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AIRPORTS
REIMAGINED: 
DAY 2
14-15 NOVEMBER

| Airport Security BOOK

| Resilient operations and infrastructure
| Accessibility
N OW
| Capacity & Route development
| NextGen workforce and diversity

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ACCESSIBILITY

Universal accessibility at Aena:

a personalised experience
Roberto Martín Davara & Daniel de la Hoz, responsible for passenger experience and
accessibility at Aena, tells International Airport Review about their vision to transform
airports towards a personalised and accessible experience.

Passengers first be passenger-oriented; they are at the heart of

The passenger is your boss. This is the first and our operations and what moves our daily work,
foremost important principle that you learn when regardless of the specific tasks or responsibilities
you start working at Aena: all our decisions must that any one of us could have. This is why

2 internationalairportreview.com

© AENA
Some play facilities available at Aena's airports
for passengers with accessibility issues.
understanding not just our passengers’ needs
and expectations, but also their behaviours and
emotions, means so much to us.
With 46 airports and two heliports in Spain,
Aena welcomed almost 250 million passengers
in 2022, representing 88.5% of 2019 figures. In
2023, we have closed the first quarter with an
increase of 1.6% compared to 2019, our best year.
Internationally, we are proud of being present in
the UK and in Latin America, especially in Brazil,
where we will be managing 17 airports by the end
of 2023, making Aena the first airport operator in
the world per volume of traffic.
An airport for everyone
From a passenger experience perspective, this big
variety of airports represents a big opportunity and
an interesting challenge. Aena’s network includes
big hubs such as Madrid or Barcelona, airports in
holiday destinations such as the Balearic or Canary
@IntAirport
International Airport Review | Whitepaper Day 2
Islands, Málaga and Alicante, and airports that are
best known by domestic business travellers, such as
Pamplona or La Coruña.
But aside from the classical vacationers and
business passengers, our airports are visited
and enjoyed by all types of people – who can
no longer be categorised in the same way,
prior to the COVID-19 pandemic; from so called
“workationers” travelling with their families,
to digital nomads and mindful explorers, who
are looking for a sustainable and local travel
experience. These are some of the new personas
in need of their own space and personalised
experience at the airport. Working pods,
silent rooms, a wider commercial offer, 5-star
restaurants, environmental commitment,
playgrounds and high-speed Wi-Fi are only some
of the expectations that must be fulfilled to assure
all our passengers find what they are looking for.
Our approach is clear and simple: your transit at
one of our airports has to blend into your daily
day instead of disrupting it – making the airport
your office, an extended shopping mall or even
a favourite coffee shop.
Every passenger is unique
All of the above applies to every passenger. In short,
we are all different and every one of us is unique.
This is our standard, the premise we work with daily
in relation to universal accessibility. We focus on
raising awareness among our staff and adapting
our facilities to the special needs of passengers,
families and companions.
In collaboration with various disability
associations, we regularly seek advice on the
needs of different groups and evaluate and test
tools designed to enhance accessibility in airport
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3
ACCESSIBILITY
facilities. Our goal is to ensure that all passengers,
including those with other needs, can exercise their
right to enjoy air transport on equal terms.
None of these People with disabilities or reduced mobility
achievements would In 2008, the Aena Barrier-Free Service was
be possible without launched to assist people with disabilities or
with reduced mobility. To date, this service
the necessary
has provided more than 18 million assistances
structures and at our airports. Despite the highly variable
processes in place traffic demand resulting from the COVID-19
pandemic, we have adapted, going from assisting
1.9 million passengers in 2019 to 775,000 in
2021, while consistently maintaining a high level
of user satisfaction, and an average rating of
4.92 out of 5.
All the airports with commercial flights in
Aena’s network – specifically 43 airports and
two heliports – have meeting points, both inside
and outside the terminal buildings, where people
who need assistance can announce their arrival
at the airport and initiate their way through
our facilities.
There is no single way to help a passenger;
we tailor our assistance to meet the individual needs
of each person throughout their entire journey,
including during departures, arrivals, connections,
and at various processing points such as check-in,
security, boarding, baggage claim, and terminal
transfers. We understand that each person has
Below: AENA’s social script.
4 internationalairportreview.com
unique requirements, and as a result, we provide
specific resources, both technical and human, to
ensure everyone receives appropriate assistance.
Invisible disabilities and dealing with stress
Beyond physical barriers, airports are spaces which,
due to their structure, organisation, signage and
all the social interactions they require, can make it
difficult or prevent people with other types of needs
from travelling by plane.
For this reason, our objective is to assist these
individuals, not necessarily through specific services,
but by reducing stress and anxiety that they may
experience during the airport departure and
arrival processes.
Based on this premise, Aena has implemented
a series of initiatives with two main objectives: to
address the majority of our passengers’ needs and
to offer them autonomy to, if desired, navigate the
airport without having to rely on staff assistance.
Knowing the airport before the flight
Getting to know the airport before the flight
is crucial. Going through an airport, especially
for infrequent travellers, often involves facing
unfamiliar, uncertain, or complex situations
that can be challenging and uncomfortable.
Therefore, providing passengers with more
information allows them to better adapt to
these circumstances.
© AENA
 International Airport Review | Whitepaper Day 2

ROBERTO MARTÍN
DAVARA

Roberto Martín Davara

is responsible for the
passenger experience
within the Aena network,
including 46 airports and
two heliports in Spain.
Applying a holistic data-
driven approach, he and his
team work towards setting
© AENA

new standards in the

airport experience. Roberto
manages the Airport
Above: Invisible disabilities badge. Service Quality (ASQ) survey
programme at Aena and
he is a member of the ACI
With this in mind, we have developed social brochures detailing the services offered and an World’s ASQ Subcommittee
scripts that utilise concise texts and visual support illustrative video. and the ACI Europe’s
to outline the step-by-step process from airport Facilitation and Customer
Services Committee.
arrival to boarding the plane and reaching the Invisible disabilities badge He holds a degree in
destination. The available materials include To prevent individuals with invisible disabilities Aeronautical Engineering
a checklist of common airport milestones, social from encountering barriers such as a lack of (M Sc) from the Polytechnic
University of Madrid.
scripts explaining airport procedures, information understanding or negative attitudes towards

@IntAirport
5
ACCESSIBILITY
Right: Indoor way finder
technology at AENA’s airports.
their behaviour, Aena has introduced an ‘Invisible
Disabilities Badge’. This digital accreditation can
be requested through the Aena website and
enables airport staff to identify individuals, thereby
enhancing their experience. The badge indicates
that the person may require support, assistance, or
simply understanding and a little extra time during
any airport process.
Technology and infrastructure
Furthermore, our personalised services are
complemented by the implementation of new
features in terms of infrastructure and technology.
Over the years, Aena’s airports have introduced
dedicated facilities, such as restrooms for
passengers with ostomies and adult changing
rooms, as well as low sensory stimulation rooms.
To support our staff in
providing exceptional
assistance to people with
disabilities or reduced mobility, we have
developed specific training programmes.
6 internationalairportreview.com
We have also developed native accessibility
applications and indoor guidance systems with
accessible routes that prioritise elevators over stairs
or ramps.
All of these efforts have been developed in
response to suggestions by our passengers.
We have conducted pilot projects and carefully
evaluated the viability of each initiative to ensure
we meet the demands of our passengers.
Everyone on-board and involved
None of these achievements would be possible
without the necessary structures and processes
in place. At Aena, we ensure that everyone, from
front-line workers to management, is involved in
developing a unique passenger experience that
caters to all types of passengers, including PRM
(Persons with Reduced Mobility).
To facilitate this collaboration, we have
established cross-sectional working groups
and high-level committees that bring together
individuals from various departments across
the entire airport network. These groups work
together to identify and implement initiatives that
enhance the passenger experience.
 International Airport Review | Whitepaper Day 2

© AENA
DANIEL DE LA HOZ

Daniel de la Hoz has

To support our staff in
providing exceptional
assistance to people with
disabilities or reduced mobility, we have
developed specific training programmes
held the role of the
Head of the Accessibility
Department at Aena
since 2019. His main
responsibility is to
ensure the accessibility
of infrastructures and
services at all airports in
the Aena network; one of
the main challenges being
the management of the
Aena Barrier-Free Service
(demand for which
increases every year due
to population aging).
With more than 15
years of professional
experience, his profile
has been always focused
on airport theme:
airport infrastructures
development, airport
masterplan, feasibility
studies, investment
analysis (CapEx), traffic
forecasts studies and
to enhance their knowledge and skills in serving airport transactions.
passengers with diverse needs. Since he joined Aena, he
By involving everyone in our organisation has carried out work in
several areas related to
and fostering a culture of continuous
passenger experience,
improvement, we strive to deliver an exceptional such as ground handling
passenger experience that goes above and and accessibility.

beyond expectations.

Additionally, we have set quality Key Performance

Indicators (KPIs) for every service provided at
the airport. These KPIs serve as benchmarks to
measure and improve the quality of our services,
and ensure they meet the highest standards.
To support our staff in providing exceptional
assistance to people with disabilities or reduced
mobility, we have developed specific training
programmes. Aena’s manuals on good practices
for assisting people with disabilities or reduced
mobility, as well as airport infrastructure
accessibility, serve as valuable resources for
our employees.
Continuous learning is a fundamental
component of our commitment to excellence.
We actively encourage staff to participate in
training programmes, workshops and seminars
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7
RESILIENT AIRPORT INFRASTRUCTURE PODCAST:

Healthy and
resilient buildings
and why they
are important
to airports
CLICK HERE TO LISEN

Join us for this exclusive interview with International Airport Review

Editor, Holly Miles and Anthony Bernheim, Healthy & Resilient Buildings
Programme Manager at San Francisco International Airport.

T
his conversation took place at Passenger context of a changing climate, how SFO Airport is
Terminal Expo 2023 in Amsterdam tackling these issues of health and resilience, and
and was a very interesting discussion the biggest threats to airports.
around healthy buildings and why they
are important to airports, sick building syndrome,
clean air, building related illnesses, the resilience of
Listen now to this exclusive podcast
buildings in cases such as earthquakes and in the
and learn something new!

8 internationalairportreview.com

International Airport Review Podcast · Healthy and resilient buildings and why they are important to airports
About the author
Anthony Bernheim is currently the Healthy and
Resilient Buildings Programme Manager at
San Francisco International Airport, and is currently
responsible for the management of the Net Zero
Energy programme (sustainability, adaptation,
resilience, regeneration) which focuses on planetary
and human health.
Previously. he focused on the Activation Planning
Services programme (commissioning, activation,
simulation) within Project Management, Design and
Construction at San Francisco International Airport.
@IntAirport
International Airport Review | Whitepaper Day 2
On the forefront of sustainability, and on
reimagining the built environment and its
impact on human health, Anthony Bernheim is
a visionary and respected leader in energy efficient,
decarbonised, and high-performance building.
Beginning as early as the 1980s he has devoted
his career to pioneering the impact of buildings on
global health, indoor environmental quality, and
human health. He has a record of designing and
implementing a holistic approach to sustainability
and resilience; contributing to improving global
health and human health, including comfort, and
wellness in the built environment.
9
AIRPORT SECURITY

An overview of
Brazilian Airport security
International Airport Review Editor, Holly Miles caught up with
Robson Freitas, Head of Operations, Security and Emergency at BH Airport.
Freitas discussed how cyber‑security is, more than ever, a crucial issue for
airports, as well as the battle with unruly passenger behaviour.

What are the major issues currently interferences, such as:

affecting airports relating to security?
Since the events of 9/11, airports have continued
to focus their efforts on preventing acts of
unlawful interference, particularly with weapons and
explosives. The regulatory framework in this field has
expanded considerably around the world, either
nationally, through international co‑operation/
agreements, or through the International Civil
The more automated Aviation Organization (ICAO), Annex 17 of the
the baggage Chicago Convention and the Universal Security Audit
handling process, Program (USAP).
Additionally, airport operators are required to
the higher the
establish and maintain a security programme
level of security covering their activities. These programmes are
subject to quality control and regular audits.
Specific measures are taken to prevent unlawful
„ Access control: This includes security
measures like perimeter fences and ID
systems, that separate airside operations and
restrict passenger access to security areas
„ Aircraft security: This includes preventing
entry into the aircraft by unauthorised
persons and making sure no personal items
are left behind by passengers
„ Security inspection process: Hand luggage
and passenger screening before departure
„ Hold baggage: Subject to screening.
Operators would not normally transport the
baggage of a person that is not on board
the aircraft
„ Special categories of passengers:
These include security measures for
transporting potentially unruly passengers.

10 internationalairportreview.com

What trends are you seeing coming through
with passengers that may pose a security risk?
It is not necessarily the passengers’ belongings
or luggage, more the passengers’ behaviour.
I’m talking about the unruly passenger.
In cases where a passenger has displayed
aggressive or violent behaviour onboard aircraft
and at airports, serious damage is caused to airline
operations, including delays, cancellations, and
the use of alternative airports, interfering with
flight safety, airport security and the wellbeing of
other passengers. As for airports, these situations
occur during the X-ray inspection process, in
commercial operations, in VIP lounges and in other
airport facilities.
Data gathered by the Federal Aviation
Administration (FAA) indicates that in 2022,
2,178 unruly passenger occurrences were recorded,
involving different forms of aggression, threats,
intimidation, or interference with crew members
during a flight. In Brazil, data from the airline
association indicates that there were 304 recorded
occurances in 2019, and 222 in 2020, despite the
reduced number of flights due to the COVID-19
pandemic. Most of the occurrences were due
to disrespect for the rules on-board the aircraft.
There are three categories of occurrences with
unruly passengers, whether they are boarding,
on‑board on the ground or in flight.
Category 1
The passenger generates minor inconveniences,
such as minor problems when boarding or
on‑board, but these are situations that can be
quickly controlled by teams from companies and
airports, without the need for police intervention.
Category 2
These are situations that affect safety, with the
passenger disregarding the instructions of the
crew. They may require the support of the airport
supervisor or security to restrain the passenger.
Category 3
Deeply affects security, as the passenger
develops aggressive and violent behaviour, even
attacking employees.
The final two categories, which represent most
situations, may need police intervention to be
circumvented, as is the case when a passenger
needs to be escorted off the flight so the plane
can proceed safely. The Brazilian Association of
Airlines has worked together with the National
Civil Aviation Agency (ANAC) to develop
a regulation on unruly passengers and recently
has approved a new version of the National
Civil Aviation Security Program against Acts of
Illicit Interference (PNAVSEC).
@IntAirport
International Airport Review | Whitepaper Day 2
What technology do you think will be
disrupting the security space the most in 2023?
To respond to these increased challenges, airports
have raised their security measures using new
innovations in video surveillance technology and
advanced video analytics by artificial intelligence
(AI). Airport authorities have also enhanced
their infrastructure to evolve in smart facilities.
As airports raise their security and infrastructure ROBSON FREITAS
to new heights, new challenges have arisen.
With studies showing that the airport security Freitas began his career
as Flight Operations Office
process is the largest frustration for travellers at
during the early 2000s
the airport, there is a great demand for innovation and worked for the main
within this sector. The greatest challenge facing Brazilian airlines. He
the aviation industry today is identifying how worked at the FIFA World
to increase security measures at airports while Cup Organising Committee
Brazil, where he was
reducing inconvenience to passengers.
responsible for supporting
Many companies and organisations around all Nation Teams air
the world are dedicating their time and resources operations. Also, during
to providing solutions and we are now beginning the RIO2016 Olympic
to see new advances in airport technology. To put and Paralympic Games,
he was responsible for
things into perspective, the value of the global
the tactical operation of
airport security market is expected to exceed the Airport Operations
$12.8 billion by 2023, according to a new report Center at Rio de Janeiro
by independent researcher Global Market Insights, International Airport.
demonstrating the importance of this issue. Since 2018, he is Head
of Operations, Security,
and Airport Emergencies
What does the security experience responsible for overseeing
look like for passengers travelling the day to-day operations,
through airports in Brazil? also ensuring the
high-quality customer
experience, operational
Brazilian airports have a high level of
efficiency, the ACDM
security. Brazilian Airports have a robust security process and regulatory
plan and interactions with security agencies. compliance. In 2022, he
There is even a case in Brazil in which the completed the Global ACI-
partnership led to the creation of the Integrated ICAO Airport Management
Professional Accreditation
Public Security Center that integrates, wherein the
Programme (AMPAP)
same space, and services offered by the public training, becoming the
security and social defence forces at the state sixth Brazilian to receive
and federal levels. The proposal is to reduce crime this certification
rates and expand the practicality, quality of service,
agility and safety of the public inside the terminal
that can circulate more than 30,000 people daily.
Also, the airports carry out a strict monitoring
routine through high-tech cameras, heritage and
security patrols, abandoned items, and combating
unauthorised transport of passengers. I must also
The greatest
highlight the accurate planning and operation
of passenger inspection points, which ensure the
challenge facing
criteria required by the Civil Aviation Administration the aviation
(ANAC) and preserve a pleasant and cordial industry today is
experience for passengers. identifying how to
Some airports also have a representative in the increase security
Brazilian Aviation Security Team (BASeT). BASeT aims to:
measures at airports
1. Plan and guide the civil aviation sector by
defining an agenda of national actions and
while reducing
projects on Civil Aviation Security against Acts inconvenience
of Illicit Interference - AVSEC, in line with the to passengers
11
AIRPORT SECURITY
Global Civil Aviation Security Plan (GASeP), to
promote the technical evolution of Aviation
Security (AVSEC) - in Brazil
2. Promote collaborative interaction, the production
Biometric technology of technical material and the development
of joint projects on AVSEC between ANAC, its
is becoming
regulators and other interested parties
increasingly popular 3. Enable the collection and exchange of information,
in airports around the data and indicators by the sector’s agents, with the
world...The self‑service aim of providing better analyses, diagnoses and
solution provides definition of goals for the AVSEC system.
a better travel
We are always in line with the topics through
experience for
discussions, pilot projects and regulatory
passengers, while improvements, which welcomes enormous benefits
also enabling and raises the level of security to our passengers.
high‑level automated
security checks What does Brazil’s airports’ technology
roadmap look like for security?
In general, Brazilian airports are focused on various
technological solutions, but I would like to highlight:
1. Facial recognition: Biometric technology is
becoming increasingly popular in airports
around the world, providing a streamlined,
paperless and efficient boarding experience.
The self-service solution provides a better travel
12
experience for passengers, while also enabling
high-level automated security checks.
The airports are preparing to advance with this
technology through the Brazilian government
project called Embarque +Seguro, but still need
to be clarified some definitions from the federal
government, especially with regard to the federal
transfer of the costs of exchanging data and
information through the government network.
2. Security inspection of checked domestic
baggage: Recently, the Chamber of Deputies,
Brazil has discussed how the country has become
an attractive target for terrorist threats from both
external and internal sources. Thus, the Brazilian
project law 4257/21 has enforced mandatory
inspection of checked baggage on domestic
flights from August 2023 onwards.
This new requirement made all Brazilian airports
begin studies for the construction of spaces and
the acquisition of BHS equipment by August
2023 and airlines must start inspection activity until
August 2024. The inspection checks will ensure the
segregation process is faster, reduces the possibility
of damage and mishandled baggage and increases
security since there is no human interference.
internationalairportreview.com

The more automated the baggage handling process,
the higher the level of security.
Security threats are constantly evolving,
what do you think the next threat will be?
Today, cybersecurity is, more than ever, a crucial issue
for airports. From protecting passengers and employees
against acts of unlawful interference, to enforcing
governmental and local rules, airport security personnel
must evolve in a fast-paced environment to mitigate
security breaches and other critical security challenges.
Airports cause international disruption and that makes
them an attractive target as they create big attention-
grabbing news. This is not just about costs, there are so
many motivations, both financial and political.
Both the Airports Council International (ACI) and
the International Air Transport Association (IATA)
have published materials about the topic:
„ The Cybersecurity Implementation Handbook
by ACI World: Helps airports understand best
practices for addressing cybersecurity threats,
from implementing a cybersecurity framework
through to technical strategies
„ The Aviation Cyber Security – IATA Guidance
Material: This high-level document was
developed with IATA airline members and
provides the operators with considerations on
adopting a minimal cybersecurity posture to
organisation and aircraft operations
„ Part 1: Organisation Culture and Posture relates
to the cybersecurity of the organisation
„ Part 2: Aircraft relates to the cybersecurity of the
aircraft and risk management.
@IntAirport
International Airport Review | Whitepaper Day 2
Today, cybersecurity is, more
than ever, a crucial issue
for airports
IATA Security Management System (SeMS) Manual:
The manual addresses a risk-based and data-driven
approach. The SeMS Manual provides guidelines
and measures over the cybersecurity governance,
management and responsibilities; cybersecurity
culture, awareness and training; cybersecurity risk
management; and application of risk management
concepts to cyber-threats and risks.
What’s keeping you awake at night?
Airport Security Officers are my main concern as it
is specialised law enforcement work, which provides
for the protection of civilian/commercial aviation
passengers. This type of work involves specific
security requirements, mainly for the inspection of
passenger and hand baggage.
These professionals attend a regular training
programme, where tests and simulations are
contemplated to assess the accuracy of their
decisions. Currently, AI software and algorithms
have contributed to making this professional’s
decision increasingly assertive, which raises the level
of security at airports, considerably.
Another concern of mine is the human factor of
these professionals, who, like us, have problems in
their private lives. In other words, the managers
of these teams need to be attentive to their
mental behaviour so that it does not interfere
with the routine and decision-making regarding
the inspection of people and their respective
hand baggage.
13
ROUTE DEVELOPMENT VIDEO

Developing routes
at the most slot
constrained airport
in the world:
London Heathrow

At the Routes Asia 2023 conference, International Airport Review Editor,

Holly Miles, caught up with Alyson Playford, Head of Aviation Business
Development and Ben Hoskins, Senior Manager – Airline Network
& Business Development at London Heathrow Airport, to hear what they
had to say about the airport’s post-pandemic recovery.

CLICK HERE TO WATCH

14 internationalairportreview.com

Developing routes at Europe's busiest airport, London Heathrow
A
t the Routes Asia conference, we
caught up representatives from the
most the most slot constrained airport
in the world: Alyson Playford, Head of
Aviation Business Development and Ben Hoskins,
Senior Manager – Airline Network & Business
Development at London Heathrow Airport.
In this exclusive interview, Alyson and Ben discuss
the recovery of Heathrow post-pandemic, which
has seen a big increase in leisure traffic as a result
of pent-up demand for travel and an increase in
leisure routes being flown by their carriers, which
has leaned more towards long-haul leisure routes
such as the Caribbean. 20% of the world’s SAF
supply last year went through Heathrow and the
airport is actively incentivising the use of SAF and it
has been very successful.
@IntAirport
International Airport Review | Whitepaper Day 2
They are looking to improve on this statistic in
2023. Alyson and Ben went on to say that a lot
of carriers want to know how they can get slots
at Heathrow because they are “technically full”,
but that they are working on various strategies
to ensure that there is growth at the airport.
Secondary slot trading is allowed in the UK, so
Heathrow actively engages with its carriers who are
allowed to lease and sell their slots so that they do
not lose them.
Watch this exclusive interview now
to find out more about Alyson and Ben’s
opportunities, challenges and business
outlook for Europe’s busiest airport!
15
DIVERSITY, EQUITY, AND INCLUSION

Delivering on Diversity,
Equity, and Inclusion
at Toronto Pearson

Molara Awosedo, Director of Diversity, Equity, and Inclusion at the Greater Toronto
Airports Authority outlines the steps taken at Toronto Pearson International Airport
to ensure an inclusive employee model, highlighting how crucial the working environment
is to the success of the overall airport ecosystem.

I
N AN ERA of fast and profound change,
workplaces must continue to evolve to meet
the demands of today and prepare for the
future. This is especially true when it comes
to adopting corporate policies and practices that
promote diversity, equity, and inclusion (DEI). DEI is
proven to be a key enabler for business growth and
success, and at Toronto Pearson, we know that DEI
is not only a strategic business priority, but also an
important influence on organisational culture.
As Canada’s largest airport, our business is to
connect people and cultures from around the
world; this is the essence of who we are. Toronto
Pearson represents the diverse beliefs, opinions
and perspectives that make Canada a great nation
and we are committed to continuing the journey to
As Canada’s largest ensure the principles and practices that drive DEI
airport, our business are present in every aspect of our business.
is to connect people To help us achieve this goal, we changed our
approach to DEI in 2021 by creating a new,
and cultures from
strategic three-year plan comprised of four pillars:
around the world; leadership commitment and accountability, fair
this is the essence and equitable people practices, inclusive culture,
of who we are and strong community partnerships. Our vision is

16 internationalairportreview.com

MOLARA AWOSEDO
Awosedo joined the Greater
Toronto Airports Authority
(GTAA), as the Director
of Diversity, Equity and
Inclusion in November 2021.
Her focus is to ensure that
DE&I are embedded into
the fabric of the GTAA with
diverse representation at
all levels, all while fostering
a safe, respectful and
inclusive work environment
where all employees
can make a meaningful
contribution. Prior to joining
the GTAA, Awosedo worked
in Diversity, Equity and
Inclusion, Communications
and Employee Experience
roles within the financial
industry where she was
focused on creating and
executing talent and
communication strategies
that supported the
attraction, development
and retention of a diverse
and high performing
workforce. In 2019, she was
recognised as a Woman of
Influence for her work in
building a global network
and ERG focused on the
professional development
of Black employees.
Awosedo holds both a
Bachelor of Arts degree and
Public Relations diploma
from McGill University
and is currently exploring
additional DEI certifications.
@IntAirport
to support and empower our employees to thrive
in a work environment where everyone feels free
to be their true authentic self, while leveraging our
diversity to drive business results.
Leadership commitment and accountability
Creating change calls for bold and urgent action
– starting from the top. We need our leaders to
both be accountable for and model behaviours,
values and norms that foster inclusion across
the organisation, which is why we introduced
a mandatory Inclusive Leadership Training course.
To help our leaders become better allies to their
colleagues and team members, the Inclusive
Leadership Training course, comprised of four
sessions, provides individuals with the skills they
need to promote transparency, recognise and
tackle bias, embrace DEI, and leverage diverse
thinking to drive innovation.
Fair and equitable people practices
Toronto Pearson is Canada’s front door, welcoming
passengers to one of the world’s most diverse cities
and it’s our goal to create an environment that reflects
that richness for every employee and passenger
that comes through our airport. That’s why, from
branding to hiring, and from development to
performance and recognition, we’re ensuring our
talent practices are both fair and equitable.
In 2018, we introduced our organisation’s first
ever Diversity Meter Survey, followed by another in
2021. Conducted by a third-party organisation that
has experience leading DEI strategies in a number
of industries, this survey was ground-breaking for
our organisation as it provided us with the most
robust, in-depth look at employee experience as it
relates to DEI in the workplace. The data collected
from the 2021 survey helped inform our DEI
strategy to put forth better practices and policies
that support our employees. Building on the
survey, we’ll soon be completing an Employment
Systems Review, taking a holistic approach to
further understand what programmes, processes
and policies should be prioritised to help remove
barriers and move our mandate forward.
In addition, we’ve introduced several Employee
Resource Groups (ERG) to support individuals
across all areas of the organisation, with more to
come. In 2019, we created The Women’s Alliance
@YYZ, a community of employees dedicated to
the advancement of women in the workplace
by attracting and developing talent, cultivating
mentorships, and supporting professional growth.
And just this year (2022), we established the Black
Professionals Network. The Black Professionals
Network aims to create a work environment
that raises awareness and identifies the societal
norms that create setbacks, systemic barriers,
and challenges that our community faces,
International Airport Review | Whitepaper Day 2
while advocating for fair and equitable career
opportunities. We are also in the planning stages
of developing and launching an ERG in support of
the 2SLGBTQIA+ community. Like our current ERGs,
this group will focus on bringing awareness and
promoting allyship throughout the organisation.
Inclusive culture
Today’s workforce is driven by a strong sense of
purpose, including how an individual identifies and
how that identity is reflected in their experience at
work. At Toronto Pearson, we believe in celebrating
and recognising our individual and collective
identities and sharing those experiences across
our organisation. From January to December 2021,
we produced over 130 communication pieces to
celebrate diverse cultural days and international
days of awareness, including but not limited to
Black History Month, International Women’s
Day, Pride Month, and National Day of Truth and
Reconciliation. In addition, for the first time ever in
the Greater Toronto Airports Authority’s history, we
marched in the 2022 Toronto Pride Parade.
Strong community partnerships
You cannot create movement and growth without
strong partnerships. In 2020, on behalf of the GTAA,
President and CEO Deborah Flint joined the voices
condemning anti-Black racism, systemic racism,
inequality, and injustices that impact Black, Indigenous
and People of Colour (BIPOC) communities by
signing the Black North Initiative CEO Pledge.
In support of this partnership and our DEI
strategy, we took a measurable step toward
fulfilling our promise to help build better futures
for those impacted by systemic racism. In
August 2022, we committed $150,000 to six
Black and Indigenous-led organisations located
in communities around Toronto Pearson.
We’re very proud to be able to take an active
role in supporting these organisations and we
will continue to work together to support the
communities in which we work and live.
Furthering our commitment to advancing women
in the workplace, we have partnered with global
DEI leader, Catalyst. Catalyst will be providing our
employees with online workshops and resources to
help them access the tools they need to succeed.
Additionally, we will be working with the Catalyst team
to help launch our internal mentorship programme.
As Toronto Pearson connects the world to Canada,
we see diversity as one of our most competitive
and sustainable advantages. A diverse workforce
ensures the airport’s ability to meet the demands of
a changing global marketplace, drives innovation and
provides a warm welcome to people from around the
world. Beyond the business case, supporting a diverse
and inclusive workplace; it is simply the right thing to
do for our employees and the community.
17
 NEXTGEN AIRPORT LEADERS
© ADR
The leadership
problem in
aviation
A recent loss of skilled and experienced aviation
leaders within the industry drives cyclic
workforce challenges, getting ahead of the
curve is critical – but how? Mark Wilson, Head
of Airfield at Melbourne Airport, explains more
for International Airport Review.
Leaking leadership talent
Like many industries, the airport environment is
complex and challenging. The airport system is kept
operating in part due to several large teams, and
the performance of those teams determines the
airport’s success. These teams cannot operate well
without good leadership, and it is now more evident
than ever that good leadership must start early to
set up the industry well.1
In airport operational roles, we often see
technically strong team members being promoted
to leadership roles without first understanding
how to be good leaders for their teams and the
business. Consequently, this can drive poor staff
retention, inefficient teams, disengagement within
teams, and loss of talent in the airport industry2.
The above consequences result in two main
negative outcomes: reduced safety and increased
costs, neither of which are desirable for an airport.
Any reduction in safety is an issue due to the critical
18
nature that safety plays in airport operational roles.
We know that the consequence of unsafe activities
can mean the loss of multiple lives, and further
research from Basdola3 identified that effective
leadership styles for aviation safety are seldom
practised. This adds strength to the argument as to
why it is crucial to get this correct early on.
Regarding the negative cost outcome indicated
earlier, it’s estimated that the cost of staff turnover
to an organisation is equal to the cost of the
departing employee’s salary4. Other research5
determined that an organisation will receive
a productivity drag of between 5% and 10% due to
having ineffective, undeveloped or poor leadership
practices within the organisation. Coupled with
this, experts estimate that poor engagement driven
by poor leadership costs businesses in the United
States of America $550 billion in lost productivity
every year 6. Clearly, this is an issue that warrants
the effort required to get ahead of the problem.
internationalairportreview.com
 International Airport Review | Whitepaper Day 2

QUESTION 2:

What does international best practice

say about implementing a plan for
the development of young people
leaders in airport operational roles?

To provide the industry with a head start, research

carried out as part of my recent studies provided
responses to these two key questions. These help
inform building a framework within organisations
that captures critical development opportunities
for young people leaders in airport operational
roles. This framework can stay with the developing
leader throughout their development journey,
rather than a piecemeal one-size-fits-all approach
to development. The findings of this study are
summarised below for the reader.

What skills and experiences are most

critical for young people leaders
in airport operational roles?
The study identified that there are 15 critical skills
that these young leaders need to possess in today’s
airport operational environment. Alongside this, MARK WILSON
the research signalled that there are 11 critical
experiences required to aid the development of Mark is an aviation
professional working
young people leaders in airport operational roles. at Melbourne Airport
In terms of importance, the industry experts then as the Head of Airfield
ranked the criticality of these skills and experiences after relocating from
Auckland, New Zealand
through a survey, the outcomes of which are early in 2022. Along
detailed below. with 14 years of airport
In summary, the top five skills which should operational experience
gained through Auckland
be prioritised were found to be communication, Airport and Melbourne
decision-making, problem-solving, people Airport Mark has held a
management and critical thinking skills. With PPL license for fixed-wing
aircraft, has gained a
respect to experiences, the research suggests Bachelor of Aviation
a focus on prioritising the following: mentoring Management through
How can we help to solve the problem? relationships; 360-degree feedback; team building; Massey University, and
has recently completed an
The above shares context about the importance of self-reflective practice; and leadership style Executive MBA with first
getting ahead of the problem. To do this, there is assessments. class honours through
value in focusing on how to build leadership talent Massey University.
While studying the
within young people leaders in airport operational How to implement international best Executive MBA, Mark
roles. This approach begins to solve two problems; practice for developing young people completed research on
the leadership retention problem and the problem leaders in airport operational roles developing a framework
that supports young
with worker retention where staff leave due to One finding that became clear through the airport operational
a lack of positive leadership practised above them. research was that an organisation’s framework people leaders as they
If, as an industry, we look at the two key should be in place before the identified talent advance through their
careers. Recognising the
questions below, we can position ourselves to be on becomes a people leader. This allows for the importance of not only
the right track in response to solving the problem fostering and growth of skills to be developed, and technical competencies,
by focusing on building young talent. it best places the young people leader for success but equally leadership
qualities early on in
right from the outset of their leadership journey. an individuals’ careers
QUESTION 1: Equally important to develop within the framework is an area that Mark
is the need to provide an avenue for commitment is passionate about.
Injecting opportunities
What skills and experiences are most from both the young airport operational people and support that helps
critical for young people leaders leader and the support role that is entrusted to build leadership within
in airport operational roles? develop that leader. It is recommended that an the industry drives
Mark’s motivations.
avenue to provide commitment is included in the

@IntAirport
19
 NEXTGEN AIRPORT LEADERS

the creation of
Aeroporti di Roma’s
new corporate
vehicle ADR Ventures
precisely aims at
further encouraging
start-ups, offering
financing opportunities
for the projects with
high innovation
potential;

REFERENCES
1. Levi, D. (2017). Group dynamics
for teams (5th ed.). Sage.
2. Schyns, B., & Schilling, J. (2013).
How bad are the effects of
bad leaders? A meta-analysis
of destructive leadership and
its outcomes. The Leadership
Quarterly, 24(1), 138-158.
3. Bastola, D. P. (2020). The
relationship between leadership
styles and aviation safety: A study
of the aviation industry. Journal
of Air Transport Studies, 11(1),
71-102.
4. Duda, J., & Žůrková, L. (2013).
Costs of employee turnover.
Acta Universitatis Agriculturae
et Silviculturae Mendelianae
Brunensis, 61(7), 2071-2075.
framework. Doing this enables the framework to
succeed. Without a two-way commitment, the
development programme will stall or may result
in negative outcomes particularly in respect to the
mentoring experiences7.
Getting the commitment question right enables
the mentoring relationship to allow for goal setting,
to provide clarity of roles, and to strengthen the
ability to collaborate. Research suggests that the
impact of this enables the young people leader
to achieve more promotions, have increased
job satisfaction, greater recognition, along with
improved well-being.8
To provide two-way commitment (to the
framework and not just the mentoring relationship),
it is considered important to identify an executive
sponsor for the young people leader from within
the business. Building in space for this enables an
opportunity to provide support, while also building
the company goals, values and mission into the
framework which creates an aligned view of
success as the young people leader develops their
career and growth within the company. Equally, this
adds value to the business and ensures that the
next generation of people leaders have behaviours
already endorsed by the business.9
Understanding key criteria to build into
frameworks supports the talent development
plans within individual organisations. Equally,
looking at this across all of the industry and
focusing on this enables an aviation restart that
is supported by positive leadership from young
leaders who subsequently support engagement
within their front-line teams – ultimately resulting
in better retention, safer operations and
improved efficiencies.

5. Nielsen, R. K., Henriksen, T.

D., & Børgesen, K. (2018).
Management/leadership:
Profession, professional,
professionalization. In
Professionalizing Leadership (pp.
219-234). Palgrave Macmillan,
Cham.

6. Bazigos, M., & Caruso, E. (2016).

Why frontline workers are
disengaged. McKinsey

7. Hansford, B., & Ehrich, L. C.

(2006). The principalship: How
significant is mentoring? Journal
of Educational Administration.

8. Fagenson, E. A. (1989). The

mentor advantage: Perceived
career/job experiences of protégés
versus non‐protégés. Journal of
Organizational Behavior, 10(4),
309-320.

9. Day, D. V., Halpin, S. M. (2001).

Leadership development: A
review of industry best practices.

20 internationalairportreview.com
 314
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EMERGING TECHNOLOGY

Discussing new airport

technology at Edmonton
International Airport
International Airport Review’s Editor Holly Miles caught up with
Ramki Doraiswami, Director of Technology Solution Delivery at Edmonton
International Airport (YEG) to hear all about the airport’s development.

What is your airport currently working on?
When I started my role with Edmonton
International Airport, COVID-19 struck, so for my
first year, I couldn’t focus on passenger processing
or airport operations. Our focus was instead on
supporting the remote workplace, and looking at
how our staff could work from home and what
technology was required to support them.
I was given a mandate to start looking at how
we could modernise our technology. If you look at
the airport space, certainly in North America, the
technology is very old, legacy in fact. We see airport
operations technology untouched for a long time
because it was quite resource and money intensive.
So, the first thing we did was bring in a technology
partner to take care of all our networks, our
infrastructure. Then we looked at our baggage system,
which hadn’t been touched in 12 years and have
worked with the RFP process to find the right partners.
We are now working modernise our check-in
passenger processing areas by replacing the kiosks
and giving a new interface to airline agents to enable
them to do their check-ins and boarding gating
process. In addition, we are looking at various other
We see airport operations technology untouched for
a long time because it was quite resource and
money intensive. So, the first thing we did was bring
in a technology partner to take care of all our networks,
our infrastructure

22 internationalairportreview.com
 International Airport Review | Whitepaper Day 2

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Just to touch upon the working from home,
is that something employees are still doing?
Are they back to working at airports?
We want to continue with the hybrid model of
working. When I talk to our staff, we have those
who’ve worked in-house for 30 years and never
from home. This is a new thing for them, but they’re
okay with it – in fact, more than okay, they’re liking
it. Therefore, we are now reducing office space and
giving these spaces to airlines and other partners.
To allow staff to pre-book their spaces, we have a

@IntAirport
23
EMERGING TECHNOLOGY
portal desk model. This allows them to prepare for
when they come into the airport. There aren’t any
dedicated desks (aside from those dedicated to VP’s)
and we’re doing a three-day at work, two-day at
Our long term home hybrid model. This is not only working well, but
managing costs for the floor.
strategy is to get rid
of the conveyor belt Working from home potentially creates
system and move a bigger target for cyber-security. Is that
into technology something you are concerned about?
called DCV, which
is designated Of course, especially since airports are considered
critical infrastructure for the country. Cyber is
coded vehicle.
front and centre of all the work we do. It is critical
we deploy the right technology for our staff
when they’re working from home so we provide
them with devices, and any secured tools for
remote connectivity.
How do you strike the right balance
between implementing new seamless,
touch-free technology and keeping
a human touch for passengers?
It’s good to automate everything, but when it is
needed, the human touch is very, very important.
We are looking at an idea to improve user
experience at a commonly-used area of the airport;
the arrivals area.
Once you complete your security, let’s say you
want to know if there is a mailbox in the airport.
Is there a post office? How do I find out?
24
Some might go to a website to find out, but
not everybody will. A passenger will try to look for
a guest services staff, but won’t have access to it
since they’ve already crossed security.
We are thinking of pasting a QR code
throughout the airport. This would enable
passengers to scan the code with their phone,
prompt a live agent and receive assistance.
We are calling this a virtual information booth
and ideas like this could include the human touch
in various technologies. It’s a technology enabled
human touch, I say.
In terms of your baggage handling
system, lots of airports have very
old‑fashioned baggage handling systems.
What is it that you’re modernising?
When you look at a baggage system, there are
three layers. One is the upper layer with all the
software control. Then you have the middle
layer of your controlling systems, sensors and
programming logic controllers. Then you have
the belts and the conveyors; that’s the last
(third) layer, which is the nuts and bolts and the
electromechanical control.
We are starting with the top layer because our
software is out of date, so this is the first thing to
modernise. We are implementing new software,
which can be used by the airport operations
centre. Then we are going to modernise the
middle and bottom layer. Our long term strategy
is to get rid of the conveyor belt system and move
into technology called DCV, which is designated
coded vehicle.
internationalairportreview.com
 International Airport Review | Whitepaper Day 2

It’s like a tub; you put in a suitcase, and the DCV
knows where to take it by use of robotics.
What technology do you think will be
disrupting the airport space most in 2023?
What are your challenges when
implementing new technology?
You must have a lot on your wish
list, but what are the considerations
you have to take into account?

I would say biometrics including artificial Well, the airport does not own the passengers.
intelligence (AI), machine learning (ML), all the The passenger’s main touchpoints are with the
modern technologies that make up that term. airlines, not with the airport. Let’s say we want to
Since COVID-19, everybody is becoming more and release an airport app. While everybody is ready RAMKI DORAISWAMI
more digital. I think biometrics are going to be to download an airline app and use it, what’s the
Ramki Doraiswami is the
a big game changer for passenger experience. incentive to download an airport app? If an airport
Director of Technology
wants to be a technology leader, how do we
Solution Delivery at
Are there any technologies you are introduce this technology to passengers? How do Edmonton International
excited about which haven’t yet made we connect with them, is always a challenge. Airport (YEG). Ramki
their way to the airport space? I think the more we start to do, the more is responsible for
executing the technology
information we can put out there.
initiatives within the
There are a few airports starting to do more in For example, this year we are releasing our
strategic plan, providing
the space of object analytics, which I believe some own app which will help you to gain points. It’s strong leadership, clear
airports are piloting. called YEG rewards. You park in our parking lot, priorities and direction
When travelling, the security checkpoint is a big you gain points. You buy food in our restaurants to delivery teams all
in the best interest
bottleneck. When we conduct surveys, people tells in the airport, you gain points. Then what can you
of YEG. Ramki brings
us security is often the reason which makes them do with the points? Go to a lounge. Use it in the
23 years of experience in
not want to fly, especially when travelling with lounge to buy a lounge pass. We are going to architecting, developing
the family or travelling with disabled passengers work with the airlines in the future to redeem the and implementing
or in large groups. So, we ask ourselves, how can points to buy tickets. enterprise level
systems to the airport
we make it easier? Biometrics can help to finish
business to drive
check-ins and the gating process, but security Are you using OpenAI in any way? improvements to airport
check is still a manual process. operations, airport city,
I think Dubai is the one that built a tunnel where We are looking at things like chatbots. Chatbots commercial programs
you walk through the tunnel, you don’t have to has been a discussion for a while now. I think and corporate functions.
Prior to YEG, Ramki
remove anything, just walk through. I haven’t seen OpenAI enabling chatbots will be an awesome
partnered and founded a
it yet, but something like that is what I’m visioning. tool. If we can put it on our website, we can put
software consulting firm
We build a tunnel with millions of cameras in it on our app, if passengers have questions like, in Canada and served
it that directs everything, and you just let them “do I have a non-stop flight from our airport to as Chief Technology
walk through. This sort of process enables the Los Angeles?” They can just ask the chatbot. Officer. The products
created in this startup
passenger’s experience on a very different level. They can ask about parking and it can also
used by 50+ educational
I am excited about a greater use of robotics. suggest to them, to click the link to pay and park,
institutions and
You can’t put a lot of staff to help the passengers for instance. There are so many applications we hospitals across Canada.
everywhere, but you could put robots. Let’s say can do. Ramki’s leadership skills
I’m in the gate, but the food I want to order is in capable of leading and
a different terminal, then the robots can deliver For you and your personal to-do list for motivating individuals
to maximise levels of
to you in the gate. Once again, this technology is 2023, what is on your personal agenda? productivity, while
focused on the passenger. forming cohesive
I think we can do a lot of things with radar, Well, my background is not aviation. I come team environments.
LIDAR and that kind of object analytics from a higher education oil and gas industry He focuses on building
technology. They’re coming. in the past as my IT work experience. It’s been strong customer
relationships for
a three‑and-a-half-year journey in aviation.
better collaboration
Learning more about this industry and attending and innovation.
shows like this is a big eye-opener for me.
I understand more about the technologies
available, about airport operations and how
these technologies work. Greater understanding
of this exciting sector continues to be high on my
personal agenda.

@IntAirport
25
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