Airport World, Issue 6, 2019

In the spotlight: Master planning & Design Airport report: Minneapolis-St Paul Special report: Innovation labs Plus: Route development & People matters

In the spotlight: Master planning & design Volume 24 – Issue 6, 2019 www.aci.aero AW6-2019-FC-chosen.indd 1

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

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

Published by Aviation Media Ltd PO BOX 448, Feltham, TW13 9EA, UK Website www.airport-world.com

Airport World is published six times a year for the members of ACI. The opinions and views expressed in Airport World are those of the authors and do not necessarily reflect an ACI policy or position.

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Planning for the future Airport World editor, Joe Bates, reflects on the infrastructure challenges facing US airports in this ‘master planning and design’ themed issue and looks forward to 2020.

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he seemingly never ending need for new airport infrastructure comes under the spotlight in our ‘master planning and design’ themed final 2019 issue of Airport World.

We have features on China’s new $12.9 billion Beijing Daxing International Airport, the opening of Yogyakarta International Airport in Indonesia and the new trend of ‘greening’ airport terminals.

However, the US and its need for new airport infrastructure is the main focus of our ‘master planning & design’ section. We turn the spotlight on a handful of the US’s leading airport architectural firms and some of the pioneering projects they are working on or have recently completed.

We also hear from ACI-NA president and CEO, Kevin Burke, who reiterates his warning from earlier this year that the US needs to find the means to rebuild the country’s aviation infrastructure and improve the airport experience for millions of travellers.

Indeed, he reveals that the country’s gateways are facing more than $128 billion in new infrastructure needs across the system despite having a debt burden of $91.6 billion from past projects, a situation he fears has left US airports “terminally challenged”.

So, how will the US find the funds to build this new infrastructure and avoid becoming a victim of its own success and running out of airport capacity? Will it finally raise the $4.50 cap on the Passenger Facility Charge (PFC) to provide airports with the self-help they need to finance vital infrastructure projects?

Maybe the US will look to the private sector and PPP or P3 projects with more gusto than ever before to finance, build and operate new terminals or other key pieces of infrastructure?

Or perhaps new legislation will be passed that completely changes the way US airports are funded?

Turn to page 18 to find out more about ACI-NA’s take on the capacity crunch and the infrastructure challenges ahead for US airports.

The US theme continues with a feature about the challenges of airport construction projects and best practices for controlling costs.

Elsewhere in this issue, we have articles about the growing trend of airport innovation labs; and how advances in wireless technology and cloud-based data can deliver multiple benefits to airside operations.

Our main airport feature is on Minneapolis-St Paul International Airport, where Metropolitan Airports Commission CEO, Brian Ryks, talks about everything from engaging with the local business community and route development to MSP’s Airport Service Quality (ASQ) success.

We also hear from ACI World director general, Angela Gittens, who reminds us about the importance of green infrastructure when accommodating traffic growth; report on the expanding route networks of a handful of European airports; and discover the latest news from ACI’s World Business Partners.

A busy and exciting issue to end the year on, I hope you’ll agree.

The next issue of your favourite airport magazine will be out in March 2020 ahead of the Airport Economics & Finance Conference and Exhibition in Kuala Lumpur. I am already looking forward to it!

Finally, as we say goodbye to 2019 and hello to 2020, I would like to say bon voyage and good luck in their new endeavours to outgoing ACI regional directors Patti Chau (Asia-Pacific) and Javier Martínez (Latin America & Caribbean) and, of course, wish a happy, healthy and prosperous AW New Year to all our readers.

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CONTENTS

In the spotlight: Master planning & Design Airport report: Minneapolis-St Paul Special report: Innovation labs Plus: Route development & People matters

In the spotlight: Master planning & design Volume 24 – Issue 6, 2019 www.aci.aero

ISSUE 6 Volume 24

In this issue 3 Opinion Airport World editor, Joe Bates, reflects on the infrastructure challenges facing US airports in this ‘master planning and design’ themed issue and looks forward to 2020.

8 World in motion ACI World’s communications manager, Sabrina Guerrieri, reports on ACI’s hugely successful participation at ICAO’s 2019 Assembly, the launch of several publications and a new appointment.

11 View from the top ACI World director general, Angela Gittens, reflects on how the eco-design of terminals and other facilities is becoming increasingly important for the world’s airports.

12 On the radar CEO, Brian Ryks, tells Joe Bates more about an exciting year of growth and development at Minneapolis-St Paul International Airport.

18 Terminally challenged ACI-NA president and CEO, Kevin Burke, outlines the infrastructure development challenges facing US airports over the next five years and beyond.

21 Unlocking latent capacity Landbrum & Brown’s managing consultant, Prakash Dikshit, provides his thoughts on how operational improvements and new technology can help raise the capacity of US airports.

22 Blueprint for success Scott Macpherson considers the infrastructure challenges facing US airports and how best practices can help control their construction costs.

25 Under construction Airport World turns the spotlight on a handful of the US’s leading airport architectural firms and some of the pioneering projects they are working on or have recently completed.

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CONTENTS

Director General Angela Gittens (Montreal, Canada) Chair Martin Eurnekián (Buenos Aires, Argentina) Vice Chair Aimen Al-Hosni (Muscat, Oman) Immediate Past Chair Fredrick J Piccolo (Sarasota, USA) Treasurer Emmanuel Menanteau (Osaka, Japan) ACI WORLD GOVERNING BOARD DIRECTORS Africa (2) Zouhair El Aoufir (Rabat, Morocco) 1 Vacancy

32 Going green!

Karl Lyndon, global aviation sector leader at integrated engineering consultancy, BuroHappold, explores the growing focus on greening airport terminal buildings.

36 The future is now Joe Bates takes a closer look at the design and development of China’s new mega hub, Beijing Daxing International Airport.

41 Ready for take-off It will be all systems go for Indonesia’s new Yogyakarta International Airport in 2020 when it fully opens its facilities, writes Joe Bates.

42 Lab test Pieter van der Horst and Joeri Aulman compare and contrast the structure and goals of pioneering innovation labs at Amsterdam, Munich, Singapore and Edmonton airports.

45 Passport to safety John Newbury, product manager at Ramtech Electronics, looks at how advances in wireless technology and cloud-based data can deliver multiple benefits to airside operations.

47 Routes & destinations Airport World provides a snapshot of the latest route development news from Stockholm Arlanda, Milan Malpensa, Budapest and Ireland’s Cork and Dublin airports.

48 WBP News The latest global news from ACI’s World Business Partners.

50 People matters Terri Morrissey and Richard Plenty provide their thoughts on how changing attitudes to climate change might affect airports.

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Asia-Pacific (9) Aimen Al-Hosni (Muscat, Oman) Kjeld Binger (Amman, Jordan) Geoff Culbert (Sydney, Australia) Fred Lam (Hong Kong) Seow Hiang Lee (Singapore) Xue Song Liu, (Beijing, China) Emmanuel Menanteau (Osaka, Japan) PS Nair (Delhi, India) Raja Azmi Raja Nazuddin (Kuala Lumpur, Malaysia) Europe (7) Daniel Burkard (Moscow, Russia) Elena Mayoral Corcuera (Madrid, Spain) Jost Lammers (Budapest, Hungary) Yiannis Paraschis (Athens, Greece) Stefan Schulte (Frankfurt, Germany) Sani Şener (Istanbul, Turkey) Nazareno Ventola (Bologna, Italy) Latin America & Caribbean (3) Ezequiel Barrenechea (Lima, Peru) Martin Eurnekián (Buenos Aires, Argentina) Andrew O’Brian (Quito, Ecuador) North America (7) Lew Bleiweis (Asheville, USA) Joyce Carter (Halifax, Canda) Howard Eng (Toronto, Canada) Deborah Flint (Los Angeles, USA) Joseph Lopano (Tampa, USA) Candace McGraw (Cincinnati, USA) Tom Ruth (Edmonton, Canada) Regional Advisers to the World Governing Board (10) Diego Arrosa (Montevideo, Uruguay) Arnaud Feist (Brussels, Belgium) Pascal Komla (Lomé, Togo) Bashir Ahmad Abdul Majid (Delhi, India) Hector Navarrete Muñoz (Merida, Mexico) Augustin de Romanet (Paris, France) Brian Ryks (Minneapolis-St Paul, USA) William Vanecek (Buffalo, USA) 2 Vacancies World Business Partner Observer Thomas Duffy (ADB SAFEGATE) Correct as of December 2019

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ACI WORLDHEAD NEWS RUNNING

World in motion

ACI World’s communications manager, Sabrina Guerrieri, reports on ACI’s hugely successful participation at ICAO’s 2019 Assembly, the launch of several publications and a new appointment.

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very three years the International Civil Aviation Organization (ICAO) brings together over 2,000 delegates from up to 193 countries and international observer organisations to review the work of the past triennium and to set the policy agenda for the next.

It elects a new 36-member Council, the permanent governing body of ICAO, and agrees its budget for the coming three years.

The 2019 Assembly was held at its headquarters in Montréal, Canada, from September 24 to October 4. This was an important period for engagement with ICAO as ACI worked directly with the ICAO Secretariat and the national regulators attending the Assembly to promote key areas.

In consultation with the ACI World Standing Committees and in co-ordination with the Regional offices, ACI submitted several Working Papers (WP) and achieved concrete results, including among others: Taxation: Responding to the ACI WP, the Assembly re-affirmed the fundamental difference between user charges and taxes; acknowledged the risks associated with poorly designed and/or excessive taxation; and, recognised the importance of running a cost-benefit analysis before introducing any form of taxation.

Security: ACI had highlighted innovations such as Smart Security, and the Assembly expressed broad support for fostering innovation in aviation security and called on Member States to co-ordinate with industry partners to facilitate operational trials of new technologies and innovative techniques. It also adopted an updated Declaration on Aviation Security, for which ACI was invited to be part of the small drafting group.

Cybersecurity: With ACI support, the Assembly adopted a Resolution on cybersecurity, to address the issues through a horizontal, crosscutting and functional approach; reaffirming the importance and urgency of protecting civil aviation’s critical infrastructure systems and data against cyber threats.

Facilitation: ACI also welcomed a new Resolution which called upon Member States to: implement technological solutions aimed at

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enhancing security and facilitation of border controls while improving clearance procedures, such as the joint use of Automated Border Control gates and the ICAO Public Key Directory when checking e-Passports.

Unauthorised UAS Operations (Joint paper with CANSO, IATA, IFATCA and IFALPA): The industry is ready to work with ICAO in drafting the required international guidance material. The outcome would include harmonised processes for initiating detection of, and counter measures against, unauthorised UAS that may interfere with international aviation.

During the ICAO Assembly, ACI launched the Managing Rescue and Firefighting Services at Airports Handbook, to support operators in managing airport rescue and firefighting services. The handbook provides a useful summary of the actions and best practices that airports can adopt to ensure that they are able to effectively and efficiently respond to incidents and accidents at the airport.

In addition, the second edition of the Aviation Benefits Report was also launched by the Industry High-Level Group (IHLG). Comprised of ACI, ICAO, the Civil Air Navigation Services Organization (CANSO), the International Air Transport Association (IATA), and the International Coordinating Council of Aerospace Industries Associations (ICCAIA), the IHLG works to promote and safeguard the socio-economic benefits of air transport.

Populated with many real-world examples of how air transport is improving the lives and livelihoods of billions of people around the world today, the 2019 Aviation Benefits Report provides a helpful and consolidated view of aviation’s current socio-economic impacts, challenges, and objectives.

And most recently, ACI World has announced that Patrick Lucas has been appointed director of economics. Lucas was previously head of the Airport Business Analytics Unit within the ACI Economics Department, having joined the organisation in April 2011. He succeeds Stefano Baronci who has assumed the position of director general of ACI Asia-Pacific after more than three-and-a-half years as ACI World’s director of economics.

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ACI WORLD NEWS

ACI events

2020

2020

2020

2020

2020

March 24-26

November 9-11

June 16-18

September 7-10

April 21-23

Airport Economics & Finance Conference and Exhibition Kuala Lumpur, Malaysia

ACI-LAC/World Annual General Assembly, Conference & Exhibition Buenos Aires, Argentina

ACI Europe General Assembly, Congress and Exhibition Geneva, Switzerland

Customer Experience Global Summit Krakow, Poland

ACI Asia-Pacific Regional Assembly, Conference & Exhibition Nara, Japan

ACI offices ACI World Angela Gittens Director General PO Box 302 800 Rue du Square Victoria Montreal, Quebec H4Z 1G8 Canada Tel: +1 514 373 1200 Fax: +1 514 373 1201 aci@aci.aero www.aci.aero

ACI Asia-Pacific Stefano Baronci Director General Hong Kong SAR, China Tel: +852 2180 9449 Fax: +852 2180 9462 info@aci-asiapac.aero www.aci-asiapac.aero

ACI Africa Ali Tounsi Secretary General Casablanca, Morocco Tel: +212 660 156 916 atounsi@aci-africa.aero www.aci-africa.aero

ACI Latin America & Caribbean Javier Martinez Botacio Director General Panama City, Panama Tel: +507 830 5657/58 jmartinez@aci-lac.aero www.aci-lac.aero

ACI Europe Olivier Jankovec Director General Brussels, Belgium Tel: +32 (2) 552 0978 Fax: +32 (2) 502 5637 danielle.michel@aci-europe.org www.aci-europe.org

ACI North America Kevin Burke President & CEO Washington DC, USA Tel: +1 202 293 8500 Fax: +1 202 331 1362 postmaster@aci-na.org www.aci-na.org

As of January 2019, ACI serves 646 members operating 1,960 airports in 176 countries. ACI is a non-profit organization whose prime purpose is to advance the interests of airports and to promote professional excellence in airport management and operations. According to ACI’s 2018 Annual World Airport Traffic Report, in 2017 airports worldwide welcomed 8.3 billion arriving and departing passengers and handled 118.6 million metric tonnes of cargo and 95.8 million aircraft movements.

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ACI VIEWPOINT

View from the top ACI World director general, Angela Gittens, reflects on how the eco-design of terminals and other facilities is becoming increasingly important for the world’s airports.

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ith the number of infrastructure projects that will be needed to accommodate growth in air service demand, airports and their stakeholders must continue to consider the crucial issues of environment and sustainability when planning airport projects. Likewise, it has also become more common to have sustainability criteria requirements to approve funds for major infrastructure developments.

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.

This includes the overall process of airport planning, design, construction, operation, maintenance, refurbishment, and demolition.

This is particularly relevant when considering the role airports play in the global fight against climate change. As well, airport buildings must be resilient to the effects of climate change over the long-term. Eco-design can play a key role in not only reducing airports’ environmental impact, but also in mitigating risks generated by climate change, such as severe weather events.

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 eco-design of airport buildings, there are several worldwide eco-design themes and areas that have become prevalent in airports. Examples can be found below and in the ICAO Design of Airport Buildings, as part of the ICAO Eco-Toolkit, a project actively supported by ACI. For one, eco-design of airport buildings must integrate systems.

Elements such as lighting, temperature control, and waste management are integrated into a physical shelter to make it comfortable for human activities. And, at the risk of stating the obvious, any proposed airport development should incorporate features making the operation safe, secure and efficient and meet national airport design standards.

An efficient layout should reduce physical distances between areas and include infrastructure to facilitate passenger movement between areas. For example, minimising taxi distances can reduce fuel consumption and emissions of aircraft.

Finding alternative power sources and energy conservation has become another key priority. Energy efficiency and minimising energy waste should always be a goal of terminal design or reconstruction for both financial and environmental reasons.

Minneapolis-St. Paul International Airport (MSP), for example, has installed a green roof. This growing trend can substantially lower heat absorption and thereby reduce energy needs, as well as reduce storm-water run-off.

In addition, airports have many options for developing onsite renewable energy through solar and other technologies which can be

integrated into structural design. Tennessee’s Chattanooga Metropolitan Airport recently became the first US airport to be 100% powered by solar energy.

While aircraft are the largest source of emissions at an airport, the materials used for the terminal buildings themselves can be selected strategically to minimise emissions. For instance, the use of recycled materials usually reduces the overall carbon footprint of building materials.

Queenstown Airport has made use of a new lower carbon asphalt, which incorporates waste printer toner and recycled glass sand. Not only does the innovative solution provide a more durable surface in all weather, thus reducing maintenance costs, it also helps to protect New Zealand’s finite natural resources.

Planning for efficient waste management, such as through recycling or other processes, is a crucial way to reduce environmental impacts. The industry is transitioning from traditional waste management practices to incorporate circular economy concepts, rethinking the way a product is used, extending its lifecycle and identifying economic business models to reduce consumption.

London Gatwick Airport has been able to transform waste removed from aircraft into energy using a process which also saves in water consumption. The airport has become the first airport to achieve a zero waste to landfill accreditation from the Carbon Trust and has a ten-point sustainability plan that covers everything from transport to water quality.

It is evident that airports are committed to a greener future through their investment in eco-design principles. As these and other related areas gain momentum, they will become increasingly important in the large-scale infrastructure projects that await our industry as we seek to accommodate air traffic growth for many AW generations to come.

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AIRPORT REPORT: MINNEAPOLIS-ST PAUL

On the

radar CEO, Brian Ryks, tells Joe Bates more about an exciting year of growth and development at Minneapolis-St Paul International Airport.

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ith the US’s high profile hubs grabbing most of the headlines, it is perhaps easy to overlook the country’s growing list of successful mid-size gateways and the key role they play in the nation’s air transport system, and Minneapolis-St Paul International Airport (MSP) is no exception.

How many of you, for example, are aware that MSP is the US’s 16th busiest airport and that after three record years of growth it is on target to handle 39 million passengers for the first time in 2019?

It already handles more passengers on an annual basis that Boston Logan (BOS), Detroit Metro (DTW), Philadelphia (PHL) and New York LaGuardia (LGA), and if it continues to grow at the current rate of around 3% per annum for much longer, could soon overtake the likes of Newark Liberty (EWR), Orlando International (MCO), Seattle-Tacoma (SEA) and even Houston–George Bush Intercontinental (IAH).

Indeed, it has one of the fastest growing route networks of the US’s top 30 airports with more than 50 new routes since 2016, including three new international services (Dublin, Seoul and Mexico City) introduced over the last year.

The new additions mean that MSP enjoys competition on 58 of its 168 direct routes, and its growing number of international services ensure that MSP and the twin cities of Minneapolis and Saint Paul, in the US state of Minnesota, are becoming better known across the globe.

MSP is also a customer service champion, topping the podium for the best airport in North America in the 25-40mppa category in ACI’s Airport Service Quality (ASQ) customer satisfaction awards for three years running.

And it is a huge economic engine for the region, generating $16 billion in economic activity in 2017, $7.1 billion of it directly as it is responsible for some 86,900 jobs across the state.

So, it is fair to say that MSP is doing pretty well, and increasingly on the radar of international airlines. However, with its facilities already experiencing peak time congestion, and its own analysis showing that there is plenty of scope to further increase its international route network, the airport’s operator, the Metropolitan Airports Commission (MAC), is acutely aware that its job is far from done.

“We have had an exceptional year of growth, with passenger numbers up around 3.4% in the year to date, and an extraordinary 7% in the month of September, meaning that we are on target to

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handle an all-time high of 39 million passengers in 2019,” enthuses MAC CEO, Brian Ryks.

“We are in a good place, but with success comes challenges as rising demand inevitably puts pressure on your existing infrastructure.

The airlines are healthy and investing [in new aircraft] and want us to invest more.

“I understand this, but honestly, when we went through our budgeting and capital improvement programme planning process, looking towards 2020, we had $100 million more in need that we could accommodate, so it has become very challenging to come up with the dollars needed to do everything the airlines and our stakeholders and partners want us to do here.”

Traffic growth Ryks attributes this year’s upturn in traffic to a number of factors ranging from a healthy local economy to the increase in capacity offered

by MSP’s airlines, noting that in the fourth quarter alone, hub carriers Delta Air Lines and Sun Country Airlines offered 6% and 43% more seats respectively.

The rise in seats is down to new routes and the upgauging of aircraft or increased frequencies on existing ones, with Ryks quick to point out that you are a lot more likely to see B737s than 50 seat regional jets at Minneapolis-St Paul today.

“The fantastic new Delta services to Seoul and Mexico City and new Aer Lingus service to Dublin have also helped,” says Ryks. “In addition to being wonderful destinations, Delta’s SkyTeam partners Korean Air and Aeroméxico provide excellent connecting opportunities through

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AIRPORT REPORT: MINNEAPOLIS-ST PAUL

Incheon and Mexico City respectively, while new entrant Aer Lingus tells me that their daily Dublin-Minneapolis service has proved to be one of its most successful route launches in North America.”

Aer Lingus is the twelfth new airline to launch services to MSP since 2016, during which time the airport has also added Amsterdam, Aruba, Reykjavik and Tokyo to its international route network and 45 domestic destinations, 11 of them being introduced this year.

Nassau in the Bahamas will join them on December 21, 2019, when homebased airline and ultra-low-cost carrier, Sun Country, launches a once weekly service between MSP and Lynden Pindling International Airport.

The new additions are certainly no fluke as by Ryks’ own admission, MSP has become “more aggressive” in its approach to air service development in recognition of the growing levels of competition faced from other airports.

This more proactive and ambitious strategy involves regular dialogue with the local business community to find out more about what air links they would like to see launched at MSP today, and up to three years from now.

To help facilitate this dialogue, MAC formed the MSP Regional Air Services Partnership (RASP) initiative in collaboration with GREATER MSP – the economic development organisation for the Twin Cities whose investors include more than 300 companies, organisations and institutions – and it really hasn’t looked back since.

“I have been here for three-and-a-half years and my focus has always been on taking a more aggressive approach to air service development, whether it’s a new service from Delta and other

incumbent carriers or a new entrant to the market, as the importance of a good and ever evolving route network cannot be overestimated,” explains Ryks.

“We went to the business community and essentially said that we wanted them to be our partners in developing new air service opportunities for the region. They liked the idea, so we regularly talk to the CEOs of Minneapolis’ biggest companies about route development,” adds Ryks.

“What’s slightly different about this initiative is that it gives us an insight in to the future. Our own research and DOT [Department of Transportation] data, for example, tells us where people are flying to or coming from today. But what we didn’t know before we set it up was how the expansion plans of these big companies might change this dynamic.

“So, we decided to ask them, and now they tell us. As a result, we now know where people fly to today and where they are likely to want to go to from MSP in one to three years’ time.”

This obviously isn’t the kind of information that companies typically disclose, so it required trust, and the signing of confidentially agreements to get it done, but it proved a masterstroke as it allowed MAC to identify a number of potential new routes that they could pitch to the airlines, one of which was the recently launched international service to Dublin.

Without doubt MSP’s route development efforts are helped by the appeal of the Twin Cities’ diverse economy which encompasses everything from banking, bio-sciences, healthcare and clean and renewable energy companies to the manufacturing, agricultural and food businesses.

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AIRPORT REPORT: MINNEAPOLIS-ST PAUL

Indeed, 16 Fortune 500 companies ranging from Cargill, ECOLAB, Xcel Energy, UnitedHealth Group, 3M, General Mills to Target are located in Minnesota.

Airlines and changing traffic mix MSP is Delta’s second largest hub after Hartsfield-Jackson Atlanta (ATL) and this ensures that it is the dominant carrier at the gateway, accounting for around 71% of all passengers. The next biggest airlines in terms of market share are Sun Country (6.4%), American (5.7%), Southwest (5.3%), United (4.3%) and Spirit (3.1%).

With the notable exception of Spirit Airlines, Terminal 1 is exclusively used by the network carriers while Terminal 2 is effectively MSP’s low-cost carrier facility.

O&D services currently account for around 63% of the passengers at MSP and transfer traffic for roughly 37%, which Ryks points out is almost exactly the reverse of the situation a decade ago when Northwest Airlines was the hub carrier and 60% of its passengers caught connecting flights.

He believes that the growth of low-cost and ulta-low cost carriers at MSP in recent years has proved a big factor in the rise in O&D traffic and notes that the changing traffic mix has increased the pressure on the landside areas of the airport such as the entrance roads, parking and ticketing lobby.

All the issues are being addressed or are due to be resolved in MSP’s ongoing $1.7 billion capital development programme, which will end in 2023 with the completion of the revamp of Terminal 1.

Infrastructure development MAC has never been shy of investing in new infrastructure, adding a fourth runway (Runway 17/35) on the west side of the airport site, a new 10-gate Humphrey Terminal 2, an expanded Terminal 1 and two new concourses under the umbrella of its $3.2 billion 2010 master plan.

In addition, the plan also delivered new roadways; 16,000 new car parking spaces; 12 extra airbridges on Concourse C; new car rental facilities; a transit centre; and two stations to accommodate an airport pit-stop of the light-rail system operating between Minneapolis and the Mall of America.

However, with peak time congestion already rearing its ugly head and forecasts predicting that MSP is likely to be handling more than 50mppa by 2035, more new facilities are needed, and MAC is committed to completing its investment of $1.7 billion for capacity

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The next step for MSP Terminal 1 at Minneapolis-St Paul International Airport was built in 1962 as a shining example of modern engineering and architecture.

The iconic long-span ‘folded plate’ roof structure afforded the Metropolitan Airports Commission (MAC) flexibility throughout the years – until recently.

Annual passenger levels reached a record 38 million in 2018 and it was clear the terminal had reached a critical point, unable to accommodate the more than 50mppa projected for 2035.

Alliiance led a team to plan and design the MAC’s vision for their terminal of the future. Primary goals of reducing congestion, increasing capacity, and optimising passenger flow within constrained areas demanded the team challenge prior assumptions and develop space saving innovations.

At the baggage claim level, reworking the vertical circulation allows for a five-metre expansion at the front of the terminal. Although only a 5% increase in floor area, this will enable a 50% increase in claim device capacity. Security checkpoints were consolidated from six to two, and relocated exits reduce passenger decision-making points and congestion.

Centralising and increasing the number, and prominence, of elevators improves the meeting of the diverse needs of passengers, while strategically relocating escalators optimises passenger flow toward each of the security checkpoints.

At the ticket lobby level, the same five-metre expansion reduces congestion by enabling increased capacity at flexible airline areas to meet the evolving demands of modern technologies, avoiding passenger queues’ impact on circulation.

Digital dynamic signage, with current wait time information, help passengers make an informed decision about their route while eliminating inefficient movement within the terminal.

Through innovative planning and design, the MAC looks forward to exceeding passenger expectations through 2030 and beyond. enhancing projects over the next few years and expending up to $2.5 billion by 2035 if demand dictates.

The latest upgrade includes a $400 million ‘operational improvements programme’ to renovate and add 15,000sqft to the ticketing and baggage claim areas in Terminal 1 and a new $250 million complex that will contain a car park and car rental facility

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AIRPORT REPORT: MINNEAPOLIS-ST PAUL

capable of accommodating 5,000 vehicles and a transit centre for buses, when it opens in April 2020.

Ryks acknowledges that it might seem strange to some to build another car park at MSP when everything points to parking income declining in the future as less people drive to airports, but he notes that parking generated $94 million in revenue 2018 and that the parking garages adjacent to Terminal 1 regularly run out of space, causing some passengers to miss their flights.

He adds that the airport has factored the possibility of the future decline in parking revenues into its future development plans, and that if this was to happen, one of the options open to MAC would be to demolish the two 40-year old parking structures nearest to Terminal 1 to allow for additional kerb frontage.

Elsewhere in Terminal 1, Ryks reveals that MAC is currently in the planning phase for a third Delta Sky Club Lounge, new retail facilities, and aircraft gates in a modernised and expanded Concourse G. “I am excited about the multi-phased redevelopment of Terminal 1, which is a transformational project that will provide travellers with a consistent experience from kerb to gate,” he enthuses.

“It will be disruptive, there is no doubt about that, but the revamp is very much needed to ensure that we can ease the pressure on the front of the house caused by the rise in demand for O&D traffic.”

The ticketing area revamp, which like all the other projects is being carried out while the facility is in use and MSP handles around 105,000 passengers daily, is around 45% to 50% complete.

Facilities already added as part of the ongoing infrastructure development programme include 80 new retail/F&B outlets, a 300-room InterContinental Hotel – a $100 million public-private partnership (PPP) project between MAC and Graves Hospitality – connected to Terminal 1 by a pedestrian skybridge, and four new gates in Terminal 2.

Ryks says that MAC has also reconfigured the security screening operation in T1, working with the TSA to reduce the number of checkpoints from a non-operationally efficient six in the ticketing lobby to two (North and South) consolidated locations.

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Customer service Three consecutive years of success in ACI’s annual ASQ customer excellence awards means that it is almost impossible to talk about MSP these days without mentioning its efforts to enhance the airport experience for passengers.

Ryks has no hesitation in stating that providing top quality customer service is a major priority for the airport, noting that it is one of the pillars of MSP’s 2017-2022 strategic plan.

In fact, one of the three key focus areas of the strategic plan is to “deliver a seamless ‘one journey’ experience for MSP passengers”, and its efforts in this regards will certainly be helped by the adoption of new technologies such as smart entry and exit gates, self-service check-in and the planned future introduction of self-bag drop kiosks.

The airport recently introduced an IT solution by XOVIS which allows it to track passenger flows and potentially make the best use of staff and other resources by deploying them where they are most needed.

And MAC is a great believer in collecting and analysing data – including that gained during the annual ASQ surveys – to help it enhance its operational efficiency, performance and service offerings, and potentially gain a competitive advantage over other airports.

The opening of new retail/F&B outlets and other facilities with a “local flavour” have helped provide a distinct sense of place feel to MSP’s terminals which have proved popular with travellers, while the long established Customer Service Action Council gives different airport stakeholders the opportunity to meet once a month and work on ways to deliver an even better airport experience.

“We are in the hospitality business as today’s travellers spend more time at airports than ever before and want and expect streamlined journeys and good amenities,” says Ryks.

“If we can give them this, and I am including all passengers when I say this so I also mean those with disabilities and special needs, then they will be happy and we will have done our job.”

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Terminally challenged ACI-NA president and CEO, Kevin Burke, outlines the infrastructure development challenges facing US airports over the next five years and beyond.

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resh off a chaotic holiday travel season and the busiest summer season on record, 2019 has marked another impressive year in passenger and cargo traffic at America’s airports.

US airports remain some of the busiest in the world, with several airports ranking among the world’s top 20 airports for passengers and, importantly, for cargo. Our airports are busy places, and they are only getting busier each year.

With growing passenger enplanements and aging facilities, there is no doubt that there are tremendous airport infrastructure needs in the United States.

America’s airports are fundamental components of the nation’s transportation infrastructure and powerful engines for economic development in local communities, generating in excess of $1.4 trillion in annual economic activity and supporting more than 11.5 million jobs.

While passenger traffic through airport facilities continues to grow at a record pace – 1.8 billion passengers and 33.3 million metric tonnes of cargo passed through US airports in 2018 – our outdated aviation infrastructure cannot keep pace with this overwhelming demand and far too many airports around the country are overcrowded and cramped.

The capacity crunch To meet the capacity demands of the future with safe, efficient, and modern facilities that passengers and cargo shippers expect, US airports need to make new investments to maintain and modernise our nation’s airport infrastructure.

In fact, America’s airports require nearly $130 billion in infrastructure upgrades by 2023, with more than 56% of the needs inside our aging terminals.

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Inadequate airport infrastructure that fails to meet the growing needs of local businesses and tourists puts in jeopardy the continued economic growth of American cities, states and regions. From established metropolitan areas to burgeoning growth regions to small communities, sustained economic growth depends on our ability to invest in our airports.

Airport investment also promotes much-needed competition in the airline industry. New investments in airports can be valuable tools in helping local communities attract new air carriers, which increases competition and leads to lower airfares for passengers.

Airports need additional resources to build the terminals, gates and ramps necessary to attract new air carriers and allow existing ones to expand service. The travelling public gets more choices and lower airfares when airports can build the facilities that provide more airline options and more service alternatives.

In addition to the impact on local economies, deferred airport investment over the past two decades has challenged the ability of airports to deal with the evolving threats posed to aviation security.

We live in vastly different times than when most US airports were built, and the airports we have today simply were not designed and outfitted for a post-9/11 world that requires us to maximise both efficiency and security.

Airports have continually called on the US Congress to modernise the outdated federal cap on the Passenger Facility Charge (PFC) in order to give airports more flexibility to self-finance and leverage private investment without the need for additional taxpayer dollars.

Air travellers and shippers would greatly benefit from airports having the ability to generate more local revenue for terminals, gates, runways

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and taxiways that would increase capacity, stimulate competition, enhance safety and security, and improve the overall passenger experience.

Addressing the infrastructure funding shortfall With America’s airports facing nearly $130 billion in new infrastructure needs across the system and a debt burden of $100 billion from past projects, it is time to find the means to rebuild our nation’s aviation infrastructure and improve the passenger experience for millions of travellers.

It is a common misconception that airports are funded with taxpayer dollars or a general tax on all citizens. In reality infrastructure projects at US airports are funded primarily with federal grants through the FAA’s Airport Improvement Program (AIP), the PFC user fee, and airportgenerated revenue from tenant rents and fees.

We can rebuild America’s airports without raising taxes or adding to deficit spending Airports often turn to capital markets to debt-finance projects, using both PFC-revenue and airport-generated revenue to repay the bonds.

Traditionally AIP grants – which prioritise safety improvements – have been used on airfield projects, while PFC user fees – with greater funding flexibility – have gone towards terminal, ground-access, and major-runway projects.

In the case of PFCs, airports often have committed this revenue-stream for years or decades into the future to repay past projects, meaning they have no new money coming into the system to fund future projects.

Under the industry’s current financing-funding model, airports lack stable and predictable funding sources that keep pace with travel growth, rising construction costs, and inflation for these intensive capital projects.

The PFC cap – last adjusted in 2000 – has seen its purchasing power eroded by 50% in the past two decades. And federal airport grants through the AIP have been stagnant for nearly a decade, and will remain so for another five years, under the recently enacted FAA reauthorisation legislation.

Moreover, many airports – even those with sterling credit ratings – have reached their debt capacity and either cannot finance new projects or have had to phase in their projects over a longer timeframe, increasing the costs and delaying the benefits for passengers.

Fortunately, we can rebuild America’s airports without raising taxes or adding to deficit spending by modernising the federal cap on the PFC. Modestly adjusting the federal cap on local PFCs would allow airports to take control of their own investment decisions and become more financially self-sufficient.

Airports could build the appropriate facilities to meet the travel demands and customer expectations of their community.

PFCs are imposed by states or units of local government that own or operate airports; so they are not collected by the federal government, not spent by the federal government, and not deposited into the US Treasury. Instead, PFCs go directly to fund local airport projects approved by the FAA with input from airlines and local communities.

At a time of mounting pressure to reduce government spending, modernising the US government’s PFC cap is the simplest and most free-market option for providing airports with the locally controlled self-help they need to finance vital infrastructure projects.

It would allow airports of all sizes to reduce costs and start building essential infrastructure projects more quickly to meet the AW travel demands of today and challenges of tomorrow.

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Unlocking latent capacity Landbrum & Brown’s managing consultant, Prakash Dikshit, provides his thoughts on how operational improvements and new technology can help raise the capacity of US airports.

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ccording to ACI-NA, North American airports served 1.96 billion passengers (+5%) in 2018, and while demand has steadily increased, much of our infrastructure has aged and struggles to accommodate current demand.

The FAA continues to predict strong growth over the next decade and many airports will not be able to serve the additional demand without increasing capacity.

Traditionally, discussions about increasing capacity have revolved around building new runways, taxiways, and terminals. As you can read on page 18, ACI-NA estimates that airports across the United States need $128 billion for infrastructure needs over the next five years to accommodate the increasing demand.

Even though building new infrastructure delivers an increase in capacity, it is often expensive and is constrained by extended timeframes.

Increasing construction costs coupled with stagnant PFC charges and strong competition for AIP funds have resulted in significant challenges in securing project financing.

Moreover, the planning, design, and approvals process has resulted in major infrastructure projects often needing a lead time of 7-15 years.

In this challenging environment, operational improvements and/or technology can help facilitate that extra bit of capacity out of existing infrastructure assets.

An example of an operational improvement is the ability of closely spaced parallel runways to have simultaneous dependent arrivals by altitudinally separating the approaches to the two runways. The success of this technique has prompted regulators to explore if altitudinally separated approaches could be used on single runways to improve capacity.

Similarly, the use of Equivalent Lateral Spacing Operation can provide additional departure headings, which reduces departure separation requirements between successive aircraft and increases runway capacity.

These operational changes unlock latent capacity by allowing the airport to accommodate more operations with the same runway infrastructure and are enabled by new technology that allows controllers to separate aircraft more reliably in the airspace.

Closer to the ground, traditional aircraft pushback manoeuvres require the aircraft to pushback 90 degrees onto adjacent taxilanes, which is slow and could block aircraft on adjacent gates from pushing back. When apron

depth is available, new procedures allow aircraft to push back at a 45-degree angle and beyond the rear taxilane, which saves time and enables simultaneous pushbacks on neighbouring gates.

This modification reduces delays and makes gates available earlier for arriving aircraft, thus increasing gate utilisation and efficiency.

The use of technology within terminal environments has increased efficiency and improved the passenger experience. For example, augmenting traditional counters in check-in and immigration areas with check-in kiosks enables the airport to serve many more passengers within the same building, because kiosks occupy lesser floor space and reduces processing time for passengers.

Similarly, common-use self-service (CUSS) facilities have significantly decreased counter and kiosk requirements, enabling airports to accommodate additional flights and airlines within the same footprint. CUSS improves asset utilisation by enabling the sharing of resources between airlines and taking advantage of natural ebbs and flows of the schedules of various airlines.

Airports have adopted two operational measures to improve terminal capacity. The call-to-gate, where passengers wait in a central concessions area until shortly before their flight boards, and the second being the shared holdrooms, where multiple gates share a common large holdroom rather than have individual holdrooms.

Both maximise the utilisation of available holdroom areas; therefore, this adoption allows airports to accommodate more flights within the same terminal.

The TSA innovation security lanes are a combination of technology and process improvement, which provides up to five divestment points and automated tray returns. This improvement reduces the queue behind passengers who need extra time or assistance.

Processing passengers faster has reduced queues and enabled airports to accommodate more passengers, thus unlocking latent capacity.

By implementing a combination of operational changes and technology, airports can maximise their existing asset capacity and accommodate passenger growth while planning for the future.

These improvements only provide limited additional capacity and are not intended to replace long-term infrastructural capacity, but it provides temporary relief while we plan, finance, and build the projects we need in AW order to modernise our airports.

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Blueprint for success Scott Macpherson considers the infrastructure challenges facing US airports and how best practices can help control their construction costs.

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he aftermath of another hectic holiday travel season provides a great opportunity for a reality-check regarding the state of American airports.

Of the 32 million fliers who took to the skies during Thanksgiving 2019, many encountered facilities that were in the process of transformation. From landside to terminal to airside, construction seems to be a perpetual condition at large, medium, and even small facilities.

This activity isn’t all just cosmetic in nature. As the Federal Aviation Administration points out in its National Plan of Integrated Airport Systems (NPIAS), US airport infrastructure needs are propelled by several factors: current and forecasted traffic, use and age of facilities, and changing aircraft technology that requires airports to update or replace existing equipment and infrastructure.

The majority of investment at commercial airports remains in passenger-facing applications, such as new or upgraded terminals, consolidated rental car facilities (CONRAC), and ground access projects.

Airports are powerful engines for economic growth and opportunity. They account for $1.2 trillion in economic activity – or 7% of the total US workforce and 8% of GDP. And the industry outlook is positive: the FAA reports that 2017 marked the eighth consecutive year of profitability for the domestic airline industry.

Looking forward, there is confidence that US airlines have finally transformed from a capital-intensive, highly cyclical industry to one that generates solid returns on capital and sustained profits. Indeed, the FAA’s 2018 forecast projects that US carriers will experience passenger growth of around 1.9% over the next 20 years.

With so much economic clout – to say nothing of their primary function of moving people and goods around the world – it’s obvious that keeping facilities in top condition should be a priority.

Perhaps because we’ve reached a critical stage of maintenance – on average, infrastructure at US airports is 40 years old – there’s a substantial amount of airport construction work (both replacement and repair) that currently has a green light.

Through 2021, airports in the United States have infrastructure projects underway to the tune of nearly $100 billion; in the New York metro area alone, LaGuardia, Kennedy, and Newark airports are part of a $20 billion redevelopment plan.

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Updating the passenger experience There was a time when people used to dress to travel, flying was glamourous, and airport design reflected that with dynamic and cutting-edge structures. Over time, air travel evolved into mass transit and airports were designed for one principal purpose: a transportation gateway with a more bare-bones design reflecting a more transient focus.

Now though, the airport is evolving once again and they are designed as destinations in their own right, offering travellers (who spend a national average of two hours in the terminal) a full complement of amenities.

Food and beverage concessions run the gamut from fine dining to fast food chains to take-aboard snacks. Retail choices have outgrown newsstands and duty-free shops to include luxury goods, specialty boutiques, and pop-up stores.

Ticketing procedures and security screening and baggage handling technologies have greatly evolved (and continue to do so).

Terminal architecture has also become more sophisticated, with towering atriums, soaring pedestrian bridges, and other eye-catching features adding to the environment.

Evaluating choices As essential as these design elements are, they increase the project’s complexity and, in turn, contribute to the cost of capital improvements.

With the cost of new airport terminals often running at more than $750/square foot, every effort must be made to control expenditure.

Employing a lifecycle approach to the initial procurement may ensure a more fiscally responsible use of funds because it includes operation and maintenance costs, which are sometimes overlooked when making decisions about systems and materials.

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A simple example: Though the upfront costs – in both dollars and time – of pouring a 200,000-square-foot terrazzo floor far exceeds the expense of installing the same quantity of carpeting in a terminal, an analysis of the two surfaces dictates that the wise choice would be the terrazzo.

Subjected to the heavy foot traffic of an airport, carpet wears out and requires periodic replacement – a shortcoming that doesn’t apply to the more durable terrazzo.

Understanding construction challenges With airport work, phasing and co-ordination are often the biggest drivers of cost. Sometimes renovations can cost more and take longer than new construction because of phasing and co-ordination.

Cost planners must find the sweet spot between budget, schedule, and scope of construction to maximise the efficiency of the project.

When well planned and executed, the risk of diminished productivity is reduced – a major goal for all stakeholders.

With limited land available for expansion, most airports are faced with squeezing more performance out of their existing buildings. And because they are active 24 hours a day, there’s no window of downtime during which construction can take place; this is a major reason why costs typically run about 40% to 50% more for airport construction than they do for a ‘conventional’ project.

It’s definitely not business as usual. Construction work of any scale has to have a minimal impact on airport operations, and therefore is most often conducted at night.

Logistical concerns can slow down the process, from construction workers having to park offsite, then take a shuttle bus to the job (a process that can double the time spent in transit – and correspondingly reduce the time spent at work)

to staging material deliveries at a time and place that minimises the disruption to airport activity.

Behind-the-scenes issues include conducting background checks for workers to receive security clearances to gain access to restricted areas of the facility; in a tight market for skilled labour, this can be more of a problem than expected.

Surrounding the active construction zone, vehicular and pedestrian detours must be planned with an eye to safety, security, and convenience, as well as compliance with TSA and FAA protocols.

It’s essential that wayfinding signage posted in the affected areas of the terminal be visible and clear, as it may be directing passenger circulation through the building for years to come, in cases of major building overhauls.

Ensuring a smooth landing While every airport construction project is unique, they share a common goal: to deliver a superior passenger experience through modern, responsive facility design.

With costs climbing to ever-increasing altitudes, achieving that target requires a knowledge-based costing strategy that is simultaneously detail-oriented and focused on the big picture, and applied with skill and vision.

About the author Scott Macpherson is an executive vice president of Rider Levett Bucknall North America and a recognised expert in the field of construction cost management. He can be contacted via email at scott.macpherson@us.rlb.com

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Under construction Airport World turns the spotlight on a handful of the US’s leading airport architectural firms and some of the pioneering projects they are working on or have recently completed.

Architect: Fentress Architects Project: Solving the capacity capacity crunch in Nashville In 2018, Nashville International Airport (BNA) welcomed a record 14.9 million passengers, setting an all-time passenger record for the fifth consecutive year. This increased passenger volume – both domestic and international – is what prompted the creation of BNA Vision, a comprehensive plan that comprises seven major building projects, which together will enable the airport to accommodate 17 million annual passengers by 2023, and up to 23 million by 2032.

The design build team of Fentress Architects and Hensel Phelps are leading the creation of BNA Vision’s two largest projects: the $292 million, 462,000-square-foot Concourse D and Terminal Wings Expansion, as well as the 440,000-square-foot Terminal Lobby and International Arrivals Facility.

Expansion to Concourse D and the terminal is being driven by the desire to maintain Nashville International Airport as a world-class facility for the record-breaking passenger volumes it currently serves and the sustained and projected growth anticipated.

Upon completion next summer, the 115,000-square-foot expansion to Concourse D will yield six new departures gates along with associated ramp amenities and function space. A significant portion of Concourse C will also be renovated to allow for relocation of airport operations during construction of other BNA Vision projects.

Expansion of the terminal to the north and south will provide for interim TSA checkpoints and future permanent ticketing check-in counters. Each expanded wing will include concessions, support offices, and bag claim devices.

Additionally, an entirely new 11,000-square-foot Central Utility Plant will be completed and brought online to support the BNA Vision.

The Terminal Lobby and International Arrivals Facility (IAF), which is currently in design and scheduled to open in the fall of 2023, is needed to ensure that BNA is equipped to meet current and projected demand for passengers and baggage and better streamline both the arrivals and departures sequence.

Achievement of these goals will help the airport and its airline partners maintain current and attract new international routes.

As its largest single component, the creation of a state-of-the-art Terminal Lobby and IAF is central to the BNA Vision. Design features of this project include: • New arrival canopies, pedestrian bridge, and central core addition; • A new and open centralised Marketplace within the terminal; and • A new pedestrian connection from Customs and Border Protection (CBP) screening to ground transportation to enhance passenger flows.

Additional features include expanded space for airline clubs and six international gates to meet the rising demand from Europe, Asia and Latin America. Also included will be an expanded, consolidated security screening checkpoint, which will have additional lanes to minimise wait times and expedite the screening process. Finally, a bags-first approach and Automated Passport Controls will further expedite throughput.

The terminal lobby will feature an airwave roof canopy that extends from the terminal garage to the IAF, and ultimately provide coverage for roadway and kerbside access from the terminal and new pedestrian walkway bridge.

The pedestrian bridge will connect the central core with a garage plaza, administration building and future hotel, thereby promoting efficient passenger traffic flow. The central core, a defining feature of the strategic design, will vertically connect all four levels from the Transportation Center to the new pedestrian bridge, which will improve circulation as it streamlines and facilitates passenger flow.

The Marketplace will be located between the lobby’s new security screening checkpoint and the international gates in order to optimise services and amenities available to both international and domestic passengers.

The new IAF will include a CBP area with primary and secondary processing areas, and a pedestrian tunnel that will aid the flow of passengers from the CBP to the terminal and ground transportation areas.

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Architect: Corgan Project: LAX’s Midfield Satellite Concourse Corgan is the lead design firm on the design/build project to create a new remote satellite concourse for the international terminal at Los Angeles International Airport (LAX). The $1.4 billion satellite concourse will be a remote facility, initially served by an airport bussing operation and a passenger access tunnel connection to the Bradley West Terminal, but eventually connected by an automated people mover system (APM).

The concourse will be designed to accommodate 22 wide-body (code E aircraft) swing gates serving domestic and international flights.

The first phase of the concourse encloses approximately 750,000 square feet of passenger and operational space with 11 to 13 wide-body gates; 50,000 square feet of passenger tunnel access; 80,000 square feet of utility tunnels; and a ramp level bus station for transfers to other domestic terminals.

Architect: Gensler Project: Designing for future growth at Pittsburgh Opened 27 years ago as a mega-hub terminal facility for US Airways, markets have since shifted, providing an opportunity to reshape the future of Pittsburgh International Airport and create a connected, adaptable facility that commits to meeting today’s aviation challenges as well as tomorrow’s technological advances to meet anticipated traffic of 12 million passengers by 2033, write Gensler’s Tim Hudson and Ty Osbaugh.

December 2018 marked the 32nd consecutive month of passenger growth, with nearly 9.7 million people travelling through the airport – nearly 8% more than 2017 (primarily in origin-and-destination traffic.)

The team led by Gensler + HDR in association with luis vidal + architects is working to create the vision for delivering this new gateway for the region.

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Image courtesy of Gensler + HDR in association with Luis Vidal + Architects.

Phase 2, when constructed, will complete the satellite concourse and include the remaining holdroom and gates, an automated people mover system and maintenance facility.

Increasing flexibility for terminal operations and maintenance, LAX’s Midfield Satellite Concourse will offer passengers more efficient navigation and circulation, streamline throughput and traffic, and provide higher levels of service.

A series of ‘neighbourhoods’ comprised of gates, core amenities, and concessions punctuate the concourse with a variety of seating options and enhanced accessibility to accommodate passenger loads.

The improvements and expansion at the second busiest airport in the US will add the necessary facilities and gate space needed for airlines to grow service at the international hub and meet demand for the future air travel.

The project’s design philosophy embraces nature, technology, and community in a nod to Pittsburgh’s location, its local residents, and a commitment to innovation. The former midfield terminal will be transformed to better serve its now primary O&D passengers, providing a more efficient journey and a more enjoyable experience for passengers.

The project will also consolidate airline and airport operations alongside public spaces, including ticketing, baggage claim, meet-and-greet area, security checkpoint, as well as retail and concession options.

It all adds up to a terminal that will reshape the future of Pittsburgh International Airport, helping to reduce long-term costs and provide greater benefit to its local community and the travelling public.

And in a wider sense, it means a better-equipped Pittsburgh and a more connected region poised to continue its technological and cultural ascent.

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Architect: LEO A DALY Project: Louis Armstrong New Orleans International Airport’s new $1 billion terminal Louis Armstrong New Orleans International Airport (MSY) is celebrating the official opening of its eagerly awaited new $1 billion North Terminal.

The gateway’s new 35-gate terminal, which was seven years in the making in terms of the design and planning work by global architecture firms LEO A DALY and Atkins, will ensure that the US’s fifth fastest growing airport has the capacity to meet rising demand.

According to the design team, the terminal immerses MSY visitors in the culture, geography, and history of the Big Easy. Its architectural form is said to evoke the soft curves of the Mississippi River while dappled natural light streams into the terminal via skylights is meant to evoke the city’s tree-shaded urban markets.

A jazz garden at the terminal’s three-story central atrium will feature live jazz music, while a massive glass-sealed image taken by a local photographer of live oak trees in morning fog graces the terminal’s main elevator.

Design for the terminal was developed and completed by the Crescent City Aviation Team (CCAT), a joint venture of Atkins and LEO A DALY, who reveal that they worked to maximise convenience for passengers in the terminal.

As a result, a single security checkpoint serves both international and domestic flights and adapts to accommodate large tourist crowds during special events such as Jazz Fest and Mardi Gras. The terminal’s layered, open feeling, with prominent views of the airfield, makes the airport easy for travellers to navigate.

The facility is also said to offer a unique concessions programme that celebrates the city’s rich culinary, music, and arts heritage.

The need for storm resistance allegedly drove the innovative design.

A spherical roof shape allows long spans while accommodating heavy rainfall. Extensive wind-tunnel modelling and on-site testing resulted in a glass curtain wall able to withstand hurricane-force winds.

The 35-gate terminal includes the six-gate Concourse A, which was added nine months into construction to accommodate increasing demand for domestic and international travel to the city.

CCAT led the design of the airport terminal, its three concourses, concession programme, two parking garages, aviation radar and electrical facilities, pump station, airside aprons and landside roadway systems. The terminal design was based on an initial concept by Pelli Clarke Pelli Architects.

“We are extremely proud to have supported the City of New Orleans in bringing the new North Terminal to reality,” said Justin Jones, intermodal business unit director for Atkins, a member of the SNC-Lavalin Group.

“This beautiful, state-of-the-art facility will not only provide a modern, spacious place to arrive and depart but also bring a taste of what makes New Orleans unique, including its music, food, and culture.”

Steven Lichtenberger, AIA, president of LEO A DALY, noted: “The new MSY establishes an iconic new gateway to the city of New Orleans and a passenger experience unlike anything else in the world. We’re truly thrilled to see it contribute to New Orleans’ growth as a domestic and international destination.”

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Architect: Alliiance Project: Transforming Spokane International Airport Spokane International Airport is the largest airport in eastern Washington State in North America’s Inland Northwest Region, writes Alliiance’s Eric Peterson.

The airport serves Washington’s second most populous city, Spokane; the Palouse on the Columbia Plateau; as well as Idaho’s renowned rest and recreation destination of Coeur d’Alene and north to Canada.

The region is known for its picturesque and varied geography, wine industry, universities, active lifestyles, and independent and pragmatic spirit.

With such noteworthy attributes, it is not surprising that Spokane is blossoming today as educated professionals relocate to a city that is eminently livable, active, and connected to the world. As in most communities, Spokane’s airport is critical to enabling and propelling the region’s vitality.

Large portions of the existing terminal and concourse facilities were built in the mid-1960s and reflect planning and design norms of that era. Aside from generally being constrained and undersized in many key functional areas, overall capacity has been severely taxed as passenger traffic has increased with two consecutive record years in 2017 and 2018 totalling nearly 23% in growth, fuelling the sustained growth of the region’s economy.

The areas that have been impacted the most are the passenger security checkpoints which were originally laid out in the pre-9/11 era. Compounding the passenger impacts of these kind of built-in pinch points is the fact that the airport functions essentially as two separate operations with two separate terminals and separate concourses with substantial distance between the primary functions.

The Master Plan envisioned a new midfield terminal in the not too distant future that would bypass the constraints of the existing facility and provide for anticipated future growth, however, the costs of that solution were prohibitive.

In 2015, a planning study named TREX (Terminal Renovation and Expansion) identified a number of incremental projects that could be implemented to address future airline and airport needs as well as correct operational deficiencies to improve the passenger experience.

Primary components of the study included consolidation and centralisation of baggage claim areas with an expansion of security checkpoints to the extent possible in their existing locations, as a means to reduce passenger inconvenience without having to proceed with the prohibitive midfield terminal option.

In 2017, Alliiance was retained to implement the TREX project.

In the course of refining the TREX study findings, it was determined that expansion of checkpoints in their existing locations had inherent limitations due to existing facility layouts and infrastructure.

The team suggested that consolidation of the checkpoints, in addition to the previously identified baggage claim consolidation, could provide significant immediate and future capacity while unifying operations between the terminals and concourses.

Further study by the Alliiance team (which includes WSP, TO Engineers, local architects WAG, the Faith Group, Thornton Tomasetti, Entro, Faithful and Gould, Swanson Rink and ICF) illustrated ways in which concourses could be modernised, expanded or replaced in conjunction with consolidated checkpoints and centralised baggage claim areas to provide capacity long into the future without moving to the midfield terminal option, and at a fraction of the potential cost.

In addition to addressing these needs, the revised TREX project has the added benefits of equal access to shared amenities and concessions to all passengers from both concourses thereby improving customer experience while enhancing revenue generation opportunities and reducing operational costs.

The project also includes an initial increase of two gates and a straightforward path for future additional gates.

The design process included interactive ‘visioning’ and ‘sense of place’ workshops with airport staff, leadership, and board members to identify an appropriate level of regional expression and identify aspirational goals in customer experience.

The resulting project design embodies the transformative landscape of the region, the spirit of adventure, opportunity, and growth reflective of Spokane’s forward-looking, yet grounded community.

The current project, for which schematic design was completed in 2019, is proceeding with anticipated construction to begin AW in 2021.

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Going green!

Karl Lyndon, global aviation sector leader at integrated engineering consultancy, BuroHappold, explores the growing focus on greening airport terminal buildings.

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he aviation sector has been attracting a lot of attention recently – and not all of it for the right reasons.

The new trend of ‘flight shaming’ in a bid to discourage air travel and reduce carbon emissions has attracted c-suite attention and an acknowledgement that more must be done to demonstrate the sector’s wider environmental credentials. The growing sustainability and energy efficiency of airport terminal buildings is a case in point.

Of course, the greening of airport terminals is not a particularly new concept, but our understanding, as a sector, of how to respond has improved significantly. Now, there is a growing focus on tackling the ‘big wins’ – energy, waste and carbon in both new and existing buildings.

Far from being a ring-fenced area of CSR policy, sustainable design is increasingly recognised as a means to deliver not just environmental value but social and economic value too – with measurable improvements in the performance and quality of airport facilities.

To effectively respond, the focus must be on outcome-driven design and on creating airport terminal buildings that work both now, and in the future.

The application of data-driven technology is key in mapping all aspects of an airport from footfall to cargo and logistics, ensuring sustainable planning and design also translates to maximum financial returns and an unrivalled airport user experience. So where should our attentions lie?

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Greening terminal buildings When it comes to ‘going green’, much of the focus has rested on reducing carbon footprints. However, the legacy approach of the voluntary carbon off-setting market means that progress and gains can be difficult to evidence.

There are, of course, ways to apply a more bespoke, ‘on-site’ approach to carbon reduction – using the ‘campus’ nature of airport sites and buildings, for example, to invest in clean energy such as photovoltaic panels, or low carbon on-site biomass.

While a valid and worthwhile approach, this requires significant investment upfront and presents logistical challenges.

Reducing energy use presents a more immediate and straightforward solution. It also offers very real economic value.

At BuroHappold, we have conducted detailed analysis of energy use in fifteen airports of varying ages. The research shows that energy use within a typical European airport terminal building can broadly be carved up as follows – a quarter on baggage handling, slightly less than a quarter on lighting, a quarter on fans and pumps, and a quarter on heating and cooling.

Tackling these areas requires full collaboration between the airlines, airport operators, architects and design teams, and a holistic approach that should always begin with energy analysis. The approach must be one of co-creation and co-design, pooling existing operator knowledge with specific design expertise.

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Global effort: Lush vegetation at Singapore’s impressive Jewel Changi Airport complex (above) and Pittsburgh’s green future (left) and on the following page.

Pittsburgh images courtesy of Gensler + HDR in association with luis vidal + architects.

The recently opened Beijing Daxing International Airport, with its 700,000sqm terminal, is a prime example of how this sort of collaboration can deliver the combined benefits of energy efficiency, a strong user focus and the flexibility to sustain future growth.

Environmental drivers played a key role with numerous passive elements incorporated into the design, including shading strategies, high performance glazing, and carefully placed roof lights that optimise the energy performance of the terminal while benefiting the wayfinding.

These solutions predicted a 50% reduction in overall energy consumption and CO2 emissions.

The growth of the smart airport Daxing is a timely reminder that, in tackling energy use and management, the changing nature and design of airport buildings presents a real challenge.

Terminal buildings are increasingly big, flat and wide in their design, in order to cope with growing passenger numbers, peaky flight schedules and a requirement for more space to accommodate taxiing and parked planes. Larger spaces mean that there is a growing need for smart airports that can be effectively zoned and managed.

The size of airport zones typically leads to the use of standard HVAC (heating, ventilation and air conditioning) controls, set to conservative values. Increasingly this standardised approach is being challenged to direct passengers to one part of the building or zone, thereby reducing energy use in the other areas.

Baggage reclaim is a good example. Traditionally these expansive areas will be ‘100% live’ during operational hours but will have only a few reclaim belts in operation serving arriving passengers.

By managing logistics and driving passengers to one section of the baggage reclaim, airport operators can set back the building systems and lighting into ‘sleep mode’.

Sustainable sizing The size of airport terminal buildings also needs consideration as part of the energy efficiency mix. Often airports are oversized and outdated compared to their required functionality and modernising and right-sizing can save millions of dollars in energy use.

Pittsburgh International Airport, in the US, is a case in point.

Formerly a US Airways mega-connecting hub, the airport has transitioned to a growing origin and destination (O&D) facility focused on improving the passenger experience, reducing long-term costs and advancing the region.

As part of its Terminal Modernisation Program, a new landside terminal to be constructed adjacent to the existing airside terminal will consolidate operations under one roof, reduce the number of unnecessary gates and conveyances, repurpose existing spaces and eliminate reliance on the energy-intensive Automated People Mover.

Working together with airport staff and the terminal design team, our focus has been on ensuring that there is clear separation between the old and new infrastructure in order to avoid prohibitive costs associated with system upgrades and to advance more sustainable building design.

We are co-creating the strategy for the Building Management System (BMS) that will integrate with legacy systems to provide the best long-term solution, and our extensive Building Information Modelling (BIM) capabilities have enabled us to work with the Gensler+HDR-led design team to co-ordinate and develop the airport terminal concepts.

A Single Analysis Model has been used to develop a ‘whole building’ approach to energy modelling, evaluating energy conservation measures and their impact on operational costs.

Right-sizing in this way is not always an option, however, and, in some instances, growing travel means increasing the size of the terminal building. This was the case at Oslo Gardermoen airport in

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Norway where the expansion included a new 300m long pier and 115,000sqm terminal extension.

Doubling the size of the existing building, this project created one of the greenest airport terminals in the world.

One of the key goals was to cut energy demand by 50% – no small task given that the old terminal was already one of the world’s most energy efficient! This also needed to go hand in hand with enhancing passenger comfort and wellbeing.

We created a dynamic building envelope that could respond to changing external conditions with minimal energy use, undertaking careful modelling and analysis of the building’s design and orientation to develop a curved extension complete with panoramic window.

This works in tandem with the skylight that runs along the length of the pier to promote passive solar heat gain and temperature control, while enhancing passenger experience with extensive views and easy wayfinding.

We also paid careful attention to the materials used throughout the building. The new pier is clad in regionally-sourced timber, while the extension itself is made from recycled steel concrete mixed with volcanic ash. This is said to be more environmentally friendly than standard cement-based concrete due to the lower temperatures required to mix it and the expectation of a longer lifespan.

This really was a landmark project for the aviation sector. The holistic approach to sustainability allowed the design team to realise the first ever BREEAM Excellent rated terminal and establish a new benchmark for sustainable aviation.

Letting the light in While the normal flat, deep design of airport buildings casts light around the periphery, this only usually covers around 10% of the overall floor area. Further towards the centre of a terminal building, a significant amount of energy is often required to sufficiently light the space.

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Design and engineering teams are therefore pushing the boundaries of design to let light in. At Changi Airport in Singapore, for the Jewel project, we used unique glass designs to maximise natural light.

From the outset, the aim was to make the new building breathtaking, but this had practical implications on energy management.

Nearly 10,000 unique, triangular glass panels are connected by 14,000 steel elements and more than 5,000 nodes at Jewel Changi.

At 210 x 156m, it is the world’s largest gridshell enclosed building. It also features the world’s tallest indoor waterfall.

The expansive glass roof and waterfall oculus, open to the elements, has a knock-on impact on heating and ventilation control, and BIM has been key to ensuring all elements of the project can work in unity.

While the glass has been designed to maximise the light inside the building, glass fritting has been used to control solar heat gain to create a comfortable environment for both plants and people, while the interior climate is managed by a series of vents hidden amongst the plants of the valley garden.

A bespoke approach Of course, each airport terminal – whether new or existing – requires individual consideration of varying factors dependent on geography, size of building, and surrounding climate.

The focus on ‘going green’ is a common one however, and as we move forward, it will present us all with new and changing challenges.

Wide-scale global warming and climate change will require increased resilience in our terminal buildings, and we can expect a move towards some self-sufficiency of electrical and water supply.

Taking steps to change now will support long-term environmental, social and economic value. We all have a responsibility, and an AW opportunity, to act.

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The future is now Joe Bates takes a closer look at the design and development of China’s new mega hub, Beijing Daxing International Airport.

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he world’s newest major airport, Beijing Daxing, opened for business in late September as China marked another major milestone in the modernisation and expansion of its aviation infrastructure.

The new $12.9 billion gateway is one of the key developments in the modernisation and expansion of its airport infrastructure as China prepares to replace the US as the largest aviation market on the planet by as early as 2024.

Located 46 kilometres south of Beijing’s Tian’anmen Square, the airport took less than five years to build and boasts the world’s biggest single terminal building – a 700,000sqm complex with five connected concourses – and four runways, giving it the capacity to accommodate up to 45 million passengers per annum.

However, this figure will rise to 72 million with the addition of a satellite terminal in 2025 and, with future phased expansion, it is expected to be capable of handling in excess of 100 million passengers and four million tonnes of cargo annually by 2040.

It is also set to become a major rail station for the Chinese capital courtesy of an integrated ground transportation hub underneath the terminal building, from where 16 railways lines offer travellers rapid connections to multiple modes of ground transport across China.

The rail links include subway lines, national high-speed rail networks, and local train services, all of which are expected to serve as a catalyst for economic development.

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Daxing’s addition means that between them Beijing’s two airports (Daxing and Capital) will be equipped to accommodate 170 million annual passengers by 2025.

And that capacity will be needed as passenger numbers at Beijing Capital have been growing by an average of around 5% per annum for a decade, and a record 101 million passengers (+5.4%) passed through its facilities in 2018.

Unique design The airport’s impressive new terminal was planned as a ‘Phoenix’ by ADP Ingénierie, a wholly-owned subsidiary of France’s Groupe ADP. It won the international planning and design competition organised by Beijing New Airport Construction Headquarters (BNAH) in 2014, then optimised the concept in a team led by BNAH, with the support of Zaha Hadid Architects.

Beijing Architectural Design Research Institute (BIAD) and China Airport Construction Group (CACC) subsequently performed design development as the general design contractor.

Equipped with 79 gates and capable of simultaneously accommodating six A380s, arguably the key design feature of the new terminal is its central atrium supported by eight C-shaped columns spanning an area of over 100 metres.

While the roof itself is a large-span and complex hyperboloid steel grid structure covering over 350,000sqm that incorporates numerous skylights fresh air intakes and return air ducts.

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Tempered air is supplied at low level to cool people inside the building and not the space, minimising energy use and increasing comfort.

China’s rich history, traditions, architecture and symbols are all reflected in the design and appearance of the new airport.

The designers state: “Echoing principles within traditional Chinese architecture that organise interconnected spaces around a central courtyard, the terminal’s design guides all passengers seamlessly through the relevant departure, arrival or transfer zones towards the grand courtyard at its centre – a multi-layered meeting space at the heart of the terminal.

“Six flowing forms within the terminal’s vaulted roof reach to the ground to support the structure and bring natural light within, directing all passengers towards the central courtyard.

“Natural light also enters the terminal via a network of linear skylights that provide an intuitive system of navigation throughout the building, guiding passengers to and from their departure gates.

“Structural spans of up to 100 metres create the terminal’s generous public spaces and allow the highest degree of flexibility for any future reconfiguration.

“Once inside, travellers can easily and intuitively find their way through the terminal. The openness of the central space allows the passenger to grasp all the terminal parts and functions, reducing the stress factor linked to the unknown and uncertainty.

“The feeling of wellbeing is reinforced by the architecture, which enhances the sense of movement within the terminal. Both modern and respectful to the cultural environment, the terminal is inspired by Chinese traditions and symbols, while giving them a contemporary touch.”

Project design team According to ADP Ingénierie and Zaha Hadid Architects, Beijing Daxing International Airport is “the result of an excellent collaboration between dedicated teams of professionals in China and around the world, resulting in a uniquely contemporary building defined by its context and programme”.

Under the leadership of the Beijing New Airport Headquarters (BNAH), the Joint Design Team (JDT) for the terminal brought together ADP Ingénierie (ADPI) and Zaha Hadid Architects (ZHA) to collaborate on the optimised design, subsequently working with BIAD (Beijing Institute of Architecture and Design) and CACC (China Airport Construction Company) to deliver the project.

ZHA says that its collaboration with ADP Ingénierie “yielded a new functional layout that is integrated with, and expressed by, the terminal’s fluid architectural language and spatial design”.

Within the JDT, ZHA functioned as the Terminal Design Architect, providing a unified architectural language across the terminal, from the exterior forms of the building to the seamless architecture of the interior and the distributed pod planning arrangement for the retail design.

ADP Ingéniérie acted as the Terminal Planning Architect for the project, leading the development of the terminal’s functional and technical specifications.

Following the completion of the JDT unified design scheme, the project was delivered by Local Design Institutes BIAD and CACC, responsible for the detailed design and delivery of the terminal building’s architecture; and the technical design and implementation of the terminal’s aviation functionality as well as the apron, runways and air traffic systems.

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Easy come, easy go!

The designers insist that the compact radial design of the terminal ensures the optimum amount of aircraft gates for a facility of its size and minimises walking distances for passengers.

Indeed, the farthest boarding gates from the Departures Hall are less than an eight minute walk away while no gate is more than 600 metres from the main central court, which is home to the terminal’s shops, F&B outlets and all other passenger services and amenities.

This compact, people-friendly design, says the design team, ensures that Beijing Daxing provides “exceptional convenience for passengers” and significant operational flexibility for the airlines.

Green features Photovoltaic power generation is installed throughout the airport to provide a minimum capacity of at least 10MW. Beijing Daxing’s centralised heating with waste heat recovery is supported by a composite ground-source heat pump system incorporating a concentrated energy supply area of nearly 2.5 million square metres.

The airport also implements rainwater collection and recycling and a water management system that employs the natural storage, permeation and purification of up to 2.8 million cubic metres of water in new wetlands, lakes and streams to prevent flooding and counter the summer ‘heat island’ effect on the local micro-climate.

Talking about the sustainable elements built into the terminal’s design, BuroHappold say: “Environmental drivers played a key role in the development of our concept. We incorporated numerous passive elements into the design, including shading strategies, high performance glazing, and carefully placed roof lights that optimise the energy performance of the terminal.

“These solutions will result in a predicted 50% reduction in overall energy consumption and CO2 emissions”.

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Suppliers and business partners The list of companies involved in the design of Beijing International Airport and/or the supply of equipment and services today, includes: • ADP Ingeniérie – Airport design • Arup – Fire engineering consultant • BuroHappold Engineering – Design engineering • Beijing Institute of Architectural Design (BIAD) – Airport design • Emaar – Real estate developer • Kusch+Co – Airport seating • Lead8 – Lead designer for commercial offerings (landside) • Lea+Elliot – Consultant for the metro system • OSRAM – LED Lighting • Plaza Premium Group – Airport hotel (Aerotel) • SSP Group – Food and beverage outlets • Zaha Hadid Architects – Airport design • Zoeftig Group – Airport seating • Xsight Systems – FOD detection solution

Good times ahead Initial reaction to Daxing has been positive, and ZHA has no doubt that the new airport, which has been assigned the three letter IATA code PKX, “sets a new standard in air transport services, serving the region’s growing population within a compact and efficient passenger terminal that is adaptable for future growth.”

While ADP Ingénierie believes that the decision to focus Daxing’s design around the needs of passengers has led to the development of a terminal that will provide “a good and enjoyable experience” for travellers.

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Ready for take-off It will be all systems go for Indonesia’s new Yogyakarta International Airport in 2020 when it fully opens its facilities, writes Joe Bates.

B

uilt to replace the old and outdated Adisutjipto International Airport (JOG), Yogyakarta International Airport (YIA) is Indonesia’s newest gateway, although it won’t really come into its own until its infrastructure fully opens in 2020.

Located in the Yogyakarta Special Region in Central Java, the $775 million gateway actually opened in May and has been operating in tandem with JOG since then, handling around 10 daily domestic departures while work finished on its new terminal.

However, with the work now complete, all the remaining flights serving JOG are expected to switch to YIA in early 2020 ensuring that YIA becomes Indonesia’s sixth international gateway.

It has handled around 52,000 passengers daily since its May 2019 opening, but this figure is expected to dramatically increase with the new flights, which will include international services to destinations such as Kuala Lumpur and Singapore.

Located 60 kilometres from Yogyakarta, YIA boasts a single 219,000sqm terminal and a 3,250m long runway that effectively give it the capacity to handle up to 20 million passengers annually.

And the capacity will be needed as JOG handled a record 8.4 million passengers (+7.7%) in 2018 and the upward trajectory in traffic across Indonesia’s airports shows no sign of slowing down.

Indeed, a record 135 million passengers used Indonesia’s airports in 2018 and ACI predicts that Indonesia will climb from being the 10th largest aviation market on the planet in 2017 to the fourth biggest by 2036.

YIA operator, PT Angkasa Pura 1 (AP1), notes that the terminal has “significantly” more space than the 15,137sqm one at Adisutjipto International Airport, and that it is equipped with state-of-the-art technology and over 8,000sqm of commercial space that will be “filled by a wide selection” of retail and F&B outlets.

It is also quick to point out that YIA is one of the region’s safest airports as it has been built to withstand natural disasters such as tsunamis and earthquakes.

As a result, Yogyakarta’s six metre high, two-storey terminal building is designed to withstand an 8.8 magnitude earthquake and its 3,250m x 45m runway is located 400m from the shoreline and eight metres above sea level to avoid flooding.

AP1, which operates 15 airports across Central and Eastern Indonesia, reveals that YIA has 22 aircraft parking stands and is capable of handling widebody aircraft up to the size of the A380.

“YIA’s terminal has allowed for the introduction of state-of-the-art facilities within a building that is 14 times larger than the existing airport. This will provide safer, more secure and effective operations and a better airport experience for both passengers and the airlines,” says AP1 president director, Faik Fahmi.

“The hope is that the new airport will make Yogyakarta easier and more convenient to visit by boosting the region’s non-stop connectivity to the world.

“As the centre of Javanese heritage, Yogyakarta offers a huge number of historic and cultural attractions to tourists. These include the UNESCO World Heritage sites of Borobudur and Prambanan, which have long since made it one of Indonesia’s favourite leisure destinations after Bali. This, despite it being quite difficult to get to for foreign visitors, often involving one or two stop-overs in either Jakarta, Bali, Singapore or Kuala Lumpur.

“The goal of the National Tourism Priority Development Program is to attract more tourists to visit Indonesia, beyond Bali, and we believe that Yogyakarta International Airport will help do just that.

It has the potential to become the new gateway for tourism in the AW Central Java region.”

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IT INNOVATION

Lab test

Pieter van der Horst and Joeri Aulman compare and contrast the structure and goals of pioneering innovation labs at Amsterdam, Munich, Singapore and Edmonton airports.

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ave you thought about the recent upsurge in airport innovation labs and wondered what was behind the new phenomena?

What are they? What’s it in for airports? And is launching a lab now the smart thing for smart airports to do?

We decided to take a look at four different examples of airport innovation labs across the globe in this article in a bid to help answer some of these questions.

Innovation test lab – Amsterdam Schiphol The initial goal of Amsterdam Schiphol’s innovation test lab is to help it improve its processes and procedures through the development of new equipment and technology by innovators, research companies and universities.

It is also designed to provide suppliers with the opportunity to show that their products within an airport environment, allowing Amsterdam Schiphol (AMS) to stimulate innovation without having to invest in it themselves.

And the lab should reduce the cost of integrating new products as the airport will be aware that the new technology is compatible with its existing systems before buying it.

The initial plan is for a 5,000sqm facility, leased from 100% owned subsidiary Schiphol Real Estate, which will essentially be made up of low industrial space with some small offices.

The building will have a flexible modular design to ensure that it can be used for multiple activities and that it can be easily expended, if demand dictates, in the future.

Although the innovation lab is the brainchild of the airport, the idea is that its partners will also rent space in it and add their systems as an open source which, in itself, should act as a catalyst for additional innovations.

The long term goal is to create a cluster where companies and employees can easily find each other, collaborate and innovate.

Futhermore, it is an add-on for Amsterdam Schiphol’s Airport City, which will benefit from this new development.

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LabCampus – Munich Airport Munich Airport (MUC) is aiming big with the creation of its LabCampus (pictured above). The idea is to develop a centre of innovation, serving as an international meeting point for renowned companies, start-ups and research facilities.

They intend to create space for cross-industry innovation and collaboration by bringing the right blend of industries and companies together and creating a innovation cluster.

MUC provides the opportunity for companies to use the airport as a test lab to showcase their innovations to the audience on their doorstep (airport users). Tenants are promised the support of a community manager and a large network of innovation partners.

The LabCampus business model focuses mainly on generating revenues through real estate leases and also on generating income by offering innovative services. Apart from the innovative focus, this is comparable with the general business model of many other Airport City developments around the world.

The plan is to develop around 500,000sqm of buildings in a SMART city area. There are no plans to develop retail or manufacturing facilities on site. The first of four planned 128,000sqm developments will contain office space for large and medium sized companies and is planned to be ready in 2021.

Living Lab Programme – Singapore Changi Singapore Changi Airport (SIN) has established an innovation suite it calls its Living Lab Programme (LLP).

The programme invites innovation driven companies, start-ups and research institutes from Singapore to use the airport as a live test facility focusing on ‘Automation and Robotics’; ‘Data Analytics and IOT’; ‘Nonintrusive Security Technologies’; and ‘Smart Infrastructure Management’.

To date, three companies have been selected for the programme and are now referred to as “innovation partners”. The philosophy is a simple

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IT INNOVATION Munich

Singapore

Amsterdam

Edmonton

Facility

Complete area campus

Not a dedicated building

Lab building, workspaces with small offices

2 exisiting buildings, small industrial

Size of Facility

Large

–

Medium

Medium

Industry

Cross-industry

Airport related

Airport related

Aviation focus, but not exclusively

Business model

Leasing of space

Develop first for Changi → market globally

In-house technology

Market globally

Goals

Lease revenues, develop new technologies

Innovations and new technologies at first, revenues later on

New technologies, cost efficiency

New technologies and regional economic development

Organisation

Partly done by airport

Airport

Airport

Partly done by airport

Type of Innovation

Open

Closed at first

Closed

Open

one – develop prototypes first for Changi, then globally market the products that are successful.

The programme offers a rich test-bed and valuable data to Changi’s partners for developing and refining their solutions.

As mentioned, this is more a programme than a physical lab. There is no specific facility dedicated for testing and developing, although it could be argued that the whole terminal is a dedicated lab, both physically and virtually, given the fact that Changi is further developing its ‘digital twin’, coined the ‘Changi Airport Virtual Experience’ (CAVE).

Alberta Aerospace & Technology Centre – Edmonton International Airport It may come as a surprise to some to learn that Edmonton international airport (YEG) Alberta, Canada, is also involved in the lab game.

This airport is smaller than the other three and is not a hub, but that certainly hasn’t held them back in terms of an innovative approach towards start-ups.

Its activities are centred around the Alberta Aerospace & Technology Centre, where the goal is to build a cluster of activity in aerospace and technology, which will serve as a centre for R&D innovation in aviation.

Ultimately, the goal is to drive regional economic growth and revenue sharing from the successful development of different innovative technologies/products.

YEG also expects that working with innovative companies will further enhance the entrepreneurial culture of the airport.

‘Flight simulators & training’, ‘Managing wildlife with robots’, ‘Remote operated vehicles’ and ‘Fuel innovation’ are a few of the areas being explored under the umbrella of YEG’s innovation lab.

It is worth noting here that the airport has teamed up with advanced technology development group, ACAMP, to help entrepreneurs move their ideas from proof-of-concept to manufactured product by providing access to engineers, technology experts, specialised equipment, and industry acumen.

On top of this, Edmonton International Airport arguably takes some of the risk away for innovation pioneers by offering flexible lease contracts, while approved start-ups at the very beginning of their journey are charged little or no rent at all.

YEG’s innovation lab today comprises two buildings covering some 9,000sqm, although they do, for now, also include some more traditional airport tenants.

The table (above) summarises some of the main characteristics of the four airport labs covered in this article.

All the airports are developing an Airport City, and in three of the four examples, there are physical facilities involved in the lab programme, which are leased to third parties, meaning that airports have found new revenue streams to stimulate their business activities.

Outsourcing innovation to third parties makes good business sense, especially in today’s challenging labour market where airports worldwide are increasingly struggling to recruit new staff.

In our research for this article, we found that many airports found it difficult to lead in innovation driven activities because of difficulties attracting top IT staff who don’t believe that airports offer them the right culture to nurture their talents and allow them to flourish and grow.

Indeed, as David Feldman and Pierre-Alain Goujard noted in their ‘Time for innovation?’ article in Airport World last year, airports usually have a risk-adverse, hierarchical and closely regulated organisation and culture. This is, of course, quite different from the cultural style of innovative start-ups, where risk taking, entrepreneurship and OK-to-fail philosophy are crucial elements of success.

So, if an airport wants to focus on innovation, maybe an airport lab is the best way to achieve it? It is also logical that a lab that focuses on innovation at airports or the wider aviation industry, should be located at an airport, which could potentially “live test” different technologies/products.

I think our examples show that there can be many different business models and goals for an airport lab, depending on how much skin the airport wants to have in the game.

Without doubt they are an interesting concept, not least because of the potential rewards they offer – more innovation, more revenue and the opportunity to attract a highly skilled and specialist workforce.

For all these reasons, we expect the industry fascination with innovation labs to continue to grow and, who knows, one could be opening at an airport near you in the near future!

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About the authors Pieter van der Horst is an Airport City developer and consultant with NACO/InterVISTAS and AIREA and recently co-founded the Airport City Academy. Joeri Aulman is an aviation consultant with NACO/InterVISTAS.

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FACILITIES MANAGEMENT

Passport to safety John Newbury, product manager at Ramtech Electronics, looks at how advances in wireless technology and cloud-based data can deliver multiple benefits to airside operations.

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irport security conjures up images of metal detectors, scanners and long queues at check-in. Of course, it’s far broader than that, much of it unseen, and involves monitoring and securing the wider airport estate infrastructure.

The sheer size of an airport adds to the complexity, although advances in wireless technology means that it is now possible to scale up over very large geographic sites. As a consequence, wireless connectivity, internet and apps are becoming an integral part of airside operations.

Wireless technology Incorporating wireless technology with cloud-based data capture allows airport estates to implement a fully integrated fire, security and medical response system. This can be supported by apps that interpret and respond to the data received.

In this scenario, the facilities management team are able to receive real-time information regarding site emergencies, and instantly send customised alerts out to relevant site personnel.

This kind of technology is specifically developed for communicating fire, medical and other site emergencies to affected personnel both on and off site. These can be transmitted via any internet connected device (for example, fire alarm call points, security doors etc), whilst apps enable instant response decisions by management teams from any mobile device.

Practical benefits include the ability to alert emergency response teams when an intruder or unauthorised member of staff is detected opening a security door on site, whilst it can equally be applied to lone worker situations.

Here, security patrols can raise a medical alert via call points from remote areas of the site, or alternatively, a ‘welfare check in’ functionality can be set that requires personnel to send a signal every 10 minutes verifying that they are ok.

Internet of Things (IoT) Data is now routinely collated from a wide range of airside devices and this is possible through advances in Internet of Things (IoT) and wireless technology, combined with cloud-based service applications.

This data can be stored, processed and transmitted via cloud technology applications to any nominated personnel, providing valuable management information. For example, it enables operators to wirelessly monitor security and fire alerts, equipment failure and smart energy metering in real-time from any internet connected device.

In terms of the latter, it provides historic data enabling identification of energy trends and opportunities to reduce energy use.

Data and information are now regularly gathered on airport sites in this way, where it can be cloud-based and used by the people that require it, when, where and in whatever format is appropriate.

The system can also be used to send an SMS alert to the facilities team if there is a breach of an entrance security barrier, indicating that there has been an unauthorised entry onto the facility.

The sheer size of modern airports has to be taken into account when specifying any wireless system to help ensure that there are no “dead spots” (areas where wireless coverage is not available), and that coverage is maintained when roaming between call points.

A reputable company will always be able to guide you in ensuring site-wide coverage.

An ability to integrate all these wireless technologies is helping make airports safer and more efficient. It can be personalised, too, depending on the site requirement, which can involve monitoring security and fire alerts, equipment failure and smart energy metering.

We can see that there are a number of ways that connectivity and Internet of Things are helping the airport sector and that can only be a good thing for the future.

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ROUTE DEVELOPMENT

Routes & destinations

Airport World provides a snapshot of the latest route development news from Stockholm Arlanda, Milan Malpensa, Budapest and Ireland’s Cork and Dublin airports. destinations, six cities in Japan and 10 other Asia-Pacific destinations, from its Pudong hub.

The new route will operate on Sundays and Thursdays, on a state-ofthe-art Boeing 787-9 Dreamliner aircraft with a short stop in Helsinki on each leg.

Shanghai is already the most popular unserved mainland Chinese destination for Irish passengers, as there are currently 42,000 trips between Ireland and Shanghai every year.

“This new service is great news for the entire Irish economy,” notes Dublin Airport’s managing director, Vincent Harrison. “Shanghai is a major global economic hub and this new route will significantly boost Irish tourism and trade, making it easier for Irish firms to do business in China and enhancing the options for Chinese tourists wishing to visit Ireland.”

Malpensa’s growing route network Tokyo back on Stockholm Arlanda’s flight schedule Stockholm Arlanda will reconnect with Tokyo for the first time in 30 years when All Nippon Airways (ANA) launches a non-stop service to Haneda Airport in the summer of 2020.

According to airport operator, Swedavia, the service will offer the fastest route from Scandinavia to Japan, which is one of Sweden’s most important export markets in Asia.

“The new direct route has long been sought by Swedish export companies and will also boost the Swedish tourism industry,” said Swedavia CEO, Jonas Abrahamsson.

“We are really pleased that the connectivity between Sweden and Asia is now being significantly expanded with the investment ANA is making at Stockholm Arlanda.”

ANA’s senior vice president, Seiichi Takahashi, enthused: “There is growing demand to visit Japan, and ANA will increase its international service just as Haneda Airport also expands to adapt for inbound Japanese tourism.

“This new route will increase the ease and convenience for passengers flying to Japan, a significant benefit of our dual hub strategy.”

New Shanghai route for Dublin China’s Juneyao Air is to launch a new twice weekly year-round service between Dublin and Shanghai in March 2020.

The new route is expected to enhance the growing trade, tourism and investment links between Ireland and China and beyond as the Shanghai based carrier offers onward connections to 40 other Chinese

The long-haul carriers keep coming to Milan Malpensa, with EVA Air (Taipei), Gulf Air (Bahrain), and ANA (Tokyo) all announcing plans to introduce new services from next year, starting with the February 18 launch of four weekly flights from Taipei Taoyuan by the Taiwanese airline.

Andrea Tucci, vice president of aviation business development for airport operator, SEA, said: “Next year looks like a very promising already with three new long-haul route launches, especially as it comes after a successful, though challenging 2019.”

LOT continues to expand in Budapest Higher than expected demand during the first two months of its new year-round Budapest-Seoul service has persuaded LOT Polish Airlines to increase frequency on the route to four weekly departures from May. The Polish carrier has also announced its intention to launch its 12th and 13th routes from Budapest in June 2020 with the commencement of weekly services to Dubrovnik (Croatia) and Varna (Bulgaria).

Dutch delight for Cork Cork Airport has welcomed the announcement that KLM Royal Dutch Airlines will launch a new daily Amsterdam service on March 30, 2020.

Adding an extra 41,000 seats from Cork Airport for the busy summer season, the new route will be operated by KLM subsidiary, KLM Cityhopper, using Embraer 175 and Embraer 190 aircraft, depending on the day of the week.

Airport managing director, Niall MacCarthy, said: “KLM is a fabulous airline and we’re really thrilled to welcome them to Cork Airport.”

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WBP NEWS

The latest news from ACI’s World Business Partners

Dnata expands operation at Washington Dulles MAI and ADB SAFEGATE

The international business arm of Munich Airport – Munich Airport International (MAI) – has signed a co-operation agreement with ADB SAFEGATE. The collaboration combines MAI’s worldwide expertise in airport development, management and operations with ADB SAFEGATE’s global presence and insight into airfield, apron and tower systems.

As a single source for technology upgrades and process improvements, the co-operative efforts of both parties will support airports to meet the immense challenges posed by growing demands for air travel including capacity constraints and difficulties in expanding infrastructure.

MAI managing director, Ralf Gaffal, views the agreement as a logical next step after successfully working on joint projects in the past. He said: “ADB SAFEGATE’s intelligent solutions add significantly to our expertise and we look forward to working together on exciting new projects.

“This unique combination of skills will help airports obtain maximum capacity, revenue and cost savings out of their existing infrastructure.”

Christian Onselaere, CEO of ADB SAFEGATE, noted: “This co-operation with MAI brings together two leaders in airport solutions and airport operations, creating a powerful offering for airports looking to optimise their efficiency.”

According to both firms, customers will benefit from: • A pool of experts in all airport domains from airport planning to operations • A comprehensive portfolio of products and services • Local product and service support available 24/7 • World-leading technical and operational knowledge of airport ICT, systems and equipment.

The two firms will also work together to develop new services such as a Virtual Apron Control Centre and collaborate on R&D projects.

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Ground handler, dnata, has significantly expanded its operations at Washington Dulles International Airport (IAD).

The company has invested $4 million on equipment and 125 new staff at Dulles after being awarded a three-year contract by the Lufthansa Group.

As a result, it will provide ground and passenger handling services as well as aircraft cleaning and de-icing services for Lufthansa, Swiss International Air Lines, Austrian Airlines and Brussels Airlines, which between them operate a total of six flights a day at the US gateway.

The new contract means that dnata now serves 14 airlines with a team of over 300 customer-oriented staff at IAD, managing 5,200 aircraft movements annually.

David Barker, CEO of dnata USA, said: “We are delighted to expand our long-standing partnership with Lufthansa Group at Washington Dulles.

“The airlines of the Lufthansa Group all share our passion for safety, quality and service excellence, and we are proud to be their ground handler of choice at nine airports in the United States.

“We keep investing in our team, infrastructure and equipment to cement our leading position and continually provide the best possible services to all of our over 60 airline customers in the world’s largest aviation market.”

Life in the FAST lane

Beca is to develop a strategic concept design for the Fifteenth Avenue Smart Transit (FAST) Corridor linking the Central Business District (CBD) of Liverpool – a suburb of Greater Western Sydney – and the planned new Western Sydney International Airport.

Beca’s services during Phase One of the project include transport planning and a multi-criteria options assessment to determine a preferred design option for the corridor, in collaboration with the council and stakeholders.

Phase two involves Beca developing the preferred option which will be accompanied by an environmental assessment and strategic business case.

“A stronger focus on providing communities in Sydney’s south west with greater transport choice, connectivity, capacity and active mode access is the key to an integrated transport future,” says Beca’s principal for transportation, Christopher Morley.

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WBP NEWS APCOA Parking Holdings Location: Germany Type of business: Retail and commercial Contact: Dietmar Geppert E: dietmar.geppert@apcoa.eu W: www.apcoa.com APCOA is Europe’s longest-established full-service parking organisation, and the largest operator in mainland Europe, managing car parks in towns and cities, and at 21 European airports in Germany, Austria, the UK, Italy, Norway, Sweden, and Poland. Our experience includes everything from short-stay to long-stay, surface car park or multi-storey.

China Airport Construction Group

Viva España

Spanish airport operator, Aena, has awarded Siemens Logistics the contract to modernise and optimise the baggage handling system at Palma de Mallorca Airport.

Siemens’ scope of delivery includes the integration of new screening units as well as the installation of six Siemens tilt-tray sorter units (VarioSort TTS), 79 baggage carousels, and 60 check-in systems over the next five years.

“As a proven partner for integration projects, we are pleased to continue our successful co-operation with Aena,” enthused Michael Reichle, CEO of Siemens Logistics. “With our decades of expertise and innovative airport solutions, we will make sure that our customer matches today’s demands and tomorrow’s challenges.”

Its VarioSort TTS baggage solution is a highly energy-efficient tilt-tray sorter with a very robust and reliable design, and low lifecycle costs. Particularly important features, insists Siemens, are its increased throughput rate and modular product components.

Aena handled 263 million passengers across its 46 Spanish airports and two heliports in 2018 to help cement its status as the world’s biggest airport operator in terms of passenger traffic. It also has a shares in London Luton Airport in the UK and 16 airports across Latin America and the Caribbean.

Plaza Premium Group opens flagship hotel at Beijing Daxing

China’s new Beijing Daxing International Airport boasts its own in-terminal hotel, Aerotel, operated by the Plaza Premium Group.

Located in the Northeast pier of the new airport, the two-storey hotel has 215 guest rooms spread across 9,000sqm.

The flagship property houses a VIP room (Guji House) and two multi-functional meeting rooms – Xijin House and Jibei House – which are said to provide the “perfect venues” for meetings, private dinners and intimate social gatherings for up to 36 guests.

“We welcome this precious opportunity to become an integral part of Beijing Daxing International Airport,” says Song Hoi-see, founder and CEO of the Plaza Premium Group.

Talking about the company’s global expansion plans, Song says: “Years 2019 and 2020 will mark a big leap forward for Plaza Premium Group as we are committed to serving over 16 million travellers by the end of 2020, a 10% increase compared to where we are now.

“In addition to expanding in the US, China and Indonesia as part of our $100 million investment in coming years, we continue to strengthen our leading position in the existing markets by creating a holistic departure, transit and arrival experience.”

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Location: China Type of business: Planning and construction Contact: Ying Zhou E: laozhou444@126.com W: www.cacc.com.cn China Airport Construction Group Corporation (CACC), founded in 1954 and affiliated to the Civil Aviation Administration of China, is the only enterprise in China providing whole-process services for airport construction. CACC is capable of providing the clients with turnkey services for airport construction or offering a variety of tailor–made services that include project management, engineering investigation, consultancy, design, supervision, construction and scientific research according to the different needs of clients. CACC has 150 plus airport clients in China and is committed to developing its international portfolio, undertaking airport construction projects in more than 20 countries including Togo, Laos, Comoros, Angola, Congo-Brazzaville and Congo-Kinshasa.

Arora Engineers Location: USA Type of business: Planning and construction Contact: Manik Arora E: marora@aroraengineers.com W: www.aroraengineers.com Since 1986, Arora Engineers, Inc. (Arora) has concentrated on the aviation industry as a core client. The firm’s solid mix of industry knowledge and expertise allows it to offer a broad spectrum of engineering services, including oversight, project management, and design of new and existing mechanical, electrical, plumbing, electrical aeronautical, fire protection, and IT building and airfield systems. Arora also provides construction management and facilities maintenance management. As a certified MBE, the firm’s multi-disciplinary approach offers clients comprehensive, cost-effective solutions.

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HUMAN RESOURCES

PEOPLE

matters A hot topic Terri Morrissey and Richard Plenty provide their thoughts on how changing attitudes to climate change might affect airports.

W

e felt privileged, honoured and trusted to be asked to facilitate the first Global Summit on Psychology and Climate Change, which took place in Lisbon, in mid-November, 2019.

The Summit was attended by 44 leaders of Psychological Associations around the world in order to review how psychologists can best address this urgent global challenge.

We were joined by the President of Portugal, Marcelo Rebelo de Sousa, who spoke inspirationally on how he saw the importance of psychology in this area.

He felt that psychologists should have a key role to play in helping shape and change human attitudes, habits and behaviours to climate change.

“We must have a global response to this as there is not a single country that can address this subject alone,” he said.

There were graphic presentations from different countries showing the impact of global warming, and reinforcing the urgency of the situation. A Resolution signed by participants publicly reinforced the commitment of all those attending to work collaboratively ‘to encourage governmental, educational, health and corporate leaders to promote sustainable and corrective behaviours’.

Industry has a key role to play. There is mounting evidence that changing human behaviour at the individual level, whilst helpful, will not of its own solve the problem.

Households can contribute somewhat through changing energy consumption, diet and travel patterns but changes to systemic organisational processes and practices can have a more significant impact.

So, what does this mean for airports?

Well, here, there is already a good story to

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tell. Leadership attitudes and behaviours towards the environment are already changing. Airports recognised this problem relatively early through the Airport Carbon Accreditation programme, initiated by ACI Europe in 2009, which now extends globally.

There are four levels of accreditation: the first three levels have been reached by 227 airports and the highest standard, level 4 (carbon neutral) is now achieved by 61.

It’s a small proportion of all the world’s airports, but a step in the right direction, and a good example of foresight and collaborative working.

What else could the aviation sector be doing? We see a number of possibilities: • Extend the Airport Carbon Accreditation programme and further promote offsetting • Research and promote new technologies that reduce emissions at source • Give greater weight to environmental criteria in performance and risk evaluation • Look for new ways of working to make the aviation sector as a whole more efficient and sustainable across the whole system – airports, airline, air traffic control, regulators and others – at all organisational levels.

Still, the sector is growing rapidly, and aviation CO2 continues to grow as a proportion of total emissions. There is likely to be increasing political and social pressure to curb growth.

‘Flygsham’ (flight shame) is a new Swedish word for the environmental guilt some passengers feel when taking flights.

Aviation’s ‘license to operate’ and grow depends on taking the environment seriously. Flying could become less acceptable if environmental issues aren’t addressed comprehensively.

All of us have a part to play.

People matter.

Greater Toronto Airports Authority (GTAA) has pulled off a major coup by agreeing a deal with Los Angeles World Airports (LAWA) CEO, Deborah Flint, to become its president and CEO from April 2020. Flint, who has served LAWA and overseen the growth and development of Los Angeles International Airport for the last four years, will replace the retiring Howard Eng in the top job in Toronto.

Vancouver Airport Authority is searching for a new president and CEO to succeed Craig Richmond who is retiring in June 2020 after seven years in the role. He said: “I have so much pride in what we’ve accomplished together. We grew passenger volumes by 50%, embarked on the most ambitious capital plan in the airport’s history and we created meaningful partnerships within the community – and we had a lot of fun doing it.”

Moscow Sheremetyevo International Airport operator, JSC SIA, has extended the contract of director general, Mikhail Vasilenko, for a further three years. He has held his current role since 2005 and under his management Sheremetyevo has seen its passenger numbers soar from 12.2 million in 2005 to 45.8 million in 2018 and the airport is one of the top performers in Europe in ACI’s annual ASQ customer excellence programme.

Mary Considine has been confirmed as the new CEO of the Shannon Airport Group. She moves up from the post of deputy CEO and CFO and needed no time settling into the role after a five-month stint as acting CEO. She noted “The Group is uniquely placed to act as a catalyst for further economic growth through our mix of business activities.”

About the authors Terri Morrissey was the CEO of the Psychological Society of Ireland from 2015-2019. She and Dr Richard Plenty are Directors of This Is… and run the ACI World Airport Human Resources Programme. They are also authors of ‘Uncertainty Rules? Making uncertainty work for you’ to be published in early 2020. Contact them through info@thisis.eu

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