Airport World, Issue 6, 2014

In the spotlight: Security Airport: Durban’s King Shaka Special report: Spaceports Plus: Airport design & People matters

Focus on security December 2014–January 2015 Volume 19 Issue 6 www.aci.aero

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Airport World Editor Joe Bates +44 (0) 20 8831 7507 joe@airport-world.com Reporter Justin Burns +44 (0) 20 8831 7508 justin@airport-world.com Design, Layout & Production Mark Draper +44 (0) 20 8831 7504 mark@airport-world.com Erica Cooper+44 (0)20 8831 7562 erica@aviationmedia.aero Website Design & Production José Cuenca +44 (0) 20 8831 7517 jose@aviationmedia.aero Sales Director Jonathan Lee +44 (0) 20 8831 7563 jonathan@airport-world.com Advertising Manager Kalpesh Vadher +44 (0) 20 8831 7510 kalpesh@airport-world.com Andrew Hazell +44 (0) 20 8831 7518 andrewh@airport-world.com Subscriptions Charlotte McCormack +44 (0) 20 8831 7509 subscriptions@airport-world.com Published by Aviation Business Media Ltd 91-93 Windmill Road Sunbury-on-Thames, TW16 7EF, UK Fax: +44 (0) 20 8891 0123

Managing Director Jonathan Lee

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

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Change for good

Airport World editor, Joe Bates, considers the changing face of airport security and looks forward to a busy and successful new year.

W

hile being able to remotely scan someone for weapons or predict evil intent before it happens may still be the realms of fantasy from your favourite science fiction novel, there is no doubting that airport security has come a long way in the last 15 years.

After all, we now have full body scanners, machines capable of detecting liquid explosives hidden in drink bottles, sensors that detect when someone is moving against the crowd, intelligent CCTV cameras and the ability to X-ray delivery trucks for dangerous goods.

And the mission to stay one step ahead of the terrorist threat ensures that passenger screening technology will continue to advance and become more sophisticated, effective and customer friendly in the years ahead.

It is a similar story for access control and securing the perimeter fences of airports, which can stretch for dozens of miles across very differing landscapes.

New legislation, often implemented in the aftermath of a terrorist attack or foiled plot, has historically driven the changing face of airport security, and the last few years have been no exception.

Indeed, the growing number of global conflicts in the past five years alone has seen the perceived threat to aviation escalate to some of the highest levels since the 9/11 terror attacks, ensuring that security remains at the very top of the agenda for airports.

Arguably airports have paid a heavy price for the new environment in which they operate through rising security costs.

In fact many have seen their security costs soar since the turn of the century due to the new technology they have had to install and extra

manpower required to guarantee that they tick all the right boxes.

ACI Europe put this into perspective in 2012 when it revealed that little or no state funding for aviation security across the continent meant that ‘security’ accounts for an average of 20% of the operating costs of Europe’s airports and for 41% of airport staff.

This security-themed edition of Airport World addresses some of the key issues and challenges facing airports today, such as cyber security and the need to improve the passenger screening process and make it more customer-friendly.

Elsewhere in the magazine we learn more about Durban’s King Shaka International Airport and Istanbul’s planned new gateway, investigate the spaceport phenomenon and discover how technology helps Frankfurt make the most of the airport site.

The issue, of course, also contains the usual words of wisdom from ACI World director general, Angela Gittens; leadership advice on motivation and performance; and the latest news from ACI’s World Business Partners.

I hope that you enjoy it and also hope that many of the airport success stories and pioneering new initiatives we’ve shared with you in 2014 have served to help and inspire in today’s tough operating climate.

We will do our best to do the same again in 2015 through our headline features and themes that will cover the hot topics of ‘economics’, ‘small airports’, ‘master planning’, ‘health and wellbeing’ and ‘ground support’ as well as celebrating the 20th anniversary of Airport World.

AW Here’s to the next 12 months!

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

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CONTENTS

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Issue 6 Volume 19

In this issue 3 Opinion Airport World editor, Joe Bates, considers the changing face of airport security and looks forward to a busy and successful new year.

8 News 10 ACI news 13 View from the top Director general, Angela Gittens, discusses ACI’s work in the realm of airport security and the importance of knowledge sharing.

14 Beginning of the journey How is Durban’s King Shaka International Airport faring nearly five years on from its opening? Joe Bates investigates.

17 Are you onboard?

ACI’s deputy director general, Michael Rossell, reflects on improving the passenger experience with Smart Security and the growing need for cyber security.

20 Screen test Yves Duguay explains why airports should invest more in the customer-friendly planning, design and operation of security checkpoints.

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

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CONTENTS

Director General Angela Gittens Chair Fredrick J Piccolo (Sarasota, USA) Vice Chair Declan Collier (London, UK) Immediate Past Chair Yiannis Paraschis (Athens, Greece) Treasurer Stefan Schulte (Frankfurt, Germany) ACI WORLD GOVERNING BOARD DIRECTORS Africa (3) Pascal Komla (Lomé, Togo) Bongani Maseko (Johannesburg, South Africa) Robinson Misitala (Livingstone, Zambia)

24 Clear and present danger Lockheed Martin’s Chris Varley discusses six steps for improving cyber security and asks: how many has your airport taken?

27 Security news What’s hot and what’s not in the world of airport security? Joe Bates rounds up the latest global news.

28 The space programme The race to build dedicated facilities to handle future space tourists shows no sign of slowing down despite recent tragic events, writes Justin Burns.

33 Prized asset Dr Matthias Alisch reflects on the use of geo-spatial technology to manage the development of the Frankfurt Airport site.

35 Project watch New Istanbul Airport.

37 ACI’s World Business Partners 38 People matters Dr Richard Plenty and Terri Morrissey provide their thoughts on: motivation and performance.

Asia-Pacific (8) Tan Sri Bashir Ahmad (Kuala Lumpur, Malaysia) Dennis Chant (Gold Coast, Australia) Rodolfo Echeverria (Amman, Jordan) Kenichi Fukaya (Tokyo, Japan) Saud AR Hashem (Jeddah, Saudi Arabia) Seow Hiang Lee (Singapore) Kerrie Mather (Sydney, Australia) 1 vacancy Europe (7) Declan Collier (London, UK) Arnaud Feist (Brussels, Belgium) Michael Kerkloh (Munich, Germany) Tonci Peovic (Zagreb, Croatia) Stefan Schulte (Frankfurt, Germany) Sani Sener (Istanbul, Turkey) José-Manuel Vargas (Madrid, Spain) Latin America & Caribbean (3) Fernando Bosque (Guadalajara, Mexico) Héctor Navarrete Muñoz (Merida, Mexico) 1 vacancy North America (7) Thella Bowens (San Diego, USA) James Cherry (Montréal, Canada) Frank Miller (San Antonio, USA) Fredrick J Piccolo (Sarasota, USA) Mark Reis (Seattle, USA) Maureen Riley (Salt Lake City, USA) Tom Ruth (Edmonton, Canada) Regional Advisers to the World Governing Board (7) Aaron Adderley (Hamilton, Bermuda) Rosemarie Andolino (Chicago, USA) Haluk Bilgi (Tunis, Tunisia) Ángel Córdova Carrera (Guayaquil, Ecuador) Howard Eng (Toronto, Canada) Zouhair Mohamed El Oufir (Rabat, Morocco) 1 vacancy (Europe) Observer World Business Partner Board Chairperson Roddy Boggus (Parsons Brinckerhoff ) Correct as of January 12, 2015

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NEWS

Busy times at LAX Los Angeles International Airport’s new Midfield Satellite Concourse (MSC) North is a step nearer to becoming reality following the award of a $961 million contract to design and build it to a Turner-PCL joint venture in collaboration with Corgan and Gensler.

City airport commissioners also initiated preliminary planning and the environmental review for several projects included in the $4 billion ground transportation plan for LAX. Operator, Los Angeles World Airports, says the development of the 11-gate MSC North is the next significant effort in the ongoing modernisation of Los Angeles International Airport (LAX) and will benefit the public by “helping to mitigate flight delays and improve the customer experience at the airport”.

Set to open in 2020, the 800,000 square-foot, five-level concourse will be located around 1,300 feet west of the New Tom Bradley International Terminal.

Plans to transform the arrival and departure experience for passengers at LAX under the umbrella of its $4 billion Landside Access Modernization Program include proposals for a new automated people mover system that will connect the terminals with a new Rental Car Center, a planned station for the Metro’s Crenshaw light rail line and a number of other facilities.

Talking about the ground transportation plan, LAWA’s executive director, Gina Marie Lindsey, says: “The board’s decision means local residents and visitors to LAX won’t have to wait a generation to benefit from these improvements.”

Terminal velocity in Vietnam

Hanoi–Noi Bai International Airport has effectively doubled its capacity to 20mppa with the opening of its new $1 billion Terminal 2.

Built over four floors and initially designed to handle up to 10mppa, the new four-storey terminal comprises a main complex and two piers and boasts 17 gates, 96 check-in desks and 283 FIDS screens.

The airport’s master plan includes proposals to expand T2’s capacity to 15mppa in a demand-driven expansion programme expected to take place some time between 2020 and 2030.

Vietnam is forecast to be the world’s seventh fastest growing market for international passengers during 2013-2017, as a regional open skies initiative takes off and South East Asia moves towards an integrated economic community.

In a bid to cope with the anticipated future demand, Vietnam plans to expand Ho Chi Minh City’s Tan Son Nhat International Airport and build a new gateway for the city (Long Thanh International Airport) by 2020.

Image courtesy of Foster + Partners.

New airport for Mexico City

Mexican President, Enrique Peña Nieto, has confirmed that Mexico City’s new $9 billion international airport will be built by a design team comprising Foster + Partners, FR-EE (Fernando Romero Enterprise) and NACO (Netherlands Airport Consultants).

According to Foster + Partners, the project “revolutionises airport design” as the entire 470,000sqm terminal will be enclosed “within a continuous lightweight grid-shell, embracing walls and roof in a single, flowing form, evocative of flight”.

The UK architect reveals that it is “designed to be the world’s most sustainable airport” with a compact single terminal that uses less materials and energy than a cluster of buildings. Short walking distances and few level changes also promise to make it easy to navigate, while the design in general is said to be a “celebration of space and light”.

Expected to boast three runways and a capacity of 52mppa when it opens in 2020, the new airport will eventually have six runways and the capability to accommodate up to 120mppa. It will be located on a 11,400 acre site about six miles from Mexico City’s existing Benito Juarez International Airport, which currently handles around 32mppa.

On track for summer opening

Helsinki Airport is set to get a long-awaited train connection to Finland’s capital city when the Ring Rail Line opens this summer.

According to airport director, Ville Haapasaari, the new 18-kilometre train link is arguably one of the most important service improvements at the gateway in the past 15 years.

“Being able to travel all the way to the centre of the Finnish capital by train will strengthen our status as a world-class airport,” enthuses Haapasaari.

Construction of the Ring Rail Line, which will boast eight kilometres of tunnels and stations 40 metres below ground, began in 2009.

Its opening will coincide with Finavia’s €900 million development programme to ensure that Helsinki Airport is equipped to accommodate 20 million passengers each year by 2020.

News in brief Australia’s Macquarie Capital Group, Changi Airports International (CAI) and Gatwick operator, Global Infrastructure Management, are among 20 shortlisted bidders for the concession to operate Japan’s Kansai and Osaka-Itami airports. The 44-year concession for both Osaka-located gateways is expected to fetch up to $16.6 billion.

The winning bidder is expected to form a consortium to operate and develop both Kansai, Japan’s fifth busiest gateway handling around 18mppa, and Osaka-Itami Airport, which primarily handles domestic traffic.

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The Marriott group has opened its first property under the Moxy budget hotel brand at Italy’s Milan Malpensa Airport. Airport operator, SEA, claims it likes the “innovative concept” behind the design of the new 152-room hotel, which is located next to Terminal 2. Developed in partnership with Inter Hospitality, part of the Ikea group, the new threestar hotel is expected to be joined by a Moxy Hotel at Heathrow in 2015.

The Arup-designed underground pedestrian tunnel to Toronto’s Billy Bishop City Airport has won an

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

award from the Canadian Tunnelling Association.

The tunnel, which is 40 metres underground and will improve access to the island airport, currently only reachable by ferry, won the award because of the innovative way it is being constructed and other factors, including design analysis by Arup.

Two of America’s leading bond rating agencies (Standard & Poor’s and Fitch Ratings) have reaffirmed Miami International Airport’s strong financial health, assigning ‘A’ ratings

NEWS

Wrong place and too expensive

The “astronomical cost” of both its construction and necessary new transport links as well as its environmental impact and location were the chief reasons why the UK’s Airports Commission rejected plans for a Thames Estuary Airport, according to chairman, Sir Howard Davies.

Sir Howard, speaking at November’s Investing in Airports Summit in Athens, added that the airport was also “in the wrong place on other side of London” for most passengers.

He confirmed that the commission will be announcing its final recommendation next summer and that it would be a new runway either at Gatwick or Heathrow (either a new north west runway or lengthening the existing northern runway).

The cost is thought to be around £9 billion for Gatwick and £18 billion for either Heathrow option.

“We have been looking at the issue for a very long time and, in fact, no runway has been built in the London area since the end of the Second World War, but in spite of this, London remains the biggest O&D market in the world [taking into account all its airports] although it is not growing as fast as some.

“It has done this by sweating the assets of our existing airports while airports such as Luton, Southend and Stansted have filled up to cope with the lack of additional capacity at the main hub. So, we have managed to cope without new infrastructure for some time, but our view is we cannot carry on like this for much longer as demand will continue to grow, and by 2041 our airports will be completely full.”

Poking fun at London mayor, Boris Johnson, he noted: “It is often referred to as Boris Island, but it wasn’t just one island, so perhaps Boris Archipelago would have been a more accurate description.”

He admitted that one of the reasons the addition of a new runway at Heathrow was a hot potato was because aircraft noise around the gateway was the “worst in Europe” for a major hub – three times that of Frankfurt and four-and-a-half times louder than at Paris CDG. In the meantime Davies revealed that the commission is still seeking input from airlines about how they will react to either recommendation.

The scent of a holiday!

Heathrow has come up with a novel way of entertaining passengers – installing a ‘scent globe’ in Terminal 2 that it states “will immerse the curious in the aromas of its most fragrant destinations” – Thailand, South Africa, Japan, China and Brazil. The airport decided to introduce the one-of-a-kind invention after a survey revealed that 87% of British holidaymakers said that the sights, sounds and smells of foreign destinations are what makes their trips memorable.

PPP for St Lucia gateway?

St Lucia is considering a public-private partnership (PPP) transaction for Hewanorra International Airport, located close to Vieux Fort on the southern tip of the Caribbean island.

The government of St Lucia and airport operator, the Saint Lucia Air and Sea Ports Authority (SLASPA), are looking for a private investor to operate and develop the gateway, which handled 690,000 passengers in 2013.

Potentially up for grabs is a 30-year concession for an investor prepared to invest $208 million on new facilities and upgrading existing ones during the lifetime of the concession.

New additions include a $76.8 million terminal and power station while SLASPA estimates that $90 million will have to be set aside for the maintenance and repair of the airport’s existing facilities. If all goes to plan, the RFP will be put out to tender in 2015 and the airport – located 60 kilometres south of capital Castries or a 60 to 90 minute car ride – will get the new terminal by 2018.

SLASPA’s general manager/CEO, Keigan Cox, told Airport World: “We are looking for private sector knowledge and know-how as well as financial investment. We believe the time is right to develop the airport to facilitate passenger growth and tourism development.”

Passenger throughput at the Caribbean gateway is predicted to reach 1.6mppa by 2044, with the bulk of international passengers coming from the US, Canada, UK and France.

For daily news updates, visit www.airport-world.com and stable outlooks to the Miami-Dade Aviation Department’s Series 2014 aviation revenue refunding bonds, as well as for the its outstanding $5.74 billion aviation revenue bonds. In their assessment, Fitch Ratings noted that MIA “stands out as one of the nation’s strongest international gateway airports with a dominant position for Latin American and Caribbean air services.”

Seattle-Tacoma International Airport is responsible for close to 172,000 jobs and

billions of dollars in wages, according to a new study carried out by Martin Associates on behalf of the Port of Seattle. “The Port of Seattle is an incredible economic engine,” enthuses Commissioner Courtney Gregoire.

Amsterdam Schiphol handled a record 55 million passengers in 2014, a rise of 4.6% compared to 2013. The Schiphol Group’s Dutch regional airports also posted solid growth last year, Eindhoven handling 3.9 million passengers (+16%) and Rotterdam 1.7 million

(+6.1%). Schiphol Group CEO, Jos Nijhuis, explains: “These figures show that Schiphol Group has achieved growth in all of its operations.”

Abu Dhabi-based construction firm Al Jaber Group has won the contract to develop the new state-of-the-art Abha Airport in Saudi Arabia. It confirmed the details of the project on its website, which it says is worth €414 million.

The new airport will feature a passenger terminal covering an area of 86,000sqm and will be built to accommodate around 5mppa.

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ACI WORLD NEWS

World in motion Ryan White reports on the latest ACI news, developments and pioneering initiatives from across the globe.

A

CI’s Airport Carbon Accreditation initiative officially achieved a global reach when ACI-LAC joined the programme at its recent Annual Assembly, Conference and Exhibition in Cancún.

Pioneered by ACI Europe, the independently administered and institutionally endorsed programme assesses and recognises airports’ efforts to 2 measure, manage and reduce their CO emissions.

“This milestone clearly demonstrates airports’ dedication to sustainable growth and that we are taking proactive and robust actions to achieve aviation’s commitment made in September at the United Nations Climate Summit,” said ACI World’s director general, Angela Gittens.

Pictured above at the signing ceremony in Cancún are (sitting, left to right) ACI-LAC’s director general, Javier Martinez, and ACI Europe’s director general, Olivier Jankovec, flanked by ACI-LAC Board members second vice president Fernando Bosque (left) and a newly elected ACI-LAC president, Hector Navarrete Muñoz (right).

Mexico’s Puerto Vallarta International Airport has since become the first gateway in the region, and 111th globally, to gain carbon accreditation under the programme, which has won praise from the ICAO, the United Nations Environment Panel (UNEP) and the European Union.

For more information on ACI’s commitment to ensuring the sustainable growth of the worldwide aviation industry, please visit www.aci.aero/environment.

New deputy director general ACI World has appointed Michael Rossell as its new deputy director general.

Formerly director of ICAO relations, he will continue to promote the interests of the world’s airports at ICAO and with international partners, and will take on additional corporate responsibilities within ACI. “Michael has used his extensive knowledge of aviation and transport policy, and his experience as former UK permanent representative to ICAO, to strengthen ACI’s engagement with ICAO at all levels,” says director general, Angela Gittens.

“He has also brought fresh ideas on developing the corporate culture of ACI and I have asked him to develop these further as we go forward to deliver our strategic objectives.”

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Prior to joining ACI in 2012, Rossell spent six years in the European Union in Brussels, working both for the European Commission as a national expert, and as the transport attaché representing the UK on EU Council working groups where he developed and negotiated transport policy for adoption by ministers.

Commenting on his appointment, he said: “Working with ACI has been a high point of my career and I look forward to the additional opportunities and challenges presented in my new role. Airports are an essential part of the aviation system and I will work very closely with ICAO and other stakeholders to make sure their voice is heard.” He replaces Craig Bradbrook who took the position of vice president of aviation services at the Greater Toronto Airports Authority.

Traffic trends Global passenger traffic grew by 4.7% during the first nine months of 2014, according to the latest ACI traffic figures.

North African airports impacted by the unrest of the Arab Spring continue to report a strong recovery in passenger traffic, says ACI, which notes that Egypt’s Cairo and Hurghada airports recorded 23.2% and 457.2% increases in throughput respectively for the month of September.

All regions – Africa (+9.6%), Asia-Pacific (+5.1%), Europe (+4.6%), Latin America & Caribbean (+4.1%), the Middle East (+9.3%) and North America (+4.5%) – reported a monthly year-on-year upturn for September, although ACI concedes that it is still a difficult operating environment.

“The global economy continues to experience a rocky recovery,” says economics director, Rafael Echevarne.

“Major economies such as the United States, the euro area and Japan faced weak output growth in the first half of 2014. Emerging markets also felt the brunt of the slowdown, with Brazil slipping into a recession.

“The geopolitical tensions in Eastern Europe and Russia continue to threaten business confidence across those regions as well.

“Passenger traffic in the euro area and North America will likely experience higher growth levels than 2013, with global growth in passenger traffic ending the year in the realm of 5% for 2014.”

ACI WORLD NEWS

ACI events

2015

2015

2015

2015

2015

February 25-27

August 31-Sept 2

April 27-29

June 24-26

September 16-18

ACI Airport Economics & Finance Conference & Exhibition London, United Kingdom

ACI World and Latin America & Caribbean Annual Conference & Exhibition Panama City, Panama

ACI Asia-Pacific Assembly, Conference & Exhibition Amman, Jordan

ACI Europe General Assembly, Congress & Exhibition Prague, Czech Republic

The Trinity Forum Hong Kong, China

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

ACI Fund for Developing Nations’ Airports Angela Gittens Managing Director Tel: + 1 514 373 1200 Fax: +1 514 373 1201 acifund@aci.aero

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

ACI Latin America & Caribbean Javier Martinez Botacio Director General Panama City, Panama Tel: +507 238 2691 jmartinez@aci-lac.aero www.aci-lac.aero

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

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

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

ACI represents 591 members operating 1,861 airports in 177 countries and territories, which in 2013 handled 5.95 billion passengers, 93.6 million tonnes of cargo and 79.6 million aircraft movements. ACI is the international association of the world’s airports. It is a non-profit organisation, the prime purpose of which is to advance the interests of airports and promote professional excellence in airport management and operations.

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ACI VIEWPOINT

View from the top Director general, Angela Gittens, discusses ACI’s work in the realm of airport security and the importance of knowledge sharing.

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his security-themed issue of Airport World is timely in that ACI has been very active working with governments and industry partners to improve the effectiveness and efficiency of aviation security processes, both in the short-term and the long-term.

The ACI World Security Standing Committee leads the efforts in conjunction with Regional Committees. At its most recent meeting in October, the Committee agreed a comprehensive work package, which included the development of an Airport Excellence (APEX) in Security peer review programme. Volunteers were solicited to form a small advisory body with the aim of planning the implementation.

The worldwide success of the APEX in Safety peer review programme, combined with a clearly communicated desire on the part of member airports for a similar initiative focused on security, makes it apparent that this new initiative will fill a gap and ultimately result in better, more efficient security operations for participating airports.

We would expect the same sort of gains for both the Host airport (the one being reviewed) and the ‘security partner’ airports (the ones contributing peer reviewers) that we have seen in the APEX in Safety programme.

Along similar lines, ACI is collaborating with the International Air Transport Association (IATA) to improve existing passenger security processes, particularly Security Access and Egress.

Known familiarly as the SAE project, the expected outcomes are to help airports and airlines increase passenger screening throughput and improve passenger satisfaction by tackling elements that can be improved through passenger information, passenger identification, education and process redesign with minimal investment, without any interference with the security outcome while maintaining the determined level of security.

The project also intends to establish a toolbox with solutions that airports and airlines can choose from to increase efficiency and improve passenger facilitation.

For the longer-term, ACI is in collaboration with IATA on the Smart Security project. This initiative is a blend of the former ACI Europe

Better Security and the IATA Checkpoint of the Future projects, and seeks to define the future of security screening and develop other improvements in the overall security process.

The steering body of the project consists of equal numbers of airports, airlines and governments, with ACI and IATA forming the Secretariat. Geneva Airport has generously contributed a secondee to represent ACI. ACI and IATA have signed co-operation agreements with the airport and airline of Qatar and with Melbourne Airport and Qantas to participate in trials of technology and processes in support of the programme.

Exciting developments to come in 2015 As we look ahead to next year I’d like to remind you that we have a number of events scheduled, all with the primary aim of equipping delegates with actionable intelligence so that they can make a real difference in the management and operation of their airports.

The first quarter of 2015 will be busy, both regionally and worldwide. ACI-NA hosts its Risk Management Conference in San Diego (January 14–16) before heading to Reno for its Customer Service Seminar (January 27–29).

ACI World, in partnership with ACI Europe and ACI Asia-Pacific, then hosts the 7th Airport Economics & Finance Conference and Exhibition in London (February 25–27), widely hailed as the premier event of its kind.

Finally for the first quarter, ACI-NA will host its Washington Legislative Conference (March 3–4), before heading to Vancouver for its Business Information Technology, Environmental Affairs and Public Safety & Security conferences (March 22–25).

I urge you to take advantage of the learning and networking opportunities that these events offer.

Of course, 2015 holds much more in terms of both ACI’s work on security and relevant conference and exhibitions, but you’ll hear more about this in an upcoming Airport World issue.

AW

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AIRPORT REPORT: DURBAN

Beginning of the journey How is Durban’s King Shaka International Airport faring nearly five years on from its opening?

Joe Bates investigates.

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hey say good things are worth waiting for and this is certainly the case with Durban’s King Shaka International Airport, which took nearly 50 years to plan and build, but has wasted little time in handling record traffic figures.

For in the first two financial years after its much heralded May 1, 2010, opening, 4.87 million passengers (+10.7%) and 5 million (+3.5%) respectively passed through its facilities.

Indeed, the future looked bright for traffic growth for years to come as the airlines raved about their new $900 million Durban home and passengers waxed lyrical about its sparkling new 7.5 million passenger capacity terminal with state-of-the-art IT systems and 52 shops and F&B outlets.

However, things haven’t gone quite according to plan in the last two financial years for the KwaZulu-Natal located gateway, which has seen its annual throughput drop to 4.46 million after yearly declines of 7% and 4.4% respectively.

Operator, Airports Company South Africa (ACSA), attributes the downturn to a 4% drop in domestic travel, claiming that rising air fares ensure that many visitors and locals now drive the 500km distance between Johannesburg and Durban.

They point out that international traffic is booming, rising 22% last year and is set to break more records in 2015.

It notes that King Shaka remains one of the most modern airports in Africa, third busiest in South Africa and tenth busiest on the continent in terms of passenger traffic.

ACSA, which owns and operates the La Mercy-located airport 35km north of Durban, admits that the exceptional growth recorded at King Shaka in calendar years 2010 and 2011 was primarily down to football’s World Cup finals being held in South Africa and the tourism boom that followed.

And it argues that with customer satisfaction levels at a record high – the airport was runner up to Cape Town in the Airport Service Quality (ASQ) awards for Africa for the second successive year and in 2013 it

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won the Skytrax award for the best gateway in the world handling under 5mppa – it must be doing something right!

Regional general manager, Terence Delomoney, says: “There is no doubt that 2014 has been a year of challenges and traffic growth isn’t quite where we want it to be yet, but Durban’s potential ensures that we are very hopeful of better things to come in the years ahead.

“As with any new airport, there was that ‘build it and they will come’ expectancy when we opened King Shaka in 2010, but as we all know, life is not that simple and one of the key challenges we face is encouraging more airlines to fly here and route development.

“It is for that reason we are supporting and partnering with South Africa’s departments of Economic Development, Tourism and Environmental Affairs and Dube Tradeport to bring events like ACI Africa and World Routes to the region to showcase the airport and what the region has to offer in terms of tourism and business opportunities.”

Making Durban and KwaZulu-Natal a ‘destination of choice’ is certainly the goal, and Delomoney feels that the collaborative effort approach has put the airport in a strong position to play its part in an “exciting future” for the region.

He would certainly like to see more international routes out of Durban, which today only has a handful of non-stop international services as 95% of passengers travel on domestic flights.

Customer service Delomoney notes that King Shaka takes customer service very seriously and insists that ACSA is always striving to do better to improve the airport experience for passengers.

“Customer service is paramount at all levels,” states Delomoney, noting that King Shaka continues to do well in both ACI’s annual ASQ customer satisfaction survey and the Skytrax awards.

“I believe it is crucial that our staff and all airport employees are conscious of the importance of customer service, and we aim to do this

AIRPORT REPORT: DURBAN

through training programmes and the development of a culture where the delivery of excellent customer service is constant and consistent across the airport.

“Our participation in the ASQ survey also provides us with the opportunity to hopefully learn from the best every year.”

Infrastructure Delomoney says that King Shaka’s modern new facilities and existing 7.5mppa capacity mean that ACSA has no immediate plans to enhance the gateway’s key infrastructure.

It is, however, currently building a new service station in the airport precinct, which is due to open in the first quarter of 2015, and is looking to revamp the retail/F&B offering in the terminal.

“A number of concessions for retail/F&B and other business opportunities in the terminal are currently out to tender and we expect to announce contracts early in the new year,” reveals Delomoney.

“Feedback from passengers will play a part in our decision making as, in a recent independent survey, they indicated that they would like to see a number of changes. We also want to introduce more passengerfriendly facilities across the board, some of which will include making journeys easier for people with disabilities.”

About the need for new aeronautical-related infrastructure such as terminals and runways, he adds: “As with all airports, upgrades are determined by demand, and we are not there yet in terms of needing more capacity as the airport is only five years old.

“We will, however, continue to upgrade and improve the existing facilities, as we are doing with the planned new retail/F&B outlets, when necessary.”

The official master plan for the airport projected several development phases up to 2060 by which time it is expected to have two parallel runways and a terminal capable of accommodating 45 million passengers yearly.

That is, of course, a long time in the future, but it just goes to show how ambitious and even bullish ACSA is when it comes to Durban’s King Shaka International Airport.

Dube TradePort The airport forms part of the Dube TradePort, which additionally consists of a trade zone linked to the airport’s cargo terminal, facilities to support the airport such as nearby offices, a conference centre and hotel accommodation for tourists, an integrated agricultural export zone, and an IT and telecommunications precinct.

It calls the different areas/precincts Dube City; Dube Cargo Terminal; Dube TradeZone; and Dube AgriZone, which according to Dube TradePort are designed to create a globally competitive, multi-modal trade gateway to southern Africa and the world.

Indeed, in November, Dube TradePort announced plans to create KwaZulu-Natal’s own Silicon Valley in Dube TradePort by 2016 following Eureka Capital’s decision to develop a sevenstorey 21,500sqm building in the heart of Dube City, adjacent to King Shaka International Airport.

Saxen van Coller, CEO of Dube TradePort Corporation, says: “Eureka Capital is the first major private sector investor in our Dube City precinct and this landmark deal is a testament to Dube TradePort’s ability to attract investment into KwaZulu-Natal.”

The innovation hub by Eureka Capital aims to accelerate the growth of knowledge-intensive enterprises, providing established businesses, as well as start-ups, with an incubation facility that brings together academics, researchers, entrepreneurs and venture capitalists under one roof.

CEO, Thobani Msimang, says: “We are building a technology hub; in South Africa we don’t have a place where entrepreneurs can incubate their ideas, where people with relevant industry experience, such as top executives from international companies, can come in and take those ideas to the next level, through a controlled developmental regime.

“We know that Dube TradePort is the right fit for this venture as it has shown foresight in investing in some of the most advanced technology. We plan to add to this by bringing in the best in international expertise and technology to South Africa.”

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

AW

15

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SPECIAL REPORT: SECURITY

Are you onboard?

ACI’s deputy director general, Michael Rossell, reflects on improving the passenger experience with Smart Security and the growing need for cyber security.

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ivil aviation will always be challenged by the need to balance security practices to counter ever emerging and adaptive threats, while not creating an environment that unduly hinders passenger facilitation, especially in light of projected traffic growth.

The aviation security community is therefore increasingly aligned on the need for more flexible, outcome-focused and risk-based solutions to this challenge, especially at passenger screening checkpoints.

At the 38th ICAO Assembly, ACI highlighted the importance of co-operation between ICAO and industry partners to achieve this aim, proposing in its working paper that this be reflected in the consolidated statement on the continuing ICAO policies related to aviation security.

This recommendation was supported and endorsed by the Assembly.

The 38th ICAO Assembly also recognised the successful outcomes of the High Level Conference on Aviation Security (HLCAS), which took place in September 2012, and recalled a number of important recommendations for ICAO and Member States to: a) Promote a risk-based approach to aviation security; b) Ensure the sustainability of aviation security measures; c) Encourage mutual recognition arrangements and international co-operation; d) Promote innovation; and e) Target assistance activities.

Industry strongly supported these recommendations and actively encouraged the development and adoption of next-generation screening principles, including risk-based security practices, innovative operational processes and the introduction of less intrusive and faster screening technology.

Smart Security Both the international airline and airport communities consider aviation security and the passenger experience as key areas of focus.

Developing the Checkpoint of the Future, for example, has been a priority for IATA since 2011, while ACI has established networks of aviation security practitioners who meet regularly to assess emerging technologies and share best practices.

Furthermore, at the 2013 ACI World Annual General Assembly in Istanbul, a resolution was adopted to focus on the development of next-generation screening solutions, and greater engagement and co-operation between States, ICAO and other industry partners was urged.

Recognising these and other mutual areas of interest, a Memorandum of Understanding (MoU) was signed between the ACI and IATA directors general, which included an annex bringing together ACI’s next-generation screening activities and IATA’s Checkpoint of the Future programme under one common project, entitled Smart Security, to be jointly run

by ACI and IATA. However, ACI and IATA recognised that they could not deliver this programme without the support of States and the wider stakeholder community. They therefore established a new governance structure overseen by the Smart Security Management Group (SSMG) comprised of representatives from five airlines, five airports and five government authorities, plus one representative each from ACI and IATA. Its role is to provide top-level guidance, detail policy, technical and operational requirements, and ensure all global and stakeholder interests are considered.

The work programme on Smart Security is gathering pace and is particularly well advanced at Amsterdam Schiphol where components

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SPECIAL REPORT: SECURITY

Busy times at Frankfurt Airport.

have been brought together to provide maximum efficiency in the systems coupled with a real emphasis on customer service.

Amsterdam Schiphol Schiphol has undergone a sea change in the way it provides security by moving rapidly from gate to centralised screening, which, in addition to the customer service benefits, has allowed it to introduce a number of significant enhancements.

The new technology, such as dual view X-ray and body scanners, improves the speed and accuracy of the process, but more important for passengers is that the approach of staff has changed.

Gone are the usual security-type uniforms, to be replaced by those that would not look out of place at the front desk of a very smart hotel.

The ambiance has changed, too. There are clean textured tiled floors, wood and occasional pot plants, which all make for a more pleasant environment.

Feedback from staff and passengers has been very positive and studies have shown that passengers who are more relaxed tend to linger in the concessions once they have passed through security, which improves the customer experience as a whole.

The next steps for the Smart Security project are to learn from today’s trials and experiences around the world and develop new guidance for airports that might be contemplating changing their security processes.

The aim, of course, is to use the best available technology, in the most efficient way to improve the passenger experience.

Facing the threat of cyber attacks head on In recent years it has become evident that the threat and risks from cyber attacks have become an increasingly real possibility for the aviation community.

To this end, ACI, together with CANSO, IATA, ICAO and the International Coordinating Council of Aerospace Industries Associations (ICCAIA) have worked together to better understand the problem and to agree a joint and collective way forward.

On December 5 they signed an Action Plan which recognised that safety and security of the global aviation system was vulnerable to attacks on its information and data systems.

They noted that the cyber-threat actors included hackers, cyber criminals, ‘hacktivists’ and terrorists whose effort was focused on malicious intent, the theft of information, profit and disruption.

Airports, and the aviation system as a whole, rely day in and day out on one of the most complex and integrated systems of information and

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communications technology (ICT) in the world. Thus the global aviation system is a potential target for a large-scale cyber attack, or for attack on one or some of its elements, which could then have knock-on effects on the rest of the system.

Possible impacts of a cyber attack could include endangering the safety of an aircraft, weakening internal airport security controls or affecting operational reliability, financial health and business continuity.

With the continual and rapid integration of new technologies, the aviation industry is also becoming increasingly inter-connected and reliant on transmission of data between systems.

As these technologies and linkages rapidly evolve, so too can the threats exploiting the flow of information between these systems.

Without the appropriate cyber security measures in place for this evolving threat, civil aviation may be at risk.

Therefore, the organisations have agreed that they need to recognise the importance of working together, guided by a shared vision, strategy and roadmap to strengthen the aviation system’s protection and resilience against cyber attacks.

They also need to jointly make the necessary effort to prepare civil aviation against future challenges from cyber threats. Specifically, they agreed they would co-operate to: • Develop a common understanding of cyber threats and risks; share assessments of risks; agree common language and terminology; develop joint positions and recommendations; present a coherent approach to the public; • Promote co-operation between State-level appropriate authorities and industry to establish co-ordinated aviation cyber security strategies, policies and plans; • Promote a robust cyber security culture in all organisations in civil aviation; promote the use of existing information security and cyber protection best practices, standards and design principles, and establish new ones where necessary; establish the mechanisms and means to share and communicate information, including identification of threats, reporting of incidents and developments in defences; and • Communicate threat-related information and assure situational awareness; refine best practices, operational principles and defensive systems, as appropriate.

The Action Plan does not create any legally binding obligations by or amongst the participants, and of course remains subject to any domestic laws and international obligations. However, it does set out concrete steps to further cyber security co-operation in the context of civil aviation and is intended to be flexible and expected to be refined or changed by consensus amongst the participants.

AW

Image courtesy of G4S.

SPECIAL REPORT: SECURITY

Screen test

Yves Duguay explains why airports should invest more in the customer-friendly planning, design and operation of security checkpoints.

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oday’s passengers want and demand more control over their journeys, and with a large proportion of them using self-service technology to check-in, often the very important first point of contact for them at an airport will be the security checkpoint.

The question that airport designers and operators should ask themselves is whether the security checkpoint reflects their corporate image and the level of service that the airport wants to project and deliver to its passengers.

The impact of queueing and wait times on the retail and service industries has been well researched and documented in the past thirty years. Indeed, restaurants, banks, hotels and theme parks have developed and applied queuing concepts and innovative wait time management practices to create additional value for their industry.

Just as importantly, these actions have also enabled these leaders to grow their revenues and to gain a competitive advantage in their industry.

Could similar approaches be adapted at airports to manage security checkpoint wait times more effectively and explore ways of delivering a better passenger experience?

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Trade-off If security in general is about trade-off, then security screening is about complying with security requirements while attempting to deliver a great experience at the best possible cost.

Until recently there had been much talk and little else concerning the passenger experience at the checkpoint. Thankfully, this is changing as many airports and screening authorities are now realising the importance – and the benefits – of investing in security checkpoints.

A number of studies have clearly demonstrated the importance of managing the first point of contact with the client and how this emotional event or service encounter can shape the overall level of satisfaction as perceived by the customer.

In essence, finding a balance is about finding a waiting time that customers find acceptable while keeping utilisation reasonably high.

Managing queues can also provide a competitive advantage for an organisation as, according to the book You’re Next! by Terry Green, “Queues represent a moment of truth; if managed well, they demonstrate a tangible

SPECIAL REPORT: SECURITY commitment to customer service; if unplanned or unmanaged, they show contempt for the customer’s time”.

Benefits for the industry In addition to most likely being the all-important first point of contact for passengers at airports, security screening checkpoint also account for 20% or more of their dwell time.

So, wouldn’t it make sense for an airport authority to take advantage of this significant amount of time with a captive and valuable audience, to invest in the checkpoint as part of a strategy to provide a more pleasant and faster experience?

Recent market research studies in Europe show that over 50% of purchases in airports are made on impulse. Well designed retail areas certainly contribute to the ‘emotional impulse’. So why not design checkpoints that would mirror the sophisticated environment that is found elsewhere in the airport?

Could we not supply passengers with information essential for their journey and even light entertainment to make the wait feel shorter?

Why not use the space and time spent by passengers at the checkpoint for branding and merchandising opportunities, which could translate into higher non-aviation revenues that could offset the investments at the checkpoint?

Could we not hire screeners possessing the emotional intelligence competencies to function effectively in a customer service environment and train them in alignment with this strategy?

By providing a more relaxing and pleasant experience, we can significantly contribute to reducing the level of anxiety at the checkpoint; this is not only good business, it makes a lot of security sense as well, as suspicious behaviours are more easily detectable when the overall emotional baseline is lowered at the checkpoint.

in the face of the growing popularity of its theme parks, innovated by developing its FASTPASS product.

When customers arrive at a given attraction, they are given the choice to wait, based on the posted wait time, or they can elect to take a FASTPASS ticket (paper or electronic) from a nearby kiosk, inviting them to return to the attraction at a specified time later on.

When they present themselves at the said time, they are given a priority access to the attraction. This allows the customer, in the meantime, to attend to other activities and it gives Disney the ability to bundle more products and services in their offering.

FASTPASS has allowed Disney to increase significantly the level of satisfaction of its customers while maximising the utilisation of its attractions.

Virtual queuing was tested at three airports in the United States – Orlando (MCO), Oakland (OAK) and Indianapolis (IND) – and some feel that it can have an impact in the airport environment.

In an article published in Industrial Engineer, Joseph Narens noted: “Because a portion of passengers arrive at the checkpoint closer to their flight departure time, with a virtual queue, both the mean and standard deviation of the arrival distribution experience a shift.”

So, virtual queuing could benefit airports where the traffic pattern is governed by peaks and troughs, however, that benefit is not as evident for those airports with a constant demand throughout the day.

It would appear that airports with a combination of heavy charter and scheduled traffic would be able to redistribute peak demands by using virtual queuing. Of course, it requires airports to rethink their commercial strategy concerning the bundling of their services before and after the checkpoint.

Nevertheless, with big data and the integration of airports’ information systems, virtual queuing could yield even more benefits in the future.

Express lanes and reservations Effective queuing Resource allocation is critical for all service industries, including security screening at airports. Queuing is about numbers. To manage queuing properly, one must rely on data acquisition and analysis.

Some of the best practices in the industry include the BPSS system used

by CATSA in Canada and similar systems used at Bristol (BRS) and Copenhagen (CPH) airports.

In all cases, the barcode of passengers’ boarding passes is scanned upon entering the queue and then again at the start of the screening process; this can be performed with a handheld scanner or through an automated e-gate.

This allows the authority to validate the boarding pass, measure wait time and calculate the throughput for each screening line.

Real-time reports and alerts are available with both systems. Furthermore, the BPSS data can be matched quickly with CCTV feeds to resolve security incidents and prevent costly evacuations.

Once sufficient historical data is captured by these systems, it can be used in a predictive fashion to better estimate the arrival patterns and the number of passengers expected at different times of the day, allowing for a more efficient allocation of screening resources in relation to service standards.

This trend for data acquisition and analytics is definitely picking up steam as exemplified by a number of similar programmes such as Positive Boarding at Heathrow (LHR). After all, as business guru and philosopher Peter Drucker taught us, what gets measured gets managed!

Virtual queuing Disney is a leader in the entertainment business. To maintain its competitive advantage, it became an expert in queueing and wait time management and,

In Canada, airports such as Montréal-Trudeau (YUL) are testing a reservation system, SecurXpress, where passengers checking in online can ask the airport authority for a dedicated screening time.

As with virtual queuing, passengers presenting themselves at the specified time will be given priority access. More trials and data analysis will be required to test the efficiency of those products, but we can already see how virtual queueing and reservation systems could normalise arrival patterns of passengers and smooth out some of the high traffic peaks.

In the long-run however, there is no doubt that a risk-based approach based on passenger differentiation (Nexus, Global Entry and TSA Pre-Check) is the best sustainable solution for the industry, but that’s another topic altogether!

Valuing passengers’ waiting time Why not reduce anxiety levels at airport security queues by letting passengers know how long they are expected to wait, by posting wait times and by communicating service standards?

Come to think of it, why don’t airports use their personnel and social media platforms to inform, engage and reassure passengers?

Wonderful Copenhagen One of the best examples of valuing passengers’ time is offered by Copenhagen Airport (CPH), which posts wait times at various locations in the terminal and has automated certain processes (e-gates) to increase the flow while reducing costs.

Indeed, the CPH checkpoint is well designed, pleasant and integrated with the overall look and feel of the terminal. It has also instated a service level standard where passengers are not expected to wait more than five minutes.

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SPECIAL REPORT: SECURITY

Child-friendly security at Gatwick Airport.

In 2012, they not only met that target but actually exceeded it, as the average wait time was under four minutes, exemplifying another golden principle in managing wait time – if you believe the waiting time is going to be nine minutes, promise ten, not eight, as people are pleasantly surprised when they are serviced a little quicker than they were prepared to wait.

It’s encouraging to see that measuring and providing wait time information to passengers is becoming more prevalent, as exemplified by the recent adoption of similar services at Hamburg and Washington Dulles.

Wait time information is also now available in Canada, through CATSA’s website and participating airports.

Customer-friendly environment With wealthy and older customers expected to travel more often than ever before in the future, it would be wise to design a comfortable checkpoint by providing simple solutions such as anti-fatigue floor covering and flexible seating capacity.

In that regard, the recent redesign of a security checkpoint at Dallas/Fort Worth (DFW) is a good example to emulate based on the glowing comments from passengers who described the new-look facility as “a pleasant experience” and a “sophisticated environment”.

The new design and configuration at DFW resulted in a higher throughput and lower wait times, translating into higher commercial benefits for the airport’s retail area.

There is no doubt that we can reduce anxiety and increase passenger satisfaction through design and by investing in the look and feel of the checkpoint.

Indeed, providing a pleasant environment will not only translate into happier customers but it will also affect screeners positively.

Finding and training the right screeners Besides tackling the issues of queuing and wait time management, an airport authority must also address human performance at the checkpoint.

We need to find screeners possessing what I like to refer to as the service DNA, where genes are replaced by ‘Emotional Intelligence’ (EI) competencies!

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I believe that extensive research by Daniel Goleman and others proves that there is no longer any doubt that employees who possess the social and personal competencies linked to EI are the most effective, efficient and customer-service focused.

They possess the self-awareness required to manage their own feelings and the empathy to recognise passengers’ emotions, and the capacity to adapt well to changes and to learn on the job. Furthermore, they are self-motivated and possess a capacity to manage their stress well.

We often hear about the ‘tone at the top’, but I also like to refer to the ‘tone in the middle’, to stress the importance of the first level of supervision as a key source of motivation, engagement and job satisfaction for the screening employees.

Selecting supervisors based on their ethical values, EI competencies and leadership skills will yield great dividends not only for the screening authority but for the passengers as well.

The merger of security and commercial interests Security checkpoints are where commercial and security interests can merge to benefit operators, passengers and screeners.

Indeed, planning and investing in the design of checkpoints, applying innovative queuing techniques, valuing the time passengers spend waiting and offering security services with aptly recruited and trained personnel are sources of value creation that have not yet been fully exploited!

For airport authorities, it’s a means to increase non-aviation revenues as happy customers are more likely to buy goods and services on impulse after leaving the checkpoints.

From a strict security perspective, lowering anxiety at the checkpoint will lower the emotional baseline, which in turn is more conducive to detecting suspicious behaviours.

Leonardo da Vinci wrote a long time ago that “Once you have tasted flight, you will forever walk the earth with your eyes turned skyward, for there you have been, and there you will always long to return.”

And that’s what we want as well: we want to bring back some of the excitement and fun of flying. The master was again well ahead of his time! AW

SPECIAL REPORT: SECURITY

Clear and present danger Lockheed Martin’s Chris Varley discusses six steps for improving cyber security and asks: how many has your airport taken?

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ust about everyone in the aviation industry recognises the importance of traveller safety and security. Indeed, most have their own view on what it takes to ensure it and place it high on their list of priorities.

The many manifestations of this process, such as security staff, passport checks, metal detectors, baggage screening and other visible measures are hard to miss as you pass through any airport.

Our airports require solid physical passenger safety and security measures; not having them is unthinkable.

However, often overlooked, considered less or placed lower on priority lists is the cyber security of airports. Our airports require solid cyber security measures. Not having them is also unthinkable.

US attacks In its 2013 annual report the Center for Internet Security (CIS) revealed that 75 US airports were targeted in cyber attacks last year.

The attacks were uncovered when the US government discovered that personnel at four airports had been targeted with, and received, spear-phishing emails sent by an unnamed nation-state.

It asked CIS to begin an independent investigation and, as a first step, its officials obtained the victims’ network logs, which in turn led them to eight other targeted US airports.

Further investigations, which involved federal agencies, found key personnel at all of the targeted airports had received infected messages.

Furthermore, CIS’s investigation determined the operation was likely conducted using a publicly available online document that listed email addresses for certain key personnel at the targeted airports, which whilst not a direct security concern, demonstrates the indirect impact that information management can have on security, which is often hard or impossible to correct following an incident.

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Additionally, last year, Istanbul’s Atatürk and Sabiha Gökçen airports were both the target of a co-ordinated cyber attack, which impacted the passport control process and resulted in massive queues and considerable delays for passengers.

The recent ploy by aggrieved ‘gamers’ collectively known as Lizard Squad to disrupt the flight plans for the president of Sony Online Entertainment showed that whilst some attacks are more mischievous than dangerous, airports and aviation systems are a prime, targetrich environment for cyber attacks.

Although widely known, it’s often not considered highly enough. Airports are critical national assets and thus require appropriate security measures at all levels, not just the physical ones you can see.

Airports today have an enormous reliance on computer networks and technology in order to operate on a day-to-day basis. There is an increased likelihood and opportunity for a cyber attack on airports.

Therefore, the potential impact of a cyber attack is significant and could seriously impact airport operations.

SPECIAL REPORT: SECURITY What is our airport’s cyber security stance?

The 6th ongoing step – Penetration testing

Thinking about your own operation, how would you be able to respond if, for example, your Wi-Fi system was compromised?

Notwithstanding the negative public perception that this might have on your airport when passengers can’t access Facebook, how would this affect ramp or terminal operations?

How would concessionaires react? Will your airline stakeholders be affected by loss of service?

On a larger scale, what if your supervisory control and data acquisition (SCADA) systems were disabled and baggage control systems, runway lighting and energy supply management were affected? In this scenario, it’s difficult to foresee any other outcome outside of airport closure.

SCADA industrial control systems are used for most airport HVAC, utilities, baggage systems and business processes such as facility management, but because of their limited internet access, SCADA systems can appear more secure than they really are. One reason is that while cyber security reviews are increasingly common, they’re less common in SCADA environments.

There’s a lot to consider. However, as an airport operator what steps do you need to take to ensure that you are adequately protected against the threat of a cyber attack? In my opinion, it starts with six steps.

Whilst you could regard this as a sixth step, at each and every stage of the process, you need to conduct a series of targeted attacks on systems to determine the degree to which sites, systems and networks are vulnerable to attack and explore any mitigation options.

Step 1 – Perform a security risk assessment Implement a review of organisational policies and procedures, and the current cyber security design to identify threats, vulnerabilities and other impacts to system integrity and network communications.

Both current and emerging cyber threat scenarios need to be evaluated, findings documented and remediation recommendations provided.

Step 2 – Plans, policies and procedures Develop the framework and processes needed to implement, monitor and manage security operations and assets. Implement standards and appropriate practices into your airport’s governance framework.

Step 3 – System security design Design and build a security system that provides a layered and adaptable environment for your information technology, networks and communications systems, taking into account both electronic and physical security.

Step 4 – Security operations Support security operations staff including consulting, staff augmentation and turn-key security operations such as virus and patch management, intrusion detection and prevention, asset management, change management, incident response and security help desk operation.

Why airports need to act now Aviation trade bodies and law enforcement agencies worldwide have placed cyber security high on their agenda for their members and stakeholders.

Indeed, the European Commission has developed a Network and Information Security (NIS) policy, the aim of which is to better co-ordinate cyber security measures for the European Union and involves considerable co-operation between the public and private sectors.

For example, new efforts to strengthen the European Network and Information Security Agency (ENISA) and update its mission are currently being reviewed by European lawmakers.

Additionally, ACI Europe recently issued a briefing paper to its members titled Cyber security: Potential Impact on EU Airports. The Civil Air Navigation Services Organisation (CANSO) has also published a Cyber Security and Risk Assessment Guide, and law enforcement agencies worldwide have identified cyber threat as an imminent, real danger – one which the airport sector needs to act upon.

In the US, the Federal Aviation Administration has reached out to industry, academia and government to survey the aviation community’s cyber security plans and overall stance and, most importantly, to find ways of sharing cyber security research data and strategies.

These steps ensure an appropriate baseline level of security.

These are all positive steps, but we need to do more, and soon, as attackers’ methods become more sophisticated, we as an industry need to adopt a more systematic approach to handling these threats and put plans in place to handle any events that do occur.

Cyber security for airports is more than a ‘core competency’ or a box to be checked – much like physical traveller security, it’s a living, breathing process, dynamic in nature, that increasingly impacts every area of the airport and needs to be treated as such.

Organisations such as ours help airports achieve an appropriate level of protection and offer independent and specialist advice to airports and air navigation service providers of all sizes, and it’s interesting to see how widely the responses to the following questions vary.

How is your airport handling cyber security today? Do you have sufficient plans and preventative measures in place to defend against cyber attacks? Are your employees aware of the impact that poor implementation of your cyber security plan can have?

However you choose to implement your cyber security processes, they underpin the physical manifestations of airport security, and choosing not to implement sufficient protection can have AW serious consequences.

Step 5 – Education

About the author

Deploy a staff education programme that baselines risky behaviours, educates employees on individual responsibility and measures performance.

Lockheed Martin’s technical director, Chris Varley, has over 10 years’ experience of designing and developing software products including key operational systems for airports.

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Travel safe

SPECIAL REPORT: SECURITY

What’s hot and what’s not in the world of airport security? Joe Bates rounds up the latest global news.

New screening concept for Amsterdam Schiphol

Amsterdam Schiphol has opened the first of five new central security checkpoints that are specifically designed to enhance passenger comfort and privacy.

Passengers travelling to Schengen countries were among the first to experience the new-look checkpoints, which boast sound-absorbing materials, light colours and an automatic tray return system.

Describing its new new approach to security control, the airport notes: “Light colours, plenty of wood and rounded shapes give the space a serene and comfortable look and feel, which is further enhanced by the use of soundabsorbing materials.

“The automated system offers passengers a (larger) tray before entering the scanner, to which the gates open upon presentation of their boarding pass. The set-up also allows passengers who need less time to bypass those who need more.”

As part of the revamp, the surface area of the checkpoint has almost doubled, allowing passengers and Schiphol Security Service staff more room.

“Our new security concept is intended to make screening as comfortable as possible for passengers at Schiphol, now and in the future,” enthuses president and CEO, Jos Nijhuis.

The new central security concept will be integrated throughout the whole of Schiphol in 2015, ensuring that passengers will only have to be screened once.

As well as enhanced comfort, the new security concept also anticipates the airport’s future growth, changes in laws and regulations, and new technological developments.

Cloud solution for Gatwick

London Gatwick Airport has introduced a new technology, MTrust, an airport ID pass application vetting and issuance solution, hosted in the IT cloud.

Human Recognition Systems (HRS), which developed the application, says it reduces pass rejections and waiting times.

The firm explains it streamlines the ID centres operations to “increase security and improve service”, and provides “streamlined ID pass management with absolute certainty of identity”.

Michael Ibbitson, CIO at Gatwick, explains: “As we look towards 45 million passengers and a second runway, it’s important to be ready for growth and a significant increase in the number of people that will require an airport pass.

“By 2021/22 we want to be in a position to handle 40 million passengers a year, whilst creating an additional 1,200 on-airport jobs.

“So when Human Recognition Systems approached us about MTrust, the benefits of the system not just to ourselves but to our partners and on-airport customers were obvious.

“MTrust will enable us to issue passes faster, whilst taking the frustrations away from our on-airport customers and at the same time improving security and reducing insider threat.”

Developed in close partnership with the UK’s second largest airport, MTrust is now live with 2,500 authorised signatories, providing them with the tools they need to submit and track pass applications.

Neil Norman, CEO at HRS, says: “We decided it was time to re-evaluate and re-think (and not just automate) the existing 25-year-old airport ID pass process and improve it for all stakeholders.

“We believe airports, on-airport companies and other stakeholders need a new community and industry-wide solution that can create improved security, customer service and efficiency. And that is exactly what we have created with MTrust.”

Easy come, easy go!

Liquid test

Smiths Detection’s advanced X-ray inspection system HI-SCAN 6040-2is HR has obtained Standard 3 Type C, an extended approval as Liquid Explosive Detection System (LEDS) under the requirements of the European Civil Aviation Conference (ECAC).

The dual-view X-ray inspection system is specifically designed for the automatic detection of liquid explosives at security checkpoints where bags and personal belongings are screened.

According to Smiths Detection, it features higher detection capabilities designed to reveal hazardous liquids in cabin baggage, and as such enhances the level of security at checkpoints. It also claims that its detection capabilities will ensure bags are subject to additional re-inspection, speeding up the entire inspection process.

Barrie Foley, vice president EMEA of Smiths Detection, said: “The HI-SCAN 6040-2is HR is one of our newest products and the first dual-view X-ray system in the world to achieve this standard. Thanks to the extended approval, the system offers particularly good value for money.”

Passengers from the European Union who hold electronic passports can now use self-service immigration control technology to accelerate their arrival and departure at Rome’s Fiumicino–Leonardo da Vinci International Airport.

In an Automated Border Control gates (ABCGates) trial with SITA, more than 3,000 passengers a day are clearing customs and immigration at the airport using the latest technology.

The system uses biometric technology – a combination of facial recognition and fingerprints – to quickly confirm that the passenger is the passport holder and is authorised to enter the country.

Airport operator, Aeroporti di Roma (AdR), claims that the machines will reduce passenger wait times and allow Customs and Immigration staff to focus their resources on potential high-risk passengers.

Dave Bakker, president, SITA Europe, says: “We’re using the latest biometrics to facilitate fast, accurate and secure passenger processing at the border so that airports and governments can reach the fine balance between providing a warm welcome and ensuring a high level of border security.”

• Hermes Airports has introduced automatic electronic gates for departing passengers at Larnaka International Airport in Cyprus, which it claims is another step in its “continuous efforts to upgrade services”.

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SPACEPORTS

The space programme The race to build dedicated facilities to handle future space tourists shows no sign of slowing down despite recent tragic events, writes Justin Burns.

Houston Spaceport.

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ommercial space tourism was dealt a setback in November when Virgin Galactic’s SpaceShipTwo tragically exploded in California’s Mojave Desert killing one pilot and badly injuring the other.

Virgin were preparing to send the first would-be private astronauts into the atmosphere in 2015, but this is likely to be put back while an investigation takes place.

One thing for certain though is that as shocking as the incident was to the watching world, it has not dampened the belief in space tourism, with potential operators continuing to test spacecraft and build commercial spaceports across the globe.

Indeed, the US alone currently has nine fully licensed spaceports with a tenth set to follow, while others are being constructed or planned on almost every continent.

In many cases these new spaceports are located either close to or actually at commercial airports, such as Spaceport Sweden next to Kiruna Airport; the proposed complex at Houston’s Ellington Airport; and Caribbean Spaceport at Curaçao International Airport.

We take a closer look at all of them and a few other high-profile spaceport developments below.

Spaceport Sweden Europe’s gateway to space is Spaceport Sweden, situated 100 kilometres above the Arctic Circle, in Lapland, nestled in the land of the midnight sun and Northern Lights.

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The facility is referred to as a ‘hybrid spaceport’ as it lies next to Kiruna Airport, where 200,000 commercial airline passengers were handled in 2013.

In existence since 2007, although it has yet to handle a space flight, Spaceport Sweden has signed an agreement with Virgin Galactic to be its first location outside the US to operate space tourism flights.

CEO, Karin Nilsdotter, says the market is expanding fast and the way the new space vehicles fly are a “game changer”.

“Aviation was commercialised 100 years ago, and that is what is happening with space. Space is no longer a race between nations – it is a race between businessmen and women,” Nilsdotter explains.

“The estimation of the value of commercial space tourism flights is $1.6 billion over the first 10 years, so it is going to be huge.”

In her view, in order to be successful spaceports must operate a range of commercial services as space flights form only part of it.

And in line with this philosophy Spaceport Sweden currently offers educational space talks, technical visits, a space flight preparation programme and a space camp in addition to commercial flights to view the Northern Lights.

Spaceflights can also present a huge opportunity for regional airports outside big cities as they can be a catalyst for growth, notes Nilsdotter.

“These space planes cannot fly in very occupied airspace so need access to under-populated areas where regionals are situated,” she enthuses.

SPACEPORTS

The estimation of the value of commercial space tourism flights is $1.6 billion over the first 10 years, so it is going to be huge “I have no doubt that commercial space travel will attract a lot of jobs and we will see more spaceports being built in the regions, for sure.”

The passionate spaceport CEO is on the list to go with Virgin Galactic, and her own interest has been fuelled by chats with former astronaut Buzz Aldrin.

“I think space tourism flights will have a big impact on humanity, and it is so exciting for the world,” she muses.

Urban spaceport Most spaceports are being built in the desert or on isolated land away from urbanisation, but the first urban space gateway is close to being given the go-ahead near Houston, Texas.

Located 15 minutes from downtown at Ellington Airport, the Houston Airport System (HAS) is working with the Sierra Nevada Corporation (SNC) to open the 10th commercial spaceport in the US. HAS is waiting for a launch site license from the Federal Aviation Administration–Office of Commercial Space Transportation (FAA-AST), and plans to submit an application in late 2014/early 2015.

Ellington now handles military flights but operated commercial flights until 2004, and has the infrastructure geared for a successful spaceport, according to HAS business development manager, Arturo Machuca.

“With ample acreage available for business development, a strong cluster of aerospace companies already in the area and a robust

transportation network, Ellington Airport has all the requirements necessary to establish a dynamic commercial spaceport,” Machuca explains.

He says operations involving space vehicle assembly, the launching of micro-satellites, astronaut training, zero gravity experimentation and space tourism will also take place at Ellington.

Houston handles more than 50mppa passengers through its gateways and is connected to 170 different routes, so is a perfect location for tourists to be launched into space, in Machuca’s view.

Machuca enthuses: “We believe this will be an excellent location for space tourism and for people to have their ‘space experience’.

Houston is an attractive destination and we will be very proud to become the first urban spaceport.”

Houston Spaceport aims to create diverse revenue channels to boost funds, such as housing aerospace firms and an education facility, and it will build a state-of-the-art terminal and hangars for operators.

No longer a dream, commercial space flights from point-to-point are nearing reality, something clearly exciting Machuca who says in 10 to 15 years flights via space will take two hours from Houston to London.

But he notes there is a need for a network of spaceports around the world, and it is only the start of the development of them.

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SPACEPORTS A publicity photo from Spaceport Sweden.

Caribbean Spaceport

Space tourism

For those wanting to be launched into space from a paradise island, there is Caribbean Spaceport on the Netherlands Antilles island of Curaçao.

The spaceport’s mission is to service the “exciting” new and upcoming personal spaceflight market, and the scientific and expanding low earth orbit (LEO) small satellite market.

Based on current planning and developments, Caribbean Spaceport is confident it will meet its aim to serve the different markets, and is set up to launch flights at Curaçao Airport soon.

The creation is part of Curaçao Airport Partner/Curaçao Airport Holding NV’s bid to transform Curaçao International Airport into the world’s first regional, self-sufficient “green airport city” powered by solar energy and cooled by a seawater air conditioning system.

It will include 200 hectares of land set aside for commercial, retail, residential and research development offering over one million square metres of rentable space for manufacturing and retail shops, logistics, offices, hotels, restaurants, R&D laboratories and warehouses.

Curaçao’s ambitious airport city development plan is believed to come with a $1.8 billion price tag, based on annual investments of $30 million per annum over the next few decades.

Talking late last year, commercial development manager, Simon Kloppenburg, explains: “It will create around 1,400 jobs, which is not bad for a small island with a population of under 150,000 people,” and adds many people have already signed up for the XCOR Aerospaceoperated flights into space.

There is much anticipation about the first ‘space tourism’ flight and something of a commercial ‘space race’ with sub-orbital trips to just beyond the Earth’s atmosphere being sold, albeit only to the wealthy for the time being.

Specialist operators such as Virgin Galactic, which opened Spaceport America in the New Mexico desert three years ago, and XCOR Aerospace are close to launching long-awaited flights, which have been held back by delays caused by technical and safety issues.

Virgin Galactic signed a deal with the Federal Aviation Administration (FAA) in the US in May setting out how routine space missions from the spaceport will be co-ordinated with the normal air traffic control system.

Owner, Sir Richard Branson, hopes to board the first flight in 2015 from the $225 million Spaceport America, on SpaceShipTwo, which will probably fly a few times a week.

Flights are setting people back $250,000, and around 700 people have signed up to be transported more than 68 miles, to the edge of space at the so-called Karman Line.

XCOR Aerospace using its Lynx shuttle are charging $95,000 a ticket for one-to-one pilot flights to an altitude of about 38 miles, which are set to begin late next year, to what the company calls “the edge of space”.

A $100,000 ticket will take a passenger beyond the Earth’s atmosphere to 61 miles in 2016, where tourists will be able to spend up to six minutes, while the World View Experience will give passengers the opportunity to fly at 100,000ft, almost 20 miles above the Earth, from 2016, with tickets costing $70,000.

Operators planning ventures into orbit to launch tourists into space include SpaceX with its Dragon V2 spacecraft, while Boeing is building the CST-100 to transport people.

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Other spaceports The number of spaceports around the world is growing, and in years to come there is likely to be a wider global network.

In the US alone, there is Spaceport America, New Mexico; Mojave Spaceport, California; Mid-Atlantic Regional Spaceport (MARS), Virginia; Kodiak Launch Complex, Alaska; Oklahoma Spaceport, Oklahoma; Corn Ranch Spaceport, Texas; Cecil Field Spaceport, Jacksonville, Florida; Cape Canaveral Air Force Station (Space Florida); and the latest, Midland International Airport in Texas.

It appears as if every region is preparing to send tourists into space, and in Asia, Spaceport Malaysia, located in Selangor, Malaysia, 80km north of Kuala Lumpur, will become a centre of commercial spaceflight for research, education and space tourism, and a terminal and 4km runway are being constructed.

Over in Dubai the $265 million Ras Al Khaimah Spaceport is being built an hour from the city, while a $115 million investment is set for Singapore Spaceport, and in Kazakhstan there is Baikonur Spaceport, which is leased by the Russian Space Agency.

Meanwhile, earlier this year the UK announced plans for a spaceport in Scotland and has identified six sites that it believes could be used to transport tourists and satellites by 2018.

They include Stornoway Airport; Kinloss Barracks; RAF Lossiemouth; Glasgow Prestwick; RAF Leuchars; and Campbeltown Airport – although the first two currently don’t boast the 3,000m long runways needed for space travel.

Despite the setback in 2014, the space tourism market looks set to evolve, with more spaceports being constructed with futuristic terminals and facilities built to meet the needs of people travelling into space.

The race to space it seems is still firmly on track for lift-off.

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Image courtesy of Fraport AG.

ASSET MANAGEMENT

Prized asset Dr Matthias Alisch reflects on the use of geo-spatial technology to manage the development of the Frankfurt Airport site.

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rankfurt Airport holds many records, perhaps one of the lesserknown ones being that the airport site – one of the biggest in Europe – is the largest workplace in Germany, with 70,000 people employed within its perimeter fence.

The need to carefully manage the development of the key site is obvious, which is why operator, Fraport AG, has used geo-spatial technology to ensure that it makes maximum use of its land for the last 20 years.

Indeed, staff from Fraport’s Department of Geo-information, Building Data Management, and Building Information and Engineering Surveying are always on site capturing data about all built-up areas and assets and their associated utility supply and disposal infrastructure.

The data, which flows into the asset database in real time, represents key elements of Fraport’s business processes and plays a strategic role for both development and maintenance activities.

Processing of the geo-spatial data is undertaken using GeoMedia desktop products provided by Intergraph Corporation.

The cornerstone of all business processes “We use the technology to document and manage an area of around 23 square kilometres,” enthuses Thomas Konetzki, senior executive manager of Fraport’s Information, Building Management, Engineering Surveying and Central Data Archive department.

“It allows us to keep record of the topography and record orthophotos (aerial photos) of 350,000 land parcels and more than two million items of property as well as our entire utility network, from water to heating pipes and fuel lines, even the piping of the pneumatic mail delivery system.”

The GeoMedia solution is integrated within what is naturally a highly complex IT environment, which includes MicroStation CAD, the Fraport Geoweb Portal, an in-house land database, SAP, and numerous technical solutions.

“This enables current spatial data to be made available to all business processes,” enthuses Konetzki.

An important function fulfilled by GeoMedia at Frankfurt Airport is utility network management, which is exemplified not only by its scale but also by its complexity.

Konetzki explains: “Fraport rightly maintains the highest safety and quality standards, which we could hardly achieve reliably without our powerful information system from Intergraph.”

All maintenance, servicing and planning work for the various cable and duct networks relies on the data managed by the system.

If there is a power outage somewhere on the airport, the technician can quickly narrow down the cause using the location, attribute and metadata it holds. The system also provides an indispensable support for documenting and analysing the extensive water and waste water networks.

The same applies to Fraport’s land management, whose holdings include approximately 1,037 hectares of paved and sealed surfaces – including nearly 378 hectares of runway – and more than 716 hectares of grassed area and woodland.

Given the special operational context of Germany’s largest and Europe’s third largest airport, all necessary survey, maintenance and repair services have to be planned, executed and documented with precision.

Missing an area of runway that has surface damage or patches that are not fully de-iced can have serious consequences, and staff must be confident such situations cannot occur.

Even the natural environment is no exception. The grass at Fraport cannot, for example, simply be cut like a normal lawn with regular mowing across all areas. The relative cutting height and schedule has to be precisely adjusted to meet the navigation requirements of aircraft landing and taking off.

The GIS even supports the airport’s pest control expert in planning activities that help maintain aviation safety. Such applications require precise spatial analysis by responsible professionals, but this is no problem at Frankfurt.

Constantly expanding Growth at Frankfurt Airport is inevitable, driven by the global increase in international air passenger and cargo transport and fierce competition for passengers and goods.

After completion of construction work, Fraport uses the documentation to first match the final products against what was planned, and then publishes the data describing the new infrastructure for the management of land and networks.

It involves an incredible amount of information, whose on-going maintenance and management employs around 50 qualified staff at peak times.

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PROJECT WATCH

New Istanbul Airport International consortium to build Turkey’s new gateway to the world.

project details Location: Istanbul, Turkey

Important developments: New airport

Scheduled opening date: 2017

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n international team of architects is working on the design of Istanbul’s planned new €10.2 billion airport, which is expected to boast the world’s biggest terminal complex.

Arup has developed the master plan for the new airport, which with an ultimate capacity of over 150 million passengers per annum, will become one of the world’s new mega-hubs.

While UK-based Grimshaw – in partnership with the Nordic Office of Architecture – will design the gateway’s one million square metre terminal for the İGA Havalimanı İşletmesi AS consortium responsible for building and operating the gateway. İGA Havalimanı İşletmesi AS comprises the Turkish companies of Cengiz, Mapa, Limak, Kolin and Kalyon, all of which have a 20% stake in the build-operate-transfer (BOT) project.

Others working on the huge project include Haptic Architects and local Turkish partners GMW Mimarlik and Tekeli Sisa.

Located 35 kilometres from the centre of Istanbul on a 7,650-hectare site close to the Black Sea, the gateway will replace Atatürk Airport and provide the capacity needed to support the continued rapid growth of air traffic and the hub operations of Turkish Airlines.

And with the bulk of flights expected to approach the airport from the Black Sea, it is anticipated that the new airport could enjoy 24-hours-a-day operating status.

Funded by the İGA Havalimanı İşletmesi AS consortium, which in May won the concession to build and operate the airport for a period of 25 years, the six-runway gateway is set to be delivered in four phases over the coming decades.

Principal companies involved: İGA Havalimanı İşletmesi AS Cengi, Upon its first phase opening on October 29, 2017, Istanbul’s new airport will have three runways, a single passenger terminal and cargo and support facilities that between them are capable of accommodating up to 90 million passengers per annum.

According to Grimshaw, the design of the terminal will be “modern and highly functional, with a unique sense of place”.

It will feature a vaulted canopy dotted with skylights that allow natural light to spotlight key sections of the facility such as the departure and arrivals halls, passport control and concession areas.

A large plaza and transport hub will be built at the entrance to the terminal, allowing the airport to integrate with existing rail, metro and bus routes.

Turkish Airlines’ president and CEO, Temil Kotil, for one, has no doubt that the airport will provide Turkish Airlines with an “outstanding new base” from which it can build on its astonishing growth of the last few years.

When asked about what the new airport would mean for Turkish Airlines at the GAD conference in Athens this November, Kotil said: “It will be good for Turkish Airlines and Istanbul as although Atatürk is a very good airport, we have outgrown it and need more capacity to meet future demand.”

The Turkish government awarded the concession to build and operate Istanbul’s new €10.2 billion gateway to the İGA Havalimanı İşletmesi AS consortium after it agreed to pay it a sizeable fee of €22.2 billion plus VAT over the course of the 25 year operating lease.

It promises that Istanbul’s new gateway to the world will offer “outstanding aesthetic features and a simple and user-friendly layout”.

Mapa, Limak, Kolin and Kalyon, Arup, Grimshaw, Nordic Office of Architecture, Haptic Architects, GMW Mimarlik and Tekeli Sisa

Total investment: €10.2 billion

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

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WBP NEWS

The latest news from ACI’s World Business Partners

Rockwell Collins signs MoU with Incheon Rockwell Collins has signed a Memorandum of Understanding (MoU) with Incheon International Airport Corporation (IIAC), which it hopes will expand its footprint in Asia and act as the catalyst for the development of new technology.

As part of the agreement, Rockwell Collins says both companies have agreed to combine their “technical expertise, cutting-edge solutions and industry knowledge to advance passenger processing” in small and medium airports in South East Asia.

Under the MoU, Rockwell Collins will also integrate its ARINC vMUSE common-use platform and other passenger and baggage processing solutions with IIAC’s new AirCUS check-in solution, offering airlines greater flexibility and reliability while ensuring smooth passenger flows and operational efficiencies.

Cambodia duty free extension

Cambodia Airports and Dufry have renewed their partnership with a new contract running until 2020 for the operation of duty free outlets at Phnom Penh and Siem Reap airports.

Also, along with the terminal extensions at both platforms, additional retail space totalling 1,670 square metres will be allocated to Dufry, which is an increase of more than 100% on its current retail perimeter.

The airport operator says the expansion of the areas will be instrumental in deploying a walk-through concept that will “further enhance the shopping experience for passengers and airport users”.

More space it explains also means a wider range of products on offer including international brands for perfume, cosmetics and fashion accessories.

Julian Diaz, CEO of Dufry Group, enthuses: “The renewal and extension of retail space allow us to further develop the business in Cambodia.

“The operations in Cambodia are a significant part of our global portfolio and the close proximity to China provides a solid basis for success.”

In 2013, 5.1 million passengers used the two Cambodian international airports of Phnom Penh and Siem Reap, which between them provide nearly 500 flights per week.

High praise

Parsons has won a 2014 Constructech Vision Award for its work on the Denver International Airport (DIA) Hotel and Transit Center project.

Parsons won a Gold Award in the Builder/GC Commercial More Than $500 million category.

Aconex – a provider of cloud solutions for large construction and engineering projects – was also honoured as a technology enabler for its work with Parsons on the programme.

Parsons is using the Aconex platform for the DIA Hotel and Transit Center programme. The project– which requires collaboration between 116 different organisations – consists of a Westin Hotel and conference centre, a public transit centre with a commuter rail station, a pick-up/drop-off point for buses, and a public plaza.

“This award is yet another example of our commitment to innovation and to providing our customers with top-quality technological solutions,” says Parsons Group president, Todd Wager.

Aeon Associates Contact: Brendan Martin, managing partner Tel: +62 21 521 4337 Email: brendan.martin@ aeon-associates.com Website: www.aeon-associates.com Aeon Associates is a leading provider of innovative, independent aviation consulting and advisory services. We are committed to delivering timely and relevant client outcomes across a broad spectrum of operational, technical and commercial disciplines.

Our understanding of the Asia-Pacific market allows us to negotiate cultural barriers, transforming local specifics into competitive advantage.

Airportxo Solutions Inc Contact: Aldo Borrelli, president Tel: +1 905 766 3428 ext 701 Email: aldo@airportxo.net Website: www.airportxo.net Airportxo is the world’s first property listing service for airports, designed and developed by airport real estate professionals to be used by airport real estate professionals. Whether you are an over-arching organisation in charge of many airports or a single airport operator, you can now use Airportxo as a marketing tool for your team to increase exposure to your listings and availabilities or upcoming RFPs around the world. Airportxo operates as a subscription based business to business website.

IBS Software Services Private Ltd Contact: Joben Panakar Tel: +91 80 67072000 Email: vijay.chakravarthy@ibsplc.com Website: www.ibsplc.com IBS is a leading global provider of new-generation IT solutions to the travel, transportation and logistics industries. A specialist in the domain, IBS offers a range of products and services that manage mission-critical operations of airlines and airports that help them increase safety, maximise efficiency, improve revenue, manage growth and reduce costs. IBS operates from 10 business centres in the Americas, Europe, Asia-Pacific and the Middle East and Africa.

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

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HUMAN RESOURCES

PEOPLE

matters Getting the message across Dr Richard Plenty and Terri Morrissey provide their thoughts on: motivation and performance.

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CI World’s recent Airport Human Resources training and development course in Kuala Lumpur provided a great opportunity for us to hear about and reflect on some of the practical challenges facing airport leaders.

High on the list of issues confronting participants was how to ensure the continuing motivation of both employees and contractors to perform to a high standard, particularly in a cost-constrained environment. In many operational areas, notably security, this is a matter of immediate importance.

So what can airport leaders do to maintain motivation and high performance?

Explain what and why Many performance issues arise because people don’t know what they are supposed to do or why their contribution is important. Does everyone understand where their role fits in to the overall business, what standards are expected and why?

Give examples of what constitutes outstanding performance and explain the consequences of non-performance. Quite often individuals do not realise that their non-performance can have consequences for others, especially customers.

For example, not turning up on time for a handover shift on a security line can result in backlogs in queuing time, stress and irritability on the part of passengers and even missed flights!

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Remove barriers to high performance Don’t assume people know exactly how to do their jobs well. Provide proper equipment, processes and systems. Ensure there is sufficient training, coaching and mentoring available. Involve people in finding ways of improving their work.

Encourage conversations about performance There is no substitute for talking and listening! Is everyone, including you, clear what is actually being delivered and how this compares with expectations?

Can you measure and agree gaps in performance? Can you work together to help close performance gaps by adopting a supportive, challenging and coaching style rather than a critical, blaming approach? And remember to reward and recognise good performance – sometimes a simple ‘thank you’ is enough!

Do not settle for poor performance It is all too easy to ignore lapses in performance, to build up a tolerance for under performance and to allow bad habits and attitudes to take hold.

The high performing leader tackles performance issues on the spot, arrests drift and sets a role model for what he/she expects from others. Remember the personal consequences of poor performance can result in loss of self-esteem, resentment from colleagues and ‘unpromotability’, not to mention ultimate loss of the job!

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

Dr Waleed Youssef, TAV Airports’ director for the Middle East, has announced that he will leave the company at the end of 2014 to pursue other opportunities. He told Airport World: “I have enjoyed my time at TAV immensely, but after six years with the company in various roles, it is time for me to seek a new challenge.”

London Luton Airport has announced that former Stansted managing director, Nick Barton, will assume the role of CEO from the end of 2014. He joins the gateway at an exciting time, with the airport embarking on an ambitious €126 million transformation plan to increase annual passenger numbers from 10mppa to 18mppa by 2026.

Valley International Airport in Harlingen, Texas, has named Marv Esterly as its new director of aviation.

Esterly is the current director of airports for the City of Midland, Texas, and has been in that position for fifteen years. He is slated to begin his new role on January 2, 2015.

Chicago Department of Aviation commissioner, Rosemarie Andolino, has left her position to work in the private sector. Andolino, who announced her intention to leave earlier this year, said: “This move is both exciting and bittersweet. I’m looking forward to the opportunities that lie ahead, but also know that I’m leaving a position that has been very fulfilling, challenging and rewarding.

“It has truly been an honour and privilege to work for a city I love and to work alongside so many talented industry experts and professionals. I have had a unique opportunity to create positive change for our city and its residents.” She will be a tough act to follow.

About the authors Dr Richard Plenty and Terri Morrissey are directors of This Is… and provide coaching and development for airport executives and support ACI Europe’s AirPeople survey. They can be contacted at info@thisis.eu

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