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Theme: Information Technology Airport report: Quito Special report: The retail/F&B challenge Plus: Airport Design, People Matters & WBP News

In the spotlight: Information Technology Volume 25 – Issue 6, 2020 www.aci.aero

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

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Better times ahead Airport World editor, Joe Bates, reflects on a traumatic year for the world and the important role IT will play in aviation’s recovery from the pandemic.

fter the year the world has just experienced, arguably things can only get better in 2021 and, if the eagerly awaited COVID-19 vaccines happen and are effective, hopefully aviation can emerge from survival mode and begin to think about traffic growth again. The truth is at the time of writing in early December 2020, nobody really knows what to expect next year other than that aviation’s struggles will continue until people are allowed to travel again without the fear of catching COVID-19 or becoming victims of today’s constantly changing quarantine measures. These are clearly uncertain times for everyone involved in the aviation industry and things may indeed get tougher for some before the industry is able to start what many experts feel will be a long road to recovery. However, recover it will, and unquestionably information technology (IT) will play a key role in facilitating the safe return of passengers and staff to airport terminals. We have, of course, already witnessed a huge amount of IT innovation at airports in response to the health threat posed by COVID-19. Airports, for example, were relatively quick adopters of autonomous cleaning robots, ultraviolet disinfection technologies and thermal screening for monitoring the temperature of passengers. And as ACI World director general, Luis Felipe de Oliveira mentions in his ‘View from the Top’ article on page 11, an ever increasing number of airports are turning to touchless technology or virtual or mobile processing to replace traditional check-in and bag drop functions. The goal of making airports safe and secure environments and as quick, easy and stress free as possible for passengers of course remains the same. The pandemic has just added a new ‘health’ dimension to the mix, and successfully addressing it and easing concerns about the safety of airports and flying

from a health perspective will prove key to restoring confidence in aviation. As you would expect, we cover some of the health-related IT solutions being pioneered by airports in the ‘Information Technology’ themed section of our final issue of 2020. Specifically, the themed articles include a round-up of some of the trendsetting IT initiatives taking place at Copenhagen, Abu Dhabi, Lyon-Saint Exupéry, Hamad (Doha), Hartsfield-Jackson Atlanta and HyderabadRajiv Gandhi airports. The IT section also contains articles about autonomous cleaning robots; data modelling; the operational and customer service benefits of location intelligence; and how making better use of data can be used to enhance airfield operations. Elsewhere in the issue, we talk to Quito International Airport’s president and CEO, Andrew O’Brian, about an eventful and challenging year for Ecuador’s gateway to the world. The challenges of enhancing retail, F&B and other commercial offerings to ensure that the tills keep ringing during COVID-19 and beyond also comes under the spotlight in this edition. We also have features about the possible design changes airports can make to their terminals to potentially speed up the safe return of air travel; and consider some strategic options airports could take to make themselves more efficient and environmentally friendly. And there’s more as you can find out about the IT driven activities of some of ACI’s World Business Partners or turn to our regular ‘People Matters’ column for some human resources advice. So, that’s it for another year folks. I hope you have enjoyed our magazines and daily online news coverage in 2020 and look forward to doing more of the same for you next year when, hopefully, better times lie ahead.

AIRPORT WORLD/ISSUE 6, 2020

CONTENTS

Theme: Information Technology Airport report: Quito Special report: The retail/F&B challenge Plus: Airport Design, People Matters & WBP News

In the spotlight: Information Technology Volume 25 – Issue 6, 2020 www.aci.aero

ISSUE 6 Volume 25

In this issue 3 Opinion Airport World editor, Joe Bates, reflects on a traumatic year for the world and the important role IT will play in aviation’s recovery from the pandemic.

8 World in motion ACI World continues to play a leading role in aviation’s battle against COVID-19, writes external relations manager, Bojana Jeremic.

11 View from the top ACI World director general, Luis Felipe de Oliveira, reflects on new technologies and revolutionising the airport experience after COVID-19.

12 Moving forward Andrew O’Brian, president and CEO of Corporación Quiport, tells Joe Bates about an eventful and challenging year for Quito International Airport.

16 Technology matters Airport World turns the spotlight on some innovative and pioneering IT projects across the globe.

20 Intelligent design Atkins’ future borders technical lead, John Drever, explains how data modelling can reduce queuing times at airports.

22 Track and trace Location intelligence can redefine passenger journeys in today’s COVID-19 world, writes Esri’s global transportation industry director, Terry Bills.

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CONTENTS

Director General Luise Felipe de Oliveira (Montréal, Canada) Chair Martin Eurnekián (Buenos Aires, Argentina) Vice Chair Aimen Al-Hosni (Muscat, Oman) Immediate Past Chair Fredrick J Piccolo (Sarasota, USA) Treasurer Emmanuel Menanteau (Osaka, Japan) ACI WORLD GOVERNING BOARD DIRECTORS Africa (3) Emanuel Chavez (Maputo, Mozambique) Zouhair El Aoufir (Rabat, Morocco) 1 Vacancy Asia-Pacific (9) Aimen Al-Hosni (Muscat, Oman) Kjeld Binger (Amman, Jordan) Geoff Culbert (Sydney, Australia) SGK Kishore (Hyderabad, India) Fred Lam (Hong Kong) Seow Hiang Lee (Singapore) Xue Song Liu, (Beijing, China) PS Nair (Delhi, India) 1 Vacancy

25 All about data Closing the data gaps to automate airport operations is vital to efficiency post COVID, writes Thorben Burghardt, ADB SAFEGATE’s vice president for gate solutions.

27 Cleaning power Autonomous cleaning robots are a proven and effective weapon that airports can deploy in the battle against the pandemic, writes Brain Corp’s Michel Spruijt.

29 Remaining relevant Templemere PR’s Clare Williams Fannin takes a look at what airports can do to respond to changing passenger demands for retail, F&B and lounge services across their terminals.

32 Time to innovate Design changes at airports can support and speed up the safe return of air travel, writes Populous Americas’ aviation market leader and principal, Geoffrey Ax.

35 Bouncing back better Duncan Hand, Siemens’ business development manager for digital airports, considers how aviation can navigate its way through today’s turbulence.

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

38 People matters Terri Morrissey and Richard Plenty share their thoughts on the benefits and drawbacks of new technology when it comes to meeting up and doing business.

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Europe (7) Daniel Burkard (Moscow, Russia) David Ciceo (Cluj-Napoca, Romania) Elena Mayoral Corcuera (Madrid, Spain) Jost Lammers (Munich, Germany) Yiannis Paraschis (Athens, Greece) Stefan Schulte (Frankfurt, Germany) Nazareno Ventola (Bologna, Italy) Latin America & Caribbean (3) Ezequiel Barrenechea (Lima, Peru) Martin Eurnekián (Buenos Aires, Argentina) Andrew O’Brian (Quito, Ecuador) North America (6) Lew Bleiweis (Asheville, USA) Joyce Carter (Halifax, Canda) Deborah Flint (Toronto, Canada) Joseph Lopano (Tampa, USA) Candace McGraw (Cincinnati, USA) Sam Samaddar (Kelowna, Canada) Regional Advisers to the World Governing Board (10) Diego Arrosa (Montevideo, Uruguay) Chellie Cameron (Philadelphia, USA) Arnaud Feist (Brussels, Belgium) Pascal Komla (Lomé, Togo) Bashir Ahmad Abdul Majid (Delhi, India) Hector Navarrete Muñoz (Merida, Mexico) Augustin de Romanet (Paris, France) Brian Ryks (Minneapolis-St Paul, USA) 2 Vacancies WBP Advisory Board Thomas Duffy (ADB SAFEGATE) Tunde Oyekola (El-Mansur Atelier Group) Correct as of December 2020

RUNNING ACI WORLD HEAD NEWS

World in motion ACI World continues to play a leading role in aviation’s battle against COVID-19, writes external relations manager, Bojana Jeremic.

he impact of the COVID-19 pandemic on the aviation sector has been, and will continue to be, unprecedented in its scale and scope. The airport sector, as an integral part of the global aviation ecosystem, has been among the industries most heavily affected by the global pandemic. It is still very difficult to predict exactly how the recovery of the sector will evolve but prospects for recovery in the near-term have been significantly reduced due to inconsistent and ever-changing border restrictions and confusion about quarantine and test requirements. Aviation – a major catalyst in supporting growth in other industries – is essential to the social and economic welfare across the world. Airports alone employ more than 6.1 million people globally, which makes up 60% of all direct employment in the aviation sector. As we continue to navigate the current challenges, airports will undoubtedly play a key role in the global economic recovery and the aviation ecosystem. At this year’s virtual ACI World General Assembly, a resolution was adopted to support the sector’s recovery by urging airports to implement best practices for the accommodation of health measures in accordance with global and regional guidance, based on ACI’s Airport Health Accreditation programme, which is supported by the International Civil Aviation Organization (ICAO). Furthermore ACI, its World Governing Board, and the Annual Assembly, are encouraging airports and States to enter into bilateral arrangements as a short-term means to alleviate quarantine restrictions and travel bans. Key to this will be working with international, national, and regional health authorities to develop consistent and effective protocols for prospective travellers. ACI welcomed the publication of ICAO’s Testing and Cross-Border Risk Management Measures Manual as a step forward in promoting the recovery of the global air travel industry. The aviation industry is united in the view that a co-ordinated and globally consistent approach to testing as an alternative to quarantine will have the dual effect of reassuring passengers that air travel is safe and encouraging them to fly knowing that they will not be subject to mandatory self isolation. ACI’s recently published ASQ Global Traveller Survey found that 48% of travellers considered themselves likely to travel within the next three months, however, 80% of those who wanted to travel in the coming months would be dissuaded if quarantine was required. Airports, airlines, and their partners need to continue to increase the level of confidence in the entire passenger journey and provide and communicate the measures they are introducing to keep passengers healthy and safe. ACI’s Airport Health Accreditation programme provides airports with not only a tool to assess their health measures against globally

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recognised standards but also a way to communicate to passengers about these measures. As an addition to the AHA programme, ACI has partnered with Bureau Veritas, a world leader in testing, inspection and certification, on the Airport Health Measures Audit Programme, to ensure the proper implementation of appropriate health and safety measures. The on-site audits, conducted by Bureau Veritas, and the associated SafeGuardTM label will enable airports to demonstrate their compliance with a harmonised set of measures, aligned with the recommendations of national and international authorities. This additional measure will be an excellent tool for airports to illustrate to passengers, regulators and governments that health and safety is their number one priority, and that they are doing everything that they can to welcome passengers back and make them feel comfortable to travel again. The partnership with Bureau Veritas is another example of ACI’s intention to collaborate with the industry to support recovery. While this year has been unprecedented in terms of its disruption to the aviation industry, ACI will continue to take a leadership role with global organisations, governments and regulators to simplify the path for recovery for airports and return to stability and emerge out of this with strength.

ACI WORLD NEWS Air connectivity key to global economic recovery Another resolution issued at the recent World Annual General Assembly declared that airport slot allocation policies should support the recovery of air transport. Airport connectivity is essential for the recovery of air transport, and will be a key driver of the wider global economic recovery, which is why ACI World is urging airport operators, airlines and slot co-ordinators to work together and to increase their collaboration in setting and maintaining a harmonised slot allocation process. Historically, more than 200 airports worldwide have declared insufficient capacity to meet airline demand for flights, especially at peak times, and airports may be subject to capacity reduction in the recovery phase of the COVID-19 pandemic because of government regulations, physical infrastructure limitations or commercial considerations. ACI World has called upon aviation oversight authorities to recognise the Worldwide Airport Slot Guidelines when designing, implementing and evaluating slot allocation policies and promote an evidence-based and data-driven approach to determine slot policies that support the recovery of air traffic. “Increased air connectivity will be an important driver of the global economic recovery and it is important that future slot allocation policies do not constrain the industry’s capacity to sustain recovery,” said ACI World director general, Luis Felipe de Oliveira. “While slot allocation policies ensure the most efficient use of available airport capacity and manage airlines’ requests for slots in an orderly manner, the prime objective is to optimise benefits to consumers. “Governments and regulators should recognise the Worldwide Airport Slot Guidelines when creating slot allocation policies and we urge capacity-constrained airport operators to define the most efficient level of capacity and for airlines to use available capacity to avoid wasting scarce airport capacity.”

The First Edition of the Worldwide Airport Slot Guidelines (WASG) was jointly published by ACI World, IATA, and the Worldwide Airport Slot Coordinators Group (WWACG) on June 1, 2020. “We want to promote an evidence-based and data-driven approach to determine slot policies that support the recovery of air traffic,” noted de Oliveira.

ACI offices ACI World Luis Felipe de Oliveira 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 Africa Ali Tounsi Secretary General Casablanca, Morocco Tel: +212 660 156 916 atounsi@aci-africa.aero www.aci-africa.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 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 Latin America & Caribbean Rafael Echevarne Director General Panama City, Panama Tel: +507 830 5657/58 jmartinez@aci-lac.aero www.aci-lac.aero 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 2020, ACI serves 668 members, operating 1,979 airports in 176 countries. ACI is a non-profit organisation whose prime purpose is to advance the interests of airports and to promote professional excellence in airport management and operations. According to ACI’s 2019 Annual World Airport Traffic Report, in 2018 airports worldwide welcomed 8.8 billion arriving and departing passengers and handled 122.7 million metric tonnes of cargo and 99.9 million aircraft movements.

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ACI VIEWPOINT

View from the top ACI World director general, Luis Felipe de Oliveira, reflects on new technologies and revolutionising the airport experience after COVID-19.

espite the current challenges, airports are examining all aspects of their operations as they seek to recover from the impact of the current crisis, foster confidence in air travel, and reassure passengers that health and safety is their number one priority. The crisis and its impacts on the aviation activity have brought into sharp focus the need for systems and processes that are ready to cope with the challenges in the facilitation of passengers and baggage. In turn, this brings an urgency to put available technology to use, to provide this flexibility and unlock the full benefits which are achieved with global co-ordination rather than isolated approaches. A tech revolution in the aviation industry was already in motion before the pandemic. But the medical and material demands of COVID-19 have brought urgency and velocity to the race to make passenger air travel safer. The industry is already taking a lead in many areas that can assist in addressing public health-related issues, managing queues and crowds, and optimising use of resources by adopting automation, advanced technologies, facilitating data exchange, and embracing digital solutions such as biometric recognition technology. Many airports have already turned to touchless kiosks or virtual or mobile processing to replace traditional check-in and bag drop functions. With the advancement of ICAO’s Digital Travel Credential work, we expect to see rapid growth in digital identity over the coming years, likely coupled with some health information to provide clearance for passengers to travel. In the short-term, this may be proof of test results, and in the longer-term, vaccination. This is a key element of “going touchless” and will also improve airport efficiency and customer experience. Behind the scenes, artificial intelligence (AI) is being used more and more to ensure that crowding of spaces is avoided. Examples of this are new approaches to boarding, load balancing between security checkpoints, and airport management information to give early warning of potential peaks and issues. Although investment in autonomous systems and robotics may be on the backburner for now, we also anticipate more automation to enhance the safety of staff. ACI’s own Smart Security Programme promotes concepts and solutions that take a risk-based approach, increase efficiency, and enhance the passenger experience, while also ensuring secure airport operations. The vison includes innovations such as artificial intelligence and the increasing use of big data and stand-off detection. These innovations that promote a more touchless, seamless approach to

airport security screening – which has become an even more important objective during the current pandemic – have the potential to radically transform the way that passengers and baggage are screened. While Smart Security’s Vision 2040 explores several long-term trends affecting aviation and airports, it also takes full account of the present context of the economic and operational recovery from the COVID-19 crisis, and the industry’s increased focus on health and cleanliness. New Experience Travel Technologies (NEXTT) – ACI’s joint initiative IATA – is all about creating a shared vision for the future of travel, using technology to increase airport efficiency and provide another level of personalisation to the passenger experience. Advancement of off-airport processing activities, improving customer experience and efficiency with advanced processing, and increasing touchless interactions between passengers, airlines, and airports with access to trusted real-time data remain the emerging concepts of NEXTT. These concepts, which improve customer convenience and reduce time spent on processes, are also playing a critical role in supporting the restart of the industry when new health risk mitigations must be accommodated. There are numbers of areas where significant opportunities exist within the control of national authorities to encourage innovation, such as enabling faster clearance of the majority of passengers, promoting adoption of automated and electronic processing for customs and border control processes and simplifying inspection points throughout the passenger journey reducing physical contact along the way. The coronavirus crisis may actually offer a catalyst for change, to foster greater innovation and the regulatory change needed to support it. More than ever, governments, airports, airlines and suppliers will need to work together to speed the necessary changes to accommodate passengers’ needs, restoring public confidence and providing secure measures to countries and their citizens. AW

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AIRPORT REPORT: QUITO

Moving forward Andrew O’Brian, president and CEO of Corporación Quiport, tells Joe Bates about an eventful and challenging year for Quito International Airport.

hile 2020 has been a tough year for Quito International Airport and operator, Corporación Quiport, a string of firsts for Latin America and breaking ground on a new cargo complex means that it has not been without its successes for Ecuador’s gateway to the world. The new firsts included becoming the first gateway in South America to resume international operations after COVID-19 brought aviation to a virtual standstill across the continent, achieving the 5-star Skytrax rating, and being the first airport in the region to be accredited under ACI’s Airport Health Accreditation (AHA) programme. The airport also managed to complete a little of the planned 16,300sqm expansion of its passenger terminal before deciding to put it on hold as its opening in 2020 was no longer a priority. Summing up a rollercoaster year for the airport, Andrew O’Brian, president and CEO of Corporación Quiport, says: “It has been a tough year, but one I will look back on with pride because despite facing many considerable challenges, we managed to achieve a number of new firsts for Quito International Airport and Ecuador. “On the one hand we have faced the challenges brought by the pandemic, but on the other it is during this period that our airport

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achieved the coveted 5-star Airport Skytrax rating, becoming the solitary gateway in all of the Americas to join the prestigious group of now 13 airports worldwide.”

New cargo complex The airport’s desire to have the most modern import air cargo terminal in Latin American took a huge step forward in early October when cargo consolidation operator, Tabacarcen, held the ground-breaking ceremony for a new $2 million cargo logistics centre. Expected to be completed in mid-2021, the new facility at the existing Tabacarcen cargo logistics centre will become the new import cargo distribution centre for Quito International Airport, complementing its main cargo building which is capable of accommodating up to 250,000 of freight per annum. According to Quiport, the new complex will boast an array of automated cargo handling solutions, which in addition to providing greater operational efficiency, will improve the traceability of freight shipments and guarantee greater cargo security. “While everyone is reducing budgets and investments and postponing projects, today Tabacarcen is investing in this plan, betting on Ecuador,

AIRPORT REPORT: QUITO

Andrew O’Brian (second left) at the ground-breaking ceremony for the new cargo logistics centre earlier this year.

betting on the airport and betting on the future,” enthuses O’Brian. “This is a project that will create jobs and opportunities. These are the signs that Quito and Ecuador need.” Quito actually handled more cargo in August 2020 than it did in the same month a year ago, and O’Brian believes that the upturn provides another example of the cargo potential of his airport. So, how important is cargo to Quito International Airport today and what does O’Brian believe that the airport can ultimately achieve as a cargo destination? He says: “Cargo is very important to us. Our strategies have been focused on providing the airport with the necessary infrastructure in order to contribute to the improvement of the logistics chain. “In conjunction with our partners at the airport, significant improvements have been made both in infrastructure and in technology in the search for improvements in processing times and security in cargo handling. “We also have a route development programme that offers incentives to airlines interested in launching cargo operations at Quito International Airport. “We are already a leading cargo hub in Latin America and I believe that we have plenty of potential to become even bigger over time.” Perishables such as flowers and fruit and vegetables account for the bulk of cargo handled at Quito International Airport today. Indeed, Ecuador’s status as one the world’s main exporters of cut flowers ensures that flowers destined for the US and Europe traditionally account for 95% of all goods flown out of Quito.

Airport Health Accreditation In August, the gateway – officially called Mariscal Sucre International Airport but more commonly known as Quito International Airport –

became the first airport in Latin America to be accredited under ACI’s Airport Health Accreditation (AHA) programme. The ACI Airport Health Accreditation is based on the recommendations of ICAO to establish common sanitary measures and is aligned with the best practices of ACI, as well as with the safety protocol of aviation developed by the European Aviation Safety Agency (EASA). “Quiport has worked diligently in the development of protocols and sanitary prevention measures for the Quito International Airport, and when we learned about the ACI accreditation programme, we immediately applied,” says O’Brian. “We believe that it is essential to enact sanitary measures common to the industry to guarantee the safety of our passengers, airport personnel and the society as a whole.” Quito’s AHA accreditation means that passengers can be assured that the terminal and, in particular all passenger processing areas, are regularly cleaned and disinfected. The process includes all access ways to the terminal, check-in, security control, boarding gates, lounges, retail stores, F&B outlets, boarding bridges, escalators and elevators, immigration control and baggage drop-off areas. O’Brian believes that its accreditation sends a clear message to the travelling public that it is open for operations and committed to permanently evaluating its processes and procedures to ensure the safety of both passengers and staff.

Bouncing back from COVID-19 Quito has welcomed back a significant number of international and domestic flights since operations resumed this summer. Most recently, Avianca resumed services to Bogotá, which O’Brian describes as a significant step for his airport as the route accounted for 17% of all international passengers handled in Quito in 2019.

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AIRPORT REPORT: QUITO

He says: “We cannot speak of a recovery in air transport without the Quito-Bogotá route. The historical ties between Colombia and Ecuador have generated a very important dynamic at all levels that is evident in tourism and business, without forgetting the large number of Colombians who live in our country and Ecuadorians who reside in Colombia. Avianca is one of our main allies and we wish it success in its operation.” As of December 1, 2020, domestic services had resumed to eight destinations (Guayaquil, Cuenca, Esmeraldas, Galapagos, Manta, Loja, El Coca and Santa Rosa) courtesy of flights operated by Avianca, LATAM and Aeroregional. While its international route network has been boosted by the return of services to Amsterdam, Bogotá, Miami, Houston, Madrid, Fort Lauderdale, Lima, Mexico City and Panama. The total of 13 airlines operating services to 18 destinations compares to 19 airlines serving 26 routes – including 16 international destinations – in 2019, when a record five million passengers and 244,000 tons of freight passed through the airport. It is hoped that the missing routes will return in 2021 and that frequencies on its existing services will be increased over time as the Ecuadorian government gave the airlines permission to 100% resume their pre-COVID frequencies at end of September. O’Brian notes that implementing strict health protection measures and applying the protocols established by the national Emergency Operations Committee allowed Quito to become the first airport in Latin America to resume national and international operations on June 1, paving the way for other local and regional gateways to follow suit. “Thanks to the permanent support of our investors and their strategic vision, we’ve been successful in not only keeping the airport open during these trying times but have also been able to continue with our social responsibility programmes, which help us in our mission of being a good neighbour,” notes O’Brian. He reveals that the airport handled 20,000 passengers in June, which doubled to 42,000 in July, and 48,000 in August before reaching 60,000 in September and exceeding 90,000 in October.

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All add up to around 250,000 passengers passing through the airport between June and October, which O’Brian admits gives him ground for optimism for 2021, but is quick to point out that the total represents only 12% of the traffic accommodated by the gateway during the same five-month period a year ago. He also knows that Quito’s recovery from the pandemic is likely to take time due to the continued global impact of COVID-19 and the fact that 2019 was such a good year for the airport in terms of traffic growth and new airlines. Quito actually welcomed five new airlines last year and the launch of new international services to Dallas/Fort Worth (American Airlines); Paris (Air France); Santiago (LATAM) and Toronto (Air Canada Rouge). “We knew from the beginning that recovering traffic would be a slow process,” says O’Brian. “We trust that the elimination of negative testing requirements for COVID-19 for domestic travel, as well as the elimination of mandatory preventive isolation will serve as catalysts that accelerate the process of passenger growth.” The airport’s determination to beat COVID-19 and fully restore its route network are in line with the Ecuadorian government’s ‘Be Well in Ecuador’ campaign, a key focus of which is attracting tourists back to one of Latin America’s most exciting, diverse and accessible countries. “The co-ordinated work between the public and private sectors was key for the restart of air transport operations in Ecuador and we now need to continue this close collaboration to steer us safely through the pandemic and the next stage of the airport’s development,” states O’Brian.

Partnerships with local communities and the private sector The planned new cargo complex and a handful of existing buildings at the airport provide perfect examples of how Quiport works with the private sector to build facilities that benefit both the airport and the surrounding communities. They include an apron expansion project and new $2 million private aircraft hangar financed, built and managed by Quito’s

AIRPORT REPORT: QUITO

general aviation operator, Ecuacentair FBO; and on-site catering and storage facilities for in-terminal F&B administrator, Meramex Air. While there is no disputing the fact that Quiport’s initial involvement with the airport’s surrounding communities was based on its need to win their support for its development, the relationship has evolved and blossomed over time into a truly strong bond. So much so in fact that Quiport now openly states that it is eager to improve the standard of living of its neighbouring communities, and this has manifested itself in many different ways, including arguably one of the best corporate responsibility programmes in the business, which has had a positive impact on more than 100,000 people since 2006. At its heart are the three pillars of Education/Training (scholarships, health programmes, English lessons, customer service courses, environmental education etc); Entrepreneurship (supporting local projects); and Integration (basketball and soccer training, activities for the elderly etc). Back in 2015, O’Brian told Airport World that he was particularly proud of Quiport’s close relationship with the communities living within a few kilometres of the airport, many of which helped build it and at the time accounted for around 40% of its 7,000 strong workforce. The airport’s ‘Shared Value’ programme – Nuestra Huerta (‘our garden’ in Spanish) – for example, has led to the identification and creation of number of new business opportunities at the airport that have helped financially support the local communities. To date these have included local farmers selling produce to airport staff and the creation of a jointly owned company to manage, collect and recycle airport garbage. Is this relationship still as strong as back then? Without hesitation, O’Brian says: “Nuestra Huerta is stronger than ever. Both passengers and the airport community have become consumers of the community’s organic produce sold there. “We’ve also reinvented the way our new community training centre works; due to COVID-19 we’ve implemented online classes for

students to avoid them missing out on essential training lessons we offer.” He adds: “Quito International Airport remains a huge economic generator for Quito and Ecuador, not only because of the passenger and cargo movement related to its operation, but also as an important job generator.”

Development still on the agenda With Quito’s passenger numbers currently 60% below 2019 and the most positive of industry experts predicting that it could take aviation until at least 2022 for global traffic to recover to last year’s levels, O’Brian admits that the proposed $60 million expansion of the existing passenger terminal is on hold for now. However, he is adamant that ‘on hold’ means just that and that it will be only a matter of time before the project resumes and the airport boasts a bigger and even more impressive terminal. The project will increase the size of the terminal by 35% allowing for a renovation and extension of the check-in hall, departure lounges, immigration and baggage reclaim areas to “enhance the travel experience for passengers”. It will also add an extra 24,000sqm of apron and two aircraft parking positions. When finished, O’Brian hopes the upgraded airport will provide more of a sense of place experience for passengers along with greater levels of comfort and operational efficiency. “We want to achieve the wow factor for our passengers and users and a true sense of Ecuador,” he enthuses, noting that a towering five-metre high wooden sculpture of an intricately weaved tree will form the pièce-de-résistance of the new-look terminal. In a time of great uncertainty, one thing we can be assured of is that whatever comes next, Andrew O’Brian and Corporación Quiport will act responsibly and that the wellbeing of passengers, staff and the surrounding airport communities will be considered a top priority in every decision it makes.

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SPECIAL REPORT: INFORMATION TECHNOLOGY

Technology matters Airport World turns the spotlight on some innovative and pioneering IT projects across the globe.

openhagen Airport (CPH) is to form its own IT company to sell digital services to airports worldwide. Operator, Copenhagen Airports, has joined forces with Netcompany to form Smarter Airports A/S, which it says will be 100% dedicated to developing a new, market-leading digital platform for the efficient and sustainable operation of the airports of the future. Once the solution has been implemented at Copenhagen Airport, the plan is to sell the system to airports worldwide. Netcompany and CPH are prepared to invest a combined DKK200 million to get Smarter Airports A/S up and running and note that the company will finalise the development of its new digital, data-driven platform over the next 12 months. “Notwithstanding the deep crisis currently facing the aviation industry, we need to replace the soon to be outdated IT system currently used to control traffic flows and support the passenger experience,” comments Thomas Woldbye, group CEO at Copenhagen Airports. “This partnership enables us to combine our know-how and Netcompany’s competencies for the purpose of developing an innovative IT system able to meet the requirements of tomorrow for efficient and sustainable airport operations. “Combining the best of the two Danish companies and sharing development costs, we have the chance to subsequently turn the system into a genuine export success by selling it to major airports worldwide. “This is not only a good idea, it’s also good business, and on top of that, the project is in line with one of our strategic focus areas: To identify new revenue streams based on our existing strengths so we can continue the sustainable transition of the airport.”

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Smart Travel solutions in Abu Dhabi Abu Dhabi International Airport is trialling a new enhanced ‘Smart Travel’ system, which it is confident will “shorten queues and streamline processes throughout the airport to deliver a smoother and more seamless passenger experience”. Developed by airport operator, Abu Dhabi Airports, in partnership with ConvergentAI and powered by artificial intelligence (AI), the new system is said to utilise big data, AI, and the rigorous modelling and assessment of passenger traffic to optimise a variety of processes across Abu Dhabi International Airport from check-in and immigration counter staffing to passenger arrival and departure times. As part of the ongoing trial, select passengers travelling with Etihad Airways will be informed of the optimal time for them to arrive at Abu Dhabi International Airport. According to the airport, by staggering passenger arrivals, the new system will mitigate crowding, facilitate social distancing, and shorten queues. And perhaps crucially, overtime, the AI-powered system is expected to become smarter and more capable of further streamlining passenger journeys through the airport. The gateway’s chief information officer, John Barton, notes: “Minimising queuing at airports is key to safeguarding the health and wellbeing of travellers and streamlining operations, which is why we are working with our airline partners and ConvergentAI to precisely model our passengers’ journeys and improve them at every step. “By enabling passengers to quickly and seamlessly transition through check-in, immigration and boarding, we are providing them with more

SPECIAL REPORT: INFORMATION TECHNOLOGY

time to enjoy everything Abu Dhabi International Airport has to offer, from first-rate dining to superior duty free offerings.” Barton adds that the introduction of AI technology at Abu Dhabi International Airport is also benefiting airlines, retailers, and employees working at the airport in a variety of ways. Through using AI to monitor real-time imagery of aircraft, for example, special programmes are being developed to guide on-ground teams to complete certain actions, such as the unloading of luggage or the refuelling of an aircraft at optimal times. Abu Dhabi International Airport is also exploring the integration of AI into its safety and security systems, enabling the automated monitoring of camera feeds of the airport apron, the area in which aircraft manoeuvre and park. AI equipped systems, it points out, can be taught to detect irregular activity or objects and notify the relevant teams to address potential issues swiftly and efficiently.

Lyon-Saint Exupéry unveils next generation of travel assistant Lyon-Saint Exupéry Airport has inaugurated a new biometric enabled travel assistant called Mona that it believes will revolutionise airport journeys by ensuring touchless travel from baggage drop off to boarding for passengers downloading the free app on their smartphones. VINCI Airports is confident that Mona – developed at its Centre of Excellence for Innovation based at Lyon-Saint Exupéry – is the first app of its kind in the world as it effectively makes it possible for users to make a biometric journey from home to the plane. In addition to providing information about flights and the passenger journey in real time, Mona is also able to offer users a number of personalised services and experiences, developed in partnership with airlines and retailers at the airport. Mona is currently undergoing a one-year trial at Lyon-Saint Exupéry for passengers flying to Portugal with Transavia (Porto) and TAP Air Portugal (Lisbon).

Nicolas Notebaert, CEO of VINCI Concessions and president of VINCI Airports, says: “With Mona, VINCI Airports is launching a world first that adds a new dimension to the airport experience. “At a time when contactless technology is proving increasingly important and personalisation is becoming the norm, our network once again proves it is able to continuously reinvent itself.”

Doha’s infra-red touchless technology Doha’s Hamad International Airport is trialling new check-in kiosks that use infra-red technology to detect passengers’ fingerprints and therefore eliminate the need to touch any screens. The kiosks – which utilise happyhover and SITA Mobile Solution technology and also offer passengers the option to use their mobile phones to control the kiosk screen – are being trialled for contactless self-check-in and baggage drop. Qatar’s gateway to the world says that the introduction of these advanced smart solutions is part of its ongoing efforts to safeguard its staff and passengers from COVID-19. Passengers can simply scan QR codes that will connect their mobile phone via Wi-Fi to the SITA remote control app. The app will display a touch-pad which the passenger can use to remotely control the mouse pointer on the kiosk screen. It also features a keyboard that passengers can use to type on the kiosk screen without touching it. Hamad’s senior vice president for technology and innovation, Suhail Kadri, says: “We are continually looking for solutions that aid the wellbeing of our passengers and employees. “Our solution ensures passenger comfort and peace of mind with their intuitive user experience, allowing a range of inputs and gestures. “The introduction of these technologies at Hamad not only fits well within our strategy of frictionless travel as a leading global digital airport but also reaffirms our commitment to rebuilding passenger trust in travelling through Hamad International Airport.”

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SPECIAL REPORT: INFORMATION TECHNOLOGY

ATL’s touchless feedback technology Hartsfield-Jackson Atlanta International Airport (ATL) has introduced touchless technology that allows passengers to record their satisfaction levels at the world’s busiest gateway without the need to press any buttons or screens. The new technology from Avius has also been launched at LEGOLAND Florida as the operators of the airport and the theme park search for ways to keep their guests safe. According to its inventors, ‘Gestures’ provides a fast and easy touchless way to gather information from experience feedback surveys so businesses can ensure they are meeting and exceeding expectations for customers and their employees. “As the world’s busiest airport, Hartsfield-Jackson implemented a cutting-edge restroom data collection technology to improve operations and the overall satisfaction of our passengers,” notes ATL’s airport director/customer experience, Steve Mayers. “In today’s COVID environment we recognise that touchless technology is critical, and we are confident that passengers will feel comfortable using Avius Gestures to provide their important feedback. “This will enable us to maintain a laser focus on our passengers’ health and safety, which is currently our top priority.” To engage with Gestures, customers simply stand in front of a kiosk terminal, show a thumbs up for a good experience or a thumbs down to report a not so positive experience. An animation and sound will notify that the response has been successfully recorded.

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In addition to singular questions, it can also be used for a series of yes/no questions. Avius assures that it has also taken strict measures to protect privacy, such as not storing any images or results on the device. The real-time software allows businesses to instantly review data and in turn, immediately resolve an issue before it becomes a problem, and further improve the overall customer experience.

Hyderabad’s smart baggage trolleys Hyderabad’s Rajiv Gandhi International Airport has become the first airport in India to deploy Internet of Things (IoT) enabled smart baggage trolleys that allow operator, GHIAL, to track them in real-time and ensure that there is always enough available to meet demand. The airport has deployed a LoRa (Long Range) IOT platform for its entire fleet of 3,000 baggage trolleys and is confident that with this technology in place, there will be a substantial reduction in passenger wait time for baggage trolleys. The airport also notes that an inbuilt security mechanism alerts it when trolleys leave their dedicated zones, notifying operators of their exact location so that they can be retrieved before they are potentially taken off site. GMR Airports’ executive director – south and chief innovation officer, SGK Kishore, said: “We are revolutionising the way baggage trolleys are managed with the adoption of IoT as a smart and intelligent solution to help enhance the passenger experience and also enable smooth operations and inventory management.” AW

SPECIAL REPORT: INFORMATION TECHNOLOGY

Intelligent design Atkins’ future borders technical lead, John Drever, explains how data modelling can reduce queuing times at airports.

s transit infrastructure like airports, train stations and borders become busier and more complex, our approach to designing public spaces with security in mind takes on another dimension. However, advances in technology can make these spaces easier to transit, not harder. By optimising our infrastructure for the digitally-enabled passenger, we can even design-out unnecessary queuing – something more important than ever in a post COVID world. To reduce queueing times and improve security, airports are introducing more and more digital technology alongside their existing infrastructure. This includes the likes of 3D baggage screening, body scanners, self-service kiosks and automated biometric identification, as well as online advanced passenger information, which can be completed before the passenger even leaves their home. But, as the passenger experience and security are driven upwards, so too is the complexity of what needs to be done by people and computers behind the scenes. In short, it results in a three-dimensional set of design variables: 1. Infrastructure – corridors, security lanes, bag-drops, scanners, check-in desks, etc 2. Passenger and staff behaviour 3. IT systems So, how can we cope with these (often conflicting) variables, to design a system that reduces queues and improves security? The answer is with data modelling. Here are two techniques from the model-based systems engineering toolbox that can help design the optimised environment.

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Method 1: Dynamic process data modelling and simulation Simul8 – online simulation software – can be used to model the detailed flow of people through complex and secure infrastructure; in this case an airport. Process modellers can use the tool to create a dynamic model covering the arrival, processing and transit of passengers through the security checking infrastructure, IT systems and human processes. The software enables models to be fed with actual passenger numbers, processing times and arrival frequency from the airport in question to simulate an end-to-end journey process that mirrors the passenger experience for the airport in question. It can also be used to conduct trials of new systems and configurations, to provide additional data and to prove the model. Having used this software for a client’s security lane in the past, some of the benefits included: • Removal of bottlenecks in the passenger journey • Optimising the security process • Finding the most suitable position for new airport security gates • Testing and rapid down-selecting of design options • Predicting the impact of proposed regulation, process or equipment changes • Accurately sizing the number of gates and fast-track lanes required • Providing a data-driven design for a future security lane.

SPECIAL REPORT: INFORMATION TECHNOLOGY • How to manage exceptions, such as passengers revoking GDPR permissions part-way through the process. Then, all the resulting scenarios can be organised into sprints and analysed, to: • Ensure airlines, airport staff and IT managers all understand any passenger movement issues • Clarify what infrastructure, software and hardware is required to enable the successful movement of passengers through their journey • Provide a baseline of passenger movements that project managers and the software development team can work from • Test new software in a safe lab setting before its trialled at the airport • Demonstrate – and therefore enable the addressing of – security vulnerabilities at the design stage.

Testing and experimenting in the real world

The beauty of this technique is that any future changes to the process or infrastructure (such as an increase in the percentage of passengers needing to be scanned or introducing body temperature scanners) can be easily modelled and designed for. Security lanes aren’t the only part of the airport journey where this modelling technique can be used – this method is particularly applicable to analysing any complex queueing scenario.

After applying these two data modelling techniques to enhance the design robustness, there will still be uncertainties around how the holistic design will work live, with people in the physical environment. The final piece in the jigsaw is to try out the designs in the real world and feed the results back into the models to improve them for the future. Traditionally, systems are tested and demonstrated in the lab during each agile sprint, then follow a factory acceptance or site acceptance route to deployment. In busy environments where deployment is costly and time restricted, it is worth experimenting small parts of the system in the real environment early in the project lifecycle. This allows the designers to check their assumptions on how the users and public will interact with the IT systems in the passenger journey at the airport, and help identify any challenges or issues early on in the process. Experiments can be performed using experienced users of the existing system, and within airports, staff like pilots and cabin crew are ideal candidates. They are subject to the same security procedures as other passengers and can be segregated easily. Their interactions can be observed in a live situation or recorded using video for offline assessment. This helps designers understand how user behaviour changes due to things like signage, IT system user interfaces, the implications of physical constraints in the environment and how lighting affects the user interaction.

Method 2: Passenger journey scenario modelling In busy sites like airport terminals, border crossings and ports, space and time are at a premium. As such, optimum use needs to be made of the existing ‘touchpoints’ – the places where interactions already occur, such as bag-drop, check-in desks, security, for instance. These touchpoints are becoming more complex and multifunctional such that passengers can check-in, drop their bags and enrol on the biometric security system all at a single place, to save time later in the passenger journey. But with this efficiency comes added complexity behind the scenes, and airports need to be confident that all passengers and journeys can be managed within the airport system. Using this modelling method, all passenger transit scenarios can be captured to identify variables such as: • All departures and destinations • Whether passengers have enrolled in automated biometric identity • Passengers with hold luggage

Preparing for the future Data driven process modelling and passenger transit modelling can both be invaluable tools in designing the airport systems of the future. When passenger numbers rise again, they can provide assurance that the infrastructure and IT can cope with peak traffic, that staffing mirrors capacity, and that the system can manage the variety of ways that passengers will move through the airport process – including the exceptional cases. Meanwhile, when it comes to expansions, renovations and the adoption of new technology, these models bring everyone involved onto the same page, to ensure the design is optimised before building even commences. Armed with this wealth of information, airports can make informed decisions to respond to the evolving environment, ensuring that the passenger experience and safety are never compromised.

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SPECIAL REPORT: INFORMATION TECHNOLOGY

Track and trace Location intelligence can redefine passenger journeys in today’s COVID-19 world, writes Esri’s global transportation industry director, Terry Bills.

ir travel in the best of times has always had its unique challenges, stresses and unknowns for both the occasional as well as the business traveller. Between guessing the travel time to the airport, finding parking and clearing long security lines, there was seldom time for that relaxed cup of coffee before boarding your flight. And then COVID hit, and air traffic in essence collapsed worldwide. US air travel at the bottom declined by 95%, while passenger traffic in Europe declined by 90% to 97% depending on the country. Thankfully, things have improved since the dark days of March and April, but while passenger numbers are slowly returning, it is clear that a full recovery will be long and painful for most airports around the world. Against that backdrop, there are a number of actions that airports can take that will not only reassure passengers of the safety of returning to the airport, but also ensure a safer and more efficient passenger journey once at the airport. Indeed, by leveraging the power of location intelligence, airports can make air travel safer, and more secure in the context of the COVID pandemic. We divide these actions into three different areas: two of which are focused on changes to the passenger journey, and one which is focused on changes to the airport’s daily operations. It is likely that some of these changes will become permanent, as air travel is forever changed by the impact of COVID.

Pre-flight Passengers’ concerns and expectations have changed considerably during COVID: health and safety are top of mind, and airports need to find new ways of communicating and engaging with their customers. In this regards, ACI-North America recommends focusing on the essentials of ‘Health, Safety, Kindness, and Connection’. The airport experience will be different, and passengers will need to know what to expect when they arrive and be reassured that their health and safety are the airport’s top priority. And here airports will need to find more effective ways of communicating that message to their passengers. One way that could be particularly powerful is through the use of an ArcGIS Story Map.

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A Story Map is designed to create a digital narrative that walks the reader through a scripted story – to communicate what the airport is doing with respect to cleanliness, and what has changed in terms of their journey through the airport. Simple pictures, visuals and maps of the airport can let the passenger know ahead of time what is different, and what they should expect. Secondly, passengers would like more information to plan their journey to the airport, and to make sure they arrive will all the relevant information they need to successfully navigate to their gate. In this regard, the opportunity is ripe for airports to design the next generation of airport mobile application. Personalised information such as current travel time to the airport from their home, updated parking information (and reservations), linking of passenger boarding passes to the airport app to facilitate greater contactless processing, information on security clearance times, all updated in real-time, so the passenger has the best information to plan their trip to the airport. In addition, the airport is able to recognise when the passenger has arrived at the airport, to help more effectively guide them through the airport process. Offering incentives such as the ability to pre-order food and drinks and discounts on airport shopping could act as an incentive to passengers to download the airport app, which in turn, will help further the goal of a contactless experience. Taken together, these actions are designed to create a more intimate form of engagement with the passenger, and greater confidence and brand loyalty.

SPECIAL REPORT: INFORMATION TECHNOLOGY

Terminal to gate

Greater real-time operational control

While every airport will approach changes to their passenger journey and changes to their terminal space differently, it is also clear that every airport will have to make modifications to the basic passenger flow. Some airports are creating passenger ‘holding areas’ with social distancing to manage the regulated flow through the airport, while others are making changes to the terminal layout to accommodate physical distancing. In the US, some are considering TSA appointment times for clearing security, and others are implementing floor markings and redesigning lane management procedures with special family lanes to accommodate related family groups. In all cases, the airport will have to have a better understanding of their real-time passenger behaviour and management. And that is where Esri’s ArcGIS Indoors can play a critical role. The solution is designed to not only provide a complete floor plan of the terminal, along with wayfinding capabilities, but also for real-time passenger tracking. In essence, the Indoors solution provides not only the customer facing capabilities that can guide a passenger safely through the airport, but also the ‘passenger management’ command centre functionality that allows an airport to monitor and track (and control) passenger behaviour in real-time. Identifying unsafe passenger queueing and passenger ‘hotspots’ can alert airport security personnel of where needed intervention should take place, as well as the real-time location of all the airport’s security and other staff located throughout the airport. In each case, airport security personnel have a real-time view of all current activities and operations.

Given the increased safety and security requirements of airports under COVID, airports are increasingly becoming 24-hour, real-time decision-making environments. This is especially true with respect to safely managing the passenger flows through the airport, but also providing reassurance to an increasingly concerned travelling public. Our view is that airports need three interrelated information systems to effectively manage a modern airport – security, operations, and now, a passenger management command centre, each relying on a real-time view and monitoring of airport activities. I have previously discussed the ability of Esri technology to provide a real-time operations centre to control and significantly improve operational performance, but with the unique capabilities of ArcGIS Indoors, passenger management is also now an easier reality. It can be used to model and understand passenger flows, where bottlenecks are likely to appear, and how passengers can be safety guided through the terminal to the gate. As such, the Indoors solution provides a common platform which can bring together airport staff, TSA personnel and the airlines to collaboratively redesign the passenger journey through the airport. Many of the standard operating procedures – for TSA screeners, for airport security personnel and for airline staff – will by necessity need to change and adapt to these new requirements under COVID. Taken together, we believe that our technology and location intelligence provide the framework for airports to provide a safer and more secure experience for passengers and help ensure their confidence in these difficult times. AW

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SPECIAL REPORT: INFORMATION TECHNOLOGY

All about data Closing the data gaps to automate airport operations is vital to efficiency post COVID, writes Thorben Burghardt, ADB SAFEGATE’s vice president for gate solutions.

he new oil of the 21st century is a well-known metaphor used to express the increasing value generated by data. In a recent study, IDC and Qlik have taken it a step beyond by declaring the implications of data to be those of the new water. Many analogies can be made between data and water, such as the necessity for clarity and availability, and accessibility, without which viability is mitigated. From data we derive information, often subsumed and simplified by the term Artificial Intelligence. Data has become the new integration layer for applications of multiple vendors. Instead of deeply integrating (melting) heterogenous applications from different vendors, today’s integration starts with the data layer. For airports, concepts like Total Airport Management or a Digital Apron cannot be achieved without data of high-integrity and efficient means of omni-channel data sharing. The digital transformation to a data driven business is a bumpy road. How long this road actually is has become apparent during these COVID afflicted times where airport operations are preserved with minimal staff, revealing gaps between existing ‘integrated’ systems. Closing gaps to automate the apron, for example, is vital to efficiency and a key challenge. This leads to changes in how, when and where decisions are taken.

Knowing the track of the aircraft expected at a gate, in combination with tracks of other aircrafts, allows predictive action rather than reaction. Driven by the change to cloud technologies, ‘where’ a decision is taken has adapted in parallel. Today, ADB SAFEGATE processes approximately 40,000 messages for parking aircraft per gate, per month. Monthly, 17 million messages and resulting gate decisions have moved from local environments to be processed in the cloud. This is not only a change in technology, but also in that data is now omnicentralised (partially centralised and partially de-centralised) and thus, so is the decision making. Parallel adaptions of the how, when, and where, plus the shift in technology lead to the proverbial question: to where will this lead? The axiomatic answer is to a smarter world driven by holistic intelligent decision making. I believe the answer to be simpler. When integrating on the data-layer, we do not necessarily need to know exactly where it will lead. We publish and subscribe data according to our needs. We derive decisions from there, centrally or distributed, and share these decisions, of course, as new data – to which our stakeholders can subscribe. In this way, the evolution of the data-ecosystem becomes self-sustainable.

What is the next challenge? A real-world example Under normal conditions, ADB SAFEGATE is parking 50,000 aircraft a day with its advanced visual docking guidance systems (A-VDGS). The solution has operated relatively isolated since the late 1990s on a per gate basis, relying on a sizeable variety of (local) data, similar to a micro-cosmos. In recent years, initiatives such as A-CDM have drastically changed the ‘how’ with decisions taken collaboratively, within one provider’s solution and integrated with other vendors’ solutions. The availability of data on the macro-cosmos has moved the ‘when’, a decision is taken to a much earlier point of the turnaround process.

The change described spans an interesting area of conflict between technological possibilities and expected legal certainty. Integrated systems must be robust and able to make decisions on incomplete, fuzzy knowledge such as conflicting information, parties not publishing information, or insufficiently trained AI algorithms. Otherwise, workflows would constantly stall and require manual intervention. For many this is the next challenge in the digital transformation of airports: relying on the new way of data processing and decision making while keeping the same level of legal certainty.

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Cleaning power

SPECIAL REPORT: INFORMATION TECHNOLOGY

Autonomous cleaning robots are a proven and effective weapon that airports can deploy in the battle against the pandemic, writes Brain Corp’s Michel Spruijt.

he outbreak of COVID-19 has forced travel authorities and airport managers to re-think terminal operations with a wide array of new technologies being introduced to maximise traveller safety. They include autonomous cleaning robots, which have the potential to bolster hygiene across terminals and provide a high profile reminder to passengers and staff that their health and wellbeing is a top priority for airports. Those in any doubt about this only had to read the last issue of Airport World, which revealed that San Antonio International Airport had invested in a locally made cleaning robot that uses ultraviolet room disinfection technology to eliminate SARS-CoV-2, the virus that causes COVID-19. And the magazine has previously written online about Hong Kong International Airport’s Intelligent Sterilization Robots and Singapore Changi’s own version that sprays a light disinfecting mist for added protection on carpets and floors during cleaning.

Traveller fears A public opinion survey carried out by IATA in July 2020 could not have been clearer: COVID-19 fears are widespread among those travelling through airport terminals. According to the survey, 58% of respondents said that they have avoided air travel, with 33% suggesting that they will avoid travel in future to minimise the risk of contracting COVID-19. Indeed, a serious proportion of airport users have true reservations about travel owing to the possibility of infection. Hygiene has always been a priority for airports, but now more than ever it must take centre stage as a concern. As potential infection vectors, hosting thousands of international travellers daily, airports have their own image and that of their entire industry at stake. What’s needed is a new and verifiable level of clean, and operations managers are increasingly turning to robotics to tackle the crisis.

Robots to the rescue Autonomous mobile robots (AMRs) for cleaning have been introduced across a growing number of international airports as a new line of defence against the coronavirus.

Heightened safety fears and the need for verifiable levels of clean have led to the deployment of the new technology. The use of autonomous cleaning robots effectively gives valuable time back to teams so they can focus on tasks only humans can carry out, such as sanitising high-contact surfaces, managing traffic flow or dealing with traveller concerns. Robotic floor care solutions can perform the same task multiple times a day, ensuring consistency and data-backed records of operations. These robots can be used as helpful solutions, at the same time requiring human support on the front and back ends of the process. The public’s reception to AMRs playing a growing role in raising the safety levels at the world’s airports has been hugely positive. Multiple airports in North America and Europe have started deploying AMRs since the outbreak of the virus. And across industries, sales of robots have surged, with 73% of supply chain managers stating that robotics will be important in the future. Indeed, according to Brain Corp data, there has been a significant uptick in usage within its powered fleet of over 14,000 robots. Through the first three quarters of the year, cleaning robots have freed up approximately 2.4 million hours of productivity for workers across sectors including airports, retail, grocery, commercial offices, malls, and other high-traffic public locations. This is up from 331,000 hours during the same period last year according to the latest data. With positive reactions to automation from both staff and the public, robotic cleaning technology looks like a long-term feature of the modern airport environment. AW

About the author Michel Spruijt is the vice president and general manager of AI software leader, Brain Corp (www.braincorp.com), which powers the world’s largest fleet of autonomous mobile robots operating in public spaces.

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NON-AERONAUTICAL REVENUES

Remaining relevant Templemere PR’s Clare Williams Fannin takes a look at what airports can do to respond to changing passenger demands for retail, F&B and lounge services across their terminals.

on-aeronautical revenues have long been an important line in the airport budget. Closed shops and empty restaurants are clearly not good news for any airport operator. But as we dare to hope for recovery, there are perhaps some upsides and learnings to be had from what is undoubtedly the worst ever crisis to hit the travel sector. As passenger numbers plummeted, airport retailers reported catastrophic falls in sales. There’s little doubt that retailers are having to up their game to survive let alone thrive, and the crisis has accelerated the pace of change when it comes to meeting the expectations of the airport shopper. Alain Maingreaud, president of duty free and travel retail trade association, TFWA, explains: “For some time now, the airport retailer has had to compete on more than price. The ease with which prices can be checked online means that customers will know exactly when they are getting a bargain and when they are not. “The COVID-19 crisis has meant that consumers are now even more comfortable in an online world. There are even more online shopping services, and consumers have become more willing, and more able, to use these services. “Now retailers will have to provide something even more special if they are to compete – be that outstanding service, a spectacular environment or exclusive products that aren’t available on the high street.” Maingreaud believes that convenience has also become an even higher priority for the airport shopper. He says: “Since the beginning of

the COVID-19 lockdowns, the ability to browse online and the option to have shopping delivered where you want it, when you want it, is now expected as standard. “Airport shoppers want a service that blends the best of online with a great retail experience, along with the choice of having their purchases sent to their gate, their destination airport or even their home.” There’s also been dramatic shifts in what passengers want from food and beverage at the airport. Jeremy Fennell, CEO Nordics at F&B operator, SSP, notes: “Customers have been buying more food to go, either to eat in the terminals or to take onboard, where in many cases the inflight food service has been reduced or removed.” With fewer passengers passing through the terminals, many airports have reduced the number of outlets that are open, and operators such as SSP put measures in place to help speed of service and maintain efficiency, for example, by condensing menus. This, according to Fennell, isn’t necessarily a bad thing as he believes that the crisis could give the industry a chance to build and improve the way it operates. “Airports want to include a large range in their F&B offer, but with passenger numbers at such a low, restaurant operations have had to be rationalised and reduced. “Passengers don’t want to dwell for long in airport restaurants, especially under the present circumstances. Clearly defined, well recognised offers with simple, shorter menus, including all the best-sellers, have been well received by our customers.”

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NON-AERONAUTICAL REVENUES

Like Maingreaud, Fennell believes that the crisis has added more urgency to changes that were already planned. “We’ve been introducing order at table technology. But COVID has meant we’re now rolling it out at a much faster pace,” he comments. Jeff Livney, chief experience officer at airport e-commerce platform Grab, which provides this technology to SSP among others, says the crisis means that contactless ordering and payment has moved on from being a nice-to-have. “Before COVID-19, this technology was seen as an option that provided convenience and speed for the time-pressed traveller,” says Livney. “Now, however, the demand for these services is clearly driven much more by the greater need for safe ways for staff and customers to interact.” Grab services such as Order @ Table can be created in the airport’s own livery, as they have been at London Luton Airport where they have been branded as part of the airport’s LLA Marketplace. They can also be incorporated into an airport’s own digital marketplace strategy, as they have been at Los Angeles, where online F&B ordering is part of the airport’s LAXOrderNow.com offer. Online ordering, supplemented with delivery services, means food can be delivered anywhere in the airport. At Philadelphia International Airport, for example, Grab has joined forces with in-airport delivery service AtYourGate to provide a service which allows passengers to order food and have it delivered on the go. “This has the double advantage of allowing more customers to be served in the safe environments they look for, while making it easier to provide for social distancing within the restaurant itself,” says Livney. Technology can’t however replace good service. “We’ve always maintained that technology should be used to enhance the hospitality experience, not replace it,” continues Livney. “This is certainly still the case, and facilities such as our Order @ Table, free staff to focus on welcoming customers and the other elements that make for great service.”

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Exemplary service is very much expected as standard in the lounge sector, and here too, the crisis has also prompted an increase in demand for ‘contactless’ ways of providing it. Errol McGlothan, managing director of lounge and experience operator Airport Dimensions, says that in addition to the compulsory measures required by legislation, his guests are definitely looking for contact-free options for how they are welcomed, or for how they spend their time in the lounge. Yet again, rather than resulting in a downgrade of the experience, the crisis has given McGlothan and his team a window to think about new ways to provide an even better service. “We communicate with our guests online to help prepare them for their visit and they can check-in to our lounges using contactless technology,” says McGlothan. “We also offer digital media, rather than printed newspapers and magazines, which means that guests now have an even greater choice of reading materials. We’re also trialling a digital at-table ordering system called Ready 2 Order, (from Grab and Collinson), which means customers don’t have to move around the lounge and have more time to relax. “Across our lounges, our guests have been enjoying table service rather than buffets, and customer ratings have been the highest we’ve seen.” As a result, he notes that some of the changes that were made in response to very specific circumstances may well, therefore, become permanent. “We’ve seen the impact of table service on the overall guest experience and perceived value, for example, and this is something to review for the future, alongside technology support to streamline our overall offer,” admits McGlothan. Our industry has a long way to go before we can say we’re out of the woods. But with a little imaginative thinking, we might be able to offer passengers an even better experience, and emerge a stronger, more resilient and more profitable business. AW

AIRPORT DESIGN

Time to innovate Design changes at airports can support and speed up the safe return of air travel, writes Populous Americas’ aviation market leader and principal, Geoffrey Ax.

hether it’s to see family, clients or simply treat cabin fever with a change of scenery, one thing is clear, people want to travel again. Scratching this itch requires some delicate risk management on their part. Do they set out on a road trip and orchestrate overnight pit stops along the way? Or do they fly and deal with the discomforts of navigating airports during a global pandemic? Airports and airlines across the world are doing their best to entice passengers back with flight discounts and enhanced safety protocols, albeit with limited success. The number of passenger miles flown by US air carriers in June 2020 was nearly one-sixth of that from the same time last year. Chief among flyers’ concerns is safety. Not just the actual risk posed by flying, but the perceived risk of being exposed to others with COVID-19. Thanks in part to most aircraft’s excellent air circulation and onboard HEPA filters, the risk of being exposed to the COVID-19 virus while in the sky has been minimised. So that leaves us with the airport itself. How safe do passengers feel pre and post-flight? At airports, it’s important to focus on the passenger experience and how every step of the journey makes them feel. That approach has never been more significant. In recent months, Populous commissioned a proprietary Qualtrics survey that collected data on American passengers’ perceptions and worries.

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Populous translated the data into three design solutions airports can implement. Altogether, they have the potential to ease travellers’ anxieties and guide the aviation industry along the road to recovery.

Re-think traditional F&B and retail Nearly 40% of passengers surveyed said they would plan to buy less food and beverage (F&B) at the airport because of COVID-19 concerns. However, 70% of passengers said they would prefer to use an app to order F&B for ordering and pick up or delivery. And 61% are reluctant to use a touch screen. How can we re-think traditional airport concession spaces to be more convenient and safer? Existing concession countertops can be converted into prefabricated, contactless locker pick-up locations where passengers can order by an app in advance and then pick up their pre-paid item(s) from the locker at their convenience. Existing foodcourts can also be converted to app-based order and delivery services just as you’d receive your restaurant delivery at home.

Let go of hold rooms as we know them Among the many concerns of passengers is keeping a safe distance from others, a trend that’s not going anywhere anytime soon. The overwhelming majority of passengers surveyed (78%) plan to continue social distancing long after a vaccine is available.

AIRPORT DESIGN

The further you go into an airport, the smaller it gets, and the harder social distancing becomes. Right now, with traffic levels at all-time lows, it’s not much of an issue. But what happens when traffic starts to pick back up? This is the ultimate Catch 22 facing the industry. As more people return to air travel, the less enticing it will be for others to join them. Airports were already crunched for space and lacking positive experiences before the pandemic. So how do we free up enough room for more passengers to spread out, now that it’s about more than comfort? The first move is operational: holding areas need to be expanded and altered to allow for more orderly boarding. By removing and replacing seating with new options designed for the times, you can expand a holding room’s functional space dramatically. The second move is more ambitious: you entice or instruct passengers to not head to their gate so fast or so early before their flight. This follows in the path of global airports, where ‘call to gate’ set-ups are more the norm. It is hardly commonplace in the US, but if a pandemic doesn’t give you the opportunity to change, what will? There are steps US airports can take in the right direction. One is thinking of ‘call to gate’ at a smaller scale, compartmentalising concourses or piers together and directing passengers there but without assigning a gate number yet. This in effect allows passengers to spread out along the length of the concourse or pier until they need to board. The other step is rethinking the location of airport boundaries.

Expand the boundaries of the airport Often, large-scale events such as the Super Bowl and Olympics have temporary, exterior security perimeters. So why not apply the same sort of approach to airports and expand their programmable space? By bringing these functions forward and maybe even outside – everything from passenger drop-off and ticketing to baggage and security – lobbies can be repurposed into spaces for sociallydistanced leisure like they are in places like New York City’s Grand Central Station and Union Stations across the US. The benefits are numerous: Passengers are primed to spend more time relaxing, eating or shopping, which also brings in revenue, while airports get more flexibility in gate assignments and increased capacity as a result.

So how do you expand the boundaries of an airport without costly new construction? Temporary overlays of car parking garages make all sorts of options possible. Repurposing an open-air garage for something like ticketing also has the potential to put at ease passengers concerned with sharing indoor space for extended periods. Another solution is off-site screening solutions. Off-site screening solutions can take the check-in and security process entirely off-site for a more streamlined and convenient passenger experience. When travelling, passengers spend hours stalled in traffic and waiting in lines at the airport, all before reaching their departure gate. Off-site screening solutions reduce the time passengers spend waiting by letting them clear through security before even reaching the airport. The use of off-site access points, particularly when designed around large-scale events, offers a smoother overall experience that bypasses potentally stress-inducing security lines and creates a positive final impression for visitors. These controlled spaces also provide an opportunity for events and cities to create one cohesive journey from hotel to plane. New opportunities for branding and sponsorships are created as a result. It’s exactly this sort of VIP experience airports should have in mind when 59% of our surveyed passengers say they would feel safer with off-site security. And, of those, 77% said that they’d be prepared to pay more for it. While these design solutions are helpful, at the end of the day, the most important change airports and airlines can do to make passengers feel more comfortable is clear and consistent communication. More than 80% of passengers would feel safer if they had clear instructions before arriving at the airport, and saw clear signage specifying how the airport is reducing the spread. It is vital for airports and airlines to invest in venue signage, wayfinding and other communication tools to set expectations for safety protocols, rules and regulations. However big an airport’s appetite for change is, the time is ripe for innovation. Most US airports haven’t changed since 9/11, and with careful thought and innovation, we can do better. A once-in-a-lifetime global pandemic, and the ensuing economic crisis maybe just what the industry needs to evolve. Through crisis is opportunity and now is the time to re-evaluate the traditional airport AW and the passenger experience to restore customer confidence.

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SUSTAINABILITY

Bouncing back better Duncan Hand, Siemens’ business development manager for digital airports, considers how aviation can navigate its way through today’s turbulence.

n the last 15 years, we have witnessed the disruption of many industries. The hotel industry by Airbnb, transportation by Uber and retail by Amazon. The aviation industry has now been disrupted by a virus. What makes this disruption unique is the speed and scale of its growth, which forced a near total shutdown of the world’s airports within two months of its outbreak across the globe. The pandemic has created a massive challenge for airport owners and operators. But within this chaos comes a chance to develop greater efficiencies and explore new opportunities. As regional economies restart, aviation will be part of this recovery. The initial stages of recovery will be led by domestic and regional travel, with long-haul being the last sector of the aviation sector to restart. Cargo will play a leading role in the economic recovery. Global supply chains were increasingly stretched in the global shutdown. Airports will need to be able to open profitably with reduced passenger loads and a strong emphasis on cargo. The SARS epidemic of 2003 resulted in a U-shaped demand curve, with travel recovering five to seven months after the peak of the epidemic. Due to the widespread nature of the COVID-19 pandemic, the recovery in demand is likely to be somewhat slower this time around. However, the aviation industry should expect that passenger numbers will initially recover and then resume growth. In order to prepare for this, here are some steps airport owners and operators should consider: Investing in operational efficiencies In the short-term, airports should invest in operational efficiency, making their operations more resilient. This will enable stronger profitability during the economic recovery, which governments will strongly encourage with stimulus and infrastructure projects. A strong focus on asset performance and changing business models from time and materials to an outcome-based maintenance model will show long-term benefits as well as have a short term impact

on cash flow and profitability. Smarter maintenance strategies will allow issues to be prioritised and funding to be allocated to the core business operations. Mitigating risks of further spread of the virus Protecting the health and safety of travellers and staff is a high priority for airport operators as they strive to minimise any risks caused by the spread of the virus. The introduction of temperature screening and health declarations may become the norm as the industry restarts. Airports should invest in the right technology to ensure they can still provide a seamless experience for passengers and staff. A chance to drive sustainability The aviation industry’s contribution to global emissions is undeniable. Simultaneously, airport expansions have significant environmental risks including noise, carbon emissions, air quality, landscape, biodiversity and water. With most airports today operating at limited capacity, owners and operators alike should seize this opportunity to conduct energy audits. This will highlight consumption patterns and identify Facility Improvement Measures (FIMS). FIMS related to lighting, HVAC systems or other utilities can allow for significant cost savings as airports strive to reduce their OPEX. Catania (CTA) in Italy and Dubai International (DXB) in the UAE are shining examples of how efforts made in sustainability has helped improve the bottom line. Airports and economies that react quickly and can ramp back up as passenger demand recovers will emerge the strongest from the pandemic. Aviation has a strong future, and the COVID-19 pandemic will accelerate changes in the aviation business. As always, the nimble and responsive airports will be the ones in the best position to rise and grow in the coming recovery.

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WBP NEWS

Tech talk

We shine the spotlight on a handful of technology driven initiatives designed to improve the operational efficiency of airports and hasten their recovery from the global pandemic.

Reinventing the management of airfields Jacobs has developed a new proprietary cloud-based platform designed to enable the effective asset management of airfields. Indeed, based on the success of trials across the world, it believes that the solution, called Pavy, will reinvent the way airports manage airfield pavements. It states: “Airfield pavements are complex and extensive, and understanding how they perform is key to planning investment. Now more than ever, with the need to adapt to COVID-19 impacts, airport operators are looking for smarter ways to make strategic, cost-efficient decisions about their most important airfield assets. “Built on the insight and experience of a network of aviation and asset management professionals at Jacobs, Pavy is a customisable platform that puts the airport in control, enabling strategic, data-led decisions about airfield investment.” The asset management principles behind Pavy were originally conceived when London Heathrow commissioned a team of Jacobs specialists to create a solution to manage its four million square metres of airfield pavement. Jacobs says that Pavy enables airports to: • Devise investment strategies over 5-year periods, connecting engineering and finance teams to help balance costs, risk and performance, particularly in the wake of the pandemic; • Work with optimised CAPEX spend profiles, whilst receiving client-decision support, immediate feedback and basic scenario forecasting combined with visual plans; • Harness the power of their data to build stronger business cases for additional funding requests.

“We work every day to tackle our clients’ toughest challenges, and airfield asset management is a recurring issue in the aviation industry, even more so now, as operators look for more agile ways to manage their operations effectively in response to COVID-19,” says Donald Morrison, Jacobs’ senior vice president and general for people and places solutions, Europe, Middle East and Africa. “With Pavy, our new cloud-based platform, airports around the globe can better plan pavement investments and prioritise critical interventions.”

Security upgrade at Hamad International Airport Qatar’s Hamad International Airport (HIA) continues to innovate, recently becoming the first airport in the Middle East to install Smiths Detection’s HI-SCAN 6040 CTiX machines, which utilise Computed Tomography (CT) technology to X-ray screen carry-on baggage at security checkpoints. The new additions are expected to help expedite the security screening process by allowing passengers to keep electronic devices and liquids in their hand baggage, subsequently reducing wait times and boosting customer satisfaction levels. The airport’s vice president of security, Saeed Yousef Al-Sulaiti, says: “Smiths Detection has a reputation for providing market leading solutions with world-renowned standards for quality.”

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RUNNING WBP NEWS HEAD CAPA – Centre for Aviation Membership Region: Asia-Pacific Contact: Daniella Baxter E: dbaxter@centreforaviation.com W: www.centreforaviation.com Since its establishment in 1990, CAPA has developed a global network of aviation researchers and analysis located across Europe, North America, Asia and Australia. Part of the Aviation Week network, it provides members with access to more than 400 news briefs each day, as well as analysis reports, research publications, and a comprehensive data centre with extensive company profiles, airline and airport databases, and more. Its events and masterclasses are hosted in key markets throughout the world and attract the highest calibre of thought leaders.

Stuttgart embraces cloud technology

Stuttgart has become the first airport in Germany to embrace Amadeus’ cloud computing technology for passenger services. More than 200 check-in counters and gates, as well as 30 self-service kiosks have transitioned to the new technology, which Amadeus says ensures a smoother check-in experience. Thanks to this technology, the migration was handled largely remotely, with only a skeleton team of engineers needed on-site at the terminal. The major IT modernisation sees Stuttgart increase passenger self-service options with the installation of 30 self-service check-in kiosks from ICM Airport Technics, an Amadeus company, as well as introducing self-boarding gates and Amadeus technology for passenger payments for additional services such as excess baggage. The airport’s director of infrastructure and CIO, Dirk Spengler, commented: “We are an essential industrial and business hub for the entire region, and we’re committed to delivering a pleasant passenger experience. “We especially appreciate that the new IT solution saves energy and will contribute to our sustainability efforts at Stuttgart Airport.”

Making air travel safer for all

Smart Flows

AirAsia has become the first airline to deploy GrayMatter’s Scan2Fly digital solution that enables passengers to prove that they are COVID-19 free and fit to travel by scanning and uploading negative test results, if required, and other medical certificates during the online check-in process. Javed Malik, AirAsia’s group chief operations officer, says: “AirAsia is all about value, choice and innovation. This system is highly effective for our airline, our guests and the respective government agencies, particularly in the current COVID constrained travel environment as it makes flying with AirAsia even safer and more convenient than before. “We are looking forward to developing the use of this new technology system across all of our relevant destinations, which will play an important role to help ensure that air travel continues to be safe and more seamless than ever.” The solution is designed to recognise multiple templates of medical documents across various countries even if the format is different from one country to another. The solution, says GrayMatter, is underpinned by machine learning and text analytics. Its cloud-hosted system is very tightly integrated and tailored to AirAsia’s applications and is equipped with robust information security. The technology also provides reports based on the details of the medical documents uploaded and the approval/rejection status, including the reason for any rejection. GrayMatter Software’s CEO, Vikas Gupta, notes that the system has already gone live for a number of AirAsia flights from Malaysia’s Klia2 Airport to Singapore as well as to Surabaya and will soon be introduced for services to and from Jakarta. He adds that the new technology will eventually be introduced to other AirAsia destinations, where valid travel documents are required prior to travel. Gupta says: “We are glad to have had the opportunity to work with AirAsia for a pertinent cause like COVID prevention. I am happy to see GrayMatter delivering more and more value to the aviation ecosystem.”

Membership Region: Europe Contact: Marie Fauco E: mfaucon@smart-flows.com W: www.smartflows.com Smart Flows is a French software editor that helps airports better understand passenger behaviours in order to improve their operational efficiency, increase retail revenues and raise customer satisfaction levels. The software transforms data such as Wi-Fi location data into actionable passenger flow data in a real-time, report analysis or predictive mode. Smart Flows has worked with a number of airports across Europe, Asia-Pacific, North America and the Middle East.

Global Exchange Group Membership Region: Latin-America & Caribbean Contact: Esperanza Morales E: e.morales@eurodivisas.com W: www.global-exchange.com Global Exchange has developed extensive experience providing foreign exchange services at the main international airports in Latin America and the Caribbean and is growing strong in Europe, North of Africa and the Middle East. Its mission is to be present where travellers need foreign currency exchange services and to achieve the trust and recognition of its customers and airport operators through its continuous improvement in procedures and customer service excellence.

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HUMAN RESOURCES

PEOPLE

matters Digital age Terri Morrissey and Richard Plenty share their thoughts on the benefits and drawbacks of new technology when it comes to meeting up and doing business.

e may be in the middle of a pandemic, but we have rarely been so busy! During September and October, we delivered three separate ‘virtual’ intensive five-day ACI HR programmes to 39 participants from all over the world. For most of those attending this was the final ‘elective’ course in the completion of their 2020 AMPAP programme. Whilst we had to amend and adapt the content to fit a virtual format and to ensure it was relevant for the current times, the basic concepts and framework were similar to the face-to-face courses we have run for ACI over recent years. The courses were very well received, much to our surprise. People enjoyed them, and a strong spirit developed on each programme as people got to know each other in plenary sessions and breakout rooms. The three programmes, all carried out via ZOOM, were very much interactive events, with engaging conversations and discussions, and a high standard of participation and learning. Each course created its own connected community of learners. There were some other considerable advantages. Costs were far lower, with thousands of dollars saved in travel and accommodation. There was no time lost in travel, there was less impact on the environment – and no one caught COVID! Still, the ability to meet and engage virtually strikes at the very core of the aviation offering – that of connecting people and places. It provides a competitive alternative which cannot be ignored. After all, if even airport managers can meet virtually for business and training, saving time, money and the environment, what does this

tell us about the future of business travel more generally? Will it be a luxury of the past? Well, perhaps, but the jury is still out on what the best blend of ‘face-to-face’ and virtual working will turn out to be. Now that organisations have had nine months experience of remote working, its limitations are becoming clearer. Zoom fatigue has become a reality for many. Many meetings are purely transactional and do not engage the hearts and minds in the same way as face-to-face can. Face-to-face remains the gold standard for in depth communication and interactions, particularly those needing creativity, innovation and spontaneity. These are far harder to orchestrate in a virtual setting. They cannot be easily reduced to an hour long pre-scheduled meeting. They require chance meetings, informal chit chat and the gossip that comes from encounters in the corridors and in the canteen. Likewise, social interaction is still needed as the foundation for the deep levels of trust needed in complex business and commercial interactions. Body language and demeanour tell us a lot about others. As Aristotle said: ‘Man is a social animal’. We need the company of others and to be surrounded by people to engage creatively. And we need to meet in order to engage. And as for us, whilst we enjoyed the virtual sessions we ran this year, the real experience is even better, and we hope to return to some face-to-face programmes in 2021. While digital can play its role while we need to continue to keep our physical distance, it cannot substitute for the richness of the human experience we get from meeting each other socially and getting to know where people live and work!

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Munich Airport president and CEO, Jost Lammers, is to serve a second term as president of ACI Europe. Lammers, re-elected at ACI Europe’s recent virtual Annual Congress and General Assembly, said: “There has never been a more challenging time for the airport industry. And precisely because of this, the role played by ACI Europe has never been more important.” London Gatwick is on the lookout for a new chief financial officer after Nick Dunn ended a 10-year stint at the UK gateway to become CFO of CityFibre. Gatwick CEO, Stewart Wingate, said: “Nick is a strategic thinker and has contributed hugely as part of my team.” The airport’s deputy chief financial officer, Lorenzo Rebel, has agreed to fill the void until a permanent replacement is found. Luciana Burdi is the new director of capital programs and environmental affairs for Boston Logan operator, Massachusetts Port Authority (Massport). She succeeds Sam Sleiman who is retiring after 27 years with Massport. Kam Jandu has decided to step down as chief commercial officer of Budapest Airport to seek new opportunities in 2021. Jandu joined the Hungarian airport as aviation director in 2009 but is probably best known for his success as the gateway’s CCO since 2013, during which time he was responsible for its airline and commercial marketing, commercial passenger services and cargo operations. Groupe ADP has announced a number of management changes. They include Antoine Crombez and Régis Lacote leaving their roles as chief of staff and managing director of Paris-Orly Airport respectively to become GMR Airports Ltd’s new deputy CEO and chief operations officer (COO). The Indian airport operator is 49% owned by Groupe ADP. Lacote’s position as managing director of Paris-Orly Airport has been filled by Justine Coutard while Crombez’s former chief of staff job, attached to the chairman and CEO of Groupe ADP, has gone to Claire Viellard.

About the authors Terri Morrissey and Dr Richard Plenty are directors of This Is…, authors of the book Uncertainty Rules? Making Uncertainty Work for You, and deliver ACI World’s Airport Human Resources training. You can contact them at info@thisis.eu