==” _ nthe spottight: Master planning & Design IR PO RES iiport report aneapus- sepa = Special report: innovation tabs —— === Plus: Route development & People matters WORLD 7 The magazine of Airports Council International if Airp In the spotlight: Master planning & design Volume 24 ~ Issue 6, 2019 wwwaci.aeroPee Se eure) brent eR ae ead uaa ue meAIRPORT = WORLD _ Airport World editor Joe Bates 44 (0)1276 476582 joe@aliporworid.com Desiga, layout & Production Mark Draper +44 (0)208 707 2749 mark@alporworidcom Sales Directors Jonathan Lee +44 (0}208 707 2743 jonathan @aieportori.com Gary Aman +44 (0) 7856 238 426 saty@aviatlonmedia.aeo ‘Advertising Manager Andrew Havel o44 0}208 384.0206 andreah@airportnrid.com ‘Subscriptions subscriptions @avationmedia. aero Managing Director Jonathan Lee +44 (0)208 707 2743 Jonathan@aviationnedia.aer aviation med Pubs rte da ut Povone tina ogee voom tear acon Alport Wordis published six times year forthe members of ACL The opinions and views expressed in Arport Wordae those ofthe authors and do ot necessarily reflect an AC policy or position. 1st 1360-4341 The eer his pbicatin scope dation Mea id and shauna be coped ‘toed witout the res permission ct the pusher ite be Te wspizne Printing Company sing apap rom FSIPEF suppliers dram magpin.co.k Planning for the future Airport World editor, Joe Bates, reflects on the infrastructure challenges facing US airports in this ‘master planning and design’ themed issue and looks forward to 2020. he seemingly neverending need for nem alipot infrastructure comes under the spotlight in our master planning and design’ themed final 2019 issue of Aiport Wari We have features on China's new $12. billion Being Daxng International Aiport, the opening of Yogyakarta Intemational Airport in Indonesia and the new trend of greening’ airport terminals. However, the US ands ned fr new apart inrasructureis the main focus ofour master planning desig section. We tum te spoighton a handflofthe US's eading apr architectural firmsand some ofthe pioneer projet theyare working ot have eentcomplted. We also hear From ACI-NA president and EO, evn Burke, who relterates his naming from earlier this yar thatthe US needs tofind the means to ebuild the country's aviation Infastucture and improve the airport experience for milion of traveler Indeed, he reveals thatthe country’s gateways ae facing more than $128 bilion in new infrastructure needs across the system despite having debt burden of $91.6 billion from past projects, a situation he fears has left US airports “terminally challenged” So, how wl he US Find the funds to build this new infrastructure and avold becoming a Viti ofits own success and running out of itport capacity? Wil it finally raise the $4.50 cap on the Passenger Facility Charge (PFO) to provide airports wih the elt-nlp they need to finance vital infastructure projects? Maybe the US wil look tothe private sector and PPP orP3 projec with more gusto than ever before to finance, build and operate new terminals or other key pieces of infrastructure? (Or perhaps new legislation il be passed that completely changes the way US airports are funded? Turn to page 18 to find out more about ACL+A'S take on the capacity crunch and the infrastructure challenges ahead for US airport. The US theme continues with a feature about the challenges of airport construction projects and best practices for controling costs Elsewhere in tis ssue, we have articles about the growing trend of airport innovation labs; and how advances in wireless technology and cloud-based data can deliver ‘multiple benefits to alrside operations. ur mata airport feature is on Minneapolis-St Paul International Aiport, ‘where Metropolitan Airports Commission CEO, Brian Ryks, talks about everthing from engaging with the local Business community and route development to MSPs Airport Service Quality(ASQ) success. We also hear from ACI World director genera, Angela Gittens, who reminds us about the importance of green infrastructure wien accommodating traffic growth; reporton the expanding route networks ofa handful of European airports; and discover the latest news from ACI's World Business Partners. A busy and exciting Issue to end the year on, ‘hope you'll agree. The next issue of your favourite airport ‘magazine will be out in March 2020 ahead ofthe Aiport Economics & Finance Conference and Exhibition in Kuala Lumpur. | am already looking forward tot! Finally, as we say goodbye to 2019 and hello to 2020, | would like to say bon ‘voyage and good luck in their new endeavours to outgoing AC regional directors Patti Chau (Asia-Pacific) and javier Martinez (Latin ‘America & Caribbean) and, of course, wish a happy, healthy and prosperous New Year to all our readers. i} AIRPORT WORLD/ISSUE 6, 2019 ElWith 120 music and theatre stages, 100 museums and even a aoa ae eee ee cae the world famous Boys Choir and the Philharmonic Orchestra. Vienna has been a hotbed of culture for centuries. Millions of cultural ee eC RR mn oe ee ree Ney ee Reamer ecfe ie In this issue EET 3 Opinion Jirprt World editor, Joe Bates, reflects onthe infrastructure challenges Facing US airports inthis ‘master planning and design’ themed isue and looks forward to 2020. 8 = World in motion ‘ACI World's communications manager, Sabrina Guerrier, reports on ACI's hugely successful participation at ICAO's 2019 Assembly, the launch of several publications anda new appointment, 11. View from the top ACI World director general, Angela Gittens, reflects on how the eco-design of terminals. and other faites is becoming increasingly impotant forthe world's apt. 12 Onthe rada £0, Brian Ryks, tells joe ates more about an exciting year of growth and development at Minneapolis St Paul International Airpon. RCW mur "ACINA president and CEO, Kevin Bure, outines the infastructure development challenges facing US airport over the next five years and beyond. EPR ee Landbrum & Brown's managing constant, Prakash Dikhit revideshisthought on haw operational improvements and new technologycan help ralse te capacty of US apt. | 22 Blueprint for success ‘Scott Macpherson considers the infrastructure challenges facing US airports and how best practices can help control their construction costs. Eerie ‘Alrport World turns the spatight ona handful ofthe US's leading alrport architectural rms and some ofthe pioneering projet the are working on or have recently completed, weorrworwissues.z09 ERce ay EMT yu ar lynn, gba vation sector leader at inerated engineering consulanc, BuroHappeld, explores the growing focus on greening airport ternal ullaings. Joe Bates takes a closer look tthe design and development of China's new mega hub, Being Daxng international Airport. 41 _ Ready for take-off Twill beall systems go for Indonesia's new Yogyakarta Intemational Airport in 2020 when filly opens its facies wites Joe Bates. 42 Labtest Pieter van der Horst and Joeri Aulman compare and contrast the structure and g0als of pioneering innovation labs at Amsterdam, Munich, Singapore and Edmonton aitpors, 45 Passport to safety John Newbury, praduct manager at Ramtech Electronics, looks at how advances inwireles technology and cloué-based data can deliver multiple benefits to airside operations. 47 Routes & destinations Aiport World provides a snapshot of the latest route development news from Stockholm vlanda, Milan Malpensa, Budapest and teland's Cork and Dublin airports. 48 WBP News The latest glabal news from ACT's World Business Partnes. 50 People matters Ter Montsseyand Richard Plenty prove tht thoughts on how changing atitudes to climate change might act airports. BEAN ser0er wort issue. 2019 kal AIRPORTS COUNCIL INTERNATIONAL Director General Angela Gitens (Montreal, Canada) chair Vice Chair Almen Atos (Mu Immediate Past Chair rede Picola (Sarasot, U Treasurer manel Menantes (Osa ‘ACL WORLD GOVERNING BOARD Directors africa (2) Zouhair loli Rabat Morocco) Asia-Pacfc(®) Amen Atos enechea (ina, Pet) 'n (Buenos Aes, Argentina) North America (7) ‘Bleves Ashi, USA) vad ng Corot, Cana Regional Advisers to the ‘Werld Governing Board (10) World Business Partner Observer Thomas Duly (D8 SAFFGATE) 1 asof December 2019,WHAT'S YOUR STRATEGY TO REMAIN COMPETITIVE? Forward-thinking airports are leading the way with a strategy focused on location freee ao eee a ea eee can) eee gM eg eae sae tent Esri® geographic information system (GIS) technology allows you to manage an airport that Seer ee lne sol Mu eR olMial cen Re ess aa ud ied ee eeu ie ae eee ae ee eee + Complies with regulatory and environmental requirements. Re nese asec eins Take the next step with Esri's GIS. Explore go.esri.com/SoE-Airports. 4 oa Sere Nate read ssPen acy World in motion ACI World’s communications manager, Sabrina Guerrieri, reports on ACI’s hugely successful participation at ICAO’s 2019 Assembly, the launch of several publications and a new appointment. rk ofthe past trienniur Unauthorised Us nd IFALPA): The industry s ready to Wo harmonised processes for initiating uk dbook, to managing airport refighting services. The handbook 1e ACI World Standing Committee provides a useful summary ofthe actions and best practices that ‘ordination with the Regianal offices, ACI submitted several Working ots can adopt to ensure that t ble to effectivelyand Papers (WP) and achieved concrete results, Including thers: efficiently re sand accidents ion: Responding to the ACIP, the A realizmed the In addition, the second edition of the Aviat fund die charges and taxes; acknowledged also launched by the Industry High-Level Group (WHLG).C the risks associated with poorly designed a . ACI, ICAO, the Chil Air Navigation Services Org n(CANSO), the recognised the importance of running cost benefit analysis International Air Transport Associaton (IATA) and the International before introducing any form of taxation, ‘ootdinating Council of Aerospace lations (\CCAIA, the Security: ACI haa hi ati and the Assembly expressed broad suppor fo Innovative techniques. tal: Co Aviation Security, for which, va tr i c With ACI su at on cybersecurity, to address t ss: he urgency of p ons critical nf stems and data against cyber threat Baronci who has assume f i Facilitation: A da ution which called upe Pacific after more than th half years as ACI We Member lement techno aime: orofeACI events 2020 2020 2020 2020 2020 March 24-26 November 911 June 16-18, September 7-10 April 21-23 ‘Airport Economics & ACLLAC/World Annual ACI Europe General Customer Experience ACI Asia-Pacific Finance Conference General Assembly, Assembly, Congress Global Summit Regional Assembly, and Exhibition Conference & Exhibition and Exhibition Krakow, Poland Conference & Kuala Lumpur, Malaysia Buenos Aires, Argentina Geneva, Switzerland Exhibition Nara, Japan ACI offices ACI World ACL Asia Pacific ACI Arca ‘AC Latin America & Caribbean angela Gites ‘Stefano Baronci Al Tounsi Javier Martinez Botacio Director General Director General Secretary General Direcor General POBox 302 Hong Kong SAR Cina Casablanca, Morocco Panama City Panama 800 Rue du Squae Victoria Tek +8522180 9449 Tek +212660156916 Tek +507 830 5657/58, Moniteal, Quebec Ha? 168 Fax: 1852 7180 9462 atounsi@ackaficaaem jmartinez@actlacaero nada Inflo@ac'-asapacaero wack afica aero wrwadtlac aero Tek 11514373 1200 wwnachasiapacaet Fae +1 5143731201 ‘ACL Europe ‘ACI North America acigaclaero OlverJankovec Kevin Burke vwwnaci aero Director General President CEO Brussels, Belgium Washington DC, USA Tek +32 2)5520978 Tek: +1 2022938500 Fax »32(2) 5025637 Fax: 1 202 331 1362 danielemichel@acteunpeog —_postmaster@uacina.og wad europe og wrwad-na.og ‘As ofjanuary 2019, AC serves 646 members operating 1,960 airports in 176 counties, Ais ano-profit organization whose prime purpose ito advance the interest of airports and to promote professional excellencein airport management and operations. According to AC's 2018 Annual Wold ‘Arpt afc Report, n 2017 alpprs worldwide welanmed 8.3 bition artving and departing passengers and hancled 118.6 milion metictonnesof argo and 95.8 milion cra memes a AiRPoRTwoRLD/Issuc6, 2019{| GLOB/< TRAINING AIRPORTS COUNCIL INTERNATIONAL (ACI) 2020 GLOBAL TRAINING CALENDAR Visit our website to see our new 2020 training calendar aci.aero/calendar your SOURCE ror AIRPORT EDUCATION ano TRAINING 6 0 9 ® Customer Economies Environment Leadership & Experience Management | ! © @ Ww Operational & Safety Security Wn Technical Cybersecurity Developing Nations taining@aci.aero (9 +1514-373-1200 elhe Voiceofthe . world's airportsCe R a eee View from the top ACI World director general, Angela Gittens, reflects on how the eco-design of terminals and other facilities is becoming increasingly important for the world’s airports. ith the numberof infrastructure projects that willbe needed to accommodate growth in air service demand, alrponts and their stakeholders must continue to consider the crucial issues of environment and sustainability when planning arpor projects Likewise, it has also become more common to have sustainably criteria requirements to approve funds for majo infrastructure developments. The eco design af airport buildings explores the ervironmental and resource-fficient operation and management of infrastructure taking into account the entire planned lifecycle ofthe development. Thisincludes the overall process of airport planning, design, construction, operation, maintenance, refurbishment, and demolition, This particularly relevant when considering the role airports playin the global fight against climate change. As well airport, buildings must be resient to the effects of climate change over the long-term. Eco-design can playa key role in not only reducing airports environmental impact, but also in mitigating risks generated by climate change, such as severe weather events. Every airports part ofits own distinct environment with its own challenges ta considet. While there is no ‘one size fsa solution to eco-design of airport bulidngs, ther are several worldwide eco-design themes and areas that have become prevalent in aports. Examples can be found below and inthe ICAO Design of Airport Buildings, as pat of the ICAO EcoToolkt, a project actively supported by AC. For one, eco-design of airport buildings mus integrate systems, Elements such as lighting, temperature control, and waste ‘management are integrated into a physical shelter to make it comfortable for human activities. And, atthe risk of tating the obvious, any proposed altport development should incorporate features making the operation safe, secure and efficent and meet national airport design standards ‘An efficent layout should teduce physical distances between areas and include infrastructure to facilitate passenger movement between areas. For example, minimising tax distances can reduce fuel consumption and emissions of aircrat Finding alternative power sources and energy conservation has become another key priority. Energy efficiency and minimising energy waste should always be a goal of terminal design or reconstruction for both financial and environmental reasons. Minneapolis St.Paul Intemational Airport (MSP), for example, has installed a green roof. This growing trend can substantially lower heat absorption and thereby reduce energy needs, as well as reduce storm-water run-of. In adaition, airports have many options for developing onsite renewable energy through solar and other technologies which can be integrated into structural design. Tennessee's Chattanooga ‘Metropolitan Airport recently became the first US airport to be 100% powered by solar energy While aircraft are the largest source of emissions at an airport, the materials use forthe terminal bulldings themselves can be selected strategically to minimise emissions. Forinstance, the use of recycled materials usually reduces the overall carbon footprint of building materials (Queenstown Airport has made use ofa new lower carbon asphalt, which incorporates waste printer toner and recycled glass sand. Not only does the innovative solution provide a more durable surface in all weather, thus reducing maintenance costs, it also helps to protect ‘New Zealand's finite natural resources. Planning fr efficient waste management, such as through recycling or other processes, isa cruclal way to reduce environmental impacts. The industry is transitioning from tractional waste ‘management practices to incorporate circular economy concepts, rethinking the way a product is used, extending it lifecycle and Identifying economic business models to reduce consumption. London Gatwick Airport has been able ta transform waste removed from aircraft into energy using a process which also saves in water consumption. Te alporthas become the first airport to achieve a zero waste to landfill accreditation from the Carbon Trust and has a ten-point sustainability plan that covers everything from transport to water quality Itis evident that airports are committed to a greener future through their investment in eco-design principles. As these and ather telated areas gain momentum, they will become increasingly important in the large-scale infrastructure projects that await our industry as we seek to accommodate ar trafic grat for many generations to come. ror worissucsz00 EFICEO, Brian Ryks, tells Joe Bates more about an exciting year of growth and development at Minneapolis-St Paul International Airport. ith the US's high profile hubs grabbing most of the headlines, it is perhaps easy to overlook the county's srowing list of successful mid-size gateways and the key tale they playin the nation's air transport system, and ‘Minneapolis St Paul Intemational Airport (MSP) is no exception. How many of you, for example, are aware that MSPis the US's 16th busiest alrport and that after three record years of growth its on target to handle 39 million passengers forthe first time in 20197 Italready handles more passengers on an annual basis that Boston Logan (60S), Detroit Metro (DTW), Philadelphia (PHL) and New York LaGuardia (UGA), and iit continues to grow a the current rate of around 3% per annum for much longer, could soon overtake the likes of Newark Liberty EWR), Orlando International (MCO), Seattle Tacoma (SEA) and even Houston-George Bush Intercontinental (AH). Indeed, it has one ofthe fastest gaming route networks ofthe US's top 30 airports with more than 50 new routes since 2016, including, three new international services (Dublin, Seoul and Mesico City) introduced aver the last year. ‘The new additions mean that MSP enjoys competition on 58 of ts 168 dtect routes, and its growing numberof international services censure that MSP and the twin cities of Minneapolis and Saint Pau, in the US state of Minnesota are becoming better known across the globe, [MSPs also a customer service champion, topping the podium for the best airport in North America in the 25-4Omppa category in AC's, Airport Service Quality (ASQ) customer satisfaction awards for three years running ‘And itis a huge economic engine forthe region, generating {$16 billion in economic activity in 2017, $7.1 billion oft directly as, itis responsible for some 86,900 jobs across the state. So, it is fairto say that MSP s doing pretty wall, and increasingly on the radar ofintemational aliines. However, with ts facilities already ‘experiencing peak time congestion, and its own analysis showing that theres plenty of scope to further increase its intemational route network, the airport's operator, the Metropolitan Airports Commission (MAO, is acutely aware that its job is far from done. “Wie have had an exceptional year of growth, with passenger ‘numbers up around 3.4% in the year to date, and an extraordinary 7%In the month of September, meaning that we are on target to handle an all-time high of 39 milion passengers in 2019,” enthuses MAC-CEO, Brian Ryks. “Wie are in 2 good place, but with success comes challenges as rising demand inevitably pus pressure on your existing infrastructure The artnes are healthy and investing fin new aircraft] and want us to Invest more “Lunderstand this, but honestly, when we went through our budgeting and capital improvement programme planning process, looking towards 2020, we had $100 milion more in need thatwe could accommodate, soit has become very challenging to come up withthe dollars needed to do everything the airlines and our stakeholders and partners want us to do here.” Traffic growth yk attributes this years upturn in trficto a numberof factors ranging from a healthy local economy tothe increase in capacity ofered byMSP's aris, noting that inthe fourth quarter alone, hub carers Delta ir Lines and Sun Country Aitnes offered 6% and 43% more seats respective, The rise in seats s down to new outes and the upgauging of aircraft or increased frequencies on existing ones, with Ryks quick to point out thatyou area lot more key to see 8737s than 50 seat regional jets at Minneapolis St Paul today. “The fantastic new Delta services o Seoul and Mesico City and new ‘er Lingus sence o Dublin have also helped,” says Ryks. “In adition to being wonderful destinations, Delta's SkyTeam partners Korean Air and Aeroméxic provide excellent connecting opportunities throughIncheon and Mexico City respectively, while new entrant Aer Lingus tells ‘me that their daily Dubln-Minneapolis service has proved to be one of its most successful route launches in North America.” ‘Aer Lingus isthe twelfth new arin to launch services to MSP since 2016, during which time the airport has also added Amsterdam, Aruba Reykjavik and Tokyo toits International route network and 45 domestic destinations, 11 ofthem being introduced this year. ‘Nassau inthe Bahamas will join them on December 21, 2019, when hamebased airline and ultra-low-cost carrier, Sun Country, launches a once weekly service between MSP and Lynden Pindling International Airport. The new additions re certainly no fluke as by Ryks" own admission, [MSP has become “more aggressive" in its approach to alr service {development in recognition ofthe groming levels of competition faced from other airports. This more proactive and ambitious strategy involves regular dialogue with the local business community to find out more about, what air links they would keto see launched at MSP today, and up to three years from now. To help faclitate tis dialogue, MAC formed the MSP Regional Air ‘Services Partnership (RASP) initiative in collaboration with GREATER [MSP — the economic development organisation fr the Twin Cities whase investors include more than 300 companies, organisations and institutions ~ and it realy hasnt looked back since. “I have been hete for three-and-a-half years and my focus has always been on taking a more aggressive approach to air service development, whether it's a new service from Delta and other Incumbent carriers ora new entrant to the market, as the importance of a good and ever evolving route network cannot be overestimated," explains Ryks “We went to the business community and essentaly sald that we wanted them to be our partners in developing new air service opportunities fr the region. They liked the idea, so we regularly tlk to the CEOs of Minneapolis biggest companies about route development,” adds Ryks. “Whats slighty different about this initiative is that it ges us an Insight in tothe future. Our own research and DOT [Department of Transportation] data, for example, tells us where people are Nying to or coming from today. But what we didnt know before we sett up was how the expansion plans ofthese big companies might change this dynamic. "So, we decided to ask them, and now they ell us. Asa result, we now know where people fy to today and where they are likely to want to gp to from MSP inane to thre years’ time.” This obviously isn’t the kind of information that companies typically disclose, o it required trust, and the signing of confidentially agreements to get it done, butt proved a masterstroke as it allowed IMAC to dentifya number of potential new routes that they could pitch to the artnes, one of which was the recently launched international service to Dublin. Without doubt MSP's route development efforts are helped by the appeal ofthe Twin Cities’ diverse econamy which encompasses everything from banking, bio-sciences, healthcare and clean and renewable energy companies to the manufacturing, agricultural and food businesses. AIRPORT WORLD/ISSUE 6, 2019Oe a ace aL eee Indeed, 16 Fortune 500 companies ranging from Cargill, ECOLAB, Xcel Energy, UnitedHealth Group, 3M, General Mills to Target are located in Minnesota. Airlines and changing traffic mix [MSPs Delta's second largest hub after Hatsfield-Jackson Atlanta (ATU) and this ensures that tis the dominant cartier at the gateway, ‘accounting for around 71% ofall passengers. The next biggest airlines, in terms of market share are Sun County (6.69), American (5.7%) Southwest (5.3%), United (4.3%) and Spirit (3.1%) With the notable exception of Spirit Airines, Terminal 1 is exclusively sed by the network carriers while Terminal 2s effectively MSP's low-cost carrier fact. (08D services currently account for around 63% ofthe passengers at MSP and transfer trafic for roughly 37%, which Ryks points out is, almast exactly the reverse ofthe situation a decade ago when Northwest Airlines was the hub carrier and 60% ofits passengers caught connecting fights. He believes that the growth of law-cost and ultaow cost carters at [MSP in recent years has proved a big factor inthe rise in ORD trafic and nates thatthe changing traffic mix has increased the pressure on the landside areas ofthe airport such asthe entrance roads, parking and ticketing lobby. Allthe issues are being addressed or are due to be resolved in [MP's ongoing $1.7 billion capital development programme, which will end in 2023 with the completion of he revamp of Terminal 1 Infrastructure development [MAC has never been shy of investing in new infrastructure, adding a fourth runway (Runway 17/35) on the west side ofthe arpor sit, a new 410 gate Humphrey Terminal 2, an expanded Terminal 1 and two new ‘oncourses under the umbrella fits $3.2 billion 2010 master plan, In adaition, the plan also delivered new roadways; 16,000 new cat parking spaces; 12 extra airbridges on Concourse C; new car rental facilities; transit centre; and two station to accommodate an airport pitstop ofthe light-rail system operating between Minneapolis and the Mall of America, However, with peak time congestion already rearing its ugly head and forecasts predicting that MSP is likely to be handling more than ‘Omppa by 2035, more new facilities are needed, and MAC is committed to completing its investment of $1.7 billion for capacity The next step for MSP rminal 1 at Minneapolis St Paul Intemational Arport was bult 1962 as a shining example of modern engineering and architecture The iconiclong-span ‘folded plate’ rof structure afforded th mmission (MAC fe Metropolitan airports iby throughout the Annual passenger levels reached a record 38 milion n 2018 andi clear the terminal had reached a citcal point, unable to mmmodate the more than SOmppa projected for 2035. Alliance eda team to plan and design the MACs vision fr their erminal ofthe future. Primay goals of flow within constrained a ducing congestion, increasing capacty, and optimising ps s demanded the tea ions. ‘tthe baggage claim leve sworking the vertical circulation terminal. though lows fora fv only a 5% increase inf sion atthe front of th aea, this will enable 250% aim device capacity Secuty checkpoints were consolidated from six totwo, and relocated exits reduce passenger decision-making points, Centralising and increasing the number, and prominence of tvs improves the meeting ofthe ci of pas wil strategically relocating escalators optimises passenger low toward each ofthe securty checkpoints, ANthe ticket lobby evel, the same five-metre expansion reduces bling increased capacty at exible atine aeas to neet the evoiving demands of modern technologies, avoiding mpacton passengerai Digital yn rs make an informed latlon uent wat time information, help assent sion about their route while ting nefficient movement within the termina rough innovate planning and design, the M Tooks forward to exceeding passenger expectations through 2030 and beyo enhancing projects over the next few years and expending up to $2.5 billion by 2035 if demand dictates. The latest upgrade includes a $400 million ‘operational Improvements programme’ to renovate and add 15,000sqftto the ticketing and baggage claim areas in Terminal 1 and a new $250 million complex that wil contain a car park and car rental factityACI EUROPE’s 13" REGIONAL AIRPORTS’ -aeoRTs cou, IMTERUATONAL SITA RATEGIC VISION SINGULAR FOCUS Solving complex global challenges ecial kind of vision. ig picture demands a vision that ca without losing detail. Since 1989, Ri with technical expertise pensive management sively to airports 10 deliver co consutt across the globe Objectivity are the tr s of the That's world’s largest and n airports need a strategic partner, they trust Ri y when ost complex Learn how Ricondo's vision and world-class expertise can elevate your operations www.ricondo.com Ill | RICONDO"capable of accommodating 5,000 vehicles anda transit centre for buses, when itopensin April 2020. Fyks acknowledges that it might seem strange to some to build another carpark t MSP when everything points to parking income declining in the future as ess people dive to airports, but he nates that parking generated $94 milion in revenue 2018 and thatthe parking garages adjacent to Terminal 1 regularly runout of space, causing some passengers to miss ther fights He adds tat the airport has factored the possibilty ofthe future decline in parking revenues into its Future development plans, and that ifthis was to happen, one of the options open to MAC would be to «demolish the two 40-year olé parking structures nearest to Terminal 1 to allow foradeitional kerb frontage. sewhere in Terminal 1, Ryks reveals that MAC s curently n the planning phase for third Delta Sky Cub Lounge, new retail facies, and aircraft gates ina modernised and expanded Concourse 6. “Lam exited about the multt-phased redevelopment of Terminal 1, which sa transformational project that will provide travelers witha consistent experienc om kerb to gate," he enthuses, “itwill be disruptive, theres no daubt about that, ut the revamp |svery much needed to ensure that we can ease the pressure onthe front ofthe house caused by the ise in demand for OD trafic." The ticketing area revamp, which lke all he other projets is being carried out while the facity sin use and MSP handles around 105,000 passengers daly, is around 45% to 50% complete. Facilites already added as part of the ongoing infrastructure evelopment programme include 80 new retal/F&B outlets, 2 300-100m InterContinental Hotel ~ a $100 milion public-private partnership (PPP) project between MAC and Graves Hospitality — connected to Terminal 1by a pedestrian shybridge, and four new gates, in Terminal 2 Fyks says that MACs also reconfigured the security screening ‘operation in 1, working wth the TSA to reduce the number of checkpoints om a non-operationally ecient sixin the ticketing lobby toto (North and South) consolidated locations. BET sevorr woro/issue 6, 2039 Customer service ‘Three consecutive years of success in AC's annual ASO customer excellence awards means that i is almost impossible to talk about MSP these days without mentioning ts efforts to enhance the airport experience for passengers. yks has no hesitation in stating that providing top quality customer service Isa major priority for the airpon, noting that itis one ofthe pillars of MSP"s 2017-2022 strategic pla. Infact, one of the three key focus areas ofthe strategic plan is to “delivera seamless ‘one journey’ experience for MSP passengers", and its efforts inthis regards wil certainly be helped by the adoption of new technologies such as smart entry and exit gates, self-service checlcin and the planned future introduction af sel-bag drop kiosks, ‘The airport recently introduced an IT solution by XOVIS which allows ito track passenger flows and potentially make the best use of staff and other resources by deploying them where they are most needed. ‘And MACis a great believer in collecting and analysing data — including that gained during the annual ASQ surveys ~ to help it enhance its operational efficiency, performance and service offerings, and potentially gain a competitive advantage over other airports. The opening of new retail/F&B outlets and other facilites with a “loca flavour" have helped provide a distinct sense of place feel to ISP's terminals which have proved popular with travellers, vile the long established Customer Service Action Council gives different alrport stakeholders the opportunity to meet once a month and work in ways to deliver an even better airport experience. “We are inthe hospitality business as today’s travellers spend ‘more time at airports than ever before and want and expect streamlined journeys and good amenities,” says Ryks. “if we can give them this, and | am including all passengers when | say this so also mean those with disabilities and special needs, then they wil be happy and we wll have done our job."Terminally challenged ACI-NA president and CEO, Kevin Burke, out ies the infrastructure development challenges facing US airports over the next five years and beyond. resh off a chaotic holiday travel season and the busiest summer season on record, 2019 has marked another impressive year in passenger and cargo traffic at America's airports. US alpors remain some ofthe busiest inthe word, with several alrpors ranking among the wota's top 20 aitprts for passengers and, importantly for cargo. Ouraitports are busy places and they are only getting busiereach year ‘With groning passenger enplanements and agingfacits there sno doubt that there are tremendous pot inasruture needs inthe United States, ‘America’ alrports are fundamental components ofthe nation's transportation infrastructure and powerful engines for economic development in local communities, generating in excess of $1.4 ition in annual economic actvtyand supporting more than 11.5 milion jobs. While passenger traffic through aisprt facilities continues to grow ata record pace ~ 1.8 billion passengers and 33.3 milion metric tonnes of «argo passed through US airports in 2018 ~ our outdated aviation infrastructue cannot keep pace with this overwhelming demand and far {a0 many alrports around the country are overcrowded and cramped, The capacity crunch To meet the capacity demands ofthe future with safe, ecient, and ‘modem facies that passengers and cargo shinper expect, US airports reed to make new investments to maintain and modemise ur nation’s airport infrastructure Infact, Americas airports require nearly $130 billion in infrastructure upgrades by 2023, with more than 56%of the needs inside our aging terminals. Inadequate airport Infrastructure that falls to meet the growing needs of local businesses and tourists puts in jeopardy the continued economic growth of American cites, states and regions. From established ‘metropolitan areas to burgeoning growth regions to small communities, sustained economic growth depends on our ability to invest in ou airport. Airport investment also promotes much-needed competition In the airine industry, New investment in airports can be valuable tools in helping local communities atrat new ar cavers, which increases competition and leads to lower airfares for passengers. Airports need additional resources to build the terminals, gates and ramps necessaryto attract new alr caries and allow existing ones to expand service. The traveling public gets more choices and lower airfares ‘when alrports can build the faites that provide more alrtine options and more service altematves. In addition tothe impact on local economies, deferred altport investment ever the past two decades has challenged the ability of airports to deal with the evolving threats posed to aviation secu We live in vastly ferent times than when most US airports were built, and the airports we have today simply were not designed and outfitted for post 9/11 world that requites us to maximise bath efficiency and security, Airports have continually called onthe US Congress to modernise the ‘outdated federal cap on the Passenger Facility Charge (PFC in order to give arports mote flexibility to sel finance and leverage private Investment without the need for addtional taxpayer dollars. Air travellers and shippers would greatly benefit fom airports having the ability to generate more local revenue fr terminals, gates, runwaysand taxiway that would increase capacity, stimulate competition, enhance safety and security, and improve the overall passenger experience Addressing the infrastructure funding shortfall With America’s alrports facing nearly $130 billion in new Infrastructure needs across the system and a debt burden of $100, billion from past projects, is time to find the mean to rebuild our nation’s avation infrastructure and improve the passenger experience for millions of travellers. itis a common misconception that aitpors are funded with taxpayer dolas ora general taxon al ctzens. i rely infastucture projects at US airports refunded primarily wth federal grants through the FAR's Airport Improvement Program (AIP the PFC user fee, and aliport generated revenue from tenant rents and fees. We can rebuild America’s airports without raising taxes or adding to deficit spending ‘Airpots often tur to capital markets to debt-fnance projects, using both PFC-revenue and airport- generated revenue to repay the bonds. Traditionally AIP grants ~ which prioritise safety improvements —have been used on airfield projects, while PC user fees — with greater funding flexibility ~ have gone towards terminal, ground: access, and ‘major-tunway projects. Inthe case of FCs, aipors often have committed this revenuestream for years or decades nt the future to repay past projects, meaning they have no new money coming int the system to fund future projects. Under the industry's curentfinancing-funding model, airports lack stable and predictable funding sources that keep pace with travel growth, rising construction cost, and inflation for these intensive capital projects. The PFC cap = last adjusted in 2000 ~ has seen its purchasing power eroded by 50% in the past two decades. And federal airport, rants through the AIP have been stagnant for nearly a decade, and will remain so for another Five years, under the recently enacted FAA reauthorisation legislation. Moreover, many atports ~ even those with sterling credit ratings — have reached thelr debt capacity and either cannot finance new projects or have had to phase in thelr projects over a longer timeframe, increasing the costs and delaying the benefits for passengers. Fortunately, we can ebuild America’s airports without raising taxes or adding to deficit spending by modemising the federal cap on the PFC. Modestly adjusting the federal cap on local PFCs woul allow airports to take contro of their own investment decisions and become more financially self-sufficient. Airports could bullé the appropriate facilites ta meet the travel demands and customer expectations oftheir community. PFCs are imposed by states or units of local government that own ‘or operate aports; so they ae not collected by the federal ‘government, not spent by the federal goverment, and not deposited into the US Treasury. Instead, PFCs go directly to fund local airport projects approved by the FAA with input from airlines and local ‘communities. ‘Ata time of mounting pressure to reduce government spending, madernising the US government's PFC capis the simplest and most free-market option for providing airports, with the locally controlled self-help they need to finance vital infrastructure projects. It would allow alrports of all sizes to reduce costs and start, building essential infrastructure projects mote quickly to meet the travel demands of today and challenges of tomorrow. AIRPORT WORLD/ISSUE 6, 2019id ~S a Ae Cw, Z GUN OMS age at : —) ied OVER 100 COUNTRIES ACROSS THE GLOBE di Sate) eee) 2 Vea] fl. it }) = ON maa ey i PRUE ue sd us Annual World Airport Traffic Forecasts 2019-2040 LNs) Lela} ait ig a AIRCRAFT Ded DES AIR TRANSPORT FORECASTS FOR STRATEGIC PLANNING AND INVESTMENT DECISIONS ORDER YOUR COPY.TODAY are 3 and a et a Ss BUNDLETO SAVE Pair the Annual World Airport Traffic Forecasts 2019-2040 with the Annual World Airport Traffie Dataset and save! C1) +1 438387 2707 FSA serviceseaciaero D cciacronwareJot Ree ae UL ce ec Unlocking latent capacity Landbrum & Brown’s manaj 1g consultant, Prakash Dikshit, provides his thoughts on how operational improvements and new technology can help raise the capacity of US airports. coring to ACHMA, North American aipors served 1.96 billon passengers (+5%) in 2018, and while demand has steadily increased, much of our infrastructure has aged and struggles to accommodate curent demand, The FAA continues to predict strong growth over the next decade and ‘many airports will nat be abet serve the addtional demand without increasing capac. Traditional, discussions about increasing capacity have revolved around building new runways, axways, and terminals. As you can ead on age 18, ACINA estimates that airports across the United States need $5128 bilo for infrastructure needs over the net ive yeas to accommodate the increasing demand, Even though building new infrastructure delivers an increase in capac, tisoften expensive and is constrained by extended timeframes. Increasing construction costs coupled with stagnant PFC charges and strong competition fo AP funds have resulted insignificant challengesin securing, ject Financing ‘Moreover, the planing design, and approvals process has suited in mgjorintasiructure pojectsoten needing a led te of7-15 yeas Inthis challenging ervtonment, operational improvements and/or technology can hep faite that eara bit of capacity out of existing inasructure assets ‘An example ofan operational improvements the abiltyof dosely spaced parallel runvaysto have simultaneous dependent aval by aitucinally separating the approaches tothe two runways. The succes ofthis technique has prompted regulators to explore fatitudinal separated approaches ould be used on singe runnays to improve capaciy ‘imitate use of Equivalent Lateral Spacing Operation can provide akltional departure headings, which reduces departure separation requirements between successive aircraft and increases runway capady, ‘These operational changes unlock aent capaci blowing the airport toactommodate more operations with he same runway infastrudure and are enabled by new technology that allows controllers to separate atta ‘more reliably the airspace Closerto the ound, rational aircraft pushback manoeuvres require the aircraft to pushback 90 degrees ontoadjacent talanes, which slow and could blckalrcraft on adjacent gates om pushing back, When apron depths available, new procedures alow aircrafto push back ata 4-degree angle and beyond the ea taxilane, wich saves time and enables simultaneous pushbacks on neighbouring gates. This modification reduces delays and makes gates avallable earlier or antiving aircraft, thus increasing gate uation and eficiency The use of technology within terminal environments hs increased efcency and improved the passenger experince For example, augmenting traitonal counters in checkin and immigration areas with checkin Kiosks enables the Alport to serve many more passengers within the sare building, because Kiosks occupy lesser flor space and reduces processing ime fr passenges Silat, common-ase self-service (CUSS) alte have significantly decreased counterand Kiosk requirements, enabling airports to accommodate additonal fights and aiines within the same footprint. CUSS Improves asset utilisation by enabling the sharing of esources between aines and taking acvantage of aturalebbs and flavs ofthe schedules ot verousatines. ‘cpors have adopted two operational measures to improve terminal capacity. The callto-gate, where passengers vaitin a central concessions area Lunt shorty before their fight boards, and the second being the shared holdrooms, where multiple gates share a common lage holéroom rather than havelndvidual holdrooms. Both masimise the utilisation of available holdroom areas; therefore, this adoption allows airports to accommodate move fights within the same terminal The TSAinnovationsecuty anes area combination of technology and Process improvement, which provides upto five divestment points and automated tray rtums. This improvement reduces the queue behind passengers who need exratime orassstance, Processing passengers faster has reduced queues and enabled aipars to accommodate more passengers, thus unlocking latent capac. Byimplementing a combination of operational changes and technology, airports can maximise their existing asset capacity and accommodate passenger growth while planningforthe future, These improvements ony provide limited addtionalcapacityand are not Intended to replace longterm infrastructural capac, butt provides temporary relief wile we plan nance, and bud te projects we need in ‘order to modemise ourarpot. weorrworwissueszx | (EESue oe esc Blueprint for success Scott Macpherson considers the infrastructure challenges facing US airports and how best practices can help control their construction costs. he aftermath of another hectic holiday travel season provides 8 great opportunity fr a reality-check regarding the state of, ‘American airports. Of the 32 million fliers who took to the skies during Thanksgiving 2019, many encountered facilities that were In the process of transformation. From landside to terminal to arside, construction seems tobe a perpetual condition a large, medium, and even small facilites. ‘This activity isn’t al just cosmeticin nature. As the Federal Aviation Administration points out in its National Plan of Integrated Airport Systems (NPIAS), US airport infrastructure needs are propelled by several factors: current and forecasted trafic, use and age of facilites, and changing aircraft technology that requires airports to update or replace existing equipment and infrastructure. ‘The majority of investment at commercial airports remains Jn passenger-facing applications, such as new or upgraded terminals, consolidated rental car facilities (CONRAC), and ground access projects, Aigports are powerful engines for economic growth and ‘opportunity. They account for $1.2 tillin in economic activity - of 7% ofthe total US workforce and 8% of GDP. And the industry outlook {is positive: the FAA reports that 2017 marked the eighth consecutive year of profitability for the domestic alrtne industry. Looking forward, there is confidence that US aiines have finally transformed from a capitaL intensive, highly cyclical industry to one that generates solid returns on capital and sustained profits. Indeed, the FAA's 2018 forecast projects that US carriers will experience passenger growth of around 1.9% over the next 20 years. ‘ith so much economic clout ~ to say nothing of their primary function of moving people and goods around the world ~ it's obvious that keeping facilities in top condition should be a priority. Pethaps because we've reached a critical stage of maintenance ~ on average, infrastructure at US airports is 40 years old ~ there's a substantial amount of airport construction work (both replacement and repait that currently has a green light. Through 2021, aeports in the United States have infrastructure projects underway to the tune of nearly $100 bilo; in the New York ‘metro area alone, LaGuardia, Kennedy, and Newark aitpats are part ‘of a $20 billion redevelopment plan. Updating the passenger experience There was atime when people used to dress to travel, fying was, slamourous, and airport design reflected that with dynamic and: cutting edge structures. Overtime, air travel evolved into mass transit and airports were designed for one principal purpose: a transportation, gateway wth a more bare-bones design reflecting a more transient focus. Now though, the airport is evolving once again and they are designed as destinations in their own righ, offering travellers (who spend a national average oftwo hours in the terminal) a full complement of amenities, Food and beverage concessions run the gamut from fine dining to fastfood chains to take aboard snacks. Retall choices have outgrown newsstands and duty-free shops to Include luxury goods, specialty boutiques, and pop-up stores. Ticketing procedures and security screening and baggage handling, technologies have greatly evolved (and continue to do so} Terminal architecture has also become mare sophisticated, with towering atriums, soaring pedestrian bridges, and other eye-catching features adding tothe environment. Evaluating choices As essential as these design elements ae, they increase the project's complexity and, in turn, contribute tothe cost of capita improvements, With the cost of new airport terminals often running at mare than $5750 square foot, every effort must be made to control expenditure, Employing a lifecycle approach tothe initial procurement may ensurea more fiscally responsible use a funds because it includes operation and maintenance cots, which are sometimes overlooked when making decisions about systems and materialte a es ee ce eli ech ‘simple example: Though the upfontcosts-n both dollars and tine _to staging material deliveries at atime and place that minimises of pouting a 200,000 square fot terazzoflaorfar exceeds the expense the disruption to airport activity ofinstaling the same quantity of carpeting ina terminal, an analysis ofthe Behind-the-scenes issues include conducting background two surfaces dcttestat the wise choice would be the terrazzo. checks for workers to receive security clearances to gain access Subjected tothe heavy foot trafic ofan airport, carpet wears out _—torestricted areas ofthe facility Ina tight market for sited and requires periodic replacement ~ a shortcoming that doesn't apply labour, this can be more ofa problem than expected. to the more durable terrazzo, Surrounding the active constuction zone, vehicuar and pedestrian detours must be planned with an eye to safety, secu, and Understanding construction challenges convenience, aswell as compliance with TSA and FA protocol. With airport work, phasing and co-ordination ae often the biggest It's essential that wafinding signage posted inthe affected