Airport World, Issue 6, 2014

December 2014–January 2015Volume 19 Issue 6

www.aci.aero

In the spotlight: Security

Airport: Durban’s King Shaka

Special report: Spaceports

Plus: Airport design & People matters

Focus on security

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3AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

AW

OPINION

While being able to remotely scan someone for weapons or predict evil intent before it happens may still be the realms of fantasy

from your favourite science fiction novel, there is no doubting that airport security has come a long way in the last 15 years.

After all, we now have full body scanners, machines capable of detecting liquid explosives hidden in drink bottles, sensors that detect when someone is moving against the crowd, intelligent CCTV cameras and the ability to X-ray delivery trucks for dangerous goods.

And the mission to stay one step ahead of the terrorist threat ensures that passenger screening technology will continue to advance and become more sophisticated, effective and customer friendly in the years ahead.

It is a similar story for access control and securing the perimeter fences of airports, which can stretch for dozens of miles across very differing landscapes.

New legislation, often implemented in the aftermath of a terrorist attack or foiled plot, has historically driven the changing face of airport security, and the last few years have been no exception.

Indeed, the growing number of global conflicts in the past five years alone has seen the perceived threat to aviation escalate to some of the highest levels since the 9/11 terror attacks, ensuring that security remains at the very top of the agenda for airports.

Arguably airports have paid a heavy price for the new environment in which they operate through rising security costs.

In fact many have seen their security costs soar since the turn of the century due to the new technology they have had to install and extra

manpower required to guarantee that they tick all the right boxes.

ACI Europe put this into perspective in 2012 when it revealed that little or no state funding for aviation security across the continent meant that ‘security’ accounts for an average of 20% of the operating costs of Europe’s airports and for 41% of airport staff.

This security-themed edition of Airport World addresses some of the key issues and challenges facing airports today, such as cyber security and the need to improve the passenger screening process and make it more customer-friendly.

Elsewhere in the magazine we learn more about Durban’s King Shaka International Airport and Istanbul’s planned new gateway, investigate the spaceport phenomenon and discover how technology helps Frankfurt make the most of the airport site.

The issue, of course, also contains the usual words of wisdom from ACI World director general, Angela Gittens; leadership advice on motivation and performance; and the latest news from ACI’s World Business Partners.

I hope that you enjoy it and also hope that many of the airport success stories and pioneering new initiatives we’ve shared with you in 2014 have served to help and inspire in today’s tough operating climate.

We will do our best to do the same again in 2015 through our headline features and themes that will cover the hot topics of ‘economics’, ‘small airports’, ‘master planning’, ‘health and wellbeing’ and ‘ground support’ as well as celebrating the 20th anniversary of Airport World.

Here’s to the next 12 months!

Airport World

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Airport World is published six times a year for the members of ACI. The opinions and views expressed in Airport World are those of the authors and do not necessarily reflect an ACI policy or position.

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Change for goodAirport World editor, Joe Bates, considers the changing face of airport security and looks forward to a busy and successful new year.

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3 OpinionAirport World editor, Joe Bates, considers the changing face of airport security and looks forward to a busy and successful new year.

8 News

10 ACI news

13 View from the topDirector general, Angela Gittens, discusses ACI’s work in the realm of airport security and the importance of knowledge sharing.

14 Beginning of the journeyHow is Durban’s King Shaka International Airport faring nearly five years on from its opening? Joe Bates investigates.

17 Are you onboard?ACI’s deputy director general, Michael Rossell, reflects on improving the passengerexperience with Smart Security and the growing need for cyber security.

20 Screen testYves Duguay explains why airports should invest more in the customer-friendly planning, design and operation of security checkpoints.

Issue 6 Volume 19 In this issue

CONTENTS

5AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

24 Clear and present dangerLockheed Martin’s Chris Varley discusses six steps for improving cyber security and asks: how many has your airport taken?

27 Security newsWhat’s hot and what’s not in the world of airport security? Joe Bates rounds up the latest global news.

28 The space programmeThe race to build dedicated facilities to handle future space tourists shows no sign of slowing down despite recent tragic events, writes Justin Burns.

33 Prized assetDr Matthias Alisch reflects on the use of geo-spatial technology to manage the development of the Frankfurt Airport site.

35 Project watchNew Istanbul Airport.

37 ACI’s World Business Partners

38 People mattersDr Richard Plenty and Terri Morrissey provide their thoughts on: motivation and performance.

Director GeneralAngela Gittens

Chair Fredrick J Piccolo (Sarasota, USA)

Vice Chair Declan Collier (London, UK)

Immediate Past ChairYiannis Paraschis (Athens, Greece)

TreasurerStefan Schulte (Frankfurt, Germany)

ACI WORLD GOVERNING BOARD

DIRECTORS

Africa (3)Pascal Komla (Lomé, Togo) Bongani Maseko (Johannesburg, South Africa)Robinson Misitala (Livingstone, Zambia)

Asia-Pacific (8)Tan Sri Bashir Ahmad (Kuala Lumpur, Malaysia)Dennis Chant (Gold Coast, Australia)Rodolfo Echeverria (Amman, Jordan)Kenichi Fukaya (Tokyo, Japan)Saud AR Hashem (Jeddah, Saudi Arabia) Seow Hiang Lee (Singapore)Kerrie Mather (Sydney, Australia)1 vacancy

Europe (7)Declan Collier (London, UK)Arnaud Feist (Brussels, Belgium)Michael Kerkloh (Munich, Germany)Tonci Peovic (Zagreb, Croatia)Stefan Schulte (Frankfurt, Germany) Sani Sener (Istanbul, Turkey)José-Manuel Vargas (Madrid, Spain)

Latin America & Caribbean (3)Fernando Bosque (Guadalajara, Mexico) Héctor Navarrete Muñoz (Merida, Mexico) 1 vacancy

North America (7)Thella Bowens (San Diego, USA)James Cherry (Montréal, Canada)Frank Miller (San Antonio, USA)Fredrick J Piccolo (Sarasota, USA) Mark Reis (Seattle, USA)Maureen Riley (Salt Lake City, USA)Tom Ruth (Edmonton, Canada)

Regional Advisers to the World Governing Board (7)Aaron Adderley (Hamilton, Bermuda) Rosemarie Andolino (Chicago, USA)Haluk Bilgi (Tunis, Tunisia)Ángel Córdova Carrera (Guayaquil, Ecuador)Howard Eng (Toronto, Canada)Zouhair Mohamed El Oufir (Rabat, Morocco)1 vacancy (Europe)

Observer World Business Partner Board ChairpersonRoddy Boggus (Parsons Brinckerhoff )

Correct as of January 12, 2015

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015

CONTENTS

6

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NEWS

News in briefAustralia’s Macquarie Capital Group, Changi Airports International (CAI) and Gatwick operator, Global Infrastructure Management, are among 20 shortlisted bidders for the concession to operate Japan’s Kansai and Osaka-Itami airports. The 44-year concession for both Osaka-located gateways is expected to fetch up to $16.6 billion. The winning bidder is expected to form a consortium to operate and develop both Kansai, Japan’s fifth busiest gateway handling around 18mppa, and Osaka-Itami Airport, which primarily handles domestic traffic.

The Marriott group has opened its first property under the Moxy budget hotel brand at Italy’s Milan Malpensa Airport. Airport operator, SEA, claims it likes the “innovative concept” behind the design of the new 152-room hotel, which is located next to Terminal 2. Developed in partnership with Inter Hospitality, part of the Ikea group, the new three-star hotel is expected to be joined by a Moxy Hotel at Heathrow in 2015.

The Arup-designed underground pedestrian tunnel to Toronto’s Billy Bishop City Airport has won an

award from the Canadian Tunnelling Association.The tunnel, which is 40 metres underground and will improve access to the island airport, currently only reachable by ferry, won the award because of the innovative way it is being constructed and other factors, including design analysis by Arup.

Two of America’s leading bond rating agencies (Standard & Poor’s and Fitch Ratings) have reaffirmed Miami International Airport’s strong financial health, assigning ‘A’ ratings

Busy times at LAXLos Angeles International Airport’s new Midfield Satellite Concourse (MSC) North is a step nearer to becoming reality following the award of a $961 million contract to design and build it to a Turner-PCL joint venture in collaboration with Corgan and Gensler.

City airport commissioners also initiated preliminary planning and the environmental review for several projects included in the $4 billion ground transportation plan for LAX.

Operator, Los Angeles World Airports, says the development of the 11-gate MSC North is the next significant effort in the ongoing modernisation of Los Angeles International Airport (LAX) and will benefit the public by “helping to mitigate flight delays and improve the customer experience at the airport”.

Set to open in 2020, the 800,000 square-foot, five-level concourse will be located around 1,300 feet west of the New Tom Bradley International Terminal.

Plans to transform the arrival and departure experience for passengers at LAX under the umbrella of its $4 billion Landside Access Modernization Program include proposals for a new automated people mover system that will connect the terminals with a new Rental Car Center, a planned station for the Metro’s Crenshaw light rail line and a number of other facilities.

Talking about the ground transportation plan, LAWA’s executive director, Gina Marie Lindsey, says: “The board’s decision means local residents and visitors to LAX won’t have to wait a generation to benefit from these improvements.”

Terminal velocity in VietnamHanoi–Noi Bai International Airport has effectively doubled its capacity to 20mppa with the opening of its new $1 billion Terminal 2.

Built over four floors and initially designed to handle up to 10mppa, the new four-storey terminal comprises a main complex and two piers and boasts 17 gates, 96 check-in desks and 283 FIDS screens.

The airport’s master plan includes proposals to expand T2’s capacity to 15mppa in a demand-driven expansion programme expected to take place some time between 2020 and 2030.

Vietnam is forecast to be the world’s seventh fastest growing market for international passengers during 2013-2017, as a regional open skies initiative takes off and South East Asia moves towards an integrated economic community.

In a bid to cope with the anticipated future demand, Vietnam plans to expand Ho Chi Minh City’s Tan Son Nhat International Airport and build a new gateway for the city (Long Thanh International Airport) by 2020.

On track for summer openingHelsinki Airport is set to get a long-awaited train connection to Finland’s capital city when the Ring Rail Line opens this summer.

According to airport director, Ville Haapasaari, the new 18-kilometre train link is arguably one of the most important service improvements at the gateway in the past 15 years.

“Being able to travel all the way to the centre of the Finnish capital by train will strengthen our status as a world-class airport,” enthuses Haapasaari.

Construction of the Ring Rail Line, which will boast eight kilometres of tunnels and stations 40 metres below ground, began in 2009.

Its opening will coincide with Finavia’s €900 million development programme to ensure that Helsinki Airport is equipped to accommodate 20 million passengers each year by 2020.

New airport for Mexico CityMexican President, Enrique Peña Nieto, has confirmed that Mexico City’s new $9 billion international airport will be built by a design team comprising Foster + Partners, FR-EE (Fernando Romero Enterprise) and NACO (Netherlands Airport Consultants).

According to Foster + Partners, the project “revolutionises airport design” as the entire 470,000sqm terminal will be enclosed “within a continuous lightweight grid-shell, embracing walls and roof in a single, flowing form, evocative of flight”.

The UK architect reveals that it is “designed to be the world’s most sustainable airport” with a compact single terminal that uses less materials and energy than a cluster of buildings. Short walking distances and few level changes also promise to make it easy to navigate, while the design in general is said to be a “celebration of space and light”.

Expected to boast three runways and a capacity of 52mppa when it opens in 2020, the new airport will eventually have six runways and the capability to accommodate up to 120mppa. It will be located on a 11,400 acre site about six miles from Mexico City’s existing Benito Juarez International Airport, which currently handles around 32mppa.

Image courtesy of Foster + Partners.

AIRPORT WORLD/DECEMBER 2014-JANUARY 2015 9

PPP for St Lucia gateway?St Lucia is considering a public-private partnership (PPP) transaction for Hewanorra International Airport, located close to Vieux Fort on the southern tip of the Caribbean island.

The government of St Lucia and airport operator, the Saint Lucia Air and Sea Ports Authority (SLASPA), are looking for a private investor to operate and develop the gateway, which handled 690,000 passengers in 2013.

Potentially up for grabs is a 30-year concession for an investor prepared to invest $208 million on new facilities and upgrading existing ones during the lifetime of the concession.

New additions include a $76.8 million terminal and power station while SLASPA estimates that $90 million will have to be set aside for the maintenance and repair of the airport’s existing facilities. If all goes to plan, the RFP will be put out to tender in 2015 and the airport – located 60 kilometres south of capital Castries or a 60 to 90 minute car ride – will get the new terminal by 2018.

SLASPA’s general manager/CEO, Keigan Cox, told Airport World: “We are looking for private sector knowledge and know-how as well as financial investment. We believe the time is right to develop the airport to facilitate passenger growth and tourism development.”

Passenger throughput at the Caribbean gateway is predicted to reach 1.6mppa by 2044, with the bulk of international passengers coming from the US, Canada, UK and France.

Wrong place and too expensiveThe “astronomical cost” of both its construction and necessary new transport links as well as its environmental impact and location were the chief reasons why the UK’s Airports Commission rejected plans for a Thames Estuary Airport, according to chairman, Sir Howard Davies.

Sir Howard, speaking at November’s Investing in Airports Summit in Athens, added that the airport was also “in the wrong place on other side of London” for most passengers.

He confirmed that the commission will be announcing its final recommendation next summer and that it would be a new runway either at Gatwick or Heathrow (either a new north west runway or lengthening the existing northern runway).

The cost is thought to be around £9 billion for Gatwick and £18 billion for either Heathrow option.

“We have been looking at the issue for a very long time and, in fact, no runway has been built in the London area since the end of the Second World War, but in spite of this, London remains the biggest O&D market in the world [taking into account all its airports] although it is not growing as fast as some.

“It has done this by sweating the assets of our existing airports while airports such as Luton, Southend and Stansted have filled up to cope with the lack of additional capacity at the main hub. So, we have managed to cope without new infrastructure for some time, but our view is we cannot carry on like this for much longer as demand will continue to grow, and by 2041 our airports will be completely full.”

Poking fun at London mayor, Boris Johnson, he noted: “It is often referred to as Boris Island, but it wasn’t just one island, so perhaps Boris Archipelago would have been a more accurate description.”

He admitted that one of the reasons the addition of a new runway at Heathrow was a hot potato was because aircraft noise around the gateway was the “worst in Europe” for a major hub – three times that of Frankfurt and four-and-a-half times louder than at Paris CDG.

In the meantime Davies revealed that the commission is still seeking input from airlines about how they will react to either recommendation.

The scent of a holiday!Heathrow has come up with a novel way of entertaining passengers – installing a ‘scent globe’ in Terminal 2 that it states “will immerse the curious in the aromas of its most fragrant destinations” – Thailand, South Africa, Japan, China and Brazil. The airport decided to introduce the one-of-a-kind invention after a survey revealed that 87% of British holidaymakers said that the sights, sounds and smells of foreign destinations are what makes their trips memorable.

and stable outlooks to the Miami-Dade Aviation Department’s Series 2014 aviation revenue refunding bonds, as well as for the its outstanding $5.74 billion aviation revenue bonds. In their assessment, Fitch Ratings noted that MIA “stands out as one of the nation’s strongest international gateway airports with a dominant position for Latin American and Caribbean air services.” Seattle-Tacoma International Airport is responsible for close to 172,000 jobs and

billions of dollars in wages, according to a new study carried out by Martin Associates on behalf of the Port of Seattle. “The Port of Seattle is an incredible economic engine,” enthuses Commissioner Courtney Gregoire.

Amsterdam Schiphol handled a record 55 million passengers in 2014, a rise of 4.6% compared to 2013. The Schiphol Group’s Dutch regional airports also posted solid growth last year, Eindhoven handling 3.9 million passengers (+16%) and Rotterdam 1.7 million

(+6.1%). Schiphol Group CEO, Jos Nijhuis, explains: “These figures show that Schiphol Group has achieved growth in all of its operations.”

Abu Dhabi-based construction firm Al Jaber Group has won the contract to develop the new state-of-the-art Abha Airport in Saudi Arabia. It confirmed the details of the project on its website, which it says is worth €414 million. The new airport will feature a passenger terminal covering an area of 86,000sqm and will be built to accommodate around 5mppa.

For daily news updates, visit www.airport-world.com

NEWS

ACI’s Airport Carbon Accreditation initiative officially achieved a global reach when ACI-LAC joined the programme at its recent Annual Assembly, Conference and Exhibition in Cancún.

Pioneered by ACI Europe, the independently administered and institutionally endorsed programme assesses and recognises airports’ efforts to measure, manage and reduce their CO2 emissions.

“This milestone clearly demonstrates airports’ dedication to sustainable growth and that we are taking proactive and robust actions to achieve aviation’s commitment made in September at the United Nations Climate Summit,” said ACI World’s director general, Angela Gittens.

Pictured above at the signing ceremony in Cancún are (sitting, left to right) ACI-LAC’s director general, Javier Martinez, and ACI Europe’s director general, Olivier Jankovec, flanked by ACI-LAC Board members second vice president Fernando Bosque (left) and a newly elected ACI-LAC president, Hector Navarrete Muñoz (right).

Mexico’s Puerto Vallarta International Airport has since become the first gateway in the region, and 111th globally, to gain carbon accreditation under the programme, which has won praise from the ICAO, the United Nations Environment Panel (UNEP) and the European Union.

For more information on ACI’s commitment to ensuring the sustainable growth of the worldwide aviation industry, please visit www.aci.aero/environment.

New deputy director generalACI World has appointed Michael Rossell as its new deputy director general. Formerly director of ICAO relations, he will continue to promote the interests of the world’s airports at ICAO and with international partners, and will take on additional corporate responsibilities within ACI.

“Michael has used his extensive knowledge of aviation and transport policy, and his experience as former UK permanent representative to ICAO, to strengthen ACI’s engagement with ICAO at all levels,” says director general, Angela Gittens.

“He has also brought fresh ideas on developing the corporate culture of ACI and I have asked him to develop these further as we go forward to deliver our strategic objectives.”

Prior to joining ACI in 2012, Rossell spent six years in the European Union in Brussels, working both for the European Commission as a national expert, and as the transport attaché representing the UK on EU Council working groups where he developed and negotiated transport policy for adoption by ministers.

Commenting on his appointment, he said: “Working with ACI has been a high point of my career and I look forward to the additional opportunities and challenges presented in my new role. Airports are an essential part of the aviation system and I will work very closely with ICAO and other stakeholders to make sure their voice is heard.” He replaces Craig Bradbrook who took the position of vice president of aviation services at the Greater Toronto Airports Authority.

Traffic trendsGlobal passenger traffic grew by 4.7% during the first nine months of 2014, according to the latest ACI traffic figures.

North African airports impacted by the unrest of the Arab Spring continue to report a strong recovery in passenger traffic, says ACI, which notes that Egypt’s Cairo and Hurghada airports recorded 23.2% and 457.2% increases in throughput respectively for the month of September.

All regions – Africa (+9.6%), Asia-Pacific (+5.1%), Europe (+4.6%), Latin America & Caribbean (+4.1%), the Middle East (+9.3%) and North America (+4.5%) – reported a monthly year-on-year upturn for September, although ACI concedes that it is still a difficult operating environment.

“The global economy continues to experience a rocky recovery,” says economics director, Rafael Echevarne.

“Major economies such as the United States, the euro area and Japan faced weak output growth in the first half of 2014. Emerging markets also felt the brunt of the slowdown, with Brazil slipping into a recession.

“The geopolitical tensions in Eastern Europe and Russia continue to threaten business confidence across those regions as well.

“Passenger traffic in the euro area and North America will likely experience higher growth levels than 2013, with global growth in passenger traffic ending the year in the realm of 5% for 2014.”

ACI WORLD NEWS


Ryan White reports on the latest ACI news, developments and pioneering initiatives from across the globe.

World in motion

ACI WORLD NEWS


ACI officesACI World

Angela GittensDirector GeneralPO Box 302800 Rue du Square VictoriaMontréal, Quebec H4Z 1G8CanadaTel: +1 514 373 1200Fax: +1 514 373 [email protected] www.aci.aero

ACI Fund for Developing Nations’ AirportsAngela Gittens Managing DirectorTel: + 1 514 373 1200Fax: +1 514 373 [email protected]

ACI Asia-PacificPatti Chau Regional DirectorHong Kong SAR, ChinaTel: +852 2180 9449Fax: +852 2180 [email protected]

ACI AfricaAli Tounsi Secretary GeneralCasablanca, MoroccoTel: +212 660 156 [email protected]

ACI EuropeOlivier Jankovec Director GeneralBrussels, BelgiumTel: +32 (2) 552 0978Fax: +32 (2) 502 [email protected]

ACI Latin America & CaribbeanJavier Martinez Botacio Director GeneralPanama City, PanamaTel: +507 238 [email protected]

ACI North AmericaKevin Burke President & CEOWashington DC, USATel: +1 202 293 8500Fax: +1 202 331 [email protected]

ACI represents 591 members operating 1,861 airports in 177 countries and territories, which in 2013 handled 5.95 billion passengers, 93.6 million tonnes of cargo and 79.6 million aircraft movements. ACI is the international association of the world’s airports. It is a non-profit organisation, the prime purpose of which is to advance the interests of airports and promote professional excellence in airport management and operations.

February 25-27

ACI Airport Economics & Finance Conference & ExhibitionLondon, United Kingdom

2015 2015

September 16-18

The Trinity ForumHong Kong, China

2015

August 31-Sept 2 ACI World and Latin America & Caribbean Annual Conference & ExhibitionPanama City, Panama

2015

April 27-29

ACI Asia-Pacific Assembly, Conference & ExhibitionAmman, Jordan

2015

June 24-26

ACI Europe General Assembly, Congress & ExhibitionPrague, Czech Republic

ACI events

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This security-themed issue of Airport World is timely in that ACI has been very active working with governments and industry partners to improve the effectiveness and efficiency of aviation security processes, both in the short-term and

the long-term.The ACI World Security Standing Committee leads the efforts in

conjunction with Regional Committees. At its most recent meeting in October, the Committee agreed a comprehensive work package, which included the development of an Airport Excellence (APEX) in Security peer review programme. Volunteers were solicited to form a small advisory body with the aim of planning the implementation.

The worldwide success of the APEX in Safety peer review programme, combined with a clearly communicated desire on the part of member airports for a similar initiative focused on security, makes it apparent that this new initiative will fill a gap and ultimately result in better, more efficient security operations for participating airports.

We would expect the same sort of gains for both the Host airport (the one being reviewed) and the ‘security partner’ airports (the ones contributing peer reviewers) that we have seen in the APEX in Safety programme.

Along similar lines, ACI is collaborating with the International Air Transport Association (IATA) to improve existing passenger security processes, particularly Security Access and Egress.

Known familiarly as the SAE project, the expected outcomes are to help airports and airlines increase passenger screening throughput and improve passenger satisfaction by tackling elements that can be improved through passenger information, passenger identification, education and process redesign with minimal investment, without any interference with the security outcome while maintaining the determined level of security.

The project also intends to establish a toolbox with solutions that airports and airlines can choose from to increase efficiency and improve passenger facilitation.

For the longer-term, ACI is in collaboration with IATA on the Smart Security project. This initiative is a blend of the former ACI Europe

Better Security and the IATA Checkpoint of the Future projects, and seeks to define the future of security screening and develop other improvements in the overall security process.

The steering body of the project consists of equal numbers of airports, airlines and governments, with ACI and IATA forming the Secretariat. Geneva Airport has generously contributed a secondee to represent ACI.

ACI and IATA have signed co-operation agreements with the airport and airline of Qatar and with Melbourne Airport and Qantas to participate in trials of technology and processes in support of the programme.

Exciting developments to come in 2015As we look ahead to next year I’d like to remind you that we have a number of events scheduled, all with the primary aim of equipping delegates with actionable intelligence so that they can make a real difference in the management and operation of their airports.

The first quarter of 2015 will be busy, both regionally and worldwide. ACI-NA hosts its Risk Management Conference in San Diego (January 14–16) before heading to Reno for its Customer Service Seminar (January 27–29).

ACI World, in partnership with ACI Europe and ACI Asia-Pacific, then hosts the 7th Airport Economics & Finance Conference and Exhibition in London (February 25–27), widely hailed as the premier event of its kind.

Finally for the first quarter, ACI-NA will host its Washington Legislative Conference (March 3–4), before heading to Vancouver for its Business Information Technology, Environmental Affairs and Public Safety & Security conferences (March 22–25).

I urge you to take advantage of the learning and networking opportunities that these events offer.

Of course, 2015 holds much more in terms of both ACI’s work on security and relevant conference and exhibitions, but you’ll hear more about this in an upcoming Airport World issue. AW


ACI VIEWPOINT

View fromthe topDirector general, Angela Gittens, discusses ACI’s work in the realm of airport security and the importance of knowledge sharing.

They say good things are worth waiting for and this is certainly the case with Durban’s King Shaka International Airport, which took nearly 50 years to plan and build, but has wasted little time in handling record traffic figures.

For in the first two financial years after its much heralded May 1, 2010, opening, 4.87 million passengers (+10.7%) and 5 million (+3.5%) respectively passed through its facilities.

Indeed, the future looked bright for traffic growth for years to come as the airlines raved about their new $900 million Durban home and passengers waxed lyrical about its sparkling new 7.5 million passenger capacity terminal with state-of-the-art IT systems and 52 shops and F&B outlets.

However, things haven’t gone quite according to plan in the last two financial years for the KwaZulu-Natal located gateway, which has seen its annual throughput drop to 4.46 million after yearly declines of 7% and 4.4% respectively.

Operator, Airports Company South Africa (ACSA), attributes the downturn to a 4% drop in domestic travel, claiming that rising air fares ensure that many visitors and locals now drive the 500km distance between Johannesburg and Durban.

They point out that international traffic is booming, rising 22% last year and is set to break more records in 2015.

It notes that King Shaka remains one of the most modern airports in Africa, third busiest in South Africa and tenth busiest on the continent in terms of passenger traffic.

ACSA, which owns and operates the La Mercy-located airport 35km north of Durban, admits that the exceptional growth recorded at King Shaka in calendar years 2010 and 2011 was primarily down to football’s World Cup finals being held in South Africa and the tourism boom that followed.

And it argues that with customer satisfaction levels at a record high – the airport was runner up to Cape Town in the Airport Service Quality (ASQ) awards for Africa for the second successive year and in 2013 it

won the Skytrax award for the best gateway in the world handling under 5mppa – it must be doing something right!

Regional general manager, Terence Delomoney, says: “There is no doubt that 2014 has been a year of challenges and traffic growth isn’t quite where we want it to be yet, but Durban’s potential ensures that we are very hopeful of better things to come in the years ahead.

“As with any new airport, there was that ‘build it and they will come’ expectancy when we opened King Shaka in 2010, but as we all know, life is not that simple and one of the key challenges we face is encouraging more airlines to fly here and route development.

“It is for that reason we are supporting and partnering with South Africa’s departments of Economic Development, Tourism and Environmental Affairs and Dube Tradeport to bring events like ACI Africa and World Routes to the region to showcase the airport and what the region has to offer in terms of tourism and business opportunities.”

Making Durban and KwaZulu-Natal a ‘destination of choice’ is certainly the goal, and Delomoney feels that the collaborative effort approach has put the airport in a strong position to play its part in an “exciting future” for the region.

He would certainly like to see more international routes out of Durban, which today only has a handful of non-stop international services as 95% of passengers travel on domestic flights.

Customer serviceDelomoney notes that King Shaka takes customer service very seriously and insists that ACSA is always striving to do better to improve the airport experience for passengers.

“Customer service is paramount at all levels,” states Delomoney, noting that King Shaka continues to do well in both ACI’s annual ASQ customer satisfaction survey and the Skytrax awards.

“I believe it is crucial that our staff and all airport employees are conscious of the importance of customer service, and we aim to do this


Beginning of the journey

AIRPORT REPORT: DURBAN

How is Durban’s King Shaka International Airport faring nearly five years on from its opening? Joe Bates investigates.


through training programmes and the development of a culture where the delivery of excellent customer service is constant and consistent across the airport.

“Our participation in the ASQ survey also provides us with the opportunity to hopefully learn from the best every year.”

InfrastructureDelomoney says that King Shaka’s modern new facilities and existing 7.5mppa capacity mean that ACSA has no immediate plans to enhance the gateway’s key infrastructure.

It is, however, currently building a new service station in the airport precinct, which is due to open in the first quarter of 2015, and is looking to revamp the retail/F&B offering in the terminal.

“A number of concessions for retail/F&B and other business opportunities in the terminal are currently out to tender and we expect to announce contracts early in the new year,” reveals Delomoney.

“Feedback from passengers will play a part in our decision making as, in a recent independent survey, they indicated that they would like to see a number of changes. We also want to introduce more passenger-friendly facilities across the board, some of which will include making journeys easier for people with disabilities.”

About the need for new aeronautical-related infrastructure such as terminals and runways, he adds: “As with all airports, upgrades are determined by demand, and we are not there yet in terms of needing more capacity as the airport is only five years old.

“We will, however, continue to upgrade and improve the existing facilities, as we are doing with the planned new retail/F&B outlets, when necessary.”

The official master plan for the airport projected several development phases up to 2060 by which time it is expected to have two parallel runways and a terminal capable of accommodating 45 million passengers yearly.

That is, of course, a long time in the future, but it just goes to show how ambitious and even bullish ACSA is when it comes to Durban’s King Shaka International Airport.

AIRPORT REPORT: DURBAN

Beginning of the journey

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Dube TradePortThe airport forms part of the Dube TradePort, which additionally consists of a trade zone linked to the airport’s cargo terminal, facilities to support the airport such as nearby offices, a conference centre and hotel accommodation for tourists, an integrated agricultural export zone, and an IT and telecommunications precinct.

It calls the different areas/precincts Dube City; Dube Cargo Terminal; Dube TradeZone; and Dube AgriZone, which according to Dube TradePort are designed to create a globally competitive, multi-modal trade gateway to southern Africa and the world.

Indeed, in November, Dube TradePort announced plans to create KwaZulu-Natal’s own Silicon Valley in Dube TradePort by 2016 following Eureka Capital’s decision to develop a seven-storey 21,500sqm building in the heart of Dube City, adjacent to King Shaka International Airport.

Saxen van Coller, CEO of Dube TradePort Corporation, says: “Eureka Capital is the first major private sector investor in our Dube City precinct and this landmark deal is a testament to Dube TradePort’s ability to attract investment into KwaZulu-Natal.”

The innovation hub by Eureka Capital aims to accelerate the growth of knowledge-intensive enterprises, providing established businesses, as well as start-ups, with an incubation facility that brings together academics, researchers, entrepreneurs and venture capitalists under one roof.

CEO, Thobani Msimang, says: “We are building a technology hub; in South Africa we don’t have a place where entrepreneurs can incubate their ideas, where people with relevant industry experience, such as top executives from international companies, can come in and take those ideas to the next level, through a controlled developmental regime.

“We know that Dube TradePort is the right fit for this venture as it has shown foresight in investing in some of the most advanced technology. We plan to add to this by bringing in the best in international expertise and technology to South Africa.”

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2013

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ACI’s deputy director general, Michael Rossell, reflects on improving the passenger experience with Smart Security and the growing need for cyber security.

Civil aviation will always be challenged by the need to balance security practices to counter ever emerging and adaptive threats, while not creating an environment that unduly hinders passenger facilitation, especially in light of projected traffic growth.

The aviation security community is therefore increasingly aligned on the need for more flexible, outcome-focused and risk-based solutions to this challenge, especially at passenger screening checkpoints.

At the 38th ICAO Assembly, ACI highlighted the importance of co-operation between ICAO and industry partners to achieve this aim, proposing in its working paper that this be reflected in the consolidated statement on the continuing ICAO policies related to aviation security. This recommendation was supported and endorsed by the Assembly.

The 38th ICAO Assembly also recognised the successful outcomes of the High Level Conference on Aviation Security (HLCAS), which took place in September 2012, and recalled a number of important recommendations for ICAO and Member States to:a) Promote a risk-based approach to aviation security;b) Ensure the sustainability of aviation security measures;c) Encourage mutual recognition arrangements and

international co-operation;d) Promote innovation; ande) Target assistance activities.

Industry strongly supported these recommendations and actively encouraged the development and adoption of next-generation screening principles, including risk-based security practices, innovative operational processes and the introduction of less intrusive and faster screening technology.

Smart SecurityBoth the international airline and airport communities consider aviation security and the passenger experience as key areas of focus.

Developing the Checkpoint of the Future, for example, has been a priority for IATA since 2011, while ACI has established networks of aviation security practitioners who meet regularly to assess emerging technologies and share best practices.

Furthermore, at the 2013 ACI World Annual General Assembly in Istanbul, a resolution was adopted to focus on the development of next-generation screening solutions, and greater engagement and co-operation between States, ICAO and other industry partners was urged.

Recognising these and other mutual areas of interest, a Memorandum of Understanding (MoU) was signed between the ACI and IATA directors general, which included an annex bringing together ACI’s next-generation screening activities and IATA’s Checkpoint of the Future programme under one common project, entitled Smart Security, to be jointly run by ACI and IATA.

However, ACI and IATA recognised that they could not deliver this programme without the support of States and the wider stakeholder community. They therefore established a new governance structure overseen by the Smart Security Management Group (SSMG) comprised of representatives from five airlines, five airports and five government authorities, plus one representative each from ACI and IATA.

Its role is to provide top-level guidance, detail policy, technical and operational requirements, and ensure all global and stakeholder interests are considered.

The work programme on Smart Security is gathering pace and is particularly well advanced at Amsterdam Schiphol where components

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ACI ANNUAL WORLD AIRPORT TRAFFIC REPORTA COMPREHENSIVE ANALYSIS OF TRENDS AND DATA IN AIRPORT TRAFFIC

Over 1,900 airports More than 150 countries

Call +1-514-373-1200 or visit www.aci.aero/publications to place your order today.

The complete report is now available!The 2013 ACI World Airport Tra�c Report provides comprehensive analysis of trends, rankings and tra�c statistics for over 1,900 airports in more than 150 countries, by three thematic areas: passengers, cargo (freight and mail) and aircraft movements. International and domestic tra�c breakdowns are presented as well.

2013

SPECIAL REPORT: SECURITY

have been brought together to provide maximum efficiency in the systems coupled with a real emphasis on customer service.

Amsterdam SchipholSchiphol has undergone a sea change in the way it provides security by moving rapidly from gate to centralised screening, which, in addition to the customer service benefits, has allowed it to introduce a number of significant enhancements.

The new technology, such as dual view X-ray and body scanners, improves the speed and accuracy of the process, but more important for passengers is that the approach of staff has changed.

Gone are the usual security-type uniforms, to be replaced by those that would not look out of place at the front desk of a very smart hotel.

The ambiance has changed, too. There are clean textured tiled floors, wood and occasional pot plants, which all make for a more pleasant environment.

Feedback from staff and passengers has been very positive and studies have shown that passengers who are more relaxed tend to linger in the concessions once they have passed through security, which improves the customer experience as a whole.

The next steps for the Smart Security project are to learn from today’s trials and experiences around the world and develop new guidance for airports that might be contemplating changing their security processes.

The aim, of course, is to use the best available technology, in the most efficient way to improve the passenger experience.

Facing the threat of cyber attacks head onIn recent years it has become evident that the threat and risks from cyber attacks have become an increasingly real possibility for the aviation community.

To this end, ACI, together with CANSO, IATA, ICAO and the International Coordinating Council of Aerospace Industries Associations (ICCAIA) have worked together to better understand the problem and to agree a joint and collective way forward.

On December 5 they signed an Action Plan which recognised that safety and security of the global aviation system was vulnerable to attacks on its information and data systems.

They noted that the cyber-threat actors included hackers, cyber criminals, ‘hacktivists’ and terrorists whose effort was focused on malicious intent, the theft of information, profit and disruption.

Airports, and the aviation system as a whole, rely day in and day out on one of the most complex and integrated systems of information and

communications technology (ICT) in the world. Thus the global aviation system is a potential target for a large-scale cyber attack, or for attack on one or some of its elements, which could then have knock-on effects on the rest of the system.

Possible impacts of a cyber attack could include endangering the safety of an aircraft, weakening internal airport security controls or affecting operational reliability, financial health and business continuity.

With the continual and rapid integration of new technologies, the aviation industry is also becoming increasingly inter-connected and reliant on transmission of data between systems.

As these technologies and linkages rapidly evolve, so too can the threats exploiting the flow of information between these systems. Without the appropriate cyber security measures in place for this evolving threat, civil aviation may be at risk.

Therefore, the organisations have agreed that they need to recognise the importance of working together, guided by a shared vision, strategy and roadmap to strengthen the aviation system’s protection and resilience against cyber attacks.

They also need to jointly make the necessary effort to prepare civil aviation against future challenges from cyber threats. Specifically, they agreed they would co-operate to:• Develop a common understanding of cyber threats and risks; share

assessments of risks; agree common language and terminology; develop joint positions and recommendations; present a coherent approach to the public;

• Promote co-operation between State-level appropriate authorities and industry to establish co-ordinated aviation cyber security strategies, policies and plans;

• Promote a robust cyber security culture in all organisations in civil aviation; promote the use of existing information security and cyber protection best practices, standards and design principles, and establish new ones where necessary; establish the mechanisms and means to share and communicate information, including identification of threats, reporting of incidents and developments in defences; and

• Communicate threat-related information and assure situational awareness; refine best practices, operational principles and defensive systems, as appropriate.

The Action Plan does not create any legally binding obligations by or amongst the participants, and of course remains subject to any domestic laws and international obligations. However, it does set out concrete steps to further cyber security co-operation in the context of civil aviation and is intended to be flexible and expected to be refined or changed by consensus amongst the participants.

18 AIRPORT WORLD/DECEMBER 2014-JANUARY 201518

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Busy times at Frankfurt Airport.

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Today’s passengers want and demand more control over their journeys, and with a large proportion of them using self-service technology to check-in, often the very important first point of contact for them at an airport will be the security checkpoint.

The question that airport designers and operators should ask themselves is whether the security checkpoint reflects their corporate image and the level of service that the airport wants to project and deliver to its passengers.

The impact of queueing and wait times on the retail and service industries has been well researched and documented in the past thirty years. Indeed, restaurants, banks, hotels and theme parks have developed and applied queuing concepts and innovative wait time management practices to create additional value for their industry.

Just as importantly, these actions have also enabled these leaders to grow their revenues and to gain a competitive advantage in their industry.

Could similar approaches be adapted at airports to manage security checkpoint wait times more effectively and explore ways of delivering a better passenger experience?

Trade-offIf security in general is about trade-off, then security screening is about complying with security requirements while attempting to deliver a great experience at the best possible cost.

Until recently there had been much talk and little else concerning the passenger experience at the checkpoint. Thankfully, this is changing as many airports and screening authorities are now realising the importance – and the benefits – of investing in security checkpoints.

A number of studies have clearly demonstrated the importance of managing the first point of contact with the client and how this emotional event or service encounter can shape the overall level of satisfaction as perceived by the customer.

In essence, finding a balance is about finding a waiting time that customers find acceptable while keeping utilisation reasonably high.

Managing queues can also provide a competitive advantage for an organisation as, according to the book You’re Next! by Terry Green, “Queues represent a moment of truth; if managed well, they demonstrate a tangible

Yves Duguay explains why airports should invest more in the customer-friendly planning, design and operation of security checkpoints.

Screen test


SPECIAL REPORT: SECURITY Image courtesy of G4S.

commitment to customer service; if unplanned or unmanaged, they show contempt for the customer’s time”.

Benefits for the industryIn addition to most likely being the all-important first point of contact for passengers at airports, security screening checkpoint also account for 20% or more of their dwell time.

So, wouldn’t it make sense for an airport authority to take advantage of this significant amount of time with a captive and valuable audience, to invest in the checkpoint as part of a strategy to provide a more pleasant and faster experience?

Recent market research studies in Europe show that over 50% of purchases in airports are made on impulse. Well designed retail areas certainly contribute to the ‘emotional impulse’. So why not design checkpoints that would mirror the sophisticated environment that is found elsewhere in the airport?

Could we not supply passengers with information essential for their journey and even light entertainment to make the wait feel shorter?

Why not use the space and time spent by passengers at the checkpoint for branding and merchandising opportunities, which could translate into higher non-aviation revenues that could offset the investments at the checkpoint?

Could we not hire screeners possessing the emotional intelligence competencies to function effectively in a customer service environment and train them in alignment with this strategy?

By providing a more relaxing and pleasant experience, we can significantly contribute to reducing the level of anxiety at the checkpoint; this is not only good business, it makes a lot of security sense as well, as suspicious behaviours are more easily detectable when the overall emotional baseline is lowered at the checkpoint.

Effective queuingResource allocation is critical for all service industries, including security screening at airports. Queuing is about numbers. To manage queuing properly, one must rely on data acquisition and analysis.

Some of the best practices in the industry include the BPSS system used by CATSA in Canada and similar systems used at Bristol (BRS) and Copenhagen (CPH) airports.

In all cases, the barcode of passengers’ boarding passes is scanned upon entering the queue and then again at the start of the screening process; this can be performed with a handheld scanner or through an automated e-gate.

This allows the authority to validate the boarding pass, measure wait time and calculate the throughput for each screening line.

Real-time reports and alerts are available with both systems. Furthermore, the BPSS data can be matched quickly with CCTV feeds to resolve security incidents and prevent costly evacuations.

Once sufficient historical data is captured by these systems, it can be used in a predictive fashion to better estimate the arrival patterns and the number of passengers expected at different times of the day, allowing for a more efficient allocation of screening resources in relation to service standards.

This trend for data acquisition and analytics is definitely picking up steam as exemplified by a number of similar programmes such as Positive Boarding at Heathrow (LHR). After all, as business guru and philosopher Peter Drucker taught us, what gets measured gets managed!

Virtual queuingDisney is a leader in the entertainment business. To maintain its competitive advantage, it became an expert in queueing and wait time management and,

in the face of the growing popularity of its theme parks, innovated by developing its FASTPASS product.

When customers arrive at a given attraction, they are given the choice to wait, based on the posted wait time, or they can elect to take a FASTPASS ticket (paper or electronic) from a nearby kiosk, inviting them to return to the attraction at a specified time later on.

When they present themselves at the said time, they are given a priority access to the attraction. This allows the customer, in the meantime, to attend to other activities and it gives Disney the ability to bundle more products and services in their offering.

FASTPASS has allowed Disney to increase significantly the level of satisfaction of its customers while maximising the utilisation of its attractions.

Virtual queuing was tested at three airports in the United States – Orlando (MCO), Oakland (OAK) and Indianapolis (IND) – and some feel that it can have an impact in the airport environment.

In an article published in Industrial Engineer, Joseph Narens noted: “Because a portion of passengers arrive at the checkpoint closer to their flight departure time, with a virtual queue, both the mean and standard deviation of the arrival distribution experience a shift.”

So, virtual queuing could benefit airports where the traffic pattern is governed by peaks and troughs, however, that benefit is not as evident for those airports with a constant demand throughout the day.

It would appear that airports with a combination of heavy charter and scheduled traffic would be able to redistribute peak demands by using virtual queuing. Of course, it requires airports to rethink their commercial strategy concerning the bundling of their services before and after the checkpoint.

Nevertheless, with big data and the integration of airports’ information systems, virtual queuing could yield even more benefits in the future.

Express lanes and reservationsIn Canada, airports such as Montréal-Trudeau (YUL) are testing a reservation system, SecurXpress, where passengers checking in online can ask the airport authority for a dedicated screening time.

As with virtual queuing, passengers presenting themselves at the specified time will be given priority access. More trials and data analysis will be required to test the efficiency of those products, but we can already see how virtual queueing and reservation systems could normalise arrival patterns of passengers and smooth out some of the high traffic peaks.

In the long-run however, there is no doubt that a risk-based approach based on passenger differentiation (Nexus, Global Entry and TSA Pre-Check) is the best sustainable solution for the industry, but that’s another topic altogether!

Valuing passengers’ waiting timeWhy not reduce anxiety levels at airport security queues by letting passengers know how long they are expected to wait, by posting wait times and by communicating service standards?

Come to think of it, why don’t airports use their personnel and social media platforms to inform, engage and reassure passengers?

Wonderful CopenhagenOne of the best examples of valuing passengers’ time is offered by Copenhagen Airport (CPH), which posts wait times at various locations in the terminal and has automated certain processes (e-gates) to increase the flow while reducing costs.

Indeed, the CPH checkpoint is well designed, pleasant and integrated with the overall look and feel of the terminal. It has also instated a service level standard where passengers are not expected to wait more than five minutes.



In 2012, they not only met that target but actually exceeded it, as the average wait time was under four minutes, exemplifying another golden principle in managing wait time – if you believe the waiting time is going to be nine minutes, promise ten, not eight, as people are pleasantly surprised when they are serviced a little quicker than they were prepared to wait.

It’s encouraging to see that measuring and providing wait time information to passengers is becoming more prevalent, as exemplified by the recent adoption of similar services at Hamburg and Washington Dulles.

Wait time information is also now available in Canada, through CATSA’s website and participating airports.

Customer-friendly environmentWith wealthy and older customers expected to travel more often than ever before in the future, it would be wise to design a comfortable checkpoint by providing simple solutions such as anti-fatigue floor covering and flexible seating capacity.

In that regard, the recent redesign of a security checkpoint at Dallas/Fort Worth (DFW) is a good example to emulate based on the glowing comments from passengers who described the new-look facility as “a pleasant experience” and a “sophisticated environment”.

The new design and configuration at DFW resulted in a higher throughput and lower wait times, translating into higher commercial benefits for the airport’s retail area.

There is no doubt that we can reduce anxiety and increase passenger satisfaction through design and by investing in the look and feel of the checkpoint.

Indeed, providing a pleasant environment will not only translate into happier customers but it will also affect screeners positively.

Finding and training the right screeners Besides tackling the issues of queuing and wait time management, an airport authority must also address human performance at the checkpoint.

We need to find screeners possessing what I like to refer to as the service DNA, where genes are replaced by ‘Emotional Intelligence’ (EI) competencies!

I believe that extensive research by Daniel Goleman and others proves that there is no longer any doubt that employees who possess the social and personal competencies linked to EI are the most effective, efficient and customer-service focused.

They possess the self-awareness required to manage their own feelings and the empathy to recognise passengers’ emotions, and the capacity to adapt well to changes and to learn on the job. Furthermore, they are self-motivated and possess a capacity to manage their stress well.

We often hear about the ‘tone at the top’, but I also like to refer to the ‘tone in the middle’, to stress the importance of the first level of supervision as a key source of motivation, engagement and job satisfaction for the screening employees.

Selecting supervisors based on their ethical values, EI competencies and leadership skills will yield great dividends not only for the screening authority but for the passengers as well.

The merger of security and commercial interestsSecurity checkpoints are where commercial and security interests can merge to benefit operators, passengers and screeners.

Indeed, planning and investing in the design of checkpoints, applying innovative queuing techniques, valuing the time passengers spend waiting and offering security services with aptly recruited and trained personnel are sources of value creation that have not yet been fully exploited!

For airport authorities, it’s a means to increase non-aviation revenues as happy customers are more likely to buy goods and services on impulse after leaving the checkpoints.

From a strict security perspective, lowering anxiety at the checkpoint will lower the emotional baseline, which in turn is more conducive to detecting suspicious behaviours.

Leonardo da Vinci wrote a long time ago that “Once you have tasted flight, you will forever walk the earth with your eyes turned skyward, for there you have been, and there you will always long to return.”

And that’s what we want as well: we want to bring back some of the excitement and fun of flying. The master was again well ahead of his time! AW


Child-friendly security at Gatwick Airport.


Documents

Airport World, Issue 6, 2014