i th: weedeat Airport Development Reference Manual 9th Edition Effective January 2004 International Air Transport Associationan Se FATA Sarery, Orcrarions ano IneeastrucTure Master Planning Consultancy Service: = Air Tr cation of Master Plans for the optimal development of an existing o new cirport ic Forecasts using proven methods ond computer models + Passenger Terminal Concept Designs known for their ease, simplicity and efficient passenger / baggage processing and aircraft handling * Sizing and location of major facilities the airport + Provision of adequate Capacity to me projected Demand + Compatibility of Airport Expansion wi local land-use planning * Environmental Impact Studies of the proposed development + Financial Analysis and Cost-Benefit analysis of the Master Pl To find out more about how IATA can assist « your master planning project, please cont Ralf Hollmann at airporidev@iBe IATA Airport Development Reference Manual 9th Edition Effective January 2004 Intemational Air Transport Association GenevaNOTICE DISCLAIMER. ‘The information contained in this publication is subject to constant review in the light of changing government requirements and regulations. No subscriber or other reader should act on the basis of any such information without referring to applicable laws and regulations and/or without taking appropriate professional advice. Although every effort has been made to ensure accuracy, the Intemational Air Transport Association shall rot be held responsible for loss or damage caused by errors, omissions, misprints. or misinterpretation of the contents hereof. Furthermore, the International Air ‘Transport Association expressly disclaims all and any liability to any person, whether a purchaser of this publication or not, in respect of anything done or omitted, and the consequences of anything done or omitted, by any ‘such person in reliance on the contents of this publication. Opinions expressed in advertisements appearing in this publication are the advertiser's opinions and do not ecessarily reflect those of IATA. The mention of specific ‘companies or products in advertisement does not imply that they are endorsed or recommended by IATA in preference to others of a similar nature which are not ‘mentioned or advertised. ‘No part of he Airport Development Reference Manual may be reproduced, recast, reformatted or transmitted in any form by any means, electronic or mechanical, including Photocopying, recording or any information storage and Fetrieval system, without the prior written permission from: Director Aiports and infrastructure Consultancy Services Imemational Air Transport Association £800 Place Vietoria P.O, Box 113, Montreal, Quebec (Canada HAZ 1M1 Aiport Development Reference Manual Ref. No: 9044-09 ISBN 92.9195-086-6 © 2004 International Air Transport Association, All rights reserved, Montreal — GenevaTABLE OF CONTENTS ‘Acknowledgement ..... vii Chapter A — Introduction Section A1: IATA’s Role . Section A2: Purpose of the Manual Chapter B — Planning Section B1: Major Planning Processes 1 Section B2: The Planning Process a7 Chapter C — Master Planning Section C1: Principles 43 Section C2: Forecasting .... 88 Section C3: Land Use Planning 98 Section C4: Control Towers ... 103 Chapter D — Airport Economics Section D1: Airport Management a 109 Section D2: Airport Cost Structures and Revenue Sources... 114 Section D3: Airport Investment Decisions and Financing ... 116 Section D4: Aeronautical Charge Policies 120 Section D5: Intemational Cost Variations 180 Chapter E — Environmental Issues Section E1: Main Issues ... : 187 Section E2: Soctal and Political Considerations 141 Section E3: Noise 146 Section E4: Emissions... 152 Section ES: Waste Management 155 Chapter F — Airport Capacity Section F1: Capacity and Level of Service 159 Section F2: Capacity Definitions. 161 Section F3: Airport Systems .. 162 Section F4: Planning Schedule 165 Section F5: Runway Systems 166 Section F6: Taxiway 171 ‘Section F7: Apron 173 Section F8: Aircraft Stand c 174 Section F9: Passenger Terminal Facilities 178Se, "Ta Airport Development Reference Manual Page Section F10: The Airport Scheduling Process .. 213 Section F11: Computational Fluid Dynamics .. 216 Chapter G — Airport Flight Operations Issues Section G1: Aircraft Characteristics 221 Section G2: Visual Aids .... 234 Section G3: Non-Visual Aids 239 Chapter H — Airport Security Section H1: General Principles 245 Section H2: Passenger Operations 246 Section H3: Cargo Operations 260 Chapter | — Airport Access Section 11: Roads 269 Section 12: Rail... — 277 Section 13: Intermodality and Airport Access 282 Chapter J — Passenger Terminal Section J1: Outline of Principle Functions 289 Section J2: Categories of Passenger Terminal. 301 Section J3: Small Airport Terminals . 318 Section J4: Common Systems CUTE & CUSS 820 Section J5: Airline Communications NetWOrkS ccn.unu 825 Section J6: Passenger Processing Facilites Planning .. 331 Section J7: Concession Planning 340 Section J8: Maintenance ..... 344 Section J9: Check-in 348 Section J10; People Mover Systems ...nmntsinnnnnnnnnnnnes ome ee 856 Section J11: Passenger Boarding Bridges ... 362 Section J12: Signage .. 370 Chapter K — Passenger Facilitation Section K1: Principles enn sn 385, Section K2: Roles and Responsibilities of Governments/Airlines ... 386 Section K3: Immigration Processes ... 388 Section K4: Customs Processes .... 392 Section KS: Simplifying Passenger Travel 396 Section K6: Disabled Passengers and Staff... 400“ata Table of Contents Page Chapter L — Aircraft Parking Aprons Section Lt: Curent and Future Aircraft Types 407 Section L2: Physical and Functional Requitements 409 Section 13: Gate Stands and Remote Stands... 419 Section Lt: Ground Handling Equipment... 426 Section LS: Senice Roads & Storage Areas 499 Section L6: Distributed Electical Power & Air 438 Section L7: Aircraft De!Ant-cing Facies. 44s Chapter M — A\ jion Fuel Systems Section M1: Saety Issues 459 Section M2: Delivery to Apron 456 Section Mo: Storage Distribution Facities & Processos 458 Chapter N — Contingency Management ‘Section N1: Aviation Crisis Management 463 Chapter O — Cargo & Separate Express Facilities Terminal Section 01: Planning Principles 469 Section 02: Forecasting and Sizing an Section 03: Flows and Controls ... a : - 487 Section OA: Expedited & Express Cargo Processing 492 ‘Section O5: Perishable Cargo ......... 501 Section 06: Mail Facies 507 Chapter P — Airport Support/Ancillary Facilities ‘Section Pt Arerat In Flight Catering Facies 519 Section P2: Alrrat Maintenance 516 Section P3: Hotels and Business Centers 519 Chapter Q — Landside Facilities ‘Section Qt: Road System and Curb Arrangements. 525 Section 02: Trafic Studies & Parking . 530 Chapter R — Airport Commissioning Section Rt: Checklist forthe Successful Opening of @ New Alport 897 ‘Chapter S — Future Technologies & Miscellaneous Section $1: Future Technology Systems - bese 549 Section $2: Developing & Adopting Future Technology 551 Section S3: Interfaces — People & Cultural Issues 559TATA Airport Development Reference Manual Chapter T — Airport Processes Section T1: Terminal Processes Section T2: Apron Processes .. Section T3: Support Processes Chapter U — Airport Baggage Handling Section U1: Baggage System User Requirements Section U2: Departures Systems Section US: Transfer Systems z Section UA: Ealy Baggage Processes Section US: Arrivals Baggage Systems Section U6: Control Systems .... Section U7: Management Information Systems (mis) Section UB: Oversized Baggage . Section U9: Sort Allocation Computer (SAC) Section U0: Baggage Hall Design Section U11: Hold Baggage Screening... Section U12: Passenger & Hand Baggage Screening Chapter V — IATA Airport Project Process ‘Section V1: Concept/Feasibility/Detail Design/Commissioning/Handover.... Section V2: Project Cost Management... Chapter W — Anti-Terrorism and Police Facilities Section W1: Terminal Building Considerations... Section W2: Pier Area Considerations ... Section WS: Airfield Area Considerations Section W4: Airport Police Facilities Chapter X — Airport Fire Services Section X1: Fire Response Category ..... Section x2: Fire Response Services & Equipment Chapter Y — Networks Section Y1: Frontline Operational and Security .... Section Y2: Building Services .... Page 587 560 562 567 873 613, 618 622 631 634 638 641 647 651 659 669 677 685 688 690 692 697 699 705 710ACKNOWLEDGEMENT IATA gratefully acknowledges the technical assistance and input provided by IATA Members and the organisations and individuals listed below. IATA Members Document Review Panel: Air France American Airlines British Airways FEDEX KLM. LOT Polish Airlines Northwest Airlines Qantas ‘Swiss International Air Lines Ltd. Text and Diagram Contributions: Airbus Industries Airport Design Associates (ADA) ‘APS Aviation Inc. ARINC Boeing Aircraft Corp. Davis Langdon Everest Fabricom Airport Systems HDP Group International Air Rail Organisation Mott MacDonald Consultancy Netherlands Airport Consultants B.V. (NACO) Norman Shanks Associates International Ove Arup & Partners SITA Swiss International Air Line Ltd. Sypher Mueller Catherine Lafond Eduardo Juranovic John Conlon Jim Sartin . Hans Smeets .. Dariusz R.Sawicki Bob Lamansky & Ms. Yasuko Hashimoto Derek Sharp . Davor Frank . Sebastien Lavina Rick Stevens & Mr. Alan Clayton Jean Valiquette & Mr. John D’Avirro . Edward King . Brad Bachtel Tony Potter . David Reynolds & Mr. Chris Owens . David Langlois & Mr. Jeremy Hill - Andrew Sharpe Chris Chalk Huib Heukelom Norman Shanks . Graham Bolton & Mr. Tony Barker Graham MeLachlan & Peter Dalaway & Mr. Rene Azoulai Davor Frank . Gordon Hamilton vii©, TTA Airport Development Reference Manual villyee TATA Chapter A — Introduction Section A1: IATA’s Role AMA IATA... A1.2_ IATA Airports Activities A1.3 Other IATA Airports Acti Section A2: Purpose of the Manual 2.1 Scope of the Airport Development Reference Manual .. A2.2_ How to Use the Manual ...Vara” Airport Development Reference ManualCHAPTER A — INTRODUCTION SECTION Al: IATA’S ROLE Awd A1.2 A124 IATA International air transport is one of the most dynamic and fastest-changing industries in the world. It needs a responsive, forward-looking and universal trade association, operating at the highest professional standards. IATA is that association, Originally founded in 1919, IATA brings together approximately 280 airlines, including the world's largest. Flights by these airlines comprise more than 98 percent of all intemational scheduled air traffic. Since these airlines face a rapidly changing world, they must cooperate in order to offer a seamless Service of the highest possible standard to passengers and cargo shippers. Much of that cooperation is expressed through IATA, whose mission is to “represent, lead and serve the airline industry”. Continual efforts by IATA ensure that people, freight and mail can move around the vast global airline network as easily as if they were on a single airline in a single country. In addition, IATA helps to ‘ensure that Members’ aircraft can operate safely, securely, efficiently and economically under clearly defined and understood rules. IATA is pro-active in supporting the joint industry action essential for the efficient development of the air transport system. [ATA's role isto identify issues, help establish industry positions and communicate these to governments and other relevant authorities. “The Airports and Infrastructure Consultancy Services section of IATA, positioned in the SO&I Division, ‘works to put this theory into practice. IATA AIRPORTS ACTIVITIES IATA Airports and Infrastructure Consultancy Services is responsible for influencing airport planning and development projects worldwide to ensure that aitline requirements are met with respect 10 appropriateness, efficiency and cost-effectiveness. It produces guidelines on airport planning and design, such as this manual, and actively promotes ait_ine user requirements to aitport authorities through Airport Consultative Committee (ACO) activity and commercial airport consultancy services on airport projects worldwide. ‘The section works to assist airlines in the development of airport facilities that will meet airline requirements in a cost-effective manner. The mandate of the section is: To take a leadership role in influencing airport planning and development worldwide in order to achieve safe and efficient, capacity balanced, cost-effective, functional and user-friendly airports. ‘Major activities of the section are defined within subsequent clauses A1.2.1 through to A1.2.3 inclusive. Airport Consultative Committees Consultation with airport authorities via the Airport Consultative Committee (ACC) mechanism brings together the airlines’ airport planning expertise, together with the IATA secretariat, in meetings with airport authorities worldwide. ACs serve as a focal point for consultation between airlines and airport authorities conceming the pianning of major airport expansions or the development of new airports. ‘The airports selected for such intervention are determined by Regional Airport Steering Groups in Asia/Pacific and Europe.we IATA A122 A123 AL Airport Development Reference Manual Airport Consultancy Services IATA offers a wide range of Airport Planning and Development Consultancy services. It brings a global perspective to the projects it undertakes, drawing on its extensive in-house expertise and its Unique access to airline experts and other specialists. Typical clients include airport authorities, private airport owners, airines, governments, manufacturers, suppliers to the industry, consulting firms and other partes involved in airport infrastructure decisions. IATA can act as an independent consultant or provide a review of detailed work undertaken by ‘specialised consulting firms, International Industry Working Group The IIWG brings together IATA, Airports Council international (ACI) and the Intemational Coordinating Council of Aerospace Industries Associations (ICCAIA). The lIWG was founded in 1970 and its main goal is to review alrporvaircratt compatibility issues which might improve the development of the air transport system OTHER IATA AIRPORTS ACTIVITIES In addition to the Airport Planning and Development activities of IATA, which this Manual addresses, LATA is active in many other Airpor related areas such as User Charges, Fuel, Ground Handling, Security, Passenger Services and Environment. For more information on the full range of IATA’s Airport related activities, please visit ‘www jata.org/airports.htm Consutting enquiries should be addressed to: airportdev @iata.org@, we ; TATA Introduction SECTION A2: PURPOSE OF THE MANUAL 2.1 SCOPE OF THE AIRPORT DEVELOPMENT REFERENCE MANUAL The IATA Airport Development Reference Manual (ADRM) is the industry's most important guide for airines, aifports, goverment authorities, architects and engineering consultants who are either planning new or extending existing airport facilities. The ADRM's information is an invaluable ‘consolidation of best industry practice with respect to the development of world class airports through better design. Its content represents the consolidated recommendations of world-renowned industry specialists and organizations seeking to promote the development of world-class airport facilities. ‘The ADRM has been completely revised since the previous (6th) edition. These revisions and new content additions reflect recent changes within the civil aviation industry, and include entirely new chapters dedicated to security and anti-terrorism issues in particular. In addition to this, specific commercial issues have been discussed and recommended practices for running airport projects have been developed. These address the need for authorities to run projects efficiently as they seek to create unique airport environments through world class design. Environmental issues have also been updated, primarily to promote savings in operational costs for airports which would then be passed-on to IATA's member airlines, This latest evolution of the ADRM also incorporates IATA Recommendations (IRs) at the end of each content section. These recommendations have been included to focus the airport operator and designer on IATA-determined best practice design principles, and to help convey the expectations of the world's major airlines with respect to the development or refurbishing of airport facilities. To foster overall ease-of-use and help the airport planner to locate key information within the ADRM, the six chapters of the previous edition document have now been divided into twenty five more concise content sections. ‘The following new chapters with multiple sections have been inoluded to broaden the coverage and ‘scope of the publication and provide further essential airport planning guidance: © Airport economics. © Contingency management. © Airport commissioning, ‘* Future technology & miscellaneous items. ‘© Airport processes. © IATA airport project process. © Anti-terrorism and police facilites. © Airport fire services. © Networks.& A2.2 TATA Airport Development Reference Manual HOW TO USE THE MANUAL This ADRM should be used by airport planners worldwide as the primary source of best practice airport design guidance. in certain instances specified within the relevant clauses of this ADRM, it is advised by IATA to refer to further external supplementary international or national publications to aid the airport planner. Seeking additional guidance from the sources listed below will help the airport planner to ensure that best and safe practices are adhered to and built into the airport design and that national standards are observed and implemented where appropriat. IATA recognizes that national standards will vary from region to region across the world. While the ‘ADRM should be the initial source of design guidance for airport developments, the airport designer should seek to clarify national mandatory standards and decide appropriately on any potentially conflicting standards. Professional engineering and architectural quidance should be used to assess and resolve areas of conflict between the ADRM standards stated herein and any supplementary national standards. In the event that professional guidance is not sought and used for this adjudication, which is not a recommended course of action, then the designer should seek to use the higher more onerous, standards in areas of uncertainty. Particular reference should be made to national air transport and, nationally recognized design standards, as well as to any pertinent national legislation or construction codes, as deemed applicable within the region. ‘The ADRM should be used in conjunction with the national legislation pertaining to the country where the airport resides. Examples of typical national legislation for consideration for the countries of Canada, United States of America and the United Kingdom include: ‘© International and national government aviation and security authorities, to include (but not limited to): International Civil Aviation Authority (ICAO), European Civil Aviation Conference (ECAC) Federal Aviation Authority-Transport Security Administration (FAA-TSA), United Kingdom Department for Transport (DfT) and Transport Canada-Canadian Air Transport Security Authority (CATSA), '* National and international legislation defining best design engineering practice to include (but not limited to) standards published by: ‘American National Standards Institute (ANSI) , British Standards Insttute (BS), International Standardization Organization (ISO). ‘* Engineering Standards Codes of Best Practices published by: Architectural: Royal Institute of British Architects (RIBA). Engineering: Institute of Civil Engineers, Institute of Structural Engineers (IStructE), Institution of Mechanical Engineers (IMechE). Building Services: The Chartered Institution of Building Services Engineers (CIBSE). Fire Mitigation Engineering: Institution of Fire Engineers (United Kingdom/Canada).be ' TATA Introduction For general information regarding the standards defined within this manual please refer to: Mike O'Brien Director, Airport Development and Infrastructure Consultancy Services International Air Transport Association (IATA) 800 Place Victoria, P.O. Box 113, Montreal Quebec Canada, airportdev @iata.org Fax +1 (514) 874 2662 For consultancy assistance please refer inquiries to: Chris Mirfin Director, infrastructure Consultancy Services International Air Transport Association (IATA) 800 Place Victoria, P.O. Box 113 Montreal Quebec Canada. aitportdev @iata.org Fax +1 (514) 874 26629, Vata Airport Development Reference ManualSee eee eae De Oc ee aa ee SE ae en Uae ee grea SE ne ee A ee ae eee ote Cee eC ee en Cee PROVIDED SERVICES INDEPENDENT CONSULTANCY> TRAFFIC FORECAST + CAPACITY AND DEMAND ANALYSIS MASTERPLANNING » TERMINAL DESIGN » INTERIOR DESIGN aH ‘Masterplanning: SIGNAGE = BAGGAGE SYSTEMS. ‘Termninat design WVaV7S2,[D) Architects — Dipt.ing;J0rgen Berneit OWE. Uniemeyerstrate 9 #11 UWS Engineers — Dipl.ing. Walter Miiller-Werkmeister D-30175 Hannover Fon +49 511 34 1414 Fax +4951 3440 73 tHE www. wp-architects.comt WWW.WP-ARCHITECTS.COM into@wp-architects.comAviation Consultants Enhmanns Our experience for your success: - Airport Quick Check - Airport Master Planning and Detailed Design Planning - Operational and economic improvements - Simulation, Forecasting ‘Aviation Consultants Ehmanns Huter Weg 57 e-mail: info@avconehmanns.com 51467 Bergisch Gladbach web: www.avconehmanns.com Germany SPIEKERMANN | CONSULTING ENGINEERS Erne Boswe TATA Chapter B — Planning Section B1: Major Planning Processes B14 B12 B13 B14 B15 B16 B17 B18 Airline Participation : Airport Consultative Committee (ACC) Key Planning Items .. “World-Class” Airports .. Typical Features of World-Class Hub Airport IATA Global Airport Monitor IATA Facilities Planning Questionnaire . IATA Recommendations .. Section B2: The Planning Process B21 B22 B23 B24 B25 National Planning Considerations .... Regional Planning Considerations ... The Airport Master Plan Local Community Issues IATA Recommendations .. " oy 15 23 24 31 32 36 37 38 38 39 39©, ‘Vata Airport Development Reference Manualaa TATA CHAPTER B — PLANNING SECTION B B14 B12 B1.24 MAJOR PLANNING PROCESSES AIRLINE PARTICIPATION As airlines are the primary users of airports and are a major source of revenue for airport authorities, itis essential that their requirements in respect of airport development projects are met effectively and at an acceptable cost, Experience has shown that the most useful and mutually beneficial course ‘of action when considering airport development projects is to establish ful, joint consultation between the airlines and an airport authority and its consultants. This should be undertaken as early as possible in the planning and design process, in order to allow operational impact assessments and/or cost benefit analysis to be determined and, it required, alternative solutions to be presented and discussed. The IATA forum for this consultation is the Airport Consultative Committee (ACC), IATA has forecast that passenger traffic will double in the next 12-15 years and it is estimated that ‘over $400 bilion will be spent worldwide to expand and upgrade airport facilities. The IATA ACC process is effective in ensuring that as many new airport faciliies as possible are efficient, capacity balanced, cost effective, functional and user-friendly. In 2003, about two dozen ACCs were active mainly in'Europe and Asia Pacific. IATA strives to obtain information as soon as possible regarding any proposed international airport development projects from Airline Operators Committees (AOC), Board of Airline Representatives (BAR), and other sources. Upon receipt of such information, IATA will contact the national airline and the planning specialists of the major airlines operating to that airport to determine if there is sufficient interest in the proposed airport project. If there is sufficient interest, IATA will endeavour to obtain the agreement of the airport or goverment authority concerned for consultation with the airlines on all aspects of the proposed development. Once the principle of joint consultation has been agreed, an ACC will be established, Ititis not practicable to establish a formal ACC, the principle of airline and airport authority consultation ‘on a local level are stil valid, In such consultation, the principles and practices outlined in this manual should stil be followed. AIRPORT CONSULTATIVE COMMITTEE (ACC) ACC Objective ‘The objective of an ACC is to consolidate aitline views and to provide a focal point for consultation between the airlines and the airport authority conceming the planning of a major airport expansion (of a new airport in order to input airline functional requirements, “The ACC wil consolidate airline views and provide a focal point for consultation between the aitines and airport authorities concemed in the planning of major aiport expansion projects or new airports in order to input airline considerations. When considering proposals for new or additional airport facilities, ACC members must constantly bear in mind that capital and subsequent maintenance and operating costs of airport developments will be ultimately reflected in user charges. Furthermore, airline operating costs are often adversely affected by inefficient airport design or terminal construction. in the analysis of an airport development project, the ACC will ensure that it provides additional Capacity to mest present and projected demand in a cost-effective manner. "WWer TATA Airport Development Reference Manual B1.2.2 B1.2.3 12 ACC Formation ‘An ACC will normally be formed under the guidance of IATA in consultation with the Regional Airports Steering Group (RASG) and the Regional Co-ordinating Group (RCG — where flight operations related matters are concerned, e.g. a new runway or new airpor). I there are only one or two aiines interested in the development of a particular airport, an IATA Mission may be conducted to the specific location instead of convening an ACC. Normally, IATA will participate directly in ACC meetings and will maintain close contact with its activities at all times. It should be noted that ACC activity must be separate from AOC activity because of the scale of the projects involved and the facility planning expertise required. ACC Membership Membership on the ACC is open to all airlines serving the altport involved. Airline Headquarters will be invited to nominate either a suitably qualified planning specialist or their local representative to Participate in ACC meetings. The level of expertise required will be dependent upon the scope of the Project concerned. if the number of airline representatives attending an ACC meeting is very large, the Committee may elect a limited number of delegates to meet with the airport authority and act on behalf of all carriers Today, nearly all airlines are engaged in some form of partnership, code share, or marketing agreement. These have led to the formation of alliances among the world’s major carriers. Four or five global alliances dominate the airline industry, each with a need to rationalise its requirements to create the most efficient airport operations possible. In order to best achieve their needs, global alliances may consider the appointment of a single representative to oversee the needs of that alliance. To ensure that local airline views and requirements are included in the ACC proposals and effect appropriate co-ordination, the AOC will be invited to nominate a representative to participate in all ‘ACC meetings. It will be the duty of this AOC representative (usually the AOC Chairman) to keep the full AOC informed of all ACC deliberations. At airports with multiple terminal operations, individual terminal AOC Chairman will be invited to participate. The local Board of Airline Representatives (BAR) will be invited to nominate a representative to Participate in all ACC meetings. Because the ACC is the primary forum for consultation with the airport authority on all aspects of airport expansion programs, it may be necessary to obtain participation of airline representatives from other related disciplines where specific problems exist, as follows ‘+ Facilitation — Faciltation representatives may be requested to participate regarding Customs and Immigration matters that affect airport terminal design and passenger/cargo flow, * Security — A security advisor is assigned to an ACC early in the terminal planning process to provide Input on security matters, which may affect terminal design. * Flight Operations — If ACC discussions are likely to involve fight operations matters (e.g. new runway, taxiways, docking guidance systems, etc.) the respective IATA Regional Coordinating Group will be requested to nominate a suitably qualified representative to participate in ACC meetings. A specialist working group of the ACC may be formed to undertake detailed studies of fight operational matters. © Fuel — Efforts in this area are directed at monitoring jet fuel costs world-wide and trying to secure reductions — particularly in cases where costs are inflated by local supply or handling monopolies, or by government taxation,Planning © Cargo — Expertise is available pertaining to all air cargo areas, User Charges — As alrport development projects normally impact on airport user charges, a representative of the User Charges Panel (UCP), may be requested to participate in the early planning stages of major airport projects. Airport Development and User Charges staff jointly liaise regarding locations where UCP participation is appropriate, © Air Transport Action Group (ATAG) The Air Transport Action Group (ATAG) is a coalition of organisations from the air transport industry, formed to press for economically beneficial aviation capacity improvements, ATAG is a leading proponent of aviation infrastructure development, advocating the economic benefits of air transport, the industry's excellent environmental performance, and the need for major improvements in aitport surface access and air trafic management capacity. ATAG's worldwide membership includes airlines, airports, manufacturers, air traffic control authorities, airine pilot and alr traffic control authorities, chambers of commerce, tourism and travel associations, investment organisations, ground transport and communication providers. Recognising that its goals need to be consistent with environmental expectations, ATAG: ‘© Emphasizes the air transport industry's progress in minimising environmental impact. © Promotes the environmentally responsible growth and development of air transport. B1.2.4 ACC Scope ‘The ACC is mainly concerned with airport infrastructure developments, strategic planning issues and the associated capital expenditure (CAPEX) programme of the airport. These include, but are not limited to: © Airport Master Plan — includes airport layout and land use, Aircraft Parking Apron — aircraft layout and related docking guidance systems. ‘¢ Passenger Terminal — planning and design of new terminals or major expansions of existing terminals, Airside and Landside Infrastructure & Surtace Access Systems. ‘© Cargo Terminal Developments — air freight and air express facilities ‘© Airport Support Facilities — e.g, cargo terminals and fight kitchens. ‘ACs will concentrate on achieving a rational balance between: © The level of service provided for both passenger and cargo in their respective terminal areas and fiolds of operation. ‘©The long term facility footprint and land area requirements for all parties operating at an airport. ‘© The need for efficient, cost-effective ground handling operations and the increased facility, resource and equipment requirements to support multiple handlers. ‘¢ Increasing demand and airport capacity improvement programmes. ‘¢ The impact and need to allocate global airline alliances within a single operating area or terminal. ‘© The proposed capital investment and the resultant operating cost to airlines over an agreed period. @ The need to increase concession areas and resulting revenues, and the potential impact on passenger flows and airline operations. 13Oe Tara Airport Development Reference Manual B1.2.5 B1.2.6 14 ‘© The differing needs of international carriers compared with those of domestic carriers, charters and emerging low-cost carriers (LCs), ACC activity will include an assessment of the capacity of existing facilities and a comparison against Current and projected demand. The ACC will seek as much financial information as possible to facilitate an economic assessment of various planning options in terms of layout, space requirements, labour, equipment, etc ACC Method of Operation ‘Once consultation between the airlines and airport authority has been agreed, IATA will request Copies of the proposed airport development plans to circulate to participants in advance of the first ACC meating. If this is not possible, then the initial ACC meeting with the airport authorities includes. a detailed presentation of the proposed plans. ‘The ACC will then meet independently to analyze the plans and develop an airline position including alternative proposals regarding the proposed project. The ACC recommendations, which reflect the majority point of view, are presented verbally to the aitport authority following the intemal closed session. Every effort is made to resolve airline differences of opinion and to agree to a joint unified position. Presentation of the aitline position is made by a suitably qualified spokesperson or if desired, by the IATA representative. The ACC recommendations are subsequently confirmed to the airport authority in writing by IATA. ‘ACC meetings normally take place at the location of the proposed project. In certain circumstances, it may be preferable for a working group meeting to be conducted at an altemative site, which is convenient to a majority of participants. The dates of all proposed ACC meetings are usually co- ordinated to ensure adequate aitline representation, ‘The ACC shall decide if and when specialist ACC working groups, and/or sub-consultants should be employed to study and resolve detailed problems. This is particularly important where very large airport development projects are concerned (i.e. new airports) and specialist expertise is required for specific subject areas (i.e. terminals, apron/operations, baggage handling and cargo working groups). Each working group is expected to develop its own routine and procedures, however itis responsible tothe full ACC and must report to the ACC through the Chairman and IATA . IATA will only participate where this is felt to be necessary to progress activity. If working group proposals vary significantly {rom that approved by the ACC, details and reasons for such must be substantiated by the group to the next ACC so that they may discuss and resolve differences of opinion, These WGs willbe dissolved when a solution is found or when a satisfactory answer to a problem cannot be found, IATA can employ ACC Project Managers on behalf of member airlines to more effectively monitor airport authority Capital Expenditure programmes. This position recognises the need for continuous aifine consultation, as distinct from what may be limited consultation provided by formal and infrequent ACC meetings. The airlines may request the creation of an ACC PM position through the ACC, who will discuss the arrangements for airline funding and the budget to be allocated for the position, Regional Airports Steering Groups (RASG) IATA Regional Airports Steering Groups are multi-disciplinary bodies of airine representatives ‘established in Europe and Asia/Pacific. They meet twice a year to review airport developments within their regions. The review includes: ‘Review of airport development activity in the region, © Updating the Core Document, which contains a profile of the main airports in the region © Status report of ACC activity within the region, '* Review of proposals for new ACCs. '* Determining the need for an IATA Mission as a first step in establishing an ACC.we TATA B1.2.7 B13 Planning ‘¢ Determining the need for airport traffic forecasts, ‘© Setting the priorities for future ACC activity in the region. Membership of the RASG meetings is taken from active participants in the regions’ ACC activities. ‘This includes representation from airport planning, operations and scheduling disciplines. In addition, the RCG Chairman, User Charges Panel (UCP), Facilitation, Fuel, Environment and Security disciplines, and selected industry working groups such as ATAG, may also be invited to participate. Co-ordination with Other Groups ‘The User Charges Panel is responsible for representing the IATA aitines in negotiations with airport authorities regarding the charges for the use of the airport, including but not limited to landing fees, terminal building charges, passenger-related elements, lighting charges, air trafic control and ‘monopoly-type user charges. It is therefore very important that the activities of ACCs and the UCP are closely co-ordinated so that the UCP is fully aware of costs emerging from ACC discussions to assist them in fulure negotiations with airport authorities regarding user charges. Aiport authorities often misunderstand the difference between an ACC and an AOC. For information cn the establishment of an AOC please see the guidelines for the establishment of the AOC in the IATA Airport Handing Manual AHM 073. These committees are concerned with the day-to-day operation of the airport for which they are established. Usually, information concerning a proposed airport development is first received from the airport authority at AOC meetings Liaison between the AOC and ACC is continuous and therefore the chairman or a representative of the AOC js invited to be a member of the ACC and participate regularly in all ACC meetings. ACC representatives must ensure that thelr local airport managers are fully briefed regarding the work. ‘covered at each ACC meeting and the planned action for future meetings. KEY PLANNING ITEMS This section provides an initial overview of the main considerations in any airport planning and development activity. Further detail on each of these elements is provided in later sections of the manual, These items impact the airport layout and the passenger terminal design and are considered to be of major importance by the airlines. These key planning items include: 1. Runway/Taxiway Layout. 2. Road/Rail Access. 3, Terminal Design. 4, Check-in Hall 5. CUTE. 6. Signage. 7. Security. 8. Baggage Handling System (BHS) including Hold Baggage Screening (HBS). 8. Airline Offices. 10. Airline CIP Lounges. 11. Terminal Retall Space. 12. Departure Gate Lounges. 19. Baggage Claim Hall 15see IATA B1.3.1 B1.3.2 16 Airport Development Reference Manual 14, Meeter/Greeter Hall. 15. Apron Layout. 16. Aircraft Servicing Installations. 17. Location of Support Facilities, Runway / Taxiway Layout Runway capacity is the most critical component at an airport. It largely depends upon the number of runways and their layout and spacing, the runway occupancy times of successive aircraft and the approach spacing applied by ATC to successive aircraft in the traffic mix. ‘The key items that affect runway capacity are a combination of: ‘© Availabilty of exit taxiways particularly Rapid Exit Taxiways (RETs) to minimise runway occupancy times. © Availabilty of a dual taxiway system. © Appropriate taxiway, holding bays and access. © Aircraft mix/pertormance. © ATC procedures and wake vortex approach spacing, Availability of A-SMGS systems during low visibility operations. ‘Where there are two or more runways, capacity is critically dependent upon the following aspects of the utilisation and configuration: ‘© The spacing between parallel runways. ‘The mode of operation; i.e. segregated or mixed, ‘® The intersecting point of intersecting runways. Access to the Passenger Terminal The public road system and the non-public or service road system should be planned carefully in order to avoid congestion near the passenger terminal. Traffic for the suppor facility areas of the airport should be handled on a separate road system so that truck traffic can be kept away from the main road toffrom the passenger terminal Al public roads should be clearly signposted. Cleary visible signs should be positioned on the roads and on the terminal curbside areas well in advance of desired destinations to allow drivers to make the necessary adjustments without abrupt changes. Signs should be propery lighted for night use and lettering and background colours should enhance clarity and visibility. Messages should be Concise, quickly identifiable and easily understood. Colour coding for mult-terminals, airlines, car parks, etc. is recommended. Car park locations should be close to the passenger terminal. The connection between the car park and the terminal should have weather protection and provide a safe environment with adequate lighting ‘Arival and departure curbside should provide large weather protected areas for passengers getting ‘out of and into vehicles. It should provide dedicated areas for taxis and buses. Curbside check-in facilities may be required in some airports.Planning B13.3 B1.3.4 High speed rail systems should be considered for airport access. The increasing use of rail systems should be encouraged by making it as widely available and as attractive as possible in terms of felative speed, reliably, price, convenience, safety and comfort. The airport ral station should be above ground, if possible. If the airport is located close to the city centre and the city already has a subway system, then ‘consideration should be given to extending it to connect the airport to the existing public transportation system. Basic Considerations of Terminal Design “The design of passenger terminals must be related to the runway/taxiway system, apron configuration land the airport accass system. The extent and location of these areas are govered by the master plan of the airport. Certain basic criteria should be observed in the planning of passenger terminals and the selection ofa terminal concept. All terminals should be interconnected to allow for horizontal passenger flows, {nd where walking distances may be too long for fast transfers then provision of powered walkways or other people mover systems should be considered. Provision for muiti-lliance hubbing should be respected, allowing for different alliances to be located strategically under a one-roof terminal concept. As alliances are not a stable element in planning, an ‘appropriate factor of flexibility will need to be incorporated into any terminal space planning. In ‘Situations where future growth or even the diminution of a terminal's size can be accommodated, tremendous advantages in operational continuity will be seen Other terminal design criteria include: ‘© Easy orientation for the travelling public approaching the terminal and within the buildings (self- explanatory trafic flow and human dimensions). Shortest possible walking distances from car parks and rail station to the terminals and more importantly, rom passengerbaggage processing facilities to the aircraft and vice versa. ‘© Minimum level changes for passengers within the terminal buildings © Avoidance of passenger cross-flows. ‘* Shortest possible distance for the transportation of passengers and their baggage between the terminals and the aircraft parking positions when walking is not possible. © Compatibiity of all facilities with existing aircraft characteristics and builtin flexibility to accept future generations of aircraft, as far as possible. © Design should be modular to cope with future expansion of each subsystem, oF to allow evolution in regulations and changes in the nature of passenger flows and alliance groupings. ‘© Terminal design must meet all regulations for handling disabled persons. Check-in Hall “The passenger terminal layout is largely influenced by the check-in concept, which is designed and installed by the airport authority. Itis essential therefore that airlines and handling agents be consulted at an early stage in the planning process. “The airlines’ acceptance of passengers and their checked baggage takes place at the check-in facility, which consists of a number of check-in counters with appropriate outbound baggage conveyance {acilties. Check-in counters may be either of the frontal type or of the island type. Within each of the two main types of counters, several variants exist. 7Per TATA Airport Development Reference Manual B13.5 B1.3.6 18 Frontal type counters may be arranged in an uninterrupted, linear layout or be spaced so as to allow Passengers to pass between the counters after check-in (pass-through layout). Island type counters are suitable for centralised check-in. Each island, the axis of which is orientated Parallel to the flow of passengers through the terminal concourse, may consist of up to 16-18 individual, check-in counters. The number of check-in counters per island can be doubled if two main baggage conveyor belts are installed in parallel back to back. Normally 26m separation (face-to-face) between adjacent islands is recommended. ‘The distance passengers must carry their baggage to the closest terminal check-in point should be kept to a minimum, Baggage trolleys should be available on the curbside, in the car park and at the railway station. Departure flight information displays must be available within the check-in area as well as information kiosks. Consideration should be given to the latest automatic self-service check-in kiosks with a view to maximising security, using biometrics, and minimising passenger check-in wait times. CUTE (Common Use Terminal Equipment) Common Use Terminal Equipment (CUTE) is an airline industry term for a facility, which allows Individual users to access their host computer(s). The basic idea of the CUTE concept is to enable airlines at an airport to share passenger terminal handling facilities. This includes such areas as ccheck-in and gate counters on a common use basis, enabling airlines to use their own host computer applications for departure control, reservations, ticketing, boarding pass and baggage tag issuance, etc., at such counters. CUTE may also be installed in airline offices (if cost justified). CUTE provides potential savings to the airlines and airport authorities by increased utilisation of ccheck-in counters and gate space, thus lessening the need for airports to build additional counters and gates. It may also permit an airline to automate its check-in and departure control functions when costs of installing its own equipment would be elther too high or precluded by another system or equipment already installed, or not permitted by the airport authority. ‘The CUTE vendor should be selected in cooperation with the airlines, The system may be provided either by the airport authority or directly to the airlines. ‘A Flight Information Display Systom (FIDS), connected to an Airport Operational Database (AODB) should be provided and should be connected to the airines host computer in order to provide all the Users at the airport with accurate real time information, ‘A powerful Local Area Network (LAN) infrastructure should be provided to allow data, video and voice transmission in both public and administrative areas of the passenger terminal. Signage ‘A well-conceived signposting system will contribute considerably to the efficient flow of passengers and traffic at the airport. It is therefore essential to consider the signposting system in the early planning and concept evaluation stages. The signage system may be a combination of fixed (boards, panels) and dynamic (monitors) signage. The signage system should be clearly separate from advertising. Airline brand name and logos should be clearly visible, allowing passengers to easily find the airline ‘check-in or ticketing facilities. Ideally, the passenger terminal building should incorporate self-evident passenger-flow routes through the building, but where signs are required they must provide a continuous indication of direction.=e TATA B13.7 B1.3.8 Planning “The primary purpose of an airport signposting system is to move the travelling public through a myriad of roadways and corridors using a concise and comprehensible system of directional, informational, regulatory, and identification messages. Consistent use of standard terminology in airports (including pictograms) will simplify the process of making the transition from the ground mode to the air mode (and vice versa) for the travelling public. It is important for signposting systems to adhere to a basic guideline of copy styles and sizes, consistent terminology, recognisable and universally acceptable symbols, and uniform colours for standard functions. Message content must be understandable by the unsophisticated as well as the sophisticated traveller. Signposting should be in “mother tongue” and English, Security Security requirements must be taken into account in all new development, re-development and refurbishment of airports, as stated in ICAO Annex 17. To do this, it is necessary to have clear government security standards which can be used by airport planners in such a way as to maintain the integrity of the local security programme, yet allow sufficient flexibility for them to be matched to the circumstances of each airport and its operations. Security requirements must be realistic, economically viable and allow for a balance to be made between the needs of aviation security, safety, operational requirements and passenger facilitation. Airlines and airport authorities should take note of the latest information on this subject in the IATA ‘Security Manual and should ensure that due allowance for the related requirements, including costs, is made in all airport terminal and apron development plans. ‘A centralized or semi-centralized passenger and carry-on baggage security check point design is favoured. They must be properly sized, and manned, in order to avoid long queues. “The design of the outbound baggage handling system must account for 100% Hold Baggage Screening (HBS), Baggage Handling System Baggage handling has become such a significant element of passenger processing that the baggage system is of major importance to a smooth airline operation at the aiport. The baggage handling system must be able to sort large numbers of bags quickly and with a high degree of performance reliability. With larger capacity aircraft anticipated in the next few years, the automated baggage system will become the rost critical system in the airport terminal ‘The baggage system to be installed must be considered early in the passenger terminal design process. Certain terminal concepts may require highly automated and costly systems, while others fay need only simple conveyor belts. Where automated distribution and sorting systems are contemplated, itis generally desirable to select the baggage handling systems supplier early in the project. This will enable the baggage handling supplier to participate in the system and facility design process, thereby avoiding expensive redesign and time consuming delays during construction and ‘commissioning. ‘The following principles will contribute to an efficient baggage handling system: ‘¢ Baggage flow should be rapid, simple and involve a minimum number of handling operations, ‘Baggage handling arrangements within the building should be consistent with apron arrangements and with the type and volume of traffic expected, ¢ Baggage handling systems should incorporate the minimum number of turns and level changes as is practicable within the terminal design. '* Baggage flow should not conflict with the flow of passengers, cargo, crews or vehicles. 19we TATA Airport Development Reference Manual B13.9 B13.10 BI311 20 * Provision should be made for the forwarding of transfer baggage to the departure baggage sorting areas. ‘Flow on the apron should not be impeded by any form of physical control or check. © Space for 100% HBS should be provided. © Facilities for oversized baggage must be provided. ‘* Check-in take away conveyors should be provided at each counter. Plans for fallback handling n case of failure should be provided with all baggage handling systems. Airline Offices Airline passenger processing support offices are required in close proximity to the check-in counters. The amount of space required by each airline and/or handling agency will vary depending upon such factors as volume of traffic or type of handling service performed. Alrlines wil also require administrative and additional offices located in other areas of the terminal with convenient access to the passenger Processing areas. Aline support offices are also required in the airside concourses close to their aircraft operation areas. The individual airline space requirements may be obtained using the questionnaire and procedure shown in Figure B1,3 at the end of this section. Airline CIP Lounges ‘At many international as well as domestic airports, the airlines have a marketing requirement to provide special lounges to accommodate their Commercially Important Passengers (CIP). This airline requirement has grown significantly in recent years to become a major customer service element in ‘the way airlines handle their CIP passengers and set themselves apart from their competitors. Most airlines will require generously sized spaces for their exclusive use lounges. These lounges should be located on the alrside of the terminal building and preferably on the departures level, with convenient access to the airlines’ departure gates, Larger airines will tend to combine their exclusive requirements into multiple function rooms differentiated by passenger categories (First Class, Business Class and others). These larger spaces normally require their own exclusive toilets and showers, and access by elevators andlor escalators, ‘Also it should be noted that with the growth of airline alliances many future CIP mega-lounges wil be shared by several airlines. Details of the airline space requirements for such lounges al a specific airport may be obtained using the questionnaire and procedure shown in Figure B13. Terminal Retail Space Recent surveys on airports show that passengers want, and expect to see, shopping facilties at airports where they can browse when they have sufficient time, At some larger airports up to 10-12% of he terminal area is now dedicated to airport shops. With passengers wiling to spend large amounts cof money on airport shopping, concession revenues can provide the airport with up to 50-60% of their total airport revenues. The airlines support the alrport authortes in their plans to expand airport concessions provided © The commercial revenue eared by the airport authority is used to reduce aeronautical charges. '* The accessibility and accommodation for these facilities must be arranged so that maximum exposure to the passenger and visitor can be accomplished without interfering with the flow of Passenger traffic in the terminal. 70-80% of retail concessions should be located airside.Oe TATA Planning BI312 B1313 B13.14 Departure Gate Lounges “The departure gate lounge area should be an open area, allowing passenger circulation. There should be seating in the area for 70% of passengers. This includes seating at F&B (food & beverage) concessions. It should be a quiet environment, with an apron view, where passengers can relax, ‘work o enjoy themselves. It should include faciities such as working positions with modem/inteet {and power connections, TV sets, smoking areas, children’s piay areas and retail and food concessions. Baggage Claim Hall ‘The baggage claim hallis the area in the terminal where passengers reclaim their baggage off ariving flights. Claim units of a re-cirulating type allow the passengers to remain stationary, while their bags are delivered to them. Separate claim units should be available for over-sized baggage. Passengers have high expectations that baggage delivery willbe efficient and they will nt have to wwait an unreasonable amount of time to collect their bags. Once the first bag is delivered on the ‘carousel or racetrack, passengers expect a steady flow of bags unt the last bag is delivered on the claim unit ‘An 11-18m separation between baggage claim units is recommended to allow enough space for passengers, trolley storage and circulation. A sufficient number of baggage trolleys should be available at the entry to the baggage claim hall When passengers off international fights leave the baggage claim hall, they will pass through customs inspection. Customs should use red/green channels to speed up the flow of exiting passengers. Meeter Greeter Hall ‘Once passengers have claimed their bags and passed through Customs formaities, they enter the Meeter/Greetor Hall where they can get organized before leaving the terminal. A well-designed entranceway or corridor out of Customs in to the Meeter/Greeter Hall is required to allow arriving passengers to avoid the congestion of greeters around the exit doors. Once in the hall, ariving Passengers may purchase local currency before proceeding to the curbside, car park or the train Station. Many attiving passengers are welcomed on arrival by frends or family and a meeting point ‘should be part of the design for the meeter/greeter hall. Important features of the meeterigreeter hall include: © Meeting Point. © Toilets. © Currency Exchanges. © Food and Beverage (F&B) fa ¢ Car Rental counters. ‘© Hotel and Tourist Information counters. ‘© Bus and Rail Information counters. ¢ Clear signage to taxis, buses, rail station and car parks. atee 14TA Airport Development Reference Manual B13.15 Apron Layout The key aspects of aircraft stand availabilty are: * The number of stands provided for different typesisizes of aircraft ‘* The availablity of these stands as influenced by occupancy times, © The flexibility of stands to handle different types/sizes of aircraft throughout the day. © The ease of aircraft circulation and manoeuvring, including push back. Other important issues, relating to service standards, are: ‘© Which terminal(s) are served by the aircraft stands. © Whether the aircraft stands are terminal contact or remote. Increasing importance is placed by airlines upon terminal gate stands because they provide for more rapid and comfortable handling of passengers, avoid the need for buses, and enable faster tumarounds and shorter connection times. Service roadways should be clearly marked, with the width of each lane able to accommodate the widest piece of ground equipment. ‘Areas such as equipment staging and parking must also be clearly marked B13.16 Aircraft Servicing Installations 22 Fixed aircraft servicing installations reduce apron congestion and permit shorter servicing periods. However, where the apron is used by a variety of aircraft, and with wide variations in aircraft servicing Points, itis recommended that only the basic services catering to the majority of aircraft be provided Initial installation cost and the difficulty in adapting to changes in aircraft design preclude more Comprehensive installations, except possibly in the case of certain aircraft stands used exclusively by one airline Hydrant fuelling systems are preferred over mobile tankers, as they permit faster turnarounds. However, a decision to install any fixed aircraft servicing system should take place only after a careful {and comprehensive appraisal of the economic (return on investment) prospects has been made, The economic viability of such systems depends on a large variety of operational factors and should be assessed only in close co-operation and agreement with the headquarters specialists of the airlines serving the airport. ‘The following is a list of fixed aircraft servicing installations: * Hydrant fuelling system, * Electric power system (400 Hz). ‘* Electric power system (50/60 Hz). © Preconditioned air system. © Aircraft dockwhe TATA B13.17 B14 B1.4.1 B1.4.2 In the provision of fixed installations, the following should be borne in mind: ‘© Cables/hoses between the aircraft and the installation should be as short as possible and should not cross one another. ‘© Operation ofthe fixed installations should in no way impede other aircraft servicing functions. ‘© Pits, hydrants and other facilities connected with the fixed installations should not impede the flow of apron traffic. ‘© Fixed service installations should, as far as possible, be located close to the corresponding outlets: ‘on the aircratt and there must be close liaison between the airlines, the airport authority, the fuelling companies and other suppliers conceming all aspects of design and installation. Location of Support Facilities Cargo terminals, flight kitchens, and aircraft maintenance facilities should be located close to the terminal apron area so that service vehicles will travel relatively short distances. The location of ‘support facilities must take into account future expansion plans of the airport as shown in the airport master plan. “World-Class” AIRPORTS ‘The IATA Global Airport Monitor (see section B1.6) and several other Passenger Surveys, which are published annually, show how passengers have rated major airports around the world. The top rated Birports usually have airport layouts that allow for efficient airline operations and passenger terminal designs that are passenger-friendly. These airports are called “World-Class” Airports. Key Characteristics of a World-Class Airport ‘world-class airport should meet the needs of its customers — the passengers and the airlines. The following lists show the items that passengers and the airlines consider important when rating an airport. A Passenger Viewpoint: 1. Easy access to/from the airport by road and rail 2. Short walking distances from curbside to check-in and from check-in to aircraft gate, with no level ‘changes. Similarly short walking distances from the aircraft to the baggage claim area and then from Customs to the curbside or the rail station. Attractive architecture and landscaping to provide a pleasant, relaxing atmosphere. Short queues at all check points such as checkin, security, passport control and boarting Good aircraft ontime departure performance, Fast baggage delivery and ample baggage trolleys. Clear and concise signage. Good variety of retailers. ‘Attractive CIP lounges conveniently located near the aircraft gate. 10. Good selection of moderately priced eating establishments. 23©, we IATA Airport Development Reference Manual B1.4.3 B15 B15.1 24 An Airline Viewpoint: 1. A master plan that optimises the location of key functions on the airport and allows for orderly expansion. 2. A runway layout that maximises runway capacity and allows adequate space for apron and terminal expansion 3. A runway and taxiway layout that minimises aircraft taxing distances. 4. Anapron layout wth energy efficent aircraft ground support equipment, sufficient and well-located staging areas for baggage, cargo and ground equipment with enough space for several ground handlers, and no cul de sacs (dead ends) that impede aircraft manoeuvring 5. An attractive work place for airline staff, but with a terminal that doesn't put architectural design ahead of an efficient airine operation and a terminal that provides sufficient and suitably located airline accommodation space including the needs of alliance airlines. 6. A passenger terminal building with an efficient outbounditransfer baggage sortation system that also supports short MCTs (minimum connecting times). 7. A passenger terminal that allows 90% of passengers to use passenger boarding bridges, with aircraft parking on remote stands using buses to meet peak demand, and short walking distances for commuter aircratt. 8. Excellent airport shopping for airline passengers that doesn't interfere with passenger flows between the check-in area and the aircraft gate, and yet provides the airport with commercial revenues that help reduce airline user charges. 8. An airport with reasonable user charges. 10. An airport authority that can see the mutual benefits of working with the airines in planning major facility changes. TYPICAL FEATURES OF WORLD-CLASS HUB AIRPORT It should be noted that for an airport to become a world-class airport more than just good facilities are required. The airport staff should be friendly and the public areas of the passenger terminals, especially tollets, must be clean, Also, aiine and govemment processes must allow passengers t0 move quickly through the terminal building, from the departures curbside to the altcraft door and from. the aircraft door to the arrivals curbside. To guide airport authorities towards becoming a world-class hub airport, the following is a checklist of generic criteria that must be met: Geographic / Political Location ‘* Amedium to large sized airport with international, regional and domestic traffic, ‘* Regionally competitive in terms of costs, facilities and convenience. * Geographically situated along a major world alr-route, or at the cross roads of more than one world air route '* Geographically located in a catchment area of substantial O8D traffic. ¢ Healthy regional and national economic growth. '* No politcal restraints to commercially acceptable bilateral agreements. ‘© No environmental constraints on aircraft operations.we TATA B1.5.2 B15.3 B1.5.4 Planning Airspace / ATC (Air Traffic Control) ‘© No restrictions on airspace capacity, © No conflict with other close airports or military traffic restrictions. ‘@ No threat to schedule integrity or reliability from airspace or ATC issues. Airfield and Infrastructure © Runways and other airfield facilities able to handle all traffic demands. ‘© Runway capacity routinely in excess of 75 movements per hour. © No limiting curfews. ‘¢ All-weather operations. ¢ Regular and reliable transport links to closest major city; a rapid rail service is the preferred option, if economically viable. ‘e Adequate private car parking at reasonable cost — including long-term parking with shuttle bus service. ‘© Capacity to handle large traffic peaks with high activity during the peaks. ‘e Reliable airport services/utities such as power supply, water supply, fuel SuPPIY. Spacing of runways, taxiways, taxilanes to allow Code F aircraft operations. © Dedicated locations for competing ground equipment parking and container storage racking. Passenger Terminals ‘© Sufficient airport and terminal facilities to allow airlines to meet their own airline service standards at a reasonable cost (see Figure B2.1 for airline service standards that need to be converted into physical airport facilities) 'e IATA Level of Service C or better should be attained (subject to acceptable capital cost and resultant operational cost limitations) — eter to Section F9.1.2 ‘¢ Apron configuration and capacity to not inhibit scheduling and to allow airine allance proximity pparking for hubbing operations. ‘© Apron services available — aircraft fuelling, ground power. ‘® Competitive MCTs (Minimum Connecting Times). MCTs must be competitive with competing regional airports. Adequate faciities to allow single airlines or alliance airlines to complex fights within published MCT. © Sufficient aircraft stands to meet peak demands — buses to remote stands, 90-95% of passengers (on an annual basis) should be served by a passenger boarding bridge. ‘© Terminal facilities to accommodate complex peak demand. fe Inter-terminal passenger and baggage transfer systems, ‘© Intra-terminal walking distances minimized. 25Oe TATA B15.5 B15.6 26 Airport Development Reference Manual ‘* A choice of competing passenger, baggage, ramp and engineering handling agencies. * Abilty to allow airines to selt-handle if require. ‘* Government agency processing times to world standards. * Automated baggage sortation systems with high peak hour relibilty and flexibility to cope with high levels of transfer baggage. In-line HBS system is preferred option '* FIDS systems throughout terminal. ‘* CUTE systems at check-in areas as well as at the boarding gates, © Airside and landside retail outlets at High Street prices, or better. ‘© Sulficient terminal space to allow airline alliances to consolidate their space requirements. ‘* Logical flow and proximity between check-in counters, airline CIP lounges, and departure gates. © Sufficient space for airines to lease administrative offices, CIP lounges and staff amenities. Air Cargo & Air Express Terminals * Achoice of competing freight and catering handling agencies. ‘* Direct access from the cargo and express terminals to the cargo apron. ‘* Sufficient freighter parking positions, with tether pits (nose wheel tie-down to maintain aircraft balance during loading and unloading). User Charges © Sufficient airport and terminal facilities to allow airlines to meet alline service standards at a reasonable cost. ‘© Transparent pricing mechanisms on “single til” basis (refer to Chapter D).®, we TATA B1.5.7 Conclusions tis a challenge for an alrport authority to meet all ofthe planning criteria required to become a ‘world- itis important that airport authorities and their airport planning consultants fare aware of the airline industry's views on airport service class’ airport. Nevertheless, Planning planning excellence. The following tables on Airport Passenger Terminal Planning Standards summarize airline requirements for a ‘world-class’ passenger terminal: FIG. B14: AIRPORT PASSENGER TERMINAL PLANNING STANDARDS "AIRPORT PASSENGER TERMINAL PLANNING STANDARDS. ofssmin Economy Class ~Maximum Queuing Time (of 15.20 rin Tourist (Charter! No Fri) Class — Maximum GueUing Time of 25-20 min For aditonal information on minimum and Freximur checkin wating times, refer to Seaton F.9.8 Table 97 Space -for passengers wating upto 30 mre. 18 m pet ternational passenger, 13 mfordomesic passenger, incl inle-queue space and Faggugetroleys, Refer to Secton F9.1.. ‘Seating for 53 of passengers. Planning Element Planning Standard Recommended for Typical Busy Day Practice ‘Airport Access {90% of passengers can access the airport | Express train servic shouldbe avait win 9045 minutes of he CBO. every 15-20 minutes Employee transportation plan i required ‘Checkin Hall Business Glase Maximum Queuing Tne | Island ayou is preferred. 16-0 counters persice ‘Separation distance between sands of 24- 26m TH JFK counters CUTE (Common Use Terminal Equipment) ‘ahere a cearfnancal rationale for {simplemertation i apparent. ‘Special counters for handling over size baguane ‘Automated baggage system using IATA 10 ‘Gait LP barcode tags or RFID (Rado Frequency \entiication) tags. Inline HBS (Holé Baggage Screening) system. BRS (Baggage Reconctation ‘Syater) prefered, “Ticket counters at head ofeach tana, or located dlose-by, with space for back offce Seale Proximity to Alliance partners. enchant design. sf checkin Kiosks Incuding ‘Security Screening Maximum Queuing Tine of 25 min. Space fo: passengers wating upto 10 mites. 10 m pe passenger. Refer to Section F8.103 ‘Outbound Passport Control Maximum Queuing Tine ofS min, Introduction of bimetics wil speed up Space —for passengers waling upto 10 | Processing minutes. 1.0" per passenger Aer to Section F9.102 CIP Lounges: “4? per passenger Preferred lcaton for lounges is sie in hora passenger Row between check-in tnd ara gates, Size cuffclet to be ‘shared by allance partners “Arial lounges may be required a age Jerminaing sports Departures Lounge “Space —1 2m per paesenger standing & ‘im pat passenger seated Seating for 10% of passengers where jeccangers donot have to wat 60% where passengers do have fo wa a7TA Airport Development Reference Manual FIG. 81.1 Continued: AIRPORT PASSENGER TERMINAL PLANNING STANDARDS ‘AIRPORT PASSENGER TERMINAL PLANNING STANDARDS, ning Element Planning Standard for Typical Busy Day Recommended Practice Departure Gate Lounges: ‘Space ~ 12m” per passenger standing & 117m per passenger seated ‘Seating - 70% of passengers should have ‘ccess to seating eluding seating at FAB (food & beverage) concessions. Walking Distance Maximus of 250 — {300m unaided & 650m with moving, walkrays (of whieh nat ore than 200m Unsided) [APIs fo avel over 800m, WA aitcraf shoul be parked cose to the main PTB to reduce he waking stances forlergest aumbers of passengers, Cate lounge shoul include podium counter ‘ose entrance to PBB & inckde CUTE ‘system wih 2 boarding pase readers for erat large than type C, a document Dinter & boarding pace printer ‘Shared baggage facility (ehutestteight levator to apron level) atthe gate lounges. for excess cabin baggage, svolers & wnesienars. Passenger Boarding Bridges 90 959% of passengers (on an annual basis) wil be served bya passenger Doarding brioge PBB justified with minimum of 4-6 erat operatonsidy, ‘Apron drive ridges with 400 Re ea found power, st condoning & potable water atlached Clase-walled bridge prefered Code akcra~one or wo bridges, ‘NLA’ aireraft- one bridge to upper deck & lone badge to main deck ‘irre docking guidance system, Ramps (with siope not exacting 1:12) should be used to connect the PED withthe departures gate lounge (upper level) and ‘Aircraft On-Time Performance with the aval corr (ower eve) Sufficient land for twin independent (1,200 2,000m separation) staggered paral! ays (9500 ~ 4000" length x 60m width space for 2 adetional oe paral runways, ual axways 8 dual taxienes, Inbound Passport Contro! ‘Maxima Queuing Time of 10 min, ‘Space ~ or passengers waltng up to 20 minutes. 10m per paseenge Refer to Section F9.10.2 Introduction of biometnes wal peed up processing, 28we i IATA Planning FIG. B1.4 Continued: ARPORT PASSENGER TERMINAL PLANNING STANDARDS “AIRPORT PASSENGER TERMINAL PLANNING STANDARDS Planning Element Planning Standard Recommended for Typical Busy Day _ Practice ‘Baggage Claim Mall ‘Wheel stop to Last Bag — Sufficient numbers to be provided to eee atocate at lea one 85m baggage claim Unit per B747 fight, Referte Section US3 CSL Separate device(s) for handing over size Wa —20 mn, bagosee. Economy Glass [An 11-13 separation between baggage NB- 28 min ‘arn units ‘Wa ~ 40 min ‘Suffclent baggage trols to be avaliable ‘oneny tothe Baggage Gai hall. 2 [ATMs (Automated Teler Machines) locate space 1.7m? perpeseenger enaudng | ATMs (ulorsied ine) located baggage claim unt) in baggage claim hal Left luggage storage facies should be Refer to Section F108 Lek loagooe son bound Gustoms Recommended use of Rea’Green Channels Meeter Greeter Hall ‘Space 1.7m’ per passenger & grecter. | Easy access torn station 20% of space for seating : - Refer to Swetion FO.10.7_ 7 Passenger Artival- Wheel stop to ‘Business Clase - passenger onthe Curbside Curbede 20-25 minutes afer aca aval one Economy Class - passengers onthe oe sole) furbede 40-45 minutes after srerat 45 minutes anival Wayfinding “The PTB should incorporate self-evident pascanger tow routs tough the bung, Dut where signs are equred they must provide a conbnuous ndeation of direction, Signposting system should use a conse & comprenensive system of drectonal, ‘iformational regulator &ientifation messages. should adhere to a basic ‘udelne of copy syes & sizes, coneistent {erminoogy, recognable & universally ‘3cceptabe symbols & uniform colours Signposting shouldbe in "mother tongue" & Engh ‘itine Offices 10m? per staf member Sufficient space folease to aiines & Alfances. Located landside reasonably close to Rute of Thumb — : Leah 1 checkin counters x 100m ees 29yee ATA Airport Development Reference Manual FIG. B1.1 Continued: AIRPORT PASSENGER TERMINAL PLANNING STANDARDS ‘RIRPORT PASSENGER TERMINAL PLANNING STANDARDS, Planning Element Planning Standard for Typical Busy Da ‘Recommended Practice Passengers with Disabilities ‘Airport fecties must comply wth naonal laws and reguiatone RetallConcessions ‘Aiport Aunorty should obtain $0 — 60% of totl airport revenue fom Fetaicancessions, 70.80% of real concessions should be locates airide Retaivconcession faites should not interiere wih passengers fows beeen checkin andthe departure gate lounges MCT - (Minimum Connecting Time) Domestie-Domestie 3545 min, Domestic international - 35-45 mi, Intemational Domestic ~ 4560 mn, Intemational intemational- 45:60 min, Refer to Secon U1.2.6 for spectic baggage connecting times, ‘Transfer Counter - Meximum Queuing Tie of5-10 min, ‘Space - for passengers wating upto 30 minutes, 1-2 per passenger incl ne ‘queue space ang baggage toleys Referto Section F0.1.3, Seating fr 5% of passengers. 30we IATA B16 IATA GLOBAL AIRPORT MONITOR: The Global Aiport Monitor is a customer satisfaction benchmarking programme that analyses the perceptions of international, domestic and transborder travelers and provides an up-to-date marketing index to measure the service quality of participating airports. This benchmarking too! explores passengers’ ‘on-the-day experience of an airport on a wide range of service elements on a worldwide basis. “The questionnaire is distributed to passengers in the departure lounges (airside) 30-45 minutes prior to departure. Each airport receives approximately 350 questionnaires per quarter. If an airport needs ‘a more robust sample by segment, e.g. Transborder/Domestic or per terminal for more detailed analysis, an increased sample size is constructed. The survey is carried out according to a precise ‘sampling plan constructed with the airport management, ensuring the sample is representative of the alrport's traffic mix. ‘The questionnaire covers 24 airport service attributes and 4 airline service elements as well as demographic/ travel and connecting passenger profile. The 24 airport service attributes include: Ease of finding your way through the airport’ signposting. Flight information screens, Availabilty of flights to other cities. Ease of making connections with other flights. Avail ty of baggage carts. Courtesy, helpfulness of airport staff (excluding check-in). Restaurant/ eating facilities. ‘Shopping facilities. eeprnoneon Business facilties (i.e. computers, internet). 10, Washrooms. 11, Passport and Visa inspection. 12, Securily inspection. 18. Customs inspection, 14, Comfortable waitin! gate areas. 16, Cleanliness of airport terminal. 16, Speed of baggage delivery service. (previous experience). 17. Ground transportation to/ from airport. 18, Parking facilites. 19, Sense of security 20. Ambience of the airport. 21, Overall satisfaction with airport. 22. Value for money for restauranveating faclties. 23, Value for money for shopping faites. 24. Value for money for parking facilites. 31Be TATA irport Development Reference Manual Each year IATA publishes the results of the Global Airport Monitor surveys conducted at major airports around the world. Figure B1-2 shows the rankings of the Top 10 Airports from 1998-2002. Figure B1-2: Rankings of Top 10 Airports from 1998-2002 Cr oy 1999 2000 mm ‘Singapore ‘Copenhagen Singapore Dubai Dubai Helsing Singapore Sydney Singapore Singapore Manchester Holine Hetsint Copenhagen Hong Kong Melbourne Vancouver Hong Kong Seoul incnean Copenhagen Geneva Manchester Copenhagen Hetsinis Kuala Lumpur 2ureh Kusla Lumpur Minneapols St Paul Sydney Seoul incheon ‘Amsterdam Cincinat Manchester Athens ‘Aens Copenhagen Perth Vienna’ Hong Kong Vancauver Montreal Mirabel Amsterdam Bingham Bermuda Gincinnat Oriando Hong Kong Vancouver Vancouver For information on the IATA Global Airport Monitor contact bis @iata.org. B1.7 IATA FACILITIES PLANNING QUESTIONNAIRE 32 At an early stage in an airport project, specific airline space and facility requirements must be determined. The recommended document for obtaining this required information is the IATA Facilities Planning Questionnaire. See FIG. B1.3 at the end of this chapter. {I must be anticipated that the contents of the questionnaire may not be completely applicable at all airports, but it is expected that the basic document can be used at all locations, with suitable notes indicating items which should be ignored, deleted or possibly added. Therefore, before circulation, the airlines and the airport authority should agree both on the sections to be used, and any variation |n their content. IATA will arrange the circulation of the questionnaire to all airlines operating at that airport, and to non-airline handling agencies (where applicable) requesting completion in as much detail as possible and retumn to IATA for consolidation and subsequent presentation to the airport authority. Responses from each airline are kept confidential. Estimates of rental rates for leasing space should be available to the airines early in the planning Process. The rental rates usually affect the amount of space that an airline will raquest. If rates are high, the airline may reduce its space requirements. At airports where more than one terminal building is involved, it may be necessary to complete separate questionnaire sections for each building, Requirements associated directly with staff numbers should be based on the maximum number of ‘staff on duty on a particular shift. Care should be taken not to use cumulative figures of total staff employed, although provision must be included for shift changeover, when assessing car parking requirements, locker room areas, etc.yee TATA Planning Figure B1-3: IATA Facilities Planning Questionnaire Estimates for planning purposes only — not a commitment to rent the required space Astin: Planning Years to — Airport: 1 HANDLING ARRANGEMENTS 1.1. Passenger Baggage Handling Do you intend to perform your own passenger baggage handling function? YES/NO — IF "NO" state name of handling agency/airline now used. — If “VES" indicate whether in full or part FULL / PART — It "PART indicate which functions you intend to perform and which are to be performed by the handling agency/airine: Function Peformed by Handling Agency. itself Wes Name of Handling Agency! Function Tick (¥) Tick (7) Ticket Sales. Passenger Checkin ‘Seat Allocation Load Control Passenger Boarding Contra Bi jaggage Sorting Flight Operations Crew Briefing 1.2 Apron Handling Do you intend to perform your own apron handling function? YES/NO — IF NO" state name of handling agenoy/airline now used. — IF*YES" indicate whether in full or part. FULL / PART — It PART indicate which functions you intend to perform and which are to be performed by the handling agency/airine: Function Peformed by Handling Agency If Self Handling ifYes Name of Agency! Function Tick (¥) Tick (¥) Airline Baggage/argo Loading/Unloading ‘Aircraft Push-back. Aircraft Catering Aircraft Cleaning Aircraft Toilet ServiceTATA ‘port Development Reference Manual 1. Cargo Handling Do you intend to perform your own cargo handling function? YES / NO — IF "NO" state name of handling agency/airline now used. — If "YES" indicate whether in full or part. FULL / PART — If "PART" indicate which functions you intend to perform and which are to be performed by the handling agency/eirline: Function Performed by Handling Agene itself. ies Name of Handling Function Tick (¥) Tick (V) Export ‘Goods acceptance/paperwark Cargo processing ContainerPallet build-up Aireraft loading Import — ‘Aircraft unloading ‘Container/Pallet breakdown ‘Cargo processing 34 ‘Customer contact/papenworkBe ' TATA Planning SPACE/FACILITY REQUIREMENTS 2.1. Passenger Terminal State your existing facilities and requirements for the forecast years specified above. Airlines intending to be handled by third parties should only specify those requirements which would not be provided by the handling agent. | start Desi Existing | Requirements | Requirements Function Facil Year Year Wo, Checkin Counters Wo. Seif Service Counters No. CUSS Kiosks Checkin 7m cs 7 Support Offices No. TickeV/Sales Counters (ot included above) ‘Administrative Offices im m m Operations Offices m im m VIPICIP Lounge: im me im ‘Communications me oF o Facilities (speci) Tine Maintenance mr 7 a Ofices/Stores ‘Ground Equipment mm m’ m Parking Other (pes Joint Use of Facilities Indicate below whether your airline is prepared to share any of the facilities below with another airline or agency. Tick (7) if Prepared to Share Facilities Yes No Checkin Counters Ticket/Sales Counters Departure Baggage Sysiem VIPIGIP Lounge 35iata Airport Development Reference Manual 2.2 Support Facilities ‘Aircraft Maintenance ‘Staff Desired Location Requirements ‘Year ‘Ground Equipment w im Maintenance Offices/Workshops Atcraft Catering aw we Other (specify) mm fi 2.3 Cargo Teri al (Exclusive Airline Space Only) ‘StaffDesired | Existing | Requirements | Requirements Function Location Facilities Year Year ‘Storage Area Processing Area im me ULD/Equipment me mi m7 Storage Area Office Space ae ii iid Bonded Area’ me me mt i) me of Ti Sreinyetiessiteesty Mellsevstestiiadee : TATA Planning SECTION B2: THE PLANNING PROCESS B2.1. NATIONAL PLANNING CONSIDERATIONS It is advisable for national governments to develop a strategic planning objective for the medium and long-term development of airports within their national jurisdiction. The strategic proposal should took at existing air traffic control as well as runway and terminal capacities and then should define strategic ‘objectives for the phased expansion or development of new or existing airports. ‘An example whereby this holistic strategic approach has been well adopted can be cited by the British {government (Deparment for Transpor), which created and developed The South East and East of England Regional Consultation Document. This specitic paper was based on the results of the South East and East of England Regional Air Services (SERAS) Study. This document included proposals {or different amounts of new runway capacity as well as options that limit development in the South East of England at a strategic level. While the SERAS document is specific to the region in question, it does demonstrate the necessary level of governmental stratogic thinking that is required and represents an excellent benchmark in this regard for governments worldwide. Generally the formal planning sequence which is followed is denoted by the folowing stages. It should be noted that national government planning sequence variations are likely to occur: Stage 1. Review of Governmental National Planning Strategy for ATC/Runways/Airport infrastructure. Stage 2. Preparation of Initial Master Plan for Proposed International/Regional Airport. Stage 3. Review of Local Community's Sensitivities. Stage 4. Refinement of Master Plan. Stage 5. Planning Application. Stage 6. Planning Appeal (as necessary). Stage 7. Planning Decision. The national plan should be developed in consultation with all airport operators, national and international commercial interests, aines and IATA, and should address the following issues for the perceived 30 year development period: ‘¢ National commercial and political objectives where government and financial institutions seek to ‘expand regions within a nation for development or continued expansion. © Existing airine routes and the viability of new routes. ‘¢ Ecological and environmental impact of airport and flight operations to new or expanded existing airports. ‘© Commercial impact studies on existing airports, airlines and handling agents, including those pertaining to cargo operations. @ Rall and road impact studies, ‘© Impact on existing and future aircraft trafic movernents. ‘® Commercial impact on local businesses and employment rate variations. ‘© Social impact on residential areas surrounding the airport. ‘¢ Identification and impact on areas of natural beauty, historic sites and religious monuments. 37yee lata Airport Development Reference Manual Methods that may be employed to access the national airport planning document should be published in appropriate press and government information sources. The document itself should be a realistic interpretation of the facts developed by a wide cross section of the airport and airline industry, as well as local community representatives. The document should include but should not be limited to the following detalled sections: Statement of airport development needs for the nation ‘© National and regional business development needs. © Social needs and relevant impact statement. ATM national development plan. Airport to rail and road national development position statement. © National airport development plan. High level funding options for national airport development altematives. ‘© List of contributors to the text 2.2 REGIONAL PLANNING CONSIDERATIONS ‘The regional planning paper should be a more regionally focused and detailed derivation of the national planning document. Typically, a regional area would contain no more than two large or ‘medium sized airports within its Boundary. The concepts presented need not be detailed construction solutions, although expert civil, structural and specialist engineering advice is stil required so that any solutions proposed can be realistically developed when need be. These might include: ¢ Statement of airport development needs for the region, ‘¢ Regional business development needs. ‘¢ Regional social needs and impact statement. ¢ ATM regional plan and national overview. ¢ Rail and road infrastructure solutions to aid airport development plan. ‘¢ Regional airport development plan and study (concept options). ‘¢ Airport regional development plan objectives and option recommendations. ‘¢ Regional airport development funding options. © List of contributors to the text. B2.3 THE AIRPORT MASTER PLAN 38 ‘The airport master plan is an airport-specitic document which fulfills the objectives and requirements Of the national and especially the regional airports plan. The concept option recommendations within the regional pian are produced for a specific airport, and should technically be more developed and expanded upon. Typically, the master plan document should be developed as a 30 year forecast of development options which would include the following topics: ‘© Airport development long term phased objectives. ‘© Concept variations (normally 3 or more sub options developed). ‘© Social and environmental impact statement and recommendations. © Runway development plan and recommendations.= TATA Planning B24 B25 © Cost plan restraint objectives. ‘¢ Construction programme constraints. ‘¢ Energy consumption targets. ‘The airport master plan should be used as a tool in the earlier stages of negotiations with the local planning authority to explain the level of impact the various options would have, and to help generate & forum for the authority's concerns as well as those of the local community. The document should Support the subsequent formal planning application produced during the ensuing feasibilty design stage. LOCAL COMMUNITY ISSUES The local community will be concemed with a variety of issues and will include groups in favor of ‘and less than amenable to fulure airport development. It is important that the developer addresses {and listens to the concems and issues raised by the community. The developer should endeavour to reduce uncertainty and misunderstanding by engendering regular and clear communication channels with local community groups. Often the local community can make valuable suggestions Which, although simply a fine detail to the airport master planner, may be very important to the local ‘community as a whole. Indeed, detalled suggestions can and often are put forward by community {groups which might have litle cost impact, but which can also dramatically improve living and working conditions in the area. “The following issues should be addressed via regular discussion with local community groups: ‘© Confirmation of night fight movement schedules resuiting from proposed development plans. ‘¢ Development of further runway plans. '® Development of terminal and infrastructure facilities. © Noise reduction plans. © Environmentally sensitive land issues. ‘© Construction period strategies to minimize disturbance. IATA RECOMMENDATIONS Psviadeatiayratit See ae ent atte aee iay ackdwasegs 20 iti eae etree eg re eentenRea 39ata Airport Development Reference ManualPerper on a INNOVATIVE AIRPORT ENGINEERING AS A TRADITION For forty years the Dorsch Consult Group has performed consultancy and planning services for airports throughout the world, either operating ast Company in charge o playing a leading cole In joint ventures. Thes&ivice range overs the full spectrum from feasibility studies to design apd/etruttion supenvsion/management Current major airport projects are Munich Int'l Airport Germany, Bangalore int Aleport/india, Bangkok nt Airport/Thailand and Khartoum Int’ Aisport/Sudan. ‘The 2008 successful completion of the work on the construction site=for atime Europe's largest -on aprons ramp 2 & 3 at Munich International Aiport stands out as a milestone ina corporate history of Dorsch Consult FRA DORSCH Ie CONSULT Consulting Engineers PO Boxatomas 80672. Munich Germanys Internet. htte//mmwdorsch.ce EMaily==de-muc@dorsch.de Phone: (+49 89) 5797-514 Fax: (+499 89) 5797-81 TEE cuaty managenent stem according 0180 9001: 2000 TR a “at héesis ee ce Rc cd a eae aces to atacee ees Do Coe) oan cierto tae ores Products ees Cea Comrie een Ls eee Pastonger flow simulation an Cee Benchmarking 58 Bartholomew Close, London ECIA 7YR, UK T: +4 (0)20 7600 8118 F: +44 (020 76008119 E: yrm@yrm.couk worwyrm.co.ke —— NACO Coen ee 2. eee o te) alae)+e IATA Chapter C — Master Planning Section C1: Principles 1.1 Introduction 43 C12. The Master Plan — Ten Step Sequence 46 C13. Step 1 — Stakeholders and Objectives 47 C14 Step 2— Site Evaluation .. 47 1.5. Step 3— Airfield Configuration ... 51 C16 Step 4 — Runway Orientation ... 67 C17 Step 5 — Aprons . 68 C18 Step 6 — Taxiway Systems 70 C19. Step 7 — Passenger Terminal/Apron Complex Configurations 74 C1.10 Step 8 — Alignment of Terminal Building and Piers to Service Stands. 76 1.11. Step 9 — Alignment and Provision of Support Processes . 7 C112. Step 10 — Aircraft Maintenance 7 C142 Step 10a— Cargo i 78 1.13 Master Plan Deliverable — Preliminary Land-Use Layouts ... 78 C114 IATA Recommendations 86 Section C2: Forecasting 2.1. Introduction and Forecasting Definition ... 88 C22. Objectives of Forecasting ... 88 2.3. Forecast Data . 89 2.4. Segmentation . 1 C25 Demands and Trends ... 92 2.6 Forecasting Methodology 94 2,7 IATA Recommendations 97 Section C3: Land Use Planning 3.1. General Introduction 98 ©3.2._ Long Term Vision .. 98 C3.3 Assessing Noise 99 3.4. Land Use Within Noise Zones .. 99 aAirport Development Reference Manual 3.5 Land Use Management 99 C3.6 Land Use Control .. 100 C3.7 Airport Land Use Planning ... 101 C3.8 IATA Recommendations ... 102 Section C4: Control Towers C4.1 Purpose Overview 103 C42 Design Characteristics . 103 C4.3 Control Tower Position .. 105 C4.4_ IATA Recommendations 106 42te TATA CHAPTER C — MASTER PLANNING SECTION C1: PRINCIPLES cit C14 C142 INTRODUCTION “The airport master plan is created to guide the future development expectations of airports and to ‘establish their ability to expand and develop in a logical, sustainable and cost effective manner. Airline market forces are discernibly linked to the master plan development proposal; i.e. as airport traffic increases the facility's development and operations should be phased to provide the appropriate airport processes and sized infrastructure. Should an airline's operations fluctuate, then the master plan should also contain the flexibility to be able to respond accordingly. Master plans can be created for new or existing airport locations and should be considered as active, live documents which should be systematically reviewed at least every 5 years. This regular review and update process should address variations in market forces and the operational requirements of the facility's airine clients. Existing master plans can be revised to accommodate unforeseen commercial variations to the airports or airiine’s operations. “The master plan will provide a detailed and accurate assessment of how an airport should deliver its services to Its ailing and ground handing clients in an effective and controlled manner, with due Consideration for safety, development costs and the resultant realistic cost and profit recovery mechanisms. In this section the major attributes and details of an airport master plan are discussed. The master plan ten point staged sequence is also provided for planners who may find themselves faced with ‘blank canvas’ airport development proposals. This sequence has been compiled to help airport planners systematically construct the master plan, giving due attention to the primary and secondary facilities being proposed and their subsequent placement on the airport site. Development Restrictions ‘There can be both natural and artificial restrictions which may limit the extent of future airport development. These need to be determined at the beginning of the planning process so that all parties ‘are aware of any constraints that may impact on future capacity development. Restrictions may cover environmental boundaries on over-tlight of neighboring countries or towns, political limitations on adjacent airport growth that may adversely distort or influence development, Blanning conditions that may limit airline and aircraft operations, restrictions that may determine Bircraft type or time of operation, or limits on noise and quantity of emission levels that should not be exceeded, ‘There may also be topographical or man-made features that restrict operations or impose payload limits on certain aircraft types. Such restrictions can be removed but this usually comes at a significant cost. Capa ty Constraints and Developments It is important for airport operators to know what currently constrains their alrport capacity. if the constraints an operational process deficiency or an infrastructure provision deficiency or both, it needs to be understood fully before the decision to expand or change the airport process or infrastructure is made. If no constraints currently exist then they must look to the future and predict when individual {facilities or support infrastructure wil fail to provide the required level of service. The reality is that improving and expanding facilities can often be very costly. As airport operational costs wil ultimately bbe cascaded to the primary business partners of the facility, airport development expenditure should 'be justified with a detailed supporting business case defining the reasons why alrport growth should be provided. 43we TATA Airport Development Reference Manual 1.1.3 C114 C115 44 Plant 1g Horizons Traditionally, the long-term planning horizon for airports extended no further than 20 years. IATA now Views this as being too short-sighted. Airport authorities should always endeavour to look to the Utimate development potential and capacity of thelr site. Ultimate development potential may be determined when the runway system is saturated, though in other instances stand availabilty or the capacity limits of passenger terminals, support facilities or land-side access systems may be the determining factor. Local considerations may confine development ambitions within the boundaries ofthe airport perimeter. Airport authorities and companies must determine the maximum or ultimate capacity possible that can be adequately served by the existing and potential future apron and terminal provision. This knowledge should be at the core of the airport master plan for each airport Improving Operational Efficiency and Flexibility Airport operators and airlines should in the fist instance look at the extension of existing facilities rather than the construction of separate new facilities that may duplicate all or part of their current operations, ‘The design of new faclities should be as flexible as practically possible, with a building's layout and construction techniques promoting variations in the operational usage of the building at some point the future. The design of building envelopes should aid the expansion of the facility, which is almost }evitable, through the use of modular design solutions where practical. Modular design solutions can allow airports to modify their operations with minimum impact on airport clients, and the benefits of this approach should be explored fully. All new airport facilities should be planned with future expansion in mind to support the ultimate development potential of the airport. Base carriers generally need to have a single point of operation in order for them to provide an ‘efficient and effective hub. By operating from one base, the base carrier can increase its percentage of the transfer market by maximising the number of city pairs served. Any situation where they are coerced into operating from two airports will weaken their abil to compete, as two operational bases will result in unnecessarily duplicated costs. Airport authorities and companies should liase regularly with the relevant airlines to establish their operational and business objectives so as to align the design of their airport accordingly Mult-airport systems may only exist where there is no possibility of operating from a single base. A multi-airport system needs to have sufficient traffic volume (20 to 30 mppa) to support entirely independent operations. Success will be heavily dependent on each facility Securing the support of ‘a major network carrier or an alliance grouping, and many high-volume individual routes operating to both airports would be needed. Political Considerations Its often the case that local political interests will seek to manipulate market conditions by restricting ( forcing airlines to fly certain types of traffic from particular airports. This is principally apparent in Cities where a new airport project would likely cause the closure of an existing facility, and is generally practiced to appease a local populace fearful of losing the economic conditions and benefits that are associated with large airports. The serious operational and financial implications that this course of faction can have on the airlines in question should be fully appreciated by airport authorities and ‘companies, as these factors can ultimately impact on the basic viability of the region's air travel market.ler TATA C116 1.1.7 1.1.8 Master Planning Financial Considerations For all airport developments large or small, the eventual benefits to the various stakeholder groups must be positive and outweigh the cost of the development; e.g. a thorough cost benefit analysis, should be undertaken to support all capital expenditure (CAPEX). A financial model should be established which shows the proposed method and time scales for cost recovery, which will in turn allow the airlines to determine what the proposed impact may be on their yields and operating costs. Where relocation ofthe entire airfield is being considered to a new ‘green-field’ or ‘blue-sea’ location, financial support will be required from governments to offset the poltical costs of re-establishing infrastructure at the new site. Ths is particularly true of large-scale developments that include surface aocess system provision, primary utility supply and distribution networks, and preliminary site preparation works that may be essential to support operations in the new location. It should also be hoted that any proceeds accruing from the sale of land or facilties at the former site should be used to offset the cost of new facies. For further information on financial matters pertaining to airport development, please refer to Chapter D, Sections D1 to D4 inclusive. Existing Airports No two existing airports are identical, While there may be similares in certain facilities created by particular runway configurations, each will possess several unique characteristics — often created through compromise. The main problem with existing airports concems how to expand facilities that have run out of room to develop in their present locations. A common operational dilemma may arise in these circumstances whereby the airlines using an existing airport will usually want to continue to operate from that location, and yet this in tum may prevent the facility from sufficiently limiting its operations to allow for the required expansion and redevelopment. Airport operators in this case tend to take the view that the ‘existing operation should be expanded towards its imit, while in parallel a process is begun to develop a replacement facility. The existing airport is then capable of possibly being redeveloped at a later stage for a different aviation market, or indeed sold off as general real estate once decommissioned. New Airports At 'green-field’ or ‘blue-sea' sites the planner essentially has a blank canvass upon which to compose their airport master plan, which should ideally follow the ten step sequence defined within clause C12 below. This sequence defines the primary and logical steps that all airport developers should follow when creating a master plan. As with existing airports, the travel distance and accessibilty to the new airport site are primary requirements, and the apron area tends to be the central pivot point of a balanced design approach, Refer to the development zones identified within Figures C1-1 to C1- 6 inclusive for further details in this regard. The primary business functions and markets of the airport will need to be clearly identified and balanced so that the correct functional emphasis can be placed on their development. Each proposed function of the airport should be ranked and this should in part dictate the positioning of the process within the airfield. It sounds obvious, but passenger processing functions should be highly ranked within passengers airports. Similarly, cargo and mail processing functions should be highly ranked within predominantly cargo and mail airport operations. There are various permutations on how these functions can be aligned but the solution has to be operationally viable from day one through to the ultimate phase. This may result in some master plans, particularly in their early phases, looking somewhat generous in their approach to land use planning. All other non-essential activities can then be positioned so that they do not interfere with either the circulation routes or expansion zones of the primary facities.=e, TATA Airport Development Reference Manual C12 46 THE MASTER PLAN — TEN STEP SEQUENCE The following sequence should be followed when developing a master plan for a typical international ‘or domestic airport passenger terminal and apron airport operation. Step 7 and step 10 should be ‘exchanged in sequence when a predominantly cargo and express processing faclity is proposed, as the commercial and provisional bias switches accordinaly. ‘Step 1 Determine the peak aircraft movements and resulting peak passenger movements required in the final master plan design year (Refer to Section C2 for Forecasting Techniques). Step 2 Collect via survey: geographical, geological, meteorological and environmental data pertaining to the proposed aipor ‘site location Step 3 Select the runway configuration(s) which best matches the aircraft type and movement Fequirements, ATC capability, geological limitations and meteorological conditions, and Which satisfies the environmental requirements as closely as possible. Step 4 Align the proposed runway(s) to coincide with the prevailing wind directions. Step 5 Determine and locate the number of aircraft stands required and the stand type (remote (oF gate serviced) needed to meet the service standard, Step 6 Provide the correct configuration and quantity of taxiways, ensuring that the runway(s) and stands are serviced adequately, with due consideration to the dynamics of the aircraft on the apron. ‘Step 7 Size and position the ultimate terminal building(s), pier(s) and control tower within the appropriate development zone(s) (refer to Figures C1-1 to C1-6 inclusive). The space requirement for the terminal building will be heavily dependent on the processes required {as defined within Chapter T, and the functional space requirements defined within Chapter F = Allport Capacity, Section F9 — Passenger Terminal Facilities, and Chapter U— Airport Baggage Handling. ‘Step 8 Align the ultimate terminal building and piers to service the aircraft stands accordingly. Position fire services within the apron complex appropriately. ‘Step 9 Size and position aiport support processes such as (but not limited to) rail, bus, coach and passenger car access and parking facilities. See Chapter T for potential processes to be considered and included. Step10 Position secondary Cargo and Separate Express Facilities Terminal and stands, aircraft maintenance hangars as required within the surplus development zone(s) (refer to Figures C1-1 to C1-6 inclusive), listoricaly, few alports worried about running out of space. Airfields were often located in relatively isolated countryside positions and had multiple runways occupying vast tracks of land. The jet age placed a reduced need on crosswind runways and as a result runways made way for aprons, small finger piers and terminals. Development tended to be piecemeal and lacked co-ordination Terminal buildings and airport support facilities merely spread out as required, with litle or no thought for the future. Expansion of existing facilities was not normally considered, so newer, multiple terminal solutions were added. This situation, rather surprisingly, lasted until the late eighties. itis for these reasons that the ten point master planning sequence described above should be adopted by airport developers, so that logical airport developments can be designed and implemented in the most appropriate and efficient manner.TATA Master Planning c1.3 1.3.1 1.3.2 1.3.3 c1.4 1.4.1 All airports, regardless of their size, can no longer ignore their impact on surrounding communities, who unfortunately in some instances may have been allowed (by the lack of land-use controls) to encroach upon the airport's boundary. Sustainability now needs to be considered and a greater ‘emphasis needs to be placed on the airport as a junction for modal interchange ‘A master plan is required so that all air-side, land-side and airport support facilities can develop, expand and improve the operational flexibility and efficiency of their business in a structured, balanced and orderly fashion, without adversely impacting on the business of their neighbours on or adjacent to the airport. In so doing, the potential of the available land and the capacity of the airport's runway system can be maximized. STEP 1 — STAKEHOLDERS AND OBJECTIVES STEP 1a — Stakeholder Consultation Meaningful and effective consultation with all interested people, community groups, parties and ‘organisations (aitiines, major tenants, the travelling public, surrounding communities, Civil Aviation ‘Authorities and support agencies) that may be impacted by the airport development is essential. For further details on what groups should be consulted and what staged please refer to Sections Bt and V1. STEP 1b — Background Stat tical Data All successful master plans are based on a combination of robust assumptions and facts. These must tbe assembled and recorded with great care in order that they can stand up to external scrutiny by those who may of may not wish that airport development should take place. Of particular importance will be the forecasted data pertaining to relevant airlines and the base carrier(s). This will serve as ‘a sound base from which aviation market forecasts can then, at a later stage, be extrapolated. STEP 1c — Future Demand Aviation Market Forecast ‘A forecast of future aviation demand is required in order to determine it and when additional capacity should be developed. It should not be used to determine the overall scale of the airport required, as facility requirements should be closely matched against the chosen site's ultimate development potential so that all facility development is geared to reaching the ultimate level while maintaining Balance within the overall operational system. For further details on forecasting please refer to Section €2 for Forecasting Techniques. STEP 2 — SITE EVALUATION STEP 2a — Data Collection and Analysis (site visit) [A thorough study should be made of either the existing or proposed sites to determine their suitability to accommodate future tratfc. Allrelevant and available facts should be recorded. This should include & cover: © Utility Provisions — primary supplies, the position of end nodes and transition point of supply responsibilty. © Retrieval Systems — sewage, surface water and effluent retrieval systems. ‘© Adjacent primary and secondary surface access systems, © Location, size, capacity, condition and age of all air-side, land-side and airport support facilities. ‘© Condition of runways, taxiways and aprons. 47Airport Development Reference Manual 1.4.2 1.4.3 C144 48 ‘© Meteorological conditions. © Geology and topography. © Obstacles and terrain. '® Surrounding development & land use. In this way, later stage evaluations can be carried out should existing facilities be considered for refurbishment, expansion or demolition to make way for development as foreseen in the master plan. STEP 2b — Geology and Topography Significant variations in site levels will need to be recorded as these will determine the amount of ‘material that will be required to be excavated, transported or filled in order to produce a graded site capable of supporting aircraft operations. Soil conditions, particularly the ability of the site's various terrains and substrata to safely and adequately support the loads imposed by aircraft, vehicular traffic movements and building structures need to be determined. ‘Some terrain may be of low bearing quality and may influence the planner’s choice as to where best locate a major runway without incurring additional construction costs. Runways, if not constructed properly, risk early cracks due to structural damage and resulting high maintenance costs. Soll analysis and borings will be very important to determine which areas to map out for runway development. Soll ‘composition quality plays an important cost factor in determining the type of construction materials Fequired. The presence or absence of water on the site is also an important element to take into consideration. STEP 2c — Surrounding Development & Land Use Itis important to determine what use is currently being made of the surrounding land, what development plans are proposed and what zoning procedures have been set in place to ensure that incompatible developments are not permitted adjacent to the site. Particular attention should be paid to noise sensitive developments, especially if these are located in close proximity to the airport and/or on the line of existing runways and their respective aircraft approach and departure paths. For further details please refer to Section C3 of this manual. STEP 2d — Site Selection Criteria The following site selection criteria should be considered by airport planners: ‘© Financial considerations. ¢ Adjacent airports, ATC, airspace and routes. © Environmental considerations. ‘© Operational & technical considerations. ‘© Social considerations.te TATA C145 C1.4.6 Master Planning STEP 2e — Methodology ‘There are a number of basic steps that have to be taken in tum to determine which site offers the most potential to satisfy the growth requirements of both airiines and alrport authorities alike, The following need to be determined: 41, The size of site required to satisty forecast demand. ‘Which site(s) fulfil the basic area requirement. Data collection and analysis from each possible site Review of site selection criteria that affect airport location, Operational relationships. Preliminary land use layouts. Evaluation of criteria Recommendation of which site(s) should be considered in the second stage evaluation process. STEP 2f — Site and Facility Sizing For existing and proposed airports, the land available for development either betwoen or adjacent to the runways, when coupled with the annual capacity ofthe runway system, will determine the ultimate Capacity of the airport If land avaliabilty is not an issue then runway capacity is the factor that determines ultimate capacity. The total area available for development is fixed by the site's existing ‘or proposed boundary. In order for airport planners and airport authoriies to understand the scale of the site required for airport infrastructure development, the following tables have been assembled. These cover the primary facilities exclusively and should be used for rough estimation purposes only. 49=, ATA __ Airport Development Reference Manual C1.4.7 STEP 2g — Approximate Land Area Req ement The following table highlights the land availability at 25 alfports throughout Europe, North America and the Asia Pacific regions. LAND AREA REQUIREMENTS (cog 1810.48 LHR 1,402,000 (2001) FRA 1813.202, AMS 1.222504 BRU 687 386 ZRH 545.425, uc. 148018 FOO) 202.400 ‘ARN 120,535, Lew 338,206 ORY 120636 ost 62.383 ‘MAN 122.143, ATH 123,397, North America aT (ORD DEW. LAX vz JFK Asia & Pacific yO 207,058 193895 184538 133,396 122916 50we TATA Master Planning C148 c1.4.9 14.10 C15 1.5.4 1.5.2 STEP 2h — Social Considerations The placement of airports within populated areas will have a significant social impact which must be fully assessed by airport planners. Please refer to Sections E2 and $3 of this manual for further details in this regard. STEP 2i-Environmental Considerations It is almost essential and certainly recommended for airport developers to create a detailed environmental impact study for a proposed new airport development site. The considerations which ‘Should be taken in account are detailed particularly within Sections E1, E3 and E4 of this manual. STEP 2j — Economic Considerations it will be essential for airport planners to consider the economic viability of the proposed site in terms of the constructions costs associated within the region and resultant payback period for the development. Additionally, the regional stabilty of the country where the airport is to reside will be {mportant to understand, Infation and cost of borrowing within the region may preclude certain {desirable development options from being considered for the proposed airport. Some countries provide special economic zones where major developments may benefit from less governmental taxation. ‘These factors need to be explored and considered fully. STEP 3 — AIRFIELD CONFIGURATION STEP 3a — Airfield Configuration Overview ‘The airport authority and the airport planning team must have a comprehensive understanding of the airfield configuration options that exist. There are essentially six airfield configurations for airport planners to choose from, all of which are defined within the following Clauses and Figures C1-1 through C1-6 inclusive. These all have various operational advantages and disadvantages, and it should be noted that while six airfield configurations exist to choose from, only four are deemed Fecornmended by IATA for green-field or blue-sea situations. Please refer to the table within Clause 1.5.8 for further information. Airfield configurations are determined by the number, position and orientation of existing and proposed runways and their support taxiway networks. This factor will greally influence the position of all other primary and secondary support facilities. When determining the position of new runways, several related factors need to be assessed in order that the new infrastructure can make best use of the existing or proposed new site's unique conditions. STEP 3b — Adjacent Each airport has to coexist and operate within much larger national orintemational air trafic systems. individual airports ullise vast tracks of airspace in order to accommodate the procedures required to allow aircraft to approach, hold, land and take-off. As a result, any extensive growth plan should be discussed and carefully co-ordinated with the relevant air trafic control authority, such that feasible fecommendations can be developed and impractical concepts eliminated. Other factors may also ‘ome into play, Including coordination with military controlled airspace and aircraft movements, ports, ATC, Airspace & Routes 51Ee IATA 1.5.1 C1.5.2 C1.5.3 52 Airport Development Reference Manual STEP 3c — Meteorological Conditions and Runway- Wind Orientation ‘The main criteria for the orientation of runways are the prevailing winds. Historical data will have to be retrieved to determine their direction, frequency and strength. As a general rule, the principal tratfic runway at an airport should be oriented as closely as practicable in the direction of the prevailing winds. ICAO specifies that runways should be oriented so aircraft may land with crosswind components of 2okmMnt oF less at least 25 percent of the time for runways of 1500m or more. Optimum runway directions are determined by using a wind-rose. STEP 3d — Visual Conditions Visibility and ceiling heights are very much affected by weather conditions and will influence the choice of runway operations; e.g. whether to select for operations under all weather or visual conditions only. Fog, turbulence and abnormal rainfall may at times also reduce the capacity of runways. In order for airlines to maintain regular schedules during adverse weather conditions, airports are equipped with approach aids. The category of these aids depends on both the sophistication of the equipment installed at the aitport and on board the aircraft. This determines the minimum visibility equired for an aircraft to be able to land, STEP 3e — Limitations Of Instrument Approaches — Summary Minimum Decision Runway Visual Range Type of Approach _| Height Visibility (RvR) 'Non-precision (300 ft) Precision Cat | 200 ft ‘800m 550m: Cat 100 ft >350m Cat WA 50 ft 200m Cat HIB <50 ft 350m Cat WiC <50 ft <5om The minima herein are acceptable only when full facilities are installed and no objects penetrate obstacle clearance surfaces. Category Ill requires much more sophisticated equipment, which is not commonly installed at airports or in the aircraft using them. Given the small benefit that Category Il gives compared to its costs, itis usually not installed at most airports. Cat Ill is most prevalent in Europe where itis a necessity for the airlines to maintain normal schedules in poor weather conditions.Be TATA Master Planning 15.4 C1.5.5 C156 C1.5.7 STEP 3f-Average Temperature and Altitude Considerations In general terms, high temperatures will impact on the length of runway required, the rapid exit taxiway positions and the distances that can be traversed by aircraft while taxiing. High temperatures result in lower air densities which in tum cause lower engine thrust. When determining runway length a correction factor needs to be applied on temperatures above 15 degrees C or 59 degrees F. ‘Airports that experience excessively high temperatures during the day may find that their operations are restricted due to insufficient runway length being available to support maximum possible take-off Wweights, In these instances, cargo volumes and/or passenger numbers may be restricted or operations may oniy be cost effective during cooler early morning or late evening periods. ‘Aiitude, and its resulting effects upon air pressure and other temperature factors also plays an important role in determining the most effective runway configuration for a given facility. STEP 3g — Obstacles/Terrain Obstacles often represent serious constraints to an optimal layout of runways or may in some circumstances have a negative influence on the operation to/from a runway. ICAO Annex 14 specifies that airspace around airports should remain free of obstacles so as to permit the intended aircraft ‘operations at the airport to be conducted safely and to prevent the airport from becorning unusable by the growth of the obstacles around the airport. Criteria for evaluating such obstacles are contained in the ICAO document Procedures for Air Navigation Services — Aircraft Operations (PANS OPS). Features within the natural landscape may also influence the orientation or length of proposed runways. While small obstructions can be removed, cost and the subsequent additional benefits obtained will be the determining factors when considering removal. STEP 3h — Obstacle Limitation Requirements ‘The requirements for obstacle limitation surfaces are specified by the intended use of a runway (.. takeot or landing and type of approach) and are intended to be applied when such use is made of the runway. Inmany countries all approaches and departures are conducted under Instrument Flight Fules (IFR) and limited straight-n approaches and defined departure routes. STEP 3i — Runway Configuration Options Where figures are stated inthis chapter outlining possible aircraft movement rates per hour, it should be oted that the figure quoted is heavily dependent on the composition of the aircraft mix, meteorological ‘Conditions, the navigation aids available, and ATC separation standards of the country in question. For more information on runway capacity please refer to Section FS. 53TATA Airport Development Reference Manual €1.5.8 STEP 3] — Runway Configuration and Movement/Capacity Assumptions Runway capacity is fundamentally driven by three factors these are defined as follows: 1. Aircraft type and mix This influences aircraft spacing on final approach or departure where wake vortices occur, as well as runway occupancy time, where aircraft weight and stopping distances are important factors. 2. Runway design Includes the length available, access to taxiways for entry and exit rom runways, the availabilty of high speed exits and entrances, etc, 3. Aerodrome design Considers the support infrastructure, including terminal design and access {0 gates, and taxiway design, which can influence the ability to get to or from a runway, or to change runways when weather or other conditions require. This factor also includes across to Precision landing or departure guidance, runway and taxiway lighting, ete. 4. Engineered Runway Capacity This is the number of movements (landings andlor departures) thal can be expected to occur on a particular runway, or set of runways, assuming that there are no physical or practical constraints to accessing the funway(s). This means that aircraft are able. {o vacate a runway at a stopping point, or roll directly onto a runway without stopping. It does, however, factor the predicted wake vortex spacing for a known or assumed traffic'mix, ancl assumes known or assumed runway occupancy times for landing or departing aircraft. I'is on ideal figure, and cannot generally be achieved or sustained. 5. Operational Runway Capacity This is the maximum number of movements that a runway can achieve and sustain in normal operating conditions. Note: “Mvts/Hr" denotes Aircraft Movermonts Per Hour. Runway Configuration Assessment Table Configuration Runway Operational Runway | Layout Runway Configuration] Figure _| Configuration Advantages | Configuration Disadvantages _| Capacity Single Fig C1-1_| — Lesser impact on ~ Airport capacity resticted by | 96-55 MvisMr Runway environment due to reduced | sing runway trate movements ‘apron area and reduced aierat | capably Movements per hour = Runway emergencies and = Fuunay utiizaon often high, | maintonance more aiuto ~ Recommended choice of | manage. IATA (subject to capacity ~ Cross wind take off and requirements) landing can present problems. Open "v"to | Fig C12 | increased runway Mise | ~ Not a recommended choice of | €&00 MASH SU Runways Yields increased aipor uitmate | IATA, capacity. = Open *V" to 1" has larger Varied runway orientations | impact on environment than ‘can overcome seasonal single runway and some parallel prevaling cross wind problems, | runway configurations ~Funmay emergencies and | ~ Open *V" to": layout maintenance easier to manage | occupies larger apron plan area (subject to case), = Open ‘V" layout does net Both runways can be used | naturally lend itself to effient ‘Simultaneously (subject to ATC. | apron expansion. contol limitations) One runway will alvays be ‘mare compromised to prevating wind erection Aircralt crash at apex of "to “can render both ninwayss inoperative,TATA Master Planning Runway Configuration Assessment Table (cont'd) ‘Configuration Runway ‘Operational Runway | Layout Runway Contgzation| Figure | Configuration Advantages | Configuration Disadvantages _| Capacity Tntersectng | Fig C1-3 | — Varied runway orientations | ~ Nota recommended choice ot | 70-75 Muir Funways ‘can overcome seasonal ara, ‘Qualiicaton: Brevaling cross wind problems. | — Both runways cannot be used | Movements per PRunway emergencies and | simultaneous hour based on inaintenance easier to manage | ~Intesecting runway layout nas | two intersecting (Gubject to case). largerimpact on environment | runways than parallel runway as apron. ‘area mneveased STnlersecting runway layout ‘eupes larger apron plan area than single eunway or parallel runway configurations. intervening runway layout ‘dooe not naturally lend se to ‘effet apron expansion. Sone runway wil ways be ‘more compromised fo prevaling wind direction wiaicraft crash at intorsoct pont can render two runways. inoperative Giaggered | Fig O14 | —Funway ulization canbe | — Cross wind take off and ONS Runways igh landing can present problems. "Runway emergoncies and imaintonance easir to manage. "Dedicated takeott and eacated landing runway ‘operations promotes sater ‘huliple way operations. yaunveay layout naturally jens isa 10 efficient apron expansion. "Recommended choice of TATA (eubject to capacity requirements) Dual Para | Fig G15 | — Runway utzation can be | ~ Cross wind tako off and e105 Muse high. Tancing can present problems =Plunway emergencies and ‘maintenance easier to manage. "Dedicated takeott and Gedicated landing runway cperations promotes saler ‘mulplo runway operations. runway layout naturally Tens Heat to efclent apron ‘expansion “TRocommended choice of TATA (eubject to capacty requirements) 55+e T4Ta Airport Development Reference Manual Runway Configuration Assessment Table (cont'd) Configuration Runway Operational Runway | Layout Runway Contiguration| Figure _| Configuration Advantages __| Configuration Disadvantages _| Capacity Mutple Fig G1-6 | ~ Runway utlizaon can tbe | ~ Gross wind takeoff and 120-168 Mar Parallel righ landing can present problems = Runway emergencies and ‘maintenance easier to manage, = Dedicated takeoft and Secicated landing runway ‘operations promotes safer mutpie runway operations ~ Runway layout naturally lends itself 0 ecient apron expansion. = Recommended choice of IATA (subject to capacty requirements). €1.5.9 STEP 3k — Runway Use 56 Runways and their supporting taxiway connections should observe the following characteristics: © Be linked to an efficient airspace system. © Be supported by an air traffic control service provider that can maximize the potential of any given runway system, ¢ Reduce, to a safe working minimum, runway occupancy times through the provision of strategically Positioned rapid exit taxiways. * Provide for the shortest possible taxiing times between runways and aircraft parking positions for both arriving and departing aircratt. * Avoid the need for aircraft to cross active runways.oe IATA Master Planning C15.10 STEP 31 — Runway Elements Runways are made up of seven elements, al of which perform a diferent function. The table below provides the formal ICAO definition of the stated apron elements. Runway Elements Definition Table ‘Apron Element ICAO Annex 14 Definition Runway “A defined rectangular area on a land aerodrome prepared for the landing and takeoff of alroratt Shoulder “An area adjacent to the end of the pavement So prepared so as to provide a transition between the pavement and the adjacent surface Taxiway stip ‘An area inciuding a taxiway intended to protect an airrah operating on the taxiway and to reduce the risk of damage to an aircraft accidentally running off the taxiway. Movement Area “The par of an aerodrome to be used for the take off, landing and taxiing of alta, consisting of the manoeuvring area, ‘Manoeuvring Area “The part of an aerodrome to be used for the take of, landing and taxiing of aircraft, excluding the aprons. Runway Holding Position ‘A designated position intended to protect a runway, an obstacle limitation surface, or an ILS/MLS critically sensitive area at which taxiing aiteraf and vehicles shall stop and hold, unless otherwise authorized by the aerodrome control tower. Stopway ‘A defined rectangular area on the ground atthe end of take run {vallable prepared as suitable area in which an aircraft can be stopped in the case of an abandoned takeott 57@, ‘Yaa Airport Development Reference Manual €15.11 Definition — The Single Runway Figure C1-1: Typical Single Runway Zone Diagramwe TATA 15.12 Definition — Two-Runway Configuration — Open “Vv” hape Note: (i) Capacity changes downward when a mixed mode configuration is adopted. The main constraint is (i) With respect tothe table within Cla Master Planning To “L” ‘the need to protect the possible overshoot or missed approach area for a landing aircraft in relation to a departing aircraft on the second runway. wuse C1.5.8, the capacity estimates for this runway configuration assume that the terminal facilities lie between the runways within the development zones defined within Figure C1-2 below. Figure C1-2: Typical Open “V” To “L” Shape Runway Zone Diagram Or AAA... os. a (ZZ) DENOTES PRIMARY DEVELOPMENT ZONE [ES venores Taxiay system (EEE _enores SECONDARY DEVELOPMENT Z0NE JENOTES TERVINAL OR CARGO NFRASTRUCTURE [= deNoTESLMELY OGYELOPHENT EXPANSION DIRECTION 59@, ‘Tata Airport Development Reference Manual 15.13 Definition — intersecting Runways Note: 60 @ i Intersecting runways are necessary when relatively strong winds blow from more than one direction, resuiting in excessive crosswinds if only one runway is provided. When the winds are strong, only one runway of a pair of intersecting runways can be used, reducing the capacity of the airfield substantially. ifthe winds are relatively light, both runways can be used simultaneously. The capacity of two intersecting runways depends a great deal on the location of the intersection (e.g. midway or near the ends) and on the way the runways are operated. The further the intersection is from the takeoff end of the runway and the landing threshold, the lower is the capacity, Figure C1-3: Typical intersecting Runway Zone Diagram Re ae ayy SAY oe DENOTES PRIMARY DEVELOPMENT ZONE DENOTES TAXIMAY SYSTEM DeNOTES stcoNDARYOEVELOPWENT ZONE AM sewores Terumo canoo nrRasTRUCTERE (2) cewores une DeveLoPMeNT Expansion oRecTON+ TATA Master Planning C15.14 Definition — Staggered Runways Note: {i)_ In many circumstances it will be advantageous from an aircraft operational viewpoint to stagger the thresholds of parallel runways in line with the requirements defined within ICAO Annex 14. Airports that do not possess the capability to lay out widely-spaced parallels may opt for a close parallel altemative. In these situations the minimum amount of stagger is predetermined by Fecommendations as laid down by ICAO in Annex 14. The distance between the runways should, if possible, allow for aircraft to manoeuvre and hold prior to take of or to cross the other active runway. This type of staggering may be necessary because of the limited land available for runway construction, (i) From an operational point of view, the staggering of runways is only required when the separation distance falls below 760m. For segregated parallel operations to continue ICAO recommends that the specified minimum distance may be decreased by 30m for each 150m that the arrival runway is staggered toward the arriving aircraft, to a minimum of 300m, and should be increased by 30m for each 150m that the arrival runway is staggered away from the arriving aircraft. For more detailed information please see ICAO Annex 14. Figure C1-4: Ty al — Staggered Runway Zone Diagram Paz0, cenoves rman DEVELCOMED ZONE [SE omores woman orsren Tes S£coNDARY DEVELOPMENT ZONE I cevores Tenant om cAROO RFRAETAUCTURE 2 cenores net oevecorvent expanse OmRECTIN 61Se Tara C15.15 Definition — Paral 62 Airport Development Reference Manual 1 Runways Note: (Provided parallel runways are spaced by at least one nautical mile, they may be treated as two independent runways. Runways closer than 1NM apart become “dependent” — i.e, the operation (on one runway alfects the operation on the adjacent parallel. Procedures and equipment [such 8s Precision Runway Monitoring} can allow the runways to operate semi-independently up to 1034 metres apart On the condition that runways are spaced by at least 1034 metres, and are not staged by more than approximately 1000 metres, they may be treated as independent or semi-independent. [iunways closer than 1034 metres are effectively the same runway in IMC — however, in VMC, may be used to achieved capacity higher than a single runway — ie., land on one runway, depart on the close spaced parallel. A displaced instrument approach procedure and landing threshold on a close spaced parallel runway can achieve a slight increase in arrival rates. Figure C1-5: Typical Parallel Runway Zone Diagram EES SenoTES TaKNWAY eySTEM "BEES cenoves seconoany DEVELGPMENT ZONE MM oo\ores TERMINAL OF cARCO NFRAeTRUCTURE () oovoresuxe.y eevetoruerteaoNoRECTON PoTara. Master Planning C15.16 Definition — Multiple Parallel Runways Note: () The capacity of multiple parallel runway configurations depends primarily on the number of runways and on the spacing between the runways. Airports with more than four parallel runways will represent the exception, as few locations can generate the demand to match the capacity of five or more parallel runways. Furthermore, the a’biity ofthe air traffic control systems to supply five or more runways at the same time becomes progressively more dificul, and the airspace requirement becomes very large. Figure C1-6:Typical Multiple Parallel Runway Zone Diagram (ZZZ) OANCTES PRIMARY DEVELOPHENT ZONE (= enores ex systest EEED_penoves secowoat oeveLOPMENT ZONE ME eNoTEs TEWINAL oR CARGO NFRASTRUCTURE > enoves inet Seve. ome ExaSEN RECTION 632, ‘Jara Airport Development Reference Manual 15.17 STEP 3m — Runway Capacity The following table can be used as a basis for comparing differing runway options. There are a umber of factors that can impact on an alrpor'’s abil to reach its theoretical maximum potential, These can include operating restrictions (night curfews or environmental limits), infrastructure deficiencies (insufficient or poorly positioned Rapid Exit Taxiway (RET) andlor holding bays) and airport layout weaknesses (crossing of active runways). Hourly and Per Annum Movement Capacities of Runway Combinations Realistic 70% | Theoretical 100% Runway Configuration Realistic Mvts/Hr_| Mvts/Annum | Mvts/Annum Single runway, segregated 48 202,000 289,000 mode Single runway, mixed mode __| 65 282,000 331,000 Dependant close parallel, 84 354,000 '506,000 segregated Dependant close parallel, mixed | 97 409,000 584,000 mode Independent parallel, 105 442,000 632,000 segregated 3 runways —2 segregated, 1 | (105+85)=160 | 675,000 964,000 mixed mode 3 runways: all independent, | (65x3)=165 696,000 994,000 mixed mode 4 runways; 2 pairs of close | (64x2)=168 708,000 1,012,000 rallols Notes: © Mixed mode is assumed to add ~15% to segregated mode capacity. © Actual achieved runway capacities vary with aircraft mix. A large proportion of large aircraft or a wide range of aircraft sizes will reduce total movement capacity. © The inability to clear runways to allow following aircraft to land (insufficient or poorly positioned RETs), to reposition aircraft prior to take-off (inadequate holding bays) and the need to cross active runways will significantly reduced assumed movement maximums. © MutsiHr denotes aircraft movements per hour. ‘* Mvts/Annum denotes aircraft movements per annum. Annual movement figs. derived by taking realistic hourly movement assumptions. © 16.5 hour operating day (06:00 to 10:30), 365 day operation assumed. © The theoretical annual maximum figures stated are based on a 100% take up of slots over each day and throughout the year. 100% take up of slots is not possible or desirable. A more realistic ‘design expectation level would be 70% as stated within the table. 64we TATA Master Planning 15.18 STEP 3n — Spacing between Runways 15.19 The spacing betwee parallel runways dictates the mode of runway operation under IFR and VFR and hence the capacity that can be obtained. The following table summarises the separation distances of parallel runways: Separation of Parallel Runways Minimum Separation Distance (Between Centrelines) ‘Simultaneous Use Of Pa Instrument Runways: 1,085 Independent parallel approaches 915 Dependent parallel approaches 760 Independent parallel departures 760 ‘Segregated parallel operations Minimum Separation Distance (Between Centrelines) ‘Simultaneous Use Of Parallel Non- Instrument Runways 210 ‘Where the higher code is 3 or 4 150 Where the higher code is 2 120 Where the higher code is 1 All dimensions in metres Note: {()_ As a design consideration, to sustain independent parallel approaches in all weather conditions the runways should be separated by at least 1.035m. if this cannot be achieved then dependent approaches or segregated operations have to be applied, thus offering lower runway capactties. (i) Runways may be operated in mixed mode (e.g. arrivals and departures on the same runway) or segregated made (e.g. arivals on one runway and departures on the other runway). Segregated ‘mode is a simpler operation with parallel runways, but because of wake vortices from heavy jets it achieves loss capacity. Mixed mode has to be used on single runways. On widely spaced parallel runways it produces an increase in capacity providing independent approaches and departures can be established. (iil) Data sourced from ICAO Annex 14. STEP 30 — Runway and Taxiway Systems ‘The land area required to support the movement of aircraft on and around an airfield can often be in excess of 50% of the total area requirement for an airport. The following table outines the approximate area required given twin parallel taxiways with associated clearance to object (with ‘code F separation) for a single runway of varying lengths: Runway Length 2000 2500 | 3000 3500 ‘Area Required (ha) [1049 129.6 154.4 179.1 4000 203.9 Note: (i) The above table excludes the aroas required to support RESA, approach/departure & missed approach surfaces, glide slope area & airside roads. 65& Airport Development Reference Manual 66 Runway Length Requirements VENT ear 2.480 34000 2080 7792 205 3.000 2286 z =a Zot 2500 2013 2657 ZI5016 3260 ZE016 8737-000, Gata ‘B7S7-200, D ‘B7S7-300, D 123.891, 2.820) ‘B787-200(200ER) 2 5,955 (1797165) 2.300 (2.640) D 3 '767-300ER 186.860 2920, Notes: 0 w MTOW, ISA +20°C/Sea Level, no wind & a dry runway, FAA add 15% for a wet runway. “* MTOW, ISA ++15°C/Sea level. When considering new runways at existing airport, its important to consider the existing and projected traffic mix. n this way the proposed runway length can be tailored to sult the predominant traffic type so that planned capacity enhancements suit the largest percentage of forecast movements. Boeing aircraft data courtesy of Boeing Aircraft Company Inc. Airbus data courtesy of Airbus Industries ‘website, via published Airplane Characteristics Manuals. ‘The runway lengths listed do not consider the effects of aerodrome elevation, runway slope, wind or obstacles. Airport planners should refer to the document types listed below, which are provided by the relevant aircraft ‘manutacturer(s), and which also details the recommended landing and departing runway length data: 1) Airplane Characteristics for Aiport Planning Document. 2). Airplane Flight Manual forthe specific aircraft.a ATA C16 Master Planning STEP 4 — RUNWAY ORIENTATION Runways also need to be orientated (see figure C1-7) so that aircraft may land at least 95% of the time while experiencing varying crosswind strengths. Varying crosswind conditions can be accommodated but these are dependent on the Aerodrome reference field length available. A low Visibility wind analysis should also be undertaken. ‘The number of runways required is dependent on the peak hour number of aircraft movements to be accommodated, the mix of aircraft types and the anticipated annual volume of passenger to be handled. ‘Wherever possible, land should be reserved and protected to allow airports to extend thelr runway systems 80 as to avoid imposition of aircraft operating restrictions (max. permissible take-oft weight) and to accommodate changing fleet mix and traffic type, without having to impact on surrounding communities. Figure C1-7: Generic Staggered Parallel Runway Configuration (rotated to prevailing wind direction) Runway ‘Alignment Angle Wind Directions s ‘The layout in figure C1-7 also provides an indication of the large areas taken up by the primary infrastructure systems. Here the runway separation is 2,250m, the runway stagger is 1,500m and the total site area is 1,297.5 ha. The cross-over taxiways are separated by 195m. This dimension allows a further code F taxiway to be inserted between the two shown at some later date. In this example the area required to support the movement of aircraft represents approximately 53% of the total area available. 67C17 1.7.4 C1.7.2 68 Airport Development Reference Manual Cro: The area required for a twin parallel cross-over taxiway system with associated clearance to object (with code F' separation) between parallel runways with varying separations is approximately: Runway Separation | 1500 +1750 ~—=—«2000~—=—=2050 2500 ‘rea Required (a) | 1722258278 31a ‘over Taxiways. STEP 5 — APRONS ‘An apron is an airside area intended to support an aircraft as it loads and unloads passengers and ‘cargo or awaits entry into an aircraft maintenance facility. It also serves as a platform from which all {ground support vehicles, including refuelling, catering, baggage conveyors, toilet service, ground Power units, cargo loaders and transfer platforms can operate from. STEP 5a — Apron Sizing The size and extent of aircraft aprons is dependent on the forecast fleet mix. Examination of the fleet- imix by type of tratfc (charter, domestic, international, etc.) will provide guidance as to the number and type of aircraft to be accommodatedin the peak hour, their principal dimensions and the clearances Tequired. Gate occupancy times will also have to be factored in at this stage. Flexible-parking configurations or Multiple Aircraft Ramp System (MARS) aircraft stands should be Used, as outlined in Sections G1 and L3. A degree of flexiblity also needs to be buit into the depth of the stand dimension to accommodate unforeseen expansion of the terminal/pier/satelite In later stages. STEP 5b — Apron Po: ig {In airport planning, apron areas and passenger terminal facilities go hand in hand, both heavily dependent on the other. As such, both must be planned together. When considering the location of aircraft aprons the following factors should be considered: '® Aprons should be located as close to the runways as possible in order that taxiing distances and the amount of time an aircraft spends on the ground is reduced to the absolute minimum. '* The apron should allow for clearances and separation distances as indicated in ICAO Annex 14. © Aprons should provide maximum flexibility to accommodate varying aircraft types at differing times of the same day. '* Aprons should be sized to allow for differing aircraft types on individual routes as a result of ‘seasonal variations in demand that require increases or decreases in capacity. '* Aprons should be planned such that the largest aircraft are positioned as close to the main Passenger processing complex as possible. '* Aprons should be laid out such that aircraft always have one route in and one separate route ‘out, thereby reducing the need to stop and hold to allow aircraft to enter or exit parking positions. Aprons should be capable of accommodating all associated ground equipment, aircraft servicing vehicles and forward staging areas for baggage and cargo.yee IATA Master Planning C1.7.3 STEP 5c — Apron Servicing Aircraft, when parked on stands, require quick and efficient servicing by a wide variaty of ground handling equipment, services and vehicle types (refer to Section LS and Fig L5-1). All vehicles must be able to manoeuvre around aircraft on and off stand, between stands, and between stands and terminals. As such adequate service road provision is essential In oder to reduce delays and the potential for accidents between aifcraft and vehicles traversing behind stands, IATA recommends that service road locations should be restricted to the head of stand, C1.7.4 STEP 5d — Aprons Areas The area required for aircratt aprons, both contact and remote, with associated taxiway clearance to object for aircraft with varying wingspans is approximately: ICAO Ret. Code B c D E F ‘Area Required (ha) 022 oat 075 114 1.50 Contact ICAO Ret. Code 8 c D E F ‘Area Required (ha) 0.19 0.87 0.69 1.07 1.42, Remote C1.7.5 STEP 5e — Aircraft Stand Dimensions The table below provides the generic space requirements which should be typically allowed on an apron to accommodate the indicated aircraft types. crs 77-7121 7000 3880-2150 200 HD -35 3.0, 78 Be oto perm «STS? ©3410 900 400 500500 300038 480 Sars Saso S40 Semupioba Asioam 666 sap 1D petincuding 8757-200 47333805 0D e509 sD BOND -3 780 2m BrersooeR Sige 5r "muna Avoe 7520 aaa = notincudng, B7Fe-m90 6373 GOS 7000 OD ATs HD BOD 35TH em Bravado Too? €4Be Smupmnn hating A380 790 798 7000 s750. S750 e500 S00 25-35 750 All dimensions in metres form. 69Sere lata Airport Development Reference Manual Figure C1-8: Generic Apron Stand Reference Dimensions ‘These areas are based on the recommended separation distances for taxiways/aprons as outlined by ICAO, and head of stand dimensions as recommended by IATA. It should be noted that IATA does not recommend that a rear of stand service access road be provided for either contact or remote stands. This aids in avoiding the potential for collisions between ground support equipment and aircraft is removed, 1.8 STEP 6 — TAXIWAY SYSTEMS ‘The principal function of taxiways is to provide access for aircraft moving between runways and passenger terminal areas, cargo areas and maintenance hangars. Taxiways should be arranged so that arriving aircraft do not obstruct and delay departing aircraft. The extent of taxiway layouts is determined by the volume and frequency of trafic to be handled in the peak hour. Should peak hour movements not requite a full parallel then a partial parallel layout ‘can sutfice. In so doing construction costs can be minimised, ‘Taxiway layouts should not be unnecessarily complicated and should provide easy to follow, shortest Possible routes between runway ends and aircraft parking positions. ‘Simulation models will assist planners in determining exact taxiway system requ ments. For more information on runway capacity please refer to Section Fé. 70Master Planning 1.8.1 STEP 6a — Taxiway Minimum Separation Distances ‘The following diagram and tables highlight separation distances as recommended by ICAO Annex 14. ‘Taxiway Minimum Separation Distances Table (All Dimensions in Metres) eo 17eo | =} 1010 010880 4050 55.00 eo tes >> fers bom 750 2250, oon iret rc 5750 5050 1925 10300 60.00 53.00 Rel ICAO Annext4~ Table 3 Notes: (i) The separation distances shown in columns (2) to (9) represent ordinary combinations of runways. ‘and taxiways. The basis for development of these distances is given in the ICAO's Aerodrome Design Manual, Part 2. (i) The distances in columns (2) to (9) do not guarantee sufficient clearance behind a holding aircraft to permit the passing of another aircraft on a parallel taxiway. See the Aerodrome Design Manual, Part 2. (ii) For further information pertaining to Code F aircraft taxiway clearances please refer to ICAO New Large Aireratt Circular (Published Dec 2003) Separation Distances Table Emap wma a a =a Besa ae ee ee =o) e on ing 36m 8737-800 ___38.50_ 4.30 Semupw pana AIS #888 300 > torso oss ses 1780 caso 050 including &2 m_ B767-300ER_ S494 47.57. ‘ioao eo ae ee ee e000 780 na 8747-400 70.67 __ 6494 Sapient F BREBA om OD 7am 1900 ars sro All dimensions in metres. nee ra 1ATA Airport Development Reference Manual Figure C1-9: Separation Distance Reference Diagram C1.8.2 STEP 6b — Taxiway Capacity The following table provides broad guidelines as to the range of hourly movements that can be achieved trom taxiways. ‘Taxiway Capacity Table Number of taxiways: ‘Taxiway capacity (movements per hour) 0 O15 1 16— 20 2 ‘Maximum capacity of the runway system would be the limiting factor. If ‘runway was not limiting then capacity would be approximately 40 — 45 Landing only 50 — 55, “Take-off only 30 72whe TATA 1.8.3 1.8.4 C1.8.5 Master Planning STEP 6c — Exit Taxiways Exit taxiways allow landing aircraft to leave a runway so that itis then clear for use by other arriving and departing aircraft. At airports with peak tratfic periods and continuous flows of arriving and/or departing aircraft, the capacity of the runway is dependent to a large degree on how quickly landing aircraft can exit the runway. An aircraft that has landed delays succeeding aircraft until it has cleared the runway. Taxiways at right-angles are possible but this geometry restricts the speed of exit and hence increases runway occupancy time. A RET, with exit angles between 25 and 45 degrees, permits higher exit speeds. This in turn allows succeeding landing aircraft to be more closed spaced of time, or it might allow a takeoff to be sandwiched in between two successive landings. ‘The precise location of the Optimal Turn-off Segment (OTS) should be determined atter considering: ‘© For which operational conditions runway capacity should be enhanced; i.e. peak period, special weather conditions, particular group of aircraft, mixed mode, ‘© The representative fleet-mix that the exit is intended to serve after eliminating those with less than 5 or 10% of the total ‘® The separation distance between runway and taxiway; ie. on_non-instrument runways the separation distances may not allow for design of a satisfactory RET. ‘© The characteristics of aircraft concerning threshold speed, braking ability and tum off speed for differing wind conditions. ‘Should the above highlight more than one OTS, it may be necessary to consider construction of two or more rapid exits. Note that a distance between exits of approximately 450m should be observed. ‘The OTS position should be closely related to the position of link taxiways. Reference should be made to Annex 14 to determine the precise geometry required for radil of turn- off curves and filets, straight distance after turn-off and the intersection angle of the rapid exit taxiway. STEP 6d — Dual Parallel Taxiways When planning new runways, sufficient space should always be allowed for a dual parallel taxiway system to be located adjacent and parallel to all runways. Where availabilty of land does not permit dual parallel taxiways, the airport planner should note that the capacity of the single taxiway could then be the factor that determines runway capacity. Dual parallel taxiways, unless constructed for replacement airports that will assume all existing ‘movements, should be constructed in phases, as demand requires. The absence of full dual parallel taxiways would not prevent individual airports from functioning to their fullest potential. It would merely reduce the efficiency of aircraft movements on the ground. Dual parallel taxiways should also be incorporated into a master plan to cross between two widely spaced parallel runways. The number of crossover taxiways should be related to the ultimate development potential of the site and should be checked using a simulation model. STEP 6e — Taxi-lanes Taxi-lanes are routes, bounded on either one or two sides by aircraft parking positions, by which aircraft can only gain’ access to these parking positions. It should be noted that for taxilanes the separation distances as outlined in clause C1,8.1 are less than those for the equivalent taxiway separations. When planning new airports, aircraft stand layouts that allow for only a single entry/exit tax-ane or cul-de-sac should be avoided. The resultant delays due to constriction of free movement would place unnecessary financial ineficiencies on airline operations. 73ad pict Airport Development Reference Manual C1.8.6 1.8.7 c1.9 74 STEP 6f — Holding Bays Holding bays are designated positions intended to protect a runway, an obstacle limitation surtace or an ILS/MLS critically sensitive area, where aircraft hold ‘At runway ends a holding position allows queuing aircraft awalting take-off to be re-ordered as determined by ATC. This optimised re-sequencing of aircraft (with airline approval) can assist in relieving climb and en-route ATC constraints. The holding position should be designed to accommodate ‘wo to four aircraft and allow sufficient space for one aircraft to bypass another. The area allotted for ‘awaiting aircraft will depend on its size and manoeuvrability. Holding aircraft should be placed outside the bypass route so that the blast from the holding aircraft will not be directed toward the bypass route. Whenever possible, runway end holding positions should be orientated to permit aircraft departing thom to access the runway at an angle of less than 90. These runway access points can allow aircraft a rolling start to their take-off and thereby reduce runway occupancy time. For aircraft operating at (r near maximum take-off weight, the entry point should be as close to the end of the runway as possible. Small and medium sized aircraft that do not require the full extent of the available runway's length may be permitted to access the runway at intermediate access points leading up to the runway ‘end. This provides another means by which ATC can re-order departing aircraft. Such access points should also have intermediate holding positions with all the associated and required clearances. Peak traffic volumes at many airports may exceed the capacity of a holding position, resulting in aircraft queuing on the taxiway leading to the runway end. STEP 6g — Holding Aprons Holding aprons can be placed at a convenient location on the airport for the temporary storage of aircraft. These can be required at large airports where the number of gates is insufficient to handle demand during peak periods of the day. If this is the case, aircraft are routed by air traffic control to the holding apron and are held there until a gate becomes available. Holding aprons can also permit a departing fight to vacate a needed gate and to wait near the runway without obstructing either the arriving aircraft onto stand or the departure flow, pending receipt of ATCIATEM (slot) en-route clearance. They can also be used for aircraft with long turnaround times, where staying on stand would unnecessarily tie up capacity. This is particularly tue of airports where contact stands are limited Holding aprons are not usually required if capacity slightly exceeds demand. However fluctuations in future demand are dificult to predict, and therefore a temporary holding facilty may be necessary. STEP 7 — PASSENGER TERMINAL/APRON COMPLEX CONFIGURATIONS ‘The area available for the passenger terminal/apron complex is heavily dependent on the runway configuration, the land available between or adjacent to the chosen runway configuration, and the ability to handle the forecast mix of aircraft anticipated to use the airport. At existing airports, terminal! apron options may be restricted by the type of development that has gone before or be limited by the nature and extent of support infrastructure. The choice may be limited to a few basic concepts governed mainly by the ability to park as many aircraft as possible in a limited space and still allow for aircraft to manoeuvre on their own power to and from contact stands. ‘At new airports this should not to be the case, with the chosen configuration having been determined by the requirements of preceding sub-sections in this chapter. To understand what has happened to later generation ‘green-field’ and ‘blue-sea’ airports requires a careful analysis of the genesis of these concepts. Some new airports have adopted generous and flexible concepts of various types, with ‘scope for builtin changes.we TATA Master Planning ‘Green-field’ or ‘blue-sea’ airports have emerged in the past few years and most have the ability to become ‘mega’ airports. These new airports are sized in the 400,000 sq. m range and will generally ‘open with an initial capacity of approximately 30 MPPA. Each airport has been designed to be a hub: airport and to grow in a modular fashion, with some planned to eventually handle up to 100 MPPA. ‘The size and extent of the terminal/apron complex will be determined by demand and, in the later stages, by the capacity of the airport's runway system. All facilities on site should be developed in balance so that the capacity in one facility is not disproportionate to others within the overall airport processing system. The airport will be capable of expansion until one of the primary faclties within the system fails to satisfy the demands imposed upon it. ‘There are many differing types of passenger terminal/apron complex concepts. These are explained in detall within Section J2. Figure C1-10: Hong Kong Master Plan Layout 754 TATA Airport Development Reference Manual 1.9.1 STEP 7a — Passenger Terminal/Satellites 1.10 76 Experience has shown that, when designing facilities for purely domestic or charter passengers, the corresponding maximum sq. m/PHP figure should not exceed 25.0 sq. m and 30.0 sq. m respectively. To determine approximate building footprint requirements, the tabulated values below can be reduced by 50%: e.g. where two floors are required, Historical Airport Floor Area / Passenger Data (Asa &Pacine Region PAP 28 of Anna PPA] Foe iva” SGHMPPA—Astrved PHP] Asmined Foor Awa] SMTP] 3.004) ung seam) [nsbare 39 S500 Tasa a] 3a} Es] [Seavang Taonan 3] 58009 3500) 153 EEE 3 [Grongaing Yenbe (Chingy 7a] 309 357 175 & Ey fan Tao] reac] 75.009} Zo00} a a PRP ae at Rr Passenger 0.0035 [sromm So] sao Ta aaah FOOD a RTT Tal 204 000 er 857} T7009 =e a Tal 30 ceo TBI a5 T7009 a pve "| __—280,09 T4009 Bi 700,50) a Ineo Bo] 220.09 71009 Bi 0.50] 3 [sacs Zool 350.09 T7309 ar 200,00) ai PAP as Tot Rana Passenger 003 fsa ol ara 09} Tara 765} PEDO 3 sere Bol as0.09 T5t5| Tar} ss] a ex, Bol asa 00) T0889 300} 315.05} ES PeRTE Fol 320,09 T1889 300} 315.05) Es eR Fr0| 06.09 78370 EE) 315.50} 35 feo 350] aso} Tari Ti 208 39) a laa ao] s50.50} Za 75,09 525,00) 37 x ‘| ———ss0,09} 7 15.58 325.35] 35 PEK GOTO B50] 720.09} aa 73335 3a 657 cy PEK ara) 1) Taz] Ze 78 359 7a Pex aie) eo] 1000.00) 200] Es 353.55] ES RG cao rol 4.056.709} THPOe Bo0} Tas 009 34 Tierage Fas aaa cy STEP 8 — ALIGNMENT OF TERMINAL BUILDING AND PIERS TO SERVICE STANDS Once the desired runway configuration has been selected and the runway has been aligned and orientated correctly, the primary terminal and pier infrastructure should be located. The processes that are required which wil influence the size and proximity of the terminal and pier buildings will typically included those defined within Chapter T. Section T1 deals with the terminal processes and section T2 deals with the apron processes. All of these activities need to be considered, applied and accommodated where appropriate within the correct zone as identified within figures C1-1 to C1-6 inclusive, The piers should be sized and positioned to facilitate efficient aircraft movements and passenger and baggage connection times. It will be important to ‘timeline’ parallel processes, which are inherently dependent upon one another. The objective should be to ensure the synchronisation of walking distances and connection times for passengers, passenger baggage movement connection times, {as well as the movement times for aircraft to and from the stand,Master Planning cat 1.12 {In practice the distances and the location of core terminal and pier functions can be 90% accurately located within a master plan proposal without the need to perform simulations. Its however far more effective to analyse the true dynamics and obtain the 100% confirmed best position of infrastructure elements by using simulation tools at the earliest possible stage. While simulation activity has a cost, the long term advantages of having the correct infrastructure placed in precisely the most effective position can be very significant. The multiple parallel processes that interact within one another should be dynamically understood and then the terminal buildings and piers should be aligned and sized to achieve the optimum configuration, giving due consideration to the service standards that should be observed. ‘The control tower and fie services provisions should be positioned to align with the recommendations defined within ICAO Annex 14 and with Section C4 and Section X1 respectively. The ground transportation processes need to be very carefully assessed within the master plan and the facilities required will need to balanced against the requirements of locating the terminal building and stands. The cost to provide links from national rail and road infrastructure should be of prime ‘concern to the airport planner, as these will have a dominant cost and environmental impact. With a sound business behind it and the rail and road processes correctly matched to an efficient terminal and apron layout, the result is likely to be an airport which is favoured by both passengers and airlines alike, which should be the primary objective. STEP 9 — ALIGNMENT AND PROVISION OF SUPPORT PROCESSES ‘Airport planners should also take into account the numerous associated and inter-related facilities ‘that support the operation of the passenger terminal building and the apron services. Section T3 of this manual defines some of the typical airport support processes. ‘The location and provision of general services can have a significant impact on airport master plans. The ability to provide the correct quantity and location of electrical power, gas, water and telecommunication infrastructure can often steer airports planners to develop a terminal and piers in ‘a particular manner. This is because of the very high costs associated within expansion of these fundamental services. ‘The airport planner will need to understand if the existing services have the capability to provide the capacity which would be required for a new or significantly expanded airport. Major airports can be ‘compared to small towns in their ability to consume power, water and to generate sewage and general waste, The airport planner will need to establish if the national supporting networks have the ability to meet the capacity and processing challenge. If the national supporting networks do not have the capacity, then the airport planner would need to assess the cost and practicality of installing the necessary support infrastructure. ‘As another example, the security management systems used within airport complexes are vital to the support and effective operation and resultant planning of most airport terminals and pier facilities. The airport planner will need to account and pian for the inclusion of these systems within their designs both at a master planning level and during the detailed design stages which shall help locate and shape the final proposal. STEP 10 — AIRCRAFT MAINTENANCE Airports and aircraft maintenance bases have a relationship of interdependency. The maintenance Capabilities of an airport play an important part in determining its attractiveness to aircraft operators. To build up these capabilities, airports depend on the services provided by airline maintenance divisions and independent engineering companies who in tum rely on the airpor's infrastructure to gain access to the aircraft that need servicing, ‘At large airports, with widely dispersed terminal locations and apron positions, there may be a need to strategically locate smaller tine maintenance facilities in more central areas to reduce the time required for towing between operational stands and maintenance areas. 7ee TATA Airport Development Reference Manual e112 1.13 78 The scale of the required maintenance operation is dependent on several factors, These can include: ‘© If the operation is restricted to a single carrier or open to others. © The availabilty of certified engineering staff. ‘© Access to spare part holdings, © Ifthe facilty is to offer a one-stop service including engine test and paint spraying. '* Fleet composition in busy hour, percentage assumed to be maintained, number of aircraft ‘maintained per maintenance bay, annual utilisation rate, level of maintenance check performed (A, B, C or D), STEP 10a — CARGO {tis important that the need for a strategic link between cargo facilities and aircraft parking positions is established at an early stage inthe planning process. While at larger hub airports dedicated cargo aircraft may be accommodated on a frequent, perhaps dally basi, itis normal to find a high percentage of cargo transported solely on routine passenger fights. As such there is a strong interdependency between cargo handling and passenger processing facilities, as well as a need for the two areas tO be located adjacent to one another in order that transfer distances are reduced to a workable minimum, However this adjacency requirement creates a dilemma in so far as each requires significant land to expand and exploit their full potential. Therefore for smaller airports, with less than 1.0 MPPA or 50,000 tonnes of cargo throughput, the individual facilities should be positioned apart such that each ‘can expand without restricting the growth potential of the other. In the short term this may result in Separation distances between the two being somewhat greater than appears necessary. However aiports should allow for unrestricted expansion to the ultimate stage wherever possible. The distance between cargo processing facilities and dedicated cargo stands should be less than 1 km, The distance between cargo processing facilities and passenger stands (where passenger aircralt will be used for the shipment of cargo) should be less than 2.5km. itis also important to note the differing types of cargo that may need to be accommodated. These can include general freight, express freight, airmail and freight forwarders. Please refer to Chapter O, Cargo, for further clarification MASTER PLAN DELIVERABLE — PRELIMINARY LAND-USE LaYouTS After the airport perimeter has been established, either for a new airport or for an existing airport (where the perimeter has been redefined). itis important to double check that all major components and aiport support facilities can be properiy located and accommodated within the overall airport boundary. Each facility should be able to expand through to the ultimate phase of the alrport. The land use layout proposal should be balanced and the development strategy should be focused on ‘optimising the land use in the most efficient and logical manner throughout the various expansion phases. Prior to assessing individual functional requirements within an airport master plan, itis necessary to subdivide the overall area into optimal sub areas, each capable of supporting an individual facility's growth towards the maximum capacity of the airport. Its important to note that detailed layout information pertaining to individuel facies is not required at this conceptual layout stage. All the individual pieces of the development jigsaw need to fit and be correctly assembled and have the right interdependencies within the operational area. However at this stage the detailed operational characteristics of each facility are not required. Airport characteristics, as shown on the Airport Land Use Plans, should be the guiding tool for local and regional authorities when determining the suitability of development on land surrounding the airportOe TATA Master Planning C1431 C1132 Master Plan Deliverable — Weighting Factors And Points IATA uses the following method when carrying out evaluations of either the Master Plan or Terminal Development Options on behalf of airport authorities or member airlines. The weighting factors and Points are defined in a table entitled the “Master Plan Deliverable-Weighting Criteria Table”. When this table is completed it shall reflect the airport planners assessment with regards to their optimum site, 1. Assign weighting factors to all of the evaluation criteria (column 4). Factors are assigned such that the total adds up to 100. Each factor can then be viewed as a percentage of the total. The size of the figure allocated reflects the importance of that criterion within the overall evaluation process. 2. A.second subset of weighting points is then assigned to sub-criteria (column §). IATA uses the following range of weighting points: Weighting or Importance (scores 1 to 10): 1 (minor); 5 (important); 10 (critical). All of the above figures are specific to the criteria and sub-oriteria and should not be used in order to compare one set of criteria to another. As the importance and number of sub-criteria vary, the total score possible (column 6) for each criterion will also vary. From the example given columns 7, 10, 13, 16 & 19 reflect the basic score given to each site, If possible the score should reflect the ranking of each site as given by the evaluation team for each sub-criterion, Sites can be given equal scores. The scores given cannot exceed the maximum given in column 5. Using sito A as an example, the weighted score is obtained by dividing the figure in column 7 by the sub-total in column 6 multiplied by the weighting factor for the criteria in column 4, This exercise is repeated forall scores and forall sub-crteia. Individual scores for each sub-criterion should be explained within the evaluation report. This is necessary as the evaluation process can: '¢ Be time-consuming (2 to 4 weeks on average); i. the reasoning should be recorded immediately after the scoring has been determined. ‘¢ Involve multi-disciplined teams with individual members working in relative isolation. ‘¢ Be open to question and scrutiny by clients, site owners and competing airport planners. Master Plan Deliverable — Land Use Report ‘This interim report should be submitted such that base assumptions with respect to facility sizing, surrounding land-use and operational relationships can be reviewed and tested. The report should be concise & give a clear indication of any outstanding strengths & weaknesses. Recommendations for future actions should also be given. Itis important to stress that information at this conceptual stage need not contain high levels of detail. The information provided need only be sufficient to allow comparative analysis; i.e. to determine which option moves forward into the next stage. As such, hand drawn information is acceptable, providing the concept is easily recognised and understood by a broad, perhaps non-technical review team. In this way preparation time and costs can be minimised, 79=& er JATA Airport Development Reference Manual 1.133 Master Plan Deliverable — Land Use Concepts 80 Airport Land Use Plans drawn to scale should depict existing and phased development (including intended land uses) up to and including the ultimate development stage. These should include: © Airside infrastructure, including runways (all runway elements, taxiways, holding bays, aircraft aprons (including de/anti-icing)), engine test enclosures, location & specification of navigational aids, vehicle parking areas, staging areas, access roads, runway lighting & markings, primary utility routes, Segmented circle, wind indicators and beacon and associated buildings. © _Landside infrastructure, including passenger and cargo terminals, ground transport interchanges, hotels, primary and secondary access roads and parking structures (at grade and multi-storey), rail ines, vehicle fueling stations. ‘© Airport support infrastructure, including in-flight catering, aircraft maintenance, G.H. maintenance, airport maintenance, police and security facilties, administration buildings, meteorological ‘compounds, rescue and fre fighting factties, genoral aviation, fixed base operations, helicopter operations, containment & treatment facilities and aircraft refuelling facilities. * Areas reserved for aviation related revenue producing development, such as industrial areas, duty free zones, etc. © Non-aviation related property and land with the current status and use specified. ‘© Facilities that are to be demolished. * Airport site boundary or perimeter, facility and property boundaries, security fence lines and control post positions. © Funway clear zones, associated approach surfaces, © True azimuth of runways (measured from the true north). © North point. '¢ Pertinent dimensional data such as runway lengths, parallel runway and runway-taxiway separation, ‘* Prominent natural and man made features such as wooded areas, rivers, lakes, coastlines, rock outcrops, protected areas, etc.Master Planning we IATA Master Plan Deliverable-Weighting Criteria Table se tera ue us we sy OD — lane EEEwe TATA Airport Development Reference Manual C1434 C1435 82 Master Plan Deliverable — ‘port Layout This stage sees the development of the preferred concept into a detailed, workable master plan. Here the optimal layout is established. All users and stakeholders will have been consulted at regular intervals as the plan developed from the initial pre-planning period to this final stage in line with the IATA Project process requirements defined within Section V1 ‘The continuous process of reviewing and testing assumptions should continue after the plan is Published. It is essential to do this, as no master plan should be viewed as the perfect solution. The changing nature of the airline business will ensure that the current solution will soon become outdated. ‘As such, master planning must be viewed as a near continuous process, with fundamental reviews Undertaken at regular intervals. The maximum assumed period between reviews should therefore be ‘no more than 5 years, however it is hoped that the main backbone assumptions hold true and stand the test of time. Master Plan Deliverable — Phase 1 Operational Cost Its important that all users or air service providers of the airport are provided with estimated rental rates for the facilities that they may occupy or use in phase 1 In order to do ths, the airport authority or the cost airport planner working on its behalf must possess « robust financial model that contains and defines: ‘© How overall project financing is resolved. ‘© Allterminals and other primary and secondary revenue and cost centres, their breakdown revenue targets and cost estimates for each cost centre. ‘© Final estimated airport capital, maintenance and operating costs and related pricing policies for airlines and other user space requirements. Income from non-aeronautical sources. Existing airports should possess a 10-year CAPEX document that shows their intended programme of works over two consecutive 5-year periods. The programme should be reassessed annually after consultation with the airline/IATA airport development specialists. The resultant impact of the development programme on user charges should be discussed and agreed with IATA’s User Charges Panel. In s0 doing the users can see that charges are: © Cost related, taking into consideration the operation of the ‘single til © Transparent and justified ‘* Fairly and equitably applied, without discrimination or cross-subsidisation. © Agreed atter consultation Airlines, the principal users at airports, will be particularly interested in rental rates for land-side offices, ramp level accommodation, gate hold rooms, check-in positions, common user terminal equipment facilities, baggage handling systems, airline service desks and information counters. Security costs should be assessed and accounted for. In many instances airport security costs should be bore by the state.wAe TATA Master Planning C1136 1.13.7 Particular attention needs to be paid when new or altemate methods of operation are proposed. AS an example, when a new airport proposes to switch from a 100% remote stand operation to one Where 100% contact is possible, airines, particularly if they operate within the charter or low-frils markets, may have difcully in accommodating the additional ground handling charges resulting from the need to push back and perhaps use air-bridges. Airport operators must therefore be subject to the discipline of assuring that user charges do not drive away carriers working on the margin of proftabilty Should the review of proposed operating costs indicate that the proposed development has Substantially reduced the ability for users to make an adequate return, then the preferred concept ‘Should be re-evaluated to determine if there is scope for CAPEX reductions and Operating Expenditure (OPEX) savings. In extreme cases, this may require base assumptions to be re-examined and altemative, more simple and less expensive facility solutions to be brought forward. Master Plan Deliverable — Conceptual Layouts Conceptual layouts should clearly demonstrate how: ‘© Allusers can operate efficient, effective and profitable operations within the proposed plan. ‘¢ Long term sustainable development can be achieved. ‘© Projected growth in all types of traffic can be accommodated throughout the entire life of the project until saturation Is achieved in the ultimate stage. @ The environmental impact on surrounding communities and stakeholders will be minimised and maintained at acceptable levels. '® Additional capacity can be brought into play without negatively impacting on current user operations. ‘¢ Associated surface access infrastructure systems will be introduced in staged developments to support forecast trafic levels and demand. © Public transport systems can be introduced to increase the percentage of trips made by passengers and staff when accessing the airport. Master Plan Deliverable — Development Phasing we assume that basic planning principals have been observed, then facility phasing and construction ‘should be determined by demand. Facilities should be expanded in a modular fashion and at intervals to keep slightly ahead of demand and to maintain pre-determined and required levels of service. Phased expansion should allow for periods where individual facilities can settle into routines such that operational efficiencies can be maximised. In general terms this period should extend for a minimum of 4 to 5 years after project completion. Longer periods of construction inactivity will be the result of the over provisioning of facilities, with associated cost penalties that would invariably be passed on through airport charges. ‘As master plans are drawn up, they should show the existing airport layout and as a minimum the plans showing the first phase and/or development in years 5, 10, 20 as well as the ultimate stage. ‘Short term plans covering a ten year period should be supported by a rolling development programme that is reviewed annually by the airlines and supported by a CAPEX document. IATA has developed specific guidelines in relation to CAPEX documentation. Such guidelines are available on request. 83Oe TATA C1138 1.13.9 84 Airport Development Reference Manual Master Plan Deliverable — The Master Plan Report {A final master plan report should be submitted showing how the land-use option has been developed. ‘The report should be concise and give a clear indication of any outstanding strengths and weaknesses. Recommendations for future actions should also be given. For this report, drawn information needs to be of a higher quality, with precise dimensions clearly ‘noted such that the operational viability can be clearly demonstrated. The information must be capable of standing up to intense scrutiny and questioning ‘The report should identity how the phased implementation of the airport master plan will satisfy the strategic brief for the region. The main elements defined within Clause C1.2, The Master Plan — Ten ‘Step Sequence should be clearly explained within the report. ‘The final master plan report should at least contal © Definition of the strategic objectives for the region, © Executive summary. '* Statement on how the master plan shall meet strategic objectives. * Financial Plan (development financing proposal & cost recovery and payback periods). © Environmental impact. © Economic impact. © ATC impact. ‘© Qualifications of master planning team, ‘* Explanation of how The Master Plan — Ten Step Sequence was observed. ‘* Provision of master plan phasing diagrams to ultimate airport development (in 5 year increments). ‘* Conclusions and recommendations statements. ‘© Supporting forecasting/environmentalifinancial data, © Prospective Airline User statements. © Further Information, Final reports may be subject to comparative analysis; ie. to determine which airport planner’s master plan option is ultimately successful and moves forward into the final stage. Again the master plan ‘must be easily recognised and understood by a broad, perhaps non-technical review team. itis for this reason that airport master plans should adopt a consistent format so that comparison of master plans can be done on a lke for like assessment basis, Master Plan Deliverable — Location Map This is a map drawn to a suitable scale (e.g. approximately 1:50,000) sufficient to depict the airport, city or cities near the airport, rail ines, major roads, major obstructions, terrain and geographical boundaries within 15-20km of the airport. It is also important for environmental and political considerations. A sectional aeronautical chart may be used. This may be shown on the title page in ligu of the ALP.