May 2, 2018 - News and events from the voice of the world's airports .... population is projected to rise from 48.3% in
ACI
WORLD REPORT
News and events from the voice of the world’s airports
Toronto Pearson: Making the connections that matter p8
MAY 2018
www.aci.aero
Contents 32
AIRPORTS COUNCIL INTERNATIONAL
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ACI’s regional offices
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MESSAGE FROM ANGELA GITTENS FEATURE AIRPORT
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Toronto Pearson: Making the connections that matter
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The benefits of using new navigational aids for airports
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ASQ interview feature: Montréal–Pierre Elliott Trudeau
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26
APEX in Safety review at Newark
International Airport
International Airport
EASi Gates – Express Access Swing
SECURITY
intelligent Gates
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ACI advocating for effective security standards at the 29th ICAO Aviation Security Panel
SAFETY
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ACI presents airport policies at the third ICAO Aerodrome Design and Operations Panel
ASQ
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The quality journey of an ASQ survey
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22 ACI EVENTS
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ACI Events calendar MAP: EVENTS AND COURSES
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Highlighted events and training
Editors
GLOBAL TRAINING
Angelika Joachimowicz
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Training calendar
40
Photo gallery
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NEW WORLD BUSINESS PARTNERS
Manager, Digital Projects
[email protected] Hicham Ayoun Manager, Communications
[email protected]
Airports Council International ACI’s Regional Offices
ACI North America Washington, DC USA
ACI Latin America and Caribbean Panama City Republic of Panama
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ACI Africa
ACI Europe
Casablanca Morocco
Brussels Belgium
ACI Asia-Pacific Hong Kong China
ACI EUROPE WORLD General Assembly Congress & Exhibition 18-20 June 2018, Square, Brussels, Belgium
Hosted by:
Message from the Director General
Message from Angela Gittens Director General, ACI World Set in 2015, the United Nations Sustainable Development Goals (SDGs) call on the international community to pledge a plan of action based on 17 global targets. SDG 9, “Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation,” is directly pertinent to the airport industry and the economies that it serves around the globe. Being fundamental gateways to countries, airports have a significant role to play in the UN’s SDGs. However, the scale of current and forecast demand at many airports clearly indicates a need for increasing levels of investment to maintain and enhance capacity at an appropriate level of service quality and to eventually build more resilient and long-lasting infrastructures. As it has been for years, airport operators continue facing the challenges of upgrading their infrastructure, adding much-needed capacity to cope with traffic growth and improving their service quality to the passengers. While airlines consistently require additional infrastructure, increased capacity and higher service levels, they routinely oppose assuming the cost of such provision of airport facilities and services, disconnecting the request of developing airport to accommodate the current and future demand from the funding of such development through charges. This is a naïve and immature expectation. With global traffic reaching the 7.7 billion
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passenger mark in 2016 and expected to double by 2031 based on a projected growth rate of 4.9% per annum, it is imperative for airports to have a long-term perspective on their business and ensure capacity improvements. In this dynamic competitive environment, our industry is encouraged to set competitive charges, offer incentives and rebates, and invest in quality enhancements to maximize their benefits to effectively meet the challenges of traffic growth. The claim by airlines that a reduction in their airport user fees will create savings for passengers is not only unsubstantiated but is
belied by past behavior. Gaining the permission to grow and obtaining financing are often the major challenges that airports must address in order to accommodate growth in demand. Calls for tighter and rigid economic regulation for airport charges must be founded on sound principles. The role of regulators and their oversight function is to protect the consumer. The application of competition laws, robust measures of competition and market-power tests on the pricing of airport services must be data-driven. Heavy-handed forms of price regulation, particularly in the face of limited or no evidence of market power abuse results in allocative inefficiencies which affect economic incentives adversely. The penalty is ultimately on those that depend on airports to accommodate the demand for passenger and cargo service air service. Economic oversight of airports should be always applied at an optimal level to safeguard the long-term interests of the public. ACI urges regulators to consider the assetincentive nature of airport businesses and that any necessary regulatory framework on charges to be based on the following key principals: • A proportionate regulatory framework, if needed, should facilitate and incentivize commercial agreements between airports and airlines in a flexible manner, rather than burdening stakeholders with unnecessarily strict rules and procedures; • Ensure that all State Members abide by the ICAO charging principles and that their national regulations expressly recognize the need for airport charges to reflect capital expenditure incurred by the
modernization and development of airport infrastructure necessary to meet expected traffic demand; • Facilitate cooperative relationships between airlines and airports rather than incentivize conflicts; and • Recognize that the pre-financing of infrastructure development is a valid option for both airlines and airports, as it allows the lowering of overall financing costs and smoothen charge increases. Infrastructure is a long-term issue – it takes years to design and bring to life and requires the acceptance of a broad range of interested parties. It would be unfortunate for the industry itself to be the impediment to the accommodation of air service demand by pursuing short-term pyrrhic victories. More on this will be discussed at the ACI EUROPE/ World General Assembly, Congress & Ehibition taking place in Brussels 18–20 June 2018. I look forward to see you there.
Angela Gittens Director General ACI World
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Feature airport
Howard Eng, President and CEO of the Greater Toronto Airports Authority (right), and Richard Florida, author, professor and renowned urban theorist, recently took part in a conversation at the Toronto Region Board of Trade on how Toronto Pearson drives economic growth and why enhanced ground connections are key to unlocking the region’s full potential. (Image credit: Sarjoun Faour for Toronto Region Board of Trade)
Toronto Pearson: Making the connections that matter Hillary Marshall, Vice President, Stakeholder Relations and Communications, Greater Toronto Airports Authority
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Against the backdrop of a growing Ontario economy, a booming Greater Toronto Area population and rising air passenger numbers, Toronto Pearson’s Regional Transit and Passenger Processing Centre is the key to unlocking the next era of growth for the airport and the region Toronto Pearson is Canada’s largest airport in terms of total passenger traffic and North America’s second-largest airport in terms of international traffic. The airport is a vital engine of Canada’s economy, helping facilitate international business, create jobs and grow tourism. Passenger traffic at Toronto Pearson is forecast to nearly double over the next 20 years, and with this growth the airport’s contribution to Canada’s economy will only increase in kind. Of course, growth also brings its share of challenges, and for the Greater Toronto Area (GTA), ground congestion has reached critical levels. To better connect travelers and residents
on the ground and to help unlock the next stage of growth for the airport and for Southern Ontario, Toronto Pearson is working with world-class architects and planners, government and other stakeholders to build a Regional Transit and Passenger Processing Centre that will represent a significant leap forward in the way that people connect to the airport, to jobs, to each other and to the world. Growth for the airport, growth for the region To better understand why a ground mobility hub at Toronto Pearson makes sense, it is important to realize just how rapidly the airport, the GTA and the province are growing. Last year, 47.1 million total passengers traveled through Toronto Pearson, representing an increase of 2.8 million passengers (+6.2%) over 2016. Passenger traffic at the airport has about doubled every two decades since the 1970s, and by the mid-2030s, total traffic at Toronto Pearson will have nearly doubled again to some 85 million passengers.
The GTAA and Metrolinx are partnering to study potential transit connections to the Regional Transit and Passenger Processing Centre, including the Kitchener rail corridor, Eglinton Crosstown West LRT, Finch LRT, Mississauga’s Bus Rapid Transit and various local and regional bus service.
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Feature airport
The GTAA recently launched “The Better We Move” media campaign in support of the Regional Transit and Passenger Processing Centre initiative, and to raise awareness of the need for enhanced ground connectivity in the Greater Toronto Area.
Toronto Pearson’s commitment to passenger service has grown in kind with rising passenger numbers, and we are proud to note that we were named North America’s best large airport in 2017 by Airports Council International’s Airport Service Quality programme. This recognition is a major milestone for the Greater Toronto Airports Authority (GTAA) as it works, under the leadership of President and CEO Howard Eng, to realize its vision of being the best airport in the world. In fact, the GTAA sees the Regional Transit and Passenger Processing Centre as part and parcel of its commitment to continually offer better service to its passengers and grow sustainably with the communities it serves. In terms of the dynamic growth taking place around Toronto Pearson, Ontario’s population rose 10.6% in 2017, and is projected to grow by 30.3%, or more than 4.2 million, over the next 25 years. What’s more, the provincial economy has grown faster than Canada’s and those of all other G7 nations for the past three years. And good news for the future is that the total number of employed people in Ontario is projected to grow
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from about 6.8 million between 2010 and 2015 to about 8.5 million between 2036 and 2040. The story for the GTA is no less impressive. The area is projected to be the fastest-growing region of Ontario, with its population increasing by almost 2.9 million, or 42.3%, to reach 9.6 million by 2041. Moreover, the GTA’s share of provincial population is projected to rise from 48.3% in 2016 to 52.7% in 2041. More activity, more ground congestion The growing number of people living, working, playing and moving throughout the region over the next two decades means that the GTA’s already serious ground congestion challenges will only worsen. While the focus of this conversation generally centres on downtown Toronto, there are other vital population and job clusters in the GTA that are struggling with congestion. A recent study by a non‐partisan research organization, the NEPTIS Foundation, showed that the Toronto Pearson airport employment zone
Toronto Pearson borders three municipalities and is uniquely situated to connect major job and population areas; even if the airport didn’t exist, the location makes sense for a ground transportation centre to connect the region.
(AEZ)—the second largest employment zone in Canada after downtown Toronto—currently accounts for about 1 million car trips per day. Notably, less than 10% of trips into and out of the AEZ are by transit. Moreover, the West Greater Toronto-Hamilton Area (GTHA) generates more than 4.5 million trips per day. Only 7% of these trips are by public transit.
around the world. By the time they were the size of the GTHA, New York City and Chicago each had at least two major ground transportation hubs. Only 10% of passengers take transit to Toronto Pearson—compare this to 40% and Amsterdam Schiphol, 50% at Hong Kong Kai Tak and 60% and Shanghai Pudong. Connecting the region on the ground
Drive times to Toronto Pearson are expected to rise by an average of 30% over the next 20 years, and the truth is, Toronto Pearson and the GTA are behind the curve when we look at the ground connectivity of other airports and city regions
Toronto Pearson’s Regional Transit and Passenger Processing Centre will take advantage of the high concentration of travel demand generated by the airport and surrounding zone; provide an 11
Feature airport
competitiveness,” and that “investment in a new regional transit centre at the airport will only enhance and reinforce this progress.” The GTAA has engaged HOK to design the Regional Transit and Passenger Processing Centre at Toronto Pearson. HOK is a leader in sustainable, high-performance design and has led major aviation and transportation projects at some of the world’s most travelled international airports. HOK will lead a design team that includes WSP Engineers and Weston Williamson + Partners, and the initiative will include engagement with many different stakeholder groups, including airport partners, government and local community members. Hillary Marshall, Vice President, Stakeholder Relations and Communications, Greater Toronto Airports Authority
economically critical missing link in the regional transit system; connect people to economic opportunities in the AEZ; and provide networked transit service to many of the region’s most disadvantaged communities. The mobility hub will also stimulate ongoing, high-value economic activity beyond the AEZ and support the reduction of greenhouse gas emissions and other pollution. Influential voices have publicly supported the project, including former Ontario Minister of Transportation Steven Del Duca; Toronto Mayor John Tory; Mississauga Mayor Bonnie Crombie; Brampton Mayor Linda Jeffrey; and more. Richard Florida, Director of the Martin Prosperity Institute, Professor of Business and Creativity at the Rotman School of Management at the University of Toronto and renowned urban theorist, recently wrote that “having a global hub airport is fundamental to Toronto’s economic
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The GTAA also recently announced that it is partnering with Metrolinx to study potential transit connections to the Regional Transit and Passenger Processing Centre. This represents a major step toward the goal of better connecting the region to itself and to the world, and in the process further driving prosperity across the Greater Toronto Area, Ontario and Canada at large. The GTAA, along with stakeholder partners that span the aviation industry, government and the private sector, is committed to turning the challenges associated with growth into opportunities for a better-connected region. We believe that an airport can do more than simply see Canadians off on a journey or welcome them home. The better we move, whether on the ground or in the air, the higher we can all fly.
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Airport Service Quality
ASQ interview feature: Montréal–Pierre Elliott Trudeau International Airport By Sevda Fevzi, Manager, ASQ Strategic Marketing, ACI World
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ACI World’s Airport Service Quality (ASQ) programme is now in its 12th successful year and, as we celebrate this milestone, we are focusing on how airports are increasingly putting the passenger at the forefront of the airport experience. In 2018, we will be evaluating how the ASQ programme and its series of optional tools helps our airport members by guiding high-level decision-making, optimizing and prioritizing initiatives and closely monitoring customer experience service levels. In this edition, we speak with Aymeric Dussart, Director, Technologies and Innovation at Aéroports de Montréal.
What is the mission / vision of Aéroports de Montréal? Our mission is threefold: • Provide quality airport services that are safe, secure, efficient and consistent with the specific needs of the community; • Foster economic development in the Greater Montréal Area, especially through the development of facilities for which it is responsible; and • Co-exist in harmony with the surrounding environment, particularly in matters of environmental protection. Vision: For Montréal-Trudeau to expand its role as a continental gateway and a dynamic hub for passenger traffic between Europe and the Americas.
1. What does customer experience mean to the Montréal-Trudeau Airport? At Montréal-Trudeau, we aim to deliver a superior customer experience based on flawless core passenger services, seamless processes and establishing an emotional connection with our travellers. To do this, we capitalize on operational efficiency, the use of technology and a local Montréal touch to deliver a real impact on the passenger experience. 2. Why is this important to your airport? Because we want Montréal-Trudeau to be increasingly perceived by passengers as an
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Airport Service Quality
enjoyable and interesting starting point for their vacation. In fact, it is exactly what they ask of us. For the business traveler, we want to offer a seamless process that offers the amenities needed to work, such as fast Wi-Fi connectivity. Finally, for the connecting passenger, we also want to strengthen our ability to provide fast and enjoyable connections, allowing YUL to be a platform of choice for airlines. 3. The Montréal-Trudeau Airport currently subscribes to the ASQ Departures and the new Arrivals Survey. A. How is each survey being used to guide decision-making? At Montréal-Trudeau, the ASQ Survey is part of our portfolio of passenger satisfaction measurement tools. We use both the departure and arrival surveys for benchmarking purposes to see how our performance compares with that of our peers. In this sense, they perfectly complement an internal survey program that we have at MontréalTrudeau. We also value the independence of the methodology and the robust validation and audit process. This ensures that we have quality data for decision-making on the experience of our passengers. B. How are the survey findings used for strategic or tactical reasons, and for actionable plans?
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Measurement alone does not serve a purpose. Collected metrics should be part of a governance process that reviews analytics and acts on opinion in an effective manner. At Montréal-Trudeau, a multi-disciplinary customer experience committee reviews our key indicators and defines action plans to improve the experience. Also, it is essential to understand the relationships between operational measures; passenger experience and value creation. For example, by reducing the average wait time at security by 20%, how will satisfaction levels and sales be affected? C. How does the ASQ programme help to achieve the Montréal-Trudeau Airport’s objectives? At Aéroports de Montréal, we are committed to offering Montréal-Trudeau’s customers a memorable experience, with a Montréal flavour, supported by staff who aim for excellence. Quality of service and customer experience has been defined as a priority in our strategic plan. Any initiative supporting these objectives must be supported by adequate measurement. The ASQ, with its robust methodology and significant number of program participants, supports this objective. 4. The Montréal-Trudeau airport also subscribes to the additional optional reports of ASQ Personalised Passenger Personas, which is one of the enhanced services derived from the ASQ Departures programme.
Why was the personalised Passenger Personas report chosen amongst all of the optional reports? The report on Passenger Personas was important to help us better understand our customer segments beyond the traditional business traveler / leisure traveler segments. The determinants of satisfaction vary greatly from one persona to another and this will allow us to personalize our offerings according to each persona’s needs. 5. The Montréal-Trudeau Airport recently subscribed to the customized ASQ Passenger Personas blended with Customer Journey Mapping. How do you anticipate the use of the findings of this new customized service? The passenger process in an airport is generally designed in the rightful interest of optimizing the processing time. However, if some steps were to be more critical for some groups than others, we wanted to know how to adapt the steps to the needs of these customers. There are moments of truth for our customers and if they are missed, it could be difficult to renew their experience afterwards. We anticipate that this study will provide a better understanding of these situations.
in 1941, on the site of a former horse-racing track Annual passenger numbers in 2017: 18.2 million Number of employees: More than 30,000 people work on the Montréal-Trudeau site Did you know? Montréal-Trudeau is one of the best - if not the best - airport when it comes to snow removal operations. On average, it receives more than 220 centimeters (86 inches) of snow per year! And thanks to the knowledge of its employees and the equipment it uses, it only takes between 20 minutes per runway to remove the snow. —————————————————————— Twitter: @aeroportsMTL Facebook: @Aéroport Montréal-Trudeau Airport Instagram: @mtltrudeau
Airport code: YUL What year your YUL airport opened: Montréal– Trudeau Airport officially opened its runways
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World Business Partners
EASi Gates – Express Access Swing intelligent Gates By Greg Fordham, Managing Director, Airbiz
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Imagine flying without waiting at the departure gate. What if you could browse the shops, have a meal or relax in your airline lounge until it was time to board? What if a self-driving vehicle was waiting for you, ready to transport you directly from the terminal to your aircraft? Express Access Swing intelligent Gates - EASi Gates - is a new concept developed by Airbiz that could deliver this experience. Evolving out of research into smart bussing for low-cost airlines, the concept is now considered to be an innovative low-cost alternative to conventional expensive long concourses or piers. Passengers are transported via an autonomous vehicle along an elevated structure above the apron at the sill height of the aircraft. A simple, hydraulically operated “gang plank” integrated with the aircraft docking guidance system enables them to board their flight directly from the autonomous vehicle. Similar to a “people mover” station, a dual doorway system at the gate provides a securely controlled pathway for departing and arriving passengers.
moving walkways, air-conditioned spaces, toilets, gate lounges or other facilities – nor does it require specialised equipment, such as buggies, to assist passengers with mobility constraints. Airports will also be able to increase flexibility in their operations. Swing gates will be possible without multi-level concourses and complicated corridors, as the autonomous vehicle facilitates the swing between international and domestic operations. Airlines will be able to keep their staff in the main terminal building rather than scattered throughout long concourses, and staff will not be required at the gate to facilitate the boarding process. Passengers can remain in the main common departures retail area until it is time to board the aircraft, meaning more dwell time, less walking and decreased stress. The autonomous vehicles provide weather-protected access to the aircraft and no safety or security issues by not having passengers at ramp level. This innovative concept holds the potential to increase safety and efficiency for airports and airlines, while decreasing cost and creating a superior experience for passengers.
The space under the elevated structure can be used to park the aircraft tug and other servicing vehicles, while apron lighting, aircraft docking guidance systems and other facilities can be mounted on the structure. A lightweight canopy can provide weather protection over the link between the autonomous vehicle and aircraft and even extend over the forward aircraft servicing zones. Airports will find that the concept enables them to minimise their capital investment and operating costs. At the outset, the concept requires no walls,
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Safety
ACI presents airport policies at the third ICAO Aerodrome Design and Operations Panel By RC Raman, Manager, Airport Safety and Operations, ACI World
The third meeting of the Aerodrome Design and Operations Panel (ADOP) was held at the International Civil Aviation Organization (ICAO) headquarters, in Montreal, from 26 to 29 March 2018. ACI World staff participated along with members from the Heathrow, Kansas City and Schiphol airports. ACI presented papers on: Taxiway nomenclature: General support for this paper was expressed; however, the panel proposed to keep only the high-level Standards and Recommended Practices (SARPs) in Annex 14 and place the rest in guidance material. ACI and IFALPA worked on the amendments to the SARPs, which were unanimously agreed. Progress report by Wildlife Hazard Management Expert Group (WHMEG): This group led by ACI is tasked with reviewing the Airport Services Manual, Part 3—Wildlife Control and Reduction to be consistent with the PANS-Aerodromes and taking account of new technologies. The panel acknowledged the work carried out by the group. ACI’s Wildlife Hazard Management Handbook was appreciated in this regard, with a special mention of risk assessment 20
methodologies. Airport Master Planning (AMP): ACI submitted written comments on the proposed Annex 14 amendments on Airport Master Planning (AMP), which included recognizing the airport operator’s need for airline inputs, drivers for the state to request a master plan, required only at capacity-constrained airports (rather than all airports). ACI remarked that the scope of airport master plans is much broader than Annex 14 issues and includes commercially confidential material normally not shared by the airport operator. ACI introduced references to ICAO’s Policies on Charges for Airports and Air Navigation Services (Doc 9082) and Annex 9—Facilitation. These points were accepted. Other topics concerning airport interests With the introduction of the Folding Wing Tip (FWT) concept by Boeing for the 777X, which will be operational by 2020, amendments were proposed to Annexes 4 and 14, PANS-ATM and PANS-Aerodromes. The Concept of Operations prepared by Boeing was shared. The final draft of the ICAO Ground Handling
Manual has been submitted to ICAO. Signage for airport construction was discussed, and the ICAO Secretariat referred to the ACI Managing Operations During Construction Handbook and other ACI handbooks as good references. The Global Reporting Format (GRF) for runway friction reporting was discussed with reference to friction measurements, multiple contaminants reporting and pavement evaluations. The ICAO Secretariat informed that the GRF symposium would be held in Montreal from 26 to 29 March 2019 with ACI as co-organizer. The current ACN/PCN Pavement classification methodology is being revised. The Panel agreed on an applicability date of 2024 to give sufficient time for airports to be trained in the new evaluation method. Papers on revised definitions for Instrument and Non-instrument runways, requirements for Stop Bars and No Entry Bars, requirements for Rescue and Fire Fighting for general aviation operations, Surface Movement Guidance and Control Systems, Runway Starter Extensions, Aircraft Detection Systems for obstacle lighting, amendments to Annex 14, Volume II—Heliports, etc., were deliberated.
ICAO ADOP3 sessions in progress
The Flight Operations secretariat explained the new Concept of Operations for Performancebased Aerodrome Operating Minima. This is expected to increase airport capacity, especially during low visibility operations. Anyone interested in further information may contact
[email protected]
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Safety
The benefits of using new navigational aids for airports By David Gamper, Director, Safety, Technical and Legal Affairs, ACI World and, Ken Allcott, Airfield Planning Manager, Sydney Airport Corporation Limited
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For well over half a century, the Instrument Landing System (ILS) was the only radio navigation aid for precision approach and landing. In recent years, however, a new system known as GLS, standing for GBAS Landing Systems, has emerged from the research and development arena into operational use, accompanied by suitable aircraft equipage. GLS “augments” signals from standard Global Navigation Satellite systems such as GPS and GLONASS, thereby giving sufficient precision and reliability for use for precision approach and landing. Ground-based Augmentation Systems (GBAS) sited at an airport provide a real alternative to ILS, supporting the full range of approach and landing operations. Current GBAS installations provide Category I (CAT-I) precision approach service, and ongoing work is targeted at providing GBAS Approach Service Type-D (GAST-D) service for operations in what used to be called ILS CAT-III minima. ICAO has just published international standards for GAST-D operations.
signals. The flight checking regime for the GBAS system is less disruptive for the conventional ILS. At Sydney, instead of six ILS units being flight checked separately, only one flight check is required for the GBAS validation. The GLS display in the cockpit mirrors that of an ILS display, and pilot training to facilitate GLS is not onerous. In 2005, Sydney Airport in conjunction with Qantas and Airservices Australia installed a GBAS unit to facilitate GLS approaches culminating in the first B737 approach in 2006. GLS approaches were conducted under strictly controlled conditions authorised by the Civil Aviation Safety Authority (CASA). By 2009, Qantas had flown over 2,000 approaches. The GBAS at Sydney airport was officially
To illustrate the benefits of GLS implementation, the following has been provided by Sydney Airport A Ground-based Augmentation System (GBAS) is a facility that enables the provision of Category I Precision Approaches. A single GBAS can provide up to 49 approaches within its coverage area, and if runway thresholds need to be displaced for extended periods can be readily reconfigured to provide an approach to a displaced landing threshold.
The GBAS unit facilitates ILS-like approaches to all runway ends at Sydney Airport
The GBAS unit can be located away from the immediate runway environment eliminating areas normally required to protect the ILS 23
Safety
commissioned for operational service in 2014. In the months immediately following, commissioning statistics indicated that 36% of A380 aircraft and 52% of B738 aircraft were performing GLS operations at Sydney Airport. The number of aircraft performing GLS approaches has steadily increased since commissioning. Sydney Airport is fortunate in that the fleet mix is relatively modern. Nearly all B737 aircraft are GLS-equipped, many A380 aircraft are also equipped and all the new generation aircraft such as the B787, B747-800, and A350 come equipped with GLS as standard. GLS has provided several benefits to operators over the conventional ILS approaches. In the case of an ILS approach, the signals are often disrupted by the previous aircraft landing or departing. The GLS approach is immune from this interference, and the stability of the guidance is enhanced over the ILS. In general terms, a GBAS unit is about the same cost as an ILS installation but a GBAS unit can provide up to 49 ILS-like approaches to multiple runways. Currently, the flight inspection regime for GLS is similar to ILS as it is convenient for the flight inspection aircraft to perform this inspection whilst operating on the aerodrome. However, it is recognised that the frequency of flight inspections could be extended significantly beyond the requirements for ILS checks. This reduces the capacity implications of flight checks. In 2017, Airservices Australia installed a GBAS unit at Melbourne Airport facilitating precision approach guidance for suitably equipped aircraft
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to two runway ends where previously no precision approach procedures were available. It is planned that GBAS units will be installed at Brisbane Airport in the future. Sydney Airport and Australian airports in general are currently investigating options available to achieve Category II approaches to further exploit this technology.
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APEX
APEX in Safety review at Newark International Airport By Juan Manuel Manriquez Viñas, Manager, APEX in Safety, ACI World
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Spring came with a breeze of knowledge and an exchange of best practices with ACI North America, where the APEX in safety team conducted the first of three reviews with Port Authority of New York and New Jersey (PANYNJ). From 9–13 April 2018, Newark Liberty International Airport (EWR) hosted an APEX in Safety review. The team was composed of experts from the ACI North America regional office and six international airports: 1. London Heathrow International Airport (LHR) 2. Vancouver International Airport (YVR) 3. Montréal–Pierre Elliott Trudeau International Airport (YUL) 4. Dallas-Fort Worth International Airport (DFW) 5. Miami International Airport (MIA) 6. Seattle International Airport (SEA) The APEX team, led by Juan Manuel Manriquez from ACI World, was thrilled by the dedication and commitment demonstrated by EWR and PANYNJ management and staff. “The APEX Team for EWR provided unprecedented value and subject matter expertise for airport safety. The comprehensive review of Part 139, SMS, ARFF and wildlife resulted in recommendations to guide the safety system implementation. We believe the relationships and partnerships developed over the week-long study will endure for years to come” stated Lisa Gardner, Manager, Regulatory and Operational Support, Aviation Department, PANYNJ. During the weeklong review, the APEX and EWR teams reviewed:
• runways • taxiways • aprons • fire station • training facilities • wildlife hazard management • markings • pavement • electrical maintenance • documents • manuals • procedures Discussions between the teams and different stakeholders included regulation compliance and best practices with an emphasis on Safety Management System (SMS) within the organization. The review concluded with a detailed debriefing at the end of the week providing PANYNJ with a roadmap towards the SMS implementation as well as best practices for safety and operations, leaving behind great synergy among EWR staff. “The primary role of safety leaders is to walk their people into the future, the APEX team certainly has ensured that EWR will be at the forefront of SMS and that we, as safety leaders, are invovled in this effort” Julio Pereira, Manager, Aeronautical Services, EWR. The APEX team is now working on a full report that will provide EWR detailed information about the observations and recommendations discussed during the review. For more information about the APEX in Safety programme, visit the website or email at APEX@ aci.aero. 27
Security
ACI advocating for effective security standards at the 29th ICAO Aviation Security Panel By Nicholas Ratledge, Manager, Security, ACI World
Nina Brooks, Director, Security, Facilitation and IT, ACI World and Nicholas Ratledge, Manager, Security, ACI World in attendance at ICAO AVSEC Panel in Montreal, Quebec
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Representatives from ACI World recently concluded the 29th ICAO AVSEC Panel from 19–23 March 2018 in Montreal. With 45 different working papers presented, the Panel discussed a wide range of subjects, from insider threats to the new Global Aviation Security Plan (GASeP). As a permanent observer to the Panel, ACI advocated for the interests of our airport members to ensure sustainable, risk-based, efficient and effective security operations. ACI World’s role ACI presented updates on the Smart Security programme and highlighted some of its achievements and activities for 2017, asking States for ongoing support for the programme. The paper was well received: the Panel strongly encouraged the programme to continue and recognized the value of industry and states working together. As a contributor of GASeP, ACI presented some key activities undertaken in the past year, such as development of a handbook on landside security, new training courses and ACI Airport Excellence (APEX) in Security. The Panel was appreciative of the work ACI has been doing to support the GASeP and encouraged States to continue to work with industry.
that States should allow for a range of measures suitable for specific operational environments, provided they have equivalent outcomes. The Panel reviewed proposals for new Annex 17 Standards to address insider threat. There was broad agreement on some proposals, such as the screening of staff using methods capable of detecting explosives (in line with passenger screening). However, there was much discussion on a new standard for 100% screening of staff. While a number of States supported this change, others believed that the current Standard was sufficient, and that States should be able to determine their own measures provided they reached the same security outcome. The question was not resolved will be subject to further discussion. Cyber security continued to be a topic of debate. In collaboration with other Panels, ICAO will determine the best course of action with a goal to develop an organization wide strategy on cyber security. ACI will monitor progress on this and will be actively participating in any work related to this matter.
An ACI paper was presented looking at improving technological resources and fostering innovation, highlighting that not all solutions are applicable or practical in all airport environments. The paper asked States to promote outcome-focused approaches when implementing new and enhanced measures. The panel agreed that not all measures are suitable for all types of airport operations and recommended
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Airport Service Quality
The quality journey of an ASQ survey By Arison Rajasingam, Quality Control Analyst - ASQ, ACI World
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ACI’s Airport Service Quality (ASQ) programme is now in its 12th year. As airport membership grows, alongside with the various product offerings, Arison Rajasingam, Quality Control Analyst at ASQ, explains how ACI maintains integrity to ensure that the benchmarking and findings from the ASQ departure survey remain one of the highest quality deliverables the industry has to offer in passenger surveys. What you should know about ASQ departure survey? ACI’s ASQ is a global benchmarking programme that measures passenger satisfaction during travel through an airport. Participating airports receive quarterly results based on data collection that is conducted throughout the year. Did you know? This one-of-a-kind programme boasts one of the most extensive quality systems applied to a passenger survey programme. ASQ applies a three-level quality funnel process which combines both remote and on-site auditing to review a total of 157 unique checkpoints. Is it necessary and what is the added value of this quality system? Our mission is to provide reliable data that is a true representation of airports’ service quality. We deliver on this promise by using a proactive quality system that detects anomalies in data collection with regard to the “who, when, where and how” of the survey methodology. The number of quality checkpoints, airports reviewed and audits play an important role in the early detection and assurance of quality data.
What happens at each level of the quality system? Level 1 of the quality system reviews 100 different checkpoints focusing on the distribution of surveys during a quarter. This is to ensure that the surveys collected represent a true sample of domestic/international traffic, months, days, hours and passengers. All participating airports are reviewed each quarter for their adherence to all the checkpoints in this level. A total of nearly 600,000 questionnaires (or passenger surveys) are reviewed annually. Level 2 consists of 26 checkpoints that focus on how airports collect their surveys. Airports can be randomly selected for Level 2 verification or specifically chosen if an airport flags quality checkpoints reviewed in Level 1, displays a significant increase in quarterly scores, constantly displays high scores across multiple quarters or ranks high in their region/size. A key checkpoint in Level 2 is handwriting analysis. Each quarter, the ASQ quality team selects airports and visually inspects the physical copies of passenger surveys. The uniqueness of a passenger’s handwriting is used to authenticate the written responses. Complementing remote audits in Levels 1 and 2 is the on-site evaluation which constitutes Level 3 of quality system. For this step, ACI engages a third-party auditing firm to observe that data collection follows ASQ guidelines. On-site evaluation is conducted over two days and auditors verify 31 different checkpoints.
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Airport Service Quality
How does the ASQ team facilitate airports’ adherence to guidelines? ASQ team members work closely with airports to ensure the integrity and quality of their data by providing guidelines, training and quality tools. One of the newest items in the ASQ tool kit is the distribution criteria tracker. Airports can now monitor if their survey collection satisfies the ASQ distributions rules (domestic/international traffic, month, day) in real time and adjust their data collection to meet guidelines. Join ASQ in taking a proactive approach to quality and delve deeper into understanding your customer’s needs.
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YoU Are An ACI AIrPorT ServICe QUAlITY (ASQ) AWArD WInner!
“Aperi atem eos volum qui volupturi nonempos con conserumquam si vent. Aque consecepudae ommos aut pedignatiur?
Congratulations
YoUr PASSenGerS hAve SPoken Um non nit, nonseruptas id ut libus at quatur accaborem Airports Council International (ACI) World congratulates the doluptate prae invende llupta aut aciatur iberume winners of the 2017 Airport Service Quality (ASQ) Awards. turestios num sunt et abore.”
The most demanding judges in the industry have deemed your airport to be The annual ASQ Awards recognize and reward among the very best in the world! the best airports in the world according to ACI’s The ACI ASQ Award is the airport industry’s most respected award, ASQ passenger satisfaction demonstrating your team’s ability to survey. consistently They deliver a best in class customer service experience at your airport. represent the highest possible accolade for accept my personal congratulations on your ASQ award, ACI’s airport“Please operators and are an opportunity to recognition of your airport’s exceptional and sustained delivery of outstanding customer service. worldwide celebrate the commitment of airports to continuously improving the airports passenger We see ever-greater competition among and with it increasing pressure to optimize performance across the operation, especially when experience. it comes to the passenger experience. Today’s airport managers must respond to the passenger’s demand and expectation for superior customer service. Your airport’s results in the 2015 ASQ Survey demonstrate your professionalism, commitment and success in delivering that high level of customer service. Your airport is a credit to our industry and I thank you and your team for a splendid achievement.”
For more information or to see the 2017 ASQ Award Angela Gittens, Director General, Airports Council International (ACI World) recipients, visit aci.aero/ASQ-awards. .
ACI Events
ACI Events calendar May—November 2018
ACI-NA LEGAL AFFAIRS SPRING CONFERENCE 2—5 May 2018 San Francisco, CA
ACI CUSTOMER EXCELLENCE ACI-NA ANNUAL CONFERENCE & EXHIBITION 30 September—02 October 2018 Nashville, TN
ACI-NA JUMPSTART® AIR SERVICE DEVELOPMENT PROGRAM
THE TRINITY FORUM 31 October—01 November 2018 Shanghai, China
3—6 June 2018 Cleveland, OH ACI-NA BUSINESS OF AIRPORTS CONFERENCE 11—13 June 2018 Portland, OR 28TH ACI WORLD ANNUAL GENERAL ASSEMBLY AND 28TH ACI EUROPE GENERAL ASSEMBLY, CONGRESS AND EXHIBITION 18—20 June 2018 Brussels, Belgium ACI CUSTOMER EXCELLENCE GLOBAL SUMMIT 10—13 September 2018 Halifax, NS, Canada
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————————————————————————— For a full listing of ACI events, please visit www.aci.aero/events.
VE TE SA DA E TH THE GLOBAL AIRPORT COMMERCIAL REVENUES CONFERENCE 31 October – 1 November 2018 • Shanghai, China Hosted by
Platinum partners
Organised by
15 Years | 2002-2017 -
For more information please email
[email protected]
ACI Events and Global Training map
Key events and courses Highlighted events and training March—June 2018
28th ACI World Annual General Assembly and 28th ACI Europe General Assembly, Congress and Exhibition
ACI-NA Legal Affairs Spring Conference
18—20 June 2018 Brussels, Belgium
2—5 May 2018 San Francisco, CA
ACI-LAC Annual Assembly & Conference AIRLINE MANAGEMENT FOR AIRPORT PROFESSIONALS*
12—14 November 2018 Miami, FL
4—8 June 2018 San Diego, USA GSN 1 - SAFETY MANAGEMENT SYSTEMS 25—29 June 2018 Montego Bay, Jamaica
Events Training/courses *Can be taken as an elective for the Airport Management Professional Accreditation Programme (AMPAP) For additional information please contact us at
[email protected]
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AIRPORT HR MANAGEMENT* 25—29 June 2018 Athens, Greece
The Trinity Forum 31 October—01 November 2018 Shanghai, China
PASSENGERS WITH REDUCED MOBILITY WORKSHOP 17—19 September 2018 Kuala Lumpur, Malaysia
AIRPORT SECURITY OPERATIONS 16—29 July 2018 Johannesburg, South Africa
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Global Training
Training calendar Safety GSN 6 – AERODROME AUDITING AND COMPLIANCE 4—8 June 2018 Riga, Latvia AERONAUTICAL STUDIES AND RISK ANALYSIS 25—29 June 2018 Port of Spain, Trinidad and Tobago GSN 1 - SAFETY MANAGEMENT SYSTEMS 25—29 June 2018 Montego Bay, Jamaica GSN 5 - ADVANCED SAFETY MANAGEMENT SYSTEMS
ACI-ICAO MANAGEMENT OF AIRPORT SECURITY* 23—27 July 2018 Montreal, Canada NEW! CERTIFICATE IN AIRPORT SECURITY Online
Customer Experience IMPLEMENTING BRANDED CUSTOMER SERVICE PROGRAMMES AT AIRPORTS 4—8 June 2018 Nairobi, Kenya PASSENGERS WITH REDUCED MOBILITY WORKSHOP
2—6 July 2018 Montego Bay, Jamaica
17—19 September 2018 Kuala Lumpur, Malaysia
GSN 4 - WORKING WITH ANNEX 14
DEVELOPING A CUSTOMER SERVICE CULTURE AT AIRPORTS*
9—13 July 2018 Kuala Lumpur, Malaysia ACI-ICAO AERODROME CERTIFICATION* 6—10 August 2018 Montreal, Canada NEW! FOREIGN OBJECT DEBRIS (FOD) PREVENTION Online
Security QUALITY MANAGEMENT IN AIRPORT SECURITY 4—8 June 2018 Bucharest, Romania AIRPORT SECURITY OPERATIONS 16—20 July 2018 Johannesburg, South Africa
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1—5 October 2018 Bucharest, Romania
Economics AIRLINE MANAGEMENT FOR AIRPORT PROFESSIONALS* 4—8 June 2018 San Diego, USA AIRPORT FINANCIAL MANAGEMENT 9—13 July 2018 Munich, Germany ACI-ICAO USER CHARGES* 10—14 September 2018 Port of Spain, Trinidad and Tobago
Environment
Operational & Technical
CERTIFICATE IN AIRPORT ENVIRONMENTAL MANAGEMENT*
AIRPORT COLLABORATIVE DECISION MAKING (A-CDM)
Online
18—22 June 2018 Gimpo, South Korea
AIRPORT ENVIRONMENTAL MANAGEMENT*
AIRPORT COLLABORATIVE DECISION MAKING (A-CDM)
17—21 September 2018 Panama City, Panama
Leadership and Management: AIRPORT HR MANAGEMENT* 25—29 June 2018 Athens, Greece AIRPORT MASTER PLANNING 23—27 July 2018 Incheon, South Korea AIRPORT EXECUTIVE LEADERSHIP PROGRAMME (AELP)*
12—16 August 2018 Abu Dhabi, United Arab Emirates AIRPORT OPERATIONS DIPLOMA PROGRAM Online
————————————————————————— *Can be taken as an elective for the Airport Management Professional Accreditation Programme (AMPAP)
For additional information please contact us at
[email protected]
12—17 August 2018 Cincinnati, USA DIPLOMA IN LEADERSHIP ESSENTIALS Online CERTIFICATE IN PROJECT MANAGEMENT Online
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Global Training
Photo Gallery
Airport Safety Management Systems Implementation, 12 – 16 March 2018, Kona, USA
GSN 1 - Safety Management Systems, 12 – 16 March 2018, Durban, South Africa
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GSN 4 – Working with Annex 14, 12 – 16 March 2018, Port of Spain, Trinidad and Tobago
Security and Facilitation, 12 - 16 March 2018, Bangkok, Thailand
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Global Training
Airport Safety Management Systems Implementation, 19 – 23 March 2018, Hilo, USA
Airport Security Operations, 19 – 23 March 2018, Bucharest, Romania
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GSN 3 – Emergency Planning and Crisis Management, 19 – 23 March 2018, Riga, Latvia
GSN 1 - Safety Management Systems, 25 – 29 March 2018, Abu Dhabi, United Arab Emirates
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World Business Partners
New World Business Partners
GOOGLE, INC. Region: North America Level: Airport Related Business Address: 1175 Borregas Avenue Sunnyvale, CA 94089-1306
Google Cloud Platform is a suite of cloud computing services that runs on the same infrastructure that Google uses internally for its end-user products, such as Google Search and YouTube. Alongside a set of management tools, it provides a series of modular cloud services including computing, data storage, data analytics and machine learning.
Website: cloud.google.com Contact: David Andrzejek, Google Email:
[email protected] Phone: (650) 740-4381
HORIZON RETAIL CONSTRUCTION Region: North America Level: Gold Address: 1500 Horizon Drive Sturtevant, WI 53177 Website: www.horizonretail.com Contact: Madeline S. Nerad, Marketing Analyst Email:
[email protected] Phone: (262) 865-6278
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Horizon Retail Construction is one of North America’s leading general contractors for tenant improvement construction. Our scope of work includes: new location build-outs, open and closed store, remodels, white box work, rebranding, roll outs and more. We are licensed in all 50 states and a full-service firm specializing in every stage of the construction process.
I-SEC International Security B.V. was established in 2005. I-SEC specializes in the provision of advanced aviation security services worldwide. I-SEC INTERNATIONAL B.V Region: Europe Level: Gold Address: Langer Kornweg 34D, Haus 2 65451 Kelsterbach Germany
These include security consulting and security handling: security profiling, checkpoint screening, HBS screening, cargo security, and other services. In addition, the company provides standard as well as tailor-made training courses for security staff and management.
Website: : www.i-sec.com Contact: Glenn Murphy, Executive Managing Director Email:
[email protected] Phone: +00491624049054
Uber is a peer-to-peer ridesharing, food delivery, and transportation network company headquartered in San Francisco, California, with operations in over 600 cities. UBER TECHNOLOGIES, INC. Region: North America Level: Platinum Plus Address: 1455 Market Street, Suite 400 San Francisco, CA 94103 Website: www.uber.com Contact: Zachary Matthews, Senior Manager, Business & Corporate Development Email:
[email protected] Phone: (952) 380-8247
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World Business Partners
VOLTAIR CONSULTING ENGINEERS, INC. Region: North America Level: Silver Address: 220 W 7th Ave., Suite 210 Tampa, FL 33602
We provide mechanical, electrical, plumbing, fire protection, commissioning and information technology design services. Our firm provides quality assurance from conceptual design through construction administration and project closeout. With buildings that range from schools to airports, our engineers and technical staff provide design services associated with renovations, additions and new construction.
Website: https://voltairinc.com Contact: Julius Davis, President and CEO Email:
[email protected] Phone: (888) 891-9713
NEC-DISPLAY SOLUTIONS OF AMERICA, INC. Region: North America Level: Gold Address: 7540 Zanzibar Lane N Maple Grove, MN 55311-3725 Website: : www.necdisplay.com Contact: Paul Redding, Business Development Manager Email:
[email protected] Phone: (952) 380-8247
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Our company name underlines our leading position in the display market and our role as a complete display solutions company - NEC Display Solutions for more efficiency and individual productivity, for the best return on investment (ROI) and investment protection. Whatever your needs are, NEC Display Solutions has the right product. No other vendor today can offer such a comprehensive and solutions-oriented portfolio as NEC Display Solutions has today. NEC Display Solutions brings together experts in the industry and offers a single point of contact to provide total display solutions for a variety of vertical markets. NEC Display Solutions offer the personal touch of a small business but with global outreach capabilities.
237 accredited airports 34
133
in North America
in Europe
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in Asia-Pacific
16
10
in Africa
in Latin America & Caribbean
Welcoming
3.2 billion passengers per year.
62
In countries across the world.
42.8%
Or of global air passenger traffic.
> Airport World 1, 2018 Now available online
®
The magazine of the Airports Council International
In this issue
Theme: The capacity crunch Airport report: AviAlliance Special report: Cyber security Plus: The buying game & retail/F&B news
Theme: The capacity crunch Airport report: AviAlliance Special report: Cyber security Plus: The buying game & retail/F&B news
In the spotlight: The capacity crunch February-March 2018 Volume 23 Issue 1 www.aci.aero
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