B INNOVATION
Today’s special Alex Avery, Pragma’s managing director for airports, travel and commercial spaces, discusses how food and beverage is transforming airport retail.
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hilst the challenges of delivering growth in retail are well documented, F&B continues to be the star performer for many airports. Pragma has seen annual growth in spend per passenger of up to 15% in some locations. In our opinion, there’s two key factors at play here. Firstly, the worldwide demand led increase in eating out. This contributes to a greater appetite for spending on food whilst travelling or in airports. In fact, F&B spend now constitutes a large share of overall airport spend in the US and globally. Secondly, it’s supply-led with an improved width and depth of F&B propositions in airports, providing better choice, increasing penetration and average transaction values. With a large proportion of the airport customer base engaging with their F&B offers, it’s an important and growing segment for operators. Figures show that on average 50% of passengers are eating and drinking at airports (IATA Consulting, 2017). With this in mind, airport F&B becomes an exciting opportunity for operators looking to innovate, deliver new experience and provide true offer-driven propositions, putting customers at the heart. In this article, we’ll unpack how it is in fact, changing the face of airport retail.
The rise of the ‘new lounge’ There’s an inherent desire for consumers to find an area to relax and set-up a base within airports, often due to the pre-departure long waits. Traditionally, this meant going to airport lounges or ‘free’ waiting areas in basic common seating areas. Today, increasingly, F&B outlets now play the role of lounges, with better quality – both in terms of offerings and décor/environment – increasing the likelihood of passengers opting to wait for flights in the Pret, Wagamamas, or locally themed concept bar. This, in turn, has led to more F&B space at airports, in response to customer demand and operators looking at new ways to attract customers and meet their desires. The rise of digital mobility has also been significant. With smartphones and airport Wi-Fi connection, passengers can multi-task – catch up with emails, watch Netflix, plan travel, or browse retail websites, all from the comfort of their preferred F&B outlet, with the company of a good quality flat white.
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Responding to new consumer trends Evolving consumer priorities have given rise to a range of F&B initiatives as passengers expect a seamless engagement with an airport outlet, as with their high street counterpart. We’re seeing a significant focus on experiences within airports with adding local foodservice brands, making airport dining an extension of the vacation and offering travellers that distinct sense of place. Local brands can account for around 40% of dining options at the average airport, with many trying to create an appropriate balance across local, regional, and global brands. With more conscious consumers focused on sustainability, particularly within the millennial age bracket, localisation has become part of a wider focus on immersive cultural experience. Travellers care about locally sourced produce and regional supply chains as much as they care about local brands – certainly their ethics aren’t left at the check-in desk, so more operators are responding to this. This ties into health too. Again, millennials want to know what is going into their body and where food comes from. Historically airport pizza was made from frozen dough, now it can be wheat flour, procured locally, made and cooked on the same day. This has added complexity to process and the supply chain, but improved the customer experience; Dublin Airport is looking at how it creates a localised, experiential F&B offer – seeking new concessionaires recently, they specifically stated that the offer must showcase “the best of Ireland’s local food scene”. Convenience is another major driver for F&B to consider. The increased streamlining of the passenger journey has seen a corresponding demand for time efficiency and convenience. So, F&B has to speed up the ordering process, through technological innovations such as mobile ordering. Starbucks has led on this one, testing mobile order and pay in 2018. Passengers order their Frappuccino as they come through security – ready for you to walk up, grab your drink and go. The desire for variety is integral to the increased demand for experiences, and therefore incorporates factors such as
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F&B INNOVATION
The impressive Global Bazaar food hall at Newark Liberty.
healthy eating and personalisation, both of which F&B outlets have caught on to. Dubai International Airport’s T3 features the Daily DXB food hall – a bespoke concept that aims “to guide travellers on a culinary journey” offering street food from across the globe. Moreover, they have a broad mix of healthy, customisable offers, such as Hawaiian Poke. Elsewhere, the Prime Tavern in New York’s LaGuardia airport offers specials every night, with chefs’ sourcing produce from the local farmers market. We’ve also seen a farm-to-terminal movement. Examples include the iconic farmers market at LAX which features grab and go meals and drinks from the restaurants and stalls located at the original Market at Third and Fairfax. San Francisco International Airport has been at the forefront of this (combined with personalisation), recently opening the Napa Farms Market, offering locally sourced gourmet food items for plane bound travellers to assemble their own ‘picnic basket’ before boarding.
Digital disruption in airport F&B As is the case with F&B in general, technology is increasingly being utilised to improve the airport F&B experience, with a large proportion of innovations hitting on the convenience factor. Examples include: – Delivery services allow airports to increase F&B spend from ‘gate huggers’ and passengers who worry they might not have time for a sit-down meal. We have seen this being introduced at airports such as Amsterdam Schiphol with Deliveroo, and Toronto Pearson with Uber Eats. – Pre-order apps such as Level Up and Grab enable passengers to order from airport F&B outlets in advance and pick up their order directly, skipping the queue. They can increase F&B spending from passengers with short dwell times, for example those travelling for business. – Apps such as Gate Guru provide passengers with F&B unit reviews and can improve footfall to units located away from the main passenger flow.
A key component to ensure success of the delivery propositions will firstly be to ensure widespread awareness of the facility amongst passengers, which can be a challenge when the proportion of infrequent or first-time users of many airports is high; and secondly to match customer expectations with the reality of fulfilment. On the high street we are seeing more innovations with techenabled operations; Café X is a robotic café bar with three locations in San Francisco, with a fully automated robotic barista; potentially a feature which could be introduced in airports to address the queues during the morning peak.
The future of airport F&B Success of F&B in airports is down to putting customers at the heart, understanding different passenger segments and how their needs differ (short vs long dwell time, travelling alone vs in a group, seeking comfort food vs seeking authentic experiences etc). F&B has made it work by providing quick and simple grab and go solutions in prime locations (en route to gates) while also introducing more experiential dining options which create a sense of place. In some ways, it’s more challenging for retail because (a) different customer needs don’t translate as naturally into retail concepts, and (b) with eating and drinking being a fundamental need-state, people will actively seek out an F&B concept which reflects their requirements whereas retail concepts have to work harder to encourage customers to visit their stores. F&B in airports has seen fantastic innovation recently, which has helped drive customer penetration and spend, but with this, comes rising expectations. As a word of caution, there have been many well-documented closures for once-popular casual dining brands on the high-street, demonstrating the speed with which customers vote with their feet and take their spend to the newest, most popular concept. Whilst customers are less able to switch within the captive space of airport F&B, the ability to adapt quickly to new trends and emerging concepts will be fundamental to driving continued growth AW in the market.
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PASSENGER FACILITATION
Easy come, easy go Airport World reviews a handful of the technology-driven initiatives driving passenger facilitation improvements at airports across the globe.
Bogotá mission for Collins Aerospace
World’s first passport-free pilot project between two countries
Passengers travelling between Amsterdam Schiphol and Toronto Pearson and Montréal-Trudeau airports on Air Canada and KLM flights will be able to enjoy paperless travel from 2020 following the launch of a pioneering new biometrics initiative by the Canadian and Dutch governments. Backed by the World Economic Forum and launched with the help of technology partners Accenture, Vision-Box and Idemia, the ‘Known Traveller Digital Identity’ programme will allow passengers to verify their identities through encrypted information on their mobile phones instead of a passport when going through security, boarding aircraft and clearing immigration. To take advantage of the new initiative, passengers must sign up to the programme and agree to share their information with border authorities, airlines, and other pilot partners ahead of their trips. “This is an important step in the usage of leading-edge technologies at the service of the cross-border movement of people,” says Vision-Box’s CEO Miguel Leitmann. The Known Traveller Digital Identity is a key initiative in the domain of identity digitisation, beacon of modern travel. “It will contribute to the establishment of standards for global interoperability and privacypreserving identity management models that will bring significant opportunities for the aviation, travel and tourism industries. “This is another key milestone of the delivery of the One iD framework, where our technology and orchestration platform contribute to the concrete expression of modern travel.” The World Economic Forum’s head of mobility, Christoph Wolff, notes: “By 2030, international air travel is expected to rise to 1.8 billion passengers, up 50% from 2016. With the current systems, airports cannot keep up. “This project offers a solution. By using interoperable digital identities and other KTDI [Know Traveller Digital Identity] technologies, passengers benefit from a holistic system for secure and seamless travel. It will shape the future of aviation and security.”
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Collins Aerospace Systems is helping to improve the passenger processing experience and safeguard Bogotá’s El Dorado International Airport from cyber threats with a full suite of ARINC airport solutions. Each solution will be supported by ongoing system monitoring by the Collins Aerospace Cybersecurity Operations Centre and an experienced cyber engineering team. Among the new passenger processing systems being introduced at Bogotá– El Dorado during the multi-year agreement are MUSE agent-facing check-in: self-service check-in kiosks, and ARINC Baglink baggage messaging. Álvaro González, CEO of airport operator OPAIN, believes that the solutions will help ensure an positive experience for travellers at the Colombian gateway, which handled a record 32.7 million passengers in 2018. “By implementing these solutions we are able to dramatically improve the efficiency of the airport without having to physically expand our building space,” he notes. Christopher Forrest, vice president of global airport systems for Collins Aerospace, says: “El Dorado International Airport provides a critical service in Latin America, and with Collins Aerospace’s latest technology passengers will experience a more streamlined journey from the time they enter the airport to the time they board their plane. “We are currently in the process of installing the new equipment and we plan to be operational this summer.”
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PASSENGER FACILITATION
BorderXpress kiosks land at Keflavik
Iceland’s Keflavik International Airport has become the first Schengen member state gateway to deploy the BorderXpress Automated Passport Control (APC) kiosks developed by Vancouver International Airport’s Innovative Travel Solutions (ITS) team. Iceland’s capital city airport has introduced four kiosks as part of a six-month pilot programme to ensure that it is equipped to meet new security and data collection requirements outlined by the European Commission ahead of the introduction of new Entry/Exit System (EES) for Schengen Area airports. Schengen comprises 26 European states that have officially abolished all passport and all other types of border control at their mutual borders. “We recognise the complexity and challenges that many Schengen member states face with the implementation of new regulation for entry and exit border control and believe that Kiosk-based solutions, like BorderXpress, have a critical role to play in helping them effectively fulfil the requirements outlined by the European Commission, while also keeping pace with increasing demand for air travel,” says Craig Richmond, president and CEO of Vancouver Airport Authority. “Isavia and the Icelandic Police have shown tremendous leadership in preparing for the new regulations and recognising the importance of future-proofing their airport with a customisable and adaptable solution like BorderXpress.” The EES is a part of the Smart Border package introduced by the European Commission and has to be fully operational in all the Schengen countries by the end of 2021. The main purpose of the EES is to register data on entry, exit and refusal of entry of third country nationals crossing the external borders of all Schengen member states through a central system. “As an airport operator ourselves, we have a unique understanding of the challenges airports in Europe are facing.
Our demonstrated success as a trusted partner in over 43 airport and seaport locations globally ensures that we are positioned to guide airports and governments as they prepare for EES,” says ITS director, Chris Gilliland. “We are confident that our pilot programme with Isavia at Keflavik Airport will further demonstrate the adaptability and effectiveness of BorderXpress, making a meaningful impact on travellers, border control authorities and the airport, alike.” Isavia’s technical and infrastructure director, Gudmundur Dadi Runarsson, says: “We are always looking for ways to enhance and improve self-service automation for our passengers. By running a pilot for this new and innovative solution we want to gather information and prepare ourselves to make the process easier for everyone when the new regulations are implemented. “These new kiosks will help to speed up the process for passengers, improve their experience and ensure an enjoyable journey through Keflavik Airport and will provide important information for the development and operation of our new border facility expected to come into use in 2022.”
Bags of potential
Passengers on Qantas and Singapore Airlines flights from Wellington Airport are now able to check-in their luggage at seven new Auto Bag Drop units supplied by Sydney-based ICM Airport Technics. Accordiong to ICM, the units have reduced check-in queues at other airports by up to 20 minutes and “vastly improved the accuracy of the check-in process.” Wellington’s general manager for aeronautical operations, Ayolt Wiertsema, is confident that the new technology will streamline the check-in process for travellers. He says: “Last year, we installed self-check-in kiosks for Qantas and Singapore Airlines passengers. These units build on that and are part of our focus to give passengers more control over the check-in process.” Richard Dinkelmann, CEO of ICM, says: “We’re excited to be expanding this world-class technology in New Zealand and confident
that our products and solutions will deliver exceptional benefits to the airport, the airlines and passengers.” Wellington Airport will be the second airport in New Zealand to install ICM’s Auto Bag Drop units, with Air New Zealand operating the units in Auckland Airport’s international terminal since 2015.
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MASTER PLANNING
Rising to the challenge Small GA gateways such as Lee’s Summit Municipal Airport can become economic development engines for their surrounding communities, writes Ty Sander, project manager for Crawford, Murphy & Tilly.
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municipally-owned, general aviation airport can be a curious thing for residents who don’t fly. It can easily be perceived as a major expense that serves only corporate travellers and weekend aviators. That was the mindset of some people who lived in Lee’s Summit in the US state of Missouri when the concept of expanding the Lee’s Summit Municipal Airport was first introduced 20 years ago. City leaders knew the airport’s potential as a tool for local economic development. But for a long time, well before the project team came on board, there was no consensus on how to move forward. The airport’s neighbours expressed concerns that airport improvements could mean additional traffic, more noise and disruption to their daily lives, while elected officials were attempting to balance resident concerns with the cost of the proposed improvements. They were also aware, regardless of the decision on airport expansion, there were safety improvements that would need to be made. Most of the airport opposition at that time was based on concerns about the extent and cost of the improvements. So, after the project team identified their concerns – cost, safety and deficient standards – the team put together a strategy for putting those issues to rest. The city hired a consultant to develop a business plan outlining growth opportunity and the positive impact each would have on the local economy. And once they had a better understanding of the airport’s potential, the local chamber of commerce and members of the business community became more vocal in their support and helped take the message to the community.
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At that point, there was momentum for the airport improvements, although there were still peaks and valleys waiting on the horizon. The centrepiece of the airport’s Master Plan, which was adopted in 2000, was the extension of the north/south runway (18-36). At the time, the airport was classified as a Federal Aviation Administration (FAA) B-II facility and primarily served smaller, propeller-driven aircraft. Expanding the 4,014-foot runway to more than 5,500 feet would allow the airport to be reclassified as a C-II facility. “The key component to really getting the improvements going was the 2010 Airport Business Plan. It suggested that the runway extension should be made the number one priority to help the airport become financially self-sufficient,” said City of Lee’s Summit deputy director of public works, Bob Hartnett. Although the business plan and subsequent public information campaign had served to paint airport expansion in a more favourable light, the FAA’s funding offer for the airport project was still met with opposition. The primary concern from City Council at that time was what the project would ultimately cost and how much the city’s share would be. The consultant once again stepped up to present its case, armed with facts and figures that could not be denied. The project team put together a 30% plan document that included rock-solid estimates for costs. This went very far in establishing credibility in the capital budget the project team was presenting. The document divided the work up into small, interchangeable parts, allowing the city flexibility on implementation. Related projects were categorised and prioritised, providing the city a menu of options that still
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MASTER PLANNING
exist today as part of its Capital Improvement Plan. Each item includes projected costs and can be easily updated to reflect current prices. “The 30% plan helped to get everyone on the same page, explore options and sequencing, and provided a high level of confidence in the projected costs,” stated Hartnett. It was decided at this point to first address safety concerns by upgrading the airport to current FAA standards, while preserving the airport’s capability to grow. City Council agreed to move forward with the process of acquiring 60 parcels of land, a significant challenge that stretched over several years. The runway extension also required the relocation of a major road just outside the airport’s current runway safety area, which the city was able to accomplish as part of an integrated transportation programme aimed at improving access within the city and in the vicinity of the airport. Aware of the scepticism that might still remain, the city made community relations and public information a priority throughout the project. “We developed a multi-faceted approach to communications before, during and after the runway project. It was designed to engage all stakeholders and the community. We wanted to make sure we were being good neighbours,” said airport manager, John Ohrazda. Maintaining good relationships with nearby residents was a priority. The airport manager personally met with neighbours to inform them of construction activities that could result in increased traffic and noise. Pilots were also encouraged to be mindful of residential areas in determining their flight paths. In order to keep them updated on construction progress, periodic tenant meetings were held for airport customers and its Fixed Based Operators (FBOs). Phasing and runway shutdown plans were discussed prior to construction, with opportunities to address concerns and provide feedback. Once construction began, regular updates on activities were provided via email, social media and the airport website. More than 150 people gathered at the Lee’s Summit Municipal Airport in September 2017 for the ribbon cutting of the new 5,501-foot runway. Ohrazda reminded those in attendance that the runway was essentially 20 years in the making.
It was a day to mark a milestone, but the occasion was very much about celebrating the airport’s future. It’s been ten years since the business plan was first introduced. If the last six months are any indication, an increase in fuel sales and traffic, are pointing to its success. Since the opening of the runway, further improvements have been unveiled. In August 2018, the airport cut the ribbon on two new T-hangars with 14 units each located in the northwest quadrant of the airport. Further improvements are also underway in the form of two capital projects. The first involves a taxiway relocation to achieve the FAA-required separation distance from the newly extended runway. The second will be an expansion of the airport’s fuel storage capacity. As with previous efforts, the airport has been proactive in engaging with its stakeholders to explain the impacts and subsequent benefits of the improvements. “Throughout this process, we have had outstanding working relationships with the Federal Aviation Administration and the Missouri Department of Transportation,” noted Hartnett. “As we continue to improve the airport, we look forward to continuing these partnerships.” There are many lessons to be learned from the experiences at the Lee’s Summit Municipal Airport. One of the most important is that a municipal airport can position itself to be self-sufficient, and even an economic development engine for a community. Equally important is the importance of developing hard, quantitative data that demonstrate beyond a doubt that plans make financial sense, then using those facts to stay on a steady course to implement change. In both cases, it’s critical to have a consultant that can not only handle the engineering challenges associated with infrastructure improvements but can also make the business case and will be a committed advocate for its client. It’s important that airports know that with the right plans in place, they can control their own destinies. In the US, the FAA does control the funding and it is very important to be responsible stewards of that public money, but ultimately the airport leadership and the community AW are the ones in control.
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FUTURE TRENDS
Trends in airport expansion and renovation A new White Paper shows that a customer-centric focus is driving change and innovation at US airports, write KONE’s Dan Brooks and Kevin Wigley.
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he average US airport is now over 40 years old and with makeovers not easy for many, more than a few of them are experiencing something akin to a midlife crisis. Most are ill equipped to handle an ever-increasing number of travellers. Few, for example, offer seamless transportation to and from the facility and none were built to cater for the heightened security needs post-9/11. Many airports have not been upgraded in years. But today, government investment in airports is on the uptick, and public-private partnerships – collaborative efforts used to finance, build and operate projects – offer developers an attractive new option. Today, airports of all sizes are undergoing expansion and renovation, while countless others are in the planning stages. And the new facilities can’t come fast enough, as Airports Council International-North America (ACI-NA) has revealed that US airports need $128 billion in improvements in the next five years just to keep pace with current passenger and airline demands. Factor in changes in mission to include retail and the airport becoming part of the destination, rather than just a portal, the needs and the numbers grow exponentially. What does this mean in practice? An exciting blend of visionary design and advanced technology. New check-in areas, larger security checkpoints, more space for concessions and upgrades to lighting and flooring. Robotics for luggage handling. Wayfinding apps. Biometrics to reduce wait times.
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At every step, the goal is an improved and expanded customer experience. From self-driving cars that improve airport access to self-service check-in to a seamless network of elevators, escalators and moving walks, the focus is on fast, efficient movement through increasingly complex facilities.
Moving more people, more efficiently Certainly, the world changed since 9/11. Airports had to react quickly to those tragic events and dramatic changes were made, but most new security additions were shoehorned in to existing airport configurations, and they came at the expense of convenience for employees and travellers alike. As a result of these changes, traffic flows changed and bottlenecks became commonplace – and all the time while the number of passengers continued to grow. These sacrifices, in the name of security, made sense, and worked in terms of security but not operational efficiency. However, today, we don’t have to make these kind of choices as we can be safe, secure and efficient. Today’s designers recognise that it’s not just about moving more people through the facility. The goal is to make it more efficient for them to move through. Some of the largest airports in the US have lost passengers – their customers – as these airports are outdated and difficult to navigate through. Through modernisation and restoration, the airport becomes more efficient and the customer experience is greatly improved.
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FUTURE TRENDS
Key trends of the airport of tomorrow – Improved customer experience – Easy and efficient to navigate – Connectivity through IoT and Artificial Intelligence – Safe, seamless and smart vertical and horizontal transportation – Maximised equipment uptime
How can we make it better? Inconvenience, delays, congestion: For today’s traveller, the traditional airport offers little to look forward to. In most cases, the best we can hope for is that the flight is on time. In response, designers are taking a more customer-centric tack. Increasingly, they’re asking how the customer experience can be improved. Given the sprawl of most airports, safe, streamlined movement through the facility is an essential starting point. As part of this process, many airports are investing in modernisation programmes, which include replacing escalators that are older than most of the people using them! Few airports would consider a programme of complete truss removal, which is costly and requires extensive demolition. More importantly, it creates significant disruption for travellers – everything the airport is trying to avoid. KONE EcoMod, an innovative modernisation solution, offers a solid alternative. Installed with minimal disruption, this solution allows airport operations to continue safely and without interruption. One of the reasons KONE EcoMod has been so successful is because it allows airports to replace one unit at a time and keep the others in the same group moving. Also, when you retain the truss, the construction footprint is smaller, and that is important for an airport where every square foot is valuable and disruption needs to be minimised. The solution’s robust nature also contributes to its success. Not all escalators are created equal. KONE EcoMod is constructed to meet the industry’s public transportation standard, one that is designed to support loads considerably heavier than those at, say, shopping malls.
In standby option, the escalator speed is slowed, until sensors mounted at both ends of the escalator sense approaching traffic, returning the unit to full speed before passengers can step on. Depending on individual escalator usage, the standby option can deliver energy savings of up to 30%. Safety is also a concern with aging equipment in legacy infrastructures. As codes and technology evolve, new user protections become available. This is important as airports are unfamiliar environments to most people, and travelling through them with kids, for instance, can be a struggle for families. Innovative design features maximise equipment uptime. The standard lube-free chain used in KONE EcoMod escalators reduces maintenance lubrication needs by up to 70% and reduces “out of operation” time associated with routine escalator clean-downs. And with increased passenger numbers, the overnight service window is shrinking. However, if you minimise the duration of one of the longest escalator service tasks – lubrication – that really provides more flexibility to schedule escalator maintenance tasks during time slots that are best suited for the facility.
A smart approach to maximising equipment uptime KONE’s 24/7 Connected Services uses IBM Watson IoT solutions to bring intelligent services to elevators and escalators, moving from reactive to proactive to predictive services. With it you’ll see more insights become visible, fewer faults and detailed information on maintenance work. Temperature, noise, vibration and other sensors which can monitor performance take maintenance services to the next level. IBM’s advanced analytics and cloud capabilities provides our service technicians with insights at their fingertips, peace of mind for customers and a better experience for people who use our equipment. The service brings clearer visibility and the ability to diagnose potential AW faults and repairs.
Lower life-time operation costs
About KONE
Efficiency and safety are also improved with modernised equipment. The sleep mode/standby option that is available on KONE escalators, for example, is designed to conserve energy and extend the lifespan of units that are typically in operation 24/7.
KONE provides elevators, escalators and automatic building doors as well as solutions for maintenance and modernisation to add value to buildings throughout their lifecycle. For more information please visit www.kone.com/airports
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WBP NEWS
The latest news from ACI’s World Business Partners Pizza, anyone?
Lightening fast pizza operator, Blaze Pizza, has opened an outlet at John Wayne Airport’s Terminal B/C courtesy of a new partnership between global restaurateur, HMSHost, and partner S&C Robinson Enterprise. The Californian gateway notes that the addition of Blaze Pizza expands the dining options for its body text travellers with a segment-leading fast casual pizza experience. “Delivering the best dining experiences available to travellers is HMSHost’s passion and our partnership with John Wayne Airport continues to make this happen,” says its vice president of business development, Iris Messina. “We appreciate John Wayne Airport and the County of Orange for the opportunity to enhance the experience in their airport with the addition of Blaze Pizza.” According to the gateway, “travellers often seek speed and quality” when choosing where to eat, and it believes that Blaze Pizza’s made-to-order pizzas and efficient service format are perfect for busy airport travellers. Guests can also download a free HMSHost ‘Host2Coast’ app directly to a mobile device via QR code to pre-order their meal from Blaze Pizza, pay and schedule a pick-up time up to four hours in advance.
Edinburgh Airport deploys Everbridge’s CEM platform Everbridge has announced that Scotland’s busiest gateway, Edinburgh Airport (EDI), has implemented its Critical Event Management (CEM) platform to improve efficiency and streamline communications during emergencies. According to Everbridge, the system will replace and simplify multiple manual processes, speeding up the effectiveness of communication across operations from the emergency services team through to airlines, retail units and local agencies. The airport reveals that it selected Everbridge’s CEM platform because it has the ability to rapidly locate employees at risk and, crucially, will provide the airport with enhanced and actionable risk intelligence, and help with incident preparation and response. “Previously our challenge was getting the right information to the right people,” admits EDI’s senior operations and resilience manager, airport operations and assurance, Myles Grima. “In order to be more effective, we needed to improve efficiency and eliminate duplication. We are now doing this with Everbridge, and we can now accurately communicate with all the people who work on site in every operational area and manage this through a single, integrated view to mitigate the impact of critical events.
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“By using Everbridge, we are aiming to set new benchmarks in aviation incident management.” During phase one, the airport is using Everbridge to target emergency services, the airlines that are serving the airport, on-site retail outlets, and support agencies including Transport Scotland and Edinburgh City Council, who are involved with resilience planning. This will allow it to automate its management of critical incidents ranging from an aircraft accident through to the challenges posed by snowstorms and extreme weather events. Additionally, the airport is utilising Everbridge’s conference calling feature, which instantly connects key stakeholders, cutting the time and effort needed to arrange a traditional multi-party call. The next stage for the airport will be phase two, ‘Airport Control Futures’, which will address technology such as perimeter security and fire alarms, and how these can be integrated into Everbridge. “I have been involved with crisis teams for about eight years and encountered all sorts of events and emergencies. Even at phase one of the Everbridge implementation, we can really see the potential of the solution and this is very exciting for us. As soon as our team became involved in the project, they re-defined the art of the possible,” adds Grima.
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WBP NEWS Airbiz Aviation Strategies Ltd
Making history in Hamad
Thyssenkrupp Airport Solutions is busy working on the biggest service contract in its history after signing a new deal with Qatar’s Hamad International Airport that it is worth in excess of €100 million. The company is responsible for the operation and maintenance of 90 passenger boarding bridges (PBBs), more than 500 pieces of equipment that includes the Ground Power Units that supply parked aircraft with electricity and air conditioning, 234 elevators, 105 escalators and 52 moving walkways across the Doha gateway. “As the global population continues to rise, and our globalised world becomes even more connected, efficient mobility of people inside airports has become a major issue of concern, making it just as important as the actual flights,” says Peter Walker, CEO at Thyssenkrupp Elevator. The biggest service contract in the history of Thyssenkrupp Elevator’s airport solutions business will be sustained by around 420 employees that the company assure will “deliver the highest standards required in one of the most important airports worldwide”. “It is a great privilege and honour for us to enter in a long-term partnership with this important client who has deposited his confidence in Thyssenkrupp,” says Jorge Menendez, services director at Thyssenkrupp Airport Solutions.
Asian Kitchen opens in Dubai International Airport’s Terminal 3
Asian Street Kitchen has become the latest innovative F&B outlet to open at Dubai International Airport (DXB). Located in Terminal 3’s Concourse A, Asian Street Kichen comprises Double Fried Chicken, Ramen & Dumplings, Rice & Noodles and Tiger Beer’s Tiger Street Den, which between them offer a selection of Asian inspired bites, breakfasts and main meals, desserts and drinks. Concessionaire, Emirates Leisure Retail (ELR), reveals that Asian Street Kitchen has been designed around the Urban street-style of the far east. As a result, it features an eclectic mix of street art, graffiti and pop art throughout with bold neon lights, bright posters and rustic table settings for a unique, authentic experience of Asian culture before passengers jet off on their travels. Commenting on the openings, ELR CEO, Andrew Day, said: “We are delighted to introduce Asian Street Kitchen exclusively to DXB as a global first concept. We’re confident that Asian Street Kitchen will be a much-loved addition to the airport dining offerings, and we hope passengers see this cool, vibrant hub as a must-visit destination to kick off their holiday in the best way possible.”
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Location: London, UK Contact: Alice Brightwell E: abrightwell@airbiz.aero W: www.airbiz.aero Airbiz specialises in international aviation consultancy. Our clients include airport owners, operators, investors, airlines, government agencies, and other aviation stakeholders. The Airbiz team consists of airport and terminal planners, business analysts, aviation environmental, and sustainability advisors, aviation marketing specialists, project facilitators, simulation experts, and creative strategists. Team members are renowned for their lateral thinking resulting in innovative and cost effective outcomes. The company has accumulated over 30 years’ experience in the aviation industry and has successfully completed more than 2,000 projects in 50 countries across six continents.
Reach Airports, LLC Location: Washington DC, USA Contact: Ginger Evans, CEO E: gevans@reachairports.com W: Under construction Reach Airports LLC is a US-based joint venture between Munich Airport International and The Carlyle Group’s airport investment platform, CAG Holdings, offering training, consulting and management services to the aviation sector in the US, Canada, Mexico, and other OECD countries. It combines the strengths of both parties – the airport investment background of CAG with the operational management expertise of Munich Airport.
NACO, Netherlands Airport Consultants Location: The Hague, Netherlands Contact: Marcel Ingenhoest E: marcel.ingenhoest@naco.rhdhv.com W: www.naco.nl For over 70 years, NACO has been at the forefront of airport development, delivering solutions for over 600 in more than 100 countries. Today, NACO is a company of Royal HaskoningDHV – a global leading independent engineering and project management consultancy. Together, we form a strong team and have the know-how and expertise to deliver fully integrated solutions in every aspect of airport development. Our expertise is in airport and airport city planning and design; strategy and studies; special airport systems; and civil engineering which we use to meet the strategic, tactical, technical, and operational needs of our clients.
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HUMAN RESOURCES
PEOPLE
matters Anger management Terri Morrissey and Richard Plenty provide their thoughts on dealing with difficult customers.
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e travel a lot. Our experience is mixed. Most of the time our journeys go without incident, but there are times when adverse weather conditions, delayed and cancelled planes and long queues can make a simple trip less than a straightforward experience. Sometimes, though, it isn’t the conditions at the airport but people’s reactions which turn a difficult situation into a nightmare. Recently we have both had the misfortune to have been on delayed flights with a number of disgruntled and aggressive passengers who seemed to believe they had the right to take their anger out on everyone around them. Whilst we didn’t enjoy the experience, it must be even more difficult for frontline airport and airline employees. It’s all very well being taught that the customer is ‘always right’, the customer is king, that customer service is of the utmost importance – but this is not always easy to put into practice when faced with passengers behaving so badly. What is it about airports that can sometimes bring out the worst in people? In an insightful article, ‘Helping to reduce fights before flights: How environmental stressors in organisations shape customer emotions and customer-employee interactions’, published in this spring’s edition (2019) of Personnel Psychology, DeCelles et al investigate this issue in depth. They distinguish between two key types of stressors: • Situational stressors – security line waiting time; time to departure gate; number of oversold seats; longest queuing time at gate counter; time passengers started to queue up at the gate; flight delays: weather/ non weather.
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• Physiological stressors – noise; babies crying; subjective temperature; subjective levels of crowding; numbers on passengers in the waiting area. They found that situational stressors were related to customers experiencing fear (for example, fear of missing a flight), and that these fears could be amplified by the physiological stressors. In some situations, fear can then turn into anger. Indeed, it can be very difficult and, sometimes dangerous, to deal with angry people. In order to express empathy, we need to be able to value the welfare of the other. Service employees who have to deal repeatedly with abusive behaviour can end up with emotional burnout. Threatening and aggressive behaviour which causes us to feel anxious and fearful is less likely to encourage us to be helpful than responding to someone who appears to be anxious or fearful. What can be done to improve the situation? Environmental factors can be addressed through well designed spatial layout, encouraging less alcohol consumption, communication and information. Training can support employees to deal with irate passengers by working through different scenarios in advance and developing strategies for coping. Well-trained staff are able to understand better the differences between fear and anger and are more likely to adopt the most appropriate responses Organisational support is vital. Employees need to feel safe in their work environment. Knowing that there are sanctions on customer’s rudeness and aggression which will be acted upon can help reassure them in their work. The customer may be king, but the customer isn’t always right.
Budapest Airport CEO, Jost Lammers, is to replace Dr Michael Kerkloh as the managing director of the Flughafen München GmbH (FMG) Group on January 1, 2020. He will also become the future chairman of FMG’s management board when Kerkloh steps down at the end of 2019 after more than seventeen years with the airport. Minister of State and chairman of the Supervisory Board of FMG, Albert Füracker, is confident that Lammers will make for an “excellent” addition to the team. Avinor has rejigged its executive team, with Oslo Airport director, Øyvind Hasaas, swapping jobs with the Norwegian airport operator’s executive vice president for operations and infrastructure, Stine Westby. “This is a solution I am certain is good for Avinor,” enthused CEO, Dag Falk-Petersen. “It will contribute to develop both Oslo Airport and the operations and infrastructure unit. Such an exchange creates dynamics and innovation, which is particularly important in times where we are trying to find new and more cost-effective solutions through a major cost-reduction programme.” Westby, who joins a fairly exclusive club of female airport bosses, says: “I’m looking forward to starting one of Norway’s most interesting jobs, and am humbled by the task. This is a job with great social responsibility that I am looking forward to get to grips with.” Guam’s Antonio B Won Pat International Airport has welcomed John Quinata (JQ) onboard as its new deputy executive manager. He joins operator, Guam International Airport Authority (GIAA), after a 38 year career in the military and will work alongside executive manager, Thomas Ada.
About the authors Terri Morrissey is chairperson of This Is… and was CEO of the Psychological Society of Ireland from 2015-2019. Dr Richard Plenty is managing director of This Is… and runs the ACI World Airport Human Resources Programme. Contact them through info@thisis.eu
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