Guidelines for Passenger Services at European Airports

http://www.aci-europe.org/

Cover: Málaga-Costa del Sol Airport

03GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

FOREWORD

By Olivier Jankovec, Director General ACI EUROPE

The past 15 years have seen any extraordinary shift in the way European airports seethemselves – as well as in the way they operate. Through the spread of more openskies, the rise of new airline business models as well as the corporatisation of airportsand the arrival of new shareholders, the airport business has changed irrevocably.These changes also coincided with the rise of the internet and more recently, theemergence of the so-called ‘empowered passenger’.

For all of these reasons, airports in Europe know that their future lies in attracting abroad mix of airlines and routes, and in making every e!ort to ensure that passengersfeel welcome. Independent analysis has shown that over 65% of passengers now havea choice of 2 or more airports they can "y from – proof of how much airports arecompeting with each other.

As a result, airports are no longer just B-to-B businesses but have also become B-to-Cbusinesses – #rmly putting passengers front and centre of their strategy. By pouringenergy and investment into diversifying their services and o!erings, European airportsare seeking to enhance the passenger experience through e$cient operations, anever-increasing array of communications platforms and creative concepts to inspire.

On the basis of these developments, the Board of ACI EUROPE requested that thepassenger experience should become one of the key policies of the association.Our Facilitation and Customer Services Committee took the initiative and created aTask Force on the Passenger Experience1 to devise and draft this publication, theGuidelines for Passenger Services at European Airports.

These Guidelines represent a unique repository of Europe’s airports’ best practices andessential components of passenger services. As part of ACI EUROPE’s mission toadvance best practices in airport management, these Guidelines provide airports of allsizes with the relevant tools and appropriate information that will help them enhancethe services they o!er to their passengers.

I hope you #nd them useful.

1 The following members took part in the ACI EUROPE Task Force on the Passenger Experience: FINAVIA (PirjoLähteelä, Head of Service and Systems Development), SEA Milano (Giorgio Medici, Head of Customer Care),SWEDAVIA (Gerd Englund, Manager Operational Development), Zurich Airport (Pawel A. Kolatorski, Planning& Engineering Senior Project Leader), Amsterdam Airport Schiphol (Eric van den Dobbelsteen, SeniorManager Passenger Services), TH Airport Consulting (Torsten Hentschel, Managing Director), TMTManagement GmbH (Max Schintlemeister, Managing Director) and ACI EUROPE (Federico Bonaudi, Manager:Facilitation, Parliamentary A!airs & Regional Airports). SITA (Nick Gates, Portfolio Director) and Morpho(Olivier Touret, Market Manager for Border Control) also gave a valuable contribution to these Guidelines.ACI EUROPE would like to thank all the aforementioned professionals.

CONTENTS

FOREWORD

1. HOW TO USE THESE GUIDELINES

2. A CHANGING WORLD2.1. Changing passengers’ needs and growing demands

3. AIRPORT MANAGING BODIES WITHIN THE AIRPORT SYSTEM3.1. Airport Managing Body3.2. Subcontractors3.3. Air Carriers, Ground Handling Service Providers and Air Navigation Service Providers3.4. Local, Regional, National and Supranational Authorities and other players

4. THE PASSENGER AT THE HEART OF THE AIRPORT BUSINESS4.1. Passenger Trends

4.1.1. Informed Passengers4.1.2. The ‘Me’ Passenger: Personalisation and Customisation4.1.3 The Empowered Passenger

4.2. Passenger Categorisation4.2.1. New Approach4.2.2. Passenger Categorisation: Multidimensional Model

4.3. Understanding Passengers’ Needs and Expectations

5. ENHANCING THE PASSENGER EXPERIENCE THROUGHTHE 3P (PREMISES - PROCESSES - PEOPLE) APPROACH5.1. The Passenger Experience: Premises

5.1.1. Airport Access, Intermodality5.1.2. Terminals

5.1.2.1. The Importance of Walking Distances5.1.2.2. The Importance of Natural Way#nding5.1.2.3. The Importance of Ambience5.1.2.4. The Importance of Cleanliness and Maintenance

5.1.3. Space requirements5.2. The Passenger Experience: Processes

5.2.1. The Departing Passenger5.2.2. The Arriving Passenger5.2.3. The Connecting Passenger5.2.4. Controlling the Quality of the Processes5.2.5. Security Control5.2.6. Border Control5.2.7. Contingency Planning

5.3. The Passenger Experience: People5.3.1. Implementing and Improving Hospitality5.3.2. Employees with direct contact with passengers

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04 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

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6. AIRPORT MANAGING BODIES AND THEIR INTERACTION WITH PASSENGERS

6.1. Social media6.2. New Technologies in General

6.2.1. Technologies Used by Passengers6.2.1.1. Smartphone6.2.1.2. Augmented Reality and Context Aware Applications6.2.1.3. Near Field Communications

6.2.2. Technologies and tools used by the airport6.2.2.1. Crowd Sourcing6.2.2.2. Crowd Monitoring6.2.2.3. Virtual imaging6.2.2.4. Baggage Tracking & Management

6.3. Integrated Process Control (IT systems, data sharing etc)6.4. Information/Way#nding6.5. Sta!ed versus self-service, common use

7. CONCLUSION: SHAPING THE PASSENGER EXPERIENCE

ANNEXESAnnex 1 - Examples of Pyramids of Passenger Perception Levels Annex 2 - Passenger Experience and Space RequirementsAnnex 3 - Regulatory Framework on Air Passenger RightsAnnex 4 - Case Studies: Passenger Services o!ered at European Airports

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Budapest Ferenc Liszt International Airport


1 LEVEL OF INFLUENCE2 PYRAMID OF PASSENGER PERCEPTION LEVELS3 THE 3Ps FORMING THE PASSENGER EXPERIENCE4 THE PASSENGER JOURNEY STRESS CHART5 PYRAMID OF PASSENGER PERCEPTION LEVELS ON PREMISES6 PYRAMID OF PASSENGER PERCEPTION LEVELS ON PROCESSES7 THE DEPARTING PASSENGER PROCESS CHART8 THE ARRIVING PASSENGER PROCESS CHART9 THE CONNECTING PASSENGER PROCESS CHART10 SECURITY CONTROL PROCESS CHART11 PYRAMID OF PASSENGER PERCEPTION LEVELS ON PEOPLE12 MEASURES TO ENHANCE THE PASSENGER EXPERIENCE WITH SOCIAL MEDIA

1 EXAMPLES OF TRADITIONAL CATEGORISATION OF PASSENGERS2 PASSENGER CATEGORISATION: THE MULTIDIMENSIONAL MODEL3 EXAMPLE OF A STRUCTURED APPROACH TO IMPROVE PROCESSES

WITHIN THE TERMINAL

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PICTURES

TABLES

Amsterdam Airport Schiphol

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THESE GUIDELINESHOW TO USE

HOW TO USE THESE GUIDELINES

The Guidelines for Passenger Services at European Airports are addressed to AirportManaging Bodies seeking to enhance the services provided to passengers byidentifying their changing needs, requests and expectations.

As a passenger-focused document, these guidelines aim at identifying current andfuture trends, the role of Airport Managing Bodies and their interaction withpassengers throughout their journey.

The guidelines will be a support tool for airports to achieve a common level ofunderstanding on:

The guidelines will show how to evaluate the quality of the passenger services andprocesses and how to identify means and measures to enhance the passengerexperience at an airport.

Although we recommend reading the document as a whole, each chapter can beapproached independently, taking into account individual needs, size, tra$c, location,and bearing in mind that “one size does not #t all”.

Graphically, the guidelines aim to evoke airport signage and atmosphere by means ofa recognisable colour scheme and iconography that not only enhance the visualappeal of the document but also contribute to making it more accessible andenjoyable. Therefore, you, the reader, will #nd a series of icons that identify speci#celements: pictures, tables, recommendations yellow boxes and RecommendedPractice blue boxes.

These icons should be decoded as follows:

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• Placing the passenger at the heart of the airport business• Passengers’ needs and expectations during their journey throughout the airport• The e!ect of airport premises, processes and people on the passenger experience• The provision of services to enhance the passenger experience• Existing and future technologies and their bene#t to the passenger experience


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WORLDA CHANGING

A CHANGING WORLD

Airports have evolved from being mere infrastructure providers to businesses on theirown. The liberalisation of the European market in the 90’s and the ever growingairport competition led to di!erentiation through the development of destinationsserved, access, airport facilities landside and airside and passenger services.

As part of this dynamic process, the evolution continues beyond physicalinfrastructure and the provision of more and better services. Di!erent actors withinairport boundaries need to be coordinated and their cooperation enhanced in orderto deliver more e$ciency, comply with regulations as well as passengers’ demandsand higher expectations.

The role of European airports as “Ground Coordinators” should be recognised andstrengthened in order to guarantee the quality of the services o!ered by suppliers, aircarriers, ground handling service providers and air navigation service providers.Regulators should provide the framework required to achieve this objective.

Each airport may be di!erent – located in a di!erent country or region, have adi!erent mix of tra$c or passengers or even regard itself as a seasonal airport. Butthey all have one thing in common: people as passengers or guests, regardless of theircultural background, age or experience in "ying. Although each passenger perceivesthe world di!erently, human beings share many innate reactions.

Thousands of years of evolution mean that we all react similarly to certain situations,events and incidents which can trigger stress and discomfort. Most people feelinsecure in the dark, when subject to high noise, undue cold or heat, visual glare ordistraction, unclear or confusing information, crowded areas, or whenever a!ected,either consciously or unconsciously, by other external physical in"uences beyond ourcontrol. In addition, psychological factors, such as expectations and fears, mayincrease uncertainty.

There is much room for debate on the subject of perceptions and expectations –which are always subjective – and a survey of 1000 people is likely to produce 1000di!erent opinions and views. Therefore it is advisable to rely on scienti#c studies andreports of experiences from other sources in the same industry or in related sectors.

From an Airport Managing Body’s point of view, this requires a new approach. Airportsmust be designed, built and operated with the passenger at their core. Coordination,cooperation and information "ow amongst di!erent partners are crucial in order toensure the overall quality of the passenger experience.


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2.1. CHANGING PASSENGERS’ NEEDS ANDGROWING DEMANDS

Passengers’ expectations and demands have grown dramatically and changedepending on the purpose of their travel. A once exceptional experience, air travelhas become commonplace and thus passengers are more experienced, betterinformed and more critical of the services provided.

Besides regulations setting minimum service requirements for a safe, secure andtimely journey, passengers request hassle-free, smooth processes, the possibility tocontrol the di!erent stages of their journey, tailor-made services and di!erentiatedproducts to #t their needs including retail, food and beverage, entertainment andother.

The question is how can Airport Managing Bodies - in their interaction with suppliers,air carriers, ground handling service providers, air navigation service providers andauthorities - be "exible and pro-active enough to meet new needs and demands andpredict new ones.

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Málaga-Costa del Sol Airport

Adolfo Suárez Madrid-Barajas Airport


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WITHIN THEAIRPORT SYSTEM

AIRPORTMANAGING BODIES

SMOOTHPASSENGERJOURNEYREQUIRESCOLLABORATIONBETWEENALL PLAYERS

= DIRECTINFLUENCEDECREASES

AIRPORT MANAGING BODIESWITHIN THE AIRPORT SYSTEM

Passengers have increasing expectations for both a smooth and tailor-madeexperience when travelling, especially while at the airport. The airport is usuallyperceived as the true beginning of the travel experience or, on arrival, the last memoryof a trip. It is also the #rst point of entry into a country.

Inconvenience caused by the multiplication of regulations and procedures (security,border control, identi#cation checks) may be mitigated through the use of automatedand integrated solutions (passenger identi#cation systems, sensor and bar codereading devices, etc.) and better communication with the passenger (SMS, socialmedia, smartphone applications and other web services). Closer cooperation betweenall stakeholders in the air transport chain is paramount if the best quality of service isto be o!ered. The passenger’s experience is ultimately determined by the weakest linkin the system.

Airport Managing Bodies can only directly in"uence a small part of that journey,therefore, it is important to have a clear understanding of the role of the AirportManaging Body as well as the other key stakeholders within the airport perimeter.

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Air carriers, groundhandling service providers &

air navigation service providers

Subcontractors

AirportManaging

Body

Local, regional, national &supranational authorities

and other players

PICTURE 1 - LEVEL OF INFLUENCE

3.1. AIRPORT MANAGING BODYAirport Managing Bodies need to ensure that new terminals are designed and builttaking into account not only current and future operational needs, but also to ensure awelcoming atmosphere for passengers.

Airports recognise that they are no longer mere infrastructure providers but alsoenablers of various services and facilities within their premises. As airportsacknowledge passengers as their guests and share responsibility for the overallpassenger experience, they should seek to coordinate the di!erent actors involved.This goal is partly tackled by the introduction of Airport Collaborative Decision Making(A-CDM) initiatives and now being likewise applied to passenger processes within theairport boundaries. In the future, the scope could also encompass landside accessmodes (for instance regional, high-speed train or bus).

Passenger services provided by Airport Managing Bodies’ own sta! or subcontractedto a third party often include information desks, maintenance and cleaning of publicareas, as well as PRM (Passengers with Reduced Mobility) assistance and securityservices. They may also include lost & found in the terminals, Wi-Fi or communications,waiting areas, entertainment, etc. These services, whether provided free of charge oron a commercial basis, need to be maintained under e!ective supervision of theAirport Managing Body both with regard to operational and quality aspects.

3.2. SUBCONTRACTORSIn their relationship with subcontractors, it is important for Airport ManagingBodies to clearly de!ne terms such as:

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• The level of quality to be achieved; in terms of passenger throughput, security processing,training material for PRM Assistance Providers, number of sta! and attendance, or the way tobetter serve the passenger.

• Continuity of the service, minimum service levels, hours, etc. At airports with several terminals,having multiple security operators or PRM service companies could be an advantage in orderto limit disruptions especially in the case of a labour dispute.

• Contingency plans in case of major irregular operations guaranteeing care, information andevacuation of stranded passengers. More detailed information on contingency plans can befound in Chapter 5.2.5.

• Communication with passengers, o!ering clear and straightforward information especially inthe case of delays or tra$c disruption.

• Full adherence to the airport’s rules (security, safety…), and national and internationalregulations relating to activities at the airport, and also #scal and labour legislation.

• Audit and service level control by the Airport Managing Body.• Speci#c terms and provisions regarding responsibility, liability and insurance.

These requirements need to be documented clearly by the Airport Managing Bodyand discussed with all third parties.

In addition, as we will discuss in Chapter 6, the use of new technologies may beenvisaged to improve passenger "ow management or even, in close cooperation withretailers, as a way to interact with passengers to promote services and commercialactivities.

3.3. AIR CARRIERS, GROUND HANDLINGSERVICE PROVIDERS AND AIR NAVIGATIONSERVICE PROVIDERSAir carriers have a real in"uence on the quality of the journey as they are the onlystakeholder with a contractual relationship with the passenger. Ground handlingservice providers may be contracted to supply various services to their airline clients.It is air carriers’ decision - via their own o!erings or contractual obligations - todetermine the #nal level of quality of service they will provide to their passengers.This is often di$cult to reconcile with the passenger’s expectations of what a unique,smooth and pleasurable journey should be.

The reality is that ever increasing competition between airlines leads to a more andmore cost driven product instead of quality service driven market, particularly when itcomes to economy class and Low Cost Carrier passengers. Airlines are opting to focuson the selling of tickets and other ancillary services, providing various check-inchannels, and boarding, rather than taking part in the overall passenger’s airportexperience. And while more and more airlines consider these overall experiences atthe airport to be the Airport Managing Body’s responsibility, they should be ready tocommit to speci#c service quality levels implemented via Service Level Agreements.

European regulations on air passenger rights cover issues like denied boarding, delaysand mishandled bags. And while it is not an Airport Managing Body’s business tofurther regulate airlines’ business models, it would be useful to have guaranteedminimum quality service level agreements with the airlines covering the passengersusing the airport’s facilities.

According to ICAO principles, the Airport Managing Body for its part is in charge ofwelcoming aircraft and their passengers (and baggage, cargo). In many cases there isno speci#c contractual relationship between the Airport Managing Body and airlinesas well as ground handling service providers, except regarding renting of space, IT,check in counters or o$ces.

Besides these commercial agreements, it is important to ensure that in anycircumstance, not only national and international regulations but also the airport’srules regarding the use of the airport’s terminal installations are enforced, including -when necessary- minimum service quality level in ground handling services.

An example of how the relations between Airport Managing Bodies and air carriersa!ect the passenger experience is the so-called “one-bag-rule”. Indeed, passengers,Airport Managing Bodies and airport retailers su!er from restrictive practices


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introduced by some air carriers limiting the cabin baggage allowance to a single piecewhile charging extra for any additional item, such as airport shopping. These restrictionsundermine the passenger experience causing considerable emotional distress andanxiety at boarding gates where passengers are forced to choose between payingpenalties or forfeiting possessions. This has caused a number of incidents at airportsleading to a deterioration of the quality of service for passengers. Furthermore, thepassengers’ freedom of choice when shopping is clearly reduced as their airportpurchases, in addition to their one bag allowance are subject to a hefty fee. Theserestrictions also threaten the economic model of European airports and their viability.Indeed, 42.5% of European airports were loss making in 2011 and this proportionincreased to 65% for airports below 1 million passengers. In the same year, non-aeronautical revenues accounted for 41%, on average, of total airport revenues. Giventhe importance of commercial revenues for airports and the increasing role theserevenues play in funding airport modernisation and development, a widespreadimplementation of the one bag rule by air carriers would inevitably lead to higherairport charges.

The revision of the Air Passenger Rights Regulations will, hopefully, put an end to theseabusive practices in the European Union in the near future. European airports, however,are encouraged to implement the ACI EUROPE Recommended Practice 01/10:

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2. Airports should ensure that their AirportUser’s Regulations require users not to imposeany rule or implement any practice in relation totheir passengers, which may directly orindirectly a"ect the airport’s non-aeronauticalactivities or operational procedures.

COMMENT : Some airlines impose restrictive one-cabin baggage rules, which prevent passengersfrom carrying on board aircraft, separately fromtheir cabin baggage; goods purchased airside atthe airport, unless a surcharge is paid at boardinggates. Such restrictions, which are enforced at thegate just before boarding have caused disputes atthe gate and resulted in passengers returningpurchased goods with retailers. They a!ect thedevelopment of non-aeronautical activities byairports (see. ACI Policy and RecommendedPractice 1.8 “Development of Revenues fromconcessions”). They also can occasionally interferewith airport operational procedures.

ACI EUROPE RECOMMENDED PRACTICE 01/10

Airline cabin baggage limitations, airport operations and airport commercial activities(Adopted by the Board of ACI EUROPE on 05.01.2010)

1. Airports should ensure that theirAirport User’s Regulations prohibit theperformance of commercial activitiesby users at places other than thoseareas speci!cally designated for thatpurpose by airports. Airports shouldfurther ensure that such prohibition isfully respected.

COMMENT: Some airlines imposerestrictive one-cabin baggage rules,which prevent passengers from carryingon board aircraft, separately from theircabin baggage; goods purchased air-side at the airport, unless a surcharge ispaid at boarding gates. These rules,which are not safety related result incommercial activities being performedby users without authorisation outsideareas speci#cally designated for thatpurpose by airports.


Air Tra$c Control whether operated by Air Navigation Service Providers or by theAirport Managing Body, form a crucial part of the passenger journey and in the end thepassenger experience. On time performance in all phases of the journey has beentackled by Airport Collaborative Decision Making, which is based on 16 milestones onthe principle “best planned, best served”. All partners - airlines, ground handling serviceproviders, ATM providers - are obliged to deliver true and honest data to provide aseamless process from an aircraft leaving the stand to arriving at the stand withoutunnecessary waiting times either on ground or in the air. At present, the A-CDM processonly covers the airside process but there are a number of further timestamps (check-in,baggage clearing, security check point entrance and gate) that could be used to includethe terminal processes in order to achieve “Total Airport Management”.

3.4. LOCAL, REGIONAL, NATIONALAND SUPRANATIONAL AUTHORITIES ANDOTHER PLAYERSOther authorities, in particular customers and police, do not necessarily have a strongcommitment to a customer-oriented approach since their task is limited to applyingrelevant regulations in security, border control or customs matters. Consequently, theyhave far less concern about the passenger experience even if their activities may have agreat impact on it.

However, from a passenger perspective, sta! of the authorities act in fact as serviceproviders through their direct contact with them. The quality of these services isregularly assessed by Airport Managing Bodies through questionnaires (e.g. ASQ) ordirect measurements of queuing times and throughput. Based on successfulexperiences at several airports, Airport Managing Bodies should be encouraged toinvolve these authorities - and especially their sta! operating within the terminalpremises - in discussions to ensure better throughput and thus enhance the passengerexperience.

Airport Managing Bodies have little power to in"uence the way authorities ful#ll theirrole. However, they can enter into discussions or negotiations with them on SLAs andmeasures to enhance the passenger experience. A successful cooperation with theauthorities should include the following issues:

More information on how to control the quality of the airport processes can befound in Chapter 5.2.4.


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• Increase of throughput.• Reduction of waiting times.• Introduction of standards regarding friendliness/competence of sta!.• Resource/sta! allocation in accordance to "ight schedules and actual queuing times.

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OF THE AIRPORTBUSINESS

THE PASSENGERAT THE HEART

THE PASSENGER AT THE HEARTOF THE AIRPORT BUSINESS

In these guidelines we discuss the di!erent tools that Airport Managing Bodies canuse to put the passenger at the heart of their business. The world changes not only forairports but also for passengers. There are trends that will have an e!ect on how thepassenger perceives the services and what their expectations are.

4.1. PASSENGER TRENDSNew trends in technologies, individual services and products will come and go. Butthere are three clear broader trends which will greatly impact the passengerexperience over the next few years: passengers will be more informed, they will wantto enjoy a more personalised experience and they will be far more empowered.

4.1.1. INFORMED PASSENGERSPassengers today are more informed than ever before; information is shared amongthe passengers and airport users more openly. Therefore, the availability of up-to-date, accurate and easily shared information is consistently cited as one of the toppriorities to ensure a positive passenger experience at the airport.

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Dublin Airport

Airport Managing Bodies should provide accessible, real-time and accurateinformation to passengers such as:

It is important that Airport Managing Bodies provide information to passengers viamultiple channels in order to best meet their expectations and evolving needs:

Airport Managing Bodies are also encouraged to work with air carriers to shareinformation with the passengers prior to disembarkation.

4.1.2. THE ‘ME’ PASSENGER: PERSONALISATIONAND CUSTOMISATIONPassenger demographics are evolving so Airport Managing Bodies should consider thevery di!erent needs of the various types of travellers passing through their terminals. Itis therefore essential that they identify the di!erent categories of passengers in order toprovide services accordingly.

Passengers want to personalise and customise their travel. They want to plan their tripaccording to their needs and have tools that make this possible. The same person canbe a business traveller today and a holiday maker tomorrow travelling with family orfriends.

Section 4.2 provides a sample of passenger categories in order to plan the appropriateservices for them. Section 6 explores technologies that will enable airports to furtherpersonalise the information shared with speci#c passengers (for example social media,augmented reality, context aware solutions).


• Flight information (including delays).• Gate information (including directions and distance to them).• Baggage claim information.• Airport operations information (including weather or other disruptions, irregular operations,

road conditions, parking availability, etc.).• Legislation in force (including security and passenger rights).• Signage and way#nding (including clear directions to information desks, police, toilets, leisure

facilities, retail, eateries, etc.).

• Airport websites.• Airport social media.• Smartphone applications.• Displays and information counters in Terminals, Parking sites, Intermodal terminals for train

and bus, Hotels.• Information counters (virtual or sta!ed).• Mobile guides.

4.1.3. THE EMPOWERED PASSENGERKnowledge is power, and this is certainly true for passengers. Keeping passengersinformed with accurate, real-time information empowers them to make their ownpersonal decisions on the di!erent stages of their journey, including as regards timespent and use of spare time at the airport. Airport Managing Bodies should be able toguide passengers via online services and mobile apps to provide information andsupport to simplify their travel experience at all stages.

New technologies and tools can help passengers take control of their journey through:

However, care must be taken to ensure that the passenger experience is genuinelyenhanced by adding such services. The overall impact of such technologies should bea positive one.

4.2. PASSENGER CATEGORISATIONThe traditional categorisation is based on the di!erent products o!ered by air carriersto passengers. These products are linked to di!erent levels of services, for instancetime waiting in line for check-in, number of baggage allowed, lounge access, etc.

Another possibility is the frequency of travel. For some passengers the journey is aonce in a lifetime experience and they expect good instructions and need reassurance.For some, the journey is a plain routine, which should happen in the same way and behassle-free. The table below shows the categorisation commonly used today.

• Web check-in, including the home printed bag tag• Self-service check-in kiosks• Bag drop counters (agent assisted or self-service)• Self-boarding gates• Automated border control• Smartphone applications providing personalised real-time info for the airport

processes as well as for general information and commercial services

TABLE 1 - EXAMPLES OF TRADITIONAL CATEGORISATION OF PASSENGERS


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Airline products

Personal needs

Travel frequency

Number of people

Process oriented

First class

UM

Frequent #yers

Groups

Arriving

Business

Elderly

Few times a year

Family

Departing

Economy

Cultural background

Seldom

Cruise hub

Transfer

Low cost travellers

PRM

First time travellers

Alone

Multimodal

BASIS IMPLICATION

4Airports may di!erentiate passenger "ows, depending on the time the passengerrequires at di!erent service points. For most airports there are less than 30 % ofpassengers travelling alone. For example, families and groups easily create a crowd, asthey speak to each other and incline to stand closer together and require space inanother way than people travelling alone.

Airport facilities are often designed for a single passenger at the time. If an airport is acruise hub or charter destination, the airport's facilities have to be in line with that.

A process perspective is another way of categorisation. Passengers’ expectations mayvary in each and every step of the process. And of course, a single person may #t inmany of these categories.


4.2.1. A NEW APPROACH

Passengers can also be seen from a di!erent perspective. We have talked about theinformed, personalised and empowered passengers, but the passenger experiencealso depends on the passengers’ own feelings and their mindset when they travel.

Elderly people and #rst-time travellers may need more personalised services. Familiesneed more space and spend more time in security lines. Passengers from di!erentcultural backgrounds may interpret signage di!erently and request di!erent kinds offood and beverages. Airport Managing Bodies need to #nd ways to give information topassengers in their language and use commonly understood signs or pictograms. Insome cultures the meaning of colours or even numbers may be interpreted di!erently,a!ecting the behaviour and feeling of safety.

Blue Danube Airport Linz

“New generation” passengers want to customise their own travel; they want full"exibility to #t the needs of the moment. They are not followers; they want to do theirown thing, in their own way.

It is essential to understand what kind of travellers are your airport’s most valuableguests!

• Segmentation is based primarily on people’s attitudes and values, not just theirbehaviour at the airports

• Identify which group of people spend time and money at your airport anddevelop your o!ers, communications media and physical environment from thatplatform


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EFFICIENT COMMUTERS

12% of passengers26% of all "ights19% of spending

“I travel to get from A to B”

Source: Swedavia, Swedish AirportsSAMPLES OF TARGET GROUP IDENTIFICATION

POSITIVE LIFE ENJOYERS

15% of passengers12% of all "ights15% of spending

“Our holiday starts right at the airport”

Segmentation can be based on people’s behaviours, but that is only one dimensionwhich can be attached to a passenger experience. Examples of dimensions relevant todesigning the passenger experience could be the following:

• Passengers arriving at the airport a short time before departure expect e$cientprocesses, reduced operations at the airport (hand baggage, web check-in, mobileboarding pass), and will use a few of the commercial o!ers

• Passengers arriving at the airport long time before departure could accept longerprocess time, and expect comfortable waiting and relax areas, stimulatingcommercial o!ers, communication services and possibly innovative leisureactivities

TRAVEL DURATION (NUMBER OF NIGHTS OUT)

TIME SPENT AT THE AIRPORT BEFORE DEPARTURE

• Three nights out seems to be a separating factor for di!erent passenger clusters,as far as airport processes are concerned

• Below this limit, hand baggage seems to be enough to #t the needed personalbelongings for the trip; parking is usually considered a!ordable; online check-in isthe most suitable method and security check is the #rst “engagement” withairport processes

• Above this limit a bagdrop or traditional manned check-in desk becomes mostpossibly the #rst airport experience for the passenger; public transport or taxicould be a cheaper way to reach the airport; commercial o!ering is a possibility topurchase items useful for the stay at destination


Frankfurt Airport

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4.2.2. PASSENGER CATEGORISATION:MULTIDIMENSIONAL MODEL

All dimensions can be cross-referenced in order to create a map of passenger needsand expectations.

Table 1 can therefore evolve into the following multidimensional model:

Any of the mapped attributes can be interrelated and are linked to the more usualpassenger pro#le attributes: age, gender, education, occupation, reason to travel,domicile, etc.

Each Airport Managing Body should analyse its passenger community in order toidentify the most suitable model of categorisation to describe the main demandpro#les which describe more properly the reference market.


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TABLE 2 - PASSENGER CATEGORISATION: THE MULTIDIMENSIONAL MODEL

44.3. UNDERSTANDING PASSENGERS’NEEDS AND EXPECTATIONSOnce an Airport Managing Body has identi#ed what categories of passengers are likelyto use their terminal facilities, it is time to determine – based also on the type of tra$c(international, domestic, etc.) and applicable regulatory requirements, what servicesshall be o!ered.

Airports can be operated at the minimum level, complying with the local, regional,national and international regulations. However, in order to di!erentiate their services,the minimum level may not be enough. We have identi#ed three levels of passengerexperience: required, expected and valued. These levels can be used as tools to setgoals for passenger services.

Firstly, the required level consists of the “must-do” mandatory processes andrequirements to facilities either set by authorities, airport operators or customers.Secondly, the expected level in customers’ mind implies a series of services the airportmust be able to deliver in order to be considered a good airport. Thirdly, the valuedlevel consists of services that surprise passengers in a positive way. These three levelscan di!er from airport to airport – and from terminal to terminal within the sameairport, depending on the airport’s operational approach and the customer’s currentlyrelevant needs.

• The airport o!ers basic services to enable passenger tra$c. This could be aregional airport with point to point tra$c and often low cost carriers

• Level of service meeting regulatory requirements and basic passenger needs• Premises are clean, the processes meet the o$cial requirements and the tra$c

mix is supported by the necessary services

• The airport wants to support a varied mix of tra$c and is in competition withsurrounding airports or other modes of tra$c

• The airport may be the country’s main airport, has been performing well in thepast and needs to maintain a good level of overall service

• This level presupposes that there are already some high-level services in place,in particular in the commercial o!er

• Value can be added by introducing new ways to go through the compulsorysteps. It can mean dynamic signage or guidance via personal devices

• The element of “wow factor” needs to be there, and this can be a very simpledi!erentiation tool or major developments in what the passenger feels, sees orhears

• Over time some elements become expected so constant renewal is a must, e.g.free and fast Wi-Fi o!ered by the airport is highly valued at the moment, but isbecoming an expected norm for a good airport


REQUIRED

EXPECTED

VALUED

The picture below shows some examples of these levels of passenger experiences andexpectations at a general level.

In the next chapters we look at the passenger experience in relation to these threelevels but also from three di!erent angles. The passenger experience is a sum of inter-related but not inter-changeable factors; the look and feel of the Premises, e$cientand passenger focused Processes and encounters between People.


PICTURE 2 - PYRAMID OF PASSENGER PERCEPTION LEVELS

PREMISES

• Design, from just another airport toan airport with a character of its own

• Functionality- Facilities are purpose built, not drag and drop- Way#nding is instinctive, natural

• Agility, the ability to adopt newtechnologies and processes

• Smooth andmeasured processes

• Service design• Working together

• Friendly and smiling• Going the extra mile• The whole airport

community workingin the bene#t of thecustomer

PROCESSES PEOPLE

*5 years ago, free Wi-Fi was on valued level!

5

THROUGH THE3P APPROACH

ENHANCINGTHE PASSENGER

EXPERIENCE

ENHANCING THE PASSENGEREXPERIENCE THROUGH THE 3P(PREMISES - PROCESSES -PEOPLE) APPROACH

The three main elements, Premises - Processes - People, together form the contents ofthe passenger experience.

The design of the premises needs to be functional, but also needs appeal for thecustomer and provide good ambience. Terminals must be clean, attractive, easy tonavigate and identi#able, representative of the location of the airport.

The processes at the airport must run smoothly, avoiding unnecessary steps along theway and be predictable without major negative surprises. The signage at an airportmust indicate and guide the passenger through the relevant processes and talk to thepassengers in a language they understand.

Service is always provided by people to other people. Even with the introduction ofself-service in di!erent phases of the process, Airport Managing Bodies mustacknowledge the need for touchpoints where sta! assistance is needed andwelcomed. Airport Managing Bodies must treat passengers with respect, taking intoaccount cultural di!erences and the needs of di!erent passenger personalities.

PICTURE 3 - THE 3Ps FORMING THE PASSENGER EXPERIENCE

PREMISES PROCESSES PEOPLE+

PASSENGER EXPERIENCE AT THE AIRPORT

+

=


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Balance between these three elements is essential. If premises are of state-of-the-artdesign, but the processes are not clear and easily understood, the experience will notbe good. If the processes run smoothly, but the premises are dirty and unpleasant, theexperience will not be good. One negative interaction with a member of the airportsta! can also ruin the passenger experience.

Another aspect of the passenger experience is the stress experienced by passengersduring their journey (PICTURE 4, Page 32). Once in the terminal, passengers faceseveral phases and areas where stress levels rise and where special attention shouldbe paid to making the journey easier. Successful initiatives addressing the moststressful situations will have the highest positive impact on passengers. PICTURE 4provides an example of how the processes are generally related to stress levels.Identifying the most stressful touchpoints at each airport helps to focus on the criticalprocesses.


5

Zurich Airport

The following sections discuss the three elements and describe how the Pyramid ofPassenger Perception Levels can be used. For each of the 3Ps (Premises, Processes andPeople) an example of how airports can use the pyramid to de#ne their goals forachieving the desired level of passenger experience is given at the beginning of thesection. The pyramid approach can be applied to smaller or bigger service points inaccordance with the airport’s needs.

(based on airport process diagram designed by Marketing and Insight - Heathrow Airport)PICTURE 4 - THE PASSENGER JOURNEY STRESS CHART


5.1.1. AIRPORT ACCESS, INTERMODALITYJourneys of individual passengers rarely start or end at an airport. The airport insteadworks as an intermodal hub where passengers transfer between di!erent modes oftransportation in order to move from one point to another. In order to maximisecustomer experience, fast, e$cient and cost e!ective transfers to and from an airportare essential.

For larger hub airports, good intermodal interfaces also mean that the airport willwork as a multimodal hub, where transfers between train-bus, bus-bus or train-traincan occur on a large scale. These increased passenger "ows have the potential toincrease the frequency and number of destinations served by public transport.

In order to facilitate good intermodal interfaces at airports, all transport/accessservices need to be easy to locate and easy to access. Good signage and real timetra$c information are key elements to facilitate good intermodal interfaces.

5.1. THE PASSENGER EXPERIENCE:PREMISESThe picture below shows how to use the Pyramid of Passenger Perception Level forthe improvement of terminal premises.

PICTURE 5 - PYRAMID OF PASSENGER PERCEPTION LEVELS ON PREMISES


The integration of the transport network should be strengthened by competentauthorities and other transport services providers, focusing on real and e!ectiveco-modal solutions. Airports integrate air transport, rail and road as access points ofthe European Transport Network. Of special interest in order to increase customerexperience are investments in Intelligent Transport Systems (ITS). These are systems inwhich information and communication technologies are applied in the #eld oftransport, including infrastructure, vehicles and users, and in tra$c management andmobility management, as well as for interfaces with other modes of transport(Directive 2010/40/EU).

The passenger experience in accessing the airport consists of clear advance, on the goinformation on the service provided and the possibility of changing from one mode oftransport to another, as well as clear signage throughout.

As shown by PICTURE 4 (Page 32), the #rst signs of stress appear when the passengeris approaching the terminal area either by car or by public transport and is unsureabout terminals and time. Cooperation with the intermodality partners is vital in orderto make the experience good.

EMPOWERING THE PASSENGER: WHAT DOES IT MEAN FOR INTERMODALITY?

• Provide information on transfer to the airport and from the arrival airport to #nal destinationprior to the trip.

• Facilitate access for air passenger (e.g. typically, luggage storage space on-board trains arenot large enough for air travellers).

• On board aircraft, on arrival, there could be an announcement on airport-city transfer, whenthe crew makes announcements on connecting "ights.

• Signage within terminals should be visible.• Infrastructure is important but the level of service should be adequate (e.g. early enough/late

enough to accommodate 1st and last "ight and frequency).

5.1.2. TERMINALSIn this section, we will use examples and insights to highlight those factors governingthe management of airport terminals and possibilities for improving them. We willdiscuss what elements should be taken into account to guarantee passenger comfortand well-being, and ensure that time spent at an airport is remembered positively.More than a collection of do's and don'ts, we o!er some individual examples and“food for thought” about how certain circumstances can be optimised.

The following issues in"uencing the passenger experience will be highlighted:

• Walking distances• Natural way#nding• Ambience• Cleanliness and Maintenance


5

5.1.2.1. THE IMPORTANCE OF WALKING DISTANCES

Walking distances are inherent to terminals premises and primarily depend on thefunctional design of the terminal layout. Changes are possible through infrastructureadaptations/modi#cations or di!erent allocation of resources (e.g. gates, baggagereclaim belts, check-in counters).

Walking distances inside terminals are perceived di!erently by passengers dependingon various factors such as available time, physical walking abilities, number of carrieditems, ambience of the terminal as well as services and attractions o!ered on the way.The complexity to reach a certain location also adds to the perceived walking distance.

To enhance the passenger experience in general, walking distances should beoptimised. Main indicators are total walking distance from landside to the gate ondeparture, from the gate to landside on arrival as well as between gates for transfers.Airport Managing Bodies need to carefully analyse the walking distances for theirvarious passenger groups. Certain groups of passengers could be privileged such aspremium passengers or passengers of speci#c "ights.

In order to reduce walking distances inside the terminals the following design oroperational measures are suggested:

• Design of terminals with- short routes for passengers carrying checked bags.- short concourses.- busgates close to the airside shopping facilities.- check-in and bag-drop facilities located on the way from airport access to the security checkpoint.- easily accessible service facilities.- automated people movers (APMs) to connect di!erent concourses and terminals.- few level changes and orientation points.

• Allocation of gates with shorter walking distances to "ights- with more passengers.- with more premium passengers.- with a high number of PRM.- to business destinations.- of certain airlines.

• Allocation of resources (gates, baggage reclaim belts, check-in/ drop-o! counters) during o!-peak times with short walking distances only.

• Positioning of "ights with many transfer passengers close to the connecting "ights.

Passengers should be kept informed of walking distances, since many of them maynot be familiar with the terminal premises. Therefore walking times to the gate couldbe displayed at certain orientation points in the terminal. Passengers who still haveenough time to reach their gate will then have the possibility to use the servicefacilities at the airport longer and enjoy a more relaxed airport experience.


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5.1.2.2. THE IMPORTANCE OF NATURAL WAYFINDING

When we think of "natural way#nding", most of us think #rst of options for signals,guidance and signage to support people in #nding their way. But is it enough just topost a sign on every entrance, every door, and every hallway? The answer to thisquestion is not easy, because natural way#nding depends heavily on the architecturalproperties of a building and/or its spaces. The more turns or changes of direction, leveland buildings, or parts thereof, the more important it is to rely on a variety of in"uencefactors in guiding people to their destinations. In other words, one means ofinformation presentation is not enough; several are needed.

Natural way#nding could be incorporated into the design of terminals while having asmooth passenger "ow in mind. The minimisation of levels and direction changes aswell as the number of decision points for orientation of passengers on their waythrough the terminal should be one of the design objectives.

Fundamentally, process-oriented layouts in the shape and structure of buildingsshould promote natural way#nding. This means that a fairly straightforwardprogression – from parking or drop-o! to the ticket o$ce and onward to check-in,boarding card checkpoint, security check and shopping, then to the gate – easesnatural orientation and gives passengers the feeling that they are doing the rightthing, since they never have to deviate from their course, which follows a logical route.


5

Lisbon Airport

HUMAN BEHAVIOUR AND NATURAL WAYFINDING

When people enter an unfamiliar space and the guidance systems seem unclear,frustration and stress levels increase, especially if fear of "ying or time pressures arealso present. In moments like these most people perceive their surroundings asdangerous, with the result that certain parts of the brain concentrate on pure survivaland interrupt conscious and rational thought processes. In scienti#c terms, in suchsituations the brain stem assumes control of decision-making processes and orientsitself towards its experiences and its instincts or intuition. When that happens, peoplereact unconsciously in line with the most primitive levels of their characters.

Sounds, surrounding noise levels, smells and sources of light are perceived moreintensively and processed through the brain. The more di!use and intense thismixture, the higher the stress level and the greater the release of adrenaline. How canwe counteract this? How can natural or intuitive way#nding support passengers?


5

Göteborg Landvetter Airport

THE IMPORTANCE OF PREDICTABILITY

The key is predictability. In part this refers to the way#nding and signage mentionedearlier. It should be ensured that such signage di!ers signi#cantly from otherinformation in the same space (e.g. through its colour, form or size) and that it isclearly visible and recognisable (e.g. through its position and type size and/or font).Recognition value is important here, as it helps the passenger identify the relevantinformation quickly in the "information jungle" of the airport.

Most airports, if not all, have already implemented these principles successfully.However, considering signage concepts from the international passenger’s point ofview gives a di!erent perspective. Global travellers go through di!erent airports,where they must repeatedly deal with subconscious confusion,adapt and re-orient themselves to the signage of each airport. Wouldn't it be helpfulas regards recognition, reduced uncertainty and stress and natural way#nding tomake signage the same in all airports? Yes, indeed! But the individuality andexclusivity of each airport brand would be lost in the process, as signage is often a keyelement in the context of the overall appearance of an airport.

Information psychology tells us that our short-term memory can store a maximum ofonly seven visual or acoustic elements or pieces of information (in our case, directionalinformation or signs) at any one time. "Short-term" here means a storage duration ofan average of 20 to a maximum of 30 seconds. Only a repetition of this informationcreates a link to long-term memory and the con#dence that we are acting correctly (awell-known e!ect in advertising, in which the company or product name is mentionedseveral times during a 30-second spot so that we remember it well and positively).


5

Zurich Airport

5KEEPING THINGS SIMPLE

Thus it follows that a point of information should contain no more than sevenelements at one time in order to avoid burdening people's cognitive abilities.Furthermore, points of information should either be no more than 20 to 30 secondsapart (30-40 metres at a normal walking speed of 5 km per hour), or they should bedesigned and displayed for the line of sight; that is, people should be able to see andidentify the next point of information from the location of the previous one(predictability).

Another aspect of predictability is spatial overview. Here, spatial orientation and theprocessing of available information play a role. Is the available information logical andplausible, or does it confuse the viewer even more? Does it provide clear guidance, ordo signs point toward closed doors, hallways that are not immediately visible or otherobstacles? After information has been absorbed, it must be ensured that the path tothe next piece of information is free of barriers, at least visually.


COMMERCIAL SERVICES

Airports are also struggling with the need to increase commercial income withoutcompromising the "ow of the terminal or way#nding and orientation in general. Onone hand, from a commercial point of view we need to make sure that the airportvisitor is going through every corner of a shop, but on the other hand the processpaths need to be smooth and self-explanatory. While the tendency is to place retailoutlets so that people must go through the shop (“walk through” layout), there shouldbe an area where passengers can orientate themselves. That area should have "ight-related paths through the shops and also help passengers keep track of time. A goodguideline for placing commercial services in terminal is on the way, not in the way.Retail areas are at best one part of a good airport experience.

Helsinki-Vantaa Airport

USING INTUITIVE HUMAN BEHAVIOUR PATTERNS IN WAYFINDING

Orientation in spaces and rooms, on the other hand, is subject to physical in"uences.People tend to move more toward light than toward darkness, thus paths or endpoints should be su$ciently well lit and/or set o! from their surroundings. However,this may often con"ict with the commercial interests of an airport. Further, quiet areasare perceived as more pleasant and more stress-free than loud ones, thus people tendto circulate in or move toward quieter areas.

The use of suitable forms to break sound waves or materials to absorb them isrecommended for passageways and hallways to give passengers a feeling of securityand unconscious orientation. Wood, for example, is an expensive material, but if itssurface or structure is treated it becomes sound-deadening or sound-absorbentmaterial which also radiates warmth and naturalness. Other materials can also be usedin "ooring, ceilings or along the passageway to dampen noise levels. Even commercialpromotion islands can have a sound-breaking or sound-absorbing e!ect.

Another option for simplifying way#nding and enhancing predictability is to guidepassengers by using way#nding elements in the "oor or on the ceiling. Paths can bemarked or otherwise indicated through the use of colour or di!erent materials, forexample. Many airports are experimenting with light guides on or near the ceiling andcolour nuances in the "ooring. However, these are expensive and relatively in"exiblemethods, and in complex situations they can increase stress instead of relieving it.

These are just a few aspects of the importance of natural or intuitive way#nding, andthey can vary greatly depending on their social or cultural form. Yet fundamentally,human motivations for acting or reacting have always been similar, if not identical. Thelist of in"uence factors presented here is not intended to be exhaustive and should bereviewed individually by each airport. Airport Managing Bodies should dedicate agreat deal of time and resources to this topic if they want to be remembered positivelyfor the passenger experience. The concept and implementation of way#nding oftenhas a decisive in"uence on the assessment of an airport by the passenger.

5.1.2.3. THE IMPORTANCE OF AMBIENCE

In order to describe the in"uence of the environment (ambience) on a passenger'swell-being or travel experience, we must #rst de#ne those e!ects. They can be roughlydivided into #ve categories:

Four of these categories contain physical, structural and design variables. The #fthcategory makes it clear that people also play a role in shaping atmosphere.


5

• Exterior and surroundings• Interior design• Design and structure• Decor• Human variables

5


EXTERIOR AND SURROUNDINGS

The planned, intended or desired ambience of a place is not necessarily con#ned to afew square metres in a building or a room. The airport atmosphere perceived bypassengers begins even before they enter the terminal. It includes, among otherthings, the characteristics of the building, such as its architecture, height andcolouring, entrances, signs and display windows - but also the utilisation of thesurroundings, which may consist, for example, of certain businesses, streets andparking lots or green spaces.

Passengers perceive all these things, and they process, interpret and absorb them inconjunction with their expectations, fears and anticipations of travel or "ying. Here aswell, the greater the discrepancy between the passengers’ inner and outer images, thehigher the stress level.

But how can an airport in"uence these aspects for the passenger? The answer issimple and worth repeating: through conscious, deliberately chosen and rigorouspositioning:

The airport already has a reputation – or would like to develop a speci#c one – andboth the exterior and interior ambience must be adapted in line with it. If a positiveambience is created and communicated appropriately, it will directly in"uence theexpectations and fears of future passengers and thus in"uence their stress levels whentravelling – a situation to strive for as part of the passenger experience.

Amsterdam Airport Schiphol

• Top-performing airport or mid-range player?• What impression would the airport like to make?• How would the airport like to be perceived by the public?


5 INTERIOR DESIGN

This category comprises the interior appearance of the airport, i.e. all impressions thatcan be seen, heard, smelled or felt, for which also the term ambient design can beused. They include, for example, the temperature, ventilation, brightness, noise level,colour spectrum, ease of navigation and especially cleanliness.

An environment feature increasingly found at airports in recent years is backgroundmusic, familiar to many from shopping centres. Slow music leads people to walk moreslowly, which can stimulate passengers' consumer or buying behaviour in commercialzones (spontaneous purchases). Fast music, on the other hand, encourages peoplesubconsciously to move faster in time to the beat. However, the application of thise!ect at airports has more than just commercial motives; in certain areas, it alsoreduces passenger stress.

Waiting areas are a typical location for the use of quiet, relaxing, slow backgroundmusic at airports. In the check-in zone the impatience and time pressure experiencedby those waiting there must be reduced. In the security area, it is important to easenervousness prior to the security check conducted by authorised personnel – who,from some passengers’ point of view, are already predisposed to regard passengers aspotential threats.

In both of these areas, airports which have implemented this measure have noted itspositive e!ects on passengers, sta! and ultimately on the e$ciency of the processsteps conducted there. But there are other means besides background music forachieving the objectives of relaxation, well-being, or other moods. Soundscapes suchas wind, birdsong or other animal sounds, "owing water, forest sounds and manyother possibilities help to create a speci#c ambience.

East Midlands Airport

5


Colour is another widely used means for creating moods. However, here it is importantto consider cultural factors, for colours a!ect people very di!erently. Speci#c coloursdo not have the same meaning in every culture and can provoke unintendedemotions in passengers. Light is likewise a tool which can be used to create desiredmoods. Whether concentrated, uniform, alternating, highlighting, subdued, and warmor dim, lighting has a very strong in"uence on people's psychological and physicalstates. This principle is already applied in a wide variety of sectors, and light appearsto be the tool with the least cost and greatest in"uence when generating moods.

Natural mood enhancers include daylight, plants and even aquariums. Since these arefamiliar to us, their presence will repeatedly trigger the same mood responses, basedin most cases on calm, relaxation and con#dence. That may sound strange, but it isimportant to bear in mind that most people have a healthy relationship to nature fromchildhood onwards. They welcome and appreciate it in their surroundings even whenthey do not consciously register it. Climatic factors are just as important as acoustic,olfactory or visual ones, but we will not go into greater detail here, since they shouldbe designed with speci#c circumstances and cultures in mind.

DESIGN AND STRUCTURE

Many passengers prefer medium-sized, clearly organised, bright rooms (daylight) orbuilding areas, which they refer to as "pleasant". However, this often con"icts witharchitectural layout as well as operational requirements and commercial interests ofthe airport.

More frequently, airports have long corridors or passage ways. The dimensions of anairport mean that it is dependent upon these connecting elements, yet they revealgreat potential for stress, because passenger tension can develop in precisely theseareas due to:

• ceilings which are too low and give people the feeling of being boxed in, and• overly narrow passageways in which oncoming or passing tra$c disturbs the

"ow (and yet the absence of opportunities to overtake others deprives people oftheir decision-making freedom and can lead to inner dissatisfaction andagitation)

Individual measures already mentioned in the "Interior design" section cancompensate in part for these architectural shortcomings. Distraction, for example, is auseful tool for turning passengers' attention to other (generally positive) things.

More and more airports have passages which direct the passenger in serpentinefashion through speci#c areas using the model of a well-known Swedish furniturecompany. From a commercial perspective this practice has a measurably positivee!ect on spontaneous purchases, but psychologically passengers are forced to accepta route they cannot choose, which hinders them in their autonomy.

If these concepts are implemented, care must be taken to ensure that either the routeis not too complicated or that clarity and predictability (i.e. the passenger's ability tosee what lies ahead) are ensured. In both cases, the hallway must be wide enough(and not just for reasons of safety and security) so that passengers who wish toovertake others can do so unhindered. Each of us has his/her own individual tempo.


5 DECOR

Signage, product displays, pictures, wallpaper, sculptures and plants are among theobjects in this category. They are the seasoning which adds interest to the dish. Herethe small things, or just a few things, can create the desired mood. If you want toemphasise an area or lend it some individuality, decorative elements are invaluableaids.

Helsinki-Vantaa Airport

5


HUMAN VARIABLES

People also contribute to the creation of a speci#c atmosphere. The variety of guestsat an airport creates a speci#c atmosphere: attire or appearance, language or culturalbackground. An airport can then choose to increase its local feeling or be focused onstrengthening its international orientation. However, the airport's sta! and otherpersonnel employed there, represent the airport through their uniforms, their socialbehaviour and their commitment to the airport, and can thus shape the image of theairport and in"uence its guests’ experiences.

5.1.2.4. THE IMPORTANCE OF CLEANLINESS ANDMAINTENANCE

Clean and well maintained terminal premises are important factors for a goodpassenger experience. Although not applicable as “wow-factors” clean and wellmaintained facilities are required for passengers since otherwise a poor impression willprevail.

Cleanliness of the airport terminal in general and the washrooms in particular are partof ACI’s Airport Service Quality (ASQ) programme, a standardised survey on passengersatisfaction levels. The importance of cleanliness usually ranks very high withpassengers. Airports which do not provide clean terminal premises receive belowaverage scores in the benchmark and thus are encouraged to improve.

The following measures are suggested in order to improve the cleanliness ofterminals:

• Finalisation of SLAs with the cleaning companies.• Implementation of strict and regular quality control measures.• Increase of cleaning frequencies of highly used terminal areas and washrooms.• Replacement of degraded materials since new or refurbished #nishes always look cleaner.

Athens International Airport Eleftherios Venizelos


5 Cleanliness should already be incorporated in the design of the terminal since certainmaterials (e.g. with plain surfaces) are easier to be cleaned than others. Corners andareas where access of cleaning sta! might be di$cult should be avoided. Glass wallsand ceilings must be accessible through specially designed equipment.

Maintenance although often underestimated also contributes to the passengerexperience at the terminal. Elevators, escalators or moving walkways which are out oforder can cause major nuisance to passengers especially when they are running out oftime to reach a "ight. Elder passengers or PRM would not be able to reach their gatewithout help and even the PRM service provider would not be able to provide a goodservice.

Technical systems of the building (e.g. air conditioning, heating) cause a badpassenger experience when they are not working properly. Other systems at theairport are essential for operations (e.g. BHS, FIDS, IT-Systems) and can lead to delaysand interruptions of the airport tra$c when out of work.

Well maintained facilities and systems are less prone to failure or disruption.Nevertheless, if failure occurs the time for reaction and repair should be kept to aminimum and passengers should be properly informed. Technical sta! of airports orexternal contractors should be informed about any failure through clear and timelycommunication and be available at short notice. SLAs on failure rates and reactiontimes with maintenance service providers help to enhance the technical liability of theterminal premises.

5.1.3. SPACE REQUIREMENTSThe IATA Services Levels (as published in the IATA Airport Development ReferenceManual) play a very important role in passenger terminal planning. These service levelsare used worldwide for airport planning projects, concession agreements and alsoused by IATA and individual airlines to assess the quality of an airport.

Even though IATA and other organisations give recommendations for every functionalarea of an airport, it seems that this “one size #ts all approach” cannot be maintainedin the future as the aviation market gets more and more segmented.

Prior to de#ning service levels, airports should assess the actual situation in detail:

A more detailed description of the space requirements can be found in Annex 2(Passenger Experience and Space Requirements).

• Di!erent types of "ights• Distribution of passengers arriving at the airport• Number of maximum passengers waiting in queue• Number of passengers queuing for more than 30 minutes• Ratio of peak days to average days


5.2. THE PASSENGER EXPERIENCE:PROCESSESAirport Managing Bodies should look at the passenger experience through the airportas directing a movie with highlights and calmer areas, the highlights being the wow-moments preferably at the most stressful point of the journey. The picture below givesexamples of what the passenger experience means for the processes.

By processes, we mean the procedures, actions or steps taking place throughout theairport terminals on departure, arrival or transfer.

PICTURE 6 - PYRAMID OF PASSENGER PERCEPTION LEVELS ON PROCESSES

5


5 The passenger journey can be described from three angles: departing, arriving andconnecting passenger "ows. For the purposes of this document we will concentrateon the departing passenger journey. It is important to note that the stress level ofpassengers varies during the journey (PICTURE 4, Page 32) and the most stressfulexperiences can be identi#ed and tackled airport by airport through the process ofgetting to know your customers.

5.2.1. THE DEPARTING PASSENGERThe picture below shows the departing passenger process chart and its relevantelements/services. These services can be provided by a number of di!erent partnersand ultimately form the total passenger experience. The transition from one part ofthe journey to the next one must be looked at with the aim of making passenger’spath as easy and seamless as possible.

For each process part, examples of the experience elements can be describedin a chart form to identify the di!erentiation or wow factors for the airport’schosen goals.

PICTURE 7 - THE DEPARTING PASSENGER PROCESS CHART


5.2.2. THE ARRIVING PASSENGERArriving passenger "ow can also be divided into a chain of services likewise o!ered bydi!erent partners at the airport.

5.2.3. THE CONNECTING PASSENGERIn the connecting or transferring passenger "ow, air carriers are usually in charge ofthe processes as such, mostly via their ground handling service provider, but AirportManaging Bodies act as enablers by providing the infrastructure. This means that thethroughput of the infrastructure has to be #rstly supporting the airline and tra$c mixat an airport and also be measurable so that the requirements can be reached.

The way in which these objectives are ful#lled depends on how changes in technologyand market demand in"uence customer expectations and allow new service provisionmethods. We also need to cooperate with airlines and other stakeholders to achieveour goals.

PICTURE 8 - THE ARRIVING PASSENGER PROCESS CHART

PICTURE 9 - THE CONNECTING PASSENGER PROCESS CHART


5 5.2.4. CONTROLLING THE QUALITY OF THEPROCESSESAssuming that the passenger experience is a driver to plan investments and to designpassenger services, measuring the e!ects of any action completed becomes necessary.

Performance measurements have been in place for years and are included in manyagreements between Airport Managing Bodies and air carriers and/or nationalauthorities. Perceived quality standards have been included in such contracts andagreements, but a shared and reliable methodology to link these measurements toeconomics is still missing.

When a better passenger experience is the goal, performance and service quality needto be both monitored and controlled: even a well performing airport, according to itsexpected level of service, can have dissatis#ed passengers. An example of this is thebaggage delivery process where bags are available to passengers in 20-30 minutes, butas they reach the claim area in 5 minutes (e.g. coming from contact gates close to belts)the actual experienced waiting time is 15-25 minutes, which can be considered only asacceptable.

Should there be a gap then it must be analysed to mitigate or eliminate reasons ofdissatisfaction: if the walking distance cannot be increased, entertainment oramusement could be introduced in the claim areas (videos, interactive screens ordevices, etc. have been adopted for this purpose).

The ACI Airport Service Quality (ASQ) introduced in its present form since 2006 is aworldwide benchmarking programme available to compare the way passengers scoreairport services. It can be considered as a mature and e!ective decision support tool. Itis fast becoming a way to leverage the valuable repository of customer satisfaction dataavailable via ASQ and shared by the community of participating airports. All ACI ASQparticipant airports use the same questionnaire and methodology, and the surveyresults are shared among the participant airports to create multiple benchmarkingopportunities. At the end of 2013, a total of 286 airports across the world wereparticipating in the ACI ASQ Survey Programme, including 113 participants fromEurope. For more information on the ACI ASQ Programme, please checkhttp://www.aci.aero/Airport-Service-Quality/About-ASQ/ASQ-Survey.

Customer satisfaction analysis is a helpful tool for any airport and it has to be set upas follows:

• Mandatory parameters must be measured and controlled (same for performance and qualityindicators), as far as any service charters, contracts or economic regulations in place.

• Additional indicators will be added to match speci#c local airport features and services tosupport analyses aimed to improve them.

• Benchmarking needs will lead to including all the indicators which make the airportscomparable to other similar ones in the adopted parameter set, chosen on the principle of bestin class.


In the following table we propose an example of a structured approach – in this caseonly for passengers within the terminal - to monitor, measure, analyse and improveprocesses. It shows how a high level airport process can be linked to more speci#caspects or sub-processes. A measuring methodology is selected according to eachspeci#c issue and actions are identi#ed to improve the passenger satisfaction for aspeci#c aspect:

1

3.1 Orientation &Way!nding

- Ease of way!nding - ASQ Survey

No. PassengerJourney

KPIs to measurePassenger Experience

Methods ofMeasurement

Measures to improvePassenger Experience

2

3

- Indoor navigationsystems

3.2 Services beforesecurity

- Quality and variety ofservices

- Passengers Surveys - Provision of tailor-madeservices to speci!cpassenger categories

3.3 Check-In /bagdrop

- Queue waiting time(min)

- ASQ Survey- Measurement ofqueuing time (e.g.camera surveillance)

- Self service bagdrop- Common use facilities- Home printed orpermanent bag tags

4

5

6

TABLE 3 - EXAMPLE OF A STRUCTURED APPROACH TO IMPROVE PROCESSESWITHIN THE TERMINAL

Passenger @ home

Passenger on the move

Passenger @ terminal landside

Passenger @ security / emigration

Passenger @ airside

Passenger @ boarding

5

- Courtesy & helpfulnessof check-in sta"

- ASQ Survey - Hospitality programs

- Internet access / Wi-Fi - ASQ Survey - Free Wi-Fi

Number of orientationpoints, level changes

- Analysis of passenger#ow

- Optimisation of terminallayout


5 MEASURING PASSENGER SERVICES

A good level of service is obtained by constantly meeting passengers’ expectations;consistent with the product purchased (a passenger "ying with a low cost carrier willhave di!erent expectations compared to those of a long haul premium passenger).

Even when airports decide to focus on the quality of the service perceived andevaluated by the passenger, a good performance needs to be guaranteed. Therecannot be a passenger experience when the airport performance is poor.

Performance indicators are therefore needed to have a quantitative indication ofservices based on facts, and are essential when designing process changes and whenmaking all the necessary cost and resource calculations.

DEFINITION OF KEY PERFORMANCE INDICATORS (KPIs) FOR PASSENGER SERVICES

By comparing indicators which major European Airports have adopted to monitortheir performances, we can identify a minimum common set of parameters used tomanage the level of passenger-facing services.

The following list is a summary of the indicators shared in Europe:

In addition, the overall punctuality on departure must be included as a keyperformance indicator.

If a common set of indicators is shared amongst airports, the way in which theseindicators are achieved can vary considerably. Usually these indicators are monitoredat airports, but targets are not always public, nor part of a Service Level Agreementwith airlines.

• Waiting time at border control queues (in minutes)• Waiting time at security control queues (in minutes)• Waiting time at check-in queues (in minutes)• First baggage delivery from block-on (in minutes)• Last baggage delivery from block-on (in minutes)• Left-behind bags

Rovaniemi Airport

5

53

In a few cases a target is de#ned and declared on o$cial documents. EconomicRegulation Agreements (E.R.A.) are increasingly agreed between airports and nationalauthorities to link the level of airport charges with the level of services provided. Asmost of the six indicators are not under the responsibility of the Airport ManagingBody (typically ground handling service providers or Police are responsible) they areincluded only as “monitored” but not linked to any agreed economic targets.

The setting of target values is approached in several ways:

• Measurements refer to average values within a period, while targets are de#ned asa percentage of observations or time within which the minimum standard mustbe met (typically 90%, but also 85%, 95%, 98% are assumed)

• Often a minimum standard is set as a limit which must be met at all times withoutexception. This is known as a “minimum” level of service, used as an alarm todetect serious problems in service delivery

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

To sum up, an indicator should be linked to three target values with di"erentmeanings and use:

• Average value within a given period (e.g. average #rst baggage delivery time, month or yearbased).

• Maximum value within a given period, for a given percentage of time or observations (e.g. #rstbaggage highest delivery time in 90% of measured cases, monthly or yearly basis).

• Maximum allowed value (e.g. #rst baggage delivery time not to be exceeded in 100% of cases).

From the point of view of managing airport processes:

• Average value and Maximum value in a percentage of events will be used to set generalperformance standards.

• Maximum allowed values, inclusive of all the events measured never to be exceeded, withbreaches of the standard requiring immediate recovery.

• Actions and possible penalties.

All of the above could be used to de#ne service standards and to manage ServiceProviders. The last parameter in particular is what is usually de#ned as a “minimum” inall discussions with and about ground handling service providers. Minima have to beconsidered as the service levels constraints which any Commercial Agreementsamong Airlines and Service Providers at an Airport must comply with in order to bevalid.

In any case, if Airport Managing Bodies want to manage the level of services undertheir own responsibility or services provided by other airport users, the nature of themethodology adopted must correctly represent the service delivery process inquestion - including customers’ actual expectations, as well as external constraints.

Continuous improvement, claimed sometimes as a goal by regulators cannot bemandatory. A good level of service which is stable even when tra$c grows is a greatresult and systematically looking for the increment of improvements is clearlyunreasonable - most probably cost ine!ective and/or possibly not even requested bycustomers. Whether measurements are based on sampled or continuous datacollection, the following conditions must be ensured:

• Measurements allow delivery of products/services as de#ned in commercial speci#cationsagreed by customers with air carriers.

• Measurements re"ecting customer expectation.


When setting measurements, due consideration should be given to local externalconditions. Measurements must be commensurated to the service received by thepassenger.

BENCHMARKING

Target values for performance indexes ought to be #xed considering not only localconditions but also service level targets at comparable airports. As mentioned above,Airport Managing Bodies usually do not communicate performance targets and thiscan make a comparison quite challenging. Airport Managing Bodies should agree on aminimum set of parameters (the six listed?) and the set of criteria which would allowan easy comparison. The ACI ASQ Survey benchmarking programme allows everyparticipant airport to benchmark with other airports around the world. In addition,ASQ participants can establish a benchmarking panel of up to ten other airports oftheir choice to create a comprehensive benchmarking scale. For more information onthe ACI ASQ Survey programme, please check http://www.aci.aero/Airport-Service-Quality/About-ASQ/ASQ-Survey.

ASQ is a strong tool for Airport Managing Bodies, and a useful basis for service levelnegotiations with air carriers and Civil Aviation Authorities. A critical issue whenperformance measures are addressed in negotiations among airports and NationalEnforcement Bodies is a common assessment of results. An agreement on criteria tode#ne comparable airports has to be found in order to support the correct evaluationmethodology. Linking customer satisfaction to the related performance could help:queuing times of 5 minutes at a small airport can be positively considered bypassengers as well as 10 minutes at a large airport.

5

Ideally, airports should be clustered according to tra$c #gures as well as passengerpro#le. The following are examples of factors which need to be considered toensure that two airports are “comparable” from the point of view of PassengerServices:

5.2.5. SECURITY CONTROLThe airport security checkpoint is the one point that touches all passengers and as aconsequence, it is of great importance to ensure the most e$cient and customerfriendly atmosphere, while providing a secure and safe environment. As a process,security control is regulated by European and/or national legislation. Due to thenature of the process and the fact that personal space may be invaded, the stress levelof passengers entering a security checkpoint is often high.

The process also involves the need for a service allowing passengers to go through thesecurity control as smoothly as possible, without compromising the level of security.

For an easier understanding of the security control process we have identi#ed thefollowing stages:


• Queuing area, which may include document checks either manually orelectronically

• Divesting area, which is crucial for a smooth process and can be managed by thepassengers (e.g. preparation areas) and/or by security sta!

• Cabin baggage X-ray/walk through metal detectors/security scanners, thetechnical search of passengers and their bags

• Hand search areas for passengers and their bags• Re-packing area for passengers

PICTURE 10 - SECURITY CONTROL PROCESS CHART

• Passenger tra$c per year• Tra$c mix (short/medium/long range, charter, low-cost, etc.)• Transfer passenger share• Passenger pro#le (share of business, leisure, etc.)

• Allow for a smooth "ow of passengers with the aim of getting passengers through as quicklyas possible.

• Be designed to accommodate peak passenger "ows to meet required service levelagreements, while allowing for tra$c growth.

• Be enhanced by ambient lighting and the use of di!erent coloured screening equipment tomake the area less sterile looking.

• Allow for su$cient space for divestment and re-packing, noting that re-packing takes longerthan divesting and needs more space; this should include chairs, tables and suitable benchesaway from the checkpoint.

• Use mature and cost-e!ective technological developments to reduce the amount ofdivestment for the passenger (security scanners) and their cabin baggage (advanced cabinbaggage systems), although the overall space requirement is likely to remain unchangedbecause new equipment tends to be larger than the equipment it replaces.

• Where space allows, create special family/PRM checkpoints or lanes with appropriate #ttings(for example Gatwick South Terminal).

• Take into account the possible introduction of “low risk” lanes for trusted travellers requiringa di!erent equipment set-up (subject to regulatory requirements).

The ideal checkpoint should:


5.2.6. BORDER CONTROLBorder Control is a compulsory step at European airports when passengers enter theSchengen/EU area. Also here, the stress level of the passengers rises and while makingsure that the immigration/emigration regulations are met, it is equally important thatthe process is facilitated as much as possible. Border control process can bene#t fromexchanging information (e.g. API) between airlines and competent authorities, as wellas designing the border control so that the process runs as smoothly as possible.

The number of manned counters per passenger type, the planning of daily tra$cpeaks in cooperation with the border authorities as well as introducing automatedservices where possible are the tools to improve the process.

As for space, the requirements for border control are similar to the security control.Passengers need to be guided as di!erent groups according to regulations. Providingenough space and functional space for border control makes the process better. Moreand more often the Border Control areas comprise Automated Border Control (ABC)solutions, which allow expedited border control checks facilitating passengers’journeys.

These ABC solutions are based on eGate devices. They may also comprise AutomatedBorder Control kiosks for self service. The location of the self-service kiosks has toencourage the use of the kiosks and thus allowing for personal service for thosepassengers that cannot use the automated process.

With regard to the eGates and space requirements, their footprint should beminimised in length and width in order to maximise the number of Gates used inparallel and hence facilitation for passengers and e$ciency gains for airportoperations.

Lengths of eGates should not exceed 2.5 metres. With regard to width, the minimumpassage width may vary according to local regulations and the need to be compatiblein a given airport some or all the eGates with wheelchairs. Taking this intoconsideration, the requirement should be that no more than 450mm (0.45m) in widthshould be added to the inner passage width in order to obtain the total outside widthof the eGates. For instance, for a typical standard passage width of 650mm, the totaloutside width of the eGate should not exceed 1100mm (1.1m).

Also, from a perception point of view, the design of eGates should allow for a minimalclutter of the visual #eld. It is recommended in this regard that eGates designs shoulduse as much as possible transparent materials, for the lateral panels as well as for thedoors.


5

Di!erent con#gurations of eGates

The eGates shall have a modular architecture allowing easy upgrades or evolutions byreplacement of given modules within the same original footprint (e.g. upgrade ofdocument reader or biometric capturing device or installation of an additionalbiometric technology).

Lastly, in order to prevent the buildup of queues that crowd the Border Control space(but also to increase the return on investment), the technologies used in eGatesshould maximise passenger throughputs and use ergonomic interfaces and signage toguide the passenger in all the steps of the process.

Particular attention should be paid to the passport insertion and reading process, astep reported to generate a substantial number of failures in using eGates. Theinterfaces pertaining to insertion and reading of passports should encompass a livevisual feedback to the passenger informing her/him whether the passport is properlypositioned and guiding her/him to achieve proper positioning.

5.2.7. CONTINGENCY PLANNING


5

Airport Managing Bodies need to be prepared to face unplanned events to ensure acoherent response in informing and assisting stranded passengers. Events like thevolcanic ash crisis or disruptions caused by extreme weather conditions – amongstother – have shown the need for a coordinated action between the di!erent actorsoperating within the airport platform.

Although Airport Managing Bodies must be prepared to face all types ofcontingencies, for the purpose of these guidelines we will restrict our advice to facemultiple cancellations and/or delays of "ights leading to a considerable number ofpassengers being stranded at the airport.

Contingency (Oxford English Dictionary)• a future event or circumstance which is possible but cannot be predicted with

certainty• a provision for a possible event or circumstance• an incidental expense• [mass noun] the absence of certainty in events• [mass noun] Philosophy: the absence of necessity; the fact of being so without

having to be so.

A contingency plan implies foreseeing and putting in place a process to facedi!erent events (foreseen or sudden) and/ or disruptions, by agreeing the meansto face them, coordinating actions, responses and resources, while clearlyallocating responsibilities. It also implies ensuring a return to normal as soon aspossible. More clearly, a contingency plan should contain damage controlmeasures and facilitate the continuity of the key operations.


• STEP 1 - IDENTIFY SCENARIOS:

A) SHORT AND LONG DELAYS, CANCELLATIONS CAUSED BY:

EVENTS FORESEEN> 48 HOURS

EVENTS FORESEEN$ 48 HOURS

SUDDENEVENTS

• Extreme Weatherconditions

• Remote air disaster• Terrorist act in airport

of origin• Hijacking• Remote Weather/

Geological event• Remote contamination

or radiation

• Local Air disaster• Local Terrorist attack• Extreme Local Weather conditions• Local Weather/ Geological event• Local contamination or radiation• Strike• Damage or failure blocking

infrastructure

B) TYPES OF DISRUPTION

CATEGORY TYPE OF DISRUPTION

Operational logisticsAirside

Operational logisticsTerminal - Passengers

Operational logisticsTerminal - Baggage

• Major shortage of aircraft stands• Peripheral roads along the piers are closed o!

• Large groups of passengers are stranded for a long period of time• One or more sections of the Terminal are closed o!• Major disruptions in the departure and check-in processes• Responding to aircraft with medical emergencies or suspected

infected passengers on board• Bomb threats• One or more information provision systems are down

One or more sections of the baggage system are down

• Airside Operations control system down• Airside Support control system down• Aircraft stand control system down• Control Centre of the Passengers department in the Terminal down• Bus transport control system down• Baggage systems control down

Access roads/ rail are closed o!

Utilities are cut o!

• Wireless communication systems are down• O$ce computer systems are down• Loss of entrance control

Control centres

Tra$c and Transport

Power/ water supply

Communicationsand ICT

C) TYPES OF CRISIS

CATEGORY TYPE OF CRISIS

Tra$c and transport

Location-speci#ccrises

External crises

• Aviation accident• Railway accident or major disturbance in railway underpass• Serious accident involving a bus• Road accident involving the transport of explosive, "ammable,

toxic or other dangerous substances• Accident involving high-pressure natural gas and kerosene

pipelines

• Accident involving storage or use of explosive, "ammable,toxic or other dangerous substances

• Fire in day care centre or detention facilities• Fire in building taller than 30 metres (height of #re truck

ladders)• Fire in building with many visitors• Fire in underground car park• Fire in the railway underpass• Flooding• Hijacking/taking of hostages and other terrorist attacks• Major disturbance of the public order

• Extreme weather conditions• Utility supply cut o! (electricity, gas, water, data tra$c and

sewage)• Infrastructural service down (tra$c, ICT, telephone, etc.)• Contagion and epidemics• Remote crisis


Munich Airport

• STEP 2 - SET PRIORITIES AND GOALS:Ensure the coordination with air carriers, ground handling service providers, air navigationservice providers (ANSPs), airport retail outlets and the national, regional or local authoritieswhen necessary in order to provide information and assistance to stranded passengers.

• STEP 3 - IDENTIFY ACTIONS, TASKS AND RESPONSABILITIESThe participation and responsibility of the di!erent entities participating should be clearlyestablished. The Airport Managing Body should take the initiative to open a Crisis Centre/CrisisManagement Group/Crisis Response Committee, identify a Crisis Manager and coordinate andcommunicate with the whole airport community (airport operational departments, airportcorporate communications department, air carriers, ground handling service providers, ANSPs,police, customs, etc. If necessary: civil protection, Red Cross, local authorities, civil aviationauthorities (CAAs), others).

Note that the primary responsibility for the provision of information and assistance topassengers remains air carriers’, who may not reduce their obligations in these cases.


a. INFORMATION:General information on passenger rights (via posters, lea"ets provided by theEuropean Commission), communication to passengers, visitors and media viapublic address calls, FIDS screens, ad hoc communication via social media,corporate communication via media (TV, radio), website update, operationalinfo and updates of the airport operational blog (blog available for operationalstakeholders with on-time info on status and actions at the airport).

b. ASSISTANCE:Provide meal vouchers, distribute bottles of water, provide accommodation orsleeping facilities (stretchers + blankets), provide shower and toilet kits,provide health services if necessary.

c. OTHER:Facilitate temporary visa, facilitate contacts with embassies or other o$cials,facilitate evacuation of passengers (buses, extra public transport capacity),increase 24h security by police/security services.

SOME EXAMPLES OF STANDARD ACTIONS IN CASES OF DISRUPTION:

The evacuation of passengers deserves special attention. ACI EUROPE and theCommunity of European Railway and Infrastructure Companies (CER) agreed on thefollowing Recommended Practice:

ACI EUROPE/CER RECOMMENDED PRACTICE 01/11

Disruption of tra%c(Adopted by the Board of ACI EUROPE on 16.12.2011)

1. The airport operators shouldcommunicate the contact details oftheir crisis managers to the relevantrailway.

2. The railways are invited to indicate toeach relevant airport operatormanager (and crisis manager) thename and contact details of therelevant “Duty Control Unit(s)” whomto contact in case of a major crisis. This(These) “Duty Control Unit(s)” must beable to take operational decisions andtake any action as necessary.

3. When a crisis is likely to a!ect asigni#cant number of passengers in anairport, airport operators are invited toliaise with their nominated railway“Duty Control Unit(s)” at least one dayin advance of the foreseen trouble. Ifthe crisis is not predictable, theyshould inform the railway Duty ControlUnit(s) as soon as possible.

4. Airport operators will endeavour toprovide the relevant railways “DutyControl Units” with regularinformation on the estimated numberof stranded passengers and theirregions of destination at least on adaily basis as long as airlines providethis information to airport operators.

5. Airport operators are invited, afteragreement of concerned stationmanager(s), to provide train timetableinformation from the nearest mainrailway station(s) on dedicated screensor otherwise, including information onhow to reach the station(s). In addition,and if available, they may display thenumber and/or website address of a railinformation service to contact.

6. The railways are invited to informairport operators’ crisis managers ofpossible additional seats / coaches /trains on relevant origin-destinations.

7. Railways are invited to provide at anumber of prede#ned stations situatedin the vicinity of an airport, informationon major airport disruptions with adviceto passenger to check "ight availabilitywith relevant airlines, in order to avoidunnecessary in"ux of passengers to theairport.

8. A representative of the airport operatormay be invited in the same crisis roomas the railways’ crisis managementcentre for better coordination betweenair and rail.

9. Crisis simulation exercises should beencouraged at local level in order tofoster and test relationship. Thesesimulations can involve relevant airlines.



• STEP 4 - ALLOCATE RESOURCESDepending on the level of the contingency, and according to the agreed procedures, theAirport Managing Body should be able to quickly ful#l its actions and tasks as foreseen in theplan. Depending also on each airport’s resources, a fund to cover contingencies and additionalsta! should be budgeted.

• STEP 5 - DEFINE PROCEDURESSmooth communication and co-ordination between the Crisis Centre (or equivalent), theterminal management, the call centres, information desks and #eld assistants of ALLstakeholders involved should be guaranteed.

• STEP 6 - COMMUNICATE:Communicate the contents of the contingency plan and any amendment to it to the NationalEnforcement Body de#ned by each European Member State according to Regulation 261/2004and its revision.

London Heathrow Airport

5.3. THE PASSENGER EXPERIENCE: PEOPLEOne of the key factors in passenger services as part of a good passenger experience ishow the sta! working within the airport premises understands its role. The picturebelow gives examples of what the passenger experience means in this sense.


Airports are places where many actors take an active part in the process andcontribute to safe, secure and timely journeys. From a passenger’s point of view, it isimpossible to separate the role and responsibilities of each of the di!erentstakeholders. If one part of the chain is weak, performing less than expected, thecustomer’s value of the overall airport experience drops dramatically.

To be able to add true value for passengers, all stakeholders must cooperate and worktogether with the same goal; a good passenger experience. This is a window ofopportunity for all people working at an airport – being a part of the creation of afriendly and proactive interaction with the passenger.

PICTURE 11 - PYRAMID OF PASSENGER PERCEPTION LEVELS ON PEOPLE

5.3.1. IMPLEMENTING AND IMPROVINGHOSPITALITY

The main reason for continuously improving hospitality is higher customersatisfaction. A tool to improve hospitality is introducing for instance the concept of‘Airport Helpers’ (or similar) who act as host to airports’ guest.

Overall, the following elements should be taken into account in order to improvehospitality:

A welcoming approach adds value to customers, suppliers, airport partners andbetween co-workers.

5.3.2. EMPLOYEES WITH DIRECT CONTACT WITHPASSENGERS

Companies recruiting personnel need to commit to select service-oriented personnelfor such positions. Whether at the check-in counter, the security checkpoint, aninformation desk or transfer service desk, the sta! regardless of the employer, is indirect contact with customers.

The training and quality checks of employees who work front line and have directcontact with customers is important in this context; airports are increasingly including"sta! courtesy" as an item in their training and evaluation.


5

• Broaden the perspective and include all stakeholders at the airport, and create a cooperationsystem with airport partners.

• Identify long-term goals for customer satisfaction on a reachable level, regularlycommunicated to all employees at the airport.

• Review of Organisational Structure, in order to support customer service quality, such as:roles, responsibilities, duties, quali#cations, information "ow, processes, i.e. recruitingprocess, records management (procedures, check-lists etc.)

• Incorporate hospitality as an important skill in the pro#les of executives and leaders andimplement training programmes for management teams in order to get furtherdevelopment.

• O!er training programmes focusing on the ability to interact with guests and encourage sta!to attend them on a regular basis. Special training including disability awareness should beprovided to all sta! and not only the PRM Service Providers.

• Add measurements of customer service quality to the performance appraisal programmesand KPIs, including all employees at the airport.


5 Yet a good customer service is not merely a function of training and proactiveemployees; quantity matters as much as quality. Having the right number ofemployees in those positions is a big challenge. Well-trained, friendly personnel maybe the key to success, but insu$cient numbers of employees have a negativein"uence on passengers' perception of their experience when waiting times becometoo long. The right balance depends on the responsible duty scheduler's experienceand required targets as well as the appearance the airport wants to project. Labour is ahuge part of the cost base for any service industry.

Chapter 6 will look at the increasing role of automation in the relationship with thepassenger. But what about the human touch? And what shape will the role of airportsta! take beyond 2020?

Admittedly air travel can be a potentially stressful event and whilst passengerswelcome technology to customise services and manage each aspect of their journey,they still need to know that behind automatic processes there is still a human beingwho is looking after them.

Automation will never be capable of covering every single situation a passenger couldbe faced with; when problems strike humans prefer and indeed need other humans,able to provide a solution. Being able to look someone in the eye provides a comfortzone that technology cannot replace.

Lyon-Saint Exupéry Airport

6

INTERACTION WITHPASSENGERS

AIRPORT MANAGINGBODIES AND THEIR


6 AIRPORT MANAGING BODIES ANDTHEIR INTERACTION WITHPASSENGERS

With the rapid adoption of mobile and web technologies in everyday life, it is importantthat Airport Managing Bodies include these types of tools as a part of their primarycommunications with passengers, visitors, meeters and greeters and other airportguests. As previously mentioned, passengers now have access to personalised, real-timeinformation from anywhere at any time and as such they expect immediate interactionwith airports as well. Additional technologies such as context aware and augmentedreality, business analytic software and predictive analysis can help airports to maximisethe passenger experience even before they arrive at the airport and throughout theirtime in the terminal. Providing the latest parking, "ight, security and immigration waittime information in addition to commercial services and promotions will help make thepassenger (and any other guest) feel good about their time at the airport.

6.1. SOCIAL MEDIASocial media is well established amongst European airports, with 77% of Europeanairports having a social media presence. 76% of passengers carry smartphones and withWi-Fi available at most airports to passengers awaiting "ights, social media providesnumerous opportunities to connect and engage with the passenger. Twitter, Facebook,Google+ and Instagram all allow for relationship building before, during and afterpassengers visit the airport.

These relationships provide the airport with opportunities to inform passengers duringcrises, provide real-time customer service, highlight special commercial o!ers,disseminate more traditional corporate communications and engage with passengerson a more informal personal level.

THE KEY BENEFITS OF SOCIAL MEDIA

Contingencies and reputation management – Contingencies, whether they arenatural, political or other disasters require swift and clear updates showing the necessaryamount of concern in what are often very emotional situations. Contingency planning,contact and spokesperson authorities must be clear to all the involved for swiftexecution when needed. Failure to respond appropriately could result in fatalreputational and brand damage.

Passenger !ow/customer service communications – Ongoing updates about thenumerous matters impacting passengers, providing real time alerts, allowing customersto adapt their plans based on situations like weather, train/transport to airport premises,parking availability and security waiting times. Potentially tricky situations can be turnedinto brand “wins” with timely and relevant updates and potential passenger bottle-neckscan be averted.

6Passenger engagement – Ongoing interactions with their guests provide airportswith a vehicle to display their personality and care. Passengers share their news,comings and goings via social media providing airports with numerous opportunitiesto engage with their passengers and to get involved with their stories. Engagementcan be encouraged between airport guests, facilitating connections with frequenttravellers.

Retail enablement – Coupons, discount updates and promotions for airport tenantshops can be highlighted driving tra$c to stores. Highlighting the o!ers of the airlinesserving the airport strengthens the awareness of the destination.

Customer loyalty – Building brand advocates allows for ongoing engagement withpassengers and allows airports to di!erentiate themselves. O!ering loyalty rewardsand recognition via social media or treating customers and amplifying the story onand o%ine all have proved very successful in generating this advocacy.

Destination marketing – Route launches, airlines promotions, information on thearea to business and casual travellers builds awareness and loyalty.

Business intelligence – An airport active in social media has greater direct access toguests’ information and data, something that was the airlines domain in the past. Datamining of these insights allow airports to communicate and market more e!ectivelydirectly with their passengers and build a base of social advocates.


Paris-Charles de Gaulle Airport


With increased interaction also comes a greater risk for reputational damage due todelays, outages, poor customer service and the like. Airport Managing Bodies mustensure transparency, authentic responses and timely communications to mitigate thisrisk.

There are many, many examples of European airports successfully utilising socialmedia. For more information on this, see ACI EUROPE Digital Report 2012.

6.2. NEW TECHNOLOGIES IN GENERALAirport Managing Bodies are adopting new technologies that will help them providecustomised information to their passengers in near real-time.

Below are some of the technologies which Airport Managing Bodies have alreadypiloted, deployed, or are planning to implement in the near future. The technologiesmay also be used by the passenger to enhance their experience.

PICTURE 12 - MEASURES TO ENHANCE THE PASSENGER EXPERIENCEWITH SOCIAL MEDIA

66.2.1. TECHNOLOGIES USED BY PASSENGERS

6.2.1.1. SMARTPHONE

‘Smartphones’ are mobile phones which have signi#cant computing power and whichsupport small programmes known as ‘applications’ or ‘apps’. It is reasonably cheapand easy to produce a high quality app, and all European airports are forecast to havelaunched their own airport app within the next couple of years, according to the SITA& ACI Airport IT Trends Survey 2013.

The advantage of an app is that the customer can access relevant information at anytime. For example, most airports provide "ight status updates through their app,which enables passengers to stay informed while en route to the airport or before theyleave home. Other common services provided by airports through their app includeairport status updates and retail promotions, while the purchase of airport services,such car park payments, are also expected to become increasingly common asm-commerce gains traction.

6.2.1.2. AUGMENTED REALITY AND CONTEXT AWAREAPPLICATIONS

Augmented Reality is a feature of some smartphone apps which is growing inpopularity. Smartphones and other mobile devices, such as tablets, can be con#guredto broadcast their location within the airport terminal. By superimposing this locationon a map of the airport terminal, passengers can use the camera feature on theirmobile device to get contextual information of their surroundings e.g. directions toget to a speci#c boarding gate, info on a shop the passenger is passing, etc.

For example, Copenhagen Airport has an app that allows passengers to use theirsmartphone camera to take photographs of points of interest, such as shops andrestaurants, and highlight the distance and directions to those points.

Mobile devices are expected to evolve and be complemented by wearable devicessuch as headsets or smartwatches.

A large number of consumer brands and start-ups have moved into the wearablecomputing space. Samsung has made a high pro#le launch of its smartwatch calledGear, while Google has released an Explorer Edition of its Google Glass to selecteddevelopers for testing. The wearable computing devices are expected to evolve asintelligent assistants and when integrated with other mobile capabilities, such asaugmented reality, provide contextual information to the user in a simpler or moreconvenient way than using the smartphone alone.

For example, Google Glass could help customer service sta! handle passengersspeaking foreign languages quicker and more e!ectively by using voice recognitionsoftware to provide instant translations on the heads-up display. Smartwatches couldmake it easier to ‘buzz’ passengers that are late arriving at the gate.



6 6.2.1.3. NEAR FIELD COMMUNICATIONS

Near Field Communications (NFC) is a technology which is increasingly being rolledout within the latest generation of Android and Windows smartphones. It allows thesephones to exchange data with other NFC-enabled devices simply by touching orpassing the two devices in close proximity.

Passenger’s phones are increasingly being used as holders of their personal identityand can already be used to store boarding cards. This provides huge potential to useNFC to automate or semi-automate steps in the passenger journey such as check in,pass security, pay any excess fees and even pass through the boarding gate.

For example, Toulouse-Blagnac Airport in France trialled with a selected group ofpremium customers the use of NFC enabled devices to go through the airport all theway to the aircraft using just the mobile device.

6.2.2. TECHNOLOGIES AND TOOLS USED BY THEAIRPORT

6.2.2.1. CROWD SOURCING

Crowdsourcing uses collective intelligence gathered from the public and uses thatinformation to complete business-related tasks. Social media can be utilised tocrowdsource direct feedback and ideas from passengers and involve them with thedesign of services or premises.

Crowdsourcing within the airport can be used to generate new ideas to optimisetravel, generate investment in the airports local area, get new customer service ideasand recognise social advocates.

In turn the public can use crowdsourcing and social media to share information on"ight delays, security waiting times and similar.

Example: Quality Hunters 2013 is an initiative by Helsinki Airport and Finnair. It bringstogether the passengers and employees at each company in an e!ort to producepractical ideas that can make travel better for everyone. Anyone can take part in theprocess by joining the travel discussion on the QH blog, Twitter, Facebook page andPinterest boards. Quality Hunters 2013 follows two successful Quality Huntersinitiatives, carried out by Finnair and Helsinki Airport in 2010 and 2011.

6.2.2.2. CROWD MONITORING

Predicting and managing "ows of passengers has long been a central component ofoperating a passenger terminal. Recently, a number of technologies have emergedand been applied to help with this task. While it is expected that di!erent technologieswill be applied over time to answering particular situations, today certain technologieslend themselves particularly well to one or other aspect.

6Bluetooth:

Bluetooth is increasingly used to measure and predict queue times through"choke points" in the airport. The ability for sensors to rapidly detect bluetoothdevices lends the technology to "gate" type con#gurations - for example,detecting passengers as they walk through and enter a security queue.Combining such sensors with people counters (e.g. thermal or laser) enablessoftware to actually predict future queue times (as well as reporting historical orcurrent wait times). Combined bluetooth and Wi-Fi sensors have also recentlybeen trialled, to increase the detection rate and resulting accuracy of suchsolutions.

Operational/commercial applications of these solutions are : ensuring that SLAsare met for airport queue times, optimising people resources to ensure queuesare minimal - enabling more time for passengers in retail (resulting in greaterretail spending), etc.

Wi-Fi Geolocation:

Recent “add ons" to Wi-Fi networks allow software to detect and determine theapproximate location of devices with Wi-Fi enabled (whether or not the deviceis in use or even connected to the airport's network), to the nearest few metres.This enables the general "ow of passengers - speed and direction - to bedetected across all zones of the airport covered by the Wi-Fi network. Such asolution can also be used to track known Wi-Fi/RFID devices - e.g. assets such asluggage carts, or sta!.

Airports are currently experimenting with the practical applications of such asolution and the following areas are proving bene#cial: determination ofpassengers behaviours in/around retail areas (e.g. moving temporary walls,entrances to retail, signage and observing if this increases retail throughput andresulting spend, determining dwell times through all zones of the airport,determining pinch-points and their e!ect on passenger throughput).

Video:

Video technologies are also now being applied to monitoring/predictingqueues and general "ows of passengers through airports. Di!erent underlyingtechnologies can be applied to video, such as detecting an infra-red "thermalsignature" of a person and using that to track people through the airport.Software can now also recognise individual faces within videos of crowds, forsecurity purposes.


Some of these include:

In summary, as well as giving valuable planning data, tracking the change in time andlocation of a signal as a passenger walks through the terminal also producesinformation which is valuable to passengers. E.g. increasingly those airports usingbluetooth/Wi-Fi to extrapolate expected queue times at security screening are thenable to display these wait times on screens visible to passengers informing them of thewaiting times.


6 6.2.2.3. VIRTUAL IMAGING

While a cutting edge technology, the use of holograms is currently not far removedfrom the use of existing static signage and explanatory videos. Across several airports,a life-like free standing moving image of an airport worker advises passengers onprocedures for areas such as check in and security screening. While the usage is quitetraditional, the human feel ensures that the information is passed on to passengers ina more accessible and engaging way.

For example, Manchester Airport holograms ‘John’ and ‘Julie’ are used to explain themore detailed requirements surrounding liquids, aerosols and gels restrictions, aspassengers prepare for security screening.

6.2.2.4. BAGGAGE TRACKING & MANAGEMENT

Radio-Frequency Identi#cation (RFID) has been touted as the solution for lost baggagefor some time now, and the technology is gaining considerable ground within theindustry. While this will allow the airline or ground handling service provider to keeptrack of each item of baggage, the next step may well be to enable the passenger tomaintain that relationship instead. A combination of RFID technology withsmartphones could enable passengers in the future to be directly informed of thestatus of their baggage, be it in sortation, on the aircraft, or o%oaded at thedestination airport upon arrival. It is early days yet for such technology but there areindications already as to the direction being taken.

But baggage tracking can already be achieved via systems that capture when a bagtag is scanned throughout the travel journey and store it in a database, easilyretrievable from mobile devices or websites. Delta Airlines has deployed such asystem at their own airport terminals in the USA while IT services providers areworking with airports and airlines worldwide to provide solutions accessible to allairlines and airports.

6.3. INTEGRATED PROCESS CONTROL(IT SYSTEMS, DATA SHARING, ETC.)Airports serve as multi-operational hubs utilising a variety of systems to ensure thesafe, timely, and e!ective facilitation of passengers, baggage, cargo and aircraft. Assuch, integrated process control, data systems, and operational systems need to shareinformation and work "ows to harmonise the multitude of stakeholders. In Europe, theadvent of Airport Collaborative Decision Making (A-CDM) strives to tie all relevantactors (Airport Managing Bodies, Air Navigation Service Providers, Air Carriers, GroundOperations, and others) in an e!ective and transparent manner to ensure the highestlevel of performance. A-CDM seeks to improve the aircraft turn-around process, overallairport operations, and better utilise scarce resources and the European airspace.

Airports such as Heathrow, Frankfurt, Paris (CDG), Rome, and several others havealready implemented A-CDM practices and many others are in various stages ofplanning and working toward A-CDM implementations.

6Additionally, many Airport Managing Bodies are utilising an Airport Operations Control Centre(AOCC) to improve process control. Through an AOCC, the airport co-locates critical players inthe airport and airspace management chain to enable transparency and to better integratework "ows. The AOCC concept breaks down communication barriers between airportoperators, airlines, and other key stakeholders.

Additionally, data integration solutions are often used to facilitate data sharing from variousstakeholders to create awareness and intelligence amongst the key players. A variety of tools,techniques, and processes can be used to facilitate data sharing and there are several industryinitiatives ongoing to improve data sharing among players (such as ACRIS and AIDX).

6.4. INFORMATION/WAYFINDINGProviding accurate and relevant information to the traveller and other stakeholders has alwaysbeen a key element to an e!ective and e$cient airport operation. Visual information displayscreens have been employed in airports for more than 30 years, but in recent times the airportand airlines have more than this channel for communicating with passengers, sta!, and otherinterested parties. Smartphone applications, computers, tablets, and other electronic devicescan provide an access point to communicate relevant and timely information to the passenger,not only for "ight updates, but also to provide way-#nding information (“how do I get to...”?),service and promotional information (club pricing, information on concessions, fast-trackoptions), parking information, and general airport status (queuing times, stand-by information,walking times, etc.).

Even for the traveller without smartphone capabilities, SMS messages can be used tocommunicate key information, such as gate changes, delays, and cancellations.

Kiosks provide another option to communicate with the passengers. Traditionally, kiosks wereused to facilitate check-in and lost baggage reporting, but now kiosks are being used toprovide way#nding information, best path routing through an airport, "ight speci#cinformation based on a user’s boarding pass, as well as other commercial information sharedby the airport or airline.


Frankfurt Airport


6 6.5. STAFFED VERSUS SELF-SERVICE,COMMON USEThe bene#ts of airports implementing common use are well known and documented.Common Use solutions facilitate passenger handling and provide airports with thepossibility to use space more e!ectively. Similarly, self-service is another way forairports to increase passenger throughput without having to invest in more countersand facilities as it pushes the routine processes to the passenger making better use ofspace that may have been used for queuing before (away from the traditional airline,ground handling service provider).

Self-service is a multi-channel process option that passengers are not only embracing,but demanding according to industry surveys. Whether it be check-in processing overthe internet, via a mobile device or a kiosk at the airport, they prefer the control thatself service o!ers. Furthermore, self-service expands to other parts of the passengerexperience at the airport, including bag drop, border control (ABC or AutomatedBorder Control kiosks), and access to lounges and self-boarding. Future trends for self-service are to be found in handling of irregular operations and re-booking with thisheavily reducing queues at transfer counters and reducing stress for passengers in anunpleasant situation.

The purpose of introducing self service facilities from the passenger experience pointof view is to enable passengers to take care of the routine processes, thus leaving sta!to concentrate on passengers who might need assistance, such as PRM or seniortravellers, even those with special border control needs. While the airlines, groundhandling service providers and government agencies may bene#t most of the costsavings by implementing self-service, airports too bene#t by avoiding capitalinvestments in new terminals or facilities, and leveraging the technology to engagedirectly with the passenger via self-service information kiosks or smart phoneapplications.

Self-service is being driven by the passenger and is as applicable at all airports big andsmall; for LCC and full service carriers; for leisure and business tra$c. Self-service doesnot mean no service but should rather be seen as a very e$cient tool to increasethroughput and customer satisfaction for airports and its stakeholders. Airports shouldwork closely with their airlines, encouraging them to implement self-serviceapplications so that all stakeholders win by reducing congestion and queues, whileo!ering a seamless, integrated experience at the airport.

7

THE PASSENGEREXPERIENCE

CONCLUSION:SHAPING


7 CONCLUSION: SHAPING THEPASSENGER EXPERIENCE

Categorise, identify and segment your passengers.1

2

3

4

5

Know your airport. De!ne your cluster.

Benchmark with comparable airports and focus onPremises, Processes and People where you have:a) Larger gaps, b) Higher control, c) Higher stress levels.

Analyse the status of your pyramides and ensure Required,strenghten Expected and !nd your Valued (WOW) factors.

Shape solutions. Don’t miss any of the 3Ps(Premises, Processes and People).

Istanbul Atatürk Airport

EXAMPLES OF PYRAMIDS OFPASSENGER PERCEPTION LEVELS

The following pictures are examples of the use of the pyramids in de#ning thepassenger experiences in a few parts of the passenger journey. The journey can bebroken into several parts which can be looked at the di!erent levels of expectations –Required, Expected and Valued.


1-4

ANNEXES

1





PASSENGER EXPERIENCE ANDSPACE REQUIREMENTS

The IATA Services Levels (as published in the IATA Airport Development ReferenceManual) play a very important role in passenger terminal planning. The Service Levelsare used worldwide for airport planning projects, concession agreements and alsoused by IATA and individual airlines to assess the quality of an airport.

Even though IATA gives recommendation for every functional area for an airport, itseems that this “one #ts all approach” cannot be maintained in the future as theaviation market gets more and more segmented.

For example IATA recommends that for an Class A airport (highest quality standard)the queuing space before check-in the space per passenger should be from 1.7 to 2.6square metres depending on the tra$c mix. For a Class E airport (lowest qualitystandard) the #gure would be from 0.9 to 1.8 (Source: IATA Airport DevelopmentReference Manual, 2005).

Relating the minimum space requirement to the physical parameters like number ofpassengers, number of bags and percentage of trolleys used does not seem to besu$cient for de#ning the necessary queuing space. Empirical evidence has shown thatthe type of "ight (tourism, business, low cost) has also a signi#cant impact on thespace requirements.

Tourism "ights have a high number of group travellers (families, friends) who tend tostand closer in a queue than individual business travellers (a measurement at SalzburgAirport showed that Russian tourists need about 0.8 m2 per passenger even if there ismore space available). Low Cost passengers may accept lower service levels since theydo not expect high quality for the entire product they bought.

When assessing a queue it furthermore seems that passengers tend to stand closer toeach other the closer they are to the Check-in Counter, where at the end of a queuepassengers tend to “spread out”.

Toulouse-Blagnac Airport


2

1.7/m2

1.5/m2

1.3/m2

1.1/m2

0.9/m2

0.7/m2

7PAX

8PAX

9PAX

11PAX

13PAX

17PAX

36.00

24.00

6.00

6.00

6.00

6.00

6.00

6.00


2

The next issue when identifying the space requirements is to identify the time, howlong the maximum number of passengers occur in the queue. If this is only for a shorttime, a lower space o!er per passenger may be acceptable.

Depending on the time when passengers arrive to the airport for Check-in the numberof waiting passengers and the average waiting time changes substantially.

In the following di!erent scenarios for an aircraft with 180 passengers aredemonstrated (assuming that all passengers need to use a Check-in counter).

Case 1: Incoming Tourists (Tourists going home): Incoming Tourists are normallytransported to the airport by bus and tend to be at the airport very early:

MINUTES BEFORE DEPARTURE

DISTRIBUTION

180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10

10%

10%

10%

20%

10%

10%

10%

20%

0%

0%

0%

10%

20%

10%

10%

0%

0%

0%

So#a Airport


If Check-in starts 3 hours before departure, the maximum amount of passengerswaiting will only be 26 Pax for less than 10 minutes.

180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10

minutes before departure

25

20

15

10

5

0

30

Num

ber o

f wai

ting

pass

enge

rs

If Check-in starts 120 minutes before departure the picture is completely di!erent:

100

80

60

40

20

0

120

140


180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10

Num

ber o

f wai

ting

pass

enge

rs


2

In the latter case the maximum number of waiting passengers is 140 and there aremore than 100 passengers waiting for about an hour.

In this case the necessary space should be able to accommodate about 120passengers.

The next case is the typical Low Cost case: Passengers arrive at the airport quite earlyand Check-in starts 120 minutes before departure.

Num

ber o

f wai

ting

pass

enge

rs

50

40

30

20

10

0

60

70

180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10


In the case of a traditional scheduled !ight we assume a more or less evenlydistribution between 120 an 40 minutes before departure with a small peak at 60minutes before STD.

180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10

10%

10%

10%

10%

10%

10%

20%

10%

10%

0%

0%

0%

MINUTES BEFORE DEPARTURE

DISTRIBUTION


2

To sum it up, the quantity of waiting passengers depends on the type of "ight sincethis in"uences the time when passengers arrive at the airport. The second determinantfor the number of waiting passengers is the time when check-in starts and the thirdwill be the average processing time. Furthermore the number of passengers using theCheck-in needs to be identi#ed.

Tourism*

Low Cost

Business**

238

122

27

204

95

TYPE OF FLIGHTS

SPACE REQUIRED,MAX PAX

SPACE REQUIRED,

PAX WAITING 30 MIN

1.7

1.7

1.7

SPACE PER PAX

IATA LEVEL C

140

72

16

MAX NUMBER

OF PAX

180

180

180

NUMBER OF PAX USING

CHECK-IN

120

56

0

PAX WAITING

> 30 MINUTES

10

8

6

4

2

0

12

14


180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10

Num

ber o

f wai

ting

pass

enge

rs16


* Flights that are used mostly by tourists.** Flights that are used by passengers travelling for business purposes.

The #nal issue when deciding on the service level of di!erent market segments is toidentify the frequency the peaks occur. If certain "ights only happen during a limitedperiod of time, an airport may choose operational measures rather than to providespace only for some days a year in order to avoid over-capacities.

Tourism airports for example may have peak days that di!er strongly from “normal”days. Planning the airport for such peak days may result in substantial over-capacityoutside of the season.

After having analysed the amount of passenger waiting for Check-in, the requiredspace per passenger can be adjusted according to the individual situation at theairport.

For example for the tourist segment 1 m2 per passenger may be su$cient for thenumber of waiting pax occurring for more than 30 minutes and 0.8 m2 for thepassenger peak can be considered as the minimum during the maximum peak.

The same #gure may be applicable for Low Cost Passengers as they carry a lowernumber of bags.

Business passengers should get 1.7 m2 for the maximum peak as there is a highamount of individual travelers.

After the adjustment the space requirement will be as follows:

Tourism*

Low Cost

Business**

112

58

27.2

120

56

TYPE OF FLIGHT SPACE REQUIRED (BASIS MAX PAX)

SPACE REQUIRED (BASIS PAX WAITING 30 MIN)


2

* Flights that are used mostly by tourists.** Flights that are used by passengers travelling for business purposes.


Katowice International Airport

REGULATORY FRAMEWORK ONAIR PASSENGER RIGHTS

LEGISLATION REGARDING NATURE PASSENGERS’RIGHTS RESPONSIBLE

Regulation (EC)1008/2008 (24September2008).

Commonrules for theoperation of airservices in theCommunity.

Regulation.Immediatelyenforceable as lawin all MemberStates simulta-neously from1 November 2008(Self-executing,not requiring anyimplementingmeasures).

Transparentinformationon price.

Air carrier.

Regulation (EC)1107/2006(5 July 2006).

Concerning therights ofdisabledpersons andpersons withreducedmobility whentravelling byair.

Regulation.Immediatelyenforceable as lawin all MemberStates simulta-neously from 26July 2008, exceptArticles 3 and 4which appliedwith e"ect from26 July 2007(Self-executing,not requiring anyimplementingmeasures).

Assistanceto PRM.

AirportManagingBody,Air carrier.


3

Regulation (EC)965/2012 (5October 2012).

Laying downtechnicalrequirementsandadministrativeproceduresrelated to airoperations.

Regulation.Immediatelyenforceable as lawin all MemberStates simulta-neously from 28October 2012(Member Statesmay decide not toapply the provi-sions of Annexes Ito V until 28October 2014).

Safety,carriage ofspecialcategories ofpassengers(SCPs) inclu-ding PRM,UM anddeportees,inadmissiblepassengersor prisonersin custody.

Air carrier.


Regulation (EC)2111/2005 (14December2005).

On the establi-shment of aCommunity listof air carrierssubject to anoperating banwithin theCommunityand oninforming airtransportpassengers ofthe identity ofthe operatingair carrier (listof air carrieramended byCommissionRegulation (EC)273/2010).

Regulation.Immediatelyenforceable as lawin all MemberStates simulta-neously from15 January 2006.Articles 10,11 and12 apply from16 July 2006 andArticle 13 appliesfrom 16 January2007(Self-executing,not requiring anyimplementingmeasures).

Informationon theidentity ofthe airline.

Air carriagecontractor.

Regulation (EC)261/2004 (11February 2004).(under revision)

Common ruleson compen-sation andassistance topassengers inthe event ofdeniedboarding, andof cancellationor long delay of#ights.

Regulation.Immediatelyenforceable as lawin all MemberStates simulta-neously from 17February 2005(Self-executing,not requiring anyimplementingmeasures).

Information,Assistance,Re-routing,Reimburse-ment,Financialcompen-sation.

Air carrier.



3

MontréalConvention.(28 May 1999)transposed intoEuropeanlegislationby Regulation2027/97.(under revision)

Uni!cation ofcertain rules forinternationalcarriage by air.

Treaty.Rati!cationneeded. E"ectivefrom 4 November2003.

Compen-sation forInjuries,Lost,delayed ordamagedluggage.

Air carrier.


CouncilDirective90/314 (13June 1990).

On packagetravel, packageholidays andpackage tours.

Directive. Binding,as to the result tobe achieved, uponeach MemberState to which it isaddressed, butleaving to thenationalauthorities thechoice of formand methods.Deadline fortransposal intonational law: 31December 1992.

Information,Performanceof serviceso"ered,Withdrawal,Assistance,Compen-sation(includinginsolvency).

Organiserand/ orretailer.

ECAC Doc 30and annexes.

PolicyStatement inthe !eld of civilaviation.

Recommendation:provisions,speci!cations andguidancematerial.

Facilitationof transportof personsand theirbaggage,Facilitationof transportof PRM,Limitation ofthe amountof handluggage.

AirportManagingBodies, Aircarriers, CivilAviationAuthorities.



3

Guidelines onthe applicationof Regulation(EC) 1107/2006(14 June 2012).

Concerningthe rights ofdisabledpersons andpersons withreducedmobility whentravelling byair.

EC interpretationof Regulation1107/2006(addressed mostlyto NationalEnforcementBodies).

Assistanceto PRM.

AirportManagingBody, Aircarrier,passengers.


ACI EUROPE and its member airports support and participate in the European Commission’s information campaigns onAir Passenger Rights.

A new airport signage manual was published in 2012. This document containsguidelines to be applied in all airports of AENA Aeropuertos for PRM assistance,including evacuation routes and areas for assisting and rescuing PRM, new pictogramsassociated with PRM service and Braille signage.

With the aim of improving the passenger experience at the airport, AENA Aeropuertoshas launched several testing projects on self-service baggage check-in at AdolfoSuárez, Barcelona-El Prat and Alicante-Elche Airports.

Special attention is focused on Adolfo Suárez Madrid-Barajas Airport, where AENAAeropuertos is collaborating with Iberia to develop Agora project on passengerprocess automation and quality service improvement. Amongst other activities, avirtual assistant provides information on self-check kiosks and fast–delivery baggagecounters, security access control, boarding process, and on the products and serviceso!ered by the company: VIP rooms, fast track service. The new self-check-inapplication incorporated more intuitive software for identi#cation and baggageprocessing. Excess baggage can be paid by credit card. Quick Customer ServicesPoints, with multimedia totems, have been displayed on boarding areas and arrivals ofT4 and T4S, providing information to improve passenger experience.

4


CASE STUDIES: PASSENGERSERVICES OFFERED AT EUROPEANAIRPORTS


Iberia has also launched a Family Pass to facilitate transit through the Adolfo SuárezMadrid-Barajas Airport T4 for those travelling with children. Speci#cally, the airlineagent accompanies the family to safeguards through a unique shortcut, called FastTrack, and, hence, to boarding their #ght or to the assigned area.

Adolfo Suárez Madrid-Barajas Airport is also developing the following facilities toimprove the passenger experience at the airport:

• A new Hotel in Terminal T4, -1 "oor• Free playground service, not only in T123 but also T4• A new system to control the passenger "ow at the security control process• New interactive information points through di!erent terminal building areas• New retail area, providing more o!er to the passenger• New waiting areas for families and PRM, pre-boarding areas in T123 and

boarding areas for groups in T4• Development of T123 as a HUB, improving the quality of services o!ered there

(FIDS, connecting "ows, etc.)



4

PRMMyWay is a personalised support service for disabled passengers travelling in an EUMember State. It provides mobility lifts, escalators and moving walkways, elevators,appropriate signage and guidance and quali#ed professionals providing fullassistance.

FAMILIESFamily Airport consists of a set of services for all the family. Except where indicated allservices listed are free and available daily, 24 hours, to passengers travelling with allairlines.

FREQUENT FLYERPremium, with the comfort and convenience of frequent "yers in mind, those whohave chosen an enhanced experience can enjoy a range of services to make their tripas enjoyable and successful as possible. Lounges and Business Assistance.

GROUPSFor business or for leisure groups, ANA provides relations assistants to help and directyou and make your travel experience more comfortable and productive.

LIVING SPOTDiscover the right place for the #nal preparations.

Porto Airport

4


WI-FI SERVICEFree Wi-Fi at Lisbon Airport - Using "Boingo Hotspot", Lisbon Airport now o!erspassengers 30 minutes of free Wi-Fi internet access per every 12 hour period. In orderto use this service, a one-time registry with Boingo is needed. For legal reasons andsecurity measures, a credit card will be required for registration.

RELAX AREALocated near gates 19 and 20, the Relax Area allows passengers to get the best valuefor their free time, by resting, watching the planes land and take o! on the runway orentertaining themselves in this comfortable space with recumbent chairs.

MOBILE APPLICATIONSCheck your "ight status, plan your trip and get to know the commercial andentertainment solutions at the airport. Last minute or in advance.

Lisbon Airport


4

VIDEO WALLSLarge video walls are located in 10 departure gates. Airlines can display their corporateor destination videos, as well as images and text on destination tips. The destination’sweather forecast is also displayed.The content of screens is updated to follow the "ight schedule in order to capture thetarget audience of the speci#c airline that serves the particular destination. Passengersare informed and entertained while waiting to board, plus airlines directly addresstheir customers in an innovative way. Through this customisation of AIA’s departuregates, the passengers’ travel experience is enhanced and at the same time airlines’services and brand image are e!ectively exposed to their target audience.

REAL-TIME UPDATESPassengers are advised of an estimate of the time needed to reach their departuregate. “Expected Time to Gate” is provided to passengers in real-time, via eightmonitors located in both Schengen and Non-Schengen areas of the terminal building.The provided content is dynamic and refreshed every minute. Through this newservice, passengers are informed based on the current location of the monitor and inthis way avoid any possible delays. Additionally, through this service, the queuing isdecreased and smooth and e$cient terminal operations are guaranteed.

VIRTUAL ASSISTANTSTwo Holographic Announcers/Virtual Assistants are located in both Schengen andNon-Schengen areas. Pre-recorded videos are played, providing useful information totransfer passengers. In the future, Athens International Airport plans to use them forthe provision of additional information such as security tips and shopping promotions.

WORLDTRACER KIOSKSLocated throughout the Baggage Claim area, enable passengers to report their ownmissing luggage by scanning the bar code on their tag.

E-LOUNGEAt the Arrivals public area, opposite to our own new Information O$ce, the new e-Lounge creates a warm and attractive environment blending a lounge atmospherewith the digital services within the Main Terminal Building. It has a modern «look andfeel», with renovated layout, ceiling, materials, lights and equipment upgrades, thatare aesthetically consistent with neighbouring areas, while also providing unmannedand fully automated services. The e-Lounge o!ers, on a 24hrs basis: wireless Internetconnection (free 60 minutes), free PC access with 15 minutes free internet, mobilephone and laptop charging. The user could also use a specially designed laptop barand TV appliance.

4


INTERNET ISLANDLocated at the Departures Schengen area.Passengers can enjoy a visit to the e-Island, a former seating area which was upgradedinto an “Internet Island”, a new welcoming area, which includes new design featureswith user-friendly and appealing materials, and curvilinear design. This newwelcoming space was created by applying the new clustered seating concept.Passengers can bene#t from the advanced technological facilities on o!er, such aswireless internet, information monitors, mobile phone charging and free PC access onspecially designed laptop bars.

NEW CENTRALISED INFORMATION COUNTERA New Centralised Information Counter at the Arrivals area in the Main TerminalBuilding has been created. The new information counter replaced the two informationcounters operating opposite the Non-Schengen and Schengen arrival exits, aiming too!er an upgraded service to AIA’s customers.The new design is developed so as to allow su$cient queuing area without disturbingpassenger circulation in the Arrival Hall corridor. This aesthetic and functional upgradealso improves the ambience of the surrounding areas.

BRANDED SEATINGLocated at the departures public area, branded seating with modern “look and feel”,where passengers can bene#t from the advanced technological facilities.



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4RENOVATED BUS GATESThe last impression of Athens is the Renovated Bus Gates, decorated in a modernmanner, featuring new materials and impressive ceiling lamps. The renovation of AIA’sBus Gates entails the creation of a warm, modern and relaxed atmosphere through theuse of colour, new materials and the improvement of arti#cial light. It involves theapplication of a contemporary touch, empowering the airport’s e!ort to foster animproved travel experience through an aesthetic and functional upgrade of the gates.Additionally, through the impressive images of the city of Athens, the city is promotedas an inviting and enjoyable city break destination that is worth revisiting.

RESTROOM RENOVATIONRestroom Renovation is included in this aesthetic and functional upgrade, through thecreation of a modern atmosphere with enhanced hygiene facilities, new sanitaryequipment.

SECURITY SCREENING RENOVATIONUpgrade of Schengen Security Screening Area by creating separate entrance point forFast Track passengers, increasing the overall queuing area and separate lane forfamilies & PRM.

CHILDREN’S CREATIVE ENTERTAINMENT AREAAIA aiming to fully meet the needs of travelling families, created in cooperation withthe non-pro#table organisation "The Smile of the Child" a friendly, safe and innovativearea for children. This innovative service, supervised by specially trained sta!, enableschildren to creatively occupy themselves.


BABY ROOMSIn an e!ort to cover family needs, AIA has out#tted bathrooms and specially equippedbaby rooms, ideal for feed and changing babies, at various locations (both public andpassenger areas) throughout the Terminals as indicated by the baby care symbol.

CARING FOR CULTUREAthens International Airport (AIA) being a crossroads for people and cultures from allover the world, actively preserves and promotes Greece's cultural heritage andcontemporary art.Besides the permanent exhibition dedicated to Eleftherios Venizelos and the AirportMuseum, AIA frequently hosts cultural events, including painting and photographyexhibitions, book presentations and a number of cultural collaborations in variousrealms, thus o!ering its millions of passengers and visitors an exciting airport stay.

ATHENS SPOTLIGHTEDThe "athenspotlighted" programme provides a free discount city card, which can beused at various cultural sites, museums, art galleries, restaurants, night clubs and awide variety of selected stores all over Athens. Athens Spotlighted card is apromotional card for the city of Athens intended for use by international visitors. Thecard provides special discounts and bene#ts at our city’s best spots.


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AIRPORT OFFICEA wealth of useful services is available at the Airport O$ce, Airport Plaza, arrivals level:• Hotel reservations• Tourist information• Fax and photocopy services• Key and document depository Cloakroom Service• Lost & Found• Buying Vouchers for the Airport Lounge• Shower• Sales point for tickets for events• Hamburg Card• Bus tickets to Kiel• Local public transport Services• Sightseeing Tours by bus in 8 languages• Harbour boat trips• Daily tours with the catamaran HSC "Halunder Jet" to Cuxhaven and Heligoland• Souvenirs and travel

TAKING THE STROLLER TO THE PLANEWhen travelling with children, after check-in, parents are given a sporty stroller inHamburg Airport Livery to use until they board. The stroller is then returned topersonnel at the gate – it is for free.

AIRPORT CONFERENCE CENTRE TERMINAL 2It has modern conference rooms that o!er space for up to 170 people to attendseminars, training courses and conferences. People are provided with #rst class serviceand culinary delights. The Meet & Dine Team is ready to help with everything during theevents.

LIMOUSINE SERVICEAirport partner T&M Limousinen Service o!ers "exible, comfortable transportationservices from the Airport to any destination in the region. The company’s limousines willpick passengers up directly at the terminal or the General Aviation Terminal GAT andtake them to their destination.Deluxe vans can be provided for large groups. The company’s services include Airport-hotel transfers, city tours and a wide variety of other special tours and trips.

VIP SERVICEA separate VIP parking space is available to visitors right beside the terminals and in thedeparture hall respectively right outside the plane. Upon consultation, airport sta! cantake care of check-in/check-out formalities. In addition, passengers can be accompaniedto the aircraft or, upon arrival, can be greeted right outside it. If the plane stops at acertain distance from the terminal, the VIP bus will be there to pick passengers up.


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AIRPORT MODEL EXHIBITIONThe Airport Model Exhibition is an unusual and appealing location suitable for bothcorporate and public events with up to 125 people. A presentation room with state-of-the-art media technology and 142 seats in combination with the cosy bistro in thefoyer of the Airport Model Exhibition and the adjoining panorama terrace emphasisethe uniqueness of this event location.All the rooms and the panorama terrace are guaranteed to provide visitors with animpressive view of the aprons as well as the planes taking o! and landing. The bistro ischaracterised by its warm, inviting colours and the elaborate ornamental modelaeroplanes.The Airport Model Exhibition is within easy reach of the motorway A7 as well as thecity centre. A su$cient number of parking spaces available at the event rate are to befound in the immediate vicinity, i.e. within walking distance of the venue.

AIRPORT LOUNGEThe airports own Airport Lounge o!ers passengers a spectacular view over both theapron and the Airport Plaza. Amenities include a bar serving a wide range of softdrinks, alcoholic beverages and snacks, TV screens and a comprehensive selection ofinternational newspapers.Monitors showing the latest passenger information, comfortable desks, Internet accessand Wireless LAN are also provided.The Lounge is available to all passengers in possession of a valid boarding pass, at aprice of 30& or via direct payment in the Lounge using a credit card. There is also thepossibility of o!ering a voucher to visit the Airport Lounge. Vouchers are available inpacks of 10 and 25.

Hamburg Airport

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PRMA wide range of special services is available at Hamburg Airport for visitors andpassengers with reduced mobility. The service personnel will do all they can to maketheir journey or visit at Hamburg Airport as easy and as comfortable as possible.

INTERNET POINTThe new Internet Point in the Arrivals area of the Airport Plaza commenced operationat the beginning of March 2012. Six internet desks and a printer are available forpassengers’ use (price: &0.10/minute).Other locations:Terminal 2, Arrivals: 2 workstationsPier Gate A19: 2 workstationsPier Gate A37: 2 workstationsPier Info: 2 workstationsNon-Schengen, southern Pier: 2 workstations

FREE WIRELESS LAN ACCESSPassengers can check their emails quickly on their laptop, tablet PC or smartphonebefore they "y, book a hotel at their destination or just pass the time waiting for their"ight by sur#ng the web. With immediate e!ect, passengers and visitors can use theWLAN service from Hamburg Airport, free of charge for one hour.How it works:Activate WLAN in the settings of your device and view the list of available WLANnetworks. Select the Hamburg Airport Free WLAN. One hour of free sur#ng thenbegins immediately. After this period, the connection is automatically terminated. Theuser then has the option of paying to use the WLAN provided by BBG Global AG.A telephone hotline is available free of charge for questions relating to WLAN access:(0800) 0 629466.

PRAYER ROOMThe prayer room at Hamburg Airport is a modern room for Christian contemplation.Passengers are invited to write their thoughts, problems and wishes in the visitor andprayer book. A Bible and prayer books are provided for their personal prayers.Information about ecclesiastical life in Hamburg is also provided.The Airport Prayer Room is located in Terminal 1 on Level 2 (behind the travel agents’hall); it is open from 06.00am-22.00pm.If passengers would like to speak to someone, share a prayer or receive a blessing for ajourney, Hamburg airport chaplain Björn Kranefuß will be happy to receive them. Thechaplain is a pastor in the Protestant Lutheran church and he gives travellers, visitorsand employees of all the companies working at the airport advice on church matters,social and personal questions. He can be contacted from all internal telephones on theinternal number -1857 or by mobile phone on +49 (179) 1 06 82 95. Passengers canalso ask at the Airport O$ce or any information counter.


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Munich Airport o!ers a wide range of services designed to make the passengers stayat the airport as pleasant as possible:

WIRELESS LANWireless LAN is o!ered in both terminals at Munich Airport, 30 minutes are free ofcharge.

WORKSTATIONS / INTERNET TERMINALSPassengers can use workstations with internet access, Microsoft O$ce and laserprinters on payment of a small fee (24h).

AIRPORT TVPassengers can keep abreast of the latest news, events, culture and sports results withover 120 monitors, located in the public and non-public areas of the airport.

MOBILE APPSmart phone users can check the latest arrival and departure information and #nd outabout shopping, dining and services at Munich Airport wherever they go.


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Munich Airport


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INFORMATION SERVICESMaps, tips and information about the airport, local transportation and the surroundingareas are provided in order to help passenger as well as in any way possible.Furthermore tickets for city tours and excursions to sights in Munich and thesurrounding area are sold and hotel reservations are arranged.

GAMBLING HALLSPassengers can make a short stopover feel even shorter with a fun visit to one of ourgaming arcades.

SHOWERSJust steps from the arrivals area in terminal 2, six exclusive shower units are waiting,each equipped with a shower, toilet, sink and plenty of space to put belongings.Naturally, fresh towels are provided along with shower gel and shampoo. The price touse the showers is 15&. Additional showers are located in the Central Area next to theService centre (for men) and next to the parking o$ce (for women).

MASSAGE CHAIRSMassage chairs await the passengers in the non-public areas of both terminal 1 andterminal 2.

AIRPORT LOUNGESThere are two common user lounges (operated by Munich Airport) and several airlinededicated lounges in T1 and T2, o!ering reception services, snacks and beverages,modern shower facilities, en-suite toilets and separated smoking areas.

MEET AND ASSIST SERVICEOn request, trained sta! will accompany passengers during their time at the airport,whether on arrival, before departure, or while waiting for a connecting "ight. Thismeet and assist service can be tailored to individual needs. It may also include helpwith overcoming language barriers, when checking in or picking up luggage and#nding the way around the airport.

Munich Airport

CONFERENCE CENTREMunich Airport is operating a conference centre with 40 meeting rooms for 5–200people, located in the centre of the airport.

DOCTORS / AIRPORT CLINICAirportClinic M o!ers an innovative medical full-service concept. Renownedspecialists, state-of-the-art medical technology and comfortable surroundings ensureindividual care of the highest quality.

SERVICE CENTRESIn two service centres in Munich Airport City passengers #nd a wide range of serviceslike storage or shipping of purchases or hazardous items, cloakroom service for winterjackets, fax and copying service, laundry service.

VIP LOUNGEThe new VIP WING at Munich Airport is equipped with the latest amenities. Alimousine transfer, di!erent suites for sleeping, dining and holding conferences,luxurious bathrooms and a bavarian beer garden wait for passengers. Furthermorethere is a separate security screening and passport control.

RECREATION AREAThe new recreation area in T2 invites passengers to relax in cosy chairs. Plants andmood lighting are creating a relaxing atmosphere.

NAPCAB SLEEPING CABINSPassengers with a little longer to wait at Munich Airport can try a new concept forwhiling away the time: Napcab sleeping cabins are a perfect way of #nding someprivacy and beating jetlag.

INFOGATESThe InfoGate was developed as an innovative passenger navigation and informationsystem at Munich Airport. This highly innovative system is ready today to help handletomorrow's customer needs and expectations by o!ering face to face video callingand di!erent other functions.

PRMAssistance for passengers with disabilities or reduced mobility is provided fordeparting and arriving passengers.

PRAYER ROOMSMunich Airport has several prayer rooms for passengers wishing to pray or simplyspending some quiet moments.

WRAPPING MACHINESWrapping machines to protect luggage from damages are situated in both terminals.


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FAMILLE PLUSNice Côte d'Azur Airport is labelled “Famille Plus", o!ering a wide range of servicesspeci#cally dedicated to families, including:• Children's play areas in boarding lounges and outside Terminal 2, where children

can enjoy themselves in complete safety while waiting to board their "ight• Nurseries with access to both parents available in each terminal• Catering outlets providing special children’s services (children's menu, high chairs,

etc.)• On site emergency medical centre, easily accessible by phone• Dedicated passenger screening security points during school holiday periods for

families with children• Distribution of gifts at weekends for departures during school holidays• Free push chairs available for use in boarding zones

Visitors have at their #ngertips all the information they need on venues in Nice andMonaco, not to mention real-time hotel availability.

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Nice Côte d’Azur Airport


VISITORS LOUNGEThe airport lounges promote the Côte d'Azur's top destinations via murals, screens,interactive terminals (operating from tourist o$ce databases) and specialised sta!.Visitors have all the information they need on venues in Nice and Monaco at their#ngertips, not to mention real-time hotel availability.Also worth noting are lounge opening hours: a team of approximately 10 sta!ers ishere to welcome you 365 days a year, from 9am to 6pm in winter and until 8pm inhigh season.

THE AIRPORT PREMIER CLUBThe Airport Premier Club card grants access to exclusive advantages and bene#ts: fasttrack, dedicated parking, discounts and advantages in the restaurants, shops andaccess to the club lounge.

PRMAssistance for passengers with disabilities or reduced mobility is provided by NiceCôte d'Azur airport. Both terminals have a special security check point with trainedsta! to facilitate passage for people with reduced mobility. Call kiosks are provided inthe parking lots and all around both terminals.

AREAS FOR UNACCOMPANIED MINORSSpecial waiting areas for unaccompanied minors are provided near the arrival halls inboth terminals.

PLACE OF WORSHIPIn response to requests expressed by many passengers, Nice Côte d'Azur Airport hasopened places for prayer devoted to the three monotheistic religions. These areas alsoo!er a quiet area for re"ection, with three rooms and a reception desk - the perfectplace to combine spirituality with tranquillity.Passengers and users can enjoy some quiet moments of meditation thanks tovolunteers from the not-for-pro#t, ecumenical association ICHTUS.Opening hours: 6:15am-10pm.

FREE WI-FI AND PHONE APPSNice airport’s free iPhone and Android application o!ers real time "ight information,"ight search capability and useful telephone numbers, all at the passenger's #ngertips.Wi-Fi connection is also free in both terminals.

BAGGAGE SCALESTo avoid excess baggage issues, baggage scales are provided free of charge in check-in zones.

INTERACTIVE INFORMATION KIOSKSRestaurants, bars, check-in zones and airlines can easily be located. Passengers cane!ortlessly #nd their way everywhere in the terminals.

MULTIMEDIA AREASMultimedia corners o!er workplaces, services and entertainment. Passengers can alsoprint documents.


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SERVICE CENTRESThe Nice Côte d’Azur Airport Service Centres do their utmost to make life easier forpassengers. 7 days a week, from 8am to 8pm. Here travellers can send faxes, purchasetickets for access to Salons Clubs (VIP lounges), consult Lost & Found, letters drop o!,or print documents from a USB "ash drive. Service Centres are present in bothterminals, providing a wide range of minor and more signi#cant services.Services provided:• Left luggage• Drop o! and pick up point for objects not allowed in the cabin• Luggage strapping• Lost and found• Dry cleaning• VIP lounge vouchers on sale• Faxing, document printing• Document collection point• Bicycle boxes• Bags and animal carrying crates

BUSINESS CENTRESThe Business Welcome service o!ers:• Personalised welcome services for passengers• "Congress" reception desks• Business centres at each terminal with meeting rooms and o$ces for rent• Art exhibitions

MOBILE PHONE CHARGING TERMINALSMobile phone charging terminals are available for use near the internet areas inTerminal 1 and 2 boarding zones.

BAGGAGE PROTECTIONBaggage protection from damage, rain, theft and accidental opening using a 100%recyclable ultra-resistant plastic #lm.

HAIRDRESSER CORNERA fast quality haircut is available at the hairdresser corner in the public area of T2.

VIP LOUNGEFor those travelling, Nice Côte d’Azur Airport now o!ers access to its VIP Lounges inthe departure zone of each terminal.

ONLINE SERVICESNew at Nice Côte d’Azur airport: after online car park and Club lounge booking, VALETPARKING is the new Premium service extending this range intended to make life easierfor airport passengers.

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MALPENSA TERMINAL 1 REFURBISHMENTTerminal 1 will be almost completely refurbished before EXPO 2015. Starting with theopening of the new North Satellite in January 2013, works are in progress to build acompletely new security area, a top level shopping area available for both Schengenand Non-Schengen passengers, where a Milan-Italy high level experience will beo!ered before "ying away from Malpensa. Impressive architecture and hi-tech serviceswill make the renewed terminal a best in class airport premise.

ONLINE STRATEGY, E-COMMERCE AND AIRPORT CRMIn 2011 SEA deployed a new airport web-site to support a unique experience of airporte-commerce: lounges, fast tracks, Wi-Fi services are sold online. 10% of parking salesare currently processed via the website. A Customer Relationship Managementinfrastructure has also been deployed as a support infrastructure for this new BtoCstrategy, integrated into the overall company Online strategy.The SEA Airport CRM is a unique Airport CRM in Europe (partial examples CDG, FRA,AMS and NCE) created to build complete integration between Sales, Marketing andCustomer Service (front and back o$ce). In less than two years more than 600,000registered contacts were stored in the database and all airport touch points (callcentre, information desks, passenger complaints, requests for information, etc.) aretracked in the system, with a complete mapping of contents.


Milan Malpensa Airport

FLY VIAMILANOThe innovative assistance to self-hubbers provided by SEA in Malpensa is taking o!.The year 2012 closed with 204,432 passengers managed using links between airlineswithout commercial agreement for transit passenger (typically LCC vs legacy carriersor LCC vs LCC). Some major airline started to promote the service as an opportunity toincrease tra$c on intercontinental "ights, American Airlines and Emirates are twogood examples (www."yviamilano.eu).

MOBILE TECHNOLOGY TO EMPOWER THE PASSENGERMalpensa and Linate Apps provide a tool to support the passenger experience fromhome to gate. Not only updated information about "ights and connections to theairport are provided; the new release of SEA Apps will give mobile e-commerceservices to buy access to parkings, lounges, fast track and pay for use Wi-Fi contents.

FREE WI-FI ACCESSAvailable since October 2013, make Malpensa and Linate as one of the #rst majorairports in Europe allowing a completely open Wi-Fi access; this is considered a keyissue to complete the strategy to make the passenger more connected andempowered at Milan Airports.

FREE BAGGAGE KART SERVICESince October 2013 baggage karts are available free to Malpensa passengers(previously provided at 2&) in order to have a more smooth process for passenger onarrival. This is particularly important for Non-Schengen passenger who met problemswhen paying service by foreign currency.

FAMILY FRIENDLY AIRPORTInitiative successful at Malpensa - Family Lanes, brochure for kids, dedicate menus andplay areas resulted as wow factors for travelling families experience in Malpensa.Security Lanes dedicated to speci#c passenger categories and destinations bringsigni#cant advantages to airport process and a better passenger satisfaction. Some65,000 passengers used this service in July and August this year giving positive feed-backs.

CHINESE FRIENDLY AIRPORTThis project is also moving its #rst steps, giving evidence of how passengers comingfrom China would welcome dedicated commercial o!ers and customer care,increasing their shopping attitude. SEA is developing this focused B2C approach incooperation with Italia – China Foundation and other multicultural organisations.A Chinese version of the newest Airport App is available since February 2014,providing special functions to translate airport signage by taking a picture of it.

INDOOR VIRTUAL AIRPORT NAVIGATIONA complete virtual indoor navigation is available for Milan Malpensa and Linate airportterminals. This allows passenger to visually ‘walk across’ airport facilities to seelocations and discover commercial o!er. This is available on website and soon onmobile apps. An o!-line mode is available to allow terminal navigation on "ight.

VIRTUAL DESKFive virtual desks in Malpensa and one in Linate connect passengers to a multilingualairport employee able to provide real-time information on departures, arrivals,terminals, shops and transportation to Milan. A 46’ touch screen is used for videocommunication and two high resolution cameras allow the scanning of documents orboarding passes. It is also possible to print the requested information as map withdirections.

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www.flyviamilano.eu

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Warsaw Chopin Airport, as part of its ongoing commitment to customers, is o!eringseveral features to enhance passenger experience, providing a friendly and e!ectiveenvironment.

AN AIRPORT WITHOUT BARRIERS (PRM)Full assistance for disabled passengers and with reduced mobility is provided on botharrival and departure, call kiosks are provided around the terminal, passengers canalso request PRM service at any information or service desks.Induction loops are available at all main service points: check-in, immigration,customs, information and at Terminal Duty Manager’s o$ce.There is a dedicated priority lane for PRM through security queue and dedicatedwaiting space at the conveyor belts at baggage reclaim.Dedicated parking places for PRM are close to the terminal.


Warsaw Chopin Airport

4BUSINESS CLASSA dedicated security fast track is provided for business class passengers and eligibleloyalty card holders.There are three airport operated business lounges (two in Schengen and one in Non-Schengen area), two of which are common use and one is dedicated for Star Alliance.All three lounges o!er reception services, en-suite restroom facilities, a wide choice ofsnacks and beverages, free Wi-Fi, a choice of electronic and paper newspapers andmagazines. Additionally, the Star Alliance dedicated lounge has a separate areaassigned for children and o!ers full check-in services for passengers in case of "ightirregularities.

VIP/STATE/HEADThe terminal complex holds a VIP Lounge with separate road access and car park.Passengers can enjoy individual check-in, immigration control, customs clearance anda discreet security screening. Services include wide selection of snacks and beverages,TV, free internet access, limousine transfers to/from the aircraft, a la carte dining, lavishbathroom facilities and possibilities to organise meetings or conferences.The Terminal for General Aviation is a separate building located on the north side ofthe airport with easy road access.


Warsaw Chopin Airport

FAMILIESFamilies can use a dedicated priority lane through security queue.Children can occupy themselves at playgrounds equipped with entertainmentfacilities including Disney TV. These playgrounds are located in the transfer area.For convenience, fully equipped baby rooms are available throughout the terminal.

SELF SERVICE FACILITIESTwenty seven self-service kiosks are available to customers, #fteen of which areequipped with bag tag printing capability. Self service baggage storage located infront of the terminal at arrival level is available to customers.

VIRTUAL ASSISTANTA virtual assistant (located in the departure hall) in operation 24/7, provides a quickoverview of the self service kiosk features, in both Polish and English.

FREE WI-FIThroughout the terminal, 30 minutes of internet access is available free of charge forpassengers holding valid boarding cards.

SMOKING FACILITIESThree smoking areas (one in Non-Schengen and two in Schengen area) are availablefor smoking customers. Additionally, a small smoking area is provided in the VIPlounge.

MEDICAL SERVICESEmergency medical services and a medical clinic is available 24/7 to provide care tothose in need.

RELAXATION AREAA dedicated lounge accessible by all Non-Schengen passengers where they can enjoy,among others, comfortable armchairs in tranquil surroundings.

ECUMENICAL CHAPELLocated in the departure hall and available for passengers of all faiths.

INTERACTIVE WEATHER KIOSKSPassengers can check the weather at destination or anywhere worldwide with realtime updates and additional features.

SHOWERSLocated in the transfer area (Schengen and Non-Schengen) and o!ered free of charge.

CHARGING POINTS FOR MOBILE PHONESPassengers can charge their mobile phones at special kiosks located in the transferarea. A small fee applies.

WRAPPING MACHINESpecialised service providing luggage protection by applying a special coating foil.Located in the departure hall.

COMING SOONFull check-in services in two common use business lounges, for passengers in case of"ight irregularities.

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Projects /ideas speci#cally for some passenger categories:

• Opening of a new airport lounge: a lounge owned by the airport for special VIP,politicians and royalties. The lounge opened in December 2013.

• Self-Service bag Drop: hybrid-application on 4 or 10 check-in counters for SSBD.Target group: passenger with 1 bag, with right bag size and weight (we call thispassenger the “80%-Passenger”). Implementation by autumn 2014.

• Children’s playground: additional areas for kids to play in pier A wereimplemented in spring 2013.

• Co!ee&book store: a wide open bookstore at the airside with the possibility to sitdown and read a book. Target group: passengers with some leisure time at theairport. Co!ee&book has been open since summer 2013.

Zurich Airport

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ACI EUROPE is the European region of Airports Council International, the only worldwide professionalassociation of airport operators. ACI EUROPE represents over 450 airports in 44 European countries.

In 2012, member airports handled 90% of commercial air tra$c in Europe, welcoming over 1.6 billionpassengers, 16.7 million tonnes of freight and more than 16 million aircraft movements.

www.aci-europe.org

Twitter: @ACI_EUROPE

For more information contact:Federico BONAUDI,

Manager: Facilitation, Parliamentary A"airs & Regional Airports

ACI EUROPE (Airports Council International)6 square de Meeûs, 1000 Brussels, Belgium

tel: +32 (0)2 552 09 76 – fax: +32 (0)2 502 56 37e-mail: [email protected]

Produced by ACI EUROPE. Designed by Caroline Terree.

© Copyright ACI EUROPE 2014

EVERY FLIGHT BEGINS AT THE AIRPORT.



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Documents

Guidelines for Passenger Services at European Airports