Airport World, Issue 4, 2022

Theme: Design & Build Airport profile: Prague ASQ champion: Kraków Airport Plus: Sustainability & WBP news

Design & Build: Future planning Volume 27 – Issue 4, 2022 www.aci.aero

OPINION

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 Jon Sissons +44 (0)208 707 2743 jon.sissons@airport-world.com 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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The heat is on!

Airport World editor, Joe Bates, reflects on the summer heatwave, the importance of reducing carbon emissions and the ‘Design & Build’ theme of this issue.

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emperatures have hit record highs across Europe this summer, the almost stifling heat leading to water shortages, wildfires and, sadly, deaths as countries, existing infrastructure and people have struggled to cope with the extreme conditions.

London experienced its hottest ever day on July 19 with 40.2oC widely reported to have been recorded at Heathrow Airport, while six other European capitals reached 40 year highs – Berlin, Dublin, Ljubljana, Rome, Stockholm and Zagreb.

And Europe wasn’t alone in feeling the heat, with cities across the globe from Tunis at the tip of Africa, Abadan in Western Asia and Shanghai on the east coast of China recording temperatures of 48oC, 52.2oC and 40.9oC respectively, while heatwaves across the US meant that nearly 100 million Americans from the Northwest to the Mid-South had to live with temperatures of 38oC or above for extended periods in sweltering hot July.

Scientists believe that the soaring temperatures are the result of climate change and are warning that such extreme weather events will happen more often in the years ahead due to man’s inability to reduce CO2 emissions.

Indeed, Friederike Otto, a climate scientist at Imperial College London and co-lead of the extreme weather research consortium World Weather Attribution, has gone on record as stating that July’s 40oC temperatures in London would have been 36oC without human-caused climate change.

“Every little bit of warming really makes these types of events more likely and even hotter,” she said. “Heatwaves are much more deadly than other extreme weather events like floods, and climate change is a game-changer for heatwaves.”

She added: “This is something that we humans have done [created], and we humans can adapt to a large degree and stop things from getting worse. We need to stop burning fossil fuels.”

Airports are, of course, well aware of the aviation industry’s impact on the environment and are actively working to reduce their contribution to global emissions through initiatives such as ACI’s Airport Carbon Accreditation programme, the sustainable construction, development and operation of new infrastructure, and commitment to eliminating the carbon impact under their control by 2050 at the latest.

You can read more about some of the latest sustainability developments at airports across the globe in this issue, and we go into even greater depth about some of the sustainabilty challenges and opportunities ahead for airports in the ‘Sustainabilty’ themed next issue of Airport World.

The planning, design and construction of new facilities take centre stage in this ‘Design & Build’ themed edition, with features about Orlando International Airport’s new Terminal C; preparing for hydrogen fuels; US airport development; and finding ways to shorten walking distances at airports.

In addition, the themed section also has articles about the importance of identifying all existing cables before commencing expansion projects; we turn the spotlight on a handful of projects in Africa, North America and Europe; and HOK’s experts share their thoughts on how better design can maximise an airport’s return on investment (ROI).

Elsewhere in the issue, we report on customer service excellence at Kraków Airport ahead of the ACI Customer Experience Global Summit in Kraków, and hear from ACI World director general, Luis Felipe de Oliveira.

Our main interview is with Jiří Pos, chair of the board of Prague Airport, who tells us more about his airport’s future development plans and success in ACI’s Airport Service Quality (ASQ) programme.

We round out the issue with our usual ‘People matters’ column and World Business AW Partner (WBP) section.

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CONTENTS CONTENTS

Theme: Design & Build Airport profile: Prague ASQ champion: Kraków Airport Plus: Sustainability & WBP news

ISSUE 4 Volume 27

In this issue 3 Opinion

Design & Build: Future planning Volume 27 – Issue 4, 2022 www.aci.aero

Airport World editor, Joe Bates, reflects on the summer heatwave, the importance of reducing carbon emissions and the ‘Design & Build’ theme of this issue.

9 View from the top

ACI World director general, Luis Felipe de Oliveira, reflects on the key role ICAO’s 41st Assembly will play in driving improvements in the aviation sector.

10 Positive thinking!

Jiří Pos, Prague Airport’s chair of the board, talks to Joe Bates about the Czech gateway’s 85th anniversary, future development plans and success in ACI’s Airport Service Quality (ASQ) programme.

16 Welcome to the future

Curtis Fentress tells us more about Orlando International Airport’s new 1,800 million square foot, $2.7 billion Terminal C, which is set to open in September 2022.

18 Fail to plan, plan to fail

RS&H’s vice president, senior principal aviation planner, Bart Gover, outlines ten reasons some airports choose to forego long-range planning.

22 Overcoming cables

Santiago Beron reminds airports about the importance of identifying all existing cables before commencing expansion projects based on TLC Engineering Solution’s experience at two Florida gateways.

24 Closing the distance

Landrum & Brown’s Andy Lee, Jordan Roos and Karst Smit consider ways of shortening walking distances and passenger journey times through airport terminals.

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CONTENTS

Director General Luis Felipe de Oliveira (Montréal, Canada) Chair Aimen Al Hosni (Muscat, Oman) Vice Chair Candace McGraw (Cincinnati, USA) Immediate Past Chair Martin Eurnekián (Buenos Aires, Argentina) Treasurer Candace McGraw (Cincinnati, USA) ACI WORLD GOVERNING BOARD DIRECTORS Africa (3) Emanuel Chaves (Maputo, Mozambique) Dewananda Chellen (Plaine Magnien, Mauritius) Capt Rabiu Hamisu Yadudu (Lagos, Nigeria) Asia-Pacific (9) Aimen Al-Hosni (Muscat, Oman) Mohamed Yousif Al-Binfalah (Bahrain) Geoff Culbert (Sydney, Australia) SGK Kishore (Hyderabad, India) Fred Lam (Hong Kong) Seow Hiang Lee (Singapore) Nitinai Sirismatthakarn (Bangkok, Thailand) Akihiko Tamura (Tokyo, Japan) 1 Vacancy

28 Building back better

Airport World turns the spotlight on a handful of infrastructure development projects currently taking shape or being planned across the globe.

31 Fuel for thought

Airports need to get hydrogen ready now to help the industry meet its net zero targets, writes Jacobs’ Andrew Gibson and Elizabeth Leavitt.

32 Better by design

HOK’s regional leader of aviation and transportation, Keith Hui, and director of strategic consulting, David Tomber, share their thoughts on how better design can maximise an airport’s return on investment (ROI).

34 Exceeding expectations

Kraków Airport’s director of aviation and commercial services, Paweł Galiak, tells us more about the gateway’s award winning customer service strategy.

38 The future is green

Airport World reports on a handful of sustainability news stories making headlines across the world this summer.

41 World Business Partners News

The latest news and views from ACI’s World Business Partners.

42 People matters

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Dr Richard Plenty and Terri Morrissey reflect on how we need to design and build airport workforces for a changing, yet uncertain future.

AIRPORT WORLD/ISSUE 4, 2022

Europe (7) Arnaud Feist (Brussels, Belgium) Jost Lammers (Munich, Germany) Javier Marin (Madrid, Spain) Yiannis Paraschis (Athens, Greece) Kadri Samsunlu (Istanbul, Turkey) Stefan Schulte (Frankfurt, Germany) Nazareno Ventola (Bologna, Italy) Latin America & Caribbean (3) Ezequiel Barrenechea (Guayaquil, Ecuador) Mónica Infante (Santo Domingo, Dominican Republic) Juan José Salmón (Lima, Peru) North America (6) Lew Bleiweis (Asheville, USA) Joyce Carter (Halifax, Canda) Deborah Flint (Toronto, Canada) Joseph Lopano (Tampa, USA) Candace McGraw (Cincinnati, USA) Sam Samaddar (Kelowna, Canada) Regional Advisers to the World Governing Board (10) Guillaume Branlat (Saint-Denis, Réunion) David Ciceo (Cluj-Napoca, Romania) Fred Lam (Hong Kong) Bashir Ahmad Abdul Majid (Delhi, India) Mpumi Mpofu (Johannesburg, South Africa) Andrew O’Brian (Washington DC, USA) Jorge Rosillo (Galapagos, Ecuador) Brian Ryks (Minneapolis-St Paul, USA) 2 Vacancies WBP Observer Keith Thompson (Gensler) Correct as of September 2022

View from the top

ACI VIEWPOINT

ACI World director general, Luis Felipe de Oliveira, reflects on the key role ICAO’s 41st Assembly will play in driving improvements in the aviation sector.

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he aviation industry is coming out of the pandemic with a shared set of challenges and with an understanding that we must support each other to fully recover and prosper. All aviation stakeholders have a role to play in building a sustainable future for aviation for the benefit of travellers and communities worldwide.

The ‘Design and Build’ theme of this issue lends itself well to sharing ACI World’s work, on behalf of its member airports, at the upcoming 41st International Civil Aviation Organization (ICAO) Assembly, taking place in Montréal this autumn.

This event is held every three years and establishes the worldwide policy of the Organization for the upcoming triennium. It attracts more than 2,000 delegates, including ministers, directors general of civil aviation, and senior policy and decision makers.

The Assembly plays a critical role in driving improvements in the aviation sector and, more than ever, we are supporting ICAO with objectives to align international aviation with global standards.

ACI has been working diligently to prepare Working Papers to present at the Assembly with a focus on the passenger, our advocacy positions, and engagement strategy for the improvement of the aviation ecosystem – all of this aligned with our members’ needs at this crucial junction in time and under the theme: #All4one Aviation Ecosystem.

In a formal sense, we submit Working Papers on the major priorities. We also leverage the opportunity to build ACI’s reputation as the voice of the world’s airports with governments and other industry stakeholders.

If Working Papers are accepted by consensus, they direct the outcomes of ICAO for the next triennium. Assembly outcomes are then provided to the other bodies of ICAO and to its Member States (governments) in order to guide their continuing and future work –the stakes are high to say the least.

Some of our key advocacy will focus on aviation’s workforce, its long-term climate goal, building an inclusive air travel system, and the economics of airports.

While diverse in topic, each Working Paper, however, is aimed at building one sustainable aviation ecosystem for today and tomorrow’s passengers. As many know, aviation plays a critical role in the sustainable development of communities and the connectivity of people, which remains of utmost importance for the economic, social, and territorial cohesion of governments and their populations.

To preserve this connectivity and its important role within the economic fibre of nations and communities, the aviation industry must come together and rethink the existing approaches that are leveraged to recruit, motivate, train, upskill and retain its workforce.

Not only is this relevant for short-term labour shortages but also to the long-term vision of aviation where we will need to build an

attractive, diverse, and inclusive sector for the next generations of aviation professionals.

This also includes ramping up our climate change response action.

ACI member airports at a global level are committed to reach net zero carbon emissions by 2050.

However, while over 130 airports have anticipated reaching their target by 2030 and others by 2040, more support is needed from governments and many other stakeholders for the planning and implementation of airports’ decarbonisation strategies and action plans.

Building a more inclusive, equitable, and accessible air transport system is part of building a more attractive sector for all airport users – including travellers and workers with disabilities. Not only because it is the right thing to do, but because it makes good business sense.

An efficient, consistent regulatory framework on a global scale is key to achieving this, as it ensures that persons with disabilities’ fundamental rights are respected.

Many governments have a strong legal framework in place to reduce barriers and increase opportunities for people with disabilities and ensure their full participation in society – in line with the UN Convention on the Rights of Persons with Disabilities, ratified by 184 countries.

And of course, having up-to-date policies on airport charges will support the pathway to meeting air travel demand and ensuring aviation remains a prominent source of economic and social wellbeing for countless communities.

Airport charges policies need to evolve in favour of passengers (consumers) who are at the centre of the aviation ecosystem. Serving the travelling public through policy tools that incentivise much needed capital investments, that enhance connectivity, and that ensure existing infrastructure is used efficiently is a key consideration for public policy.

We invite all readers to keep a close watch of our #All4one Aviation Ecosystem activities leading up to and throughout the 41st ICAO Assembly. You can visit our ACI World at ICAO’s 41st Assembly web page (aci.aero/all4one) for more information. We look forward to reporting on the outcomes of our advocacy in the last quarter of 2022.

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AIRPORT REPORT: PRAGUE

Positive thinking!

Jiří Pos, Prague Airport’s chair of the board, talks to Joe Bates about the Czech gateway’s 85th anniversary, future development plans and success in ACI’s Airport Service Quality (ASQ) programme.

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ith little domestic or transfer traffic and the Czech Republic introducing some of the toughest travel restrictions in Europe during the COVID pandemic, it doesn’t take a genius to work out that the last three years have been particularly hard on Prague Airport.

Like many airports, it has seen its passenger numbers fall from a record high of 17.8 million in 2019 to 3.6 million in 2020, not helped, of course, by the struggles of national flag carrier, Czech Airlines, which currently only operates to a handful of destinations.

Last year proved to be a little better for the airport with 4.38 million passengers passing through its facilities.

However, the airport expects some 10.5 million passengers to use its facilities in 2022 and its confidence in the global appeal of Prague and its huge economic and social importance to the entire country, means that it is looking to the future with optimism.

So much so, in fact, that it has plans to expand its terminal, build a new runway and develop its very own airport city.

Looking to the future

Although chair of the board, Jiří Pos, doesn’t expect traffic levels at Prague Airport to surpass their pre-pandemic high until 2026, it has not stopped him and his management team from planning for future growth.

As a result, on the drawing board are plans for a sizeable expansion of Terminal 2 and partial extension of Terminal 1 to improve passenger flows, allow for the introduction of one central security zone, and raise Prague Airport’s capacity to 21 million passengers per annum by 2028.

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Upon completion, Terminal 1 will become Prague Airport’s dedicated Schengen facility and Terminal 2 will be better equipped to handle more Non-Schengen long-haul flights, which Pos sees as a key area for future growth.

The plan is currently awaiting Ministry of Finance approval, and doesn’t include the cost of potentially raising the airport’s capacity to 24mppa at a later date subject to passenger demand.

And there’s more, as in a totally separate project the airport is seeking to revamp its airfield by replacing its existing cross runway system with two parallel runways that will enhance its operational efficiency and allow it to handle up to 50 aircraft movements per hour.

“The plan essentially involves closing the existing cross runway and building a new parallel runway,” reveals Pos. “It is quite a complex project, but we have already completed the environmental impact assessment, and are awaiting an urban construction permit, which could theoretically allow us to construct it after 2030.”

He is quick to note that both the terminal expansion plans and runway revamp take into account the likelihood of the airport handling more transfer traffic in the future, particularly as home carriers Smartwings and Czech Airlines are known to be looking for a leading international airline as a global partner.

The reconfiguration of the runways would also potentially free-up 200 hectares of land on-site that Pos says the gateway is already thinking about developing as an airport city from 2030 onwards.

Pos, who was appointed chairman of the board in August 2021, says: “Our forecast is that traffic will reach around 18 million

AIRPORT REPORT: PRAGUE

passengers per annum in 2026. It is, however, important to remember that this is just a forecast and that everything can change very quickly, as we have seen with the COVID pandemic.

“I am also sure that some would say that our 2026 prediction for equalling or bettering the airport’s performance in 2019 is overly cautious, and we hope it proves to be the case, but it just goes to show difficult it is to make future predictions in these unprecedented times.

“So, we must be flexible in our planning and prepare for a number of different scenarios for the next five, ten and twenty years and beyond.”

Talking about the proposed airport city, he says: “Building an airport city would provide us with new opportunities to monetise our assets.

We could, for example, use the land to build new hangers and other general aviation facilities. We are also looking at potentially using the site as the location for a new school or academy and other non-aviation relayed activities.”

Key economic generator

Making history

Pos has no hesitation in admitting that the pandemic hit Prague Airport hard, especially as it came hot on the heels of the all-time traffic high of 2019.

He notes that at ACI EUROPE’s Annual Congress & Assembly in Rome it was stated that the Czech Republic, Finland, the UK were the countries most affected by COVID in Europe due to the scale and length of the travel restrictions.

This is, of course, backed up by the airport’s traffic figures for 2020 and 2021, however, Pos believes that last year’s 20% upturn in passenger numbers and 13% in aircraft movements show that his airport’s “slow recovery” from COVID is gathering momentum.

Reflecting on 2021, Pos says: “Many connections were resumed and the number of frequencies to existing destinations increased.

We welcomed five brand new carriers at the airport and added connections to six new destinations, including remote exotic

Whatever happens traffic wise in 2022 or in the future, it cannot take away the fact that this is a milestone year for the gateway as Václav Havel Airport Prague – to give it its official name – is celebrating its 85th anniversary.

The airport, then known as Prague-Ruzyně, handled its first commercial flight on April 5, 1937, and the milestone event, and its history and development since then, is being celebrated throughout 2022 courtesy of an interactive exhibition, special airport tours and podcasts.

Pos says: “The 85th anniversary is significant and worthy of recognition, however, as another wave of the pandemic was brewing and the war in Ukraine was escalating back in April, our celebrations on the day were quite low-key. I would, however, like to note that I am very happy about the short film, ‘Super Heroes’, we made about airport staff. Who else but our employees are heroes in the true sense of the word.”

There is no disputing that the airport is a key economic generator for Prague, the surrounding region and the Czech Republic.

Indeed, Prague is the main international airport of the Czech Republic with a catchment area that effectively covers the whole of country and stretches into Saxony in eastern Germany as well as parts of Poland and Austria.

Around 3,500 people work for the Prague Airport group (Prague Airport, Czech Airlines Handling and Czech Airlines Technics) – including 2,600 for the 100% government owned airport authority – making it one of the region’s biggest employers. Pre-COVID, the Prague Airport group generated €360 million a year in revenue.

A total of 10.2 million people live in the Czech Republic, with 1.6 million of them based in Prague.

Recovery from COVID

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AIRPORT REPORT: PRAGUE

places such as Zanzibar, the Maldives and Punta Cana in the Dominican Republic.”

In addition, German low-cost carrier, Eurowings, launched its Prague base operations in November 2021.

He notes that a total of 58 carriers currently serve Prague operating scheduled and charter services to 147 destinations. This compares to 78 airlines and 198 destinations pre-COVID. “I am happy to report that our traffic figures are going in the right direction, and life is beginning to return to the airport, but we still have a long way to go as last year’s passenger total of 4.38 million is still 75% down on 2019, which was, of course, the most successful year in our history,” comments Pos. The decline in international passengers as a result of COVID also means that the split between inbound and outbound travellers at the airport has changed to 40/60, whereas pre-pandemic the mix was more like 65/35 in favour of inbound visitors, due to the global attraction of Prague that has traditionally led to the city’s inclusion on the European tours of many Asian and North American visitors.

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Taking about the changing traffic dynamic, Pos says: “The desire of Czechs to travel abroad had been steadily growing for a number of years before the pandemic, and the appetite we have seen for some of our new routes this year, especially to seaside destinations, shows that if anything this has got stronger since COVID. “Having said that, we have a lot of catching up to do as, based on population size, the average Czech travels by air once a year. This compares to 1.6 times a year for Austria, so we are probably still behind most of Europe.”

Conflict in Ukraine

The upward trend in traffic this year comes despite the ongoing conflict in Ukraine that has put a stop to the tens of thousands of Ukrainians and Russians that used to fly to Prague each year and are no longer able to make the journey.

“It has had a big impact on us as before the war started we had 19 weekly flights to airports in the Ukraine in the off-season, and we expected this traffic to grow in 2022,” reveals Pos.

AIRPORT REPORT: PRAGUE

“When it comes to Russia, although traffic to Prague had been down for a couple of years prior to the conflict because of COVID vaccination issues, it has historically been a strong market for us, accounting for more than 1.5 million passengers per annum. To put this in perspective, Moscow was one of the top three destinations served from Prague in 2019 with eight daily flights.

“At the start of the year we estimated that we would recover 50% of this traffic in 2022, but this will obviously no longer be the case.”

Main airline operators

The biggest airlines at Prague Airport today in terms of market share are former charter airline and owner of Czech Airlines, Smartwings, which accounts for around 20% of the traffic.

Indeed, it has 20 B737 aircraft based in Prague, and with the bulk of its passengers booked through a travel operator, Smartwings often accounts for 40% of all passengers handled at the airport during the busy summer months.

The next biggest airlines in Prague in terms of market share are Ryanair (16%), EasyJet (7%), the Lufthansa Group (5.2%) and Eurowings (5%).

Former hub carrier, Czech Airlines, is responsible for just 2% of the traffic today. A far cry from its former lofty position when it was the dominant airline in Prague accounting for up to 60% of all passengers and 20% of the transfer traffic.

Earlier this year, Prague Airport decided to follow the example of other hubs and present its own awards to the airlines that it considered to have been the best operators at the gateway over the past year.

Smartwings won the title of the fastest growing carrier at Václav Havel Airport Prague, while Brussels Airlines was named the most efficient carrier in terms of its performance.

“After a difficult COVID period, we wanted to show our appreciation to those who have contributed the most to the resumption and recovery of our operations,” enthuses Pos. “At the same time, we want to motivate carriers to pursue further development at Václav Havel Airport Prague.”

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Route network

Prague Airport’s route network received a major boost in May when Delta Air Lines resumed the gateway’s only non-stop service between the Czech Republic and United States (New York-JFK) after a two-year absence.

Both the inbound and outbound flights are currently operating at near capacity, which Pos says demonstrates both the pent-up demand for travel and the popularity of the route.

In 2021, the US was the largest non-European inbound source market to the Czech Republic with 44,000 visitors, according to data from the Czech Statistical Office. In 2019, almost 600,000 Americans visited the country.

“The resumption of direct flights to New York, which was one of the most attractive long-haul destinations from Prague in 2019, is excellent news,” says Pos. “It will be particularly appreciated

by Czech passengers, who will, after a two-year break, gain a convenient and fast connection to the east coast of the United States.”

In the not too distant past, Delta also operated a seasonal service from Hartsfield-Jackson Atlanta (ATL) and Prague was served

by US carriers United (Newark Liberty) and American Airlines (Philadelphia), with the latter due to launch a service from Chicago (ORD) in June 2020 before COVID turned the world upside down.

Other new or resumed routes introduced so far this year include Riyadh (flynas); Kuwait (Jazeera Airways); Baku (Azerbaijan Airlines); Tivat (Air Montenegro); Porto (easyJet); Palermo (Wizz Air); Alicante and Faro (Eurowings); Torino (Ryanair); Santorini and Almeria (Smartwings); Glasgow, Leeds/Bradford, Newcastle, Manchester and Birmingham (Jet2.com); Luxembourg (Luxair); Reykjavik (Play); and Antalya (SunExpress).

The most popular countries currently served from Prague are Spain, Bulgaria, Greece, Turkey, Italy, Egypt and France and Amsterdam, London, Paris, London, Hurghada and Frankfurt remain the most visited cities.

AIRPORT REPORT: PRAGUE

Looking east, Pos thinks that Asia-Pacific will be a source of traffic growth in the future as Prague was served by a handful of Asian carriers pre-COVID, and he believes that there is much more to come from the region when Asia’s economies begin to pick up.

He is particularly keen to see the return of Korean Air flights from Seoul and China Eastern, Sichuan Airlines and Hainan Airlines services to the Chinese cities of Shanghai, Chengdu and Beijing, respectively, because of the popularity of Prague with Korean and Chinese travellers.

“We believe that whatever changes COVID brings to the industry in terms of its impact on airline route networks and the travelling habits of passengers, there will be good opportunities for us to develop our long-haul routes with smaller capacity aircraft,” says Pos. “In order to achieve this goal, Prague Airport has decided to further improve its incentive scheme supporting the introduction of new destinations and an overall increase in passenger volumes.”

Pos admits that the airport had originally estimated that it would handle around 8.7 million passengers in 2022, but a stronger than expected traffic recovery and average load factors of 88% has recently led it to revise the figure to around 10.5 million.

Nevertheless, he notes that the airport is always striving to do better, and in a bid to encourage inbound tourism to Prague and the Czech Republic, the airport has signed a Memorandum with CzechTourism and Prague City Tourism on a long-term joint approach to the resumption and expansion of inbound tourism to Prague and the Czech Republic.

All parties believe that tourism will play a major part in driving the Czech Republic’s recovery from the COVID-19 pandemic and subsequent economic growth.

The co-operation also seeks to promote the development and support of sustainable tourism, which will contribute to the positive development of Prague and other regions of the Czech Republic without negatively interfering with everyday life in tourist-exposed places, such as old downtown Prague.

Customer service excellence

Prague Airport has traditionally been a top performer in ACI’s Airport Service Quality (ASQ) customer excellence programme, winning Best Airport in Europe in the 15-25mppa category for the last four years.

Citing some of the reasons he believes that his airport has done so well in recent years, Pos mentions the positive feedback the airport has received for the cleanliness of its toilets and the good work done by its ‘Red Team’ who patrol the terminal daily, monitoring operations and making improvements.

Passengers have also welcomed the installation of additional seating and relaxation areas and the opening of the Runway restaurant, which has significantly enhanced the airport’s F&B offerings.

“The Red Team comprises 10 members of staff dressed in red shirts whose sole job is to walk around the terminal looking for people to help, monitor queues and look at ways to improve passenger flows,” explains Pos. “This might mean directing the more tech-savvy passengers towards self-service check-in and bag drop machines or simply making travellers aware of the queuing time for security.

“We take customer service very seriously and actively work to improve our service standards and introduce new technology and other service offerings that will enhance the airport experience for our visitors.”

The airport’s efforts to raise the customer service bar include running its own Customer Experience Academy designed to improve “the soft skills” of frontline staff, especially security personnel; producing a series of podcasts aimed at making staff more culturally aware about different nationalities and their travelling habits; and monthly meetings of a ‘customer experience board’ that is 100% focused on ways to improve “the airport product now and in short, medium to long-term”.

He concludes: “The size of the airport ensures quick and easy travel times from kerbside to the gate and vice versa, but there is always room for improvement.”

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SPECIAL REPORT: DESIGN & BUILD

Welcome to the future

Curtis Fentress tells us more about Orlando International Airport’s new 1,800 million square foot, $2.7 billion Terminal C, which is set to open in September 2022.

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ast year, Florida’s Orlando International Airport (MCO) ranked among the world’s top ten busiest airports for the first time.

This year it will open phase one of a new Terminal C, which has been decades in the making.

Phase one will expand MCO’s capacity by 12 million passengers annually; and at full build-out, Terminal C will be capable of serving as many as 60 million passengers annually.

Terminal C Master Plan

In 2013, airport officials unveiled their plans for a new Terminal C and with it, the ability to grow incrementally and, ultimately, exceed the capacity of the North Terminal.

The North Terminal opened in 1981 with two satellite concourse and the ability to serve 12 million passengers. Over the past four decades, the terminal has steadily expanded and been modified and, at full build-out in 2000, it comprised a central passenger terminal and four satellite concourses housing more than 90 gates.

The North Terminal has been serving in excess of 40 million passengers per annum for five of the past six years, which intensified the need for the Terminal C. Orlando has a distinct advantage over its peers when it comes to growing both airside and landside capacity as it is among the world’s largest airports by land mass with only King Fahad in Dammam, Saudi Arabia, and Denver and Dallas/Fort Worth in the US boasting bigger sites.

While initial studies looked at replicating the North Terminal’s satellite concourse configuration, planners ultimately chose a linear/ pier configuration for Terminal C because it minimises transit times for departing passengers (in this case to an average of eleven minutes), is easier to expand incrementally, and offers greater flexibility for international arrivals.

Incidentally, it is also a superior configuration during health crises because it allows passengers to disperse more easily (and eliminates the need to congregate for boarding and transit to gates).

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Terminal C Phase One

The new Terminal C will support growing passenger volumes and reinforce the airport’s reputation for overall excellence in traveller satisfaction. It will also showcase the next generation of ‘The Orlando Experience’, which builds upon the established MCO aesthetic of air, water and sky to also deliver a seamless, low-touch environment complete with an exciting combination of concessions, interactive media displays and iconic architecture.

As design architect, we at Fentress Architects – together with HNTB which served as the architect of record – designed Terminal C to be an iconic gateway to the entire region.

Among the terminal’s signature architectural elements is The Prow, which sets an uplifting tone at kerbside, especially when seen against a dramatic Florida sky.

The ambient natural light flowing in from this kerbside curtainwall, as well as from the terminal’s skylit spine, help bring the outdoors inside and guide passengers to world-class amenities and then on to their gate.

All major building elements – ticketing, security, concessions, gates and baggage claim – are aligned along the Boulevard, which leads passengers on a linear journey. This Boulevard is adorned with a Grand Skylight that introduces dappled daylight and supports lush foliage.

The Boulevard also connects the terminal’s two signature civic spaces, Palm Court and Town Square, with MCO’s Intermodal Terminal Facility.

Palm Court is located airside, at the terminus of The Boulevard skylight. As the grandest of the terminal’s civic spaces, this vibrant location features shopping, experiential media, dining, socialising and relaxation lounges in a daylit, garden-like atmosphere.

Second-storey retail and lofted airline clubs are designed to overlook Palm Court and its experiential media element, which feature animated, interactive environments that encourage engagement as travellers pass by.

Meanwhile, Town Square is located landside, at the terminus of an elevated international arrivals corridor. This light-filled, spacious

SPECIAL REPORT: DESIGN & BUILD

Pictures courtesy of © Matthew Good.

arrivals hall on the terminal’s upper-most level provides a stark contrast to the buried baggage claims found in so many other airports.

It is imbued with a sense of welcoming and openness that enhances the international and domestic passenger experience.

With the help of recently developed baggage conveyance technology, the traditional paradigm of arrivals on the lower level and departures on the upper level are reversed in Terminal C. Passengers arriving – often from long flights – will be directed to a unique and uplifting experience: the upper-most level of the terminal.

Awash in filtered Central Florida sunlight with majestic views of the local natural environment, this immediate and immersive experience will at once orient travellers to both Orlando and the United States.

Easy access to restrooms and concessions, in a pleasant environment, will further cater to travellers’ needs.

“Innovation and sophisticated design that reflect elements of the Central Florida community combine to deliver a world-class travel experience,” says Kevin Thibault, CEO of Greater Orlando Aviation Authority.

“Terminal C will be so much more than a transfer point from one place to another. It will serve as a multimodal, memorable entryway for passengers visiting, living and working in the region.”

Departing travellers will have a similarly pleasant experience with everything from intuitive parking and drop-off areas to a new ticketing hall designed for flexibility and outfitted with kiosks and outstanding customer service representatives. Security is designed to be similarly intuitive, orderly and responsive.

Many design strategies have been employed to help the terminal be as sustainable as possible. Strategies include the deployment of reduced water-consumption and irrigation systems, responsive lighting and temperature control systems, solar panels, and the use of non-toxic adhesives and non-painted natural materials.

In fact, the US Green Building Council is expected to award this building at least LEED Silver certification, and if it does, Terminal C will become the first LEED®v4 airport campus in the world.

Experiential media environment

Experiential Media Environments (EME) are seamlessly integrated into the terminal’s architecture. Indeed, three EME elements serve to celebrate the region’s dynamic identity and highlight for visitors the robust offerings of Central Florida’s natural and developed attractions:

– Moment Vault

Located in Palm Court, it offers departing passengers a 360-degree immersive experience that combines silhouettes gathered from strategically placed cameras located throughout the space with striking video footage from local points of interest.

Highlights in the 23 capsules that run for 109 minutes include underwater play in deep blue springs with a school of bioluminescent fish and an excursion to the surface of Mars where red rocks have a life of their own.

– Windows on Orlando

Located along the airside concourse, is a 100-foot-long, 32-foot-tall display comprised of three adjacent, panoramic screens. Select Central Florida locations were captured in 20 capsules that run for 79 minutes.

Highlights include a rocket launch sequence filmed from the NASA Vehicle Assembly Building at the Kennedy Space Center and an afternoon ride under open skies to round up cattle with cowhands at the Deseret Ranch in St Cloud.

– The Portal

Located in Town Square (also known as the Arrivals Hall), rises three-stories high and is comprised of 32 custom curved screens suspended in a helical frame.

Synchronised content plays on both interior and exterior screens, offering 26 capsules that run for 125 minutes and tell a visual story of the transformation of Central Florida from natural springs and ranchlands to the dawn of Disney, the launch into space exploration and a bounty of entertainment opportunities.

AIRPORT WORLD/ISSUE 4, 2022

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SPECIAL REPORT: DESIGN & BUILD

Fail to plan, plan to fail RS&H’s vice president, senior principal aviation planner, Bart Gover, outlines ten reasons some airports choose to forego long-range planning.

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t’s true that sometimes choosing to do nothing is the easiest decision to make. However, planning is essential to succeed and has long been considered a fundamental tool used to achieve a desired outcome.

Assuming this still holds true today, why do some airports fail to plan? In the case of long-range airport planning, some airports and their staff members have mixed emotions about the value planning provides when offset by what they see as its limitations.

Imagine yourself as an experienced airport planning consultant meeting with an airport for the first time. Your mission is three-fold: to listen carefully and gather information about their future activities or projects, to establish a professional relationship and credibility with airport staff, and to develop strategy for positioning your organisation for future consultant selection.

You pose a question to gauge your prospects with the client.

“Tell me about how your airport uses planning to make future decisions?” What comes next generally falls in one of two scenarios summarised in the hypothetical conversation below.

Scenario A: We value planning and continuously update our plan to accommodate change

“That’s a topic we’ve discussed often since the COVID-19 pandemic,” says the airport manager. “Our most recent planning project was an airport master plan that focused on identifying the facilities we need to support our anticipated growth over the next 20 years.

“We use our plan routinely to make decisions about the timing and eligible funding sources for individual projects and balance them against the needs of our tenants, industry partners and public.”

These words are music to a planner’s ears! However, there may be a different response.

Scenario B: Let me tell you about our challenges in doing planning

The airport manager begins by admitting, “Planning is something we should probably be doing more.

“In the past, though, we have had challenges that make it difficult for us to take it on. The pandemic has shown us that planning for the unknown can be extremely challenging and difficult to justify during a period of decline.”

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A planner must listen intently to understand this mindset and search for ways to proceed within that framework. After all, that is one of the primary purposes of any planning project – to chart a path forward based on past and present conditions.

Most planners consider long-range planning as a critical step for success and reaching a goal. Unfortunately, some airport management attitudes often stand in the way. The list below identifies ten common beliefs about planning. These include the following assumptions and opportunities:

1. Planning projects take too long to complete

Because the schedule for any planning project should be commensurate with the scope of services requested, the timeline for completion must be balanced with the airport’s ability to provide the necessary information, review the plan, and grant approval.

Some airports get bogged down with daily schedules and job responsibilities that make it difficult to respond quickly to consultant requests. Some airports view the amount of time they must spend planning and co-ordinating as a reason not to plan, especially given the time it may take the FAA to review projects in the US. Reality: On the other hand, some airports might say their consultant is not giving their plan the priority it deserves. Consultants must understand these limitations and allocate planning resources including dedicated staff, teaming partners, and the use of specialised software or equipment based on the airport’s timeline.

SPECIAL REPORT: DESIGN & BUILD Reality: Planning is a process of continuous refinement, however, airports that value planning often appreciate the ability to update the plan to accommodate change quickly.

4. Existing/future tenants will view planning as a change resulting in higher costs

Some airport managers are concerned that planning projects are a catalyst for raising rates, seeking additional capital investment, and changing present day operating arrangements with its tenants.

This can be true if that is the goal of the plan, but modern planning practices seek to maximise revenue opportunities by enhancing services and building facilities which in turn benefit airport tenants.

Reality: Many long-range plans go beyond basic airfield and facilities planning to include financial feasibility, sustainability, and resiliency elements that reflect an airports’ Environmental, Social and Governance (ESG) goals.

A plan should identify an airport’s return on investment in a way that benefits its stakeholders such as identifying lifecycle costs, funding sources, and schedule for implementation. Successful planning projects include an outreach programme designed to foster support and keep tenants satisfied.

5. The plan is outdated the day it’s printed; it is only a snapshot in time

Most consultants have significant bench strength to accommodate the client’s schedule; however, cost and value must be understood.

Expectations should be agreed upon during the negotiation process to align the project scope, schedule and budget.

2. Planning is a lower priority than an engineering or development project

It is no surprise that most airports prefer designing or building something tangible rather than developing a theoretical plan that sits on a shelf. Failing to plan for a future engineering or construction project, however, can impact on long-term operational efficiency, future flexibility, potential environmental issues and financial feasibility.

Reality: If there is no planning over the course of many years, airports can experience significant challenges to accommodate future demand given limited available land, changes in federal standards, available funding, and eligibility requirements for a federal grant. In the US, the FAA strongly suggests that airports conduct long-range planning at least every ten years, or when significant changes at the airport warrant the need for a new plan.

3. The plan never plays out in reality

Plans do change, especially over time, but the lack of planning usually creates future problems. The process of planning requires that airports examine multiple scenarios which anticipate changes in the industry including travel patterns, air service, new businesses, upcoming regulations/standards, aircraft fleet mix, and the important factor of public support.

This can sometimes be true if the scope of the plan narrowly focuses on an individual project location, if expectations change during the planning process, or if airport decisions are not shared with the consultant. Narrowly scoped planning projects should identify the problem(s) to be resolved, the airport’s goals, and all available information to make a sound decision.

Reality: Many airports have transitioned away from awarding individual planning projects. Instead, they advertise for large scale on-call planning contracts. A consultant is selected based on an individual firm or team of firms’ ability to complete a list of potential planning needs that may arise over a defined period, usually three to five years per contractual agreement. On-call planning contracts provide the maximum amount of flexibility for airports to keep their plans up-to-date and avoid lengthy procurement processes.

6. FAA cannot amend planning grants

Current FAA regulations in the US prohibit federal funded planning projects from being amended for cost after the contract is awarded, however, planning projects may be amended for time (schedule) if requested by an airport sponsor.

Reality: In some unique cases, the FAA may approve extension of a project schedule if the airport has experienced a significant event such as a natural disaster, act of terrorism, or new large scale air service announcement that drastically impacts airport facilities and long-term needs.

This decision is left up to the FAA Airports District Office or Regional Office and requires an official request from the airport sponsor. In other cases, the FAA can approve a request from the airport sponsor to accelerate the project schedule to close out a planning grant for a project earlier than originally anticipated. FAA stresses the importance of completing a planning project within a three-year grant obligation period.

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SPECIAL REPORT: DESIGN & BUILD

Birdseye view of London Gatwick. Image courtesy of London Gatwick/JMilstein.

7. The airport has no experienced staff to conduct long-range planning

Many airports have limited staff resources and even fewer staff with planning experience, which is important when interacting with federal and state agencies involved in the approval process. Agencies may require permits for potential environmental resource impacts including wetlands, air pollution and noise.

Reality: Most consultants employ experts with experience obtaining permits and have established working relationships within the agencies. Additionally, the FAA has an approval process that includes a forecast of future aircraft activity levels, critical aircraft, and an airport layout plan which graphically depicts future development at the airport. Airports having limited staff typically use consultants to reduce their burden by shifting it to the consultant.

8. Planning is expensive, what is the ROI?

The cost of any planning project should be aligned with the importance of the planning project goals. If the project is critical for future funding, the cost of a planning project is a small percentage of the actual cost of future development. Beyond the actual cost, the intangible value planning provides an airport is huge.

Reality: Planning projects provide an opportunity for an airport to engage its tenants, stakeholders and the public to provide their input on the plan and demonstrate support for the plan’s recommendations.

Planning also helps position the airport as a good neighbour and avoid any surprises that may result from development. Finally, planning enables airport staff to inject creativity into the plan.

Many planning projects are scoped to include other ancillary needs such as improvement in customer service, amenities and conveniences desired by its passengers.

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9. The airport has limited funding available, and we are focused on projects that contribute to the bottom line

While a planning project alone will not directly produce revenue, a carefully crafted plan can include a list of future projects that will create revenue for an airport.

Reality: The amount of estimated revenue over time is a key component of most plans. Qualified planners who have worked with airports of all sizes and types bring their real-world experience and lessons learned to develop realistic revenue projections. Planning projects also include a list of eligible funding sources. Airport managers especially appreciate the ability to put their own funding plans together during annual budgeting.

10. We have no appetite to draw attention to weaknesses of the airport

This reason is rarely verbalised during a client meeting, but it can live deep in some airport managers’ minds. Experienced planners notice this quickly if the airport has not changed in years and operates about the same from one year to the next.

Reality: It is the planner’s job to convince managers to invest in planning. The best way to do this is to ask what the airport’s most important asset is.

If the response is a physical facility, the planner can propose a planning project which focuses on airport development such as a master plan or a terminal area plan.

On the other hand, if their most important asset is “the staff or the people who work here”, then the planner can propose a strategic business plan focusing on the airport’s opportunities and constraints, organisational transition, capital budget and local economic contribution to the community. After all, nobody wants to feel like they could have done more to protect the airport’s most important asset.

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SPECIAL REPORT: DESIGN & BUILD

Overcoming cables

Santiago Beron reminds airports about the importance of identifying all existing cables before commencing expansion projects based on TLC Engineering Solution’s experience at two Florida gateways.

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s the pandemic has shown, any disruption to air travel has real world impacts, from airport operations to business expenses as well as personal budgets for families on vacation.

It also doesn’t take a massive disruption to make a significant impact. Something as simple as cutting a fibre optic cable, for example, can bring operations to a halt as it can impact security, communications, baggage handling and check-in operations.

Improvements to aging physical infrastructure represent some of the greatest opportunities for disruptions. Moving services, gates, and terminals that can date back 40 years and include a sea of electrical, copper, and fibre optic cables powering all operations, becomes a complicated process because of the unknowns hidden underneath the surface of those cables.

While not at the forefront of most airport infrastructure improvements, cable identification at the start of a construction project is vital to projects in a continuously operating facility like airports.

Diligently planning and researching the services supported by the highways of cables running through facilities gives teams a road map to how and where cables can be moved safely during projects. As case studies show, such work can avoid disruptions and help airport managers perform infrastructure repairs quickly and effectively.

Transfer level expansion project

As with all airports, the literal layers of operations mean that improvements to one portion of operations can require a significant shift in a different part of operations.

For an infrastructure expansion in the transfer level of the main terminal at a Florida airport, the improvement project was located directly below where passengers catch a shuttle to other parts of the airport.

Vital for moving passengers efficiently through the airport, to maintain the service, all four shuttle lobbies had to be relocated.

The area had an axle configuration, creating a tight space that was small and crowded. To expand, the team had to push out the shuttle and enlarge the area that went through to the air shafts. Beneath the

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four shuttle lobbies there was an array of infrastructure equipment for basic power, baggage handling systems, telecommunications and even the shuttle systems themselves.

All the communication cables for the airside of the building went through those cables. Any change was going to have a major impact.

In order to move the shuttle stations and expand the floor plate, the team had to move equipment and identify what aspect of operations each cable supported. To do this, they tagged the cables with numbers and then recorded as much information as possible to identify the cables: size, colour, markings. The team created a spreadsheet to track all the cables identified and services supported.

Especially in older facilities, it can be difficult to find original blueprints documenting this kind of information. Additionally, cable infrastructure is added at various times as technology advances, so not a single consolidated set of as-builts is available to the design team.

This project was typical of many airport facilities.

Finding the source of all the cables in a project like this can be daunting.

The first 50% may be fairly obvious but then there are always stragglers that can’t be found easily and about which there is no information available.

There is not one consolidated source for the information – some of the cables were installed two years ago, others were installed 30 years ago.

Finding the answers involves a mix of educated guesswork and testing. In many cases, the best way to find this information is to ask people who work in the facility and are familiar with that equipment serviced by the cables in conflict.

For the more difficult cases where cables are not shown on blueprints and airport employees aren’t familiar with them, the first step is to understand who is using the cable – an airline, aviation authority, the TSA, or a telecom service provider, such as Verizon or AT&T. Finding the source of the cable may lead to someone who knows where it terminates. With the identifying information collected and recorded earlier in the project, team members can go into all the telecom rooms on the airside of the terminal and find out the location and use of the cables there by matching up those previously identified.

SPECIAL REPORT: DESIGN & BUILD

For this project, the team tracked down and categorised 150 cables.

It is time-consuming research, but an imperative step before hiring electricians and other subcontractors for the project. While those professionals can help sort out cable locations, it proves more costly and prevents them from completing the expert work they were hired to perform.

The information gathered by this early research and documentation provides a detailed scope of work that can help airport project managers solicit accurate quotes from subcontractors.

Benefits of this approach? In addition to efficient documentation because of the team’s singular focus, the largest benefit for project managers following this method is the removal of uncertainty, particularly with predictability of cost and budgeting for the project since the documentation provides a detailed plan for contractors to follow.

If all the information is available upfront, contractors can move on to the next thing if they hit a snag, mitigating unexpected downtime for owners to contend with.

Another benefit is that the data used for the initial project, once collected and catalogued, can become a library of useful information about the facility for future infrastructure projects.

Runway and concourse expansion project

While different in form, a runway expansion project at a different Florida airport faced some similar issues that required creative problem solving.

A nearly 50-year-old T-shaped terminal interfered with the planned runaway expansion. Demolition and rebuilding the terminal to accommodate the expanded runway was made challenging by the communications cables that had to be moved to the main communication room, which were running through this soon-to-be demolished terminal.

The team used the same process of tagging and categorising cables that had been successful in other projects. Slightly more efficient because all the cables were coming up from the ground, the team determined where each cable was going and communications that they accommodated.

Research showed that many of the cables belonged to AT&T, so the team worked with their engineers to re-route the cable since the service provider is the only one allowed to move their cables.

As with any large projects, co-ordination can be challenging when not regularly on-site. It can be somewhat difficult to find answers to questions, and the logistics of gathering information and then analysing that information in an off-site location puts a premium on planning and executing the work appropriately and efficiently.

For this project, like others, information gathering was the first step, and typically teams will take a first, second, and third pass through this step to thoroughly gather the data and analyse it before the actual work begins.

Analysing the data inevitably generates more questions, and with each pass and the mounting questions, logistical planning and co-ordination become vital to properly manage the scope and scale of the project.

For a small, off-site team, having a detailed planned throughout the project becomes vital to managing the schedule efficiently and effectively. A point person on the airport side also helps facilitate the information gathering process as that person can find or identify others who can be a resource for answers.

Each airport infrastructure project has its own set of challenges and creative solutions to those challenges, but the managers on those projects typically have a common goal – to effectively manage the cost and schedule and avoid delays and overruns.

Most times, those delays come not from the big items but from the small details that are often unseen until they become an issue.

Cable documentation at the start of an infrastructure project helps mitigate such issues by eliminating the unpredictable associated with moving copper and fibre optics supporting the services vital to continuous operations.

The details documented by the team provides the accurate information project managers need to scope and budget appropriately.

The more research that airport managers and their teams can do in the beginning of a project, the better informed they will be when it is time to hire contractors and make inquiries about the existing utilities.

Gathering good information is dependent on people asking the right questions who also have the experience to know what questions to ask and from whom. Airport communication infrastructure is not static, and the continuous improvements implemented in facilities that can be decades old means that there are many variables which can disrupt any part of an airport’s operations.

An experienced team not only identifies those variables, but they provide project managers with the knowledge they need to execute physical infrastructure improvements without disrupting operations more than necessary – keeping business and leisure travellers safe AW and happy.

About the author

Santiago Beron is a senior project manager with TLC Engineering Solutions. He can be reached via santiago.beron@tlc-eng.com

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SPECIAL REPORT: DESIGN & BUILD

Closing the distance Landrum & Brown’s Andy Lee, Jordan Roos and Karst Smit consider ways of shortening walking distances and passenger journey times through airport terminals.

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irport terminal typologies have evolved over the decades to respond to market, regulatory and technological developments.

Besides the evolution of aircraft dimensions, the two biggest events, deregulation and 9/11, led to the complete reconfiguration of some of the world’s larger commercial airports.

First, deregulation led to changes in airline networks that resulted in reorienting airports from serving O&D passengers to become hubs for connecting air travellers.

Second, the events of 9/11 led to the need to provide more extensive security screening of passengers and bags, which necessitated the reconfiguring and expanding of airport departure halls and outbound baggage areas to accommodate the new functions.

While all these changes occurred in response to real demands, the rush to address these challenges had the unintended consequence of increasing the distance and time passengers need to travel through airports.

This not only includes the cavernous gap between the kerb and gate for O&D passengers, but even the distances between the gates themselves for connecting passengers.

In our opinion, there are two reasons why kerb to gate walking distances have increased at US airports – the rise of hubs and new security screening requirements.

Airline deregulation and rise of hubs

The United States Airline Deregulation Act of 1978 enabled airlines to shift their business models from the traditional point-to-point networks serving O&D passengers, to hub-and-spoke networks connecting passengers through their principal airports.

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Hubs allow airlines to make routes with low O&D passenger volumes viable, by filling up the remaining seats with connecting passengers.

Examples of successful hub airports are Hartsfield-Jackson Atlanta International Airport (ATL), Dallas/Fort Worth Airport (DFW), Chicago O’Hare Airport (ORD), Frankfurt Airport (FRA), Dubai International Airport (DXB) and Singapore Changi Airport (SIN), to name a few.

At the risk of stating the obvious, hubs work more efficiently when airlines bunch their flight arrivals and departures to minimise connecting times between flights. However, the bunching of flights increases the amount of space and facilities needed to accommodate a high volume of aircraft and passengers in a relatively short period of time.

Very large hubs have complex systems such as automated people movers (APM) and expansive baggage sortation and conveyor equipment that are expensive to build, operate and maintain, and can become single points of failure when airport traffic suddenly spikes.

Security screening requirements

Airport security measures became drastically more stringent and complicated after the events of 9/11 and greatly changed the layout of the terminals and the passenger experience, particularly in the US, where it was previously possible for non-ticketed passengers to go airside.

The industry responded to the new passenger screening requirements positively, developing equipment to help expedite the screening process in less than a year. However, with the introduction of millimeter wave passenger scanners, CT bag scanners and empty tub return systems, security screening channels have become longer and wider. This has further increased walking distances and travel times from kerb to gate.

SPECIAL REPORT: DESIGN & BUILD

So, what can be done to make airport terminals quicker and easier to navigate? We believe that there are five solutions the industry can adopt to ‘close the distance’ for passengers, four of which we address below.

1. In-town check-in and door-to-door baggage services

Our perception of a long walk is largely associated with how far we must drag our bags through these facilities, particularly prior to check-in or after baggage claim.

To help enhance the passenger experience, some airports have sought to separate bags from passengers before or as they arrive at the airport, and new generation technology and infrastructure have made this service more viable.

Solutions could include express trains coupled with automated baggage handling systems, using delivery services or express parcel services to provide an independent journey for bags, and bag robots that can assist passengers with their bags in almost any part the terminal or landside.

In addition to enhancing the passenger experience, the early removal of bags also enables new opportunities for terminals, including

the integration of transit access at satellites and airside vertiports, both of which reduce the travel distance for the passenger.

2. Elimination of satellites/remote concourses

The traditional definition of a satellite is an airside concourse that is surrounded by aircraft stands to allow the maximum gating of planes.

This configuration is most efficient for connecting passengers but less efficient for O&D passengers.

Airlines have evolved their network planning to consolidate their hubs at airports that also have high volumes of O&D passengers. Airports that have lost their hub status are reconfiguring their satellite concourses to include landside facilities.

For instance, after Pittsburgh Airport (PIT) lost its USAir hub in the early 2000s, the airport authority opted to relocate the headhouse, so that it is directly connected to the formerly X-shaped satellite concourse.

This change greatly shortened the distance between ticketing, security checkpoints, baggage claim and landside amenities and gates. PIT also eliminated the old underground APM, removing the ongoing operating expenses and future replacement costs.

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SPECIAL REPORT: DESIGN & BUILD

3. Direct landside (partial) connections to satellites

Instead of reconfiguring their airfield and terminals, some airports are taking a different approach to reduce kerb to gate walking distances.

One mega-airport in China is currently exploring the introduction of direct underground landside access to its future satellite concourses.

This has become possible as rail ridership has exceeded its forecast share of demand when the airport was initially designed.

Those passengers that use the in-town terminal can proceed directly to security and Customs & Immigration (CIQ) screening in the rail station that is directly linked to these satellite concourses.

This concept could become a reality if the rail station, security and CIQ screening facilities can be added at a feasible cost, and a method to transfer bags from the in-town terminal to the outbound bag area is developed.

Direct access to the satellite concourse not only makes a passenger’s journey more convenient, but it also extends the lifespan of the existing terminal headhouse and its roadways. This approach maintains an airport’s satellite concourse configuration and improves access for O&D customers.

4. Integration of airside vertiports – advanced air mobility

Advanced air mobility (AAM) is a nascent set of emerging vehicle types and service typologies that have the potential to shorten journeys for travellers.

Indeed, airports across the globe are contemplating both landside and airside vertiport sites for Urban Air Mobility services that will accommodate a variety of Vertical Take-Off and Landing (VTOL) vehicles.

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Airports could locate vertiports within large midfield concourses – if standards for distances from active runways are promulgated and met and the facilities can be developed without becoming obstructions to air navigation.

With direct tie-in to urban centres, an AAM solution provides air passengers with an expedited connection to the airport that bypasses major pain points within the airport from parking/kerbside to the gates.

While this is an emerging mode of transportation that is still under development with technological, operational and regulatory issues to still be worked out, airports should be exploring the integration of vertiports into their facilities so that they are better prepared to engage with airlines and other emerging AAM service providers.

Thoughts for the future

Airports need to close the distance between the gates and the landside and rescale their facilities to promote greater accessibility and improve overall passenger mobility and journey times.

As overall airport traffic continues to grow and the number of elderly air travellers continues to expand, solutions that facilitate passenger journeys, such as in-town baggage check, direct access to satellite concourses and emerging travel modes such as Advanced Air Mobility AW (AAM), will make airports far more accessible for all passengers.

About the authors

The article was written by L&B’s Andy Lee, Jordan Roos and Karst Smit with contributions by Richard Barone, Lisa Schafer and Matt Lee.

SPECIAL REPORT: DESIGN & BUILD

Building back better Airport World turns the spotlight on a handful of infrastructure development projects currently taking shape or being planned across the globe.

New terminal for Kumasi Airport in Ghana

Kumasi International Airport’s new terminal is on target to open in October, 2022, and may even handle its first flights in August, if news reports from Ghana are to be believed.

British steel company, John Reid & Sons (REIDsteel) provided design, steel fabrication and supervision services for the ‘ultra-modern’ new terminal, which will initially be equipped to handle up to 800,000 passengers per annum.

REIDsteel manufactured the steel structure in the UK before shipping all the component parts more than 3,300 miles to Ghana.

It also provided the roofing system to comply with a specific noise and thermal reduction specification and the high-specification glazing, including ‘statement’ curtain-walling for the elevations of the building with solar controls to withstand extreme sunlight and temperatures.

The 12,500sqm terminal is the key project in Ghana Airport Company Limited’s €125 million upgrade of the airport.

REIDsteel commercial director, Tim Cook, said: “It is a privilege to be involved in such a landmark development which will help transform the region, boost the local economy, help open up this region of Ghana to international travel and place Kumasi on the map as one of the premier international aviation hubs in west Africa.

“The terminal has an ultra-modern design and is looking stunning already. The finished development will be among the newest and most state-of-the-art in Africa.”

The redevelopment, which is being built by Contracta Construction UK Limited, also includes car parking, roads and an extension of the runway from 1,981 metres to 2,300 metres to allow it to accommodate larger aircraft.

In facts and figures, the construction of the terminal involved the use of 350 tonnes of steel, 7,000sqm of roofing and 3,500sqm of glass, with the largest glazing units weighing more than 300kg each.

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San Antonio’s new Terminal C

San Antonio International Airport’s new Terminal C is a step closer to reality following the news that Corgan has been approved to provide planning services for the Terminal Development Program and its enabling projects.

The international architecture and design firm’s services will lay the groundwork for Terminal C, which is expected to be completed by 2028.

Corgan and its project partners – which include San Antonio’s Lake Flato Architects and airport/transportation planners from Kimley-Horn – will develop the Program Definition Manual (PDM) which will be used as the basis for the new facility.

In terms of its involvement in the project, Corgan’s services include architectural concept design for key components of the Terminal Development Program that will allow environmental reviews to begin immediately.

Corgan notes that a top priority for its team is to ensure that visitors know that they are landing in San Antonio and not any generic airport.

“The San Antonio region has a rich history and diverse culture, and the airport’s passengers deserve a quality experience that embraces this sense of place,” said Corgan principal, John Trupiano.

“We will be creating memorable, positive brand equity while enhancing the functionality and operations. We are excited to bring our people-centric design principles to this project.”

The contract will serve as the kick-off for the new Terminal C facility and its enabling projects, with Corgan’s services allowing environmental work to begin earlier than projected when the City Council approved the Strategic Development Plan in November 2021.

“Planning for the continued growth and demand in the San Antonio region continues to be our focus,” said Jesus Saenz, director of airports at the San Antonio Airport System.

SPECIAL REPORT: DESIGN & BUILD

“This firm is committed to assisting us in making important decisions now that will allow us to stay on schedule and budget throughout the next five years.”

Zurich Airport’s new Dock A

Zurich Airport’s planned new Dock A will be largely built from locally sourced wood, which according to the Swiss gateway will set new standards in terms of the sustainable development of terminal buildings.

The airport has chosen to go with an innovative design by the Bjarke Ingels Group (BIG) with the support of HOK, 10:8 Architekten, engineer Buro Happold, timber experts, Pirmin Jung, and aviation consultant, NACO. The new Dock A will boast Schengen and Non-Schengen gates, airside retail, lounges, offices, a new air traffic control tower and an extension of the immigration hall.

“The ‘Raumfachwerk’ [space framework] proposal was the most impressive in terms of sustainability, operations and the economic aspects, but also from an urban planning and architectural point of view,” says Andreas Schmid, chairman of the Board of Directors of Flughafen Zürich AG. “The name says it all: Space and structure get fully integrated and result in a highly functional and flexible design. The backbone of the project is formed by a structure that is not just load bearing, but defines and adapts the space, creates a unique atmosphere, and provides a distinctive identity true to its place and era.”

Located adjacent to the existing Airside Center and Terminal 1, the new Dock A will be built predominantly from sustainable wood on the passenger levels, which operator, Flughafen Zürich AG, says is unique for a terminal building of this size.

It notes that the whole surface of the new dock’s roof and the dock base will be used for photovoltaics, covering around two thirds of the dock’s annual electricity requirement, making a major contribution to the airport’s ambitious CO2 reduction strategy.

BIG’s founder and director, Bjarke Ingels, says: “For Zurich Airport’s new Dock A, we tried to meet the complex global challenge of CO2 reduction with the simplest possible solution: A space framework made of solid timber that is structure, spatial experience, architectural design and organising principle all in one.

“The simple yet expressive design – rooted in tradition and committed to innovation – embodies the cultural and natural elements of Swiss architecture.”

Construction of the new Dock A project, which has a price tag of around €712 million, is set to start in 2030.

Helsinki Airport to centralise key operations in a single terminal

Finnish airport operator, Finavia, has centralised the check-in, security controls and baggage claim activities into a single terminal at Helsinki Airport.

“We are turning over a new leaf in the history of Helsinki Airport, as departing and returning passengers will henceforth be served in our new, magnificent terminal,” enthuses airport director, Ulla Lettijeff.

“Passengers will no longer need to think about which terminal they will arrive at or depart from at Helsinki Airport.”

With a single terminal, Finavia believes that getting around the airport will also become easier for those who meet or escort passengers.

It is now possible, for example, for cars and taxis to drive directly in front of the main doors to drop off passengers.

There is lift access from the train station and the new parking garage P1/P2 to the terminal. The other car parks and the short-term parking for people picking up passengers are also just a few minutes’ walk from the main doors of the terminal.

The bus station and the bike parking area are also right in front of the entrance doors to the terminal.

Terminals 1 and 2 and the corridor connecting them will be taken out of use. The old departure and arrivals halls will be closed and converted into passenger and staff areas.

“The last time Helsinki Airport operated in one terminal was almost 30 years ago. At that time, the terminal in use was the first actual passenger terminal that opened in 1969 and was later expanded in 1983,” says Lettijeff.

“Our nearly 10-year development programme is nearing completion.

Work at Helsinki Airport will be finished next year, when a new baggage claim hall will be put into service.”

Lettijeff adds that the new facilities put Helsinki Airport in a strong position to build on the achievement of becoming carbon neutral five years ago. “Our climate work continues.

Next, we are aiming for zero emissions,” she says.

AW

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SPECIAL REPORT: DESIGN & BUILD

Fuel for thought Airports need to get hydrogen ready now to help the industry meet its net zero targets, writes Jacobs’ Andrew Gibson and Elizabeth Leavitt.

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irports worldwide continue to make significant progress in reducing their carbon emissions, but without decarbonising aircraft, overall reductions from the aviation sector will be limited.

It is therefore no surprise to report that the aerospace industry is working hard to find solutions to the problem, primarily through the design and the development of new aircraft and methods of propulsion.

While rapid progress continues in the development of sustainable aviation fuel (SAF) and battery-electric propulsion, hydrogen is also being explored as a potential zero carbon-emission fuel of the future.

Indeed, research into the use of hydrogen continues to gain momentum, with projects such as the Aerospace Technology Institute’s FlyZero programme in the UK and the Airbus ZEROe initiative demonstrating realistic feasibility.

As such, commercial aircraft powered by liquid hydrogen are expected by the mid-2030s, with smaller gaseous hydrogen-electric fuel cell aircraft potentially in operation within the next few years.

In the future, multiple complementary technologies and fuels will likely be operated in parallel at most airports. However, without knowing if or when new aircraft will be introduced, airport owners face the challenge of preparing for multiple and uncertain future scenarios.

Airports may feel there is little they can do to plan for future fuels like hydrogen, with no choice but to act reactively as aircraft technology develops.

However, infrastructure and investment planning are needed today to enable the effective operation of hydrogen in the future.

Early planning and implementation of compatible infrastructure offers airports sustainability and resilience, positioning them to capture new carriers and route connections as airlines move towards the use of new technology.

An effective roadmap, like that presented by FlyZero, can support an airport’s ambitions to plan for future hydrogen use. However, to ensure future viability, airport operators need to find certainty within uncertainty, identifying ways to encourage the implementation of decarbonisation technologies in advance of their use for aircraft propulsion.

Airports can begin preparing by considering early adoption for their own and other stakeholders’ use, such as by handling agents, transport providers, local industry and freight distributors.

By early adoption that stimulates an integrated hydrogen ecosystem, airports not only prepare for the eventual use of hydrogen as an aircraft fuel but also become catalysts to support wider decarbonisation initiatives.

In addition, the certainty of demand that this ecosystem provides allows longer-term investment in infrastructure, knowing that there will be a positive return on investment.

In the US, the government has highlighted hydrogen among the solutions needed to provide clean power and decarbonise energyintensive industries. The new Infrastructure Investment and Jobs Act includes $9.5 billion in investment for hydrogen with an aim to “reduce costs, make new breakthroughs, and create jobs for Americans”.

Specific to aviation, several companies are looking to change the flight landscape in the US with the aim to make hydrogen-electric powered aircraft commercially available by as early as 2024.

Looking to the future, it is expected that low-carbon hydrogen production in North America will nearly triple by 2030, reaching 1.4 million tons per annum.

This strong developing hydrogen economy in North America, mirrored globally, provides an opportunity for the aviation industry to build partnerships within the wider ecosystem, including government, airlines, hydrogen providers, transportation, cargo, and local businesses.

This ecosystem will benefit both aviation and other industries looking to decarbonise and can support aviation in becoming a catalyst for decarbonisation.

For further insight, the Jacobs report Airports as Catalysts for Change discusses the need for airports to proactively prepare for the future and builds on the ATI FlyZero report Hydrogen Infrastructure and AW Operations, Airports, Airlines and Airspace.

About the authors

Andrew Gibson is Jacobs’ global solutions director for aviation and Elizabeth Leavitt is the company’s principal for climate response.

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SPECIAL REPORT: DESIGN & BUILD

Better by design

HOK’s regional leader of aviation and transportation, Keith Hui, and director of strategic consulting, David Tomber, share their thoughts on how better design can maximise an airport’s return on investment (ROI).

D

esign education and practice emphasise the importance of achieving design vision, functional requirements, construction budget and schedule. However, these ubiquitous project objectives can limit the opportunities inherent to the design process.

Design has the power to influence far beyond construction completion, and equal emphasis needs to be placed on the long-term outcomes of design decisions. These outcomes play a significant role in operation and maintenance costs, financial health, environmental stewardship, and occupant wellbeing through the life of the building.

Airports are large complex facilities where design has a considerable influence on terminal development and its operating life, enabling many opportunities to increase return on investment (ROI) by maximising revenue generation, lowering total cost of ownership (TCO), reducing carbon emissions and enhancing the customer experience.

Airport owners can quantify these opportunities to make informed design decisions that have a positive impact on their facilities and generate a long-term ROI.

Maximising revenue generation

These days, non-aeronautical revenue represents a significant part of an airport’s operating income and is closely associated with the traveller experience.

Within the airport terminal, revenue sources include retail, food and beverage, passenger amenities and advertising. Increasing sales and maximising passenger spend depends on a range of factors.

The most obvious are product and service, but the factors that design can influence are visibility, traffic, and time.

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Architects can work with airport owners to design terminal concessions layouts that maximise passenger foot traffic at storefronts.

These designs can utilise spatial volumetrics that enhance storefront visibility and increase sales, supporting revenue generation.

If the average passenger spend at a US airport ranges from $8 to $20, an increase of a few dollars could potentially equate to tens of millions of dollars of additional revenue over the long-term, depending on annual enplanements.

Time is a factor unique to all transportation facilities, but airports likely present the most time-restrictive and stressful environments.

Design that makes it quick and easy for passengers to get to their departure gates in effect increases the amount of leisure time they have at the airport, thereby increasing dwell time and foot traffic that will ultimately contribute to revenue increases.

Lowering the total cost of ownership

A common challenge in major capital programmes, such as new terminal developments, is neglecting to consider the entire asset lifecycle prior to capital investment.

The initial investment often represents less than 25% of the total lifecycle cost, and airports often miss the opportunity to develop a cost-effective approach before they commence with the capital delivery phase.

That missed opportunity typically contributes 5% to 10% to the initial capital costs and can impact the lifecycle cost by over 40%.

Planning, design and construction management all play critical roles in a capital delivery programme, but none of them focus on providing an effective lifecycle ownership strategy that includes data management, financial depreciation strategies, asset reliability and capital investment value maximisation.

SPECIAL REPORT: DESIGN & BUILD

Collectively, those four elements of the asset portfolio offer significant opportunities to reduce initial capital demand, while reducing TCO over the life of the asset.

With 75% of the TCO occurring after an owner has taken possession of a new asset, standards that reduce the lifecycle cost (lowering the owner’s annual obligations) without increasing the first cost provide an additional ROI that can be established during design and then realised through lower resource costs on an annual basis.

Reduce material use and carbon emissions

The world today is facing broad and complex challenges that threaten every aspect of our lives. According to the latest Intergovernmental Panel on Climate Change (IPCC) report, the time for climate action is now.

Building design plays a crucial role in mitigating and adapting to climate change through sustainable and resilient design. Energy efficiency, reduced use of materials with a right-sized terminal footprint and other sustainability strategies help conserve resources and reduce carbon emissions.

Studies have shown that the built environment generates 50% of annual global carbon emissions. With the total global building footprint expected to double within the next 40 years, strategies to maximise space efficiency by ‘right-sizing’ the programme to minimise its footprint are critical.

Unlike operational carbon, which can be reduced over time with efficient energy design and renewables, embodied carbon emissions are locked in place as soon as a building is built.

Achieving zero-carbon emissions requires us to reuse, reduce and sequester materials. High-impact materials such as concrete, steel and aluminium account for almost 25% of total global carbon emissions.

Architects and engineers can design, construct and evaluate terminal projects holistically to achieve a zero-carbon, equitable and healthy built environment for airport operators, passengers and their communities.

Enhancing customer experience

JD Power surveys airport passengers on an annual basis and provides results to the public in the form of a JD Power Circle score rating from 1 to 5, with a rating of 5 being best.

Using publicly available FAA CATS data (Certification and Activity Tracking System, forms 126 and 127), the scatter plot graph

above illustrates the relationship between each airport’s JD Power Terminal Satisfaction score and a benchmark metric (asset management FTE budget/total asset management budget).

Out of the 12 airports that received a score of 4 (better than most) or 5 (among the best), 11 of them spent at or above the median, from a database of 30 airports in North America.

These airports spent a higher percentage of their asset management budget on internal asset management employees.

This ensured a better customer experience in areas such as frequently cleaned restrooms; regularly emptied trash; less frequent breakdown of elevators, escalators and moving walkways; operable HVAC, lighting, electrical outlets, and Wi-Fi; clean windows, walls and floors; and roofs that do not leak.

Potentially, these airports could respond to issues in public areas of the terminal quicker and with greater flexibility.

A correlation can be made between a higher level of satisfaction and higher passenger spending on concessions due to an enhanced customer experience.

In closing, the influence that design has on ROI for airport development projects is often overlooked but it is extremely significant – especially when compounded over multiple years.

Since airports play the long game, it is critical that designers and airports consider initial costs in relation to measurable long-term benefits.

Airports can maximise ROI through asset management and excellence in terminal design.

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CUSTOMER SERVICE

Exceeding expectations

Kraków Airport’s director of aviation and commercial services, Paweł Galiak, tells us more about the gateway’s award winning customer service strategy.

How proud are you of Kraków Airport’s success in ACI’s ASQ programme, and what does it mean for the airport, because success doesn’t happen overnight, does it?

That’s true. We have achieved success thanks to hard work, determination, professionalism and the constant commitment of Kraków Airport’s staff. Each day brings new challenges and we are happy to face them. There are also failures, which are the best lessons to learn from. Thanks to the participation in the ASQ programme, we have a unique opportunity to strive to be the best regional airport in Poland. But the greatest reward is the appreciation of our efforts by our passengers, whose satisfaction is reflected in every award or distinction.

If we start with the basics, what is the airport’s customer philosophy, and it is possible to highlight the main goals you strive to achieve?

A customer service philosophy is the starting point to develop an effective customer service team and to improve the customer experience. Excellent customer service comes from a synergy between the airport’s ability to satisfy its customers’ needs and the customers’ perception that their needs and expectations are well met. And none of it can happen without properly embracing the employee experience.

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This is particularly challenging in an airport environment where, although different stakeholders deliver the services, the customer often recognises the airport operator as accountable for the level of service provided airport-wide. A solid philosophy empowers team members and sets a foundation for a proactive customer-first strategy that must be embraced by all entities interacting with passengers at the airport.

Having a shared understanding keeps your entire team focused on the same goal. Regardless of who the customer interacts with, they will experience quality service that reflects our company values.

How important is good infrastructure such as new terminals or modernised older facilities to enhancing the airport experience for passengers?

This is critical and we have experienced that in the last decade. The airport can complement a great travel experience by making it easy for customers to make their way through the passenger path. It also provides good opportunities to eat, shop and relax along the way. An airport that elevates the passenger experience while maximising revenue potential can succeed in the long-term. That is why airport infrastructure and the surroundings are important – roads, parking spaces, pavements and transit facilities. They are often the first things that passengers experience and that make a big impact, and a lasting one, on first impressions.

CUSTOMER SERVICE

Is embracing digitalisation and new technology playing a key role in your customer service strategy?

Yes, digitalisation and new technology are important in our customer service strategy. We are constantly putting the customer at the centre of our airport’s strategy. Today, customers expect relevant content in relation to what they’re doing anytime, anywhere and in the format and on the device of their choice. It’s their journey that dictates our strategy.

And in order to keep up with this new kind of “always-connected” customer, we must embrace technology to deliver an unmatched customer experience.

Are we in danger of forgetting the important role people play in the provision of customer service excellence, and what are you doing to ensure that this doesn’t happen at Kraków Airport?

The human factor is crucial in customer service. For example, you can design an impressive terminal building with great amenities and the best self-service technology on the market, but interaction with staff is often the thing that makes the biggest impression with customers. After all, staff are invariably the ones who help passengers address the various challenges they face while at the airport. So, it’s important to be aware of the role your employees play in defining that impression.

Kraków Airport focuses on customer service by employing qualified personnel, training them and improving their competencies and commitment to their daily duties.

How does your customer service philosophy reconcile with LCCs like Ryanair and Wizz Air who generally want the minimum of facilities and services in order to keep their costs down?

In the past, airlines created the idea of a customer experience that is closely tied to the quality of inflight services. In recent years, as the airline industry has become more price competitive and air travel has

become more accessible, many airlines have prioritised profit over customer service. The rule is clear – you will pay little, but in return you will receive a minimum service. As a result, airports are not just infrastructure providers today. They have become sophisticated and complex businesses where customer experience becomes one of the most important tools for influencing competitiveness between airports.

Can you give us some examples of customer service excellence that you believe helped Kraków Airport do so well in last year’s ASQ Survey?

There are many examples – good management of the airport with a strategy focused on the customers and their needs. In recent months, in particular, being able to respond quickly and adapt to new challenges has been important. But what makes the customer service experience truly stand out is the human element. Employees are humans and customers/passengers are humans as well. When they need assistance, they need it from someone who has the ability to understand, help and react in a proper manner. Great service creates value. It is not a change of the working model but a change of the mindset that ultimately benefits us through our service. And that’s what our staff are like. Always ready to help, create something valuable, always smiling and focused on the needs of passengers.

Can you tell us why you consider ACI’s ASQ programme invaluable to Kraków Airport?

Kraków Airport has continuously participated in ACI’s Airport Service Quality programme since 2007. The main benefit the airport gets from ASQ is a clear understanding of our customers’ needs and expectations.

Based on our ASQ results we are able to identify which areas of passenger perception are rated lower and how we should prioritise further steps, including infrastructure modernisation, in developing the

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CUSTOMER SERVICE

passenger experience. It is also a great tool to check and self-assess activities undertaken by the airport in the past (previous quarters, years) and their impact on passenger satisfaction scores.

ASQ members also get access to the results of other airports taking part in the programme, hence it also helps to benchmark our services against different airports and understand market trends in the industry.

What would you say to those airports that are thinking of joining the ASQ programme?

I would say “do it”! The ASQ programme provides comprehensive customer and employee surveys, benchmarking tools, and advisory services to promote airport excellence worldwide. This is a really great way to find out more about your business. From our perspective, we get to understand about passenger expectations in a simple and accessible way, which allows us to manage and deliver the best experience to our clients and strengthen our competitive position.

What do you hope to gain from Kraków hosting this year’s Customer Experience Global Summit?

Kraków Airport operates in an interconnected system with many other institutions and facilities serving tourist traffic in the region.

Kraków Airport is not only a direct employer for over 5,000 people, but it also provides indirect employment for over 50,000 people co-operating with the airport. In 2019, the region of Małopolska was visited by 3.5 million foreign tourists, 1.9 million of which chose to fly by air. Their visits bring tangible benefits for the region’s economy.

We hope that all those visiting Kraków for the ACI Customer Experience Global Summit and accompanying international media coverage will contribute to building an even stronger brand of Kraków and Małopolska around the world.

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In terms of traffic, where is Kraków in its recovery from the global pandemic and is it possible to predict when passenger numbers could return to 2019 levels?

In the second quarter of 2022, Kraków Airport handled almost 92% of the traffic recorded before the pandemic, so, we are very close to a full recovery. However, we see a lot of uncertainties on the horizon. Our forecast for the year projects that we will handle around 5.4 million passengers in 2022 (65% of 2019 traffic).

Having said that, if you take into account the enormous pent up demand for air travel that we are experiencing right now and also the geopolitical tension combined with economic instability, we must envisage all possible scenarios.

Looking to the future, what is the timescale now for the construction of your new runway and new cargo terminal?

Decisions to start new investments at Kraków Airport are always founded on thorough, regularly updated air traffic reviews and forecasts. We are implementing the Master Plan approved by the Ministry of Infrastructure in November 2018 in stages.

The pandemic did affect the work schedule, but it did not stop the work.

Currently, we are extending the airport apron, a project worth PLN133 million and scheduled to be put into service in 2023. The cargo terminal has already gone through the formalities required to obtain the necessary permits.

The new runway is a key investment included in Kraków Airport’s Master Plan. The project is crucial as it will equip the airport for future, long-term growth. We are currently waiting for the final necessary formal, legal and environmental decisions to be completed, including its environmental approval, and then it will be possible to take the next step with the project.

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SUSTAINABILITY

The future is green

Airport World reports on a handful of sustainability news stories making headlines across the world this summer.

Encouraging progress at ICAO talks in Montréal

The aviation industry says progress towards a long-term climate goal for the global air transport sector took a significant step forward at July’s High-level Meetings in Montréal organised by ICAO to reach an agreement on a Long-term Aspirational Goal (LTAG) for CO2 emissions reductions, aligned with the Paris Agreement 1.5°C goal and the industry objective of net zero carbon emissions by 2050.

Haldane Dodd, executive director of the cross-industry Air Transport Action Group (ATAG), said: “The aviation industry has agreed a goal of net-zero carbon by 2050 and reaffirmed the importance of that common objective.

“These negotiations are challenging as the different approaches of States are explored. But the effort to come together around a common goal of net-zero has been encouraging and lays the groundwork for fruitful discussions at the ICAO Assembly later this year.

“Aviation decarbonisation is a huge challenge that needs investment and innovation from the industry, but also a co-ordinated approach with ICAO and its Member States to set the appropriate policy frameworks required for success.”

The aviation industry reminded delegates of the importance for ICAO and Member States to work on emissions reduction objectives through a global approach with co-ordinated policies.

This, says ATAG, will allow the timely certification of new aircraft and fuels as well the updating and development of relevant ICAO standards for innovative aircraft technologies, new types of operations conducive to emissions reductions, new fuels and cleaner energy sources and support for timely delivery of any necessary changes to airport and energy supply infrastructure.

July’s meeting was a precursor to the discussions which will take place in September and October in Montréal.

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Queen Alia achieves ‘Transition’ status in ACI’s Airport Carbon Accreditation Programme

Airport International Group (AIG) has announced that Jordan’s Queen Alia International Airport has become the first gateway in the Middle East and one of only 21 in the world to achieve Level 4+ ‘Transition’ status in ACI’s Airport Carbon Accreditation programme.

The Amman gateway notes that it was awarded the certificate following a “rigorous review of its carbon management processes”, which it says aligns with global climate goals to reach a net-zero carbon status by 2050.

It has established a road map to reduce CO2 emissions from fuel and electricity consumption and the ongoing responsible compensation of residual CO2 emissions under its control in line with the global airport industry’s response to climate change.

“Since 2013, Queen Alia has been setting an example of what it means to be a climate-friendly airport and has been the first in the Middle East to achieve ‘Neutrality’,” enthused AIG CEO, Nicolas Claude.

“Such a proud feat is instrumental in highlighting not only Queen Alia, but also Jordan, on the global aviation stage. Given the deliberate industry-wide shift towards environmental best practices, we at AIG are keen on building an even more sustainable and responsible international airport.”

ACI Asia-Pacific’s director general, Stefano Baronci, said: “By becoming the second airport in Asia-Pacific and the Middle East region and the first in the Middle East to achieve Level 4+ status, Queen Alia International Airport is firmly positioning itself as a pioneer in carbon management.

“It is an impressive accomplishment in an era of unprecedented challenges for the aviation industry. The fact that airports, regardless of their size, are demonstrating strong commitment to operate in a more sustainable way to protect the environment is indeed a very positive sign.”

SUSTAINABILITY

Electric vehicle grant for Massport

Boston Logan operator, Massport, has received a grant from the Massachusetts Clean Energy Center (MassCEC) to support its plans to facilitate the transition to more electric vehicles (EVs).

Massport admits that getting more passengers to use electric vehicles will be an important step if it to achieve its goal of becoming net zero by 2031.

The grant comes from MassCEC’s Accelerating Clean Transportation for All (ACT4All) Program. ACT4All aims to equitably increase access to clean transportation across the Commonwealth, reduce emissions in overburdened areas, and build effective community partnerships.

“Offering EVs through rentals and rideshares will catalyse the adoption of EVs and help us achieve our clean transportation and emissions reduction goals,” said MassCEC CEO, Jen Daloisio.

“The growing deployment of EVs at Logan Airport and accompanying infrastructure will both help to educate consumers and begin to reduce emissions in surrounding communities. MassCEC is proud to support this innovative programme.”

In 2019, there were more than 1.3 million rental car transactions at Logan and 2022 is trending to near one million transactions. Today, passengers at Logan can rent more than 200 EVs from the Rental Car Center or choose an EV option from Uber or Lyft.

The demand at Logan Airport for more EV charging both landside and airside continues to increase. Massport has more than 40 landside chargers available for the public spread across the airport’s parking garages and Ride App and taxi pools. These chargers are funded through Massport’s capital budget as well as grant funding.

For those driving their own EV to Logan, there are 173 hybrid, electric, and alternative fuel only parking spaces available and charging ports are located conveniently near the terminals with no cost for electricity use.

Massport is also working to transition its own fleet to EVs, and recently ordered two electric Ford F-150 trucks and two electric Ford Transit vans for use at Logan Airport.

“The MassCEC grant will help us prioritise our ongoing efforts to expand electric vehicle availability at Logan Airport,” said Massport CEO, Lisa Wieland.

“Reducing the emissions created at Logan is not only good for the environment, it helps us to be a good neighbour to surrounding

communities, while providing our passengers with the sustainable transportation options they desire.”

Brisbane accelerates net zero target by 25 years

Brisbane Airport (BNE) has announced its intention to become a net-zero gateway by 2025 – 25 years earlier than previously intended.

“BNE is more than an airport. We are a sustainability leader. We want to create a world-leading Airport City that future generations can be proud of, because of how we acted today, to protect the community of tomorrow,” said Gert-Jan de Graaff, CEO of Brisbane Airport Corporation.

“This is not a new concept for us. We’ve been on this journey for 12 years, but now we are hitting fast-forward to reduce our impact on the planet.”

The accelerated 2025 net zero target relates to Scope 1 & 2 activities, which includes emissions from electricity and fuel consumed by BAC. To achieve net zero (scope 1 and 2) by 2025, BAC has committed to transition to 100% renewable energy, purchase all-electric fleet vehicles and develop an onsite carbon removal project within its Biodiversity Zone.

It has allocated 285-hectares to preserve and maintain biodiversity on site, and to act as an improved carbon removal asset. By 2030, BAC is also committed to 50% use of recycled water, and zero waste to landfill.

BNE is a signatory to the global Clean Skies for Tomorrow initiative.

As such, BAC has committed to working with more than 100 other airports, airlines, fuel suppliers and industry stakeholders to put the global aviation sector on the path to net zero emissions by accelerating the supply and use of sustainable aviation fuel (SAF) to 10% by 2030.

Recently BAC also became a signatory for the Mission Possible Partnership (MPP) Aviation Transition Strategy. The aviation sector through this MPP is activating an alliance of global partners to supercharge the decarbonisation of the industry.

“We want passengers to know that when they’re travelling through Brisbane Airport, we are doing everything possible to ensure they are having the lightest touch on planet earth possible,” noted de Graaf.

“As we plan for the future, our decisions are based on protecting the environment, growing responsibly, and supporting our communities.

We know we are on a green and gold runway to the 2032 Brisbane Olympic and Paralympic Games. Without the green, there is no gold.” AW

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Open for business The latest news and views from ACI’s World Business Partners.

Smart glass at Phoenix Sky Harbor

WBP NEWS WBP profiles Autogrill Europe SpA

Membership region: Europe Type of business: Retail & Commercial W: www.autogrill.it Autogrill operates food and beverage concepts and retail services in more than 90 airports. The list includes 19 of the 20 largest hubs in the USA, among which are Hartsfield-Jackson Atlanta, Chicago O’Hare and Los Angeles. The main location in Europe is Amsterdam Schiphol. Autogrill’s other airport operations are in Zurich, Athens, Basle, Milan, Rome, Naples, Bologna, Turin and the recently added Marseilles. The Marseilles Provence Airport contract marks the company’s first foray into the French airport F&B market.

Evolv Technology

View has installed its smart glass technology in the new Eighth Concourse at Phoenix Sky Harbor International Airport’s Terminal 4.

Opened on June 20, the 275,000-square-foot expansion is enclosed with floor-to-ceiling View Smart Glass, which allowed the architectural design team of Corgan and SmithGroup to ensure that it makes maximum use of natural lighting and offer some picturesque views.

The glass uses artificial intelligence to automatically adjust in response to the sun, maximising access to daylight and outdoor views while blocking heat and glare to optimise passenger comfort and reduce energy consumption from lighting and HVAC by up to 20%.

“We designed the Terminal 4 expansion to enhance the travel experience and reduce the airport’s environmental impact,” said Chad Makovsky, PHX’s director of aviation services for PHX. “View’s innovative technology directly supports both goals by improving passenger comfort while reducing energy demand.”

View notes that in a study on natural light and the airport experience, passengers who boarded at gates with View Smart Glass were 68% more likely to report a higher satisfaction rate and rated the airport as 33% more modern, efficient, bright, and comfortable.

A similar study on daylight and views found that seats at gates with View Smart Glass were 15 degrees cooler than those with traditional windows, boosting passenger comfort levels and encouraging them to spend more time and money at restaurants, bars, and shops within the airport.

WFS to operate cargo terminal at Bengaluru’s Kempegowda International Airport Global air cargo logistics provider, Worldwide Flight Services (WFS), has been awarded a 15-year license to operate its first cargo handing operation in India at Bengaluru’s Kempegowda International Airport (BLR).

As a result of the agreement with Bangalore International Airport Limited (BIAL), from May 2023, WFS will be responsibible for the development, operation, management and maintenance of one of the cargo terminals at India’s third-largest gateway for international import and export cargo.

WFS will also operate and invest in the expansion of Bengaluru Kempegowda’s dedicated Cold Chain Facility in conjunction with BIAL, initially doubling its capacity to 80,000 tonnes per annum before increasing to a throughput capacity in excess of 150,000 tonnes per annum, post completion of phase 2.

Membership region: North America Type of business: Security W: www.evolvtechnology.com Evolv Technology aims to change how the security industry works by creating solutions that address and adapt to the mass casualty threats of today’s increasingly dangerous world.

Evolv’s Mosaiq Platform provides a first-of-its-kind solution, integrating real-time video surveillance, walkthrough firearm and explosive detection, facial recognition, and security analytics.

Ricondo & Associates

Membership region: Europe Type of business: Consulting & Management W: www.ricondo.com Ricondo & Associates, Inc is a full-service aviation consulting company specialising in working in support of airport owners and operators, airlines, and federal and state agencies. Since its inception in 1989, R&A has been dedicated to solving the challenging problems facing the airport and airline industries. The company is owned and operated by its senior officers and has no other business interest except airport and aviation consulting.

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HUMAN RESOURCES

PEOPLE

matters The times, they are a changin’…

Dr Richard Plenty and Terri Morrissey reflect on how we need to design and build airport workforces for a changing, yet uncertain future.

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ave you ever noticed how people, generally, seem to prefer to ‘to get on with things’ and take immediate decisive action rather than think things through and plan ahead?

In an uncertain world, perhaps that’s not surprising. It’s difficult enough sometimes to know what’s going to happen in the next week, let alone the next year or two. Taking action reduces uncertainty and makes us feel more in control.

And for most of us, life is very busy. There isn’t much time to pause, take a step back and reflect before we act.

Indeed, Stephen Pinker, the Canadian American cognitive psychologist and author points out that human beings have evolved to cope with ‘proximal’ rather than ‘distal’ issues – to deal effectively with immediate challenges rather than focus our energies on a hypothetical future.

Unfortunately, in a rapidly changing and uncertain world, a narrow, short-term operational approach has its limitations. Decisions which seem to be obvious at the time may not look so sensible as circumstances evolve and the environment shifts.

For example, airports that focused solely on workforce cuts over the pandemic to reduce costs, now find themselves without enough skilled and experienced people to take full advantage of the recovery.

In this context, it was interesting to see a recent report published in June 2022 on ‘The Future of the Airport Workforce’, which takes a more strategic approach to workforce planning.

The report, prepared by ACI-NA in collaboration with 4QD Strategy Consulting LLC, focuses on North America, but is of general relevance to the whole sector. The report describes some of the major trends impacting the airport workforce – rapidly developing technology, demographic changes, generational shifts in attitudes and values, hybrid working and increasing competition.

The pandemic has accelerated the changes that were already underway and has led to people rethinking their attitudes to work.

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AIRPORT WORLD/ISSUE 4, 2022

The skills and competencies needed for success are changing. Specialised technical expertise, particularly in IT but also in skilled trades, will continue to be essential – and are already in short supply.

However, most of the biggest skill gaps longer-term will be in the ‘soft skills’ required to build the agile and flexible workforce needed to work successfully in a rapidly changing, digitised, customer-focused environment: • Intellectual: strategic thinking and future focus, problem solving and resolution, critical thinking, digital fluency • Relationships: building interpersonal and cross functional connections and relationships, influencing without formal authority • Personal: leadership behaviour at all levels, agility, resiliency, flexibility and versatility At the moment, training and development in soft skills is principally focused on current and emerging leaders. But the report goes further, arguing that given the fundamental changes taking place in the airport environment, these skills need to be developed much more systematically, at a much greater scale, and cover all levels of the general airport population.

We agree with this approach. But it won’t be easy. Our experience is that the term ‘soft skills’ is a misnomer. They are generally ‘hard’ to develop, requiring not just training courses, but on the job coaching, mentoring and support to help people learn what it means to put them into practice in an operational environment.

It will need investment in people on a larger scale than up to now as well as sustained sectoral leadership commitment.

It seems somewhat ironic that the most important immediate lesson we can learn from the pandemic is the need to take a longer-term perspective.

H.E. Jamal Salem Al Dhaheri is the new managing director and CEO of Abu Dhabi Airports, his brief being to “continue the journey of success” achieved by predecessor, Shareef Hashim Al Hashmi.

Keith Brune will serve as the new interim CEO of Philadelphia International Airport until a permanent replacement can be found for Chellie Cameron, who left the role this summer to become the new president and CEO of the Chamber of Commerce of Greater Philadelphia.

Derek Provan, chief executive of AGS Airports, which owns Aberdeen, Glasgow and Southampton airports in the UK, has announced that he will step down from his position next year. Provan, who joined AGS in April 2018, has taken the decision to step away from his executive role to pursue non-executive opportunities after 25 years in the aviation industry. He has agreed to remain in post until March 31, 2023, and will assist the AGS Board with the transition as it starts the process of appointing a successor.

Greater Toronto Airports Authority (GTAA) has announced that both chief financial officer, Ian Clarke, and vice president of airport development and technical services, Pat Neville, are to retire at the end of the 2022.

About the authors

Terri Morrissey and Dr Richard Plenty are directors of This Is…, authors of the book, Uncertainty Rules? Making Uncertainty work for you, and run the ACI World Airport Human Resources Programme. Contact them at info@thisis.eu

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