Airport World, Issue 5, 2021

Theme: Planning & Design Airport reports: Bengaluru Kempegowda Special Report: ACI-LAC’s recovery from COVID Plus: Data sharing, People matters & WBP news

Planning & Design: In it for the long-haul Volume 26 – Issue 5, 2021 www.aci.aero

OPINION ;OL THNHaPUL VM [OL (PYWVY[Z *V\UJPS 0U[LYUH[PVUHS

Airport World Editor Joe Bates +44 (0)1276 476582 joe@airport-world.com Design, Layout & Production Mark Draper +44 (0)208 707 2743 mark@airport-world.com Sales Directors Jonathan Lee +44 (0)208 707 2743 jonathan@airport-world.com Gary Allman +44 (0) 7854 239 426 gary@aviationmedia.aero Advertising Manager Andrew Hazell +44 (0)208 384 0206 andrewh@airport-world.com Subscriptions subscriptions@aviationmedia.aero Managing Director Jonathan Lee +44 (0)208 707 2743 jonathan@aviationmedia.aero

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Building back better Editor, Joe Bates, reflects on the importance of the sustainable development of the world’s airports.

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he recent Global Sustainable Aviation Forum hosted by the Air Transport Action Group (ATAG) once again drew attention to some of the key environmental and economic challenges facing airports, and the need to address them now, and going forward, to ensure aviation’s licence to grow.

Two significant developments at the ATAG event were the transport sector’s declaration of intent to achieve net zero carbon emissions by 2050 and the publication of Waypoint 2050 outlining credible paths for the industry to follow to ensure that it meets this long-term climate goal.

If all goes to plan, net zero will be reached through a combination of climate action initiatives. This includes supporting new aircraft technologies, such as hydrogen and electric, as well as improvements in operational efficiency and infrastructure.

The acceleration of the production and uptake of sustainable aviation fuel (SAF) is expected to play a major role in reducing the climate impact of aviation. Furthermore, any outstanding emissions would be captured using carbon removal measures.

Speaking at the time, ACI World director general, Luis Felipe de Oliveira, said: “The road ahead will be challenging, but aviation is no stranger to challenges. This historic declaration shows the determination of the sector to work together to take this important climate action. It is now imperative that governments support these efforts to make this vital sector sustainable.”

Arguably, being seen to be green and actively engaged in efforts to limit aviation’s impact on the environment has never been so important as the industry is, quite rightly, under more scrutiny than ever before to demonstrate that it can develop sustainably.

Self-established goals like achieving net zero carbon emissions by 2050 will certainly help the aviation and tourism industries, which pre-COVID, supported an estimated 87.7 million jobs worldwide and $3.5 trillion in global economic activity.

As you would expect, the sustainable development of airport infrastructure figures highly in this ‘planning and designed’ themed issue of Airport World.

We take a closer look, for example, at VINCI Airports’ pioneering global sustainability strategy; and discover how sustainability is central to the design and development of Pittsburgh International Airport’s new $1.1 billion terminal.

Also in the themed section of the issue, we have stories about the ongoing development of Saudi Arabia’s new Red Sea airport; building inclusivity and accessibility into the design of Kansas City International airport’s new terminal; and London Gatwick’s bid to raise its capacity to 75mppa by becoming a two-runway airport.

The bumper planning and design section also includes an update on the development of a planned high-speed rail link to Melbourne Airport in Australia and a round-up of some of the biggest capital development projects across the globe.

Elsewhere in this issue, in our regular ‘View from the Top’ article, Luis Felipe de Oliveira reflects on the importance of building back sustainably and the long-term benefits this can bring to airports.

In the latest in a series of articles looking at COVID’s impact on different regions, ACI-LAC’s director general, Rafael Echevarne, tells us more about how the region’s airports are faring and the start of the recovery from the global pandemic.

Our main airport interview is with Hari Marar, managing director of Bangalore International Airport Limited (BIAL), operator of India’s third busiest gateway, Bengaluru’s Kempegowda International Airport.

We round out the October/November edition with articles about the benefits of greater collaboration and data sharing between airports and airlines; and the customer service appeal of geospatial and location technologies, plus World Business Partner (WBP) news and our regular People matters column. Enjoy!

AIRPORT WORLD/ISSUE 5, 2021

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CONTENTS

Theme: Planning & Design Airport reports: Bengaluru Kempegowda Special Report: ACI-LAC’s recovery from COVID Plus: Data sharing, People matters & WBP news

ISSUE 5 Volume 26

In this issue 3 Opinion

Planning & Design: In it for the long-haul Volume 26 – Issue 5, 2021 www.aci.aero

Editor, Joe Bates, reflects on the importance of the sustainable development of the world’s airports.

8 View from the top ACI World director general, Luis Felipe de Oliveira, reflects on the importance of building back sustainably and the long-term benefits this can bring to airports.

10 Pioneering change Bangalore International Airport Limited’s managing director and CEO, Hari Marar, tells Joe Bates more about the ambitions and development plans for India’s third busiest gateway.

16 Inclusive to all SOM associate principal, Jordan Pierce, explains how incorporating inclusivity and accessibility into the design of its new terminal will ensure a warm welcome for all passengers at Kansas City International Airport.

18 Building for the future Airport World discovers more about a handful of the big infrastructure development projects planned for airports in North America, Central and Eastern Asia.

22 Sustainable mission Joffrey Maï explains how VINCI Airports is rolling out the group’s pioneering global environmental strategy in the Asia-Pacific region.

25 Luxury and sustainability Sustainability and the environment are a top priority at Saudi Arabia’s new Red Sea airport project where daa International has been awarded the contract to operate the new gateway on completion, writes Curtis Grad.

28 On the right track A new A$10 billion rail link looks set to make travelling to Melbourne Airport quicker, easier and more environmentally friendly, writes Joe Bates.

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CONTENTS

Director General Luis Felipe de Oliveira (Montréal, Canada) Chair Martin Eurnekián (Buenos Aires, Argentina) Vice Chair Aimen Al-Hosni (Muscat, Oman) Immediate Past Chair Fredrick J Piccolo (Sarasota, USA) 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) Xue Song Liu, (Beijing, China) Nitinai Sirismatthakarn (Bangkok, Thailand) Akihiko Tamura (Tokyo, Japan)

30 Delivering the future Sustainability is central to the design and development of Pittsburgh International Airport’s new $ 1.1 billion terminal, writes Gensler’s Ty Osbaugh.

33 Time for a new approach London Gatwick is seeking approval to modify its airfield to allow it to become a two-runway airport capable of handling up to 75 million passengers annually.

34 Light at the end of the tunnel ACI Latin America-Caribbean’s director general, Rafael Echevarne, reflects on the impact COVID-19 has had on the region’s airports and the start of the recovery from the global pandemic.

37 Finding the way Karlee Butler Kennedy contends that the growth in geospatial data and digital indoor wayfinding can only enhance the passenger experience at airports.

38 Collaborative effort IBS Software’s Kanu Aravindakshan argues that greater collaboration between airports and airlines will be key in the post COVID aviation landscape.

40 WBP news The latest news from ACI’s World Business Partners.

42 People matters Terri Morrissey and Dr Richard Plenty consider the challenges of workforce planning in times of crisis.

Europe (7) Daniel Burkard (Moscow, Russia) David Ciceo (Cluj-Napoca, Romania) Elena Mayoral Corcuera (Madrid, Spain) Jost Lammers (Munich, Germany) Yiannis Paraschis (Athens, Greece) Stefan Schulte (Frankfurt, Germany) Nazareno Ventola (Bologna, Italy) Latin America & Caribbean (3) Ezequiel Barrenechea (Guayaquil, Ecuador) Martin Eurnekián (Buenos Aires, Argentina) Andrew O’Brian (Washington DC, USA) 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) Diego Arrosa (Montevideo, Uruguay) Chellie Cameron (Philadelphia, USA) Arnaud Feist (Brussels, Belgium) Pascal Komla (Lomé, Togo) Bashir Ahmad Abdul Majid (Delhi, India) Hector Navarrete Muñoz (Merida, Mexico) Augustin de Romanet (Paris, France) Brian Ryks (Minneapolis-St Paul, USA) 2 Vacancies WBP Advisory Board Thomas Duffy (ADB SAFEGATE) Tunde Oyekola (El-Mansur Atelier Group) Correct as of October 2021

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VIEW FROM THE TOP

Building back sustainability ACI World director general, Luis Felipe de Oliveira, reflects on the importance of building back sustainably and the long-term benefits this can bring to airports.

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have had the opportunity to visit many airports in the world during my business and personal travel. The people that know me, know that I love to visit new places and meet different people. In addition to the time spent at airports’ formal touchpoints, such as check-in, immigration and security, I also enjoy the food and beverage area, shops, and good atmosphere.

If anyone has had the opportunity to visit the new İGA Istanbul Airport, for example – as I did around two years ago – they would be in awe of its infrastructure and design.

Besides its impressive size and connectivity, its layout was inspired by Istanbul’s unique history and culture. Its iconic control tower looks like a tulip, the countries’ national flower, and its equally impressive main transit hall is moulded after the infamous Bosphorus Strait.

However, what is hidden behind the beautiful façade is an even more inspiring tale: one of sustainable infrastructure and design. İGA Istanbul Airport was indeed planned and developed with considerable input from the results of an extensive climate adaptation study, conducted at the very beginning of the airport’s development project. The study demonstrated the implications that inaction may have on its infrastructure, operations, and business continuity – leading to the prioritisation of building resilient and sustainable infrastructure.

At a time when airports and the industry are rebuilding, İGA along with many other leading airports in the area of sustainability, can serve as crucial examples of ways in which we can “build back better”.

And while airports have suffered massive financial losses due to the pandemic, they continue to persevere and place sustainability at the core of their recovery strategies. Airports, like every other industry, have only three options: to initiate, maintain, or enhance their sustainability commitments.

Building back sustainably: the benefits So, beyond the recovery from the COVID-19 pandemic, airports’ focus is to provide sustainable long-term growth for the industry, which will need increased airport capital investment in new infrastructure and optimising existing facilities.

ACI World’s Global Outlook of Airport Capital Expenditure study indicates the airport industry’s current financial shortfall poses significant challenges to the modernising of infrastructure to improve sustainability and resilience, which will be required if passenger demand into the future is to be met.

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Specifically, approximately $2.4 trillion in airport total capital investments will be needed to address the long-term trend in passenger demand to 2040.

But as the İGA Istanbul Airport example has shown, infrastructure – perhaps now more than ever – must be intertwined with sustainability. In terms of funding, many governments are tying environmental commitments to economic relief packages, and airports that are investing in sustainability measures could gain easier access to this type of government support.

Both public and private finances are increasingly becoming tied to sustainability ratings and climate action, such as in bond finance.

For example, in February 2020, 122 institutional investors, with $5.96 trillion in collective assets under management, issued a set of expectations from the aviation industry, including the need to establish roadmaps towards net zero emissions by 2050.

ACI World recently published the industry’s long-term carbon goal whereby the world’s airports are committed to net zero carbon emissions by 2050. To realise this, additional green capital financing will be needed. ACI World believes that to fully realise positive economic, social and environmental outcomes, innovative approaches, appropriate incentives as well as flexibility in organising and securing financing – such as green bonds or public-private partnerships – are required.

Furthermore, if the pandemic has taught us anything, it is that preparedness is crucial. While the pandemic is at the forefront of the world’s priorities, climate change continues to be our number one threat, both to the industry and humanity.

Sustainable infrastructure and design can help reduce further risks and increase resiliency. Building up resilience in infrastructure and operations reduces risks and can avoid damage, including potential risks and damage associated with climate change. For instance, developing guidelines for low-lying coastal runways and strengthening requirements for potential runways can avoid potential damage from sea-level rises and disruptions to operations.

The bottom line is that sustainable recovery can help airports to develop more balanced business models that incorporate all three aspects of sustainability (social, environment and economic), which can increase public trust; attract public and private investment; reduce risks and costs; increase efficiency; build resilience; and ensure that the social and economic benefits of aviation are achieved. For instance, this can be done by integrating together the airport’s strategic, climate, social and capital plans.

VIEW FROM THE TOP

The power of imitation: sustainable best practice, case studies and toolkit ACI World has launched comprehensive guidance to help airport executives incorporate sustainability at the core of their strategies as they work towards long-term recovery: the ACI World Sustainable Recovery Best Practice and the ACI World Sustainable Recovery Case Studies.

The Best Practice guidance highlights the advantages of incorporating sustainability in recovery plans and provides a table of best practices and examples of action under three pillars of sustainability and governance – which airports worldwide should consider while developing their own sustainable recovery plans. A step-by-step approach to building such a plan is also included.

What’s more, as a companion to the Best Practice guidance, the Case Studies document provides successful examples from seven airports under the three pillars of sustainability. The case studies highlight sustainable alternatives for airports to consider while they plan for recovery in the short, medium and long-term. They also exemplify that while many of the good practices from before the pandemic remain valid, the post-COVID-19 world may require different approaches.

We recognise that every airport is part of its own distinct environment with its own challenges to consider. While there is no ‘one size fits all’ solution to the sustainable design of airport buildings, there are several worldwide eco-design themes and areas that have become prevalent in airports.

Airports can also make use of the ICAO Design of Airport Buildings, as part of the ICAO Eco-Toolkit, a project actively supported by ACI. The Eco Design of Airport Buildings explores the environmental and resource-efficient operation and management of infrastructure taking into account the entire planned lifecycle of the development – again, particularly relevant to airports’ resiliency to effects of climate change.

Conclusion It may be natural to at times be pessimistic about or overwhelmed by the challenges airports and the industry face, and even more so when we consider the wider threat of climate change to the planet. It may also be natural to question government and industries’ true commitment to sustainability.

However, when we see all the tangible ways that airports have stepped up to the plate with concrete sustainability strategies, business objectives, and project implementations, we see how our industry can be a powerful contributor to the socio-economic wellbeing of communities and regions worldwide.

We have been mindful and active in reducing our environmental footprint for decades and this has only heightened in recent years.

I invite our members and all airport stakeholders to explore our advocacy work, guidance material and tools, and to learn about the many ways in which ACI and our members are bringing sustainability at the heart of growth.

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AIRPORT REPORT: BENGALURU

Pioneering change Bangalore International Airport Limited’s managing director and CEO, Hari Marar, tells Joe Bates more about the ambitions and development plans for India’s third busiest gateway.

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engaluru’s Kempegowda International Airport has been making milestones since it opened, and the desire to be the best airport in India means that this trend is unlikely to stop over the coming decades.

It became the first new greenfield airport in India established under the Public-Private Partnership (PPP) model when it opened for business on May 24, 2008.

Indeed, operator, Bangalore International Airport Limited (BIAL) arguably set the tone for things to come in India by showing just what could be achieved by private investors working in partnership with the state, Airports Authority of India (AAI) and other shareholders.

Upon opening, the airport boasted a 74,000sqm terminal, a single runway and, at the time, the most advanced technology at an Indian airport that equipped it to handle up to 12 million passengers per annum.

Expansions to the terminal in 2010-2012, and the opening of a second runway in late 2019 – each project triggered by rising traffic volumes – means that Bengaluru Kempegowda International Airport (BLR) now has a 150,500sqm terminal building and two parallel runways capable of handling up to 35 million passengers per annum and 90 aircraft movements per hour.

The extra capacity was certainly needed as BLR was one of the world’s fastest growing airports in 2018 and handled a record 33.65 million passengers in 2019. And BIAL is far from finished in terms of enhancing the airport’s existing facilities and adding new ones as the ongoing construction of its new $1.8 billion Terminal 2 clearly demonstrates.

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New Terminal 2 Designed by Skidmore, Owings & Merrill (SOM) and being built by Larsen & Toubro, BIAL is confident that the new Terminal 2 will be a game changer for BLR in terms of enhancing its operational efficiency, capacity and the award-winning levels of customer service it is able to offer passengers.

BIAL’s managing director and CEO, Hari Marar, says: “Our vision is to make BLR the new ‘Gateway to India’, and to achieve this we are investing around $1.8 billion on infrastructure that will initially increase our capacity to 55 million passengers per annum in the short to medium-term.

“We are in the process of constructing Terminal 2 and are scheduled to commence operations at the facility in 2022.”

Marar notes that BIAL wants the new the 255,000sqm T2 to be a leader in its use and adoption of new technology; have so many ‘green’ areas that it is viewed almost as a terminal in a garden; be known for its environmental and ecological stewardship; and be a facility that celebrates and showcases the rich heritage and culture of the Indian state of Karnataka.

Its initial design capacity of 25mppa also effectively means that Bengaluru Kempegowda will be capable of handling up to 55 million passengers annually across its two terminals.

A planned 200,000sqm expansion of Terminal 2 in the second phase of the facility’s development will raise the airport’s capacity to 75mppa.

In terms of its IT systems, BIAL insists that its investment in state-of-the-art technology as part of “a comprehensive digital

AIRPORT REPORT: BENGALURU

transformation programme” started a few years ago, will ensure that T2 delivers an enhanced customer experience and improved operational efficiency while at the same time creating new revenue generating opportunities for the airport.

Traffic and route network Like most major airports across the globe, BLR didn’t escape last year’s COVID-19 caused downturn in traffic, experiencing a 66% decline in passenger numbers and a 12.7% drop in cargo volumes as 10.91 million passengers and 326,372 tonnes of freight passed through its facilities in 2020.

BIAL notes that pre-COVID, Bengaluru Kempegowda enjoyed a healthy traffic mix, with domestic destinations accounting for 86% of its passengers and international flights for around 14%, with the most popular routes being to the Indian cities of Delhi, Mumbai, Hyderabad, Pune and Kolkata and the international destinations of Dubai, Singapore, Kuala Lumpur, Bangkok and Colombo.

COVID related travel restrictions meant that this market share inevitably changed in 2020, and although BLR has continued to witness the launch of new international services (Addis Ababa, Amsterdam, San Francisco and Tokyo Narita) and see the return of others grounded during the pandemic, the traffic mix today is more like 96% domestic and 4% international.

However, with a handful of new international routes expected to be introduced later this year as aviation continues to bounce back from the pandemic – American Airlines is due to commence a Bengaluru-Seattle service in November; United Airlines will launch flights to San Francisco in December; and Lufthansa is expected to start a Bengaluru-Munich service before the end of the year – BIAL is confident that the figures will slowly begin to return to pre-COVID levels over the next 12 to 24 months.

In 2019, the biggest airlines at the airport in terms of market share were IndiGo, AirAsia India, SpiceJet, GoAir and Air India, which between them accounted for 94% of all domestic traffic.

The top five carriers internationally were Emirates, IndiGo, Air India, Etihad and Singapore Airlines, which between them handled 48% of BLR’s international traffic.

Pre-COVID, BIAL predicted that the airport would be handling around 55 to 65 million passengers per annum by 2025, and although these figures might seem optimistic now, it remains positive about the future.

“We believe that traffic will eventually recover. However, the pace of recovery will depend on factors such as a possible third wave [in India], rate of transmission and the pace of vaccination amongst other factors,” says Marar.

“In the longer-term, we believe that BLR will handle around 90 to 100 million passengers per annum across the airport campus.”

Sustainability leadership BIAL prides itself in the fact that it is a global leader when it comes to its sustainability efforts and determination to limit the airport’s impact on the environment.

BLR, for example, was one of the first airports in Asia to gain Level 3+ neutrality status in ACI’s Airport Carbon Accreditation programme, and it is actively working to achieve Level 4+ accreditation by the end of its FY2021-2022.

Other notable successes have included Bengaluru Kempegowda gaining net energy neutral status in BIAL’s FY2020/2021; banning the sale of single-use plastics at its F&B outlets; numerous landscaping and afforestation drives; and commitment to recycling 100% of all waste produced at the airport.

And earlier this year, BLR achieved a major milestone on its sustainability journey by becoming 100% water positive, effectively

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AIRPORT REPORT: BENGALURU

meaning that BLR treats and recycles more water than it consumes, despite requiring millions of litres of water daily for the maintenance of infrastructure and operations.

Marar says: “We accomplished this by consuming water responsibly, re-using, recycling and replenishing water bodies.

“At BIAL, our holistic sustainability efforts are not just focused on the airport, but also on the community at large where we installed rooftop rainwater harvesting units in five villages to provide safe drinking water for the community, benefiting more than 300 families.

We hope our actions will inspire others in the region to follow suit.”

A new sewage treatment plant capable of processing 2.5 million litres of waste a day has certainly helped its water recycling efforts as it ensures that treated wastewater can be re-used for landscape irrigation, ventilation and air conditioning and firefighting requirements.

Talking about achieving net energy neutral status in FY2020-21, Marar notes that as a result of energy conservation, BLR saved enough energy to power nearly 9,000 homes for a month.

“As we expand our operations, we aim to remain the flagbearer of sustainable operations,” enthuses Marar.

“We have put various measures in place to reduce BLR’s carbon footprint and protect our environment. Energy security is a very

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important aspect of our business as it is one of the key indicators to assess our sustainability levels.”

For the record, BIAL’s energy management initiative is focused on achieving carbon neutrality through the use of renewable, green and clean energy.

On-site solar installations as well as Power Purchase Agreements (PPA) from solar and wind energy suppliers have helped Kempegowda achieve energy neutral status since December 2020, but Marar is quick to point out that BIAL isn’t going to stop here.

“We have multiple measures in place to make the airport more environmentally efficient, with sustainability being the key pillar for all its operations to ensure the integrity of its economic viability, operational excellence and the conservation of natural resources,” he says.

Customer service excellence Bengaluru Kempegowda and BIAL are serial winners in ACI’s Airport Service Quality (ASQ) customer excellence awards, being the only winner of the global Arrivals Award since its introduction and last year finishing joint top with Beijing Daxing for the Best Airport in the Asia-Pacific region handling between 25-40 million passengers per annum.

AIRPORT REPORT: BENGALURU

BIAL believes that numerous hygiene and sanitation measures, backed with cutting edge-technology that ensured a safe and often contactless airport experience for passengers, proved instrumental to its ASQ success in 2020.

“Our vision is to enable journeys, create experiences and touch lives as a new gateway to India, and this guides us in everything we do,” states Marar.

“As passenger volumes continue to grow, airports must grow beyond from being a mere place for arriving and departing passengers.

Customer expectations have changed dramatically over the past decade and customers have become far more discerning.

“Today’s passengers expect excellence and personalisation as standard, and airports must constantly bring in innovation and reinvent themselves to meet the evolving needs of passengers.”

Marar also believes that the retail, entertainment and dining experiences available at BLR are among the best found at any airport in the world today, and have had a hugely positive impact on its passenger appeal.

Since 2019, these facilities have included an innovative retail and F&B plaza called The Quad by BLR, whose kerbside location and over 20 outlets spread across four zones (Retail, F&B, Flea Market and the Arena) have helped create a unique space and vibe that engages visitors.

Such has been BLR’s success in the ASQ programme over the years that it was recently inducted into ACI World’s prestigious Director General’s Roll of Excellence for consistently delivering superior customer service.

Speaking at the time, Marar said: “BLR is honoured to be inducted into the ACI Director General’s Roll of Excellence. I thank our passengers for the trust and confidence that they have in the airport.

“I would like to dedicate this recognition to the airport community, who came together to ensure seamless operations during these challenging times.”

And the airport continues to strive to do better, in early September awarding the Plaza Premium Group (PPG) a 10-year concession to carry out a host of passenger service activities at Bengaluru Kempegowda.

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IT innovation When BLR opened it boasted a range of state-of-the-art IT systems rarely seen in India before and the airport has since strived to lead from the front when it comes to the testing and implementation of new technologies.

This philosophy meant that it was able to introduce a number of tech-driven innovations to help combat COVID and improve the passenger experience during the early days of the pandemic.

These included introducing contactless processing; opening a virtual information desk; implementing a new queue management system by Xovis; expanding the use of self-bag drop kiosks; opening smart security lanes with automated tray retrieval technology; and introducing smart washrooms.

While BIAL recently announced a ten-year partnership with IBM and Kyndryl to provide it with “best of breed” IT solutions that will help transform the travel experience for passengers at Bengaluru Kempegowda.

BIAL notes that as one of the fastest-growing airports in the world, BLR needs nimble, scalable and cost-competitive technology and an operations environment that can increase its agility and operational flexibility to handle rising passenger numbers in the years ahead.

As a result, BIAL will work with IBM Global Business Services, IBM hybrid cloud capabilities and Kyndryl to create a platform that will take Kempegowda’s IT offerings to the next level at the same time as allowing the airport operator to improve employee productivity, better utilise its IT assets and reduce costs through streamlined inventory control and improved incident management.

“We are excited to partner with IBM as part of our vision to make BLR India’s first truly ‘smart airport’. In other words, a digitalised, seamlessly connected, intuitive airport,” says Marar.

“BIAL is a pioneer and leader of change in the Indian aviation industry. Our aim is to introduce more digitally advanced, innovative services and products at BLR to ensure that our passengers and business partners have the advantage of future forward technologies, AW in a seamless operating environment.”

SPECIAL REPORT: PLANNING & DESIGN

Inclusive to all SOM associate principal, Jordan Pierce, explains how incorporating inclusivity and accessibility into the design of its new terminal will ensure a warm welcome for all passengers at Kansas City International Airport.

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an we pump barbecue smells through the terminal?” one gentleman asked. “You’ll know where you are as soon as you step off the plane.”

At each of the three dozen community meetings, our team at Skidmore, Owings & Merrill (SOM) attended in Kansas City, we fielded a bevy of requests and all manner of ideas for the design of the region’s new one-million-square-foot terminal.

Many asked for more charging stations, better restrooms, or that it be centred on a fountain, just like the ones adorning the boulevards for which the city is known. Above all else, participants called for the terminal to be comfortable, convenient and welcoming to all.

Though our firm has designed aviation projects in Seattle, Toronto, Mumbai, Dublin and Bangalore to name a few, Kansas City International Airport (KCI) was different. Voters approved the terminal’s construction by public referendum and the process called for multiple series of open meetings. This gave us the extraordinary opportunity to hear directly from the travelling public before we ever set pen to paper.

Beginning in 2017, our team fanned out across six city council districts and into neighbouring Kansas. We met thousands of citizens in community centres, police stations, and churches. We quickly learned the depth of sentiment held by Kansas Citians for their airport, and what their aspirations were for the terminal.

As architects, planners and engineers, we see these buildings not only as civic structures, but as embodiments of a community’s character and values. When a traveller steps off a boarding bridge, the terminal is their first impression of their destination.

It is our responsibility to convey a sense of place through the terminal’s architecture. For the Kansas City region, this meant creating a certain Midwestern hospitality – a welcoming character that invites all people of all backgrounds and abilities into the terminal.

The mandate for inclusion we heard in those community meetings was strengthened when the mayor and city council issued a resolution calling for the terminal to be “the most accessible in the world”.

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Though the challenge was lofty, we found a willing and capable partner in the Kansas City Aviation Department, whose leadership was committed to seeing these values realised in the construction.

In the 30 years since its enactment, The Americans with Disabilities Act (ADA) has revolutionised the built environment, eliminating physical obstacles that truly barred vast numbers of people from public space and therefore public life. At SOM, we’ve come to believe that the ADA, revolutionary in its time, is only a starting point.

Following the resolution for accessibility, we expanded our outreach. In addition to the general public, we met with advocacy groups, families of children with disabilities and the local LGBTQ chamber of commerce – groups who gave us valuable insights into how we might prioritise access.

Inclusivity through intelligent planning The key to accessible terminal design is a rigorous approach to planning the building’s layout. Intuitive, navigable buildings benefit all users, irrespective of their abilities.

The design process began with a thorough analysis of the flight schedule as well as the proposed programme – the list of rooms and facilities needed to make the terminal function. Working with the aviation department and airlines, we right sized the terminal.

Efficiencies in planning enabled us to lower construction costs, shorten walking distances and improve the passenger experience.

For passengers with reduced mobility, wheelchair users, and even families with small children, level changes can pose a daunting challenge to travel. In Kansas City, instead of building a bridge or a below-grade tunnel, the team created an above-grade passage that connects the building’s two concourses.

This ‘connector’ remains level with check-in and security. Glass walls on both sides offer sweeping views of the airfield. This arrangement eliminates the need for escalators and gives passengers a consistent visual reference for their position in the journey from gate to baggage claim.

SPECIAL REPORT: PLANNING & DESIGN

Beyond the requirements Though the ADA acted as guide, the project team found every opportunity to exceed the requirements on items big and small.

We included more service animal relief areas, more (and wider) kerb cuts for wheelchair van access, and larger fonts on signage.

Rather than interspersing a few wheelchair-accessible counters throughout the building, every gate desk, check-in position and info desk is set to an ADA-accessible height.

Restrooms can be the most difficult part of air travel for many passengers. In Kansas City’s new terminal, every stall exceeds the required dimensions. Their doors open outward to allow passengers to bring bags inside. Every restroom block has a dedicated nursing room, a family restroom, and a room for changing clothes, with a bench and full-length mirror.

Parents of adult children with disabilities requested changing tables that could accommodate them; two of the family restrooms contain motorised, adjustable tables for that purpose.

The spirit of inclusion extends beyond ability to identity.

Two large restrooms of 24 and 28 stalls are designated as ‘allgender’. These restrooms will contain floor to ceiling partitions for privacy and grouped sinks. While much of the conversation surrounding all-gender restrooms has focused on the trans community, we’ve seen great benefits for all users.

At KCI, passengers will no longer encounter long lines for the women’s room while stalls sit empty in the men’s room. Parents travelling with children too young to use the restroom alone and too old to feel comfortable in a restroom designated for the opposite gender, will no longer have to make a choice. Bench seating with a view to the stall doors lets them keep watch over their charges.

Amenities for all passengers The experience of flying can be stressful, taxing and uncomfortable.

For children on the autism spectrum or with sensory processing disorders, the activity and unfamiliarity of the airport can be excruciating.

Across building types, including aviation, we’ve increasingly seen the inclusion of sensory rooms into building programmes.

These spaces provide a quiet respite from the activity of the terminal, with soothing lighting, sound-dampening materials, and engaging play areas. At KCI, the sensory room will divide into a series of more intimate play spaces, giving a sense of privacy to children and their families as they prepare to board or rest after a long journey.

For passengers with dementia, air travel can be similarly disorientating. Working closely with a local dementia advocacy group, we adapted the design of a Quiet Room – a programme commonly called a non-denominational chapel – into a space that might accommodate prayer and meditation or give persons with dementia a place to prepare for the journey.

In dialogue with those groups, we found that simple adjustments, such as providing moveable seating for travelling companions, might be the difference in creating a comfortable passenger experience.

The terminal’s Airplane Simulation Room will give passengers who are unfamiliar or uncomfortable with air travel the chance for a ‘test run’ in the days before a trip. After making an appointment with airport staff, visitors will be ushered through security and into a room that simulates the look, lighting and feeling of boarding an aircraft.

Situated through a corridor designed to look like a jet bridge, the simulation room contains the real components of a Boeing 757, including bulkhead, seats and even a (non-functional) lavatory.

Access to the terminal, access to the world Air travel opens the world to passengers – giving them the chance to hold a new grandchild in a distant city, to see works of art they’ve only known from books, or to explore winding alleys in ancient cities.

These journeys begin and end in the buildings we design. If those terminals are not accesible and inclusive, we close the possibility of these experiences to vast segments of the public.

In the design of the Kansas City International Airport’s New Terminal, due to open in March 2023, we’ve seen the remarkable benefits to be gained by working closely with local communities to develop projects that welcome all.

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SPECIAL REPORT: PLANNING & DESIGN

Building for the future Airport World discovers more about a handful of the big infrastructure development projects planned for airports in North America, Central and East Asia.

New Terminal 6 for New York JFK The Board of Commissioners of the Port Authority of New York and New Jersey (PANYNJ) has approved a public private-partnership agreement with JFK Millennium Partners (JMP) to build a new $3.9 billion state-of-the-art Terminal 6 at JFK International Airport.

Pictured above, the new 1.2 million square foot terminal, which will connect to JetBlue’s Terminal 5, will create an anchor on the north side of the airport. It will boast ten gates as well as bright and airy check-in halls and arrival spaces designed to enhance the customer experience.

Customers will enjoy more than 100,000 square feet of commercial dining and retail amenities, lounges and recreational spaces.

According to the PANYNJ, it will also incorporate the latest advances in both sustainability and security, reflecting the a commitment to creating a top customer experience, operational excellence and a uniquely New York sense of place.

PANYNJ chairman, Kevin O’Toole, noted: “Moving forward with a new Terminal 6 will create thousands of good-paying construction jobs critical to our recovery from the pandemic, while building the foundation of economic growth for decades to come.”

Construction of the new terminal is scheduled to begin in mid-2022 and the first new gates are scheduled to open in 2025.

Originally set to break ground in 2020, the project was threatened by the impact of the COVID-19 pandemic on air travel and the uncertain future of the industry. The restructured deal marks a significant step forward in the plan to transform New York JFK into a unified 21 century global gateway.

All of the $3.9 billion cost to build the new terminal will be privately financed by JMP. This private investment is a testament to the partners’ commitment to the future of JFK and New York.

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The Board resolution approves the terms of the agreement with the private consortium that will build the new global standard, 21st century terminal and also authorises $130 million in port authority capital funding to build enabling infrastructure for the new Terminal 6 project, including airside improvements, and utility enhancements such as electrical support for the project.

PANYNJ’s capital commitment is part of the agency’s previously allocated capital to the redevelopment of the New York gateway.

Construction of the new Terminal 6 will break ground in 2022.

The agreement to move forward with Terminal 6 comes as JetBlue has further reinforced its commitment to New York with the announcement that the airline’s headquarters will remain in Long Island City, Queens, ending rumours that it might be moved out of state.

The new HQ will be built on the sites of the former Terminal 6, which was demolished in 2011, and the ageing Terminal 7, which will be torn down after British Airways relocates to Terminal 8.

PANYNJ’s executive director, Rick Cotton, said: “The action taken by the Board of Commissioners, coupled with the extraordinary private investment pledged to build Terminal 6 at JFK Airport, loudly proclaims the confidence the private sector has in the future of JFK Airport and of our region.

“At the height of the pandemic, when JFK was seeing an unthinkable 2% of its pre-COVID passenger volumes, we never lost sight of finding a path forward for this world-class terminal.

“We thank the dedicated port authority team and our private partners for their intense work and commitment to turn JFK Airport into the modern global gateway that New York and the region deserve.”

SPECIAL REPORT: PLANNING & DESIGN

New terminal planned for Shenzhen Bao’an Shenzhen Bao’an International Airport in China has chosen the design concept (pictured above) for its new 400,000sqm terminal, which will provide connections to existing and new transport infrastructure and be capable of handling up to 31 million passengers per annum.

At the heart of the concept is a 10,000m central garden space, which will be connected to other parts of the airport through landscaped pedestrian routes.

According to architects, Rogers Stirk Harbour + Partners (RSHP), to meet sustainable design objectives, the building is designed to use natural light at a maximum level while controlling solar gain.

Furthermore, the design also includes extensive vegetation, displacement ventilation and low water consumption.

RSHP says: “The design provides Shenzhen with a state-of-the-art terminal with a particular focus on passenger experience, wellbeing, and sustainability. Reflecting this forward-facing dynamic city and region, it will become part of the lexicon of next generation airports.

“The traditional relationship of the forecourt to the terminal has been transformed into a new city orientated environment. The design prioritises these movements and connections into streets and avenues where buses and trains provide service to a street kerb.”

New terminal to transform Samarkand The new terminal at Samarkand International Airport (pictured below) is expected to transform air travel to the country and potentially Central Asia.

It is the key project of the upgrade of the existing airport and will effectively provide Uzbekistan’s second biggest city with the modern, high-tech facilities it needs to meet future demand and potentially boost tourism to the country.

Designed by KIKLOP Design & Engineering (KIKLOP) and being constructed by Enter Engineering, the spacious new terminal will be capable of handling 1,000 passengers per hour and boast architecture and features that reflect Uzbekistan’s history and culture.

Gairat Nematov, executive director of airport operating company, Air Marakanda, says: “We wanted to make a statement and build a terminal to showcase the best of Samarkand and Uzbekistan.

“The terminal will utilise the latest technology and facilities that will take service and the airport experience to new levels for passengers and our airline customers.

“The main building will resemble an open book in reference to the New Guragan Astronomical Tables, a manuscript published by the famed astronomer Mirzo Ulugbek in 1444.

“Translated into Latin, this work was used in observatories throughout Europe. Moreover, the external roof of the terminal will display a sky map with some constellations recognisable from the air, especially when landing at night.”

When it opens, the terminal will raise the airport’s capacity to in excess of two million passengers per annum.

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SPECIAL REPORT: PLANNING & DESIGN

Taoyuan International Airport’s dynamic new Terminal 3 Pictured above, the design of the new Terminal 3 at Taoyuan International Airport (TPE) is said to be inspired by Chinese Taipei’s beautiful landscapes, the seas surrounding it, its rhythms of nature and life to create a series of unique interior places underneath an elegant hard shell roof.

Set to open on 2024, the $3.3 billion terminal is the single biggest public engineering project in Chinese Taipei and will boost the airport’s capacity by 45 million passengers per annum when the first phase of its development is completed in 2026.

Its 640,000sqm size and capacity is impressive, meaning that from 2026 it will be able to handle eight million more passengers per annum that the combined capacities of the airport’s existing Terminals 1 and 2.

Operator, Taoyuan International Airport Corporation (TIAC), notes that T3 will become the main departure terminal for TPE’s planned new Runway 3, which is the next major infrastructure project on the agenda.

TIAC’s president and CEO, Jerry Dann, reveals that Chinese Taiepi’s Civil Aeronautics Administration is currently working on the land acquisition procedure for the new runway as a part of the airport’s Taoyuan Aerotropolis Plan.

Dann tells Airport World: “Terminal 3 is badly needed as Taoyuan International Airport handled more than 48 million passengers 2019, far exceeding the 37 million capacity of the current terminals.

“The design concept of T3 differs greatly from T1 and T2. In Terminal 3, the retail/F&B offerings will be designed as a one-stop service, with most outlets located in an area just beyond border control and the security checkpoint.

“The single designated space will enable us to offer a wider and more diversified shopping experience and dining choices to cater to the constantly changing needs of passengers. T3’s concourses will serve

mainly for boarding and rest, with necessary retail and dining options such as snack bars and souvenir shops.”

He notes that T3 will be an intelligent terminal boasting 5G wireless coverage, self-service (CUSS) kiosks, self bag-drop (SBD) equipment and biometric technology to facilitate a touchless and smooth clearance procedure.

Work starts on Phase 2 of Denver’s Great Hall Despite some setbacks, the development of Denver International Airport’s Great Hall (pictured below) is still very much a work in progress, with the Colorado gateway recently breaking ground on Phase 2 of the project.

The multi-phased project includes a renovation of the airport’s Jeppesen Terminal to create an airport for the future with enhanced safety and security, a more intuitive passenger flow, and increased capacity to accommodate continued growth.

Indeed, the primary focus of Phase 2 is to enhance security by building a new state-of-the-art checkpoint on Level 6 in the northwest area of the terminal, along with innovative passenger queueing and improved post-security circulation.

Stantec – a global integrated design firm – is serving as lead designer on this phase of the project.

According to Stantec, the Great Hall project strives to humanise the process of air travel and reduce passenger stress by implementing new hybrid ticket counters at check-in, offering state-of-the-art automated screening lanes, and consolidating security checkpoints.

It notes that whether arriving or departing, the revitalised Great Hall will extend a warm welcome and create a lasting impression for passengers.

Phase 2, which is slated for completion in mid-2024, is taking place concurrently with Phase 1 as crews complete work on the new ticketing areas for several major carriers at the airport.

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SPECIAL REPORT: PLANNING & DESIGN

Sustainable mission Joffrey Maï explains how VINCI Airports is rolling out the group’s pioneering global environmental strategy in the Asia-Pacific region.

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INCI Airports is leveraging its position as one of the world’s biggest airport operators to enhance the environmental performance of its Asia-Pacific gateways and help set the sustainability bar for airports across the globe.

Asia, of course, has a special meaning for us as it is where we took our first steps in the airport concessions industry in 1995, by taking over responsibility for operating and developing Cambodia’s Phnom Penh, Siem Reap and Sihanoukville airports.

We have since added Kansai international, Osaka and Kobe airports in Japan, so now operate six airports in the region that handled a total of 63.4 million passengers between them in 2019.

This long-term presence has given us the experience and capacity to genuinely understand the changing socio-economic and environmental issues in Asia.

And with the World Economic Forum estimating that the number of middle-class people across the region will grow from two billion now to 3.5 billion in 2030, Asia faces a long-term mobility demand, which will require efficient and quality infrastructure while accelerating the path towards environmental sustainability.

In 2016, VINCI Airports became the first global airport operator to launch an international environmental action plan for its entire network. And just five years after this major decision, all our airports have committed to a net zero carbon transition.

In Japan, Osaka and Kansai international airports were the first in the country to achieve Airport Carbon Accreditation (ACA) Level 2 status in 2016, and upgraded to Level 3 in 2018. Kobe airport also achieved ACA Level 2 in 2018.

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In doing so, operator, Kansai Airports, reduced its CO2 emissions by 11% between FY2016 and FY2019 and will continue to upgrade its ACA. While in 2020, despite the COVID-19 crisis, all our Cambodian airports reached Level 2 for their CO2 emissions scope 1 and 2 reduction.

This positive dynamic is the result of a global environmental action plan we have been implementing in Asia for the past five years, with two major focuses. The desire to improve our airports’ environmental performance and bring solutions to our clients and stakeholders beyond our perimeter.

Leading by example At Kansai international Airport, we have been constantly improving the operational efficiency of equipment, solar and water treatment plants and infrastructure, based on an energy dashboard that relies on a building energy management system (BEMS). The solution analyses data from the airport’s air conditioning and heating systems in order to make energy savings.

While in Cambodia in December 2020, our teams completed a project to replace the runway lights at our airports with more efficient and less consuming LED lights, which will reduce their respective airfield electricity costs by 20% to 25% per annum.

Still in Cambodia, back in 2016, we invested in building wastewater treatment plants at Phnom Penh and Siem Reap airports, which reduced the load on the city’s own treatment station.

Indeed, by using the latest-generation technologies, sludge from the wastewater treatment process is recycled into fertilizer, which is provided to communities surrounding the airports.

SPECIAL REPORT: PLANNING & DESIGN

Similarly, in 2019, Osaka Airport became the first major Japanese airport to feature a groundwater treatment facility that extracts groundwater and purifies it by use of biofilters and osmosis membranes.

The process enables us to meet 50% of the airport’s potable water demand, and in the unlikely event that the municipal water supply is cut off due to a disaster, the facility will provide not only a reliable lifeline for the airport but also emergency drinking water to residents in the surrounding communities.

So, as you can see, the wastewater treatment plants at our airports are a key component of our strategy built around turning environmental challenges into opportunities.

We are also big fans of renewable energy, and in January 2020, installed 4,180 solar panels on the roof of Terminal 2 at Kansai International Airport in a bid to reduce the airport’s energy costs and save around 600 tons of CO2 emissions per year.

Finally, yet just as importantly, we have replaced 300 vehicles with zero-emission equivalents across our three Japanese airports, effectively meaning that petrol and diesel-powered trucks, buses and other support vehicles have been replaced by electric vehicles.

Ecosystem pioneers The second step in our plan to encourage the decarbonisation of the aviation industry is to encourage stakeholders such as the airlines, services providers and passengers to commit to lowering their carbon footprint.

In other words, our approach aims at acting not only on Scope 1 and 2, but also as a driver of change on Scope 3.

We are, for example, already working in close partnership with the airlines to reduce their energy consumption during the parking process.

At Phnom Penh International Airport in May 2021, for instance, we installed Fixed Electrical Ground Power (FEGP) and Pre-Conditioned Air (PCA) units at aircraft parking bays, effectively making noisy, CO2 polluting Auxiliary Power Units (APU) redundant.

We also believe that involving passengers in our environmental journey is important and, in line with this strategy, we have installed

electric charging and hydrogen stations at our three Japanese airports as well as a new rapid charger at Osaka Airport to promote the use of zero-emissions vehicles.

Thinking outside the box We are confident that our extensive global airport network – VINCI Airports operates or has a major interest in 45 airports in 12 countries across the world – will provide a constant source of knowledge and fresh ideas on our journey to zero-emission airports in Asia.

Our next major goal will be to halve our carbon emissions and the water consumption by passengers in our terminals by 2030.

We have also not forgotten about the need to encourage airlines to use more environmentally friendly aircraft at our airports.

As a result, VINCI Airports is set to become the first airport operator in the region to introduce a sliding scale of airport charges for aircraft based on their environmental performance. In reality this means that operators of the most polluting aircraft will pay more than those using more modern low-emission aircraft.

Next on the agenda are plans to emulate the success of the ‘carbon sink’ at Lyon-Saint Exupéry Airport in France in Cambodia.

A carbon sink is any reservoir, natural or otherwise that accumulates and stores carbon-containing chemical compounds for an indefinite period, subsequently lowering the concentration of carbon dioxide (CO2) in the atmosphere.

We will strive to capitalise on Cambodia’s forestry potential to create Asia’s first network of carbon sinked airports. If successful, the carbon sinks will absorb the airports’ residual emissions that will help them to achieve zero net emissions.

Pragmatism is at the heart of our sustainability efforts and decarbonisation strategy, and our actions have led to VINCI Airports becoming a driver of transformation in Asia and across the world.

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About the author Joffrey Mai is the environment and sustainability director of VINCI Concessions.

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SPECIAL REPORT: PLANNING & DESIGN

Luxury and sustainability Sustainability and the environment are a top priority at Saudi Arabia’s new Red Sea airport project where daa International has been awarded the contract to operate the new gateway on completion, writes Curtis Grad.

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n entirely different class of airport is being built on the remote Red Sea coast of Saudi Arabia, one that will be fully dedicated to an ultra-luxury resort – now under construction.

The exclusive gateway is situated on the doorstep of more than 90-plus pristine islands, 75% of which will remain undeveloped, while nine have been designated as areas of special conservation interest.

Led by The Red Sea Development Company (TRSDC), this ambitious $237 million greenfield airport development in Umluj includes an initial phase with 3,000 hotel rooms, recreational facilities and residential properties being built to serve its first guests on completion of the new airport.

The destination will be powered with 100% renewable energy at all times, generated by solar and wind. The largest battery storage facility in the world will guarantee supply at night.

VIP vacationers can expect no less than a private sanctuary, full of indulgent experiences, tailored for each visitor. All of that will begin at the airport, so the customer experience will have to be above and beyond anything seen at a typical gateway.

TRSDC is a closed joint-stock company wholly owned by the Public Investment Fund of Saudi Arabia, with assets of $430 billion at the time of writing. It has awarded daa International, a subsidiary of Irish airport operator daa, the contract to operate the new Red Sea International Airport (RSIA).

Daa, of course, runs Ireland’s Dublin and Cork airports and together with another subsidiary, travel retailer Aer Rianta

International (ARI), ensures that the daa Group has extensive global experience, including in the Middle East.

At Saudi Arabia’s King Khalid International Airport in Riyadh, for example, daa International has run Terminal 5 on behalf of Riyadh Airports Company since it was opened in May 2016.

A record 26 million passengers passed through the airport in 2019.

According to daa International, it has developed a “customised, passenger-centric operating model for T5”. It also manages the car parks and works with Riyadh Airports Company in route development and sustainability.

Undoubtedly, these factors were important in choosing daa International for the Rea Sea project where customisation and a passenger focus as well as route marketing and environmental considerations are all top priorities.

The new airport will ultimately serve about one million passengers annually – a self-imposed limit based on the “environmental carrying capacity of the resort”. The airport peak capacity will be 900 passengers per hour.

In total, daa International will manage operations during three different stages of RSIA’s development.

In Stage 1, it is tasked with ensuring that all airport designs benefit the customer. Stage 2 involves planning a full and seamless operational model when the airport opens to the public. Stage 3 will focus on managing and operating this plan to the highest standards in customer experience and sustainability in place.

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SPECIAL REPORT: PLANNING & DESIGN

Works forging ahead The current construction phase is being led by Saudi Arabia’s Almabani General Contractors working alongside Nesma & Partners. At the time of writing, 35% of the asphalt runway works, around 50% of more than 16 kilkometres of storm water channels and 64% of the aeronautical ground lighting (AGL) secondary ducts required by the airport have been competed.

According to TRSDC, this means that 48% of the overall airport construction is complete. Excavation and installation of AGL ducts and the formation of the primary apron and circular taxiway around the yet-to-be-built terminal building are in progress.

In a September 21 interview with radio station Dubai Eye, Group CEO of TRSDC, John Pagano, said: “Red Sea will open its first resorts – probably three – at the end of next year and then a further 13 by the end of 2023. At least six hotel brand partners are set to be announced by the end of October.”

Like other Gulf airports, RSIA is at the crossroads of Europe, Asia and Africa with more than 250 million people living within three hours flying time. With 360 days of sunshine, averaging 32 degrees in summer, it is envisaged that the Red Sea Project will be a year-round destination for an elite group of travellers.

Pagano said he expects to see a customer split at the resort that is 50% international and 50% domestic/regional, brought in on a mix of scheduled and charter aircraft, as well as some private jets. “The main international source markets will be Western Europe, Russia, Asia, China and less so the US,” he noted.

Travellers will get their first vacation experience at the airport where Foster + Partners is well advanced with the terminal concept, designed “to bring back a sense of luxury into the arrival and departure experience”, according to senior partner, Toby Blunt.

Partner at the architecture firm, Matthew Hayhurst, states: “The brief was to create something that nobody’s ever seen before; that stands out and defines the Red Sea experience architecturally.”

Foster + Partners has come up with a semi-circular terminal divided into five canopied sections reminiscent of undulating sand dunes.

Planes can park directly under each cantilevered canopy creating a ‘wow factor’ for viewers inside the terminal.

Hayhurst notes that smart technology will be used to create a luxury experience, part of which will extend to a one-minute arriving and departing process.

“Arrivals will go to a welcome centre to be escorted to their destination,” said Pagano. While Blunt noted that “departing

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passengers will almost feel like they are still at the resort until they get on that plane”.

For its part, daa International will soon be providing airfield and terminal operations, aviation services and facilities management as well as overseeing all commercial activities.

Nick Cole, CEO of daa International, said: “We’re working through the finer details but, in total, the new airport is likely to provide employment for several hundred staff.”

An exceptional passenger experience In line with the Foster + Partners vision, Cole expects the passenger experience to be very different from a typical airport.

“It will be an ultra-high-end product, driven by both the design of the terminal and by the way services are delivered to passengers,” he reveals. “Given that all guests will be staying at the destination, checked-in baggage can be dealt with seamlessly on arrival and departure. You won’t see passengers hauling large bags through the airport, whether arriving or departing.”

He continues: “Typically, airport designers create big-volume spaces. At Red Sea, Foster + Partners will create smaller, more intimate spaces within the terminal. It will feel more luxurious.”

Within the terminal, five separate departure suites are being designed as a series of pods, each one offering facilities such as spas and restaurants.

On the all-important sustainability front, daa International has outlined some of its plans. “We will be encouraging airline customers to use the newest, most energy-efficient aircraft and also be working with them in relation to the introduction of sustainable aviation fuels and electric-engineered aircraft,” says Cole.

All ground operations will be powered by 100% renewable energy from TRSDC’s campus, adds Cole, while single-use plastics will be banned.

As part of TRSDC’s larger regenerative tourism initiative, RSIA may well set new standards in airport sustainability practices, while also offering the most luxurious, customised service at any gateway AW in the world.

About the author Curtis Grad is partner, president and CEO of strategic investment advisory and professional services company, Modalis Infrastructure Partners.

SPECIAL REPORT: PLANNING & DESIGN

On the right track

A new A$10 billion rail link looks set to make travelling to Melbourne Airport quicker, easier and more environmentally friendly, writes Joe Bates.

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hile few Asia-Pacific gateways can boast high speed rail links like the ones at Frankfurt, Paris CDG or RomeFiumicino airports in Europe, the region is no stranger to impressive train connections with Kuala Lumpur, Hong Kong, Incheon, Shanghai Pudong and Tokyo Narita arguably boasting some of the fastest and most convenient.

And they could soon be joined by Melbourne Airport (Tullamarine) in Australia if long awaited plans for a new rail link between the gateway and the city – and subsequently Victoria’s regional and metropolitan train network – finally come to fruition and construction work starts on the project in 2022.

Talked about since the 1950s, the Melbourne Airport Rail link is still a few years off due to a targeted 2029 opening subject to relevant Victorian and Federal planning, environmental and other government approvals.

However, at the time of going to press, it has never been closer to becoming reality, with community and stakeholder engagement likely to provide key input into the project’s final planning and design.

Part of Victoria’s Big Build, the plan is for trains to travel from Melbourne Airport (MEL) through to Sunshine Station, then into the Metro Tunnel and the heart of the Central Business District (CBD), before continuing on to the Cranbourne and Pakenham lines.

For it to happen, dedicated new track will have to constructed along the existing Albion-Jacana freight corridor between Sunshine and

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Airport West along with a new 550-metre long rail bridge across the Maribyrnong River.

Backed by the state of Victoria and the Federal Government to the tune of A$5 billion each, supporters of the project note that for all passengers, Melbourne Airport Rail will provide: • Access to the entire public transport network including trains on the Geelong, Ballarat, Bendigo and Gippsland lines with a single interchange • Direct access to MEL from 30 stations without the need to change trains for passengers travelling from the CBD and the booming south-eastern suburb • A new premium station at Melbourne Airport with 10-minute services • Seamless travel to the heart of Melbourne’s CBD in under 30 minutes • Direct access to key sites including Melbourne University, the Parkville medical precinct and the St Kilda Road business precinct.

Australia’s Federal Minister for Communications, Urban Infrastructure, Cities and the Arts, Paul Fletcher, said: “A global city like Melbourne with a major airport like Tullamarine needs a world class rail connection between the city and the airport.”

He noted that the development of the “state-of-the-art connection” was expected to provide around 8,000 construction jobs.

While Victoria’s transport infrastructure minister, Jacinta Allan, confirmed that the project will “give a direct connection for airport travellers into the heart of Melbourne CBD in under 30 minutes.”

SPECIAL REPORT: PLANNING & DESIGN

Concept designs for the new bridge over the Maribyrnong River were unveiled earlier this year when the State Government described how airport trains would gradually rise to travel on new elevated twin tracks between Sunshine and the Albion Junction before descending and continuing at ground level alongside the existing freight line through Sunshine and Airport West towards the airport.

At 50 metres high, it will be the second highest bridge in Melbourne and, according to Allan, is a big part of the new rail link.

She commented: “It’s fair to say both levels of government are very keen to get into the delivery phase of this project as we finalise the planning and design work.”

Fletcher added: “We know how long people have been waiting to see Melbourne Airport Rail become a reality, and these concept designs show just how much progress is happening on this transformational project.”

While not directly involved in the rail link’s planning, funding and construction, Melbourne Airport is fully behind its development, which it says will make airport journeys quicker and easier for passengers and benefit the environment by reducing road traffic.

On its website, the airport states that it “actively supports” the development of a rail link to Melbourne Airport, noting that it will

provide a necessary addition to today’s mix of transport modes, as airport passenger numbers rise in the future.

Indeed, MEL’s chief executive, Lyell Strambi, is quick to point out that his gateway has been a fierce advocate for rail infrastructure to the airport for a number of years.

He said: “International visitors to Melbourne expect rail transport from the airport. It is an expectation of a truly global city. Victorians too, have been crying out for an airport rail link as Melbourne continues its trajectory to be Australia’s biggest city by population.

“We are fortunate to have plenty of room to grow on airport, with runway and terminal investment over the next 20 years forecast to service almost 70 million passengers by 2038. Our curfew free, 24/7 operations are a huge competitive advantage for Melbourne and Victoria.

“This can be a transformational infrastructure project for our community, as we prepare to start the long road to economic recovery.”

Strambi added: “To be successful, the Melbourne Airport Rail Link needs to be fast, frequent and reliable. We look forward to working with government to see how these objectives will be met.

“We will work constructively to make sure the airport rail link AW delivers the best possible passenger experience.”

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Delivering the future

Sustainability is central to the design and development of Pittsburgh International Airport’s new $1.1 billion terminal, writes Gensler’s Ty Osbaugh.

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ustainabilty at airports has become increasingly aligned only with environmental issues, and while these considerations are important, there are many other facets to it that are equally important to understand and incorporate in aviation development programmes.

COVID-19 has exposed the need to think about air terminals as open, porous environments instead of sealed, secure boxes designed only for the passenger. New expectations and needs for our airports mean they will evolve into multifaceted centres of activity for passengers, staff and the community at large.

Pittsburgh International Airport’s Terminal Modernization Program (TMP) is an example of an airport that looks at sustainability through multiple lenses and arrives at a solution that positions the airport for an unknown future on sound principles.

The TMP design vision, developed by architectural and engineering firms Gensler + HDR in association with luis vidal + Architects, is centred on ideas of nature, technology and community.

Environmental sustainability While Leadership in Energy and Environmental Design (LEED) is a great benchmark and industry standard for environmental stewardship, it is only a baseline for design teams to achieve.

Pittsburgh is striving for greater heights in the use of the adjacent land for energy generation via a self-sufficient microgrid energy system

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and solar arrays. The goal of this development is not only to meet the needs of the terminal and passenger facilities, but to generate enough power to give back to the electrical grid and support the local community.

Within the TMP site limits, some of the sustainability strategies include: • The terminal itself is designed around using less energy for heating and cooling through the orientation of the terminal, strategic building overhangs and the appropriate use of solar mass.

• The site limits the amount of surface parking and provides dense solutions for parking which allow for other uses and creates a green spine to link the terminal and parking garage.

• Implementing site-wide illumination controls to control light pollution.

• Developing interactive tracking systems to integrate with the building management system (BMS) to turn off lights when not in demand.

• Capturing rainwater for use in landscaping irrigation.

• Creation of outdoor spaces as a passenger amenity. Enabling natural light to shine through multiple levels of the terminal through light wells and openings.

• Using principles of biophilic design by visually connecting passengers to natural environments. In the TMP, the baggage claim hall is connected directly to outdoor gardens, so that passengers waiting for bags to arrive have a sense of being in a Pittsburgh garden.

SPECIAL REPORT: PLANNING & DESIGN

Cultural sustainability The most successful terminals that I’ve been a part of designing, get to the root of the local culture and to the core of what passengers or visitors will need at any time.

Pittsburgh has been part of a revolution away from fossil fuels and into one of the greenest cities in the US. Our view is that the airport should echo both the promise of that spirit and reflect the desire for green space.

This resulted in a terminal massing that extended onto three-levels instead of the normal two-level facility of arrivals and departures.

This third level created opportunities for re-thinking the passenger amenities since certain levels dictated their shape by the needs required.

The ground level, where bags are screened and processed, demanded a certain footprint. That area used significantly more volume than the upper levels. The result was a shape that is like a wedding cake of enclosed space. The remaining areas on each of the upper levels could then be converted from flat roofs into rooftop gardens for use by passengers and meeter and greeters.

Designed by the landscape architect team of The Office of James Burnett and UpStudio Landscapes, the programme created four gardens: two on the landside for all visitors and two on the airside for passengers’ post-security.

Each of the gardens is designed to create a different look and feel – the landside gardens have space for community activities and performances, dog walk areas, and substantial areas to wait for passengers to arrive into Pittsburgh.

The airside gardens are designed as an oasis for passengers who have gone through security and simply want to be outdoors before getting onto a flight.

Passengers arriving via car, a big component of the modal split in Pittsburgh, have been considered in the journey into the terminal

as well. Pushing the garage slightly away from the terminal face creates a sequence of moving passengers along the green, landscaped spine which links the parking and terminal.

On good weather days in Pittsburgh (of which there are a surprisingly large amount), passengers have the opportunity to walk to the terminal through the garden. This ability to be outside celebrates the spirit of Pittsburgh.

Flexible sustainability One of the things that makes an airport terminal obsolete is inflexibility. For Pittsburgh, this extends to how people arrive at a terminal, especially in light of the city’s position as a testing bed for future autonomous vehicles.

With that as a backdrop, one of the key elements that the team defined early on was the impact that the vehicular kerb and parking garage experience would have on the passenger – it is the first or last impression of Pittsburgh.

We witness the impact that transport network companies like Uber and Lyft have on airport frontages and these quickly become limiting factors on how the terminal is perceived.

At Pittsburgh, we started with a premise that kerb frontage will be the new premium in terminal design. With a three-level roadway network, the quantitative demand for passenger frontage could be handled easily on two levels.

However, the flexibility in creating that additional level of kerb and the notion that we could treat the kerb as part of the passenger experience instead of a simple transitory moment was key.

AW

About the author Ty Osbaugh is the aviation leader and principal at architecture, design and planning firm, Gensler.

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SPECIAL REPORT: PLANNING & DESIGN

Time for a new approach

London Gatwick is seeking approval to modify its airfield to allow it to become a two-runway airport capable of handling up to 75 million passengers annually.

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ondon Gatwick, famous for being the world’s busiest single runway airport for decades, has started a public consultation process on its plans to bring its standby Northern Runway into routine use alongside its Main Runway.

The airport reveals that the proposal will allow for an extra 55,000 flights a year and help secure its long-term growth, at the same time as generating around 18,400 additional jobs by 2038 and an extra £1.5 billion Gross Value Added (GVA) for the region.

To give that some perspective, a report published earlier this year suggested that Gatwick’s revival could generate over 50,000 new jobs and £8.4 billion Gross Value Added (GVA) by 2028 – enough to fund 222,000 primary school places or 70,000 nurses across the region – and that is before taking the benefits the Northern Runway would generate into account.

While passenger numbers currently remain low due to the COVID-19 pandemic, Gatwick is taking its plans for growth forward now as it still expects to be capacity constrained in the time it would take to secure approvals, complete construction and start operations.

The proposed plans would allow the airport’s Northern Runway to be brought into routine use, for departing aircraft, by repositioning its centre line further north by 12 metres. This would enable dual runway operations with the airport’s Main Runway whilst meeting all international safety standards.

The plans, say Gatwick, would add resilience to its operations (reducing delays and congestion), bring new global connections and allow the airport to accommodate approximately 75 million passengers per annum by 2038.

Bringing the Northern Runway into routine use is also expected to act as a catalyst for cargo growth as it would allow more long-haul services to Asia and the Far East that Gatwick believes could lead to cargo volumes hitting 350,000 tonnes per year by 2047.

Other elements of the proposals include improved airport access, highway improvements, as well as additional landscape/ecological planting and environmental mitigation.

According to the gateway, the project proposals are low impact and are in line with the UK government policy of making best use of existing runways. It notes that the project will be delivered in a sustainable way, which helps to achieve the UK’s overall goal of net zero emissions by 2050.

As the proposed Northern Runway plans are considered a Nationally Significant Infrastructure Project, the airport plans to apply for a Development Consent Order (DCO) to build and operate the scheme.

Before the application is submitted, Gatwick will be running a twelve-week public consultation, for anyone who is interested in reviewing or commenting on the proposals, which ends on December 1, 2021.

Gatwick CEO, Stewart Wingate, said: “While we are currently experiencing low passenger and air traffic volumes due to the global pandemic, we are confident that Gatwick will not only fully recover to previous passenger levels, but has the potential to continue to grow back into one of Europe’s premier airports.

“Our plans to bring our existing Northern Runway into routine use will not only help to secure that growth but will also ensure many thousands of additional jobs and a vital boost to the economy for our local region.” AW

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LEADERSHIP

Light at the end of the tunnel ACI Latin America-Caribbean’s director general, Rafael Echevarne, reflects on the impact COVID-19 has had on the region’s airports and the start of the recovery from the global pandemic.

How difficult have the last 18 months been for airports in ACI’s Latin America-Caribbean region and have any countries been more impacted by the pandemic than others?

As in most other parts of the world, the pandemic has had a huge toll on the aviation industry in Latin America and the Caribbean.

Aviation in this part of the world is not a luxury, but a necessity, as there are often no realistic alternative transportation modes for domestic or international travel. There are, for example, hardly any railways and very few highways due to the huge landmass and very difficult geography and the very nature of the Caribbean islands.

There have been huge differences between countries. Throughout the pandemic, for example, Mexico has been the only country worldwide where the government never imposed any restrictions on inbound or outbound foreign travel or requirements in terms of COVID tests or quarantines. In contrast, Chile and Argentine have some of the most restrictive regulations, with both countries practically being closed to the rest of the world for over a year now. We are beginning to see some light at the end of the tunnel in these countries, but there are still travel restrictions, particularly in Chile, which has one of the highest vaccination rates in the world.

Is it possible to say what COVID has cost the region’s airports in terms of job losses, lost revenue and passenger numbers?

In 2020, the aviation industry in Latin America and the Caribbean had a traffic reduction of 61% with respect to what was estimated for that year, with approximately 435 million fewer passengers.

In terms of revenue, we saw a reduction of approximately $7 billion in 2020.

In 2021 we expect a 47% reduction on the pre-pandemic estimates for both passenger and revenue. This will effectively mean that both passenger numbers and revenues are around 57% down on 2019, which it must be remembered was a record breaking year for the industry.

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Could the region’s governments have done more to offer financial assistance to airports?

As governments in our region do not have the financial resources found in the US or Europe, we were quite realistic about the possibility of direct financial support. However, governments could have been more supportive in facilitating concession payments and investment obligations. We welcomed the Brazilian government’s proactive approach in facilitating the postponement of concession payments, but other countries were not so helpful and could have done more.

How has ACI-LAC helped the region’s airports during this time?

We have been supporting our members by maintaining an active dialogue with governments and international agencies, like ICAO. The launch of the Airport Health Accreditation programme was key in demonstrating to governments that airports were proactively managing the situation. In fact, LAC´s airports were the first in the world to implement ACI’s Airport Health Accreditation (AHA), which looks at the level of compliance with the protocols recommended by ICAO, WHO, the US CDC and Europe´s ECDC. In terms of training and staying in touch with our members, we fully embraced video conferencing and we organised a total of 27 webinars during the pandemic, all of which were very well attended.

LEADERSHIP

We need to work together with regulators to ensure there are mechanisms for airport concession contracts to respond to unexpected events like COVID. What is the forecast for the recovery of passenger traffic in the LAC region this year and in terms of getting back to and surpassing 2019 levels?

Some airports have already surpassed 2019 levels, like in the Dominican Republic and some Mexican airports. Overall, domestic passenger traffic is expected to reach 2019 levels in 2023 while the recovery of international passenger traffic will require one more year, thus not getting back to 2019 levels until 2024.

Has COVID had any impact on the traffic rankings for the busiest airports in the region?

Despite the very significant reduction in traffic, there have been no changes in the ranking of the top five passenger airports in our region. In 2019, the busiest airports were Miami (MIA), Mexico City (MEX), São Paulo (GRU), Cancún (CUN), Bogotá (BOG), Lima (LIM) and Santiago (SCL) and this was also the case in 2020 and is likely to be the same again this year. BOG continues to lead the way when it comes to cargo volumes.

Do you think that one of the lasting impacts of the pandemic will be to trigger a new phase of private investment in the region’s airports?

The private sector is fundamental for the development of airport infrastructure in LAC. Together with Europe, LAC has the largest proportion of airports with private sector participation in the world. The tendency is expected to continue, with a number of processes underway in a number of countries. Also, the latest concession rounds in Brazil were successfully completed earlier this year, which are a testament of the interest of the private sector in the region.

Are any LAC region airports leading the way in terms of contactless travel or any other innovative technologies whose implementation may have been sped up by the pandemic?

ACI is a great advocate for this type of solution from three different perspectives: safer processes from a health point of view; faster processing times, which lead to more passenger satisfaction and more efficient use of infrastructure; and cost-effective solutions for airport operators. Many airports in the region were already world leaders in the introduction of technology, like Uruguay´s Montevideo airport. We are trying to convince hesitant governments that technology is a great ally to combat COVID and to modernise the air travel industry.

How big a challenge has the global pandemic been to the almost legendary resilience of the aviation industry?

The COVID pandemic, and the recovery from it, has arguably provided the aviation industry with its greatest ever challenge. I would like to recognise the resilience of some countries that either never closed their borders during the pandemic or opened them as soon as possible to ensure connectivity and help support the tourism industry. It is important to note that those countries that allowed international travel didn’t experience higher infection rates. The protocols implemented by the air transport industry have been extremely successful.

What do you view as the main COVID and non-COVID related challenges and opportunities facing LAC’s airports today?

We need to work together with regulators to ensure there are mechanisms for airport concession contracts to respond to unexpected events like COVID. In terms of opportunities, we are very excited about the potential of our region and the critical role that aviation will play for the social and economic development of the entire continent. The technological advancements are there to ensure aviation can grow in a sustainable way. Aviation is a necessity in our region and will continue to be in the long-term.

In terms of the non-COVID related issues, the two main challenges we have are aerodrome certification and environmental sustainability, and we are working with our airports and regulators to address both of them. AW

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WAYFINDING

Finding the way Karlee Butler Kennedy contends that the growth in geospatial data and digital indoor wayfinding can only enhance the passenger experience at airports.

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s people return to the world’s airports, they are finding an impressive assortment of creative leisure activities, world-class food and drink, and unique offerings that highlight a geographical region’s history and strengths.

And increasingly airports are turning to geospatial and location technologies to ensure that passengers passing through their facilities know exactly where these new offerings are how to find them quickly and easily.

Indeed, moving forward, technology in the form of automation, contactless solutions for everything from check-in and security to boarding, and ease of navigability are likely to prove keys to customer satisfaction.

In my opinion, in order to capitalise on the expected upturn in passengers during the second half of 2021 and beyond, airport operators need to consider investing in technology that makes airports easier to navigate.

Some, such as Phoenix Sky Harbor International Airport in the US are potentially already ahead of the pack, by putting vital health and travel information at their passengers’ fingertips courtesy of Atrius and geospatial data and indoor wayfinding enhancements.

Data can be synced across websites, mobile apps, and digital displays in response to constantly changing conditions, and passengers can access it in the palm of their hands. In addition, prompts to nearby concessions tailored to traveller interests help vendors thrive no matter where they are in the terminal.

Once people are at the airport, finding their way around a complex space requires dynamic wayfinding that guides them with optimum routes and speed.

Airports that transform static display directories into contextually relevant, interactive experiences can provide the most up-to-date information, including food and entertainment locations, operating hours, Personal Protective Equipment (PPE) stations, and other passenger amenities.

Travellers scan embedded QR codes to conduct searches to desired locales and wayfinding experiences on their own mobile devices.

Replacing static maps and signage with intelligent solutions gives terminal operators the ability to control, manage, and update spatial data with ease.

With renovation projects (like those at Denver International) in full swing, even familiar concourses can become labyrinths of detours, closed-off partitions, and construction zones that change every day.

Continual change means static signage and decals become outdated as projects progress.

Dynamic maps and QR codes that orient passenger to their locations are user-friendly ways to help people navigate renovation activity reshaping airport spaces. Hassle-free travel relaxes passengers. When people know exactly where they are in relation to their gates, they are more willing to shop, dine and visit area attractions.

Passengers can personalise their time in the terminal, plotting a course that gets them where they need to be while discovering regional art, local talent, and amenities along the way. Equally important to airport operators, revenue typically increases as foot traffic to entertainment venues, boutiques, and food concession improves.

Airport staff and airline employees also benefit from technology upgrades. For example, enhanced wayfinding helps teams better assist travellers, and richer geospatial data collection better informs resource allocation and budgeting.

The good news is, we’ve seen many airlines and airports already make significant investments in upgrading their facilities with cutting-edge technologies to best meet passenger, operating staff, and vendors’ needs.

Today’s travel industry involves complex spaces brimming with data that can inspire, guide, and thrill visitors. Investing for tomorrow with today’s innovation keeps travellers looking forward to their airport time and their trip.

AW

About the author Karlee Butler Kennedy is vice president of global sales and strategic accounts for US-based Acuity Brands.

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INFORMATION TECHNOLOGY

Collaborative effort

IBS Software’s Kanu Aravindakshan argues that greater collaboration between airports and airlines will be key in the post COVID aviation landscape.

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n paper, the relationship between airports and airlines has always been symbiotic in nature. Neither can operate without the other and they both share a clear set of common goals, namely transporting passengers and cargo around the globe as efficiently as possible.

In reality, most airports and airlines tend to be driven by their own individual metrics, interests and objectives, meaning they don’t work together as effectively as they could or should do.

While the case for better collaboration has always been there, particularly in key areas such as improving services and achieving better cost savings, continued growth within the sector during pre-COVID times meant it wasn’t viewed as something critical to success. However, times have changed, and in the post-COVID landscape, it has now become absolutely essential.

With the sector now fighting to recover from a bruising 18 months, rapid digitalisation has taken hold. Both airlines and airports are expected to allocate up to 6% of their revenue on IT spend between 2021 and 2024, for transformation projects and infrastructure upgrades that will improve their operational efficiency and better equip them for the future.

As such, there’s never been a better time for airports to take their collaboration with airlines to the next level, making joint investments that will not only see them safely through the pandemic, but set them up to thrive during better times, which we all hope are just over the horizon.

The aviation sector remains in the eye of the storm Simply put, the aviation sector needs to entice travellers back as soon as possible. Prior to the pandemic, one of the biggest challenges airports faced was crowd control, and how to manage huge passenger/ cargo flows during peak times of the day, week or month.

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Now, they have the exact opposite problem. While cargo volumes have proved relatively resilient throughout the pandemic, the brutal combination of national lockdowns, strict travel restrictions and consumer uncertainty has seen passenger air travel fall off a cliff.

Official figures from the Civil Aviation Authority suggest that in the UK alone, passenger numbers fell by 223 million last year, an annual decline of 75% on 2019. Heathrow, the UK’s largest airport, recorded a 72.7% decline from 80.9 million passengers in 2019 to 22.1 million in 2020.

Despite this unprecedented drop in passengers – and therefore revenues – both airlines and airports still have significant costs to cover.

Airports must continue to fund ongoing maintenance, security and staffing requirements for remaining passenger and cargo operations, as do airlines. To do this, they must find new ways to increase their revenues and cut their overheads, while waiting for traveller confidence and numbers to slowly return to pre-pandemic levels, which could take years.

With both parties vying to entice the same set of passengers back, working together is undoubtedly the best way to move forward.

Barriers to co-operation must be overcome on both sides In most cases, there are two main barriers to better collaboration between airports and airlines – structures and systems. Of the two, systems are by far the easiest to change.

Structure relates to the way airports operate their flight schedule and processes. Ultimately, airlines are all customers of the airports and issues relating to arrival and departure schedules are common. For example, if a new airport opens in the UK, it is likely that British-based airlines will want preference when it comes to the best time slots.

However, the airport needs to tread carefully because other airlines will also want access to these slots, so a fine balance must be struck that’s hard to deviate too far from.

INFORMATION TECHNOLOGY

However, when it comes to systems, there tends to be much more room for improvement. A lack of cloud-based infrastructure means many airports and airlines still operate on their own separate IT systems with little integration between the two. This results in major limitations when it comes to data sharing.

Even passenger and cargo operations are run separately in many instances. While some data sharing does take place, the processes aren’t seamless or available in real-time, leading to higher costs and a loss of operational efficiency on both sides.

For instance, without better access to airline data such as cargo or passenger manifests, airports often need to base their resource planning on predicted airline requirements rather than what’s actually needed. Such guesswork rarely aligns with reality, resulting in either overcharging for unneeded resources or under staffing that causes delays at the embarking/disembarking or loading/ unloading stage.

For airlines, this means high costs, slower turnaround times and planes on the ground instead of in the air, none of which is desirable in the current landscape (or any landscape for that matter).

Such misalignment also wastes time and money for airports that would be far better spent exploring new revenue opportunities and partnerships in and around the airport itself.

Better collaboration boosts future prospects The good news is that there’s a growing recognition from both parties about the benefits that closer collaboration can bring. Despite this, issues remain around sensitive data sharing and the old favourite of ‘who owns the passenger’, which can lead to airlines being reluctant to share specific passenger data, particularly relating to things like premium customers and frequent flyers.

However, this level of detail isn’t needed to achieve significant service improvements. In fact, at the most basic level, all airports really need to know is booked load information per class of service and any special requests in real time.

Similarly, with airline cargo, if airports know just a few key facts about incoming arrivals – such as volume, cargo type, specialist requirements like dangerous goods, live stock or cold chain requirement – they can plan loading/unloading operations much more effectively.

Of course, data sharing is a two-way street and the more information airports can provide airlines, the more efficient they can also be once their aircraft wheels touch down on the apron. Such collaboration will ultimately lead to better customer experiences, increasing loyalty and the chance of repeat customers over time.

There is also the opportunity to boost ancillary sales by unifying sales channels to allow in-flight sales to be fulfilled at the airport. In turn, this allows airports to interact more with the customer directly, and upsell airport amenities.

With the advantages of better data sharing becoming increasingly clear, the big question is how can it be achieved? For many, the answer lies in the cloud and fortunately there’s a growing number of cloud-based platforms and solutions now available that have been custom built around the unique challenges the aviation industry faces.

From data-driven cargo platforms that aid collaboration and drive efficiency across the value chain, to real-time passenger management solutions that use dynamic situational awareness to offer unmatched customer experiences, there is something for every need and use case.

With the latest reports suggesting air travel won’t return to pre-pandemic levels until 2024, the aviation industry is facing a great deal of uncertainty over the coming months and years.

Survival ultimately depends on how effectively airports and airlines can adapt, cut costs, and optimise their operational efficiency. Doing so will require teamwork and a level of collaboration far higher than was ever required before.

However, ongoing advances in cloud-based technology offer a wealth of new ways to share data quickly and efficiently, offering significant hope at such a challenging time and helping to drive digital transformation of the sector as a whole, which many would argue is AW long overdue.

About the author Kanu Aravindakshan is associate vice president of IBS Software, an on demand software solutions provider to the global travel industry.

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WBP NEWS

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

Travelex to expand Middle East store portfolio

Foreign exchange company Travelex has announced plans to expand its portfolio of stores across the Middle East.

Having opened two new stores in Qatar’s Hamad International Airport earlier this year, Travelex is now working to expand its footprint across Bahrain, Dubai, Sharjah and Abu Dhabi airports over the coming quarters.

The expansion comes as major regional and global events, such as the UAE Expo 2020 and 2022 FIFA World Cup, are set to drive international visitors back to the Middle East.

Whilst the majority of new stores will be located at airport locations, in certain markets, such as Qatar, Travelex is also looking to expand its presence downtown and at seaport locations.

The company is also working to refine both its store experience and product offering.

In line with changing consumer habits post-COVID, Travelex’s new, redesigned stores will offer a more open, streamlined experience enabling customers to complete transactions more efficiently and with less physical interaction than before.

Customers will also be afforded a wider range of digitally driven products, with Travelex investing in on-the-move mobile kiosks, a larger ATM estate and solutions such as pre-paid travel cards and click-andcollect services.

“As the retail landscape shifts and international travel starts to return, Travelex is working to innovate, expand and embrace new digital opportunities. Through this regional expansion, we look forward to working with our regional partners to help bring about the next stage of the industry’s sustainable growth,” said Batu Dolay, managing director of Travelex Middle East & Turkey.

Cleveland Hopkins joins The Club Airport Dimensions has opened a Club lounge (Club CLE) at Cleveland Hopkins International Airport, which it promises will help “elevate the travel experience for passengers” at the Ohio gateway.

Designed by award-winning Texas-based architects Ibanez Shaw, the lounge uses natural lighting to create an uplifting, relaxing ambiance for guests, and affords dramatic views over the nearby airfield. It also offers a variety of seating to suit the various needs of the modern traveller, from productivity to rest and relaxation.

The lounge was launched in partnership with FLŌH Vodka, which operates a FLŌH-branded bar in the facility and has created a hand crafted, small batch, gluten free, allergen free and Kosher Seal certified vodka made from American corn and pure Oregon water.

Jacques Evans, CEO and founder of the FLŌH brand, has become a major force on the Cleveland hospitality scene and has distinguished himself through hosting community give back events such as Heart of the Cocktail Experience at the Cleveland Museum of Contemporary Art.

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He said: “We’re incredibly proud of our heritage and are looking forward to working with Airport Dimensions to bring a true taste of Cleveland to guests at our new FLŌH Vodka bar. With its distinction as The Caviar of Vodka, FLŌH Vodka will bring an extra level of ultra-sophistication to The Club CLE.” Nancy Knipp, president (Americas) of Airport Dimensions, noted: “The Club CLE is another great addition to our ever-growing portfolio of shared-use airport lounges and experiences, and we’re delighted to be opening in a new location at Cleveland Hopkins International Airport.

“This premium space will provide passengers with unparalleled customer service in a relaxing environment that will enhance their overall travel experience. In addition, our partnership with FLŌH Vodka will help create a unique environment that adds the unexpected edge and sophistication that is synonymous with the FLŌH brand.”

RUNNING WBP NEWS HEAD AlmavivA Membership Region: Europe Contact: Claudio Tomei E: Info@almaviva.it W: www.almaviva.it/it_IT/ AlmavivA is synonymous with digital innovation, stating that its proven experience, unique skills, ongoing research and in-depth knowledge of a range of public and private market sectors are what make it the leading Italian group in information and communications technology. AlmavivA helps companies remain competitive in today’s digital age by innovating their business model, organisation, enterprise culture and ICT.

Bank of America Merrill Lynch Membership Region: North America Contact: Nancy Clawson E: nancy.clawson@bofa.com W: www.bankofamerica.com Bank of America Securities (BofA Securities) is a full-service global investment-banking firm responsible for meeting the capital formation needs of corporations, institutions and governments. BofA Securities was the leading underwriter of municipal debt in the United States in 2019. The services provided by its transportation group incorporates structuring, underwriting, and marketing tax-exempt and taxable airport financing/ refinancing, including airport special facility financings.

Touchless bag drop trial at London Heathrow Amadeus’ touchless bag drop technology is being trialled at London’s Heathrow Airport. The new contactless experience has initially been installed on six of Heathrow’s Auto Bag Drop (ABD) units provided by ICM Airport Technics, an Amadeus company. The trial means passengers using any of the six trial ABD units can drop their luggage quickly, safely and easily.

Richard Dinkelmann, CEO of ICM Airport Technics, noted: “We’re working closely with our airport and airline partners to deliver solutions that help them adapt passenger services to the new environment.”

Woolpert

Dufry extends Cambodia duty free concession Dufry has extended its duty-free concession at Cambodia’s three international airports in Phnom Penh, Siem Reap and Sihanoukville or another five-and-a-half years.

The extended concession contract starts in October 2021 and covers departure and arrival duty-free shops at the Phnom Penh and Siem Reap hubs as well as the departure shop at the Sihanoukville airport with a total sales area of 2,680sqm, which Dufry has operated ever since 2003.

As part of the contract extension and aligned with Cambodia Airports’ retail development plan, Dufry will refurbish the duty-free shops at Phnom Penh and Siem Reap airports, while the departure store at Sihanoukville was successfully redesigned in 2019.

To match VINCI Airports’ “sense of place” approach, the new offering will be complemented by an attractive assortment of local Cambodian products and souvenirs. All departure stores are conceived as walk-trough shops.

Membership Region: North America Type of Business: Planning & Construction W: www.woolpert.com Woolpert’s comprehensive, in-house services help airport customers reach the full potential of their operations by providing complete planning, design, environmental, enterprise information management (EIM), surveying, and aerial mapping/remote sensing services for capital improvement programmes. Its resourceful and innovative aviation professionals support the sustainability of projects by utilising a wide range of delivery methods, including traditional design-bid, programme management, design-build, and construction administration services.

Woolpert works closely with the FAA and state departments of transportation in regards to project funding.

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HUMAN RESOURCES

PEOPLE

matters More than a numbers game Terri Morrissey and Dr Richard Plenty consider the challenges of workforce planning in times of crisis.

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irports place a lot of emphasis on planning and designing their physical and infrastructure requirements and invest heavily in ensuring that the physical airport is fit for purpose and delivers an excellent customer experience. But is the same amount of thought and investment put into the design and planning of the human resource required to run it effectively and smoothly?

Take recruitment as an example. When someone is taken on for an airport job, is much thought given to the fact that they could be with the organisation for the next 20, 30 or even 40 years – or are they taken on simply to fill an immediate vacancy with little attention given to their adaptability, flexibility and longer-term potential?

Or consider succession planning. How many airports have robust plans in place to ensure people are being developed so that the airport always has cover for key leadership, operational and technical roles and is not over-reliant on a few individuals?

The fact is that some airports have excellent track records when it comes to strategically planning for their workforces – others not so. And these differences can become even more apparent at a time of crisis when major changes take place in levels of demand and the volumes of airport activity dramatically shift, as has happened during this pandemic.

In the face of the current crisis, all airports have had to take a hard look at their workforce as passenger numbers dropped dramatically and the future remains uncertain. Who should they keep and who should they let go? There are immediate pressures to reduce costs, but at the same time releasing skilled people – who may be difficult to re-engage when business picks up – is a problem. Airports can’t afford to keep all their staff, but can’t

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afford to let them go without a great deal of thought. That can be quite a headache when the recovery timeline is unknown and passenger demand uncertain.

It’s a tricky balancing act which is still playing out in some parts of the world as employees return from government subsidised periods of furlough.

Those airports which seem to be managing the situation best take a strategic view to workforce planning, following principles such as: • Always keep the future vision in mind when taking any workforce decisions • Wherever possible, look for opportunities for new ways of working, For example, flexible hours, short time working or automation possibilities, rather than releasing people • Try to keep core competencies whilst looking for opportunities for multi or reskilling to deal with changing work patterns • Treat people as individuals, ensuring they remain connected to the organisation even when working remotely, with ongoing training and support • Pay attention to their values when implementing any change, ensuring there are clear criteria and processes which are transparent and well communicated so that a ‘felt fair ’process is maintained • Bear in mind the need for airports to remain ‘employers of choice’ for future generations, reinforcing their connections with schools, colleges and universities Workforce planning is not only about taking a longer-term perspective, but about the ‘how’ as well as the ‘what’. Trust broken in difficult times cannot be easily repaired. The employee experience impacts on retention, engagement and ultimately on customer satisfaction.

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Rafael (Ralph) Cutié has succeeded Lester Sola in the hot-seat at Miami International Airport (MIA) following his appointment as the new director and CEO of Miami-Dade Aviation Department. Cutie, who has served Miami-Dade County for 30 years, noted: “I look forward to building on my career driving forward major capital projects and managing teams to take the airport to new heights under the mayor’s leadership.”

London Gatwick Airport has unveiled Jim Butler as its new chief financial officer and board member.

Simon Dodd is the new head of aviation development at Brisbane Airport Corporation (BAC).

As part of a reorganisation of the senior commercial team at Leeds Bradford Airport (LBA) in the UK, Nicola McMullen has been named as the new aviation director and former LBA commercial director, John Cunliffe, will now hold the role of commercial and strategy sirector.

Prague Airport’s new chairman of the board is Jiří Pos following the recommendation of the Ministry of Finance of the Czech Republic, the sole shareholder of the company.

Metropolitan Washington Airports Authority board of directors has elected Thorn Pozen as its new vice chairperson, succeeding William Sudow. Pozen is a partner in the law firm of Goldblatt Martin Pozen LLP in Washington, DC where he advises government and private sector clients on local government, administrative law and local and federal government ethics issues.

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 deliver ACI World’s Airport Human Resources training.

You can contact them at info@thisis.eu

AW