Airports Council International

AI RP O RTS A I R P O R T S C O U N C I L I N T E R N AT I O N A L C E L E B R AT IN G CO U NCIL INTE RNATIO NA L C E L E BR AT I NG 20 Y E ARS – 1991-2011 20 YEARS Airports Council International 1991-2011 2 0 YE ARS – 1 9 9 1 -2 0 1 1 20 YEARS Airports Council International 1991-2011 Airports Council International C E L E B R AT I N G 2 0 Y E A R S – 1 9 9 1 - 2 0 1 1 Published by International Systems and Communications Limited (ISC) in conjunction with Airports Council International (ACI). Copyright © 2011. The entire content of this publication is protected by copyright, full details of which are available from the publisher. All rights reserved. No part of this publication may be reproduced, stored in retrieval systems or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the prior permission of the copyright owner. ISC ACI World Park Place 800 rue du Square Victoria 12 Lawn Lane Suite 1810, PO Box 302 London SW8 1UD Montreal England Quebec H4Z 1G8 Telephone: + 44 20 7091 1188 Canada Facsimile: + 44 20 7091 1198 Telephone: +1 514 373 1200 E-mail: [email protected] Facsimile: +1 514 373 1201 Website: www.isyscom.com E-mail: [email protected] Website: www.aci.aero Contents ACI: Mission, Objectives, Structure 6 Message from the Chair of the ACI World Governing Board 8 By Max Moore-Wilton Message from the Director General of ACI World 10 By Angela Gittens The Voice of the World’s Airports 14 By Mark Blacklock Message from the President of the ICAO Council 34 By Roberto Kobeh González Message from the Secretary General of ICAO 35 By Raymond Benjamin ACI 20th Anniversary Message from IATA 36 By Giovanni Bisignani CANSO – the Global Voice of Air Traffic Management 40 By Graham Lake ACI 20th Anniversary Message from IFALPA 43 By Captain Don Wykoff A Truly Global Collaborative Approach 46 By Paul Steele ACI Move Confirms Montreal as the World Capital of Civil Aviation 50 By Peter Diekmeyer The Airports of ACI World’s New Host City 52 By Craig Toomey Geneva Airport – ACI’s Host for the First 20 Years 56 By Bertrand Stämpfli ACI – Dedicated to Airport Safety 60 By David Learmount APEX Focuses on Runway Safety 68 By David Learmount Twenty Years of Airport Security 76 By Philip Baum Driving Airport Service Quality 84 By Craig Bradbrook Developing New Revenue Streams 92 By Karen Thomas Airports and the Environment – A Sustainable Approach 102 By Karen Thomas The ACI Global Training Programme 110 By Victor de Barrena-Sarobe ACI’s Training Programmes 114 ACI’s Training Centres 118 How the Intelligent Airport will Manage Disruption 126 By Ilya Gutlin Looking to Long-term Uplift 134 By Karen Thomas The World Business Partners Programme 140 By Catherine E. Mayer ACI Africa ACI Africa Intensifies its Efforts By Monhla Hlahla Cairo Redevelops By Adrian Giddings A New Airport for Durban By Colin Naidoo 145 148 ACI Asia-Pacific ACI Fosters Greater Cooperation in Asia-Pacific By Tan Sri Bashir Ahmad Abdul Majid Haneda Expands into Tokyo Bay By Katsuji Doi Shanghai goes from Strength to Strength By Adrian Giddings Dubai International: 50 years of Growth and Vision By Anita Mehra 154 158 ACI Europe An Evolving Role for ACI Europe By Ad Rutten Record Growth for Munich By Michael Kerkloh Madrid – Prepared for the Future 173 178 ACI Latin America-Caribbean Great Opportunities and Challenges for ACI-LAC By Philippe Baril A Successful Redevelopment for Mexico City By Héctor Velázquez y Corona A New Modern Airport in the Andes By Benjamín Ortiz Facing the Challenge of Growth at São Paulo Guarulhos By Edvaldo Pereira Lima 189 192 ACI North America The Perspective from North America By Frank Miller Redeveloping New York JFK By Mark Blacklock Denver and ACI – A Partnership for Success By Kim Day 203 206 Forecasting Future Traffic Trends By François Dormoy and Catherine Harmel-Tourneur Tomorrow’s Airports By Karen Thomas Acknowledgements 218 150 152 162 166 168 182 185 196 198 200 210 213 222 230 The opinions and views expressed by the authors in this publication are not necessarily those of ACI or the publisher. While every care has been taken in the preparation of this publication, they are not responsible for the authors’ opinions or for any inaccuracies in the articles. Unless otherwise stated, the dollar ($) values given in this publication refer to the US dollar. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 5 ACI: Mission, Objectives, Structure A irports Council International is the association of passengers, 80 million metric tonnes of cargo and 74 the world’s airports. It is a non-profit organi- million movements. ACI regular members represent over zation, whose prime purpose is to advance the 96% of the world’s passenger traffic and are owners or interests of airports and to promote professional operators, other than airlines, of one or more civil excellence in airport management and operations. By airports with commercial air services. fostering cooperation amongst airports, world aviation ACI World is based in Montreal, Canada and there organizations and business partners, ACI makes a are five geographical regions. To pursue the work significant contribution to providing the travelling with regional governmental and non-governmental public with an air transport system that is safe, secure, organizations, they are supported by specialized efficient and environmentally responsible. committees and task forces. The regions with their As the international association of the worlds’ regional offices are: commercial service airports, ACI represents the collective n Africa (Casablanca) positions of its membership, which are established n Asia-Pacific (Hong Kong) through committees and endorsed by the ACI n Europe (Brussels) Governing Board. These views reflect the common n Latin America-Caribbean (Quito) interests of the global airports community. n North America (Washington DC) In carrying out this work, ACI organizational goals can be summarized as follows: n International organizations n Maximize the contributions of airports to maintain- ACI is the “voice of the airports” in interacting with ing and developing a safe, secure, environmentally world bodies and advocating for the global airports compatible and efficient air transport system. industry before the media and opinion leaders. n Achieve cooperation among all segments of the International partner organizations include the United aviation industry and their stakeholders as well as Nations International Civil Aviation Organization (ICAO). with governments and international organizations. ACI is one of only a few organizations having observer n Influence international and national legislation, status with ICAO and it has consultative status with the rules, policies, standards and practices based on United Nations Economic and Social Council (UN/ established policies representing airports’ interests ECOSOC). and priorities. The association also works closely with the World n Advance the development of the aviation system by Customs Organization (WCO), the International Air enhancing public awareness of the economic and Transport Association (IATA) and regional airline asso- social importance of airport development. ciations. Contacts are maintained with the International n Maximize cooperation and mutual assistance among airports. Federation of Air Line Pilots’ Associations (IFALPA), the Civil Air Navigation Services Organization (CANSO), the n Provide members with industry knowledge, advice International Air Rail Organization (IARO), the Air and assistance, and foster professional excellence in Transport Action Group (ATAG) and other worldwide airport management and operations. organizations. n Build ACI’s worldwide organizational capacity and resources to serve all members effectively and efficiently. ACI is a member of the International Industry Working Group (IIWG), which brings together the three principal segments of the world’s civil aviation industry, 6 n Structure namely airports, airlines and manufacturers. This tripar- As of 1 June 2011, ACI counts 580 members operating tite group (ACI, IATA and the International Coordinating some 1,650 airports in 179 countries and territories. Council of Aerospace Industries Associations – ICCAIA) is They handle around 5 billion arriving and departing entrusted with tackling common problems related to A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI: the design, development and compatibility of aircraft M i ssi on, Obj e c t i v e s, S t ru c t u re Members of the World Governing Board, Regional Advisors and WBP Observer as of June 2011 and airports. Africa (3) Monhla Hlahla (Airports Company n Special ACI programmes South Africa) Aside from representing the interests of members to Pascal Komla (SALT-Togo) government and other interests, ACI has developed a number of special programmes, providing its members Vacant Asia-Pacific (7) with services such as training, airport service quality Tan Sri Bashir Ahmad Abdul Majid benchmarking and forecasting. (Malaysia Airports Holdings Berhad) n Events V.P. Agrawal (Airports Authority of ACI hosts global events from which members can learn from relevant guest presenters and other attendees, India) Ghanem Al-Hajri (Sharjah Airport Authority, UAE) network with industry colleagues and do business. HH Prince Turki Faisal Al Saud (General Authority of Civil Aviation, n Publications One of ACI’s key objectives is to promote better understanding of the international standards and practices Saudi Arabia) Dennis Chant (Queensland Airports Limited) that underpin our industry and that enable all of us to Zhiyi Dong (Beijing Capital work more efficiently in a rapidly evolving environment. International Airport Co., Ltd) Max Moore-Wilton (Sydney Airport That is why ACI produces a wide range of publications Corporation Limited), Chair that address global airport policies, standards and guidelines, industry statistics, operational surveys, analytical reports, briefs and position papers. Juan Ignacio Lema Devesa (Aena, Yiannis Paraschis (Athens International Airport), Vice Chair at least twice every year, and is joined by regional Tonči Peović (Zagreb International advisors and the World Business Partner programme Aviation System Department-TX) Louis E. Miller (City of Atlanta Department of Aviation-GA), Treasurer Reg K. Milley (Edmonton Regional Airports Authority-Canada) Fredrick J. Piccolo, AAE (SarasotaManatee Airport Authority-FL) Immediate Past Chairman James C. Cherry (Aéroports de Montréal) Regional Advisors Africa Chantal Lidji-Badinga (SA Aéroport de Libreville) Kosaburo Morinaka (Narita Spain) Governing Board, which comprises 29 members, meets Aviation Department-FL) Frank Miller (City of San Antonio Declan Collier (Dublin Airport Airport) members come together each year. The ACI World Airport Authority-IN) Kent G. George (Broward County Asia-Pacific Michael Kerkloh (Munich International ACI’s ultimate authority is the General Assembly where Regional Airport Authority) John D. Clark III, AAE (Indianapolis Europe (7) Authority) n World Governing Board and management Thella Bowens (San Diego County Airport) International Airport Corporation) Europe Geoff Muirhead (The Manchester Airports Group) Latin America-Caribbean Earl Richards (Airports Authority of Jamaica) Miguel Southwell (Miami-Dade Aviation Department-FL) observer. The Board decides ACI policy and examines Ad Rutten (Schiphol Group) North America any matter not specifically referred to the Assembly. The Stefan Schulte (Fraport AG) Larry Cox (Memphis International Executive Committee consisting of nine members supervises the work of ACI between Board meetings. The two bodies are led by the Chair and Vice Chair of ACI. Latin America-Caribbean (3) Philippe Baril (Corporación Quiport SA) Jorge Lukowski (Aeropuertos Argentina The Director General, ACI’s principal staff officer and 2000 SA) Héctor Navarrete Muñoz (ASUR, spokesman, is responsible for implementing World policies as well as the administration of ACI. A number Commission-GA) World Business Partner Observer Jo Lary (Pavement Consultants) Mexico) of directors and managers, covering the areas of aero- North America (8) political affairs and economics, ICAO liaison and environ- Hardy Acree (Sacramento County ment, communications, facilitation and security, safety Airport-TN) Patrick S. Graham (Savannah Airport Airport System-CA) and technical and training report to the Director General. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 7 Message from the Chair of the ACI World Governing Board By Max Moore-Wilton, AC T his year, Airports Council International (ACI) is celebrating 20 years of service to its members as the global organization representing the world’s airports. Aviation is a dynamic industry and today’s airports are very different to the airports of 1991. The global security environment has altered dramatically, causing changes in airport operations that could not have been foreseen. There has also been strong growth with passenger numbers consistently outstripping the growth in global economic output. This has occurred across the globe – in the mature markets of Europe and North America, but it has been particularly striking through Asia, the Middle East and Latin America. V Max MooreWilton: airports are responding dynamically to challenges. Across the world, airports are building larger facilities, while new airports are being constructed in major markets such as China and India. Moreover, important structural changes are taking place in the industry as well, with the advent of private investment, the rise of low-cost carriers and new generation aircraft and information technologies. airports around the world are giving priority to improv- Airports are responding dynamically to these many ing the services that passengers truly value and rely on challenges. Terrorist threats, natural disasters, wars, airports to provide. The success of this programme is political unrest, health pandemics and the tremendous evidenced by the fact that participation has more than financial challenges posed by the recent global econo- doubled since it was introduced in 2006. Initiatives mic downturn all impact airport operations. Airports such as ASQ have been supported by the continued have responded to these challenges while always improvement of professional performance with ACI keeping sight of long-term priorities such as safety, training opportunities being established for all levels security and sustainability. One of our industry’s of staff development. strengths is its ability to manage through difficult While it is appropriate to measure progress and times while focusing on developing and implementing acknowledge achievements over the last 20 years, it is longer-term solutions. also important to note that ACI’s World Governing Throughout this sustained period of change, ACI has earnt its reputation as the responsible voice of the world’s airports. The pace and breadth of change in Board has adopted a series of strategic initiatives to meet the emerging and evolving needs of members. A key initiative has been to strengthen collaborative recent years makes it ever more important that the efforts with our industry partners and stakeholders. airport point of view is heard clearly and effectively by I specifically mention the International Civil Aviation decision makers, stakeholders and passengers. Organization (ICAO), the International Air Transport Association (IATA), the Civil Air Navigation Services 8 n Initiatives Organisation (CANSO), government and regulatory A key element of ACI’s success has been the focus it agencies, and a host of aviation business partners, brings to the complex needs of passengers. Through particularly ACI’s World Business Partners. We intend programmes such as Airport Service Quality (ASQ), to improve communication and collaboration within A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S M e ssa g e f rom t he Cha i r of t he ACI Worl d Gov e rn i n g B o a rd the ACI membership to coordinate ACI World and house experts at ACI World and ACI Regional Offices, Regional initiatives relevant to these other global both World and Regional Safety Committees, as organizations in order to maximize the opportunities well as the support of many global and regional facing our members. safety partners. Two further significant initiatives are underway within ACI. The first is the relocation of ACI World from n Performance Geneva to Montreal, a move which will consolidate our This is a practical and action-oriented agenda which I operations and strengthen our communication and am confident will generate renewed impetus for ACI’s coordination with ICAO, in particular. ACI can better global mission. The performance of the organization advance airport-specific requirements with a stronger over the last 20 years shows that it is at its best when it voice in the formulation of global standards and best focuses on assisting our members to strengthen airport practices. Ultimately this industry-wide collaboration, in business basics: diversifying revenues and strengthening conjunction with civil aviation representatives from all our financial stability; making best use of information countries, will produce further improvements in oper- technologies to streamline passenger and shipping ational performance and service delivery. processes; harmonizing global security measures; The second initiative is the launch of a programme pursuing environmentally responsible improvements; to promote improvement in the industry’s safety benchmarking for customer service delivery improve- performance. This programme, Airport Excellence ments; and preparing and training for emergencies and (APEX) in Safety, promotes compliance with global natural disasters. ICAO safety standards, implementation of safety With these positive perspectives and plans ahead of management systems and meeting national, regional us, I am confident that ACI will enhance its reputation and international auditing requirements. In March as a responsive and active association. My sincere 2011, the first major regional safety summit was held thanks to all of our members for their practical support in Marrakech and a pilot project was announced in and involvement in ACI’s initiatives. I believe that Togo. A major safety conference in Latin America later together we can look ahead with confidence to continu- this year will launch the programme in that region. ing to achieve impressive results in the coming years. The programme has won endorsement from all concerned stakeholders including ICAO headquarters and Max Moore-Wilton, AC is the Chair of the ACI World ICAO regional offices, the Flight Safety Foundation, in- Governing Board. C The first major regional safety summit of the APEX programme was held in Marrakech. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 9 Message from the Director General of ACI World By Angela Gittens I began my tenure at ACI in April 2008 attending the Aviation & Environment Summit, marked by an unprecedented signing ceremony with chief executives representing each sector of the aviation industry expressing full commitment to reducing aviation’s carbon footprint. The first quarter of 2008 was a continuation of the robust passenger traffic growth airports had enjoyed in 2007. But shortly thereafter, worldwide events rocked our industry: the global financial market meltdown and ensuing economic downturn, the H1N1 virus pandemic, new security incidents on both the passenger and cargo sides of the business, the threat of new airport taxes, and a series of natural disasters created a downturn in many regions. Our need to manage the V Angela Gittens: we see the beneficial results of our advocacy efforts in all key areas. unexpected has pushed airports to focus on new solutions and new ways to stabilize the business. Although change may have become a constant in today’s world, our communities expect stable service provision and a sustainable contribution to local economic health. We see the beneficial results of our advocacy efforts in all key areas including aerodrome safety, harmonized n Advocacy security standards, airspace and airport capacity manage- The association’s efforts still fulfill the original mandates ment, environmental responsibility, and a balanced regu- of the founding members: gaining recognition for latory framework for airport economics and oversight. airport requirements and helping our members to achieve performance excellence. Through our advocacy airports worldwide brought about a restructuring of our work, increasingly the airport voice is being recognized training programme with a wide array of new training and our message heard: airports are businesses not offerings that span hands-on skills development government agencies; we are entrepreneurial and through to the highest executive leadership programmes. capital-intensive; we seek a flexible business and regu- Members continue to share their expertise, contributing latory environment in which to evolve; we need greater to course materials and guidance manuals. cross-industry cooperation to achieve operational 10 Our efforts to heighten performance excellence at In today’s airport dynamic, benchmarking and efficiencies; and we focus on delivering high-quality measurement have become staples. The philosophy that customer service. we can only improve what we can measure, has been A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S M e ssa g e f rom Ang e l a Gi t t e ns, Di re c t or Ge ne ra l o f ACI Wo rl d embraced by the modern airport manager. The Airport Service Quality (ASQ) programme has grown exponentially, a clear sign of the high value airports place on customer service delivery as a business strategy. Despite the increasingly competitive nature of the business, participants share analytical reporting in open data exchange forums, ensuring that the industry as a whole progresses on its consumer objectives. n Participation One of my main objectives has been to encourage greater member participation in the association – through committees and working groups, involvement in new initiatives, and the many surveys they complete I was fortunate to inherit the many accomplishments Z ACI is striving throughout the year. ACI has enriched the coordination of each of my predecessors at ACI. The industry between the ACI World team and the five ACI regions, continues to evolve, as we do at ACI. Looking to the performance creating a platform that achieves alignment of global future, we will pursue the best adapted solutions – excellence at and regional objectives providing maximum value for those that strengthen our hand for managing through members. The new Airport Excellence (APEX) in Safety the bad times and those that foster long-term economic programme, which is being tailored to meet the needs stability for our industry. to heighten airports worldwide. of each region, epitomizes this collaboration and will strive to ensure that all airports can meet inter- Angela Gittens is the Director General of ACI World national standards. (www.aci.aero). C ACI members come together each year at the General Assembly – the 20th was held in Bermuda in November 2010. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 11 Sydney Airport Sydney, with its stunning natural environment and beautiful harbour at its centre, is Australia’s most popular tourist destination and last year more than 11.2 million international passengers travelled through Sydney Airport. Sydney Airport is Australia’s national gateway and handles about 44% of the country’s international traffic. The airport is conveniently located about eight kilometres from the centre of Sydney, meaning that visitors have quick and easy access to tourism icons like Bondi Beach, Sydney Opera House and the Harbour Bridge. With an extensive international, domestic and regional network, Sydney Airport has more airlines flying to more destinations on more frequencies than any other airport in Australia. In 2010 the airport enjoyed record passenger numbers of 35.6 million – an average of 97,400 passengers a day. To provide a better travel experience for the growing number of international travellers, Sydney Airport recently completed the expansion and upgrade of the departures level of the International Terminal. The upgrade provided more space with a new passenger waiting area, a new customs hall and security screening area, and an expanded range of retail and food and beverage outlets. The development was part of a major investment program that has seen more than A$700 million invested in new and upgraded aviation infrastructure in the last five years. Some of the key projects have been: l Upgraded runways, taxiways and aerobridges to ready the airport for the A380. Emirates, Qantas and Singapore Airlines all now fly the A380 from Sydney l Construction of a A$100 million runway end safety area on the east-west runway l And innovative environmental projects like the water recycling plant which has reduced the volume of fresh water used by 550 kilolitres a day. The ongoing investment and expansion is needed to manage the increasing number of passengers. In 2002 there were 23.9 million passengers, while last year there were 35.6 million and the growth is forecast to continue with Sydney Airport handling 78.9 million passengers by 2029. A key part of this growth story is China, as Sydney is a very popular destination for outbound Chinese tourists. The route development with China also reflects some fundamental strengths of the Sydney market, as the city is home to about 55% of the population of Chinese-born people who live in Australia – so there is also a strong visiting family and friends base. The growth in the Chinese market has been very strong and is of increasing importance to Sydney’s – and Australia’s – multi-billion dollar tourism industry. The number of Chinese arrivals into Sydney Airport has nearly doubled from 147,148 in 2004 to 282,641 in 2010. Sydney Airport will continue to invest in the new and expanded aviation infrastructure that will be needed to accommodate the increasing number of international visitors and those who wish to travel by air within Australia. In so doing, Sydney Airport will deliver increasing benefits to the Australian tourism industry and the Australian economy more generally. The Voice of the World’s Airports By Mark Blacklock X AOC was set up in 1948 and the first board members were: Bernard M. Doolin (San S ince the earliest days of commercial aviation bility of coordinating and establishing unified positions airports have maintained informal contacts and in matters of interest to the international airport began to set up national associations from the late industry, and communicating these positions to other 1920s, but it was not until after World War II that they international aviation organizations and governmental began to develop an international voice. bodies. AACC was granted observer status by ICAO in In January 1948, representatives of 19 US airports March 1971 and consultative status by the United Francisco); J. Victor gathered in New York to form the Airport Operators Nations Economic and Social Council (UN/ECOSOC) in Dallin (Philadelphia), Council (AOC), while in 1950 a number of airports in May 1974. A permanent secretariat was set up in who was President; Europe set up the Western European Airports Geneva in 1972. James C. Buckley (New York); Claude F. King (Cleveland); Harry C. Brockhoff (St Louis); and Leander I. Shelley (New York). XV A meeting of the AACI transitional executive committee in June 1991. Seated from left to right: José Andrés de Oteyza (ASAMexico), George J. Bean (Tampa) and Lim Hock San (Singapore CAA). Standing from left to Association (WEAA). AACC was seen as an interim solution pending the AOC was based in Washington DC and WEAA in creation of a truly unified global organization to repre- Zurich. Each association sought to address common sent airports, but the issues involved in merging three problems facing airports in their regions and lobbied for proud associations were difficult to surmount. It was the interests of their members. AOC widened its remit only in the 1980s that the situation began to change. when Aéroports de Paris joined as the first non-US member in 1958. WEAA had been declining in relevance while AOCI and ICAA grew, and the three associations became two In 1962, the International Civil Airports Association when WEAA ceased operations at the end of 1985. (ICAA) was set up with its base in Paris to offer mem- Then, in May 1989, AOCI and ICAA set up a joint task bership to all airports across geographical boundaries. force led by Clifton A. Moore (Los Angeles Airports) to Meanwhile, AOC was expanding which was reflected in look at a merger. From the AOCI side the members were its name change of May 1966 to the Airport Operators George J. Bean (Tampa), Paul B. Gaines (Houston), Ayre Y. Council International (AOCI). Grozbord (Tel Aviv) and Jack F. Moffatt (Federal Airports By this time the need for airports to have a voice at Corporation, Australia). ICAA’s representatives were right: Alexander the International Civil Aviation Organization (ICAO) was Jean-Paul Beysson (Aéroports de Paris), Paul Genton Strahl, Jack F. becoming pressing. However, ICAO could not recognize (Geneva), June-Bong Kim (Korea Airports Authority) and Australia), Horstmar three separate airport associations so AOCI, ICAA and Horstmar Stauber (Frankfurt). Manfred Schölch was also Stauber (Frankfurt), WEAA agreed to form an umbrella group called the involved as a deputy for Horstmar Stauber. Moffatt (FAC, Rob den Besten (Amsterdam) and Oris W. Dunham Jr. 14 Airport Associations Coordinating Council (AACC). Established in December 1970, AACC had the responsi- A I R P O R T S C O U N C I L The idea behind the merger was to streamline activities, avoid duplication and maximize the use of scarce I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s CX Atlanta Hartsfield (B E LO W ) is the world’s busiest airport in terms of passengers and movements while Hong Kong (L E F T ) handles the most cargo. When ACI was founded in 1991, Chicago O’Hare was number one for passengers and movements while Tokyo Narita was number one for cargo. resources, drawing on the AACC staff and resources in Geneva as the nucleus of a new secretariat. The initial name approved for the unified organization was Airports Association Council International although it was soon to be changed (in 1992) to Airports Council International. The constitution of the new organization was approved by ICAA members at their 30th world congress in Monte Carlo in September 1990 marking, in the words of ICAA President Lim Hock San (Singapore CAA), “the beginning of a new order of a united world airport organization, ever ready and willing to meet the challenges of the air transport industry ahead”. AOCI members approved the constitution the following month at their 43rd annual conference in Chicago, and AOCI Chairman Oris W. Dunham Jr (Dallas/Ft Worth) declared, “I believe the new worldwide organization will significantly enhance the ability of airports to effectively participate in guiding the global growth of aviation”. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 15 T he Voi c e of t he Worl d’s Ai rport s AACC’s Executive Secretary, Dr Alexander Strahl, Meanwhile, major geo-political events – notably the became Secretary General of the new organization at first Gulf War and the break-up of the Soviet Union – the beginning of 1991, which was supervised by a were impacting the aviation industry. At the end of transitional Governing Board consisting of 28 members 1991, ICAO reported that global scheduled airline traffic nominated by AOCI and ICAA and chaired by George had declined for the first time since it started collecting Bean who had been the last AOCI Chairman. After a statistics. Setting up any new organization is a chal- transition period during which the old structures were lenge; creating ACI against this backdrop was an even wound down, ACI became fully operational in October. greater one. At the inaugural General Assembly in New Orleans that In the hot seat as the first Director General was Oris month, delegates elected a new Governing Board for Dunham. ACI was initially structured into six regions: 1992-93 chaired by Lim Hock San. Africa, Asia, the Pacific, Europe, Latin America- ACI made an early mark at the ICAO Conference on Caribbean and North America. The former AOCI head Airport and Route Facility Management, which was held in office in Washington DC became the regional office for Montreal, 29 October-13 November 1991. ACI presented 12 North America and the ICAA branch office in Brussels position papers and the bulk of the proposals won support. assumed the same role for Europe. Activities in the ICAO subsequently updated its guidelines on airport charges. other regions were run from the headquarters in Timeline – Airport Openings and ACI Milestones Year 1991 Airport Openings ACI Milestones Kuwait Airport reopens after the first Gulf War (March) and ACI set up and makes an early mark at the ICAO Conference on Airport rebuilds following occupation and looting. Shenzhen Airport and Route Facility Management. opens (October). 1992 Munich’s new airport replaces Riem (May). Following the 1991 conference, ICAO updates its guidelines on airport charges and announces its intention to liaise with ACI on environmental issues and congestion-related charges. ACI and IATA get closer on facilitation; ACI also works with the World Tourism Organization (WTO) on the issue. 1993 Former US Air Force base at Hahn is redeveloped as a second ACI and ICAO host first joint facilitation meeting. ACI Fund set up. airport to serve the Frankfurt region (September). 1994 1995 Al Ain Airport opens in the UAE (March). Kansai Airport opens on ACI World Business Partner programme set up. ACI liaison office with an artificial island in Osaka Bay as Osaka’s international gateway ICAO opens in Montreal. Relocation of ACI Pacific regional office to leaving Itami for domestic flights (September). Vancouver. Denver International Airport replaces Stapleton (February). Zhuhai ACI plays an active role in the ICAO Aviation Security (AVSEC) Panel and ICAO Sanzao International Airport opens (May). Macau International Panel of Experts on Air Navigation Services Economics. Airport opens (November). Kansai opened in 1994. 16 A I R P O R T S Denver International opened in 1995. C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s Geneva until new regional offices were established in 1960s and 1970s when some government agencies Cairo, Caracas, Honolulu and New Delhi. began to corporatize their airports and run them as commercial enterprises. Then, in the 1980s, the British n Industry evolution airports operator BAA was privatized and a private After the 1991 downturn, global airline traffic recovered enterprise, albeit one supported by national and local and since then has only been deflected from its annual government, was created to build and operate Kansai growth path by the terrorist attacks of 2001 and econo- International Airport in Japan. mic storms in 2009. Overall, traffic has grown some ACI was founded as moves to introduce private two-and-a-half times since ACI was formed. As airports capital and commercialize airport operations acceler- have developed to handle this growth, the way they do ated. Vienna was partly privatized in 1992 and several business has evolved significantly. other European airports followed suit, while airport While there have always been some private airports privatizations in Australia, Argentina and Mexico and some have long seen the importance of developing attracted worldwide interest from investors. Typically, non-aeronautical revenues, for many years the main privatization was accompanied by government regu- gateways were run by municipal or national authorities lation of aeronautical charges, which put the focus on as a public service. This began to change in the mid- efficiency improvements and new revenues as a means Year 1996 1997 Airport Openings ACI Milestones General Santos International Airport replaces Buayan as the Launch of ACI World website and Airport World magazine. gateway for General Santos City, Philippines (July). ACI strengthens relationship with WTO. Milas-Bodrum Airport opens as a new gateway to western Turkey ACI’s Y2K compliance efforts begin. (April). 1998 1999 Kuala Lumpur International Airport at Sepang opens to take over ACI presents five position papers at ICAO’s Committee on Aviation as the city’s prime gateway from Subang (June). In Hong Kong, Environmental Protection (CAEP). ACI recommends that ICAO consult with Chek Lap Kok replaces Kai Tak (July). Redevelopment of airports re the implementation and potential impact of satellite-based Gardermoen Airport as Oslo’s gateway completed, Fornebu Communications, Navigation, Surveillance/Air Traffic Management closes (October). (CNS/ATM). Austin Bergstrom International, a redeveloped former US Air Force ACI organizes its first speciality conference and exhibition Greenport ’99. base, opens to replace Robert Mueller Municipal Airport, Hainan ACI provides key input for an Intergovernmental Panel on Climate Change Meilan International Airport opens, Cochin International Airport (IPCC) working group looking at aircraft emissions. opens (all May). Shanghai’s Pudong Airport opens to supplement Hongqiao (October). King Fahd International Airport (KFIA) at Dammam opens to replace Dhahran International (November). The redevelopment of Gardermoen as Oslo’s gateway was completed in 1998. A I R P O R T S C O U N C I L KFIA opened in 1999. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 17 T he Voi c e of t he Worl d’s Ai rport s of developing an economically sustainable business enforcing stringent controls on liquids, aerosols and model. Indeed, airports, irrespective of ownership, have gels in hand baggage. And new screening standards become more inventive in generating non-aeronautical demand more space and staff. revenues and reducing costs by improving efficiency. Health issues ranging from pandemics such as They have also become more sophisticated in segment- severe acute respiratory syndrome (SARS) and influenza ing their markets and focusing on their customers. A/H1N1 to localized concerns about foot and mouth The operational challenges facing airports have disease have impacted on airport operations, as have evolved too. The original key environmental issue was natural disasters such as forest fires, tsunamis and aircraft noise although there were also concerns about volcanic eruptions. emissions, fuel leaks and de-icing run-offs. Now there are far wider-ranging concerns and environmental n Working for airports sustainability is the aim. Throughout, airports have fulfilled their core mission: to On the security front, the changing threats mean serve their communities safely. And ACI has evolved that airports have constantly had to adapt by, for with and worked for its members – not just advocating example, introducing hold baggage screening – first for and providing a forum for discussion, but offering international and then for all flights – and more recently practical help and guidance. Timeline – Airport Openings and ACI Milestones Year 2000 2001 2002 Airport Openings ACI Milestones Hangzhou Xiaoshan International Airport and La Romana ACI plays a major role in ICAO’s Conference on the Economics of Airports International Airport open (both December). and Air Navigation Services (ANSConf 2000). Sabiha Gökçen opens as Istanbul’s second airport (January). Athens’ ACI celebrates its 10th anniversary with 550 members operating 1,400 Eleftherios Venizelos Airport replaces Hellenikon (March). Incheon airports in 170 countries and over 170 World Business Partners. ACI takes Airport opens as Seoul’s new international gateway (March). part in the AVSEC Panel following the terrorist attacks of 11 September. Cibao International Airport serving Santiago in the Dominican Relocation of ACI Africa regional office to Tunis. Republic opens (March). 2003 Former RAF Laarbruch at Weeze is redeveloped as a second airport Outbreak of SARS leads to ACI working much more closely with the World to serve the Düsseldorf region (May). Health Organization (WHO) and to the subsequent revision of the International Health Regulations (in 2005). 2004 2005 Guangzhou closes its old airport and opens a new one with the Relocation of ACI Latin America-Caribbean regional office to Merida and same name Baiyun International (August). of ACI Pacific regional office to Hong Kong. Centrair International Airport opens on an artificial island in Ise Bay ACI organizes the first Airport Service Quality (ASQ) Conference and to take over from Komaki as Nagoya’s main gateway (February). announces the launch of the ASQ Survey Programme (commences 2006). Incheon opened in 2001 with two runways (pictured) and has been steadily expanded. 18 A I R P O R T S C O U N C I L Centrair opened in February 2005. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s Initially, five standing committees (economics, Partners programmes. Indeed, collaboration with stake- environment, facilitation/services, security and safety/ holders throughout the industry is central to ACI’s work. technical) were set up to monitor industry This anniversary publication seeks to give an over- developments and their implications for airports, and view of ACI’s achievements with contributions from and help shape collective airport policies. Subsequently, a profiles of some of the key figures involved. ACI’s five separate IT committee was set up reflecting advances in regions – Africa, Asia-Pacific, Europe, Latin America- this field which are driving major improvements in Caribbean and North America are featured with messages efficiency and service. from the regional Presidents and profiles of selected ACI has developed a series of programmes and major airport redevelopments and greenfield projects. initiatives for members covering priorities such as safety, There are also messages from global partner org- training, performance measuring and customer service, anizations ICAO, IATA, CANSO, ATAG and IFALPA, a while its Fund for Developing Nations’ Airports finances section on the move of the headquarters from Geneva training events for those least able to afford them. ACI to Montreal and a look ahead at what the next 20 years has also reached out to forge a relationship with might bring. airport-related companies and suppliers through first the Regional Associate and then the World Business Year 2006 2007 Mark Blacklock is the editor-in-chief of ISC Ltd. Airport Openings ACI Milestones Bangkok’s Suvarnabhumi Airport takes over from Don Muang as Transitional merger of ACI Asia and Pacific regions; centrally managed from the city’s main gateway (September). Hong Kong. ACI wins the Flight Safety Foundation Airport Safety Award. Sihanouk Airport reopens as Cambodia’s third international Relocation of ACI Africa regional office to Casablanca. airport (January). 2008 Hyderabad’s Rajiv Gandhi International Airport takes over from ACI Asia-Pacific region officially merged. Begumpet as the city’s main gateway (March). Bangalore’s Bengaluru International Airport takes over from HAL Airport as the city’s main gateway (May). 2009 Enfidha-Hammamet International Airport opens as a new gateway Relocation of ACI Latin America-Caribbean regional office to São Paulo. to eastern Tunisia (November). 2010 Durban’s King Shaka International Airport replaces the old Durban Relocation of ACI Latin America-Caribbean regional office to Quito. ACI International (May). Dubai’s second airport, Al Maktoum General Assembly approves relocation of ACI World headquarters to International, opens for cargo operations (June). Montreal. Bangkok’s Suvarnabhumi Airport opened in 2006. A I R P O R T S Enfidha-Hammamet International Airport opened in 2009. C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 19 GMR Airports – Creating Marvels for Tomorrow, Today In line with its tradition of delivering large scale infrastructure projects ahead of schedule, GMR Group, the Bangalore-based infrastructure development major, has, in less than a decade, developed and is currently managing four airports that are a class apart. Indira Gandhi International Airport (IGIA), New Delhi, India Air travellers are experiencing IGIA in a different league altogether with the opening of the New Integrated Passenger Terminal Building – Terminal 3 (T3). Developed by the Delhi International Airport (P) Limited (DIAL) consortium, T3 is cementing IGI Airport’s place among the most modern and largest airports in the world. Spread across 500,000 m2, Terminal 3 will be able to handle 34 million passengers per annum. With its opening, IGI Airport has become the gateway to modern India, and DIAL is poised to transform IGI Airport into a major hub connecting domestic and international passengers, thereby giving India its rightful place on the global aviation stage. Rajiv Gandhi International Airport (RGIA), Hyderabad, India Ranked as the “No. 1 Airport in the world” by ACI’s Airport Service Quality awards for two years in succession (2009 and 2010) in the 5-15 million passengers per annum category, RGIA, Hyderabad, is deservedly the most admired airport in the subcontinent, and the first greenfield airport of the country, under the Public Private Partnership model. Developed and managed by GMR Hyderabad International Airport Limited (GHIAL), the airport provides passengers and airlines an efficient, safe, secure and customer focused airport. Istanbul Sabiha Gokcen International Airport (ISGIA), Istanbul, Turkey Inaugurated one full year ahead of schedule, ISGIA is the fastest growing airport in Turkey, with more than 90% passenger growth in the first year of operation of its new terminal. Completed in a record 18 months, without compromising on safety and quality standards, ISGIA has the largest earthquakesafe airport terminal building that can withstand Seismic Zone V earthquakes. GMR brought in the developer’s capabilities besides engineering and electrical knowledge, and most importantly, airport specific IT Systems. Male International Airport (MIA), Male, Maldives Mandated to manage and develop the airport for the next 25 years, GMR Male International Airport Pvt. Ltd., will modernize the airport terminal that is the gateway to the most picturesque and popular beach holiday destination, the Maldives, located at the south-western tip of India. MIA, the largest airport in the Maldives, is situated on the island of Hulhule. The unique feature of MIA is that it also includes a seaplane port. One of the fastest growing airports in the region, handling 2.5 million passengers annually, the new terminal at MIA is expected to handle 5 million passengers annually, with 12 aircraft bays. With these four airports currently in its fold, GMR Airports is reinforcing the GMR Group’s deep commitment in the airport infrastructure space, for the region of South Asia as well as Europe. T he Voi c e of t he Worl d’s Ai rport s Key Figures in ACI’s History Dr Assad Kotaite – The View from ICAO were very constructive,” he says. “We consulted “There are three pillars of international civil them and they gave us their views.” At the time there were 16 Annexes to the aviation: ICAO, IATA and ACI,” declares Dr Assad Kotaite, who as an elder statesman of the indus- Chicago Convention detailing Standards and try is both in a prime position to judge and played Recommended Practices (SARPs) covering all an important role in making ACI that third pillar. aspects of international civil aviation; and those If there is anyone who deserves the accolade of particular interest to airports were Annex 14 of elder statesman it is Dr Kotaite, whose career (aerodromes) and Annex 9 (facilitation). Annex has been dedicated to helping to develop a 16 (environmental protection) had been adopted modern air transport system based on inter- in 1971, while Annex 17 (security) was adopted national cooperation. He first served on an ICAO in 1974 and Annex 18 (the safe transport of legal committee in 1953 representing Lebanon, dangerous goods by air) in 1983. As Dr Kotaite points out, it was – and became Lebanon’s representative on the Council in 1956, was Secretary General from 1970 to Dr Assad Kotaite. remains – highly important that ICAO takes on board the views of airports when amending 1976 and went on to be elected for an unprecedented 11 terms as President of the Council President of the Council, Walter Binaghi SARPs or setting new ones related to airport (from 1976 to 2006). Even in retirement, as explained that they would have to coordinate operations. But while creating AACC as a consul- President Emeritus of the ICAO Council, he their views in some way in order to be given tative body for the three associations was a key continues to serve international civil aviation. observer status at ICAO. step forward, it was not the ultimate solution. “I am very pleased that the voice of the Thus the Airport Associations Coordinating For example, AACC always had to request airports – as ACI rightly defines itself – is now Council (AACC) was born in late 1970, and it permission to attend ICAO meetings rather than heard in the world,” says Dr Kotaite. He recalls duly gained ICAO observer status the following having an automatic right of participation. the days when there were three associations year. By this time Dr Kotaite had been elected trying to speak for airports and how the then Secretary General. “Our dealings with AACC have one association and they would have our Clifton A. Moore (1922–2002) featured a series of airside satellites containing occupied the post until his retirement in 1993 Clifton A. Moore joined the then Los Angeles boarding gates and lounges, which were linked and oversaw a second major redevelopment of Department of Airports (now Los Angeles World by underground moving walkways to landside LAX for the 1984 Olympic Games. Airports) as building superintendent in 1959. He check-in and baggage reclaim buildings. Moore became Deputy General Manager of soon assumed additional duties as administrator “We said to them it would be far better to Moore served terms as President of ICAA, Chairman of AOCI and AACC, and led the AOCI/ for the redevelopment of Los Angeles the Department (which operated four airports) ICAA integration task force. He was also co- International Airport (LAX). The landmark design in 1966 and Executive Director in 1968. He author, with Norman J. Ashford and Martin Clifton A. Moore. A panorama of LAX following the 1960s redevelopment. 22 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he full support,” continues Dr Kotaite. At first the George J. Bean (1924–2004) three associations were reluctant to consider a From 1965 to 1996 George J. Bean was merger, but after the dissolution of WEAA the Executive Director of the Hillsborough County remaining two were more receptive to ICAO’s Aviation Authority which operates four airports suggestion. While Dr Kotaite left it to AOCI and in Hillsborough County, Florida, USA, including ICAA to arrange the details of the merger, he Tampa International Airport. At Tampa he made his good offices available in the case of oversaw a major redevelopment which featured any difficulties. the first airport use of automated people movers The unification finally happened in 1991 and Worl d’ s Ai rpo rt s to link the main terminal with airside satellites. Bean was active in US and international to honour his role Dr Kotaite was invited to address the inaugural ACI World Assembly in New airport activities. He served terms as Chairman of Orleans in October 1991 as a keynote speaker. the American Association of Airport Executives, The immediate benefit of the creation of ACI was an improvement in terms of representation as the new association received a standing invi- AOCI and AACC, before becoming the first Chairman of ACI. On Bean’s retirement in 1996, Tampa Inter- tation to attend, as observer, ICAO Air Navigation national Airport’s Terminal Parkway was renamed Commission meetings of interest and take part the George J. Bean Parkway in his honour. George J. Bean. X Tampa’s new terminal complex opened in April 1971 featuring the first airport use of automated people movers. They were built by Westinghouse Electric Corporation’s transportation division, which is now part of Bombardier. in the discussions. Dr Kotaite says that over the last 20 years ACI and ICAO have developed “a very smooth and constructive working relationship”, and he is pleased that ACI is now headquartered along with ICAO and IATA in Montreal. Being close together will facilitate even closer consultation he believes. Stanton, of a textbook on airport management called Airport Operations (John Wiley and Sons, New York, 1983). LAX’s former control tower (from October 1962 to April 1996) was dedicated the Clifton A. Moore Administration Building in 2005 in his honour. Arye Y. Grozbord (1931–1990) But for a tragic accident Arye Y. Grozbord would have been ACI’s first Chairman. He was Chairman of the Israel Airports Authority (IAA) and prior to joining the IAA had been Director General of the Israeli Ministry of Transport. At the 43rd and last annual AOCI conference in Chicago, 21-26 October 1990, Grozbord was elected Chairman with the understanding that he would be the transitional Chairman of the new unified airports association upon the merger of AOCI and ICAA. Sadly he was killed in a road traffic accident just days later on 5 November. George J. Bean succeeded him as AOCI Chairman. A I R P O R T S C O U N C I L Arye Grozbord addressing the last AOCI annual conference. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 23 T he Voi c e of t he Worl d’s Ai rport s Key Figures in ACI’s History Lim Hock San The last President of ICAA, Lim Hock San, was the first elected Chairman of ACI. ACI initially operated with an appointed transitional Governing Board chaired by George Bean. Elections were held at the inaugural General Assembly in New Orleans in October 1991 for a new board, and Lim Hock San was elected Chairman. Lim joined the Singapore Civil Aviation Authority in 1976 and rose to become Director General. During his time at the CAA, Singapore moved its main airport from Paya Lebar to Changi and developed into a major international hub. He was elected President of Lim Hock San. Paul Genton. ICAA at the 28th annual congress in Lisbon in Dr Paul Genton October 1988. As the Director General of Geneva Airport (1977-1993) and a member of the AOCI/ICAA When negotiations between AOCI and ICAA started, Lim was particularly keen to integration task force, Dr Paul Genton was ensure that the interests of members in the closely involved in the formation of ACI. When developing world would not be neglected by he retired from Geneva he went on to play an a new organization. One of the outcomes of important role in establishing the ACI Fund and his efforts was agreement to create what serving as its first Managing Director. Work to set up the Fund began in earnest would become the ACI Fund, which was endowed with some $400,000 from ICAA’s in 1993 and the first course was held in 1994. remaining budgets. Dr Genton explains that the idea was to offer both theoretical and practical training However, Lim’s term at ACI was a short one as he stood down upon leaving the Civil to airport staff from developing countries, and Aviation Authority in April 1992 to become he pays tribute to the airport executives who President and CEO of United Industrial gave up their time to lead training courses. Corporation. He stresses that the ethos was not just to give lectures but also to have full two-way Lim was succeeded as ACI Chairman by Jack F. Moffatt of the Federal Airports Corporation discussions between the course leaders and of Australia. Singapore’s Changi Airport opened to airline traffic in July 1981. Dr Alexander Strahl – From AACC to ACI The aims of AACC, established in 1970, were to which had long yearned for a single voice As Executive Secretary of AACC and then present unified policies approved by the three representing airports with which they could Secretary General of ACI until his retirement in constituent airport associations, to further enter into dialogue. December 2003, Dr Alexander Strahl played a cooperation among them and, whenever agreed key role in ensuring that the voice of the world’s by the Council, to represent them in straightforward. It consisted of a nine-member airports was heard over three decades. He kindly international matters with worldwide aviation Council (three members from each constituent took part in a Q&A for ACI’s 20th anniversary organizations, particularly with ICAO, IATA and association) headed by a rotating Chairman, and publication. IFALPA. This new body, which was granted a small Geneva-based Secretariat, backed up by observer status by ICAO in March 1971 and ad hoc working groups of airport experts How would you describe the effectiveness of the consultative status by UN/ECOSOC in May 1974, entrusted with coordinating the associations’ AACC set-up and its operations? was well received by the aviation community, policies and drawing up position papers for 24 A I R P O R T S C O U N C I L the participants. The AACC structure was simple and I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s presentation at ICAO and other selected board and turn it into a credible representative international meetings. Representation at those body. Working with successive Chairmen and meetings was carried out by AACC’s Chairmen, Directors-General, we succeeded in a short Executive Secretary and/or airport experts, as period of time in raising the profile of ACI world- appropriate. In view of AACC’s limited scope, wide and in getting results at the world level there was general consensus that this “light” which could not have been attained independ- set-up worked well and was very cost-effective, ently by individual airports or a single region. Prior to the establishment of ACI in 1991, but should not go on indefinitely. the airport organizations that existed at the What were the principal objections to a full time together had fewer than 350 member merger of the then three airport associations airports, mainly in North America and Western (AOCI, ICAA, WEAA) in AACC’s first decade Europe. As ACI, we consolidated membership in or so? those two regions, and aggressively recruited While many airport leaders considered AACC new members in Africa, China, Vietnam, Central a necessary, but short-lived entity, a first step Asia, Latin America and the Caribbean, the leading to a single worldwide airport Middle East and Eastern Europe, totalling over 550 members operating some 1,600 airports in organization, others saw the Coordinating Alexander Strahl joined AACC in 1972 and retired from ACI in 2003. 170 countries and territories by the time of was strongly supported by the then executives What immediate changes/benefits did you see Developing Nations’ Airports. We set up five of AOCI and ICAA, who jealously defended the when ACI was formed? world standing committees on economics, traditional historical roles of their associations The move from a loose grouping of two organi- the environment, facilitation and services, and fought hard behind the scenes not to zations and a coordinating council to a single aviation security and technical/safety, which relinquish any of their activities, and ultimately effective worldwide body with an ambitious were instrumental in shaping ACI policies and disappear in a global airport organization. agenda went smoothly and expeditiously. The ensuring that the vital interests of airports are immediate changes/benefits I saw upon ACI’s safeguarded when new ICAO SARPs have been What finally eased the way to the merger of inception were twofold. At the internal level, adopted. We also launched numerous business AOCI and ICAA? there was tremendous satisfaction for most initiatives – most notably the World Business Following difficult and lengthy discussions, airports at belonging to and enjoying direct Partners programme in 1994 – and a series of a number of influential CEOs of major airports membership of a single global organization well-attended speciality conferences and joint on both sides of the Atlantic and in Asia- capable of influencing international air transport ventures with ICAO and IATA, e.g. AVSEC World, Pacific came together to devise an acceptable policies and trends and facilitating communica- which have boosted the organization’s finances, formula for the merger and overcome strong tion between airports on all continents. The new as well as its visibility. reluctance of certain senior staff members. ACI also allowed all airports which had previously These achievements would not have been Over the years, this high-level group included, had dual membership of AOCI and ICAA to turn possible during my term in office without the but was not limited to, Clifton Moore (Los their backs on confusion, duplication, over- remarkable work of a small group of some 15 Angeles), George Bean (Tampa), Robert lapping and the waste of time and money. persons – the staff of ACI HQ in Geneva and our Council as an end in itself. Although the latter view was shared by only a few airport CEOs, it my retirement. We established the Fund for liaison office with ICAO in Montreal. I would like Michael (Louisville), Oris Dunham (Dallas/Ft Externally, international and regional Worth), Paul Gaines (Houston), Jean-Pierre aviation bodies welcomed ACI as a first-rate, to take this opportunity of thanking them, Beysson (Paris), Rob den Besten (Amsterdam), reliable and respectable partner and very rapidly former Director General of Geneva Airport Jean- Horstmar Stauber (Frankfurt), Poul Andersen established close working relations with it Pierre Jobin and the many, many airport execu- (Copenhagen), Paul Genton (Geneva), Lim Hock through ACI HQ and its regional offices. tives in all regions who supported us in making ACI a force to be reckoned with on the inter- San (Singapore), June Bong Kim (KAA, Korea) and Vijay Mathur (IAAI, India). In the mid-1980s, What were the highlights of your career with ACI? national scene. I believe these achievements the process gained speed, with several key US In the same way as at AACC almost 20 years formed an excellent base on which successive ACI airports joining ICAA with the aim of shifting the earlier, I was again privileged to help build and teams have and will continue to build and view of its leadership in favour of a merger. lead a new organization, get it off the drawing strengthen the organization. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 25 T he Voi c e of t he Worl d’s Ai rport s Key Figures in ACI’s History A Message from ACI World’s Immediate Past Chair It is a great pleasure for me to congratulate Airports Council International on its 20th anniversary and a privilege to contribute to this commemorative publication highlighting the successes of this important organization. For the past two decades ACI has worked tirelessly with many valued partners around the world to fulfil its mandate. This includes promoting industry cooperation and maximizing airports’ contributions to the development of a safe, secure and viable aviation sector in a responsible and sustainable manner. James C. Cherry: ACI has worked tirelessly to fulfil its global mandate. Niels Boserup: exchange of information has been used to improve service and build better airports. ACI (2008-2010), we made excellent progress on responsibilities to better align them with mem- A Message from ACI World’s Chair 2004-2007 all these fronts despite a very challenging bers’ needs. This has led to a vast improvement A lot of good people in the airport industry had economic climate. I am pleased to see that ACI in communication and cooperation across the the vision to create ACI 20 years ago. For the Chairman Max Moore-Wilton, Director General entire ACI organization, including between ACI first time airports could speak with one voice. Angela Gittens and other members of ACI’s World and the ACI Regions. Among the benefits There is no doubt that this has been the most capable management team are continuing to of ACI’s new regionalized model are a more important outcome. Suddenly the airport indus- build on these achievements and strengthen optimized use of staff resources, a strengthening try had the muscle to negotiate with IATA, ICAO, ACI’s leadership role in aviation. of airport agility to respond to rapid industry the FAA, EU and other important organizations. changes, and a broadening of the organization’s We gained influence. During my two-year tenure as Chairman of Three accomplishments stand out: first, increasing ACI’s presence and influence at the effective reach. International Civil Aviation Organization (ICAO), There were of course many other challenges But when I look back there are other elements that have also been very important for me where global industry standards, policies and that ACI faced during that period. These included and many of my colleagues. ACI gave a lot of recommended practices are developed. Our initiatives to reduce our carbon footprint in the airport executives and specialists the chance to stronger relationship with ICAO, including face of climate change, explaining airport user come together at conferences, workshops and obtaining observer status, ensures that the role charges to a sometimes sceptical audience, and other occasions. of airports is better understood and our overall ensuring safety and security remain at the top of influence in policy making increased. The our priorities. I feel honoured to have been called operators from different parts of the world decision to relocate ACI World from Geneva to upon to contribute in some small way to this has been used to improve services and build Montreal this year is a direct result of this terrific organization. I want to take this oppor- better airports. expanding and deepening relationship with tunity to again thank ACI board and staff mem- ICAO and I believe will be of tremendous benefit bers, especially Angela Gittens, and our many can just pick up the phone or write an e-mail to in the years ahead. other partners for their remarkable dedication colleagues around the world and ask for help and support. and inspiration. Second, ACI has fostered a much more The exchange of information between If you have a problem in your airport, you constructive working relationship with airlines All of us at Aéroports de Montréal welcome and the International Air Transport Association ACI World to its new headquarters in Montreal. can you expect that they will help you? That is (IATA). This has resulted in a better appreciation We will continue to work closely with you to one of the amazing oddities in our industry; at among airlines of airport operations, business ensure even greater successes in the years ahead. the same time we can compete with each other models and special challenges and will serve to Happy 20th Anniversary and Long Live ACI! and help each other. I think that is fantastic. James C. Cherry, Immediate Past Chair of ACI be possible to improve the cooperation between World, is the President and CEO of Aéroports de airports and airlines. Both as Chairman of ACI Montréal. and CEO of Copenhagen Airports, I strived to help ACI have its voice heard and better meet its objectives moving forward. Third, we also laid the groundwork for a revamping of ACI’s constitution, roles and 26 A I R P O R T S But airports should be competitors, so how My hope for the coming years is that it will C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s “It’s very important that the regions under- establish better cooperation with the airlines. Relations have improved but there are still some stand that the headquarters is working for them areas where they could be smoother. That and equally important that the headquarters should not be the case in the future. We have so pays attention to the problems of each region many common goals and very few areas with and finds a good compromise,” says Fleury. He difficulties that it is obvious that both sides have worked to improve that mutual understanding a lot to gain from better cooperation. and ensure smooth relations between the headquarters in Geneva and the regions. In terms of finance, by the time of Fleury’s Niels Boserup was ACI World Chair 2004-2007 chairmanship ACI’s expanding activities and and CEO of Copenhagen Airports 1991-2008. responsibilities were straining the organization’s resources. He worked with the then Director A Message from ACI World’s Chair 2000-2003 General, Jonathan Howe, to drive down costs The Airports Council International 20th anniverDr Ghanem Al Hajri: visionary founders of ACI believed that all airports of the world face similar challenges. and develop revenues. “We had to pay a lot of plation and see where we were and where we reliable services to sustain this growth would when I left the chair it was quite all right.” are heading with the air transport industry. not have been possible without the support of sary is an opportunity for me and, may I add, for all my colleagues to take a moment of contem- attention to the budget,” explains Fleury, “but The Y2K software issue was a general problem The visionary founders of ACI believed that the local governments and well adapted facing the world at the turn of the millennium, all airports of the world face similar challenges regulatory frameworks for development. but the potential safety impact was probably with their partners and clients, while at the same I do believe that all airports can truly benefit greatest for the aviation industry. The wide time they all share one mission of providing the from the fruits of ACI by exchanging experiences range of companies and organizations involved highest level of safe and innovative services to and learning from each other. Our hopes should led to initial difficulties with overlapping efforts the airline sector. This vision paved the way to be as high as our goals. Happy 20th Anniversary so Fleury prioritized coordination. “It was a real the inevitable establishment of ACI. to ACI and all its members. success,” he says. “We had no problems at all because we did a lot of work in the airports, in Our industry has faced many challenges during the last two decades (such as the Dr Ghanem Al Hajri, ACI World Chair 2000-2003, ATC and in communications, and all that financial crisis, global pandemics and new is Director General of Sharjah Airport Authority. coordinated with ICAO and the governments.” addressed these issues side-by-side with the An Interview with ACI World’s Chair ACI Fund of which he was the first Chairman, international aviation organizations IATA and 1998-1999 serving until 2000: “ACI is a great family and the ICAO, and we have been able to come out “It was a great challenge to build one airports Fund is a good example of something very stronger and move on to a new era. organization by merging AOCI and ICAA, and step In closing, Fleury highlights the work of the security requirements). Throughout, ACI has by step, year after year I think all of us together All ACI members of the different regions around the world, with their unique diversities and characteristics, have been able to stand as one. did a great job,” declares General Jean Fleury. “For me to be Chairman of ACI was a great Moreover, we have been able, through the various experience. When you work with people in the ACI specialized committees, to identify the future right way you become friends and it is certainly challenges and respond proactively to them. something wonderful that we were in an ACI with the help of all its members has been industry where we were all friends. We were able to develop the role of airports as sources of sharing the same problems, we were sharing our revenue generation for their local and regional experiences, we were sharing everything – and economies by emphasizing innovative methods of competing too!” improving the services and facilities of airports. The Middle East region has seen tremendous Asked about the key challenges he faced during his chairmanship and how they were growth rates in both passenger and air cargo addressed, Fleury highlights three: relations traffic during the last two decades. Building up between ACI World and the regions, ACI World’s the market and creating the demand with finances and the Y2K software issue. A I R P O R T S C O U N C I L General Jean Fleury (L E F T ) is seen here with Dr Ghanem Al Hajri (R I G H T ) at the 1999 ACI World General Assembly. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 27 T he Voi c e of t he Worl d’s Ai rport s Key Figures in ACI’s History special that takes into account those who are less fortunate.” General Jean Fleury was ACI World Chair 1998-1999 and Chairman of Aéroports de Paris 1992-1999. An Interview with ACI World’s Chair 1996-1997 “Issues facing the industry today are certainly not those we were facing 14 years ago when I was in the chair, and the proof of ACI’s success is that the organization has been able to evolve to meet these new challenges,” says Paul Gaines. Gaines was elected to the chair at a period in Paul B. Gaines: proof of ACI’s success is that it’s been able to evolve. Jack F. Moffatt: ACI’s formative years required significant effort, patience and goodwill from all participants. which ACI was moving from what he calls its who for the most part held a common goal allow- “infancy” to the “pre-teenage years”, and noted ing for the opportunity to reach an accommodation and settle the organization into its new over- that at first it was difficult to get the membership to for the benefit of the organization.” He noted a arching administrative and policy development accept that the great efforts made to merge AOCI lagniappe (bonus) was making so many new role and as the focal point for articulating and and ICAA were not the end game but in fact a start. friends during this process. promoting a single airport view in international “The organization was going to change as A challenge of a different kind was recruiting The key challenges were to quickly establish forums. Initially, the Board reporting arrange- the climate we operated in changed and we had ACI’s second Director General as Oris Dunham’s ments for the Standing Committees and, conse- to make sure there was sufficient flexibility to term came to an end. Gaines, with the support of the quently, the translation of ACI’s vision into allow this,” he explains. “Depending on the Executive Committee, directed the process which practical achievements, proved to be cumber- member and the region there were different saw Jonathan Howe taking the DG role in 1997. some. A re-structure improved the timing for expectations and the focus of not just my efforts Summing up, Gaines stresses that with processing, amendment and adoption of Stand- but those of the Executive Committee, the Board limited resources it is important for airports to ing Committee working papers by the full Board. and the Secretariat was to reach the compromises focus them and to speak with one unified voice needed for the members to coalesce around the through ACI, while recognizing it is an organi- structures in place with consultants, suppliers, common goal of a world airport organization.” zation that will continue to evolve. “The organi- vendors, advertisers and concessionaires which zation is still a work in progress,” he declares. supplemented the membership fees required to Managing expectations is a vital leadership skill and Gaines devoted a lot of time to meeting Both AOCI and ICAA had commercial support their individual regional office activities. members and listening to their concerns and Paul B. Gaines was ACI World Chair 1996-1997 Some of these commercial arrangements issues. “Remember, in a trade organization there and Director of Aviation for the City of Houston overlapped with the proposed activities of the is no such thing as a unanimous view on policy 1982-1998. Subsequently he set up an indepen- headquarters organization. There were tensions direction,” he points out. “When you are dealing dent consulting practice which he currently in that area which prevailed for some years and with such a diverse group of managers from actively pursues. He is the 2009 recipient of were finally tempered over time by negotiation. around the globe everybody has different views ACI-NA’s prestigious William E. Downes Award. and needs. Unfortunately members are not In addition there was some sensitivity regarding the establishment of the World Business going to get everything they want so reaching a A Message from ACI World’s Chair 1992-1995 Partners programme in 1994, principally because satisfactory compromise where the membership ACI’s formative years required significant sales it raised the prospect of Business Partners being is comfortable and supportive of the strategic effort, patience and goodwill from the member- induced to switch their support from regional policy and goals was an interesting challenge.” ship, the Regional and World Boards and in conferences and forums to those promoted at the particular between management and staff at World level. Ultimately, there was no reduction of found it really rewarding that I was able to meet both the World and Regional levels. There were Business Partner support at the regional level and discuss the issues with so many different concessions required by all participants with the and the issue disappeared from all agendas. members from different cultures around the most difficult area being the initial staffing world,” he says. “They were all genuine people impacts on both sides of the Atlantic. It was a test Gaines addressed with gusto. “I 28 A I R P O R T S C O U N C I L I think that we completed the first phase of our “settling in” with the establishment of the I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s ACI liaison office in Montreal during 1994. That initiative signalled to IATA and to ICAO that we had arrived and I recall with pleasure the congratulations and the warmth of Dr Kotaite’s remarks at the welcoming luncheon. It is a credit to all involved that we created a single airports association with a mandate to represent the interests of all airports in international and national forums as the third leg of the world’s aviation/airport operational, regulatory and policy development partnership. Jack F. Moffatt was ACI World Chair 1992-1995 and Chief General Manager, Operations (19901995) and CEO (1996) of the Federal Airports Corporation of Australia. Subsequently he held a variety of roles including Chairman of Australian Airports Ltd (1997-2005). The opening of the ACI ICAO liaison office in 1994 marked the deepening of the relationship between the two organizations. Pictured at a meeting in Montreal in the front row are: George J. Bean, Jack F. Moffatt, Dr Assad Kotaite and Philippe Rochat (then ICAO Secretary General). In the back row from left to right: Vijay K. Mathur (IAAI-India), Paul B. Gaines, Alexander Strahl, José Andrés de Oteyza and Oris W. Dunham Jr. T he Voi c e of t he Worl d’s Ai rport s Key Figures in ACI’s History – The First Three Directors General 1991–1997: Getting the Organization Up and Running Oris W. Dunham, Jr describes himself as a “people” person. This skill served him in great stead as ACI’s first Director General, when he travelled around the world meeting airport representatives and reaching out to other stakeholders in the aviation industry. Dunham started his career in the airports business as night supervisor at Seattle-Tacoma International Airport and rose to become Director of Aviation for the Port of Seattle. He moved to the Los Angeles Department of Airports as Deputy Executive Director reporting to Clifton A. Moore, and then to Dallas/Ft Worth Oris W. Dunham, Jr. Jonathan Howe. International Airport as Executive Director. Dallas/Ft Worth along with other major US Washington DC, while Europe was developed airport management; however I believe I was the airports was a member of both AOCI and ICAA, from the ICAA branch office in Brussels. only active pilot to direct ACI. and Dunham was acutely aware of the However, a lot more work was needed to set up duplication of effort in having two associations the Africa, Asia, Pacific and Latin America- whom I had known for many years. Oris had rather than a unified body. As Chairman of AOCI Caribbean regions. The ACI Fund for Developing done a magnificent job of integrating the from September 1988 to October 1990, he was Nations Airports was also established. various pieces of the predecessor associations closely involved in their merger. I succeeded my good friend Oris Dunham “And, of course,” continues Dunham, and putting ACI on an equal footing with other “increasing our influence at ICAO was a core organizations gaining full observer standing at regional set-up, the committees, the location of part of the mission.” He explains that Aéroports ICAO. However, this was tempered by occasional the head office.” He was also involved in the de Montreal offered valuable assistance in differences with the regions. Fortunately we search for a Director General, sitting on the supporting ACI’s ICAO liaison office as the new were blessed with an ACI Board made up of panel which carried out interviews in Asia, organization built on the work of AACC in airport directors who were very supportive of Europe and North America. In the end, the rest making the voice of the world’s airports heard in our comparatively young organization. Possibly of the panel decided he would be the best the ICAO decision-making process. my greatest regret is that we were never “The devil was in the detail,” he says, “the person for the job and persuaded him to leave Dallas/Ft Worth to join ACI full-time. During his term of office, Dunham established ACI very firmly on the global stage Dunham started work in Geneva in with a key role in the development of a strong completely able to resolve some of the differences despite good faith efforts by all. One of ACI’s biggest concerns in 1997 was September 1991 on a five-year contract. “One of and efficient aviation industry. Indeed, his work its finances. At that time the largest source of the challenges in the early days of ACI was in getting ACI up and running successfully was revenue were its membership dues paid in Swiss communication,” he says. It was important to a hard act to follow, and his contract was Francs and thus subject to the fluctuations of the explain to existing members and all industry extended into 1997 to allow more time to find currency markets. Because of this I embarked on partners how the new organization was going to a successor. an aggressive campaign to diversify our sources work, and to encourage new members to join. of income. The first was the World Business Indeed, Dunham spent up to two-thirds of his 1997–2002: Reflections of Jonathan Howe Partners programme begun under Oris’s time travelling, and he pays tribute to the team I came to ACI from a Washington DC law firm stewardship. I had learned at NBAA that the at the secretariat in Geneva, led by Secretary where I had been a partner specializing in suppliers of products to our members, who General Alexander Strahl, who ran things aviation matters. Prior to that I had managed a joined NBAA as associate members, were a smoothly while he was on the road. Washington-based trade association (the lucrative source of revenue. The same rationale National Business Aviation Association – NBAA) applied to suppliers of goods and services to the another challenge. North America essentially and spent 23 years with the FAA. Unlike the airport community – thus the name World took over the AOCI structure and base in other directors general I had no experience in Business Partners. We provided publications, Setting up the regional structure was 30 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Voi c e of t he Worl d’ s Ai rpo rt s opportunities to participate in ACI conferences initiative. That initiative included the Airport Exe- with presentations and displays as well as cutive Leadership Programme, the establishment involvement in ACI’s Governing Board. This in of learning centres in all regions, and a catalogue turn greatly increased the paid attendance at of e-learning options. Through an innovative ACI conferences and other sponsored events partnership worked out with ICAO, the Airport which themselves became a significant Management Professional Accreditation Programme contributor to revenue. Finally, we turned the (AMPAP) was established, offering international expense of an in-house magazine to a new accreditation jointly by the two organizations. New shocks came to global aviation, and ACI source of income through a contract with a London-based publisher for ACI World. By the was called upon to form a new alliance with the time I left ACI nearly half of our revenue was World Health Organization in Geneva to respond from non-membership sources and we had one to the spread of avian flu and, later, concerns million Swiss Francs invested as reserves. about a possible swine flu pandemic. Responding to the increasing commercial My philosophy has always been that the leader of an organization should be seen and Robert J. Aaronson. focus of the airports industry, ACI became an advocate of customer service excellence. ACI available to its members and constituents. Time behind a desk does not accomplish this 2002–2008: Reflections of Robert J. offered members the Airport Service Quality so I spent a great deal of time visiting airports, Aaronson (ASQ) global survey that strongly supported speaking at meetings and conferences, and Several months after the terrorist attacks of 11 benchmarking and improvement programmes meeting with government officials involved September 2001, I was asked by the ACI World and also could help reduce costs. This service in airport regulation. In this connection I Governing Board to accept the position of quality initiative was further broadened and should add that we greatly increased our Director General with the mandate to provide became the norm for airports globally. involvement with ICAO and IATA as well as strong leadership to the airports industry and other international organizations such as the organization. Airports would have to regain tical and social force, airports sought strengthened CANSO and ECAC. their footing, and re-establish and revise their leadership from ACI. We became one of the major business models within a new security-driven contributors to the industry-wide Air Transport ACI headquarters be moved to Montreal to be paradigm. Strong cooperation with airlines, Action Group (ATAG), producing the annual physically closer to ICAO. There were a number governments (mainly through ICAO), air traffic Aviation & Environment Summit and unprece- of reasons why we chose not to. First, Geneva management and other partners would be dented cooperation and joint efforts across ind- was the home to many international organiza- essential. ACI’s Board wanted the organization ustry lines. These efforts gained acceptance for, tions including both IATA and CANSO whereas to assume a global position that would afford and enhanced, the leading role of aviation – as only ICAO was in Montreal (ECAC was in Paris). airports an “equal place at the table”. compared with other industries – in responsibly From time to time the idea arose that the With the support of outstanding security, As the site of the original League of Nations As the green movement became a major poli- meeting 21st century environmental objectives. Geneva had always been a truly international operational and technical expertise provided by Other member needs were met through city. Likewise with a Montreal-based represen- airport members, ACI’s services and representa- joining together with strong commercial entities tative and the ability to easily attend ICAO spon- tion assisted in the steady recovery of the indus- to provide a range of valuable conference sored events (many of which were held in places try. This led to other challenges for ACI. A new, opportunities such as the annual Airport other than Montreal all around the world), we far-reaching ACI Strategic Plan was adopted by Business and Trinity Forum event. could respond just as quickly. Another consider- the World Governing Board in the fall of 2004. Growth would resume and it became clear ation was that with an American Director All in all, the six years during which I served as Director General proved to be replete with General and a Canadian Headquarters ACI might that the airports industry needed a broad- great challenges for airports and ACI. The org- lose some of its international identity. ranging training programme to assist airport anization succeeded in meeting the expanding management successions and to strengthen needs of its members. This was achieved ledge the tremendous help both I and ACI professionalism and effectiveness of staff through the partnership of the World Governing received from Secretary General Alex Strahl and (including building the capacity to “do more Board and staff and members’ generous contri- his “institutional” memory. I could not have with less”) throughout airport organizations. bution of expertise, joined with cooperation and succeeded without him. Accordingly, ACI launched a Global Training collaboration with other aviation sectors. Finally, I would be remiss if I did not acknow- A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 31 Avinor among the best in Europe Avinor’s airports are among the best in Europe with regard to regularity and punctuality. At the same time the operating income increased by 7% in 2010. Punctuality improved for the fourth year running, and was at 89.2% in 2010. Regularity was 97.4%. “Due to good preparation for winter conditions, we were spared the major problems the snow caused at many other European airports in the period before Christmas last year. At the same time, both we and our customers consciously work toward maintaining and improving punctuality and regularity further,” says Avinor CEO, Dag Falk-Petersen. Oslo Airport Gardermoen and Stavanger Airport Sola both received awards for being the most punctual airports in 2010 within their particular categories in a survey carried out by Flightstat.com. Growth in passenger figures — despite volcano eruption Despite the ash cloud from Iceland in the spring of 2010, traffic to and from Avinor’s airports increased by 4.3% to 40.1 million. Oslo Airport Gardermoen experienced a traffic increase of 5.2% in 2010 – but barring the volcano’s eruption, growth would probably have reached around 8%. “This merely emphasizes the importance of the ongoing development of terminal capacity at Oslo Airport Gardermoen,” says Falk-Petersen, who points to the fact that passenger figures demonstrate to improve results that has contributed with NOK 121 million ($22 million). This work will continue in the years ahead,” says Falk-Petersen. Avinor’s investments in commercial products at the airports has led to the income from these activities increasing more than traffic income. This allows Avinor to finance all operations without government contributions. Leading position how dependent Norwegian trade and industry and the population at large are on a good and wellfunctioning aviation service. Stage 1 of the terminal development, which is to be completed in 2017, will increase capacity from the current 20 million annual passengers to 28 million. Avinor’s air navigation services is preparing for a new competitive reality in airspace in line with the Single European Sky programme. In connection with this, Avinor has chosen to take the lead and participate in a number of projects, in order to influence future developments in Europe. “Avinor’s air navigation services division aims to achieve a position as the foremost provider of air traffic services in Northern Europe,” says Falk-Petersen. Strong result Environment and climate Avinor’s operating income in 2010 was NOK 7,871 million ($1,455 million). This is an increase of 7% over 2009. At the same time the company had a result after tax of NOK 1,008.1 million ($186 million). “The strong result is of course related to both the increase in traffic and higher commercial income. However, the company has also implemented an internal programme Norwegian aviation is responsible for 2.1% of the total greenhouse gas emissions in Norway. Within the framework of the joint project “Sustainable Aviation” the aviation industry in Norway is working to reduce emissions. “Aviation is taking environmental and climate challenges seriously, but Avinor would also welcome a broad debate on the challenges we are facing,” Falk-Petersen concludes. Dag Falk-Petersen, Avinor’s Chief Executive Officer. CONGRATULATIONS! AVINOR WOULD LIKE TO CONGRATULATE ACI ON ITS 20TH ANNIVERSARY. Avinor AS owns and operates 46 Airports and Air Navigation Services in Norway www.avinor.no Message from the President of the ICAO Council By Roberto Kobeh González T he 20th anniversary of the creation of ACI symbolizes the power of dialogue and cooperation among international organizations dedicated to serving the world community by ensuring that individuals and enterprises everywhere can count on the highest levels of safety and efficiency in air transport operations. V As the United Nations agency Roberto Kobeh mandated to promote the safe and González: ACI has been a orderly development of international most effective civil aviation throughout the world, ambassador for the world’s airports. ICAO sets standards and regulations necessary for aviation safety, security, efficiency and regularity, as well as for aviation environmental protection. It also acts as the assist States in adapting and strengthening their forum for cooperation in all fields of civil aviation respective national regulatory legislations, within the among its 190 Contracting States. context of a globally-harmonized and integrated set of To effectively carry out its mandate, it must be able to count on the experience, the expertise and the policies and regulations. I have been privileged to sit on the Council of ICAO opinions of all components of the global air transport since 1998 and to serve as its President for the past five system to complement the contribution of civil aviation years. This has allowed me to appreciate first-hand the administrations of Member States. commitment of ACI leaders and representatives to For the past 20 years, ACI has been a most effective ambassador for the world’s airports in the wide range of ICAO conferences, committees, panels, study groups continually expand the productive relationship between our two organizations. We have a solid foundation to build upon as we and similar fora. As an official observer in the head into one of the most intense and demanding Organization’s Air Navigation Commission, the principal periods in the history of air transport. ACI’s decision to body concerned with the development of technical and move its headquarters to Montreal, literally across the operational standards, it has played an invaluable role street from ICAO, will make for even more personal, in the deliberative and decision-making process of ICAO responsive and productive communications between in matters relating to airports. our respective officials. As critical, ACI has been an effective agent of The future of air transport is as bright as it is change. The three inter-related phenomena of demanding. Together with other international organi- liberalization, globalization and privatization have zations, ACI and ICAO can look forward to writing the progressively transformed the air transport industry. next exciting chapter in the history of international civil Every step of the way, ACI effectively interpreted and aviation, in a spirit of friendship and collaboration. communicated the challenges for airport operators in managing these global forces. Roberto Kobeh González is the President of the This exchange of views enhanced the focus and relevance of ICAO air transport policies formulated to 34 A I R P O R T S C O U N C I L Council of the International Civil Aviation Organization (www.icao.int). I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Message from the Secretary General of ICAO By Raymond Benjamin T he 20th anniversary of ACI is an opportunity for me to thank our airport colleagues for their unfailing commitment to a partnership that has considerably enhanced global air transport and will contribute to further improving the safety, security and overall sustainability of international civil aviation. Safety is everybody’s business and remains our top priority. In a context of sustained growth in traffic, reducing the accident rate worldwide is paramount. Because more people die from runway safetyrelated events than any other type of accident, we will concentrate on significantly reducing runway excursions and incursions. Our strategy also calls for States to strengthen their national safety programmes, through such actions as improved monitoring and oversight systems, application of recommendations from ICAO safety audits and implementation of safety management systems throughout their civil aviation infrastructure. Security for airports is particularly consequential. C Raymond Reactions to real or attempted acts of terrorism Benjamin: safety inevitably impose additional layers of countermeasures is everybody’s that slow down operations, aggravate passengers and business. increase costs to regulators, airports, airlines and, ultimately, users. aviation system that is as safe and secure as possible, Our approach lies in the Declaration on Aviation they want to enjoy their travel experience, and they Security adopted unanimously by the 37th Session of want flights to be environmentally sustainable. the ICAO Assembly in the fall of 2010. It builds on four ACI has always been a solid contributor to meeting pillars: enhanced screening technologies to detect these objectives as an essential member of the world prohibited articles, strengthening international aviation community. standards, improving security information-sharing and providing capacity-building assistance to States in need. As with safety and security, minimizing the impact of I salute the deeply committed team of individuals who gave birth to ACI and later shaped the organization in its formative years. I continue to count on the aviation on the environment requires global solutions enthusiasm and professionalism of the current ACI and actions. Again, this was captured by a Resolution of personnel as we collaborate in ensuring the overall the 37th Assembly which, although adopted with a sustainability of global air transport. number of reservations, made ICAO the first United Let this 20th anniversary of ACI be a reaffirmation of Nations agency to lead a sector in the establishment of our common dedication to working together in a globally-harmonized agreement for addressing CO2 providing the enormous economic, social and cultural emissions. For airports, the accent is placed on reducing benefits our world has come to value and depend on. noise levels for surrounding communities. These are our objectives and they reflect what our global society requires and expects. People want an A I R P O R T S C O U N C I L Raymond Benjamin is the Secretary General of the International Civil Aviation Organization (www.icao.int). I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 35 ACI 20th Anniversary Message from IATA By Giovanni Bisignani C ongratulations to ACI on 20 years of representing the world’s airports. Airlines and airports are partners in a complex value chain that supports 32 million jobs and $3.5 trillion in economic activity. We face many issues in common. Cooperation is the key to our joint success. An anniversary is a time to reflect on past successes. But more importantly, it is an opportunity to look ahead. Aviation’s core promises are safety, security and environmental responsibility. On safety, the industry’s history of cooperation has made air the safest way to travel. Over the last decade alone safety has improved by an impressive 42%. In V Giovanni Bisignani: 2010, the accident rate for Western-built jet aircraft airlines and reached an historic low of one accident for every airports are 1.6 million flights. Even this impressive record must partners in a complex value chain. be improved on. The goal is zero accidents. Runway accidents still account for about a fifth of all accidents and ground damage is at least a $4 billion burden on the industry. Going forward these are two noise footprints continue to reduce, thanks to the critical areas for continued cooperation and coordinated “balanced approach”, which IATA, ACI and others have efforts. We worked with ACI to develop the IATA Safety supported through ICAO. This success was an essential Audit for Ground Operations (ISAGO). Today 45 govern- component of the industry’s licence to grow. ments and airport authorities have mandated or Today the focus is on global warming and carbon endorsed ISAGO. We count on ACI’s leadership in pro- emissions. Working through the Air Transport Action moting this global standard among the world’s airports. Group, ACI and IATA are committed to the most Security is an equally important challenge, but with ambitious climate change mitigation programme of any a very different history. Airlines and airports have been industrial sector. Aviation will improve its fuel efficiency challenged over the last decade to implement uncoordi- by an average of 1.5% annually to 2020, cap net nated government measures to deal with the evolving emissions from 2020 with carbon-neutral growth and security threat. The security experience at airports has cut net emissions in half by 2050 compared to 2005. left an indelible and unpleasant memory with many of The industry has been commended by the UN Secretary our customers. The checkpoint process must change. General Ban Ki-moon as a role model for others to IATA’s vision is for a checkpoint of the future that combines intelligence with the best of technology. follow. Now the joint leadership of the industry – including IATA and ACI – must deliver. Passengers would be checked based on risk-levels while walking uninterrupted though “tunnels of technology” n Partnership which screen travellers for prohibited items without The partnership of airlines and airports exists in the stopping, stripping or unpacking. We are already context of global business. The partnership must be working with ACI through ICAO on design, testing sustainably profitable for both sides. and implementation. Nearly $50 billion in losses over the last decade Also on the list is the industry commitment to the highest levels of environmental responsibility. Airport 36 A I R P O R T S C O U N C I L forced many airlines into survival mode. This highlighted the natural tensions that exist between airlines and I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI 20t h Anni v e rsa ry M e ssa g e f ro m IATA airports. But it was also an opportunity to rebuild our n Innovation and leadership relationship with many airports with a focus on cost Aviation is a dynamic and exciting industry. Shocks and efficiency. Working with airports around the world we crises have dominated the industry’s agenda in the new have achieved savings of $8.4 billion in airport user millennium. These tested the industry’s mettle. We rose charges since 2004. These efficiencies have made both to the challenges and implemented change. Through- airports and airlines more competitive. out, we continued to supply the life-blood to today’s It is not just about the bill at the end of the month. How airlines and airports work together to get travellers global economy by safely transporting 2.4 billion people and 40 million tonnes of cargo. and cargo through the airport and onto planes impacts Over the two decades since ACI was founded, the bottom line of both. IATA’s Simplifying the Business cooperation with IATA has driven significant change (StB) programme is a good example. ACI helped to dev- based on global standards. This made the value chain elop the recommended practices. Today, the programme stronger and safer. The future will certainly bring the has the potential to save the industry $18 billion need for even more change – change that we have not annually by improving efficiency and convenience. yet even imagined. We look forward to working closely Common-use kiosks, barcoded boarding passes and with a continuously strengthening ACI that shares a e-ticketing started a revolution in travel. StB’s Fast Travel common vision for an industry that is even safer, more programme is now taking self-service even further into secure, greener and sustainably profitable for all the travel experience and giving passengers control over participants. their bags, boarding, re-booking and more. Working together to bring greater efficiency to the intertwined Giovanni Bisignani is the Director General and business processes of our members should be a CEO of the International Air Transport Association continuous focus of the IATA-ACI relationship. (www.iata.org). C IATA is working with ACI to improve efficiency and customer service. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 37 Vienna Airport For Vienna Airport, 2011 has picked up where last year left off. Passenger numbers are running 5.5% above 2010 levels with more than 4.1 million coming through the airport’s doors over the first three months alone. It builds on the recovery seen in 2010 during which Vienna Airport enjoyed above average growth of 8.7% in handling 19.7 million passengers, returning to prerecession highs. The airport is on track to handle more than 20 million passengers for the first time in its history this year. Vienna Airport’s location is central to its success. Situated in the heart of Europe it provides a bridge between west and east. Forty destinations in Central and Eastern Europe served from Vienna Airport positioned the airport well to benefit from a return in air traffic, particularly from the recovery seen in many emerging European economies. Passengers on Central and Eastern European routes grew by 13% last year, outpacing overall growth at the airport. This picture is likely to continue with the bright prognosis for economic growth in Austria and many Central and Eastern European economies for this year and in 2012. Here the airport benefits from Vienna being the Central European base for around 300 multi-national corporations, while about 30 international organizations have their headquarters in the capital. Vienna is an economic gateway into the East with a population of 15.8 million within a radius of 200km and 32.3 million within a 300km radius. Vienna also attracts leisure traffic as a tourist destination. This is evident in the balance of operators at the airport. Alongside hub operations by Star Alliance carrier Austrian Airlines, which account for around half the passengers handled at the airport, Vienna Airport has seen an expansion in the leisure sector and in freight flights. For example air cargo traffic grew almost a fifth last year. This summer new services and operators continue to arrive. German regional carrier Cirrus Airlines has begun flights to Dresden, while the newly-launched People’s Vienna Line started services to Altenrhein in Switzerland. Leisure carrier Transavia arrives at Vienna for the first time with four weekly flights to Rotterdam, while Star Alliance partner TAP Portugal is resuming its Vienna-Lisbon connection. In June Austrian Airlines will resume flights to Baghdad after more than 20 years, while NIKI continues to expand its operations at Vienna. More services will follow later in the year, including the new Swiss operator SkyWork launching flights to Bern. As traffic continues to grow at Vienna Airport, so too will the facilities to cater for this demand. The new SkyLink terminal extension is ready to open in the first half of 2012. The three-level structure will double terminal capacity and operate on a whole airport under one roof concept. With the new SkyLink extension and a strategically strong location, Vienna Airport is ready to meet the air traffic demands of the future. Belina Neumann Aviation Marketing & Business Development The destination of your search for more passengers – VIE, with a catchment area of 15.8 million people. Located at the heart of Europe, Vienna Airport is the ideal gateway to the growing markets of Central and Eastern Europe. With a high proportion of business travellers, upcoming tourism markets and excellent transport links, VIE is the best place to get in and out of this booming area. www.viennaairport.com CANSO – the Global Voice of Air Traffic Management By Graham Lake T he Civil Air Navigation Services Organization (CANSO) and ACI share similar objectives with regards to safety, the environment, aviation sec- urity, and technological and operational harmonization. Our relationship is a good example of where collaboration can deliver real benefits and we are delighted to be working together through our various offices and workgroups. Safety is the number one priority of all aviation stakeholders, and while our industry has a commendable track record, we must continue to share knowledge and expertise in an open and trusting way. Alongside CANSO’s work on safety metrics, safety management systems and the promotion of a “just” culture, CANSO is engaging ACI on runway incursions and excursions and we hope V Graham Lake: CANSO and ACI share similar objectives. to continue building on the progress made so far. Similarly, no aviation stakeholder can deliver operational or environmental improvements by working in isolation. As part of CANSO and ACI’s commitment to the environmentally responsible development of aviation infrastructure, including en-route capabilities, At the heart of the PBN revolution is an awareness airport capacity and ground access in order to meet that aviation cannot afford to be limited by conven- customers’ demand in a timely way, both organizations tional navigation technologies that date back to the participate in each others’ Environment Workgroup mid-20th century. Accordingly, PBN represents a move meetings and continue to play an active role in the Air away from ground-based navigation toward a system Transport Action Group (ATAG), contributing to a globally that relies more on the performance and capabilities of coordinated, industry approach to environmental issues. equipment on board the aircraft, such as Global CANSO’s goal is for air traffic management (ATM) to Navigation Satellite Systems (GNSS), improvements in be 96% efficient by 2050 (up from between 92% to cockpit displays and modern aircraft auto-flight 94% today). According to the Flight Efficiency Plan capabilities. PBN offers the potential to help the global published by CANSO, IATA and Eurocontrol in 2008, the aviation community reduce congestion, conserve fuel, greatest benefit can be gained from improved airspace protect the environment, reduce the impact of aircraft utilization in the terminal area. Therefore, Air Navigation noise and maintain reliable, all-weather operations, Services Providers (ANSPs) and airlines must work closer even at the most challenging airports. It can also together to manage airspace and airport congestion, as provide operators with greater flexibility and better well as other interdependencies such as safety, weather operating returns while increasing the safety of regional and noise restrictions. and national airspace systems. On a regional level, CANSO’s collaboration with ACI 40 n Joint initiatives is most active in Europe, where the threat of climate At the Aviation and Environment Summit in Geneva in change, the global economic crisis and the resulting 2009, CANSO, ACI, IATA, and ICAO, among others, changes in the structure of the European aviation pledged to support the global implementation of market have led to a renewed focus on efficiency and Performance-based Navigation (PBN). performance for Europe’s airports. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S CAN S O – t he Gl oba l At the Aviation and Environment Summit in 2009, Voi c e of Ai r Tra f f i c M a n a g e me n t components of the ATM system. It contributes to CANSO joined ACI Europe, Eurocontrol and IATA in a environmental efficiency by reducing the number of commitment to new initiatives that were designed to delays and increasing predictability which in turn cut fuel burn and emissions from aircraft. The “CDA contributes to reducing fuel burn and carbon emissions. Action Plan” was designed to cut 500,000 tonnes of At CDM airports, capacity is increased through the CO2 per year by accelerating the take up of Continuous improved use of gates and stands, taxi times are Descent Approaches at European airports. The plan calls reduced and punctuality improved. Public image is also for CDAs to be in place at up to 100 airports by 2013 raised by the contribution CDM can make to operational – the widest ever rollout of the technique, which environment initiatives. involves bringing aircraft in on a much smoother To date, the A-CDM programme has made great approach path. progress and is now fully operational throughout the Operational flight trials and work in aircraft simu- USA; while in Europe, CDM has been progressing since lators confirm that a CDA from an altitude of about 2001 when Eurocontrol first established a CDM task- 10,000 feet has the potential save approximately force. There are currently more than 30 airports imple- 100kg of fuel, and over 300kg of CO2 compared to the menting CDM in Europe with Munich and Brussels classical stepped approach. As there are over 9 million having achieved full implementation. flights in European airspace every year, the widespread However, CDM implementation has not been fast application of CDA in which aircraft fly higher for nor seen by many as a priority in difficult economic longer, has the potential to provide major cost savings times. In other parts of the world progress has been for aircraft operators through reduced fuel use, even slower, and although there will always be a reduced noise exposure for those who live near air- requirement for a certain level of local variation, ports and considerable reductions in the emission of a single standard for CDM implementation does not greenhouse gases. presently exist. Thanks to the support the CDA Implementation Team X CANSO’s participation in the roll-out of A-CDM gives received from aircraft operators, airport operators and the initiative more momentum; the partners’ target is to ANSPs, CDA has now been implemented at more than have A-CDM fully implemented at 10 airports by the 80 airports across 25 European States. end of 2011. CANSO has more than 120 members which together support 85% of world air traffic. n Implementing CDM CANSO further strengthened its collaboration with ACI at the 5th Annual ACI Europe Airport Exchange when it joined ACI Europe and Eurocontrol to promote the implementation of Airport Collaborative DecisionMaking (A-CDM) at European airports. A-CDM gives users access to a range of operational data allowing them to make their operations more efficient. Successful implementation of A-CDM helps airlines save fuel, which in turn leads to significant reductions in CO2 emissions . The implementation of CDM is a first and vital step towards initiatives such as SESAR (Single European Sky ATM Research) and NextGen with their goals to improve capacity management and coordination between all A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 41 CAN S O – t he Gl oba l Voi c e of Ai r Tra f f i c The key to realizing the benefits is the principle at the heart of CDM itself – collaboration. To reach its full M a na g e me n t airspace, performance-based navigation and the development of air/ground datalink. potential, CDM requires the willing contribution and This is an exciting time for air traffic management trust of all partners, the transparent sharing of infor- and for the aviation industry as a whole. By working mation, and in line with that an assurance that com- together as one industry, we are already making mercially and security sensitive data will remain significant progress towards a safer, more efficient, protected. cost-effective aviation system. I am delighted to be Both CANSO and ICAO have identified A-CDM as fundamental for improving ATM performance, which is working with ACI and I look forward to further fruitful collaborations. why under CANSO’s Waypoint 2013 Strategy, our workgroups are specifically focused on A-CDM Graham Lake has been Director General of CANSO since implementation as one of the Strategy’s “overarching December 2009. He brings 30 years of international goals” alongside progressing the transition from aviation experience to the role, including management Aeronautical Information Services (AIS) to Aeronautical roles at SERCO, SITA and ARINC. For more information, Information Management (AIM), the flexible use of visit www.canso.org. CANSO in Brief CANSO was established in 1996 with a handful n Develop an international network for air traffic controllers. For this reason, of founding members and since then has air navigation services experts, to enable collaboration is high on the organization’s developed a worldwide presence. As of April further information exchange between agenda and is a fundamental part of what 2011, the Organization has more than 120 specific ANSPs and other stakeholders we do. members which together support 85% of world for the promotion of best practice air traffic. within ATM; Within the overall context of promoting n Liaise with the other transport industry As part of our recently approved Waypoint 2013 Strategy, CANSO seeks to strengthen ties with industry partners, so we can take a more safe and efficient air navigation service stakeholders, particularly the airlines, active role in delivering benefits to the entire provision, CANSO seeks to: industry suppliers and the airports, to the aviation system. Waypoint 2013 focuses on n Maintain an international forum for the overall benefit of the aviation industry; three key areas: ATM Safety, Operations and development and exchange of ideas on n Contribute to the continuous global air current issues related to ATM and the transport debate through the presentation formation of distinct CANSO policies and promotion of the ANSP perspective and positions; across the range of contemporary issues in the industry; n Promote and support international Workgroups legislation, regulations and agreements that CANSO’s current workgroups cover strengthen the position of members. the following subjects: n AIS to AIM n Benchmarking n Business Performance n Environment n Human Resources n Safety Over the years, CANSO has gained a solid reputation as the global, consolidated voice of the ATM community, taking its place alongside other global aviation associations. However, CANSO recognizes that it represents only part of the aviation picture. The transformation of ATM performance – indeed, raising the n Operations n Quality Management performance of the entire aviation system – requires true collaboration between all Performance & Policy. Global Vision for Seamless ANS CANSO published its Global Vision in May 2007 following input from all CANSO members. The Vision identifies areas of change needed within the regulatory and operational domains if we are to achieve a truly global ATM system that is in-line with the ICAO Global ATM concept. The Vision comprises nine “segments”: safety, regulation, civil-military collaboration, people, business-like approach, customer focus, optimized ATM systems, environment and security. stakeholders: the ANSPs, airlines, airports and 42 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI 20th Anniversary Message from IFALPA By Captain Don Wykoff I ’d like to begin by offering the congratulations of more than 100,000 pilots in over 100 countries that are represented by IFALPA to ACI. For 20 years as “the voice of the world’s airports” ACI has had an important role to play in the development and improvement of air safety. Likewise, as the “global voice of pilots” we at IFALPA have a role to play as stakeholders in the air transport network. For pilots, airports are an integral part of our lives; after all, we spend our working lives flying from one airport to another! For that reason, we bring a unique perspective to the drive to improve safety at the world’s airports. We take our role as front line users of airports very C seriously, both on a global as well as a local scale, that’s Captain Don why at IFALPA, we have made a significant investment Wykoff: we take in the training of pilots in airport safety and operational our role as front line users of matters. That training investment means that, locally, airports very our pilot volunteers can be effective members of Local seriously. Runway Safety Teams. In fact, since 2003, we have trained more than 600 pilots from around the world in working closely with a large number of airports helping our Airport Liaison Representative (ALR) programme. them ensure that their airport is the safest operational Since then graduates of the ALR programme have been environment that it can be. On a wider scale too we have been proud to work with ACI as industry stakeholders in vital developments IFALPA in Brief Established in 1948 to provide a formal means for airline like the runway safety initiative, the Global Air Safety pilots to interact with ICAO, IFALPA is a non-political, Programme as well as fellow permanent observers to non-profit making organization which represents over ICAO’s Air Navigation Commission. Together we have 100,000 airline pilots represented by over 100 Member made significant progress in the cause of air safety. Associations from around the world. The Federation seeks to achieve its objectives through the activities of its component groups – elected Officers, appointed Representatives, its expert Committees and the Secretariat. The basic components of the IFALPA organizational As our industry continues to develop, we must ensure that together we create an air transport system that meets the ever growing demand for air travel, is sustainable and reactive to environmental pressures structure are: and, above all, ensures the highest level of safety and n Conference, where Member Associations gather for that standard to be applied worldwide. That is why annually; we salute ACI for the work it has done over the last two n Member Associations; n Executive Board, which governs the Federation between Conferences; decades, the challenges overcome and the goals reached. That is also why we look forward to working as partners for the next 20 years and beyond. n Regional Vice Presidents; n Committee Chairmen; n Appointed Representatives; Captain Don Wykoff is the President of the n Staff, which includes the IFALPA Representative to ICAO. International Federation of Air Line Pilots’ Associations (www.ifalpa.org). A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 43 Denver International Airport www.flydenver.com On behalf of 30,000 airport employees Denver International Airport congratulates Airports Council International on 20 years of outstanding leadership and advocacy. www.flydenver.com A Truly Global Collaborative Approach By Paul Steele A viation is shown at its best when partners work with proper collaboration, whether that be on the ground preparing a flight for departure, in the design standards for new aircraft or at a global level, representing our interests to the United Nations. Collaboration is the reason the Air Transport Action Group (ATAG) exists and for the last eight years, ACI has been providing ATAG with the guidance and input that makes our industry almost unique among any other – a single voice and a strong, clear message on environment. In fact, when you look at the other global sectors, it is hard to find one so united in its plans for the future. ATAG and ACI World are of the same vintage. Both have grown and developed over the past 20 years into V Paul Steele: collaboration is the reason ATAG exists. true advocates for their membership. ACI has shown that, despite a disparate and complicated membership, airport operators share a great many common challenges and requirements – whether they are global hubs serving millions of passengers a year or tiny but X ATAG’s joint industry website was established with input from ACI. vital landlines to the communities they serve. ACI’s The standards set through the ACI World standing leadership in matters of safety, economics, security, committees show that airports can collectively deliver facilitation, service quality and of course environment expertise. But it also demonstrates a great selflessness, has provided strength to its members and a positive with airports of different hues and in different stages of contribution to our industry as a whole. development reaching out to their colleagues across the world in order to make the whole industry better. No programme demonstrates this better than the ACI Fund. ATAG works on a similar principle. Our Board is made up of executives from across the different parts of the industry who join together to shape aviation’s sustainable future. They, and their teams who help ATAG function, bring expertise and experience to bear on the “action” in Air Transport Action Group. This was ATAG in Brief ATAG is a coalition of organizations and companies throughout the air transport industry that drive air transport infrastructure improvements in an environmentally-sustainable manner. Based in Geneva, ATAG has some 70 members worldwide; its funding members include ACI, Airbus, Boeing, Bombardier, CANSO, CFM, Embraer, Honeywell Aerospace, GE, IATA, Pratt & Whitney and Rolls-Royce. 46 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S A Trul y Gl oba l Col l a bora t i v e Appro a c h never more apparent than in 2008, when the aviation one facet of an initiative where the industry works industry joined forces in Geneva in a powerful together to communicate our good work and ensure statement which united us to combat our impact on that key stakeholder groups are aware of our climate change. The declaration signed up to in the commitment to sustainable growth. room that day was just the start. Over 300 airport ACI has been one of the leaders in this process, operators worldwide also signed up to the challenge of communicating to members of the public, the delivering carbon neutral growth. media and, importantly, policymakers who have been impressed with the industry’s collaborative approach. n Targets Delivering our collective industry targets – including ACI World’s recent move to Montreal will help carbon neutral growth from 2020 and halving net solidify the excellent interaction with ICAO and as we carbon emissions from aviation by 2050, based on 2005 reflect on the past 20 years and look forward to the levels – will take more collaboration between industry next 20 (and beyond), it is heartening to know that our players. But I am very confident that we are up to the industry is in good hands and that airports are well challenge. You only need to read ATAG’s joint industry represented. On behalf of the team at the Air Transport website www.enviro.aero, established with huge input Action Group, may I wish ACI a happy 20th birthday from ACI, to realize that there is an impressive amount and say that we are excited about continuing our of work being done already to reduce aviation excellent collaboration well into the future. Environment Summit organized by ATAG in April 2008 the aviation emissions, by all parts of the industry. Communications is another area of collaboration between ACI and ATAG – the above website is just A I R P O R T S X At the Aviation & C O U N C I L Paul Steele is the Executive Director of the Air Transport address climate change. Action Group (www.atag.org). I N T E R N A T I O N A L – C E L E B R A T I N G industry united to 2 0 Y E A R S 47 Turin Airport Turin Airport, managed by SAGAT, features a modern, efficient and comfortable network of infrastructures able to offer users a range of services. After receiving international acclaim at ACI Europe’s Best Airport Awards in 2007 and 2008, in 2009 Turin Airport qualified for ISO 9001/2008 certification, thus confirming SAGAT’s commitment to providing passengers and companies with efficient, top quality services. “Links with the hubs of Amsterdam, Brussels, Frankfurt, Istanbul, London, Madrid, Moscow, Munich, Paris and Rome make it possible to arrive at any destination world-wide” says Maurizio Montagnese, Chairman of SAGAT Turin Airport. “In 2010 we registered record figures, with the airport’s highest passenger numbers to date. The number of people travelling from Turin soared to a staggering 3,560,169, an increase of over 10% compared with 2009. The offer of low-cost flights has now reached around 30%”. The ski charter sector also records significant levels of traffic thanks to flights provided by numerous tour operators. The network is completed by air charter companies and tour operators who offer services to holiday resorts in Europe, the Mediterranean and Near East. Maurizio Montagnese, Chairman of SAGAT Turin Airport. Turin Airport is located in the heart of north-western Italy, one of the most important Italian and European business hubs with a growing international vocation, home of prestigious economic, institutional and cultural entities such as: Alenia, Avio, BasicNet, Eataly, Ferrero, Fiat, IntesaSanpaolo, Italdesign Giugiaro, Lavazza, Pininfarina, Salone del Gusto, Unicredit and the Polytechnic and University of Turin. “Turin is one of the most renowned European capitals of contemporary art, home of the Cinema Museum and of the Egyptian Museum” explains Montagnese. Turin Airport’s signature window provides stunning views of the airport’s setting. “Part of its historical and cultural heritage, the Reggia di Venaria is inscribed on the UNESCO World Heritage List. Piedmont offers a perfect blend of nature, art and taste. The hills of the Langhe, Roero and Monferrato, preserve the nine most ancient vines of the continent and white truffles; the region has the highest concentration in Italy of Michelin-starred chefs. Turin, famous for exclusive shopping, fashion, food and design is an important place for congresses and conferences. Piedmont is the alpine region par excellence thanks to the Olympic mountains, thirty of the highest peaks in Europe and the “Via Lattea”, a thousand kilometre system of ski slopes. In 2011, Turin is the official capital for the 150th anniversary of the Unification of Italy”. Turin Airport lies 16 km from the city centre. It is situated in the middle of an important network of transport links. The convenient dual carriageway provides a direct connection to the most important cities in Piedmont, northern Italy, Switzerland and France. A public transport service connects the airport to Turin’s main railway stations and the city centre. The modern airport occupies a covered area on three levels and is characterised by the huge window, offering a view of the runway, that embraces the spacious boarding lounge. The various floors are connected and there are no architectural barriers, facilitating the passage of people with disabilities, for whom dedicated services are also available. In addition to comfort, another of Turin Airport’s strong points is the speed at which the various operations are carried out. These include a baggage handling system equipped with highly sophisticated x-ray control equipment and capable of handling 3,200 items of luggage per hour, making the operation quicker and easier. Lastly, Turin also has a general aviation terminal for private air traffic. TURIN AIRPORT. PEOPLE WHO MOVE PEOPLE. www.aeroportoditorino.it ACI Move Confirms Montreal as the World Capital of Civil Aviation By Peter Diekmeyer A irport Council International’s decision to relocate its head offices to Montreal was greeted with enthusiasm by many people. Stéphanie Allard, Vice President, International Organizations at Montréal International is among them. “When ACI began its consultation process on whether it would make strategic and economic sense to relocate to Montreal, we immediately began analyzing the situation with them. In doing so we demonstrated V Stéphanie Allard, Vice President, International Organizations at Montréal International. that it was not only doable, but that it would actually be an asset for them to establish their HQ in the Quebec metropolis,” explained Ms Allard. “I am a firm believer that Montreal has a lot to offer, especially to international organizations and associations.” ACI’s advocacy role has increased considerably since the worldwide association of airports was founded 20 years Ms Allard, the city offers a number of strategic advan- ago. So it’s no surprise that the grouping of 580 members, tages that make it an ideal location for international which operate 1,650 airports in 179 countries, should want organizations and associations. “Montreal is the third to be close to the International Civil Aviation Organization host city in North America for international organizations, (ICAO), the International Air Transport Association (IATA) after New York and Washington,” she adds. “Montreal, and the five other international aerospace organizations which is home to more than 80 nationalities is both which are also located in Montreal. multilingual and multicultural, which means that visitors ACI’s decision to relocate its main office in Montreal was a major event acknowledged by a range of officials from all countries feel immediately at home here.” This is evidenced in the fact that Montreal, a natural from the Governments of Canada and Quebec, and the hub between Europe and North America, is home to City of Montreal. The anticipated short-term economic close to 70 international organizations (IOs), including impact on the region is significant: over 30 jobs will be seven aviation-related IOs. “One of Montreal’s major created, including 10 or so staff members relocating attractions to international decision makers, is the fact from the Geneva office and 20 new local jobs. More that it offers an exceptional human dimension, a highly important though, is the signal that ACI’s move from qualified and diversified labour force, extremely compe- Geneva, where it had been located since it was founded titive costs and world-class universities that have some in 1991, sends to the world’s civil aviation and of the most competitive tuition fees for international aerospace industry communities. students in North America,” explains Ms Allard. Montreal’s lifestyle also offers a wide variety of n Montreal: a first choice location for cultural events, green spaces and a positive and open- international organizations minded attitude. This makes it easier for organizations “As the voice of the world’s airports, ACI is a major located here to attract talents from all over the world. sector leader, so getting a nod from them puts a real Not surprisingly, Montreal, which hosts international feather in our cap,” says Ms Allard. “It contributes to comedy festivals each summer in both French and demonstrating that Montreal is the place to be if you English, was named as the “second happiest place in are an aviation player looking to make an impact.” the world” by the Lonely Planet travel guide. “In a While ICAO’s presence in Montreal may have been the primary motivating factor in attracting ACI, according to 50 A I R P O R T S C O U N C I L nutshell, Montreal is safe, clean and a fun place to be: a highly liveable city!” adds Ms Allard. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI M ov e Conf i rms M ont re a l a s t he Worl d Ca pi t a l of Ci v i l Av i a t i o n n Montréal International rolls up its sleeves cluded an agreement with Montréal International that ACI officials also were quick to acknowledge the role of would provide a financially sound basis for the organi- Montréal International (MI) in contributing to its zation to work on and long-term support in establishing evolution. MI, a private/public partnership, was created its new home base in Montreal. in 1996 to contribute to the metropolitan region’s According to Ms Allard, Montréal International, economic development and international status by which has helped to attract over 30 international attracting international organizations, foreign invest- organizations to the Montreal region since its creation, ment and qualified foreign workers. is used to rolling up its sleeves, for example by taking The IOs team members and other Montréal Inter- advantage of tools such as the International Develop- national officials went all out to facilitate ACI’s efforts. ment Fund of Montreal (FODIM), a mechanism created “We quickly established a direct channel of communi- to support international organizations establishing their cation with a designated group of ACI officials in headquarters in the city. Geneva to answer their questions. We also addressed Another of Montreal’s assets as an aviation and their concerns and provided details on our financial and aerospace hub, is the strength of its local industry in strategic incentives programme, as well as assistance to this sector, led by large international players such as obtain work permits for ACI’s staff being relocated from Bombardier Aerospace, CAE, Bell Helicopter Textron, Geneva to Montreal,” underlines Allard. “ACI was Héroux-Devtek, L-3 MAS and many more. extremely well organized, so the dossier evolved quickly, Yet despite Ms Allard’s satisfaction with ACI’s move much faster than what had been anticipated for a to Montreal, she believes there is still a lot of work to be project of that magnitude.” done. “ACI’s move will consolidate Montreal’s position “Montréal International was very helpful in our as the world capital of civil aviation and we want to planning phase and once the agreement was in build on that success to encourage other international place it continued to provide us with ongoing valuable aviation and aerospace-related organizations to choose support during the move and other implementation Montreal as their headquarters. It’s a great place to do phases,” said Max Moore-Wilton, ACI’s Chair. “We are business, and a great place to live. And we want the grateful for this support, which largely contributed to whole world to know it.” to ACI, ICAO, IATA help us make a smooth transition under the best conditions possible.” and a range of Peter Diekmeyer is a Montreal-based journalist. For Shortly after ACI ratified the move at its 2010 General Assembly in Bermuda, the organization con- A I R P O R T S C O U N C I L X Montreal is home more information about Montréal International, visit organizations and aerospace companies. www.montrealinternational.com. I N T E R N A T I O N A L – C E L E B R A T I N G other civil aviation 2 0 Y E A R S 51 The Airports of ACI World’s New Host City By Craig Toomey T his is also an anniversary year for the principal especially Montreal-Trudeau, located just 20 kilometres airport of ACI’s new host city: Montreal’s Pierre- west of the downtown area. Today, Montreal-Trudeau Elliot-Trudeau International Airport – known until is Canada’s third-largest airport, welcoming more than the end of 2003 as Dorval – is 70. The airport is oper- 12 million passengers annually and served by some ated along with Mirabel International Airport by 31 airlines offering non-stop service to more than Aéroports de Montréal. In 2010, Trudeau handled 130 destinations in Canada, the US and internationally. 12.97 million passengers (+6.1%) and 107,484 The airport’s roots go back to the beginning of tonnes of cargo (+23%), while Mirabel’s cargo World War II, when the Canadian Ministry of Transport throughput was 87,849 tonnes (+1%). purchased 600ha of land around a former race track in the small town of Dorval to build an airport for n A rich history Commonwealth pilot training, civil aircraft and to ferry Montreal is the capital of Canada’s vibrant aerospace military aircraft for Britain’s growing war effort. sector, which has grown in recent decades to become X An aerial view of Dorval’s new terminal shortly before operations began in December 1960. Part of the original terminal can be seen at right. Montreal Airport (Dorval) opened for business on the fifth largest in the world. In addition to being 1 September 1941 with three paved runways. When home to world-class aerospace manufacturers and the terminal opened two months later, the airport had suppliers, educational institutions and research more employees than Dorval had residents. During centres, it is the headquarters of key aviation World War II, 10,000 Allied aircraft were delivered to organizations such as the International Air Transport Great Britain from Dorval. Immediately after the war, Association (IATA), the International Business Aviation it switched to civil transportation as demand for Council (IBAC) and the International Civil Aviation passenger travel increased sharply. Organization (ICAO). These, of course, are now being joined by ACI. Dorval airport quickly grew by leaps and bounds as Canada’s biggest airport. Already, in 1945 it was served Montreal’s airports have been an integral part of Montreal’s, and Canada’s, rich aviation history, by four airlines offering 22 scheduled flights and handling 500 passengers a day. In 1946, TCA (now Air Canada) and BOAC (now British Airways) were operating transatlantic services between Montreal and the UK and Dorval was handling 250,000 passengers a year. Traffic grew steadily as many other airlines started serving the airport, and by 1952 Dorval was serving 590,000 passengers. Two of its three runways were lengthened to meet demand. Passenger traffic reached 1 million in 1955. In November 1960, the airport was renamed Montreal-Dorval International Airport. The following month, the Minister of Transport inaugurated a new C$30 million terminal, which at the time was the largest in Canada and one of the biggest in the world. The original terminal was demolished. n A time of change The 1960s saw the acceleration of socio-economic changes in Canada and with them the emergence of Toronto as the country’s busiest airport. However, 52 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Ai rport s of ACI Worl d’s N e w H o st Ci t y Dorval remained Canada’s main international gateway, a position that was reinforced by Montreal’s hosting of Expo 67. In 1968, with optimistic forecasts of continued strong growth in international traffic, the federal Ministry of Transport announced the construction of Montreal-Mirabel Airport, 60 kilometres north of the city. The new airport was to handle Montreal’s international flights plus some short-hauls while Dorval was to remain, at least temporarily, the main domestic and transborder airport. However, by the time Mirabel opened a decade later, in November 1975, Toronto had become Canada’s number one international gateway. Mirabel went on to handle a maximum of 3 million passengers a year, well below forecasts. Scheduled international passenger flights were transferred back to Dorval in September 1997 and the last passenger charters followed in October 2004. Mirabel now specializes in cargo operations and is also an important industrial site for aerospace companies such as Bombardier Aerospace and Pratt & Whitney Canada. In the meantime, responsibility for the operation and development of Montreal’s airports had been passed under a lease from Transport Canada to a new local airport authority called Aéroports de Montréal (ADM), which started operations in 1992. The transfer was part of a new Government of Canada national policy to divest itself of the country’s major airports. n Major modernization programme With the consolidation of passenger traffic back at Dorval, ADM began planning a major redevelopment of the airport’s ageing terminal complex. Between 2000 and 2005, it built a new transborder jetty, international On 15 June 2006, construction began on a new four- jetty, new customs hall and baggage claim area for non- star Marriott hotel at the airport, above the transborder domestic flights, and an expanded parking garage. sector, which opened its doors in August 2009. Also in Additionally, sections of the domestic area were 2009, Montreal-Trudeau inaugurated an expanded, renovated and expanded, accompanied by additional modernized and user-friendly transborder departures retail space. In the midst of the expansion project, on sector. It includes a US pre-Customs clearance centre 1 January 2004, Dorval Airport was renamed in honour and one of the world’s most advanced outbound of the Right Honourable Pierre Elliott Trudeau, former baggage systems that significantly increases handling Canadian Prime Minister. capacity and speed. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Z Montreal Trudeau’s redeveloped terminal complex today. 53 T he Ai rport s of ACI Worl d’s N e w H ost The expansion and modernization programme has also leveraged high-tech solutions to facilitate the processing of passengers and their luggage while Ci t y de-icing procedures to improve efficiencies and reduce greenhouse gas emissions. ADM, headed by James C. Cherry, immediate past meeting stringent security requirements imposed since Chairman of ACI World, financed all of these improve- 9/11. Today, Montreal-Trudeau is a world leader in ments itself, with no government grants. By the end of airport self-service technologies, such as self-service 2010, C$1.5 billion had been spent to upgrade Montreal- check-in. Trudeau, on time and on budget, giving it the ability to Moreover, in keeping with a firm commitment to sustainable development, ADM took advantage of the serve 15 million passengers a year. Not content to rest on its laurels, ADM continues programme to incorporate new technologies designed to anticipate future needs and trends. Beneath the to boost energy efficiencies at Montreal-Trudeau and new Marriot hotel and its own headquarters, ADM is reduce the environmental impact of its operations. For laying the groundwork for a planned rail station to example, Montreal-Trudeau’s average annual energy handle an express shuttle service between the airport consumption has been reduced by more than half and downtown Montreal, with 2016 targeted as the despite a doubling of the size of the terminal since 2000 in-service date. through major technical improvements to its heating, X Air Canada has its head office in Montreal. 54 ventilation and air conditioning (HVAC) system. The Craig Toomey is a Canadian journalist. For more airport also recently renewed its snow removal information about Aéroports de Montréal, visit equipment and enhanced its winter maintenance and www.admtl.com. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Where operations meet innovations Proud member of ACI since 1992! When it comes to airport management, Aéroports de Montréal has taken operational efficiency and traveller experience to a whole new level, meeting today’s challenges in order to develop the airport of tomorrow. To get the whole story, visit www.admtl.com. W H E R E M ON T R É AL M E E T S T H E W OR L D Geneva Airport – ACI’s Host for the First 20 Years By Bertrand Stämpfli W ith annual traffic of almost 12 million Whether it is humanitarian or human rights, the passengers, more than 170,000 movements environment or ecology, biomedical science or infor- and more than 60,000 tonnes of freight, mation technologies, the Geneva area is home to a Geneva ranks among Europe’s major medium-sized unique concentration of economic and diplomatic airports. Thanks to a customer-oriented approach expertise, as well as international decision-making and high-quality service, it enjoys annual traffic bodies. It is also an area of outstanding natural beauty growth with a strong network and an expanding with Lake Leman and other places of interest. Geneva portfolio of new routes. Airport serves the region, fostering the development of Working with the airlines, Geneva Airport has dev- the local economy and the growth of business and eloped an integrated marketing approach to increase leisure tourism. In addition to supporting an extensive awareness of air services and local customer loyalty. airline network, it is Europe’s second busiest business It also makes available feasibility studies for the aviation airport. launching of new routes, facilitates contacts between carriers and the partners involved, and ensures follow- n Development up operations. Geneva Airport opened in 1920 and constructed its Thanks to a productive workforce and excellent first concrete runway in 1937. During the 1940s, the facilities, Geneva Airport enables airlines to keep runway was extended and a new terminal opened in moving in all circumstances, with high punctuality and 1949 with an initial capacity for 300,000 passengers a quick turn-around times. Surface access is excellent year. As traffic grew this was replaced in 1968 by a too. The airport is situated less than 5 kilometres from complex capable of handling 5 million passengers a the city centre with its own rail station and good road year. The complex comprised a main passenger terminal links, while its catchment area covers parts of France linked by tunnels to three airside satellites containing as well as Switzerland. boarding gates. Geneva Salutes ACI on 20th Anniversary Robert Deillon, CEO of Geneva International Airport, explains that: “Geneva is the home of various international organizations, but one of them has always been closer to our heart: Airports Council International. “This can obviously be explained by the fact that this distinguished organization represents many airports around the world including ours, but the development of a very close and collegial cooperation with the ACI Headquarters team over so many years, is certainly the key element reinforcing this preference. “The proximity allowed our teams to interact very regularly with many airport experts in very different areas, offering a great platform for the exchange of information and knowhow, resulting in very fruitful cooperation. “We are conscious of the privilege we have had since ACI was established in Geneva. It showed how important it is for airports to work together, and even if our ACI colleagues will now be further away from us, we look forward to continuing this cooperation for many more years.” 56 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Ge ne v a Ai rport – ACI’s H ost f or t he F i rst 20 Ye a r s An integrated railway station was opened in 1987 while the following year the old passenger terminal was refurbished for charter flights and a new freight terminal built. During the 1990s, the main terminal was expanded landside and the gates at two of the satellites were equipped with loading bridges. At the end of the decade, in 1999, Geneva hosted the 9th ACI World General Assembly. Attention then shifted to airside expansion with the West Wing entering service in 2000 and the New Frontal Departure Lounges at the end of 2004. Retail and catering facilities were also upgraded, making full use of the larger and brighter spaces created by the terminal evolving role is accompanied today by social and modernization. environmental responsibility at every level. The latest expansion project is the East Wing, a Z Geneva ranks among Europe’s Geneva Airport is a place of travel, a place of transit and 530m-long concourse with gates designed to handle a a place of leisure, as much for the local Swiss and French mix of wide-bodied and smaller aircraft. The CHF 300 population as for customers it receives. In this respect, quality million ($334 million) development is due to enter of service, punctuality and efficiency remain among the service at the end of 2015. essential values to which all the airport’s staff are committed. Meanwhile, taking advantage of the momentum major mediumsized airports. X created by the renewal of infrastructure and services, a Bertrand Stämpfli is the Press Officer at Geneva Airport design competition was launched in 2010 to modernize (www.gva.ch). Geneva hosted the 9th ACI World General Assembly. the airport’s corporate identity. The new identity “Genève Aéroport” was unveiled in April 2011. n Dynamic business Geneva Airport became an autonomous public body in 1994. It is now managed by an independent board of directors and has more than 750 employees. Over half the annual turnover – of more than CHF 320 million ($356 million) – is generated by non-aeronautical activities. The airport operates under the control of OFAC/FOCA, the body concerned with aeronautical policy and the supervision of Swiss civil aviation. Geneva Airport is heavily involved in the regional economy, generating significant direct employment – over 8,500 people work on site – and having a noteworthy indirect and induced impact. This continuously A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 57 Counting 10 Years of Successful Operation Athens International Airport (AIA) is a pioneering international Public-Private Partnership, being the first major greenfield airport constructed with the participation of the private sector. Athens International Airport S.A. is the company responsible for the operation, management and development of the airport for a 30-year concession period initiated in 1996. In the framework of adopting a very modern approach to airport management, AIA has defined its own strategic position within the airport’s operational environment, by undertaking the roles of “infrastructure manager”, “information technology and telecommunications provider”, and “airport marketing manager”. Committed to operational and service excellence, safety and user-friendliness, AIA has been serving Greece’s capital since it opened on 28 March, 2001, offering all airlines and passengers a modern, spacious and state-of-the-art environment. Besides its ample 24-hour capacity, AIA’s key driver for the achievement of operational excellence and high quality services is its Customer Centric Philosophy, the backbone of which is the principle that each and every customer is unique. Based on a well structured Quality Monitoring System that monitors and provides valuable information and insight on the level of service quality that airlines, business partners and consumers enjoy, it also takes into account the airport’s image towards the greater public and the quality of services and facilities provided. Going beyond similar approaches offered at most airports worldwide, the implementation of this philosophy makes each moment at AIA a pleasant experience for both travellers and the airport’s other visitors. Furthermore, based on the Airport Company’s management approach regarding the continuous increase of both aeronautical and non-aeronautical revenue streams, the airport has acted as a catalyst for long-term business development, by creating a business platform for over 300 enterprises directly related to the airport’s operation. More than 16,000 people work in the airport community making the Athens Airport City one of the biggest employment engines in Greece, contributing to the national and local economy by 2.14% of the GDP, as proven by an Athens University of Economics and Business study in 2009. In parallel, AIA , being fully conscious of its social role and as a responsible corporate citizen, promotes social solidarity and culture through explicit programme developments, thus contributing to the well-being of its neighbours and the society overall. In addition, it manages a comprehensive environmental policy by addressing all relevant issues including noise reduction, air and water quality monitoring, waste management and resource monitoring. AIA participates actively in the Airport Carbon Accreditation scheme aimed at reducing the carbon footprint of airports and is the first Greek airport with an environmental department that has been certified, since December 2000, according to the international environmental standard EN ISO 14001 for environmental management and services. Last but not least, AIA’s success is driven by its Human Capital, and therefore special focus is placed on attaining and retaining talent through education and development programmes. The effectiveness and innovation of AIA’s initiatives throughout the spectrum of the airport business are internationally acknowledged; AIA has been awarded with a number of industry distinctions including eight consecutive OAG Airport Marketing Awards, while its high-standard of services to all airport customers are reflected in consistently high levels of customer satisfaction. ACI – Dedicated to Airport Safety By David Learmount O ver the last 50 years there has had to be a massive piston engines on all but commuter aircraft, mindset change among those who operate the transforming airborne speed, safety, range and world’s airports. Meanwhile, the need for organi- reliability, generating a surge in the amount of air travel. zational change to enable future air travel demand to Commercial air transport had begun its development be met safely and efficiently has become more urgent into the mass transportation system it is now. But as demand puts growing pressure on aviation’s airport managements were still, despite the infrastructure. standardizing effects wrought by ICAO, tending to think Until ICAO, set up following the Chicago Conference of 1944, obtained a consensus on Standards and system. It was this need to boost the process of thinking Recommended Practices (SARPs) for aviation as a whole, about local operations as part of a global system which including airports, there had been no agreed common led to the formation of ACI in 1991. practices on aerodrome design or operational safety X Major hubs are complex working environments. 60 and act locally or nationally, not as part of a worldwide Today, even minor airports see plenty of air move- measures. Basically, until then airfields were open ments, and major hub airports are huge working spaces spaces set aside to allow aircraft to arrive and depart, at which vast numbers of people and thousands of more or less at their own risk. They were geographically tonnes of air cargo are dispatched – and received – diverse, and operated autonomously. There was a kind daily. Not only has the number of arrivals and depar- of natural “island mentality” associated with the man- tures at airports multiplied, but so also have the size, agement of individual aerodromes. The story of airport capacity and sophistication of the aeroplanes that use safety since then has been about the process of evolution them. Also, ever since the early 1970s, airports have from that state of affairs to the way things are today. faced a new challenge: the need to provide security for That process of gradual change began to accelerate in the 1960s, when jet power started to take over from A I R P O R T S C O U N C I L travellers against those who would perpetrate harm to make a political point. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI – De di c a t e d t o Ai rpo rt S a f e t y n Today’s global picture The world’s two biggest regional programmes for Air Traffic Management (ATM) modernization, Europe’s Single European Sky “SESAR” programme and the USA’s NextGen, will have their parallels in other busy world regions. The organizational challenges involved are immense, the technology complex, but programmes like these will transform the way in which ATM is carried out globally, and the transformation of airport operations management is completely integral to the system’s future success. Without airports, aviation can’t happen; but unless airports integrate into the new ATM systems, aviation growth will be hampered and safety will be affected. With its eyes fixed firmly on the pressures that the impending demands will place on airport management, in Europe, the densest area of complex air traffic activity in 2010 ACI launched a safety performance programme in the world. Airport ground movement control and called Airport Excellence (APEX) in Safety to assist approach/departure control now have to be an integral member operators to raise their game in line with the part of the total ATM system if it is to work well. Airport challenges they face. The programme is being piloted managers can no longer think of their domain simply as globally in all five ACI regions, and will offer assistance a starting point or destination for flights, independent on every aspect of safety management, from documen- of the airborne route network and its operation. The tation and training through to facilitating inter-airport total system could not work efficiently that way and, as mentoring programmes. ACI’s Director of Safety, the skies get busier, neither could it remain safe. Technical and Administration David Gamper says there is is a two-way process that needs coordination on a excellence may become – to individual airports – what global scale, points out ACI’s Gamper. The need for the IATA Operational Safety Audit is to airlines – a public global harmonization means that the coordination of testimony to high standards that go well beyond airport policies through ICAO is essential. Gamper insists minimum legal obligations. that the new system’s development is not only a question of airports fitting in with air navigation service hub airports, and in busy en route sectors, is close to providers’ plans for the airborne environment, but that the limits of its capacity at certain times of the day, “it is essential that the airport operators’ perspectives particularly above many parts of Europe. So, for the are understood”. That, he says, is one of the functions sake of total system efficiency, the traditional science of that ACI carries out in its work with ICAO. Air Traffic Control (ATC) – concerned simply with deliver- Now airports, particularly the big world hubs, are ing safe separation for traffic – has had to evolve into beginning to implement the process of integrating the new science of ATM. Separation remains just as seamlessly into the whole ATM system. This is still a important as it ever was, and ATM delivers it, but man- relatively new endeavour, but its objective is to enable aging the traffic flows to avoid local system overloads is each aircraft journey, from pushback at departure to now essential both for safety and for system efficiency. docking at the destination loading bridge, to be totally Separating airport ground operations from the air- free of delay on the ground or in the air, and to be borne ATM function is no longer an option, particularly A I R P O R T S C O U N C I L integrate into the new ATM systems. This integration between ground and air operations a long way to go yet, but eventually the APEX badge of Meanwhile, airspace in terminal areas around major Z Airports need to absolutely direct and completely safe. The only way to I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 61 ACI Z Integration between ground and air operations is a two-way process that needs coordination on a – De di c a t e d t o Ai rport S a f e t y achieve this is to have an operations and ATM com- neurological in its integrity, a system that can respond munications network, linking all the system players, and adapt instantly to changes. ICAO and Eurocontrol operating in real time to ensure that all the require- call it SWIM – the System-Wide Information ments of each air movement are foreseen, coordinated Management system. with others, and met. Such a network has to be global scale. This need for integration into the system may be clear to the management of major hub airports, but it is essential that minor airports take part as well. V ACI has developed a number of Gamper says that: “They are getting the message that it safety-related is important for them.” This is vital, because the smaller handbooks for airports have been slower to develop and have limited airports. resources, but now will often see faster traffic growth than the system average as the major hubs become choked with traffic, and airlines look for more point-topoint opportunities to bypass them. n Airport safety today Since 2005, licensed airports that handle international traffic should have been operating a Safety Management System (SMS), according to ICAO. In fact the Organization wanted all aerodromes licensed for public service operations to run an SMS, but for the international ones to consider it mandatory. Gamper admits that compliance is “far from universal”. The problem, according to ACI, is that some national aviation authorities, supposed to be overseeing the implementation of ICAO standards in their own States, may not themselves have the 62 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI – De di c a t e d t o Ai rpo rt S a f e t y X Runway safety has been the focus of increasing attention. resources and experience necessary to regulate airport safety efficiently. So the industry itself, with ACI’s help, is having to self-motivate to improve. Hence APEX. “Runway safety” is an active buzzword these days, at airports and airlines. Until about five years ago the fact that the most common of all aviation accidents were those that occurred on – or close to – runways was just accepted as one of the inevitable costs of aviation. But in this digital era, as accident data accumulated on databases worldwide, organizations like the Flight Safety Foundation began to analyze the figures that were emerging and question the assumed inevitability of accident sequences that began or ended during the take-off or landing run. ACI was there too, with the Flight Safety Foundation, as runway safety started to be divided up into different categories for closer examination: runway incursions (entering a runway or an engineered materials arrester system in the newly beginning take-off when not cleared to do so); runway created RESA. excursions (veering off the side or overrunning the end); X Risk mitigation for certain runways can RESAs are just one of the many safety issues for runway confusion (crew misidentification of the runway which ICAO standards have existed for decades. But not chosen for landing or take-off). all airports have respected ICAO SARPs because their involve installing an engineered materials arrester system. The worst aviation accident in history was the result of a runway incursion at Tenerife Norte in March 1977, when a KLM Boeing 747 began its take-off run in fog, mistakenly believing it had clearance to do so, and it collided with a Pan Am 747 that had been cleared to cross the runway. That accident killed 583 people. Many runway accidents are not fatal, but they are often costly anyway. So all airports are now encouraged to calculate their exposure to the risk of the various categories of runway accident. But they also have to calculate the seriousness of the potential consequences of a runway safety event. For example, if an aeroplane were to overrun a runway where the overrun area – the runway-end safety area (RESA) – was flat and clear of obstacles for 500m, the consequences would be mild; but if the runway had no RESA, and the terrain beyond the tarmac immediately dropped away into a canyon, the consequences of an overrun would be severe, and mitigating action would need to be considered. The mitigation could, for example, involve shortening the published runway length, and installing A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 63 ACI Z ACI is working to raise ramp safety standards. – De di c a t e d t o Ai rport S a f e t y runways were often constructed before adherence to especially through the Airside Safety Handbook. global standards became a part of the industry culture. Other available advice and help from ACI includes This is the kind of issue that ACI’s APEX programme was aerodrome wildlife management and bird hazard designed to address, and it does so by providing exper- prevention, standards for apron markings and signs, tise and training, by promoting best practice and facili- and a safety management systems gap analysis and tating airport mentoring, and by publicizing programmes audit tool. Where ACI does not provide a publication like runway safety to raise awareness of risk, and pro- or programme of its own, as for example in the moting mitigation strategies. arena of airport design and planning, it is because There is an equivalent programme aimed at raising ramp safety standards. Industrial studies have demonstrated that, for airport and airline employees, the ramp they need. Above all ACI is working to help airports to is a more dangerous place to work than in a coal or embed safety management systems in their day to day gold mine. The area around individual aeroplanes operations, the SMS fed by an internal incident during a turnaround is alive with vehicular and reporting culture that can thrive in an environment personnel activity supporting a range of activities: where safety solutions rather than scapegoating are passenger and crew embarkation and disembarkation, the objectives. As ACI defines it, an SMS, within a well- aircraft engineering, refuelling, catering, baggage founded corporate safety culture, is a self-diagnostic, loading, freight loading, aircraft servicing, aircraft self-auditing system that produces an improvement in engine operation – including fans/propellers turning corporate performance. ACI describes the reiterating, and jetwash/propwash – and pushback tugs. closed-loop methodology as a four-phase process: Runway and ramp safety are just two of the safety development areas in which ACI provides support, 64 it can direct its members to ICAO for the guidance A I R P O R T S C O U N C I L “Plan, do, check, review”. In this model, the initiating “plan” phase is based on risk assessment. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI As ACI’s World Annual General Assembly agreed last – De di c a t e d t o Ai rpo rt S a f e t y agreed through ICAO, and to identify best practices November, “The next step in reducing accident and within the industry. By adopting these, airports will incident rates is to assess and address vulnerability to prepare to meet – and exceed – the future’s growing accidents and incidents”. For many decades the world’s safety challenges. best airports have operated individually to be safe. The difference now is that the ACI is helping the world’s David Learmount is the Operations and Safety Editor at airline industry to act together to meet global standards Flightglobal (www.flightglobal.com). Safety and Technical – An Interview with the Chair As safety is integral not just to all aspects of “and we worked very hard on ensuring that we airport operations but to the whole process of had a plan going forward for compatibility with airport planning and development, the ACI these new aircraft.” Lackey adds that there is still work to be World Safety and Technical Standing Committee (WSTSC) has a broad remit. It is chaired by done in the area of data harmonization. Brian Lackey, Vice President for Strategic Meanwhile, following recent success in Planning and Airport Development at the reducing runway incursions, attention has Greater Toronto Airports Authority. shifted to runway excursions. The focus so far The WSTSC is currently supporting ACI’s has been on landing overruns (including veer- Airport Excellence (APEX) in Safety programme, offs), and may be expanded to look at landing which draws on the committee’s work over the undershoots and take-off overruns as well. A priority area going forward is risk past 20 years. These include achievements in management. “Historically, if you built runways specific areas such as improving apron safety, reducing runway incursions and developing Brian Lackey. for aircraft to operate on that were of specific dimensions, then that was considered the standards for new large aircraft (NLA), as well as the general nurturing of a culture of safety, providing the regions with some of the tools extent of your risk management. We think all underpinned by the introduction of systems they need in order to deliver the programme that there are a lot more factors than just the to collect data and measure performance. The including key performance indicators, assess- geometry,” declares Lackey. “We really need to WSTSC also has a publications programme with ments and documentation of best practices in have a process which allows you to assess the a number of handbooks which are reviewed on safety, some self-audit tools for airports and associated risks of each individual runway and a cyclical basis. support to the ACI training programmes,” he to plan your risk mitigation expenditures says. “One of the areas that we are looking at is appropriately.” “One of the key challenges is getting a feel for the level of safety at airports throughout how we can advance the safety management Another major issue coming up is how the world and the primary safety issues that system and the culture of safety at airports. airports adapt to climate change both in terms ACI can help members with,” says Lackey. “Over That’s really been one of the primary focuses of of contributing to its mitigation through the years this committee has worked on the committee over the years.” measures such as energy management, and developing performance indicators. A lot of our Priority areas also included working with dealing with its impacts. Low-lying airports, earlier work was related to apron safety. That is other organizations to harmonize data for example, are threatened by rising sea levels, now expanding to look at key safety perfor- collection, which started in the area of apron while many are subject to more extreme mance indicators in all areas of the aerodrome, safety, tackling the issue of runway incursions weather conditions. “Typically, we design our and is really starting to get focused under the with initiatives such as improved markings and aerodromes for a particular storm event and APEX programme.” visual aids, better training for drivers on the we may have to start designing them for much airfield and education programmes to raise more extreme storm events,” says Lackey. “And phase. When it is rolled out, Lackey explains awareness, and collaboration with ICAO on that is really going to be fairly significant over that from an implementation point of view the standards including those for the NLA. “ACI the next few years.” focus will be on the ACI regions with the needed to look at what the implications were APEX is currently in the organizational Lackey rounds up by stressing that safety WSTSC providing technical support. “We see going to be for existing aerodromes and on the always has been and always will be ACI’s the committee’s role as being critical to standards for future aerodromes,” says Lackey, top priority. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 65 OR AA NCSafetyT I N S PEC APEX Focuses on Runway Safety By David Learmount R unways are the places where a third of all Administration, says that action to improve runway commercial air transport accidents happen, safety has been identified as the top priority in the according to ICAO. organization’s recently launched Airport Excellence At the end of May ICAO ran its first Global Runway Safety Symposium, demonstrating the industry’s (APEX) in Safety programme. So, working in harmony with ICAO and the Flight commitment to bring aircraft and airport operators Safety Foundation, ACI is rolling out APEX globally, together to seek solutions to this persistent safety but with implementation to be carried out locally problem. For some years now ACI has been working by airport operators, aided by the ACI regions. On with ICAO to address runway safety in particular as an behalf of all airport operators everywhere, Gamper important part of airport safety in general. puts the case for APEX with stunning simplicity: The worst accident in aviation history took place on a runway in 1977, but until quite recently there was a seemingly unconscious acceptance among airlines and “We [the airports] don’t want to be the places where accidents happen.” Runway accident risk, however, cannot be managed airport operators that runway accidents were an by airports alone. The runway itself, or the space beside inevitable reflection of the fact that take-off and landing or beyond it, may be the place where a damaged are the two most critical phases of a flight. aircraft frequently comes to rest after a bad landing, but In the last five years, however, the industry has the genesis of a landing accident often lies in the way finally begun to analyze, in detail, all the factors that the crew handled the approach, the quality of the lead to runway accidents, to work out whether – and pilots’ decision-making, the weather conditions, air how – the risks can be reduced. traffic control factors, communications breakdown, or ACI has been closely involved in this effort. David Gamper, ACI’s Director of Safety, Technical and even an aircraft malfunction. Gamper himself regularly makes presentations to regional aviation bodies and V ACI has designated 2011 as “The Year of Safety – Safer Still”. 68 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S AP EX Foc use s on Ru n wa y S a f e t y X APEX was launched at the ACI World General Assembly in November 2010. Pictured introducing the programme is Ad Rutten, President of ACI Europe. transport departments all over the world, setting out all the contributory factors to runway accidents, and what airports can do themselves to mitigate the risks. Working with the Flight Safety Foundation, ACI has produced a “toolkit” that contains a breakdown of all the factors influencing runway safety, listing them according to which of the “players” can contribute a solution, and what the options are. The “players” are the aircraft operator, ATC, the airport operator, the aircraft manufacturer and the regulator, and they are each provided with a menu of options for action that they could take to improve runway safety. n Three categories Intensive recent study of runway accidents has led to the identification of three different categories of event: off. Everybody on board both aircraft was killed, along runway incursion, runway excursion and runway con- with four more who died in the cargo terminal when fusion. Runway incursion involves uncleared entry onto the MD-80’s flaming wreckage hit it. an active runway by an aircraft or vehicle, and while this is quite rare it has the potential to cause a catastrophic Runway excursion is not only the most common of all the runway accident categories, but also the most X collision. Runway excursion means running off the side common of all air transport accidents. It is frequently Surface movement or the end, and this is by far the most common category not fatal, but it is almost always damaging and some- enhance airport of runway accident. Runway confusion is misidentifi- times disastrous. In July 2007, a TAM Airbus A320 safety especially cation of the active runway or the one the pilot has fatally overran the runway at São Paulo Congonhas been cleared to use. Runway confusion is rare, but airport in an accident that happened because of a radar systems during times of low visibility or at night. again has the potential to cause a serious accident when it does occur. Gamper points out that in the period from 1995 to 2008 there were 10 incursion accidents, four confusion events, but 417 excursions. A runway accident that takes place at or before takeoff can be caused by poor visibility, or misunderstanding between pilots and air traffic control, by flightcrew confusion about where their aeroplane is on the aerodrome (getting lost), or a combination of all these. The worst airline accident of all time was a runway incursion in Tenerife in 1977 caused by a combination of poor visibility and communications misunderstanding. But there has been another very like it much more recently, proving that the lessons from Tenerife were not learned. In October 2001, in fog at Milan Linate airport, a business jet got lost and unknowingly entered the active runway just as an SAS Boeing MD-80 was taking A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 69 AP EX Foc use s on Runwa y S a f e t y V For some airports the terrain makes runway improvements difficult. At Funchal in Madeira the solution was to extend the runway on columns. complex combination of many factors: the airport’s Airports have the power to influence runway safety, site, which was on a hilltop; the aircraft had been because a fair proportion of the available runway risk dispatched with a known minor aircraft malfunction; mitigation factors are – partly or completely – under the it was a rainy night; the crew that mishandled the control of the airports. engine power levers on touchdown; and finally the For example, neither Tenerife nor Linate had surface runway had virtually no runway-end safety area, and movement surveillance systems, so in poor visibility they beyond that there was a very steep, high drop into had to trust to traditional procedural control, which the city itself, with no arrester system ahead of it. depends on all parties acting faultlessly, because Some overruns can be relatively benign, but this one developing risks cannot be seen. If ATC had been able to was not, and at many airports worldwide today the monitor, despite the fog, where the aircraft were on the same sort of problem is a matter of serious concern. airport, both accidents could have been prevented. Runway confusion is relatively rare, but can be disastrous also. A Singapore Airlines Boeing 747-400 n Actions to reduce risks at Taipei in 2000 was destroyed with major loss of ACI, with ICAO and the Flight Safety Foundation, has life when, in poor visibility, the captain misidentified gathered data from runway accident investigations to a runway that had been taken out of service for identify and prioritize the actions airports can take to maintenance as the active runway, and began the reduce risks, and to raise awareness among the world’s take-off roll. The aircraft collided at high speed with airport operators of the power they have to influence heavy maintenance equipment parked on the runway safety favourably. runway. All sorts of issues were raised in the final 70 Runways, like roads, have characteristics: width, report, creating disagreement between the Taiwan length, shape, slope, evenness (or lack of it) and surface investigators and the Singapore Civil Aviation texture. The airport operator may have the power to Authority. Factors cited included the clarity of airport change or influence some of these, and occasionally all signage, taxiway surface markings and taxiway/ of them. Lengthening a runway may be an option, but runway lighting. for some airports terrain will make that impossible. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Let’s grow old together As one of the world’s oldest airports (est. in 1916), we are delighted to congratulate ACI on its 20th anniversary. Over the past 20 years, ACI has proven to be a true and strong representative of airports around the globe, and of their partners. Plus an important binding force in times of economical turmoil. We hope ACI will keep flourishing in decades to come. As we celebrate Schiphol’s 95th anniversary this year, we’re a bit ahead in age. But we happily invite ACI to grow old with us. AP EX Foc use s on Runwa y S a f e t y While ACI continually works with ICAO to achieve desirable airport design standards, it embraces the principles of equivalent safety and local safety management, so it fights the airports’ corner to prevent the blanket imposition of standard solutions. ACI argues that risk is runway-specific, a risk assessment is needed for each individual runway and that there should not be a new prescriptive standard in excess of the present one. One of the main planks of the APEX programme is a system for arranging the mentoring of less prosperous airports by those with more experience and resources. This is a system that does not rely purely on undiluted altruism, because airline route networks are harmed by destination airports that have a bad reputation, and that factor adversely affects business at the departure or hub airport, so it is in everyone’s interest to find a solution that keeps the network operating safely. Not long ago an airport in Africa had a reputation with airlines for causing serious damage to aeroplanes Z A grooved runway surface will drain rainwater fast and improve surface friction for braking. Evenness and surface texture can definitely be addressed by the airport operator, but there will be an and damaged, and paving fragments were often sucked associated cost. Gamper explains that under the APEX into engines causing expensive damage. The airlines programme, ACI will develop capacity to send a team to persisted in dispatching aircraft there because it was an any airport to gather data and to offer help – which oil industry destination that filled the airlines’ premium might include helping them to raise finance for safety- cabins, but they went to great lengths to try to mitigate related improvements. the risks using their own measures in the absence of any ICAO guidance on “Airport Design for Safety” makes moves by the airport operator. Fortunately that problem it clear that while its airport design standards should be and many others have now been dealt with as a result made mandatory by Contracting States, its recommen- of a national government decision to make the national dations should not be compulsory. This is an acceptance aviation authority autonomous in its safety oversight, of the fact that, if an equivalent level of safety can be giving it some teeth. achieved by a different method than that set out in the Gamper says airport mentoring offers are mostly, at recommendations, airports should be free to adopt a present, coming from larger airport operators. But he solution that fits local circumstances. For example, if a says ICAO’s regional offices are also a channel through runway does not have the recommended length of which expertise and assistance can be directed to runway-end safety area (RESA) in excess of the Standard, airports that need it. compliance could be achieved either by lengthening the 72 because the manoeuvring area surfaces were uneven Weather cannot be influenced by airport manage- RESA or, if terrain or other considerations make that ment, but the runway safety risks for aircraft operations impractical, the usable runway length can be shortened in bad weather can still be mitigated by various means to achieve the same effect. Aircraft operators then have over which the airport operator has control or influence. to change their take-off and landing performance Runway texturing is a good example of one of the ways calculations to ensure they can operate safety from the in which this can be done. A grooved, crowned runway shorter runway. surface will drain rainwater fast, reducing aquaplaning A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S AP EX Foc use s on Ru n wa y S a f e t y risk, and the grooving will also improve surface friction responsible for the decisions they make having received for braking in both wet and dry conditions. Also, if the information. rubber residues are allowed to build up on the runway Even airport operators that have taken every possible surface in the touchdown areas, the runway will safety measure within the reach of their control or become slippery there. Regular rubber removal will influence have to allow for accidents that will happen prevent this. ACI’s Airside Safety Handbook provides on site or close by. Accident mitigation is an absolute operators with advice about mitigations like these requirement for which ICAO prescribes minimum and how to apply them. Ensuring that surface snow- standards of equipment and readiness. clearing and de-icing capabilities are up to standard But Gamper makes it clear that just being equipped is another way airports can improve operational is insufficient; the operator must have – and practise – safety standards. accident mitigation plans for all the potential risk Other weather factors can also be mitigated. If the scenarios and links with local emergency services. airport management and its air traffic control contractor ICAO standards for airports have existed for 60 take measures, in cooperation with the national years, but in many parts of the world they were loosely meteorological service, to understand the minutiae of applied or not applied at all. That situation is changing the airport’s local climate at all times of the year, local rapidly, with standards and recommended practices meteorological risks will be fully understood by duty being reviewed against safety performance. ACI is staff, whether ATC or airport operations personnel. working with its members to ensure they can meet the Recurrent local risks, like windshear, can be communi- higher safety expectations that air travellers have today. cated to the operators via notices to airmen, and realtime weather updates passed regularly to aircraft crews David Learmount is the Operations and Safety Editor at on approach or departure. The pilots are then Flightglobal (www.flightglobal.com). C Ensuring that surface snowclearing and de-icing capabilities are up to standard is another way airports can improve operational safety standards. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 73 NACO, Netherlands Airport Consultants B.V. Well known around the world and within the Netherlands, NACO is and has been using its expertise in the aviation industry for more than 60 years. NACO was founded in 1949 by a group of Dutch firms that wanted to provide independent knowledge and expertise regarding the development and construction of airports. The founders and first shareholders were KLM, Shell, Phillips and other various contractors. Dr. Albert Plesman, President Director of KLM was the primary initiator of the firm and remained on the Steering Committee until just before his death in 1953. NACO’s reputation in the market today dates back to the start of the relationship with Amsterdam Airport Schiphol, one that still remains strong. The affiliation with Amsterdam Airport Schiphol began in 1948 when an alternative location for the airport was being researched. Following that in 1953, NACO advised the directors of KLM regarding Amsterdam Airport Schiphol but was not initially involved in the development that directly followed. That all changed however, in the sixties when NACO was assigned to design the new terminal building for Schiphol that went on to be opened in 1967. It was during this period that opportunities for projects abroad started to flourish for NACO, with thanks to the perception of Schiphol and KLM’s representatives abroad. From here on out NACO grew alongside the developments that occurred within the aviation industry. To quickly take you through the years: 1950’s The Pioneer Phase for NACO and the first terminal building overseas was designed by NACO in Damascus, Syria. 1960’s NACO designed the new Schiphol; connections were made in Saudi Arabia and Nigeria with subsequent actions that lasted throughout the 1970s and 1980s when a long list of new airports were designed and built under NACO’s supervision. 1980’s Collaboration with Benthem Crouwel Architects (Amsterdam) began for works at Schiphol and the two firms continue to carry out works at Amsterdam Airport Schiphol today. 1990’s There was a boom of new airports in Asia, including Bangkok and Kuala Lumpur for which NACO carried out works for master planning, functional design and contract management. The terminals were designed by well known architects with technical assistance from NACO. Strikingly enough is the scale for which master plans were made for 100 million annual passengers and for which terminal buildings for 40 million annual passengers were realized. Over the past 10 years, NACO has successfully worked together with international signature architects on the design of large new terminals. Such cooperation includes that with Foster and Partners in Beijing for the New Terminal 3 Building and currently in Kuwait and with KPF for the New Midfield Terminal Complex in Abu Dhabi. NACO’s history is one that distinguishes us from our competitors. With the growth of the firm in the 1970s and 1980s many positions were created and filled by experts that made life-long careers at NACO. Those experts have passed their knowledge down to the current NACO generation and some of them still keep in touch with our clients in the Netherlands and abroad. With many of our clients those personal relationships are still making it possible to maintain a common past which forms the basis for new projects. We rely on our ability to maintain and create new relationships with clients so that we will continue to be successful. Thanks to the reputation of Schiphol, KLM and our history with them, we proudly share our track record on Schiphol projects to develop our portfolio by gaining new ones. To continue down a successful path and expand our services, NACO joined the DHV Group, a leading international consultancy and engineering firm with a worldwide network back in 2003. By doing so we can offer clients more services regarding not only airport expertise but also for development around the airport. In 2009, InterVISTAS Consulting Group, industry experts in transport and tourism became part of the DHV Group. Since then services offered to the aviation industry have only increased. Together with InterVISTAS Consulting Group NACO forms the Business Group Aviation. This combination offers a centre of excellence providing integrated, operational and technical solutions. Whether looking for developing a new business strategy, enhancing non-aviation related revenues, attracting airlines to your airport, or planning long-term airport development, optimizing the airport’s capacity, designing, engineering and implementing major development works we are well equipped to be the right partner. Our services include but are not limited to: Planning l Capacity & demand analysis l Facility sizing & infrastructure layout l Master planning & development phasing l Environmental & economics planning Public-Private Partnerships & Finance l Feasibility studies, analysis & due diligence l Financial analysis & economics l Revenue management & cost mitigation initiatives l Transition planning Facility Planning & Design l Planning & design of airport terminals & facilities Infrastructure Planning & Design l Efficient integration of all project life cycle phases l Geometry & pavement design l Functional design & capacity l Construction phasing plans Border & Security Services optimization l Airport special systems l Passenger flow simulation l Design of apron-building interface l Border flow optimization l Drainage design l Process innovations l Strategic advocacy planning Air Service Development Economics, Strategic Planning and Market Analysis l Economic analysis, logistics and regulatory l Strategic planning, marketing plans, tourism plans and organization reviews l Benchmarking, consumer surveys & focus groups, air travel market research l Environmental strategic plans, audits and greenhouse gas management l Security auditing requirements l Market Evaluation & traffic forecasting l Air service & tourism development strategy l Business cases & route analysis l Financial incentive support services Construction Management l Stakeholder engagement l Process management l Risk management NACO, Netherlands Airport Consultants B.V. Anna van Saksenlaan 10 2593 HT The Hague The Netherlands T: +31 70 3446300 www.naco.nl [email protected] Contact: Tiffany Fluent, Business Development Assistant Total Airport Solutions Strategy - Planning - Design - Implementation With more than 60 years of worldwide experience in airport development, NACO offers an extensive range of integrated airport planning and design services. Website: www.naco.nl Twenty Years of Airport Security By Philip Baum S ecurity is a core priority for ACI and its members. There never was any global acceptance as to which The challenge facing airport management is how to technology should be used as the first line of defence. facilitate the multitude of inspection processes In the United States, there was a mass roll out of while also focusing on the more positive customer ser- computed tomography (CT) systems to perform Level 1 vices that generate revenue and make the airport-based inspections, whilst in Europe the same technology was element of the traveller’s journey an enjoyable experience. deployed at Level 3 as a means of resolving Level 2 At the time of ACl’s inception, the heyday of tradi- alarms (when traditional X-ray – automated and tional terrorist hijackings was already consigned to the screener examined – had not succeeded). There was, history books. Whilst there have always been actions and remains, a certain mystique about the hold bag- perpetrated by psychologically disturbed individuals and gage examination process – one that serves airport asylum seekers, the frequency of incidents involving security well; what the eye can’t see, the mind struggles armed revolutionaries, acting in order to gain publicity to plot against. Net result: traditional improvised for their political viewpoint, had dramatically declined explosive devices secreted in suitcases have not been by 1991. Even acts of aerial sabotage had, by the early seen for some time now, so it is reasonable for the 1990s, become rare. The legacy of such incidents had not. industry to claim a degree of success. It was the downing of two transatlantic airliners, Air As far as the general public are concerned, the India 182 in 1985 and Pan Am 103 in 1988, which led passenger checkpoint is the primary means of ensuring to the integration of hold-baggage screening, predomi- safe skies, even though, in reality, it is but a small piece XV nantly utilizing X-ray-based technologies, into the bag- of a giant jigsaw puzzle of surveillance, access control, The archway metal gage handling systems of airports. Deadlines came and identification, handling and screening technologies and went and huge construction projects were embarked processes that together create a picture designed to upon as airport management sought to clear passenger prevent, deter and even respond to acts of unlawful areas of the scanners and have them do their duty out interference. The archway metal detector and cabin of sight of the general public. baggage X-ray machine are part and parcel of airport detector and cabin baggage X-ray machine are now being augmented by full body scanners. 76 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Tw e n t y Ye a r s of Ai rpo rt S e c u ri t y life around the globe but they cannot claim to be the have of them. Each lane will be equipped with different stand-alone solutions they once were to counter the screening technologies and the overall objective is to terrorist threats of the 21st century. Airports are now speed up the flow of passengers through the check- being forced to allocate valuable real estate and fund- point by focusing on those passengers who pose the ing to deploy advanced screening technologies, such as greatest risk. It is being mooted that a degree of millimetre wave and backscatter body imaging behavioural analysis will be utilized by trained profilers technologies. to supplement the intelligence we have on passengers. As ACI entered its second decade, airport security Indeed, the potential benefits we stand to gain from the underwent its biggest challenge to date. The terrorist new approach will be undone if we fail to embrace attacks of 11 September 2001 succeeded due to a “lack common sense and use of the sixth sense and fall into of imagination” by regulators and operators to recog- the trap of accepting “the computer said so” decisions nize that religious zealots armed with legally trans- as to who can be trusted as cast-iron guarantees of portable objects could convert commercial aircraft into integrity. weapons of mass destruction. Highlighting the need for rethinking the components Subsequent plots have demonstrated the innovation of what has now been termed “next generation of the terrorist community and its unabated desire to security”, Craig Bradbrook, ACI’s Director of Security target aviation. Suicidal individuals concealing bombs in and Facilitation says: “Aviation must keep pace with shoes and underwear has led to the deployment of ever- changing threats and attacks on civil aviation, be that more invasive screening technologies; fundamentalist passenger or cargo. We can question whether today’s gangs attempting to infiltrate liquid-based explosives approach effectively meets current and future threats onto aircraft has spawned the unpopular limitations on and also whether it is sustainable in the long term, in liquids, aerosols and gels carried in cabin baggage; and light of ever more stringent measures and rapidly bombs sent as courier shipments, so cleverly concealed growing passenger numbers, forecast to double by that screening technologies failed to identify the devices 2029. We are advocating a new approach based on even when intelligence received resulted in the packages passenger differentiation according to the passenger’s being subjected to special examination, has initiated a risk profile and use of an improved screening process drive towards greater scrutiny of air cargo. applied to the small percentage of passengers that are deemed to be higher risk.” Indeed, looking at the decade since the 9/11 attacks, n Checkpoint of the Future One thing is certain. If we continue to simply play catch we can see that the deployment of common sense might up and deploy standardized screening processes, the well have worked where traditional screening failed. opposition will be able to plan the next outrage utilizing Richard Reid, the shoe bomber, was actually weapons and attack scenarios that we have recognized identified as a possible threat to his American Airlines but too easily dismissed. And it is against that backdrop flight from Paris to Miami on 21 December 2001 (being that the recently unveiled Checkpoint of the Future has the anniversary of the Lockerbie disaster) and missed his been devised. ACI’s third decade will see this radical flight due to additional screening he was to undergo as new approach to screening take root at many of the a result of behavioural characteristics that caused world’s larger airports. concern to security personnel; he returned the next day, after a night at an airport hotel, and was allowed to The Checkpoint of the Future will see passengers divided into three groups – those who are intrinsically board without his footwear being inspected. The trusted, those who are considered to be higher risk and industry was lucky that the fuse in Reid’s shoes was those who should undergo standard screening pro- damp and he failed to ignite it; passenger and crew cesses due to the limited amount of information we intervention saved the day. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 77 Tw e n t y Ye a r s of Ai rport S e c uri t y interference with civil aviation; disruptive passengers and those who are in some way psychologically unbalanced pose a daily threat to the industry and exist in every country around the world. No region can claim immunity. The destruction of a China Northern flight in 2002 by Zhang Pilin, who had taken out multiple insurance policies on the day of travel, could have been prevented had people acted on the extremely nervous behaviour he displayed prior to boarding. In May 2003, David Mark Robinson tried to gain control of a Qantas flight, desiring to crash it into Cradle Mountain, Tasmania, and deliver all those on board as a present for the devil who, he believed, lived there! Robinson had been prevented from gaining access to the cockpit of a flight departing Hobart only five months earlier and had such invaluable intelligence been available to screeners in Melbourne it might have resulted in Robinson being denied boarding for the flight to Launceston. Ultimately it was down to the aircrew to prevent a disaster. The Robinson case was quickly forgotten, in part Z However much The underwear bomber, Umar Farouk Abdulmutallab, because he was unsuccessful but also because the should have been identified by profiling techniques on incident took place on a domestic route well away from Christmas Day 2009. He was travelling to Detroit for European and American skies, being the perceived two weeks with no luggage, on a visa issued in the traditional arenas for significant attacks against avia- depends upon United Kingdom (which was not even part of his tion. Yet there was a key learning point: Robinson was human beings. itinerary), having paid a large amount of cash in Ghana using wooden stakes as his assault weapons; he had for a journey that started in Nigeria and had changed concealed them in the lining of his coat pocket knowing his routing the same day he had purchased the ticket. that the archway metal detector at Melbourne Airport He was spoken to in Amsterdam but the body search would not be able to detect them. That basic under- did not concentrate on his underwear. standing of airport screening processes would not be an technology is refined, the effectiveness of airport security Even the cargo plot of 2010 demonstrates that alien concept to the terrorist either. common sense, being the very essence of profiling, can help determine who, or what, we should focus our n Access control screening efforts on rather than treating everybody and Checkpoints are, in many respects, the easiest challenge. everything the same. After all, who ships single printers They are clearly positioned and passengers, crew and from Yemen to the United States when the shipping airport-based employees can be channelled in their cost is higher than a new printer? direction. Many airports are, however, the size of small towns employing tens of thousands of personnel, all of 78 n Thinking beyond terrorism whom are expected to go through some form of back- Two events demonstrated the need for airports and ground checks in order to obtain their ID card and be airlines to think beyond terrorism and recognize that authorized to enter restricted zones. Like in any town, aviation security is about preventing all acts of criminal there are bound to be a number of bad eggs. There is A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Tw e n t y Ye a r s of Ai rport S e c uri t y XX The control of access to restricted areas – from CCTV to perimeter fencing – demands the greatest financial investment. also the additional challenge of many applicants for airside passes coming from overseas and, as a result, the depth of background checking that can be done is further impeded. Although less visible to the general public, the effort that airports have had to put into controlling who is cleared to work in sterile areas cannot be underestimated. The control of access to restricted areas actually demands the greatest financial investment. Examples include perimeter fencing, often superimposed by 80 new Terminal 3 has in excess of 3,700 cameras facilitating the surveillance operation. The attack against Glasgow Airport in 2007, in perimeter intrusion detection technologies, and closed which a vehicle laden with explosives was driven into circuit television. CCTV is often enhanced by intelligent a terminal building, and even this year’s attack in the software algorithms that can determine when terminals arrivals hall at Moscow’s Domodedovo Airport, brought are overcrowded, when items are left unattended, when home the reality that landside areas of airports also people move in the wrong direction, and when they require protection; the goal of the terrorist is not loiter where they ought not. Just as an example, Delhi’s necessarily to infiltrate him/herself or a device onto an A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Tw e n t y Ye a r s of Ai rport S e c uri t y aircraft. Accordingly bollards and barriers provide fruit in identifying petty criminals and victims and physical measures that can help limit the viability of perpetrators of human trafficking. such an attack, supplemented by a redesign of airportapproach roads. As ACI heads towards its silver anniversary, members are working on new initiatives, such as the Checkpoint However much technology is installed, and has, of the Future and the soon to be initiated “better thereafter, to be maintained, the effectiveness of airport security” project, but also recognize that, in the words security depends upon human beings. Terrorism and the of Craig Bradbrook, “there cannot be a ‘one size fits all propensity to commit criminal acts depends upon a airports’ solution”. certain mindset; so too the response. It is the entire airport community that needs to play its role in protect- Philip Baum is the Editor of Aviation Security ing the facility’s users, not just the security personnel. International and the Managing Director of Green Encouraging a reporting culture amongst check-in staff, Light Ltd (www.avsec.com), a London-based vendors at retail outlets and even amongst special security training and consultancy company that interest groups, such as plane spotters, is a challenge focuses on inflight security and passenger risk for airport law enforcement, but one that has borne assessment techniques. Security – An Interview with the Chair The constantly evolving nature of security “If you look at the transition to body scanners threats to commercial aviation make the work from walk-through metal detectors, to get the of the ACI World Security Standing Committee equivalent throughput in passengers there’s a particularly challenging. It is chaired by Grant doubling at least of the space that’s required,” Woods, General Manager Airport Operations at says Woods, “so there’s the cost of the infra- Sydney Airport Corporation Ltd. structure, the cost of the equipment and the cost of facilitation.” “Our reputation and our business are There is also the crucial issue of offering underpinned by strong security systems and procedures,” declares Woods, who sees a high-quality service while obtaining the regulatory, technical, cost and service issues as required security outcome – passengers the four key challenges in airport security. Of frustrated by delays and queues may take their these, he highlights the need for global business elsewhere next time. However, Woods regulatory harmonization. points out that managing the impact of changing security procedures on service levels is more “Without harmonization there is total confusion for the passenger,” he says, “and one difficult for airports in countries where a of the major examples is the liquids, aerosols separate agency is responsible for security and gels (LAGs) confusion around the world. rather than the airport itself. We now have LAGs being handled one way in Europe, a different way in Asia and a different way in the US.” Staff screening is also an area where different regulations apply. In some parts of the Grant Woods. Looking to the future, Woods says the industry needs “to look collectively about with a particular impact on transit passengers. how the passenger moves around the world”. The industry’s challenge now, he says, is to He would like to see multilateral acceptance work towards international consistency. by States of each other’s operational standards world there is 100% screening, in others there Technological developments will be part of so that passengers once cleared to enter the answer and Woods is looking to the the aviation system can move smoothly industry to raise its game. “The technology through it without the need for re-screening prescribes minimum security requirements. really has to start getting up to speed with the at transit airports. “That’s the real challenge Over time, States around the world have added risks we see around airports,” he says. if we are going to take some of the costs is not. Woods points out that ICAO’s Annex 17 different measures to the ICAO baseline to create a complex mix of national regulations 82 A I R P O R T S Changing security measures, of course, have had a direct impact on airport costs. C O U N C I L out of security and provide better service,” he says. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Vancouver International Airport Vancouver International Airport (YVR) is celebrating its own milestone this year – its 80th birthday. From its official opening on 1 July 1931, YVR has grown from an airport with a small two-story wood frame terminal, a single runway and just over 530 passengers in its first year to a major international gateway between Asia Pacific and North America. Its three runways and awardwinning Domestic and International terminals served 16.8 million passengers in 2010. The airport is a major contributor to the local economy, generating more than 23,600 direct jobs and contributing C$1.9 billion to British Columbia’s GDP. Its total economic output tops C$11.7 billion. The 67 airlines serving YVR connect Canadian businesses, tourists, friends and family to 119 destinations around the world. YVR is operated by Vancouver Airport Authority, a community-based, not-for-profit organization, which will celebrate its own 20th anniversary in 2012. The Airport Authority assumed control of YVR on 1 July 1992, and since that time has invested more than C$2 billion in facilities to serve our community. We are delighted to have been the recipient of eight ACI awards in 2010 for our retail, marketing and communications programmes. YVR Airport Services, a subsidiary 50% owned by the Airport Authority and 50% owned by Citi Infrastructure Investors L.P., is a global leader in providing airport management services – currently involved in the management and operation of 19 airports from Canada to Cyprus. Whether it’s through sound financial planning and performance, exemplary customer care or award-winning facilities, Vancouver Airport Authority is committed to excellence in airport operations. ACI, YOU’VE HELPED AVIATION REACH NEW HEIGHTS IN EXCELLENCE. As we celebrate our 80th, congratulations on your 20th. From your friends and partners at YVR. Driving Airport Service Quality By Craig Bradbrook C ustomer service is a core value for airports, not just bio-security measures, which complicate the passenger in respect of passengers but also in respect of the facilitation processes further. Clearly, managing the airlines and airport organizations, the non- passenger facilitation process and service quality at travelling public and airport staff, that make up an airport’s customer base. Understanding and meeting Passengers have rising expectations about the services and standard of service that an airport should provide. On the regulatory side, ACI works closely with their disparate needs and expectations is the key to ICAO to address facilitation issues. In recent years, operating an airport successfully. the SARS and avian influenza outbreaks and the The increasingly globalized economy and rising X airports is a challenge. influenza A/H1N1 pandemic have highlighted the standards of living have driven demand for both important role that airlines and airports can play in business and leisure travel. The emergence of the low- preventing the spread of infectious disease. On the cost carriers has made air travel more accessible and security side, the restriction on the carriage of liquids, affordable than ever before. ACI members currently aerosols and gels (LAGs) has had a significant impact handle around 5 billion passengers and 80 million on passengers and airport processes, since it was tonnes of cargo on 74 million flights, at around 1,700 introduced in late 2006. These measures will need to airports globally. Passenger numbers are expected to remain in place until such time as liquid explosive double by 2027 but without a corresponding increase detection systems are deployed at airports, which is in the number of airports. unlikely before 2013. The threat from terrorists using Moreover, passengers have rising expectations about improvised explosive devices that are artfully con- the services and standard of service that an airport cealed on their body has also seen a move towards should provide. Then there are the mandatory customs, the use of body scanners at airports. immigration, quarantine and aviation security require- This presents a number of challenges, as these ments and processes, which have become more devices are heavy and have a larger footprint than the complex and onerous. Some countries also enforce strict conventional systems in use at airports. Passenger concerns about safety and privacy with these devices have arisen. ACI believes that these concerns have been adequately addressed in the design and operational protocols and government studies show that these devices are completely safe. Therefore, ACI advocates that airports should be allowed (but not be required) to use these devices in passenger screening. ACI is also working with IATA and other stakeholders on cross-industry initiatives to improve the facilitation of passengers. There are various industry working groups that are developing recommended practices for technology solutions and processes, facilitating the early adoption of innovative solutions. In this regard, the move towards off-airport processing and selfservice applications is expected to grow, reducing the time needed for check in and processing at the airport. Advances have also been made in automating the border control process and there are many examples of automated border clearance, using a combination of an e-passport or identity card, 84 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Dri v i ng Ai rport S e rv i c e Qu a l i t y CX With pressure on airports to reduce aeronautical charges, they need to grow their non-aeronautical revenues. biometrics and turnstile arrangements. The machine cleanliness, to waiting times and courtesy of staff. By readable travel document is now standard worldwide dissecting and measuring each part of the passenger and this will hopefully facilitate greater adoption of process, an airport is able to identify problems and automation in passenger processing. performance gaps, which in turn facilitate improvement actions. n The ASQ programme Meeting customer needs and expectations is the key to operating an airport successfully. And with pressure on airports to reduce aeronautical charges, there is a need for airports to grow their non-aeronautical revenues. Good customer service therefore makes good business sense. ACI launched its Airport Service Quality (ASQ) programme in 2006 to help airports measure and benchmark service quality. Analysis from the ASQ programme has subsequently led to the development of industry best practices. Over 200 airports currently use the ASQ Survey to gauge passenger satisfaction from around 300,000 interviews annually. Each interview covers over 30 aspects of the passenger’s experience at the airport, from availability of facilities and their A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 85 Dri v i ng Ai rport S e rv i c e Qua l i t y The ASQ Survey results clearly show the key factors airports in the survey between 2006 and 2010. This is that influence passengers. These factors relate to the quite an achievement when one considers the addi- core processes and basic needs of passengers, namely tional security measures that have been in force during cleanliness of the terminal, availability of washrooms, that time. This is testimony to the importance that the efficiency of the processes, waiting times and airports place on service quality and the management courtesy and helpfulness of staff. If an airport gets the expertise that airport managers have developed. The basics right it can then achieve even higher levels of ASQ Assured certification programme benchmarks an satisfaction through its value-added services, like airport’s management approach to service quality shopping, restaurants and entertainment. against industry best practice. It also provides a frame- Managing service quality at airports has evolved into managing a passenger experience, and the ASQ work for excellence that airports can use in their service improvement strategies. programme provides airports with a toolbox for doing Each year, ACI presents ASQ Awards to those air- this. The ASQ Performance programme provides air- ports that, in the opinion of passengers, have provided ports with a tool for measuring and benchmarking the the highest levels of overall satisfaction. These Awards 16 core processes that a passenger uses when travelling and Top 5 rankings are based on the results of all the through an airport. This enables an airport to compare survey interviews conducted in the preceding calendar passenger satisfaction (“the perceived quality of year. The winning airports in 2010 are shown in the service”) with the actual service delivered. Such analysis following tables. helps airports to set and maintain service standards. The ASQ Survey results show a 7.5% (industry average) increase in passenger overall satisfaction at Craig Bradbrook is ACI’s Security and Facilitation Director. Facilitation and Services – from the Chair The ACI World Facilitation and Services committee helped ACI shape the requirements Standing Committee is chaired by Dato’ Azmi relating to airports and develop guidelines for Murad, Senior General Manager Operations at the implementation of IHRs at airports. Malaysia Airports Holdings Berhad, and has Through this work, ACI has established itself as played a crucial role in shaping regulation and a partner with the World Health Organization. The committee has been instrumental in developing best practices in airport facilitation and customer services during the past two developing best practices in customer services. decades. Airport managers have evolved from managing The committee did much of the ground infrastructure into managing a passenger work in developing proposals to improve ICAO experience. The Airport Service Quality (ASQ) Annex 9 (facilitation), which culminated in programme, launched in 2006, has provided many overly prescriptive Standards and airports with the tools to measure, manage and Recommended Practices being removed in the benchmark service quality. The committee has last amendment exercise. The committee also continued to advise on the development of the developed a ground breaking guide for airports ASQ programme. Much of the transformation on Passengers with Disabilities and, as in the facilitation process and airport services regulators have introduced regulation in this has been made possible through IT and the shape the facilitation strategy and priorities. area, it has worked to develop guidance for committee oversaw the activities of the Airport There are also opportunities to further improve airports to harmonize arrangements between IT Sub-Committee, until it became a standing the facilitation process by leveraging IT and different regulatory regimes. committee in its own right. communication technology and achieving Looking ahead, there are many challenges The International Health Regulations (IHRs) were extensively revised in 2005 and the 86 A I R P O R T S facing airports and the committee will help C O U N C I L Dato’ Azmi Murad. better process integration with other stakeholders. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Civil Aviation Authority of Nepal Tribhuvan International Airport (TIA) Civil Aviation Office Kathmandu, Nepal It is with great pleasure that we pen this message of felicitation on the occasion of Airports Council International’s 20th anniversary. We would like to take this opportunity to show appreciation for ACI’s dynamism and dedication to the industry and its leadership as a key aviation organisation. We wish ACI continued success in the future. Civil Aviation Authority of Nepal In 1957, the Department of Civil Aviation was formally established under the Government of Nepal. Nepal joined the membership of the International Civil Aviation Organization in 1960. The Civil Aviation Authority of Nepal (CAAN) was established as an autonomous regulatory body on 31 December 1998 under the Civil Aviation Act, 1996. CAAN has been set up with the objective of making aviation safe, regular, standard and efficient. Its prime goal is to ensure flight safety and the sustainability of civil aviation and it is responsible for constructing, operating and maintaining airports in the country. It is also tasked with equipping Nepal’s airports with all necessary communications, navigational and surveillance facilities. Tribhuvan International Airport (TIA) Civil Aviation Office, Kathmandu, Nepal Tribhuvan International Airport (TIA) is situated in the the heart of the Kathmandu valley with the Himalayas clearly visible from the airport. TIA is located amid the confluence of three ancient cities, Kathmandu, Bhaktapur and Patan, rich in art and culture, not only known for their temples and pagodas, above all they possess smiling men and women, the pride of the nation. TIA has not only flourished as the main hub for every expanding business of the country but has proudly catered to various domestic and international airlines. Profile Coordinates: 274150N – 0852128E Elevation: 1,338m AMSL Reference Temperature: 27.8°C Runway Designation: 02/20 Runway Dimensions: 3,048m x 46m Runway Surface Strength: 54 F/A/W/T Fire Fighting Services Air Traffic Control Service (Aerodrome Control, Approach Control and Area Control) Aeronautical Communication Service Aeronautical Information Service. The airport is equipped with international-class facilities. Performance-based Navigation will be introduced very shortly. Nepal Tourism Year 2011 Naturally Nepal, Once is not enough Dri v i ng Ai rport S e rv i c e Qua l i t y The 2010 ASQ Awards Best Airports Worldwide Best Airport by Size 1 Seoul Incheon 2–5 million passengers 5–15 million passengers 15–25 million passengers 25–40 million passengers over 40 million passengers 1 Ottawa 1 Hyderabad 1 Seoul Gimpo 1 Seoul Incheon 1 Hong Kong 2 Halifax 2 Nagoya 2 Mumbai 2 Singapore 2 Beijing 3 Guayaquil 3 Indianapolis 3 Vancouver 3 Shanghai Pudong 3 Dubai 4 Malta 4 Cancun 4 Taipei 4 New Delhi 4 Dallas Fort Worth 5 Porto 5 Austin 5 Shenzhen 5 Kuala Lumpur 5 Bangkok 2 Singapore 3 Hong Kong 4 Beijing 5 Shanghai Pudong Best Airports by Region Africa Asia-Pacific Europe Latin AmericaCaribbean Middle East North America 1 Cape Town 1 Seoul Incheon 1 Malta 1 Cancun 1 Dubai 1 Indianapolis 2 Cairo 2 Singapore 2 Porto 2 Guayaquil 2 Abu Dhabi 2 Ottawa 3 Johannesburg 3 Hong Kong 3 Zurich 3 San José 3 Tel Aviv 3 Austin 4 Durban 4 Beijing 4 Copenhagen 4 Montego Bay 4 Doha 4 Halifax 5 Nairobi 5 Shanghai Pudong 5 Edinburgh 5 Mexico City 5 Dammam 5 Vancouver 88 A I R P O R T S C O U N C I L X Incheon I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S International Airport serving Seoul has won Best Airport Worldwide each year since the ASQ Awards started. Dri v i ng Ai rport S e rv i c e Qu a l i t y Z Best improvement award by region Best airport fewer than 2 million passengers by region Africa Cape Town Asia-Pacific Shanghai Hongqiao Africa George Europe Bournemouth Europe Humberside Middle East Dubai North America Vancouver Clockwise from top left. Dubai won the 2010 Awards for Best Airport and Best Improvement in the Middle East. Indianapolis won the 2010 Award for the Best Airport in North America. Latin America-Caribbean Bridgetown North America Quebec City Cancun won the 2010 Award for the Best Airport in Latin America-Caribbean. Latin America-Caribbean San José Malta won the 2010 Award for Best Airport in Europe. Cape Town won the 2010 Awards for Best Airport and Best Improvement in Africa. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 89 PASSENGERS LOVE YQB Québec City Jean Lesage International Airport has just been named North America’s best airport for the quality of customer service according to ASQ data*. Developing New Revenue Streams By Karen Thomas W hen ACI was formed, airports derived about 30% “Investment ratings for new airports are very much of their revenues from non-aeronautical sources. related to these projects’ non-aeronautical potential. Today the share is nearly 50% and these revenues That’s reflected in everything from project credit ratings, – which include food & beverages, bureaux de change, to the cost of borrowing, to raising interest in these retail, duty free sales, real estate projects, commercial ventures from potential investors.” assets, airport advertising and car parking – will become even more important in the years to come. Thanks to the development of non-aeronautical revenues, airports have held user charges to a constant Published in December, ACI’s 2010 Airport Economics Report reported that non-aeronautical revenues generated 46.5% of members’ $95 billion revenues in 2009. Year-on-year, overall commercial revenues fell 1.5%. 4% of airline operating costs for the last two decades. Advertising revenues plunged 11% and car parking by But consolidation within the global airline industry is 3.5%. However, other non-aeronautical segments putting hub airports under ever greater pressure to turned in stronger performances. Retail grew 2%, food generate revenue from beyond the core aviation & beverages 7%, car rental concessions 9% and real business, while smaller and regional airports are under estate 10%. similar pressure from low-cost carriers. This means Announcing the results, ACI Director General Angela airports, retailers and brands need to work together to Gittens said: “Non-aeronautical revenues are a vital ensure segment growth. component in the economics of airports. “Non-aeronautical revenues are vital to airport busi- “During the downturn, the diversification of airport ness,” says ACI’s Director of Economics and Programme revenues cushioned the impact of lower passenger and Development, Andreas Schimm. “It’s not sustainable for freight volumes. Non-aeronautical revenues critically airports to rely on aeronautical operations today. determine the financial viability of an airport as they Increasingly, the aeronautical business is a zero-sum tend to generate higher profit margins than aero- game: it’s airports’ other operations that keep the nautical activities, which are typically cost-recovery only business afloat. or operate at a deficit.” VV Non-aeronautical revenues are set to become even more important for airports in the future. 92 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S De v e l opi ng N e w Re v e n u e S t re a ms ACI’s Schimm says that non-aeronautical revenues have proved more resilient than passenger figures. “The decline in non-aeronautical revenues was less steep than the decline in passenger numbers,” he says. “Fewer people were travelling, but the figures suggest that those who continued to travel were the ones who spend money at airports.” n Growth potential John Rimmer, Executive Director of travel retail newsletter The Moodie Report, expects non-aeronautical revenues to overtake airports’ traditional revenue streams within five years. Indeed, last year’s recovery in traffic has boosted revenues. Swedish consultancy Generation Research reports that airport non-food & beverages retail generated $23.3 is under threat. Advertising income is reduced, due to billion in 2010, representing annual growth of 12.7%. cuts in advertising spend. Generally, retail spend per Generation Research analyzed five duty free and head is falling within airport environments.” travel retail product categories: wines and spirits, This year has seen airports in North Africa and the fragrances and cosmetics, tobacco, confectionery and Middle East lose visitor numbers, due to political unrest. fine food, and luxury goods. Of these products, luxury European airports suffered flight cancellations in April goods turned in the strongest performance last year, 2010, due to the volcanic ash cloud from Iceland. Then, sales increasing nearly 17% to top $14 billion. Wine and heavy snow brought further chaos during the 2010/2011 spirit sales totalled $3.7 billion and tobacco $1.8 billion. peak winter travel period. Sales of luxury goods grew fastest in the Asia-Pacific Mid- to long-term challenges include security checks markets, along with India, Russia, Turkey, Brazil and reducing the time available to passengers to shop, eat parts of Latin America. “2010 was all about a gradual and drink at the airport. Hand luggage restrictions on return of confidence and a gradual return to normal liquids, aerosols and gels, and moves by low-cost purchasing patterns,” Generation Research reports. carriers to limit carry-on luggage to one item pose Meanwhile, external studies value airport food & additional barriers. Competition is fierce as airlines seek beverage (F&B) sales at $10 billion worldwide. to boost in-flight duty free sales. However, growth in non-aeronautical revenues faces Meanwhile, World Health Organization (WHO) several barriers. Short-term worries include the impact proposals to ban tobacco sales and restrict liquor of the economic downturn on tourism and business advertising may further erode airport retailers’ travel, and the knock-on effect on commercial revenue- revenues, and ACI is working at WHO to defend generating activities. airports’ interests. “Global downturn has changed the way in which For its part, the European Travel Retail Council (ETRC) businesses, people and products travel around the is calling on airports, retailers and brands to use their world,” notes business consultancy, EC Harris. “Cost- collective muscle to defend airport sales of tobacco and cutting exercises mean less available budget for travel alcohol. “Surveys suggest that tobacco is key to driving globally, significantly impacting passenger trends. footfall at duty free,” says Keith Spinks, ETRC Secretary “Without question, more passengers are flying lowcost and the existence of traditional scheduled carriers A I R P O R T S C O U N C I L General. “The tobacco buyer spends twice as much on other products as the non-tobacco buyer.” I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 93 De v e l opi ng ZV Top brands are a global fixture at airports. N e w Re v e nue S t re a ms Despite these challenges, recent years have Travel Retail Business, airports focus on enforcing their aviation-related revenues worldwide, and deliver higher concession holders’ annual minimum guarantee, and profit margins. This trend is set to continue long term. give little thought to longer-term, more sustainable With world passenger numbers set to double within two decades, and with airport liberalization planned, development strategies. “Outside one or two key examples, the Trinity airports will focus on generating new commercial does not exist,” Newhouse says. “Abu Dhabi Inter- revenues in the years to come. Making the most of national Airport has been one of the few ventures alternative revenue sources will prove vital when to get airport, retailer and brand owner to put their developers make the case for new airport capacity. hands in their pockets. Abu Dhabi Airport Company, Airports need to work harder to adapt to changing airport retailer DFS and drinks company Diageo built travel patterns to maximize earnings from commercial a hugely successful promotion around the Abu revenues, EC Harris argues. That means better collection Dhabi Grand Prix.” and use of passenger profile data and closer analysis of trends and spending patterns. Rimmer says that the most successful partnerships between airport authorities, retailers and brand owners Terminals need to attract the advertising and are concentrated at the largest hub airports that have product mix that best matches the passenger profile the space to make an impact. “These airports have the and find new ways to increase sales density. Airports luxury of space to stage promotional events, and there’s generally award concessions to the highest bidder. This a growing emphasis on experiential initiatives such as takes a real-estate approach to a business that ought to fashion shows and liquor tastings,” he says. allocate concession space to maximize customer interest and benefit its product mix. But strategic partnerships may help to push airport retailing closer to the Trinity concept. Newhouse points Industry bodies are pushing the Trinity concept of a 94 But too often, argues Douglas Newhouse, Editor of seen commercial revenue growth outpace that of to Société de Distribution Aéroportuaire (SDA), the joint three-way alliance between airports, duty free retailers venture between airport operator Aéroports de Paris and brand owners to maximize airport sales. and airport retailer, Aelia. SDA sells tobacco, alcohol, A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Los Angeles World Airports Congratulates Airports Council International’s 20th Anniversary The new Tom Bradley International Terminal coming December 2012 De v e l opi ng N e w Re v e nue S t re a ms V Airport food & beverage sales are valued at $10 billion worldwide. perfumes, cosmetics and luxury foods at Paris Charles traditional British afternoon teas. The promotion brought de Gaulle and Paris Orly. together more than 20 Heathrow F&B concession holders. n Home-grown differentiate themselves,” Rimmer says. “And so there In the 1980s and 1990s, airports focused on amassing are moves to change retail architecture and to slant prestigious global brands. Now, with the world’s events to give the traveller more sense of place.” “There is more sense, now, that airports want to biggest and best-known brands a global fixture at moves to cater to local tastes, particularly when it local. Today, the race is on to position airports to reflect comes to F&B in countries such as India and China, ACI local culture as well, whether in handicrafts or in F&B. predicts. “The more people travel, the more we will see Last year, Amsterdam’s Schiphol Airport launched Holland Boulevard, a Dutch-themed retail zone. Holland Boulevard concession holders include Dutch drinks giant airports evolve to cater for the needs of middle-class and lower middle-class travellers,” Schimm says. Away from retail, airports have become more Bols, serving mix-your-own genever cocktails and Dutch creative in identifying and developing non-aeronautical Kitchen, a food outlet based on local organic produce. revenues. Real estate is often an under-used asset. Holland Boulevard features the world’s first airport Florida’s Greater Orlando Aviation Authority has spent library, allowing travellers to browse a large range of two decades developing and leasing surplus land at Dutch literary classics, music and films. A Rijksmuseum Orlando International Airport and Orlando Executive store sells reproductions of paintings displayed at the Airport for commercial use. Amsterdam gallery. Other concessions sell well-known During this period, the authority has turned over Dutch delicacies such as cheese, chocolate and flowers. more than 1,620ha to commercial ventures. As a result, Similarly, London Heathrow Airport staged a British 96 Growth in air travel across Asia-Pacific will see similar airports, the emphasis is shifting subtly from global to commercial developments – everything from cinemas to Food Fortnight promotion in summer 2010 that served shopping centres – now generate 73% of revenues at up national brands and products. Highlights included Orlando Executive Airport, while Orlando International Scotch whisky tasting sessions, real ale promotions, and earns 11.5% of its revenue from commercial leasing. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Happy twentieth, ACI! Birthday wishes from the 100-year-old Hamburg Airport! 100-jahre-hamburg-airport.de Your new terminal is ready and waiting to welcome you Terminal 2, a €600m investment in Ireland’s future, offers new facilities and improved comfort and space for all Dublin Airport customers. More than 500 new staff members are trained and ready to assist you from check-in to your departure gate. With full US Customs and Border Protection Pre-Clearance, a new car park and a whole range of new shops, restaurants and services, travelling from or connecting through Dublin Airport has never been easier. DAA looks forward to helping you reach the world. VisitÊdublinairport.comÊforÊmoreÊinformation www.dublinairport.com De v e l opi ng N e w Re v e nue S t re a ms develop its business, creating one of the largest airport retail operations in the world. Today, airport retail company Dubai Duty Free (DDF) is one of the most powerful Middle East brands. This year, DDF will open for business at Dubai’s new airport, Al Maktoum International when passenger flights start. In 2010, DDF increased its sales 14% to $1.27 billion. It expects a 10% increase in sales this year. DDF figures show that 45% of passengers shop at the airport, with an average customer spend of $47 on departure and $10 on arrival. Other airports have quirkier attractions. Croatia’s Dubrovnik Airport earns more than a fifth of its revenue from non-aeronautical businesses, a significant proportion coming from duty free sales to passengers bound for EU destinations. However, it also boasts a natural attraction deep beneath its property. Z Loading bridges Real estate represents a major opportunity for many Sealed up during the 1960s, Durović Cave is famous established airports looking to diversify their revenue for its Bronze Age human remains and for its stalactites. airline or airport streams in future. “Airports that have land will look to Since it reopened in 2008, it has been rebranded as the logos in the past develop hotels and conference centres,” Rimmer says. Skycellar, a museum selling upmarket Croatian wines. “Amsterdam Schiphol is the prototype for new, Visitors explore the cave with an audio guide then emerging airport cities.” sample wines from the Konavle region. often featured – today many are used as billboards. Advertising will grow too. Although ACI’s latest Cleveland Hopkins International Airport also has an figures showed a steep downturn in airport advertising unusual non-aeronautical revenue venture. Two years ago, revenues, prospects for recovery are hopeful. A GroupM a Rock-n-Roll Hall of Fame shop and museum opened at study forecasts a 5.8% increase in global ad spend to the airport’s Airmall. The award-winning venture displays nearly $502 billion. Outdoor advertising, which includes and sells music memorabilia, merchandise and fashion. airport advertising and billboards, accounts for around Several other initiatives aim to increase Cleveland Hopkins’ commercial revenues. The airport has launched 10% of total spend. Observers believe airports can do more to generate feasibility studies into a retail complex built on airport- advertising, to make the most of what is, effectively, a owned land. A second project will develop parking, retail captive consumer market. In particular, observers see and food at Cleveland Burke Lakefront Airport campus. opportunities to increase airports’ use of digital signage, Cleveland Hopkins already earns $1.4 million a year special promotions, sponsorship, landmark sites and from land leased to the city’s International Exposition event-based advertising and marketing campaigns. and Convention Centre. And work is underway inside the airport to expand the space set aside for F&B concessions by 50% to 6,500m2. n Assets But what really gives airports the edge is turning their geography or natural assets to best advantage. Dubai International Airport is the leading hub airport 98 Meanwhile, with most airports seeing rising fuel prices as a threat, Denver International owns all mineral rights to its 13,700ha of land. In 2010, it spent $5.5 in the Middle East. Last year, it handled 47.2 million million on buying back 27 oil and natural gas wells that passengers. Since the 1980s, Dubai has gone all-out to it had leased to Petro-Canada Resources (USA). A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S De v e l opi ng At the time of the deal, Denver International N e w Re v e n u e S t re a ms In future, airports will have to become more creative expected to earn $3.5 million a year from its oil and gas and market savvy to develop their commercial revenues. holdings. Altogether, the airport owns 76 oil and gas Success will mean maximizing assets that include geo- wells. Non-aeronautical revenues accounted for 35% of graphy, location and real estate holdings. Denver’s earnings in 2008. With oil prices topping $110 They will also focus more on analyzing key trends in a barrel this year, the airport has pledged to do more to passenger behaviour, traffic flow and product mix to exploit its mineral assets. Another oil venture, of the create optimum retail impact. In taking such initiatives, vegetable type, is underway at Kuala Lumpur Inter- ACI member airports are already becoming more national Airport. Owner Malaysia Airports Holdings has strategic when it comes to targeting non-aeronautical decided to plant 7,200ha of its land holdings with oil revenue streams. and coconut palm trees. These are just some examples of how airports can think creatively and make the most of Karen Thomas is a freelance journalist who writes for a their natural assets to boost non-aeronautical revenues. range of international transport and business publications. Economics – from the Chair The ACI World Economics Standing Committee, obligations of all stakeholders. As regards the comprising members from all ACI regions, is relationship between airports and airlines, he responsible for the ownership and continuous highlights areas such as airport charges, development of ACI policies and best practices financial obligations during operational on airport economics, and serves as a “think disruption and the development and sharing of tank” to the ACI World Board and the ACI non-aeronautical revenues. And in terms of regions on industry economic issues and airport security, he says that the economic priorities. It is chaired by Dr Waleed Youssef, aspects are and will continue to be an Chief Strategy Officer at TAV Airports Holding. important focus for the committee. The amount of space needed for equipment and A major responsibility of the committee is formulating a common industry position at the the time taken to screen passengers have an ICAO conferences dealing with economic impact on airport profitability, while many of regulation of airports, which are held every 10 the post-9/11 costs should be borne by years or so. Prior to Youssef’s tenure, the governments and not airports. “Governments need to better distinguish committee played an important role at the between investments that are needed for 2000 event (known as ANSConf 2000), which led to an adjustment of ICAO’s policies on charges to reflect a commercialized and Waleed Youssef. airport security and investments that are needed for the security of society,” says privatized environment. The next event in 2008 Airports and Air Navigation Services. We are Youssef. “The cost of the latter should be borne (known as CEANS – Conference on the following up by developing industry standards by society as a whole and not by airport Economics of Airports and Air Navigation and best practices guidelines for airport operators.” Services) sought to learn from the experiences performance management, which will become of the commercialization and privatization mandatory following CEANS.” process and to further develop and refine the The committee’s work also includes Going forward the committee has a broad workload, but Youssef would also like to see it participating in the development of new organizing the annual ACI Airport Economics standards for airport design. “Our challenge is and Finance Conference, and it is responsible to design airports according to our own present a very strong ACI position at CEANS,” for a number of annual surveys, including the business objectives, whether we are owned by says Youssef, “which will lead to a revision of Airport Economics Survey and the Charges governments or by private companies, and to the principles adopted by ICAO on airport Tracker Survey. reflect in our designs our role as local economic policies. “I believe we were able to formulate and economics and charges, including ICAO For Youssef, the challenge in economic Document 9082, ICAO’s Policies on Charges for A I R P O R T S regulation is balancing the interests and C O U N C I L engines by better catering to our passengers and local communities,” he says. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 99 SEA Milan Airports In 2010, SEA Milan Airports, the company managing Linate and Malpensa airports, became Airport Carbon Accredited at the 3+ Neutrality level. SEA airports are leaders in Italy on CO2 reductions, thanks to an effective internal action plan and an important involvement of their stakeholders. SEA, certified ISO14001, is strongly committed to environmental sustainability. Lombardy, the region where the two airports are located, is characterized by the strong presence of industrial, office and light industrial businesses, logistic infrastructure and high GDP both in general and per capita. The SEA Group has 5,178 employees with an average of 30% female employees per year. SEA ensures its constant and organized commitment to increase effectiveness and efficiency in the sustainable management of environmental issues. The formalization of the company’s commitment to environment protection dates back to 2004, the year in which SEA management started the process that led the Company to be ISO140001 certified in 2005. SEA is Italy’s first airport company to be ISO9001 certified. SEA’s Environment Management System considers the following major environmental issues: Water, Air, Energy, Waste, Noise, Electromagnetic Field, Ionizing Radiation, Lighting, Mobility and Landscape. In 1998 SEA started to focus its attention on emissions management and reduction. SEA takes also part in the “Sustainable Energy for Europe” campaign and carries on its commitment in raising the awareness of citizens, public and private bodies on the issue of sustainable energy, promoting its generation and use. The stakeholders are: the territory, the clients, human resources, institutional entities, government and regulatory bodies, suppliers and the shareholders. Energy saving actions initially addressed the illumination of the buildings for staff and passengers, the definition of an effective energy saving management policy and the use of low consumption bulbs. In the first phase, energy saving totalled €1.4 million with an overall reduction of 9,000 tonnes in terms of CO2 emissions. In addition, a radical knowledge dissemination campaign was organized for the airport personnel in relation to the policy of switching off the lights, the ventilation systems and computers. 34 beacon towers have been replaced, which resulted in approximately €68,000 saved on a yearly basis and rationalisation actions were also implemented for the airport’s external illumination. Currently, the switching off of the illumination of one of the two runways during night time at Malpensa is about to be completed (this runway is not used in this time slot). Other actions included better management and control of temperatures in the terminal spaces and the analysis of a series of aviation processes. Internal and external mobility at the airport represents a critical point in the emissions reduction policies (the limited presence of multi-method systems determine the high relevance in the use of road vehicles). Actions have been put in place to increase the use of alternatives to cars (increased frequency of the Malpensa Express train routes in some specific time slots, activation of the TGV “Freccia Rossa” high-speed train service expected for 2014 and of line 4 of the Milan underground which is expected to also reach the Linate airport). The possibility of remaining “neutral” includes three main orientations: accelerated initiatives aimed at reducing energy consumption, the definition of action projects aiming at increasing the use of renewable sources and, concurrently, the obligation to compensate the quantity of CO2 generated through the acquisition of carbon credits. Attention to sustainability is key also in relation to credit access strategies: a sustainable approach immediately reflects on the company’s financial credibility in a medium-long term perspective. The continuation of the actions envisaged by SEA also includes an additional prominent, systematic and specific involvement by the different categories of stakeholders, both internal and external, in order to put in place a series of initiatives aimed at optimization and integration with positive results translating into energy saving and emission reduction also by those entities which fall in the area of influence of the two airports. Also, at the European level, SEA has established remarkable international collaborations. The action plans for the medium-long term will specifically focus on investments in renewable sources for the generation of energy, implementation of “local” projects with regard to CO2 emission reduction and additional actions targeting the reduction of energy consumption. Airports and the Environment – A Sustainable Approach By Karen Thomas O ver the last 20 years, ACI has worked hard to and environmental factors to develop a coherent, represent its members when it comes to green thought-out approach. issues. Environmental affairs can be highly The ACI Europe and North America regions have emotive, with growing concern around the world about their own environmental committees. But there is a real the effects of climate change and how future airport opportunity, argues Xavier Oh, ACI’s Senior Manager growth will affect local communities and the planet Environment, for airports to become leaders in as a whole. environmental management in developing countries ACI believes that environmental issues are as that have yet to embrace best practice. ACI plans to important to airports as issues of safety and security. It revive a dormant committee serving Latin America and argues that deploying best practices helps to reduce the Caribbean and to encourage member airports to set airports’ costs, and can also help to win over local up new committees in Africa and Asia-Pacific. authorities and campaign groups as airports look to grow in the future. Research suggests that civil aviation generates 2% of the world’s anthropogenic carbon dioxide emissions Chaired by Elizabeth Leavitt, Director of Aviation today. But in future, the aviation industry is expected to Planning and Environmental Programs at the Port of generate a higher proportion of the world’s emissions, Seattle, the ACI World Environment Standing Committee as it grows to meet cargo and passenger demand. This (WESC) examines issues such as noise standards and will put the industry under new pressure to reduce emissions from aircraft and ground handling equip- emissions, amid growing concerns about the environment. ment. It also reviews local air and water quality, the use “In recent years, the dialogue around environmental and disposal of hazardous materials, waste manage- issues has changed,” says Oh. “Climate change is fast ment, recycling and the impact of airport expansion on becoming the major issue. Projected growth represents local people, flora and fauna. a major challenge for the world’s airports. We are Leavitt and her colleagues help ACI member airports looking at threefold growth in cargo and passenger develop sustainable approaches to current needs while demand to 2050. That raises issues of capacity and protecting resources for future generations. Making constraints; how can we increase airport activity with- airports sustainable means looking at social, economic out increasing airports’ impact on the environment?” From the WESC Chair ACI’s WESC has been advocating on behalf of waste reduction, recycling and wildlife hazard airports on environmental issues for 20 years, mitigation are all issues the WESC focuses on. Despite tremendous progress, there is still and in that time has completed many accomplishments that have improved the much to be done. As ACI regions become active environment around airports. These range from in environmental issues, the WESC stands ready training and facilitating information sharing to assist the airports, and to assist on issues of amongst airport staff to advocating in ICAO for regional importance. Climate change brings many emerging quieter and cleaner aircraft standards. The efforts were initially focused on noise, issues for airports. ACI has advocated in ICAO which remains a high priority, and over the for aircraft carbon standards, developed a years the noise standards for aircraft have greenhouse gas manual and assisted in the greatly reduced the noise contours at airports. development in Europe of an Airport Carbon Aircraft emissions standards followed, with Accreditation programme. We are developing a similar reductions in aircraft emissions at carbon calculation tool for airports, and are airports. Local air quality guidance documents, focused on climate change adaptation, an guidance on water quality controls, hazardous important emerging issue for airports. 102 A I R P O R T S C O U N C I L Elizabeth Leavitt, WESC Chair. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Ai rport s a nd t he Env i ronme nt – A S ust a i na bl e Appro ac h C The growth of the aviation industry needs to be sustainable. The aviation industry has pledged to reduce air- industry towards best practice. While ICAO is driving craft emissions, taking a global sector-based approach. industry-wide talks that are working towards a global This aims to reduce emissions by an average of 1.5% framework, ACI is looking at practical ways for its a year, to work towards carbon-neutral growth from members to run leaner, greener operations. 2020 and to reduce aircraft carbon emissions by 50% Solutions include reducing aircraft emissions at by 2050. landing and take-off and using alternative fuel sources But as airlines work to address their carbon dioxide emissions, ACI believes that airports can lead the A I R P O R T S C O U N C I L for ground support equipment. Airports are also looking to sustainable management of airport fleets, using I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 X Airports are Y E A R S looking at alternative fuel sources such as biomethane for ground equipment. 103 Airport s a nd t he Env i ronme nt – A S ust a i na bl e Appro ac h n ACI initiatives Meanwhile, ACI has launched two initiatives of its own. In 2009, it published a greenhouse gas emissions manual to advise its members on climate change. The manual takes a three-pronged approach that focuses on airports’ own emissions, on their customers’ emissions and on areas beyond airports’ control. This follows a 2007 resolution passed by ACI that pledges members to strive towards carbon-neutral operations. To achieve this goal, 2009 saw ACI Europe launch the airport carbon accreditation programme, with 31 airports signing up initially. The structured programme assesses and recognizes members’ efforts to manage and reduce their carbon dioxide emissions. Specialist consultancy WSP Environment & Energy reviews and accredits participating airports annually. Independent auditors carry out carbon management audits of airports’ performance and initiatives, based on four stages: mapping, reduction measures, optimization Z San Francisco launched carbonoffset kiosks in 2009. alternative fuel sources for power and heating and improving public transport connections. ACI runs an Environmental Management System By the first quarter of 2011, 43 airports were on board, and ACI Europe plans to have airports that (EMS) training course for airport managers, encouraging represent half of all passenger traffic in Europe in the member airports to implement a coherent EMS strategy. programme by the end of the year. The programme focuses on the twin goals of environmental management and sustainable development. “The last two decades have seen a growing dialogue “ACI Europe is confident that it will achieve its 50% target by the end of the year,” Oh says. “This sets an industry standard that airports can buy into. The around sustainability,” Oh says. “That means consider- initiative started within ACI Europe, but we hope to ing not only the environmental issues around airport expand airport carbon accreditation worldwide by mid- development and management but the social and 2012. Airports in Canada and Malaysia have already economic impact of airports, and the benefits that they expressed a wish to join.” In its first year, the programme reported airport bring to local communities.” Although Europe has historically taken a lead in carbon emissions in Europe of over 400,000 tonnes and addressing environmental issues, the biggest airports 17 airports were successfully accredited. Four of these in Asia and North America have launched sophisticated – Oslo, Stockholm Arlanda, Stockholm Bromma and EMS programmes and sustainability drives. For Trondheim – achieved the carbon-neutral level. example, San Francisco International Airport launched The scheme helps ACI member airports share carbon-offset kiosks in 2009 to encourage passengers best practices. One approach under review is to increase to calculate the environmental impact of their flights. the provision of ground power at gates, with airports The scheme allows passengers to buy into a carbon- that source this power sustainably gaining further offset scheme that will replant California’s Garcia points at audit. River Forest and supports inner-city carbon reduction projects. 104 and strategies to offset remaining emissions. A I R P O R T S C O U N C I L One such scheme is underway at Seattle-Tacoma Airport in the US. It has launched a $33 million I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Ai rport s a nd t he Env i ronme nt – A S ust a i na bl e Appro ac h project to reduce greenhouse gas emissions by and sourcing renewable power helps airports to 69,000 tonnes a year. From 2012, the airport will improve their relationships with local communities. By supply cooled or heated air so that parked aircraft committing to green initiatives, airports can reduce can turn off their auxiliary power units. This will opposition to future expansion. improve air quality at Sea-Tac and reduce airlines’ Involving local communities is the key, Oh declares. fuel consumption. He points to the example of Vienna International Airports could also help airlines to reduce their fuel Airport, which secured approval for a third runway after consumption by minimizing taxiing distances and five years of consultations with the local community. “It holding aircraft at the gates until take-off slots are is crucial for airports to build relationships with the local available. However, such strategies will demand closer community,” Oh says. partnerships between airports and airlines and new industry benchmarks. n Noise Several airports have already launched major green Noise pollution topped the environmental agenda when energy drives. Since 2003, Vancouver Airport Authority ACI was founded and remains an issue that can raise has used solar power to heat its water systems, with local tensions. Indeed, Dr Volker Nitsche, former Chair 100 roof-mounted solar panels that can heat 3,600 of ACI’s WESC and a leading consultant on aircraft litres an hour. The scheme has reduced the airport’s noise, points out that a third of all complaints about natural gas consumption by 30%, shaving an estimated airports concern acoustic issues. Like Oh, he stresses $90,000 off the airport’s annual energy bills. And in that community relations are critical. 2010, Macau International Airport launched a pilot Communities around airports have lobbied success- project to test clean energy applications and solutions. fully in many countries to restrict night-time flights. But The scheme aims to generate 21,000 kWh of solar the rules – and the impact of airport noise – vary from power a year. country to country. Local conditions – including urban ACI is convinced that airports will recoup the start- planning, aircraft design, frequency of flights and up costs of green energy initiatives. But it also believes community campaigners’ visibility and political clout all that demonstrating a commitment to cutting emissions come into play. C The carbon accreditation programme is expanding with airports such as Kuala Lumpur keen to join. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 105 Airport s a nd t he Env i ronme nt – A S ust a i na bl e Appro ac h ICAO noise certification standards require manufacturers to use best practice in aircraft design, building planes that make as little noise as possible. New models such as the Airbus 380, the Boeing 787 and the Bombardier C-Series surpass ICAO’s Chapter 4 standard by around 15 decibels. The ICAO Committee on Aviation and Environmental Protection (CAEP) will consider a new noise standard in 2013. ACI will support this as well as minimum noise standards at the three assessment locations – take-off, sideline and landing. “The last 20 years have seen the aviation industry develop better noise-reduction technology,” says Nitsche. “This is important, due to growing pressure from populations living around airports today. It is no longer enough to argue that aircraft comply with international standards.” ACI has played a key role, throwing its weight behind ICAO’s drive to encourage airports not to handle older aircraft that were particularly noisy. The initiative went live in 2002. ACI also launched its own noise rating index in 2002, updating it again in 2010. ACI encourages airports to use the index when implementing a noise-related landing fee to incentivize the use of the quietest aircraft. “The intention is not to harm airlines,” says Nitsche, “that would not be in any airport’s interest. But we need to take measures that will allow airports to increase their capacity and to grow to meet future demand. By improving the issue of noise, airports can Z Vancouver uses solar power to ACI is opposed to restrictions on night flights, with curfews leading to under-utilization of infrastructure as minimize local restrictions and protests. And I think most airlines now recognize this.” heat its water airports are congested during the day and not used Such a scheme will be voluntary, allowing member systems and also properly at night. This may have financial and social airports to decide whether or not to opt in. One early largest living walls effects beyond national borders. Night-time operational adopter was Tokyo’s Narita International Airport, which in North America. restrictions, including curfews, can have flow-on effects used the noise rating index for its noise-based landing on airports in other countries. fees as early as 2005. Basel in Switzerland and has one of the Guidelines drawn up by ICAO argue for a “balanced approach” to airport noise management. ACI supports 106 Strasbourg in France soon followed suit. ACI hopes that other member airports will come on ICAO’s integrated approach to airport noise. It argues board with similar initiatives, although many use other for reducing noise at source, improved land use and noise rating indexes or monitoring methods. Future initi- pre-planning, measures to reduce noise and operating atives will focus on reducing low-frequency noise at air- restrictions. ports, predicts the current WESC Chair, Elizabeth Leavitt. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Airport s a nd t he Env i ronme nt – A S ust a i na bl e “ACI has done a fabulous job advocating for the Appro ac h operating procedures to minimize noise. Repeat interests of airports and the communities that surround offenders will face penalties. Another possibility is to airports, most notably in the area of noise reductions introduce noise-based landing fees that include a waiver and air quality,” she says. “We have worked hard, for airlines that deploy the quietest aircraft. Fees against strong opposition, to reduce noise at airports, collected from operators of noisy fleets could then be pushing for increasingly quieter aircraft over the last ploughed back into noise-reduction schemes. two decades and made notable gains, resulting in quieter, more liveable airport communities.” Better use of land can also minimize the impact Other initiatives for the future will focus on environmental reporting as a marketing tool, using noise metrics and other data sources to make information of airport noise. That means reducing noise-sensitive about noise levels more transparent and new moves to activities around airports wherever possible. And engage local communities. where this is not possible, ACI is pressing for measures to reduce noise such as better sound insulation and n Future challenges alternative ventilation. Climate change will emerge as the critical issue facing Another option is to rezone or buy land surrounding over the impact of climate change will affect the way schools, hospitals or other projects that would be that current airports operate as well as the way sensitive to noise. that new airports will be built and where they will Above all, ACI urges member airports to engage with their local communities to minimize residential developX The last 20 years have seen the aviation industry develop better noise-reduction technology. airports in the next two decades, Leavitt believes. Fears airports so that it cannot be developed for housing, be located. “Design standards for airports might well change, ment in areas impacted by noise pollution. It argues as we design for more rain, stronger winds, shifts in that the most sustainable approach is to allocate such weather patterns and changes in temperature,” Leavitt land to industrial or commercial use. Airports must says. “Airports are uniquely positioned to incentivize show local communities that they listen to grievances, our business partners to reduce their greenhouse gas to prevent tensions escalating. emissions through conversion to alternative fuels and In the meantime, airlines need to modify their identification of regional sustainable aviation bio-fuels.” ACI remains fiercely committed to protecting the environment. As airport expansion shifts from industrialized economies to emerging economies in Asia, the Middle East and Latin America, ACI has pledged to work more closely with its members in these regions to promote best practice. “Sustainability will be an increasing area of focus,” Leavitt concludes. “ACI will play a key role in assisting airports in these regions as they embark on building their aviation infrastructure, with full knowledge of the environmental and sustainability lessons learned over the past few decades. We stand ready to support these regions.” Karen Thomas is a freelance journalist who writes for a range of international transport and business publications. 108 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S San Francisco International Airport San Francisco International Airport (SFO), a major North American gateway and the Bay Area’s largest airport, served almost 40 million passengers in 2010. SFO offers non-stop links with more than 31 international points on 30 international carriers and connects non-stop with more than 71 cities in the US on 18 domestic airlines. One of only a few airports worldwide to show growth in 2010, SFO’s 5.2% increase in passenger traffic over 2009 marked its sixth consecutive year of growth. The Asia/Middle East region saw the greatest jump at 10% and accompanied new service from Europe and SFO’s first service to South America. SFO also saw its share of overall Bay Area air traffic increase to 68.7% , and its share of the Bay Area international market grew to just over 96%. SFO recently opened its new Terminal 2, a state-of-the-art facility that is the first terminal in the United States to be LEED gold registered. T2 also features the first airport dining program in the country to offer a food marketplace and restaurants serving locallysourced, organic menu items. In May 2011, Lufthansa launched SFO’s first daily A380 service with flights to Frankfurt, increasing its capacity by 49%. For up-to-the-minute departure and arrival information, airport maps and details on shopping, dining, cultural exhibitions, ground transportation and more, visit www.flysfo.com or follow us on Twitter @flysfo. The ACI Global Training Programme By Victor de Barrena-Sarobe T he aviation industry appears to be on the path to to unite their teams behind a shared objective of recovery and the upturn in fortunes means that delivering excellent service to a multi-national customer despite the tough economic times airports should base that has high expectations at all destinations. once again start preparing for traffic growth and the extra demands that this will bring. And with money tight, an airport’s ability to meet business procedures and employee knowledge of these changes. require the same management skills as in any other fore commonly respected international standards and industrial or service sector. structure supplier. Management teams are called on to – against which they can measure their performance. generate new revenue streams and strengthen the social To succeed, staff members at all levels need to be operational performance. Gone are the days of the airport as a simple infra- operations – day in and day out, every day of the year cognizant of these standards and know how to put improve And new business criteria and new ownership models structures requiring competencies in many areas. Therepractices provide a global framework for harmonized for airports to Environmental pressures are requiring new behaviours in addition to new equipment and design. Without doubt airports are complex business levels is important technologies are transforming both operational and the human factor. In other words, how it works with need for skills development. Training at all factors come into play in today’s airport world. New that service delivery challenge will be strongly linked to existing staff and new recruits to meet their on-going XV Against that common background, many other them into daily practice. and economic potential of the communities they serve. The industry has efficiency and performance goals that airports must meet if they are to ensure a viable The global airport business is increasingly characterized by cross-border and multi-cultural dimensions. So, future for both themselves and commercial aviation. Training provides a credible platform to develop whatever the mix of personnel talents and skills at a these competencies and do an even better job of taking given location, airport authorities must have the means on board a volatile and rapidly changing business environment. Today’s managers need rapid response business skills to balance short-term imperatives with long-term business needs. We have seen how tough it can be to manage airlines in difficulty, economic fluctuations, security investments, investment constraints and dramatic business contraction. Business skills are a must in this environment. And a final objective to consider is that as the industry expands, airports will compete for existing skilled candidates. They will need not only to attract and train new personnel but also, and in order to hold on to them, ensure that they can enjoy a satisfying career development path. n Helping ACI members To help our members face these multiple challenges, my mandate in joining ACI in 2008 was to create and implement top quality, targeted educational opportunities for airports. 110 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Our guiding principles focus on airport-specific ACI Gl oba l Tra i ni ng P ro g ra mme To succeed, we must understand their educational needs that identify and remedy performance shortfalls requirements and expectations. If we fail, we will have through education. to worry about a shortage of aviation professionals in Under the guidance of the ACI training steering the next 10 to 20 years. group, we have designed a flexible programme to A second strategy is to ensure competencies maximize the benefit at all levels at an airport, from top required of today’s airport professionals – proficiency in management to basic staff skills. technical and operational domains, as well as the Three key drivers have guided us in this strategic complex business management field. exercise. Firstly, the alignment of standards globally is A simple example: the “airport city” phenomenon an industry pre-requisite. Where will the next generation has emerged as a popular model for many hub airports, of skilled workers come from? How will we build and with emphasis on diversifying revenue streams. As a maintain consistency as these skilled workers and result, airports increasingly seek out and train qualified managers migrate across borders to new opportunities? individuals to focus on the economic and commercial Global accreditation programmes based on shared aspects of airport management. standards are part of the solution. ICAO and ACI have already started addressing high- ACI is collaborating with ICAO on its new Next level management competencies, joining forces to offer Generation of Aviation Professionals (NGAP) initiative to the Airport Management Professional Accreditation assess the changes that are needed to establish globally Programme (AMPAP). And through many of the recognized training opportunities for aviation profes- electives, we are achieving better understanding of sionals. The ultimate goal for the NGAP initiative is to security, environmental and regulatory imperatives that attract future generations to aviation and ensure that are vital for our airports. pilots, technicians, air traffic controllers, and yes, airport operators have the required competencies to do their job. A I R P O R T S C O U N C I L The third strategy focuses on the need to improve operational performance through targeted training. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 111 T he ACI Gl oba l Tra i ni ng P rog ra mme We want to be able to see concrete results from course participation. Human factors will play a key role as we re-invent our industry. Training is only one piece of the puzzle, Let’s take safety, our number one priority, as an along with regulation, best practices, environmental example. Our industry safety record is generally good. responsibility or new technologies, but it is an But we can do much better, as clearly shown by results essential piece. of ICAO’s national safety audits. Safety incidents are also on the rise in many areas of the world. Training provides the means for systematically sustaining performance improvement by giving airport Standards are defined, requirements understood, employees the means to learn, share their knowledge, and budgets approved, yet airports in many parts of the develop their full potential and, in the end, to discover world struggle to comply with basic safety management and exploit new strategic opportunities. systems (SMS) requirements. As the late 19th century US industrialist, entre- What are the issues holding us back? Topping the list preneur and philanthropist Andrew Carnegie said: are investment, commitment, training, human resources “Teamwork is the ability to work together toward a and a safety culture. As a result, ACI has incorporated common vision; the ability to direct individual accom- safety training at all levels of its training offer, plishments toward organizational objectives. It is addressing different levels of knowledge and compe- the fuel that allows common people to attain tencies through online SMS training, a dedicated safety uncommon results.” diploma programme (part of our Global Safety Network, It is a long journey and we have only just started. GSN) or through a more advanced look at SMS implementation with senior executives. Together with airport members, world business Victor de Barrena-Sarobe is ACI’s Global Training Director. He has worked in the aviation industry for partners, faculties, vendors and other stakeholders, ACI 22 years and has extensive experience in leadership Global Training has embarked on a voyage that will set development activities, project management and a course for success. business change programmes. V The 2010 AMPAP graduating class was the largest yet. The graduation ceremony was held on 2 November 2010 during ACI’s World Assembly in Bermuda. 112 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S The Houston Airport System The Houston Airport System provides safe, efficient and appealing facilities to satisfy the air transportation needs of the greater Houston region at competitive prices while stimulating growth in its economy. As the fourth largest city in the United States, Houston is one of the most important international passenger and cargo gateways to the south central United States and as a primary gateway to Latin America. George Bush Intercontinental Airport (IAH), offers domestic and international service to more than 180 destinations, including more non-stop service to Mexico than any other airport in the United States. Bush Intercontinental features an impressive global cargo operation, with eleven all-cargo airlines offering a variety of services to Asia, Europe and the Middle East. As a result, Bush Intercontinental handles more than 336,045 metric tonnes of cargo annually. Houston’s second largest commercial airport is William P. Hobby, a facility that is now undergoing a $250 million transformation. William P. Hobby Airport (HOU) services the low-cost carriers operating in the Houston market, including: Air Tran Airways, Frontier Airlines, Jet Blue Airlines, Southwest Airlines, American Airlines and Delta Airlines. In 2010, Hobby Airport flew more than nine million passengers and consistently ranks high in regards to customer satisfaction. Ellington International Airport (EFD) operates three runways and providing 24hour air traffic control services. Ellington annually handles more than 126,000 aircraft operations. The airport is home to the annual Wings Over Houston Air Show. Many astronauts from the Johnson Space Center completed their space training at this airport. The future of Ellington is bright with many construction projects to build a promising tomorrow for all types of flight. The Houston Airport System (HAS) served more than 49.5 million passengers in 2010, ranking as the 4th largest multiairport system in the US. Houston’s three airports, George Bush Intercontinental Airport (IAH), William P. Hobby (HOU) and Ellington Airport (EFD) contribute more than $24 billion to the regional economy. IAH is the 7th busiest airport in the nation and is the largest hub for the world’s largest airline. IAH and HOU offer 21 airlines providing nonstop flights to more than 180 destinations worldwide. For more information, visit www.fly2houston.com and follow us @IAH and @HobbyAirport on Twitter. For more information, please contact the Houston Airport System at 001 (281) 233-1234. ACI’s Training Programmes CI’s global training curriculum is designed to A The e-learning platform is easily accessible and inde- enhance the knowledge and abilities of staff from pendent of geographic location for airport employees. entry to executive level. Each level complements Research shows that e-learning is both practical and the other and includes some key overlapping to ensure economical, reducing the cost of training by as much as a smooth learning transition and a path for career 75% compared to traditional classroom settings: auto- development. mated, on-demand, no travel or accommodation, no Certificates and accreditation based on international standards pave the way for creating a flexible, global pool of professionals. In introducing a building block external trainers to hire, and highly scalable for airportwide use. Three new online certificate programmes are avail- approach, ACI relies on ICAO’s global standards to able in the areas of airport environmental management, ensure a consistent level of competencies among airport concession management and project management. managers – whether they stay at the same job level, or Experience to date has shown that OLC participants progress in their airport, or move to another airport in appreciated the quick and easy access to best practice the region or around the world. materials, which in turn helps them do a better job Training at ACI has grown organically since the early while gaining recognition that can enhance their pro- days of independent certificate courses and today there fessional standing. Future plans include a certificate in are five programmes, each adapted to specific needs. airside operations that will provide airport staff working These are the ACI Online Learning Centre, ACI Airport airside with a comprehensive training programme on Dynamics, the Global Safety Network diploma pro- airside operations. gramme, the joint ACI-ICAO Accreditation Programme and the Airport Executive Leadership Programme. OLC also delivers dedicated modules. The Winnipeg Airports Authority and ACI recently signed an agreement for a learning management system to be known AELP as the Canadian Airports Online College. The online Airport Executive programme and career succession planning AMPAP college will provide a range of training programmes Airport Top Leadership programme aimed at high level management Professional Certificate Courses Global Safety Network Required competencies to manage airport operation in a safe, effective and efficient manner, aimed at department leaders. Airport entry level and supervisory training programme, aimed at operational efficiencies Airport Dynamics Technical and regulatory courses aimed at all airport operational staff Operational and Regulatory courses focused on Canadian regulations and industry best practices. This industry recognized accreditation programme, available to airports of all sizes and locations throughout Canada, will enable airport personnel to improve and enhance their proficiencies and management skills. One of the first projects to be launched will be developed with the support of the Canadian Airports Council (CAC) and Transport Canada and will provide online safety management systems awareness training. n Online Learning Centre (OLC) 114 The OLC was established by ACI in October 2007 to n ACI Airport Dynamics expand online training services to a broader group of The youngest member of the ACI global training family airport employees. OLC delivers web-based training, is Airport Dynamics which targets mid-range oper- testing and certification of airport staff, contractors and ational staff. Developed in consultation with ICAO and service providers. Since its inception, OLC has provided other stakeholders and already in the first phase of training to over 67 registered airports and airport validation, it is positioned as a functional competency- authorities throughout the world and delivers hundreds training package that will assist employees in their of online courses to airport staff every month. career path, supporting career development as they A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI’s Tra i ni ng P ro g ra mme s later move into higher management accreditation and safety managers including developing, implement- programmes such as the ACI-ICAO Airport Management ing and operating effective SMS at their airports. Professional Accreditation Programme (AMPAP). The programme is made up of three modules: air- Relevant for airport supervisors and operational staff port SMS; airside safety and operations; and emergency as well as ACI World Business Partners (WBPs) interested planning and crisis management, through which partici- in getting a holistic understanding of airport functions, pants will live an extensive “real-time” experience of the Airport Dynamics concept reflects the characteristics operational procedures, SMS and airport certification. of airport business today – competitive and fast changing. Airport Dynamics will raise practical aspects of A key competency required at all levels of airport operations and management, safety training is also an airport functions. The curriculum is broad by design to integral component of the OLC, Airport Dynamics and ensure exposure to many aspects of airport operations AMPAP programmes. and includes the fields of safety, security, facilitation, finance, commercial development and environment. n ACI-ICAO Airport Management Professional The Airport Dynamics process follows the competency- Accreditation Programme (AMPAP) based training model where participants will not only In 2006, ACI and ICAO agreed that a global framework be required to obtain their certification but also to for airport management training was needed. As a result, maintain it. Hence, the programme comprises two they began development of a broader accreditation phases, the first with a limited duration and a fixed programme, which targets airport professionals occupying curriculum for all participants and the second continu- management positions at civilian airports worldwide ous education phase which is cyclical, where the parti- and leading to a professional designation with global cipants will be invited to build their own curriculum recognition. The result was AMPAP, a joint initiative, co- based on their current training needs and reflecting owned and co-sponsored with ICAO as an equal partner, on-going changes in the industry. which celebrated its fourth anniversary in June 2011. The programme was built in collaboration with the A number of milestones have been accomplished, end beneficiaries. Different ACI regions provided input with the full support of premier sponsor SITA. AMPAP and feedback to adapt to local concerns and con- has attracted participants from 69 nations, recently straints. The first module was launched in 2010 in including the first enrolees from China. Africa has Geneva and the second was held in Zagreb in April provided 23% of all participants, Asia-Pacific 23%, North 2011. Further modules are planned throughout the year, America 24% and Europe 20%. Latin America- while the online module is planned for the second half Caribbean, currently at 10%, is expected to grow with of 2011. more deliveries scheduled in the region. Airport Dynamics targets integration with other ACI Participation demographics are also spread across programmes, such as AMPAP where the programme is areas of airport responsibilities and airports sizes, planned as an AMPAP elective. Hence, participants mirroring ACI’s membership base. successfully completing the Airport Dynamics pro- Today, over 100 graduates hold the International gramme can later pursue their educational path in Airport Professional (IAP) designation. All see their airport management with the full AMPAP programme. membership in the AMPAP community as a career-long experience as they take on new responsibilities. In May 2010, two IAPs were elected for a two-year n ACI Global Safety Network (GSN) The GSN diploma-training programme consists of term to the ACI-ICAO AMPAP steering committee, which specialized courses on airport safety. Launched in 2006, guides the programme’s policies and strategies. Other it has evolved over time in consultation with members IAPs are now becoming involved as trainers in the pro- and safety experts to fit the needs of airside operations gramme or as advisers on new curriculum development. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 115 ACI’s Tra i ni ng P rog ra mme s Developing Nations ACI Training – DNA Training In 2009, ACI redeveloped its training curriculum, role and relationship with stakeholders, stabilizing the training organization and making it a viable programmes of the AMPAP component. For example, the Toulouse Business School now credits the four AMPAP mandatory courses against a full semester’s proposition for ACI in terms of quality and quantity of courses, student days, coursework of its world aerospace MBA, has earned economic results, as well as regional coverage. Further to that result, the ACI AMPAP a unique graduate level academic recognition. Global Training team has been charged with establishing a process to allocate a portion of ACI’s net training revenue as financial aid for least developed nations’ airport employees, in order to ensure professional training programmes are administered free of charge or at a discount ACI and Global Training then launched the DNA Training programme in 2010 n Airport Executive Leadership Programme (AELP) Also launched in 2006 is AELP, which is for top executives seeking to strengthen their executive skills. Developed and delivered in partnership with with the objective of increasing the knowledge transfer to ACI members in good standing by offering a limited amount of grants and/or scholarships in the form Concordia University of Montreal, the programme also of financial aid for the sole purpose of paying for registration fees for any helped ACI to test and adjust a formula for combining number of participants meeting predefined criteria. independent online course preparation with face-to- For further information on the DNA Training programme, please contact: face sessions for interactive group work. A popular [email protected]. choice for those who are committed to long-term careers at a high level of airport management, AELP focuses on critical strategic decision-making in today’s New proposals are in the works. The AMPAP steering fast-changing business environment. It is also an elective in the AMPAP programme, and group is now looking to create an associate diploma for aviation stakeholders not eligible for the IAP designa- as such provides an important option for executives tion, which is reserved for airport professionals. AMPAP pursuing top career positions at airports worldwide. course participation would be opened on a limited basis to candidates from the broader community of aviation For more information about the training pro- partners – civil aviation authorities, ministries of trans- grammes please contact: for OLC, Eddie Ragauskas port and ACI WBPs – thereby enriching class partici- at [email protected]; for AMPAP and the pation and exchange. IAP denomination, [email protected]; and for Another milestone development is graduate level academic recognition by established aviation business AELP, GSN and Airport Dynamics, John Webster at [email protected]. ACI Fund The ACI Fund for Developing Nations’ Airports development and helps to bridge this gap in Operations as well as Economics. While all ACI was created in 1993. The purpose of the ACI national wealth. In this way, the community of members and World Business Partners are Fund is to design, develop and conduct pro- airports contributes in a very tangible way to eligible to participate in any of ACI’s Global fessional training seminars for deserving candi- safe-guarding and enhancing professional Training programmes, only ACI members from dates from airports in developing countries. standards at airports worldwide. airports in less developed nations are eligible to The ACI Fund seminars focus on practical Air transport is an interdependent system participate in ACI Fund courses and events. Since 1994, 42 seminars have been that relies on each airport’s ability to offer safe, training in the areas of safety, security and secure and high quality service to their other main airport topics (economics, customer organized in all regions, counting over 1,300 customers. This collective industry commitment service, etc.) that build long-term staff participants from developing nations’ airports. enables airports worldwide to “raise the bar” competencies. on excellence. In developing nations, financial In 2010, four seminars were delivered in resources for training can be quite limited, so Atlanta, Panama City, Abuja and Abu Dhabi programmes and its courses, please contact: the ACI Fund opens the door to career covering mainly the fields of Safety and [email protected]. 116 A I R P O R T S C O U N C I L For further information on the ACI Fund I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S San Antonio International Airport San Antonio, Texas is known for its warm hospitality and great customer service. This multicultural, bilingual city has strong Spanish and Mexican influences, traditions, architecture and language and this is what makes San Antonio one of the most unusual cities in the United States. Now the seventh largest city in the US, San Antonio has retained its sense of history and tradition, while carefully blending in cosmopolitan progress. San Antonio International Airport (SAT) is a perfect reflection of that balance between amazing growth and commitment to history. San Antonio International opened in the late 1940s and in November 2010, a major $635 million expansion program was completed. Included in the expansion was the new Terminal B facility. Terminal B will replace the 1950s era Terminal 2 facility. Another major improvement that opened in the spring of 2010 is the extension of the airport’s two-tier roadway to accommodate passenger pick up and drop off at Terminals A and B, as well as at a future Terminal C. New long-term parking space was constructed to meet the need for doubling parking provision at the airport. The expansion was definitely needed since the airport is meeting San Antonio’s on-going rapid growth in major industries such as tourism, healthcare and biosciences, education, aerospace and manufacturing. In addition, the airport is ideally located at the crossroads of two major US Interstate Highways – 10 and 35, the latter is known as the NAFTA Highway. San Antonio International offers nonstop flights to 32 major US and Mexico hubs, thus providing worldwide connectivity to those it serves. Consistently ranked as one of the top airports in the nation for overall customer satisfaction, San Antonio International Airport is on the threshold of an even brighter future. ACI’s Training Centres I n partnership with member airports, ACI is building In addition, ACI Global Training works with over 23 up a network of training centres through which it host airports who have in the past demonstrated an has been able to develop a better vision of the key interest or a need to host a training programme in their areas for performance improvement in each region. The location. Making training more accessible to ACI first agreement was signed in 2006 with the Airports members is one of our key goals, thus members who Authority of Trinidad and Tobago to establish a training need specific training in their location can make it more centre at Piarco International Airport, and today there affordable and accessible by hosting the course in their are 12. airport, saving on travel and resource costs. Bucharest Athens Panama City Port of Spain Istanbul Incheon Cairo Abu Dhabi Dubai Hyderabad Kuala Lumpur Johannesburg Africa Cairo Cairo International Airport Johannesburg Airports Company of South Africa (ACSA) Asia-Pacific Abu Dhabi Gulf Centre for Aviation Studies (GCAS), a subsidiary of Abu Dhabi Airports Company Dubai Dubai International Airport Hyderabad GMR Aviation Academy, GMR Hyderabad International Airport Seoul Incheon Incheon International Airport Company Kuala Lumpur Kuala Lumpur International Airport Europe Athens Athens International Airport Bucharest Bucharest Airports National Company Istanbul Istanbul TAV Airports Holding Latin America-Caribbean 118 Panama City Tocumen International Airport Port of Spain Airports Authority of Trinidad and Tobago A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI’s Tra i n i n g Ce n t re s Panama’s Tocumen International Airport hosts the second training centre in the Latin AmericaCaribbean region. Victor de Barrena-Sarobe, ACI’s Global Training Director (L E F T ), and Tudor Jidav, General Manager of Bucharest Airports (R I G H T ), at the opening of the 12th ACI training centre in March 2011. “The partnership with ACI Global Training is a great honour for us… [It] represents an acknowledgement of Bucharest Airports National Company as a pillar in providing training for airport staff and, at the same time, a guarantee for the high-quality set-up and performance of the ACI training sessions for airport staff of Romania, Europe and elsewhere.” Tudor Jidav, General Manager of Bucharest Airports A course underway at the Athens training centre. “Athens International Airport is celebrating 10 years of successful operation this year. In 2007, we started to host a series of training events with ACI. The expertise of the qualified instructors, the quality standards of ACI and the experiences shared from all the participating professionals have enabled every training event to conclude with great success. We are looking forward to hosting in our premises an increasing number of training events in the future, with the aim to further improve all standards in the aviation industry.” Dimitri Nicoloudes, Manager, Rewards and HR Development at Athens International Airport “The 28 September 2006 signing of a partnership agreement between the Airports Authority of Trinidad and Tobago and Airports Council International will be remembered as one of the signal achievements in the life of the Authority. Consequently, the internationally recognized Airports Authority Aviation Training Centre has fostered the growth and development of aviation professionals in the Caribbean, Latin and South America.” Oswald Bruce, Manager, Airports Authority Aviation Training Centre, Trinidad and Tobago The first ACI training centre was established at Piarco International under an agreement with the Airports Authority of Trinidad and Tobago. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 119 AnÊInternationallyÊAcclaimedÊInstitution GCAS is the world’s first certified ‘TRAINAIR PLUS’ training centre for its technical expertise, training resources and quality assurance system providing the best possible aviation training together with its internationally recognised partners.The Joint Aviation Authority- Training Organization (JAATO) has announced GCAS to be their exclusive training provider for the Gulf and the Middle East region. The centre is also one of the Airport Council International’s (ACI) global training hubs, and a partner of Safe Passage International (SPI) - a global supplier of computer-based and web-based training programmes for the aviation, cargo, judicial, maritime and general security industries. GCAS has received many prestigious awards, including the accolade of ‘Training and Education provider of the year 2010’ at the Aviation Business Awards. Partners: GULFÊCENTREÊFORÊAVIATIONÊSTUDIES GCAS has been awarded the world’s first TRAINAIR Plus certification from the International Civil Aviation Organisation (ICAO) Trainair is a system to improve safety and efficiency of air transport through the establishment and maintenance of high standards of training and competency for aviation personnel The advanced Trainair Plus programme will allow GCAS to share its educational resources with other members promoting the country’s knowledge sharing and exporting capabilities InternationalÊExpertiseÊAvailableÊinÊAbuÊDhabi GCAS provides first-hand experience of the Gulf region; leading the world in terms of airport operations, airport infrastructure, air traffic growth and airline development. GCAS has its own dedicated facilities at Al Bateen Executive Airport in Abu Dhabi where our accredited courses are taught. It is one of the few aviation training centres in the world located in an operational airport, thus enhancing the educational experience. We have a team of talented specialists and instructors, all whom are highly qualified and experienced industry professionals. Brand new state-of-the-art facilities with six lecturing theatres, five training rooms, a business centre, library, recreational centre, breakout area, e-learning facilities, dining hall, high-speed internet coverage (Wi-Fi) and on-site catering. Operated by: Gulf Centre for Aviation Studies- Division of Abu Dhabi Airports Company PJSC PO Box 94449,Abu Dhabi,United Arab Emirate T : +971 2 49 42 355, F: +971 2 49 42 366, www.gcas.ae ACI’s Tra i ni ng Ce nt re s A course underway at the Istanbul training centre. “The cooperation between TAV Airports Holding and ACI that started in 2008 was enriched when Istanbul Atatürk Airport became a new training centre of ACI in 2010. ACI has a crucial Cairo International Airport hosts the second training centre in the Africa region. role in the aviation sector with its contribution to the sharing of accumulated know-how throughout the world. Considering the unique geographic location of Istanbul, we believe that our cooperation will facilitate the development of the sector even more, especially in the region.” Murat Orhan, TAV Airports HR Coordinator A course underway at ACSA’s Training Academy. “Continuous, world-class training and development is vital to the realization of ACSA’s mandate to deliver safe and secure airports to the benefit of all stakeholders and to ensure realization of the vision – to be a world-leading Abu Dhabi hosts one of two training centres in the Middle East. airport business. This requires an approach that benchmarks “The Gulf Centre for Aviation Studies’ (GCAS) strategic partnership with ACI with international standards; hence several partnerships represents a key milestone towards providing its large customer base with quality have been established. In July 2007, the ACSA Training training programmes in the world’s first ICAO “TRAINAIR PLUS” training centre, Academy received ACI accreditation as a Regional Training offering the best aviation learning environment in the Middle East. In a region with Centre for ACI’s Global Training Hub. The accreditation several billions of dollars invested in airport infrastructure projects, investment in provides the ACSA Training Academy with access to world- top-notch human capital development is becoming an option no longer. GCAS is a class programmes and instructors within the airport major ACI global training hub, which will contribute towards realizing a more management arena.” sustainable growth of the regional and global aviation industry.” Tebello Mokhema, Head of the Airports Company of South Dr Othman Al Khouri, GCAS Director Africa (ACSA) Training Academy 122 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI’s Tra i n i n g Ce n t re s Participants in a course at the Dubai training centre pose for a group photograph. Incheon International Airport Company’s HR Academy offers both training facilities and accommodation for students. “ACI is a valued strategic partner in the area of learning and “Great service comes straight from great people. Without well-trained human development. Working closely with ACI, we delivered the resources, Incheon would not have won Best Airport Worldwide in ACI’s Airport first ever AMPAP programme in the Middle East and the first Service Quality survey for six consecutive years. The biggest asset of Incheon Airport one of its kind globally as part of a customized leadership is a knowledge-driven business environment. Thanks to ACI Global Training, we development programme called TALY which was delivered have enhanced the knowledge and abilities of our staff to be more competitive and over the past 18 months. As a result we have enhanced our successful. I strongly believe the well-organized Global Training programme will talent pool with skilled, future leaders who are willing and raise the quality of airport service for the sustainable growth of aviation industry in able to add further value to the business.” the long run.” Samya Ketait, Vice President, Learning and Development at Mr C.W. Lee, President and CEO, Incheon Airport Dubai International Airport Going airside during a course in Kuala Lumpur. “In crafting MAHB’s future, we have developed a blueprint that we call ‘Malaysia Airports Runway to Success (2010-2014)’. It lays out the current state of our Participants in a GSN module at the GMR Aviation Academy in Hyderabad pose for a group photo with their instructors. business, the direction we should be heading and the road-map that will get us to “The GMR Aviation Academy provides an ideal training the heart and soul of the Group’s success; we have every confidence in their venue, not just for professionals from within the airports in collective talents, experience and demonstrated abilities to bring the Group to India, but also from those in the South Asian Association for greater heights. It was an enormous opportunity when we became an ACI Global Regional Cooperation (SAARC) countries.” Training Hub in 2007, where training programmes are run and targeted to increase Mr P.S. Nair, CEO Corporate, Airports Sector, GMR Group our objective of Building a World Class Airport Business. We believe our people are professional knowledge and experience amongst participants in the aviation industry. One of the most significant and strongly supported ACI courses would be the Global ACI/ICAO Airport Management Professional Accreditation Programme (AMPAP) that 15 Malaysia Airports staff participated in.” Rosehaida Ab Rahman, Senior General Manager HR Services, Malaysia Airports Holdings Berhad A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 123 20 Years is just an Eye Blink in Aviation By Rodolfo Echeverria It is amazing to witness how things have evolved in our industry since January 1991. If we take the airport ownership evolution for example, we would have a combination of mixed worlds, from publicly-run facilities to private enterprises. Also very popular in emerging markets are PPP/BOT airport projects. Airport visions, such as airport cities and Aerotropoli, are becoming today’s reality. I was very engaged by a title for an interview with Curtis Fentress, published on the Global Cities website Airport Cities: Where Fantasy Takes Flight. Listening to well-known academics who have worked on and researched our industry, such as Dr John D Kasarda or Dr Steve Appold, you start to realize that the key challenge for the development of future airports will be obtaining a common vision among all the stakeholders rather than obtaining financial resources. You may have the financial capacity, but without that common vision, you will get nowhere. Additionally, Dr Taylor and Dr Appelbaum from Concordia University in Canada advise against the common tendency to apply “forward” gap analysis instead of “backwards”. What I mean by that is imagine your airport’s position 15-30 or even 100 years from now, then start building your gap analysis back to see where you need to start today to try to make that vision become a reality. With dreams comes progress, and progress cannot happen without proper airports, just as 400 years ago, one of the main engines of a nation’s economy were its seaports. Past visions of the “airport of the future” show us that many of those crazy ideas would become today’s reality. So in order to try to see our future, we need to understand our past. Popular Science has a fantastic set of examples for discussion, published in their archive of the 20th Century. For example, in the 1930s the airport of the future was seen as a “seadrome”, or built on top of buildings with a rotor in order to accommodate landing space depending on wind direction, or an airport that was dependent on ocean waves for power. The 1940s brought the idea of more diversified airport activities, such as airparks where transportation and entertainment facilities would be combined. In the 1950s the notion was: “let’s take the airport to the airplane”, which brought up the idea of using “airport ferries”, foreseen as mobile lounges, hybrid versions of air bridges and departure lounges. In the 1960s there was a plan for a circular runway – an endless runway for the airport of the future. In the 1970s the “seadrome” concept returned but this time to address air traffic and environmental issues. Finally, in the early 2000s, infrastructure was not the main problem of some airports, but the form of the airport network was addressed leading to the idea of major hub airports served by a network of smaller airports to assist passengers reduce their journey times between two non-hub airports. We could easily argue that some of these components that were purely concepts in the past are present in today’s airports. The “Seadrome” has been with us since 1994, exemplified by Kansai International Airport in Osaka, Japan, which was built on reclaimed land. Today the airport is seen as a place to meet, greet, shop, depart or work, an embodiment of the 1940s Air Park concept. Even Spaceports are being developed, by Virgin Galactic in New Mexico, and initiatives in the UAE and Singapore. What about in 10, 20, 25 or 100 years? Let’s ask Jules Verne. To close, on behalf of AIG, I would like to congratulate ACI on its 20th anniversary as the voice of the world’s airports. I would also like to take this opportunity to cordially invite all of you to visit our beautiful and peaceful country Jordan. Be our guest… Petra is waiting for you! Rodolfo Echeverria is the Chief Financial Officer of Airport International Group. How the Intelligent Airport Will Manage Disruption By Ilya Gutlin T wenty years ago ACI was founded in the midst of a around a day to rebuild those rosters, so that we get major disruptive event for the air transport the maximum number of flights into the air ahead of industry. As the world coped with the fall-out from Christmas,” he said. the first Gulf War, passenger numbers fell 4.4%. Last year passenger numbers rose but there was the air transport industry, SITA has been in the vanguard disruption throughout the year as over 300,000 flights of most new innovations which have helped airports to were cancelled. This time around Mother Nature was to manage costs while maximizing the use of their limited blame. Airports were turned into mass dormitories space as passenger numbers rise inexorably. It first overnight as a consequence of a year bookended by introduced common use check-in to meet passenger severe winter weather in the northern hemisphere. In demands for the Los Angeles Olympics in 1984. April and May they were thrown into further disarray by common use check-in platform. They are all well There was an increase in baggage mishandling for the positioned to move to the new ACI and IATA-approved first time in three years. CUPPS (Common Use Passenger Processing) industry An airport’s worst nightmare is when disruption hits trigger can come out of the blue, from a volcano, an AirportConnect common use check-in platform. took the technology lead. The challenge facing the industry today is to bring airport operations to another level in an era when airport pattern triggered by global warming and climate change. space is at a premium, passenger numbers are rising CEO of parent company IAG), summed up the challenges Today, over 400 check-in standard on the development of which SITA earthquake, a pandemic, a conflict, or a severe weather Willie Walsh, then CEO of British Airways (and now airports use the Today, over 400 airports use SITA’s AirportConnect the unpredictable behaviour of a volcano in Iceland. passengers, aircraft and baggage in one fell swoop. The X As the world’s only IT provider dedicated solely to and disruption management is always on the horizon. And at the same time, all the advantages of living in of disruption management last December when the a digital age are there to be leveraged as we go about rosters of 14,000 cabin crew and 3,000 pilots became the business of delivering on the vision of the Intelligent redundant as snow closed down London Heathrow. Airport, one where operations staff will be able to track, “Those 17,000 rosters are like a giant global jigsaw manage and share real-time information to make smart, puzzle, which has been torn up by the days of disrup- predictive decisions. The Intelligent Airport sits on three tion at Heathrow and around the world. We now have pillars. They are the converging trends of self-service, mobility and collaborative decision-making. An Intelligent Airport is one where on-time performance is improved, where passengers have more control over their journeys, potential problems are spotted before they arise, and airport operations staff can respond in a way that is dynamic, informed and effective. n Infrastructure and passenger mobility Dominic Nessi, Deputy Executive Director and CIO, Los Angeles World Airports, says his number one target is “to strengthen our infrastructure to a point where telecommunications are just everywhere in the airport – seamless, strong signals that the digital traveller can take advantage of”. One consequence of the growing popularity of smart devices among passengers is that Copenhagen Airport 126 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S H ow t he Int e l l i g e nt Ai rport Wi l l M a na g e Di sru pt i o n C Airline-dedicated self-service checkin kiosks will remain at key hubs but common use machines will increase flexibility at other locations. and SITA have just deployed the world’s first indoor aug- infrastructure based on 4G and Wi-Fi technologies will mented reality application allowing passengers to use provide permanent connectivity. augmented reality to plan their time inside the airport Mobility will add rocket fuel to the adoption of and to get information on gates, shops, restaurants and passenger self-service once it is layered over the existing other services in a fun and interactive way. Using multi- base of self-service technologies at leading airports ple Wi-Fi receivers means that passenger locations can around the world. be determined within about 3 metres or so of accuracy. X Smart phones can store travel documents while self-boarding Michael Ibbitson, VP Information and Communi- This is enough to see where passengers congregate, cations Services, Abu Dhabi Airports Company, said: how much time they spend in stores and restaurants “The airport will probably grow in size from around gates help make the boarding process more efficient. and where there may be bottlenecks. It also enables airport retailers to communicate with travellers directly. Through a partnership with Bluelon, the inventor of Bluetooth-based tracking, SITA is now also able to offer a sophisticated real-time queue management application for airports. This, combined with the augmented reality application, gives rise to the possibility of a very close relationship between the passenger and the airport operator to their mutual benefit. Passengers want a smooth, hassle-free journey. Smart mobility will provide airports with direct access to passengers for information on their distance from the gate, flight announcements, retail bargains and delayed baggage. Around 70% of airports plan to provide mobile services by 2013 when almost 50% of travellers will be carrying smart phones. A robust communications A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 127 H ow t he Int e l l i g e nt Ai rport Wi l l M a na g e Di srupt i on V Smart mobility will provide information on passengers’ distance from the gate easing passage through the airport. 10 million passengers to over 20 million passengers by implementation at a major European hub which handles 2020 and the only way to cope with that growth I think 20 million passengers. really is going to be for us to harness mobile phone Security issues around self-boarding have been technologies … passenger processing technologies that addressed through the development of the BioThenticate allow the airport to reach outside of the airport software platform which integrates biometrics techno- boundaries and into the city, and into people’s homes.” logy and identity management into all aspects of pass- The smart phone will enable paperless travel by enger handling at an airport whether it is check-in, bag becoming an extension of the airport’s IT infrastructure, drop, boarding the aircraft, going through security or storing all travel documents including boarding passes immigration. and eventually e-passports. It will allow for a more A biometric – whether it is a fingerprint, iris or face personalized journey with information and suggestions image – can be integrated into an e-passport or smart throughout the airport based on personal details and card for use in the airport environment. By 2013, one in preferences. four airports are planning to implement e-gate systems Real-time information will lead to reduced delays; the airport will improve passenger flow by guiding travellers to their plane. for boarding, check point and access control. Verification and document authentication can be integrated into the passenger self-service chain as well as the airport employee access environment. A frequent n Security and self-boarding flyer will be able to go to the airport using the BioThen- A recent survey found that 70% of passengers would ticate gate and the barcode on his or her cell phone. use automatic boarding gates if they had the option. 128 While trials have been underway for some time at n Baggage dedicated gates, SITA has developed the industry’s first SITA operates WorldTracer, the industry’s main baggage common use self-boarding gates for a successful tracking and tracing service for over 450 airlines and A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S H ow t he Int e l l i g e nt Ai rport Wi l l M a na g e Di sru pt i o n ground handlers, which showed a 4.4% increase in significant impact on mishandling rates by checking mishandled baggage files opened in 2010 compared real-time Baggage Information Messages against real- with 2009. The global mishandling rate was estimated time flight messages. to have risen by 6.06% resulting in over 29 million bags being delayed and a $3 billion cost to the industry. As Hock Lye Lee, Vice President, Products and Services, Star Alliance, explained: “This industry-first Given that there was a 10.4% rise in passenger system uses existing baggage messages to track the bag numbers last year and that over 300,000 flights were from origin, through the transfer process, and on to the cancelled, it was not a bad performance. In fact, final destination. It tracks the progress of the bag along baggage management has been steadily improving the entire journey, even within the baggage mishand- since 2007 when over 42 million bags were mishandled. ling systems and warns of potential baggage mishand- There is still a lot of room for improvement particularly on transfer baggage which is where 51% of the lings before they occur. The system also suggests potential solutions based on the situation at hand.” mishandlings occur in any one year. Among the top 80 airports where most of the mishandling problems occur, n Workforce mobility up to 15% of mishandled baggage can be classified as The Intelligent Airport strategy focuses on harnessing “unknown” in the Baggage Information System which mobile solutions for operational efficiency while means there was no incoming Baggage Source Message reducing costs. In airport ground operations the major (BSM) received. cost driver is employee related; 65% to 75% of the This usually results in a lot of manual re-working, overall cost is tied to salaries and time compensation so missed connections or bags left behind on sortation productivity can be enhanced using mobile work belts. SITA will launch BagConnect later this year which solutions. These can deliver optimized planning, allows the generation of a duplicate BSM to be sent to rostering, staff management, resource allocation, real- the transfer airport in order to allow the bag to be time situation awareness and mobile device-enabled sorted to the correct flight. service registration capabilities. SITA is taking self-service to a new operational level through its collaboration with bag drop specialists to X Baggage management is a key concern but Better planning and automated processes can result in up to 25% cost reductions; more intelligent rosters mishandling rates have fallen since 2007. develop a single customer touch-point which will integrate check-in, bag tag printing, excess luggage payment and bag drop all at one place. It will have a standard check-in desk and allow common use by several airlines. The recent IATA agreement on SelfTagging Recommended Practice means that the way is now clear for airlines to make real progress in this area. Self-service bag drop counters can work 24/7. The extension of WorldTracer to mobile devices enables airline staff to assist passengers upon arrival either at the baggage carousel or in the customs hall. Delayed Baggage Reports can be initiated immediately and airline costs can be reduced by dealing with more mishandled bags in a shorter space of time. Following a successful pilot at London Heathrow with the Star Alliance, SITA is launching a decision support system called BagSmart which will have a A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 129 H ow t he Int e l l i g e nt Ai rport Wi l l M a na g e Di srupt i on allocated up to 20% more resource at peak times in peak areas using the system, giving us a lot more work out of the same or less people.” n Flight information A vital part of disruption management and driving efficiencies depends on good communications with the passenger. SITA’s Airport Management Solutions (AMS) offers a suite of integrated operations software that supports operational planning and tracking for real-time and irregular operations, flight information displays, aeronautical and non aeronautical billing and reporting. And disruption can be managed in a way that least affects travellers, thanks to visual, audio and SMS targeted contact with passengers within an airport, on website and at off-airport locations. At Bermuda’s L.F. Wade Airport for example, a simple gate reallocation in the AMS programme can set in motion a cascade of communications including updated FIDS screens, audible announcements and textual accompaniments. By simply automating three and a half minutes of boarding announcements per flight, airlines can recapture one man day of productivity per 150 departures. n Improving productivity Business Intelligence is the key driver for the Intelligent Airport. It is a switched-on environment capable of predicting the flow of passengers to make more informed decisions and communicating information in Z Enhancing the flow of information to passengers reduces delays. can mean 10% to 40% less overtime; and automation real-time to all stakeholders including passengers. and ability to handle larger work scope can mean 50% Operational performance will improve because of a less resources for dispatching. better airport operations intelligence and behavioural By bringing together its Resource Management understanding of key logistical questions such as how System and global wireless communication capabilities long passengers spend landside, the time security takes, (Wi-Fi – 3G), SITA is now able to deliver an end-to-end and how much time is spend in retail areas. Airports will mobile solution to the airport and ground-handling vastly improve their forecasting and early warning of workforce endorsed by companies such as easyJet, delays to improve staff productivity. Groupe Europe Handling and Havas Ground Handling. David Henderson, Sharjah Aviation Services, said: “In The future is here already, it’s just not evenly distributed! terms of optimization, the staff planner and manager 130 has generated an almost 10% saving in total manpower, Ilya Gutlin is Vice President, SITA Airport Solutions but far more importantly for us we are now able to (www.sita.aero). A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S IT – T h e En a bl e r IT – The Enabler The most recent Airport IT Trends Survey The View from the Standing Committee was launched at the ACI World Annual General Since ACI was founded, the role of IT in Assembly in Bermuda in November 2010 and airport operations has evolved. Once seen as was based on the highest number of survey a support function, IT is now acknowledged responses to date: 128 airport operators, as a key driver of efficiency and service representing the views of 220 airports improvements. To reflect this, the ACI World worldwide. It found that “reducing the cost Governing Board approved the establishment of business” is the top investment driver for of the World IT Standing Committee in 2008, airports (52%) followed by “improving IT having previously been dealt with by a sub- customer service” (48%). Strongest areas of growth were in committee of the facilitation and services standing committee. It is chaired by Kees Jans, Asia-Pacific and the Middle East and Africa, Chief Information Officer of Schiphol Group. with more cautious levels of investment in Europe and North America. The outlook Over the last 20 years Jans has seen airports become more efficient and introduce new products and services for their customers Kees Jans. for 2011 is positive with 78% of airports expecting budgets either to remain the same or increase. ranging from automated border controls to “From an airport point of view it’s important self-service check-in. “Basically, IT is an enabler to optimize the utilization of your assets,” for these services,” he says. he says, “and for airlines too, particularly at upgrades to network infrastructure with remote locations.” virtualization and VoIP featuring high on airport Jans also highlights how civil aviation stakeholders have moved from concentrating The current focus is on mobile applications Top of the investment list for airports are CIOs’ priorities. Both technologies are seen as on optimizing processes within their own as passengers increasingly expect to be able to key to driving down IT costs so it is not a organizations to a broader approach based access information – such as directions, flight surprise that four out of five airports are on working together more closely. information and gate numbers – that speeds planning to invest in VoIP in the next three “Increasingly the emphasis is on improving their progress through an airport via their years with 70% planning to deploy some form the overall process and not only looking at smart phones or other devices. of virtualization by 2013. Passenger self-service has truly come of the part that you are responsible for,” he Looking forward, Jans sees the key IT says, “because passengers don’t just use challenge as striking a balance between the age with 60% of respondents having already the airline processes but also the processes things that the airlines think are important and implemented kiosks for check-in. Kiosks are not of the airport or the handler or whatever the things that the airports want to achieve in just used for check-in, half of respondents plan stakeholder is there.” order to improve efficiency. He highlights the to introduce new services such as bag tag issue of branding as common use applications printing, flight transfers, and scanning of is the industry’s collaborative decision-making are developed further: “It’s very challenging for passports by 2013. Airports are also starting (CDM) initiative. One of the main objectives airports in general but also for IT.” to use self-boarding e-gates to automate the A good example of this broader approach of this initiative is to get all the parties involved For Jans the solution to finding the balance processing of passengers at boarding and security check-points. to agree to use not just the same information between common use and branding issues lies but also the same definitions of that infor- in offering dynamic as opposed to static mation. “For example, all stakeholders have branding. “Bringing in this dynamic is an social media channels today and over half to agree on definitions of time stamps and then important role of IT,” he declares. will take advantage of these new networks Up to 30% of airports surveyed are using to communicate with passengers and they are able to use exactly the same information regarding these time stamps,” Airport IT Trends Survey explains Jans. Over the last seven years ACI and SITA have public communities. The survey also shows strong interest (32% enjoyed a unique collaboration in producing already, and 22% planning to implement by early product of collaboration, and Jans the annual bellwether Airports IT Trends 2013) in the implementation of “Shared Airport sees the combination of self-service check- Survey which provides the only compre- Operations Centres” where various stakeholders in and common use as key innovations hensive analysis of airport investment in can convene and have access to integrated data that were driven by IT developments. IT infrastructure. and real-time communications. Common use applications were an A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 131 Oman Airports Management Company Muscat International Airport Salalah Airport Ad Duqm Airport Muscat International Airport is the main gateway to Oman and the base for national carrier Oman Air. The airport is directly connected with 56 destinations in 27 countries and is served by 27 international airlines. Muscat International handled 5.7 million passengers in 2010. In recent years the airport has experienced a healthy increase in passenger numbers, this positive trend is expected to continue for the foreseeable future, in response to these significant increases in passenger numbers and to allow the airport to maintain appropriate levels of service to its customers, a number of improvement projects have been initiated to deliver additional capacity until the new terminal building is operational. The new terminal at Muscat International Airport will be completed by 2014 and will have the capacity to handle 12 million passengers annually, the new terminal building will have 29 boarding air bridges, 10 bus boarding lounges, 30 remote aircraft stands, 86 check-in counters and 20 e-check-in counters, a second new runway with a length of 4,000 metres, the original runway will be extended to 4,000 metres and a cargo terminal to handle 260,000 tonnes annually. Salalah is the second largest city in Oman, located in the south of the country, Salalah Airport is the main gateway to the Dhofar region. The airport handled 455,000 passengers in 2010. The new Salalah Airport will be completed by 2014 and will be able to handle 1 million passengers per annum, the terminal will have 8 boarding air bridges, 12 remote aircraft stands, 24 check-in counters and 4 e-check-in counters, a new 4,000 metre runway and a cargo terminal to handle 100,000 tonnes annually. Ad Duqm is located in the Al Wusta region, the airport is part of a larger plan to set up and build large infrastructure projects such as a seaport, dry dock, industrial zone, free zone, integrated tourism resorts, residential township, local industries zone and a fishing harbour. The airport will have the capacity to handle 500,000 passengers per annum. FOUR REGIONAL AIRPORTS IN OMAN The Government of the Sultanate of Oman is building four new regional airports that will link other regions with Muscat and meet the increasing travel demand from tourism, business and local communities. These airports will be completed by 2014. Adam Airport Adam Airport, the smallest of these projects and the first in the interior region, will be situated 30km from Adam town in the Ad Dakhliyah region. The airport will have the capacity to handle 250,000 passengers per annum. Ras Al Had Airport Located near the town of Sur in the Ash Sharqiyah region, the airport is part of a larger plan for integrated eco-tourism projects related to the endangered greenback turtles. The airport will have the capacity to handle 500,000 passengers per annum. Sohar Airport Sohar is the largest town in the Al Batinah region, located between the main cities of Muscat and Dubai. Sohar and the wider Batinah region have in recent years attracted industrial and commercial infrastructure investments such as the Sohar industrial area, Sohar port and Sohar free zone. The airport will have the capacity to handle 500,000 passengers per annum. Looking to Long-term Uplift By Karen Thomas A ir freight plays a vital role in global supply chains And cargo is a major revenue stream for airports. and volumes have more than doubled in the last Customers range from integrators such as FedEx, UPS 20 years. Although economic downturn has made and DHL to smaller regional or industry-specialist the last two years difficult, the industry is looking carriers, to major airlines’ cargo divisions, whose forward to mid- to long-term growth. freighters supplement bellyhold capacity. When ACI launched in 1991, just five airports – Demand for air freight is closely linked to business Tokyo Narita, New York’s John F. Kennedy, Memphis, confidence and to shippers’ need to move high-value Frankfurt and Los Angeles – handled more than goods quickly and securely; and the industry has had a 1 million tonnes of cargo a year. The figures include roller-coaster ride over the last three years. freight and mail. Last year, ACI statistics for the world’s ACI members handled a record 88.6 million tonnes of top 10 cargo airports (see table) put Hong Kong at cargo in 2007, but the first signs of a slow-down came in number one with a throughput of nearly 4.2 million May 2008. The year-end results showed a decline of 3.7% tonnes. Even 10th-placed Louisville handled over and the trend accelerated in 2009 with a fall of 7.9% 2 million tonnes. – never before had air freight volumes fallen for two con- Today, in value terms, about a third of the world’s secutive years. An upturn began in late 2009, with signs cargo travels by air. IATA says the average mainline of recovery in industrial production, particularly in Asia. carrier earns 11% of its revenue from cargo, although Preliminary ACI figures show growth of 15% for 2010. for some the figure is much higher. For Dubai-based X Emirates it is 16%, for Santiago-based LAN 24% and for n Priorities The cargo terminal Taipei-based China Airlines 37%. Meanwhile, all-freight While volumes are recovering yields continue to be Federal Express with a turnover of $21.5 billion is the under pressure, and the air freight industry is pushing world’s fourth-largest airline in revenue terms. to make the supply chain more efficient and compe- at Tokyo Narita – Asia-Pacific is the top cargo market. 134 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S L ook i ng t o L ong - t e rm U pl i f t titive. This, along with security and safety, is now a priority. The International Air Cargo Association (TIACA) is pressing airports to address speed and efficiency in customs clearance and to introduce or modernize their automated systems. Post-9/11, air freight has had to meet stringent new security criteria but the industry feels universal cargo screening is unrealistic, arguing instead for better supply-chain security, scanning technology and use of electronic information. “It is not possible to effectively screen bulk consignments of cargo,” says Craig Bradbrook, ACI Director of Security and Facilitation. “Explosives detection systems C cannot handle such large consignments. In our view, a Automated secure supply chain is the only viable option, esta- storage systems blishing the integrity of the shipment at point of origin like Hong Kong’s make it difficult ... then maintaining the chain of custody through to to interfere loading onto an aircraft.” with cargo. Bradbrook argues that there are other ways to determine airlines’ cargo security. “A good indication cargo markets include Latin America-Caribbean, and can be seen in how many reports [they receive] about particularly Brazil. Mature markets in Europe and North theft or interference with cargo,” he says. “As air cargo America will deliver slower growth. deals with more valuable consignments such as But although countries such as Brazil, Russia, India electronics, it is an attractive target for criminals. and China will drive volume growth, observers say these “If there are many cases of pilferage or theft, it is a markets need to maximize their cargo potential. sign that the air cargo is vulnerable to terrorism. So best According to Hermann Ude, former Chief Executive of practice air cargo security starts with physical security of DHL Global Forwarding, these emerging economies cargo facilities, access control to prevent unauthorized access and provide an audit trail of authorized persons moving within the facility. World’s Top 10 Cargo Airports in 2010 Airport Tonnes “Automated cargo storage systems like the ones at Change over 2009 Hong Kong Air Cargo Terminals Ltd make it very difficult Hong Kong 4,168,394 +23.2% to access and interfere with cargo. Robust controls Memphis 3,916,937 +5.9% covering the acceptance and release of cargo shipments Shanghai Pudong 3,227,914 +27.1% should maintain the chain of custody.” Seoul Incheon 2,684,500 +16.1% Anchorage 2,578,396 +33.1% n Positive outlook Paris CDG 2,399,067 +16.8% Looking ahead, ACI expects cargo growth to outstrip Frankfurt 2,275,106 +20.5% passenger growth, with annual average growth of 4.8% Dubai 2,270,498 +17.8% taking global volume to 203 million tonnes by 2029. Tokyo Narita 2,167,843 +17.1% Louisville 2,166,226 +11.1% The Asia-Pacific region is expected to grow more than 6% a year during this period, as Chinese and Source: ACI Indian manufacturing gathers pace. Other emerging A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 135 L ook i ng t o L ong - t e rm U pl i f t V FedEx has its main hub at Memphis making the airport the world’s number two for cargo. urgently need to streamline their customs and security Cargolux, offering maximum uplift of 140 tonnes. procedures. Boeing has amassed orders for more than 100 B747- Doing so would reduce transit times by up to 65% and logistics costs by nearly a third. Inefficient pro- 8Fs, but the freighter version of the Airbus A380 has been put on hold. cedures act as a barrier to trade growth; Ude says the four BRIC economies generate twice as much import/ n Trends export paperwork than more developed economies. When it comes to volume growth, mature markets Airlines will have to adjust their capacity to reflect changing trade patterns. The number of freighters deployed worldwide has fallen 10% from its peak in couple of years. This is particularly evident in France, where two 2007. “Traditional airlines have shifted from cargo Paris airports have had markedly different experiences operations to mixed operations that utilize bellyhold in freight performance. Paris Charles de Gaulle is capacity,” says Andreas Schimm, ACI’s Director of Europe’s leading freight hub. In 2010, it handled Economics and Programme Development. 2.4 million tonnes of cargo, representing annual growth As demand hardens, airlines may take a fresh look at of nearly 17%. The airport won new business from Air adding dedicated freight capacity. Indeed, Boeing China Cargo, Lebanon’s TransMediterranean Airways expects the world freighter fleet to expand from 1,755 and AirBridge Cargo last year and handles 16 all-cargo cargo aircraft in 2009 to 2,967 by 2029. Growth will see airlines. It aims to boost momentum this year, large freighters account for a third of all cargo planes by upgrading clearance procedures and improving track- 2029, Boeing predicts, up from 27% in 2009. and-trace services. In contrast, Vatry Airport has The second half of this year sees the first B747-8 freighter enter service with Luxembourg-based 136 Europe and North America have had a challenging A I R P O R T S C O U N C I L struggled, as cargo carriers concentrate at fewer, larger hubs. I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S L ook i ng t o L ong - t e rm U pl i f t Ireland’s economy has suffered over the past two years, but now there is a project to boost cargo business at Shannon International Airport. Texas-based airport real estate developer Lynxs plans to reposition Shannon as a hub for high-value pharmaceutical and bio-medical shipments and as a base for disaster relief operations. Lynxs hopes to finalize a deal this summer to invest an initial $22 million in Shannon's infrastructure, with 10,000m2 of high security, ambient handling space. Meanwhile, German airports have achieved some notable successes, reflecting Germany’s position as the EU’s economic powerhouse. In 2010, the country’s top hub Frankfurt increased its freight traffic by 20.5% to 2.3 million tonnes, while Frankfurt Hahn’s traffic surged 55% to 167,157 tonnes. In North America, the third biggest cargo airport after the FedEx and UPS hubs at Memphis and Louisville is Miami. In 2010, Miami's cargo grew 20% to 16 million tonnes. And Anchorage’s Ted Stevens International Airport saw volumes boom in the last year. In 2010, Anchorage handled nearly 2.6 million tonnes of cargo, representing annual growth of more “There are constraints when it comes to increasing than 33%. A hub for trans-Pacific flights, Anchorage cargo capacity at Dubai International Airport, and we customers include FedEx, UPS and Northwest Airlines. are not planning any significant investment in cargo FedEx has invested $38 million in expanding its parcels here. All our new cargo investment is concentrated at sorting depot at Anchorage. the new airport: its location makes it the ideal Airfreight demand has proved particularly resilient in the world’s emerging economies. Here, airport expansion EU’s economic By 2025, Al Maktoum International will be able to handle 12 million tonnes of cargo. Freight is central to its development, Dubai Logistics City creating a dedi- airport expansion, with growth concentrated in the cated 25km2 site for airfreight companies. Confirmed Arabian Gulf. tenants include Jordanian integrator Aramex and German forwarder, Kuehne & Nagel. from 2.3 million tonnes in 2010 to 3 million tonnes by Latin America is seeing another boom. Brazil is the 2015. Dubai has built a second airport next to Jebel Ali region’s tiger economy, boasting the world’s eighth port. Valued at $10 billion for phases one and two, Al largest GDP. But for a country of its size and potential, Maktoum International Airport aims to maximize sea-air it must urgently expand and modernize its airports, not cargo growth. just for the influx of passengers around the 2014 World The airport opened for cargo flights in June 2010. Cup and the 2016 Olympics, but to handle increased “Dubai International Airport has capacity for 2.5 million tonnes of cargo,” says Dubai Airports Vice President imports and exports. National airport authority Infraero has launched a cargo and logistics, Andrew Walsh. “A lot of this arrives $5.75 billion airport investment programme to 2014. as bellyhold cargo on passenger flights. However, analysts estimate that the country needs to C O U N C I L Germany’s position as the powerhouse. in the Middle East will invest around $100 billion in A I R P O R T S traffic reflects multimodal cargo hub.” is moving forward, boosted by cargo demand. Countries Dubai Airports expects cargo demand to increase Z Frankfurt’s freight I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 137 L ook i ng t o L ong - t e rm U pl i f t Campinas International Airport (also known as Viracopos) will be developed to relieve pressure on the cargo facilities. Cargo traffic at Campinas soared 38% in 2010 to 255,000 tonnes. Its customers include Lufthansa Cargo, FedEx, UPS, Cargolux and Atlas Air. The airport is earmarked for a major upgrade and by 2025 is expected to overtake Guarulhos as the country’s largest cargo hub, able to handle up to 720,000 tonnes a year and with storage for 300,000 tonnes. At Latin America’s busiest freight hub, Bogota’s El Dorado Airport, work was completed last year on renovating and expanding the international cargo terminal, while refurbishment of the domestic cargo terminal will be completed in 2012. Bogota’s cargo traffic was badly hit in 2009 but is now recovering with Z A landside view of Bogota’s expanded international cargo terminal. invest closer to $20 billion in upgrading infrastructure to support economic growth. In March, President Dilma Nairobi’s Jomo Kenyatta International Airport has boosted cargo capacity. 138 In Africa, recent months have seen a flurry of Roussef announced that Brazil would open airport forwarders and logistics companies move into investment to private companies. countries east of the continent. Cargo companies The country’s leading hub, São Paulo Guarulhos X an increase of 17% in 2010 to 527,000 tonnes. are excited about opportunities in Kenya, Uganda, handled 430,000 tonnes of cargo in 2010, a growth Tanzania and Mozambique, based on a boom in hotel rate of 12.6%. But the airport is in urgent need of construction, inward investment, oil exploration and expansion. A $760 million investment programme will agricultural exports. add a third passenger terminal in time for the World Cup. This will ease passenger bottlenecks while A I R P O R T S C O U N C I L Kenya Airports Authority, in particular, is investing in expansion. Nairobi’s Jomo Kenyatta International I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Runni ng he a d f e a t u re RH P Airport has extended its cargo ramp to accommodate up to nine wide-body freighters at a time and built a new Transglobal Cargo Centre which started operations in April. Although cargo traffic fell in 2010 by 13% to 230,000 tonnes, the medium-term outlook is good and the airport plans to increase annual capacity to 1 million tonnes. Kenya Airports Authority is also upgrading Kisumu Airport as an international airport. Kenya’s third city is a major port on Lake Victoria. It is being positioned as a hub for intraregional travel and trade between East African Community members Kenya, Tanzania and Uganda. In Asia, China is seeing a boom in airfreight, after a 19% increase in airfreight volumes in 2010. To keep pace with demand, the federal authorities are looking to private investors. Civil Aviation Administration officials estimate that China needs to add 45 new airports by 2016, bringing its total to 220. Xinjiang province alone will invest nearly $4.6 billion in airport expansion in 2011-2015. This includes new airports at Tazhong, Shache, Loulan and Tumshuq, part of a pledge to increase the number of civilian airports in China’s western-most region from 16 to 22. China’s emergence as a global powerhouse is reflected in the performance of Hong Kong airport. During ACI’s lifetime, Hong Kong has risen from eighth largest cargo airport to the world’s leading cargo hub. Work is now underway on an expansion programme to increase capacity to 6 million tonnes a year. This year, Fairbanks International Airport Hong Kong opens public consultations around phase two of its 2030 Master Plan, which will focus on expanding capacity to meet projected growth beyond 2020. With mid- to long-term prospects looking hopeful after a difficult couple of years, these projects send out a strong signal that airports – particularly in the world’s emerging economies – are kick-starting new cargo expansion. There are signs, at last, of better times to come. Karen Thomas is a freelance journalist who writes for a range of international transport and business publications. 139 The World Business Partners Programme By Catherine E. Mayer A s ACI celebrates its 20th anniversary, we have the opportunity to look back at the Airports Council International World Business Partners (WBP) programme’s evolution and growth over the past two decades. Whether referred to as Associates or Business Partners over the years, we are proud of our long tradition of significant contributions to the ACI organization, both through our industry experience and financially. Just as the aviation industry evolved and changed over the years, our own programme did too. In 1991, when ACI was created, the Regional Associate (RA) V programme was started. This initial programme Catherine E. targeted companies doing business in a specific region Mayer: we are and invited airport-related companies and suppliers to proud of our long tradition of become members. The programme was very effective in significant providing networking and business opportunities. After contributions to the ACI organization. a few years there was interest from RA members, especially those doing business in more than one region, to have a second “world” programme, bringing together the individual RA communities. With the help understanding of specific issues, so in January 2010 the and support of ACI World, the World Business Partners programme moved from central to regional manage- programme was launched in 1994. ment. ACI World still coordinates the overall programme Over the next eight years the Regional and World and the WBP Advisory Board acts as the body respons- programmes continued to grow, adding initiatives and ible for formulating and articulating the collective WBP activities that benefited the Airport and Associate programme “voice” to ACI and the aviation industry. Members as well as the industry as a whole. As technology brought the world even closer together and n Solid mission the regions shared more information, we realized the Throughout the WBP programme evolution, our mission benefits of discussing common challenges, best has remained solid: to provide a mechanism whereby practices and working together. There was common we can assist airports worldwide in meeting their interest to strengthen the WBP “voice” through the objectives, while serving as a networking resource for creation of one global programme rather than multiple businesses and individuals who provide products and regional ones. In 2002, a proposal was made and services to commercial aviation. Our key programme accepted by the ACI World Governing Board to objectives include facilitating the exchange of infor- consolidate all programmes over a three-year period. mation and business opportunities for all WBPs, Since this time, the WBP Board, which I have had the industry policies, standards and improve airport ensure that the programme continues to provide operations, business, safety, security, the environment increased value to our members while delivering even and customer service. more benefits to all ACI Members and the industry. One 140 highlighting our expertise and experience to help define honour of Chairing since 2006, has worked hard to There is one contribution worth highlighting that such consideration was to provide more regional has added to ACI’s success over the years, and that is administrative support, including personal contact and the numerous hours volunteered by WBPs on task A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he forces, working groups, regional and world committees, World Standing Committees, contributing research and white papers, and helping to define industry standards and policies. Additionally we participate on the ACI North America, ACI Asia-Pacific and ACI Europe Airport Boards, as well as the World Governing Board. We actively contribute and exchange information, resulting in a more informed industry, having a positive impact Worl d B usi ne ss Pa rt ne rs P ro g ra mme The World Business Partner Advisory Board Jo Lary (Chair) of Pavement Consultants Donald Andrews of RS&H Olivier Berni of H-Reinier Andrew Ford of DFS Group Greg Fordham of Airbiz Aviation Strategies John London of Chauntry Corporation Catherine Mayer of SITA for all stakeholders. Randy Pope of Burns & McDonnell As we all know, aviation is an industry of constant change so predicting just how much our WBP programme will grow over the next 20 years is difficult to say. However one thing is certain, the potential is On behalf of the over 430 World Business Partners, unlimited thanks to the broad experience, expertise and and the World Business Partner Advisory Board, I too leadership skills our WBPs bring to ACI. I am a true would like to congratulate ACI on the celebration of its believer that active participation not only drives return 20th anniversary and look forward to continuing our on membership investment, but helps to ensure a safe, strong partnership for many more years to come. is no doubt, it is our WBP collective responsibility to Catherine E. Mayer is the Immediate Past Chair of the actively contribute. World Business Partner Advisory Board. C O U N C I L mission is to work with airports to improve operations with secure, efficient and financially sound industry. So there A I R P O R T S X Part of the WBP I N T E R N A T I O N A L – C E L E B R A T I N G innovations such as self-service check-in. 2 0 Y E A R S 141 Interview with Dufry CEO Julián Díaz What importance does ACI have for Dufry? First of all I would like to congratulate Airport Council International (ACI) on its 20th anniversary and Dufry is honoured to be part of this jubilee publication. As the most important representative and voice of the global airport industry, ACI is not only contributing to the development of the airport and aviation industry in general but also provides valuable insights for aviation-related fields, such as in our core business, travel retail. Dufry is a special member of ACI as it is a leading global travel retailer, with retail space in around 140 airports worldwide. Some 87% of Dufry’s revenue comes from its airport activities. Please give an introduction and overview of the company? Dufry is a global travel retailer and a publicly listed company. We are currently operating over 1,130 shops in 41 countries around the globe. We have around 12,000 employees to serve the needs of our customers. The company is headquartered in Basel, Switzerland and organized into six operational Regions: Europe, Africa, Eurasia, Central America & Caribbean, South America and North America. Dufry is publicly listed in Zurich and Sao Paulo. Shareholders come Hermès and Mont Blanc for more than 50 years. Our company was one of the first travel retail operators opening the second duty free shop in the world in 1951, at Paris Le Bourget airport. Julián Díaz, Chief Executive Officer, Dufry Group. from a broad nationality base, with Switzerland, Brazil, USA and UK as the most represented countries. Dufry is considered an equity growth company by the financial markets. What are Dufry’s core products and brands? Dufry provides its customers with prestigious brands from more than 1,500 suppliers of all product categories, including traditional duty free merchandise assortments such as tobacco, spirits, perfumes and cosmetics, confectionery, fashion, jewellery, watches, electronics and much more. Furthermore, Dufry has had relationships with international brands such as Bulgari, Chanel, What are the target markets and market share? Dufry is active in the most important travel retail markets, with a specific focus on emerging markets, tourist destinations and any other market with a significant growth potential. Dufry generates around 60% of its turnover and 70% of its EBITDA in these types of markets. Dufry is the leading player in the travel retail industry and has a global market share of around 6%. What is unique about Dufry? Dufry’s commercial model is flexible and takes into consideration travellers all over the world, whether they are using airports, cruise lines, railway stations, and border shops, travel retail down town shops or seaport shops. At the same time Dufry offers travellers and landlords the most comprehensive commercial offering, including airside shopping mall concepts, general merchandise duty free shops, specialized shops by product category, branded shops, and one of the most successful global convenience store concept in travel retail: Hudson News. Dufry has demonstrated over the years that it has been the best partnership option for airport authorities, cruise line operators, government bodies and private institutions related to the travel industry. Partnerships are based on a variety of legal structures: joint venture companies, concession contracts, rent contracts etc. Dufry works successfully within each of these frameworks. What are the drivers and trends affecting your core business and how is the company now favourably positioned to capitalize on these factors? The most important driver is the increase in passenger numbers. According to ACI, the number of potential customers will grow by an average 4% annually over the next 20 years. Dufry’s goal is to capture this growth potential and on top of the organic growth, to continue expanding its business through winning new concessions and acquisitions. Can you give us an impression of how fast you will grow? In the first quarter of 2011, Dufry has already added net new retail space of 3,000m². The most important expansion projects this year have been in Mexico, Guadeloupe and the United States, which means that we significantly strengthened our leading position in the Americas. Overall, Dufry has opened 29 new shops so far this year, and we expect to open additional shops with a total space of 9,600m² by year end. We also have a strong pipeline: around 42,000m² that we hope to materialize over the next 18 months. There is a tremendous amount of new travel retail space coming on line over the next year – what developments do you think are particularly significant? Airports are increasingly focused on commercial revenues, so retail has become a significant part of income for them. Additionally, new airports continue to be built and existing ones are extended or modernized. We will continue participating in expansion projects and looking for new acquisitions if they meet our internal criteria. This new retail space is a great opportunity for Dufry to further grow and expand its brand and business model. Any opportunity able to generate profitable growth for Dufry is going to be targeted. How important are arrival duty-free shops at airports for Dufry? Arrival shops offer a good opportunity to expand the business. Dufry is already operating arrival shops in several countries, and we have been pleased with the results so far. We believe that arrivals are a unique opportunity and are interesting to airports, shop operators and, above all, travellers. They can add considerable convenience when travelling. What is the short term vision for Dufry? Dufry has a clear and focused strategy, namely of profitable growth, and we want to continue with the same level of performance that we have achieved over the past few years. Our company is a dynamic and flexible organization so we are always looking for ways to revise and enhance our company structure, systems and processes. Implementation of such new initiatives as “Dufry Plus One” and “One Dufry” are good examples of our ability to adapt, change and improve efficiency. Both projects were launched in 2010 and will run over a 3-year period. The improvement of our execution capabilities will maintain the level of performance we all are expecting. ACI Africa In Africa ACI has 58 regular members operating 260 airports in 49 countries. The ACI Africa regional office is in Casablanca. Africa’s Top 10 Airports for Passengers in 2010 Africa’s Top 10 Airports for Cargo in 2010 Africa’s Top 10 Airports for Movements in 2010 Airport Passengers Change over 2009 Airport Airport Johannesburg 18,565,250 +5.4% Cairo 16,135,898 +12.2% 8,682,367 +17% Sharm El Sheikh Johannesburg Tonnes Change over 2009 311,032 +23.4% Movements Change over 2009 Johannesburg 211,237 +4.4% Cairo 310,903 +8.8% Cairo 154,832 +8.8% Nairobi 229,850 -12.6% Lagos 96,394 +15.9% Lagos 172,811 -1.7% 75,718 +12.1% Cape Town 8,108,727 +5% Hurghada 8,059,559 +19.8% Kinshasa Cape Town 93,686 +0.5% Nairobi 87,337 +8.9% Casablanca 7,243,471 +13.3% Entebbe 49,678 -6.8% Casablanca 79,634 +9.5% Lagos 6,299,227 +11.4% Casablanca 49,603 -7.8% Port Elizabeth 73,719 -4.1% Nairobi 5,485,771 +8% Accra 45,815 +0.3% Sharm El Sheikh 64,336 +14.5% Durban 4,751,206 +10.2% Saint-Denis 34,593 +4.4% Dar Es Salaam 62,620 +8.4% Tunis 4,601,338 +8.1% Dakar 23,803 +10.3% Tunis 62,205 +7.3% Source: ACI A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 145 ACI Members in Africa Algeria Congo (Dem. Republic) Guinea Senegal Etablissement de Gestion des Régie des Voies Aériennes SOGEAC – Aéroport de Conakry Aéroport International Léopold Services Aéroportuaires – EGSA d’Alger Etablissement de Gestion des Services Aéroportuaires – EGSA d’Constantine Société de Gestion des Services et Infrastructures Aéroportuaires (SGSIA) – Aéroport d’Alger Angola Aeroporto 4 de Fevereiro Benin Aéroport International de Cotonou/ Cadjéhoun Congo (Republic of) Agence Nationale de l’Aviation Civile (ANAC) Côte d’Ivoire Department of Civil Aviation Burkina Faso Aéroport de Ouagadougou (AERIA) Société d’Exploitation et de Développement Aéroportuaire, Régie des Services Aéronautiques (RSA) Aerea EP Central African Republic Aéroport de Bangui M’Poko Administration Déléguée pour la Gestion des Activiés Aéroport International de Djibouti Egyptian Holding Company for (ACSA) Primkop Airport Management Sudan Malawi Sudan Civil Aviation Authority Aéroports du Mali (EHCAAN) – Cairo Airport Mauritania Company Airport and Air Navigation (EHCAAN) – Egyptian Airports Equatorial Guinea Malabo International Airport Swaziland Mali Airport and Air Navigation Ministry of Transport and Communications, Mbabane Tanzania Société des Aéroports de Kilimanjaro Airports Development Mauritanie Company Ltd Mauritius Tanzania Airports Authority Airports of Mauritius Co Ltd Zanzibar International Airport/ Department of Aviation Morocco Office National des Aéroports Togo (ONDA) Aéroport International de Eritrea Asmara International Airport Management Ethiopian Airports Enterprise Société Aéroportuaire de Lomé- Aeroportos de Moçambique, EP Tokoin (SALT) Namibia Airports Company Limited Niger Société Anonyme Aéroport de Libreville – ADL Gambia Civil Aviation Authority Comoros Ghana Etablissement Public Aéroport Ghana Airports Company Ltd Office de l’Aviation Civile et des Uganda Nigeria Civil Aviation Authority (Uganda) Zambia Federal Airports Authority of National Airports Corporation Nigeria (FAAN) Limited Rwanda Zimbabwe Rwanda Civil Aviation Authority Civil Aviation Authority of (RCAA) C O U N C I L Tunisia Aéroports (OACA) Aéroport de Niamey Bi-Courtney Aviation Services Tchad International Moroni Niamotougou Mozambique Namibia Ethiopia Gambia A I R P O R T S Airports Company South Africa Airport Developments Ltd Aéronautiques Nationales du 146 South Africa Roberts International Airport ADEMA Djibouti Gabon Chad Sierra Leone Airports Authority Liberia Aéroports de Madagascar – Cape Verde Aeroportos e Segurança (SCAA) Sierra Leone CCI Réunion (SODEXAM) Company ASA Empresa Nacional de Seychelles Civil Aviation Authority Madagascar Cameroon Aéroports du Cameroun (ADC) Seychelles Kenya Airports Authority Aéronautique et Météorologique Egyptian Holding Company for Burundi Kenya La Réunion Aéroport International d’Abidjan Egypt Botswana Sédar Senghor G’Bessia I N T E R N A T I O N A L – C E L E B R A T I N G Zimbabwe 2 0 Y E A R S Introducing Lomé-Tokoin Airport Authority (SALT) Lomé-Tokoin Airport Authority is a joint venture that has been managing Gnassingbé Eyadéma International Airport since 1987. Gnassingbé Eyadéma International Airport handles wide-body aircraft and is the hub for ASKY airlines, a regional company. A total of 4,961 aircraft movements carried 383,184 passengers and 9,084 tonnes of freight in 2010. Gnassingbé Eyadéma International Airport offers comfort and a warm welcome through its VIP and CIP lounges, as well as duty free shops with high quality products at affordable prices. Gnassingbé Eyadéma International Airport has great assets for private investment. SALT’s short-term projects are: l a bigger new terminal with air bridges; l a 50,000-ton cargo terminal; l a high-standing hotel near the airport. ACI Africa Intensifies its Efforts By Monhla Hlahla L et me first start by congratulating ACI as it celebrates 20 years of existence as the voice of the world’s airports. It is an important milestone, which gives us an opportunity to reflect on some of the recent gains as well as contextualize plans for the years ahead. Building on the success of the previous years, 2010 marked a positive turning point for the ACI Africa Region, with increasing membership and solid traffic growth for many of our members in both passenger V Monhla Hlahla: 2010 marked a positive turning point and cargo categories. With two new recruits (Seychelles and Swaziland) in 2010, the region has now grown to 58 members in 49 for ACI Africa. countries, operating 260 airports. In this huge region, X characterized by on-going privatization and the intro- South Africa’s duction of a number of new operators, ACI Africa will successful hosting of the 2010 World Cup paves the way for the whole region to host more global events. continue to attract new members and to strengthen the regional representation in all sub-regions. Governments are increasingly recognizing the importance of commercializing their airports in order to make them less reliant on State funding. ACI Africa has intensified its marketing efforts in order to attract more members. We have also launched a regional business partner programme, with supporting marketing material. By the end of 2010, ACI Africa had enlisted five business partners. Plans are in place for continuous improvement. These achievements are encouraging, particularly when considering the fact that the continent is also showing signs of recovery, following the global financial crisis. Passenger traffic grew by 9.5% to 126.4 million, aircraft movements by 4% to 1.96 million and cargo by 9% to 1.96 million tonnes. With this growing traffic, as well as the need to operate safely and efficiently, African nations recognize airport infrastructure as a valuable platform for contributing to world market integration, business development and increased economic stability. Safe and secure operations that meet the highest international standards, environmental compatibility and responsibility, and improved customer care are thus central priorities for the region’s airports. 148 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI In line with these matters, to be able to better serve Af ri c a Int e nsi f i e s i t s Ef f o rt s been chosen and is being assisted to apply standards the needs of its membership, the Board of ACI Africa and recommended practices in order to gradually recently approved the following key objectives: improve safety as well as establish a safety management n Restoring the financial situation and developing system. The learning from the project will be shared resources; with other airports across the continent so as to ensure n Satisfying members’ needs in the field of safety, that the insights gained are used to improve safety in security and the environment; and general. n Developing a communication strategy to enhance In closing, Africa has just hosted a FIFA World Cup the image of ACI as the voice of the African airports. for the first time, and done so with distinction. Whilst work is being done to deliver on these Although the events actually took place in South Africa, objectives, it is pleasing to note that there is progress the world was evaluating Africa’s ability to host a already in the area of safety. ACI Africa in collaboration tournament of this magnitude and its success portends with ACI World has started a project aimed at improving auspiciously for the continent’s ability to secure more airport safety in cooperation with ICAO. This initiative and more events involving global participation. and exhibition in 2010. Pictured the demands of a safe and secure air transport system. Monhla Hlahla is the President of ACI Africa (www.aci- A roadmap was developed by experts (African safety africa.aero) and the Managing Director of Airports core team). A pilot airport with high accident rates has Company South Africa. C O U N C I L annual conference was held in Abuja aims to ensure that airports contribute proactively to A I R P O R T S X ACI Africa’s I N T E R N A T I O N A L – C E L E B R A T I N G is a meeting of the economic and environment committee. 2 0 Y E A R S 149 Cairo Redevelops By Adrian Giddings C airo International Airport is nearing the completion of a major redevelopment to boost the airport’s passenger capacity to 25 million as part of a strategy to become a hub serving North Africa and the Middle East. The airport’s masterplan foresees eventual expansion to 50 million. Africa’s second busiest airport is run by the Cairo Airport Company, a subsidiary of the Egyptian Holding Company for Airport and Air Navigation. Following an V Terminal 1 has been refurbished. international tender, it has been managed by Fraport under an eight-year management contract which started in February 2005. While the airport’s original Terminal 1 dating back to due to enter service by the end of 2011. In the first 1963 was most recently refurbished in 2007 and can stage Terminal 3 entered service in April 2009 to handle handle 6.5 million passengers a year, the centrepiece of flag carrier EgyptAir and its Star Alliance partners. The the redevelopment is a new complex comprising 205,000m2 facility has 23 contact gates, two of which Terminal 2, which opened in 1984, and the new can handle A380s, and an annual capacity for 11 million Terminal 3. Also under construction is a people mover passengers. A 350-room hotel to be operated by Le system to link Terminal 1 to the 2/3 complex, which is Méridien is being built in front of the terminal and is V Cairo now has three parallel runways. 150 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Ca i ro Re de v e l o ps 21st ACI World/Africa Annual General Assembly The joint ACI World and ACI Africa Region Annual General Assembly in ACI’s 20th anniversary year was originally going to be held in Cairo. Given the political situation in Egypt, Cairo International Airport and ACI agreed that it would be best to reschedule the annual event in Egypt to a later date. The Moroccan Office National des Aéroports (ONDA) will now host the 2011 event at the Palais des Congrés de la Palmeraie near Marrakech from 31 October to 2 November. Morocco is one of the fastest growing aviation markets in Africa, and ONDA, the State-owned company responsible for the operation of the national airport system and air traffic control, is today handling 10 million passengers and 95,000 aircraft movements annually. To ZCX accommodate additional growth, ONDA is planning Terminal 3 is the Cairo base for several new terminals at airports across the country EgyptAir and its including Marrakech Menara Airport. Star Alliance With the theme “Forward to Basics – How resilient is partners. your business?” the conference will investigate the economics, safety and customer service facets of business resilience so critical to ACI members worldwide. Two workshops will examine emergency preparedness and non-aeronautical revenues in more detail. For more information visit the ACI website www.aci.aero. scheduled to open in March 2012, while a multi-storey car park is also being built. The second stage is now underway. Terminal 2 closed for redevelopment in April 2010 under a $400 million project which will see it refurbished, expanded and connected to Terminal 3. Upon completion in early 2014, the upgraded Terminal 2 will have 14 gates and an annual capacity of 7.5 million passengers. Meanwhile, the airport’s airfield has been reconfigured to offer three parallel runways by building a new one of 4,000m and converting runway 16/34 into a taxiway. The new runway entered service in January 2011. A new cargo city is also being developed. There are plans to extend the Cairo metro to the airport. Adrian Giddings is a contributing editor at ISC. For more information, visit www.cairo-airport.com. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 151 A New Airport for Durban By Colin Naidoo D urban’s new King Shaka International Airport By the late 1990s, expanding Durban’s airport (KSIA) is a ground-breaking cooperative project capacity was back on the agenda, and the alternatives of South Africa’s Department of Transport, the of upgrading the existing airport or building anew were Government of KwaZulu-Natal, the provincial evaluated. In July 2006, it was finally concluded that Department of Economic Development and Airports restarting the new airport project and developing it in Company South Africa (ACSA). It is also the first conjunction with a freight logistics facility was the best greenfield airport to be built in the past 50 years in option. It was decided that ACSA would develop, South Africa. manage and own the new airport with Dube TradePort KSIA is situated some 35 kilometres north of the city centre and replaced the old Durban International (Pty) Ltd responsible for the freight facility. KSIA was designed by Osmond Lange Architects and Airport (DIA) on 1 May 2010, just over a month before Planners and built by the 55% Black-owned Ilembe the start of the 2010 FIFA World Cup. Passenger traffic Consortium comprising Group Five, Mvelaphanda Hold- has continued to grow since the World Cup boost and ings and WBHO Construction, supported by construction was up 11% in the first quarter of 2011. ACSA is and management consultants, Turner Townsend. Work working closely with local stakeholders to attract more began in late August 2007, as soon as the Environmental flights and to enhance KSIA’s contribution to the Impact Assessment (EIA) had been approved. economy of Durban and KwaZulu-Natal. The EIA revealed a possible threat to the bird population in the vicinity, in particular the three million barn X Durban’s King Shaka International Airport opened to traffic on 1 May 2010. n Background swallows that migrate every year from Eastern Europe A brand new airport for Durban was first mooted to roost in an area close to the airport. Concerns raised in the 1970s. Some initial site work was carried out, not only included the possible disturbance of the bird but the project was halted in 1982 due to the colony on the ground, but also the possible hazard of economic recession. birds in flight putting aircraft safety at risk. The solution was to install a special bird detection radar, the first time a system of this kind has been used in South Africa. As construction of KSIA neared completion in late 2009, staff familiarization started followed by a comprehensive programme of trials. Non-essential ground equipment started to be moved over to KSIA during the last week of operations at DIA, which closed on 30 April 2010. Overnighting aircraft and the remaining ground equipment were ferried over to KSIA for operations to start there on 1 May. From 1 to 9 May, ACSA ran a free shuttle service for passengers returning to KSIA who had left their cars parked at DIA. The old airport site was temporarily handed over to the South African Air Force and was used for military operations during the World Cup. Afterwards the runway was closed and decommissioning started. A task force with representatives from ACSA, national and provincial government, the Department of Trade and Industry and eThekwini Municipality is reviewing the best options for reuse of the site. 152 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S A n KSIA today N e w Ai rport f o r Du rba n 2010 Statistics The first phase of KSIA’s development has cost R7.2 Durban’s air traffic in 2010 (for the first four months at billion ($1 billion) and comprises a runway of 3,700 DIA and thereafter at KSIA) totalled 4.75 million metres, a 103,000m2 passenger terminal with an passengers (+10.2%), 5,318 tonnes of freight (+9.6%) annual capacity of 7.5 million and 160,000m2 of cargo and 54,771 movements (+4.6%). facilities. There is a system of roads feeding into the airport and Dube TradePort’s road circulation networks, with principle access off the main collector corporate sector as well as the suppliers of services and road that links the N2 and the R102. tourist accommodation through the provision of offices, Dube TradePort occupies a 2,060ha site adjacent to buildings, conference and entertainment facilities, while KSIA, which offers easy access to the ports of Durban the agri-zone will involve the cultivation of high-value and Richards Bay and the rail and road links with farming products for export. Gauteng. Wholly funded by the KwaZulu-Natal KSIA has got off to a good start being declared Department of Economic Development, Dube Best Regional Airport in Africa in the Skytrax 2011 TradePort aims to attract a wide range of activities World Airport Awards, while in ACI’s 2010 Airport that will stimulate economic advancement in the Service Quality survey KSIA was ranked fourth in the region and is divided into three sections: a trade zone, Africa region. an agri-zone and a support zone (the latter a joint venture with ACSA). The airport’s masterplan foresees an ultimate expansion to handle 45 million passengers a year The trade zone, which includes the cargo terminal by 2060. at KSIA, will stimulate the import and export of highvalue goods by air to and from KwaZulu Natal. The Colin Naidoo is Manager Communications and Branding support zone is being developed to cater to the at Airports Company South Africa (www.airports.co.za). C KSIA’s passenger terminal has 14 gates equipped with loading bridges and a total of 36 aircraft stands. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 153 ACI Members in Asia-Pacific Sichuan Province Airport Group Co. American Samoa American Samoa Government Ltd Xiamen International Airport Group Australia Adelaide Airport Limited Australia Pacific Airports Corporation Limited Brisbane Airport Corporation Pty Limited Yunnan Airport Group Co. Ltd Zhengzhou Xinzheng Int'l Airport Management Co. Ltd North Queensland Airports Operations Pty Ltd Northern Territory Airports Pty Ltd Queensland Airports Limited Rockhampton Regional Council Manila International Airport Taoyuan International Airport Corporation Ltd Qatar Civil Aviation Authority, Qatar Kuwait Directorate General of Civil Aviation Samoa Samoa Airport Authority Directorate General of Civil Aviation Saudi Arabia General Authority of Civil Aviation Macau, China CAM-Macau International Airport Singapore Company Limited Changi Airport Group (Singapore) Cook Islands Airport Authority Cook Islands Pte Ltd Malayisa Malaysia Airports Holdings Berhad Sri Lanka Fiji Airport & Aviation Services (Sri Maldives Sydney Airport Corporation Limited Airports Fiji Ltd Sunshine Coast Regional Council Guam Westralia Airports Corporation Pty A. B. Won Pat International Airport Lanka) Limited GMR Male International Airport Pvt Ltd Thailand Airports of Thailand Public Marshall Islands Ltd Hong Kong, China Airport Authority Hong Kong Bahrain Bahrain Airport Company SPC India Bangladesh Airports Authority of India Civil Aviation Authority Bangladesh Bangalore International Airport Limited Brunei Department of Civil Aviation (Brunei) Cambodia Société Concessionnaire des Aéroports Cochin International Airport Limited Delhi International Airport (P) Limited Airport Limited Beijing Capital International Airport Co. Ltd China West Airport Group Chongqing Airport Group Co. Ltd Dalian Zhoushuizi International Mumbai International Airport Pvt Ltd Indonesia PT (Persero) Angkasa Pura I PT (Persero) Angkasa Pura II Corporation Iran Airports Company Hangzhou Xiaoshan International Airport Co. Ltd Hubei Airport Group Company Hunan Airport Management Group Nanjing Lukou International Airport Co. Ltd Qingdao International Airport Group Co. Ltd Tonga Pohnpei Port Authority Tonga Airports Limited Mongolia UAE Civil Aviation Authority of Abu Dhabi Airports Company Iraqi Civil Aviation Authority Japan Central Japan International Airport Sharjah Airport Authority Chambre de Commerce et USA d’Industrie de Nouvelle Hawaii Department of Caledonie Transportation* New Zealand Uzbekistan Auckland International Airport State Unitary Enterprise Limited Vanuatu Airports Vanuatu Ltd Ltd Vietnam Queenstown Airport Middle Airports Authority Wellington International Airport Northern Airports Corporation Ltd Southern Airports Authority Northern Mariana Islands Co. Ltd Japan Airport Terminal Co. Ltd Commonwealth Ports Authority Kansai International Airport Co. Ltd Oman Narita International Airport Oman Airports Management Corporation Yemen Civil Aviation & Meteorology Authority Company Jordan Palestinian Authority Airport International Group Palestinian Civil Aviation Authority Jordan Airports Company PSC. C O U N C I L Ras Al Khaimah Airport New Caledonia Shenzhen Airport (Group) A I R P O R T S (Fujairah) Dubai Airports Civil Aviation Authority of Nepal Shanghai Airport Authority Company Department of Civil Aviation Mongolia Dunedin International Airport Ltd Iraq HNA Airport Group Co. Ltd Micronesia Christchurch International Airport Iran Airport Group Guangdong Airport Management Company Limited RMI Ports Authority Nepal GMR Hyderabad International China 154 Authority Corporation – IIAC Lebanon Kaohsiung International Airport, CAA Newcastle Airport Limited Philippines Incheon International Airport Korea Airports Corporation Co. Ltd Chinese Taipei Canberra Airport Korea I N T E R N A T I O N A L – C E L E B R A T I N G *Is a regular member of both ACI Asia-Pacific and ACI North America 2 0 Y E A R S ACI Asia-Pacific In Asia-Pacific ACI has 96 regular members operating 483 airports in 46 countries and territories. The ACI Asia-Pacific regional office is in Hong Kong. For the purposes of airport statistics the Middle East is split out. Asia-Pacific’s Top 10 Airports for Passengers in 2010 Airport Passengers Change over 2009 Beijing 73,913,402 +13.1% Asia-Pacific’s Top 10 Airports for Cargo in 2010 Asia-Pacific’s Top 10 Airports for Movements in 2010 Airport Tonnes Change over 2009 Airport Movements Change over 2009 Hong Kong 4,168,492 +23.2% Beijing 517,582 +6% Tokyo Haneda 64,069,098 +3.4% Shanghai Pudong 3,227,914 +27.1% Tokyo Haneda 342,804 +2.1% Hong Kong 50,407,537 +10.6% Seoul Incheon 2,684,500 +16.1% Guangzhou 329,210 +6.6% Jakarta Soekarno-Hatta 43,981,022 +18.4% Tokyo Narita 2,167,853 +17.1% Shanghai Pudong 328,507 +14.2% Bangkok Suvarnabhumi 42,784,967 +5.6% Singapore 1,841,004 +10.9% Hong Kong 316,003 +9.7% Jakarta Soekarno-Hatta 309,966 +13.6% Sydney 308,425 +6.4% Singapore 42,038,777 +13% Taipei Taoyuan 1,767,075 +30.1% Guangzhou 40,975,253 +10.6% Beijing 1,549,502 +5% Shanghai Pudong 40,582,356 +27.2% Bangkok Suvarnabhumi 1,310,146 +25.4% Bangkok Suvarnabhumi 270,296 +4.8% Sydney 35,992,170 +7.6% Guangzhou 1,144,458 +19.8% Singapore 268,526 +9.6% Kuala Lumpur 34,087,636 +14.8% 809,363 +33.6% New Delhi 266,481 +8.9% Middle East’s Top 10 Airports for Passengers in 2010 Shenzhen Middle East’s Top 10 Airports for Cargo in 2010 Middle East’s Top 10 Airports for Movements in 2010 Airport Airport Airport Passengers Change over 2009 Tonnes Change over 2009 Dubai International 47,180,628 +15.4% Dubai International Jeddah 17,880,829 +11.8% Riyadh 14,233,412 +7.8% Tel Aviv 12,159,582 Abu Dhabi International 10,855,091 Movements Change over 2009 2,270,498 +17.8% Dubai International 307,283 +9.3% Abu Dhabi International 442,326 Sharjah 397,518 +15.6% Jeddah 146,957 +7.2% -5.7% Riyadh 130,128 +1.9% +11% Bahrain +12.2% Tel Aviv 329,939 -3.7% Abu Dhabi International 112,009 +9.7% 315,511 +15.2% Bahrain 106,556 +2.7% Bahrain 8,898,272 -1.7% Jeddah 230,609 +5.8% Kuwait 94,276 -4.4% Kuwait 8,398,869 +2.5% Riyadh 229,128 +11.2% Tel Aviv 86,242 +5.5% Sharjah 6,306,698 +9.4% Kuwait 208,879 +5.3% Sharjah 68,111 +5.9% Muscat 5,751,516 +26.2% Muscat 96,391 +49.6% Muscat 67,160 +21.4% Amman Queen Alia 5,422,350 +13.7% Amman Queen Alia 92,254 +12.3% Amman Queen Alia 62,863 +8.8% Note: Statistics for Doha were not available at presstime Note: Statistics for Doha were not available at presstime Note: Statistics for Doha were not available at presstime Source: ACI A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 155 ACI Fosters Greater Cooperation in Asia-Pacific By Tan Sri Bashir Ahmad Abdul Majid T he merger of two former regions, namely ACI Asia and ACI Pacific paved the way for the creation of the ACI Asia-Pacific Region which is geographically the largest ACI region spanning from the Middle East to the Pacific Islands. It represents a great diversity of airports from small airfields handling less than 2 million passengers to mega hubs welcoming more than 70 million passengers per year. The idea of integration was first mooted in the year 2000 as a strategy to create synergy between the two regional associations. Since the formal completion of the merger in January 2008, the Region’s membership has grown steadily with new members from Australia, V Tan Sri Bashir Ahmad Abdul Majid: Asia-Pacific is the fastest growing aviation market in the world. China, India and the Middle East. ACI Asia-Pacific Region currently has 96 members representing 483 airports in 46 countries and territories that handled 1.29 billion passengers in 2010. With the merger the Regional Office was relocated to Hong Kong and has since evolved from its previously small structure. Apart from secretarial functions, the Regional Office actively engages to address members’ impact of climate change on airport planning issues. With the steady growth of airport membership in and operations. the Region, the Regional Office has invited experts from the world. We fully understand that our member Regional Committees. Currently, the Region has three airports have been facing the challenge of recruiting, Committees, namely, Safety, Security and Human retaining and developing qualified and experienced Resources. There are also two Liaison Groups for Airport aviation employees to keep up with the pace of the IT and Environment. traffic growth in recent years. We cannot underestimate The Regional Operational Safety Committee has the role that a strong airport team plays in running recently completed drafting a handbook on airside airport operations smoothly and safely. Employees are driving to help members train workers drive safely on the critical assets that enable airports to capitalize on the apron and reduce accidents. The Regional Aviation the many business opportunities here while maintaining Security Committee has been working with airlines and high levels of safety, security and customer service. regulators to devise a more effective passenger Realizing the importance of human capital, a regional screening process. HR network formed in 2007 has led to the establish- The two Liaison Groups on IT and Environmental Management were established in 2009. The IT group 158 Asia-Pacific is the fastest growing aviation market in the member airports to participate in the newly formed ment of the Regional HR Committee, which currently drives HR initiatives in the Region. has been participating in the creation of IT standards The Regional Office has also launched the Young that promise to reduce the cost of connecting airline Executive Award of the Year, the first of its kind. It was and airport IT systems and further enhance the airport conceived with the aim of encouraging innovation and experience for passengers. The Environmental Group new ideas among young airport executives in airport is working on best practices in environmental man- management. Since its launch in 2009, there have been agement and guidelines that will help us adapt to the several outstanding presentations from promising A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ACI Fost e rs Gre a t e r Coope ra t i on i n Asi a - Pa c i f i c young executives. We foresee that they have the laid with the other regional aviation organizations such potential to drive the industry to greater heights. We as the Association of Asia-Pacific Airlines, the Asia & recognize the importance of grooming future leaders to Pacific Regional Office of ICAO and the regional travel help maintain the sustainability of the aviation industry. retail associations. Compared to other parts of the In support of this philosophy, Asia-Pacific Region has world, the aviation community in Asia-Pacific Region is almost half of the 12 ACI training centres worldwide. relatively fragmented though there are a few regional Located in Abu Dhabi, Dubai, Incheon, Hyderabad and cooperation initiatives. I would like to call for a region- Kuala Lumpur, they are all ready to fulfill the training wide technical cooperation among the airports in the and development needs of our members in the Region. Region. I believe that only through our joint effort in Following the successful regionalization of the World formulating and implementing industry standards and Business Partner (WBP) programme last January, Asia- best practices, and the sharing of experience among Pacific Region has managed to almost double the airports, will we be able to enhance the overall aviation programme’s membership to over 40 in its first year standards of the Region on the safety, security and alone. We are confident that the programme will environmental protection fronts. Together we will better continue to grow as more and more aviation service serve the travelling public, airlines, cargo shippers and providers in the region see the benefits. other airport stakeholders by promoting cooperation It is indeed my honour to have served on the Asia- among ACI members and other stakeholders to achieve Pacific Regional Board and the World Governing Board greater success of the members and the industry. X ACI Asia-Pacific’s since May 2006. As the regional President, I am very 6th Regional pleased to see the evolution of Asia-Pacific Region over Tan Sri Bashir Ahmad Abdul Majid is the President the years especially in providing support to ACI World in of ACI Asia-Pacific (www.aci-asiapac.aero) and areas of developing global technical standards, policies the Managing Director of Malaysia Airports and recommended practices. My special thanks go to Holdings Berhad. Assembly, Conference and Exhibition was held in New Delhi in April. the small but dedicated team in the Regional Office which has been working hard to grow the membership, run the regional committees and provide excellent member services over the last few years. We have a diverse group of Board members including those from among the best airports in the world. With the Board members’ guidance and conviction, I am confident that the Regional Office will continue to introduce new initiatives and create added values to the members in the region. Looking ahead, global air traffic will continue to grow to surpass 11 billion by 2030. Much of this growth will be seen in Asia-Pacific and the Middle East. As such, the airports in the Region have no choice but to gear up adequate capacity development, innovative technologies and people development so as to be wellprepared for the many challenges that will come with the remarkable traffic growth in the future. Last but not least, I urge ACI Asia-Pacific Region to continue building upon the foundations that have been A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 159 AAI Enhances Prospects of “Destination India” Manifold By Mr V P Agrawal, Chairman, AAI. As an outcome of the influx of air traffic in the past decade, AAI embarked upon a laudable plan to modernize and upgrade its airports with a dual aim, firstly, to match or outpace this increase in density, both of aircraft and passenger numbers, and secondly, to provide the country with world-class airports. Accordingly, 60 airports including Kolkata and Chennai were identified for modernization or upgrade work, the rationale being to develop the airports in state capitals and other places which have the potential to attract tourist and business travellers who would meaningfully contribute towards the economic growth of the state. The task involved was of such scale and cost intensity that the magnitude can well be gauged from the fact that AAI’s capital expenditure in its 10th Five Year Plan was Rs. 35 billion, whereas in the 11th Five Year plan it was Rs. 130 billion, an increase of almost 300%. Modernization of Kolkata and Chennai Airports cost Rs. 43 billion (Rs. 23 billion for Kolkata and Rs. 20 billion for Chennai). Most of the airport infrastructure projects have been completed or are near completion, leaving AAI standing in good stead, as the facilities provided are not only userfriendly but also of world-class standards, based on the latest state-ofthe-art technology. Therefore, I can state with confidence that the infrastructure facilities at Indian airports are looking upwards. At present there are no real problem areas which demand immediate attention for the simple reason that all critical areas have been well taken care of in our modernization plans. However, we are fully conscious of the fact that Mr V P Agrawal, Chairman, AAI. modernization and upgrading is a continuous process, to stay on par with other airports the world over. In addition to ground-based airport infrastructure, AAI has taken many strides in modernizing its CNS-ATM facilities. AAI has drawn up a masterplan for the implementation of FANS (Future Air Navigation System), this includes shifting from voice communication to digital data communication, from ground-based navigation to satellitebased navigation (i.e. GAGAN-Indian SBAS), modern radar coverage with ADS-B, multilateration etc. The implementation of the CNS-ATM masterplan will put India amongst the elite group of countries having an efficient ATM system supported by a strong and robust CNS infrastructure consisting of a digital data unit, ian ntegrated ATM automation network and a SWIM (System Wide Information Management) separation management system.The aim being to provide a safe, efficient, cost-effective and environment friendly ATM services, applying gate-togate approach and to achieve a “collaborative and coordinated global approach” to ensure the harmonization and adoption of technological solutions. To ensure that appropriate returns accrue, AAI stepped on the marketing gas pedal by taking a conscientious decision to take advantage of forums such as RDG and have put 16 of AAI’s airports on the Routes Online website which is frequently visited by major airlines and other global aviation stakeholders. AAI also participated in a big way in the RDG Forum 2010 held at Vancouver, Canada, to market its airports and announce its arrival in the global aviation arena. It was also our good fortune that we had the opportunity to host, for the first ever time in India, the 6th ACI Asia-Pacific Regional Assembly, Conference and Exhibition. This was indeed a unique forum for us to showcase our strengths and expertise to nearly 400 delegates from across the globe. It would only be apt if I were to conclude on an optimistic note by assuring all air travellers coming to India that we at AAI are managing 125 airports and the whole of the Indian and adjoining oceanic airspace as identified by ICAO. Thus, you are not only in safe hands but will also enjoy our hospitality in keeping with the true Indian traditions at our modern, world-class airports, making your visit more meaningful, pleasant and memorable. 125  SRINAGAR NOT MERE NUMBERS... But steps to put India on top  KOLKATA THIRUVANANTHAPURAM   AHMEDABAD 11 8 81 25 INTERNATIONAL AIRPORTS CUSTOMS AIRPORT DOMESTIC AIRPORTS CIVIL ENCLAVES AT DEFENCE AIRFIELDS Fly out of top-of-the-line airports to the furthest corners of the country and anywhere in the world. PAC K YO WIT H A LI TTLE HELP F UR BA G. ROM AIRPORTS AUTHORITY OF INDIA FLY AWAY. Haneda Expands into Tokyo Bay By Katsuji Doi T okyo International Airport, which is known as Haneda Airport, celebrates its 80th anniversary this year. Originally built on a 53ha site on the edge of Tokyo Bay, Haneda has been completely redeveloped on reclaimed land. It is Asia-Pacific’s second busiest airport in passenger terms and ranks fifth in the world. Haneda opened on 25 August 1931 as Japan’s first national civil airport. After World War II, the Japanese government decided to bring in a private terminal operator while retaining responsibility for airfield operations. The airport then had two runways. Japan Airport Terminal Co., Ltd. (JATCO) was established in 1953 and commissioned to construct and manage the first permanent post-war passenger terminal in cooperation with Japan’s leading companies. The terminal opened in May 1955. V Katsuji Doi: grateful for ACI support. Haneda played a great role both internationally and domestically during the years of rapid economic growth in Japan, with a new international terminal and a third runway entering service in 1970. But additional capacity was needed and work started on a second airport for Tokyo. Narita International Airport opened in May 1978 expansion of Terminal 2 and Runway D (2,500m). The and almost all international flights were transferred latter was built partly on reclaimed land and partly on a there in order to reduce congestion at Haneda. piled elevated platform so as not to obstruct the flow of the Tamagawa River. Indeed, 2010 was a milestone in the history of n Masterplan To reinforce Haneda’s role as a domestic hub, the Haneda Airport as it was fully reopened to scheduled Japanese government developed a masterplan for international flights on 31 October. Previously there had seaward expansion with new runways and terminals been some charter and regional flights, but now built in stages on reclaimed land to replace the Haneda is a gateway to Asia – connecting to Bangkok, original facilities. Beijing, Hong Kong, Seoul, Shanghai, Singapore, Taipei Work started in 1984 and the first new runway (A of 3,000m) entered service in July 1988, followed by US with destinations including Detroit, Honolulu, Terminal 1 in September 1993, Runway B (2,500m) in London, Los Angeles, New York, Paris and San Francisco. March 1997 and Runway C (3,000m) in March 2000. To cater for these flights there is a new international Along with the expansion of the airport, traffic increased passenger terminal which was built and is operated by and annual passengers reached 60 million in 2000. Tokyo International Air Terminal Corporation (TIAT) The next stage of development was the opening of under a private finance initiative. TIAT is owned by a Terminal 2 in December 2004. Terminal 2 was built consortium of companies led by JATCO. The terminal is according to the design concept of “sea” featuring a a five-story structure of 154,000m2 under a sweeping glass atrium filled with natural light. roof with 10 contact gates and 10 remote stands. As The latest developments entered service in October last year with a new international terminal, an 162 and three points in Malaysia – and to Europe and the A I R P O R T S C O U N C I L the new gateway to Tokyo, it has a “Made in Japan” theme and showcases both old and new Japan. Shops I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S H a ne da Expa nds i nt o To k y o B a y and a restaurant arcade referencing the Edo period (1603-1868) are located on the fourth floor, and on the fifth floor passengers can enjoy Japanese pop culture and a planetarium café. Meanwhile, domestic Terminal 2 has been almost doubled in area. Improvements include two new security check points in the southern departure lobby to reduce waiting time and provide fast access to the southern boarding gates. And, for the first time at an airport in Japan, there is a museum with free admission exhibiting the cultural treasures of the Hosokawa family, the lords of the former Kumamoto domain. We are serious about the environment and strive to be an eco-friendly airport with several energy-saving measures in operation at the three passenger terminals. Solar panels have been installed in six areas on the roofs As for future development, we started work on a of the domestic terminals and one car park reducing remodelling of Terminal 1 in February and aim to com- CO2 emissions by around 440 tonnes a year. In addition, plete this by the end of September. Another plan we the universal design principle to ensure access to people have is the addition of three gates at Terminal 2. If with disabilities has been adopted following guidelines demand continues to grow, a fifth runway and expan- set by the government. sion of international passenger terminal might be an Z This light-filled atrium is a focal point of Terminal 2. C Haneda Airport has been completely redeveloped on reclaimed land in Tokyo Bay. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 163 H a ne da Expa nds i nt o To k y o B a y V Haneda’s new international terminal awaits its first passengers – the terminal opened in October 2010. option to increase capacity. As one of the few 24-hour executives from different regions and airports. I have airports in Japan, which is only 15 kilometres from the made very good friends through ACI activities centre of Tokyo and less than 20 minutes by train, especially during my period as a board member, and Haneda Airport has yet more potential to be the friendships continue today. developed. However, we understand that it is essential Even though eastern Japan has been devastated for us to continue cooperating and collaborating with by the earthquake and tsunami that hit us on Narita Airport in order to ensure efficient and 11 March, reconstruction has already started and customer-oriented airport operations for Tokyo. nationwide recovery efforts are taking place. We are confident that Japan will overcome this disaster n Working with ACI and stand up again. We are truly thankful to ACI We have benefited greatly since we joined ACI in for immediately establishing airport employee relief 1998. The exchange of information with airports all funds and would like to ask for continued under- over the world regarding the latest developments in standing and support from ACI and members security measures, universal design, traffic trends and of ACI. other areas of airport operations is highly valued. It has also been a unique experience getting to know Lastly, I would like to express my sincere gratitude for all the support ACI has extended to Haneda and our company over the years. I trust that ACI will continue to develop and grow in the future. 2010 Statistics Haneda handled 64.1 million passengers (+3.4%), Congratulations on the 20th anniversary! 817,834 tonnes of cargo (+3.5%) and 342,804 movements (+2.1%) in 2010. Katsuji Doi is Executive Vice President of Japan Airport Terminal Co., Ltd (www.tokyo-airport-bldg.co.jp). 164 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S ADB Airfield Solutions in China ADB Airfield Solutions is the world market leader in the airfield lighting industry, providing solutions and products for over 2,000 airports worldwide. As a technology innovator ADB has led the way over the past 64 years with its development of technology solutions for Aviation Ground Lighting (AGL). Recent developments include the replacement of traditional lamps with LEDs, low harmonic constant current regulators, modular AGL control systems, runway incursion detection and many other solutions. Due to the rapid development of air travel in the Far East, ADB decided to augment their manu- facturing and R&D facilities in Brussels, Belgium and Columbus, Ohio with new 4,500m2 facilities, ADB Airfield Technologies Ltd, in Tianjin, China, inaugurated on 10 May 2011. This multi-million euro investment will primarily serve the Chinese, Indian and Asia Pacific regions with high quality, cost effective products and solutions, including R&D, manufacturing, local service and support. After six years of building relationships of co-operation with the industry and the regulatory authority in China this investment will strengthen these relationships to the benefit of everyone. Co-operation with the Civil Aviation University of China (CAUC) and others will ensure that the development and manufacture of products and solutions undertaken by ADB Tianjin will be suitable for local markets. In addition, ADB and CAUC have established an AGL Training School to train the increasing numbers of technicians required for this booming market, technical competency is essential for reliable and safe installations. With these developments in Tianjin, ADB plans to further consolidate its position as world market leader not only in sales but also in technical innovation. Welcome home ADB has been a significant player in the airfield lighting business since the early days of aviation. More than 2,000 airports around the world - ranging from small regional airfields to international hubs - have put their trust in ADB. Today we’re committed even more to our vocation: providing the most reliable state-of-the-art visual guidance, supported by the highest levels of customer service. Why? In a time of growing air traffic with ever larger aircraft, reliability, sustainability and efficiency are of utmost importance for airports, airlines and passengers. ADB is visibly more than just guiding aircraft. Our airfield solutions ensure optimal safety during the most critical phases of the flight. Have a safe trip and … Welcome home! www.adb-airfieldsolutions.com Shanghai goes from Strength to Strength By Adrian Giddings T he last 20 years have seen tremendous investment a 4,000m runway with two parallel taxiways. The initial in China’s airports and Shanghai Pudong has been annual capacity was for 20 million passengers and a key greenfield development. Shanghai Pudong International Airport opened in As China’s largest city and the country’s commercial and financial hub, Shanghai is a major generator of air of both of the city’s airports, the Shanghai Airport traffic. It is the home of China Eastern Airlines and its sub- Authority (SAA) was set up in March 1998. sidiary Shanghai Airlines and a focus city for Air China. Shanghai’s original airport at Longhua was sup- Shanghai Pudong’s Terminal 2 opened in 2008. 166 Expansion of Pudong focused on runway and cargo capacity initially. A parallel runway of 3,800m and a planted by Hongqiao in the 1950s, but by the 1990s second cargo handling area opened in 2005. Work then Hongqiao was reaching capacity with little room for progressed in tandem on a third runway of 3,400m and expansion. A site for a new airport was chosen in the a second passenger terminal, with both entering service Pudong New Area some 30km to the east of the city on in 2008. Under the airport’s revised masterplan two partly reclaimed land obtained from deliberate silting of more runways, a third cargo handling area, a third the local coastal plain area. The location minimized the passenger terminal and two satellites will be built potential for noise problems and offered room for boosting annual capacity to 100 million passengers expansion; the new airport’s masterplan forsaw an and seven million tonnes of cargo. ultimate capacity for 80 million passengers and six X October 1999. Meanwhile, to facilitate the development million tonnes of cargo a year. Work started in 1997 on the first phase comprising a passenger terminal, 50 aircraft stands, a cargo area and A I R P O R T S C O U N C I L Ground access to Pudong was initially only by road, but in 2004 the Transrapid rail link to Longyang Road station in Shanghai opened. Using magnetic levitation technology, this is the world’s fastest train I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S S ha ng ha i g oe s f rom S t re ng t h t o S t re n g t h service with a top speed of 431km/h. The journey time is just under seven and a half minutes. In 2010, the Shanghai metro was extended to both Pudong and Hongqiao airports. n Delivering passenger satisfaction Shanghai Pudong was rated fifth in the world in ACI’s 2010 Airport Service Quality Awards. It was highlighted that, alongside the improvements that had been made, Pudong had been the host airport for World EXPO 2010 which had attracted over 73 million visitors in its sixmonth run (though, of course, not all had arrived via the airport). Pudong also welcomes the annual international audience for the Shanghai Grand Prix. In the previous year, the airport had come fifth in the category for airports of between 25 and 40 million passengers vitality. We believe there is much to be gained by but had not been honoured in the regional or overall working together to advance our shared vision for categories, which demonstrates the strides made in urban and economic growth with a focus on delivering a high level of passenger satisfaction. sustainability for our airports.” Z The innovative design of Terminal 2 reduces transit times for passengers. From its inception to the present, Shanghai Pudong n International cooperation International Airport has developed rapidly. Fostering On 25 March 2011 a Memorandum of Understanding links with other industry leaders will set it in good stead was signed in Shanghai between the Chicago for the years ahead. X The Transrapid provides not just the quickest link to Shanghai but the quickest train Department of Aviation Commissioner, Rosemarie journey in the world. S. Andolino and the President of the Shanghai Airport Adrian Giddings is a contributing editor at ISC. For more Authority, Mr Li De Run to form a “Sister Airport” information on Shanghai Pudong International Airport, relationship. The agreement sets out a process to visit www.shanghaiairport.com. Terminal 1 is on the right in the picture and Terminal 2 on the left. facilitate the sharing of commercial, environmental and technical best practices and the formation of joint working groups in the fields of airport management, construction, IT, operations, planning and sustainable development. The commissioner stated: “On behalf of Mayor Richard M. Daley, we are honoured and proud to establish this new partnership with Shanghai Airport Authority. In Chicago and Shanghai, the aviation sector is a key component of each city’s economic 2010 Statistics Shanghai Pudong’s air traffic in 2010 totalled 40.6 million passengers (+27.2%), 3,227,914 tonnes of freight (+27.1%) and 328,507 movements (+14.2%). A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 167 Dubai International: 50 years of Growth and Vision By Anita Mehra T he industry celebrates many milestones and freight movement was up 17.7% to 2.27 million tonnes. achievements each year. And this year is no Dubai International’s performance in 2010 surpassed exception as we mark the 20th anniversary of ACI, the initial projections of 46 million passengers and 2 an organization that has played an instrumental role in million tonnes of freight for the year. the development of aviation around the globe. Dubai Airports likewise recently celebrated a landmark year with the 50th anniversary of Dubai Interna- Starting with annual traffic of a few thousand tional, which opened in 1960. Indeed, 2010-2011 will passengers during its first year of operation, Dubai go down as one of the most memorable and action- International reached one million passengers in 1974, filled periods in its history. with the five million passenger mark achieved 16 years When 2010 began, most airports around the world X traffic is growing strongly. later in 1990. Passenger traffic surpassed 10 million in were just beginning to see traffic slowly creep its way 1999. Operating at full capacity and experiencing towards 2008 levels, while Dubai, with a year-on-year unrelenting growth, Dubai International welcomed the growth rate of 9.2% and 40.9 million passengers, was turn of the century with a major addition to its celebrating its new achievement as the fastest growing infrastructure in the form of Sheikh Rashid Terminal, airport for international passengers among the top 50 also known as Concourse 1 in April 2000, more than airports as ranked by ACI in 2009. Connected to over doubling the airport’s annual capacity from 10 million 220 destinations across six continents through 150 to 23 million passengers. scheduled airlines, Dubai International was the fourth Dubai’s air n Golden jubilee Continued growth spurred on by Dubai’s economic busiest airport in the world both in terms of interna- boom and the network expansion of Emirates Airline, tional passenger and cargo traffic. soon caught up with capacity when the airport sur- The growth story continued with annual passenger traffic reaching 47.2 million, up 15.3% over 2009, while passed 20 million passengers in 2004. A mere three years later that total ballooned by another 14 million to top 34 million passengers. To accommodate the rapid expansion, on 14 October 2008, Dubai Airports turned heads globally with the flawless opening of the world’s single largest terminal building, Dubai International Emirates Terminal 3. Built for the exclusive use of Dubai’s flagship carrier Emirates Airline and including Concourse 2, Terminal 3 boosted the airport’s capacity to 60 million passengers. The year 2010 also witnessed Terminal 3 welcome its 50 millionth passenger in September – a month shy of the terminal’s second birthday. At that point Terminal 3 had handled more than 197,920 flight movements (departures and arrivals), 50 million passengers and some 70 million pieces of luggage. n Terminal 3 The terminal is the world’s largest yet its unique design coupled with state-of-the-art people transportation solutions such as travelators effectively shorten the distance from kerbside to the aircraft. Currently some 168 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Duba i Int e rna t i ona l : 50 y e a rs of Growt h a n d Vi si o n X Dubai International’s Concourse 2 and Terminal 3 opened in October 2008. 85,000 passengers pass through this terminal every day, 2011 with Al Futtaim Services Company as the and that number continues to grow. launch customer. Meanwhile, work is on track to build what will be X Phase 1 of the airport features one A380 capable the world’s largest A380 dedicated facility to continue runway, 64 remote stands, one cargo terminal with the airport’s proud tradition of keeping pace with traffic annual capacity for 250,000 tonnes of cargo and a Al Maktoum International Airport opened in June 2010. expansion. Part of the larger Terminal 3 complex, Concourse 3 will have a total of 20 contact gates, all of which will serve Emirates Airline’s growing fleet of A380s. Upon its completion at the end of 2012, C3 will increase Dubai International’s capacity from the current 60 million to 75 million passengers per annum. n Dubai World Central – Al Maktoum International The single most important highlight of 2010 for Dubai Airports came on 27 June when, with the opening of Dubai World Central – Al Maktoum International (DWC), a new chapter in Dubai’s aviation history was opened. Dubai’s airport of the future is at the heart of a major airport-city project just 40 kilometres away from Dubai International. The first phase of the project opened for cargo operations on 27 June 2010 while General Aviation operations were opened on 1 March A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 169 Duba i Z Dubai’s metro serves Dubai International Airport and there are plans to extend the metro network to Al Maktoum International Airport. Int e rna t i ona l : 50 y e a rs of Growt h passenger terminal building designed to accommodate five million passengers per year. a nd Vi si on It is an ambitious project whose goal is to position the emirate as a leading international trade centre and a Dubai World Central – Al Maktoum International will global logistics hub. Occupying an area of 140 square increase Dubai’s airport capacity to accommodate the kilometres in Jebel Ali, DWC is located next to the UAE’s 48% increase in cargo volumes from 1.9 to 3 million largest free zones (JAFZA) and the Jebel Ali Sea Port, the tonnes that is anticipated by 2015. In the long term it sixth largest container terminal in the world. In addition will serve as a multi-modal logistics hub for 12 million to the dedicated link to Jebel Ali Sea Port, it features tonnes of freight and a global gateway for the 150 links to all major UAE motorways with Al Maktoum million passengers per annum that are expected to pass International to serve as the main gateway for aviation through Dubai by 2030. and logistics companies that have already chosen DWC The airport mega-airport is at the heart of Dubai World Central aerotropolis that comprises Dubai as their base. If DWC is Dubai’s vision for the next 50 years, Logistics City, Commercial City, Residential City, Aviation its opening could not have come during a more his- City and Golf City – and considered Dubai’s biggest torically important year, for it was 50 years previously undertaking to date. on 30 September 1960 that the visionary leader of Dubai, Sheikh Rashid Bin Saeed Al Maktoum opened Dubai International. 2010 Statistics Dubai International handled 47.2 million passengers (+15.3%), 2,270,498 tonnes of cargo (+17.7%) and Anita Mehra is Vice President of Marketing and 307,283 movements (+9.3%) in 2010. Corporate Communications at Dubai Airports (www.dubaiairport.com). 170 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S The role of airports in Finland is vital The economic centres of gravity in the world are changing: Europe needs to adapt quickly. Globalization and especially the rapid economic development in Asia are underlining the importance of the aviation sector for European competitiveness. As the infrastructure of the global economy, European airports are providing the mobility for European companies and its citizens to be present in the growing markets. The role of airports is vital and cannot be replaced. Airports, both at present and in the future, need to operate in a secure, profitable and most importantly, customer-oriented way. Passengers demand the shortest door-to-door transportation lead times and seek for the highest customer satisfaction throughout their entire travel process at the lowest cost. In providing access to the world, airports need to become more creative and establish closer Samuli Haapasalo, CEO of Finavia. networks with other transportation providers as well. Finavia runs a network of 25 airports to the benefit of Finnish society and travellers using Helsinki Airport for fast connection between Asia and Europe. The Helsinki Airport gateway links 50 European destinations to 10 destinations in North-east Asia and India. This gateway position benefits Finnish society as a whole. The choice of destinations and frequencies is essential for the Finnish regions which have their global link and presence through the network of Finavia airports. Finland is dependent on easy access to global markets and Helsinki Airport is one of the cornerstones for the competitiveness of Finland. It is significant that Helsinki Airport is responsible for 3.2% of Finnish GNP. Our mission is to provide good connectivity, smoothly. Via Finland, The East is closer than you think. Helsinki Airport is the natural hub between east and west providing some of the shortest and fastest routes available. Get off to a flying start on your journey to the lands of the rising sun from one of the most modern and convenient airports in Europe today. Finavia manages 25 airports throughout Finland. www.finavia.fi Japani_ATTI_ilmo_puolisivu_183x115.indd 1 9/24/10 11:25 AM ACI Europe ACI Europe has 180 regular members operating 400 airports in 46 countries. The office is in Brussels, Belgium. Europe’s Top 10 Airports for Passengers in 2010 Europe’s Top 10 Airports for Cargo in 2010 Europe’s Top 10 Airports for Movements in 2010 Airport Passengers Change over 2009 Airport Airport London Heathrow 65,884,143 -0.2% Paris Charles de Gaulle 58,167,062 +0.5% Frankfurt +4.1% 53,009,221 Tonnes Change over 2009 2,399,067 +16.8% Paris Charles de Gaulle Frankfurt 2,275,106 +20.5% London Heathrow 1,551,405 +15% Paris Charles de Gaulle Movements Change over 2009 499,997 -4.8% Frankfurt 464,432 +0.3% London Heathrow 454,883 -2.5% Madrid 49,804,482 +2.9% Amsterdam 1,538,135 +16.8% Madrid 433,683 -0.3% Amsterdam 45,211,749 +3.8% Luxembourg 705,370 +12.2% Ámsterdam 402,374 -1.1% Rome Fiumicino 36,228,490 +7.4% Cologne 644,029 +16.6% Munich 389,939 -1.7% Munich 34,721,605 +6.2% Liege 639,669 +32.7% Rome Fiumicino 329,269 +1.5% Istanbul Atatürk 32,165,817 +7.7% Leipzig 638,491 +25.9% Istanbul Atatürk 288,243 +1.5% London Gatwick 31,378,644 -3.2% Istanbul Atatürk 466,553 +22.4% Barcelona 277,832 -0.4% Barcelona 29,197,135 +6.9% Brussels 441,442 +7.2% Zurich 268,775 +2.5% Source: ACI A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 173 ACI Members in Europe Albania Denmark Germany Airgest SpA Tirana International Airport SHPK Billund Lufthavn A/S Airport Lahr GmbH GESAC Aeroporto di Capodichino Københavns Lufthavne A/S Allgaü Airport GmbH & Co. KG GESAP Aeroporto di Palermo- Armenia Armenia International Airports CJSC Estonia Tallinn Airport Ltd Austria Flughafen Graz Betriebs GmbH Finland Flughafen Linz GmbH FINAVIA Corporation Flughafen Wien AG Salzburger Flughafen GmbH Tiroler Flughafenbetriebsgesellschaft mbH Puntaraisi Berlin Brandenburg Flughafen SACBO SpA (Milano – Orio Al Serio Holding Intl Airport) Flughafen Bremen GmbH SAVE “Marco Polo” Di Venezia Flughafen Dortmund GmbH Tessera Flughafen Dresden GmbH SEA SpA France Flughafen Düsseldorf GmbH Aéroport de Bordeaux Mérignac SA Flughafen Friedrichshafen GmbH Aéroport Châteauroux-Centre Flughafen Hamburg GmbH Aéroports de Lyon SA Flughafen Hannover-Langenhagen Verona Airports System GmbH Kosovo Prishtina International Airport JSC Belarus Aéroports de Paris (ADP) Minsk National Airport CCI d’Ajaccio et de la Corse-du-Sud Flughagen Leipzig/Halle GmbH CCI d’Angoulême Flughafen München GmbH Riga International Airport JSC CCI d’Avignon et du Vaucluse Flughafen Münster/Osnabrück Lithuania Belgium Antwerp Airport The Brussels Airport Company NV/ SA Brussels South Charleroi Airport SA Liège Airport SA Ostend-Bruges International Airport Bosnia and Herzegovina Aerodrom Mostar d.o.o. Airports of the Republika Srpska a.d. Sarajevo International Airport (BHDCA) CCI de Bastia et de la Haute-Corse GmbH Flughafen Nürnberg GmbH SE Palanga Airport CCI de Caen Flughafen Rostock-Laage-Güstrow SE Vilnius International Airport GmbH CCI de Dijon CCI de La Rochelle Flughafen Stuttgart GmbH CCI du Havre Fraport AG CCI de Limoges Greece CCI de Marseille Provence Athens International Airport SA CCI de Pau Hellenic Civil Aviation Authority CCI de Perpignan & Pyrénées Orientales CCI du Var Iceland Keolis Airport Keflavik Isavia Ltd SA Toulouse-Blagnac Société Aéroports de la Côte d’Azur Société Concessionnaire « Aéroports Dubrovnik Airport Ltd Osijek Airport Ltd de Chambéry Aix Pula Airport Ltd Société d’Exploitation de l’Aéroport Rijeka Airport Ltd de Grenoble Split Airport Ltd Société d’Exploitation de l’Aéroport Zadar Airport Ltd de Tarbes Lourdes Pyrénées Zagreb Airport Ltd Société d’Exploitation de Vatry Cyprus Europort (SEVE) Hermes Airports Ltd Société de Gestion de l’Aéroport de la Région de Lille Czech Republic Brno Airport Brno Ltd Letiště Ostrava, a.s. – Joint Stock Company Ostrava Airport Letiště Praha, a.s. – Joint Stock Company Prague Airport 174 Du Grand Ouest » Société d’Exploitation de L’Aéroport A I R P O R T S Syndicat Mixte de l’Aérodrome Biarritz Anglet Bayonne Veolia Transport Aéroport Nîmes Macedonia (The Former Yugoslav Republic of) TAV Airports Holding Co. Malta Malta International Airport plc Moldavia SE Chisinau International Airport Monaco Ireland Service de l’Aviation Civile, Héliport Connaught Airport Development de Monaco-Fontvieille Company Ltd Corrib Airport Ltd Montenegro Dublin Airport Authority Airports of Montenegro Israel Netherlands Israel Airports Authority Amsterdam Airport Schiphol Eindhoven Airport NV Italy Groningen Airport Eelde NV Aerdorica SpA Maastricht Aachen Airport BV Aeroporti di Puglia SpA (HBLM) Aeroporti di Roma SpA Aeroporto Cagliari-Elmas – SOGAER TAV Airports Holding Co. Rotterdam The Hague Airport Norway SpA Aeroporto di Firenze SpA AVINOR AS Aeroporto Friuli-Venezia Giulia SpA Skien Lufthavn AS Aeroporto G. Marconi Di Bologna Poland SpA Georgia C O U N C I L Luxembourg SA Airport Operating Plc Fraport Twin Star Airport Sofia Airport EAD Société de l’Aéroport de Budapest Ferihegy International CCI de Strasbourg et du Bas-Rhin Plovdiv Airport EAD Luxembourg Hungary Bulgaria Croatia SE Kaunas Airport CCI de Brest CCI de Reims & Epernay Management AD Latvia Airport Lodz Wladyslawa Reymonta Aeroporto Torino, SAGAT I N T E R N A T I O N A L – C E L E B R A T I N G Sp.zo.o. 2 0 Y E A R S John Paul II International Airport Krakow – Balice Polish Airports State Enterprise Slovenia RA Aeroportul Sibiu Airport Ljubljana, d.d. SN Aeroportul International Mihail Airport Maribor d.o.o. TAV Airports Holding Co. Spain Ukraine AENA Kiev-Borispil Airport Kogalniceanu Constanta SA Port Lotniczy Lublin SA Poznan Lawica Airport Ltd Satu Mare International Airport Upper Silesian Aviation Group Timişoara Traian Vuia International Airport (GTL SA) Wroclaw Airport Co. Russia Portugal JSC Ufa International Airport Aeroportos da Madeira SA (ANAM) JSC Vnukovo Airport Aeroportos de Portugal SA (ANA) Koltsovo International Airport Kurumoch International Airport Romania Aeroportul Bacau – SC Blueaero SRL Aeroportul Transilvania Târgu Mureş Moscow Domodedovo Airport Pulkovo Airport Aeroports de Catalunya BAA Plc Birmingham International Airport Swedavia AB Switzerland Aéroport de Genève Euroairport Basel–Mulhouse– Freiburg Aeroportul Oradea RA Serbia Arad International Airport Belgrade Nikola Tesla Airport PE Lugano Airport SA Baia Mare International Airport JP Airport Nis (Consiliul Judet‚ean Dolj) RA Aeroport Iasi Flughafen Zürich AG Turkey Fraport IC İ çtaş Antalya Airport Slovakia Bratislava Airport Bratislava, a.s. (BTS) United Kingdom Jönköping Airport AB Flughafen Bern-Belp – Alpar AG Craiova International Airport International Airport (ISGIA) Sweden Sheremetyevo International Airport Aeroporturi Bucuresti SA Sabiha Gökçen Sabiha Gökçen RA Aeroportul Cluj Napoca plc Bristol Airport plc Exeter and Devon Airport Ltd Gatwick Airport Limited Isle of Man Airport Jersey Airport London City Airport Ltd The Manchester Airports Group (MAG) TAG Farnborough Airport Ltd Terminal Investment and Management Inc. Paris Charles de Gaulle operated by Aéroports de Paris is Europe’s busiest airport in terms of cargo and movements and number two for passengers after London Heathrow. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 175 Portuguese “Smart Luggage” may be adopted by airports worldwide The Portuguese “Mala Segura”, or Safe Luggage Consortium has developed a smart, global luggage location and monitoring system based on the incorporation into the suitcase shell of RFID (Radio Frequency Identification), WSN (Wireless Sensor Network), and GPS/GSM (Global Positioning System) tags. The system allows users to track the location of their bags – for example, to determine whether they have been loaded into the aircraft, train or coach – by means of a simple mobile phone application. The project was carried out by ANA – Aeroportos de Portugal in partnership with three companies and two R&D academic institutes: SETSA – Sociedade de Engenharia e Transformação, Critical Software, Tecmic – Tecnologias de Microeletrónica, INOV-Inesc Inovação, and University of Minho’s PIEP – Pólo de Inovação em Engenharia de Polímeros. The solution was developed according to IATA specifications, the organization supporting the use of RFID for baggage tracking worldwide. A few selected airports already use the technology, with self-adhesive RFID labels attached to the bags’ outer case. Each label cost approximately €0.10 per passenger, and the cost is embedded in the air fare. So, it’s not hard to undestand that by incorporating the tag into the actual suitcase, that cost will be incurred only once i.e. at the time of purchase of the bag. In January 2011, the Safe Luggage Consortium submitted a patent application to the Portuguese Institute for Intellectual Property (INPI) with a view to obtaining protection for the system. The project had a duration of 30 months and a budget of €2.5 million. It was partially funded by a QREN (Quadro de Referência Estratégica Nacional) grant of €1.5 million. In 2009, 10,000 bags went missing every day at airports across the EU, and 90,000 worldwide, or 600,000 bags per week and 3 million per month worldwide, translating into a €3 billion cost to airlines. At the invitation of IATA, the Safe Luggage Consortium presented its solution at the IATA Baggage Working Group’s annual meeting – involving airports and airlines at a global level – which took place on 22 and 23 March 2011. The Safe Luggage solution was presented as a new vision in the implementation of RFID baggage tracking, and has the potential to give renewed impetus to this trend, which had effectively slowed to a halt as a result of the high cost of solutions based on throwaway RFID labels. IATA has requested the consortium to present a further in-depth study of its solution – taking into account the involvement of the luggage manufacturers and airline industry – at the next IATA Baggage Working Group scheduled for October 2011. The Safe Luggage initiative aims to make the costly problem of lost luggage a thing of the past. An Evolving Role for ACI Europe By Ad Rutten L ooking back at the 20 years that have passed since the establishment of Airports Council International as the voice of airports, the differences are stark. Consider this – in 1991 – here in Europe, there were only a handful of privatized airports and most airports were mere infrastructure providers focused exclusively on the needs of their home carrier. And at that time, the only signs we had seen of the scheduled low-cost model were the short-lived transatlantic efforts of Freddie V Ad Rutten: airports have evolved into fully-fledged Laker in 1980s. In 1991, aviation security was still living in what could universally be deemed “the good old days”, businesses in their passengers experienced minimal hassle or limitations in own right. the goods or liquids they could bring on board a flight. X ACI Europe’s In fact, aviation in Europe still had progress to make annual conference in terms of liberalization and the European Union was and exhibition was still called the European Economic Community, with held in Milan in 2010. This year the venue is Lisbon. only 12 Member States at the time. Skip forward two decades and consider that European Union now has 27 Member States, a single currency in use in 16 of those countries and a fully liberalized aviation market in which airlines and airports have been set free to compete. For the passenger, the European aviation market has made a quantum leap in those two decades. Today, a growing number of airports in Europe are privatized, with some 48% of European passengers going through airports with private shareholders. The introduction of economic regulation on airport charges has seen enormous changes, as has the legislation in effect concerning ground handling, airport slots, air passenger rights and many other relevant sub-sections of airport operations. Low-cost carriers now account for over 40% of European passenger traffic – a percentage that is rising every year. Airports have evolved into fully-fledged businesses in their own right, with corporate strategies to attract new airlines, boost non-aeronautical revenues and enhance the passenger experience. They are branded, marketed and promoted, with the same ethical and fiscal discipline demanded of any well run business. They have 360° environmental management programmes and increasingly invest in research. 178 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S An This vast landscape of changes – this business Ev ol v i ng Rol e f or ACI Eu ro pe of transformation, stepping out from the shadows of transformation – is also a reflection of what ACI represents in the region of Europe. With this shift in the our airline partners. We coordinate our efforts and share knowledge on airport industry, our role has evolved too. Alongside so many aspects of the airport business, whether it representing their interests to various European insti- concerns international aviation security measures, the tutions and national authorities, we collaborate and fall out from the many external shocks and crises to partner with our counterparts in airline associations, which our industry is often exposed or the negotiation air traffic control agencies and other industry stake- of international liberalization agreements between holders. We continue to do our utmost to guide our governments. member airports – of all sizes – through the twists and In the next 20 years, air traffic in Europe is predicted turns of regulation, the storms of today and tomorrow to nearly double, so we will have close to 2.8 billion and to keep them informed of the latest innovations passengers in Europe by 2030 – but with that kind of and best practices. growth comes many challenges, so the work of ACI Aviation has become more accessible, the world’s first truly globally integrated industry. In this regard, looks set to gain further importance in the decades to come. Happy Birthday ACI! X the foundation of ACI in 1991 was timely – esta- In the next 20 years, air traffic blishing family ties between airports in each conti- Ad Rutten is the President of ACI Europe nent – and allowing us to better coordinate our (www.aci-europe.org) and Executive Vice President work on their behalf, as an industry in the midst & Chief Operating Officer of Schiphol Group. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 in Europe is predicted to nearly double. Y E A R S 179 A Regional Airport Perspective By Tonči Peović Through deregulation and liberalization market forces have been introduced to all sectors of the aviation industry apart from air traffic management. This new approach has brought competition to the market, increasing its size and opening it up to a wider range of players. New partnerships with players from other industries and the latest information technology are integrating airports into the global economy. Hub airports need additional resources to cope with growing demand for services, both airside and within terminals. But many face constraints on capacity that restrict their ability to grow and develop. This in turn increases the premium placed on their slots. Hub airports command bargaining power over the airlines, and will become stronger in future, because they enjoy high unit revenues and high utilization of labour and equipment keeps unit costs low. While hub airports serve their local communities they are also by definition transfer points and transfer passenger traffic forms an important part of their business. Many of these passengers originate at regional airports. Thus, regional airports generate passengers for hub airports. Although they handle fewer passengers than hubs, they require the same runway systems, safety and security standards, rescue and fire-fighting capabilities and ability to staff peak-hour operations. But regional airports’ lower utilization results in higher unit costs and lower unit income and reduces their bargaining power with the airlines. Because they are not as attractive as hubs, regional airports depend on a smaller number of airline customers and have to offer a competitive “visit cost” as opposed to following ICAO’s charging policy, based on full recovery of costs. Moreover, they may have to contribute to additional price incentives for existing or new routes on the one hand, while on the other they may have to levy government-controlled fees (e.g. environmental charges) which are not under the control of airport management. At the same time, regional airports cannot cut back on passenger service and security Tonči Peović : regional airports generate passengers for hub airports. standards. They must screen all passengers and baggage, collect advance passenger information, issue boarding passes for transfer flights via other airports and carry out immigration checks. Meanwhile, opportunities for commercial activity are restricted, because passengers spend a relatively short time at regional airports, but may spend several hours at a hub airport waiting for an onward flight. Regulators make no allowances for the extra burdens that regional airports face in meeting security, safety and labour requirements, and this puts regional airport managers in a difficult position with only limited resources to meet these requirements. A further issue is that some airlines have introduced a new policy for cabin baggage called “the one bag rule”. This policy requires that ground handlers charge each passengers having more than one piece of hand baggage and ground handlers receive a percentage of the fee. In this new business model, non-aeronautical revenue from airside retail sales is limited, damaging airport business plans based on income from retail activities. ACI Regional Airports Forum Europe needs its regional airports. Without them, it will not be fully integrated and connected. We need a stronger focus on regional airports in the coming years. The ACI Regional Airports Forum is the only platform where regional airports can discuss their problems, offer solutions and communicate with regulators to make regional airports healthy and sustainable for the future. In my chairmanship I will concentrate on collecting and analyzing the performance of regional airports, in terms of revenue and cost efficiency. I will work to understand and develop regional airports’ requirements, standards and best practice guidelines. The industry needs flexible regulations that will help regional airports to become as productive as possible. The Regional Airport Forum must also send a clear message to regulators requiring a ban on measures that weaken regional airports in an effort to promote alternative modes of transport such as rail and road. Regional airports serve the local economy by connecting it to the wider EU economies and contribute to European aviation growth. One mile of road takes us nowhere; one mile of runway takes us everywhere. We need new efficient, flexible and protective airport policies to ensure that regional airports offer sustainable, safe, secure and high-quality service in the long term. Without such policies, airports will struggle to generate income to cover their costs and to provide the capital expenditure that our users require. Tonči Peović is the Chairman of the ACI Regional Airports Forum and General Manager of Zagreb Airport (www.zagreb-airport.hr). The Regional Airports Forum now comprises some 138 ACI Europe members (some of which manage more than one airport) plus six national airport associations and 10 World Business Partners. The Forum seeks to highlight the challenges and opportunities which are specific to regional airports and has raised their visibility with EU institutions. HAPPY BIRTHDAY ACI! You are not getting older, you are getting better. Wishing you all the best for your 20th anniversary! www.zagreb-airport.hr Record Growth for Munich By Michael Kerkloh A s ACI was being set up, Munich was nearing transport hub marked a new high point in this rapid completion of Europe’s first major greenfield upward trend. airport in two decades. A new airport to replace million passengers. The gain of 2 million passengers over capacity for growth. the previous year represents a 6.2% increase. This is Munich Airport is owned and operated by Flughafen by other German and European airports, where and is owned by three shareholders: the State of Bavaria passenger traffic was up by just 4.7% and 4.2%, has a majority share with 51%; the Federal Republic of respectively. As a result, among its cohorts in the list of Germany holds 26%, and the City of Munich has a 23% Europe’s busiest passenger airports, Munich is yet again stake. Munich Airport, located approximately 30 kilo- among the top group in terms of growth. As for the total metres north-east of the Bavarian capital, opened in passenger count, Munich Airport was number seven in 1992 with two 4,000m runways. FMG staff and moving the list of Europe’s top 10, as in the previous year. Munich showing the original terminal on the left and Terminal 2 on the right. 182 An important move for the future development of entire airport operation overnight from Riem to the new our airport was made in December 2010 when the site on 16-17 May 1992. Lufthansa and FMG boards cleared the way for the Munich has surged ahead in recent years to become An aerial view of significantly stronger than the industry average achieved München GmbH (FMG), which was founded in 1949 crews performed the prodigious task of relocating an X Last year Munich Airport handled a record 34.7 Riem with its single runway was needed to provide realization of the terminal satellite on the eastern apron. a driving force behind the growth of the European air With this decision, we can now – pending approval by transport sector by posting growth rates unrivalled by the responsible committees of our shareholders – start any other German airport, and is the only airport in construction in the fall. Germany to gain and hold a place alongside Frankfurt We will implement this capacity expansion project on the worldwide aviation map. The initiation in 1995 under a joint venture with Lufthansa like the one that of Munich Airport’s development as an international air proved successful in the planning and operation of A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Re c ord Growt h f o r M u n i c h C The hub operation of Lufthansa and its Star Alliance partners is driving Munich’s growth. Terminal 2, which opened in June 2003. As with the various traffic flows in the short-, medium- and Terminal 2, FMG and Lufthansa will share ownership long-haul segments. From the travellers’ standpoint this and costs related to the construction of the satellite on means having a wide selection of connecting flights a 60:40 basis. After receiving approval from the two available shortly after arriving in Munich to take them boards we immediately began to plan the implemen- to their final destinations. In 2010, the Munich hub tation of the project. The satellite terminal is scheduled offered this high level of connectivity with a total of 242 to go into operation in 2015 and will then give us destinations in 69 countries. By comparison in 1995 – additional handling capacity for 11 million passengers a year. With this increase in capacity we are gaining 52 Munich Salutes ACI on 20th Anniversary gates and 27 aircraft parking positions with direct Dr Michael Kerkloh, Munich access to the terminal building. Airport CEO, congratulates ACI, While the satellite has already received official saying: “For our global airport planning permission, we are still awaiting the final industry it is important to have a ruling from the District Government of Upper Bavaria on partner, who not only combines planning permission for a third runway. A ruling in our favour would actually automatically entail permission to the interests of all major airports worldwide, but also enables us to speak with one voice. Thus ACI begin construction immediately. However, we expect a will help us to cope with the legal challenge to be filed against this ruling, and challenges increasing air traffic therefore do not want to start until the matter is settled will bring in the future.” in court and the appropriate committee resolutions are passed by our shareholders. The decisive characteristic of a high-performance air transportation hub is its ability to efficiently network A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 183 Re c ord Z An artist’s impression of the new satellite terminal (foreground) which is due for completion in 2015. Growt h f or M uni c h the first year of our hub development – we had just 189 carbon dioxide emissions. The Level 3 accreditation destinations. The efforts to build up Munich’s route granted to the airport corresponds to the “Optimization” network are beneficial first and foremost to individuals performance level. Under the ACI categories, the and the overall economy in Bavaria, as travellers from Optimization standard is recognized for airports that Munich gain access to an ever-increasing number of demonstrate effective and sustainable efforts to avoid non-stop destinations. CO2 emissions. Munich is the first airport in Germany to The systematic and continual development of hub traffic at our airport over the past 15 years has led not receive this accreditation level from ACI. The Munich Airport of tomorrow, where we would only to an increase in quantity, but has also enhanced like to welcome the athletes and spectators of the the quality of hub traffic here. In other words: Munich Winter Olympics in 2018, is thus taking shape. After has consolidated its status as a European hub. The successfully rounding off 2010 with important steps for connecting and feeder flights to the European regions our company’s future, we can look forward to fully are no longer operated with 50-seat turboprop planes; utilizing the enormous opportunities and possibilities now they are served with modern jets with up to three now open to Munich Airport. Last year was also marked times that capacity. Long-haul destinations previously by Munich winning Best Airport in Europe in the 2010 served only three or four times a week from Munich Skytrax Airport Awards survey, an accolade the airport now appear on the timetable every day, and sometimes had captured several times already. even have two or three daily flights. Lufthansa, which managed the early stages of With a strategic location at the heart of Europe and its unique partnership with Lufthansa, Munich Airport’s Munich’s hub development from Frankfurt, treating it as mission is to become the most efficient and most something of a side project, now bases a fleet of 125 attractive large hub in Europe. aircraft in Munich, and operates a separate traffic centre here. This is equivalent to 50% more aircraft than are Dr Michael Kerkloh is the CEO of Flughafen München operated by such carriers as Austrian Airlines or Swiss in GmbH (www.munich-airport.de). their home countries. 2010 Statistics n Environmental sustainability Munich handled 34.7 million passengers (+6.2%), Munich Airport undertakes a range of efforts to save 286,820 tonnes of freight (+25.2%) and 389,939 energy and reduce pollution. ACI Europe has officially movements (-1.7%) in 2010. certified Munich Airport’s successful measures to reduce 184 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Madrid – Prepared for the Future T wo decades ago the Berlin Wall had recently fallen, the current T4 and its satellite building, T4S, opened. the front pages of major newspapers around the The numerous prizes awarded to the facilities prove the world dealt with the first Gulf War, mobile phones quality of the infrastructure and the efficiency of its were brick-sized devices available to relatively few and operation. They include Best European Airport 2008 hardly anyone knew the internet existed. In Spain, the (over 25 million passengers category), granted by ACI country was devoting its best energies to preparing for Europe, and the 2006 RIBA Stirling Prize awarded by the the Olympic Games in Barcelona and the Universal Royal Institute of British Architects, which is commonly Exhibition in Seville. They were both held in 1992, the known as the Nobel Prize of Architecture. year Madrid hosted the 2nd ACI World General Assembly. Since then, the world has witnessed an extraordinary n Looking forward succession of changes. As the Canadian Marshall One of the areas for improvement that Madrid-Barajas McLuhan said, the planet has become a huge global Aiport has defined as strategic for the coming years is village whose inhabitants share, increasingly, common the increase of its connectivity with other means of interests and needs that go beyond all kinds of borders. transportation. Thus, the easy access to the airport by The evolution of communication systems and air private car and the wide range of public transportation transport occupies a key place in this transformation. (by Metro it is possible to reach Madrid’s city centre in less than 15 minutes and for only €2) is going to be Over the last 20 years, Madrid-Barajas Airport has become the natural bridge between Europe and Latin reinforced by the arrival of the high-speed train (AVE) in America, having reinforced its position as a hub airport 2012, which will help to promote intermodality. with nearly 200 direct connections to destinations Another strategic aim for Madrid-Barajas is the worldwide. Aena (Aeropuertos Españoles y Navegación responsible integration of the airport in its surround- Aérea) has invested $8.8 billion at Madrid-Barajas to ings, minimizing its impact on the environment and boost capacity to 70 million passengers annually and promoting climate protection. Indeed, Madrid-Barajas 120 movements per hour (currently 50 million passengers was the first of Aena’s airports to implement so-called a year and 98 movements per hour are handled). The “green landings”, the continuous descent approach airport was the fastest growing in Europe in the period 2000-2010 and is now ranked fourth in terms of C The redevelopment passenger traffic and aircraft movements. of Madrid-Barajas Back in the early 1990s, Madrid was handling 16 has given the airport two sets of million passengers a year and had two intersecting parallel runways runways which limited capacity. A masterplan was and a second developed under which one of these runways would be terminal complex. closed and three new ones built. The airfield expansion went hand-in-hand with the development of a second passenger terminal complex designed by Richard Rodgers and Carlos Lamela comprising a main building and a satellite reached by underground people mover. Madrid was privileged in having space to expand given that the airports of many European capital cities face significant limitations on their growth. The first of the new runways opened in 1998 together with a new control tower and the others followed in 2004. Then in 2006, the new terminal area that includes A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 185 M a dri d Z Madrid’s awardwinning Terminal 4 opened in 2006. – P re pa re d f or t he Fut ure which reduces CO2 emissions and fuel consumption by Passenger service is an area of the highest rele- an average of 25% for each landing as well as reducing vance for the airport. Following Aena’s guidelines, noise. In addition, Aena has invested close to €163 Madrid-Barajas offers a high-quality service for million in sound insulation of some 13,000 dwellings in passengers with reduced mobility. This commitment the vicinity of the airport. to the disabled has been recognized this year by the Telefonica Ability Awards handed to Aena in the category of public institutions. In relation to the Aena Salutes ACI on 20th Anniversary information process, Madrid-Barajas is implementing Juan Ignacio Lema Devesa, President of Spanish Airports and a new passenger service called “Virtual Hostess”. This Air Navigation, Aena, a public project includes a network of touch screens distributed company that manages 47 throughout the airport, offering passengers the airports, two heliports and opportunity to manage their personal questions or, Spanish air navigation services, if they prefer, contact with a personal agent via says: “ACI and Aena have followed videoconference. parallel paths. Both were created Thanks to the efforts of the past years, Madrid- in 1991 and have been leading players in the vertiginous Barajas has innovative and attractive facilities equipped evolution of air transport during with the latest technology to offer passengers greater these last 20 years. ACI has played mobility, speed and efficiency, which together with the a major role representing the modern baggage handling systems, shopping areas and airports’ voice at the international the expansion of the airfield, make Madrid one of the regulatory organizations and its influence has been key to support the promotion of an increasingly liberalized air premier airport capitals of the 21st century. Aena has transport system that simultaneously has to be safe, secure and environmentally done its homework, and the airport is ready to friendly. In other words, ACI has helped lay the foundations that have allowed accommodate the increased demand expected in the Aena grow in an orderly manner to become the biggest airport operator coming years. In this new phase of growth of air worldwide in terms of passenger traffic. I congratulate ACI for its work and wish the organization another 20 years of success that will be also successful years for the whole international airport community.” transport, Madrid-Barajas will focus its efforts on improving levels of safety, quality and service for its passengers and customers in all areas. 186 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S YOUR JOURNEY BEGINS AT THE AIRPORT At Aena we strive to make our passengers’ experiences at our airports pleasant and full of possibilities. This is why we are constantly improving our facilities to offer better infrastructures and services. All so that you can enjoy trouble-free travel and all that our airports have to offer. Find out about everything necessary for your journey through the information sources we make available to you. Be informed before travelling: 902 404 704 (+34) 91 321 10 00 Follow us on: www.aena.es @aenainformacion SHORTENING DISTANCES. BRINGING PEOPLE CLOSER. www.fomento.es ACI Latin AmericaCaribbean In Latin America-Caribbean ACI has 60 regular members operating over 200 airports in 35 countries. The ACI Latin America-Caribbean regional office is in Quito. Latin America-Caribbean’s Top 10 Airports for Passengers in 2010 Latin America-Caribbean’s Top 10 Airports for Cargo in 2010 Latin America-Caribbean’s Top 10 Airports for Movements in 2010 Airport Passengers Change over 2009 Airport Tonnes Change over 2009 Airport São Paulo Guarulhos 27,432,346 +22.8% Bogota 526,844 +17% Movements Change over 2009 Mexico City 339,898 -2.3% Mexico City 24,130,535 -1.1% São Paulo Guarulhos 430,850 +12.6% São Paulo Guarulhos 250,493 +19.5% Bogota 18,762,502 +26.8% Mexico City 397,142 +22.3% Bogota 240,527 +14.8% São Paulo Congonhas 15,441,789 +13.2% Santiago 285,436 +11.6% São Paulo Congonhas 204,943 +6% Brasilia 14,824,113 +17.2% Lima 271,794 +17% Brasilia 176,326 +8.6% Rio de Janeiro Galeão 12,605,637 +4.1% Campinas 255,008 +38% San Juan 159,584 -3.6% Cancun 12,571,713 +11% Buenos Aires Ezeiza 212,890 +30.8% Caracas 139,727 -3.7% Santiago 10,315,319 +14.3% San Juan 181,703 -7.8% Guadalajara 133,323 +1.2% Lima 10,281,369 +17% Quito 169,571 +19.2% Rio de Janeiro Galeão 122,945 +3.1% 8,830,688 +0.7% Manaus 157,157 +10.2% Lima 120,497 +14.8% Caracas Source: ACI A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 189 ACI Members in Latin America-Caribbean Antigua & Barbuda V. C. Bird International Airport Sociedad Aeroportuaria de la Costa SA – SACSA Costa Rica Aeropuertos Argentina 2000 SA Aeris Holdings SA Aeropuerto de Bahia Blanca Aeropuertos del Neuquen SA (ANSA) London Supply SACIFI Bahamas Nassau Airport Development Company Cuba Empresa Cubana de Aeropuertos y Peru Aeropuertos Andinos del Perú (ECASA) MBJ Airports Limited Dominican Republic Martinique Aeropuertos Dominicanos Siglo XXI Chambre de Commerce et SA – Aerodrom Punta Cana International Airport Dutch Caribbean Aruba Airport Authority NV Costa do Sol Operadora Aeroportuária SA Empresa Brasileira de Infraestrutura Aeroportuária – INFRAERO Sinart Sociedade Nacional de Apoio Rod. Tur. Ltda Ecuador Corporación Aeroportuaria de Corporación Quiport SA Terminales Aeroportuarias de Guayaquil SA – TAGSA El Salvador Comisión Ejecutiva Portuaria Autónoma – CEPA French Guiana Cayman Islands Cayman Islands Airports Authority Chile Aeropuerto Internacional Arturo Merino Benitez Aeropuertos del Caribe SA – ACSA Aeropuerto Internacional El Dorado Opain SA 190 Chambre de Commerce et d’Industrie de Guyane Lima Airport Partners SRL (LAP) d’Industrie de la Martinique Saint Lucia Saint Lucia Air & Sea Ports Mexico Authority Administradora Mexiquense del Aeropuerto Internacional de la St Christopher & Nevis Ciudad de Toluca – AMAIT Nevis Air & Sea Ports Authority St Christopher Air & Sea Ports Aeropuerto de Chichén Itzá Authority Aeropuertos y Servicios Auxiliares St Vincent & the Grenadines (ASA) Airports Department of St Vincent Grupo Aeroportuario de la Ciudad & the Grenadines de México SA CV (AICM) Surinam Servicios Aeroportuarias del Centro Airport Management Norte SA DE CV – OMA Servicios a la Infraestructura Trinidad & Tobago Aeroportuaria del Pacífico SA DE CV – GAP Chambre de Commerce et Guyana Cheddi Jagan International Airport Airports Authority of Trinidad & Tobago Netherlands Antilles Uruguay Curaçao Airport Partners NV Aeropuerto Internacional de Punta Flamingo Airport del Este Princess Juliana International Guadeloupe d’Industrie de Pointe-à-Pitre Colombia (AAP) Aeropuertos del Perú (ADP) Aeropuertos del Sureste – ASUR Cuenca – CORPAC Brazil Civil – DINAC Airports Authority of Jamaica – AAJ Grantley Adams International of Operations – BIA Dirección Nacional de Aeronáutica Jamaica La Romana International Airport Bermuda Government Department Paraguay Honduras Servicios Aeronáuticas SA Barbados Bermuda Tocumen SA Interairports SA Aeropuerto Internacional del Cibao Airport Inc. – GAIA Panama Autorité Aéroportuaire Nationale – AAN Argentina – AA2000 Haiti Aeropuerto Internacional General Airport NV Césareo L. Berisso Nicaragua USA Empresa Administradora de Miami-Dade Aviation Department* Aeropuertos Internacionales Corporation *Is a regular member of both ACI Latin AmericaCaribbean and ACI North America A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Great Opportunities and Challenges for ACI-LAC By Philippe Baril T his is a time of great opportunities and challenges for the airport industry in Latin America and the Caribbean, and of great significance for the future of our organization. It is encouraging to note that the recent global financial crisis which gravely affected the whole industry has turned into an opportunity for airports in the region. This economic contingency forced many of V Philippe Baril: financial crisis has turned into an opportunity for airports. X ACI-LAC’s annual assembly and exhibition was held in Bermuda in 2010. This year the venue will be Montego Bay. our airports to adopt more efficient procedures and practices that allowed operational costs to be reduced without undermining the quality of the service provided. With a general recovery underway, this is an auspicious moment to look back at past developments and consider the future – a future which will not be free of problems but which is undoubtedly promising. In recent years, our region has experienced positive economic growth and social development, which has been reflected in sustainable traffic performances in passenger, cargo and aircraft movements. Continuing growth means that airports need to make new investments, modernize services and improve passenger and cargo operations. ACI-LAC, the Airports Council International Latin America and the Caribbean, as the organization that represents airports in the region, has developed a series of initiatives to support and contribute to the wide range of services that this complex industry demands. Since its establishment 20 years ago, our organization has contributed to the development of the airport industry, a key element for the wellbeing and progress of our peoples throughout the continent. During this remarkable period, ACI-LAC has served the airport and aviation industry by means of a variety of services including training opportunities, industry conferences, publications, traffic reports, advocating and representing the airports’ position in aviation regulatory meetings, among others. At ACI-LAC our work is based on a strategy with four core objectives: n To promote greater regional airport participation in order to show that being part of our organization is 192 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Gre a t Opport uni t i e s a valuable asset, thus increasing ACI membership – a nd Cha l l e ng e s f o r ACI- L AC This four-point strategy seeks to foster further reincorporating members or including new ones. development in the airport industry, not only with n To implement a strategic plan for ACI-LAC that our region in mind, but on a global scale as our defines relevant activities in which the organization should actively take part and strategies aligned with contribution to the advancement of ACI. At ACI-LAC we are committed to the future of our the objective of defending our regional airports’ organization at a regional and global level, since ACI interests and serving their needs. is a key player in the international air transport n To enhance the ACI-LAC committees in order to system with a proactive and influential voice. We become active in airport and aviation industry policy have strengthened our organization’s goals and making. The main objective is to promote the strategy in a very solid way, orienting them towards participation of airport specialists in committee the development of a safe, efficient and sustainable meetings. To accomplish this we will find the most airport system that will benefit the community of air pragmatic solutions and follow the examples of transport users as a whole. other ACI regions. X To mark the In closing, I would like to join all airport members n To reinforce training programmes in order to guaran- of ACI in celebrating this 20th Anniversary. offices in Quito in tee that the region will always have affordable pro- 2010, an Aviation fessional-grade courses oriented towards our airports Philippe Baril is the President of ACI Latin America- readily available. These training courses will always Caribbean (www.aci-lac.aero) and President of be coordinated in conjunction with ACI World. Corporación Quiport S.A. A I R P O R T S C O U N C I L inauguration of the new ACI-LAC I N T E R N A T I O N A L – C E L E B R A T I N G Industry Round Table was held to discuss regional collaboration. 2 0 Y E A R S 193 reserved for ad – panama tocumen reserved for ad – panama tocumen A Successful Redevelopment for Mexico City By Héctor Velázquez y Corona M exico City’s Benito Juárez International Airport (AICM) is Mexico’s main gateway and, because of its geographical location at the heart of the Americas, guarantees superb connectivity with countries around the world and especially with the United States of America. The airport’s origins go back to the late 1920s when it was known as Balbuena. After World War II, it was redeveloped and a new passenger terminal opened in 1952. This has been steadily expanded and a second terminal entered service in November 2007, while the capacity of the taxiways and aprons has been increased. The airport was renamed after Mexico’s 19th century V Héctor Velázquez y Corona: AICM benefits as a member of ACI. President Benito Juárez in 2006. Today, the AICM infrastructure comprises two parallel runways which can handle up to 61 movements an hour, the two passenger terminals and 97 aircraft stands (56 contact and 41 remote). To ease passenger transfers between the two ter- X Aerotrén has been a great success in aiding passenger transfers. The extra space afforded by Terminal 2 provides a minals there is an automated people mover known as much more comfortable experience for both passengers Aerotrén. This has a total length of 3km with a journey and staff and has allowed us to increase service effici- time of 4.5 minutes and was used by more than ency at the airport compared to the previous single 1.3 million passengers last year. The system can be terminal configuration. upgraded in order to cope with future demand. It’s also important to highlight the new safety programmes initiated by AICM’s management, which have decreased the potential for criminal activity to take place in the airport to the benefit and protection of all our customers. The redeveloped infrastructure offers sufficient capacity to cater for an increase in annual passenger traffic to 32 million compared to the 24.1 million passengers handled in 2010. This makes AICM the number two passenger airport in ACI’s Latin AmericaCaribbean region although it is the busiest in terms of aircraft movements. Meanwhile, cargo traffic is growing strongly. AICM has become an important economic sector in its own right. Around 250,000 people walk through the facilities every day; everyone from passengers, visitors and employees can enjoy large and comfortable waiting rooms, five star hotels, handicapped-accessible facilities, VIP lounges, phone booths and internet, three parking lots with a capacity for 6,500 cars, areas for cultural 196 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S A S uc c e ssf ul Re de v e l opme nt f or M e x i c o Ci t y Other programmes developed by ACI have 2010 Statistics contributed to the improvement of services offered Mexico City handled 24.1 million passengers (-1.1%), 397,142 tonnes of cargo (+22.3%) and 339,898 to airport users. We have also had the opportunity to movements (-2.3%) in 2010. participate in specific studies, organized by the ASQ and international forums, into service quality in airport environments. XX exhibitions, banks and carrier services, and both The spacious restaurants and fast food areas. Terminal 2 has Héctor Velázquez y Corona is the Managing For those whose onward journey is within Mexico enabled increases Director of Mexico City International Airport the airport offers excellent ground links. For journeys in service efficiency and comfort. (www.aicm.com.mx). within the city limits 1,485 taxis from six different cab companies are on hand, averaging 6,000 trips each day serving more than 20,000 people. The airport is connected to the metro system and there is also bus transportation available for those travelling to cities in nearby states such as Cuernavaca, Pachuca, Puebla, Querétaro, Tlaxcala and Toluca. n AICM benefits as a member of ACI As an ACI member, AICM draws benefit from ACI’s reports on the worldwide airport industry, such as airport flow statistics and operational data, and from publications containing information relating to the experiences, projects and innovations of other airports in safety, operational and commercial matters. This information has been of great value to AICM, representing an essential tool for improving decision making within the airport’s administration. ACI membership also allows us to participate in a range forums and international conferences with excellent opportunities to meet and share experiences with airport executives from around the world. Also worth mentioning are the different programmes ACI has implemented, such as the Airport Service Quality (ASQ) programme, a benchmarking study that evaluates the service quality that airports offer to their passengers, which AICM has been a member of since 2006. Through this programme, it has been possible to measure and quantify the service quality that AICM offers in relation to the airport industry as a whole, and several air terminals around the world in particular, allowing us to identify both strengths and opportunities for improvement. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 197 A New Modern Airport in the Andes By Benjamín Ortiz C orporación Quiport is an international consortium 1,500ha site is 400m lower and 10 times bigger than of Canadian, Brazilian and American enterprises the existing airport, which will free airlines from the that are leaders in the airport business. As of 2005, current operational constraints. Once NQIA opens its it has been managing and operating Mariscal Sucre International Airport in Quito, the capital of Ecuador, doors, the Mariscal Sucre site will be turned into a park. NQIA’s 4,100m runway will offer airlines improved through a concession granted by the Ecuadorian take-off performance with more payload and fuel Government. Quiport is also in charge of the develop- capacity, avoiding the need for a refuelling stop on ment, design, financing, construction, operation and long-haul flights. And the fact that the runway management of the New Quito International Airport approaches will no longer be over populated areas will (NQIA), which is being built on a greenfield site and is ensure safer operations. The 41m-high control tower due to open in 2012. – the highest in South America – will be equipped with The $640 million NQIA project aims to develop the airport industry not only in Ecuador, but in the whole state-of-the-art air traffic control technology. A single passenger terminal for domestic and region as a business centre with significant commercial, international passengers will offer enhanced levels of tourism and export activities. Traffic handled at Mariscal service and comfort as well as operational efficiencies Sucre International Airport has increased steadily in the compared to the current facilities. Passengers will find a past few years, but the airport is hemmed in by the city variety of exclusive quality products and services in a with no scope for further expansion. Moreover, its high comfortable environment, with first class service. The altitude (2,800m) and a runway length of 3,120m mean terminal is being constructed with fire-resistant tech- that long-haul flights face weight restrictions on take-off. niques and materials that will also withstand high- NQIA is being built in a valley about 23km from Quito to the highest international standards. The intensity earthquakes. The 38,000m² building will have six gates with loading bridges in the first phase and has V NQIA is nearing completion and will open in 2012. 198 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S A N e w M ode rn Ai rport i n t h e An de s been designed for modular expansion. There are 45 parking stands in total. The cargo area is strategically located close to areas of flower cultivation (cut flowers are one of Ecuador’s major exports) and a future industrial free trade zone. The cargo terminal has been designed to allow crossdocking from the trucks to the cold rooms, and then to the aircraft. It has greater refrigerated storage capacity than is available at Mariscal Sucre, while the ramp and taxiway layout will allow more efficient aircraft manoeuvring. With round-the-clock operations, exporters and importers will be able schedule more convenient times for their shipments. also programmes in place for storm water management Z NQIA’s control n Environmental standards and control of dust raised during construction activities tower will be the NQIA is a remarkable enterprise that meets the highest in the dry plains of the Andes. highest in South technical standards with an extensive effort focused on The New Quito International Airport will be a first the development and welfare of the community, as well class infrastructure that will include an efficient and safe as on environmental care. runway, a new road system, a free trade zone, complement- Prior to the start of work on the new airport a full ary services and related installations. This greenfield air- environmental and social impact assessment was carried port will be much more than an airfield; Quito’s new air- out. Since construction started, strict environmental port will be a catalyst of economic and social progress that standards have been observed and good relationships will promote growth of tourism and exports, increase maintained with neighbouring communities. As a result, employment opportunities and boost national pride. America. X Quito’s Mariscal the United Nations has honoured Quiport with two international awards for its care for the environment Benjamín Ortiz is the Director of External Communi- and its corporate social responsibility programmes. cations at Corporación Quiport S.A. (www.quiport.com). Sucre International Airport has no room to grow. In line with Quiport’s recognition of the importance of environmental protection, 2,600 Acacia saplings (Acacia Macarantha) have been planted surrounding the new airport. These trees are native to dry forests in the Ecuadorian Andes and will compensate for the 2,360 trees removed from the area of the new airfield. In regards to noise pollution caused by normal airport operations, Quiport has developed a plan to place sound sensors with a limit of 65 decibels in order to reduce the impact of airport operations. There are 2010 Statistics Quito handled 5 million passengers (+6.3%), 169,571 tonnes of cargo (+19.2%) and 83,786 movements (+1.6%) in 2010. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 199 Facing the Challenge of Growth at São Paulo Guarulhos By Edvaldo Pereira Lima T he pressures are mounting on Brazil’s top As a result, the Brazilian President, Dilma Rousseff, passenger and cargo gateway and ACI-LAC’s has announced that the management and development busiest airport in terms of passengers, São Paulo of Guarulhos and two other major airports (Campinas- Guarulhos “Governor André Franco Montoro” Viracopos and Brasília) will be privatized with Infraero International Airport. A $760 million redevelopment retaining a 49% share. The details are being worked out programme will provide relief and part-privatization is and the bidding process is to be announced by the end now being planned. of 2011. The Federal government is also studying the Guarulhos is one of three airports serving Greater São Paulo, which is the largest metropolitan area of possibility of privatizing Rio de Janeiro Galeão and Belo Horizonte Confins. Brazil with a population of 19.6 million people and its main business and industrial powerhouse. Congonhas is n A glimpse back in time São Paulo’s original airport, just 8km from downtown Back in 1940, the Federal government decided to build an and number two in Brazil for passengers, while 99km air base to protect the city of São Paulo, then rapidly grow- away from the city lies Viracopos International Airport ing as the major business centre of Brazil. The wealthy – Campinas, ranked 11th for passengers and number Ribeiro and Guinle families donated part of a farm at two for cargo. the nearby city of Guarulhos (some 25km from down- Brazil’s air traffic is booming. At Guarulhos both domestic and international passengers increased by over town São Paulo) and so the São Paulo Air Base became operational in 1941; it was popularly known as Cumbica. 21% in 2010, and the country’s hosting of a series of Meanwhile, commercial aviation operations used major global events including the FIFA World Cup in Congonhas. By the late 1950s, it became clear that lack 2014 and the Olympic Games in 2016 will boost traffic of space meant Congonhas could not be expanded to further. Infraero, the Federal government company in handle large jet aircraft so the existing airport at charge of managing the top 67 airports of Brazil, has a Campinas was redeveloped with a 3,240m runway. $5.75 billion programme for the 2010-2014 period but Cumbica handled some early jet operations until more investment in airport infrastructure is needed to Viracopos International Airport was able to take over handle the growth. São Paulo’s long-haul operations from October 1960. V São Paulo Guarulhos currently has two passenger terminals. 200 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Fa c i ng t he Cha l l e ng e of Growt h a t S ã o Pa ul o Gu a ru l ho s At the time, Brazil’s major international hub was Rio 14,000m2 terminal, but the Ministry of Defence has de Janeiro Galeão. decided that a third runway is not to be built. However, 1960 was also the year the Federal capital Work on the necessary ramp and taxiway upgrades is moved from Rio de Janeiro to Brasília, which would in currently in hand under a technical and finance time reduce Rio’s traffic potential. In contrast, São Paulo agreement signed with the Brazilian Army. The Army is maintained a strong pace of growth and the long to finish phase one of the upgrade by January 2012. The surface journey to Viracopos – up to a two-hour drive agreement also encompasses earthmoving work for the from downtown – became increasingly inconvenient. third passenger terminal. The decision was taken in 1977 to develop Cumbica The new cargo terminal will be ready later in 2011 into a new airport while retaining the São Paulo Air while phase one of Terminal 3’s construction is Base. Local engineering company IESA prepared a scheduled to be completed by November 2013. An master plan calling for two parallel runways and two additional car parking garage will also be built to more passenger terminals each with an annual capacity of 7.5 than triple capacity to just under 10,000 cars. million passengers. A third runway and two more In the meantime, a new international boarding area passenger terminals were proposed for future expansion. Work began in August 1980 on the first stage of the was opened in April 2011 at Terminal 1, allowing an increase from 14 to 20 immigration service booths and plan, involving construction of a 3,000m runway similar expansion is scheduled for Terminal 2. Three (09R/27L) and Terminal 1 by a consortium of Camargo temporary operating modules are also being built, and Corrêa and Constran. Guarulhos opened on 20 January the first with a capacity of 1 million passengers/year is 1985 when a Varig Boeing 747-200 arrived from New expected to be fully operational by the end of 2011. York JFK. Gradually airlines transferred international The Brazilian boom has strained Guarulhos’s infra- flights from Viracopos, while domestic operations structure but the opening of Terminal 3 will allow started in August 1985. service levels to be enhanced. Under phase two of development, the second X runway of 3,700m (09L/27R) entered service in 1989 Edvaldo Pereira Lima is an international aviation writer and Terminal 2 opened in July 1993. based in Brazil. The airport has two parallel runways. n Growing traffic Beginning in 1994, Brazil stabilized its economy, paving the way for solid growth throughout the rest of the decade. Traffic at Guarulhos fell back in 2001-2003 but then grew strongly. It surpassed the original design capacity of 15 million passengers in 2005 and the two terminals’ gate concourses were extended to cope. Low-cost carriers such as Gol have stimulated the domestic market, while Brazil’s growing international importance has attracted new entrants such as Air China, El Al, Emirates, Qatar Airways, Singapore Airlines and Turkish Airlines. The central element of the $760 million Guarulhos redevelopment programme is a third passenger terminal with an annual capacity for 15 million passengers. Cargo capacity is also being increased with a new A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 201 1,650 AIRPORTS. 179 COUNTRIES. 1 VOICE. Celebrating 20 years of bringing the world’s airpor ts together. Thank you, Airports Council International, for your unwavering commitment to promote the common interests and per formance excellence of airpor ts around the globe. SAN DIEGO INTERNATIONAL AIRPORT SAN.ORG © 2011 San Diego County Regional Airport Authority. All rights reserved. ACI North America In North America ACI has 186 regular members operating over 300 airports in two countries. The ACI North America regional office is in Washington DC. North America Top 10 Airports for Passengers in 2010 North America’s Top 10 Airports for Cargo in 2010 North America’s Top 10 Airports for Movements in 2010 Airport Passengers Change over 2009 Airport Atlanta 89,318,779 +1.5% Chicago O’Hare 66,665,204 Los Angeles 58,914,922 Dallas/Fort Worth Denver New York JFK Tonnes Change over 2009 Airport Movements Change over 2009 Memphis 3,916,937 +5.9% Atlanta 950,119 -2.1% +3.3% Anchorage* 2,591,249 +33.8% Chicago O’Hare 882,614 +6.4% +4.2% Louisville 2,166,226 +11.1% Dallas/Fort Worth 652,261 +2.1% 56,905,066 +1.6% Miami 1,835,793 +17.9% Denver 630,077 +3.8% 52,210,972 +4.1% Los Angeles 1,823,570 +16.3% Los Angeles 575,835 +5.3% 46,450,167 +1.3% Chicago O’Hare 1,424,073 +30% Houston Intercontinental 531,347 -1.3% Houston Intercontinental 40,475,058 +1.2% New York JFK 1,344,617 +17.5% Charlotte 529,101 +3.9% Las Vegas 39,397,359 -2.6% Indianapolis 947,279 +5.2% Las Vegas 505,591 -1.1% San Francisco 39,254,002 +5.1% Newark 858,831 +10.2% Philadelphia 460,779 -2.5% Phoenix 38,552,409 +1.9% Atlanta 659,129 +17.1% Detroit Metro 452,616 +4.6% Source: ACI * Anchorage data include transit freight A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 203 ACI Members in North America Sudbury Airport Community Canada Aéroport de Québec Inc. Development Corporation Aéroports de Montréal Sydney Airport Authority Aerospace North Bay Terrace-Kitimat Airport Society Calgary Airport Authority Thunder Bay International Airports Charlottetown Airport Authority, Inc. Toronto Port Authority Authority Inc. City of Bangor Airport Department Houston Airport System City of Dallas Department of Huntsville-Madison County Airport Authority Aviation Indianapolis Airport Authority City of Dayton Department of Jackson Municipal Airport Authority Aviation Jacksonville Aviation Authority City of Dubuque Department of John Wayne Airport Orange County Aviation Juneau International Airport City of Des Moines Department City of Abbotsford Vancouver Airport Authority Comox Valley Airport Commission Victoria Airport Authority Deer Lake Regional Airport Winnipeg Airports Authority Inc. City of El Paso Kent County Aeronautics Board Edmonton Regional Airports Your Quick Gateway (Windsor) Inc. City of Fresno – Airports Lafayette Airport Commission City of Naples Airport Authority Lee County Port Authority City of Phoenix Aviation Lehigh-Northampton Airport Authority Fort McMurray Airport USA Fredericton International Airport Akron-Canton Airport Authority, Inc. Gander International Airport Authority Department Albany County Airport Authority City of Redding Airports Division Albuquerque International Sunport City of San Antonio Aviation Allegheny County Airport Authority Authority Inc. Kansas City Aviation Department of Aviation Lexington-Fayette Urban County Airport Board Lincoln Airport Authority Department Goose Bay Airport Corporation Arnold Palmer Regional Airport City of San Jose Airport Department Little Rock National Airport Government of Yukon Aviation and Asheville Regional Airport Authority City of Springfield Airport Board Long Beach Airport Barkley Regional Airport Authority Clark County Department of Los Angeles World Airports Marine Branch Government of the Northwest Territories DOT, Airports Division Grande Prairie Airport Commission Greater London International Airport Authority Greater Moncton International Airport Authority Inc. Greater Toronto Airports Authority Birmingham Airport Authority Boise Airport Cleveland Airport System Broward County Aviation Colorado Springs Airport Department Brown County Brownsville South Padre Island International Airport Buffalo Niagara International Burbank-Glendale-Pasadena Airport Hamilton International Airport Limited Kelowna International Airport Kingston [Norman Rogers] Airport Medicine Hat Regional Airport Columbus Regional Airport Maryland Aviation Administration Massachusetts Port Authority Authority Connecticut DOT Bureau of Aviation Memphis-Shelby County Airport Authority Airport Elmira Corning Regional Airport Evansville-Vanderburgh Airport Airport Authority Charleston County Aviation Metropolitan Airport Authority of Peoria Metropolitan Airport Authority of Rock Island County Authority District Metropolitan Knoxville Airport Fairbanks International Airport Authority Flathead Municipal Airport Metropolitan Nashville Airport Authority Authority Charlotte County Airport Authority Nunavut Airports Division Charlottesville – Albemarle Airport Ottawa Macdonald-Cartier Chattanooga Metropolitan Airport Authority Fort Wayne-Allen County Airport Metropolitan Topeka Airport Authority Gary Chicago International Airport Greater Baton Rouge Airport District Authority (Massport) Melbourne International Airport and Ports Capital Region Airport Authority Nanaimo Airport Commission International Airport Authority Manchester-Boston Regional Airport Burlington International Airport Central West Virginia Regional Kamloops Airport Commission Columbia Metropolitan Airport Dane County Regional Airport Authority Authority MBS International Airport Dallas/Fort Worth International Airport (GTAA) Halifax International Airport Louisville Regional Airport Authority Aviation Authority Metropolitan Washington Airports Authority Prince George Airport Authority Chicago Department of Aviation Greater Orlando Aviation Authority Regina Airport Authority Inc. Cincinnati/Northern Kentucky Greenbrier Valley Airport Miami-Dade Aviation Department* Greenville-Spartanburg Milwaukee County Department of Region of Waterloo International Saint John Airport Inc. Saskatoon Airport Authority Sault Ste. Marie Airport St John’s International Airport City of Abilene Department of Stephenville Airport Corporation A I R P O R T S C O U N C I L Minneapolis-St Paul Metropolitan Gulfport-Biloxi Regional Airport Airports Commission (MAC) Monterey Peninsula Airport District Hawaii Department of Myrtle Beach International Transportation* Aviation Aviation Public Works – Airports Division International Airport Authority Aviation City of Atlanta Department of City of Austin Department of Authority 204 International Airport City and County of Denver Airport *Is a regular member of both ACI Asia-Pacific and *Is a regular member of both ACI Latin America- ACI North America Caribbean and ACI North America I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S New Orleans Aviation Board Piedmont Triad Airport Authority Norfolk Airport Authority Port Authority of New York & New Northwest Florida Regional Airport Jersey San Bernardino International Airport Authority San Diego County Regional Airport Authority Tallahassee Regional Airport Tampa International Airport Ted Stevens Anchorage International Airport Oklahoma City Airport Trust Port of Oakland Omaha Airport Authority Port of Pasco San Francisco Airport Commission Palm Springs International Airport Port of Portland Sanford Airport Authority Panama City – Bay County Port of Seattle Sarasota Manatee Airport Authority Tri-Cities Airport Commission Raleigh-Durham Airport Authority Savannah Airport Commission Tucson Airport Authority Reno-Tahoe Airport Authority Snohomish County Airport Tulsa Airport Authority Rhode Island Airport Corporation Spokane International Airport Tweed-New Haven Regional Airport Roanoke Regional Airport Springfield Airport Authority Ventura County Department of International Airport Pease International Development Authority Peninsula Airport Commission Pensacola Gulf Coast Regional Airport Philadelphia Division of Aviation Phoenix-Mesa Gateway Airport Authority Commission Sacramento County Airport System Salt Lake City Department of Airports St. Augustine/St. Johns County Airport Authority St. Louis Airport Authority St. Petersburg-Clearwater International Airport The South Jersey Transportation Authority Airports Wayne County Airport Authority Wichita Airport Authority The Perspective from North America By Frank Miller O ver the last 20 years airports in North America and across the globe have benefited from ACI’s representation of airport issues before international organizations including the International Civil Aviation Organization (ICAO), the World Health Organization (WHO) and the World Tourism Organization (WTO). The importance of harmonization of regulations and standards, whether for safety or security, is increasingly recognized for the benefits provided to passengers, airlines, airports and governments. The difficult task is to ensure that mandates also contain the necessary flexibility to allow airport proprietors to tailor their operations to meet the needs of their communities and the travelling public. But this work is increasingly V Frank Miller: critical, given the role airports play in generating airport proprietor economic activity and commerce, as well as ensuring rights have been the safety and security of passengers and cargo. the focus of ACINA’s work over the last 20 years. Airport proprietor rights have been the focus of ACINA’s work over the last 20 years. In the United States in 1990 we were successful in working with Congress to establish the Passenger Facility Charge (PFC), a pass- the AIF for the 27 airports included in Canada’s National enger user fee that prevented airlines from blocking Airport System also required the payment of “rent” necessary infrastructure improvements to retain market to the government, amounting to more than C$2.5 share. Airports have a responsibility to their commu- billion. That is more than the total book value of the nities to ensure price and service competition and in airport assets at the time of the transfer more than many cases, low fare competition would not have been 19 years ago. accommodated without the new terminals, runways countries to allow airports to truly meet the needs of fee is capped by federal fiat, initially at $3.00 and now their communities. In the United States that means at $4.50, it remains a predominant source of capital and eliminating the federal shackles that prevent local continues to fund infrastructure providing travellers and communities from investing in local infrastructure and communities with more air service, lower fares and creating local jobs by using local resources. In Canada, it economic growth. means ending the obligation to pay millions of dollars This importance of an independent funding stream every year to the federal government in rent and was also recognized in Canada beginning in 1992 when, determining the right model for airport ownership as part of the transfer from federal to local manage- going forward. The common element is the long- ment of most airports, the Airport Improvement Fee overdue recognition that airports do not need this level (AIF) was established. The good news is that unlike in of government control and mandates, but should be the United States, this user fee is not constrained, but is permitted to operate like the well-managed, financially- established based on the costs of the capital improve- responsible businesses that they are. ment project. It has been widely successful, delivering 206 The challenge now is to update the systems in both and taxiways that the PFC helped build. While this user No discussion of the challenges facing airports over more than C$10 billion in Canadian airport infrastruc- the last 20 years would be complete without addressing ture. The bad news is the same process that established security. Airports in both the United States and Canada A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S T he Pe rspe c t i v e f rom N o rt h Ame ri c a work hard to balance the need for passenger and cargo we are reaching out to the airports and World Business security with the importance of facilitating travel and Partners/Associates to address these issues. We are commerce and providing a pleasant travel experience. implementing our environmental goals and measuring We are coming up on a tragic anniversary – 10 years progress through our comprehensive environmental since the September 11, 2001 attacks that shook the benchmarking survey. Additionally, we continue to work global aviation system. The Christmas 2009 attack with the airlines domestically and internationally, along against a US passenger aircraft and the October 2010 with organizations representing air navigation services, attack on US cargo airlines remind us that aviation to not only provide a lower environmental footprint but remains a target. We must continue to work together also for increased efficiency and capacity. as an industry and with our respective governments ACI-NA remains focused on the bedrock issues of to shape security policy into more of a risk-based, finance, security and the environment, working dili- harmonized system that takes advantage of technology gently to advance financial, operational, security and where appropriate. Better sharing of intelligence policy agendas for a better aviation system. Working between government and airports is also key as we together we are stronger, not only in North America build a more robust and sustainable security system. but throughout the world. conference and While environmental issues are not currently at the exhibition was forefront of North American issues, we remain cogni- Frank Miller is the Chair of ACI North America (www. zant of the need to be proactive on noise, emission and aci-na.org) and Director of the San Antonio Aviation water quality issues. As a member-driven organization, Department. A I R P O R T S C O U N C I L X ACI-NA’s annual I N T E R N A T I O N A L – C E L E B R A T I N G held in Pittsburgh in 2010. This year the venue will be San Diego. 2 0 Y E A R S 207 Dallas/Fort Worth (DFW) International Airport Salutes Airports Council International On Its Twentieth Anniversary Dallas/Fort Worth (DFW) International Airport congratulates Airports Council International on its twentieth anniverary, and looks forward to cooperating with the world’s airports in the ACI mission of fostering cooperation throughout the airport industry. DFW is proud to participate actively in many ACI initiatives on issues such as airport safety, sustainability and best practices for passengers and customer service. Located halfway between the cities of Dallas and Fort Worth, DFW International Airport is the world’s third busiest airport, with nearly 1,800 flights per day and 57 million passengers annually. DFW provides non-stop flights to 144 domestic and 47 international destinations, with service from 18 commercial passenger airlines including seven international carriers. DFW is the highest capacity commercial airport in the world, boasting seven active runways and 155 active gates. DFW is raising its international profile significantly in 2011, by adding a total of nine new international destinations in the fiscal year, highlighted by the start of non-stop service to Australia DFW Airport’s new International Terminal D. on Qantas Airways. DFW has also added service to Rio de Janeiro and Barbados on American Airlines, as well as new domestic service from Virgin America and Spirit Airlines within the past several months. For five consecutive years, DFW has ranked in the top five for customer service among large airports worldwide in passenger surveys conducted by Airports Council International. The ACI surveys show that DFW Airport’s new International Terminal D, which opened in 2005, has emerged as one of the finest passenger terminals in the world, with over five million international passengers visiting annually. In February 2011, the airport launched its Terminal Renewal and Improvement Programme (TRIP) designed to renovate DFW’s four legacy terminals and to better accommodate modern passenger desires, better passenger flow, sustainability and green technology and much better efficiency. The phased project has begun with renovations in about one third of Terminal A, and is scheduled for completion in 2017. These reno - vations will serve to further DFW’s overall goals of remaining customerfocused, cost-competitive and operationally efficient. DFW has also made great strides in capturing more of the cargo market over the past two decades. DFW’s cargo segment has grown almost five-fold since 1993, and is now a major source of revenue to the Airport. DFW’s international cargo network now serves 13 major air cargo hubs throughout the world, and its reach into Asian cargo markets is rapidly expanding. First opened on January 13, 1974, DFW has grown to impact the Dallas/ Fort Worth economy by an estimated $16.6 billion annually, according to the Texas Department of Transportation. DFW and its associated businesses also support 305,000 jobs and $7.6 billion in payroll. Additionally, the Airport brings an estimated 16.3 million visitors to the Dallas/Fort Worth area each year, supporting approximately 178,500 visitor-related jobs and $3.7 billion in payroll. Visitor expenditures are also responsible for $6.5 billion in direct economic output. Redeveloping New York JFK By Mark Blacklock B ack in 1991 when ACI was formed, New York’s co-generation plant to produce electricity. The new John F. Kennedy International Airport (JFK) was plant started operating in February 1995. Following passing through difficult times. A redevelopment a series of buyouts the private operator is now programme known as JFK 2000 had been scrapped Calpine Corporation. the year before, traffic was plummeting and major Then the Port Authority agreed a deal with a airlines were going bankrupt. Fast forward to 2011 consortium of Air France, Japan Airlines, Korean Air and the airport has been transformed by $10 billion and Lufthansa to build a new international terminal of investment with traffic reaching record levels. to replace the former Eastern Air Lines domestic The key to JFK’s successful redevelopment has been terminal. Originally opened in 1959, this was under- a series of partnerships between the Port Authority of utilised following Eastern’s withdrawal from the JFK New York & New Jersey, which operates the airport market and subsequent bankruptcy. The consortium under a lease with the City of New York, its tenants worked on an 11-gate, 59,000m2 facility with a and private sector companies. budget of $467 million, while the Port Authority On the utilities front, in 1993 the Port Authority signed a 25-year, $244 million deal with private energy companies to take over the central heating and refrigeration plant, redevelop it and build a gas-fired invested separately in roadway improvements and a parking garage. Demolition of the old terminal started in 1994 and its replacement, called Terminal 1 under the Port Authority’s new numbering scheme, opened in Port Authority Salutes ACI on 20th Anniversary May 1998. The design by William Nicholas Bodouva & Associates (WNB+A) marked the inauguration Susan M. Baer, Director of Aviation for the Port Authority of a new standard for light and airy terminals at of New York & New Jersey, which operates JFK JFK with natural light flooding in through a great International, Newark Liberty International, LaGuardia, glazed frontage, steel and glass curtain walls Stewart International and Teterboro airports, says: “You cannot overstate how critical it is to have a strong advocate for our airports, and we’ve seen firsthand here and skylights. The next development involved the privatization of in the New York-New Jersey metropolitan region how the International Arrivals Building and its Wings invaluable it is for the airport industry to speak with one (Terminal 4). In May 1997, the Port Authority handed voice. We congratulate ACI on reaching this important over operation of Terminal 4 to a consortium of milestone, and wish the best for the organization, its Amsterdam’s Schiphol Airport, real estate developer leaders and its membership.” LCOR and Lehman Brothers called JFK International Air Terminal (JFK IAT LLC). The consortium then started work on building a new 140,000m2 terminal, cleverlydesigned by SOM on a north-south axis so it could be built while maintaining operations in the old complex, which was oriented east-west. Like all the best concepts at heart a simple one, its implementation was intricate. Some temporary facilities had to be provided, utilities re-routed, selective demolition carried out and passenger routes through the complex changed as construction advanced. SOM also came up with an innovative solution to the aesthetic problem of arrivals. Where departures and arrivals areas are stacked in a terminal, typically 210 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Re de v e l opi ng N e w Yo r k JF K the lower arrivals level has been the poor relation in Rail Transit Consortium of Bombardier, Skanska and design terms. At Terminal 4 there is a classic grand Perini agreed a design-build-operate-maintain (DBOM) departures hall while the arrivals level continues under contract with the Port Authority and AirTrain opened in December 2003. There are two sections, one dramatic crest. comprising a loop around the passenger terminals with a spur to the car rental lots, long-term parking new Terminal 4 opened in May 2001 with 16 contact and Howard Beach subway station, and the other gates plus a bus gate to serve remote stands. In 2010, connecting to Jamaica interchange station. Schiphol USA acquired 100% of JFK IAT. Meanwhile, work had started in 1998 on a $1.9 Terminals 1 to 8 arranged anticlockwise from the top of the picture. expansion of Terminal 7 to add 6,000m2 by British Airways, while the Port Authority improved road shuttle buses and improve passenger service. The Air access and added parking. C O U N C I L the central Also completed in 2003 was a refurbishment and billion light rail system to reduce air pollution from A I R P O R T S JFK airport shows terminal area with the departures roadway and then surges up in a Representing an investment of $1.4 billion, the Z This aerial view of I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 211 Re de v e l opi ng N e w Yo r k JF K JetBlue and the Port Authority are now work- n Carriers change position Throughout the 1990s, American Airlines, which had ing on plans to demolish Terminal 6 and expand become JFK’s largest carrier in both passenger and Terminal 5 with a new international concourse. freight terms, was looking at redevelopment plans. Meanwhile, the Port Authority has carried out a In November 1999, it broke ground on a new complex restoration programme on the Saarinen building to replace Terminals 8 (originally built for American in and requested proposals for its reuse as part of 1960) and 9 (the adjacent former United terminal, a hotel. subsequently taken over by American). After 9/11 Last year Delta, thanks to both organic growth this project was downscaled by about a third to and its merger with Northwest, pushed JetBlue 147,000m2. DMJM Harris was the lead architect. into the number two passenger slot and agreed a Like the JFK IAT consortium, American faced the $1.2 billion redevelopment project with the Port challenge of building a new terminal while operations Authority and JFK IAT. Delta’s operations are continued in the original facilities, and there was a currently split between Terminals 2 and 3 (which multi-phased construction plan. The $1.3 billion it leases directly from the Port Authority) and 4 terminal was completed in 2007 with 36 gates (where it leases four gates from JFK IAT). distributed around the main building and an island The project involves the expansion of concourse reached by a tunnel. The Port Authority Terminal 4 to accommodate more Delta flights built a parking garage in front of the new terminal as and improvements which will benefit all tenants. a separate project. A new central security checkpoint will replace A challenge of a different sort was faced by separate facilities for the two concourses and JetBlue, which had started operations in 2000 in result in the retail and catering mall becoming Terminal 6 and was running out of space by mid- post-security. An in-line hold baggage screening decade. Indeed, in 2003 it overtook American as JFK’s system will also be installed. For Delta, top passenger carrier. The adjacent Terminal 5 Concourse B will be extended with nine new designed by Eero Saarinen for TWA was lying empty, gates and a Sky Club, international arrivals but its main building was protected with landmark capacity will be boosted 60%, check-in desks status. JetBlue worked with the Port Authority on a added and a connector built to Terminal 2. scheme which saw the former TWA satellites In total, there will be 37,000m2 of new con- demolished to free up a site for which Gensler struction. Upon completion in 2013, Terminal 3 designed a low-profile, 59,000m2 terminal, while the will be demolished and the site cleared for Port Authority committed to restore the Saarinen aircraft parking. building. Site clearance started in the summer of 2005 Looking beyond 2013, Terminal 4 still has and the new Terminal 5 entered service in October scope to grow, there are JetBlue’s plans to build 2008. It has 26 gates and cost $875 million with an out Terminal 5 and the developing transatlantic adjacent parking garage adding $80 million to partnership between American, British Airways the investment. and Iberia could see them co-locating in an expanded Terminal 8. There will certainly be plenty to report on from JFK for ACI’s 30th 2010 Statistics According to the latest statistics filed with ACI, JFK anniversary publication. handled 46.5 million passengers (+1.4%), 1,344,126 tonnes of freight (+17.5%) and 399,626 movements Mark Blacklock is the editor-in-chief of ISC Ltd and (-4.2%) in 2010. the author of Recapturing the Dream: A Design History of New York’s JFK Airport. 212 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Denver and ACI – A Partnership for Success By Kim Day D enver International Airport (DEN) opened in 1995, just four years after the birth of ACI. It is nothing short of remarkable how far both organizations have come in such a relatively short period of time. DEN, which was built on a greenfield site to replace Stapleton International Airport, is now the 5th-busiest airport in the USA and the 10th-busiest in the world, while ACI has earned the well-deserved international reputation as the “voice of the world’s airports”. Our partnership with ACI has contributed to the success of C this airport in many ways, including helping us explore Kim Day: as we new financial strategies and working with us to build face our future, a culture of safety. We’ve also worked together in the we will continue to benefit from national arena to develop and guide aviation policy our participation and legislation. in ACI. Recently, DEN completed a 10-year financial strategy. This is the first time in the history of our airport that we have an integrated financial strategy. Through the process, our finance team benefited from input and advice from ACI as well as from other associations’ Airport shows the assumptions, verify our strategies, and benchmark our A Gates, passenger and growth; maintaining competitive operating costs for our airline partners; optimizing existing resources; I N T E R N A T I O N A L – C E L E B R A T I N G bridge and the iconic Jeppesen Terminal Our strategy sets out five main goals: fiscal stability C O U N C I L Denver International members. Through this process, we were able to test financial progress. A I R P O R T S X An aerial view of 2 0 Y E A R S (I N S E T ), named after aviation safety pioneer Elrey Jeppesen. 213 De nv e r a nd ACI – A Pa rt ne rshi p f or S uc c e ss V Michael Singer’s public art garden, located above the train platform, is a spectacular installation at DEN’s C Gates. A Learjet formerly belonging to the late cable television magnate Bill Daniels hangs from the ceiling to the rear. improving transparency; and, providing information for consistency and adoption, and researching ways we can decision-making. It also represents our long-term look reduce human errors. at five key areas that impact financial performance for Once the rulemaking is finalized for the FAA’s Safety airports: passenger growth; revenue generation; Management System (SMS) initiative, we hope the task operating expenses; existing debt structure; and, our force’s work will be used toward a fully implemented capital improvement programme. The plan is a key tool SMS at DEN. I believe through this collaborative effort that we will use to implement our long-term strategy we can achieve significant, positive results that will help for the airport. It sets the foundation for us to measure Denver International Airport move toward an even safer our performance and integrate strong financial metrics environment than what we have today. for everything we do at DEN. n Maximizing revenue n Safety and security We have many issues and initiatives facing the future Clearly financial health is a critical ingredient in any of airports in the near future. As an industry, we are successful airport, but at the top of any airport’s beginning to understand that not only are airports priorities are safety and security. Recently DEN began essential to the economic health of the community a candid, systemic evaluation of all our airfield safety but they also must operate in a more business-like and training programmes. We have formed a joint task manner. We must look for every opportunity to force with the FAA, National Transportation Safety maximize revenue. Board, the airlines and ACI. This task force will look at 214 Recently, DEN began the process of master planning many different aspects of safety, including making sure for commercial development on our massive 138 km2 our current policies and procedures align with the of airport property. Our goal is to work in a transparent FAA’s regulations, looking at our training systems for manner with our airport neighbours to develop a plan A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S De nv e r a nd ACI – A Pa rt ne rshi p f o r S u c c e ss for compatible land use around our airport and smart C A pump operates development on airport property. We plan to use the at one of the many network of ACI members to look at what others have active oil wells on DEN property. done, learn from them, and determine what may be the Natural gas is also best applications for land development in our local harvested on site. dynamic market. As DEN and all airports look at ways and processes to maximize assets, such as land development, we must begin to think of sustainability in broad terms that include protecting not just the environment around our airports but also our financial and physical assets as well. We must optimize all our resources during a time when our traditional methods of financing airport development are being revisited. n Looking forward How will we keep costs competitive and still add capacity to meet the expected growth in passenger X Renewable energy traffic over the next 20 years? How do we work to be in the form of sure the national aviation system benefits from the 9,200 solar panels, tremendous advantages of NextGen as expeditiously located just south as possible, considering the budget pressures on the of Jeppesen 2010 Statistics FAA? Is privatization a solution that works for Terminal, provides some power for Denver’s air traffic in 2010 totalled 52.2 million all airport partners? passengers (+4.1%), 251,828 tonnes of freight (+12.2%) These are complex issues and vitally important to the and 635,435 movements (+3.8%). the airport saving almost 2,270 tonnes of carbon future of aviation. Solutions will be found only through emissions per year. a thorough, thoughtful and inclusive process. Through ACI, I, along with other airport CEOs, are exploring ways we can continue to grow our facilities, be the economic engines for our communities, keep our costs competitive for our airlines, and do all this with diminishing federal funding. As we face our future, we will continue to benefit from our participation in ACI, whose members will help us to navigate our future course. We gain significantly from the worldview this organization provides. And, we learn immeasurably from the expertise and innovations of other airports, which become more readily available through ACI’s seminars and conferences. Kim Day is Manager of Aviation at Denver International Airport (www.flydenver.com). A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 215 Building Excitement at Edmonton International Airport Edmonton International Airport’s (EIA) Expansion 2012 began as a C$1 billion terminal development program to address the reality that the airport was under-capacity and operating at approximately one million passengers over its design capacity. The expansion project also allows the airport, which is a key engine for regional economic development, to continue to facilitate the region’s significant growth. With the first in a series of phased openings scheduled for December 2011, EIA’s Expansion 2012 continues on time and approximately 25% under budget thanks to an economic slowdown, outstanding project management and a shrewd procurement strategy. By the time Expansion 2012 is completed, more than 50,000m2 of terminal space and 190,000m2 An aerial view of Edmonton International Airport’s Expansion 2012 of aircraft apron will have been added to the airport terminal since the project began in 2009. We recognize that airlines choose airports that can facilitate movement of their aircraft efficiently, especially during peak times. Expansion 2012 will add up to 13 more aircraft gates – ensuring EIA can easily handle more flights to more destinations with no waiting. An artist’s rendering of Edmonton International Airport’s iconic combined control and office tower, scheduled to open in 2012. From an environmental standpoint, we’re also proud of the fact that more than 97% of the construction waste from the new terminal and approximately 88% from the combined office and control tower have been diverted from landfill. Additionally, we have applied for Leadership in Energy and Environmental Design (LEED) certification for the new terminal and LEED Silver for the new tower. As the global benchmark in sustainable building design, pursuing LEED affirms our commitment to achieving high environmental standards for an airport setting. EIA has also partnered with a local hotel developer to build a 210-room Courtyard by Marriott hotel connected to the airport. The hotel, which is being constructed at the north-east end of the terminal, will feature regular, executive and presidential suites; 929m2 of banquet and meeting space; a fullservice restaurant and lounge; fitness facility, indoor pool and whirlpool spa; wired and wireless Internet; and airline check-in kiosks. Expansion 2012 will allow EIA to address its current capacity constraints creating ample room for further growth. Passengers and visitors can look forward to increased convenience – with an extensive range of new food, beverage and retail services – and unprecedented comfort. Expansion 2012 is set to launch with phased openings starting in late 2011 and will be completed throughout 2012. In support of one of our other core businesses, Edmonton Airports has also invested significantly to facilitate further development of its general aviation facilities that support the movement of work crews bound for Alberta’s massive Oil Sands. Overall, EIA has inked agreements for several new general aviation and cargo-related facilities, which will add close to a 46,500m2 of new hangar, office and warehouse space to the airport over the next year. In short, EIA is bustling with activity in support of the community we serve. If you want to know more about our Expansion 2012 program, please visit us at flyeia.com. Here’s to 20 years. From 1,607 NM due West. Some things are worth celebrating. Edmonton International Airport congratulates Airports Council International on 20 high-flying years and welcomes ACI Global Headquarters to its new home in Montréal. Cheers. flyeia.com Forecasting Future Traffic Trends By François Dormoy and Catherine Harmel-Tourneur W X hen ACI’s forecasters looked ahead at the time potential for freight traffic which they predicted of the 10th anniversary they predicted would increase at an annual average of 5%; it ended passenger traffic would grow at an annual up growing 2.5%. average of 4% to 2010. And despite significant short- Global passenger traffic is forecast to reach 10.8 billion in 2029. term fluctuations as a series of political, economic and forecasting team of experts from ACI and DKMA see natural events impacted air traffic, they got it right passenger traffic doubling to 10.8 billion by 2029 with over the decade. freight traffic doubling slightly earlier. And they point XX Forecasting is vital to help airports plan for the Asia-Pacific will become the largest passenger market and North America will Looking ahead from the 20th anniversary, today’s out that all sectors of the industry – airports, airlines future but, although models are constantly being and air traffic control – will need to develop capacity refined to improve accuracy, at the end of the day a to cope. Here are the highlights of their latest report. forecast is a guide not a blueprint. Indeed, the fore- drop to the number casters of 2001 were over-optimistic about the three position. n Passengers Globally, over the next two decades annual growth is expected to average 4.1%. This means traffic will Global Passenger Traffic Forecast to 2029 Passengers (millions) double to 10.8 billion passengers by 2029. International traffic growth at 4.3% a year will be 12000 higher than domestic growth of 4% despite important 10000 growth in China, India and Brazil. With a volume of 6.2 billion passengers in 2029, domestic markets will 8000 remain larger than international which will account for 4.6 billion travellers. 6000 With the exception of Asia-Pacific and Latin 4000 America-Caribbean, international growth will outpace domestic growth in all regions over the next 20 years. 2000 Several factors contribute to this: the relative maturity of domestic markets, lower potential for growth due 0 2011 2012 2013 2014 2019 2029 Year Source: DKMA to the geography of a country or the existence of efficient alternative modes of transport. The potential for domestic traffic is very high in Asia-Pacific since several economies in the region are emerging Regional Market Share Passenger Forecasts 2011 and 2029 economic powerhouses with vast territories and Market share 2029 Market share 2011 relatively limited alternative forms of transport. These 3.7% 3.3% countries are expected to develop their domestic 21.4% markets before growing the international markets. 29% Throughout the forecast Asia-Pacific led by China 27.7% 38.5% 4% and India is expected to be the fastest growing region, and by 2013 it will become the largest aviation market. This represents a challenge for several 9.3% 4% emerging Asian countries which will need to add 8% capacity quickly. 28% Africa Asia-Pacific Europe 23.1% Latin America-Caribbean Middle East North America In the Middle East (although part of ACI’s AsiaPacific region the Middle East is analyzed separately Source: DKMA 218 for forecasting purposes) the UAE is expected to A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Fore c a st i ng Fut ure Tra f f i c Tre n ds X Asia-Pacific is already the top freight market and will soon be number one for passengers too. n Freight Economic activity is expected to remain the main driver of growth in freight. Domestic demand typically drives X Global freight freight activity and globalization boosts international traffic is forecast freight operations as trade expands. to surpass 200 Freight operations should grow faster than million tonnes by 2029. passenger operations at an average of 4.8% a year to XX reach about 203 million tonnes by 2029. While the regional Asia-Pacific, already the largest freight market in the rankings are not expected to world, is forecast to grow the fastest, averaging 6.2% a change, Asia- year due to strong manufacturing in China and India. Pacific will increase Latin America-Caribbean will grow steadily as emerging its market share. Freight (thousand metric tons) Global Freight Traffic Forecast to 2029 250000 200000 150000 100000 50000 0 remain the largest aviation market over the next 20 2011 2012 2013 2014 2019 years. However, several other countries have ambitious plans for economic development in which 2029 Year Source: DKMA the tourism sector is a priority and overall growth is expected to outpace the world average. Regional Market Share Freight Forecasts 2011 and 2029 Growth in Latin America-Caribbean is also Market share 2011 expected to be higher than average as a result of economic growth and infrastructure investments. Some of the countries with the fastest growth are Market share 2029 2.1% 2.2% 25.5% 30.6% expected to be Peru, Brazil and Chile. 36.3% And Africa’s potential for air traffic development 45.1% should at last be realized. Africa accounted for 3% of 7% total world airport traffic in 2009 and this share is 6.6% expected to increase to 3.7% by 2029. 5.8% North America and Europe, currently the two 5.2% 14.4% 19.1% largest aviation markets, are considered more mature Africa Asia-Pacific Europe Latin America-Caribbean Middle East North America and will see slower growth rates. Within Europe the eastern countries will increase their market share. A I R P O R T S C O U N C I L Source: DKMA I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 219 Fore c a st i ng Fut ure Tra f f i c Tre nds Global Commercial and Non-commercial Aircraft Movement Forecast to 2029 freight, reflecting increasing demand but tempered by increasing average aircraft size and load factors. Aircraft movements (thousands) Total movements should nearly double, requiring not 140000 only new airport infrastructure but also investments in 120000 en-route and terminal air traffic control systems. Over 100000 the next two decades movements are set to increase by 2.8% a year reaching 129 million by 2029. 80000 Once again Asia-Pacific will be the motor for growth averaging 5.2% a year during the forecast. By 2029, 60000 Asian airports will handle nearly three times more 40000 aircraft movements than in 2009. At the other end of the spectrum, Europe and North 20000 America are forecast to grow respectively by 2.1% and 0 2011 2012 2013 2014 2019 2029 1.5% per annum over the next 20 years. Despite this Year slow growth North America will remain the largest Source: DKMA world region in terms of movements. Z Total aircraft movements are forecast to reach markets, most notably Brazil, develop their economies. n Aircraft size The Middle East is also expected to see higher than The average number of passengers per flight varies average growth. greatly by world region reflecting the airline network 129 million in 2029. X North America will remain the largest world region in terms of Due to their relative maturity, North America and Europe are likely to grow at slower rates than other overtake Europe in the number two position. The average aircraft size will remain the highest in world regions averaging respectively 3.6% and 3.2% Asia-Pacific reflecting the relative importance of long- per annum. haul flights as well as the high density of some domestic routes. North America will continue to have the lowest movements but Asia-Pacific will structure and market profiles. n Aircraft movements due to the strong influence of domestic operations Aircraft movements (commercial and non-commercial) (over 85% of total passengers) and regional aircraft are expected to mirror the forecasts for passengers and operators. Forecast Regional Breakdown of Aircraft Movements 2011 and 2029 the global aviation passenger and cargo markets. The 4.3% 3.7% Since 1997, ACI has surveyed its members for their views on the short-, medium- and long-term outlook of Market share 2029 Market share 2011 n Methodology results of this survey, cross-checked against historical 16.8% 24.5% 32.7% trends and data from other sources, provide the foundation for the 20-year forecast which has been 41.3% created by the ACI/DKMA forecasting team. 25.1% François Dormoy and Catherine Harmel-Tourneur are 2.9% 23% 12.6% 2.6% Africa Asia-Pacific Europe Latin America-Caribbean Middle East Source: DKMA 220 directors of DKMA which is a leading market analysis and forecasting specialist dedicated to providing 10.5% North America research and analysis solutions for the aviation industry. For more information visit www.dkma.com. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S – T R O P R I A RA ED ACC H E P R E F E R R T HUB Both the land Z and air sides X of the airport are undergoing redevelopment. Centrally located in the world on the Greenwich Meridian and close to the Equator, Kotoka International Airport (KIA) is fast becoming one of the favourite airports in West Africa. The airport is managed by the Ghana Airports Company Ltd (GACL). In addition to KIA, GACL also manages three domestic airports namely Kumasi, Tamale, Sunyani as well as various airstrips. GACL was born from a restructuring of the Ghana Civil Aviation Authority (GCAA) in January 2007. KIA occupies 651ha about 10km from the centre of Accra and is equipped with a 3,403m runway with a width of 60m including 7.5m paved shoulders. l Airlines The number of scheduled airlines operating to and in Ghana has increased from 13 in the 1990s to 30 in recent years. While some of the airlines already operating into Ghana are requesting increased frequencies, four new carriers, United Airlines, Virgin Atlantic, Brussels and Turkish Airlines commenced flights operations in 2010. Passenger traffic has seen a significant increase since the beginning of the decade with the airport servicing 1,430,431 passengers in 2010 to about 26 destinations. Z The new fire station can also double as a second control tower. Z The aircraft recovery service works internationally. l Infrastructure KIA’s development began in the 1950s and the airport has since witnessed extensive redevelopment. Phase III is currently in progress and under this programme all essential airside infrastructure and cargo facilitation equipment is being rehabilitated. To ensure conformity with International Civil Aviation Organization (ICAO) standards heavy investments have been made in building a formidable airport infrastructure, acquiring equipment and training personnel to meet world class standards. l Cargo Terminal There has been steady growth in cargo throughput at KIA, making it a major player in the cargo business in West Africa. The construction of a freight terminal was initiated in 1991 and the current cargo area is approximately 6,285m². To support the provision of a world class Global Cargo Village at KIA GACL is developing projects to enhance cargo operation. One major facility identified as critical to the growth and transformation of Ghana’s horticultural export business is the construction of a perishable cargo centre at the airport. This facility will allow Ghana to attract further investment in the sector and the project is expected to be completed by the end of 2011. l Rescue and Fire Fighting Services The Rescue and Fire Fighting Service (RFFS) has undergone tremendous transformation since its inception and a new fire station has been built to the north-east of the runway. Its elevated watchroom is equipped with the latest technology including an air traffic management system which can be used by ATC as a second watchtower. Additionally, it offers 10 appliance bays that house dual-purpose crash rescue fire fighting tenders and other specialized support vehicles. The service further boasts a training centre, established in 2003, which organizes courses for both national institutions and internationally for countries such as the Gambia, Guinea, Sierra Leone and Liberia. RFFS also provides worldwide aircraft recovery services with equipment capable of recovering all disabled aircraft up to the Boeing 747400 and has successfully conducted nine aircraft recovery operations on various aircraft types in Ghana and its neighbours such as Benin. l Future The vision of GACL is to make Kotoka International West Africa’s preferred aviation hub and the gateway to the region. To this end a master plan programme has been initiated with a vision for the next 20 years to be funded by a Public/Private partnership. Design work is currently on-going for the remodelling of the entire terminal building to ease traffic and provide 13 aerobridges to facilitate boarding of passengers. The proposed improvement programme includes an expanded international passenger terminal with a split-level linear design, accommodating all terminal functions within a three-storey building. Currently KIA has five boarding gates at the international terminal. The plan also takes care of the provision of maintenance, repair and overhaul services, fixed-based operations and other specialized terminals. Fuel supply capacity will also be greatly increased. KIA is constructing seven additional aircraft parking bays to be completed by the end of 2011 bringing the total to 20. Other ongoing projects include reconstruction of the taxiway, rehabilitation of the main passenger apron and the runway touch down zone, provision of aeronautical ground lighting and the provision of a pavement management system. Tomorrow’s Airports By Karen Thomas G rowing passenger and freight demand will put become ever busier, the potential for disruption inc- airport capacity and resources under more reases and thus any departure from normal operations pressure than ever in future. ACI’s forecasts to has a bigger knock-on impact because response times 2029 see global passenger traffic reaching 10.8 billion also become shorter. This represents a huge challenge and freight topping 200 million tonnes. for the industry.” The world’s airports will have to work harder to cope Real-time airport operations will rely on new tech- with future demand. Not all will be able to invest in nology. New systems will transform the way that new terminals or runways, however. Constraints on airports work. Historically, airports have acted like capacity will force many of tomorrow’s airports to landlords, hosting airlines’ and other customers’ operate more efficiently. The good news is that many proprietary systems. In future, advances in technology are already developing the technology and approaches will turn airports into hubs for improved communi- that will make that possible. cations, whether business to business or business “Essentially, airport management is all about flow management – managing flows of people, cargo, to customer. “Open, standardized infrastructure will become the information and aircraft,” says Craig Bradbrook, ACI norm, allowing different players to plug and play,” Director of Security and Facilitation. “Moves are under- Bradbrook says. “Service-oriented architecture will make way to cope with growing throughput using existing it possible for these organizations to communicate and infrastructure. The challenge is to reduce inefficiencies exchange information and improve business to cus- in the pipeline to maximize those flows in areas such as tomer connectivity. At the moment, many good ideas passenger security or cargo screening. cannot be put into operation. “Airports are moving towards real-time operations “Now, one airport company might operate valet car and these are hugely complex, time critical operations parking, while another manages a pay-per-use depart- with less time available for decision-making. As they ure lounge. Both these businesses probably cater to the V Growing demand will put airport capacity under more pressure than ever in future, particularly in fast-growing regions such as Africa. 222 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S To m o r r o w ’ s Ai rpo rt s C Streamlined communications are the way forward – London Heathrow’s Terminal 5 has an integrated communications system linking airport operator BAA with British Airways. same customer, but at present they have no contact baggage control and security. Hong Kong’s integrated with each other. To create a communications interface control centre is particularly effective in minimizing would require hiring a specialist programmer, which disruption from severe weather, including typhoons. would be expensive. Bradbrook points also to Terminal Five at London “That means that there is currently no business case Heathrow Airport, which built in integrated communi- to support such a move. But in future, service-oriented cation systems between sole customer BA and airport airport architecture will make it easier for the valet operator BAA from the outset. However, Terminal Five parking service and the private business lounge to work is unusual, having been built for a single carrier, and together to transfer information about their common may not be the easiest business model for other air- client to work seamlessly together.” ports to adopt. There are signs already that airports are moving X Airports are introducing Streamlined services will also accelerate a trend that towards a more joined-up service for premium-paying is already shaping many of the world’s airports; the customers. In the Netherlands, Amsterdam Schiphol widening service gap between low-cost carrier no-frills differentiated services such as Amsterdam Schiphol’s Privium. Airport runs a frequent-flyer service known as the Privium Programme. For €185 ($260) a year, full privileges include priority parking, a private club lounge and a membership card that incorporates iris scanning technology. The cards offer fast-track crossing to members at every border post in the Netherlands. In future, airports will integrate their control centres, bringing together airside and landside and terminal operations. Such systems will streamline airport management, airlines, handling agents and air traffic control. Coordinated communication will speed up flows of information and aim to shorten the command structure. “Often,” Bradbrook says, “it’s the human element that weakens the command chain.” One airport moving towards such streamlined communications is Hong Kong International, which operates extensive RFID systems in areas including A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 223 To m o r r o w ’ s Ai rport s find ways to pass these on to the customer in the form of optional services.” Passengers who can’t or won’t pay premium charges for services such as valet parking, priority screening, boarding and baggage will have to do more for themselves in future. In tomorrow’s airports, passengers will not necessarily have to turn up at the airport three hours early to navigate check-in queues, customs and immigration and security. But passengers will have to take more responsibility for ensuring that their flight will be seamless. Airports want to automate as many procedures as possible, to strip out costs, but also to iron out delays and improve efficiency. V In future, the passenger will complete advance Trialling GBAS at Sydney – GBAS will check-in and baggage drop-off, and pre-order seating become an arrangements and inflight meals online before setting integral foot in the airport. “Passengers will need to be more component of Australia’s next- disciplined to work with tighter time margins,” generation, Bradbrook says. satellite-based air Security procedures will change too. In future, navigation system. there will be fewer random security and customs X Testing of EGNOS is services and paid-for premium services. Increasingly, checks. Instead, new security screening technology a two-tier passenger system is emerging, in which will use intelligence to generate individual risk assess- customers get what they are willing to pay for. ments. This may well determine whether or not a underway and “In future, we will see a move towards premium commercial services airport services for paying customers, including things should be using the system by the end of 2011. passenger is stopped and searched while passing through the airport. like priority security channels,” Bradbrook says. “Airlines continue to strip out costs from their operations and to n Smarter moves New technology will change airside operations too. The future is in satellite-based navigation systems. These will benefit small airports and those that have to battle bad weather in particular, says ACI Director of Safety, Technical and Administration, David Gamper. Satellite navigation can provide the safety benefit of precision approach to runways that do not have an ILS, at lesser cost and with greater flexibility than ILS. “Munich and Sydney were early experimenters with ground-based augmentation of satellite navigation,” Gamper says. “Such systems will be expensive, but many airports are already putting together transition plans. They will recover the costs of setting up satellite systems through landing charges to the airlines.” 224 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S To m o r r o w ’ s Ai rpo rt s European Union Member States are working together on the European Geostationary Navigation Overlay Service (EGNOS), which aims to improve the reliability and accuracy of existing global navigation satellite systems. After nearly six years of trials, the system won certification in March this year. Commercial service is now being tested, and should be available by year-end. Japan and North America have set up similar services. Individual airports, meanwhile, are moving towards more sophisicated advanced surface movement guidance, control and surveillance (A-SMGCS) systems. Advances in technology will improve airside safety. Likely future developments include universal adoption of cockpits fitted with moving maps and other measures to ensure safe positioning of aircraft. Long-term, airlines and ATC may introduce fully automated systems to billion a year more on ATM than other world regions. “ACDM will help airports to manage passenger flows guide aircraft while taxiing. and constraints on gate allocations,” Gamper says. “It “These new systems will improve levels of safety,” Z A-SMGCS systems will further improve safety. allocates aircraft slots, improves planning of slots and Gamper says. “Moving map technology is not yet fully creates automated gate plans under a single system... mature, although it is undergoing trials through the FAA ACDM is especially promising for airports that find it in the United States. It will be possible, in many cases, to difficult to manage their capacity. retro-fit such systems into older aircraft. New aircraft will adopt new technologies as they come to market. “It is difficult, financially and politically, to expand airports and particularly to build new runways. And so “However, airlines and airports have yet to agree ACDM will help airports to maximize the capacity they that the industry needs the newest surface guidance have. The challenge is that all the forecasts predict control systems and – more importantly – they need to increased capacity in the air: the question is how to agree who should pay for it. The economic downturn match that with new capacity on the ground. X As part of the Single European Sky programme Eurocontrol aims to strip out costs through better efficiency. has affected take-up for new technologies. Airlines have been hit particularly hard by the downturn and have less money available for long-term investment as fuel price increases eat into their profit margins.” Region by region, airports are also looking to set up integrated air traffic management (ATM) systems. Airport collaborative decision-making (ACDM) systems aim to create en-route to en-route control, maximizing capacity by actively managing departure and arrival times to improve planning of slots and create optimal flight plans. Europe’s ATM systems handle around 26,000 flights a day, but this is expected to double by the end of the decade. As part of the Single European Sky programme Eurocontrol aims to strip out costs through better efficiency: analysts estimate that Europe spends over $4 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 225 To m o r r o w ’ s Ai rport s “ACDM systems will deliver cost savings for airlines, of North America and Europe to the developing econo- in terms of improved turnaround. But they will also mies of Asia, the Middle East, Africa and Latin America. offer huge savings for airports, slowing the need to Growth across the developing world is creating a new build new terminals and other capacity.” middle class hungry for international travel, whether for Other technical advances will improve airfield safety. business or for holidays. Vancouver Airport and London Heathrow have been early At the same time, demographic factors will see adopters of automated systems to detect foreign object growth in older travellers from North America and debris (FOD) on runways. These use precision scans that Europe, while the continued expansion of low-cost can detect and identify stray objects and judge what risk carriers will open up travel to those who could not they present. Most airports still detect foreign objects afford it before. In future, airports will need to cater manually, and have to shut down their runways several to a greater range of ages, ethnic backgrounds and times a day so that inspections can take place. income requirements. US researchers are developing radar systems to “In the past, only the middle and upper classes were detect birds in the vicinity of airports and flight paths, able to travel,” Schimm says. “Now, cheaper travel has while around 40 US airports are using new runway end expanded the income spectrum of passengers. Not every arrestor systems. ICAO looks set to approve the tech- passenger in future will be looking to buy a $5,000 nology this year, Gamper says, as it has already watch in the duty free shop. Some may want little more “achieved half a dozen saves”. than a cheap snack before boarding the plane. “Airports are very progressive and keen to adopt new “Airports will have to meet the needs of all kinds of things,” he concludes, “but there is always a cost issue. passengers, and that is not easy. They will need to tailor Any new technologies have to be integrated into the air- their services, from retail to food and beverages, to port’s long-term development plan. New airports are more meet the needs of first-class passengers, business likely to build in the new technology from the outset.” travellers, holiday makers and low income passengers. It will become increasingly tricky for airports to target specific travel niches. n Money talks And costs, of course remain critical. The last two decades have seen airports pour their energies into being vulnerable to changes in any one market segment building up their commercial revenues, as earnings from of the travel market. The airport of the future will need aviation generate a dwindling proportion of revenues. to deal with a diversified customer base.” Looking ahead Andreas Schimm, ACI’s Director of Meanwhile, the airline industry is evolving. Two Economics and Programme Development, believes that decades of mergers, acquisitions and strategic alliances this trend will accelerate in future. mean that fewer, larger players dominate global avia- “We are seeing a shift away from airlines paying user tion today. Because the surviving airlines command an fees for airport facilities and towards passengers paying ever larger market share, both individually and as mem- to use airport facilities, effectively subsidizing runway bers of strategic alliances, the balance of power has and airfield operations,” Schimm says. “That means we shifted from airports to carriers. will see a shift away from airlines paying fees that are “An alliance that represents 80-90% of all traffic calculated by weight, instead becoming agents who through a particular airport is an alliance that has collect fees for the airport from the passenger through significant power,” Schimm says. “This makes airports ticketing and other charges.” vulnerable, putting them under ever greater pressure to In future, Schimm believes, airports will also need 226 “Instead, airports will need to be flexible to avoid keep the customer happy or risk that carrier moving to serve a more diverse customer base. The next two away. But with airports ever more vulnerable, it decades will see growth shift from the mature markets becomes harder to plan future growth. A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S We’re in it for the long haul Like Airports Council International, Adelaide Airport Limited has enjoyed unprecedented growth in recent years. Since AAL took over operations from the Australian Government, we’ve overseen significant passenger growth, and attracted new domestic and international carriers. Now, just five years since constructing Australia’s most modern and innovative terminal, we’re already expanding further with more car parking and plans to extend the new terminal. Adelaide Airport in South Australia features modern multi-user integrated facilities and excellent weather characteristics. We have available slots for international traffic to grow our network of non-stop connections to major international hubs. CONGRATULATIONS TO ACI ON 20 YEARS CHAMPIONING THE AVIATION INDUSTRY Adelaide New Carpark and Pedestrian Plaza To m o r r o w ’ s Ai rport s “As more carriers are taken over or join larger alliances, “That means building residential districts that can they will want to join their partner or parent airline. This attract businesses and services. And this, in turn, is how means airports have to find space for that airline in a airport cities develop. In future, airports must be more particular terminal or check-in zone. That can make life flexible. Changing demands from passengers and from difficult for airports with constraints on space, and the airlines will keep them on their toes. This will change problem will only escalate as alliances further consolidate. the way that airports are designed, financed and built.” Airports will need to be flexible to be able to cope.” That said, airports themselves are getting bigger, New airport construction slowed during the economic downturn of late 2008-2009. But Schimm argues more complicated, less focused on airside activities, that the scale of growth expected over the next two and are evolving into stand-alone destinations. The decades means that airports must plan ahead, adding biggest gateway airports have become airport cities: capacity before it is needed to avoid congestion later. players such as Atlanta Hartsield, Hong Kong Inter- “It is ACI’s job to make sure that our members are not national, Amsterdam Schiphol, Seoul Incheon and cautious when it comes to investing in growth,” he says. Frankfurt are centres for global commerce, business “Our forecasts are very optimistic, for freight and for and retail that employ tens of thousands of people passenger growth... Aircraft manufacturers expect the and support growing local communities. size of the world’s fleet to double by 2030. There is a “This is natural evolution, not something that air- very realistic case for future airport growth and ports will need to enforce,” Schimm says. “It makes expansion now. We cannot wait for the demand to sense for airport cities to evolve, because an airport is a arrive: airports need to anticipate growth and build crossroads that brings together many different ways of ahead to optimize their growth.” life and business requirements. Modern life is increasingly concentrated around airports, so it makes sense to Karen Thomas is a freelance journalist who writes for a wrap business life around those airports. range of international transport and business publications. V The biggest gateway airports such as Atlanta have become airport cities. 228 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Minneapolis-St. Paul International Airport Minneapolis-St. Paul International is the 15th busiest airport in North America and the second busiest domestic hub for Delta Air Lines. The airport is served by nearly every major carrier, with direct service to 135 domestic and international markets. MSP is among the most efficiently operated large US airports, with a cost per enplanement among the lower third of large hub airports, providing a competitive edge in attracting and maintaining air service. An award-winning concessions programme features more than 100 restaurants, shops and service providers dedicated to meeting a wide variety of traveller needs. In addition, the airport administers one of the most extensive airport noise mitigation programmes in the world, providing noise insulation for homes well beyond the federal standard. A $3.2 billion expansion programme was recently completed at MSP, enhancing virtually every aspect of the facility. A new, fourth runway, four new parking ramps, improved roadway systems, and new car rental and transit facilities – including connections to downtown Minneapolis and the Mall of America by light rail – add to the airport’s efficiency and accessibility. Improvements also included a new Terminal 2-Humphrey and expanded Terminal 1-Lindbergh, providing comfortable, spacious, modern facilities for airline operations and travellers alike. New cargo and aircraft de-icing facilities as well as storm water retention ponds aimed at reducing environmental impacts on the nearby Minnesota and Mississippi rivers were also developed. Located in the heart of the Twin Cities metropolitan area, MSP International is a 15-minute drive from downtown Minneapolis and downtown St. Paul and five minutes from the Mall of America, the nation’s largest indoor shopping, dining and entertainment experience. For more information, visit www.mspairport.com, download the mobile app goHow Airport on your smartphone, or follow us at www.twitter. com/mspairport or www.facebook.com/ mspairport. Congratulations to Airports Council International for of Global Aviation Leadership Acknowledgements For ACI: The Airports of ACI World’s New Host City: Mentzos/Wunderman/Lufthansa (127 lower), Nancy Gautier, Director Communications Aéroports de Montréal. Avinor AS (128), Fraport AG (129), Aéroports de Jenny Waddell, Manager Communications Geneva Airport – ACI’s Host for the First For ISC: 20 Years: Geneva Airport (56 & 57 upper), Looking to Long-term Uplift: Narita Editor-in-Chief: Mark Blacklock ACI World (57 lower). International Airport Corporation (134), Hong Copy & Picture Editor: Adrian Giddings ACI – Dedicated to Airport Safety: Narita Publisher: Nigel Ruddin International Airport Corporation (60), CANSO Publications Director: Robert Miskin (61), Copenhagen Airports A/S (62 upper), Finance Director: Yvonne O’Donnell Finance Assistants: Maria Picardo, Anita d’Souza Senior Consultants: Derek Armandias, Jeffrey Fearnside, Michael Gaskell, Karin Hawksley, William Innes, John Taylor Art and Design Director: Michael Morey ACI and ISC would like to express their thanks Kong Air Cargo terminals Ltd (135), FedEx (136), Fraport AG (137), Lynxs Group LLC (138 upper), Kenya Airports Authority (138 lower). ACI World (62 lower), Airports Company South The World Business Partners Programme: SITA Africa (63 upper), Port Authority of New York & (140), British Airways plc/Newscast (141). New Jersey (63 lower), Dubai Airports (64), ACI Africa Intensifies its Efforts: Airports Greater Toronto Airports Authority (65). Company South Africa (148 upper), Andreas APEX Focuses on Runway Safety: Houston Meier/Reuters/Corbis (149 lower), ACI Airport System (68), ACI World (69 upper), Africa (149). EASAT Antennas Ltd (69 lower), Aeroportos da Cairo Redevelops: Cairo Airport Company. Madeira (70), Agência Brasil [CC BY 2.5 Brazil] Printed by: Buxton Press Ltd Paris (130), Schiphol Group (131). (72), Denver International Airport (73). A New Airport for Durban: Airports Company South Africa. to all those who helped in the preparation of Twenty Years of Airport Security: Rapiscan this publication. Thanks are also due to the Systems (76 left), L3 Security and Detection following companies, people and organizations Systems (76 right), Smiths Detection (78), for providing pictures. The credits are listed by Iomniscient (80 main), Daniel Lobo [CC BY 2.0] Haneda Expands into Tokyo Bay: Japan Airport article. Where the pictures for an article came (80 inset), Sydney Airport (82). Terminal Co., Ltd. from a variety of sources, the appropriate page Developing Airport Service Quality: Malaysia Shanghai goes from Strength to Strength: Airports (84 & 86), Dubai Airports (85 upper), Shanghai Airport Authority. Cover: ACI, Aéroports de Paris/Philippe Stroppa San Francisco International Airport (85 lower), Dubai International: 50 years of Growth and – Studio Pons, CEIA SpA, Changi Airport Group, Incheon International Airport Company (88), Vision: Dubai Airports. Fraport AG. Dubai Airports (89 upper left), Indianapolis numbers are given in brackets after each source. Messages from the Chair and Director General: Sydney Airport (8), ACI (9, 10 & 11 lower), Narita International Airport Corporation (11 upper). The Voice of the World’s Airports: ACI-NA (14 left), ACI World (14 right, 23 lower right, 24 upper right, 27 lower, 29, 30 & 31), Hong Kong International Airport (15 upper), Hartsfield-Jackson Atlanta International Airport (15 lower), Kansai International Airport (16 Airport Authority (89 upper right), Malta ACI Fosters Greater Cooperation in Asia-Pacific: Malaysia Airports (158), ACI Asia-Pacific (159). ACI Europe: Aéroports de Paris. International Airport plc (89 middle left), An Evolving Role for ACI Europe: Schiphol (89 middle right), Airports Company South Group (178 upper), ACI Europe (178 lower), Africa (89 lower). Fraport AG (179). Developing New Revenue Streams: Sydney Record Growth for Munich: Flughafen Airport (92 & 98), Shanghai Airport Authority München GmbH. (93), Aéroports de Paris/Emile Luider − Madrid: Prepared for the Future: Aena. La Company (94 left), San Francisco International Airport (94 right), Fraport AG (96), TAV Airports Holding (99). Great Opportunities and Challenges for ACILAC: Corporación Quiport SA (192 upper), ACI-LAC: (192 lower & 193). left), Denver International Airport (16 right), Airports and the Environment – A Sustainable Espen Solli/Oslo Lufthavn AS (17 left), General Approach: Port of Seattle (102), Fraport AG Authority of Civil Aviation, Saudi Arabia (103 upper), East Midlands International (17 right), Incheon International Airport Airport (103 lower), San Francisco International Corporation (18 left), Central Japan Inter- Airport (104), Malaysia Airports (105), A New Modern Airport in the Andes: national Airport (18 right), Airports of Thailand Vancouver Airport Authority (106), British Corporación Quiport SA. (19 left), TAV Airports Holding (19 right), Airways plc/Newscast (108). Facing the Challenge of Growth at São Paulo ICAO (22 upper), Los Angeles World Airports The ACI Global Training Programme: Aéroports Guarulhos: Infraero. de Paris/Philippe Stroppa – Studio Pons (110), The Perspective from North America: ACI-NA. (22 lower), Tampa International Airport (23 upper & middle), Lim Hock San (24 upper left), Changi Airport Group (24 lower), Alexander Strahl (25), Aéroports de Montréal (26 left), Copenhagen Airports A/S (26 right), Fraport AG (111), ACI World (112 & 119 upper left), Tocumen International Airport (119 upper right), Athens International Airport A Successful Redevelopment for Mexico City: Aeropuerto Internacional de la Ciudad de México. Redeveloping New York JFK: Port Authority of New York & New Jersey. (119 middle), Airports Authority of Trinidad Denver and ACI – A Partnership for Success: and Tobago (119 lower), TAV (122 upper left), Denver International Airport. Fraport AG (122 upper right), Airports Forecasting Future Traffic Trends: Nippon Cargo Messages from ICAO, IATA, CANSO, IFALPA and Company South Africa (122 middle), Gulf Airlines. ATAG: ICAO (34 & 35), IATA (36), Kansai Centre for Aviation Studies (122 lower), Dubai International Airport (37), CANSO (40 & 41), Airports (123 upper left), Incheon International IFALPA (43), ATAG (46 & 47). Airport Company (123 upper right), GMR Sharjah Airport Authority (27 upper), Paul B. Gaines (28 left), Jack F. Moffatt (28 right). Aviation Academy (123 lower left), Malaysia ACI Move Confirms Montreal as the World Capital of Civil Aviation: Montréal International. Air[ports (123 lower right). How the Intelligent Airport Will Manage Tomorrow’s Airports: Kenya Airports Authority (222), BAA plc (223 upper), Schiphol Group (223 lower), Airservices Australia (224 upper & 225 upper), Direction générale de l’Aviation civile, France (224), Eurocontrol (225 lower), Flickr User: Doc Searls [CC BY 2.0] (228). Disruption: SITA (126 & 127 upper), Dominik 230 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S Libreville airport: a gateway to the world Libreville, the capital of Gabon, has had an international airport since the 1950s. Successive upgrades have allowed for the reception of all types of aircraft with adaptations required to accommodate very large aircraft (Boeing 747s) dating from the end of the 1960s. Airline navigation and landing equipment conform to international specifications, allowing access to the airport in all weathers. The present terminal dates back to 1991 and is built to receive several million passengers a year. Automated fingers allow for direct access from planes to the lounge area. In 22 years the main investments were: the passenger terminal (1991), the resurfacing of the runway (1998), work on aircraft parking (1989, 1991 and 1998), construction of two aircraft hangars (1995 and 1997) and the rehabilitation of all facilities from 2006. These investments have been established under the investment program of modernization and capacity building of the Libreville airport, and continue with the installation of two new roundabouts, new parking, and police accommodation. Mumbai International Airport Pvt. Ltd. (MIAL) Mumbai International Airport Pvt. Ltd. (MIAL), a joint venture between the GVK-led consortium (74%) and Airports Authority of India (26%), was awarded the mandate of modernizing and upgrading Mumbai’s Chhatrapati Shivaji International Airport (CSIA) in February 2006. GVK currently has a shareholding of 50.3% in MIAL. CSIA is one of India’s busiest airports having recorded passenger traffic of 29.1 million in 2010-11, along with cargo traffic of 670,235 tonnes. MIAL is currently implementing a master plan that has been designed to have an integrated passenger terminal at Sahar with state-of-the-art infrastructure and facilities to cater to passenger traffic of 40 million per annum. MIAL’s vision is to transform CSIA into one of the world’s best airports that consistently delights customers and to be the pride of Mumbai. For this purpose, MIAL has engaged well-known international experts in airport design and operations. The transformation of CSIA is a unique infrastructural project, unlike any other airport development project. Since taking over operations, MIAL has brought about significant improvements in the operations of the airport. Some of the key highlights include the refurbishment of domestic terminals 1A & 1B, international terminals 2B & 2C and the opening of a brand new domestic terminal 1C. Some significant airside enhancements include the commissioning of new taxiways and aprons, reconstruction of the runway intersection and the reconstruction of both the main runway 09/27 and the secondary runway 14/32. This has lead to a considerable reduction in runway occupancy time for aircraft landing and taking off, thereby increasing the efficiency of runway operations. With an ongoing focus on passenger convenience and comfort in the long term, MIAL introduced a number of changes in the last four years. Some of these include a world-class duty-free area at the international terminal, a variety of food and beverage and wellness facilities at both the international and domestic terminals, a website with real-time updates on flight schedules, entertainment facilities at the international terminal, faster immigration, a monthly magazine for passengers called MUMBAI TOUCHDOWN, efficient kerbside management and better streamlining of transport facilities outside the terminals. MIAL also initiated the rollout of stateof-the-art technology to improve operational efficiency. In the last four years, MIAL has received international and national recognition for its efforts. CSIA is the first international airport to be conferred with the 2008 Frost & Sullivan Aeronautical Excellence “Airport of the Year” Award. It has also received the “Best Airport in India” award instituted by the Air Passengers Association of India, consecutively in both 2007 and 2008. CSIA is also the first airport in India to certify to International Standards for Passenger Complaint Handling and has received the ISO 10002:2004 Certification. Additionally CSIA’s proposed Air Traffic Control Tower designed by global architectural firm, HOK International Limited was conferred the prestigious “Autodesk Hong Kong Building Information Modelling (BIM) Award 2009”. CSIA was rated the second best airport worldwide in the 15-25 million passengers per annum category for the year 2010 in the ASQ (Airport Service Quality) survey carried out by Airports Council International . It was also recently voted the “Best Brown Field Airport in Public-Private Partnership” for the year 2009 in a survey conducted by the Air Passengers Association of India jointly with the Consumers Association of India. With an objective of giving CSIA a unique identity, MIAL has designed a new logo for the airport. Derived from the shape of a peacock feather into which the acronym ‘CSIA’ is woven seamlessly, the logo captures three essential attributes: Pride in India, People and Service and Global Standards. This is the first time that an airport in India has been given an identity of its own.