ACI Celebrating 20 Years - Airports Council International

Transcription

AI RPO 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
Celebr ating
C O UNC IL
INTERNATIONAL
CEL EB R AT ING
20
YE AR S
–
1 99 1- 2011
20
YEARS
Airports Council
International
1991-2011
20
Years
–
1991-2011
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
150
152
162
166
168
182
185
ACI Latin America-Caribbean 189
Great Opportunities and Challenges for ACI-LAC 192
By Philippe Baril
A Successful Redevelopment for Mexico City 196
By Héctor Velázquez y Corona
A New Modern Airport in the Andes 198
By Benjamín Ortiz
Facing the Challenge of Growth at São Paulo
Guarulhos 200
By Edvaldo Pereira Lima
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
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
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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
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A C I :
the design, development and compatibility of aircraft
M i s s i o n ,
O b j e c t i v e s ,
S t r u c t u r e
Members of the World Governing Board, Regional Advisors
and WBP Observer as of June 2011
and airports.
Africa (3)
n Special ACI programmes
Monhla Hlahla (Airports Company
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 under
standing 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 super
vises 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.
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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
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M e s s a g e
f r o m
t h e
Ch a i r
o f
t h e
A C I
Wo r l d
G o v e r n i n g
B o a r d
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.
With these positive perspectives and plans ahead of
ICAO safety standards, implementation of safety
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 con
cerned 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.
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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
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M e s s a g e
f r o m
A n g e l a
G i t t e n s ,
D i r e c t o r
G e n e r a l
o f
A C I
Wo r l d
embraced by the modern airport manager. The Airport
Service Quality (ASQ) programme has grown exponen
tially, 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.
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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 acti
vities, avoid duplication and maximize the use of scarce
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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 con
gress 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
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The
Vo i c e
o f
t h e
Wo r l d ’ s
A i r p o r t 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
Airport Openings
ACI Milestones
1991 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 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.
1995 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.
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A I R P O R T S
Denver International opened in 1995.
C O U N C I L
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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
Airport Openings
ACI Milestones
1996 General Santos International Airport replaces Buayan as the
Launch of ACI World website and Airport World magazine.
ACI strengthens relationship with WTO.
gateway for General Santos City, Philippines (July).
1997 Milas-Bodrum Airport opens as a new gateway to western Turkey
ACI’s Y2K compliance efforts begin.
(April).
1998 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).
1999 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.
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The
Vo i c e
o f
t h e
Wo r l d ’ s
A i r p o r t 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
Airport Openings
ACI Milestones
2000 Hangzhou Xiaoshan International Airport and La Romana
ACI plays a major role in ICAO’s Conference on the Economics of Airports
and Air Navigation Services (ANSConf 2000).
International Airport open (both December).
2001 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.
2002 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
Health Organization (WHO) and to the subsequent revision of the
to serve the Düsseldorf region (May).
International Health Regulations (in 2005).
2004 Guangzhou closes its old airport and opens a new one with the
Relocation of ACI Latin America-Caribbean regional office to Merida and
of ACI Pacific regional office to Hong Kong.
same name Baiyun International (August).
2005 Centrair International Airport opens on an artificial island in Ise Bay ACI organizes the first Airport Service Quality (ASQ) Conference and
announces the launch of the ASQ Survey Programme (commences 2006).
to take over from Komaki as Nagoya’s main gateway (February).
Incheon opened in 2001 with two runways (pictured) and has been steadily expanded.
18
A I R P O R T S
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Centrair opened in February 2005.
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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
Mark Blacklock is the editor-in-chief of ISC Ltd.
the Regional Associate and then the World Business
Year
Airport Openings
ACI Milestones
2006 Bangkok’s Suvarnabhumi Airport takes over from Don Muang as
Transitional merger of ACI Asia and Pacific regions; centrally managed from
Hong Kong. ACI wins the Flight Safety Foundation Airport Safety Award.
the city’s main gateway (September).
2007 Sihanouk Airport reopens as Cambodia’s third international 2008 Hyderabad’s Rajiv Gandhi International Airport takes over from 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 Africa regional office to Casablanca.
airport (January).
ACI Asia-Pacific region officially merged.
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.
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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 know
ledge, 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 grow
ing 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 rein
forcing the GMR Group’s deep
commitment in the airport infra
structure space, for the region of
South Asia as well as Europe.
The
Vo i c e
o f
t h e
Wo r l d ’ s
A i r p o r t 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 unprece
dented 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.
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A I R P O R T S
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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
Wo r l d ’ s
A i r p o r t 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 relation
ship”, and he is pleased that ACI is now head
quartered 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.
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The
Vo i c e
o f
t h e
Wo r l d ’ s
A i r p o r t s
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
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the participants.
The AACC structure was simple and
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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.
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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 ele
ments 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
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But airports should be competitors, so how
My hope for the coming years is that it will
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“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
and CEO of Copenhagen Airports 1991-2008.
chairmanship ACI’s expanding activities and
resources. He worked with the then Director
responsibilities were straining the organization’s
General, Jonathan Howe, to drive down costs
The Airports Council International 20th anniver
Dr 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.
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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.
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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
but those of the Executive Committee, the Board
limited resources it is important for airports to
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
processing, amendment and adoption of Stand
ing Committee working papers by the full Board. 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 regard
ing the establishment of the World Business
going to get everything they want so reaching a
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
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I think that we completed the first phase of
our “settling in” with the establishment of the
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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.
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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
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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”.
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
compared with other industries – in responsibly
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
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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 punctu
ality 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 empha
sizes 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 parti
cipate in a number of projects, in
order to influence future develop
ments 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
Roberto Kobeh González is the President of the
managing these global forces.
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
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Council of the International Civil Aviation Organization
(www.icao.int).
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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,
aviation system that is as safe and secure as possible,
ultimately, users.
they want to enjoy their travel experience, and they
Our approach lies in the Declaration on Aviation
want flights to be environmentally sustainable.
Security adopted unanimously by the 37th Session of
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.
Let this 20th anniversary of ACI be a reaffirmation of
number of reservations, made ICAO the first United
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).
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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
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forced many airlines into survival mode. This highlighted
the natural tensions that exist between airlines and
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A C I
2 0 t h
A n n i v e r s a r y
M e s s a g e
f r o m
I ATA
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.
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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, parti
cularly from the recovery seen in
many emerging European eco
nomies. 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 oper
ations 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 collabor
ation 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 stake
holders, and while our industry has a commendable track
record, we must continue to share knowledge and exper
tise 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 oper
ational 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
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C A N S O
–
t h e
G l o b a l
At the Aviation and Environment Summit in 2009,
Vo i c e
o f
A i r
Tr a f f i c
M a n a g e m e 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
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.
X
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
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CA N S O
–
t h e
G l o b a l
Vo i ce
o f
A i r
Tr a 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 n a g e m e 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
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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 improve
ment 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 Repre
sentatives, 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
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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 environ
ment. 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.
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Tr u l y
G l o b a l
C o l l a b o r a t i v e
A p p r o 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 collabor-
n Targets
ative approach.
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
Action Group (www.atag.org).
industry united to
address climate
change.
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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 con
centration 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 inter
national 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
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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.
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ACI
Mo v e
C o n f i r m s
M o n t r e a l
a s
t h e
Wo r l d
C a p i t a l
o f
C i v i l
A v 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
and a range of
Peter Diekmeyer is a Montreal-based journalist. For
conditions possible.”
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
www.montrealinternational.com.
other civil aviation
organizations and
aerospace
companies.
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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 oper
ating 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,
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o f
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Wo r l d ’ s
N e w
H o s t
C i 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 inter
national 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 oper
ations and is also an important industrial site for aero
space 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.
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Z
Montreal
Trudeau’s
redeveloped
terminal complex
today.
53
The
A i r p o r t s
o f
A C I
Wo r l d ’ s
N e w
H o s t
The expansion and modernization programme
has also leveraged high-tech solutions to facilitate the
processing of passengers and their luggage while
C i 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.
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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.
WHERE M O N T R É A L M E E T S T H E W O R L D
www.admtl.com
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 organi
zations, 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 regu
larly 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.”
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G e n e v a
A i r po r t
–
A C I ’ s
H o s t
f o r
t h e
F i r s t
2 0
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 enter
ing 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.
among Europe’s
Geneva Airport is a place of travel, a place of transit and
The latest expansion project is the East Wing, a
Z
Geneva ranks
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.
major mediumsized airports.
X
Meanwhile, taking advantage of the momentum
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 note
worthy indirect and induced impact. This continuously
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Counting 10 Years of Successful Operation
Athens International Airport
(AIA) is a pioneering inter
national Public-Private
Partnership, being the first
major greenfield airport
constructed with the partici
pation of the private sector.
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 frame
work of adopting a very modern
approach to airport manage
ment, AIA has defined its own
strategic position within the
airport’s operational environ
ment, 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 develop
ments, thus contributing to
the well-being of its neigh
bours and the society overall.
In addition, it manages a
comprehensive environmental
policy by addressing all rele
vant issues including noise
reduction, air and water quality
monitoring, waste manage
ment 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, accord
ing to the international environmental
standard EN ISO 14001 for environ
mental 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
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travellers against those who would perpetrate harm to
make a political point.
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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
Z
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
integrate into the
called Airport Excellence (APEX) in Safety to assist
approach/departure control now have to be an integral
new ATM systems.
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
This integration between ground and air operations
a long way to go yet, but eventually the APEX badge of
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
Meanwhile, airspace in terminal areas around major
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
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Airports need to
absolutely direct and completely safe. The only way to
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AC I
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achieve this is to have an operations and ATM com
neurological in its integrity, a system that can respond
between ground
munications network, linking all the system players,
and adapt instantly to changes. ICAO and Eurocontrol
and air operations
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.
Integration
is a two-way
process that needs
coordination on a
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
V
it is essential that minor airports take part as well.
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 oper
ations 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
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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 exami
nation: 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 con
sidered. The mitigation could, for example, involve
shortening the published runway length, and installing
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AC I
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ACI is working to
raise ramp safety
standards.
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D e d i c a t e d
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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 demon
strated 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,
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it can direct its members to ICAO for the guidance
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“Plan, do, check, review”. In this model, the initiating
“plan” phase is based on risk assessment.
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As ACI’s World Annual General Assembly agreed last
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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.
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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”.
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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
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
is quite rare it has the potential to cause a catastrophic
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
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AP E X
Fo c u s e s
o n
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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.
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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 E X
Fo c u s e s
o n
R u n w a 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 manage
ment, 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
Evenness and surface texture can definitely be
because the manoeuvring area surfaces were uneven
surface will drain
addressed by the airport operator, but there will be an
and damaged, and paving fragments were often sucked
rainwater fast and
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
improve surface
friction for
braking.
ICAO guidance on “Airport Design for Safety” makes
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
moves by the airport operator. Fortunately that problem
it clear that while its airport design standards should be
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
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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 capa
bilities are up to
standard is
another way
airports can
improve oper
ational safety
standards.
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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 con
struction 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 alter
native 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 six
ties 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 opportu
nities 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 along
side 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 subse
quent 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, funct
ional design and contract management.
The terminals were designed by well
known architects with technical assis
tance 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 inter
national 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 dis
tinguishes 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 ser
vices 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 Geometry & pavement design
l Efficient integration of all project life
cycle phases
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
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 Strategic advocacy planning
Air Service Development
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
l Security auditing requirements
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.
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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.”
n Checkpoint of the Future
Indeed, looking at the decade since the 9/11 attacks,
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,
The Checkpoint of the Future will see passengers
after a night at an airport hotel, and was allowed to
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.
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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
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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 facili
tating 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
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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 chang
ing 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.
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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,
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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
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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
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facing airports and the committee will help
C O U N C I L
Dato’ Azmi Murad.
better process integration with other
stakeholders.
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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.
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
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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 America-
Caribbean
Middle East
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
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North America
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Incheon
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International
Airport serving
Seoul has won
Best Airport
Worldwide each
year since the ASQ
Awards started.
D r i v i n g
Best improvement award by region
Best airport fewer than 2 million
passengers by region
Africa Cape Town
Asia-Pacific Shanghai Hongqiao Europe Bournemouth
Middle East Dubai
North America Vancouver
Africa George
Europe Humberside
A i r p o r t
S e r v i c e
Z
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 Latin America-Caribbean San José
Quebec City
Q u a l i t y
Cancun won the 2010 Award for the Best Airport in Latin
America-Caribbean.
Malta won the 2010 Award for Best Airport in Europe.
Cape Town won the 2010 Awards for Best Airport and Best Improvement in Africa.
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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*.
* Airport Service Quality 2010.
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 gener
ated 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.
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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 news
letter 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 rev
enues. 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
additional barriers. Competition is fierce as airlines seek
Meanwhile, external studies value airport food &
to boost in-flight duty free sales.
beverage (F&B) sales at $10 billion worldwide.
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
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General. “The tobacco buyer spends twice as much on
other products as the non-tobacco buyer.”
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Dev e l o p i n g
ZV
Top brands are a
global fixture at
airports.
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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
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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,
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Los Angeles World Airports
Congratulates Airports Council
International’s 20th Anniversary
The new Tom Bradley International
Terminal coming December 2012
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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
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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.
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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.
Visit dublinairport.com for more information
www.dublinairport.com
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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
often featured
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.
– 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
10% of total spend.
Several other initiatives aim to increase Cleveland
Hopkins’ commercial revenues. The airport has launched
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
n Assets
concessions by 50% to 6,500m2.
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
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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).
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At the time of the deal, Denver International
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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.
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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 employ
ees per year. SEA ensures its constant
and organized commitment to increase
effectiveness and efficiency in the
sustainable management of environ
mental 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 “Sustain
able 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 man
agement 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 orien
tations: 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 sustain
ability 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 invest
ments 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.
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A I R P O R T S
C O U N C I L
Elizabeth Leavitt, WESC Chair.
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S u s t a i n a b l e
A p p r o a c 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
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Airports are
Y E A R S
looking at
alternative fuel
sources such
as biomethane
for ground
equipment.
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Air p o r t s
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A p p r o a c 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 environ
mental 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.”
bring to local communities.”
In its first year, the programme reported airport
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.
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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
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A p p r o a c 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
n Noise
industry benchmarks.
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.
Communities around airports have lobbied success
2010, Macau International Airport launched a pilot
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
planning, aircraft design, frequency of flights and
ACI is convinced that airports will recoup the startup 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
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Air p o r t s
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A p p r o a c h
ICAO noise certification standards require manu
facturers 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 implemen
ting 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
ACI is opposed to restrictions on night flights, with
minimize local restrictions and protests. And I think
solar power to
curfews leading to under-utilization of infrastructure as
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
most airlines now recognize this.”
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
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“ACI has done a fabulous job advocating for the
A p p r o a c 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 environ
mental 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 develop
X
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 indus
trialized 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.
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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. There
practices 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 character
ized 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 oppor
tunities for airports.
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Our guiding principles focus on airport-specific
A C I
G l o b a l
Tr a i n i n g
P r o g r a m m e
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.
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The third strategy focuses on the need to improve
operational performance through targeted training.
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The
A C I
G l o b a l
Tr a i n i n g
P r o g r a m m e
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 imple
mentation 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 gradu
ation ceremony
was held on
2 November 2010
during ACI’s World
Assembly in
Bermuda.
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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 impor
tant international passenger and cargo gate
ways 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
A
CI’s global training curriculum is designed to
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 agree
ment 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 through
out 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
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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,
n ACI-ICAO Airport Management Professional
finance, commercial development and environment.
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.
n ACI Global Safety Network (GSN)
In May 2010, two IAPs were elected for a two-year
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.
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AC I ’ s
Tr a i n i n g
P r o g r a m me 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.
group is now looking to create an associate diploma for
It is also an elective in the AMPAP programme, and
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.
For further information on the ACI Fund
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].
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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
Bucharest
Bucharest Airports National Company
Istanbul
Istanbul TAV Airports Holding
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Panama City
Tocumen International Airport
Port of Spain
Airports Authority of Trinidad and Tobago
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A C I ’ s
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.
Tr a i n i n g
C e n t r e s
Panama’s Tocumen International Airport hosts the second training centre in the Latin AmericaCaribbean region.
“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.
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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
AC I ’ s
Tr a i n i n g
C e n t r e 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
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Tr a i n i n g
C e n t r e 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
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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 “sea
drome” 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 air
port 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 perfor
mance is improved, where passengers have more con
trol over their journeys, potential problems are spotted
before they arise, and airport operations staff can res
pond 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
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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 appli
cation for airports. This, combined with the augmented
reality application, gives rise to the possibility of a very
close relationship between the passenger and the air
port 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
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Ho w
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A i r p o r t
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M a n a g e
D i s r u p t i o n
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.
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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
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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 particu
larly 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
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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).
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–
T h e
E n a b l 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
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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
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 infra
structure investments such as the
Sohar industrial area, Sohar port and
Sohar free zone. The airport will
have the capacity to handle 500,000
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.
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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 consign
ments 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.
But although countries such as Brazil, Russia, India
deals with more valuable consignments such as
and China will drive volume growth, observers say these
electronics, it is an attractive target for criminals.
markets need to maximize their cargo potential.
“If there are many cases of pilferage or theft, it is a
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
“Automated cargo storage systems like the ones at
Tonnes
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
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Lo o k i n g
t o
L o n g - t e r m
U p l 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.
2 0
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L o o k i n g
t o
L o n g - t e r m
U p l 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
Germany’s
position as the
EU’s economic
powerhouse.
By 2025, Al Maktoum International will be able to
handle 12 million tonnes of cargo. Freight is central to
in the Middle East will invest around $100 billion in
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.
Dubai Airports expects cargo demand to increase
Latin America is seeing another boom. Brazil is the
from 2.3 million tonnes in 2010 to 3 million tonnes by
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
Cup and the 2016 Olympics, but to handle increased
The airport opened for cargo flights in June 2010.
“Dubai International Airport has capacity for 2.5 million
imports and exports.
National airport authority Infraero has launched a
tonnes of cargo,” says Dubai Airports Vice President
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
traffic reflects
multimodal cargo hub.”
is moving forward, boosted by cargo demand. Countries
A I R P O R T S
Z
Frankfurt’s freight
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Lo o k i n g
t o
L o n g - t e r m
U p l 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
invest closer to $20 billion in upgrading infrastructure
an increase of 17% in 2010 to 527,000 tonnes.
Bogota’s expanded
to support economic growth. In March, President Dilma
international cargo
Roussef announced that Brazil would open airport
forwarders and logistics companies move into
investment to private companies.
countries east of the continent. Cargo companies
terminal.
The country’s leading hub, São Paulo Guarulhos
X
Nairobi’s Jomo
Kenyatta
International
Airport has
boosted cargo
capacity.
138
In Africa, recent months have seen a flurry of
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
2 0
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h e a d
f e a t u r e
R H 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
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T h e
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
Wo r l d
B u s i n e s s
Pa r t n e r s
P r o g r a m m e
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
innovations such
as self-service
check-in.
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Interview with Dufry CEO Julián Díaz
What importance does ACI
have for Dufry?
First of all I would like to congratu
late 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 oppor
tunity 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
Airport
Tonnes
Airport
Change
over 2009
Johannesburg
18,565,250
+5.4%
Cairo
16,135,898
+12.2%
8,682,367
+17%
Sharm El Sheikh
Johannesburg
311,032
Cairo
310,903
Nairobi
229,850
Lagos
Change
over 2009
+23.4%
Movements
Change over 2009
Johannesburg
211,237
+4.4%
+8.8%
Cairo
154,832
+8.8%
-12.6%
Lagos
96,394
+15.9%
Cape Town
93,686
+0.5%
Nairobi
87,337
+8.9%
Cape Town
8,108,727
+5%
172,811
-1.7%
Hurghada
8,059,559
+19.8%
Kinshasa
75,718
+12.1%
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%
Accra
45,815
+0.3%
Sharm El Sheikh
64,336
+14.5%
Saint-Denis
34,593
+4.4%
Dar Es Salaam
62,620
+8.4%
Dakar
23,803
+10.3%
Tunis
62,205
+7.3%
Nairobi
5,485,771
+8%
Durban
4,751,206
+10.2%
Tunis
4,601,338
+8.1%
Source: ACI
A I R P O R T S
C O U N C I L
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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)
Aéroports du Cameroun (ADC)
Cape Verde
ASA Empresa Nacional de
Aeroportos e Segurança
Aerea EP
Central African Republic
Aéroport de Bangui M’Poko
Administration Déléguée pour la
Gestion des Activiés
Aéroport International de Djibouti
Airports Company South Africa
(ACSA)
Primkop Airport Management
Sudan
Malawi
Sudan Civil Aviation Authority
Airport Developments Ltd
Egyptian Holding Company for
Aéroports du Mali
(EHCAAN) – Cairo Airport
Mauritania
Company
Airport and Air Navigation
(EHCAAN) – Egyptian Airports
Equatorial Guinea
Malabo International Airport
Eritrea
Asmara International Airport
Management
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
Niamotougou
Mozambique
Société Aéroportuaire de Lomé-
Aeroportos de Moçambique, EP
Tokoin (SALT)
Namibia
Ethiopia
Ethiopian Airports Enterprise
Namibia Airports Company Limited
Niger
Société Anonyme Aéroport de
Libreville – ADL
Tchad
Gambia Civil Aviation Authority
Comoros
Ghana
Etablissement Public Aéroport
Ghana Airports Company Ltd
Civil Aviation Authority (Uganda)
Zambia
Federal Airports Authority of
National Airports Corporation
Nigeria (FAAN)
Limited
Rwanda
Zimbabwe
Rwanda Civil Aviation Authority
Office de l’Aviation Civile et des
Uganda
Nigeria
Civil Aviation Authority of
(RCAA)
C O U N C I L
Tunisia
Aéroports (OACA)
Aéroport de Niamey
Bi-Courtney Aviation Services
Gambia
A I R P O R T S
South Africa
Roberts International Airport
ADEMA
Djibouti
Aéronautiques Nationales du
146
Sierra Leone Airports Authority
Liberia
Aéroports de Madagascar –
International Moroni
(SCAA)
Sierra Leone
CCI Réunion
(SODEXAM)
Gabon
Chad
Seychelles Civil Aviation Authority
Madagascar
Company
Cameroon
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
Zimbabwe
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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 move
ments carried 383,184 passengers
and 9,084 tonnes of freight in 2010.
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.
International Airport has great
assets for private investment.
SALT’s short-term projects
are:
la bigger new terminal with
air bridges;
la 50,000-ton cargo terminal;
la high-standing hotel near
the airport.
ACI Africa Intensifies its Efforts
By Monhla Hlahla
L
et me first start by congratulating ACI as it cele
brates 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
for ACI Africa.
X
South Africa’s
successful hosting
of the 2010
World Cup paves
the way for the
whole region
to host more
global events.
and cargo categories.
With two new recruits (Seychelles and Swaziland) in
2010, the region has now grown to 58 members in 49
countries, operating 260 airports. In this huge region,
characterized by on-going privatization and the intro
duction of a number of new operators, ACI Africa will
continue to attract new members and to strengthen the
regional representation in all sub-regions. Governments
are increasingly recognizing the importance of com
mercializing 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 support
ing 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 contri
buting to world market integration, business develop
ment and increased economic stability. Safe and secure
operations that meet the highest international stan
dards, environmental compatibility and responsibility,
and improved customer care are thus central priorities
for the region’s airports.
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A C I
In line with these matters, to be able to better serve
A f r i c a
I n t e n s i f i e s
i t s
E f f o r t 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
is a meeting of
the economic
and environment
committee.
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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.
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C a i r o
R e d e v e l o p s
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 reconfig
ured 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.
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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 popu
lation 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.
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A
n KSIA today
N e w
A i r p o r t
f o r
D u r b a 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.
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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
Yunnan Airport Group Co. Ltd
Zhengzhou Xinzheng Int'l Airport
Management Co. Ltd
Canberra Airport
Kaohsiung International Airport, CAA
Newcastle Airport Limited
Taoyuan International Airport
North Queensland Airports
Operations Pty Ltd
Northern Territory Airports Pty Ltd
Queensland Airports Limited
Rockhampton Regional Council
Corporation Ltd
Cook Islands
Airport Authority Cook Islands
Fiji
Sydney Airport Corporation Limited
Sunshine Coast Regional Council
Guam
Westralia Airports Corporation Pty
A. B. Won Pat International Airport
Airport Authority Hong Kong
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
Airport Group
Guangdong Airport Management
Corporation
Mumbai International Airport Pvt Ltd
Indonesia
PT (Persero) Angkasa Pura I
PT (Persero) Angkasa Pura II
Iran
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
General Authority of Civil Aviation
CAM-Macau International Airport
Singapore
Company Limited
Changi Airport Group (Singapore)
Malayisa
Pte Ltd
Malaysia Airports Holdings Berhad
Sri Lanka
Airport & Aviation Services (Sri
Lanka) Limited
Pvt Ltd
Thailand
Marshall Islands
Airports of Thailand Public
Company Limited
RMI Ports Authority
Micronesia
Tonga
Pohnpei Port Authority
Tonga Airports Limited
Mongolia
UAE
Civil Aviation Authority of
Abu Dhabi Airports Company
Department of Civil Aviation
Mongolia
(Fujairah)
Dubai Airports
Ras Al Khaimah Airport
New Caledonia
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
Dunedin International Airport Ltd
Iraqi Civil Aviation Authority
Japan
Central Japan International Airport
Co. Ltd
Middle Airports Authority
Wellington International Airport
Northern Airports Corporation
Ltd
Southern Airports Authority
Northern Mariana Islands
Commonwealth Ports Authority
Kansai International Airport Co. Ltd
Oman
Narita International Airport
Oman Airports Management
Corporation
Vietnam
Queenstown Airport Japan Airport Terminal Co. Ltd
Yemen
Civil Aviation & Meteorology
Authority
Company
Palestinian Authority
Airport International Group
Palestinian Civil Aviation Authority
Jordan Airports Company PSC.
C O U N C I L
Saudi Arabia
Macau, China
Jordan
A I R P O R T S
Samoa Airport Authority
Directorate General of Civil Aviation
Shenzhen Airport (Group)
154
Samoa
Lebanon
Shanghai Airport Authority
Company
Civil Aviation Authority, Qatar
Directorate General of Civil Aviation
Christchurch International Airport
Iran Airports Company
Iraq
HNA Airport Group Co. Ltd
Qatar
Kuwait
Nepal
GMR Hyderabad International
China
Authority
GMR Male International Airport
Hong Kong, China
Bahrain
Manila International Airport
Corporation – IIAC
Maldives
Airports Fiji Ltd
Ltd
Philippines
Incheon International Airport
Korea Airports Corporation
Co. Ltd
Chinese Taipei
Limited
Korea
*Is a regular member of both ACI Asia-Pacific and
ACI North America
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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
Asia-Pacific’s Top 10 Airports for Cargo
in 2010
Asia-Pacific’s Top 10 Airports for
Movements in 2010
Airport
Passengers
Change
over 2009
Airport
Airport
Movements
Change
over 2009
Beijing
73,913,402
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%
+13.1%
Tonnes
Change
over 2009
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%
Shenzhen
Middle East’s Top 10 Airports for
Passengers in 2010
Middle East’s Top 10 Airports for Cargo
in 2010
Middle East’s Top 10 Airports for
Movements in 2010
Airport
Passengers
Change
over 2009
Airport
Tonnes
Change
over 2009
Airport
Movements
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
2,270,498
+17.8%
Dubai International
307,283
+9.3%
Abu Dhabi International
442,326
+15.6%
Jeddah
146,957
+7.2%
Sharjah
397,518
-5.7%
Riyadh
130,128
+1.9%
+11%
Bahrain
329,939
-3.7%
Abu Dhabi International
112,009
+9.7%
+12.2%
Tel Aviv
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
Source: ACI
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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
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A C I
Fo s t e r s
G r e a t e r
C o o p e r a t i o n
i n
A s i 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
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.
6th Regional
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
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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 mean
ingfully contribute towards the econo
mic 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 oppor
tunity 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.
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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.
n Masterplan
Indeed, 2010 was a milestone in the history of
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
2 0
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E x p a n d s
i n t 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
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163
Han e d a
E x p a n d s
i n t 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
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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 compe
tency 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
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f r o m
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S t r e 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 inter
national audience for the Shanghai Grand Prix. In the
previous year, the airport had come fifth in the category
Z
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
design of Terminal 2
categories, which demonstrates the strides made in
urban and economic growth with a focus on
reduces transit times
delivering a high level of passenger satisfaction.
sustainability for our airports.”
The innovative
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 manage
ment, 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%).
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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 land
mark 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
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I n t e r n a t i o n a l :
5 0
y e a r s
o f
G r o w t h
a n d
V i s i 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
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169
Dub a i
Z
Dubai’s metro
serves Dubai
International
Airport and there
are plans to
extend the metro
network to
Al Maktoum
International
Airport.
I n t e r n a t i o n a l :
5 0
y e a r s
o f
G r o w t h
passenger terminal building designed to accommodate
five million passengers per year.
a n d
V i s i o n
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
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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 develop
ment in Asia are underlining the impor
tance 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
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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
Tonnes
Change
over 2009
Airport
Movements
Change
over 2009
London Heathrow
Paris Charles de Gaulle
2,399,067
+16.8%
Paris Charles de Gaulle
499,997
-4.8%
Frankfurt
464,432
+0.3%
London Heathrow
454,883
-2.5%
65,884,143
-0.2%
Paris Charles de Gaulle 58,167,062
+0.5%
Frankfurt
2,275,106
+20.5%
Frankfurt
53,009,221
+4.1%
London Heathrow
1,551,405
+15%
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
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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
France
Flughafen Düsseldorf GmbH
SEA SpA
Aéroport de Bordeaux Mérignac SA
Flughafen Friedrichshafen GmbH
Verona Airports System
Aéroport Châteauroux-Centre
Flughafen Hamburg GmbH
Aéroports de Lyon SA
Flughafen Hannover-Langenhagen
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
CCI de Pau
CCI de Perpignan & Pyrénées
Orientales
Keolis Airport
Keflavik Isavia Ltd
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
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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
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
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
Republic of)
Airport Operating Plc
Iceland
Société Aéroports de la Côte d’Azur
Macedonia (The Former Yugoslav
Budapest Ferihegy International
CCI du Var
SA Toulouse-Blagnac
Luxembourg SA
Hungary
Fraport Twin Star Airport
Sofia Airport EAD
Société de l’Aéroport de
Hellenic Civil Aviation Authority
CCI de Strasbourg et du Bas-Rhin
Plovdiv Airport EAD
Luxembourg
Athens International Airport SA
Bulgaria
Croatia
SE Kaunas Airport
CCI de Brest
CCI de Reims & Epernay
Management AD
Latvia
Airport Lodz Wladyslawa Reymonta
Aeroporto Torino, SAGAT
Sp.zo.o.
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John Paul II International Airport
Krakow – Balice
Polish Airports State Enterprise
RA Aeroportul Cluj Napoca
Slovenia
RA Aeroportul Sibiu
Airport Ljubljana, d.d.
SN Aeroportul International Mihail
Airport Maribor d.o.o.
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
Aeroporturi Bucuresti SA
Moscow Domodedovo Airport
Pulkovo Airport
Sheremetyevo International Airport
Aeroportul Oradea RA
Serbia
Arad International Airport
Belgrade Nikola Tesla Airport PE
Baia Mare International Airport
JP Airport Nis
Craiova International Airport
(Consiliul Judet‚ean Dolj)
RA Aeroport Iasi
Aeroports de Catalunya
Bratislava Airport Bratislava, a.s. (BTS)
International Airport (ISGIA)
United Kingdom
Sweden
BAA Plc
Jönköping Airport AB
Birmingham International Airport
Swedavia AB
Switzerland
Aéroport de Genève
Euroairport Basel–Mulhouse–
Freiburg
Flughafen Bern-Belp – Alpar AG
Flughafen Zürich AG
Lugano Airport SA
Turkey
Fraport IC İ çtaş Antalya Airport
Slovakia
Sabiha Gökçen Sabiha Gökçen
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.
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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 approxi
mately €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 appli
cation 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 manu
facturers 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.
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This vast landscape of changes – this business
E v o l v i n g
R o l e
f o r
A C I
E u r o p e
of transformation, stepping out from the shadows of
transformation – is also a reflection of what ACI repre
sents 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.
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in Europe is
predicted to
nearly double.
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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 opportu
nities 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
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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
begin construction immediately. However, we expect a
the interests of all major airports
worldwide, but also enables us
to speak with one voice. Thus ACI
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
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Rec o r d
Z
An artist’s
impression of the
new satellite
terminal
(foreground)
which is due for
completion in
2015.
G r o w t h
f o r
M u n i 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 Airport undertakes a range of efforts to save
energy and reduce pollution. ACI Europe has officially
Munich handled 34.7 million passengers (+6.2%),
286,820 tonnes of freight (+25.2%) and 389,939
movements (-1.7%) in 2010.
certified Munich Airport’s successful measures to reduce
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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
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Ma d r i d
Z
Madrid’s awardwinning Terminal 4
opened in 2006.
–
P r e p a r e d
f o r
t h e
Fu t u r e
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.”
186
A I R P O R T S
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transport, Madrid-Barajas will focus its efforts on
improving levels of safety, quality and service for its
passengers and customers in all areas.
2 0
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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
for Cargo in 2010
for Movements in 2010
Airport
Passengers
Change
over 2009
Airport
Tonnes
Change
over 2009
Airport
Movements
Change
over 2009
São Paulo Guarulhos
27,432,346
Bogota
526,844
+17%
Mexico City
339,898
-2.3%
Mexico City
24,130,535
-1.1%
430,850
+12.6%
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%
+22.8%
Rio de Janeiro Galeão
12,605,637
+4.1%
Campinas
255,008
+38%
Cancun
12,571,713
+11%
Buenos Aires Ezeiza
212,890
+30.8%
Santiago
10,315,319
+14.3%
San Juan
181,703
-7.8%
Lima
10,281,369
+17%
Quito
169,571
+19.2%
8,830,688
+0.7%
Manaus
157,157
+10.2%
Caracas
San Juan
159,584
-3.6%
Caracas
139,727
-3.7%
Guadalajara
133,323
+1.2%
Rio de Janeiro Galeão
122,945
+3.1%
Lima
120,497
+14.8%
Source: ACI
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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
Peru
Aeropuertos Andinos del Perú
(ECASA)
MBJ Airports Limited
Dominican Republic
Martinique
Aeropuertos Dominicanos Siglo XXI
SA – Aerodrom
Punta Cana International Airport
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
d’Industrie de Guyane
Aeropuertos del Caribe SA – ACSA
Aeropuerto Internacional El Dorado
Opain SA
Lima Airport Partners SRL (LAP)
Saint Lucia
d’Industrie de la Martinique
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
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
Costa do Sol Operadora
190
Dutch Caribbean
Aruba Airport Authority NV
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
Empresa Cubana de Aeropuertos y
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
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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 fin
ancial 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
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G r e a t
O p p o r t u n i t i e s
a valuable asset, thus increasing ACI membership –
a n d
C h a l l e n g e s
f o r
A C I - L A C
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
Industry Round
Table was held to
discuss regional
collaboration.
2 0
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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
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A
S u cc e s s f u l
R e d e v e l o p m e n t
f o r
M e x i c o
C i 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
Terminal 2 has
Héctor Velázquez y Corona is the Managing
restaurants and fast food areas.
enabled increases
Director of Mexico City International Airport
For those whose onward journey is within Mexico
in service efficiency
(www.aicm.com.mx).
the airport offers excellent ground links. For journeys
and comfort.
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 con
nected 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, represen
ting 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.
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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
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A
N e w
M o d e r n
A i r p o r t
i n
t h e
A n d e 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 man
oeuvring. 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.
America.
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.
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.
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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
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Fa c i n g
t h e
C h a l l e n g e
o f
G r o w t h
a t
S ã o
Pa u l o
G u a r u l h o 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.
X
Under phase two of development, the second
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
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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
Tonnes
Airport
Movements
Change
over 2009
Atlanta
89,318,779
+1.5%
Memphis
3,916,937
+5.9%
Chicago O’Hare
66,665,204
+3.3%
Anchorage*
2,591,249
Los Angeles
58,914,922
+4.2%
Louisville
2,166,226
Dallas/Fort Worth
56,905,066
+1.6%
Miami
Denver
52,210,972
+4.1%
Los Angeles
New York JFK
46,450,167
+1.3%
Chicago O’Hare
1,424,073
+30%
Houston Intercontinental 40,475,058
+1.2%
New York JFK
1,344,617
+17.5%
Change
over 2009
Atlanta
950,119
-2.1%
+33.8%
Chicago O’Hare
882,614
+6.4%
+11.1%
Dallas/Fort Worth
652,261
+2.1%
1,835,793
+17.9%
Denver
630,077
+3.8%
1,823,570
+16.3%
Los Angeles
575,835
+5.3%
Houston Intercontinental
531,347
-1.3%
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
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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
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
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
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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
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
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
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 repre
sentation 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
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f r o m
N o r t h
A m e r i 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
held in Pittsburgh
in 2010. This year
the venue will be
San Diego.
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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 destina
tions, with service from 18 commercial
passenger airlines including seven inter
national 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 destina
tions 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
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
& Associates (WNB+A) marked the inauguration
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
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J F 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 anti
clockwise 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
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Red e v e l o p i n g
N e w
Yo r k
J F K
n Carriers change position
JetBlue and the Port Authority are now work-
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
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
process, our finance team benefited from input and
have an integrated financial strategy. Through the
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;
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
Den v e r
a n d
A C I
–
A
Pa r t n e r s h i p
f o r
S u c c e s s
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
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D e n v e r
a n d
A C I
–
A
Pa r t n e r s h i p
f o r
S u c c e s s
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).
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215
Building Excitement at Edmonton
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 approxi
mately one million passengers over its
design capacity. The expansion project
also allows the airport, which is a key
engine for regional economic develop
ment, 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 slow
down, 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 air
lines 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 approxi
mately 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) certifi
cation 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 environ
mental 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 agree
ments 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
n Passengers
casters of 2001 were over-optimistic about the
three position.
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
0
2011
2012
2013
2014
2019
2029
Year
Source: DKMA
of domestic markets, lower potential for growth due
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%
29%
markets before growing the international markets.
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
9.3%
4%
market. This represents a challenge for several
emerging Asian countries which will need to add
8%
capacity quickly.
28%
Africa
Asia-Pacific
Europe
23.1%
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
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Y E A R S
Fo r e c a s t i n g
Fu t u r e
Tr a f f i c
Tr e n d s
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.
North America and Europe, currently the two
5.8%
5.2%
Africa
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
14.4%
19.1%
largest aviation markets, are considered more mature
Asia-Pacific
Europe
Middle East
North America
Source: DKMA
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219
Fo r e c a s t i n g
Fu t u r e
Tr a f fi c
Tr e n d s
Global Commercial and Non-commercial Aircraft Movement
Forecast to 2029
increasing average aircraft size and load factors.
Total movements should nearly double, requiring not
140000
Aircraft movements (thousands)
freight, reflecting increasing demand but tempered by
only new airport infrastructure but also investments in
en-route and terminal air traffic control systems. Over
120000
the next two decades movements are set to increase by
100000
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%
2.6%
Africa
François Dormoy and Catherine Harmel-Tourneur are
2.9%
Asia-Pacific
Europe
directors of DKMA which is a leading market analysis
and forecasting specialist dedicated to providing
Middle East
Source: DKMA
220
23%
12.6%
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
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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 facili
tation 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 main
tenance, 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 park
ing 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
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Y E A R S
To m o r r o w ’ s
A i r p o r t 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 privi
leges 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
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A i r p o r t 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 them
selves in future.
In tomorrow’s airports, passengers will not nec
essarily 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 pro
cedures 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
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A i r p o r t 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
“It is difficult, financially and politically, to expand
airports and particularly to build new runways. And so
adopt new technologies as they come to market.
ACDM will help airports to maximize the capacity they
“However, airlines and airports have yet to agree
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
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225
A i r p o r t 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
n Money talks
specific travel niches.
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
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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
A i r p o r t 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 econo
mic 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 increas
ingly 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
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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
Paris (130), Schiphol Group (131).
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
Kong Air Cargo terminals Ltd (135), FedEx
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
Printed by: Buxton Press Ltd
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]
ACI and ISC would like to express their thanks
(136), Fraport AG (137), Lynxs Group LLC (138
(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),
– Studio Pons, CEIA SpA, Changi Airport Group,
Incheon International Airport Company (88),
Dubai International: 50 years of Growth and
Fraport AG.
Dubai Airports (89 upper left), Indianapolis
Messages from the Chair and Director General:
Airport Authority (89 upper right), Malta
numbers are given in brackets after each source.
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
ACI Fosters Greater Cooperation in Asia-Pacific:
Malaysia Airports (158), ACI Asia-Pacific (159).
Vision: Dubai Airports.
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 Inter
national 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
ACI Move Confirms Montreal as the World
Aviation Academy (123 lower left), Malaysia
Sharjah Airport Authority (27 upper), Paul B.
Gaines (28 left), Jack F. Moffatt (28 right).
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
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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 inter
national and domestic terminals, a
website with real-time updates on flight
schedules, entertainment facilities at the
international terminal, faster immi
gration, 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.

ACI Celebrating 20 Years - Airports Council International

Transcription

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