Co-located for 2015 · 17-18 November See page 15...Airport IT and Airport Security Co-located for 2015 · 17-18 November See page 15 Issue 2 · 2015 ATC/ATM Supplement Featuring contributions

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www.internationalairportreview.com Issue 2 · 2015

ATC/ATMSupplement Featuring contributions from SochiInternational Airport and ACI World

The environmentalchallenge: Is collaboration the answer? Sharon Mahony, CEM Project Leader, EUROCONTROL

RedesigningRostov

Matt Cartwright and Alex Bitus,Twelve Architects

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INTRODUCTION

www.internationalairportreview.com Volume 19 · Issue 2 · 2015 1

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A lot of effort has been going on in recent years across the aviation industry in order to improve communication. In recent years large scale projects to unify departments within airportsthrough A-CDM procedures, and to unify the skies between them through initiatives such as Single European Skies (SES) and NextGen in the US, have aimed to rationalise and simplify aircraft management.

Much has already been said about the impending capacity crunch, and it is a rare day I don’treceive a news update from an enthusiastic press team about an airport’s increased passengernumbers, so no doubt these are important steps in easing the pressure as the industry expands, butthis can be a complex process. The problem is however being worked on by a number of differentauthorities, and to this end our Foreword on page 4 looks at one of the more practical aspects ofimplementing SES – System Wide Information Management (SWIM), while our ATC/ATM Supplementstarting on page 11 includes an article from ACI World on some of the key aspects of integratedairspace management.

Of course, improving efficiency shouldn’t just necessarily mean increasing capacity. It also givesairports and airspace operators the opportunity to approach their business more responsibly. The European Organisation for the Safety of Air Navigation, EUROCONTROL, is also aware of thisincreasing challenge, launching its Collaborative Environmental Management (CEM) specification,which is discussed in our feature starting on page 27.

Our second supplement this issue looks at the always hot topic of security, in this instance takinga look at two case studies from Budapest Airport (page 36) and Václav Havel Airport Prague (page 39), and how improvements in process and security have transformed the passengerexperience. On that note, I am also pleased to confirm the date and location of International Airport

Review’s Airport Security and Airport IT conferences, which will be co-located in Barcelona from 17-18 November 2015. The shows will each feature conferences, breakout sessions and exhibitionsfeaturing speakers and products from across the industry, and we hope to see many of you there.

As always, if you have any feedback or would like to contribute an end user article to themagazine or a blog to the website, please contact me directly via the email address below. And remember to join our groups on LinkedIn and Twitter – details are opposite.

It’s good to talk

Guenter MartisDirector of European

Affairs, CANSO

Dr. Michael KerklohCEO, Munich Airport

Bo RedebornIndependent Aviation

Consultant

Darren CaplanChief Executive,

Airport OperatorsAssociation

Dr John McCarthyHead of Research,

International Centre forAirport Cyber Research

2 Volume 19 · Issue 1 · 2015 www.internationalairportreview.com

INTRODUCTION

It’s good to talkSimon Lott, Commissioning Editor

FOREWORD

Opening up air trafficmanagement with SWIMStéphane Dubet, Head of R&D, DSNA Aeronautical Information Service

NEWS

EVENTS

PASSENGER PROCESSING

How holistic managementimproves the seamless travel experienceSabrina Abdullah, Lecturer, IT University of Copenhagen

SHOW PREVIEW

Airport Show 2015ARFF & RECOVERY

Airport fire and rescue Services: Implementing andcomplying with new EASA rulesKim Olsen, Head of Copenhagen Airport’s Fire & Rescue Academy

CEM

The environmental challenge: Is collaboration the answer? Sharon Mahony, CEM Project Leader, EUROCONTROL

AIRPORT DEVELOPMENT

Redesigning RostovMatt Cartwright and Alex Bitus, Twelve Architects

AIRPORT PROFILE

Preparing for the future: A new approach at Vienna AirportMag. Julian Jäger, Management Board Member, Vienna Airport

AIRPORT PROFILE

Athens International Airportboosts Greek businessFINAL CALLWith Andreas Delhusen, President and CEO, DHF Airport Systems AB

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Contents

Sochi International Airport:Russia under wide Open SkiesAndrey Elinson, Chair of the Board, Basel Aero

Better together: Airports in the era of integratedairspace managementDavid Gamper, Director of Safety and Technical Affairs, ACI World

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ATC/ATM SUPPLEMENT

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Security and customer service: Can they go hand in hand? István Szabó, Head of Security Screening, Budapest Airport

Improving passenger screening at Václav HavelAirport PragueMarek Najman, Security Training Manager, Václav Havel Airport Prague

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SECURITY SUPPLEMENT

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HOST CLOSER TO PREMIUM GUESTS

SWIM is being described as a paradigm change in the way information is managed andexchanged across the whole ATM network and is one of the six ATM functionalities thathave been set out in the SESAR pilot commonproject (PCP). The concept is essentially aboutavoiding the situation we have had in ATM formany years, which is that communication isonly made point to point. It’s about connectingall the actors in the ATM world both at theground level and between the ground and theair. This includes stakeholders such as air trafficcontrollers, airlines, meteorological services,the military, and any other services which havea connection to flight navigation.

The idea originated as a concept toemploy mainstream technologies in an ATMconcept. This is for some a change in culture,because traditionally within airports, ANSPsand airlines, ATM was always considered to bespecial, requiring specific proprietary solutions.Conversely, SWIM is all about interoperabilitywith standard technologies.

SWIM has often been described as theintranet of ATM. I stress the word intranet

because for security reasons we obviously need to have some control over howinformation is exchanged. It is essentially anenabler facilitating a number of exchanges. For example, there has been a trial within SESARwhere flight information is made available to all the airport services, even down to car rentalservices and parking etc. so that when flights aredelayed and schedules change, they have theappropriate information to react and plan theirbusinesses. This can always be done withtraditional systems, but not at the same speed.

The concept still needs to be furtherdeveloped and refined as it is still beingdecided which mainstream technologies wewant to select for ATM and which are the basic

elements we’re going to refine to be ATMspecific. For example, we need a commonvocabulary. In a business meeting for example,all parties might agree to speak English and thesame applies to information being sharedbetween ATM actors.

In Europe this is happening within SESAR, in the US there is the equivalentNextGen project, and there has already beencoordination between the two programmes.The airport community has also been activein this domain with the establishment of the Aviation Community RecommendedInformation Services (ACRIS) working group, an equivalent to SWIM focused on web service standards.

SWIM is now at the stage where theconcept is fully described within the SESARmaterial and there have already been sometrials and validation exercises. We have the three basic elements required for SWIMestablished when the destination for an ATMMaster Plan was identified in 2002. These are:standards, infrastructure and governance;enabling the management of ATM informationand its exchange between qualified partiesthrough interoperable services.

It’s a long destination and all the termshave been thoroughly discussed, but it basicallysets out a requirement for information, servicesand infrastructure. We are currently working onthe way information is modelled, we’re gettingan agreement on the way to develop services,and infrastructure is fairly straightforward asmuch of the technology required is already inuse. We’ve got some of the SESAR large scaledemonstrations set up and right now we’restarting to get into implementation withprojects currently being proposed. The NetworkOperation Portal for example, which focuses onair traffic flow and capacity management

(ATFCM) has now begun trials into CDM in orderto optimise available resources.

In terms of implementation many airportswill have already started work on this, whetherthey know it or not, through their own A-CDMprojects. You can’t implement A-CDM withoutthe latest information of the required quality,such as time for aircraft start-off from the gateetc. In doing so they will have already donework on the information to be exchanged andthe way it is exchanged, as well as the servicesand infrastructure required to do so. Once youhave structured information, a clear view ofwho is providing it and who can use it, thenservices can be developed to ensureavailability for all who require it.

The introduction of SWIM will have quite along lifespan as the PCP for the deployment ofSESAR has agreed that deployment of SWIMwould be a long, gradual transition from nowuntil 2025 as all parties achieve complianceand implementation. All the work being carriedout by SESAR and NextGen is now also takinginto consideration how ATM will functionon a global level. The ICAO InformationManagement Panel is planning to build on thesteps taken in these two programmes and I personally am excited to be part of it becauseit’s going to be an adventure to research,define and refine a system that can potentiallybe reproduced at the global level.

FOREWORD


Stéphane Dubet, Head of R&D at DSNA’s Aeronautical InformationService explains how System Wide Information Management (SWIM) isbeing used within the context of SESAR to improve information sharingbetween stakeholders, leading to reduced costs, improved efficiencyand greater capacity in the ATM network.

Stéphane Dubet is Head of R&D at DSNA’s (theFrench ANSP) Aeronautical Information Service(SIA) and is the French member of the recentlyestablished ICAO Information Management Panel.He has been actively involved in SESAR projectsrelating to SWIM and is chairing the SESAR SWIMEvolution Management Group, which prepares the SWIM transition from R&D to deployment.Other roles include involvement with variousinternational groups (EASA, EUROCAE) withleadership on matters related to aeronauticalinformation. He graduated as a civil aviationengineer from ENAC in Toulouse.

Opening up air trafficmanagement with SWIM

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NEWS

London Stansted has spent five winter seasons embarking on a journey with Aebi Schmidt to

improve its snow plan. The airport achieves 550 runway movements every day and integral

to Stansted’s strategy is the ongoing acquisition of state of the art airport equipment. Between 2010

and 2016, Stansted will add a range of vehicles to its fleet including two Supra snow cutter blowers

(the 5002 unit clears 5,000 tonnes an hour); six Towed Jet Sweeper 630s; and three ASP 24 Airport

Sprayers with 24m spraying width.

Each unit is considered against the key criteria of being as robust, efficient and user-friendly as

possible to allow operators to perform at the best of their ability under the extreme pressure placed

upon a busy airport by the toughest weather conditions of the year.

Successful winter operation in such a pressured environment is only achieved with a collective

culture of care between airport operations staff and their contacts at winter equipment suppliers, so

that they can battle against the elements and often the odds to keep planes landing and taking off.

It’s a culture that goes hand in glove with Aebi Schmidt’s Total Lifetime Care (TLC) ethos that is

so important to keeping airports open throughout the winter months.

www.aebi-schmidt.com

Fully integrated friction testingSafety and security are always at the forefront of every airport

operator’s mind, and almost every piece of specialised equipment

requires competent operators and specific operating procedures

ensuring both the validity and accuracy of all actions undertaken.

With the Dynatest 6875 family of fully integrated runway friction

testers there is now no need to compromise this safety and security.

Dynatest provides the only fully integrated runway friction tester which

can work within the manufacturer’s payloads, providing over 8,000m

of continuous testing (e.g. two runs on a 4,000m runway), very simple

operation and the highest levels of accuracy. This is coupled with class

leading training and support.

The vehicle platform is specifically chosen to provide integration

of the friction tester without the need for any platform modifications

and takes full advantage of manufacturer mounting points and

fixings. With an integrated 800l water tank, operator, passenger and the

mass of the additional equipment, the payload still remains within

the manufacturer’s platform specifications, something no other

manufacturer can boast.

This friction testing equipment has been developed over many

years and now represents the state of the art, with the highest levels of

accuracy essential for critical maintenance decisions. With a simple

Windows-based operator interface, all data is readily available

instantaneously with optional GPS location facilities and runway

positioning data.

www.dynatest.com

Findlay Irvine’s GripTester at Airport Show Dubai 2015Findlay Irvine has been producing the GripTester for nearly 20 years to help

airport professionals monitor friction quickly and easily. The company will be

represented at the upcoming Airport Show Dubai 2015 showcasing their unique

range of friction testing equipment in the British Aviation Group Pavilion, hall 8,

stand 8106. On display will be the world’s number one friction tester, GripTester

Mk2 along with Findlay Irvine’s unique range of airport and helideck safety

monitoring equipment.

GripTester Mk2 is currently being used in over 300 major airports around

the world from Australia to Alaska and everywhere inbetween including the

UK and China, in all climates and conditions. GripTester Mk2 meets and

exceeds friction testing standards across the world, including ICAO, the FAA

and the UK CAA. As the world’s number one continuous friction measuring

device, its robust, reliable, repeatable and easy to use system makes it an

essential tool for airport operations and maintenance teams.

As well as showcasing the GripTester Mk2, Findlay Irvine will also be

displaying the recently launched and overwhelmingly successful micro

GripTester for Helidecks, for measuring friction on helicopter landing areas. This

unique friction measuring device guides operators simply through the process,

indicating friction levels in an easy to read reporting format. Fully compliant

with UK CAA CAP 437 and all helideck friction testing legislation, it can be

used to survey landing areas of any materials, giving airport operators detailed

surface information for maintenance and monitoring purposes, including friction

values of markings.

www.findlayirvine.com

Strategic Fire Solutionsintroduces the TrainingCenter AllianceStrategic Fire Solutions (SFS) is a German-American

enterprise located in Dresden, Germany. SFS manages

and employs a consortium of fire protection and

emergency service experts who bring ‘over 100’ years

of professional fire service experience in managing and

directing airport and industrial fire departments as well

as fire training facilities all over the world.

The SFS philosophy is to combine its own internal

resources and experiences with the vast experiences of

its broader network of adjunct (partner) fire protection

consultants, instructors and management leaders with

the goal of providing its clients with the best possible

solutions based on ‘best practices’ worldwide. Due to

the high demand of professional fire training services,

SFS understands the need to provide comprehensive

training services which combine state of the art

technology of international training institutions,

universities and professionals under one umbrella.

To achieve this it has founded the Training Center

Alliance (TCA) (www.training-center-alliance.com).

The TCA provides customers with best practice

solutions and transparency of information. Via the

TCA, SFS provides tailored and internationally

standardised training programmes in all fields of fire

protection, security services and emergency

management. SFS is offering a variety of aircraft rescue

and firefighting (ARFF) training courses to include

FAA Part 139 Refresher Burns, 24 hour ARFF

Refresher Training in accordance with ICAO, EASA

and NFPA, and theory-based training courses at the

clients’ location. Worldwide, international airports are

taking advantage of SFS aviation consultancy services

such as airport emergency planning, pre audit

inspections and fire department management

consultancy services.

www.strategicfiresolutions.com

Stansted partners with Schmidtto implement snow strategy

NEWS


Drück & Pfeiffer GmbH launches Airport-Manager Passenger-Service ModuleDrück & Pfeiffer GmbH, provider of the Airport-

Manager real-time planning products, has

introduced a new Passenger-Service module which

is already operative at Fraport (Frankfurt/Main).

The all new module in the Airport-Manager

portfolio will allow for major progress within the

Fraport Passenger Service department. Because of

the huge number of customer airlines, passenger

service staff have a large variety of skills, so

matching staff members with the correct skill

combinations to counter openings to effectively

respond to customer requests is a sophisticated task.

The new module supports planners in

making optimum decisions via a clear GUI

layout, validation rules and automated documenta -

tion and reports. Automated counter and gate tasks

are based on:■ Common check-in based on contracts■ Common check-in based on passenger flow■ Flight check-in based on contracts■ Flight check-in based on passenger flow

Passenger flows can be visualised by user designed

graphs of the passenger arrival-distribution, load-

factors and aircraft seat capacity. If available,

Airport-Manager can create reliable passenger

arrival distributions for the future by the evaluation

of previous passenger check-in statistics. In such

cases, passenger load and behaviour is created based

on calendar week, day of operation, destination and

flight number. Automated check-in and pre-night

check-in is also taken into account by the Airport-

Manager Passenger-Service module. Besides the

allocation of staff to counters/gates there is also

support for break rules, non-counter/gate related

tasks and real-time inbound service.

For more information please contact Thomas

Pfeiffer on +49 (0) 6430 929945 or email

[email protected]. Drück & Pfeiffer

GmbH is also exhibiting at inter airport Europe,

hall B5, stand 1317.

www.airport-manager.de

Passenger facilities expanded at Abu Dhabi International T1Abu Dhabi Airports has announced the opening and

operating of several facilities at Terminal 1 of Abu

Dhabi International Airport, which will improve

overall operational efficiency and increase the

speed at which passengers move through

the airport. The expansion programme to install

these facilities forms part of Abu Dhabi Airports’

ongoing Capacity Enhancement Programme (CEP)

to manage the increasing growth in passenger

numbers ahead of the opening of the Midfield

Terminal in 2017.

The overall approach to this phase of the CEP

has been to reconfigure passenger flows into and

through Terminal 1. Specifically this has comprised:■ Installation of 350m of new walkways directly

linking the passenger arrival gates to the

immigration halls and transfer screening facilities

■ Nine new Code E aircraft stands to accommodate

the increasing number of large and wide bodied

aircraft at the airport■ 16 brand new state of the art X-ray screening

machines, capable of processing 2,000 transfer

passengers per hour■ Further enhancements enabling transfer

passengers arriving at T1 to proceed directly to

T3 without further screening

The improvements to passenger flow inside

Terminal 1 are being complemented by a new road

network that will enhance airport access to all

travellers arriving or departing from both

Abu Dhabi and Dubai. The work is expected to be

completed shortly.

www.adac.ae

Events DiaryMAYAir Cargo EuropeDate: 5 – 8 May Location: Munich, Germanye: [email protected]: http://www.aircargoeurope.com/

Airport Show 2015Date: 10 – 12 May Location: Dubai, UAEe: [email protected]: www.theairportshow.com

EBACE 2015Date: 19 – 21 MayLocation: Geneva, Switzerlande: [email protected]: www.ebace.aero

SEPTEMBER World Routes 2015Date: 19 – 22 SeptemberLocation: Durban, South Africae: [email protected]: http://www.routesonline.com/events/175/world-routes-2015

OCTOBER Inter Airport EuropeDate: 6 – 9 OctoberLocation: Munich, Germanye: [email protected]: http://www.interairport.com/europe/english

If you have a diary event that you wish to publicise, or you are interested in setting up a media partnership, send details to Martine Shirtcliff at [email protected]

NOVEMBERAirport IT Expo Date: 17 – 18 November 2015e: [email protected]: www.airportinformationtechnology.com

Airport Security ExpoDate: 17 – 18 November 2015e: [email protected]: www.airportsecurityconference.com

The National Supervisory Authorities (NSAs)

responsible for regulating civil aviation in nine

north European states have agreed to work

together to support a major programme

delivering free route airspace across their

territories, in what is a major step forward for

the Single European Sky (SES) initiative.

Recently, the Borealis Alliance, an

industrial partnership consisting of nine

European ANSPs, announced the launch of a

programme to deliver seamless and integrated

free route airspace across the whole of northern

Europe by 2020, enabling airspace users to plan

and take the most cost effective, fuel efficient

and timely routes across the entire airspace

managed by Borealis members.

Now, following a workshop jointly

organised by the Borealis Alliance and the

NSAs hosted by the UK CAA, the regulators of

the nine ANSPs have established a working

group to explore the best way to improve

regulatory cooperation across all nine states for

the Borealis Alliance Free Route Airspace

programme and its subsequent projects.

While regulatory cooperation already

takes place through existing mechanisms

including bilateral agreements between states

and the existing three Functional Airspace

Blocks (FAB), the recent commitment to

explore a consistent regulatory approach for a

programme of this scale represents a significant

step forward in regulatory cooperation.

The Borealis Free Route Airspace

programme will build on work undertaken

within the three existing FABs – the Danish-

Swedish, UK-Ireland and North European.

NSAs regulating Borealis partners are

widening the scope of their cooperation and

exploring the options for a consistent

regulatory approach across the nine states to

make it as easy as possible for the members of

the Borealis Alliance to safely implement free

route airspace across northern Europe.

www.borealis.aero

New regulatorygroup establishedto support BorealisFree Route Airspaceprogramme

The aviation industry has experienced soaring passenger traffic in the last fewdecades and airport operators and industrybodies have developed dramatically in order to accommodate the growing volume. The airport environment is loaded withcomplexities that have to be dealt with on adaily basis. Managing all these complexities is a serious challenge, in terms of safety andsecurity, human resources, physical assets andreal estate considerations among many otherissues, as there is no room for delays or errors,as illustrated in a recent SITA paper2.

‘Smart Airports’A recent study conducted at the IT University

of Copenhagen has focused on the ‘SmartAirport’ concept; seeing that the eco-systemcomprises enormous amounts of technicalityand know-how that are heavily interconnected.The entire aviation industry is entering a newera of digitisation, forcing practitioners tochange traditional working methods intomodern practices. In accordance withnumerous articles the study was mainlyconceived from three angles. First was from a technology perspective, supported bycommon use/shared services collaborationwithin the airport domain. Secondly, it lookedat the challenge from a business perspective, in terms of increasing revenues by optimisingcustomer services, continued business model

development, and substantial operational cost savings, hence more budget space forfuelling innovation projects. Lastly, from atraveller’s point of view, it looked at providingnecessary information throughout the end to end passenger journey, with the intention of achieving a convenient and seamless travel experience.

The term ‘Smart Airport’ is applied bynumerous noticeable vendors that have beenand still are operating in this field for sometime, and has been described differently fromone vendor to another. However, an academicdefinition is yet to be established. For thisreason I took up the challenge by defining theconcept from an academic perspective as:



In research based upon field study and interviews undertaken at airports in Europe and the Middle East1, Sabrina Abdullah, Lecturer at IT University ofCopenhagen proposes new ways of managing and operating modern airports to enhance IT governance, knowledge creation and the passenger experience.

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How holistic managementimproves the seamlesstravel experience

‘The concept is simply about attempting to

balance creativity with analytics in today’s

data driven world, and how a corporation as

large as the airport industry, is going about

getting deeper collaboration across its

businesses to deliver an enhanced customer

experience and greater value.’

The study was focused on how to adapt novelthinking in terms of conceiving and integrating‘business’ and ‘technology’ as one entity and notseparate aspects of airport operations. In orderto be able to detect and manage the addressedissues, an academic matrix was selected. The matrix has been developed by Ross & Weilfrom MIT Sloan Management3. It is a recognisedframework among academics and to a much lesser degree among today’s practitioners, and is named ‘IT Governance on One Page’ (Figure 1).

The matrix consists of five key IT governance decisions and severalgovernance archetypes. Depending on the input of the managers, the matrix will display either a centralised, hybrid or decentralisedgovernance structure. This simple framework can be utilised as avaluable exercise for organisations, seeing that it optimises ITgovernance (ITG) in practice and enhances the communication withinthe corporation about ITG. However, to obtain efficiency by this tool it isimportant to identify where (archetypes) and by whom (decision domain)various IT related decisions are taken within the organisation.

Moreover, the outcome would be measured towards theorganisation’s business strategy and reveal if the present ITG is the most appropriate. As an analogy, one can argue that ITG in a companyresembles the cockpit in an aircraft, the senior managers and executivesare the pilots on board and employees are the travellers. From this placeeverything is controlled, decided, navigated and communicated.

The importance of IT governanceSubsequently, one can question why ITG is significant for seamless traveland passenger experience now more than ever? Well, from a traveller’sperspective one couldn’t care less on what platform systems operate on,where, how and by whom. Passengers’ utmost priority is that they areupdated with all relevant changes related to their journey and as a result,evade stress and make it on time for their flight. One could also arguethat the evolution of technology and trends have urged several industriesto rethink their practices, seeing that technology has been recognised asa game changer for several industries, including aviation2.

To avoid disappointed and unhappy travellers, airport managementhas to make sure that decision rights and overall processes are sharedand assigned to the right staff. A well designed decision making structure

along with process alignment must also be formally communicated. This will facilitate seamless processes that will influence travellers in apositive way. In order to obtain good practices for coming ITG,management requires profound insights of daily activities and know-howprior to any recommendation for any ‘ideal’ ITG for aviation use.

Airports are distinct entities that are measured on performance andprofit, this means they are not very different from traditional companies – chief executives, board members and shareholders closely monitorrevenue and capacity growth as well as operational costs. The studyengaged roughly 10 airport operators (main hubs) in order to understandthe challenges aviation encounters on a daily basis, with the aim of



Figure 1: IT governance matrix, adapted from ‘IT Governance on One Page’3

© 2004 MIT Sloan Center for Information Systems Research

Managers must accept and understand that ‘businessas usual’ is not applicable any longer, seeing that themarket surrounding us, is changing with high speed

getting closer to shape and capture the idealITG structure. The partici pating airports werevery diverse in their conditions, meaning thatsome were in transition to ‘Smart Airport’status and others were ‘done’ implementingthe components of concept.

The results of the survey did indeeddisclose evident diversity between the ones thathave implemented the concept, and the onesthat are going through the process. Theoutcome revealed to a certain degree twodistinct patterns. Firstly, airports that have notyet implemented ‘Smart Airport’ componentsor are in transition, have a very centraliseddecision making layout (decisions taken by topmanagement) and decentralised IT architecture (multiple platforms andinfrastructures), marked as red crosses onFigure 1 (page 9). Whereas, airports embracingthe ‘Smart Airport’ ideology have in most casesdecentralised decision making structures(decision taken locally) and centralised ITarchitecture (shared platform/common use),marked as green crosses.

It is worth mentioning that the conceptadvocates for ‘one version of the truth’, user-friendliness, operational excellence and proactivity in terms of introducing newbusiness models to meet future demands.Additionally, some of the contributors didexperience cost reduction in relation tooperation and maintenance budgets, due toshared expenses by all involved stakeholders.Hence, revenue will eventually be recorded inthe long-term, as more focus is navigatedtowards business and innovation rather thanon operations and maintenance.

Individual requirementsHowever, it is hard to suggest an ideal ITG for

‘Smart Airports’. Scholars’ advice is to learnfrom the efforts of others. Scholars also suggest that effectiveness is obtained throughorganisational structure and strategicobjectives. The ‘Smart Airport’ concept is in thepreliminary phase and there is much to learnprior to any qualified judgment on an idealdesign. Suppose managers follow scholars’advice in order to approach the ideal ITG. One way of execution is through knowledgecreation. Eminent Japanese professors Ikujiro Nonaka and Hirotaka Takeuchi4 define

organisational ‘knowledge creation’ as: “the capacity of the company as a whole tocreate new knowledge, disseminate itthroughout the organisation and embody it in its products, services and systems.”Nonaka suggests knowledge creation within an organisation is vital due to market diversities, rapid development oftechnologies and expansion as well as market competition.

Additionally, Nonaka5 argues that in orderto become innovative, it is important tobecome knowledgeable (fundamental asset).

However, being knowledgeable is not sufficient in today’s market conditions – being adaptable is equally important. If an airport operator can orchestrateknowledgeability and adaptability then the company would achieve a competitiveedge in comparison with its counterparts. ITG effectiveness and success are based upon in-depth knowledge of the workingenvironment; hence one should notundervalue the employees’ skills andexperience as their individual knowledge can add value to the company’s knowledge as a whole. As the saying goes: ‘experience is the best teacher’.

I would like to conclude this article bystating the importance of cross collaborationmanagement among aviation bodies aiming todeliver a unique passenger experience.However, to make it a reality, managers mustaccept and understand that ‘business as usual’is not applicable any longer, seeing that themarket surrounding us, is changing with highspeed – thanks to modern technology. We must acknowledge that human resourcespossess scarce value that should be unfoldedand compiled into e.g. new business models.At the end of the day airports resemble regularcompanies: they suffer from bad performanceand flourish on excellent revenues.

Finally, if you suspect your company isembracing a vague ITG, I invite you to utilisethe matrix above and discover your current‘look’ – try not to be too disturbed by theresults. Better safe than sorry.



References1. Abdullah, S (2014). Collaboration and Decision making.

Unpublished Master Thesis.

2. SITA (2014). Towards 2020 and beyond. Available from:www.sita.aero/sectors/airports/intelligent-airport,Accessed 20-4-2014.

3. Weil, P, Ross, JW (2004). IT Governance on One Page.Cambridge, Massachusetts. MIT Sloan Management.

4. Nonaka, I & Takeuchi, H (1995). The knowledge-creatingcompany. New York: Oxford University

5. Nonaka, I (1991). The Knowledge- Creating Company.Harvard Business Review, 69(6), pp. 96-104.

Sabrina Abdullah is a Lecturer andAssistant Lecturer at De MontfortUniversity and IT University ofCopenhagen within Management,Strategy and Technology. She hasmore than 18 years of workingexperience in the latest seamlesstravel assessment and business

model innovations for TAV Holding in Turkey andwas a speaker at the Airport IT&T Conference 2014.She has a Master of Science (E-business) from ITUniversity and the Copenhagen Business School,and a Bachelor degree (Business Administration)from De Montfort University, Leicester.

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international airport review conference

517-18 November 2015 • Barcelona • SpainThe ‘Connected Traveller’ has prompted airports around the world to prioritise their IT investment; and IT spending among airports is set to increase with 63% of ChiefInformation Officers stating that their airport will have more money to invest in IT now, morethan any time before.

With the latest SITA survey revealing that more than 80% of airports are planning to invest inIT related projects over the next three years, now is the time to join us in Barcelona.

International Airport Review’s Airport IT expo will once again bring together CIOs, IT Directors, Head of Operations and Security to share and discuss their visions for the future.

Find out more at: www.airportinformationtechnology.com


ATC/ATM SUPPLEMENT

12 Sochi InternationalAirport: Russia underwide Open Skies Andrey Elinson, Chair of the Board, Basel Aero

16 Better together:Airports in the era ofintegrated airspacemanagement David Gamper, Director of Safety and Technical Affairs, ACI World

SPONSOR:

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Sochi International Airport, which successfullycoped with Olympic-sized overloads when over600,000 guests and participants arrived at itsrefurbished $400 million terminal for the WinterOlympic and Paralympic Games in Februaryand March 2014, is one of three Russianairports to enjoy the fifth freedom of the air, orOpen Skies. This means that any foreign carriermay pick up and drop off passengers and cargowith no restrictions on aircraft type, frequency,and regardless of interstate agreements. Inaddition, foreign airlines are also allowed tooperate their transit flights between countrieswith a stopover in Sochi, where they will alsobe able to take new passengers on board.

Basel Aero, operator of the airport and part

of Russian leading industrial diversified groupBasic Element, one of the strategic investors inthe Olympics, came up with the idea to adoptOpen Skies mode soon after the Games.Encouraged by the liberalisation of air trafficduring the Games, a common practice at everyOlympics, Basel Aero offered Russian aviationauthorities its recommendations on grantingSochi more air freedom and facilitating visarules that would propel the city’s growth in the years ahead.

Increasing international traffic and economic growthIn doing so, the company conducted aprofound analysis studying the most successful

cases of implementing Open Skies in othercountries, analysed the structure of theairport’s passenger numbers and busiestdestinations, and concluded that Open Skieswill bring to Sochi at least 100,000 extrainternational tourists, including those travellingfor business and leisure. In 2013, the airportserved approximately 300,000 internationalpassengers, or 13% of its passenger traffic.

The Open Skies agreement that took effecton 19th October 2014 can promote increasedtravel and trade, productivity, high quality jobopportunities and economic growth. Airportsbenefit from the increase in services enabledby liberalisation as they receive more revenuesfrom landing charges or consumer

ATC/ATM SUPPLEMENT


Sochi International Airport, the main port of entry for the 2014 Winter OlympicGames, gained Open Skies status in October 2014. This will help it to attract newcarriers, boost passenger traffic and improve Sochi’s tourism attractiveness,explains Andrey Elinson, Chair of the Board at airport operator Basel Aero.

Sochi InternationalAirport: Russia underwide Open Skies

expenditure. Open Skies mode reducesgovernment interference in the commercialdecisions of air carriers, and frees them toprovide affordable, convenient and efficient airservices for consumers. Basel Aero estimatesthat under the new agreement, the SochiAirport will earn an additional $1.5 million inrevenue and will see a 30% increase ininternational passenger traffic. The regionalbudget will, in turn, see a $50 million growth.

Airline attractionFollowing the talks with the airlines in 20 countries that would potentially beinterested in air links with Sochi, Basel Aero hasmade the first agreements with Turkish Airlinesand Pegasus Airlines. Turkish Airlines hasalready operated in Sochi for a long time withthree weekly flights to Istanbul Ataturk Airport,and has now added a fourth flight as a part ofOpen Skies. The low cost Pegasus Airlinesintroduced three weekly Sochi-Istanbul flightslast December.

Mahan Air, the second largest Iraniancarrier, is close to a decision on whether it willlaunch scheduled air services. Tehran-Sochiflights are expected to start in July 2015 withone flight per week, and throughout Augustthere will be bi-weekly flights to the Iraniancapital. On top of that, Chinese carriers seem tobe the next likely candidates to use Sochi’s airfreedom. The Chinese government allocates upto $50,000 for each new international flight and an average Chinese tourist spends $1,800during a trip. This means that one flight willadd about $360,000 to Sochi’s economy. Basel Aero estimates that 62,000 Chinesetourists may visit Sochi during the first year if there will be no less than three flights a week. Russian cities hosted over one millionChinese tourists in 2014.

In late November, Basel Aero’s topmanagers visited Guangzhou and Beijing todiscuss cooperation with Chinese tourismagencies and the country’s largest carriers – AirChina, China Southern and Hainan. The latterhas the largest number of Russian-boundflights among the Chinese airlines. Bothcarriers and travel agencies were optimisticabout entering the Open Skies regime.

Sochi has also opened its skies for threeIATA seasons from winter 2014-15 through tosummer 2016. If successful, this will becomepermanent. Winter 2014-2015 is a trial seasonwhen the airlines are expanding their networks,adding Sochi to their destination maps, and

experimenting with the frequencies. The firstresults of the new policy are expected to comeno earlier than summer 2015.

Overview of Open Skies in Russia and abroadVladivostok Airport in Russia’s Far East was thefirst in the country to adopt Open Skies modein 2011, and the liberalised air links are still inforce. Under the agreement, Vladivostok wasgiven the third and fourth freedom traffic rights,including a number of designated carriers anda number of frequencies.

As of December 2014, only South Korea has accepted the airport’s call to use Open

Skies. Korean Air, Asiana Airlines as well asRussia’s subsidiary of its largest carrier Aeroflot, Aurora and S7 Airlines operatebetween Vladivostok and Seoul. Thanks to the liberalised air traffic, the number of Korean-bound flights increased by 46% in 2013 year on year. International passengertraffic however did not grow dramatically in2013, though an increase of 18%, to 506,000passengers year on year was recorded.

Khrabrovo Airport, located in the Balticexclave of Kaliningrad, was the third and mostrecent airport in Russia to gain Open Skiesstatus. Kaliningrad was granted the fifthfreedom of the air a month after Sochi. OpenSkies in Kaliningrad will be operational during

three seasons: summer 2015, winter 2015-2016and summer 2016. It is known that Khrabrovois negotiating with aviation authorities in a vastnumber of countries including China, Japan,South Korea, India, Turkey, Israel, UAE, Tunisia,Austria, Italy, Germany, France, Switzerland,Czech Republic, Spain, Netherlands, GreatBritain and others. It is unclear which airlinesfrom which countries have expressed interestin joining the agreement.

Open Skies around the worldOpen Skies has proved successful in manycountries all over the world where it hasresulted in increased air service levels andlower fares, additional traffic volume andeconomic growth including GDP increase,tourism development and increasedemployment. Case studies on the air trafficliberalisation in various countries, prepared byInterVISTAS-EU Consulting for IATA, show thatafter the UK-India agreement signed in 2004,the number of direct services between the UKand India increased from 34 (22 servicesoperated by UK airlines and 12 by Indianairlines) to 112 (63 services operated by UK airlines and 49 by Indian airlines) per week in 2006, an increase of 229%.

The InterVISTAS study explains: “Whilemost of these new services were operatedbetween the two countries’ main airports(Heathrow in the UK, and Delhi and Mumbai inIndia), services connecting secondary pointsin the UK and India also arose. In addition, thenumber of carriers operating between the twocountries increased from three to five (with BMIand Jet Airways entering the market).”

The consulting company concludes that

ATC/ATM SUPPLEMENT


Sochi International Airport underwent a major revamp ahead of the Winter Olympicand Paralympic Games, during which it handled over 600,000 passengers

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Open Skies will bring to Sochi atleast 100,000 extra internationaltourists, including those travelling for business and leisure

the increased competition between UK andIndian airlines resulted in average faresdeclining by 17% for leisure passengers and 8% for business passengers. “The lower faresand increased service caused passenger trafficbetween the two countries to increase by108%,” the report reads.

Apart from the direct impact on airports’passenger traffic and fare prices, airliberalisation may help to increase a country’sGDP, as has occurred in Chile, which haspursued an aggressive policy of air serviceliberalisation since 1978. According toInterVISTAS, Chile has a broad policy ofallowing free entry into its domestic andinternational air markets with little restrictionon pricing and operations (subject to safetyregulations), provided it generally receivesreciprocity from the other country and thereare no conflicts with bilateral agreementsrelated to a third country. As a result, Chile hassigned a relatively large number of Open Skiesagreements, such as those with the US, UK,Uruguay, Paraguay, Singapore, Panama, New Zealand, Jamaica and the DominicanRepublic. In other cases, while an Open Skiesagreement has not been achieved, a moreliberal bilateral agreement has still been signed(e.g. Brazil, Argentina, Spain).

The study into the Chilean air service’sliberalisation policy has found that with each liberalised agreement, passenger trafficgrew steeper and generally exceeded previousprojections of traffic growth which eventuallyled Chilean GDP to a $ 489.4 million growth.

Open Skies with no visas will boostSochi’s tourism appealAll the benefits of the Open Skies status of

Sochi International Airport will hardly bepossible without visa facilitation. Russiaremains one of the most inaccessible countrieswith an overcomplicated visa policy. Accordingto recent research by Tourism Economics, anindependent global advisory firm, visafacilitation will help Russia boost tourism by as much as 20% over a three year period (2013-2016), which will undoubtedly generateadditional spending and significantly stimulatethe labour market.

Basel Aero is actively working with Russian MPs on introducing amendments toimmigration legislation ‘On the procedure forexiting and entering the Russian Federation’.Currently, the law stipulates that transitpassengers entering 11 Russian airportsincluding Sochi airport, may stay with no visaup to 72 hours. Basel Aero insists on omittingthe word ‘transit’ so that Sochi can become a final destination, not just a transit point.

Sochi would be an ideal place for shortterm tourism whether it’s a brief tour acrossOlympic venues or a trip to the Formula 1Grand Prix race, held annually in Sochi at leastuntil 2021. However there is not only theOlympic legacy for Sochi to capitalise on. It is also widely known as a tourist destinationwhere coastal resorts with lush greenery andsubtropical climate neighbour ski resorts in the mountains. According to estimations byBasel Aero’s analysts, countries that adopt

a 72 hour visa-free policy typically see 30-40% tourist growth.

In 2009, Russia and Hong Kongimplemented a bilateral agreement to waivevisa requirements for short duration visits for both leisure and business trips. Visitors from both destinations were allowed to enterthe other without any visa for a stay of up to 14 days. The impact of the waiver was evidentimmediately in both destinations. In HongKong, arrivals of Russian visitors began toincrease sharply by the end of 2010. Arrivalsfrom Russia increased 133% between 2008 and2010, and have continued to increase in theyears since. The volume of arrivals to Russiafrom Hong Kong jumped 184% from 2008 to2010. Growth in visitors to Russia far outpacedoverall growth in visitors from Hong Kong toother destinations. The removal of visarequirements clearly boosted bilateral travel in both directions.

On the matter of passenger growth, SochiInternational Airport has all the necessaryexpertise and technological solutions to dealwith congestion. It has successfully operatedpeak arrivals and departures during the WinterOlympics when up to 3,800 passengers perhour went through the terminal.

Just before the Winter Olympics, the airport underwent a major refurbishment with a new 1,476ft long boarding gallery, 10 boarding bridges, a renovated 43,000ft2 solarpowered terminal and other improvements.Not only has the airport successfully handledover 600,000 passengers during the Olympicand Paralympic Games, in doing so it has testedthe resilience of all the systems and facilities. It now seeks to repeat the success of its Olympic operations and open its doors to even more tourists from all over the world.

ATC/ATM SUPPLEMENT


Andrey Elinson is the Chairmanof the Board at the airport holdingcompany Basel Aero and aDeputy Chief Executive Officer ofRussia’s largest diversified ind -ustrial group, Basic Element,which comprises Basel Aero in itsportfolio. He was responsible for

strategic planning of Sochi Airport’s operationsduring the Winter Olympic Games. Prior to joiningBasic Element in 2007, he worked for Deloitte &Touche CIS, where from 1997 he led variousconsulting projects and audits at Russian andinternational companies. He subsequentlyheaded an advisory group on financial investiga -tion and economic disputes. From 2004, hesupervised the establishment of effective internalcontrol and risk management systems. Hegraduated with honours from the Russian StateFinance Academy with a degree in accounting andauditing. He is a US Certified Public Accountantand a US Certified Fraud Examiner.

An average Chinese tourist spends$1,800 during a trip. This means thatone flight will add about $360,000 toSochi’s economy

Up to 3,800 passengers per hour passed through Sochi’s terminal during the Winter Olympic Games

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Efficient airspace design Air navigation service providers (ANSPs), airportoperators and airspace users share commongoals by collaborating in a shared environmentof airspace and airport networks. This shouldaugment the efficiency and capacity of an airtraffic management (ATM) system, both in theair and on the ground, so that each flight meetsits user’s desired profile in a predictable andefficient manner. This principle is covered inthe fourth edition of ICAO’s Global AirNavigation Plan (GANP), published in 2013,which is designed to guide progress by

leveraging existing technologies andanticipating future developments based onagreed operational objectives (Aviation SystemBlock Upgrades, or ASBUs) established inconcert with state and industry stakeholders.

The time frames associated with theblocks from one to three identify the targetdates for availability of the operationalimprovements associated with newtechnologies and procedures. Furthermore, the blocks, modules and performanceimprovement areas are designed to serve as a planning tool to help states implement

airspace performance improvement in aglobally harmonised and consistent manner.The block upgrades and modules allow fora flexible approach to implementingimprovements based on operationalrequirements in each ICAO state’s airspace.

Efficient use of airspace is especiallyimportant at larger and more complex, multi-runway airports, which as they grow becomeconstrained by existing flightpaths for arrivaland departures. New development around the airport may increase sensitivity to noiseexposure and also lead to obstacles that

ATC/ATM SUPPLEMENT


Airports are complex places—there are many constraints, some landside and some airside, and all airports need efficient access to airspace. This is especiallyimportant at large and complex airports, which typically become constrained byavailable flightpaths for arrivals and departures as they expand. Smaller airportscan also benefit from airspace reform, including new approach and departureroutes. David Gamper, Director of Safety and Technical Affairs at ACI World shows where improvements can be made.

Better together: Airportsin the era of integratedairspace management

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constrain aircraft tracks. Neighbouring airportsmay also constrain the available airspace, andlastly, terrain may also be a major constraintfor some airports.

ACI supports the approach set out in theICAO GANP, made up of ASBUs improvingsystem capabilities in the fields defined, with a level of sophistication that increases in five year steps.

New technical proceduresFor the many airports that do not haveprecision approaches, or do not have them forall runways, we support the creation of newprecision Performance-Based Navigation (PBN)approaches or near-precision ApproachProcedure with Vertical guidance (APV)approaches, using satellite navigation and the systems that are onboard most modernaircraft. These new routes can increasecapacity and safety, and can be automated,including complex turns and curvedapproaches. We need a willingness to thinkcreatively about alternatives, taking intoaccount community noise exposure (which is a major constraint for airport operators thataffects their ‘permission to grow’).

As ICAO says, PBN helps the global aviationcommunity reduce aviation congestion,conserve fuel, protect the environment, reducethe impact of aircraft noise and maintainreliable, all-weather operations, even at themost challenging airports. It provides operatorswith greater flexibility and better operatingreturns while increasing the safety of regionaland national airspace systems.

Another element of the ASBU approach – Continuous Descent Approaches (CDA) andContinuous Climb Operations (CCO) – canprovide more efficient paths that reduceaircraft noise and fuel burn. The addition of afourth dimension, planned time of arrival, canget aircraft to the right point in time and spaceso that they can fit directly into an approachsequence without holding.

ObstaclesCharting of terrain and obstacles, and creationof electronic terrain and obstacle databases,provide the benefits of quick access byairspace users to reliable data, despite beingquite costly to map for the first time and keepupdated. There are issues around the presentObstacle Limitation Surfaces (OLS) which haveremained as defined in Annex 14 for manyyears, and which are restrictive in terms of

aircraft operations and airfield design. Forexample, the location of runway holdingpositions at a minimum distance fromrunways, not to mention runway-taxiwayseparation and width of the runway strip. ICAO has commenced the task, which ACI fully supports, of reviewing OLS against the surfaces defined in the PANS-Operations,which are based on the operation andcapability of aircraft.

Aircraft SeparationWe also support the ICAO task to create astandardised means of safely reducing aircraftseparations for approach and departure, basedon studies of the wake turbulence that theleading aircraft create and its effect on thefollowing aircraft involved. Where possible,separations can be reduced down to minimumradar separation. The plan adopted from statesleading the research is to group aircraft typesinto at least six categories by wake effect, witha matrix of six leading by six followingcategories. Eventually it may be possible to usedata for the particular leading and followingaircraft types for full pairwise separation.

Another important issue which has beenstudied is the effect of aircraft using onerunway on an adjacent runway, whereby wakevortices can drift across, especially in lightwinds. These vortices can be detected and theinformation used to keep separations onarrival and departure to the minimum.

A third separation issue is the potential forinterference with the instrument landingsystem (ILS) signal to an aircraft on finalapproach by another aircraft that has landedor is taxiing. ICAO recommends that studies aredone at each airport to determine theseeffects, as they are highly dependent on thetype of ILS, any ILS reflections fromsurrounding buildings and other factors.

Airport-Collaborative Decision MakingThere are many players in managing traffic at

airports, and often we speak differentlanguages resulting from our differentimperatives and daily operational activities. As we strive to work more closely together, weneed better tools. One very promising tool isAirport-Collaborative Decision Making (A-CDM).ACI is joining with ICAO, CANSO and IATA topromote broader implementation of A-CDM,which can reduce taxi times, optimise airportthroughput, increase capacity and operationalefficiency, save fuel and alleviate noise.It consists of sharing information among thevarious parties whose operations affect the movement of planes, passengers, baggageand ground vehicles.

Traditionally, air traffic control, airlinedispatch, ground services and airports haveworked in silos. Air traffic delivers airplanes inwhatever order and may or may not advise theairline or the airport of problems or changes.The airline may know the status of the arrival or departure of its airplane but may or may nottell the airport. This is especially noticeableduring periods of irregular operations—eitherof a particular aircraft, airline or the airport as a whole. Passengers miss their connections,retail and food shops are not coordinated withpassenger flows and airport terminals andaccess routes become congested.

When information is shared, each partycan adjust its operation to the actual arrivaland departure situation, can reduce the extentof missed connections and can advisepassengers and ground transportationproviders. Implementation is well underway inEurope with significant input from Eurocontroland ACI-Europe. Outside Europe, it is mainly alocal or national approach, and we want toensure that standard milestones are used for A-CDM to maximise interoperability. In the US, the emphasis is on so-called surfacemanagement and on getting aircraft efficiently between runways and parkingstands, which is an important part of a broaderA-CDM concept. A-CDM is addressed in theGANP under the performance improvementarea of ‘Airport operations’.

A-CDM is a stepping-stone to bring airportoperations to the next level – from working inisolation to working in a network and achievingboth punctuality and predictabilityimprovements. By way of example, many ACImembers run an apron control tower, and theyassign parking stands and optimise the patternof use of aircraft stands over the day, usingscheduled and ‘on the day’ estimated arrival

ATC/ATM SUPPLEMENT


There is a need for a practicalguide to A-CDM implementation, and that is being written by a group of states and internationalorganisations including ACI, to bepublished by ICAO

ATC/ATM SUPPLEMENT


and departure times, airline preferences for stands and so on. But this is still sub-optimal without knowledge of what ishappening in the air and at origin anddestination airports—particularly predictedETAs for all arrivals, which should have as long a lead time as possible.

ACI and other stakeholders aim to facilitatethe global promotion and rollout of CDMprograms in an effort to improve air trafficmanagement through increased informationexchange and data sharing among all relevantaviation community stakeholders. Improvedinformation sharing among all stakeholdersenables optimised use of local capacity, andinformed decisions to be made under rapidlychanging operating conditions—especiallyduring deviations from normal operations. The use of available resources can beconstantly optimised, thus improvingpredictability, capacity, performance resilienceand efficiency.

A-CDM enables all stakeholders to monitornetwork demand, capacity and constraints tomake informed decisions to best meet theirspecific needs, enhancing safety, optimisingresource usage and improving service quality.The chief beneficiaries of this initiative duringnormal operations are the airlines, who canachieve significant savings in fuel, staff timeand asset utilisation (especially aircraft).

Airports that are operating close tomaximum capacity will benefit from increasedresiliency and punctuality, as well as improvedquality of service. Airport operators and airnavigation service providers can provide amore seamless service and reduce their impacton the environment by reducing holding, taxiand turnaround delays.

During irregular operations, all partnersderive large benefits from a quicker return tonormal operations, using rapid and establishedcommunications channels, which areparticularly needed in such circumstances.

A-CDM implementation can support anintegrated airport operations plan by providingan interface between the airport terminal(including landside passenger, baggage andcargo processes) and air traffic managementsystems (including the arrival, departure andsurface movement management systems).

ACI and CANSO will endeavour to developa joint best practices guide to CDMimplementation, taking into account existingdocumentation as appropriate. To facilitateinteroperability, the use of standard

definitions, protocols and procedures isforeseen. There is a need for a practical guideto A-CDM implementation, and that is beingwritten by a group of states and internationalorganisations including ACI, to be published by ICAO.

The revolution in airports: Towers and approach controlIn some countries, airport operators havenewly been able either to contract for ATCtower services or carry out this functionthemselves—whereas other airport operatorshave done this for a long time. In Europe, thenew aerodrome regulation of EU (139/2014),under ‘ADR.OR.C.005 Aerodrome operatorresponsibilities’ reads:

(b) The aerodrome operator shall ensure

directly, or coordinate through

arrangements as required with the

accountable entities providing the

following services:

(1) the provision of air navigation

services appropriate to the level of

traffic and the operating conditions

at the aerodrome; and

(2) the design and maintenance of the

flight procedures, in accordance

with the applicable requirements.

This gives scope for greater influence by airportoperators over airspace management in thevicinity of the airport.

Furthermore in Europe since the SingleEuropean Sky regulation, ANSPs of other statesmay also be contracted, for example, the

German ANSP has been awarded the contractto operate the tower of a large aerodrome inthe UK, the Austrian ANSP is operating atGerman aerodromes, and so on.

It has become clear that aerodromeoperators are responsible for and are theowners of their procedures, directlyresponsible for developing instrument flightprocedures. For many small- and medium-sized aerodromes, this represents aconsiderable opportunity to optimise theirfacilities. New precision or near-precisionapproach procedures should become easier to design, and the mystique surrounding thetechnical difficulty of writing them should bereduced. As already stated, larger airports canbenefit through more efficient flight paths.

In conclusion, airport operators have a major interest in the efficient use of airspace and integration with airportoperations, and are becoming aware of all the new opportunities available to them, to the benefit of all users.

David Gamper is Director, Safetyand Technical at Airports CouncilInternational’s world office inMontreal, Canada, where he isresponsible for policy and bestpractice guidance on aerodromesafety, operations and efficiency,as well as ATM issues. He is

secretary of the ACI World Safety and TechnicalStanding Committee and represents ACI with ICAOand other international organisations, advocatingairport operators’ interests and advancing ACIpolicy. He has been an observer on ICAO’s AirNavigation Commission since 2011 and a memberof the ICAO Aerodromes Panel since its inceptionin 2004. He has worked for ACI since 1992, andholds a degree in Engineering Science from theUniversity of Cambridge, UK.

Through new aerodrome regulations, operators now have more influence over airspace management

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SHOW PREVIEW


Dubai’s airport industry B2B event is expectedto witness a substantial increase in the numberof exhibitors, hosted buyers and grossexhibition space for the 2015 edition, takingplace at the Dubai International Conventionand Exhibition Centre (DICEC).

The event will focus on the $100 billion ofairport developments in progress in the regionwith decision makers utilising the annual showto explore and finalise their procurements andsupplies, offering immense business growthprospects for global exhibitors.

This high profile B2B event for the airportindustry will take place under the patronage of His Highness Sheikh Ahmed bin Saeed AlMaktoum, President of Dubai Civil AviationAuthority (DCAA), Chairman of Dubai Airportsand Chairman and Chief Executive of EmiratesAirline and Group. The show is supported byDCAA, Dubai Airports and Dubai AviationEngineering Projects (DAEP), among others.

The previous edition of the Airport Showin 2014 attracted over 6,500 visitors from 83countries, generating substantial business forthe 225 exhibitors from 35 countries. This timearound, the organisers are hopeful about theshow being a sellout days before its staging ona grand scale. Given the growth in interest inthe event, it is expected that the show will have

The 15th edition of the Airport Show, with the second Travel Catering Expo (TCE)and third Global Airport Leaders’ Forum (GALF) as co-located events, will take place in Dubai from 10-12 May 2015. The event is set to provide a platform foraviation industry decision makers to enhance their knowledge about the latesttrends, developments and procurement needs of the aviation infrastructure of the Middle East, North Africa and South Asia (MENASA) region.

Dubai International Airport is currently going through a US$7.8 billion expansion programme

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Visit us at Dubai Airport ShowBooth # 6213

275 exhibitors from over 40 countries, with over12,000m2 gross exhibition space and 130hosted buyers from 25 countries. In total,around 7,000 visitors are expected to attend.

In its successful run since 2001, the threeday B2B event for high potential regionalaviation markets has been transformed into a global airport industry platform by itsorganiser, Reed Exhibitions Middle East, byenhancing its role and relevance to the world’sfastest growing aviation market.

The highly focused event is designed forthe airport procurement, supplies, solutionsand technology industries, and this year’sevent will feature country pavilions from theUS, Canada, Germany, France, China, Germanyand Switzerland. Utilising a larger space todisplay a range of new technologies andsolutions, key aviation industry organisationsfrom the US and Canada will reach out to theregional buyers through a joint pavilion, for the second consecutive year.

Huge investmentAccording to an IATA report, about $40 billioninvestment is lined up in the Arabian Gulf stateswith the UAE at the forefront. Given its wider

global credibility and attractiveness to keyinternational industry organisations, theAirport Show is enjoying the solid support ofregional governments and industry bodies.

Keen on building a strong and sustainablefuture for their airports, the Middle Eastcountries in general and Arabian Gulf states inparticular are pumping billions of dollars intoaviation infrastructure in the race to build newairports or expand existing facilities to meet thedemands of future air travellers and expanding fleets of airlines, especially theirnational carriers.

HH Sheikh Ahmed remarked: “The importance of airports as global travelhubs has been growing and massiveinvestments are being made to meet the rising traffic demand and competition.

In Dubai, the aviation industry is growingexponentially due to the massive airportexpansions needed to accommodate thegrowth in air traffic and airport developmentcontinues to play a strategic role in our future growth agenda.

“The expansion of Al MaktoumInternational Airport at Dubai World Central(DWC), at a cost of AED120 billion in the firstphase, will make it the biggest airport in theworld with a capacity to handle 200 millionpassengers. These huge and consistentaviation investments will have a positiveimpact not just for Dubai alone but for the UAE, Gulf region and the world.

“The 15th edition of the Airport Show offers the opportunity to experience the latest aviation technologies andinnovations from around the world and for our teams to meet global suppliers and service providers who can help meet their procurement needs.”

Daniyal Qureshi, Director of the AirportShow, added: “Airport expansion is a majorarea of focus for the aviation industry in almostevery part of the world, especially the MiddleEast. Everyone now realises the importance of

SHOW PREVIEW

The event will focus on the $100 billion of airportdevelopments in progress in the region

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ON AIRPORTS AROUND THE WORLD.

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investment in airports keeping in mind the massive surge expectedin air travellers in the coming decade.”

Rapid growthAccording to IATA’s Regional Outlook, the Middle East is expected tohave the third fastest growth rate at 6.6% until 2016, making it thesecond fastest growing aviation market. The capacity of the UAE’sairports will be increased to handle 250 million passengers by 2020. Dubai alone is expected to invest over US$8.1 billion in newinfrastructure to host Expo 2020. Dubai Airports has been preparingitself to double the emirate’s passenger handling capacity to 200million passengers a year by 2045, up from the current target of 100 million a year by 2020.

Dubai International Airport is predicted to hit capacity in 2018at around 90 million passengers and is currently going through aUS$7.8 billion expansion programme. A fourth concourse is underconstruction, after the opening of the Airbus A380 dedicatedConcourse A brought the capacity of the world’s second busiestinternational airport up to 75 million. Dubai is already investingUS$33 billion in development at Dubai World Central, which islocated in the vicinity of the Expo 2020 venue. Next door, Abu Dhabiis building a new US$3 billion international airport terminal.

Elsewhere, Doha’s new multi-phase US$15 billion HamadInternational Airport is due to start operations soon. Saudi Arabiacurrently has 34 airport related projects being implemented at atotal cost of about US$666 million, in addition to the developmentof new airports for US$10.66 billion until 2030.

The US$400 million investment at Riyadh Airport is to becompleted within the next 18 months, while Kuwait InternationalAirport is being developed under a US$6 billion programme. Oman has ear-marked US$6.1 billion over five years for aviationprojects, which include major terminal developments at Muscatand Salalah international airports, and completion of four newregional airports at Sohar, Ras al Hadd, Duqm and Adam. While 8% of the US$6.1 billion is earmarked for the completion of the four regional airports, 92% is allocated for the two primaryairports in Muscat and Salalah.

Also being expanded and upgraded are Jordan’s Queen AliaInternational Airport (US$675 million), Baghdad InternationalAirport (US$60 million) and Bahrain Inter national Airport (US$53million). In Egypt, Cairo International Airport is in for a US$436million expansion along with Borg El Arab Airport in Alexandria(US$97 million).

SHOW PREVIEW

www.internationalairportreview.com Volume 19 · Issue 2 · 2015

Date: 10-12 May 2015

Location: DICEC, Dubai, UAE

Website: www.theairportshow.com

According to IATA’s Regional Outlook, the Middle East is expected to have the third fastestgrowth rate at 6.6% until 2016, making it the secondfastest growing aviation market

Airport fire & rescue Services:Implementing and complyingwith new EASA rules

Founded in 1925, Copenhagen Airport was oneof the first civil airports in the world. The earlyyears were characterised by the pioneeringspirit in a day and age when flying was for theprivileged few. Today Copenhagen Airport has more than 25 million passengers annually.The airport is Scandinavia’s main airport,acting as the transfer airport for air traffic

between other parts of the world and the manynational and regional airports in Scandinaviaand the area south of the Baltic Sea.

Copenhagen Airport functions as the hub for SAS and is thus one of the hubs in theStar Alliance, a network of 27 internationalairlines that fly to a total of 1,160 airports in 181 countries. Our vision is for Copenhagen

Airport to be the preferred gateway to northern Europe and a gateway for travel to other destinations, all while making you wish you could stay. Its World Class Hub strategy is designed to make this visioncome true.

Copenhagen Airports expects to be anEASA certified airport in 2016. The transition

ARFF & RECOVERY


New rules from the European Aviation Safety Agency (EASA) for airport rescue and firefighting services will soon begin to be implemented in European airports.This will be an interesting and demanding process to be certified by the new rulesfor many airports. Kim Olsen, Head of Copenhagen Airport’s Fire & RescueAcademy explains how it is training to meet these standards.

process of going from national law and regulations to the EASA rulesbegan in 2014. A meticulous master plan is in the works and differentworking groups, with experts in different areas are preparing for thiscertification. Like many other EASA airports Copenhagen has beencomplying with national law rather than ICAO recommendations inregards to the airport fire service. The EASA rules are in some areas easier to comply with than others. However, within the fire and rescueservice most airports will need to use time and resources on especiallycomplying with the few stricter EASA rule requirements. This process also will give us all an opportunity to look and update all areas withinairport operations, especially for the airport fire and rescue service. This will insure a safer future for aviation in all EASA airports. The following describes the key requirements:

Medical standards for RFFS personnel ‘The aerodrome operator should ensure

that appropriate medical standards are met by RFFS personnel.’

An ACI rulemaking group has put forward guidance to EASA on thissubject. This is to ensure that all EASA rescue firefighting personal meetthe same standards of medical and physical fitness. This will be ademanding rule for small airports, with small staff in low populatedareas. But will also ensure that all EASA firefighters are physically fit to do their job in a worst case scenario.

Response time ‘Rescue and firefighting service achieves a response time not exceeding

three minutes with an operational objective of not exceeding two minutes,

to any point of each operational runway, in optimum visibility and surface

conditions, and be in a position to apply foam at a rate of, at least, 50% of

the discharge rate.’

Danish national law currently has a requirement to meet the three minute response only, so there will be additional challenges in complying with this rule.

Aerodrome emergency exercise‘The aerodrome operator should ensure that the emergency plan is tested

with: A full scale aerodrome emergency exercise at intervals not exceeding

two years; and partial emergency exercises in the intervening year to

ARFF & RECOVERY


The new Copenhagen Airport Fire & Rescue Academy is dedicated to training that complies with both EASA rules and ICAO recommendations

ensure that any deficiencies found during the

full scale aerodrome emergency exercise have

been corrected and reviewed thereafter, or after

an actual emergency, so as to correct any

deficiency found during such exercises or

actual emergency.’

In Denmark this will be a major change.Current Danish law has no limit and noguidance as to how often a full-scale exercisehas to be executed. ICAO recommendationsare every three years and practice in Denmarkhas been every four years. This will be ademanding rule to comply with for almost allairports. Not that the airports’ fire services will have any problem, but to get all the mutualaid in an emergency plan to participate, thiswill be a resource consuming task.

Training program for RFFS personnel ‘Rescue and firefighting personnel actively

participate in live fire drills commensurate with

the types of aircraft, and type of rescue and

firefighting equipment in use at the aerodrome,

including pressure-fed fuel fire drills.’

This rule and clear recommendations onthe training of airport firefighters fits like a handin a glove with the new Copenhagen AirportFire & Rescue Academy.

Copenhagen Airports A/S has invested in anenvironmental clean-up of the old fire trainingarea. A new aircraft fire training simulator hasreplaced the old one and a ‘facelift’ along withrenovations of the old classrooms has beencarried out. These changes had been decisivefor the initiative to go from being the Danishnational training center for aviation fire-fighting to an International Aviation Fire andRescue Academy.

The Copenhagen Airport Fire & RescueAcademy is dedicated to training for aircraft

firefighters that complies with both EASA rulesand ICAO recommendations. Partnership withDallas Fort Worth Airport Fire Training ResearchCenter, Changi Airport and the SingaporeAviation Academy with the goal of developing

new and better training programs, will soon bea reality. The ambition is to develop a worldclass aviation fire training center with a focuson basic aviation firefighter training. Newcourses are in the process of being developed and we hope to offer these by

the end of 2015. These include a basic water rescue course for airports, advancedcourses in tactical approach to aircraft firesand rescue techniques.

The new Airbus 320 aircraft fire trainingsimulator is one of (if not) the most advancedin the world. New technology in environmentalprotection, high tech computer controlsystems and realistic fire and smoke scenarios– internal and external are featured on thissimulator. Aircraft formulisations are alsointegrated into the simulator. On one side thedoors function as on a Boeing aircraft and onthe other side the doors work like an Airbus.There are four different engine and eightdifferent, realistic engine fires to train with.

No doubt that this aircraft fire simulatorwill be of benefit to all airport firefighters thatchoose to conduct their training inCopenhagen while also insuring compliancewith the EASA rules.

ARFF & RECOVERY


Kim Thorbjørn Olsen is Head ofCopenhagen Airport Fire & RescueAcademy, Copenhagen Airport,Denmark. He has worked withinthe aviation world for over 38 years. Before taking on the jobas a firefighter at CopenhagenAirport, he served nine years in

security/airport police. A promotion and a new jobat Roskilde Airport meant getting involved withARFF. After returning to the Copenhagen AirportFire & Rescue Department in 1989, he has workedhis way through the ranks.He is a member of both IAFPA and the ARFFWG.Today he holds a position as a Manager for section11 in the ARFFWG and functions as a LiaisonOfficer between the two organisations, afterhaving served seven years on the Board ofDirectors for section 11.Copenhagen Airport has recently invested in a new Airbus 320 fire training simulator

The ambition is to develop a world class aviation fire trainingcenter with a focus on basic aviation firefighter training

Copenhagen Airport Fire & Rescue Academy will be expanding with new training coursesavailable, including a basic water rescue course

CEM


The environmentalchallenge: Is collaborationthe answer? Everyday environmental impacts, in general noise and emissions, are significant constraining factors for efficient and sustainable airport operations,particularly in Europe, due to their effect on the quality of life and health of localcommunities. The industry is also under pressure to reduce its greenhouse gas emissions. In order to tackle these challenges, EUROCONTROL has recentlylaunched the Collaborative Environmental Management (CEM) specification, as Project Leader Sharon Mahony explains.

As a result of the environmental challengesfacing aviation today, news stories relating tothe impact of aviation on the lives of millions ofpeople are a constant feature of our daily lives.The media abounds with articles, often about

local communities protesting about proposedexpansions of airports or building newrunways, or about politicians debating theimpacts, both positive and negative, in the lightof the current economic and political climate.

As a consequence, social and politicalpressures on airports are growing inimportance. This can be seen in night-timeflying bans, noise limitations and theconstruction of new runways being

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permitted only with operating restrictions.Environmental permit renewals arebeing challenged in court and theresulting consultation andmitigation process can take manyyears to resolve. In the meantime, currentoperations can be restricted and this canaffect capacity and flight efficiency.

Although numerous stakeholders operateat an airport, the public often regards theairport operator as the most visible entityresponsible for its environmental impacts.These mounting public concerns, together withmedia reporting and increasing regulation,have made the management of such issues acritical priority for airport stakeholders.

To add to the debate, the economicimportance of the aviation sector as generatorsof business and employment is widelyrecognised. It has been estimated that, inEurope alone, air transport supports 12.3million jobs (direct, indirect, induced, andcatalytic impacts), according to a recent study commissioned by ACI EUROPE: ‘The Impact of an Airport’1. These includepeople working for airlines or handling agents, directly for airport operators, on-site at airports for government agencies such ascustoms and security, or providing services in retail outlets, restaurants, hotels, etc.

To maintain these economic benefits whileresponding to environmental challenges intimes of uncertain growth and speculativemarkets, operational stakeholders will need,more than ever, to work together within aharmonised, widely accepted and robustprocess that local authorities, regulators andlocal businesses and communities can trustand engage with.

Sustainable growthGiven that airports are increasingly becomingthe choke points for the European air trafficmanagement network, it is essential for thefuture efficiency of that network, that there iswidespread acceptance that airports should bein a position to grow their traffic in asustainable and responsible manner. Airportoperators cannot ensure this alone, and thusmust collaborate with aircraft operators andtheir air traffic organisations to manage trafficand its impact in a manner acceptable toregulators, politicians and the public.

Significant efforts have already been madeby operational stakeholders at airports toaddress the environmental impacts that are

caused by air traffic operations. There aresome excellent and visible examples of workdone together with local authorities andairport neighbours on securing theiracceptance of an airport to operate and growin a sustainable manner. Vienna InternationalAirport’s Dialog Forum established in 2005 isone of them. Within this Forum there is theopportunity to discuss issues of concern withneighbouring communities, political partiesand NGOs together with ATC and Airlines. Other issues, such as possible improvements of the environmental situation and the futuredevelopment of the airport, are also raised.Benefits from the Dialog Forum(www.dialogforum.at) can be seen in theacceptance of the airport and its futuredevelopment plans by the surroundingcommunities and local authorities.

However, despite these considerableefforts, a significant number of medium tolarge airports across Europe are currentlyencountering either real difficulties when theyneed to grow or capacity constraints on theiroperations, all for environmental reasons.

As a result, the aviation sector recognisesthat something more needs to be done tofacilitate and embed a more harmonised andsustained approach to addressing the

‘environmental challenge’ at airports.‘Collaboration’ and ‘a collaborative approach’are terms that we see more and more on theagendas of industry partners and tradeassociations and in related policy documentsand position papers (e.g. IATA2, CANSO3, ACI4,ATAG5). However, until recently, no singleharmonised generic approach has beenidentified as a means to facilitate thesustainable development of airports and toensure that the associated environmentalimpacts are understood and addressed.

Harmonised specificationIn 2013, in response to this growingenvironmental challenge, EUROCONTROLdecided, together with key operational andindustry stakeholders, to draft an innovativeprocess driven Specification* for CollaborativeEnvironmental Management (CEM) at airports.

The objective of the CEM Specification6 isto formalise collaboration among the coreoperational stakeholders at airports by settingout generic, high level requirements andrecommended practices necessary to establishCEM working arrangements articulatedthrough a written protocol. The generic, highlevel requirements allow for local needs andconditions to be taken into consideration when

CEM

CEM aims to formalise collaboration among core operational stakeholders at airports

*EUROCONTROL Specifications have a voluntary status and are developed to support Member States and stakeholders. This specification may provide a possible means of compliance with certain require -ments related to SES and aviation environment related legislation.


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setting up CEM working arrangements. These cover all air transport operations andtheir environmental impact at and around anairport (i.e. on the ground and in the air). It is not bound to a specific airport size ornumber of movements.

Here for example are some topics that theCEM working arrangements can cover: ■ Aircraft related noise management

(e.g. enhanced noise track adherence) ■ The reduction in atmospheric emissions

(both local air quality and greenhouse gas emissions)

■ Fuel conservation (as a scarce resource)and reduced engine running times

Topics range from simply responding tocomplaints to implementing major mitigation projects such as ContinuousDescent Operations (CDO) or looking atincreasing the usage of Fixed Electrical Ground Power (FEGP).

Other areas that can be addressed includelocally determined air transport relatedenvironmental issues such as watermanagement, waste management, soil and groundwater contamination, theoperational impact of de-icing solutions,

third party risk issues, bird hazardmanagement and biodiversity.

Through the CEM working arrangements,key operational stakeholders’ commonawareness and understanding of theinterdependencies and constraints facing eachother’s business is facilitated. In turn, this canenable the development of collaborative

environmental solutions, implementedthrough joint planning and performancemonitoring. Each stakeholder can then takeaway actions on agreed decisions forincorporation into its own relevant businessand operational processes.

To ensure that the CEM Specification wasfit for purpose, objective and agreed at aEuropean level, EUROCONTROL submitted it to a transparent and rigorous publicconsultation process. The results of thisprocess, open to all possible stakeholders,both public and private, showed strongsupport for this innovative and uniqueapproach not only to tackle environmentalchallenges at the local level but also as ameans for the sustainable development ofairports in general. The CEM Specification was published in September 2014.

Developing a culture ofenvironmental awarenessA vital element in the successful implementationof the CEM Specification’s collaborativeapproach is ensuring that consideringenvironmental impacts becomes embedded innormal operational processes, in the same wayas with safety. Operational stakeholders workingtogether, to improve operational efficiency orcapacity, also need to work in partnership tounderstand and address the environmentalimpact of proposed actions and, if necessary,jointly identify robust mitigation solutions thatare acceptable to all parties.

CEM

Given that airports areincreasingly becoming the chokepoints for the European air trafficmanagement network, it is essential for the future efficiencyof that network, that there iswidespread acceptance that airportsshould be in a position to grow theirtraffic in a sustainable andresponsible manner

Effective communication, both betweenstakeholders and also within each stakeholderorganisation is key to their mitigation solutionsbeing accepted, developed and implemented.This also concerns other stakeholders in theairport, such as ground handling agents, whoalso have an interest in collaborating andcommunicating on their environmentalchallenges and priorities.

When an airport is developing itsenvironmental strategy, the CEM workingarrangements can thus play a vital role inensuring that all stakeholders are representedand can agree a way forward.

To sum up, CEM is a way of thinking. It joins the dots between operational andenvironmental challenges and teams workingtogether at airports; and it can facilitateunderstanding of the environmental benefits of operational improvements – an aspect thatis often overlooked.

As a result of the publication of theEUROCONTROL CEM Specification, increasingnumbers of ANSPs, airport operators andaircraft operators are now sitting down around the table, discussing theirenvironmental challenges and looking atinterdependencies and the impacts ofpotential mitigation measures.

With the social and media pressure around airports not about to disappear, theimplementation of CEM working arrangementsby operational stakeholders can send a strongsignal to regulators and policy makers that arobust and harmonised approach is beingtaken internally to address an airport’senvironmental challenges and to implementcollaborative solutions. It is crucial to buildinternal commitment and vision among theCEM partners before engaging with externalstakeholders, such as planning authorities andlocal community representatives. Buy-in fromrespective CEOs is another essential – it is notalways about quick wins!

As a measure of its credibility andusefulness to stakeholders, the EUROCONTROLCEM Specification has already been endorsed by ACI-Europe as RecommendedPractice (03/14)7 for Noise Abatement issues at airports, and has been shortlisted for the IHS Jane’s ATC Awards 2015 in theEnvironmental category.

At the official launch of CEM in November2014, Olivier Jankovec, Director General ACIEUROPE said: “Environmental management isa core issue for European airports. Over the

years, we have been addressing criticalpriorities like carbon emissions, noise and localair quality with tailored approaches. In thecollaborative environment of an airport,bringing these processes together is a naturalnext step. Working with EUROCONTROL to

develop Collaborative EnvironmentalManagement has been very positive, and theresult provides our members with a blueprintfor an even more robust and transparentdialogue with their airlines and ANSPs aimed atidentifying the best possible solutions to jointlyaddress environmental impacts.”

In conclusion, to maintain optimaloperational and environmental performance inATM, there is a growing realisation amongststakeholders that they cannot achieve this

acting individually, that collaboration is the keyand that the CEM working arrangementprocess is part of the solution.

CEM


Sharon Mahony has been withEUROCONTROL in Brussels since1988, initially with the CentralRoute Charges Office then in theHuman Resources Directorate.She is now working in the Direc -tor ate Pan-European Single Sky.Through this she has gained a

unique experience and insight into bothoperational and support roles in the aviationworld. In her current role as an AviationEnvironmental Analyst Sharon is leading theimplementation of Collaborative EnvironmentalManagement (CEM) across Europe, following thepublication of the EUROCONTROL CEM Specifica -tion for which she was responsible. Prior toEUROCONTROL she worked in the private sector.She holds an honors degree in Psychology and is currently studying for a Masters in Environ -ment, Politics and Globalisation at King’s College London.

References1. The Impact of an Airport, ACI EUROPE, January 2015

2. Carbon Neutral Growth from 2020: FOUR-PILLARSTRATEGY, IATA, June 2007

3. Accelerating Air Traffic Management Efficiency: A call to Industry, CANSO, February 2012

4. Environment & Airports and the Environment ACI PositionBrief, ACI, March 2007

5. Towards Sustainable Aviation 2012 Position Paper 6thAviation & Environmental Summit, ATAG, March 2012

6. www.eurocontrol.int/articles/collaborative-environmental-management-cem-specification

7. www.aci-europe.org/component/downloads/downloads/4059.html

Objectives of CEM include tackling noise management, atmospheric emissions and fuel conservation whileenabling airports to grow sustainably and responsibly

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Through the CEM workingarrangements, key operationalstakeholders’ common awareness and understanding of the interdependencies andconstraints facing each other’sbusiness is facilitated

Rostov on Don is a port city and theadministrative centre of Rostov Oblast and theSouthern Federal District of Russia. It is thetenth largest city in Russia with a population ofjust over one million people. The city’s existingairport is located nine kilometres east of Rostovon Don. It became an international airport in2006 and has experienced significant passengerand freight growth in recent years. With theawarding of the 2018 football World Cup toRussia and identification of Rostov as one of thehost cities, additional capacity was required.

The existing facilities were felt to beunsuitable for further expansion so instead a

new, world class international airport wasplanned, the first phase of which will becompleted in time for the 2018 deadline. The new airport will be located to the northeast of the city on a site that can accommodatethe requirements as well as planned growth.

It is a £600m private sector investment thatwill create an international competitive airporthub. This includes the construction of a 3,700m runway, a 50,000m2 passengerterminal, multi-storey car parks, a controltower, MRO hangar, office and hoteldevelopment and relevant infrastructure. The new transport hub also includes provision

for a future high speed railway station as partof Russia’s planned railway network expansion.

Design competitionAirports of Regions, which is part of the RenovaGroup, one of Russia’s leading private businessconglomerates, is the developer of the airportand will later act as the operator. To achieve its aim of securing a high quality team for thedesign of the main terminal building, Airportsof Regions launched an international designcompetition, initially inviting 11 architecturalpractices from the UK, France and Russia tosubmit design proposals.

AIRPORT DEVELOPMENT


With the football World Cup arriving in 2018, the Russian city of Rostov on Donneeded to replace its current airport with one that would expand its capacity wellinto the future. Matt Cartwright and Alex Bitus of Twelve Architects explain how it approached its design for the all new international airport.

Redesigning Rostov

From these submissions, four finalists wereidentified – three Russian practices and TwelveArchitects from the UK. These four were invitedto present to a jury made up of the clientmanagement, regional government officialsand technical advisors.

Twelve Architects’ scheme was chosen as the clear winner and the practice wascommissioned to provide technicaldocumentation to develop and support thecompetition design and to refine it with the client team. The design was identified asbeing memorable and striking, although it wasalso described by Jivan Vartanian, Minister of Transport for the Rostov region as ‘risky’. One of the Russian practices was also asked to provide additional information.

Following a period of design development,it became clear that, while ambitious theTwelve Architects’ scheme could, in fact, bedelivered and met the client’s requirements forfuture expansion. In December 2014 the projectwas granted full approval for the design tomove ahead to construction.

Prior to creating the design, TwelveArchitects visited the site and the city of Rostovon Don to understand the context and cultureof the place. The practice also studied theclient brief and utilised its experience ofdesigning airport transport hubs and iconicarchitecture to distil the brief into eight key‘design drivers’ that were used to develop the concept:1. A special, modern landmark that

is cost effective2. Functional and memorable

passenger experience

3. Symbolic of Rostov on Don’s progressionand future image

4. Utilise the existing brief plan layouts5. Phased incrementally to accommodate

future expansion6. Facilitate five million annual passenger

movements (2.5m international and 2.5m domestic)

7. Integrated with an attractive andidentifiable plaza

8. Environmentally, socially andeconomically sustainable.

Development with the future in mindTwelve Architects’ masterplan retains thelocation of the buildings as defined in the clientbrief and the design makes reference to theRiver Don, which is the origin of the city,through the design of the central landscaping

and water feature that connects the airportterminal to the train station, car park, hotel and office buildings.

The concept for the Yuzhny airportterminal is inspired by the analogy of theairport as a ‘sky bridge’ that connects cities and countries together. This is realisedthrough the design of the roof which is formed from a series of elegant bridge arches.Initially these were of varying widths, but whilst the arched form of the competitionwinning scheme remains at the heart of thedesign, this has been streamlined to ninearches each 16m wide. An eight metre widecentral glazed skylight marks the internalboundary between the international anddomestic zones with the arched form alsobeing used as orientation devices for arrivaland departure routes. Externally the archesoverhang the perimeter walls, providingcovered zones to the drop off area andadjacent hotel and business centre.

A key aspect of the brief was the ability for the terminal to be expanded as passengernumbers grow. The building is organised on anorthogonal and repetitive 16x16m grid and hasbeen designed to easily accommodate futureexpansion by adding additional roof elementsand replacing lateral walls. The existing mainairside and landside façades would beuntouched and the airport could be expandedwhilst remaining operational.

When it opens in 2018, the airport will be designed to accommodate up to five million passengers as required in the brief.However, planned growth will add another100,000m2 to the terminal, enabling thisnumber to be trebled.

AIRPORT DEVELOPMENT


Concept image showing the external plaza in front of the terminal

One of Twelve Architects’ original concept sketches featuring the ‘sky bridge’ terminal design

Passenger comfortLocated in front of the terminal is the centralairport external plaza. This space connects theterminal to the car parks and the hotel, officeand train station buildings that are planned infuture phases of development. It creates anattractive and welcoming 24 hour space thatworks for all seasons of the year.

Twelve Architects’ commission also includes the design of the public areas,including international and domesticdepartures lounges, check in concourse, retail,baggage handling and offices. The practice’sapproach to this centres on the passengerexperience, believing that air travel should bean enjoyable and memorable experience. At the heart of the interior design is a desire toput passengers at their ease from the momentthey arrive at the terminal. The combination ofwater externally, the curved forms, carefullychosen materials and lighting and natural lightare intended to create spaces that passengersfeel comfortable in.

To create the warm, relaxed environmentdesired, and to overcome the Russian buildingcode ban on timber to interior soffits, thepractice has developed a bespoke metal panelsystem to clad the underside of the roof. This iscombined with recessed lighting along eacharch to delineate the curve.

Careful consideration has been given in thedevelopment of the façade to maximise viewsboth in and out of the key spaces within theterminal. These include the check-inconcourse, arrivals hall, baggage reclaim area,departure gates and business class lounges.

The design concept of the ‘bridge arches’has been incorporated into the baggage reclaimarea, with the luggage reclaim system formingextensions to the arched roof that connectdown to the luggage carousels. To respond tothe potential of families travelling business classon international flights, the design of theinternational business class lounge incorporatesa dedicated space for children.

Maximising retail opportunitiesThe client brief also required the design of theairport to include a world class, large scaleretail experience, as this would both improvethe passenger experience and also maximiserevenue. This in turn would allow a reduction inthe landing charge cost, thus making it moreattractive for airlines to fly to Rostov on Don.

Twelve Architects worked in closecollaboration with the client’s in house retail

and branding specialists to develop a commonaesthetic to the retail zones that complementsthe design of the terminal whilst allowing theretailers to fit out the units internally with theirown branding and specific requirements. Theretail units have been positioned centrally inthe spaces away from the perimeter of theterminal. This maximises the frontage to theretail, whilst creating accessible seating orcirculation spaces adjacent to the façade, thusallowing views to be maintained both in andout of the terminal.

A range of passive and activeenvironmental design measures areincorporated into the design to deal with thesouthern Russian climate which sees very coldwinters and long, warm summers. The archedroof extends to form a canopy providing shadefrom solar gain and glare which is combinedwith high performance glazing to the façades.Natural ventilation during the summer monthswill be enabled both through the façade andthrough openable vents in the roof whilst highlevels of insulation to the solid elements of theroof will prevent heat loss in winter months.

The thermal mass of the floors absorbs heatand moderates internal temperature. The mechanical service strategy will includeheat recovery that will reclaim hot air, then mix it with fresh air and recirculate it into thehabitable spaces during the winter months.

The site enabling works to prepare thetransport and utilities infrastructure hascommenced and the selection of the maincontractor for the terminal is in process withconstruction due to start in early 2015. The newairport will transform the current experience ofarriving by air forming a new gateway to Rostovon Don during the 2018 football World Cup andbeyond. It will aid in promoting The City andRegion to tourists, investors and enhance thefacilities available to the local residents.

AIRPORT DEVELOPMENT


Matt Cartwright is one of thefounding Directors of TwelveArchitects, an international archi -tectural practice based in London,Edinburgh & Ekaterinburg. He hasa broad range of experience ofdelivering award winning andinnovative projects. He blends

this experience with a fresh approach to new proposals.Alex Bitus is an Associate leadingTwelve Architects’ Aviation &Transport team and has experi -ence of delivering airport projectsin Russia. He trained both as an architect and a structuralengineer. He blends his con -siderable knowledge of technicaldocumentation with a passion for concept-ual design.

Curved forms, carefully chosen materials and extensive use of natural light have all been designed to createa warm, relaxed environment

The concept for the Yuzhny airport terminal is inspired by theanalogy of the airport as a ‘sky bridge’ that connects cities andcountries together


SecuritySUPPLEMENT

36 Security andcustomer service:Can they go handin hand? István Szabó, Head of SecurityScreening, Budapest Airport

39 Improvingpassengerscreening atVáclav HavelAirport Prague Marek Najman, Security TrainingManager, Václav Havel Airport Prague

The global airport security market is predicted tomore than double expenditure to around $45 billionby 2018 and investments in security and surveillance,access control, perimeter security, integration, cybersecurity and screening are top of the agenda forHeads of Security.

International Airport Review’s Airport Security expowill bring together Security Directors, Head ofOperations and Security, Lead Security Officers,

Security Managers and Security Analysts to share anddiscuss their visions for the future.

This year’s event will also see Airport Security co-locating with the ever successful Airport IT event inBarcelona, to create one fantastic exhibition spacefor security and IT professionals from airports andairlines to meet from around the world.

Find out more at: ww.airportsecurityconference.com

Budapest Airport (BUD) was opened in 1950 with one terminal and served over 7,000 passengers in its first year of operation. In the following decades the airport has beendeveloped, new terminals were built and traffic has grown. In 2005 BUD was privatisedand is now managed by a consortium led byAVI Alliance.

The year 2004 marked a milestone for theairport when Hungary joined the EuropeanUnion and BUD had to comply with ECregulations concerning aviation security. In thefollowing years major investments have been

used to fulfill these obligations. A new SecurityRestricted Area fence was built and equippedwith thermal imaging cameras, and a newsecurity concept has been adopted. In 2011 anew terminal SkyCourt was opened whichlinked the two separated terminals andcreated a better atmosphere both forpassengers and staff.

When talking about the airport’s history we also have to mention 3rd February 2012, a black day for the whole Hungarian aviationindustry which saw the national carrier Malévgo into bankruptcy. With that BUD lost around

a third of its traffic from one day to the next andsuffered a major hit financially. However duringthe following years the airport has been able tocompensate for the loss of Malév and in 2014,served a record 9.16 million passengers.

Unlike other EU countries BUD managesand employs all security staff who are eitherdirectly employed by the airport itself or byBudsec Ltd, which is a wholly owned subsidiaryof BUD Airport. The Security Directorate is incharge of passenger and staff screening, holdbaggage screening, vehicle screening, accesscontrol, quality assurance and staff training.

SECURITY SUPPLEMENT


István Szabó, Head of Security Screening at Budapest Airport explains how with the opening of its new terminal in 2011, its security and customer satisfactionperformance has undergone a dramatic improvement.

Security and customerservice: Can they gohand in hand?

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Besides that, according to local regulations we are also responsiblefor airport security itself (perimeter control, patrols, gate security).These tasks are performed by the Armed Guards Unit, who are alsodirect employees of the airport. In total the Security Departmentemploys over 500 people and is the biggest department within theairport administration.

Screening of passengersBefore the opening of the new terminal in 2011, the screening ofpassengers had several problems. We only had available a dark,small area, which was uncomfortable for passengers and had nosuitable ventilation to create fresh air. We used old equipment andpassenger screening took place in the two terminals separately(Terminal 2A for Schengen and 2B for non-Schengen traffic). Due to the two separated terminals it was often the case thatscreening at Terminal 2B could be empty while Terminal 2A wasovercrowded with passengers, causing waiting times to increaseabove 30 minutes. There was also no explanation for thepassengers as to why the other terminal could not be used.

Staff also tended to be focused only on security without takinginto consideration the customer service aspects. There was also noflexibility in the shift system with most of the screening personnelworking in 12 hour shifts from 7am to 7pm, meaning that shiftchanges were in the middle of the peaks and lanes had to be closedwhich created huge congestion for passengers before the screeningarea. Security itself was also problematic, with the airport failing EC audits three times between 2005 and 2010. With this, there were also a high number of passenger complaints.

New screening conceptProblems in the operation were analysed in combination withpassenger complaints and other passenger feedback, and a new passenger screening concept was developed with moreflexibility and a customer focus. The opening of the new terminal in 2011 had a positive effect on the issues mentioned above.

Passenger screening was centralised and moved to a new,modern, spacious, bright environment which was morecomfortable for passengers. The airport also procured newgeneration, state of the art equipment. New semi-automatic laneslonger than those used before are now in operation, which meansmore room for passengers to gather their belongings after thescreening process. The aTiX X-ray system also provides the possibility for much betterperformance for screening staff. Additionally, the introduction of afast track concept for eligible passenger provides a better servicefor those who are entitled to use the fast lane.

The shift system as described above was no longer able tocover the daily peaks. Therefore we have changed the whole systemin a way that currently employs staff working in four, six, eight, nineand 12 hour shifts with the advantage that we can allocate enoughmanpower to the daily peaks.

We have also achieved considerable improvement in thesecurity level. New supervisors have been appointed whose task is to continuously monitor the performance of the screeningpersonnel onsite and to support them in case of problems. During the training we paid more attention to the practical training,

SECURITY SUPPLEMENT


and we have procured an X-ray tutor systemwhich is used continuously by screeningpersonnel with the aim of improving theirdetection capabilities. As a result, BUD hasbecome ‘clean’ again after an EC audit at thebeginning of 2011, and our goal is to maintainthis level of security.

Regarding customer service, BUD decidedto participate in the Airport Service Qualitysurvey (ASQ) to have direct feedback frompassengers in which areas we can improve. We have realised that if we want to reach goodresults in the ASQ survey, we need employeeswho speak foreign languages and are able tocommunicate with passengers in a customerservice oriented way. We organised severaltraining sessions for staff (screeners andsupervisors) to be able to cooperate with thepassenger in a friendly way, even in conflictscenarios. The professional performance ofstaff has improved as well, which was alsoconfirmed during different audits carried outby the National Transport Authority and the EUCommission where we were found compliant.Overall we have received very positivefeedback from passengers and the airportcommunity which reflects in our ASQ results.

In 2013 Budsec Ltd was founded (a whollyowned subsidiary of BUD) with the aim toprovide security services not only to BUDAirport itself but also to market its consultancyand training services within Hungary andabroad. Also, due to the opening of the newterminal, BUD won the Skytrax Award and wasselected by the travelling public as the BestAirport in Eastern Europe.

Next steps: Smart securityThe improvements mentioned above do notmean that we don’t want to learn and continueto develop screening further. Taking intoconsideration emerging technologies availablein the aviation security market, the followingsteps are planned:■ We intend to participate and play an active

role in IATA’s Smart Security project.Recently we were visited byrepresentatives from IATA/ACI to review our current modus operandi within screening and the team has come up with new ideas concerningpassenger information.

■ Introduction of remote screening: Such asystem is already in place in hold baggagescreening, but we are planning a pilot inthe passenger screening area for the

inspection of cabin baggage. Theadvantage of such system lies not only inthe better utilisation of manpower, butalso provides a quiet environment forscreeners who can better focus on theevaluation of X-ray images.

■ Automated Cabin Baggage Screening(ACBS): Various manufacturers are workingon ACBS systems, which would enablepassengers to leave their laptops andliquids in their baggage, meaning a hugeimprovement of throughput and lesshassle for passengers. We intend toimplement the new system when availableand if their performance is proven.

■ Security scanner: During 2014 we tested ascanner with mixed results, however in thefuture we will test further equipment toimprove our understanding about theirperformance in terms of throughput andfalse alarm rates. Our intention is toimplement such a system once theperformance is acceptable.

■ Automated boarding card readers:Currently, access control for passengers is performed with a manual boarding card reader. In 2015 we will installboarding card readers in connection with automated doors for the entry of passengers.

■ Finally, as part of the Smart Securityconcept, we will start to focus onbehaviour analysis.

Customer serviceWhen talking about the connection ofcustomer service with security screening ofpassengers, we inevitably experience sometension. On one hand we have to make sure

that our procedures and the performance ofstaff is good and effective enough to counterthe threats that we are facing in today’saviation security world. On the other hand wehave to make sure that our customers areleaving the screening area not only with thethought in mind that the team did everythingto ensure a safe flight, but also that they werereally well treated. Of course this is a difficultsituation from the point of the security screener as well.

However, since BUD began participating in the ASQ survey we can see a steadyimprovement in our results. Each year we setthe goals we want to achieve and during eachquarter we evaluate our results jointly with our supervisors, duty managers and qualityassurance team, and we define new actions for the next quarter. It is important to mention that the bonus system of the employees islinked directly to our ASQ results, whichmotivates screeners to perform better. The ASQ targets for each year are also partof the personal targets of the supervisors.

As a conclusion, we believe thatexperiences of the moment define passengers’memories. Our goal remains to provide a highquality, client oriented security service and as aresult now have satisfied passengers travellingfrom Budapest.

SECURITY SUPPLEMENT


István Szabó has been Head ofSecurity Screening at BudapestA i r p o r t s i n c e 2 0 1 0 a n d i sManaging Director of Budsec Ltd,which is a wholly owned sub -sidiary of Bud Airport. He waspreviously Managing Director of I-SEC Hungary and I-SEC Romania

(subsidiaries of I-SEC International BV) and isqualified as an Aviation Security Manager byECAC/EASTI.

A new culture at Budapest Airport has seen a large focus on customer service for its screening staff

SECURITY SUPPLEMENT


Marek Najman, Security Training Manager at Václav Havel Airport Prague explainshow it has modernised both in the technology it uses and in its approach topassenger processing to improve threat detection and the individual experience.

You’ve just landed at Václav Havel AirportPrague, a middle-sized airport in the heart ofthe Europe with more than 11 million of annualpassenger volume. Responsibility for preventivesecurity measures including passengerscreening fully lies with the airport authority.Activities of the state security units are primarilyfocused on emergency response management,border control and other specialised activities.Assuming the constantly changing legislativeenvironment within the EU, airports mustconstantly scrutinise the suitability of particularmeasures, procedural and technologicalsolutions in order to ensure a sufficient level of security that meets an optimal level of cost.One of the most important elements

influencing security operations at Václav Havel Airport Prague is the variation in trafficcharacterised by larger differences betweenregular traffic and peak hours.

The airport consists of four terminals. The south part of the airport comprises ofTerminal 4, reserved for governmental flights,and Terminal 3 which is mainly for privateflights. The north part, geographicallyseparated by the runway system, includesTerminal 1 and 2 and provides commercial airservices. The ratio of operations at bothterminals is nearly equal. The older Terminal 1(1995) is intended for passengers travelling outof the Schengen area. It was constructed whensecurity was less of a priority among all airport

processes and in terms of contemporarysecurity provisions, its layout is not ideal formeeting operational preconditions.

As the terminal is built on a single level, it is impossible to separate departing andarriving passengers and therefore there is aneed for decentralised security screening. This gate security screening mode leads to a requirement for a noticeably higher amount of human resources and security equipment.In spite of these shortcomings, the airport hasfound a satisfactory solution based on joininggates and parts of the pier lying next to eachother together into semi-centralised screeningpoints. This method doesn’t lead to fullycentralised screening, nevertheless it achieves

Improving passengerscreening at VáclavHavel Airport Prague

a much better level of necessary inputs and,above all, it provides passengers with morecomfortable and faster screening.

Terminal 2 is dedicated to Schengen Areaflights. It is the youngest terminal at the airport,and is therefore much more flexible for smallreconstructions and reshaping according tothe latest security applications. There are twofully centralised screening points: one fordeparting passengers (14 lanes) and one fortransferring passengers (four lanes). Although it is a modern terminal the main centralisedscreening point has to be continually adapteddue to a year on year increase in localdeparting passengers.

During recent years, due to a gradualincrease in security demands, Terminal 2 hasbecome the main centralised screening pointand as a consequence, has become lessflexible for effective installation of the mostmodern technologies such as fully automatedlanes or security scanners in combination withwalk through metal detectors. Lanes have lessroom for passenger pre-check preparation aswell as for repacking baggage. To make thislimited space suitable for necessary fluency ofthe passenger flow, the airport has put in extrahighly trained personnel to each lane to speedup the process by taking an individualapproach to each passenger.

General overview on the concept of screeningThe concept of screening points at Terminal 1is based on a traditional layout. One lane isusually equipped with a walk through metaldetector (WTMD) and conventional single viewX-ray with re-check position. The hand searchis used as a secondary screening method.Regular hand search doesn’t include usage of

a handheld metal detector, which is used onlyas an additional measure in specific cases. A typical gate screening point consists of twofully equipped lanes. According to gate securityconditions, the number of WTMDs must beequal to the number of X-rays. An effort toreduce the amount of WTMDs by using onedetector per two X-ray machines was refusedwith regards to ensuring 100% on-timedeparture. The reason is that if there is anyWTMD breakdown, there will be only one pertwo lanes, and with a substitution requiringcalibration this can potentially result in longdelays. Each gate is also equipped with aminimum of one liquid explosive detector for additional check of liquids and gels.

This is where the disadvantage of thedecentralised model is exposed. Contrary tothe centralised model it is impossible to sharethis kind of equipment among more lanes. This concept affects the deployment ofpersonnel and its resources in the same way.During the dedicated flight dispatch there is a fluctuating workload. To minimise thiseffect, the airport takes advantage of a modernroster planning application that provides amore effective shift set up according toestimated traffic.

Security control operational dispatching is equipped alongside the regular communi -cation equipment and airport informationsystems with internal CCTV that brings a self-contained overview of the situations atparticular screening points, departure peersand check-in desks. Combination of thesesystems allows dispatching to react operativelyon irregularities in traffic and solve anypotential accumulation of passengers inadvance by strengthening human resources.The latest improvement in security screening

point operation management is a brand newreal time module that is able to integratecurrent information about workload ofavailable employees, embarking status, standoccupation, continuously updated arrival and departure times into one output usingdata from the airport CDM system.

The current design of the centralisedscreening point at Terminal 2 is also based on a traditional layout, and the 14 fully equippedlanes have been extended step by step to 14mlength. 2013 brought additional provisions onshoe and sole hand searches carried out onrandomly selected passengers. This was one of the most important factors that sloweddown the total throughput, which incombination with unsatisfactory length of pre-check preparations resulted in bottlenecks.

A targeted survey showed that there were a lot of passengers detaining other passengerswhile preparing their bags on a pre-checktrack. A second finding was that the pre-checkpreparation largely depends on the type ofpassenger. During recent years all the laneshave been moved to a more oblique positionto achieve more comfortable pre-checkpreparations. This new model was supportedby more effective communication topassengers including our popular video spotsand a team of highly trained security assistantshelping each passenger with pre-checkpreparations. Boosting the input at thebeginning of each lane consequently led to aneed to increase the throughput at the end.The logical step was to make the repack part of the track larger and introduce the newrecheck position separated from the repacktrack in order to speed up the process andensure individual comfort for each passenger.

Regarding the security crew positions at

SECURITY SUPPLEMENT


The centralised screening point in Terminal 2 offers several advantages over thedecentralised design, including the ability to share equipment between lanes

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checkpoints, the traditionally rooted dogma of three fully trainedemployees rotating at each lane was left behind. A new position of a security searcher carrying out purely hand searches ofpassengers and their baggage without operating the X-ray was put in place. A targeted group of such employees was focused onstudents. Tight specification of the job description allowed them tofocus on better training in communication and soft skills to devotemaximum attention to each passenger. Diversification of jobpositions also created an effective tool for coverage of peak timesusing three to four hour shifts.

Detailed view of the equipment Pure security procedures usually start with access control points.Passenger access control is currently solved by visual inspection of travel documents in combination with 2D barcode boarding pass verification using hand held readers. During the upcomingseason brand new automated gates will be installed. The conceptof operation lies in the principle of matching 2D barcode data with flight schedules, other operational databases and thereservation systems.

Another planned role for this equipment is data collection not only for the purpose of statistics but also for serving as inputdata for the internal airport process modelling system and itsexploration. The operational objective is the ability to monitorwaiting times at security screening points and to reduce possiblequeueing. Another goal is the important notice to an air carrierabout a passenger’s presence at the airport. This is specially aimedat Internet check-in passengers whose presence is never confirmeduntil the moment of boarding. The last but not least future role ofthese highly sophisticated automated gates is the ability to dividepassengers into different groups subjected to different criteria. This goes hand in hand with the general assumption of penetration of differentiation combined with unpredictabilitywithin the scope of security screening.

Security control mainly operates conventional single view high definition X-ray equipment from two different manufacturers.Its operation varies not only in control concepts and some of thedisplay features, but also in the way it displays certain types ofmaterials, especially of organic origin. Differences in displaying areeven more apparent in the overlay of materials. One type of X-rayprefers organic materials even in cases where the organic materialis behind and the second type prefers upper inorganic material.This is why the training of screeners must be done at the highestlevel from the very first moment. Screeners have to practicematerial discrimination using both X-ray types one after another.The presence of multiple kinds of devices leads eventually to much better perception and professional abilities.

Highly sophisticated computer-based training gives amplescope to compare the individual performance of each screener.Another way of measuring individual skills is in evaluation of thethreat image projection (TIP) system, with TIP libraries managed by the airport and maintained from its own resources. Furtherdevelopment of X-ray equipment will consist primarily ofacquisition of modern dual view equipment with automaticexplosive detection. Operational tests of such equipment haveproved to result in significant time savings and better display

SECURITY SUPPLEMENT


features that improve passenger flow anddetection abilities.

The use of metal detectors in aviationsecurity is one of the oldest screening methods.Even at Václav Havel Airport Prague, walkthrough detectors are still the basic buildingblock of the traditional screening point.Detection capabilities are comparable indifferent types of machine. What is crucial,however, is the ability to display the amount of detected metal and features that generate random alarms. According to thedevelopment of legislation in this area, the most anticipated development consists of software changes that might bring newfeatures such as various individually adjustablerandom alarm generators.

Handheld detectors are mostly used as an additional detailed screening method.Routine use of handheld devices has, withoutexception, a major detrimental impact on the quality of hand searches. From personalexperience, using handheld devices incombination with hand search makes ittempting for screeners to breach the bestpractices and methodology as the ‘paddle’works as an extended arm. As such, they arenot used during regular hand searches anymore. Standard hand search methodology wasdesigned by the airport and aims on coveringall desired areas with an emphasis on criticalparts, all in the shortest possible time. The goalis to make the search less invasive whilekeeping the necessary level of detection.

Explosive trace detectors have also beenused at the airport for tens of years. It hasalways been used as a complementary methodof detection of cargo, goods or hold baggage.The advantage of equipment used by VáclavHavel Airport Prague is the ability to operate inboth modes. The latest piece of equipmentoperated by the airport is a pocket size devicecapable of analysis in less than 10 seconds.Due to its size and fast evaluation, it is easy to use even for mobile patrolling units.Deploying this device into security screening ofemployees has brought a great opportunity toperform unpredictable checks that haveincreased the level of security and broughtpositive feedback from employees at the sametime. The future of the current version of thisdevice lies in receiving ECAC CEP certification,nevertheless we expect to use such mobile andeasy to use devices in future.

The newest element of screening isdefinitely in liquid, aerosol and gel detectors.

Various types of devices working on variousoperational concepts offer a range of possibleoptions for integration into our securityprocedures. In the first phase of theirintroduction the airport has opted toimplement ‘B’ type detectors using multiplesensing technologies supplemented by an ‘A’ type device working on the principle ofRaman spectroscopy. Other phases will require that we introduce ‘C’ type detectorsthat will eventually replace the previousgeneration of equipment. These new X-raydevices combine liquid inspections andautomated explosive detection, and willdefinitely become the basic building blocks of airport security screening lanes.

Not all airports within the EU haveimplemented security scanners into theirconcepts yet. Airports that have done so, havetried various positions – some in primarydetection, others as a secondary right after theWTMD. Václav Havel Airport Prague operatesone security scanner mainly for the purposes oftesting, located in the airport lounge area. Theresults confirm that this is a less intrusive formof check that definitely makes screening moreacceptable and comfortable.

Relying on devices: Finding the optimal solutionThe process of passenger screening nowadays is rapidly changing and developing,but the price is constantly increasing. Despite this, passengers are still dissatisfied. To set up the optimal screening process it isnecessary to find a suitable combination offundamental factors (Figure 1), which influenceeach other while maintaining the necessarylevel of security.

One of the possible keys to an optimalsolution is undoubtedly a further developmentof technologies and their affordability.Regarding that, there are a few essential

questions: How far does technology affect the complex perception of screening by passengers? Do passengers really careabout the methods of screening used on them? Do they care about the limits oftechnologies and the kind of screening point layout in place?

Passengers are usually interested in overallimpression. They care about the way they weretreated, about the way they were spoken to,about the time they were standing in a queue,how willingly the staff explained to them whatto do, where to go, what to take off and howintrusive the inspection was. As a result, VáclavHavel Airport Prague has developedspecialised training for security staff that is

focused on a communication, soft skills anddealing with passengers. The securityscreening point is indisputably the place wherethe overall impression is made. Employeesalways have to remember that teamwork is thekey for quality, because only one wrong link ina whole chain might ruin the efforts of all thesecurity staff.

The role of the airport is to find a solution that combines a maximum capacity throughput using highly sophisticated technologies, while reducingcosts at the same time. After all, a major role in passenger screening is still the humanfactor. That’s what we realise at Václav HavelAirport Prague.

SECURITY SUPPLEMENT


Marek Najman is Security TrainingManager and Security Auditor atVáclav Havel Airport Prague. Hiscareer began in the Ministry ofTransportation of the CzechRepublic in 2008 within theDepartment of Security Tech -nologies. In 2009 he became

National Security Auditor and National SecurityTraining Auditor within the Department of CivilAviation before moving to his current position in2012. He holds master’s degrees in Economics andSecurity Management.

Figure 1: Fundamental factors that need to be considered when developing an optimal screening process

AIRPORT PROFILE


Located at the very heart of Europe, Vienna Airport (VIE) is a strategically importantairport in the region. As Management Board member Mag. Julian Jäger explains,VIE has made substantial progress in the past year in terms of the expansion andmodernisation of infrastructure, its strategy to save costs and increase productivity,and the strengthening of its non-aviation business.

Vienna Airport is an important hub towardsEastern Europe for Austria’s economiclandscape. Several multinational companiesoperate their Central and Eastern Europebusinesses from regional headquarters locatedin and around Vienna. Meanwhile, for thetourism sector, VIE is the country’s maingateway to the world. More than 300 companyheadquarters are based around the airport andthe consistent network of routes from VIE to

Eastern European countries is vital to theseorganisations. Meanwhile, with more than20,000 employees in 230 companies onsite, the airport is one of the biggest employers in the eastern part of Austria.

Strengthening long haul and transfer trafficThe flight schedule in 2014 saw the opening ofseveral new routes. In May 2014 jet2.com

started a Vienna-Manchester route, where VIEsees strong market demand. Austrian Airlinesopened a further long haul destination withNewark, a new long haul connection to theAfrican continent going to Addis Abeba byEthopian Airlines. Air China has also nowconnected Vienna with Peking, while AustrianAirlines and NIKI increased their frequencies to several routes and destinations.

From today’s perspective, impetus to grow

Preparing for thefuture: A new approachat Vienna Airport

in 2015 will be provided by the launch of flightservices to Mauritius (MU) and frequencyincreases to Newark (US) and Athens (GR) byAustrian Airlines, and new destinations addedby NIKI, namely Catania (IT), Alicante (ES),Athens (GR), Paphos (CY). There has also beenan increase in the number of flights it operatesto Zurich (CH), as well as new routes andexpanded flight services from EasyJet, Vueling,TUIFly, Estonian Air, Aegean, SunExpress,Pegasus Airlines, Montenegro Airlines and Air Moldova.

Infrastructure modernisation We have introduced several initiatives toreduce costs and improve productivity, as well as gaining additional revenues fromnew sources, such as real estate. Non-aviationactivities, including real estate, parking, retail,and food and beverage, contribute a third ofVIE’s total revenue. Parking and retail, inparticular, are key drivers. Increasing servicequality and enhancing the passengerexperience are key near-term targets for Vienna Airport.

Empowering the passenger is at the heartof many of the airport’s initiatives. Self-servicecheck-in is already well established at ViennaAirport and self-bag drop for Star Allianceflights started last year. Vienna Airport offersfree WLAN in all terminal areas without anytime restrictions or need to register so thattravellers can conveniently surf the Internetwith their smart phones or laptops.Additionally, the Vienna Airport app ensuresthat passengers have the latest information ontheir personal flight itineraries. The newestservice offering for all passengers are waitingtime displays at security checks and conveyorbelts. This enables travellers to see how longthey will have to wait at the security checks orfor their luggage. For all flights handled byVienna Airport, passengers can see on themonitors how fast their suitcases appear at the carousels.

New culinary and shoppingexperiences at Vienna AirportIt is particularly important for us to have anexclusive and high quality shopping andculinary offering. We put great emphasis onensuring a balanced mix of local specialtiesand international products. Travellers areoffered a wide range of culinary options. The restaurants Zugvogel at the Plaza inTerminal 2 and Rustichelli Mangione at the

D Gates opened in 2014, offering passengerslight meals and snacks before their departure.Gebr. Heinemann has also opened the largestduty free shop in Austria in the shopping plaza.In an area of about 1,200m2, travellers will beable to find a huge range of international brand name products at low prices, Austrianspecialties, delicacies and surprising serviceinnovations. Victoria’s Secret, the leadinglingerie and beauty brand, has just opened itsfirst beauty and accessories store at Check-in 2within the shopping plaza.

Expanded shopping at themodernised Pier WestA vital project of importance designed tomodernise the infrastructure of Vienna Airportwas also completed at the end of 2014. PierWest and the C Gates were newly designed andfeature a new gastronomical concept by DO & CO. All in all, renovation work was carriedout on a terminal area of over 9,500m2. The partition walls in the 3,200m2 area of the C Gates were removed, and a more open,continuous waiting area for passengers wascreated. Seats equipped with power outletsand USB connections enabling mobile phonesor laptops to be charged ensure greatercomfort along with unlimited free WLAN. More

than 17,000 passengers are handled each dayat Pier West, flying with up to 140 aircraft from15 airlines, mainly airberlin and NIKI, thesecond largest airline group at Vienna Airport.

Great emphasis was placed on ensuring anew and high quality culinary offering. A completely new restaurant area of about800m2 was decorated by DO & CO. Passengersnow experience a truly high quality culinaryoffering featuring the brands Demel, Henry, the American diner Big Daddy and aseparate children’s adventure area. Guests can enjoy an extensive offering ranging fromtraditional Viennese coffee house culture withoriginal Viennese schnitzel made of veal,pastries and a large choice of cakes, freshsalads and high quality burgers to cold and hot sandwiches.

Centrally located, the new DO & CO baroffers an extravagantly designed area with alarge offering of exquisite wines, beer andcocktails for a relaxed stay until departure. In addition the spacious shopping plaza hasover 20 shops located in front of Pier Westwhile shopping opportunities at the gatesthemselves have also been expanded. Theenlarged Manner Store and the new Flavors ofAustria shop give travellers a large selection of sweets, traditional specialties and a salescorner of the cult brand PEZ to choose from.Well known fashion brands are featured in the126m2 Welcome Fashion Shop such as Flugzeug, Capo, Codello, Vilebrequin, JockeyInternational, lolaandgrace, LU.ST and OLYMP.

A real estate location with potentialThe airport as the leading flight hub in Central

AIRPORT PROFILE


Vienna airport has seen a variety of new routes opening up destinations around the world

We have introduced severalinitiatives to reduce costs andimprove productivity, as well asgaining additional revenues fromnew sources, such as real estate

and Eastern Europe is particularly important to the Austrian economy. Companies whichoperate the headquarters for their CEEbusiness operations in Austria rely on ViennaAirport as an efficient, high performanceconnection to the international economy. In turn, this leads to value and job creation. An area of more than 1,200 hectares is ownedby Flughafen Wien AG, which opens up manyopportunities for commercial use. For example,a commercial property of over 140,000m2 nearFischamend is ideal for companies whichrequire close proximity to the airport, such aslogistics services providers. The proximity toEastern Austria’s largest transport hub with all the services it offers, short distances to local suppliers in Fischamend and at the airport and the closeness to the A4 Highway and the B9 Federal Road make this industrial park a perfect location for setting up business operations.

In close cooperation and with the supportof the Municipality of Fischamend, FlughafenWien AG is particularly targeting companieswhich rely on proximity to the airport. Twosuch companies have recently settled here:cargo-partner will expand its logisticsoperations to about 21,000m2 and Makita

Austria is relocating its corporate headquartersto the new commercial property with a23,000m2 space. New industrial premises are to be built in this industrial park.

Vienna Airport also has an attractiveoffering for companies in terms of office space.In the Office Park buildings, we offer fullyequipped office space and conference roomswhich are well suited for meetings andcompany events. The entire portfolio of officespace at Vienna Airport comprises an area ofabout 84,000m2. Hotel capacities will beexpanded In order to be able to offer optimalaccommodations. In this regard, Moxy Hotels, a new trendy brand from Marriott International, will open up its first hotel in Austria incorporating 400 rooms. The investment company for this project isVastint Hospitality BV, a company belonging to the Inter IKEA Group. The new hotel isexpected to commence operations at thebeginning of 2017.

Vienna Airport is turning into an ‘airport city’There is a clear trend towards the development of ‘airport cities’ at the moment.For a long time, airports have not only offered

the infrastructure to handle airplanes andpassengers but also other services as well, from a wide range of shopping opportunitiesand culinary delights to conferencing andevent facilities and overnight accommodation.They also include new services such as medicaland fitness centers. Vienna Airport is alsomoving in this direction. One third of theairport’s revenue is already derived from the non-aviation segment such as parking,leasing of commercial properties andshopping/catering. Considerable growthpotential still exists in the Eastern Austriaregion, and Vienna Airport hopes to exploit this.With this in mind the aim is to establish theairport as a multi-national location.

AIRPORT PROFILE

Mag. Julian Jäger has been a member of theManagement Board of Flughafen Wien AG since2011. He was previously CEO of Malta InternationalAirport plc and Head of the Business DevelopmentDepartment at Flughafen Wien AG.

Athens International Airport S.A. (AIA) wasestablished in 1996 as a public-privatepartnership with a 30-year Build – Own –Operate – Transfer (BOOT) concession to buildand operate the airport. In doing so it hassuccessfully undertaken a series of veryimportant roles, i.e. as manager of the airport,employer and responsible corporate citizen.AIA is a privately managed company, with theGreek state holding 55% of shares and privateshareholders collectively holding 45%.

Thanks to its favourable geographicallocation at the crossroads of three continents,

its state of the art infrastructure and top-notchservice, AIA has earned the trust of passengers,as well as numerous international distinctionsand awards. Today, it constitutes one of themajor gateways to Southeastern Europe andforms a unique entrepreneurial entity ofeconomic and social development in the Atticabasin. Over 13,000 people are employed as partof the airport community which consists ofmore than 300 companies closely connected to AIA and contributes to its smooth operation.Meanwhile, the Athens Airport City is one of thebiggest employment engines in Greece,

contributing 2.63% GDP to the national andlocal economy, as demonstrated in a 2013study by the Athens University of Economicsand Business1.

During its 13 years of successful operationthe airport has served more than 187 millionpassengers through 2.4 million flights. AIA,however, is far more than just a gateway toSoutheastern Europe. Aiming at continuousgrowth, AIA develops its extensive real estateassets, conducts large scale commercialactivities and exports the company’spioneering know-how in the IT sector. Indeed,

AIRPORT PROFILE


28th March 2001 marked the onset of a new era for air transport in Greece, with the opening of the Athens International Airport ‘Eleftherios Venizelos’, which has contributed to the transformation of the capital as one of the most modern, functional and safest airports in the world.

Athens International Airportboosts Greek business

AIRPORT PROFILE


approximately 40% of the company’s turnoverand a significant share of its profits come fromnon-aeronautical activities.

The deployment of the AIA Marketingstrategy (ABCD model) is focused on fourinterrelated entities which are: the Airlines, the Business partners, the Customers and theDestination. The airport, through this strategy,either initiates and supports actions that driveto the completion of the targets set per entityor takes the lead and orchestrates actions thatput the four entities in cooperative mode forthe accomplishment of a common goal. Anillustrative example of the latter is the‘athenspotlighted’ (ASP) programme which isoffered to its foreign passengers through thefree ‘athenspotlighted’ city card.

The Athens city card gives the opportunityfor foreign visitors to Athens to discover theunique character, history and cosmopolitanatmosphere of the city through deals, specialoffers and promotional rates at a range of morethan 110 enterprises in downtown Athens. The ASP programme is an initiative of AIAplaced under the auspices of the GNTO (Greek National Tourism Organisation) and supported by 13 airlines that promote the programme as ambassadors. The‘athenspotlighted’ free city card can be used atvarious cultural sites, museums, art galleries,restaurants, nightclubs and a wide variety ofselected stores all over Athens.

Customer satisfactionDistinguished as one of the best airports in theworld, AIA offers a wide range of services and

facilities, making each moment at the airport a pleasant experience for travellers,their meeters and greeters and the airport’svisitors. AIA, consistent with its customer-centric philosophy and always keen to furtherimprove its services, launched an easy to useapplication in 2014 named ‘a vote for a smile’.The application is hosted on tablets placed atthe terminal’s food and beverage (F&B) units,giving the opportunity to the passengers andvisitors to evaluate the service they received.The customers’ votes are processed in order torank the service offered by each F&B unit andaward the employees of the unit with thehighest evaluation score as well as theemployees of the unit that demonstrated thebest improvement.

This year, towards the same direction and in order to maintain the high level ofservice excellence and further enhance the airport experience, AIA introduced theinnovative ‘i-mind’ corporate programme,which calls airport company employees torecord the ‘airport experience’, acting aspotential passengers. Looking through the eyes of the thousands of passengers andairport visitors passing through the airport, AIA employees monitor and comment on allservices and facilities, with the purpose ofimproving or even renewing the airportexperience. Every day, ‘i-minders’ from all jobgrades and positions, even those of non-operational specialisation, are evaluating the main terminal building’s services andrecording their remarks on special tablets.

Athens International Airport maintains one of the best airport terminals in Europe,equipped with state of the art systems,featuring user friendly orientation andcomfortable waiting areas. Furthermore,according to surveys conducted at the airport,our passengers and visitors highly appreciatethe airport’s ambience, the courtesy of staffand the fine and exquisite offers of over 120 quality shops, restaurants and cafés in its Airport Shopping Centre as well as theattractive and highly convenient retail parkwhich is located within the airport compound .Welcome to Athens International Airport!

Reference1. Athens University of Economics and Business (2013).

Assessing the Economic Impact of Athens InternationalAirport [Accessed: March 10, 2015].http://www.aia.gr/ebooks/EUAStudyEN/brochure_eng_final.pdf.

Why is centralised alarm analysis important?It is important that the technology in criticalairport systems is functional. Technical faults of various kinds often lead to expensivedisruption for airports and also affect airlinesand passengers. A fault in a complex airportsystem usually leads to a large number ofconsequential faults. In a modern controlroom, most variables are measured andmonitored by alarms. Therefore, a non-trivialfault usually leads to a large amount oftriggered alarms, a so-called alarm cascade.Alarm cascades cause information overloadand render the alarm system useless during incidents.

Can you give an overview of DHF’s Airport Fault DetectionSystem (AFDS)?DHF’s AFDS performs root-cause analysisonline in real time, as a fault situationdevelops. In this way, large alarm cascades can be reduced to a single initiating event. This is a revival for the alarm list, whichbecomes useful throughout complex fault situations. AFDS provides unique alarm analysis and enhanced functionality for critical airport functions such as air traffic control, baggage handling, aircraftground support equipment, airport terminal building management systems and security systems.

The technology is based on multi-levelflow models, which can solve the problem of alarm cascades by performing root causeanalysis online in real time, as an alarmcascade develops. By immediately showing the root cause or causes, the system helps theoperator to maintain situational awareness incomplex fault situations. All alarms arrive to the airports SCADA and control system,

and are sent on to the root cause analysisalgorithm – AFDS.

This in turn uses a so-called multi-levelflow model to calculate whether each newalarm is either a consequence of an already known alarm, or a new root cause, also known as an originating event. Each alarm is labelled as either a root cause or a consequence, and then transferred to the AFDS alarm list. Here it appears in either the root cause list, or the consequencelist. The difference between the lists is obvious. In the dual AFDS alarm list, the operator cansee the originating events separated from themass of consequential alarms. In other words, the operator can see at a glance what hasreally happened.

DHF’s AFDS can provide alarm analysis ofan airport’s critical systems from any centrallocation and will pinpoint the real faults,reduce the information overload, shorten thediagnosis time, and improve the validity of the fault diagnosis. In the end, this results inshorter downtime and improved reliability ofairport operations. The optimised airportoperation will serve as a basis for greaterairport capacity and profitability. AFDS doesnot compete with, but instead, works inconjunction with existing airport systems andenhances the functionality in monitoring and alarm analysis.

How can the AFDS be delivered as an add-on functionality to improve already existing airportsystems and processes?AFDS can be delivered to airport operators andair navigation service providers as a softwareadd-on for existing monitoring solutions forairport and air navigation service technology.AFDS can also be integrated, as acomplementary element to into another

supplier’s product to offer enhancedfunctionality. DHF is currently in businessdevelopment processes with several of theworld’s leading suppliers of airport equipmentwith the aim of integrating DHF’s algorithm intotheir systems. By adding DHF software to majorsuppliers’ already existing business deliveriesat international airports, DHF expects theproduct to be gradually present at the majorityof the world’s large to hub size airports. Whatmakes the AFDS unique is its technology andimplementation. It’s intelligent, fast and easy.Compared with traditional technology it'salmost plug and play, and fits very well intoexisting airport solutions.

Why is it important to differentiate between root andconsequence faults?Alarm cascades are the most difficult anddangerous alarm problem, and root causeanalysis is the solution. So far, there has been alack of viable solutions, but now DHF offers areliable and easy to use method. The problemAFDS solves is to identify the root cause, whichis the important alarm among hundreds ofalarms in these alarm cascades, which can belike finding a needle in a haystack. By filtratingthe root causes from the consequential faults the operator can immediately take the correct action. We estimate that with thisenhanced functionality airports can increaseefficiency and potentially save millions of Euros each year.

FINAL CALL


Andreas Delhusen, President and CEO of DHFAirport Systems AB, has a solid background inaviation and international airport business. A Flight Captain with 10 years as an active pilot,Andreas then spent 18 years dealing with airportsolutions such as passenger boarding bridges,visual docking guidance systems, aircraft groundsupport equipment and airport IT solutions for a variety of air traffic control and airportsystems. Andreas is also a true entrepreneur andco-founder of DHF Airport Systems AB.

Andreas Delhusen, President and CEO of Sweden-based DHF Airport Systems AB, explains how its software can be used for centralised alarm analysis in critical airport functions.

AFDS – The world’s most effective system for centralized alarm analysis of critical airport functions

6 systems where problems can arise1 integrated alarm analysisAFDS is a fully integrated solution for alarm analysis for all critical airport systems:

Aircraft Ground Support Equipment Baggage Handling Airport Building Management Power Supply

Quick, easy installationRapid installation in existing systems

Operators can be trained quickly

Rapid action in the event of an alarm

root faults

Quicker fault diagnosis and actionQuicker restart after standstill

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IT’S INTELLIGENT

IT’S FAST

IT’S EASY

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3

3 reasons why your airport should invest in AFDS by DHF

DHF Airport Systems

Sweden

Andreas Delhusen

Ricky Dhillon, Area Manager

For more information, please contact:

Documents

Co-located for 2015 · 17-18 November See page 15...Airport IT and Airport Security Co-located for 2015 · 17-18 November See page 15 Issue 2 · 2015 ATC/ATM Supplement Featuring contributions