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8/8/2019 Abu Dhabi - A Journey Towards Developing as Aviation Hub Airport
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Abu Dhabi International
Airport
Schedule DrivenAirport Planning
Passenger Terminal Expo
November 19, 2008
Bob McKinley
Operations Planning
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Discussion
Background• Regional Overview and Economic Drivers• Etihad Airways• Abu Dhabi International Airport
Basic Assumptions for Airport Operators• Core Business• Development Centricity
Public Entity Concession Centric Airline Centric
• Airline Centric Schedule Driven Business Strategy How Many! When! Where!
• Conclusion
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Passenger Forecast
GDP Now - $312B
GDP per Capital is 3rd
highest in the world
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Abu Dhabi
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Shams
Saadiyat
Abu DhabiCity Center
Al Raha BeachDevelopment
Khalifa City
Yas I sland
Abu Dhabi
International Airpor
Al RahaGardens
MasdarMohammed BinZayed City
Abu Dhabi will be a First Class touristdestination
HydraProperties
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Travel industry in general is and will continue to be a growthmarket
The Middle East sector seeing tremendous growth driven bygeographical position and economics.
Airports and Airlines around the region are developing andexpanding
Abu Dhabi is undergoing transformation with plans to becomea major resort and cultural destination.
Key Drivers
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Expanding Market
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Dubai – Jebel Ali
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Doha International Airport
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Abu Dhabi and other GCC Airportsare Strategically Located
Abu Dhabi, UAE
Non-stop Travel Times:
• Delhi: 3 hrs•
Istanbul: 3.5 hrs• London: 7.5 hrs• Singapore: 7.5 hrs• Beijing: 8 hrs• Johannesburg: 8 hrs• New York City: 14 hrs• San Francisco: 18 hrs
Istanbul
London
Johannesburg
Delhi
Singapore
Beijing
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8/8/2019 Abu Dhabi - A Journey Towards Developing as Aviation Hub Airport
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Abu Dhabi Airport Company
Abu Dhabi Airports Company (ADAC) is a public joint-stock company incorporated by Emiri Decree number
5, of March 4th , 2006, to spearhead the developmentof the Emirate's aviation industry.
ADAC Mandate
Operate and maintain airports facilities andinfrastructure to world-class standards,
Oversee airport services rendered by private firms andother stakeholders,
Provide the ADAC owned airports w ith technical andmanagement services to appropriate internationalstandards of efficiency,
Establish and run free zones.
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Performance Standards
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Airports as Government Entities
Fairly widespread U.S. Model Politically driven Primarily landlords as opposed to operators
Managed Landside Runways and operations like snow removal
Modest concession programs Most improvements and operations were developed by the
Airlines including: Ticket Counters Baggage Systems Aircraft stand operations
Limited skill sets to manage and operate airline relatedsystems
A dilemma after 9/11 when baggage system upgrades forinline screening systems in the U.S. Were funded exclusively to airports while
Baggage systems were typically owned by the airlines.
C i C t i Ai t
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Concession Centric Airports
Widespread International Model Many of the Airports are Privatized. Focus is on concession revenues from:
Food and Beverage Duty Free Parking Space Rental Landing Fees
Typically capitalized and capable of managing airline related
systems such as: Common Use Terminal Systems (Although airline managed
CUTE clubs still exist Baggage Systems Flight Information Systems Stand systems and allocation
Emphasis is on Concessions and its revenues Not always fully aligned with key airline stakeholders Some operational failures have occurred at these airports
particularly Transitions to new terminals Baggage operations and particularly baggage transfer
Airline Centric Airports
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Airline Centric Airports
Have in depth knowledge of its airlines operations
Closely collaborate and plan support facilities andoperations
Understand their competitive environment and leveragetheir relationship with coordinated strategic and tacticalplans.
Maintain relationships that are transparent.
Establish high performance standards
Typically gain a higher fair share of revenues in allcategories
Examples?
Munich and Lufthansa Changi and Singapore
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Beyond Schedules
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And Parking Aircraft
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Airport need to Drill Down To
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When! How Many! AndWhere are They Going!
Passengers
Baggage
Freight
Are they coming to Abu Dhabi? Or are they going somewhere else?
This will help to determine whetheryour facility needs will be like this!
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Or Like This
Close collaboration with airline’s fleet
acquisitions and the timingassociated with those transitions is amust!
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Midfi ld T i l
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Midfield Terminal
Understanding Schedule w ill
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gsupport developing
Key Features Include:
Short walkingdistances
Clear wayfinding
Central area
Flexible gate planning
45 min MCT
Airside efficiency Arrival Flow
Transfer Flow
Departure Level
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Key Features Include:
Short walking distances
Clear wayfinding
Central area
Flexible gate planning
45 min MCT
Airside efficiency
Arrival Flow
Transfer Flow
Departure Level
Optimal positioning and time of f
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Key Features Include:
Short walking distances
Clear way finding
Central area
Flexible gate planning
45 min MCT
Airside efficiency
Arrival Flow
Transfer Flow
Departure Level
operations for Concessions
Optimization of Apron foot print to
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Key Features Include: Short walking distances
Clear wayfinding
Central area
Flexible gate planning 45 min MCT
Airside efficiency
Arrival Flow
Transfer Flow
Departure Level
support fleet configuration
Shorter Connecting Times
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Key Features Include:
Short walking distances
Clear way finding
Central area
Flexible gate planning
45 min MCT
Airside efficiency
Arrival Flow
Transfer Flow
Departure Level
B
A
Luggage atGround Level
PassengerLevel Change
Shorter Connecting Times
Optimal runway access ford d i ft t i ti
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Key Features Include: Short walking distances
Clear way finding
Central area
Flexible gate planning
45 min MCT
Airside efficiency
Arrival Flow
Transfer Flow
Departure Level
reduced aircraft taxi times
Attractive and Efficient ArrivalExperience
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PassengerLevel Change
Key Features Include:
Short walking distances
Clear way finding
Central area
Flexible gate planning
45 min MCT
Airside efficiency
Arrival Flow
Transfer Flow
Experience
Facilities that are “right sized toensure efficient transfer of passengers
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Key Features Include: Short walking distances
Clear wayfinding
Central area
Flexible gate planning
45 min MCT
Airside efficiency
Arrival Flow Transfer Flow
B
APassengerLevel Change
ensure efficient transfer of passengers
Alternative Check -in including hotel,city parking rental car and self service
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Enplaning FlowOpportunities:
Remote check-in
Curbside operations
Check-in process
1st Class
Business
Economy
Passport control andscreening
Gate holdrooms
Airline lounges
Departure Level
city, parking, rental car and self service
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Enplaning FlowOpportunities:
Remote check-in
Curbside operations
Check-in process
1st Class
Business
Economy
Passport control andscreening
Gate holdrooms
Airline lounges
Departure Level
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Enplaning FlowOpportunities:
Remote check-in
Curbside operations
Check-in process
1st Class
Business
Economy
Passport control andscreening
Gate holdrooms Airline lounges
Departure Level
1st
Class
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Enplaning FlowOpportunities:
Remote check-in
Curbside operations
Check-in process
1st Class
Business
Economy
Passport control andscreening
Gate holdrooms Airline lounges
Departure Level
Business Class
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Enplaning FlowOpportunities:
Remote check-in
Curbside operations
Check-in process
1st Class
Business
Economy
Passport control andscreening
Gate holdrooms Airline lounges
Departure Level
Economy
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Enplaning FlowOpportunities:
Remote check-in
Curbside operations
Check-in process
1st Class
Business
Economy
Passport control andscreening
Gate hold rooms Airline lounges
Departure Level
Abu Dhabi International AirportAi li C t i Ai t
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as an Airline Centric Airports
Supports our core business requirement toprovide a premium transportation product toAbu Dhabi
Abu Dhabi w ill benefit from a robustpremium network hub airline that: Delivers more non stop markets than comparable sized
cities typically have world wide. Provides extremely high levels of customer service both
on the ground and in the air.
Because of the competitive environment inthis region integrated airline/ airportstrategies are a must!
Collaboration is a w in / w in for Abu DhabiInternational Airport and Etihad.