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June-July 2014
Volume 19 Issue 3
www.aci.aero
In the spotlight:Airport Service Quality (ASQ)
Airports: Ferrovial Aeropuertos & Sabiha Gken
Special report:Investing in Africa
Plus:Airport design, seating & advertising
ASQ: Getting it right
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3AIRPORT WORLD/JUNE-JULY 2014
AW
OPINION
There was a time not so very long ago,when the idea of good customer
service at an airport involved little
more than a hassle free journey to
your gate and an on time departure.
And these things are, of course, still
important, but in todays world of the
savvy and connected traveller the latter
courtesy of a host of mobile devices that
ensure we are never more than a click away
from 24/7 information airport customer
service has had to go to a whole new level
to satisfy demand.As a result, nowadays you can do almost
anything at an airport (i.e. go swimming, ice
skating, visit the cinema, play a round of golf,
visit butterfly gardens, shop til you drop,
enjoy fine dining or just sleep in your own
personal pod) and nobody is that surprised!
Indeed, the desire to raise the bar and
even go beyond passenger expectations
the motto of customer service king, Incheon
International Airport has led to the opening
of some magnificent new passenger-friendlyterminals across the world that wouldnt have
been deemed possible 30 years ago.
And as for airport staff, well, its true
you will always get one or two that live in the
Dark Ages and are unnecessarily rude or
inhospitable and Im not just talking
about security screeners but, for the
most part, frontline employees today
are efficient and helpful.
Now this could be down to the
individual, of course, but more than likely,
it is the result of a customer servicetraining programme and/or an airports
new, more passenger focused
business philosophy.
How should people be treated? Well, whenI was a little boy, my mum told me to treat
people how youd like to be treated yourself,
and I think anyone adopting this mantra
cannot go far wrong.
You cannot talk about customer service at
airports today, of course, without mentioning
ACI Worlds pioneering Airport Service Quality
(ASQ) Survey, which, incidentally, is the
theme of this issue.
It therefore seemed only right to visit the
ASQ Hall of Fame and discover more about what
makes Incheon, Indianapolis, Keflavk, MoscowSheremetyevo and Singapore Changi so good at
delivering top quality customer service.
We also hear from ACI Worlds deputy
director general, Craig Bradbrook, about the
history, success and continued development
of the ASQ programme.
And, the spotlight on customer service
doesnt end there, as elsewhere in this issue
we have features on designing user friendly
terminals; innovation in airport seating; and
turn the spotlight on Heathrows newshowpiece Terminal 2.
Our signature interview is with Ferrovial
Aeropuertos CEO, Jorge Gil, and Istanbuls
Sabiha Gken comes under the microscope
in our airport profile.
I hope you agree that we well and truly
cover the world in this issue and l look
forward to hearing your feedback, and
possibly learning a bit more about your
airport, in the future.
And, if you are going to be in Seoul this
May for the ACI Asia-Pacific/ACI World AnnualGeneral Assembly, dont forget to pop by and
visit us at the Airport World booth on the
exhibition floor.
Printed in the UK by
The Magazine Printing Company
using only paper from FSC/PEFC suppliers
www.magprint.co.uk
Believe
in betterAirport World editor, Joe Bates,
considers the importance of good
customer service and the success of
ACIs Airport Service Quality (ASQ)
customer satisfaction survey.
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3 Opinion8 News
10 ACI News
13 View from the topACI World director general, Angela Gittens, reflects on the importance of knowledge
sharing and what ACI is doing to help airports achieve operational excellence.
14 Planning aheadJorge Gil, CEO of Ferrovial Aeropuertos, talks to Joe Bates about the companys prize
asset, London Heathrow, and its global development plans.
18 Growing placesIstanbuls Sabiha Gken Airport is planning to expand and remains unfazed by the
thought of a new mega-hub on its doorstep, write Chris Beanland and Joe Bates.
20 Quality guaranteedACI Worlds deputy director general, Craig Bradbrook, reflects on the first decade of
benchmarking passenger satisfaction levels at airports.
23 Nothing compares to you
Seven times winner of Best Airport Worldwide and the dominant performer in25-40mppa category for nearly a decade, Incheon International Airport arguably sets
the global standards for customer service excellence, writes Joe Bates.
27 Setting the paceExecutive director of Indianapolis Airport Authority, Robert Duncan, tells Airport World
about the secrets of the Indiana gateways Airport Service Quality (ASQ) success.
28 Best in classStuart Bowden turns the spotlight on two of Europes top ASQ performers
Moscow Sheremetyevo and Keflavk Airport in Iceland.
31 Experience is everythingSweeping up two ASQ awards for 2013, Singapore Changis formula for success puts
customer experience at its core, writes Tina Milton.
Issue 3Volume 19
In this issue
CONTENTS
5AIRPORT WORLD/JUNE-JULY 2014
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32 The bigger pictureForm and function will be intertwined in Shanghai Pudongs planned South Satellite
Concourse to elevate the passenger experience, writes Corgans Jonathan Massey.
34 Investing in AfricaAirport development across Africa is beginning to gather pace with governments and
investors looking at opportunities to enhance existing infrastructure, writes Joe Bates.
37 Looking good!Heathrow is confident that its new Terminal 2 will enhance the passenger
experience and set a new benchmark in airport design, writes Justin Burns.
40 It all ads upCharles Hugill takes a closer look at the current trends and innovation in the
global airport advertising market.
43 The bottom lineAirport Worldtalks to two of the worlds leading airport seating companies to
discover more about the latest innovations and industry trends.
46 Airport Marketing ExchangeIn this age of increased connectivity and mobility, how exactly can airports tap into
the connected travellers market?
48 The vital linkProject management is the key to the smooth execution and delivery of a successful
baggage handling system, writes Vanderlandes Ariane Schipper.
51 The art of noiseSound can be a valuable tool for ensuring safety and comfort at airports, writes
Graeme Harrison.
53 People mattersDr Richard Plenty and Terri Morrissey provide their thoughts on: Courageous leadership.
55 Project watchHeydar Aliyev International Airport.
57 ACIs World Business Partners
59 Environment news
61 Traffic trends
62 The last wordAirport Worldgets up close and personal with TIACAs, Doug Brittin.
AIRPORT WORLD/JUNE-JULY 2014
CONTENTS
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NEWS
AIRPORT WORLD/JUNE-JULY 2014
News in briefNuance has officially unveiled its new duty free andspeciality stores at St PetersburgPulkovo Airport.Covering a total of 3,200sqm and designed to servethe four million passengers who are expected totravel through Pulkovos Main Terminal Buildingin its first year, Nuance states that its new retailconcept is tailored to be unique to this airport.
The Australian government has given the greenlight to construction of a long-standing proposedsecond airport for Sydney in Badgerys Creek. Thenew airport is part of the a A$10 billion, 10-yearinfrastructure plan centred on Western Sydney,
involving federal government, state governmentand private sector funding. Construction of theairport is expected to begin in 2016 in readlinessfor a mid-2020s opening. Southern Cross AirportsCorporation, the operator of the existing airport,Sydney Airport, has Right of First Refusal for thesecond airport.
Liverpool John Lennon Airport is under newownership after The Peel Group acquired theVantage Airport Groups controlling 65% stake inthe UK gateway. Peel is now become the sole ownerof the airport, which it has pledged to develop.
Indias GMR Infrastructure Limited and itsconsortium partner Philippines MegawideConstruction Corporation has won a 25-yearconcession contract for the development ofMactan-Cebu International Airport.
Izmir Adnan Menderes International Airport iscelebrating the opening of its new 265 milliondomestic terminal. Operator TAV EGE a fullyowned subsidiary of TAV Airports claims that ithas developed the new 200,000sqm terminal tosupport growing domestic and international traveland boost the wider economic development of Izmir.
For daily news updates, visit www.airport-world.com
Lbeck Airport filesfor insolvencyLbeck Airport in Germany has filed for insolvency in the wake
of the departure of managing director, Egyptian businessman,
Mohamad Rady Amar.
Amar acquired the airport through his logistics and project
management firm, 3Y Logistic und Projektbetreuung GmbH, for thesymbolic price of1 in late 2012, and officially took over the running
of the gateway on January 1, 2013.
It promised to transform the airport into the largest gateway in the
state of Schleswig-Holstein, but things didnt go according to plan, and
Amar left in March. It is now widely being reported that he has since
withdrawn all and any financial assistance for the airport.
A local court has been appointed a preliminary administrator and
has agreed to allow the airport to operate for now.
Located 54 kilometres from Hamburg, Lbeck Airport handled close
to 370,000 passengers in 2013, and at its peak in 2005, was handling
more than 700,000.
Myanmars big ambitionsMyanmars bid to upgrade its aging airport system continues with the
Department of Civil Aviations announcement that it will issue an
international tender in the last quarter of 2014 for concessions to develop
39 domestic airports.
Although only 4.2 million passengers used the nations airports in 2013,
an increase in foreign tourism is expected to drive the figure to 30 million by
2030, meaning that the government potentially faces a race against time to
enhance the nations entire airport network or risk losing out.
And, with limited funds available, it is inviting private investors to the
table through PPP agreements that would allow them to manage, operateand upgrade the gateways.
The government is currently seeking international loans to help it fund
50% of the projected $1.5 billion cost of the planned new Hanthawaddy
International Airport in Rangoon it wants to build in partnership with
private investors.
It is reportedly speaking to three international consortia about the
airport, which it hopes to open by 2018.
Already completed deals with the private sector include the award
of a $150 million contract to upgrade Rangoons old Mingalandon
International Airport and the appointment of a Japanese consortium
to revamp Mandalay International Airport.
The wait is overQatars new showpiece gateway, Hamad International Airport (HIA), hasfinally opened to traffic.
More than 16 months after its planned December 2012 opening date,
Dohas new $15.5 billion gateway opened for business on April 30 when
10 airlines switched operations to the new site.
Fittingly, a Qatar Airways flight was the first to officially land on the
East Runway, and received the customary water salute from waiting
fire rescue vehicles.
All the remaining carriers serving Doha, including national carrier
Qatar Airways, are expected to move to the new airport by May 27.
Hamad International Airport is a world-class aviation hub
purpose-built to cater to rapidly evolving aviation and passenger needsof the 21st century, enthuses Abdul Aziz Mohammad Al-Noaimi, chairman
of the New Doha International Airport [NDIA] Steering Committee.
In fact, its capacity on opening day will be 30 million annual passengers,
which is more than the initial plan. Its capacity was expanded to accommodate
the increased transit growth in Qatar over the course of the past decade.
Once fully open, the terminal will also boast 16 lounges, 26 art
installations, more than 100 F&B and retail outlets, a transit hotel, a
swimming pool, a luxury spa, squash courts and a four-storey catering
facility that is one of the largest in the world.
The on-site public mosque can accommodate 500 worshippers at
prayer time.
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Global Sustainable Aviation SummitICAOs landmark commitment to develop a global market-based measure for
aviation carbon emissions dominated discussions at the recent Global
Sustainable Aviation Summit in Geneva, writesJustin Burns.
Around 250 delegates from 50 countries attended the seventh aviation
environment summit co-ordinated by the Air Transport Action Group (ATAG),
which aimed to provide a long-term view of the growth of air transport
around the world.
Other issues debated were government and industry partnerships,
sustainable development, preparing for growth and what the next 100 years
holds for aviation.
The decision made at the ICAO Assembly in September 2013, wheregovernments agreed to develop a global measure for carbon emissions by
2020, was a core issue of the summit.
Panelists in the events first session, had contrasting opinions on
whether the measure would come to fruition, due to the diverse issues
raised by members.
Prashant Sukul, Indias representative on the Council of ICAO, told
delegates: A protocol or a treaty will be needed to make it work due
government differences, he said, noting that in his view, India and China
would be very much part of the process.
A number of outstanding issues needed to be defined, according to
Sukul, although he remained positive that the Environmental Advisory Group(EAG) has reached the point to resolve any that exist.
An optimistic Carl Burleson, acting assistant administrator for policy,
international affairs and environment at the US Federal Aviation
Administration (FAA), disagreed with Sukul that a treaty would be needed.
He showed faith in the ICAO being able to set the standards to be met and
agreed upon, expressing his confidence a consensus will be reached.
The US is pleased with the outcome at the last ICAO assembly on tackling
aviation carbon emissions, and added that the US wants data and analysis
before issues are resolved and carbon emission cutting targets are set.
Fellow panel member, Damien Meadows, carbon markets advisor to the
European Commission, also warned governments to deliver.
In conclusion, the panel all agreed that ICAO members had to make itwork as it was the only choice on the table for a collective global process to
cut emissions in the industry.
In 2013, the aviation industry emitted 705 million tonnes of carbon
emissions, which represented 2-3% of the worlds total.
In her closing remarks, ACIs director general, Angela Gittens,
stated that she believed that collaboration is the key to reducing the
industrys impact on the environment.
The reason why the aviation industry has come so far is co-operation and
collaboration. Aviation no longer has a target on its back from the
environmental side due to the co-operation led by ATAG, said Gittens.
I urge governments to provide the right regulatory framework to aid
growth. All industry players play a part in the long-term solution to receive its
permission for growth airports are doing their part.Final summit remarks were left to new ATAG executive director, Michael
Gill, who explained in his opinion that partnerships are the key to reducing
carbon emissions.
Partnerships have been the reoccurring theme running through the
conference. There is a real desire on all sides to work in a collaborative
manner and our industry is clearly unique in engaging with civil society.
Looking forward, our focus has to be on climate change and the work
at ICAO. There is lots to do and we are in touching distance, but it is clear
that failure is not an option.
ATAG also used the summit to unveil an updated version of its Aviation:
Benefits Beyond Borders report.The study looked at the economic and social benefits of the commercial
aviation industry around the world and examined the sectors
environmental progress.
It found that the air transport industry supports 58.1 million jobs and
$2.4 trillion in global gross domestic product (GDP).
Of the 58.1 million jobs, 8.7 million are within the sector itself, working
for airlines, at airports, in air traffic management organisations and for the
makers of aircraft and engines.
Gill explains: One aspect of the aviation sector often overlooked is the
benefits that rapid, safe and good value air travel brings to the wider
economy and society. Our report puts that in context.
It is clear that aviation is a vital component of modern life. Asidefrom the employment supported by the sector, aviation helps generate
3.4% of global GDP.
NEWS
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In their opening remarks, Pascal Komla and Ali Tounsi, president and
regional director of ACI Africa respectively, explained that this
important Agence des Aeroports du Senegal (ADS) hosted event had
four main goals.
It aimed to ensure that participants had a common understanding of the
global airport security picture; were brought up to speed on the latest security
developments in Africa; addressed how security might be improved; and,
outlined the respective roles of all stakeholders.
ACI Worlds director general, Angela Gittens, spoke of how the developing
strategic partnership between ACI and ICAO is benefiting the membership
and the airport communities.
She noted that in an ideal world, security would not be necessary, but
the reality is otherwise and the industry needs to develop a security culture
that caters to passengers needs while at the same time ensuring that all
our airports are safe and secure.
Global perspectiveSetting the international scene during his presentation, Jim Marriott,
head of aviation security at ICAO, said that we are in a period of relative
calm, meaning that there have been no specific serious terrorist events
in recent years.
He noted that we should not drop our guard, but rather use this periodas an opportunity to consolidate what we had learned from past attacks.
To this end, the ICAO Council recently agreed two sets of Amendments to Annex
17 that would enhance both cargo security and address the insider threat.
Victoria Reeder, deputy assistant administrator at the TSA Office of Global
Strategies, spoke about the four key partners to aviation security
governments, airports, air carriers and passengers and how they need to
work together to combat the risks inherent in the system.
She described risk as a relationship between threat, vulnerability
and consequence, and expanded on this theme to a packed workshop as
part of the Developing Nations Assistance (DNA) training session following
the conference.
Other speakers during the first day included Kabbs Twijuke, theUgandan representative at ICAO; Michael Munnis, regional manager,
international operations, TSA; and Francesco Faiulo, policy officer with
the European Commission.
Having recognised the problems of aviation security in Africa, the theme
of the second day centred on the pressing and collective need to address
these problems.
Technological developmentsSeveral speakers discussed the technological developments that might be
used. Guido Peetermans spoke about the joint ACI/ IATA initiative on Smart
Security, but the two presentations that resonated with the airport
representatives were those which recognised the impact of human factors, as
presented by Andrew McClumpha of LeighFisher, and the need to develop a
security culture, a theme expounded by Patricia Reverdy of the European CivilAviation Conference.
As a contribution to the conference, ACI distributed free copies of the
recently published Human Factors in Aviation Securityhandbook on the
condition that the airports use them to benchmark themselves against the
levels in the document.
Support and co-operationThe afternoon of the second day was dedicated to setting out a way forward and
developing ideas of mutual support and co-operation, with Ambassador
Moumouni Dieguimde, the Council representative from Burkina Faso, making an
impassioned plea to directors general of civil aviation to give security the priorityit needed and to seek meaningful commitments to that end.
For ACI, I presented a walkthrough of the current Airport Excellence (APEX)
in Safety programme and suggested that this might be a model for a new
approach to security a suggestion that received widespread support, though
there was a recognition that there would need to be further work and pilots to
test the approach.
Angela Gittens encouraged the airports to talk amongst themselves, and
with the Regional Office, about a possible APEX in Security programme. Kabbs
Twijuke emphasised that Africa needed to get engaged, should not rely solely
on outside support and should make sure that their regulators are briefed on
the issues.
Fidelis Onyeriri of the Africa Civil Aviation Commission said there wereseveral key words that summed up the conference: harmonisation, capacity
building, customer service, security culture, best practice, Smart Security,
human factors, AFI FAL/SEC and, of course, co-operation.
ACI WORLD NEWS
AIRPORT WORLD/JUNE-JULY 201410
ACI Worlds ICAO relations director, Michael Rossell, reports on the highlights of the recentACI Africa/ICAO Regional Security Conference in Dakar.
World in motion
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ACI WORLD NEWS
AIRPORT WORLD/JUNE-JULY 2014 11
ACI officesACI World
Angela Gittens
Director General
PO Box 302
800 Rue du Square Victoria
Montral, Quebec H4Z 1G8
Canada
Tel : +1 514 373 1200Fax : +1 514 373 1201
www.aci.aero
ACI Fund for Developing
Nations Airports
Angela Gittens
Managing Director
c/o Geneva,
Switzerland
Tel: + 1 514 373 1200
Fax: +1 514 373 [email protected]
ACI Asia-Pacific
Patti Chau
Regional Director
Hong Kong SAR, China
Tel: +852 2180 9449
Fax: +852 2180 9462
www.aci-asiapac.aero
ACI Africa
Ali Tounsi
Secretary General
Casablanca, Morocco
Tel: +212 619 775 101
www.aci-africa.aero
ACI Europe
Olivier Jankovec
Director General
Brussels, Belgium
Tel: +32 (2) 552 0972
Fax: +32 (2) 502 5637
www.aci-europe.org
ACI Latin America & Caribbean
Javier Martinez Botacio
Director General
Panama City, Panama
Tel: +507 238 2691
www.aci-lac.aero
ACI North America
Kevin Burke
President & CEO
Washington DC, USA
Tel: +1 202 293 8500
Fax: +1 202 331 1362
www.aci-na.org
ACI represents 591 members operating 1,861 airports in 177 countries and territories, which in 2013 handled 5.95 billion passengers, 93.6 million
tonnes of cargo and 79.6 million aircraft movements. ACI is the international association of the worlds airports. It is a non-profit organisation,
the prime purpose of which is to advance the interests of airports and promote professional excellence in airport management and operations.
September 7-10
ACI North America
Annual Conference
& Exhibition
Atlanta, USA
2014 2014
May 26-28
ACI Asia-Pacific/
World Annual
General Assembly
Seoul, South Korea
2014
June 16-18
ACI Europe General
Assembly, Congress
& Exhibition
Frankfurt, Germany
2014
October 13-15
ACI Africa Assembly,
Conference &
Exhibition
Durban, South Africa
2014
September 17-19
The Trinity Forum
Bangkok, Thailand
ACI events
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Throughout its history, ACI has emphasised the importance of
knowledge transfer and the sharing of best practice. As airportmanagers start to look much more closely at measurements and key
performance indicators (KPIs) as a means of gaining a competitive
edge, we have increased our knowledge transfer activities in parallel.
In addition to conferences and seminars, we provide classroom
and online training, and we are producing more relevant guidance
material than ever before.
Our number one priority is safety, and ACI has drawn up a set of
safety KPIs for use by airport operators in each of our worldwide
regions. The use of these core KPIs will assist airports in focusing on
the key aspects of safety, and over time will be useful for monitoring
risk and understanding relative performance.
This set of safety KPIs may be referred to by airports as a safetymetric. The next step is to incorporate the metric as a regular component
of our successful Airport Excellence (APEX) in Safety programme, thereby
adding a new dimension to an initiative that this year expects to conduct
safety reviews in more airports than in its first three years combined.
Customer service is another major focus for airport managers, and
here again, ACI is deeply involved in helping our members boost their
levels of passenger satisfaction.
This year marks the tenth anniversary of ACIs engagement in
measuring and benchmarking passenger satisfaction with airport
facilities and services.
In 2004, ACI joined forces with IATA to offer a benchmarkingprogramme, and in 2006 we launched our own benchmarking service,
the Airport Service Quality (ASQ) programme.
ASQ allows airports to benchmark their performance against
themselves over time, as well as in comparison to other airports,
counterparts or competitors.
I am very pleased to note that airports are clearly using ASQ as a
tool for improvement, as is evidenced by the fact that passenger
satisfaction has increased markedly since the programmes inception.
On a related note, ACI has issued a Recommended Practice
on measuring passenger service process times and KPIs as a means
of better understanding passenger flows and bottlenecks around
the airport.Over the long-term, the data would allow us to create real-world
standards for passenger facilitation at airports of all types and
sizes around the globe; identify best practices; complement the
passengers subjective quality assessment by measuring the actual
objective quality of the service delivered; and, improve the overall
passenger experience.
ACI understands that gathering traffic statistics, producing
analyses and forecasting are equally essential to understanding the
complex airport industry worldwide.
Our most highly requested information is traffic-related data, and
testament to its value, is the fact that ICAO has increasingly been using
these statistics as its main source of information on airport activity.
Added to the above, we have just recently released our 2013 ACI
Airport Economics Report, which presents data and analysis of airportactivity for the financial year 2012. The edition significantly expands
the coverage of airport economics, including airport infrastructure,
capacity, employment, ownership and regulatory models.
An in-depth analysis of industry income and costs continues to be
the bedrock of the report, and this years edition also includes a new
section analysing airports balance sheets.
In the report, ACI provides KPIs through an exhaustive statistical
annex based on the data collected, defining international benchmarks
that are designed to provide quantifiable barometers of industry
activity and performance.
It is often quoted that one cannot manage what one cannot
measure. Through the hard work of its committees and staff at theWorld and Regional levels, ACI plays a leading role in the continued
evolution of aviation by developing the data and the tools to help
airport operators manage their facilities and services.AW
AIRPORT WORLD/JUNE-JULY 2014 13131
ACI VIEWPOINT
Viewfrom
the topACI World director general, Angela Gittens,reflects on the importance of knowledgesharing and what ACI is doing to help airportsachieve operational excellence.
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They say good things come to those that wait, and after just over a
decade with the company, Jorge Gil was appointed CEO of Ferrovial
Aeropuertos in December 2012.
It actually took him 11 years, and many different positions, to rise to
the top, and he believes that this apprenticeship means that he is
perfectly placed to take Ferrovials airport business to new heights.
I have two main aspirations: to grow professionally and to learn.
And those are things that I have constantly experienced during my time
with Ferrovial, says Gil.In the last thirteen years I have seen the company from many
different positions and in different states of health, and I am pleased
to say that we are much leaner and fitter today than ever before.
Company backgroundFounded in 1952, Ferrovial is one of the worlds leading developers of
transport infrastructure, with activities in construction, toll roads
management, maintenance and services.
Its business interests equate to operations in more than 25 countries
and a global workforce of 65,000 employees.
Gil claims that the Spanish company is the worlds leading
private investor in transportation infrastructure having invested53 billion on its assets.
This includes a major stake in key assets such as Canadas
407 ETR highway and, of course, Londons Heathrow Airport, which
in 2013 maintained its long-held status as the worlds busiest
international airport for passenger traffic.
He believes that its portfolio of successful businesses ensures that
Ferrovial enjoys a worldwide reputation as an efficient, exemplary
organisation in the sectors in which it operates.
Gil jokes that Ferrovial landed into the aviation industry in 1998 when
it was part of a consortium that bought a 24.5% stake in Aeropuertos del
Sureste (ASUR), and since then, the company has invested and managed awide range of airports in the UK, Italy, Australia, Chile and Mexico.
It acquired its prize asset, Heathrow, in July 2006 when it led a
consortium that paid23.6 billion (16.3 billion) including debts for
BAA Airports Limited, now known as Heathrow Airport Holdings (HAH) .
As part of the deal, it also acquired Gatwick, Stansted, Edinburgh,
Glasgow, Aberdeen, Southamption and Budapest airports, as well as a
controlling 65% interest in Naples International Airport operator,
GESAC, the retail management contracts at a handful of US airports,
and minority stakes in six Australian gateways.
Ferrovials equity contribution to the deal was 3.7 billion (2.6bn),
giving it a 62% stake in the consortium, which also included CDPQ
(28%) and GIC (10%).This was a crucial step, which consolidated Ferrovials position as
one of the worlds leading private airport operators and management
companies, reflects Gil.
Investment challengesAccording to Gil, under investment at Heathrow meant that Ferrovial inherited
an airport with outdated facilities and a poor reputation for customer service.
It was something the company knew it had to address quickly, and Gil
believes that investing9.4 billion (7.8bn) on upgrading the airports
infrastructure since 2006, a strategy it continues today with the
soon-to-open Terminal 2, demonstrates its commitment to the cause.
He is also quick to point out that Heathrow has strived hard to
improve its customer service standards, and subsequently its publicimage, under Ferrovials ownership.
Indeed, Gil states that customer satisfaction levels are at an all-time
high, with ACIs Airport Service Quality (ASQ) Survey revealing that 75% of
passengers rated Heathrow Excellent or Very Good in 2013, as opposed
to just 48% in 2007.
Heathrow actually achieved its highest ever overall passenger
satisfaction score of 3.99 for the first two quarters of 2013 and 3.97 in the
final quarter to ensure a calendar year high of 3.97 marginally up on
2012s 3.94.
And, as customer satisfaction levels have increased, so has
passenger spending in Heathrows shops and F&B outlets, with retail
income (including car parking) rising by 6% to 590 million(487 million) in 2013.
Duty free outlets accounted for 153 million (+3.3%) of the total,
airside specialist shops for 116 million (4.3%) and Bureaux de Change
54.5 million (2.3%) in 2013, as Heathrows net retail income per
passenger rose 2.6% to 7.7.
The figures prompt Gil to comment that Heathrow now delivers
excellent operating results.
Our business model prioritises efficiency, safety and customer
satisfaction with a focus on sustainability, along with value creation for
stakeholders, employees and local communities, enthuses Gil.
Catalyst for successBefore becoming head of Ferrovial Aeropuertos, Gil was head of project
financing and director of corporate development at Cintra, Ferrovials
highway division, and then director of financing and capital markets for
the whole corporation.
He says that the refinancing of BAA in 2008 is one of the highlights
of his career to date, because of the size and difficulty of the project
and the fact that it took place during the 2007-2008 global
financial crisis.
Gil admits: Had the size of the deal been ten times smaller,
I would be equally satisfied, owing to the complexity of closing
several transactions at the same time.He certainly has no hesitation in stating that as a result of the move,
HAH possesses a robust financial position, with a solid asset valuation,
and a debt restructured through bond emissions.
Planning aheadJorge Gil, CEO of Ferrovial Aeropuertos, talks to Joe Bates about the companys prize asset,London Heathrow, and its global development plans.
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Today, Ferrovial holds a 25% stake in HAH and continues to be
Heathrows main shareholder and long-term industrial partner.
However, HAHs airport portfolio is much changed from the oneFerrovial bought in 2006 as pressure from the UKs Competition
Commission has forced it to sell Gatwick for 1.8 billion (1.5bn) in
2009, Edinburgh for 980 million (807 million) in 2012 and Stansted
for 1.8 billion last year.
It also voluntarily sold its majority stake in Naples International
Airport, Budapest Airport, World Duty Free and its real estate business.
The sales mean that HAHs airport portfolio now comprises just
Heathrow, Glasgow, Aberdeen and Southampton in the UK, which
between them, handled nearly 85 million passengers last year.
HeathrowWithout doubt, Heathrow is the prize asset of both Ferrovial
Aeropuertos and HAH, the latter even stating in its 2013 year end
accounts that it had become the full focus of the business since
the sale of Stansted.
And, it is easy to see why, as the UKs only hub handled a record
72.3 million passengers (+3.4%) in 2013 and was the recipient of a
number of awards in the process.
These included being named the Best Airport in Europe handling
over 25mppa by ACI Europe (won jointly with Amsterdam Schiphol)
and Executive Travelmagazines 2013 Leading Edge Award for Best
International Airport, while Terminal 5 won SkyTraxs Best Airport
Terminal award.And Gil, who describes 2013 as a great year for Heathrow, is
confident that more accolades will soon be coming its way following the
much anticipated June 4 opening of its new3 billion (2.5bn) Terminal 2.
Also known as The Queens Terminal, Terminal 2 will become the
new home of the 23 Star Alliance carriers serving Heathrow as well as
Aer Lingus, Virgin Little Red and Germanwings, ensuring that ithandles around 20mppa.
Gil insists that T2 one of the largest privately funded infrastructure
projects in the UK in recent years has been designed from the outset
with the needs of the individual passenger at its heart, and with
sustainability as a guiding principle.
He supports the claim by revealing that T2 will produce 40% less
CO2emissions than the buildings that it has effectively replaced. It will
also be the UKs first airport terminal to be awarded a BREEAM rating
for its sustainable building design.
It is an easy thing to say, but continuous improvement truly
is at the core of Heathrows heart, adds Gil. Every memberof the team is committed to making every journey better, every day,
and all the time.
Economic regulationAccording to Gil, one of the biggest challenges faced by Heathrow
in 2014 will be coming to terms with the impact new economic
regulation will have on the gateway.
He is, of course, talking about the Civil Aviation Authoritys decision
that Heathrow can only increase its charges by less than the rate of
inflation for the next five years.
It doesnt sound that bad, but effectively the new ruling means
that Heathrows per passenger airline charges will fall in real termsfrom25 in 2013/14 to 23 in 2018/19.
Heathrow chief executive, Colin Matthews, has already blasted the
regulation as draconian. And Gil agrees, claiming that the findings of
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the toughest price review the airport has ever faced were based
on aggressive operational, commercial and passenger forecasts,
requiring Heathrow to reduce its operational expenditure by more
than726 million (600 million), and stretch commercial revenue
targets by in excess of 121 million.
He notes that this makes it very difficult to achieve the already
very low return approved by the CAA.
We will review our investment plan to see whether it is still
financeable in light of the CAAs settlement, he warns.It means that we will need to achieve a better level of efficiency,
increase productivity and reduce costs while competing with other airports
in Europe, which like us, are offering better passenger service every day.
UK capacity crunchTalking about competition from major hubs around the world, Gil is
pleased with the Airports Commissions recent conclusion that
Heathrow has been shortlisted as a viable option for expansion.
So too has Gatwick, although he refuses to accept that it is the main
competitor to Heathrow for extra capacity.
Indeed, Gil argues that there is room for growth at both airports, butclaims that what the UK needs is extra hub capacity.
Heathrow and Gatwick are different, he says. Heathrow provides
regular, direct flights to long-haul business destinations by connecting
passengers from all over Europe. Gatwick serves mainly short-haul and
holiday destinations.
The choice is between one hub and none, not two or a split hub.
We are working with all stakeholders to support the proposal to build a
new runway at Heathrow.
It is of utmost importance if the UK wants to be part of the race to
emerging markets. Long-haul connections from Heathrow have given
the UK a competitive advantage for the last 50 years, and we want to
ensure that we will be able to provide this critical access in the future.Gil believes that building a third runway at Heathrow would also
support more inward investment that would consequently deliver more
jobs, more trade and more economic benefits.
Continuing to have one of the worlds best-connected hub airports in
the UK is vital to supporting the economic growth of the nation, he adds.
The Airports Commissions final report, due out in 2015, will indeed be
a significant milestone in Heathrows history. We hope the right decision is
made and we are given the opportunity to expand Heathrow.
Global airport operatorAlthough only operating airports in the UK today, Ferrovial Aeropuertos
hasnt given up hope of rebuilding a global airport portfolio, as its recentparticipation in tenders for gateways in Brazil testify.
Indeed, Gil confirms that Ferrovial is actively looking for new investment
opportunities. We are committed to increasing our airport portfolio and our
goal is to invest in airports where we are able to bring added value, he tells
Airport World.
Our wide range of expertise allows us to add value in the areas of
construction, financing or operations, boosting revenues and improving
efficiency. This enables us to analyse both existing mature airports as well
as new or CAPEX intensive airports.
When it comes to investment opportunities, Gil says that Ferrovial is
truly global in its ambitions.Whilst we have a preference for Organisation for Economic Co-
operation and Development (OECD) countries, we are also open to other
markets, he reveals.
As investors, we have a preference for being majority shareholders.
Having said that, we are open to considering other alternatives, such as
management contracts, if appropriately linked to our core business. That is
a decision we take on a project-by-project basis.
In response to the question what does Ferrovial bring to the table, Gil
smiles, and says everything.
He says: Thanks to our operational experience, proven financial
capabilities and synergies with other divisions in our group, we can deliver
a world-class service, implement operational innovation and attract airlinesand new routes, driving growth and improving the passenger experience.
When you put it like that, I dont think it will be long before Ferrovial
Aeropuertos adds to its list of gateways.AW
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AIRPORT REPORT: SABIHA GKEN
Booming traffic figures in Istanbul and across the whole of
Turkey arguably make it one of Europes most interesting
cities for aviation right now.
A total of 52.8 million passengers passed through Istanbul
last year with Sabiha Gken (SAW) opened 13 years ago
welcoming 18.8 million (+27%) and Atatrk (IST) accommodating
34.1 million (+17%).And the success is expected to continue this year with
Sabiha Gken already predicting that it expects to handle
24 million passengers in 2014 an increase of 28% or 5.2 million
more passengers than last year.
Soaring demand is, of course, nothing new in Istanbul as
passenger numbers at Atatrk have been on the rise for over a
decade, and Sabiha Gken hasnt looked back since its
privatisation in 2008, during which time its annual traffic figures
have rocketed from just 4.4mppa largely due to Turkeys
fast expanding economy and new low-cost carriers entering
the market.
The steady upwards surge in traffic actually led to Istanbulsairports being officially named as Europes two fastest growing
gateways in August 2013, and means that both in particular
Atatrk which has little room to grow are facing capacity challenges.
Istanbuls capacity challengeIndeed, such is the demand for air travel to Istanbul that this bustling
city of some 16 million people is planning to build a third airport by
2018 to ensure that it is capable of meeting its future needs.
And, if all goes to plan, Istanbul could soon be home to one of the
worlds largest airports, with four terminals, six runways and an
annual capacity of 150 million passengers per annum.Built north of Atatrk on the Black Sea coast, the new gateway is
due to be constructed in four phases and upon opening, is expected
to boast three runways and the capacity to handle up to 90mppa.
Master planned by Arup, its opening would have coincided with
the 2020 Olympics, had Istanbul not lost out to Tokyo for that honour.
Being described as a new mega-hub to rival Beijing Daxing and
even Dubai World Central in the in the years ahead, the new 8 billion
airport will be built and operated by Turkeys Cengiz-Kolin-Limak-
Mapa-Kalyon consortium.
Expansion plans
However, with Istanbuls new mega-hub still a few years away, it isup to the existing airports to take the strain and accommodate the
current phenomenal traffic growth, which is expected to continue
for the foreseeable future.
Istanbuls Sabiha Gken Airport is planning to expand and remains unfazed by the
thought of a new mega-hub on its doorstep, write Chris Beanland and Joe Bates.
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This situation ensures that SAWs owners are already working on
plans to expand its capacity, with a second runway and a new satellite
terminal on the drawing board that would potentially raise the airports
capacity from 25 million to 45mppa.
Set to be built on what is today described as a topographically
challenging site, the new 3,500m long parallel runway project alone will
cost1.3 billion and allow SAW to simultaneously handle take-off andlandings for the first time.
Sabiha Gkens CEO, Gkhan Bugday, enthuses: Its expected to be
operational in two to two and half years time and will effectively allow us to
double our airfield capacity from 32 to 64 air traffic movements per hour.
Next will come investment in terminal extensions and additional satellites.
The investment plan shows that Sabiha Gken certainly has no
intention of closing down when the new mega-hub opens. In fact, Bugday
believes that it will flourish as Atatrks anticipated closure will mean
that it will be the closest and best connected airport to both the European
and Asian sides of the city.
Route developmentBugday who notes that the airport opened a new apron with
additional parking for 19 aircraft in 2013 is particularly proud of
SAWs recent route development record.
Indeed, the airport saw 49 new destinations added to its network
in 2013, and with new airlines coming onboard all the time, its dependence
on highly successful low-cost carrier, Pegasus Airlines, is diminishing.
Turkish Airlines decision to build up its international route network
at Sabiha Gken, which arguably serves a different market to Atatrk
due to its location on the Asian side of the Bosphorus, has also helped.
Bugday says: We are doing well, and the current growth of both
Pegasus Airlines and Turkish Airlines is set to continue this year witheach introducing a number of new international destinations. Were
also welcoming Qatar Airways with Doha flights in May; Transavia
France and Air Malta are other confirmed airlines, with Paris and Malta
flights. The future is bright.
SAWs passenger appeal has also been boosted by the October
2013 opening of a new rail link under the Bosphorus Strait, which has
hugely enhanced its connectivity to all of Istanbul.
Customer serviceBugday insists that SAWs aim is to create a customer-focused
environment, with short processing times ensuring quick and easypassage through its facilities.
As time plays an important role for all our guests, we offer a
time-saver terminal [concept] for passengers who would like to
complete all the necessary processing procedures in the shortest
period time.
By offering a user-friendly terminal both for domestic and
international passengers under one roof, passengers travelling from
Sabiha Gken benefit from short transit times and easy access to the
plane from the parking area in just 20 minutes once they complete all
their flight processes in advance.
It has also introduced a prepaid fast track system for the guests that
want to use the VIP terminal entrance and private passport counter.And, Sabiha Gken certainly hasnt overlooked the benefits of
social media as a way of communicating with its customers.
We use Twitter and Facebook to interact with passengers to give
updates about developments, promote new routes and organise
campaigns related to these items and award people with plane
tickets or exclusive opportunities like free lounge entrance or free
parking, says Bugday.
We have a mobile application tailored for iOS and Android
devices, which also offers useful information about the flights,
terminal, and real-time traffic.
Bugday believes that new retail offerings are also helping breathenew life into the airport, with blue chip brands such as Nike and
Apple being added to the offer, and a slew of new restaurants that
will open in 2014.
Creating and nurturing a strong relationship with a customer
is an indispensable key to the ongoing success of our business,
points out Bugday.
OwnershipMalaysia Airports Berhad (MHB) recently bought GMRs 40% stake
in Sabiha Gken for 225 Million, giving it a majority 60% holding,
and at this stage it is unclear how the change will impact on the airport.
It is something that Bugday declines to be drawn on, but havingan experienced global airport operator such as MAHB as its key
shareholder cannot be a bad thing for the gateway as it looks to
expand and grow up to 2018 and beyond.
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This year marks the tenth ann iversary of ACI Worlds
involvement in measuring and be nchmarking
passenger satisfaction.
Readers might be surprised to learn that prior to 2004, there
really wasnt much to offer airports that wanted to benchmark
their services with other airports. IATAs Global Airport Monitor
(GAM) Survey was available, but it struggled to attract airports.
Earlier in the millennium when I was working with Airport
Authority Hong Kong (AAHK), o nly about 30 airports participated
in the GAM survey, and the small number o f gateways involved
meant that it was quite limited as a benchmarking tool.
In 2004, ACI and IATA joined forces to launch a newbenchmarking programme, the AETRA Survey. It was a giant step
forward, although customer airports never really understood
the name AETRA.
Indeed, many thought it was an acronym, but the name was
actually taken from the Latin w ord aethra, meaning the upper
air, clear sky.
Though the choice of name served only to confuse, the jointly
run programme succeeded in attracting more participating
airports and grew in significance.
Hong Kong International Airport was awarded the Best Airport
Worldwide accolade in the first year of the AETRA Survey.We [AAHK] viewed it as a major achievement at the time and a
well-earned return on the considerable amount of staff time, effort
and money invested ove r a period of three years to improve the
passenger experience.
The survey programme provided Hong Kong International
Airport with a methodology for measuring and understanding the
passengers perception of the quality of se rvice.
While we were fortunate in having a new passenger terminal,
passengers were still critical of many aspects of the s ervice
provided. And those survey scores convinced us that we ne eded
to make numerous facility improvements, including rebuilding
all our passenger toilets, which were only five y ears old.That was quite a capital asset w rite-off, but the greatly
improved passenger satisfaction scores afterwards validated
and vindicated the investment.
Incheon International Airport moved into the number one
spot in 2005 and has enjoyed the highest average passenger
satisfaction scores every year since.
It is a testimony to the pride, discipline and attention to detail
that is evident at every level of the airports operation. But, it was
probably Singapore Changi that created the airport passenger
experience, and set the bar for o ther airports in terms of
innovative passenger services and entertainment , making it the
transfer hub of choice in South East Asia for many years.
The AETRA programme ended in 2005 and ACI World launchedthe Airport Service Quality (ASQ) Survey the following y ear,
building on the success of the AETRA Survey.
ACI appointed DKMA SA as its sub-contractor, and that
co-operation gave birth to a n umber of ancillary programmes,
with the ASQ Regional Survey serving airports w ith fewer than two
million passengers per year and the ASQ Unique Survey for those
airports wanting a one -off benchmark assessment.
In 2007, ACI launched the ASQ Assured Programme, which
benchmarks an airports management approach to service
quality against a business excellence model adapted for airports.
It provided a seal of approval, certifying that the airport
was managing service quality in lin e with leading practice,with a continuous improvement process culture in place that
was validated by the passenger satisfaction scores from the
ASQ Survey.
ACI Worlds deputy director general,
Craig Bradbrook, reflects on the first
decade of benchmarking passenger
satisfaction levels at airports.
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Kuala Lumpur International Airport and Abu Dhabi
International Airport were the first to gain ASQ Assured
certification. Austin-Bergstrom was the first airport in North
America to get Assured certification, and it stands out for me
as one of the best examples of customer service management
execution that I have seen.
As we found in Hong Kong, measuring the perceived quality
of service on its own provides an incomplete picture. One also
needs to measure the actual service delivered. These two metrics
used together can help airports to define service levels anddrive improvements.
For example, we measured queue times at check-in, security
and passport control as part of a comprehensive service delive ry
metric. From our analysis, we were able to determine what
improvement in queuing times would be needed to achieve a
desired passenger satisfaction score.
Those improvements in queuing time became a management
objective and our line managers worked with the airlines and
ground handlers to find ways of shortening the wait time.
This experience influenced the development of the ASQ
Performance programme, which was launched in 2008. Today, it
measures 16 key performance indicators using manual observations.It is a good programme, but the fieldwork is resource-
intensive. Moreover, airports consider it difficult to compare
processing times with other airports since the airports might
be very different in design and size and may operate under
very different security regimes.
The important thing is that airports measure their
actual service delivered and use that data to drive
process improvement.
All this sounds rather rudimentary, but it became apparent
that some airports needed training in how to optimise their
use of the ASQ tools. ACI responded in 2009, launching theManaging Service Quality at Airports course, and it remains
part of the Global Training offer to this day.
The most recent addition to the toolbox has been the ASQ
Retail Survey. This was launched in 2012 and is designed to
provide airports with more in-depth analysis of the strengths
and weaknesses of their retail and food & beverage offer.
The ASQ Survey provides a high-level indication o f whether
an airport has a problem, but does not necessary indicate the
problem itself. Understanding the root causes of passenger
dissatisfaction as well as the key drivers of overall satisfaction
has become both a science and an art.The statistical analyses provide the numbers, but teasing out
the story and picture behind the numbers is the art in managing
service quality.
And, it is fair to say that airports today have become very
accomplished in both the science and art of managing service
quality. Indeed, a number of airports have consistently featured
in the top five of their respective categories in the annual
ASQ Awards.
ACI launched the Director Generals Roll of Excellence in 2011
to recognise those airports that had been rated by passengers as
being in the top five for five years or more in their regional or
airport size categories.This year Cairo, Dubai, Hyderabad, Keflavk, Montego Bay
and Taipei join 23 other airports o n the Roll o f Excellence.
It is important to emphasise though that some o f the most
innovative airports do not win ASQ awards.
Often it is the smaller airports in emerging markets,
where passenger expectations are easier to satisfy, that win.
Look at the service innovations one sees in European airports,
like the re-engineered security process at London Gatwick, the
self-service baggage drop facilities in Amsterdam Schiphol, the
seamless transfer experience at Munich and Zurich airports
and the way London Heathrow wows the passenger with itsshopping experience.
We see leading practice in every region, and that is one of the
enduring legacies of the ASQ programme. First and fo remost, it
is a service quality benchmarking tool box designed to help
airports enhance the passenger experience.
Airport service quality benchmarking has come a long way
in the past ten years and the bar has been raised across
the industry. The ASQ Survey results clearly show that the
passenger is getting a better airport experience now than
before, even with the more onerous security controls.
But what satisfies passengers today will not necessarily
satisfy them tomorrow, and so airports have to understand andrespond to those changing expectations. The challenge for ACI is
to ensure that the ASQ Programme evolves in ways to help
airports do that.
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If ASQ awards are anything to go by, Incheon International Airport is
officially the most welcoming airport on Earth, having won more than
any other gateway over the last decade.
According to Gu-Jong Yoo, director of Incheons customer service
management team, the simple answer is that the airport has to live up
to the expectations of one of the most demanding audiences in the
world the South Korean people themselves.
The South Koreans are a very demanding people, we have no
patience, especially when it comes to service standards, there is no
limit to our expectations, so to be the best in the world all you need todo is satisfy the South Korean people, jokes Yoo.
So how exactly does the airport go about pleasing its passengers?
Yoo explains that at all times, the airport seeks to live up to its own mantra
of delivering a level of service that is quite simply beyond expectation.
Good customer service is about giving people more than they
would expect to receive. Imagine you are expecting a visitor, you might
offer them a cup of water when they arrive, that is what they would
expect, but if you take a look at the weather and its a hot day, you
might add a cube of ice that in a nutshell is our customer service
philosophy, says Yoo.
According to Yoo, at each stage of their journey passengers can expect
a high level of service, from multi-lingual guides operating 24 hours aday, ready to answer any question, to some of the fastest arrival and
departure processing times in the world and advanced IT systems, such
as biometric security and interactive information boards.
Its kilometre-long terminal features 73 duty free shops, from
boutiques to high street stores, a food court offering restaurants
serving Korean or international fare, and lounges, in addition to a
number of unique attractions aimed at international passengers.
Proof that Incheon is doing something right comes from the best
source of all its passengers which give it an average of 4.9 out
of five in every ASQ category.
Incheons customer service strategy is guided by a special
taskforce, the Service Improvement Committee (SIC); made up of
the representatives from any department that has direct dealingswith passengers, who regularly sit down to take stock of their
performance and analyse how service levels can be improved.
As you know, Incheon has been in operation for 13 years now
and during that time we have made a few mistakes but weve
also had a lot of good outcomes and whether its good or
bad, the committee has used this experience to set our service
standards, enthuses Yoo.
These include the stated targets of processing 95% of arriving
passengers within 40 minutes and the equivalent percentage of
departing passengers in 45 minutes or less.
Yoo reveals that Incheon enjoys an incredibly close working
relationship with customs, immigration and quarantine (CIQ) officials often sharing data between agencies and actively encourages
co-operation between airport departments and key stakeholders
such as the airlines and outsourcing companies.
Seven times winner of Best Airport Worldwide and the dominant performer in 25-40mppacategory for nearly a decade, Incheon International Airport arguably sets the global
standards for customer service excellence, writes Joe Bates.
Nothing compares to you
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Passenger processing became even more efficient after a
passenger number forecasting system was established in 2004,
which collates airlines schedule and passenger load factors,
allowing Incheon to predict the number of passengers it canexpect at any given time.
This data, which can be gained two days in advance, is then
used by the airport to relocate staff as necessary and prepare
immigration for busy periods or surges.
Eliminating a 50-year old practice of never shifting immigration
inspectors between arrivals and departures was scrapped,
allowing for more flexible working conditions and a 30% increase
in efficiency.
Thanks to these innovations, the airport is now achieving
an average of 11 minutes to process arriving passengers and
19 minutes for departures, considerably faster than the averageexpected by ICAO.
These high standards have been maintained despite the
airports passenger numbers growing, which have increased from
19.8 million in 2003 to a record 41.5 million in 2013.
With passengers now finding they have extra time inside the
terminal, Incheons customer service team has turned to its next
goal creating value for passengers.
Indeed, the expansion of Incheons existing terminal allowed
the airport to completely redevelop customer service facilities with
a new emphasis on transiting passengers.
Knowing that some transit passengers spend nearly four hours
at the airport, it opened a host of health and wellbeing possibilitiessuch as spas and massage salons, free shower facilities, childrens
play areas and quiet areas with seating where passengers can
recline and go to sleep.
Other attractions include the free Korean Cultural Experience
where visitors can immerse themselves in the countrys culture,
dress in traditional Korean costume, play traditional instruments
and for the ambitious, some do-it-yourself craft making.The Korean Culture Museum also offers travellers the chance to
experience Korean history first hand with a range of maps, charts
and diagrams representing Korean towns, villages and temples from
an earlier era.
An on-demand cinema is also available in which passengers
can sit in futuristic egg-shaped booths to watch their
favourite movies.
It compliments the two-screen 245-seat CGV cinema and a video
and media art complex in the airports Transportation Centre, which,
in addition to more shops and F&B outlets, boasts a 1,109sqm
skating rink during the winter months.So how does Yoo explain Incheons unprecedented ASQ success?
Are South Koreans voting for it because it is their only main gateway
airport and they are understandably proud of it?
Absolutely not! The ASQ process is carried out within strict
guidelines, according to which interviewees should be 50% Korean
and 50% other nationalities, with this figure further broken down
into 12.5% Japanese, 12.5% Chinese and 20% other, he says.
So even if Koreans were to be very generous and give us a good
rating, that would not be enough to get a high score. The outcomes
are based to a large degree on the opinions of our core market,
international passengers.
As Incheon celebrates winning Best Airport in Asia-Pacific andBest in the 25-40mppa categories for nine years in a row, it will
no doubt also be planning how to win next year and wondering
how, exactly, customer service can get any better. AW
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Airport World 3 2014Now available online
>The magazine of the Airports Council International
n this issue
In the spotlight:Airport Service Quality (ASQ)
Airports: Ferrovial Aeropuertos & Sabiha Gken
Special report:Investing in Africa
Plus:Airport design, seating & advertising
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