Passanger termina world

THE INTERNATIONAL REVIEW OF AIRPORT TERMINAL DESIGN, TECHNOLOGY, SECURITY, OPERATIONS AND MANAGEMENT

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Passenger Terminal World | Showcase 2015passengerterminaltoday.com

01In this issue...

52 Public-private partnerships could be the way forward for improving North Americas airportsParsons Brinkerho

54 Beautifully designed, durable and user-friendly seating is transforming the passenger experienceUFL

56 On-call consultant contracts can help airports complete construction projects morequickly and ecientlyTransystems

58 Functional, modular furniture is helping airport operators create timeless designsUSM

61 A variety of seating options in public spaces ensures all users needs are met Vitra

64 A multimillion-dollar makeover project is turning heads at George Bush Intercontinental AirportWalter P Moore

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DESIGN30 The transformation of Venice Marco

Polo Airport into a major European hubOneWorks

32 Careful planning and thoughtful design can enhance concession programsCorgan

35 Architects can create a sense of place using the surrounding cityscape to influence their designsGrimshaw

38 Technology is enabling designers to reimagine a hospitality-oriented destination airport terminalHOK

40 Evolving passenger needs and technological developments are influencing airport designFentress

42 Airports can eectively manage anincrease in passenger trac with state-of-the-art facilitiesAroports de Montral

45 Airport seating has evolved with built-in power units, colorful designs and environmentally friendly furnishingsArconas

48 Achieving success in aviation by being firmly rooted on the groundNACO

50 Hollow and raised floors allow airports to adapt easily to operational changesLindner

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Passenger Terminal World | Showcase 2015 passengerterminaltoday.com

02 In this issue...

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98 An intuitive self-service solution is speeding up the bag-drop process for passengers across EuropeType22

101 Making self-service bag drop as simple as possible is vital for passenger uptakeeezeetags

104 Airports can improve the passenger experience by adopting mobile devices for their check-in and security processesDesko

106 Multispectral x-ray technology takes the guesswork out of identifying liquidsKromek

108 Indoor analytics and marketing solutions help airports to manage queues, inform passengers and promote retail servicesWalkbase

110 Boarding gate readers with integrated NFC provide a smoother passenger journeyAccess IS

112 An industry best practice has emerged that is changing the airport logistics landscapeBradford Airport Logistics

TECHNOLOGY66 A roadshow of the latest self-service bag-drop

solutions demonstrated their potential to customers across EuropeDSG Systems

68 Ecient explosives detection systems are speeding up baggage scanning processesL-3 Security and Detection Systems

70 Istanbul Atatrk Airport is making considerable energy savings with a new baggage handling system conceptAlstef

72 Airports can become silent environments using intelligent announcement systemsAviaVox

74 A ECAC Standard 3 certified baggage transport system is making baggage screening safer across EuropeCrisplant

76 International border control is going digital with electronic passports and self-scan gatesInfineon

78 Airports can reduce sickness absence by using an ergonomically designed loading aidVanderlande

80 Airports should keep security processes smooth and simple to ensure passenger satisfactionGunnebo

82 Clear, concise dissemination of information creates a pleasant environment for passengersLPT

84 Hamburg Airport has extended its self-service portfolio with a simple bag-drop solutionMaterna

87 Passenger security processes are being sped up by automated border control systemsMhlbauer

90 Airports can get information to passengers more easily using new display technologies and high-definition screensNEC

92 Integrating liquids, aerosols and gels screening equipment into automated security lanes speeds up passenger processingOne Resonance Sensors

94 Abu Dhabi International Airport ensures ecient planning of complex operations using powerful software toolsTransoft Solutions

96 Oering more self-service makes the passenger journey less stressful

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In this issue... 05

SERVICES114 Smarter boarding bridges facilitate airport

services and improve the passenger experienceKorea Airports Corporation

116 Meeting the challenges of expanding Guayaquil Airport in EcuadorLeighFisher

118 Back-up departure control systems protect airports in the event of a critical failureDamarel

120 Rising air trac control costs at Madrid-Barajas Airport called for a dramatic solutionIneco

122 Airport managers face a number of challenges when trying to increase non-aeronautical revenueIkusi

124 An all-in-one feedback, cleaning and facility management solution helps airports to improve customer servicesQmetrix

126 More than 50 years of innovative development show no signs of endingJBT

128 Public guidance and information systems help to improve queue management and the passenger experienceVia Guide

137 INDEX TO ADVERTISERS

08 Passenger Terminal World highlights some of the biggest terminal construction projects opening in 2015by Daniel Symonds

18 Airports can generate millions of dollars in savings by shifting to a lifecycle cost approach to asset management by John Tros

24 Location-based services are enhancing the customer experience in airports worldwideby Donald Stuart

130 Mission critical: Passenger Terminal Worlds annual roundup of ongoing airport construction projects around the globeby Daniel Symonds

www.PassengerTerminalToday.com ... ... news, views, jobs and exclusive features

online now!

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2014 was a very special year for Passenger Terminal World it was the 20th anniversary of the launch of the magazine, and a real milestone in our development. We celebrated by publishing a special

anniversary edition in September 2014, which looked at how technologies will advance the airport industry over the next 20 years.

Passenger Terminal World has come a long way since 1994, keeping apace with the huge developments made in the airport industry over the past two decades. Global events such as 9/11 and increased security threats have transformed not only the security screening areas of the airport, but also terminal design, passenger processing and revenue streams. Passengers now have longer dwell times in the terminal owing to increased security procedures, and airport management teams are finding new ways to keep them entertained while building non-aeronautical revenue.

One of the biggest trends is the increased use of mobile technology in the terminal. As Donald Stuart writes in Getting to know you (p24), Mobile technology has been cited in the 2014 SITA Airport IT trends study as an area that has seen increasing focus and development as airports, airlines and retailers look to how they can improve the customer experience and the quality of the interaction while increasing efficiency and driving revenue. Airport and airline operators are embracing this latest technology in a number of ways through mobile check-in, paperless boarding passes, smartphone apps and mobile-friendly websites.

Others are deploying location-based technology via beacons a low-energy Bluetooth chip known as Bluetooth Smart, which has its own integrated power source and emits a 2.4GHz signal that communicates with a smartphone to pinpoint the users position to within 200ft as a way of better connecting with individual passengers on a more personal level. As Stuart explains, Beacon technology does require a smartphone app to be installed on the users mobile device, which means it is particularly powerful in communicating with audiences with whom there is an existing relationship, to build loyalty over the customer lifetime rather than in one-off engagements. The big opportunity for businesses and airlines is the ability to combine the location information derived from beacons with other customer information, such as preferences and previous user behavior, to generate personalized offers and communications, enhancing the customer experience and maximizing marketing ROI.

This growing trend for mobile engagement in the airport is just one challenge operators are facing ever-increasing passenger numbers are also fueling developments in the industry, not least in the construction sector. As highlighted in Open season (p8), there is a number of exciting new terminal projects opening in 2015, from LAXs renovated Terminal 2, which will serve 5.5 million passengers annually and offer a host of new dining and retail experiences, to the US$1.2bn terminal construction project at Prince Mohammad bin Abdulaziz International Airport in Medina, which will transform it into an international airport connecting with the Saudi Arabian network. There are also plenty of other ongoing projects happening around the world over the next few years, as is evidenced in Work in progress (p130).

As you will see throughout the pages of this publication, the airport sector is a vibrant industry that continues to make huge advances in enhancing the passenger experience, through developing technology, facilities and process. From exciting architectural projects to new liquid screening technologies, self-service bag-drop systems and digital border control, there is no doubt that the airport industry will continue to prosper for the next 20 years and beyond.

Hazel King, acting editor

Editors Comment

06

EditorialActing editor: Hazel King([email protected])Assistant editor: Daniel SymondsProduction editor: Alex BradleyChief sub editor: Andrew PickeringDeputy chief sub editor: Nick ShepherdProofreaders: Aubrey Jacobs-Tyson, Christine VelardeArt director: Craig MarshallArt editor: Nicola Turner Design team: Louise Adams, Andy Bass, Anna Davie, Andrew Locke, James Sutcliffe, Julie Welby, Ben White

AdvertisingPublication director: Damien de RocheAssociate publication director: Andrzej SmithInternational sales: David BingeAustralasia business manager: Chris Richardson (tel: +61 4207 64110)

Head of production and logistics: Ian DonovanDeputy production manager: Lewis HopkinsProduction team: Carole Doran, Cassie Inns, Frank Millard, Robyn SkalskyCirculation: Adam Frost

Editorial director: Anthony JamesManaging director: Graham JohnsonCEO: Tony Robinson

The views expressed in the articles and papers are those of the authors and are not endorsed by the publishers. While every care has been taken during production, the publisher does not accept any liability for errors that may have occurred.

Published by UKIP Media & Events Ltd, Abinger House, Church Street, Dorking, Surrey, RH4 1DF, UK Tel: +44 1306 743744Email: [email protected]: +44 1306 742525Editorial fax: +44 1306 887546

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Passenger Terminal World Showcase 2015, USPS 013954 is published annually alongside the quarterly issues in March, June, September and December. Annual subscription price is US$90. Airfreight and mailing in the USA by agent named Air Business Ltd, c/o Worldnet Shipping USA Inc, 155-11 146th Street, Jamaica, New York 11434. Periodicals postage paid at Jamaica, New York 11431. US postmaster: send address changes to Passenger Terminal World, c/o Air Business Ltd, c/o Worldnet Shipping USA Inc, 155-11 146th Street, Jamaica, New York 11434. Subscription records are maintained at UKIP Media & Events Ltd, Abinger House, Church Street, Dorking, Surrey, RH4 1DF, UK. Air Business is acting as our mailing agent.

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passengerterminaltoday.comPassenger Terminal World | Showcase 2015

DANIEL SYMONDS n

08 TERMINAL OPENINGS

PASSENGER TERMINAL WORLD HIGHLIGHTS SOME OF THE BIGGEST AIRPORT TERMINAL CONSTRUCTION PROJECTS OPENING IN 2015

OPEN SEASON


TERMINAL OPENINGS 09

OPEN SEASON Prince Mohammad bin Abdulaziz International Airport in Medina, also known as Prince Mohammed Airport, is the fourth largest airport in Saudi Arabia, handling 4.7 million passengers in 2013. The airport predominantly handles domestic flights but a new terminal is being built that will transform it into an international airport connecting with the Saudi Arabian network.

TAV Airports is responsible for operating the airport, with TAV Construction acting as the main contractor. When completed, the project will see

the annual passenger capacity increase to eight million. The end result will be the construction of a 501,969ft2 passenger terminal with 25 auxiliary buildings, two runways, three parallel taxiways and a new road network.

Speaking about the project, M Sani ener, president and CEO of TAV Airports, said, I am confident that increasing the capacity for the Hajj and Umrah trips from Istanbul, Ankara and Izmir, operated by TAV Airports, to Medina will have major contributions for the aviation sectors of Turkey and Saudi Arabia.

PROJECT: Construction of a passenger terminal at Prince Mohammad bin Abdulaziz International AirportLOCATION: Medina, Saudi ArabiaSTART: June 30, 2012COMPLETION: March 2015COST: US$1.2bnARCHITECT AND ENGINEERS: GMW-London, TAV Construction and Saudi Oger

MAIN IMAGE: A rendering of the final airport designABOVE: A panoramic view of Hajj Plaza Area



PROJECT: LAX Terminal 2 renovationLOCATION: Los Angeles, California, USASTART: 2014COMPLETION: 2015COST: US$300mARCHITECT: Westeld

As part of an ongoing multibillion-dollar redevelopment plan at Los Angeles International Airport (LAX), concessionaire Westfield has started work on renovating Terminal 2 in

partnership with Los Angeles World Airports (LAWA). The project will see 20 new dining and retail concessions operating in the terminal, including nine southern California based brands. The US$300m upgrade will occupy 16,100ft2, with construction taking place in phases while the terminal continues to serve passengers.

Gina Marie Lindsey, executive director of LAWA, said, The investment Westfield is making complements LAWAs commitment to substantially upgrade the second international terminal at LAX, which serves more than 5.5 million passengers a year. We are investing US$300m to modernize and improve the Terminal 2 systems, and improve the energy eciency and aesthetics of the space, which will certainly enhance the passenger experience.

Once renovated, Terminal 2 will feature three separate districts including a commercial hub, dining terrace and The Strand an open flowing dining and shopping district with a grand staircase leading to a mezzanine and caf.

The new terminal will be enhanced throughout with lounge-style seating, abundant charging stations, decorative screens, new restrooms, terrazzo flooring and new lighting. Terminal 2s transformation comes swiftly after the opening of the new Tom Bradley International Terminal, which debuted to the public in 2013.

Dominic Lowe, executive vice president of Westfield, said, The Terminal 2 vision is to create a radically new environment that is tailor-made for and uniquely suited to the terminals travelers and its carriers. As LAX forges ahead with a multi-billion dollar modernization, Westfield takes great pride in helping LAWA realize its vision of transforming this airport into an iconic LA landmark for both local residents and travelers around the globe, one terminal at a time.

The Terminal 2 vision is to create a radically new environment that is tailor-made for and uniquely suited to the

terminals travelers and its carriers


TERMINAL OPENINGS 11

PROJECT: Terminal expansion at Edinburgh AirportLOCATION: Edinburgh, UKSTART: 2013COMPLETION: 2015COST: US$40mARCHITECT AND ENGINEER: Archial NORR and Balfour Beatty

The 25m (US$40m) terminal extension plan for Edinburgh Airport has been split

into multiple parts, with separate completion dates for the security hall, retail space and terminal facilities. The 19,685ft2 facility has been built around a larger security area, allowing passengers to move faster and more eciently through the airport. The security area opened in 2014.

Edinburgh Airports CEO, Gordon Dewar, said, The expansion is a mark of our intention to transform our customers experience of Edinburgh Airport through high-quality facilities, outstanding customer service and one of the best direct international route networks in Europe.

The board of Edinburgh Airport committed to invest 150m (US$242m) in the airport over a five-year period to ensure that it can compete at an international level. The 25m (US$40m) terminal expansion is the first major project in the investment plan. Work began in October 2013, with the new security facilities operational by late 2014. The new retail space will follow in 2015. The extension has seen the terminal move into the space previously occupied by the airports coach park, moving the terminal access closer to the new tram stop.

The expansion is a mark of our intention

to transform our customers experience

of Edinburgh Airport through high-quality

facilities

MAIN IMAGE: LAXs Terminal 2 will have an open flow shopping district ABOVE: There will be 20 new dining concessions operating in Terminal 2

The new terminal will allow Edinburgh Airport to compete more energetically on the international stage



Bristol Airport is the UKs third oldest civil airport and has experienced steady

growth over the past eight decades. In March 2000 a new terminal opened following the completion of a 27m (US$43.3m) expansion project. That year the airport saw passenger numbers rise above two million for the first time. In January 2001 the airport was sold for 198m (US$318m) to Macquarie Bank and Cintra, and by 2008 passenger numbers had reached six million annually.

In March 2010 the airport was rebranded as Bristol Airport and the owners submitted a 150m (US$241m) plan to expand the annual passenger capacity to 10 million. The first phase of the project was completed in July 2014 with the opening of a 6.5m (US$10.4m) walkway.

The current stage of the redevelopment program involves an eastern terminal

expansion project costing 8.6m (US$13.8m), which is due to be completed in summer 2015. It is the first major redevelopment of the terminal since it opened in 2000 and will see the addition of multiple concessions and modernized passenger facilities.

Robert Sinclair, CEO at Bristol Airport, said, The central walkway sets a new benchmark for passenger facilities at Bristol Airport and the eastern terminal extension will raise the bar higher again. This major investment demonstrates our ambition to become the airport of choice for passengers across the Southwest of England and South Wales. High-quality infrastructure will also make Bristol Airport even more attractive to airlines, helping to extend the choice of destinations available, including long-haul services to North America and the Middle East in the future.

PROJECT: Eastern terminal extension at Bristol AirportLOCATION: Bristol, UKSTART: September 2014COMPLETION: Summer 2015COST: US$13.8mARCHITECT: Map Architects

Munich Airport and Deutsche Lufthansa have been working together to deliver an

exclusive LH/Star Alliance Terminal, by redeveloping Terminal 2 and constructing a new satellite building. The development works will increase the passenger capacity of T2 to 36 million passengers per year. The planning phases for the redevelopment of the airport began in 2008 with the eventual laying of the foundation stone in April 2012. A roofing ceremony took place in September 2013.

The project will see 27 additional gates added across three passenger levels, with five of them

being able to handle the A380. The new satellite building and T2 will be connected via an energy-ecient automated people mover on a double-tracked rail system that takes 60 seconds to transit. The baggage sorting systems capacity will also be increased by 35%.

The satellite building has been designed with Germanys Energy Saving Regulation 2009 in mind, with measures to reduce CO2 emissions by up to 40% compared with Terminals 1 and 2. The building will also use energy-ecient escalators and elevators, along with floor displacement diusers instead of conventional ventilation

systems. The glass faades of both buildings ensure that natural light is fully used throughout.

When completed, T2 and the satellite building will provide 413,385ft2 of floor space; 52 gates with natural light and apron views; separate waiting and relaxing zones; five modern Lufthansa lounges for frequent travelers; dynamic signage; two service centers; two special service areas for passengers with reduced mobility; and a Central Plaza with shops and food courts surrounding the existing apron tower. The airport will also use digital technologies such as beacons to optimize commercial opportunities.

PROJECT: Construction of satellite building at Munich Airport T2 LOCATION: Munich, GermanySTART: 2008 (planning phases)COMPLETION: 2015COST: US$1.15bnARCHITECT: Koch + Partner

ABOVE: Bristol Airports new courtyard lounge LEFT & INSET: The expansion includes an interior art feature and improved departure lounge

ABOVE: Energy saving measures such as floor displacement diffusers will reduce CO2 emissions by 40%LEFT: 27 additional gates are being added to T2

Koch

+ Partner

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THE GATEWAY TO NEWSOLUTIONSSOLUTIONS10-12 March 2015Porte de Versailles, Paris, France

We always come here to look at new technologies and basically to see what is new in this marketeach year you have to come because this is The Show in our industry Bernard ThiboutotDirector, Marketing, Aeroport de Quebec Inc, Canada

This year was really amazing in terms of the coverage, the companies that are present, the different types of technologies and products that are displayedI will definitely come again Hazem ConrolGeneral Manager E-CommerceSaudi Airlines, Saudi Arabia

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The US$2bn airport development program at Calgary International Airport will see the

redevelopment of the existing terminal, the implementation of a new passenger transit system and the improvement of passenger facilities. An earlier phase of the project saw the completion of a project extending the runway to 14,000ft in length and 200ft in width, making it the longest in Canada. The next stage of the project focuses on the terminal expansion and facilities upgrade with a scheduled completion date of fall 2015.

The International Facilities Project will see the terminal space more than double in size to 600,000ft2 with the addition of 22 aircraft gates.

The terminal connectivity project will see the construction of an airside corridor, moving

walkways and a compact transit system, which can carry up to 10 passengers at a time between concourses.

Garth Atkinson, president and CEO of Calgary Airport Authority, said, Working with regulators and airlines, we are able to integrate new processes for the 30% of travelers that use Calgary International as their connecting airport. These new processes will enable our passengers to easily transit to all destinations that are available from the airport. Additionally the unique compact transit system supports our business strategy to grow the airport as an airline hub. All these new elements have been put in place to further enhance the passenger experience at Calgary Airport.

PROJECT: Terminal and runway expansion at Calgary International AirportLOCATION: Calgary, CanadaSTART: 2013COMPLETION: 2015COST: US$2bnARCHITECT: Hatch Mott MacDonald

Tulsa Airports Concourse A renovation project began in September 2013 and is the

first improvement to be made to the concourse since the 1960s. The projected cost of the construction work is approximately US$30.6m, with Flintco Constructive Solutions overseeing the process. Work is scheduled to be completed in July 2015.

When complete, Concourse A will have been completely refurbished with new electrical, heating, air conditioning, plumbing, data/communications, wall and floor finishes, and a new roof. The ceilings are being raised and

a portion of the roof is being replaced with a central skylight extending the full length of the concourse. The restrooms are being completely renovated and family restrooms are being added.

The walls between the gate areas are being removed, which will open up the concourse and improve the use of natural light. All the furniture is being replaced to provide a uniform appearance to the concourse. As part of the furniture installation, electric outlets are being provided at a ratio of one outlet for every four seats. New passenger boarding bridges owned by the airport have been installed at all gates, eliminating ground boarding of aircraft.

Je Hough, deputy airports director for engineering and facilities at Tulsa Airport, said, All of these improvements are combining to create a much more open and inviting space that is easier to heat, cool and light, and also reduces energy consumption compared with the decades-old equipment that had been in use. From the passengers perspective, their experience is being directly improved via a space that is more comfortable to occupy, with amenities that make their trip through the airport much more enjoyable and less stressful. n

PROJECT: Redevelopment of Concourse A at Tulsa AirportLOCATION: Tulsa, Oklahoma, USASTART: September 2013COMPLETION: July 2015COST: US$30.6mCONSTRUCTION MANAGER: Flintco Constructive SolutionsARCHITECTS AND ENGINEERS: Fritz Baily, HP Engineering, URS, Wallace Engineers, and Aero Systems

ABOVE: Calgarys new terminal will be twice the size of the existing buildingBELOW: The new check-in area in the international facility

ABOVE: The renovation of Concourse A is the first improvement project at Tulsa Airport in 50 years


Conference is great, offers a lot of opportunities, a lot of topics are coveredI wish I had enough time to go to all of them Jacqueline YaftDeputy Executive Operations and Emergency Manager, Los Angeles World Airport - Los Angeles International Airport

If there is one conference I will have to choose around the world this is it, because you get it all in one Bryan ThompsonGeneral Manager Strategy Planning and Development, Melbourne Airport, Australia

THE WORLDS LEADING INTERNATIONAL AIRPORT TERMINAL CONFERENCE

200+ expert industry speakers from around the world will gather to share their ideas, experiences, knowledge, innovations and visions for the future of the airport and airline industries!

CONFERENCE TOPICS INCLUDE: Airport Cities & Transport Connections Airport Design, Planning & Development Airport Design, Planning & Development Middle East & AsiaAviation Security, Border Control & Facilitation Baggage Processing, Tracking & Identification Commercial Development, Retail & Media Customer Service & Passenger Experience Energy, Environmental Issues & Sustainability Increasing Airport Capacity Management & Operations (inc. ACDM, ATC & TAM)Passenger Processing, Check-In & Self-Service Facilities Maintenance & ManagementTechnology, Systems Integration, IT & ICT

10-12 March 2015Porte de Versailles, Paris, France


10-12 March 2015 Porte de Versailles, Paris, France

Make sure these dates are in your diary!




JOHN TROS, PARTNER AT KPMG, NETHERLANDS n

18 AIRPORT PROCUREMENT

EMBRACING CHANGE


AIRPORT PROCUREMENT 19

AIRPORTS CAN GENERATEMILLIONS OF DOLLARS INSAVINGS BY SHIFTING TO ALIFECYCLE COST APPROACHTO ASSET MANAGEMENT

The task of managing an airport has never been more expensive than it is

today. Rising passenger volumes are translating into capacity issues for many airports, and changing regulatory and security requirements continue to cause havoc. The price of construction materials continues to climb, putting increased pressure on airports that are planning expansion or renovation projects. The list goes on and on.

A growing number of the worlds 836 international airports, however, are realizing significant savings by shifting to a lifecycle cost or asset lifecycle approach to procurement. When done correctly, this organizational shift can lead to cost savings in the millions of dollars per year, or as much as 15% of an airports operating budget.

The total cost of ownership approach to asset management certainly isnt new. References can be found in the railway industry in the 1920s and the elevator industry in the 1960s. Many industries, including water and wastewater, automotive, financial services and information technology, have employed the lifecycle cost approach to asset management with success. However, many large airports have been slow to embrace this approach, in part because asset management has not traditionally been viewed as a core business.

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AIRPORT PROCUREMENT 21

In addition, in many geographies, there are challenges associated with the way the airports are funded or structured by local governments, in which the focus is more on short-term decision making than long-term planning. Lifecycle cost approachAt its simplest, total cost of ownership refers to taking into account all of the cost elements your airport will face today and those it will face in the future related to a specific asset the organization is looking to purchase or build, whether that be a terminal building, runway, parking garage, or retail area within a terminal.

Clearly, these are large, expensive assets. However, at many airports, the management decisions associated with financing, designing, building, maintaining, operating, and eventually deconstructing or replacing these assets (which is growing in importance because of the increasing scarcity of certain building materials), have traditionally been made in isolation from one another. In part, this is a function of the setup of these organizations and the governance structures they have in place. The result? You end up with situations in which a special project team is created to make the decision around the initial investment for a major asset. The objectives and mandate of this project team are limited to the acquisition or creation of the asset. They want to make sure it is state-of-the-art, that it includes features that passengers want, and that the project will be completed on time and on budget.

Then, once the decision around the initial investment is complete, the project team is dismantled and the asset is transferred to the maintenance department, which has had no input into the process up to this point in time. The maintenance team has no choice but to accept the asset as it is, with all of its inherent drawbacks and difficulties, and to determine which maintenance schedule to apply.

Improving the processThis traditional, disjointed approach to procurement is ineffective and, in the long run, much more costly than adopting a total cost of ownership or asset lifecycle approach.

Heres a quick example of how weve seen this play out in numerous airports around the world: Lets say an airport is looking to build new retail space within a terminal building. Under traditional construction and procurement practices, the materials and systems for the individual retail spaces would be built with a target lifespan of 30 years. These decisions and investments would have been made without taking into account that from a marketing and sales perspective, the look of these stores would need to be refurbished and modernized in intervals of about every seven years.

The result? Invasive, costly and unnecessary construction that takes place less than a quarter of the way through the intended lifespan of the asset. Under a more integrated, lifecycle

cost approach, the worlds of construction, maintenance and marketing would have been brought together at the outset of the project to determine the appropriate lifecycle for this asset, resulting in a solution that would allow for easier refurbishing every seven years and which would translate into major cost savings for the airport.

Another common example weve seen at several major international airports has to do with the construction of runways. Once again, the project team making the decision on the initial investment is looking at a 20- to 30-year timeline and is focused on getting the best up-front cost when it comes to concrete, construction, etc. And because they embarked on the project without the maintenance team having a seat at the table, the initial project team is unaware that the runway will need to be broken up after approximately 10 years to allow for maintenance of the water system that resides below the runway surface. The investment lifecycle and maintenance lifecycle were not in alignment because those decisions were being made in completely different departments, resulting once more in inefficiencies, added disruptions and costs that could have otherwise been avoided.

The traditional, disjointed approach to procurement is

ineective and, in the long run, much more costly than a total cost of ownership or asset

lifecycle approach

ABOVE: The rising price of construction materials puts pressure on airports planning expansion or renovation projects

22 AIRPORT PROCUREMENT


Successful transformationMaking the shift to a lifecycle cost approach to asset management requires the organization to undertake a culture shift and transformation program to realign departments and functions to support the new framework. The goal is to achieve best-in-class asset management by optimizing the investment decisions for new-build assets and generating maximum value from existing assets. Ultimately, this should lead to significantly reduced costs over the lifecycles of the various assets.

Theres an expression that a dollar saved in procurement is a real dollar saved. After all, if an airport is successful in increasing its revenues, the profit on that increase might be 10%. However, if an airport is able to invest a lower amount over the lifecycle of an asset, it gets to keep 100% of those savings. And when dealing with such large-scale projects, the potential savings associated with a total cost of ownership approach can be substantial.

The procurement department can and should play a lead role in connecting the various departments within the airport organization (procurement, asset management, project management) and ensuring they oversee the total impact of an investment decision, rather than simply focusing on obtaining the lowest up-front price.

One organization that has made good use of this approach is the Greater Toronto Airports Authority (GTAA), which employed lifecycle and total cost of ownership approaches during its ambitious Airport Development Program (ADP). During the ADP, large equipment such as elevating devices and baggage systems, were tendered, evaluated and purchased. Coupled with other requirements, the criteria for this process included equipment capital cost and an additional bid for the operation and maintenance, says Mike Riseborough, director, Aviation Infrastructure, Energy and Environment with the GTAA. This influenced purchase decisions that met the technical threshold, and provided the best value over time. A second and significant advantage was that the care and thoroughness of the installation was positively influenced by the contractors longer-term commitment to equipment maintenance. From the business case stage through to procurement, we routinely consider the lifecycle, recognizing that the operating and maintenance costs are the largest portion of the total cost of ownership.

One of the key hurdles in successfully adopting a total cost of ownership approach to asset management is making the change from a maintenance and construction organization to a management organization. Many airports are accustomed to handling all aspects of construction and maintenance themselves. To become more efficient and successful, however, airports would be well served to focus instead on transforming themselves into organizations that manage those various suppliers, activities and assets in the most efficient manner possible.

Key steps for airport leadershipFor those airport executives who may be intrigued by the potential eciencies and cost savings, the following are a few of the critical steps to successfully transform the airport procurement function in this manner:

Establishavisiontoguidestakeholders throughout the transformation;

Createanewassetmanagementpolicy, strategy and implementation masterplan;

Alignoperatingmodelandtools/templates to support the transformation;

Defineanewcontractorstrategyforeach set of asset clusters;

Ensurealignmentbetweenthebusiness and the procurement function. The businesswillknowthebestsolutionsthat areoutthere;procurementwillknowhow best to source those solutions. Its imperative that these groups are aligned;

Shifttheorganizationsfocusfromup-front cost to lifetime value;

Designastructurethatwillenableyou to operate as one company instead of a group of independent departments anddecisionmakers;

Implementliveperformancemonitoring, lifecycle costing methodologies, and calculation models;

Right-sizetheorganizationbasedonthe chosen strategy.

The procurement department can and should play a lead

role in connecting the various departments

within the airport organization

It goes without saying that airports are large, complex organizations with multiple lines of business and which require different data from many disparate systems. Accordingly, a transformation project of this variety and magnitude will require a significant amount of foresight, cooperation across multiple business lines, and attention to detail throughout the planning and execution phases, to maximize the odds of success.

Indeed, adopting a lifecycle cost approach to procurement and asset management is proving to be an effective alternative for an increasing number of airport executives looking for ways to generate cost savings without compromising quality, customer satisfaction, or risk requirements.

While such a transformation can typically take 18-24 months to complete, a growing number of airport executives are embracing these types of programs as worthwhile initiatives and strategic investments that can have a positive impact on the organizations bottom-line performance and which can pay financial and operational dividends for many decades to come. n

ABOUT THE AUTHORJohn Tros is a partner and Head of Procurement Advisory at KPMG Netherlands, and also serves on the leadership committee of KPMGs Global Procurement Advisory Center of Excellence. John and his team have supported procurement transformation and cost reduction initiatives at major international organizations, including several prominent airports.

ABOVE: Lifecycle and total cost of ownership approaches have been applied during the Airport Development Program at Toronto Pearson International Airport

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24 MOBILE ENGAGEMENT

GETTING TO KNOW YOU

AIRPORTS CAN ENHANCE THE CUSTOMER EXPERIENCE BY UNDERSTANDING THEIR NEEDS THROUGH LOCATION-BASED TECHNOLOGY


MOBILE ENGAGEMENT 25

To see a boost in mobile

engagement it is important for it to

take a multichannel approach and use

the appropriate channel depending

on the type of communication that

is being sent

For passengers jetting off on holiday or for business, there is nothing more infuriating

than getting to the airport and being faced with delayed flights, queues at the security screening area, and the inability of the airline or airport to communicate updated information. As a result, there is a constant drive for achieving a seamless and engaged passenger journey and experience.

This is where technology has been stepping in and easing the burden for airport operations, ultimately changing the face of airports as we know them. In particular, mobile technology has been cited in the 2014 SITA Airport IT trends study as an area that has seen increasing focus and development as airports, airlines and retailers look to how they can improve the customer experience, the quality of the interaction, while simultaneously increasing

efficiency and driving revenue. So how can the players in this ecosystem capitalize on new mobile technologies to drive these changes further?

Multichannel communicationWhen thinking about engaging with passengers and users via mobile devices, it is easy to get caught up with trying to find the newest and most show-stopping way to engage with them, but have you stopped to think about whether the contact strategy being used is relevant? To see a boost in mobile engagement it is important not only for it to take a multichannel approach, but also to use the appropriate channel depending on the type of communication that is being sent. For example, it may be more fitting for the airline operator to send ticket confirmations to passengers via email; send flight updates on

whether it is delayed or canceled through the more immediate channel of SMS; and use in-app push notifications to inform passengers boarding has commenced and provide departure gate information. While using the most relevant and appropriate communication channels is vital for adoption, it can be achievable only when it is a part of an end-to-end contact strategy with one supplier that can execute these messages across multichannel options.

Moreover, while it is important to offer the right communication at the right time and through the most appropriate channel, one aspect that needs to be taken into consideration is not building a contact strategy that is dependent on the user having a smartphone. Although recent reports from eMarketer show smartphone uptake is continuing to

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rise, with 1.76 billion people expected to own one by the end of 2014, the same cannot be said for developing regions. Take for example Africa, where it has been reported by IDC that smartphone penetration is just 18% of the overall African cell phone market.

Therefore, to build a successful customer experience strategy, businesses shouldnt just focus on developing a mobile app, which as a market itself is not necessarily mature enough to attract passengers in large numbers. There needs to be a good mix and a service that is multichannel, which can be accessed by all, and develops as technology and market penetration evolves.

Personalization and context It may be an old mantra, but it holds much relevance get to know your customer. It is all about personalization and addressing the passenger as an individual. But how do you do this? Essentially you need to profile your customer to understand their likes, dislikes, what they are doing there and their preferences. Some of this can be done by using information that is already available through their travel booking. For example, if it is a single passenger traveling to Europe and back in one day with no hold luggage, it may be a safe bet they are traveling on business and may be interested in knowing where there is free wi-fi so they can check emails. To get additional personal insight, there needs to be integration with CRM systems so you can offer tailored incentives based on previous purchasing habits. The extent to which you can create and use this big data is endless, but the key is to ensure you are working with a provider that can seamlessly integrate into the systems crunching the data so the resulting message is simple and effective.

Personalization in the airport environment can take two forms through the service process and through marketing opportunities.

In the first case, personalizing the passengers experience with the use of service tools, from the moment they book their travel to the moment they step onto the aircraft, will increase the experience and satisfaction of the passenger. This could take the form of e-tickets, mobile check-in, boarding passes, car parking options, through to live status updates and baggage notifications all designed to make the traveling experience more pleasurable.

Smart-thinking passengersA report released by IT provider SITA in April 2014 revealed that more than half of passengers will use their mobiles for flight status updates, baggage status updates and airport directions by 2016, and the majority of airlines and airports will oer these services in the next three years.

SITAs Smart Thinking paper predicts that 100% of airlines and 90% of airports will be investing in business intelligence solutions to provide passengers with smartphone apps, mobile services and other information services.

Nigel Pickford, director, Market Insight, SITA, says, Our research has clearly shown that the move to smartphone apps and mobile services is well underway. But many of the services that airlines and airports are planning are heavily dependent on their ability to provide more meaningful data and insight providing passengers and sta with the right information at the right time.

The Smart Thinking paper revealed that flight status updates are already a mainstream mobile service and will extend to the vast majority of airlines and airports by the end of 2016. However, what are considered niche services today will also become well established, including bag status updates, which SITA said 61% of airlines will begin oering within the next three years.

Furthermore, SITA predicts 79% of airports will provide status notifications, such as queue times through security and walking time to gate, by 2016. More than three-quarters will also be providing navigation/wayfinding at the airport via mobile apps.

Pickford adds, Although the picture is not perfect now, change is coming. All airlines and 90% of airports are planning to make business intelligence investments in the coming three years. Both face the issue, though, that while passengers are very keen to access information about their journey, they are also sensitive about privacy. The smart use of non-intrusive passenger information, however, will provide benefits to airlines and passengers.

Looking ahead, SITAs report said the combination of business intelligence plus predictive analysis will improve the passenger experience, while optimizing the use of infrastructure and space at airports. In the past, airlines and airports had no choice but to react when irregular events such as bad weather disrupted their schedules. Using business intelligence, SITA said it will be more proactive by analyzing past events and combining live data feeds from multiple sources to predict future events and take preventative action.

The second possibility is an opportunity for airports, airlines and even retailers to generate ancillary revenue through highly targeted marketing offers and promotions. When done correctly and through an appropriate communication channel, these offers encourage travelers to make additional purchases in the airport terminal, whether it be foreign currency, food and beverages or grabbing a new pair of sunglasses as they head off to sunnier climes.

But as with everything, the key to bringing this to life is through contextualization. Context can mean different things to different people with varying options available on which to make a choice. Some may use weather as the trigger for example, you know this passenger is off to the Caribbean so have they remembered to purchase some sunscreen? Or perhaps they are traveling to Italy, so is there a good exchange rate on euros? Can you provide an offer based on their location, right there, right now in the airport terminal? Identifying their exact location was not an easy feat in the old days. With GSM location technology, operators were able to see a passenger was at the airport, but now it is possible to see which restaurant they are standing next to. This is where beacon technology is opening doors.

More passengers are choosing to carry their boarding pass on a mobile device

Essentially you need to profile your customer to understand

their likes, dislikes, what they are doing

there and their preferences

28 MOBILE ENGAGEMENT


Creating context with beaconsThe deployment of location-based technology via beacons is already being trialed in airports across the globe, including by easyJet, which said it was adopting Apples iBeacon technology in selected airports in the UK and Europe to test its effectiveness. But how does this location-based technology work and how can airports and other players benefit from it and see a real return on investment?

Beacon technology is a relatively new, hyper-local way of delivering location-based services that is based on contextualization. Its not just sharing the right message to the right person, at the right time; it also needs to be in the right place. The leading proponent has to date been Apple with its iBeacon technology, which is Apples trademarked variant of the beacon standard. A beacon is a low energy Bluetooth chip known as Bluetooth Smart, which has its own integrated power source and emits a 2.4GHz signal that communicates with a smartphone to pinpoint the users position to within 200ft.

Beacon technology does require a smartphone app to be installed on the users mobile device, which means it is powerful in communicating with audiences with whom there is an existing relationship, to build loyalty over the customer lifetime rather than in one-off engagements. The opportunity for businesses and airlines is the ability to combine the location information derived from beacons with other customer information, such as preferences and previous user behavior, to generate personalized offers and communications, enhancing the customer experience and maximizing marketing ROI.

Everyones a winner Using this type of location-based technology has two real benefits. First, airlines and even the

AirIT unveils Air Beacon solution AirIT launched its Air Beacon airport technol-ogy solution in September 2014, which uses beacon/Bluetooth Low Energy (BLE) tech-nology to improve passenger information and wayfinding mobile delivery in airports. It also allows airports and concessionaires to partnercooperatively and deliver targeted food, beverage and retail sales opportunities, increasing revenue and providing a better overall passenger experience.

Current beacon technology enables the AirIT solution to provide general positioning and mapping inside the airport. This information can then be used to provide personalized, position-focused information. The system generates point-to-point wayfinding anywhere at the airport, allowing passengers to easily navigate their way through the airport. Additionally, the solution can direct passengers to their favorite food, beverage and retail options along their route, and if they choose to receive them, deliver coupons and purchase incentives directly to their smart devices in real time.

The AirIT solution also supports passive flight information display functionality. A passenger has the ability to pre-select their departure flight inside the mobile application. Once this selection is made, the system will support automatic highlighting of the passengers flight information and display associated mapping on airport FIDS monitors. This will all happen passively when a passenger passes near special managed information displays located at various locations within the airport.

AirITs CEO, Betros Wakim, explains, The beauty of the solution is that beacon technology at its core is inexpensive, easy to deploy and very manageable for airports to own. For these reasons, its important to keep this technology attainable and accessible, without the need for cumbersome industry-driven registries. Only free and open access to beacon technology will continue to spur collaboration and innovation.

retailers within the airport terminals are able to offer contextualized and personalized offers to passengers traveling through the terminals at the right time based on their exact location. After all, a passenger is more likely to take up a two-for-one meal offer if they are standing next to the restaurant, rather than if they are at the other end of the terminal and it seems like a hassle.

For airport operations, it holds greater benefits: it can help track airport throughput and assist in making the airport and processes more efficient. Because it is possible to track passengers as they move through the airport, operators are able to see, for example, whether 20 minutes before boarding the majority of passengers are through security or how many are in the waiting area. This will substantially improve the boarding process because operators can notify passengers of the gate, that boarding has commenced, and so on, and manage the flow of people efficiently.

Whats on the horizon?So, to paint a picture, soon passengers will be able to arrive at the airport and their mobile device will become their travel assistant. It feeds them vital travel info and suggests other information of interest to them based on their profile and behavioral activities, for example where to eat, or checking that they have purchased their sunscreen.

The face of the airport of the future is changing and mobile technology is a major enabler in this process. In todays society individuals want to feel exactly that like an individual. By adding context to the personalized services offered through multichannels, it not only increases the users experience but also, potentially, the loyalty they have to the brand they are communicating with. It is possible to act on this now. Beacons themselves are just the enabling technology; their true power will be unlocked by developers and marketers who are coming up with innovative ways to improve the customer experience and drive customer engagement. n

Using location-based technology allows airlines and even

retailers within the airport terminals to oer contextualized and personalized

oers to passengers

Beacon technology enhances the passenger experience by providing relevant information at the right time

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ONEWORKS n

30 DESIGN

Venice Marco Polo Airport (VCE) represents a major regional infrastructure,

which has witness relevant growth in the past few years due to the introduction of new routes to North America and the Middle East. Located within the Venetian Lagoon, less than five miles from Piazza San Marco, the airport is an unequaled place, not only from a historical point of view, but also for its exclusive panorama. The masterplan put together by OneWorks, a three-phase operation over 17-year period, will ensure traffic demand capacity until 2030, providing new infrastructure and related facilities within the airports 1,600-acre area. Safety and security, infrastructure capacity consistent with demand, adequate level of services, environmental and economical sustainability, and harmonious environmental integration, are the key factors for the plans success that ranks among the top European benchmarks. Estimated passenger capacity will grow to 15.6 million from the current 8.5 million.

Marco Polo in the TEN-T The major innovation contained in the new TEN-T guidelines is the concentration of commitments within 10 corridors of the core network. Each corridor must include three modes of transport, three Member States and two cross-border sections.

VCE, along with eight other Italian airports and 37 European airports, is a principal node of the core airport network. Hence the airport meets the methodological criteria used for evaluations namely population, traffic volumes and related regional indices established by the European Commission. Furthermore, it has an elevated value in the EU context as a key node within the core network. Therefore, it is necessary that the infrastructural facilities become an integral part of the local-national network and connect directly to the other central nodes by 2030, the date set by the EU for the completion of the core network.

Airside infrastructure The masterplan co-financed by the European Commission within the TEN-T program aims to upgrade Marco Polo Airport into a modern intermodal hub. The strategic masterplan features the airside expansion with a second runway equipped for F-code aircraft, and reserved space for the making of an integrated intermodal node and city airport.

Surface accessibility is a primary concern for the airports development; the masterplan considers the generation of a highly efficient multiscale intermodal node for air, road, rail and water transport modes. The current 702,900ft2 air terminal will be expanded to 2,098,980ft2 and will feature a connection with the High Speed

Railway and the Suburban Regional Service Rail Line. The reorganization of several components including the sub-lagoon metro line between the airport and the Venetian islands, a suburban tram link to inland Venice, the new bus and water terminals, and car parking capacity and terminal connections, are all under scrutiny. Therefore, a well-dimensioned automated people mover has been proposed that will serve pedestrians transiting between these polarities. The interventions intercontinental scale will orientate urban development, along with land and energy consumption control, while providing improved services for tourists and commuters.

OneWorks approach integrates the complexity of infrastructure integration with the potential of urban development and increased accessibility. The strategic Marco Polo Airport masterplan perceives, in the end, an airport city commercial district with a series of commercial oriented functions such as food and retail facilities. In addition, the airports presence within the Venetian context has determined a coordinated planning of access infrastructures and future development areas.

VCE terminalThe VCE terminal represents a prestigious city gateway; the facilities will provide the airport with an extended capacity, while responding to

ITALIAN MASTERPIECEVENICE MARCO POLO AIRPORT IS BEING TRANSFORMED INTO A MAJOR EUROPEAN HUB AS A RESULT OF A NEW 17-YEAR MASTERPLAN PROJECT


DESIGN 31

the Lagoons very fragile ecosystem and Venices historical center. The first phase entails an 118,400ft2 expansion that will bring the terminal to a total gross area of approximately 821,300ft2. Open courts, situated between the existing terminal and its road system, take on a proactive role regarding the passengers terminal experience by their transformation into a unified closed-in gallery space.

The project in question foresees a vast atrium with a glass ceiling capturing the visitors attention, a true public plaza intended to receive and accommodate passengers before entering the check-in zone. Numerous retail activities, currently located in the overcrowded

check-in area, will face directly on to the naturally illuminated gallery. It is worth pointing out that during the 24-month Phase 1 operations, despite the important works aimed at a general landside service increase, the current passenger terminal functional subsystems remain unchanged.

The new 484,000ft2 structure is destined to receive departing and arriving passengers on various floors, thus restoring pedestrian traffic circulation to an acceptable level of service. A complex roof reinterprets the renaissance docks hosting the Venetian fleets while a full height glass faade offers a last view of the citys skyline. n

Client: SAVE EngineeringLocation: Venice, ItalyArea: 1,600 acresPassengers: 7,076,114Services: Masterplanning, design, civil and structural engineeringDesign: OneWorksYear: 2003-ongoing

ABOVE: OneWorks airside faade of the new Marco Polo Airport extensionLEFT: Intermodal node feasibility study BELOW: The Vencie Marco Polo Airport masterplan and passenger terminal, elaborated by OneWorks, a three-phase operation in a 17-year time span, will ensure traffic demand capacity until 2030, providing new infrastructure and related facilities within the airports 1,600 acre area


MARK LOBEL, CORGAN n

32 DESIGN

Modern air travel has become increasingly stressful, due to security concerns.

Travelers getting to the airport two hours in advance can still miss their flights because of long lines at check-in and security. Once through security, a passengers highest priority is getting to their gate. Prior to todays heightened security, air travel was much more accommodating, when family and friends could wait with passengers at the gate until departure, or be there when a loved one arrived. Those days, unfortunately, are over.

These increased stress levels are a negative, so commercial environments in airports need to be designed to offset them Airports and commercial operators are aware that gate lock cuts into revenues. This has had perhaps the greatest negative impact on retail programs. To counter this, designers must come up with innovative and fresh design concepts to de-stress passengers and coax them out of hold lounges.

Making the travel experience more pleasant involves good planning and design on a number of levels. A clear system of wayfinding is critical and puts passengers at ease, as they are sure of their surroundings. Its important to avoid visual clutter by clearly delineating wayfinding from advertising. A good example is to consolidate wayfinding centers in strategic locations throughout a terminal where all information is clustered and highly visible.

Beyond that, the more amenities integrated into the waiting experience, the more pleasant it becomes. Branded comfort zones are becoming more popular. Accommodations for younger travelers such as play areas are popular with families. Frequent travelers are also much more tech savvy and independent, so providing connectivity throughout the travel experience is important. Handheld mobile devices are providing travelers with airport and concession information at their fingertips. These are not only great tools for passengers to navigate their way through

airports more efficiently; they also provide revenue-generating opportunities for airports.

Planning and design Although there is no stringent formula for airport concession design, the most important initial step is to gain an understanding of the airports planning forecasts and demographic data. Because all airports operate and perform differently, this information serves as the design guideline so that the experience of moving through the airport can be designed to meet the needs of specific groups of travelers. The second important factor is to listen to the client to learn their goals and objectives. Airport executives have an idea of what works best for their operation, so the designers goal is to create the best possible passenger experience for that facility. A productive approach is an interactive, collaborative environment with client and stakeholders. Building stakeholder consensus is vital. With any terminal project, there are three

MODERN AIR TRAVEL THROWS CHALLENGES AT CONCESSION PROGRAMS BUT CAREFUL PLANNING AND THOUGHTFUL DESIGN CAN PROVIDE SOLUTIONS

DESIGN AND SELL


DESIGN 33

primary constituencies: the operators, the airlines and the public. All have to be satisfied with the end result.

Effective planning, rather than the actual design, may be the most challenging aspect, as it starts from day one, runs throughout the design process, and is reflected in the end product. Passengers have a choice of airports and they can select one based on the quality of offerings and amenities, so good initial planning creates the path for success. Although airports have a captive audience, the planning process should present ideas that give passengers what they want and ensure that they return.

As for the design, linear shapes are usually more effective for airport operations. Of course, concessions programs are not the primary driver of an airport and the shape that works best for operations is not always the best for concessions. Often, the best answer is a shape that provides pockets, or leftover space, that work well for commercial use. The scale

of airports has changed dramatically, with terminals and their components now over-sized. The pocket approach to retail space allows for a shopping experience tailored to the human scale.

A good example of a marriage of form and function is Terminal D at Dallas/Fort Worth International. Corgan designed the leftover pockets of space to become concessions villages. This approach works well because it created an exciting retail experience and an identifying landmark for passengers moving through the terminal.

However, there are always ongoing challenges when designing commercial areas in an airport. For example, finding space for cold storage and delivery docks is tough; and determining ways for goods and services to get in and out of buildings and pass security scrutiny is complicated.

Respect the power of brandsBranded retail options are becoming increasingly important in terminal concessions programs, as

its hard to underestimate the power of a strong brand.

Shoppers are much more value conscious and brand aware, so they bring their preferences with them to the airport. However, they arent simply looking for a cup of coffee, grab-and-go sandwich or newspaper theyre also looking for a great shopping experience. Luxury retail is now an important part of airport shopping, with global brands expanding their retail footprints at major hub airports. The key to successful selling to travelers is to create an exciting, enticing environment for shoppers, with great-looking products. Visibility is key making sure that passengers see the brand signage and can view merchandise in well-designed and well-lit spaces.

With thoughtful planning and innovative design, the retail experience can take some of the stress out of modern air travel and definitely make airports more pleasant places to be before or after a flight. n

Creating pockets of retail space provides a more enjoyable and effective shopping experience

Although there is no stringent formula for airport concession design, the most important initial step is to gain an

understanding of the airports planning

forecasts and demographic data

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DESIGN 35GRIMSHAW n

ARCHITECTS CAN CREATE A SENSE OF PLACE FOR PASSENGERS BY TAKING INSPIRATION FROM THE SURROUNDING CITYSCAPE TO INFLUENCE THEIR DESIGNS

Why do airports celebrate departure and not arrival? And when you arrive at most

airports, why does it feel as if you could be anywhere in the world? These two questions inspired the final design of Grimshaws recently completed Pulkovo Airport Terminal 2 in St Petersburg, Russia. Determined to design an airport with a sense of place, the architects looked to the surrounding city for visual and cultural cues.

The concept for Pulkovo references St Petersburgs gilded rooftops reflecting the low-angled sun, as well as the angular geometry of the soviet star. These elements come into play with the terminals angular rooftop and prism-like lights that reflect the sunlight.

It was also a design imperative to create a welcoming space that harnesses natural daylight, bringing it deep into the building, especially

during the dark winters when sunlight is at a premium and snow lies thick on the roof. The soffit is colored gold to gild the light entering the building, and references the reflections from St Petersburgs domes and spires.

The faades are also designed to respond to specific functional and climatic characteristics. The sides, facing east and west, are predominantly solid with only small apertures relating to internal planning requirements. In contrast, the north and south faades landside and airside are largely glazed, as they present the airport to arriving and departing passengers. These faades are designed as large civic windows, which echo those found on some of St Petersburgs most important buildings.

Not only is there a stunning and functional design solution, but the airport is also an important contributor to the local economy.

When the project is fully completed in 2017 it will increase traveler capacity at Russias third-largest airport from 8.4 million to 17 million.

Character buildingPulkovo Airport is part of Grimshaws expanding aviation portfolio and is an example of how the architectural practice is changing the way airports are perceived by passengers, architects, engineers and airport staff. The aim is to create a favored public space, designed to serve people not only at a practical level but also at an aesthetic and experiential level.

Grimshaw is leading the move away from the concept of air travel as futuristic, which has formed the basis for early airport designs and is still a force today, particularly in the USA. With air travel no longer of the future but of the place it is time for a new approach to design

ABOVE: The departure lounge utilizes diffused light as well as focused beams of sunlight highlighting key areas in Istanbul New Airports terminalLEFT: Prism-like skylights in Pulkovos interior are used to facilitate wayfinding

CULTURAL IDENTITY

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36 DESIGN

airports around people and places rather than the aircraft.

Grimshaw has used this philosophy in a number of airport master plans and expansions in Zurich, Frankfurt, London and elsewhere, each with its own way of linking to the surrounding city and the people. These airport designs seek to distill the character of the cities they serve, using the local cultural and architectural language.

Zurichs Airport C500 Landside Centre and A500 Airside Centre were completed in 2004, as a result of heavily increased passenger traffic, with these two buildings forming part of a major expansion program for the airport.

The final design included a glazed curtain wall to front the west faade of the Airside Centre, making optimum use of the natural light and capitalizing on the views of the surrounding countryside. As well as enhancing the passenger experience, the visual contact with the outside world provides a means of orientation that is often lacking in airports.

Istanbul New AirportMoving to a more recent project, Grimshaw is commencing the scheme design for Istanbul New Airport in Turkey. On the Black Sea coast, 35km (21 miles) from the city center, the six-runway development will be delivered in four distinct

phases. The first phase aims to serve 90 million passengers per year, rising to over 150 million once fully complete. The design is a huge undertaking, with Terminal 1 set to be the worlds largest airport terminal under one roof, with a gross floor area close to 1,000,000m2 (10,760,000ft2).

The design of Istanbul New Airport captures the unique spirit and character of the city while being a modern and functional airport of the highest international standard. Istanbuls greatest features inspire the scheme: a global metropolis with a long history, stunning architecture and a richness in color, pattern and quality of light.

The famous Grand Bazaar is a major touchstone for the airport design, reflected in the volumes, the way light enters the building, as well as the arrangement of high and low elements. Grimshaws scheme captures these design features and at the same time creates an airport that is attractive, flexible, convenient and comfortable.

Referencing again the importance of a sense of place in airport design, the character of Istanbul is embedded in the overall plan with the ever-changing hues and tones of the city inspiring the interiors. There is a slatted roof, which is layered to reveal a play of light, plus a subtle range of blue colors and discreet geometric patterns. The

build-up of the roof is underpinned by a strong structural logic, while evoking the citys rich architectural heritage.

Aesthetics are key but so is functionality, and the design of the vaulted ceiling promotes intuitive wayfinding, not only from landside to airside but also for people walking along its length. The skylights provide natural daylight, diffused through the ceiling with occasional focused beams of direct sunlight. This light picks out key areas in the terminal such as check-in, security, passport control and the retail environment.

The main terminal is organized in a functional manner over 2.5 levels, creating an efficient and flexible processor, with connected piers on each side and in the center. There is a generous plaza and efficient traffic forecourt on the landside; rail, metro, bus, coach and parking integrate with the terminal and the proposed public realm of the Airport Park Central.

With each new airport design, Grimshaw is proving that these spaces can be designed to create a recognizable identity and a point of differentiation in a homogenized global marketplace. Gone are the days of the mega-mall airport. To secure their future, airports must be designed as the first and last public spaces of the cities they serve, creating a sense of place and a true sense of arrival as well as departure. n

LEFT: Grimshaw created a new living room in the Zurich Airport departures hall linking existing areas of the airport together, and harnessing the fantastic viewsTOP: The arrivals entrance at Pulkovo Airport contains large picture windows common in St Petersburgs most significant buildingsABOVE: Istanbul New Airports check-in hall is evocative of the famous Grand Bazaar

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Designing for planes, people and place

www.grimshaw-architects.com

http://www.grimshaw-architects.com


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38 DESIGN

POWER TO YOUTECHNOLOGY IS TRANSFORMING THE GUEST EXPERIENCE AND ENABLING DESIGNERS TO REIMAGINE A NEW HOSPITALITY-ORIENTED DESTINATION AIRPORT TERMINAL

Imagine receiving a notification on your smartphone 24 hours before a flight

prompting you to check in and alerting you about the weather forecast and traffic congestion. In the hours leading up to the flight, you continue to receive alerts about valuable information, ranging from the least crowded parking lot to the fastest route to your gate. Inside the terminal, biometric identifiers enable you to breeze through a single checkpoint.

Once there, the relaxed ambience and luxurious gate amenities make you feel like youre in an upscale hotel lobby. You kick back in a comfortable chair and call up an app on your smartphone to order a locally sourced, made-to-order salad. After lunch, you move to a nearby, wi-fi enabled work pod for some peace, quiet and head-down work until your flight is ready to board.

This is the emerging future of flying a stress-free, well-designed guest experience from start to finish. Airport terminal designers can help airports and airlines elevate their facilities and prepare for this technology-enhanced future.

The empowered passengerProviding passengers with information and helpful tools empowers them. Just as importantly, it reduces stress before they arrive and while they are in the terminal.

Several airports offer passengers virtual walk-throughs of public interior spaces using Google Street View and Indoor Google Maps. Real-time dynamic and interactive displays can alert passengers about overcrowding and facilitate efficient wayfinding. Beacons can

provide passengers with information regarding their locations, enabling dynamic wayfinding applications to help travelers find gates.

Terminals that incorporate new technologies offer a more relaxing passenger experience that ultimately has major benefits for airports. According to JD Powers North America Airport Satisfaction Study, for example, passengers that feel high levels of satisfaction at an airport spend up to 45% more money in retail shops.

Terminal layoutTaking a comprehensive approach to terminal design can help airports and airlines adjust to tech-savvy passengers and encourage customer loyalty. Multidisciplinary design teams need to work together to develop terminals that are flexible to adjust as technology evolves.

At the Col. H Weir Cook Terminal at Indianapolis International Airport, fixed elements including elevators and mechanical shafts are organized in neat bands. Other spaces, including waiting rooms, concessions and restrooms, can be moved or scaled to accommodate new demands. Airlines, for example, may need to incorporate additional kiosk space as self-service check-in and baggage check become more common.

In the not-too-distant future, most passengers will check in via a mobile device and use home-printed or permanent baggage tags. At other airports, baggage will be checked in remotely further reducing space requirements in airport check-in halls. The challenge and opportunity will be how to best repurpose this space in existing airports and create new airport check-in

halls that are flexible enough to incorporate these new trends.

For now, many airlines and airports are working to improve the baggage drop experience. EasyJet has been testing a bag-drop system fueled by Phase 5 Technology at its London Gatwick hub. It currently takes 76 seconds to process the average

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