Defying Absolute Limitations 1

Defying Absolute Limitations

2019

Deshawn U. York
Princess Juliana International Airport

September 5, 2019

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Contents:

Contents:

Introduction

Background
Definitions
The Situation

Capacity Improvement Approaches

Airspace Capacity
Operational Capacity
Geographic Information System
Commercial Buildings
Airport Commercial Capacity Improvement Framework

Conclusion

Case Study SXM

About SXM Pre-Irma
SXM Up Until Now
Airspace
Operations
Commercial Side

Conclusion: Case Study

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Introduction
Many airports across the world and especially in the Latin-America and Caribbean region are running out of
capacity to handle aircraft and passenger movements. This paper proposes answers and solutions, finding
innovative measures to improve airport operational efficiency.

Improving airport capacity could mean quite a lot for a number of parties, especially for the passengers. Some
benefits of airport capacity improvements include enhanced peak time capacities, creating more space for
servicing of passengers, increased concessions offerings, reduced waiting times and much more.

This paper is split into two sections, one where solutions are proposed based on research, and another where we
explore a story of an airport who is a living example of how airports can adapt to changes and defy limitations.

To provide answers to the main question, we will zoom in on the Latin-America and Caribbean travel market,
understanding the limitations and needs for efficiency and capacity improvements.
We will also consider various efficiency and capacity improvement approaches, taking a look into other
industries for best practices and trends that can be applied to the world of airports.

This report is written for airport managers and executives, capacity managers, teams in charge of airport master
planning, ATC managers, airline operators and other stakeholders within the airport community. This report will
focus mainly on the big picture items and not the actual calculations of airport capacity.

For the purposes of this report, the term “Capacity” will refer to the total (passenger/aircraft) throughput per unit
of time that an airport can sustainably handle, without any major delays and taking the weather conditions into
consideration.

Background
The global demand for aviation is growing. IATA (2017) expects that by 2036, air passengers will almost
double, from about 4 billion to 7.8 billion. This growth will be fueled by countries such as China, India,
Indonesia and Turkey which are forecasted to have great growth.

In Latin American and the region, growth is forecasted at 4.2%. This means that the market which currently
caters to about 421 million passengers yearly will need to make space for about 757 million passengers in under
two decades.
The travel and aviation industry is very crucial for the Latin America-Caribbean region where quite some
countries depend heavily on (leisure) tourism as a major economic pillar.
ACI (2018) asserts that at the moment, the aviation industry is responsible for about 7.2 million jobs and USD
$156 in economic value.
With the forecasted growth for the region, this could mean as much as USD$ 430 billion in regional GDP by
2034 with as much as 9.7 million jobs for the Latin America and Caribbean region. (Dr. Lui, 2019).

With this impending growth, airports in the region must be ready and prepared to handle these new demands.
However, some airports may not be able to expand to meet these demands for various reasons.

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One reason could be because of physical limitations, where airports simply can’t expand because of their
physical or geographical location or surroundings. Another reason why airports may not be able to readily meet
demands may be due to limited budgets for major infrastructure investments or expansions.
In the face of all this, airport operators need to find innovative measures to prepare for and to accommodate
these passengers. This is why we look at making efficient and effective use of the current resources including
improving the airport capacity and making optimal use of the existing space.

Interestingly enough, some airports (in the region) are already seeing the effects of being operated beyond their
capacity, albeit in peak hours and feeling the growth of the markets.

It must also be noted that regulations regarding airport target achievements and performance monitoring will
become more and more important in the industry in coming years. (Avisu, 2016)

Capacity Improvement Approaches

In this chapter, we take a look at some approaches on how airports can improve their capacity. These
improvements usually involve, or center around 3 main concepts, including the design and infrastructure, the
(support) systems and (human operating) procedures.
One approach, outlined by Avisu (2016) identifies 3 domains where airport operators may want to focus when
measuring performances and subsequently making improvements. These domains consist of the Airspace,
Airside and Landside.

In this chapter, we will first discuss airspace capacity improvement possibilities, and then discuss the capacity
improvement framework by Hentschel which focuses on improvements in the general operations space. Also,
we will take a look at making use of geographical information systems technology to get a better understanding
of how people make use of spaces and what this can mean for passengers at airports.
After that, we consider trends in other industries and how those trends can help the airport industry to be more
efficient.
Lastly, a new optimization framework is proposed which allows airports to enhance their capacity by looking at
their commercial/non-aeronautical operations.

Airspace Capacity
Probably the most important domain to consider in making improvements to capacity is the airspace and
aerodrome. If flights can be separated enough, scheduled well and the airspace organized in an efficient and
effective way, then airports would be able to spread their peak hours out to less busy times and better be able to
handle busy periods.
For airlines to operate outside the peak-hours, airports may consider appropriate incentives. For instance,
reduced fees outside of peak-hours could be a great viable option for airlines. A flip side to this would be to
increase fees during peak hours as these congestions cause delays and could be more taxing on resources.

In order to adjust scheduling of flights, airlines, airports and supportive stakeholders would need to be
understanding and open to experimenting with innovative perspectives and solutions. Also, while an airport may
not be able to fully expand its runway or build an additional runway, it may consider developing a taxiway
adjacent to the runway which would allow aircraft to exit the runway faster, leaving it clear for other aircraft to
make use of.

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Other aspects to improve airspace improvements would be to consider controlling the speed to adjust/reduce the
handling times and runway occupancy times. Airport operators could also seek to enhance the performance of
staff and using technology to automate procedures where possible.

Operational Capacity
There are quite some approaches possible in improving (airport) capacity. One approach is the framework by
Hentschel (2017). This framework is quite focused on improving the operational space and resources of the
airport.

The first step of this framework requires the operator to assess their current capacity and detect bottlenecks in
their operation. This would require them to assess the journey of the passenger on arrival, departure and in
transit through the airport. The second step is to determine the capacity requirements and their optimal targets.
The last step and probably the most crucial is the development of solutions and the evaluation of those solutions
to ensure their effectivity.

Fig 1. Operational Optimization framework proposed by Torsten Hentschel (TH Consulting)

This development and evaluation of solutions phase maintains 6 key aspects. These aspects can be split into 3
categories. Firstly, the resource management and infrastructure maintenance where the operator should put
emphasis into keeping the infrastructure well maintained with regular checks etc. Regular maintenance and
proper management reduces failures and disruptions.

A second category would be the layout of the facilities. This would include the flexible, centralized
infrastructure and optimized layout. Centralizing infrastructure would help to make better use of resources and
increase peak capacities for example. Flexible layouts would allow airports to adjust the facilities/resources as
needed for their peak and non-peak periods.
The last category would consist of the technology utilization and the process optimization aspects. Here, the
emphasis would be to introduce technology into the operations which would help to automate and enhance the
speed of processes. Another benefit would be that the operator would also be better able to measure
performance and productivity more efficiently.

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Geographic Information System

To improve the capacity of a space, there needs to be an assessment of how the space is currently being used.
This question can be answered by using geographic information system technology to take a closer look at how
passengers are making use of the space.

In 2009, the Geographic information system (GIS) team at NASA’s Langley Research Center (LaRC) in the US
developed and made use of a GIS solution to reorganize and optimize the facility.
The facility holds about 400 buildings, 4,000 employees and 6.700 rooms, on about 3.7 million square feet.
With all the activities, disciplines, labs that are housed on the premises, the facilities and infrastructure are quite
massive and complex.

The Langley Research Center (LaRC) was under pressure to downsize, reorganize and cut costs. After extensive
research on how employees made use of the spaces and how they interact with each other, one of the methods
they came up with was to make better use of the spaces. By using the GIS solution, the team was able to
optimize usage of the facility, reduce operational costs while increasing and maximizing synergy and
collaboration between departments and employees.

Today, there are various technological solutions which help to measure the foot traffic in areas for operators to
get a better idea of how consumers use spaces, identifying dwell time in lines etc.
Francis (2019) identifies intelligent retailing as one of GfK’s top trends for 2019. This trend includes heat-
mapping and facial recognition to optimize floor space. By using sensors, this technology is able to identify the
most attractive zones in and outside the store. Griswold (2014).

With this data, retailers and airport concession operators would be able to make better decisions, for example,
on how to layout their store and how to shelve individual products.
Furthermore, when combined with self-checkout kiosks, these technologies would help retailers be more
efficient and allow them to track their inventory in real-time.

Commercial Buildings
The commercial aspect of capacity improvement in an airport is important because this allows airports to
increase (non-aeronautical) revenues which can be reinvested in order to improve operational needs, which
would, in turn, allow the airport to accommodate more flights/passengers and again increase demand for more
commercial offerings.

Here, we take a look at capacity improvement techniques and possibilities in other commercial settings such as
stadiums, shopping malls etc. We will see how these commercial institutions are making use of their space and
the lessons that airports can learn to improve their non-aeronautical capacity.

Stadiums
To get a better understanding of improving commercial potential of limited space, we consider the commercial
setting of stadiums.

Stadium manage their seek to increase revenue by effectively controlling the space that the customer rents and
time frames that the customer rents.(Pandarix 2014) Being able to control both space and time allows the
stadium operators to assign different spaces to various customers at the same time.

Stadiums primarily generate revenues through ticket sales and space rental. They also generate additional
revenues from food and beverages, additional spaces, exclusive lounges, merchandise, advertising/sponsorship
deals.

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According to KPMG (2013), another growing trend in stadiums is the use of cashless payment systems. These
systems help to increase security and help to speed up transactions and increase revenues for the stadium.
These payment systems can be in the form of a reloadable debit card, making use of vending machine or
multiple purchase points at the stadium or even before coming to the stadium. These cards are used as tickets
and a way of making purchases while in the stadium and as public transportation cards.
These cards allow clubs to collect quite some information about fans, to get a better understanding of them and
enhance marketing possibilities. Also, these payment cards can then be used as souvenirs or merchandize for the
stadium/club.

Shopping malls
According to Pani (2014), the two priorities for shopping malls are; to provide value to consumers and enhance
the per-square-foot productivity of the mall.

With its growing economy and fast-paced market, a set of international brands are flocking to India. These
brands prefer malls with high consumer traffic and optimal designs. Thus, these Indian malls are forced to
optimize spaces in malls that are not performing (well) by revisiting the design and tenant mixes.
These situations have forced mall developers and operators to introduce new concepts and stores to keep up with
demands and with the times.

Pani also mentions 3 key points on how retail/mall operators will need to evolve in order to keep up with
demands and trends. Firstly, to become flexible in designing the space, but also in Property & asset
management, for example, by offering leisure activities. Secondly, stores should enable customers to use
technology in the store for a seamless online and offline experience. Lastly, these retailers should provide a
unique, emotional, interactive and social experience to encourage consumers to continue to visit.

To increase shopper dwell time, vacant spaces are being converted to seating areas, kiosks, vending machines,
ATMs, interactive information points and children play zones.

As Pani (2014) mentions, “change and adaptation” are the keys to success in terms of optimising space, design
changes and more. Allen (2017), during his ARN Conference 2017 presentation also echoes this by encouraging
airport operators to adopt a beta-mindset, making use of flexible architecture. This allows airport operators to
change and adapt to growing demands with ease.
In both malls and airports, building with flexibility and dynamism in mind allows the operators to introduce new
attractions from time to time, without having to make major structural changes.

Some major steps being taken in malls throughout India to optimize space include; right-sizing of (existing)
stores, providing good accessibility to stores, eliminating narrow passages by merging them with existing stores,
effectively creating walk-through store concepts. Further optimization steps include the introduction of novel
stores in underutilized spaces, enhancing advertising opportunities with floor graphics and digital media,
utilizing parking lots and other ancillary spaces for ads and other promo events and casual/temporary leasing!

Mobile commerce, ecommerce and social media commerce and influence have changed the way consumers
shop.
Airports can consider introducing brand display/concept stores in their product mix where passengers would be
able to interact with and have a full immersive experience with a brand. This would then allow passengers to
create a unique experience in-store and purchase online. That way, there’s a lasting connection with the brand,
travel experience and the airport.

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Airport Commercial Capacity Improvement Framework

After considering the optimization techniques used by other commercial buildings, stadiums, shopping malls,
and the optimization framework proposed by Torsten Hentschel (TH Consulting), the framework from TH
Consulting will be adapted in order to highlight possible optimizations that are geared towards the non-
aeronautical operations at airports.

Initially, the steps 1 and 2 would remain the same. Airports should first assess their current/existing capacities,
detect possible bottlenecks and secondly determine their future target state.
In developing and evaluating solutions, airport can consider 7 aspects and areas on how to optimize space from
a commercial perspective;
1. Strategy: create a vision for the airport that fosters principles that are unique to your organisation.
Authentic experiences, enhancing sense of place and highlighting the local culture.
2. Business Intelligence: bring data together using that data to inform and influence decisions
3. Technology: use technology to track performance and productivity, to automate and make processes
faster, and easier to quantify. Connect systems in order to get (real-time) data to measure better and
faster
4. Portfolio Planning: use data to inform decisions that reduce risk, increase value and ensure that new
concepts are fit for the future
5. Rethink Contracts: continuously improve and innovate property and asset management services
through process improvement, use of disruptive technologies, introduction of new business models and
changes in operating models.
6. Re-sizing spaces: as with the stadiums, be in more control of spaces. Resize commercial spaces where
possible and necessary and rethink existing workflows to see how concessionaires can make better use
of spaces and provide unique experiences. Storage room may be taken outside of the store or off
premises to allow more effective use of actual commercial space.
7. Community: airports should look beyond the premises of the airport and work together with their
stakeholders, and partners in order to find solutions and manage growth.

Fig 2. Commercial Optimization framework proposed by Damien A. Schmidt.

Conclusion: Approaches
In general, operating an airport can be quite complex and even more so when there are demands to be able to
sustainably handle more and more capacity.

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Taking a holistic approach to these growing needs for airports to handle more and more capacity, it is not
enough to only consider operational approaches. The aeronautical and non-aeronautical aspects of airport
management are closely and tightly interdependent.

Without the aeronautical aspect, airports would be large expensive shopping centers at best. And without the
commercial/non-aeronautical aspect, airports would be landingstrips with a tent to process persons.

The better the commercial performance, the more airports can invest funds in infrastructure which would
improve the operational performance and in turn create more commercial possibilities.

The Commercial Capacity Improvement framework is developed based on research, experiences and trends in
other industries. It can be used alongside or in collaboration with other operationally-focused tools in order to
create a holistic approach when considering innovative measures to improve airport capacity and efficiency.

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Case Study SXM

Two years ago, on the 6th of September 2019, colleagues of the prestigious Princess Juliana International
Airport (SXM Airport) in St. Maarten left the airport early to head home and prepare for what was supposed to
be just another hurricane. At that time, almost everyone assumed that after a few days things would be back to
normal.
Within a matter of hours, St. Maarten would suffer from one of the most drastic and gruesome hurricanes ever
seen in modern times. Hurricane Irma would wreak havoc on St. Maarten and as a result SXM airport would be
rendered unfit for operations.
No one would imagine that even 2 years after the hurricane that the airport would still be enduring a recovery
period.

In order to get the airport back up and running, servicing their almost 2 million yearly passengers and bringing
back airlift into the country, the team at SXM airport had to make major capacity improvements, rethinking how
processes were done and reviewing how they would be able to improvise.

Based on all the theoretical framework outlined in the previous sections of this report, we will take a look at St.
Maarten’s Princess Juliana International Airport, affectionately known as SXM Airport in the form of a case
study.

About SXM Pre-Irma

Prior to the hurricane, SXM Airport was an award winning airport, with 1.8 million passengers annually and
30.500 square meters of terminal space which translates to approximately 1.7 square meters per passenger.
There were also a total of 14 boarding gates, 46 check-in desks, 12 check-in kiosks, 10 transfer desks to process
passengers needing to transfer through the airport. The airport also had an executive lounge and 2 food courts,
one on landside and one on airside.

SXM was known for connecting passengers to the globe, with 33 airlines and direct connections to 35
destinations, including multiple destinations in the US, daily connections to Europe, multiple weekly flights to
south/Latin America and various connections to the rest of the Caribbean. A great percentage of those Caribbean
connections were executed by home carrier, Winair.
The airport operated as a hub to the 8 country partners/islands in the region; St. Eustatius, Saba, Anguilla, St.
Barths, Nevis, Dominica and of course the two sides of the island, St. Maarten (Dutch), St. Martin (French).

Interestingly, SXM could be considered as one airport which already started experiencing the market
expansions. The airport terminal and operating grounds were constructed in 2006 with a carrying capacity of 2.5
million passengers annually. Yet, the airport was already handling 1.9 million passengers and was en route to
reaching 2 million passengers in the coming years.
The majority of the market (50%) consisted of passengers from the North American region, (US and Canada),
followed by regional and Caribbean traffic (30%) and then followed by Europe (15%).

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SXM Up Until Now

At the moment, the airport is still in a recovery period. The following is a chronological order of the 3
temporary operating spaces that the airport has been using in the meantime.

October 2017 - Canopy Tents

On October 10th, 2017, just over a month after the passing of the hurricane, the airport was reopened for
commercial activity. Prior to this, the airport was under military control and was mainly used for evacuation
flights to get tourists and persons with emergencies out of the country. The airport was also used for relief
flights with airlines and military bringing in materials and charity goods.
Upon opening in October the (check-in and arrival) operations took place under big canopy tents. The former
makeup area functioned as a departure holding area. Under these conditions there were 14 fully equipped check
in counters, and 5 departure gates but one security screening point. The passengers baggage process at arrival
was also quite cumbersome as this was done by hand.
At the time, these conditions were sufficient only because the carriers were starting back their flights one by one
and passenger numbers were still drastically reduced compared to pre-Irma.

To avoid congestion, passengers were requested to arrive at the airport before the suggested time.
During this period, in light of the circumstances, the need for concessionaires, both F&B and retail was in high
demand by travelers.

February and March 2018 - Pavilions

By February 2018, partially due to increasing scheduled flight demands, the tents became too small to handle
the operations. More and more carriers were coming back online and passenger numbers were increasing again.
In February 2018, SXM airport opened the airport pavillion tents which were equipped with AC, carpeted
floors, dedicated concession space, 18 check-in counters, 7 gates, and two security screening points.

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Fig 3. Initial sketch of arrival pavilion

In March 2018, the arrival pavillion was opened, also equipped with full AC, carpeted floors and security access
doors.

While these conditions were a bit more comfortable for passengers, carriers and staff, it was clear that those
conditions would only work for so long. By that time, according to the airport statistics department, SXM
airport was back to about 50 - 60% of passenger traffic, when compared to 2016, which was the last
uninterrupted operating year. Furthermore, growing demands and scheduled flights for the winter season
2018/2019 were indicating that the departure holding space, with almost 400 seats would not suffice.

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Throughout both of these periods, one key area that needed to be coordinated properly was the transfer situation
for transfer passengers. As SXM operates as a hub with a large amount of connecting passenger traffic, it was
imperative to ensure that the transfer process was as seamless as possible.

December 2018 - 30% floor space

On the 14th of December 2018, the team at SXM airport started making use of the terminal building again. With
a new layout, the space being used is about 30% of the entire terminal building.
The new operating space contains 32 check-in counters, 7 gates (expanding to 9), with over 500 seats for
passengers.
This space will be the operating space for the airport for about 2 years until the airport is fully restored to its
former glory.

At the beginning of 2019 the airport was processing over 60% of its 2016 passenger numbers. By June 2019, the
airport was back to about 90% of its former passenger numbers.

Airspace
In a private interview with Mr. Duncan van Heyningen, Manager of ATS Training & Development at SXM
Airport, he explained that just before the hurricane in 2017, SXM was already busy with the first steps of
airspace performance improvements. The airport commissioned a Airspace & Aerodrome Capacity study to
assess the existing situation at the airport. In August 2019, after showing healthy signs of recovery, these results
were presented during a presentation to airport operational and tourism stakeholders.

This study enables the airport’s management and stakeholders to plan the future of the airport together and to
come up with optimal solutions to increase aircraft throughput while maintaining a safe environment for the
airport and its users/operators.
The results of the study show that to drastically improve the throughput the airport infrastructure would have to
change. However by implementing changes now, the capacity can already be effected. Some of these
improvements would include organizing the entrances and exits to the airspace, and standardizing holding
patterns for flights that need to wait in the air before landing.

Operations
In 2 years, counting the former building, SXM airport has operated in 4 different airports, 4 different operating
conditions, 4 different airport operating spaces. Each time pulling (human) resources to formulate, plan and
coordinate the plans for the next phase. Each time adjusting, adapting and expanding in relation to physical and
budgetary constraints to meet the impending needs and demands of the airlines and handlers and of course
recovering local tourism product.

A few examples on how the airport has improved capacity is by using empty corridors as airline back offices in
the initial “tent” days. At the moment the airport is using wide corridors to house transfer desks and security
checkpoints, essentially optimizing layout and resources.

Previously, the food court (seating) area was clearly separated from the regular seating area. In the present
operating space, the F&B food court in the departure holding area is tightly integrated into the regular seating
which is being flexible and innovative with the compact space. Another aspect that shows the flexibility is that
the stanchions which indicate queuing lines are regularly adjusted and configured to meet demands especially on
high traffic days.

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The airport has also implemented process optimizations by introducing a passenger experience team which
provides customer service to the passenger and help coordinate long waiting/queuing lines.

Commercial Side
Prior to the hurricane, the airport had a total of 23 Food & Beverage (F&B) and retail concessionaires operating
all in the building, 12 F&B and 11 retail. All F&B operators were allowed to cook in the building and service
customers accordingly.
Today, the airport has a total of 16 concessionaires with a mix of 10 F&B and 6 retail stores, including a duty
free. All concessionaires are operating with less space due to obvious constraints.

In this chapter we will use the commercial capacity improvement framework to consider how the airport has
optimized its commercial operations to still be able to meet demands and service passengers with 30% of the
operating space. .

In the current operating space, the F&B operators are not allowed to cook in the building due to lack of
appropriate grease and sewage systems. Instead, operators have found innovative ways to operate, cooking in
food trucks which are stationed on the landside garden of the airport. These food trucks also double as a
secondary F&B area on the premises where passengers and airport personnel mix, mingle and get to know each
other before passengers jet off.

The airport will also introduce a WIFI program in the terminal for passengers and for airport community
operators (concessionaires, airlines, etc.). As opposed to opting for a service contract where the airport would
pay to have WIFI in the building, the airport has created a concession program to a local vendor who would be
fully responsible for the WIFI network.

It is also important to mention that another key aspect to the success of SXM airport was the deep and stronger
relationships it has developed with the tourism community beyond the airport.
Due to the monthly update meetings with stakeholders, the airport was able to share its progress and hear from
the industry about upcoming demands from the other stakeholders and together discuss solutions.
These stakeholders include the ministries of tourism and tourism offices, cruise ports, the hotel associations,
chambers of commerce and naturally the airports from both sides of the island.

This inclusive approach to the island’s recovery not only allowed the airport to keep up with demands and be
prepared, but also allowed the stakeholders to be prepared for the upcoming demands.

In the future, the airport has plans to convert to a cashless terminal, which would make it the first terminal in the
direct region. This would also help to ensure security and speed of payment and processing, especially during
the check-in process.

Conclusion: Case Study

In this case study we see how Princess Juliana International Airport, the hub of the Eastern caribbean region was
crippled in a matter of hours. Yet through a heroic show of perseverance and resilience SXM Airport has proven
capable, time and time again, to be able to adapt and adjust to real life and real time challenges of budgetary
constraints, space limitations and impending growth.

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In considering improvements it is important to consider both aeronautical and non-aeronautical possibilities. In

this case study we also see how the commercial capacity improvement framework can be used alongside the
operational improvements and optimizations to identify capacity improvements possibilities.

It is clear that SXM Airport is on the rise again, back to its former glory, better than ever. With its recently
acquired experiences in capacity improvements, SXM airport should be more than ready to make full use of the
airport when it reopens and be fully prepared for the impending market growth in the coming years.

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