An in-depth look at security Finavia’s €1 billion airport ......Director General, ACI World 21...

An in-depth look at security and revenue generation

Finavia’s €1 billion airport development programme

The business case for a long-haul low-cost model

INTERNATIONAL

REVIEW

IN THIS ISSUE

ISSUE

02 2017

MAR

internationalairportreview.comCelebrating 20 years in partnership with the aviation industry

Passenger ExperienceFeaturing Schiphol Amsterdam Airport and Air New Zealand,

this In-Depth Focus considers the rise in automation

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Members get morePublished bi-monthly, International Airport Review is a primary resource for professionals working within airports, airport operators, airlines, industry associations and research bodies.

Join our online communityCome and join the conversation on your favourite social channels.

An in-depth look at security and revenue generation

Finavia’s €1 billion airport development programme

The business case for a long-haul low-cost model

INTERNATIONAL

REVIEW

IN THIS ISSUE

ISSUE

02 2017

MAR

internationalairportreview.comCelebrating 20 years in partnership with the aviation industry

Passenger ExperienceFeaturing Schiphol Amsterdam Airport and Air New Zealand,

this In-Depth Focus considers the rise in automation

Founder: IAN RUSSELLManaging Director: JOSH RUSSELLEditor: ANNIE McKENNAJunior Editor: ROY MANUELLEditorial Assistants: MANDY PARRETT / SARAH WILLSCommercial Director: RICHARD DOLANSales Manager: ANDREW HOLLANDSenior Sales Executive: STEPHEN SARGENT Publications Assistants: KAREN HUTCHINSON/

PIPPA SAUNDERSProduction Manager: BRIAN CLOKESenior Designer: MARLON RUDDOCK

To contact any of the International Airport Review team, use the format: [email protected] (i.e. [email protected])

Front Cover Artwork: STEVE CRISP

INTERNATIONAL AIRPORT REVIEW

VOL 21 | ISSUE 02 | MAR 2017

COPYRIGHTISSN 1366-6339 Copyright rests with the publishers.All rights reserved. ©2017 Russell Publishing Ltd.

No responsibility can be accepted by Russell Publishing Limited, the editor, staff or any contributors for action taken as a result of the information and other materials contained in our publications. Readers should take specific advice when dealing with specific situations. In addition, the views expressed in our publi cations by any contributor are not necessarily those of the editor, staff or Russell Publishing Ltd. As such, our publications are not intended to amount to advice on which reliance should be placed. We therefore disclaim all liability and responsibility arising from any reliance placed on such materials by any reader, or by anyone who may be informed of any of its contents. Published March 2017

International Airport Review can guarantee its circulation is 10,099 (for the 6 issues distributed between 1 January 2016 and 31 December 2016). The publication is ABC audited. This is an

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Technological evolution

From the advent of blockchain technology, to the increase in drones for recreational use, to the increase

passengers navigate their way through the terminal, technology continues to play a huge role in airport operations. And today’s passenger wants more – digitalisation has left the passenger expecting to be connected at every step to ensure they really can have a ‘seamless’ journey through the airport.

To this end, starting on page 35 is a Passenger Experience In-Depth Focus where we pay particular attention to the rise in automation within the airport environment. Also in this issue, starting on page 13 is a Security In-Depth Focus. Automation also plays a key role within the security sector and this is a topic that will

be further explored throughout the year and within Airport IT, Security and Crisis Management which is taking place in September in Vienna. It will be interesting to see which new technologies arise going forward.

We are also very proud to announce our inaugural International Airport Review Awards 2017. Launched to celebrate excellence in the industry, these awards will fall into categories that mirror our core topics and are open to all industry stakeholders – airports, vendor companies, associations and consultancies alike. We look forward to hearing from you and rewarding your endeavours. For more information about the awards and the submissions process turn to page 64.

I hope you enjoy this issue and, as always, if you have feedback or would like to contribute to the magazine or website please contact me directly via the email address above. And don’t forget to join our digital community on LinkedIn, Twitter and Facebook.

ANNIE McKENNA [email protected] PRICE

IATA

ANDY BLACKWELL Independent Consultant

CHRISTOPHER STEIN Siemens

FIONA CARLETON Heathrow Airport

DR JOHN MCCARTHY Independent Consultant

MARK CLARKSON OAG

MAURICE JENKINS Miami International Airport

DR MICHAEL KERKLOH Munich Airport

ROBERT GRAHAM EUROCONTROL

SINA AVȘAR TAV Airports

STEVEN THOMPSON Securitas

VELISSARIOS ELEFTHERIOU Independent Consultant

ADVISORY BOARD MEMBERS

As technological innovation continues to dominate the airport and aviation industry, International Airport Review looks at the rise in automation and how it directly impacts the passenger experience.

WELCOME

internationalairportreview.com2 internationalairportreview.com2

01 WELCOME Technological evolutionAnne-Marie McKenna, Editor, International Airport Review

04 ROUND UPWhat’s in the news

07 LEADERS’ SERIES Airport green leadership Michael Gill, Executive Director, Air Transport Action Group

08 EVENTS DIARYRound-up of industry events

09 INTERVIEW SPOTLIGHT With Clare King, Director of Events, Russell Publishing

10 AIRPORT PROFILE Hub in the heart of Europe Julian Jäger, Member of the Management Board, Flughafen Wien AG

28 AIRPORT DEVELOPMENTA Nordic success story Kari Savolainen, CEO, Finavia

31 CRISIS MANAGEMENT Tackling the spread of pathogensIlpo Kulmala, Principal Scientist, VTT Technical Research Centre of Finland

14 Cybersecurity: Full Prevention is not possibleDr Anastassia LauterbachFounder & CEO, 1AU-Ventures

18 Collaboration, information sharing and innovationAngela GittensDirector General, ACI World

21 Securing aviation by sensibly managing riskAndy BlackwellDirector, Blackwell Security Consulting

24 Next-generation security Aéroports de Paris

27 Expert Panel With industry expert participants

SECURITY In-Depth Focus

44 SHOW PREVIEWAirport Show 2017

47 CARGORevolutionising the cargo industry Arnaud Feist, CEO, Brussels Airport

50 AIRPORT STRATEGY A low-cost revolution? James Halstead, Manging Partner, Aviation Strategy Ltd

54 SHOW PREVIEWIATA Ground Handling Conference

64 ANNIVERSARY YEAR Celebrating excellence in the industry

3@IntAirport 3

Contents

56 Exploring the self-connectivity market Dr Pere Suau-SanchezCourse Director – MSc Airport Planning and Management,

60 Maximising potential to boost growthAngus McIntyreHead of Commercial, Southampton International Airport

REVENUES

In-Depth Focus

Want to be published in International Airport Review?

36 Enabling a seamless flow Wilma van Dijk

Amsterdam Airport

40 Supporting a seamless journey Roger GrayGroup General Manager of Airports, Air New Zealand

43 Expert Panel With industry expert participants

PASSENGER EXPERIENCE

In-Depth FocusInternational Airport Review is looking for

from an airport, airport operator, association or research institution and are interested in submitting an article on passenger experience, passenger

airside operations,

construction and design

[email protected]

INTERNATIONAL AIRPORT REVIEW | Volume 21, Issue 01INTERNATIONAL AIRPORT REVIEW | Volume 21, Issue 02


The editor's pick of the most interesting developments within the aviation industry

INTERNATIONAL

REVIEW

Istanbul New Airport project to generate thousands of new jobsWITH an estimated investment of €10.25 billion, Istanbul New Airport is not only the largest infrastructure project in Turkey’s history but will also generate thousands of jobs. According to the recently published Istanbul New Airport Economic Impact Analysis, the airport could provide employment for up to 225,000 people by 2025.

services, airlines, security, maintenance and repair, and food and beverage. Around 100,000 jobs could be directly created.

More jobs and economic growth are just some of the effects of the new airport. The researchers stress that the international hub will foster direct investments and innovations, stating: “There is a proven relationship between airline connections and the capacity of countries in attracting foreign direct investment.” High technology production and knowledge-intensive services are attracted by strong airline connections. Innovation centres and science parks will arise around the airport. Access to

growth of high-technology employment.

and a capacity of 200 million passengers will be possible. The airport will enhance Istanbul’s role as a bridge

between East and West; underlining the city’s tradition as a cosmopolitan, open-minded metropolis.

www.igairport.com

the European

EUROCONTROL has become

Aeronautical Information Service Provider (AISP) to

European Sky legislation regarding the provision of the European AIS Database (EAD).

The EAD is the world’s largest Aeronautical Information System (AIS) supporting the provision of European Aeronautical Information Management Services (AIMS). The aim of EAD is to ensure the availability of electronic aeronautical information of high quality. The service enables other AISPs to retrieve and download AIS

Network Manager Director, Joe Sultana, commented:

takes this invaluable service to the next level. We see EAD as an essential element of the work of the Network Manager as a whole and we look forward to seeing EAD as part of the revision of the Network Management Implementing Rule.”

www.eurocontrol.int

NATS drone safety app soars in popularity

AS the Government consultation on the safe use of drones in the UK continues, Drone Assist, a new app to help drone pilots comply with UK rules that was launched by NATS, has seen over 10,000 registered users sign up in just 10 weeks.

Drone Assist, which is powered by Altitude Angel and is available for free on the Android and iOS platforms, presents drone pilots with an interactive map of areas of

airspace used by commercial aircraft, as well as ground-based hazards that might pose a safety or privacy risk.

avoid them or exercise great caution. It also contains a ‘Fly

with other app users and the wider drone community.“As drone sales continue to rise, so too do reports

of near misses between drones and commercial aircraft in the UK,” explained Phil Banks, NATS Drone Lead. “It is therefore more important than ever for drone users to have the tools and information needed to operate safely, which is what Drone Assist aims to provide.”

www.nats.aero

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NEWS

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ICAO NACC Regional

turns 60AT a special anniversary ceremony celebrating the founding of ICAO’s North American, Central American and Caribbean (NACC)

Dr Fang Liu, ICAO’s Secretary General, remarked that the UN agency’s team in Mexico City will continue to make crucial contributions to the development of regional air connectivity over the coming decades.

“The NACC Regional

coordination of safe, secure and reliable air services, especially in light of the fact that the region is currently responsible for more than 25% of international

Dr Liu continued: “It is my

responsibility and accountability

and coordinating directly with States, ICAO can ensure seamless organisational coordination at the global and regional level, which in turn enhances the capabilities of

issues in a regional context. The

its service delivery under this new framework, and to improve cooperation among the many partners it is accredited to.

contributions to the successful implementation of ICAO’s Global Plans for Aviation Safety and Air Navigation; our upcoming Global Aviation Security Plan; and the recently adopted Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA).”

www.icao.int

LOS Angeles Mayor, Eric Garcetti, was the guest of honour at Los Angeles International Airport in a ground-breaking ceremony for the

Concourse (MSC).According to operator Los Angeles

World Airports (LAWA), the $1.6-billion

provide the nation’s second busiest airport with 12 new gates and a greatly enhanced guest experience.

It notes that the facility will

to accommodate aircraft while other terminal upgrades are underway.

“LAX means so much to Los Angeles’s economy - it’s an incredible job-creator, employing more than 50,000 people. A record 47.3 million tourists visited our city last year – that’s why we’re investing billions to make it one of the premier airports in the world,” said Mayor Garcetti.

Designed as an extension of the Tom Bradley International Terminal (TBIT), the 750,000 ft2

concourse will be located west of TBIT and connected by a 1,000-foot underground pedestrian tunnel with moving walkways. Buses will also be used to transport passengers between the concourse and other terminals. In addition, the facility will feature an early-bag storage and baggage make-up system to serve the added gates. A companion Baggage Optimization Project will also include additional baggage services to serve existing TBIT gates.

Los Angeles Board of Airport Commissioners President, Sean

Burton, commented: “This long-awaited element of LAX’s massive modernisation effort continues the transformation of LAX. With nearly

projections for more in the future, LAX is leading the nation in airport infrastructure improvement with innovative design, state-of-the-art

return LAX to iconic status and give travellers the world-class experience they expect and deserve.”

www.lawa.org

Airports increasingly adopting predictive technology A NEW report published by air transport IT provider SITA has revealed that airlines and airports are investing in new technology to predict and prepare for future events.

The report, titled ‘The Future is Predictable’, outlines the efforts being made to tackle the estimated

(AI), cognitive computing, predictive analytics and other progressive technical capabilities. SITA’s analysis reveals that half of airlines and airports are likely to adopt these

“There is a desire to remove as much uncertainty as possible during travel. Airlines and airports are focusing on technologies that will make them more responsive to

issues in their operations,” said Nigel Pickford, Director – Market Insight at SITA. “This will enable them to improve their performance and customer services.

research around disruption management. Our technology research team, SITA Lab, is currently developing disruption warning and prediction

feeds such as Twitter, to help tackle this huge challenge and reduce this tremendous cost to the industry.”

In the report, leading airports and airlines share their experiences of how they have measured performance and are moving towards predicting it.

airports are turning to the academic community to help them with predictive tools to tackle disruptions. SITA’s report discusses the research that is being carried out with scientists from the UK and U.S.

www.sita.aero

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HOST CLOSER TO PREMIUM GUESTSNorbert Kettner, Managing Director, Vienna Tourist Board

Having hosted over 14.9 million overnight stays in 2015, Vienna is not only

considered to be an international magnet for tourism, art and culture, but

also a global player in its capacity as a conference location. Almost 80 % of

Vienna’s conference visitors arrive by plane. It is for this reason that Vienna

Airport is a key strategic partner for the Vienna Tourist Board, as both are

hospitable, global, smart and premium.

viennaairport.com/closerto

7@IntAirport

Airport green leadershipWith the proper will, airports can move towards becoming one of

the main exponents of sustainability and will provide an inspiration to their communities and other industries alike, says Michael Gill,

Executive Director of the Air Transport Action Group.

MICHAEL GILL is Executive Director of the Air Transport Action Group (ATAG), the only global association that represents all sectors of the air transport industry. Its mission is to promote aviation’s sustainable growth for the benefit of global society. He was appointed as Director, Aviation Environment for IATA in November 2013, with responsibility for developing and implementing IATA’s work in the environment field, particularly in the areas of climate change, noise, biofuel commercialisation and the IATA environmental assessment programme. Prior to that, he spent six years as senior legal counsel in IATA, supporting IATA’s external affairs portfolio.

AIRPORTS are a crucial feature of most modern cities, connecting local populations and businesses to the rest of the world. They are vital to the communities they serve, generating economic growth, supporting jobs and acting as the gateway to lifelines in times of trouble. Naturally, with

an environmental and social impact. However, airports are able to take steps to minimise any negative impact that their development may have and, indeed, I believe that airports have a unique opportunity to act as leaders in their communities as far as best practice, environmental and social action are concerned.

In many parts of the world, airports are already

instituting green policies that reduce CO2 emissions and lessen any impact on local air quality. Due to the concentration of businesses and agencies at airport locations, airports have great potential to move away from fossil-based, carbon emitting fuels towards more sustainable options.

by natural gas or electricity can also have a positive

the wider city. The ATAG’s publication Aviation Climate

Solutions (www.enviro.aero/climatesolutions) highlights 101 examples of climate action taking place across all sectors of the global industry. Some of the most innovative of these solutions are initiatives being undertaken by our airports. Take,

Airport’s use of snow gathered in winter being used to cool the terminal in the summer. Or Geneva

CERN to build ultra-high vacuum solar panels which are used for temperature regulation (unlike the more common solar panels used to generate electricity).

Other green solutions at airports are far more widely used. There are, for example, over 100 airports worldwide using electricity- generating solar panels. Collectively, these generate over 400 megawatts of energy, saving a vast amount of CO2 emissions and in some places that green energy is being returned to supply other local businesses. Cochin International Airport in India has become

energy. 28 airports globally have already achieved carbon-neutrality under the Airport Carbon Accreditation programme and we hope to see many more follow suit.

How an airport connects with its local community is an integral part of environmental leadership.

local air quality issues than the aircraft operations themselves, so sustainable transport links are essential to remove any incentive to use private vehicles. Again, this is already taking place at

are required in building this into airport planning. Seamless transport systems, allowing passengers and freight to move between transport modes, are crucial in this endeavour.

As a forward thinking industry, we must build on the good work already being done to achieve the ideals of sustainable development and responsible growth. For our airports, this will not only safeguard their ability to continue to serve their stakeholders, but will show their role as drivers of sustainability in all

the economic sense, but also pursuing social and environmental improvements, by decarbonising operations and transport links and encouraging environmentally responsible ambitions like biodiversity on airport land.

LEADERS' SERIES

internationalairportreview.com8 internationalairportreview.com

april

june september

Routes Europe

2017Date: 23-25 AprilLocation: Belfast, Northern Ireland

23

If you have a diary event that you wish to publicise, or you are interested in setting up a media partnership, send

details to at

For more information about other industry events go to:

internationalairportreview.com/events

Keeping you up-to-date with upcoming events in the aviation industryEVENTS DIARY

may

Safety Flight

Ops Conference

Date: 24-26 AprilLocation: Seoul, Korea

24

SDW 2017

Date: 26-28 JuneLocation: London, UK

26 World Routes

2017Date: 23-26 September

Location: Barcelona, Spain

23

Security & Counter Terror

Expo 2017Date: 3-4 May

Location: London, UK

3

Airport Solutions

MexicoDate: 3-4 May

Location: Mexico City, Mexico

3

30th IATA Ground

Handling 2017Date: 21-25 May

Location: Bangkok, Thailand

21

Airport Show 2017

Date: 15-17 MayLocation: Dubai, UAE

15

Border Management &

Technologies Summit

Date: 31 May-2 JuneLocation: London, UK

31

ACI Europe 26th Airport Commercial

& RetailDate: 3-5 April

Location: Nice, France

3

L

AirportShow 2017

DatDate:e: 1515 17-17 MaMayyLocation: Dubai, UAE

EV ENTS

9@IntAirport

What can we expect from Airport 2017?

We expect another buzzing event with plenty of quality speakers and delegates. We want delegates to come to the 2017 event and really engage with the speakers and topics, learn about the latest challenges, technologies and solutions whilst networking with key

and peers alike.

There are a number of new features at this year’s event including brand-new tracks covering; Disaster & Crisis Management and Cross Sector Security. In addition, attendees to Airport 2017 will now have unrestricted access to all streams.

What trends are you currently seeing in the industry?

We are seeing an increase in automation within passenger processing, for example, online check-in, advances in real-time passenger information and self-bag drops. Passengers are expecting an ever more streamlined process as they navigate their way through the terminal. Self-service and

area making waves within this industry.

The on-going issue of security and screening

processes also continues to create debate and discussion. In these increasingly uncertain times where tensions between regions and terrorism are more apparent and highlighted in the media, security must remain a primary focus for airports and as such the technology is only going to become more advanced.

What is the hottest industry topic that will feature at this year’s event?

We are obviously really excited about the Airport Security and Airport IT tracks being open to all attendees and we feel that the introduction of Disaster & Crisis Management really

into airport procedures, planning and preparation.

In terms of the hottest topic at this year’s event, it very much depends on the delegate, their position and their objectives, personally I am looking forward to the session on Emerging

Threats, Beyond System-Wide Infrastructure Management and our revered Security Debate. I would like to think that with our multi-stream

joined-up event; catering for a wider audience and really equipping these industry professionals with a full complement of insight and solutions.

How do you see this industry developing over the next two to five years?

I can envisage developments in sustainability, the streamlining of passenger information and security.

Sustainability is a global

the airport industry is no

of infrastructure supporting tourism, manufacturing, exports, service and foreign investment, it is essential that as demand continues to grow,

economic but also respecting the environment.

Security (and the handling of passenger information) is

essential and with the demand for global air travel and cargo rising, airport security is being pushed to its limits in terms of passenger and cargo checks. That, coupled with the establishment of low-cost

between hub carriers, has put further pressure on security resources and capacity.

What is the most exciting part of your role as Event Director of Airport 2017?

All of it, however it is also challenging. Russell Publishing is not a huge corporate organisation, but a small- to medium-sized business which is nimble and able to adapt. We pride ourselves on

as such we have formed and developed very close working relationships with our industry partners, stakeholders and members. Russell Publishing is a growing business and as the business develops we will embark on lots of exciting new opportunities.

Event Director for Airport 2017, Clare King, discusses current industry trends and what to expect at the 2017 event.

I N T E R V I E W SPOTLIGHT

FURTHER INFO:Airport 2017 will be taking place on 12-13 September 2017 in Vienna. An Early Bird discount rate is currently available so we encourage you to book your place now to take advantage! To book your place or find out about speaking and sponsoring opportunities, please visit: www.intairportexpo.com. Alternatively, you can contact Clare directly on the following email address: [email protected]

INTER VIEW SPOT LIGHT

10 internationalairportreview.com

HIGHER passenger volumes, especially from low-cost carriers such as Eurowings and easyJet, led to a record year at Vienna Airport. The month of December 2016 was particularly strong, showing a 9.8% rise in the number of passengers. Long-haul

will be very challenging, above all due to the restructuring of the airberlin Group. Nevertheless, we expect an increase of up to 2% in the total number of passengers handled by Vienna Airport – this is partly due to the growth impetus provided by Eurowings, Austrian Airlines and easyJet.

Vienna Airport reported a total of 23,352,016 passengers in the year 2016; an increase of 2.5%

Vienna Airport set three new records in 2016. In addition to its busiest ever day (16 September 2016) and the best month ever (July 2016), Vienna Airport

its history; handling 23.4 million passengers. Thanks to the numerous

Central and Eastern Europe. Following on from the airport’s success, Member of the Management Board of Flughafen Wien AG, Julian Jäger, reveals the airport’s plans for future development.

from the number of travellers it handled in the previous year. In particular, new long-haul routes,

the part of the airlines, particularly in the low-cost segment, had a positive impact on passenger volume. In contrast, the crisis situations in Russia,

2016, rising by 4.3%, whereas the number of

movements (starts and landings) remained stable for the most part, dropping marginally by 0.2%, and capacity utilisation of the aircraft (seat load

Hub in the heart of Europe

AIRP ORT PROOFFIILLEE

11@IntAirport

factor) fell slightly by 0.8% to 73.4%. Cargo volume (air cargo and trucking) developed positively during the course of the year, rising by 3.7% to 282,726 tonnes.

New flight offeringsChina Airlines will deploy a new Airbus

between Vienna and Taipei. Thus China Airlines is

Vienna Airport on an Airbus A350. easyJet

of European cities it serves from Vienna to nine.

route between Vienna and the Russian capital of Moscow. Thanks to this increase, the Russian airline

Sheremetyevo route. With this additional route, the

to Russia has risen to 69, showing that the travel destination of Russia is recovering. The increased frequencies send a strong signal for continued growth.

Five awards for service quality in one year

granted with over the past 12 months. As well as the above award, Skytrax also awarded Vienna with a ‘4 Star Airport’ ranking. The Austrian Association in Support of the Blind and Visually Impaired honoured the high level of commitment of the airport with respect to barrier-free access by bestowing the ‘Beryll Award’, while the Airports Council International (ACI) also awarded Vienna for its ‘Airport Service Quality’.

Terminal development projectVienna Airport’s concept for future terminal development was recently presented with a focus on ensuring greater comfort for passengers, an additional shopping and food and beverage

be increased. For this purpose, the old sections of the terminal, namely the East Pier and Terminal 2, will be modernised and expanded to include new functions, such as centralised security checks for all gate areas, as well as 10,000m² of additional shopping and gastronomy space, entailing a 50%

southern side of Terminal 3 will be constructed to serve as an improved connection between the terminals, as well as to create new shopping, catering and waiting areas. The project will be gradually implemented until the year 2023.

The planning process is now beginning after a development phase of close to two years.

Culinary expertise at the airport Passengers will soon be able to enjoy the outstanding food of celebrity chef Jamie Oliver, who will be opening three of his international successful restaurants at Vienna Airport. A corresponding agreement has been signed between Flughafen Wien AG and SSP – The Food Travel Experts, which serves as the investor and operator of the three

in the future at ‘Jamie’s Deli’, ‘Jamie’s Italian’ and a free-standing bar covering an area of more than 800m² located on Level 1 of Terminal 3. The

Vienna Airport is scheduled to take place in May 2017. In addition to the famous ‘super food’, the focal point of this to-go concept is on take-away Italian dishes, while Jamie’s Italian is planned to be opened in December 2017. The free-standing bar will be put into operation by the middle of 2018,

Austria to host the internationally well-known restaurants of Jamie Oliver; providing passengers with a new and particularly high-value gastronomical experience.

Hotel investments

features the Marriott lifestyle brand, is scheduled to open its doors for guests in March 2017.

makes it possible to conveniently reach airport

The ‘Best Airport Staff

in Europe 2016’ award is the fifth service accolade Vienna Airport has been granted with over the past 12 months.

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INTERNATIONAL AIRPORT REVIEW | Volume 21, Issue 02


terminals by using the passenger tunnel.

total area of about 14,000m² will be built on the property covering 6,300m², including a Moxy food

rooms. The surrounding premises of the airport

Airport CityThe development of the airport from a property location to a multifunctional Airport City is an integral part of the airport’s strategy. Vienna

projects, boasting commercial properties of over

shopping facilities, local amenities and services such as supermarkets, a pharmacy, a health

and much more, along with optimal transport

company premises at the airport site is available to prospective clients at www.airport-city.at.

The Airport City is Expanding: Office Park 4 & Air Cargo Center ExpansionInterest in the airport as a business location continues to grow. Twelve companies with around 600 employees have set up operations on the airport site during the last 12 months and the Airport City is now operating at near full capacity with demand for additional space.

commencing following project approval by the Supervisory Board. The building will be located on the west side of the tower on the entrance road to the airport area and will enable more than

the beginning of 2020. A particular asset of the premises is the best available telecommunications and IT connectivity.

Vienna Airport is making another key investment to expand its Airport City, starting construction work on enlarging its Air Cargo Center and adding one-third more space (15,000m²). The project will be implemented at a cost of about €16 million and should be operational by the end of 2017. As part of the sustainability strategy of Flughafen Wien AG, the roof of the Air Cargo Center will be equipped with one of Austria’s largest photovoltaic facilities to generate electricity. At the present time, photovoltaic systems with an area of about 5,000m² are already installed on the rooftops of other airport buildings. The new rooftop photovoltaic plant is designed to double existing capacity. In the summer of 2016, two photovoltaic systems with approx. 2,000 solar modules were installed on the roof of a hangar as well as on the roof of an equipment hall. Construction of another photovoltaic facility is an integral part of the sustainability strategy of Flughafen Wien AG, and will involve investment of around €1 million.

Positives forecast on passenger growth in 2017The Vienna Airport site expects an increase in the total number of passengers in the range of 0-2% in 2017. From today’s perspective, initial impetus to growth is expected to be provided by the launch of

(BG) and Gothenburg (SE) by Austrian Airlines,

well as expanded frequencies and new routes on the part of Volotea, Flybe/Stobart Air, Germania, S7 Airlines and SunExpress.

RIGHT: Inside the terminal at

Vienna Airport

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A IRPORT PROFILE

JULIAN JÄGER has been a Member of the Management Board of Flughafen Wien AG (Vienna Airport) since 2011.

Prior to this he was CEO and Executive Director of

Malta International Airport, having previously been

Chief Commercial Officer and Executive Director. From 2004-2006 Julian

was Head of the Business Development Department

for the Airline and Terminal Services Segment at

Flughafen Wien AG following a three year stint within the airport’s legal department.

Security is one of the most pressing issues currently being faced by our industry, and the increase in terrorism in this sector over the past couple of years has only enhanced its importance. In this In-Depth Focus we consider emerging threats, cybersecurity and the role of technology in helping achieve a robust security regime.

IN-DEPTH FOCUS

SECURITY

© Rade Kovac / Shutterstock.com

INTERNATIONAL

REVIEW

SPONSOR:

internationalairportreview.com14

The transportation industry is becoming a high-stake target for cyber criminals. Its

systems handle large volumes of data, which could be stolen and resold on the dark web.

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IN-DEPTH FOCUS | SECURITY

With the threat of cyber terrorism only looking likely to increase in the transportation industry, renowned cybersecurity specialist, Dr Anastassia Lauterbach, considers the reasons for properly addressing digitalisation and its

the reasons why companies often face them with such little preparation; and how public and private carriers can better address the cyber risk.

ACCORDING to the IBM report Security Trends in the Transportation Industry, “risks to critical transportation infrastructure include natural disasters

as well as manmade physical and cyber threats. Manmade threats include terrorism, vandalism, theft, technological failures, and accidents. Cyber threats to the Sector are of concern due to the growing reliance on cyber-based control, navigation, tracking, positioning, and communications systems, as well as the ease with which malicious actors can exploit cyber systems serving transportation. Terrorist attacks, whether

transportation services and cause long-term sociological and economic consequences.”

Reality of the threatIn 2013 the BBC reported that police in Belgium publicly disclosed an attack on the Antwerp Shipping port, which had been assumed to have taken place over a two-year period from June

group hid cocaine and heroin among legitimate cargo, including timber and bananas, shipped in

containers from South America. The organised crime group allegedly used hackers based in

two companies operating in the port of Antwerp. The breach allowed hackers to access secure data giving them the location and security details of

lorry drivers to steal the cargo before the legitimate owner arrived.

a TV remote control so that it could be used to change track points. The teenager broke into a number of tram depots to gather the information needed to build the device, which turned the tram system in Lodz into his own personal train set. As a result, four vehicles were derailed injuring 12 people, according to Marsh Transportation Practice report published in 2015.

In 2014 hackers, who stole customers’ personal data, targeted the Chinese National Train Reservation System.

In June 2015 Polish airline LOT suggested that operations at its Warsaw Chopin Airport hub were disrupted by what the carrier said was a cyber

@IntAirport 15

Cybersecurity:Full prevention is not possible



were cancelled and another delayed. The problem was most likely caused by what is known as a Distributed Denial of Service (DDoS) attack – when a hacker deluges an organisation’s system with so many communication requests that it overloads the server, and it can no longer carry out its normal functions.

In November 2015 a cyber attack launched by a Russian APT group may have jammed Sweden’s

Norwegian publication Aldrimer.no.These examples demonstrate that alongside the

services and the government, the transportation industry is becoming a high-stake target for cyber criminals. Its systems handle large volumes of data, which could be stolen and resold on the dark web. Extortion, DDoS attacks and ransomware threats cannot be underestimated.

In this context it is not surprising that venture

According to the SITA Airline IT Trends Survey 2016, 91% of all airlines plan to increase spending on cybersecurity in the next three years.

Root causes of the risksHistoryThe internet was never built with security in mind, and its whole system is getting technologically weaker with every passing year. The reasons are simple – hardly anyone writes code or develops applications from scratch. We are still relying on computer protocols designed for openness (not security) from the 1970s and 1980s. The attacking community is systematically searching these core elements of the internet and discovering new vulnerabilities to exploit. Therewith, the whole ‘fabric’ of the Internet is riddled with holes and bypassing opportunities.

Adoption of open source‘Open source’ describes an original source code, which is made freely available and is therefore

adoption for open source programming exceeds the vetting process for many applications. Cyber experts on open source understand that in 98% of cases companies aren’t sure where they use open source or what its origins are. In the fast moving world, developers are incentivised to launch new features and functionalities, not to protect data or guard privacy. Cyber criminals can exploit loopholes in open source at supplier level without having to go directly to their target victim or organisation.

Human behaviour at work

and ignoring IT policies can often leave companies at risk. Many employees still prefer to store data on a memory stick, without thinking these devices can be easily compromised by criminals. It is also common for individuals to use multiple devices (or ‘end points’) interchangeably for work and leisure, often without substantial security settings. Although this poses a risk of data being stolen directly from portable devices, the greater concern is that mobile devices are conduits to the cloud, which holds terrabytes of valuable data. The number of new end points or access points to large amounts of data resulting from the explosion in the number of mobile devices vastly increases the challenges to securing cyberspace.

Rise of sensorsThe rise in end points is nothing compared to the coming Internet of Things (IoT). Sensors have already been embedded in cars, security cameras, kitchen apparel, and wearables. Every eight seconds 150 new devices are added online. By 2020, according to IT research company Gartner, there will

One of the negative

offshoots of the ever-decreasing cost of computing power is the ability for cyber criminals to launch increasingly numerous attacks at lower and lower costs.

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ANASTASSIA LAUTERBACH, PhD, is CEO and Founder of 1AU-Ventures, a start-up accelerator focused on artificial intelligence (AI), cybersecurity, IoT, and wireless hardware. Dr Lauterbach trains corporate boards and leadership teams in cybersecurity, AI and digital transformation and advises Fortune 500 brands in their captive ventures and start-up acceleration programmes. Dr Lauterbach has served as a director of D&B since August 2013, and is a Chairman of the Innovation & Technology Committee. In January 2016 she was appointed to the Board of Directors of eKomi, Berlin and she has served as an Advisor of Evolution Equity Partners, a PE company with focus on cybersecurity and enterprise software. She is currently a judge of the McKinsey and Handelsblatt Industry 4. Award, and Digital Awards of TMT Forum, a non-profit organisation of telecommunication carriers and their suppliers.

be 26 billion connected end points. IT provider Cisco

provider Morgan Stanley at 75 billion.

The decreasing cost of computer power Cloud and mobile technologies and the decreasing costs of computing power have caused a shift in global economies. It has never been easier to launch a business, build a product, and reach out to

of the ever-decreasing cost of computing power is the ability for cyber criminals to launch increasingly numerous attacks at lower and lower costs. These criminals don’t even need to invent malware; they can exploit existing ‘products’ that are often free or inexpensive to obtain.

Legacy ITIn spite of these easy-to-launch and execute threats, defenders generally rely on decades-old core security technologies, often cobbled together in multiple layers of point products. There is no true transparency on the situation, nor are the point products designed to communicate with each other. As a result, when attacks are detected responses tend to be highly manual in nature.

In this context, economics works in favour of the attackers. There are more dollars to steal per Internet user, be it consumer, a small business owner, or an employee at a large corporation. Today the

that uneven distribution of wealth and technology

Australia, for example, gets higher. At the heart of the cybersecurity battle is a

mathematical problem. It is relatively simple to understand, but hard to correct and prevent from happening, given the legacy of Internet architecture, vast growth in connected devices and sensors, and incentives for cyber criminals to make money.

It is expected that the number of attacks will continue to grow, and consequences will be even more costly as we constantly increase the connections of various things to the internet.

PreventionJust a few years ago, many viewed cybersecurity as a technical problem best left to the company CIO. IT departments often didn’t even employ

Today most security professionals would agree that total prevention is not possible and that cyber risk should be managed through the continual improvement and coordination of several elements in an organisation: technology, process, people, and intelligence sharing. Over the last 30 months three CEOs have lost their jobs over cyber breaches. Since then, cyber risk scored high on corporate

governance agenda, involving top leadership teams and boards of directors. It is seen as one of the most dangerous risks impacting companies’ reputation, brand, and sustainability.

Companies should have policies to address cyber risk in seven areas:

1) Inclusive top management and board discussion: Company leaders and all nonexecutive directors should be empowered for accountability for cybersecurity

2) Proactive addressing of cybersecurity in risk management: Every business decision should incorporate a review of the cyber risk at a very early stage

3) Product development with cybersecurity in mind: New products and services should be architected with cybersecurity in mind, including implications on their updates/new releases, customer care and relationship management, and ‘phasing out’ stage

4) Risk-oriented prioritisation: Companies need to cluster their IP, intangible and tangible assets for varying levels of cyber protection

5) Investment in human defences: Awareness, education and improved communication (including to and from compliance function of companies) around cyber risk is key to reducing negligence

6) Audit of third parties: Partners, M&A candidates, and suppliers should be audited for cyber risk they might bring with their infrastructure, within their products and services, or throughout their processes. In this context, risk-oriented prioritisation should apply

7) Incident response policies and procedures: Since no one company can be secure all the time, potential breaches should be ‘modelled’ and mitigation of them blue-printed.

In summary, cybersecurity is an enterprise risk, not a function for IT. Armed with an understanding of what a mature security programme could look like, companies can learn how to manage it to their best abilities. Fortunately, there are specialised solutions and companies that address every single area of cyber risk management as described above. Companies such as DFLabs, Security Scorecard, Black Duck Software, Nuro,

valuable solutions to optimise defences and better understand potential threats.



AVIATIONpolitical, operational and economic impact perspective, is also an attractive target due to

one place, including airlines, retailers, ground

passengers. This means that almost any attack will be reported in the press around the world. Airports, airlines and governments are working together to

security regime is through a layered approach.

measures so that any one particular threat is prevented by one or more of the layers. Examples include physical measures such as perimeter fences and terminal design technology such as x-ray

checkpoints; information such as passenger data and intelligence; and, people, including security

The Airports Council International (ACI) is working

help airports implement the most appropriate measures for their risk environment and infrastructure. An ACI handbook is being developed

Security Standing Committee, and there is ongoing

and management. At the same time, work is progressing in many areas focusing on the best use of technology and the opportunities that it brings for dealing with evolving threats.

Data exchange

intelligence – the ability to know about a planned event and prevent it from taking place before the perpetrators get anywhere near the airport itself. However, as intelligence is often not

issues can be a valuable tool to an airport security manager in terms of preparedness and addressing vulnerabilities.

Technology naturally

plays a significant role in the screening process, and as detection capabilities increase, a greater number of risks are mitigated.

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Collaboration, information sharing and innovation

The threat from terrorism is undoubtedly one of the biggest challenges that the aviation system faces. Angela Gittens, Director General of ACI World, explains how airports, airlines and governments must work together to develop

incorporates technology can help achieve a robust security regime.

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INTEGRATED TASK &

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FOR AIRPORTS

INNOVATIVE SECURITY MANAGER™

Incident

Management

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Universal

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Real-time,

interactive mapReports &

Statistics

Mobile

devices

Intelligence data is often captured on an ad hoc basis rather than through a coordinated, process-driven approach to information sharing and analysis. Much information is available through open sources, but challenges involve prioritisation and analytical capability. There is a renewed drive toward exchange of information between airports, airlines and local and governmental agencies to securely and systematically share incident data and intelligence. Finding and agreeing suitable methodologies will be critical to implementing an

topic of discussion at the International Civil Aviation Organization (ICAO) Aviation Security (AVSEC) Panel to be held in May 2017.

Detection

screening process, and as detection capabilities increase, a greater number of risks are mitigated. Advanced technology such as intelligent cabin baggage screening systems, body scanners and

to existing equipment and manual processes.

The joint International Air Transport Association/ACI Smart Security Programme provides an

implemented to strengthen security, increase

experience. A great deal of progress has been made so far, including changes to processes,

major airports. The solutions promoted by Smart Security

provide an improvement in detection capability from the conventional security checkpoint. Smart Security solutions already being implemented include the use of full body scanners, and algorithms to assist x-ray operators in making decisions on potential threat items.

In the coming years, we expect to see an increased capability for machines to automatically identify explosives and orthogonal technologies that can identify a whole range of threats in one piece of equipment.

Efficiency and facilitationTechnology also plays a key role in helping reduce crowds and queues, which reduces the attractiveness of the public areas of airports as a target for attack. Automated solutions such as kiosks, self-check-in and bag-drop services address this issue by providing options for passengers, and moving them swiftly to the security screening checkpoint.

Technology is not the

solution for security, there is always the human side, but it is certainly an enabler, and can assist screeners, security managers and staff with their responsibilities in ensuring a secure environment.



Solutions at the checkpoint itself, addressed by the Smart Security Programme, include Centralized Image Processing for remote cabin baggage screening and innovative lane design such as parallel divestment. With a combination of Smart Security components, airports have been able to achieve a 30% increase in throughput, again addressing the vulnerability created by crowded terminal buildings.

Looking to the future, the use of technology to manage identity will enable a truly risk-based approach to screening, as well as providing

Solutions include the use of a single token throughout the journey to identify a passenger, and many initiatives are being tested involving biometrics and mobile technologies. Video analytics

tracking and behavior detection.

IT solutions for connectivity and communication Recognising the importance of data exchange, ACI, through the World Airport IT Standing Committee, has developed the Airport Community Recommended Information Services (ACRIS) – a standard for the web-based exchange of information between airports, airlines, governments and service providers.

Current and upcoming ACRIS deployment initiatives for 2017 include:

Seamless Travel: The digital connectivity of several apps that allows access to the functionalities (e.g. travel bookings,

of several apps without the need to download all of them

of airport operations by working with the airlines to optimise the use of resources and improving the predictability

A monitoring system that manages assets and asset systems, their associated performance, risks and expenditures over their life-cycles to achieve an organisational strategic plan

A combination of technology

and services that promote an open data strategy to help automate and document API development and improve the production and accessibility between apps.

Other key initiatives are: A programme

that provides location-based services (i.e. campus wireless triangulation, video analytics, terminal beacons,

of operations and potential interactive communications

A platform that provides location and context-based information and services (for passengers, retailers, airlines, ground handlers, etc.) for all airport stakeholders

An end-to-end baggage tracking management solution that improves the passenger experience, global operations and reduces costs.

All of these advances lead to a better passenger experience, in terms of shortening waiting times and allowing for faster processing through the checkpoint, and airport security.

CybersecurityCybersecurity in civil aviation has become a hot topic for airport IT managers, airlines, manufacturers, screening authorities and for the air navigation community. As airports and aviation becomes more reliant on IT systems and are increasingly connected and networked, so cyber security becomes more critical for all stakeholders. New guidance material on cyber security is being developed at ICAO, and ACI is providing input to ensure that airports’ interests are recognised. In addition, ACI has launched a new IT Security Benchmarking tool that helps airports prioritise an action plan to mitigate their vulnerabilities from a cyber security perspective. On top of this, the ACI World Airport IT Standing Committee has created the Cyber Security Taskforce whose mandate is to engage and educate airports

to help protect airports against cyber attacks; and

protect airports.

ConclusionEach airport, country and region has its own challenges and appetite for developing technologies and innovation. While this presents a challenge in terms of creating and implementing standardised business processes and interoperable IT solutions, it also presents an opportunity to learn from one another.

Technology is not the solution for security, there is always the human side, but it is certainly an enabler, and can assist screeners, security

ensuring a secure environment. At the same time, it can provide automated options for passengers, and help make the journey a smoother, more enjoyable experience.

ANGELA GITTENS began her tenure as Director General of

Airports Council International (ACI World) in 2008. She

was formerly airport CEO for Miami and Atlanta and

Deputy at San Francisco International Airport. In

previous roles Gittens served as Vice-President, Airport Business Services

for HNTB Corporation, where she led the firm’s

practice in airport business and strategic planning. And

as Vice-President at TBI Airport Management, she oversaw the transition to

private ownership of London Luton Airport and managed

operations contracts at several airports in the

U.S. and Canada. Gittens is a Fellow of the Royal

Aeronautical Society, and has served on numerous aviation industry boards

and committees including the FAA Management

Advisory Committee, the FAA Research, Engineering and Development Committee, the National Civil Aviation Review Commission (‘the

Mineta Commission’), the Executive Committee

of the Transportation Research Board, the Airport

Cooperative Research Program Oversight

Committee and the Board of Directors of JetBlue Airways.


21@IntAirport

Despite the challenges,

much progress has been made and continues to be made to further enhance the integrity of aviation security.


WHILE 2016 proved to be another challenging year for those responsible for maintaining the integrity of aviation security, this shouldn’t overshadow

other areas. This includes not only protecting

building areas where security improvements were – and in some cases are still – much needed. The increased focus on Security Management Systems (SeMS) and development of in-house intelligence operations demonstrates that the industry is committed to maintaining the integrity of aviation security and sensibly managing risk.

Whilst it’s important to be mindful of new terrorist tactics, including cyber, which could be exploited to target civil aviation, analysing the experience of previous attacks is vital too. We know that terrorist groups, whilst innovative in their approach, will

them to improve the likelihood of success.

intelligence has never been greater.

Attacks and plotsIn February 2016 the Islamist terror group al-Shabaab claimed responsibility for a bomb attack that

Mogadishu, Somalia. One fatality was reported and this was believed to be an individual implicated in the attack. According to open source reports, the suicide

Securing aviation by sensibly managing risk

bomber and 69 of the 73 other passengers on board

was cancelled on the morning of 2 February 2016 due to poor weather conditions. This resulted in Daallo Airlines rerouting the passengers to Djibouti, where they would be transferred to a Turkish Airlines

the explosion was caused by a bomb that was “intended to kill all on board”.

Had the aircraft been at cruising altitude the attack would almost certainly have been catastrophic. Al-Shabaab said that it targeted Turkish Airlines because Turkey is a NATO state supporting Western operations in Somalia and that

and Turkish NATO soldiers who were said to be on board. Reports suggest that the improvised explosive device was concealed in a laptop carried onto the plane by a passenger in a wheelchair. CCTV recording from the airport shows two men (believed to be airport workers) giving a laptop to the wheelchair passenger. Investigators believe the bomber had some type of connection to airline or airport personnel.

A Somali Military Court subsequently found two men guilty of planning the plot and being members of al-Shabaab. They were sentenced to life imprisonment. One of the two men was a

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Andy Blackwell, former Head of Security with Virgin Atlantic and now a Registered Independent Security Consultant specialising in transport security, looks at the current trends and emerging security threats to civil aviation based on analysis of events over the past year.



tried in absentia. Eight other airport workers were convicted of aiding the plot but were not convicted of being members of al-Shabaab. They were given prison sentences ranging from six months to four years. Those convicted worked in a range of jobs

This case highlights the very real risk posed by ‘insiders’; ‘the enemy within’ and is an area where continued focus is necessary.

In March 2016 two coordinated person- borne suicide attacks in the check-in area at Zaventem Airport Brussels resulted in 17 deaths and 81 injuries. The bombs were in large suitcases. A third suicide bomber was prevented from detonating his bomb by the force of a previous explosion. His bomb was found during the course of a search of the airport and was later destroyed by a controlled explosion. Daesh claimed responsibility for the attacks. The attack highlighted the vulnerability of landside crowded places at airports.

to Cairo crashed into the Mediterranean Sea. The cause of the crash remains under active investigation, but in December 2016 Egyptian investigators announced that traces of explosives had been found on the victims. Earlier reports suggested that TNT traces were found on parts of the recovered debris from the aircraft. A criminal investigation remains ongoing.

In June, at Ataturk Airport in Turkey, terrorists killed 45 people and injured over 230 in a Marauding Terrorist Firearms Attack (MTFA), which concluded with the terrorists blowing themselves up. The attacks took place in landside areas of the airport. Turkey’s

our security forces point at the Daesh organisation as the perpetrators of this terror attack”, however no claims of responsibility have been made.

In October, at Nice Airport, France, a male threatened to conduct a bomb attack and cut passengers’ throats. He was arrested without harm being caused. The perpetrator was reported to be attracted to Daesh’s hard-core ideology and

In the same month, media reports appeared regarding attack plans targeting Schiphol Airport in Amsterdam that had links to two suspects under criminal investigation in relation to the Paris and Brussels attacks earlier in the year.

Reports were also received advising that German police had foiled a Daesh plot to attack Berlin Tegel Airport, with one male being arrested. Less than a month later, on 4 November 2016, further reports surfaced about another plot – this time regarding a male who had been arrested in connection with a bomb plot targeting an undisclosed city airport in Berlin.

December 2016 saw the hijack of an Air Afriqiyah aircraft from Tamenhint to Tripoli which was diverted to Malta. Successful negotiations led to the release of all the passengers and crew. Two hijackers said to be in possession of replica weapons claimed they wanted publicity for a new political party but the men’s exact demands remain unclear. At a recent court hearing the captain of the hijacked aircraft said that the hijackers only seemed interested in leaving Libya and wanting to go to Rome.

gunman on their way to work at Kandahar Airport, South Afghanistan. The incident highlights the risk to employees, particularly females, in some States.

people and injured six near the baggage reclaim area at Fort Lauderdale Hollywood International Airport. The male had travelled as a passenger

ABOVE: It’s crucial for aviation stakeholders

to work together to ensure terrorists cannot

exploit weaknesses in civil aviation

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23@IntAirport 23

Despite the challenges,

much progress has been made and continues to be made to further enhance the integrity of aviation security.


ANDY BLACKWELL is former Head of Security at Virgin Atlantic and during his time at the company managed many dynamic and high-profile security events. Prior to joining Virgin Atlantic he was UK Security Manager and Lead Threat Assessor with DHL. Andy has an extensive law enforcement and intelligence background with previous service with UK Customs, British Transport Police, the National Criminal Intelligence Service and the National Drugs Intelligence Service of the Czech Republic. He is now Director of Blackwell Security Consulting, which specialises in threat and risk management, resilience, transport and travel security, and SeMS development. He has been commended by the Metropolitan Police for demonstrating a high degree of professionalism and providing an exceptional level of service during a period of heightened threat against civil aviation.

from Anchorage and checked in a handgun he had lawful possession of. On arrival he recovered the weapon and used it in the attack. The suspect is

“terroristic thoughts and believed he was being

responsibility for the attack but at a bond hearing an FBI agent reported that the gunman had carried out the attack on behalf of ISIS.

FindingsAnalysis of the plots and attacks against civil aviation over the past 12 months indicates the following:

Attacks against civil aviation by Daesh directly, or by those inspired or acting in their name, have increased. Daesh’s previous interest in the sector was limited

Lone wolves featured in a number of the incidents

target civil aviation

Insiders have played a key role in facilitating some aviation attack plots

Public ‘landside’ areas are clearly regarded as viable terrorist targets

Weaknesses in security defences enabled some of the attacks to take place

A number of the attacks and potential attacks were linked to individuals with reported mental health issues.

PositivesDespite the challenges, much progress has been made and continues to be made to further enhance the integrity of aviation security.

On 22 September 2016 the UN Security Council

2309 (2016) to counter terrorism threats and declared

that all States must strengthen, both individually and collectively, aviation security measures, in order to secure a stable and peaceful global environment. The Council called on States to work within ICAO to ensure that its international security standards

the threat posed by terrorists targeting of civil

strengthening of security screening procedures and maximising the promotion, utilisation and sharing of new technologies and innovative techniques that increase the capability to detect explosives and other threats. The resolution also called upon countries to share information about possible threats and enhance international and regional co-operation to counter extremist threats. The need for collaborative approaches is clear. Joint working and partnership between key aviation stakeholders, industry, regulators and relevant external agencies is vital.

The industry take-up of Security Management Systems (SeMS), designed to encourage a risk-based approach to assurance, will help industry stay one step ahead of those seeking to cause unlawful interference.

Aviation Security capability building by governments and industry is helping to raise standards; one notable example being the EU-funded and ECAC-implemented CASE Project launched in early 2016. This project supports

Arabian Peninsula by helping to mitigate threats against civil aviation and improve compliance with international requirements. The project has a strong focus on quality control measures and aligns with SeMS principals.

Several airport authorities have established, or are considering establishing, their own in-house intelligence gathering teams. Los Angeles World Airports is pioneering in this regard and the Anti-Terrorism Intelligence Unit they established in 2014 now represents a model for others to follow. In-house intelligence gathering enables airports to obtain a rich ‘threat’ picture and supports the

picture the greater the chance of being able to sensibly manage the emerging risks.

ConclusionsEvents over the past 12 months have once again highlighted the unhealthy fascination that terrorists have with civil aviation. We’ve seen them exploit aviation security weaknesses, use ‘insiders’ and attack both ‘hard’ and ‘soft’ targets. Their persistence is unlikely to desist for the foreseeable future. SeMS-based approaches,

focusing on capability building and developing collaborative approaches will all help to maintain the integrity of aviation security.

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Next-generation security

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control gates will be trialled at Paris-Charles de Gaulle and Paris-Orly airports. The project, which will be carried out as part of the French PARAFE programme, will involve the installation of 87 e-gates at the airports.

ALMOST 180,000 passengers pass through Paris-Charles de Gaulle airport every day, with an

Terminals 2E and 2F, where 112,000 passengers are handled each day.

One of the three priorities of ADP’s Connect 2020 strategic plan is to ensure that we optimise and make the most of our facilities and organisation so as to help our passengers regain control over the time they spend at the airport. And new technology plays an important role in this; helping us to take the next steps forward, especially with regards to border control.

On 16 November 2009, ADP introduced

to pass through border control quickly and independently using their passports and

e-gates. They are unique in that, in addition to using new facial recognition technology, they are more reliable and much faster than their predecessors.

In fact, these new gates are a combination of two

facial recognition software, which has not yet been used by the French authorities.

Eighty-seven of these new e-gates will be installed in the Paris airports between now and 2021 with around half these installations taking place during 2017. To ensure this happens as quickly as possible, the ADP Group has decided to purchase the gates using its own funds at a total cost (purchase and maintenance) of €6 million.

It should be noted that in the context of the increased security measures that have been put in place since the incidents in France and Belgium, ADP is working in close collaboration with all public authorities – after all, we have a duty to ensure the highest levels of safety and security at our airports.

Gates with facial recognition softwareSome airports, including London Heathrow and Amsterdam Schiphol, are already using this type of gate.

A trial of the facial recognition technology is currently underway at two checkpoint clusters at

AÉROPORTS DE PARIS’ CONNECT 2020 PROJECT PARAFE (in French) stands for AuIn order to address competitiveness, attractiveness and growth challenges the ADP Group established three priorities for the 2016-2020 period, collectively known as the Connect 2020 Project.

These priorities, which encompass the Group’s various activities, are broken down into nine commitments which ADP is making to all stakeholders (airlines, passengers, employees, shareholders, local areas and authorities), thus assuming its role as an integrator to connect all players to enhance the competitiveness of the air transport sector and the local areas.

The nine commitments are to: Ensure operation performance Enhance structural performance Improve financial performance Become the first choice for its customers Encourage the development

of employees

Promote the Group’s brand Become an integrator of solutions Grow with territories Conquer new markets.

To find out more visit: www.parisaeroport.fr/en/group/group-strategy/strategy

LEFT: The PARAFE e-gate in operation

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Sas Vision Box in Terminal 2E-F (for transit passengers)

Sas Morpho in the 2A-2C connecting building (for departing passengers).

When using these latest-generation PARAFE e-gates, passengers will no longer need to place

instead just look into a screen. The system will assess the similarity between the passport photo and the facial image on the screen. Naturally, if the

of a passenger, it will send an alert to the border police agents who will arrive promptly to speak to this person.

The results of this trial should be available during

public authorities to decide whether or not to approve the roll-out of this technology. Regardless of their decision, the new e-gates will be compatible

facial recognition.The use of the PARAFE II system would help

achieve the dual objective of improving passenger

high level of reliability.

ABOUT PARAFEPARAFE (in French) stands for Automated Fast Track Crossing at External Schengen Borders.

In accordance with European Union provisions, this system was approved by Decree on 3 August 2007 and meets the challenges of a modern and efficient administration in its service to the public. With this facility, passengers can, if they wish, cross the border using automated passport control. Using biometric authentication technology based on fingerprinting, this system makes it possible to carry out border crossing formalities simply, quickly and without any hold-ups. It is an extremely practical alternative to the manual controls used at present.

The PARAFE system is free of charge and entirely voluntary. The system can be used by any adult passengers who are citizens of the European Union, European Economic Area (EEA) or the Swiss Confederation, and who are in possession of a current machine-readable passport. Before use, passengers need to register on a specific national database. Citizens of non-EU countries who reside in a European Union member state and who hold a residence permit marked ‘family member of European Union citizen’ can also register. Holders of French biometric passports can use PARAFE immediately with no prior registration.

To find out more visit: www.parafe.gouv.fr

Today ADP deploys the very first next-generation e-gates. In addition to using new facial recognition technology, they

are more reliable and much faster than their predecessors.


27@IntAirport

PARTICIPANTS

CEO & President, Innovative Business Software A/S

JENS MIDDELBO OUTZEN

CEO & Founder, 1AU-Ventures

DR ANASTASSIA LAUTERBACH

Director, Blackwell Security Consulting

ANDY BLACKWELL

Director General, ACI World

ANGELA GITTENS

OUTZEN: Airport security has become increasingly important, both as a consequence of a high threat levels, and as a result of the growth in passenger numbers. The goal is to make sure that passengers

demands are placed on prevention, protection,

and collection of documentation for analysis.There is no technical solution that solves all these

issues so it is necessary to incorporate the security aspect in all stages. Technologies such as scanning and detection, alarm and video systems, access control, video intelligence and facial recognition are all small pieces of the whole picture.

However, the more data collected, the harder it becomes to get a comprehensive picture of the current security situation. And thus there is a major challenge to ensure all existing information is collated in a single system, which can provide a real-time overview of the current security situation

events that have occurred. Furthermore, the system should collect and document both events and the action taken in connection therewith, so the lessons

increase security for travellers.

LAUTERBACH: Airports are highly complex;

management, higher capacity aircraft and

Legacy IT, multiple end point standards and the myriad of partners engaged in daily operations complicate the task even further. Picking the right vendors and ensuring internal talent is up to speed on new threats, technology solutions, and implementation bottlenecks is not just a task for an IT organisation. Leadership teams should also understand what kind of problems technologists and security personnel try to solve, why they choose one scenario over another, and get engaged in prioritisation discussions.

In the near future airports will have Chief Data

insights into what kind of information can and should be collected and what technologies can

dialogue with data-focused providers will be required to contribute to a balance between safety

BLACKWELL: The persistent targeting of airports by terrorists and other criminals drives a need for agile intelligence gathering and robust threat assessment, which will enable informed security judgements to be made. In addition to keeping known security risks under review, it’s also important to consider what new attack methodologies may emerge in the future and the potential mitigation opportunities.

The increased uptake of Security Management Systems (SeMS) within the aviation sector is a positive. SeMS helps improve security culture, encourages a risk-based approach and shows security as an enabler not constrainer of business activities.

We know that those with sinister intent will invariably seek the path of least resistance therefore we need to make airports a hostile environment for them. The more airports are able to identify weaknesses in their security delivery, the greater the chance that remedial measures can be implemented and vulnerabilities reduced.

GITTENS: We are all part of a society that has seen the continued evolution of threats to security. Airports face similar challenges to other modes of transport and public spaces, such as attacks on crowds of people that focus on causing maximum economic and social disruption.

With growing passenger numbers and limited

security and implement measures to minimise the impact of attacks, reduce the attractiveness of the target and improve our detection capabilities, such as focusing on the facilitation of technologies to help people move through the airport faster.

funded to enable adequate resources to be put in place, and encourage innovation in equipment capability and checkpoint design, including

between all stakeholders is critical.

As part of our Security In-Depth Focus, International Airport Review asked our Expert Panel: What is the biggest challenge for airport security at the moment?

EXPERTPANELIN-DEPTH FOCUS | SECURITY


BACK in 2013, airport operator Finavia launched a nearly €1 billion development programme to strengthen Helsinki Airport’s position as a

Helsinki Airport has seen favourable market development in recent years. The number of transfer connections has increased by more than 75% within the last 10 years and according to ACI Europe,

Nordic countries to various parts of the world. The development can also be seen in passenger volumes, with the airport’s annual passenger number

With an immense development programme which, once complete, will see the airport’s terminal size increase by 45%, bridge gates for wide-body aircraft double, the creation of 5,000 permanent jobs and enable the airport to hit the 20 million annual passenger mark by 2020, Helsinki Airport is fast becoming one of Europe’s most important transfer hubs. Finavia CEO, Kari Savolainen, reveals the airport’s plans.

Terminal extension: First wing completed by summer 2017Since the launch of the development programme, Helsinki Airport has already seen many improvements. There is more self-service capacity in the departure hall, e-gates and other digital services at the gate area, more parking spaces and

the terminal, to name a few examples. In addition, thousands of hours of preparatory work, such as demolition of old buildings and rock mining, has been done at the airport’s apron area, and new facilities and areas have been built.

success story A Nordic

A IRPORT DEVELOPMENT

29@IntAirport

Finavia wants to not only provide Helsinki Airport passengers a smooth and pleasant customer experience, but also create new experiences. The airport’s aim is to establish a setting for an

We want our passengers to want to come back to Helsinki Airport, recommend us to their friends and maybe have a stay in Finland during their next trip.

Helsinki Airport already has, for example,

passengers can experience a snow storm or have

enjoy a photography exhibition or pick a book from the airport’s Book Swap station. Tired passengers can take a nap in the Finnish GoSleep pod or relax in the most Finnish place possible – a sauna. What passengers are to experience in the new central plaza remains to be seen.

The development programme’s later stages include plans to expand Terminal 2 to the area currently used for parking and public transport. This would provide more space for check-in, security control and baggage operations, allowing the airport to concentrate all departure and arrival services to a single terminal.

Altogether the development programme will expand the current terminal by over 100,000m2. The apron area will be renovated over an area of 330,000m2 – the size of 65 football pitches. The number of bridge gates for wide-body aircraft will be doubled from eight to 16 and baggage handling capacity will increase by 50%.

Both environmental and social responsibility issues have been taken into account throughout the development programme. Helsinki’s aim is to provide safe and economic operation of airports

as little as possible. We have, for example, reduced emissions by optimising the heating system and air conditioning of buildings, installing geothermal systems and renewing lighting systems. Emissions have reduced in recent years so much that Helsinki Airport and six airports in Lapland were admitted to the ACI’s Airport Carbon Accreditation programme.

In addition, Helsinki Airport is among the greenest airports in Europe when it comes to landings, with 60% of landings at Helsinki Airport employing the Continuous Descent Approach that is green landings. Green landings result in savings in fuel, reduced CO2 emissions and reduced aircraft noise.

The employment impact of Finavia’s development programme is 14,000 person-years. The programme will create roughly 5,000 new permanent jobs at the airport. The ground rule is

But the best and biggest is yet to come. During the next few years Helsinki Airport will be even more visibly improved and following an extension will see terminal size increase by an impressive 45%.

The terminal extension will enable the airport to serve 20 million yearly passengers by 2020. Our strengths, such as short distances, short

service level will be maintained and enhanced and all services will remain under one roof and easily accessible.

Finavia has laid out a staged approach to the development programme which will enable Helsinki Airport to manage possible risks and react to

The current phase consists of the terminal

so called south wing, is estimated to be completed during late summer 2017. Construction has now also begun on the airport’s

large central plaza, which is scheduled to open in late 2018. The central plaza alone will bring 25,000m2 of new passenger and baggage facilities to the airport.

The central plaza, used by departing and arriving long-haul passengers, will be the heart of the terminal expansion. Modern security control, shops, restaurants and new services, will be located around the plaza. As an architectonic space it will be impressive, and very Finnish.

The programme will create roughly 5,000

new permanent jobs at the airport. The ground rule is that for every one million new passengers there will be 1,000 new jobs at Helsinki Airport.


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that for every one million new passengers there will be 1,000 new jobs at Helsinki Airport.

At the moment, Helsinki Airport employs some 20,000 people in more than 1,500 companies.

Growth from AsiaHelsinki Airport has become one of the key air

between Europe and Asia. It is ideally located, providing the fastest and shortest route between the continents. In addition, it is among the biggest airports in Europe when measured by the amount

Japan of any European airport and for routes

certainly Helsinki’s biggest source of growth. China is also in sharp focus. In recent

years Helsinki Airport has seen an increase in the number of Chinese passengers: between 2014 and 2015 the increase was an impressive 50%. Between 2015 and 2016 there was a steady 7.5% growth and this is expected to continue.

Since many Chinese passengers are travelling

have developed various services especially for them, doing our best in making them feel as welcome and comfortable as possible.

Finavia has, for example, launched a successful Chinese-speaking guide service to Helsinki Airport, enabling Chinese passengers to receive personal service in their native language in matters such as

departure gate, where to buy Finnish souvenirs and what payment methods to use. In addition, Finavia has increased the amount of Chinese signs in the terminal and Helsinki Airport’s presence in Chinese social media.

KARI SAVOLAINEN has been the CEO of Finavia

Corporation, which operates 21 airports in Finland,

including Helsinki Airport and Lapland airports, since

January 2012. He has a strong career background in management, logistics and IT at the logistics and

port operator, Steveco Oy, Finnish Post Corporation

(Itella), Finnlines Oyj and Kymmene Oy.

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programme with Beijing Airport, resulting in deeper understanding of Chinese service culture and needs of Chinese passengers. First shops at Helsinki Airport now accept AliPay as a payment

European airports to accept AliPay. China UnionPay is accepted almost all around the airport.

Record-breaking year for FinaviaYear 2016 was a record-breaking year for Finavia in many ways. Not only did the Helsinki Airport development programme take a big leap forward with the beginning of terminal expansion, but also passenger volumes rose to the all-time-high and Lapland experienced the busiest winter season of the decade.

Helsinki Airport reached 17.2 million passengers

reached a record as well, thanks to over 500 charter

2016 alone. Lapland has become a very popular destination

not only among the Chinese, but also other passenger groups. This winter season has been the busiest for us since 2007. Various airlines, such as Lufthansa, Germania, Monarch and Norwegian,

increasing Lapland’s attractiveness and accessibility to a whole new level.

One of the most important strategic events for Finavia last year was Qatar Airways launching its operations at Helsinki Airport.

Last year’s development and record numbers

a very hot topic around the world right now with Forbes and National Geographic listing the country as one of the must-see destinations of 2017. This is naturally great news for Finavia and we cannot wait to welcome new tourists to visit us.

ABOVE: Inside the terminal at Helsinki

A IRPORT DEVELOPMENT

31@IntAirport

GLOBALISATION and the continuing growth of

infectious diseases. In 2015 there were around 3.4 billion passengers, of which 44% were international. Aviation transport is expected to increase in the future at a rate of approximately 5% annually, which means that the number of passengers will double within 15 years. At airports infected people can spread pathogens exposing

infectious microbes. Therefore, infectious disease

during air travel and at airports.A literature review revealed that there are

no reported cases of potentially pandemic diseases transmitted at airports. The paucity of published data that transmission occurs in transport hubs may in part be due to the rapid dispersal of travellers from such locations, hence an inability to identify the hub as the place where the transmission event occurred. Despite this, it is important that precautions are taken to protect the safety of passengers and

crowded environments with transient occupants

Diseases and their transmission routes

it is important to know how germs can spread in a transport hub environment. Infectious diseases that cause serious health problems are transmitted in

environment are inhalation of infectious aerosols (airborne); droplet transmission; and direct and indirect contact transmission. Examples of possible infectious diseases and their characteristics are shown in Table 1.

Respiratory infections can be spread when an infected person sneezes or coughs emitting a droplet spray of saliva and mucus. The pathogen containing droplets are propelled a short distance (up to one metre) through the air and expose nearby persons. Droplet transmission occurs when the pathogen-laden particles travel directly from the respiratory tract of an infected individual to mucosal surfaces (in the eyes, nose, mouth and respiratory tract) of a susceptible person. The large droplets can also land on surfaces and contribute to indirect contact transmission. The airborne transmission is caused by the inhalation of small respirable size aerosols. These aerosols may contain infectious agents that can reach deeper places in the lungs, potentially initiating infection. Owing to the fact that

Tackling the spread of pathogens

The continuous growth of global travel facilitates the quick and sometimes uncontrollable spread of naturally, or intentionally released, person-to-person transmissible pathogens around the world. Airports contribute to the potential spread of disease owing to the high number of passengers from across the world coming together in enclosed spaces, with high contact rates and several hand touch surfaces. Principal Scientist at the VTT Technical Research Centre of Finland, Ilpo Kulmala, provides an overview of the EU-funded PANDHUB project, which aims to minimise the transmission of infectious diseases in transport hubs.

For efficient prevention

and mitigation measures, it is important to know how germs can spread in a transport hub environment.

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CRISIS MANAGEMENT


the smallest aerosols are more concentrated nearer their source, they are more likely to transmit over short distances than long.

Many respiratory diseases have been found to have higher transmission rates when susceptible individuals are in close proximity to the infectious person: up to 1-2m. Within this short range, the susceptible person has a substantially greater exposure from the directed respiratory spray, consisting of both inspirable large droplets and respirable aerosols, thus maximising inhalation exposure to small particles and inspirable droplets. The time dependent exposure of nearby persons is illustrated in Figure 1.

FIGURE 1

ABOVE: Principle of a close range exposure

to respiratory aerosols. The presented times are

indicative and depend on the distance between

the persons

MICROBESURVIVAL TIMES

NON-POROUS SURFACE

SURVIVAL TIMES POROUS SURFACE

INFECTIVE DOSE

Influenza A virus 24-48h 8-12 h 100 to 1 000 viral particles

Respiratory syncytial virus (RSV) 6 h 30-45 min 160 to 640 viral particles

Ebola virus 11 days * 1 to 10 viral particles

Parainfluenza virus 10h up to 4 h

Unknown; however, evidence exists that the infectious dose is small

(≥ 1.5 viral units)

Norovirus 56 days more than 40 days 10 viral particles

Yersinia pestis 3 days up to 5 days** 100 to 500 organisms

Bacillus anthracis (spores) *** more than 10 years** 8,000 to 50,000 spores

Salmonella 4 days 1-4 h at least 100,000 organisms

Campylobacteria 4 h 1-4 h less than 500 organisms

Staphylococcus aureus (MRSA)

days to weeks, at least 4 days

less than non-porous surfaces

at least 100,000 organisms

Survival times and minimum infective doses of selected microbesTABLE 1

* Ebola virus in body fluids (such as blood) can survive up to several days at room temperature (CDC 2015)

** On surface of paper

Direct contact transmission can occur when germs are transferred from an infected person to a healthy person via direct physical contact with blood

then mucosal surfaces of the eyes, nose or mouth. Hard surfaces are major contributors to disease

microbes from hard and smooth surfaces to hands are much higher than from soft surfaces. Depending on the virus or bacterium, survival time

up to 15 minutes and norovirus up to several hours. It has been observed that people in public transport environments touch their faces an average of 3.6 times per hour, and common objects an average of 3.3 times per hour. This rate of self-touching means that people are likely to get germs on their

Furthermore, many of the microbes survive long enough to allow transmission.

Hot spots

environment where the risk of disease transmission is at least transiently increased due to favourable conditions for transmission, or by human behaviour. They occur along the passenger journey as hubs

the potential sites for hot spots within a hub will vary in accordance with the microbe. For example,

are formed by a high density of passengers, as well as frequently touched surfaces. Figure 2 shows

in passenger density and the time or speed of

exposure, particularly for droplet transmission.The hot spots for droplet and aerosol

transmission are related to places where the passenger density is over 1.5 people per m2. Such crowding at airports may occur in entrance halls near ticketing kiosks, check-in counters, queues for security check and border control, and in gate areas when boarding the aircraft. The most potentially ‘hot’ spots for indirect contact transmission are surfaces frequently touched by passengers, such as touchscreens of self-service automats; bins for carry-on items at security checkpoints; luggage trolley handles; handrails and lavatories; and the passport control self-service automats. In general, viruses and bacteria survive longer on non-porous, water resistant surfaces, such as stainless steel and plastics, than on porous surfaces, such as fabrics and tissues: exemplary

CRISIS MANAGEMENT

33@IntAirport

The PANDHUB ProjectThe aim of the PANDHUB (Prevention and Management of High Threat Pathogen Incidents in Transport Hubs) project is to create an integrated toolbox that aids transport operators, and other relevant actors within transport hubs, in their development of pandemic and dangerous pathogen preparedness response plans. The project seeks to address the extraordinary aspects of emergency preparedness and response planning, which are specific to serious natural or deliberate release pathogen threats.

The three-year project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement no 607433. It will run until 31 October 2017.

Find out more at: http://pandhub-fp7-security.eu/

survival times are presented in Table 1. In addition to the surface type, temperature and relative

rate on surfaces.The ventilation system of transport hubs may

contribute to the spread of naturally occurring or

this happens depends on the characteristics of the

with inadequate ventilation increase the risk of airborne infection.

Measures to reduce infection riskA major factor in the transmission of infection is the mixing of infectious and susceptible individuals.

level of crowding may be the key characteristics that determine the level of risk. The mitigation measures to reduce the transmission risk are thus aimed at mitigating the strong mixing and close proximity of passengers to each other, especially during peak hours.

Infection prevention strategies can usefully be categorised by means of a three level hierarchy of administrative (workplace), environmental, and personal (personal protective equipment/hand-washing) control measures.

principles for infection control in transport hub

Adequate ventilation to reduce airborne concentrations (environmental control)

Exclusion of symptomatic persons (administrative control)

Separation of international and domestic travellers (administrative control)

Interpersonal distancing (administrative and personal control)

Measures to reduce indirect contact transmission (administrative and personal control).

Since passengers themselves play an important role in the spread of infectious diseases, their behaviour

is critical in controlling the spread. In order to prevent germs from spreading to others, passengers should cover their mouths and noses with a tissue when they cough or sneeze, or cough into their elbow if tissue is not available. The contact transmission route can be cut by maintaining good hand hygiene and avoiding touching one’s face (eyes, nose or mouth). The risk for droplet and airborne transmission can be reduced by avoiding crowds and close contact

The infection prevention principles will be used in the PANDHUB project as a framework for developing infection control guidance in the form of simple, practical, operational infection control recommendations and guidance for transport hub operators and employees, and practical guidance for passengers, which are proportional to risk. The guidance will capture the key infection control principles to facilitate a uniform, rational, proportionate approach, based on evidence where this exists. In summary, it can be concluded that under normal situations the risk of getting a serious disease in a hub airports is low. However, to prepare for pandemics or high threat pathogen incidents it is important that proper precautions are taken to protect the safety of

DR ILPO KULMALA is a Principal Scientist at VTT. He has over 30 years’ experience in the field of ventilation and contamination control. He is currently the coordinator of the EU funded PANDHUB project aimed at prevention and management of pandemics and high threat pathogen incidents in transport hubs.

FIGURE 2

ABOVE: Passenger processes at airport and potential hot spots for influenza transmission


Today’s ‘connected’ passenger expects to be able to glide seamlessly through the airport without their safety becoming compromised. As such, the passenger experience is becoming an increasing priority for the airport and airline industries alike. In this In-Depth Focus we look at the rise in automation.

IN-DEPTH FOCUS

PASSENGER EXPERIENCE

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THE airport’s ambition is to become ‘Leading Digital Airport’ in 2018 and the biometric boarding

the new security lane deployed in 2015 are some of the results from the airport’s collaboration with Dutch airline, KLM, and the Dutch government over the past few years. A trial is also currently taking place with a hand baggage scanner that allows passengers to leave laptops, liquids and gels in their bags during the screening process. Innovative technologies will be tested regularly in the coming period and subsequently rolled out if trails prove successful.

Biometric boarding By registering their own biometric markers before a trip, travellers will be able to go through each checkpoint smoothly and automatically, in a

Schiphol Amsterdam Airport and its partners are continually implementing innovations and smart ways to improve travel convenience. To enable a smooth passenger process whereby the required checkpoints can be passed easily, quickly and document-free, the airport has embarked on an innovative Digital Airport Programme, which includes changes to the security process and a biometric boarding trial. Head of Safety, Security and Environment, Wilma van Dijk, reveals more.

a convenient and comfortable travel process while at the same time boosting process speed and

From the moment they arrive at the airport until

various checkpoints at Schiphol, handing over their passports and boarding passes each time.

through Security Control, crossing the border or boarding the plane, passengers have to present their ID at every turn. Checkpoints are essential and in some cases required by law. They ensure that a passenger’s suitcases are loaded onto the right plane, provide access and enable them to cross the border, and also safeguard security. But checkpoints can also be a source of queues and stress.

Advances in technology and IT are paving the way for us to one day innovate this process into

implement biometrics to achieve a smooth process

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Enabling a seamless

Together with the

National Coordinator for Security and Counterterrorism and KLM, Schiphol is testing two new scanning devices for hand baggage.

IN-DEPTH FOCUS | PASSENGER EXPERIENCE

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SYSTEMS

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checkpoint to the next. To use biometrics, travellers

boarding pass and passport upon arrival at the airport. After this single scan they can complete all the requisite steps at the airport quickly and

This means they spend less time queuing and have more time for leisure.

step of the way. Participation is voluntary therefore the traveller can decide which information he or she wishes to share with Schiphol. Travellers may choose to store their data in a virtual ‘biometric safe’ that they can ‘unlock’ by using their biometric marker whenever travelling via Schiphol. Naturally,

handles information shared by passengers with all due caution.

airlines (concerning the boarding pass) and the national authorities (concerning the passenger’s passport). This innovation yields advantages for them, too. By automating process steps we will be better able to cope with growing passenger

personalised service. Data from the checkpoints

will supply more precise and real-time information, pinpointing where travellers are in the travel process. Airlines can then fast-track late passengers

available earlier in the process, the Royal Netherlands Marechaussee will have more time to conduct extra checks where needed, for example.

Schiphol, for its part, will be better able to supply its partners with more adequate information, maximise the limited amount of space available

we will be able to simultaneously improve the passenger experience, make our processes more

Hand baggage screening Together with the National Coordinator for Security and Counterterrorism and KLM, Schiphol is testing two new scanning devices for hand baggage. Again this trial is another way Schiphol is attempting to harness innovative digital developments to make ongoing improvements to the traveller experience.

For the trial, passengers can leave their liquids and gels (LAGs) and laptop in their bags. The software in the scanning devices makes it


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of the hand baggage 360 degrees on all axes on a screen; enabling them to view it from all angles and closely inspect it for prohibited items.

The pilot project will take place in two security lanes: one in Departure Hall 3 and one in Transfer Filter E/F, where transfer passengers are checked. The passengers will receive an explanation and instructions on the spot.

Passengers will still have to put their LAGs in a resealable, plastic bag with a volume of not more than 1-litre, with none of the containers in the bag

the pilot project is being carried out, passengers will then receive a separate instruction – that the 1-litre bag containing LAGs may remain in their bag.

out whether the screening process can be made

simpler and faster for passengers. If everything goes according to plan and the pilot project is completed successfully, Schiphol will gradually introduce these new and innovative hand baggage scanning devices in all 67 security lanes through 2017 / 2018.

Schiphol is working continuously to improve the security process, with the aim of making the security check more pleasant and more comfortable for passengers and ensuring

The collaboration with the National Coordinator for Security and Counterterrorism and KLM over the past few years has, among other things,

security lane in 2015.

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WILMA VAN DIJK has been Head of Safety, Security and Environment at Schiphol Amsterdam Airport since October 2015. She began her career at the Dutch Ministry of Justice where she held various positions. In 2009 She was appointed as Director Civil Aviation Security at the National Coordinator for Counterterrorism (current NCTV). In 2011/2012, Van Dijk was one of the quartermasters in the development of the current NCTV, where she held the position of Director of Monitoring, Securing and Civil Aviation from 2012 to 2014. During this period she was also Project Director Safety Throne Change and Project Director of International Conferences such as the Nuclear Security Summit and the Global Conference on Cyber Space.

THE BENEFITS OF CENTRALISING SECURITYBack in 2015 Schiphol Amsterdam Airport switched over to central security and now uses five large central checkpoints rather than the original 130 security lanes located at the gates. As a result of this overhaul Schiphol now offers a more efficient and service-orientated security process and increased pier space.

In order to enable this transition, the terminal underwent a major overhaul which included an extra floor being constructed in Departure Halls 2 and 3 to accommodate the new checkpoints. On piers E, F and G an additional level was built in order to separate various passenger flows. In total Schiphol now has three security checkpoints for departing passengers and two for transfer passengers. As well as enhanced comfort and efficiency, the new security concept also anticipates the airport’s future growth changes with regards to new regulations and new technological developments.

Commenting on the transformation Jos Nijhuis, Chief Executive of the Schiphol Group, said: “This is a milestone in the renovation of the terminal. It means greater comfort for passengers and a more efficient process for the airlines.”

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IMAGINE an airport where everything is self-service, from the moment a customer checks in and

becoming reality at many airports around the world, with digital technology changing the way customers experience our airports. Traditional check-in counters and their snaking queues are an increasing rarity since mobile and online check-in and self-service kiosks started giving customers the tools to take control of their journeys.

Self-service has revolutionised check-in and Air New Zealand took this a step further in December 2015 by introducing automated bag

Auckland International Airport.We wanted to complement our mobile and

online check-in and kiosks with automated bag drops to create a complete self-service experience

front of house teams to emerge from behind the check-in counter; meaning they can interact more freely with customers and support them through the process if they need help.

The automated bag drop technology has security and safety features, similar to that of SmartGate

(or eGate) passport control facilities. They have been designed to replace traditional check-in counters and 13 of these units are now operational at Auckland International Airport.

How it worksAir New Zealand’s automated bag drops and biometric technology are at the cutting edge of self-service, and they support our strategy of empowering customers and creating a more seamless airport journey.

The biometric innovation is an example of technology improving the customer experience. It speeds up the check-in process and improves security by using face-to-passport recognition when customers arrive at the automated bag drop.

Passengers place their heaviest bag on the scale to be weighed and use a touchscreen to scan their boarding pass and passport. Their identity is

biometrics with that of their passport. The bag drop facility also takes a picture of the

bag using imaging technology. This has the added

heading to a particular aircraft and helps to locate mishandled bags.

Air New Zealand’s

automated bag drops and biometric technology are at the cutting edge of self-service.

Customers expect to be able to manage their own journeys with the help of the latest technology and apps. To keep up with the ever-changing digital world, Air New Zealand embarked on a revolutionary self-service initiative. Group General Manager of Airports, Roger Graybiometric bag drop installation at Auckland International Airport.

Supporting a seamless journey


A key design feature is the side-loading of bags, which is much easier than front loading and provides a safe and clear area for customers. This side-loading design also provides a less intimidating user experience for customers who are not familiar with the technology.

Bags are automatically checked by weight, dimension, volume and shape. Anti-intrusion systems use patented technology to prevent customers from being trapped in the unit and also protect the integrity of the weighing process. A series of light curtains provide security by detecting people or objects entering the conveyor

problematic bags or multiple bags. Once a customer’s bag has been processed, the

bag tag is activated and the bag proceeds through to the airport’s baggage handling system.

Behind the scenesAir New Zealand contracted ICM Airport Technics, a world-leading company in providing automatic

bag drops and baggage handling solutions to airports and airlines, to install the automated bag drops. ICM partnered with Morpho (Safran) Identity and Security, a leader in biometric and digital identity solutions. The companies worked together on this biometric bag drop solution so that Air New Zealand customers could check in their baggage by themselves without having to queue at check-in.

The resulting product has vastly improved the bag drop experience at Auckland International Airport over the past year, and the team has made some enhancements to make the technology even easier for customers to use.

ABOVE: The automated bag drop facility uses biometric technology; speeding up the check-in process and improving security

BAG DROP FACTS Air New Zealand’s automated bag drops have

inducted one million bags in the year since they were installed at Auckland International Airport

The bag drops induct an average of 80,000 bags every month

December 2016 was a record month for the automated bag drops with 100,259 bags in total

23 December 2016 was the busiest day of the month with more than 4,200 bags processed

It only takes around 60 seconds to process a customer’s bag using a bag drop



Technology, however, is only as good as the people who use it, so Air New Zealand’s front of house teams have also been on a journey of change whilst adopting the new bag drop technology. Training and digital support

handling the technology and championing it with customers.

Digital transformationCustomers expect to be able to manage their own journeys with the help of the latest technology and apps. This means we are constantly innovating to keep up with an ever-changing digital and connected world.

The automated bag drops are just one element of a wider front of house upgrade and innovation programme to digitilise the airport experience. This included overhauling the layout of Auckland International Airport’s check-in areas so the front-of-house teams can move more freely around the space and support customers, instead of standing behind a counter or computer.

Since introducing automated bag drops, Air New Zealand has started rolling out Bag Drop Lite to regional airports around New Zealand. This self-service innovation for bags enables our regional customers to simply scan, drop and go.

We have also designed Accelerated Boarding Control consoles so that customers can scan their own boarding passes. This self-service innovation has sped up the average boarding time for each customer from eight to between two-three seconds, which means gate agents can operate multiple gates at any one time. This will be rolled out across the network.

Another digital game-changer is Air New Zealand’s new Airband™ which has revolutionised unaccompanied travelling children. This wristband is embedded with technology that triggers text messages to parents or guardians letting them

ROGER GRAY heads up Air New Zealand’s global airport operations. After

20 years in the Australian Army, he managed venue operations at the Olympic

Logistics Centre for the Sydney Olympic Games.

He later moved to New Zealand and has worked

in senior management positions at Goodman Fielder,

Quality Bakers New Zealand and Blue Star Printing.

know where their young one is along their journey.

The Airband™ has replaced a paper system with one that sends real-time information.

Air New Zealand’s lost and found property app is another important innovation that makes it faster to track down lost items by highlighting potential matches between items and their owners. This has eliminated the need for manual processes and increased the airline’s repatriation rates for lost property from 15% to 50% in one month alone.

made in the disrupt management system to communicate with customers through the Air New Zealand mobile app, by text message

delayed. This includes a suite of messaging tools with the simple principle of allowing team members to focus on writing the message and letting the system worry about how to get the message to the customer. We now send 60,000 messages to customers every month, including automated travel

ticket events. Another channel is our manual travel updates that allow the team to send personalised updates to selected customers. We have added self-service to some of these updates with a link for

if they wish.

These new self-service options and the technology for bag drops as well as the rest of the airport experience are a huge leap ahead from the days of paper tickets and queues at check-in counters. The aviation industry needs to lead the charge into this bold new digital world, and keep innovating to stay relevant and make the customer experience faster and easier. Ready or not, the future of travel is here.

RIGHT: A close up of the bag drop’s touch screen


43@IntAirport

McGREGOR:

being reunited with their bags. It’s the potentially disagreeable step before you can either go home, start your vacation, or get on with your business.

The challenge is complex on both the physical and the logical levels – a baggage handling system (BHS) is a sorting system for a wide range of bag types connected to physically distant inputs and outputs, driven by a control system that must respond dynamically to weather delays, changing

As the way airport networks are run changes and passenger habits evolve, the BHS designed yesterday is required to be able to maintain performance levels for today and tomorrow. The simple logic behind the phrase ‘how hard can it be to get my bags from the plane to me in a reasonable time?’ ignores many of the challenging requirements to which BHSs must

face of constantly changing operating conditions. A successful BHS makes itself invisible to the traveller through its timely and reliable performance, and adds much to the reputation of the airport by being forgotten.

HAWTHORNE: In recent years we have looked to technology to help us streamline the customer experience. The rise of automation is giving customers more control over their journey – from when to arrive at the airport and check-in to what they want to experience; whether that be relaxing in the lounge or selecting their choice

environments help to empower customers, there are still some elements that can hold the airport experience back from being seamless. These can include security processes and baggage.

As new technology continues to develop, the key to success will be coming up with universal solutions that can bring together airport companies, airlines and governments, while

allowing customers to personalise their airport experiences at the same time. This collaboration will be key to facilitating the next wave of innovation, which will rely heavily on data in order to create tailored airport experiences. This is especially important for customers who want to stay connected with fast response times and personalised digital communications.

WENSVEEN: Technology is evolving at a rapid rate and it can be debated that the passenger experience is directly tied to this phenomenon. One of the great challenges the air transportation industry faces is disruption caused by the advancement of technology. Technology solves issues but it’s also technology that creates new issues by raising the passenger expectation. The biggest challenge for airports and airlines is being able to keep up with the rapidly changing technological environment in which the industry operates and understanding what the customer wants, both now and in the future.

What is the expectation of the passenger? Historically, passengers had high expectations but as the industry evolved and low cost carriers

accommodate them, those expectations lessened. Today’s passenger has increased expectations and now demands personalisation and seeks an ‘experience’. Airports and airlines are expected to create a ‘wow factor’ and the expectation is rooted with technology.

In order to satisfy the passenger’s expectations,

the customer base in order to provide targeted

passenger needs. Loyalty and trust are often absent in today’s environment and partnerships should be

using co-branding strategies through common interests. Customer intimacy is gaining importance and airports and airlines should work together to create an even balance between human touch and automated technology.

As part of our Passenger Experience In-Depth Focus, International Airport Review asked our Expert Panel the following question: Since passenger experience has become a top priority for the airport industry, what is the biggest challenge for suppliers to this sector?

EXPERTPANEL

PARTICIPANTS

Director, Emulate3D Ltd

IAN McGREGOR

General Manager - Customer Experience, Air New Zealand

ANITA HAWTHORNE

Professor of Air Transportation & Aviation

Entrepreneurship, Purdue University

JOHN WENSVEEN PHD

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Accelerating business and innovation for future airportsConvention and Exhibition Centre will once again play host to the world’s largest global airport industry’s premier events, the Airport Show.

BUOYED by its remarkable success over the last 16 years, the Airport Show has announced further expansion for this year’s

that the huge interest of the global aviation industry in the Middle East and in the latest smart technologies showcased on this platform has led to an overall increase in year-on-year space bookings for 2017.

Held under the patronage of His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai Civil Aviation Authority, Chairman of Dubai Airports and Chairman and Chief Executive of Emirates Airline and Group, 2016’s Airport Show was the most successful to date with a participation of over 300 exhibitors from over 55 countries and occupied Zabeel Halls 4, 5 and 6 with a gross space of 15,000m2.

Airport Show is organised by Reed Exhibitions Middle East and is supported by Dubai Civil Aviation Authority (DCAA), Dubai Airports, Dubai Aviation Engineering Projects (DAEP) and dnata, amongst a host of regional and international aviation bodies and associations.

The 2017 edition will be collocated with the World Travel Catering & Onboard Services Expo Middle East (WTCEME), the GCC’s largest dedicated exhibition for companies to tap into the opportunities presented by its booming aviation catering business and Global Airport Leaders’ Forum.

Daniyal Qureshi, Group Exhibitions Director, Reed Exhibitions Middle East, commented: “Airport Show has become the largest and the most sought after airport event for the industry and an ideal

15-17 MAY 2017

DUBAI, UAE

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B2B platform for companies to showcase the latest aviation related products and services. There is a strong interest in this region from the global aviation industry, which has led to a double digit increase in year-on-year space bookings for the show over the last three editions. Last year’s edition was the most successful so far and we expect 2017 to be a milestone edition, especially as we bring the world’s latest and leading technologies to

The Gulf Cooperation Council (GCC) countries continue with billions of dollars’ worth of airport expansion projects to cater to the rapid growth in the number of air travellers, projected to double by 2035, and

their national carriers.The United Arab Emirates (UAE) will lead

the Middle East growth in number of air travellers with over 6.3% annual growth, as per latest estimates by the International Air Transport Association (IATA). The region is projected to witness a robust 5% annual growth, according to IATA, which expects 7.2 billion passengers to travel in 2035, a near

The strong growth is expected to fuel further investments toward airport expansion projects.

The spectacular rise in the number of air passengers worldwide is also leading airports to actively invest in smart technology in a bid to ensure a comfortable passenger experience without compromising on security. According to industry reports, it is estimated that the global annual spend on airport security would surge to US$12.67 billion in 2023, up from

Dubai International Convention & Exhibition Centre

44

SHOW PREV IEW

Representatives from airports across the region will talk about their expansion plans and explore the latest technologies at the Airport Show, which can cater to their growing needs to enhance passenger experience while ensuring security at the same time.

More than 300 leading companies from around the world are expected to participate in the 2017 event, introducing their latest products and services to an estimated over 7,500 attendees. The event will cover seven sectors: Airport Build and

and Installations, Airport Operations, Airport Security, Airport Technology

The show will continue to serve as the world’s leading B2B event for airport procurement, supplies, solutions, and technology and enjoys a solid support from both the government and private sectors and is an industry favourite.

“The growth of the Middle East’s aviation sector, and a focus on investing in smart technologies has generated a strong interest from global players in showcasing the latest technologies and tapping into the opportunities the region presents. Airport Show 2017 promises to be the platform which will offer not only the

of regional decision-makers to source their

offer them numerous options as it will have an outstanding international participation,” said Qureshi.

The Airport Show has expanded over recent years and now caters to the

the industry. ‘Business Connect’, through pre-scheduled meetings with key industry leaders from regional airport authorities and contractors of mega airports projects, makes participation in the show highly rewarding for the exhibitors.

The collocated ‘Women in Aviation Middle East’ conference will support and enable women to adopt aviation as a career and features participation from leading

GCC, Africa and other countries.

For 2017, in addition to ‘Women in Aviation’ and ‘Business Connect’, the show will have two new dedicated zones, which

Airport Security will take centre stage at 2017 Airport Show and feature a host of

vendors. The region’s top aviation security

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“Representatives from airports across the region will talk about their expansion plans and explore the latest technologies at the Airport Show, which can cater to their growing needs to enhance passenger experience while ensuring security at the same time.”



www.theairportshow.com

customs, immigration and civil defense and showcase cutting edge technologies from around the world.

Airport Show 2017 will also feature World Travel Catering and Onboard Services Middle East (WTCEME), which has become one of the world’s most sought after dedicated events for the travel catering industry and Global Airport Leaders’ Forum (GALF), as co-located events.

WTCEME, the largest travel catering expo in the MENASA region, will feature the most advanced technologies and latest products and services relevant to the travel catering sector, ranging from food and beverage, travel amenities, and

and technologies. WTCEME offers a dedicated platform for the travel catering industry in the Middle East, Africa and Indian Sub-Continent. It provides leading suppliers, caterers and experts with a dedicated platform to tap into the opportunities presented by

its booming aviation catering business within these regions, thus ensuring the sector supports the growth and success of the region’s aviation industry.

Global Airport Leaders’ Forum (GALF), for which Reed has collaborated with CAPA - Centre for Aviation, will witness international airport and aviation leaders

address strategic and geopolitical challenges and opportunities facing airport operators, regulators and airport industry.

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IN

the other hand, is expected to grow by 4.7% over the same period. Consumers will increasingly expect the parcel with their newest smartphone, clothing items or book they ordered to be delivered to them in under 24 hours. People consider it normal

shops and the pharmaceutical industry is recording strong growth and demands good air connections.

To drive forward the airport’s activities and uphold the connectivity and the economic growth

At the heart of Europe, Brussels Airport is an important growth engine for Belgium. The airport has an ambitious plan for the future to accommodate the

connects Belgium and Europe to the rest of the world and has the potential to double the number of jobs on and around the airport site to 120,000 by 2040. Arnaud Feist, CEO of Brussels Airport Company, reveals the airport plans to further develop its cargo activities.

of our country, the infrastructure of Brussels Airport will need to be adapted. The runway infrastructure will need to be upgraded in order to step up capacity. This is planned

phase of the existing infrastructure by 2020. Two additional piers are also due to be built to improve traveller comfort.

As the Belgian economy is an open economy, which is heavily focused on exports, highly

plays a central role in this. Key industries in our

Revolutionisingthe cargo industry

As the Belgian

economy is an open economy, which is heavily focused on exports, highly efficient logistics are required.

CARGO


country, including pharmaceuticals, chemicals, biotech, e-commerce and perishables rely on a fast, top-quality airport to ship or to receive their products. Especially for high-quality and temperature-sensitive goods that need to be transported quickly.

Our cargo zone will be upgraded and converted to accommodate new needs and to support the key sectors in our country.

BRUcargo: A dedicated and integrated logistics platformBrussels Airport is a preferred distribution platform centrally located in the most important economic area of Europe. The combination of traditional freighter airlines, a regional integrator hub and belly cargo capacity as well as a superior road network provides excellent connectivity opportunities.

The cargo zone developed at Brussels Airport groups all air cargo stakeholders: airlines, forwarders, handling agents, general sales agents, customs personnel, FASFC border inspection, perishable centres, trucking companies, GDP-compliant infrastructure and IT platforms.

Brussels Airport Company, the airport operator, plays an active role of facilitator, bringing these

with a long-term vision on development. A cargo community platform in the cloud has been built to allow all stakeholders at the cargo zone to enjoy additional logistics services and manage big data.

organisation Air Cargo Belgium was created to bring the various companies at BRUcargo together for joint projects with a view to forming an integrated logistics chain. Together, the

be tackled by a steering group: ranging from a

e-freight. Air Cargo Belgium also works together with schools on training, awareness and even on developing a master degree in air cargo logistics to form future generations of workers.

The creation of a digital and human community network at Brussels Airport enhances highly

border inspection authorities, committed to air cargo 24/7 at Brussels Airport, guarantee swift handling of cargo.

Pioneer in pharma and perishables handlingThe large logistics platform is crucial for the import and export of goods in Belgium. Key industries rely on Brussels Airport for the rapid and high-quality shipment or receipt of goods from more than 200 direct destinations.

Brussels Airport, together with several stakeholders at BRUcargo, created a common

of pharmaceuticals. After collaboration with

handling. Today, this programme is globally recognised as the framework of reference for the transport of temperature-sensitive products such as medicines and vaccines. In 2014, Brussels Airport

temperature-sensitive transport in a cool chain.

community in the world.Together with other airport communities that are

to further work on end-to-end solutions together with the pharma shippers. At the end of 2016, Brussels Airport and Miami International Airport together created Pharma.Aero, which was soon after joined by Singapore Changi Airport and Sharjah Airport.

To further support and service the pharmaceutical industry Brussels Airport developed the ‘Pharma Airside Transporter’; a trailer on which a refrigerated unit with insulated walls is mounted. What is really innovative is the technology that allows the temperature and location of the refrigerated transporter to be monitored in real time.

BRUcargo 2040: Upgrade and conversion of cargo zoneNowadays, people are increasingly ordering goods online and expect the shortest possible delivery time for their new purchase. Even if these products come from the other side of the world. Companies also order the goods they need on the worldwide market and demand fast delivery.

Brussels Airport is already making that possible today. With additional investments in storage

runway infrastructure and the further development of the economic fabric on the airport, Brussels Airport will be in a position to provide even better service in the decades ahead.

To make the logistics chain at the airport even

Brussels Airport intends to upgrade its cargo area BRUcargo and replace the old buildings with

New hub buildingAt the entrance to BRUcargo there will be a new building in which all non-cargo-related activities come together, such as service providers, car parks and a supermarket.

Here, passengers will also be able to check in their luggage and take the free airport shuttle to

CARGO

ARNAUD FEIST has been Chief Executive Officer of

Brussels Airport Company since 2010. In 2005, he

joined the company as Chief Financial Officer shortly after

the privatisation of Brussels Airport. Prior to joining

Brussels Airport, Arnaud held several management positions in Finance, M&A

and IT, before becoming Vice-President Finance & ICT

for the European division. From June 2013 to June

2015, Arnaud was Chairman of the Board of ACI Europe.

He remains a board member and has been a member of

the executive committee since March 2013. He has

also been a member of the Executive Committee of ACI

world since January 2016.

49@IntAirport

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free bus service.

that passengers, cargo companies and their employees can use, as well as people from the

and alternative sources of energy such as CNG or LNG, electricity or hydrogen.

Reorganisation of the roads The organisation of the cargo area follows the grid principle of parallel, straight roads along which

buildings for handling agents, aircraft hangars, etc. The available space will be optimally used and the

The construction of the buildings will take account of the environment. Thus, the buildings adjacent to the tarmac will be as close to one another as possible, so as to form a wall against ground noise. This zone will accommodate all the companies that transport, package and store freight.

In the second line, there will be parallel streets

road access for trucks. These streets will be able to accommodate logistics companies or warehouses for goods with a longer storage period.

For airlines with express delivery services there is a separate area which can be developed according to future needs.

‘Greening’ the area Green landscape elements will be integrated when reorganising the cargo area. In particular, there will be pedestrian and cycle paths in a green strip of trees and verges, little parks and street gardens.

The BRUcargo freight area brings together

and improve cooperation. In this way, Brussels

at the same time create a pleasant environment for the thousands of people working at BRUcargo.

ABOUT BRUCARGO 130 ha of land 120,000m² of cargo aprons 12 full freighter aircraft stands 95,000m² of warehouses with direct ramp access 180,000m² of offline warehouses Temperature controlled warehouses Direct access to the highway system Over 100 large forwarders present on site A secured logistics area Independent warehouse handlers Customs flexibility 24/7


ONE of the airline industry’s greatest features is that it portrays dynamic growth. As a conduit of physical communication, over the years it has demonstrated that an increasing disposable income and a reduction in the cost of travel, along with a rise in available leisure time, generates growth in demand. The airlines themselves – highly competitive enterprises – have shown that, once released from the shackles of economic regulation, they can be the driving force for innovation. The latest product innovation is that of a new airline business model that targets long-haul low cost operations. It is possible that this new business model could be as disruptive to the established

revolution? The short-haul low cost airline business model is accepted and established

model? And for secondary airports that fall outside of main long-haul hubs, could this be an exciting opportunity? Managing Partner of consultancy Aviation Strategy Ltd, James Halstead, presents the case for change.

world order within the industry as the introduction of short-haul low cost operations has been; the practice was pioneered by Southwest more than 40 years ago and has since spread throughout the world.

The established short-haul low cost and ultra-low cost airline business model is predicated on

short turnaround times; point-to-point services;

and capital utilisation; as well as the ‘unbundling’

A IRPORT STRATEGY

51@IntAirport

pioneered by Ryanair in Europe, extended from the original Southwest business model in the U.S., has concentrated on a ‘yield passive/load factor

whatever price is available.The perceived wisdom, however, is

that the long-haul low cost model cannot work. The arguments assert that there is too little

Furthermore there are uncontrollable factors that

aircraft crews will have to overnight at destinations; and, possibly more important, the existing legacy

discounts at the back of the bus of very large aircraft.

It is often also cited that charter carriers and inclusive tour in-house airlines already provide this product, notably ignoring the idea that passengers may be attracted by low fares to destinations that may not be part of an IT provider’s portfolio.

However, at this point it is worth re-assessing the fundamentals of air travel. This is an industry involved in taking a passenger (or a parcel) from point A (close to where they are) to point B (close to where they want to be) safely, on time and (in the case of a passenger) with his luggage intact, at a price that conforms to their concept of the trouble of enduring the process. This is a commodity business; and from the passenger point of view the airline is a vector and the airport a way-point that is a necessary evil to encompass their end.

There may not be as high a potential for a low cost entrant to reduce costs compared to the

potential. This arises primarily from the ability to

paper: maximise duty rosters; reduce the number of crews per aircraft; avoid legacy pension plans;

all increase the number of seats on the aircraft (Norwegian for example operates its 787-9s with

new long-haul low cost operator should be able to operate at a unit cost approaching 50% below that

At the same time, it should be pointed out that

5,000km) account for a very small amount of total air transport operations and this makes it a far more competitive segment of the market. The industry has a tendency to measure business capacity and demand in terms of available seat kilometres (ASK) and revenue passenger kilometres (RPK) with implicit reference to the distance

travelled which automatically gives extra weight to long-haul routes. In 2016, 90% of all seats were

the majority of these by narrow-body jets, which account for 69% of the seats in the market and of which there are an estimated 430 or so operators worldwide. Wide-body jets, meanwhile, account

(but 45% of total ASKs) and are operated by

haul-city pairs, 245 (20%) account for 62% of the total number of long haul seats, and the top 10% of routes nearly 50% of the total.

In terms of major long-haul route areas, the trans-Atlantic stands out as by far the largest,

the Europe-Asia routes have been hit by the development of the Gulf-based super-connectors).

There appear to be very few long-haul routes with strong point-to-point demand. This has meant that for an established operator to make money on long-haul routes it needs to generate a short-haul feed to connect on to long-haul operations. Historically this has led to the development of intercontinental hub and spoke networks. Persuading passengers to connect through that

So what has changed? The answer, as usual, is technology. The two main manufacturers have introduced two new twin-engine wide-body aircraft

FIGURE 1

ABOVE: The world’s top 30 long-haul routes

For an established operator to make money on long-haul routes it needs to generate a short-haul

feed to connect on to long-haul operations.



types – the 787 and A350 (on top of the 777 and A330) – that can provide superior range at low unit costs. There are currently some 2,800 twin-engine wide-body aircraft (777, 787, A330 and A350) in service worldwide, of which we estimate 32% are in the hands of operating lessors. The industry

replacement, and there are outstanding dated orders for over 2,200 of these types, with expected deliveries averaging 330 a year over the next four years. This represents approximately

of the deliveries will be used to replace ageing and four-engined wide-bodies.

There may appear to be limited opportunity for new entrants to acquire new aircraft of this type direct from the manufacturers. However, the major operating lessors have orders outstanding for around 215 of these types, mostly for delivery by 2021. In addition, an increasing number of the in-service aircraft will be approaching eight years old – approximately half their useful life in passenger service – and some of these may be expected to become available for remarketing.

In addition, both manufacturers have developed extensions to their short-haul aircraft – the 737 MAX and A321ER – that can easily and

the lower end of the long-haul route spectrum. We have a handful of pioneers: Jetstar in

Australia, AirAsiaX in Malaysia and other countries

subsidiary Scoot based in Singapore, Canadian Westjet and Europe’s Norwegian. Notably, all rely on some element of transfer feed (which they try to price in as an ancillary fee) and (with the exception of Cebu) provide some ‘premium’ product. Norwegian is even moving towards getting feed from other LCCs at its European long-haul bases. Having started using 787s, Norwegian is now developing transatlantic routes using the 737 MAX it has on order from secondary and tertiary airports on the west coast of America – bypassing the main international hubs.

The short-haul low-cost carriers (LCC) have

network operations by undermining the business

they could have the same disruption on the hitherto

rely on a large base carrier this may represent a quandary – do you accept to do a deal with a new entrant LCC who can promise high growth while your base carrier plans only modest growth? It is interesting to note that Frankfurt in Europe recently courted and arranged deals with both Ryanair and Wizzair. For a secondary airport

an exciting opportunity.

JAMES HALSTEAD is a Managing Partner and co-

founder of Aviation Strategy Ltd, a boutique aviation

consultancy focusing on all aspects of commercial

aviation. James has followed the global aviation sector

closely since the early 1980s and was the first investment analyst in London to publish

specialist research on the industry some 30 years ago. Over the course of his career he has worked for a number

of major investment banks including HSBC James Capel,

Salomon Brothers, Hoare Govett, Swiss Bank Corp, Flemings, Crédit Agricole

Indosez Cheuvreux, and Dawnay, Day – and was regularly ranked among

the top transport analysts. He has been involved with

many IPO share issues, trade sales and strategic advisory

roles for companies in the sector including British

Airways, Iberia, Air France, Lufthansa, Alitalia, Cathay

Pacific and Air New Zealand.

FIGURE 2LEFT: Total seats by aircraft type and

distance flown

The short-haul low-cost carriers (LCC) have severely

dented the profitability of legacy carriers’ network operations by undermining the business of pricing transfer traffic.

A IRPORT STRATEGY

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In today’s fast-paced world of ever-changing levels of service and technology

milestone. The IGHC is now one of the longest continuous running industry conferences – consistently delivering great value for money and unparalleled access to the heart of the ground operations industry’s top decision makers. From the outset the IGHC has always been about safety, ground damage reduction and

continues to this day – offering its delegates insight into industry trends, leading edge advances in ground operations technology,

class opportunities for networking with stakeholders from all parts of the industry.

IATA’s annual event on ground operations; managed separately from the IATA standards setting activities, while the old IGHC membership has been restructured under the newly-established Ground Handling Partner (GHP) programme. The links between both are strong and this is mirrored in the conference program where Sunday afternoon is reserved for bringing our delegates up-to-date on the latest news on IATA’s Ground Operations initiatives.

IGHC Day OneBusiness, Management and Development

also covers the opening and the more commercially orientated aspects in both the morning plenary sessions and the afternoon

workshops. The focus is on the economic outlook and business opportunities – globally as well as with more emphasis on Asia. The sessions also cover change management, employee retention programs, training, alternative payment channels and processes and what’s coming for the new issue of the Standard Ground Handling

IGHC Day Two Day two deals with the theme of Enhanced Operations in which we focus extensively on ISAGO’s new model. The ISAGO programme has become highly respected in the industry to the extent that it has had to evolve to cater for more audits than the original model could accommodate. In the sessions we dissect and examine the New Operational Audit Model and its implications and

Day ThreeNew Technology is a term that is often abused, but our Innovation themed day has certainly got this covered when we dive

industry is ready to manage and implement new technologies. We recently included

to help address the serious matter of ground damage, there is an ongoing project looking at aircraft fuselage markings that can be used by GSE and passenger boarding bridges for more consistent and non-damaging docking at aircraft, but how ready are we for the next steps? Do driverless vehicles have a place on the ramp? Can robots practically replace manpower in the baggage halls? Day Three’s programme addresses these issues and gets

the ball rolling on what needs to be done to ensure that what we ultimately come up with as solutions can perform consistently

Training What would the IGHC be without training? In 2017, two training sessions are being offered at the end of the conference: we offer two training sessions at the end of the IGHC Conference:

The Standard Ground Handling Agreement training course, which is particularly relevant given that the new issue of the SGHA will be

The IGOM Implementation and Standardization Procedures course. With well over 50 IATA airlines having adopted IGOM – together with a considerable number of ground service providers, this is your opportunity to learn and experience what is needed to implement IGOM.

Another key feature of the IGHC is the exhibition. Companies from all different aspects of the ground handling industry have the opportunity to showcase their products and services at our event. The exhibition is integrated with the program and the meeting points to provide our delegates with a

of the conference. To keep up to date on who is exhibiting please see https://shows.map-dynamics.com/ighc2017

www.iata.org/events/ighc

ground operations stakeholders

IATA Ground Handling Conference (

represent the whole ground handling industry.

21-24 MAY 2017

BANGKOK, THAILAND

SHOW PREVIEW

No longer reliant on airline fees to generate their revenue, airports are increasingly looking to non-aeronautical revenue streams to boost their income. From traditional retailing, to car park facilities, to business development opportunities and of course route enhancements, airports still have many opportunities to enhance their returns.

IN-DEPTH FOCUS

REVENUES

© Sorbis / Shutterstock.com

INTERNATIONAL

REVIEW


THE self-connectivity business – where air travellers use a combination of tickets to arrange their own cheapest routes – has

been tentative thus far. Both airports and airlines, particularly low-cost carriers, have dipped their toe into the water by introducing transfer fees and developing self-connection platforms.

However, the potential for creating revenue streams via self-connections is bigger than these

needed is the hard evidence. Through joint research with the University of Edinburgh Business School and Linköping University, we discovered that 4% of passenger bookings in global air transport markets could currently involve a self-connection. Looking at a modest development scenario using

to suggest that airports can create an invaluable new revenue stream by capitalising on the self-connectivity market. Course Director of the MSc Airport

Dr Pere Suau-Sanchez, outlines key research into this lucrative opportunity.

self-connectivity platforms, this would increase the potential share of self-connections to 7%; and in another development scenario making self-connections fully visible in traditional booking platforms it would double the potential share of self-connections to 15%. At these kinds of levels,

pioneers and innovators in self-connectivity to have a real impact on the future of the air travel industry. We’ve also been able to create top 10s for airports with the most potential for self-connections (broken down into regions) and for those airlines best placed to take advantage.

So far, low-cost carriers (LCCs) have led the way, partly in response to increased competition and low margins. In Europe, Vueling and Air Berlin were

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self-connectivity marketExploring the

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transfers at their hub at Barcelona and Palma de Mallorca, respectively. Another example is Norwegian, which charges a connecting fee primarily to cover the costs of transferring

Globally, Air Arabia (UAE) and Citilink (Indonesia)

main bases. The provision of these services shows that LCCs are interested in generating new sources of revenue by catering to the needs of self-connecting passengers, who design their

traditional airline connectivity with the objective of saving money. These passengers travel on a combination of multiple tickets and take care of their own baggage transfers since the airline/s involved do not handle the transfer themselves.

as well as other types of interline connections. In some LCC airport bases it is common to see price-sensitive passengers sleeping in the terminal to self-transfer between late-evening and

London-Stansted, Bergamo and Bordeaux airports. A few other European airports have also shown

interest in tapping into this segment of demand. For example, London Gatwick and Milano Malpensa have implemented new platforms to facilitate self-connections and improve travel experience. In exchange for a fee paid during the reservation process (available from online booking platforms that participate in the scheme), self-connecting passengers at Gatwick are

as well as an insurance against the risk of missing

From the airport’s perspective, a direct advantage is linked to increased non-aeronautical revenues generated by the extra connecting passengers.

development, particularly if self-connections help to improve the way in which short-haul low-cost

thus making international routes more sustainable in the long term and potentially developing the airports’ position as an international gateway. The CEO of Gatwick Airport, for example, has argued that the airport’s “diverse short- and long-haul airline mix” improves its suitability to host a self-connection platform. Another argument in support of that idea is the development of low-cost

scope of LCC self-connectivity to long-haul markets

cheap fares in these longer routes. The negotiations between Ryanair and Norwegian (which operates

long-haul frequencies) with regard to possible collaboration clearly indicate that airlines are keen to develop those travel opportunities.

The fact that self-connectivity is primarily a passenger strategy to save on air fares indicates that price-sensitive leisure travellers would remain the key target for this type of self-connection

and destinations that LCCs all over the world typically focus on: short- to medium-haul holiday markets. So it’s not surprising that many short- to medium-haul Mediterranean destinations are among the self-connecting routes promoted by Gatwick and Milano airports, even in markets that are well served by direct frequencies or traditional

A more sophisticated understanding of the potential for airports is needed, based on an airport’s geographic location and airline mix as a

specialisation in self-connecting routes. During this research we focused on global air transport markets, as represented by the passenger

week of June 2014. In total, the dataset contains

origin-destination markets, involving slightly over 54 million passengers, 23% of whom (12.3 million) travel indirectly (with at least an intermediate stop) to their destinations.

The largest market by far for connections is the

the European Economic Area (EEA). These three

to unleash the full potential, self-connection options need to be fully visible and integrated

into the booking process.

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www.internationalairportreview.com58

intra-regional markets account for 46.5% of global connections. With regard to intercontinental markets, the busiest ones connect the three aforementioned regions as well as North America with Latin America and the Caribbean.

Our research centred on predicting the amount

self-connecting travel alternatives based on typical passengers extracted from our bookings data by means of a Poisson regression. Variables such as air fares; number of weekly frequencies; travel times; number of intermediate connections, or travel detours were considered in our model.

self-connectivity potential is in intra-regional markets (but there is potential in long-haul markets as well); that LCC and second-tier airports have the

(but there are also opportunities for full service network carriers). Ultimately, to unleash the full potential, self-connection options need to be fully visible and integrated into the booking process.

The baseline model estimated that approximately 4% of passenger bookings in global air transport markets could potentially involve at least one self-connection. This share increases to 7% in the development one scenario (where self-connecting travel options achieve similar quality to traditional connectivity by means of self-connecting platforms developed by airports) and it doubles to 15% in the development two scenario (in addition to the above, self-connections become fully visible in booking

platforms). This growth comes at the expense of

Overall, the share of indirect air travel increases from 22.93% to 28.77%.

Table 1 indicates that self-connections can potentially be concentrated in airports located in

perspective of the origin and destination markets, intra-regional self-connectivity represents approximately two-thirds of global self-connections. This is consistent with the frequency distribution of self-connectivity according to market length (great circle distance from origin to destination). While these connections are observed in all kinds of routes, the highest frequency appears in markets around 2,000km. There is a clear divide between short/medium-haul and long-haul self-connectivity. This result seems to relax the requirement of having a diverse mix of short- and long-haul destinations in order to capture self-connecting passengers and suggests that there may be opportunities for specialisation by focusing on either of the two primary demand segments for these services. Some airports may want to focus on short-haul touristic markets, while for others the airline and destination mix will create long-haul self-connection opportunities. Thus, having a well-developed long-haul destination network does not seem to be a requisite for strong self-connectivity.

Further data shows that the top airports in each region according to predicted numbers of weekly self-connections fall under the three scenarios.

AIRPORT CODETOTAL FLIGHT

COMBINATIONS: 1- AND 2-STOP

1-STOP 2-STOPSELF-CONNECTING

POTENTIAL:FLIGHT COMBINATIONS

Chicago O’Hare ORD 2,347,620 1,416,252 931,368 1,329,946

Atlanta ATL 2,133,629 1,433,229 700,400 919,061

Frankfurt FRA 1,526,101 451,983 1,074,118 537,119

Denver DEN 1,227,234 611,557 615,677 712,287

Dallas/Fort Worth DFW 973,254 571,342 401,912 310,151

London Heathrow LHR 951,825 364,539 577,286 498,307

Amsterdam AMS 910,721 288,204 622,517 313,617

Los Angeles LAX 896,524 482,658 413,866 727,895

Houston Intercontinental IAH 824,178 426,255 397,923 206,992

Minneapolis/St. Paul MSP 797,839 344,292 453,547 263,320

Airports with the largest number of potential connectionsTABLE 1

This shows evidence

for potential new opportunities across the industry – new niche markets, new airport profiles and new revenue streams.


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DR PERE SUAU-SANCHEZ is Lecturer in Air Transport Management and Course Director of the MSc Airport Planning and Management at Cranfield University. He has participated in several R&D and consultancy projects and published many academic papers. His recent paper on self-connectivity, co-written with Dr Augusto Voltes-Dorta (University of Edinburgh Business School) and Mr Hector Rodriguez-Deniz (Linköping University) has recently been published in the Journal of Transport Geography. He also regularly contributes to the Spanish newspaper La Vanguardia.

of self-connectivity are currently experienced by the airports that also have the highest levels of traditional connectivity. This includes major European hubs such as Heathrow or Frankfurt; Atlanta and Chicago in the U.S.; as well as Hong Kong and Dubai. In the European case, however, the major airports are not the ones that would

self-connection services. Second-tier airports with substantial LCC presence such as Barcelona, Gatwick, or Manchester experience the highest

scenarios. In fact, most airports experience

such as Frankfurt. Upon inspection of the raw data, this surprising result reveals a vulnerability of the primary German hub in intra-European markets, with passengers leaking from Frankfurt to alternative hubs such as Rome and Vienna.

From the airline perspective, there is a clear divide between LCC-dominated and other airports

self-connectivity. This would allow for an initial implementation of these services that is not fully dependent on interline negotiations. This, again, points at Gatwick as an ideal location to promote self-connectivity, and similar conditions are present in Las Vegas or Ft. Lauderdale airports.

We have also analysed information on the

potential in the three scenarios. As in the airport case, the airlines are grouped in geographical regions as per their home countries. Results

indicate that LCCs like Ryanair, easyJet, Southwest, and Varig have the highest baseline levels of self-connectivity in each region as well as the highest potential for growth in the development

network carriers such as Delta and British Airways ranked highly. Since self-connectivity occurs

the potential onward partners for each major

the easiest implementation due to the largest proportion of inline self-connectivity (33.29%). Among the other LCCs we can mention, in descending order, Ryanair (23.78%), easyJet (19.18%), and JetBlue (16.89%). These results also reveal the existence of a high degree of reciprocity between some airlines, for example, Delta and Southwest would be one another’s top onward partner. In Europe there is also good reciprocity between easyJet and Air France.

This shows evidence for potential new opportunities across the industry – new niche

require a new and active approach to route development, greater airport-airline collaboration and investment into baggage systems. This kind of

booking process also has the potential to challenge the current hub status quo by adding additional pressures, raising major questions for the full service network carriers on whether they want to join the game.

From the airline perspective, there is a clear divide between LCC-dominated and other airports as the first translates into a higher share of inline self-connectivity.

LEFT: Connecting passengers drive traffic in hub airports

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FROMSouthampton Airport has come a long way over the past 100 years and with it new challenges and opportunities have arisen for commercial

from Southampton was the Moonbeam 2 which

Rowland Moon. Today the airport welcomes many

the Q-400, the Fokker 70 right up to the Boeing 757. The airport has grown to welcome nearly

Southampton include KLM, Flybe, bmi regional, Volotea, Aurigny, Aer Lingus, and Eastern Airways.

Route development‘Potential’ is an often over used word, however within the Airline Business Development Team at Southampton Airport they simply can’t use it enough. As airport capacity in the South East of England becomes more and more constrained the role of smaller regional airports such as Southampton Airport is all the more pivotal.

Something of a hidden gem on England’s south

coast, Southampton Airport has its own direct train station (just 99 steps from the terminal)

Capital that many of the other self-proclaimed outer London airports have – just 66 minutes from SOU to London Waterloo. It is also blessed with having the M27 and M3 motorways right on its doorstep as well as fantastic bus links to the city of Southampton. This in itself makes it one of the top airports in the world when comparing airports and proximity to the city they claim to be in.

Easy access to the capital is of course a trump card for the airport, as is the ‘potential’ of the airport’s immediate catchment area which is the topic of many an interesting discussion between the Southampton Airline Business Development Team and airlines about future services.

It is very important to get the ‘science’ behind route development correct, an accurate picture of demand,

and indeed the competitive landscape is needed to ensure the correct route is added.

Southampton International is a shining example of how a regional airport can maximise its revenue streams to boost its growth. As well as generating commercial income from aeronautical charges, the airport also has important income streams from its retail, car parking and property business divisions. The airport’s Head of Commercial, Angus McIntyre, reveals how the airport has developed over the past century.

Maximising potential to

ABOVE: Easy access to London means Southampton International Airport is ideally positioned


61@IntAirport

Airports are often derided by airlines for unrealistic statements on the scale of their catchment, however Southampton has always adopted a pragmatic approach and the catchment

the ‘inner’ catchment which is within 30 minutes’ drive of the terminal and has a population on 1.4 million, and the ‘outer’ catchment which is within 60 minutes’ drive and has a population of 3.5 million. This of course helps reduce overlap in an area of the country which has several airports but also gives an accurate estimation of where

within the local area.Not all routes or airlines would work from

shorter runway which restricts the type of aircraft that can be accommodated without pay load restrictions. Secondly the demographics of the

south of London. It is quite discerning with higher disposable income than the UK average and people

year. It is very important to get the ‘science’ behind route development correct, an accurate picture of demand, and indeed the competitive landscape is needed to ensure the correct route is added.

The team at Southampton use a variety of tools to help build a view on the size of the prize for an airline. In these current days of ‘big data’ there are

established, be it the use of social media to speak with the airport’s catchment and understand their route wishes, to networking on LinkedIn to gain an understanding of corporate travel demands. Of course Marketing Information Data Transfer (MIDT) and the Civil Aviation Authority (CAA) style data are still priceless in an airport such as Southampton given the nature of the route network and as it will show a pattern of demand and most importantly leakage to other airports.

Slowly, the secret about Southampton and its ‘potential’ is getting out there. In 2016 the airport handled almost two million passengers, buoyed by the introduction of new international carriers

ever UK operation. The future certainly looks bright as the airport continues to evolve and its primary carrier Flybe continues to grow its footprint.

Retail and the experiential side of thingsAs well as generating commercial income from aeronautical charges, the airport also has important income streams from its retail, car parking and property business divisions. Southampton’s core proposition is one of speed and simplicity, allowing passengers to ‘breeze’ through the airport. As such, the airport’s retail

enable passengers to move seamlessly and easily through the airport.

The layout of the airport’s stores and size of

passenger mix. Menus in restaurants look to

as ensuring that the food can be served in an appropriate time frame given the breeze through philosophy. There are wonderful views of the

and an important part of the retail proposition at Southampton is creating a sense of excitement for passengers to see the aircraft and the activity that those within the industry may take for granted. Aviation is a fascinating industry and allowing passengers to see it up close is an important part of the regional airport experience. The fact you can do that whilst enjoying a glass of something indulgent all adds to the experience.

Car parking is an important part of the customer

advance, the rates at Southampton are very competitive. The short stay car park is immediately adjacent to the main terminal making it very convenient for passengers. The long stay car park is

Park Mark® accredited giving customers that extra assurance. When booking the car park, passengers can also book Priority Security and Priority Lounge products. Again this is an important customer proposition for those passengers looking for a little

As airport capacity in

the South East of England becomes more and more constrained the role of smaller regional airports such as Southampton Airport is all the more pivotal.

ABOVE: In such a competitive market it’s vital that airports remain focused on the passenger



Southampton’s property portfolio generates income from traditional rental agreements through to working with business partners such as its fuel provider to grow the on airport fuelling business where airlines look to uplift fuel at Southampton. Key to all these decisions is making sure that the

customer proposition. In such a competitive market, its focus is on the passengers and ensuring that it keeps products relevant and its service delivery the best it can be every time.

Helping the little guySouthampton Airport is also very supportive of general aviation (GA) and recognises that the

beautiful scenery is attractive to many recreational

numbers of requests, especially on weekends in the summer. During events such as The Boat Show, Isle of Wight Festival and the numerous Goodwood

operation at the airport and can accommodate larger GA aircraft including Dassault Falcon 900, Bombardier Global 5000 and Raytheon Hawker 800XP. Landing and parking fees are competitive and include the huge advantage of being immediately next to road and train connections for onward travel across the South East of England.

Flight Rules training (IFR) and because there are

and a variety of navigational aids used at the airport, it is a popular location for trainees to practice their skills.

The airport is also the nominated diversion

airports and should bad weather impact London airspace then Southampton can

accommodate most Code C and below sized aircraft at short notice.

Commercial training with the Airport Fire Service Within Southampton Airport’s Fire Service (AFS) there is a highly professional team committed to developing the skills of others. The AFS actively

training, hands on use of extinguishers and manual handling. The AFS use a duel-fuelled aircraft

Other airports, such as Heathrow and Brighton City have also used the facility. The scenarios it

fuel spill scenarios.One of its most popular courses is a three part

Fire Safety, Health and Safety and Airside Safety session which is attended by most business partners at the airport. The session ensures that all tenants plus companies utilising the airport

At Southampton the AFS also delivers a marine-based course, Standard Training

partnership with a local marine training company,

are actively seeking jobs in the marine industry. The course, approved by the Maritime Coastguard Agency (MCA), takes place over 2.5 days and

on ships over 24ft (7.3 meters). The types of students on these courses range from Deck

department to chefs! Southampton Airport is very proud of how it

has developed over the last century and is looking forward to hitting the two million passengers a year mark later in 2017.



ANGUS MCINTYRE has worked in the aviation industry since 2008 when he joined London Gatwick, spending three years in the Airline Business Development team looking after the Asia and the Middle East markets. Since then he has also worked at Heathrow Express as Head of Business Development creating agile B2B solutions and most recently joined Southampton International Airport in 2016 as Head of Commercial, responsible for retail, property, car parking, advertising, marketing and e-Commerce.

12-13 SEPTEMBER 2017 VIENNA, AUSTRIA

AN INTERNATIONAL AIRPORT REVIEW EVENT

INTAIRPORTEXPO.COM

IT Security Crisis Management

1 The Airport of the Future: What does the Airport of 2035 – 2050 look like?

2

3

4

5

6

A sneak preview into some of the topics you will see in 2017

Brings together the crucial themes of Airport IT, Airport Security and Airport Disaster & Crisis Management. International Airport Review is pleased to announce the introduction of Airport 2017. Combining Airport IT and Security, Airport 2017 will see the addition of a brand new stream - Disaster and Crisis Management. Hosted in Vienna on 12-13 September, Airport 2017 will bring together CIOs, Airport Directors and Heads of Operations for two days of invaluable insight, content and open debate.

To find out more about the programme, sponsorship opportunities and to book your place, please visit intairportexpo.com

Sponsors

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T he reason behind launching these awards is to celebrate a wealth of excellence, innovation and responsible development in our industry and to reward those particularly deserving of recognition.

Whether you are a supplier of an outstandingly innovative technology or an airport who has displayed an environmentally responsible approach to development, if your project was completed in the 2016 calendar year, we want to hear from you as to why you should be named among our award winners.

For each main category, which have been based on our core topics, the nominations will be voted upon by you, the readers of International Airport Review, and then shortlisted. The winners will then be decided upon by International Airport Review’s Advisory Board and announced in our anniversary issue, published in November. The Awards will culminate with the Editor’s Choice Award, which will go to the airport we feel is most worthy of all-round accolade.

For each award we are seeking nominations from all members of the airport and aviation industry; airport, supplier, consultant and regulator alike are all welcome to put themselves forward for any of the above awards.

As an example, for the International Airport Review Award for Construction & Design, an airport might nominate themselves for a particularly ambitious but successfully realised expansion project. Equally the architect behind the project and/or the company that physically carried out the construction works would respectively be more than eligible to apply.

Nominations are now open and will close on 30 April 2017. Voting will then be opened to the public between 1 June – 1 August 2017 before the winners are decided upon in September 2017.

To continue our year-long celebration of our 20th anniversary year, International Airport Review is proud to announce the inaugural International Airport Review Awards 2017.

For further information or to make your submission visit: internationalairportreview.com/awards

Celebrating excellence in the industry

AWARD CATEGORIESThe categories for submission for the International Airport Review Awards 2017 are:

The International Airport Review Award for Passenger Experience

The International Airport Review Award for Terminal Operations

The International Airport Review Award for Environmental Awareness/Sustainable Development

The International Airport Review Award for Air Traffic Control/Management

The International Airport Review Award for Airside Operations

The International Airport Review Award for Construction & Design

The International Airport Review Award for Revenue Generation

The International Airport Review Award for Technological Solutions

The International Airport Review Award for Security

AWARDS 2017

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