Airport Focus International March - April 2017

Mar/Apr 2017

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Mar/Apr 2017

EVENT HORIZON Predicting airport disruption with greater accuracy

HANDS FREE BORDER Walk through biometrics

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SYSTEMS CRASH

Counting the cost of legacy IT

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ADVERTORIAL

CURRENT TRENDS IN TECHNOLOGY Apple Watch, Google Glass, Facebook messenger bots, Snapchat accounts – all these hypes did not have the effect people thought they would have. The airport commercial sector, like any other, often struggles to discern major trends from fads. Underneath the fads one can identify a couple of sure fire trends. STEPHAN UHRENBACHER (FOUNDER & CEO, FLIO)

Trend 1: Parking, Fast track etc: easy transactions for your home passengers While the local departing passengers who leave through their home airport often can be enticed to download an app, the incoming passenger typically has no incentive to download an app just while visiting an airport. Some airports say that more than 95% of their users are local users. We will see that many airports will digitalise the “way to the gate”. ( At ACI, Flio will announce a partnership with a number of airports to support local passengers with functions to book parking, fast track and lounge access.

Trend 2: Disappointing individual airport apps leads to Open Data Those airports who did invest in their own airport app in the past, have been sobered by the lack of repeat usage by passengers.

While download numbers over the years typically reached some low digit millions, the actual monthly usage is a tiny fraction as there is a lack of commercial offers in airport apps.

On the other hand, the constant updates of iOS, Android, mapping services, ticketing and voucher infrastructure can become very expensive going forward and not sustainable even for the large airports. Many large airports have strategically shifted to support an open data standard, where they make sure that airlines, airports and apps like Google or also Flio will display the same information to their passengers. ( Schiphol is being seen as a leader in their approach to open 4 / AF / Mar/Apr 2017

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data. Not surprising then that Schiphol just has announced a strategic partnership will FLIO to support FLIO with data and marketing and at the same time participate of Schiphol’s passengers using FLIO at other airports. This type of collaboration is open to all larger airports.

Trend 3: Indoor positioning: telling passengers where they are A non-controversial benefit of technology is the ability to tell passengers where they are in an airport (indoor positioning). A more ambitious track is indoor navigation. Everyone who has used Google maps to navigate a downtown area can understand the increased difficulty if you try to guide people through dense environments such as airports whilst staring at their phones. Indoor positioning is not as easy as it is outside. Particularly Apple has been pioneering work in this field. ( FLIO is currently working with several airports to display enable indoor positioning quickly.

Trend 4: Provide data for retailers and brands Whenever you need to scan a boarding pass at the till of a retailer, this is proof that there is not enough data shared between airports and retailers. Retailers in the luxury segment, and ultimately brands, have the legitimate desire to connect better to their customers, particularly in the luxury segment. We believe that loyalty schemes can work much better if they are connected. ( Expect Flio to work more with retailers and brands 2017, while we keep building our audience with airports and airlines. airportfocusinternational.com

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EDITORIAL

Welcome No one in the aviation industry is going to sensibly argue against the cabin ban on laptops and tablets announced with lightning speed by the US and UK governments last week.

Commercial aviation is probably the number one target for terrorism and the safety of passengers and crew is paramount. Assuming that the ban was introduced on the back of intelligence relating to a specific threat, the administrations had no choice to make.

But the fact is that there remains huge uncertainty about the effect the ban will have on global travel and tourism and how airlines at the affected airports will enforce the ban from a commercial stand point.

Will travellers, particularly those who spend the big bucks at the front of the aircraft, simply stop travelling from those airports, regardless of whether they are American nationals, Europeans, Jordanians or Saudi Arabians?

Or will they simply check their personal electronics into the hold

and pay the additional fee “But the problem with all new aviation with the added security regulations is that once introinconvenience duced they are like taxes – ministers of having to wait to collect are very unlikely to reverse them. ” their checked In the US it will impact about 350 luggage at the destination airport?

Passengers who pay first class and scheduled flights a week.

And while the bans only affect business fares use their laptops to work and take conference calls while certain airlines and certain airports these are not aviation backwaters – travelling to their meetings. Nearly the ban includes flights from Dubai half of business travelers prefer International – the busiest airport in to stay connected and get work done while flying, according to the the world.

Clearly, these bans will be reviewed Global Business Travel Association, meaning that prohibiting electronics at some point by the governments who imposed them. But the problem in carry-on bags could be a huge disincentive to travel — especially on with all new aviation security regulations is that once introduced long haul flights. they are like taxes – ministers are very There are also concerns that unlikely to reverse them. expensive devices, containing The LAGS ban introduced in 2006 potentially sensitive commercial was envisaged as a temporary information, could be more easily compromised if people are forced to restriction but it is still very much with us. Before airports and airlines keep them in checked baggage.

IATA calculations show that in the get suffocated by layer upon layer of security regulation there needs to UK the ban will impact about 393 be a quantum leap in trusted traveler scheduled passenger flights per week, equivalent to about 2.7 % of and PreCheck programs, which allow pre-vetted passengers to skip the total international scheduled security protocols. passenger flights to the UK.

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

CONTENTS

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12

15

08

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Airport Focus 55 North Ltd, Waterloo Chambers, 19 Waterloo Street, Glasgow, G2 6AY Tel: 0141 222 2100 Fax: 0141 222 2177 Airport Focus is published 6 times a year Annual subscriptions: £95 UK; £140 rest of the world. £15 sample copy.

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27-Mar-17 10:42:57 AM

Contents NEWS 8

Istanbul’s new airport a “job engine” says study

8

LVNL upgrades tower system for SESAR deployment

9

Paris Aeroport trials Chinese app for arriving passengers

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SAT runway closed for airfield improvement project

10

Aconex announces enterprise agreement with Dubai airports

10

Hamburg upgrades analogue radio system

11

Australia “set to boom” as Japan recovers

FEATURES VIEWPOINT/INTERVIEW 12 NINE-DIGIT IT DEFECTS SUM TO 10-DIGIT AIRLINE INDUSTRY DAMAGES Unless airlines improve their IT practices, mega-million dollar stoppages and passengers tweeting fury will continue says Bill Curtis, Senior Vice President and Chief Scientist, CAST. PREDICTIVE ANALYSIS 14 PREDICTING THE UNPREDICTABLE Airports and airlines are starting to invest more heavily in predictive analytics technology to minimise the effect of disruptive events on their business and help passengers re-schedule interrupted journeys. Gary Mason reports on the findings of a new in-depth report from SITA. airportfocusinternational.com

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DESIGN AND CONSTRUCTION 22 CALGARY’S GREEN CREDENTIALS A long list of green design features was part of the extensive planning process for Calgary International’s new terminal building but not all of them were judged to be cost effective. Gary Mason talks to the project’s architects about how those decisions were made.

COMPANY PROFILE 26 TOGETHER TO POWER YOUR AIRPORT PERFORMANCE A detailed look at the services provided

by ADB SAFEGATE to airports.

SECURITY/PASSENGER FLOW 28 WALK ON BY Free-flowing passenger security border and immigration systems, whereby identities are checked on the move without the need to produce any travel documents or other tokens, have been talked about for years. Gary Mason reports from the Passenger Terminal conference in Amsterdam where live trials are hoping to provide a breakthrough before the end of the year.

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INSIDER

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NEWS

ISTANBUL NEW AIRPORT A “JOB ENGINE” SAYS STUDY

Istanbul New Airport could provide employment for to up to 225,000 people by the year 2025, according to the recently published Istanbul New Airport Economic Impact Analysis.

The figures are part of a study which was prepared by Istanbul Economics, an independent research and consultancy company, and think tank EDAM (Center for Economics and Foreign Policy Studies), both based in Istanbul. Employment will come in fields like ground services, airlines, security, maintenance and repair, and food and beverage. Around 100,000 jobs could be created directly.

More jobs and economic growth are just some of the effects of the new airport. The researchers stress that the international hub will foster direct investments and innovations. “There is a proven relationship between airline connections and the capacity of countries in attracting foreign direct investment,” they state. High-technology production and knowledgeintensive services are attracted by strong airline connections.

Innovation centers and science parks will arise around the airport. Access to medium- and long-distance flights also contributes to the growth of high-technology employment.

Istanbul will be one of the main beneficiaries of the airport, whose first phase is planned to be activated in the first quarter of 2018. It will have 2,000 flights a day and host 90 million passengers per year. Daily 3,500 flights and a capacity of 200 million passengers are planned for the long run.

Airport City, with its hotels, office buildings, and health-care centers, forms the new business center of the city. Istanbul will develop further on an east-west axis, which will help ease the pressures of migration. Investments in infrastructure projects like the Third Bosporus Bridge and in new train and public transport services to the hinterland bring the city closer together and help develop the area around the airport where urban development is relatively weak.

LVNL UPGRADES TOWER SYSTEM FOR SESAR DEPLOYMENT Frequentis has been selected by LVNL (Air Traffic Control the Netherlands) to deploy a tower system in accordance with the Pilot Common Project (PCP) regulations driving the SESAR deployment, thereby replacing and upgrading existing systems and delivering the company’s electronic flight strips system. The contract involves a development partnership for up to 25 years, ensuring LVNL is able to deploy the required ATM functions supporting airport integration and throughput.

The current tower system of LVNL is used in all the three towers of Amsterdam Airport Schiphol – the central tower, tower West and the emergency tower.

The current LVNL tower systems will be replaced with commercial off-the-shelf (COTS) products. Frequentis will also provide its electronic flight strips system “smartSTRIPS”.

Replacing paper strips, this paves the way for further automation and providing improved situational awareness for controllers.

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NEW CFO FOR ROYAL SCHIPHOL GROUP Jabine van der Meijs has been appointed Chief Financial Officer of Royal Schiphol Group with effect from 1 May 2017. She will succeed Els de Groot. Over the past 25 years, Jabine has worked for Royal Dutch Shell in various finance positions. Since 2009 she has been Vice President Finance at Shell Global Solutions.

Jos Nijhuis, President & CEO of Royal Schiphol Group said: “Not only will she bring a wealth

of experience and knowledge in the field of finance, she is also an expert on business development, capital projects and stakeholder management.”

As from 1 September, the Schiphol Group Management Board will consist of Jos Nijhuis (CEO), Jabine van der Meijs (CFO), André van den Berg (CCO) and Birgit Otto (COO).

PARIS AÉROPORT TRIALS CHINESE APP FOR ARRIVING PASSENGERS Paris Aéroport has linked up with Chinese Internet company Tencent through the application Weixin to access a range of services such as flight information, airport and tourist services.

An initial trial, carried out in Parisian airports to mark the Chinese New Year, allowed Paris Aéroport to welcome Chinese travellers and wish them a happy new year on Weixin as soon as they arrived at Paris-Charles de Gaulle airport. Paris Aéroport also provided dedicated and exclusive services and offers for these customers. The trial was carried out in conjunction with Havas Media.

“Groupe ADP is currently carrying out more than 25 trials at airports in Paris. France needs innovation in tourism to face up to its competitors and grow its market share to withstand global competition,” said Augustin de Romanet, CEO of Groupe ADP. The trial will be extended in the near future.

By the end of the first quarter of 2017, with the assistance of telecoms operator and Groupe ADP subsidiary HubOne, Chinese passengers will be given a simple way of accessing the airport’s free WiFi using Weixin.

In 2016, Paris’s airports welcomed over 1.9 million passengers travelling to or from airportfocusinternational.com

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mainland China, a 3% increase on 2015 figures. Between 2010 and 2016, the number of passengers on the mainland China route increased by 72%.

Up to mid-February, all passengers travelling from China were invited to scan a Weixin QR code displayed in the walkways and baggage reclaim areas at Paris-Charles de Gaulle airport, revealing exclusive dedicated content on the application. They received a welcome message and a greeting card wishing them a happy year of the Fire Rooster. Passengers were given offers, which could be added directly in the Weixin Card Pack, which they could then use at the checkout in airport shops.

SAN ANTONIO RUNWAY CLOSED FOR AIRFIELD IMPROVEMENT PROJECT San Antonio International Airport (SAT) has closed one of its runways due to a construction project on the airfield.

Runway 12R/30L will be reopened mid-April, 2017, as scheduled maintenance and safety improvements are completed on adjacent areas and taxiways in the Runway Safety Area. During construction, Runway 12R/30L is being used as a taxiway to support operations on Runway 4/22 and to facilitate aircraft movements in and out of the West Terminal Complex.

The airport has warned that neighborhoods to the northeast and southwest of the airport may notice an increase in air traffic during the project, as aircraft landings and take-offs will be exclusive to Runway 4/22 until Runway 12R/30L is re-opened in midApril with its new designation as Runway 13R/31L. When complete, SAT’s airfield will have updated taxiway surfaces along with improved runway lighting facilities that will enhance safe aircraft operations.

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NEWS

ACONEX ANNOUNCES ENTERPRISE AGREEMENT WITH DUBAI AIRPORTS Dubai Airports Corporation has signed a five-year enterprise agreement with Aconex to use its systems to help manage virtually all small to medium-sized construction projects that are integral to operations at Dubai International (DXB) and Dubai World Central (DWC).

In line with Dubai Airports’ aggressive growth plans, DXB and DWC are under constant construction. Through 2021, Dubai Airports expects to undertake more than a hundred smaller infrastructure projects.

Throughout all projects, normal airport operations must be maintained with minimal to no impact on passenger and cargo traffic. The coordination and collaboration among many stakeholders – such as Airport Operations, Engineering

Services, over 100 individual airlines, customs, immigration, police, fire, and various government bodies – is essential to on-time delivery, passenger experience and increasing airport capacity.

“The efficient transfer of project information between stakeholders is a very critical success factor for us,” said Development Director Lawrence Vincent-Edwards.

“Accordingly, all stakeholders need to be in the loop to ensure operations run smoothly and

HAMBURG UPGRADES ANALOGUE RADIO SYSTEM Hamburg Airport has replaced its analogue communications system with a new TETRA network.

The System consists of a number of base stations, a command and control suite, and more than 350 Sepura STP9000 handportable and 275 SRG3900 mobile radios with accompanying accessories.

The airport chose Sepura, in conjunction with local partner Telemann Mobilfunk GmbH, to deliver, commission and maintain the new TETRA network.

Carrying more than 16.2 million passengers in 2016, Hamburg Airport is an important international transport hub and employs around 2,000 workers. The system provides a network for personnel at the site, with improved coverage and increased network capacity contributing to quicker response times and greater safety for both workers and passengers.

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passenger service is not affected.”

The Aconex platform will be used for tendering, design reviews, document control, workflows and approvals, change management, analytics and reporting.

“It ensures that everybody receives the information at the same time and allows us to track the receipt of information,” said Mr. Vincent-Edwards. “We can see where the flow of information is being held up and monitor performance such as response times for requests for information (RFIs) and document reviews.”

Aconex Field helps safety and quality inspectors identify and document defects and their precise location through the capture of photos, drawings and geographical references for assignment to subcontractors.

MORPHO DETECTION RECEIVES $40M TSA ORDERS The US Transportation Security Administration (TSA) has placed orders with Morpho Detection to upgrade its fleet of hold baggage explosives detection systems (EDS).

Part of an indefinite delivery/indefinite quantity (IDIQ) contract for CTX equipment and engineering services first awarded in 2012, Morpho Detection will deploy hardware and software upgrades and MUX multiplexing network enhancements to enable more robust, secure checked baggage screening capabilities and information sharing of airport-wide data at more than 35 airports.

To date, Morpho Detection has supplied TSA over 1,300 CTX hold baggage explosives detection systems.

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AUSTRALIA “SET TO BOOM” AS JAPAN RECOVERS Both Japanese and Australian air travellers are flying in greater numbers again when compared with last year, according to the latest data from ForwardKeys which analyses 16 million booking transactions a day.

The figures show that from January to mid-March this year total Japanese outbound travel was up 4.1% when compared to 2016 – an encouraging sign for the rest of 2017.

Last year total Japanese outbound travel was down 5.4% partly because of concerns about safety following terrorist attacks in Europe. However, in the year to date, Europe, with a 17.5% market share, has seen a 1% growth, after slumping 16.4% in 2016.

Leading the way in growth is the Asia Pacific region which has seen a 4.7% increase in arrivals from Japan this year so far, holding a 60.1% market share.

The ForwardKeys findings show that Australia and Hong Kong are the biggest winners in the list of Top Ten Asia Pacific destinations for Japanese travellers this year, both seeing growth of more than 30% compared to the same period last year.

Other Northeast Asian destinations, including China, South Korea and Taiwan,

with significant market shares, also saw good growth. But the US island territory Guam declined significantly, falling by 27.6%.

Forward bookings, both inbound and outbound, for Australia over the next six months are looking extremely healthy – both 12% ahead of the same period last year, the ForwardKeys data reveals.

Australian inbound numbers from Asia Pacific are being fuelled by growth from Indonesia, ahead 133%, Hong Kong 72% and China 45%. However, New Zealand, which has the largest market share of travel to Australia, is currently lagging 11% in forward bookings.

Within the Asia Pacific region, Australian travellers are booking in increasing numbers to Malaysia, ahead 64%, India 48%, and Indonesia 46%, compared to the same six months last year.

ForwardKeys CEO, Olivier Jager, said: “These are encouraging findings which show a significant bounce back from security concerns. Japanese outbound travel was affected from late 2015.

But long-haul destinations are now recovering from a negative year in 2016.

The figures for Australia are also good, with the usual caveat that people may be booking earlier than last year.”

NEXT ISSUE – A NEW LOOK AIRPORT FOCUS

Airport Focus will be re-launched in the next issue to include new sections and more content to help keep all sectors of the aviation industry updated and informed.

The new content will be additional to the regular features, news, analysis and comment that have proved popular with readers up until now.

The new look in the next issue will include: A new look magazine A re-design of the magazine, bringing in new sections to make it brighter and easier to read. The new sections include a training and recruitment feature in each issue, company profiles and easy-to-digest business information.

New Editorial Board This will be updated to ensure that the most important stakeholders and experts in the airport industry are part of the magazine, make regular contributions and provide professional input to the editorial.

New Industry Expert Forum One-to-one interviews with the most important figures in the airport world will ensure that readers are kept in touch with current trends and thinking.

If you would like to contribute to the new sections or the editorial board please contact the Editor, Gary Mason at gmason@55north.com

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INTERVIEW

NINE-DIGIT IT DEFECTS SUM TO 10-DIGIT AIRLINE INDUSTRY DAMAGES Unless airlines improve their IT practices, mega-million dollar stoppages and passengers tweeting fury will continue says Bill Curtis, Senior Vice President and Chief Scientist, CAST

N

ine-digit defects are glitches in IT systems that cause damages over $100 million. Ten-digit damages would be the $8.7 billion the Federal Aviation Administration estimates ground stoppages cost the airline industry every year. IT and its occasional nine-digit defects contribute heavily to these losses.

Last August ‘technical issues’ at Delta Airlines forced it to cancel over 2,300 flights. The delays were so expensive that Delta downgraded its profit guidance for the third quarter – a $100m revenue hit. The culprits were several hundred computers not connected to Delta’s backup system to continue service after a primary system outage.

A month later, many thousands of British Airways passengers suffered hours of delays, some lasting overnight. Stressed ticketing staff presented passengers with handwritten boarding passes due to a software glitch in BA’s new check-in system.

All major carriers have experienced expensive IT glitches in recent years. IT problems interrupting business operations are not limited to the airline industry. Many banks and retail chains have suffered embarrassing nine-digit IT defects as well. However, airline outages fill terminals with delayed passengers tweeting their disgust while news outlets capture video. In the airlines’ defence, few industries require such intricate and intertwined logistics on a global scale to conduct basic business operations.

Yet, this begs the question, “When modern aircraft are flown by some of the most sophisticated avionics software ever written, why can’t airlines build IT systems that can stay aloft”? There is no simple answer.

How can these problems be reduced, even as airline operations grow more complex? Here are three recommendations:

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1. Launching aeroplanes requires seamless interaction among myriad systems—reservation, check-in, baggage handling, cargo, no-fly checks, fuel projection, flight planning and more.

A single failed interaction among these systems can cause an incident, some with global implications.

2. These systems have grown staggeringly complex as the airline industry has grown. No single IT professional or team can understand all the systems and their exponentially complex interactions. Too many lack augmentation from sophisticated analysis tools.

3. These systems were built in different generations, forcing airlines to integrate different technologies with different architectures. In addition, many of these systems were developed by different companies at different levels of rigour.

4. Mergers inject new flaws into systems that had previously worked well. Business processes, IT infrastructures, application portfolios and reams of data must be merged. Unachievable schedules are frequent causes of software flaws because developers are rushed, make too many mistakes and do not have time to find them.

5. Some airlines underinvest in the staffing, training and infrastructure required to ensure dependable operations. However, inadequate bandwidth, poor backup and other infrastructure shortfalls are easier to remediate than complex software problems.

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1. Initiate a rigorous dependability assurance program immediately.

Evaluate all operationally-critical systems for correctness and engineering soundness before each deployment. Structural flaws in the source code of computer systems are the most frequent culprits of operational incidents, which from my own experience as a frequent flyer occur far more often than reach the press.

Evaluating these IT applications at the system level is critical.

Many disastrous incidents are caused by flawed interactions between different parts of the system that are only detected by evaluating the system from user entry points, through its processing, its querying of the database, its possible interaction with other systems and its response back to the user – which might be another system. Rigorous dependability assurance is not cheap, but the return-on-investment is large compared to ninedigit damages. High quality software takes less time to develop, is much cheaper to maintain and is more speedily enhanced at the pace of business.

2. Software-intensive systems must be built in a disciplined environment that provides the time and resources to do professional work. Rushed systems always cost more because of the staggering cost of correcting mistakes, not to mention the damages resulting from serious incidents.

3. Software delivered by third parties such as outsourcers, system integrators and software vendors must be thoroughly evaluated before entering operations. In addition, vendors should be evaluated before contracting to ensure their development practices are airportfocusinternational.com

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rigorous and they can retain key staff for the duration of the project.

IT systems reflect the growing complexity of airline operations.

There is a level of natural and sustainable IT complexity that roughly matches the intricacy of business operations. Then there is a level of complexity that emerges through integrating systems from different generations, but this complexity can be reduced through IT modernization. Finally, there is a level of complexity that results from bad development caused by poor planning, contorted designs, rushed projects, and inadequate testing. Without attacking this third form of complexity airports will need to increase their supply of cots and blankets.

Dr. Bill Curtis is Senior Vice President and Chief Scientist at CAST, a world leader in Software Analysis and Measurement. He is also Executive Director of the Consortium for IT Software Quality and led the development of the Capability Maturity ModelŠ (CMM).

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PREDICTIVE ANALYSIS

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PREDICTING

THE UNPREDICTABLE

Airports and airlines are starting to invest more heavily in predictive analytics technology to minimise the effect of disruptive events on their business and help passengers re-schedule interrupted journeys.

Gary Mason reports on the findings of a new in-depth report from SITA.

W

hen terrorists launched a bomb attack on Brussels Airport on 22 March last year, the airport was closed for 12 days.

During that time airport staff worked behind the scenes and mostly from home to resume normal operations. They also used predictive technology tools designed to help the airport cope with more normal disruptive events such as bad weather, industrial action and major design and construction issues. As a result of using these tools, passenger flights re-started on 3 April and two months later, the airport was able to fully resume its normal operational capacity from its departure hall.

Thankfully, terrorism attacks on airports are relatively rare, albeit an increasing threat, yet the airport and airline community are starting to use predictive analytics to deal with a whole range of predictable disruptive events. These tools can minimise economic disruption to the business and help keep airport and airline staff better informed on the ground. With the use of mobile technology, airports and airlines can also deliver status information and a better experience to the all-important paying passenger.

In the case of Brussels Airport, the management was already using camera observation, planning tools, queue prediction, systems monitoring and analysis to help predict the usual issues that might cause delays at the airport before the 22 March attack occurred.

Luc Logghe, Head of ICT Operations with the Brussels Airport Company said: “The technology, systems and processes that the airport team use to recover from typical aviation delays and disruptions, or irregular operations, were central to support recovery from this attack. Our established incident, problem and change processes allowed us to quickly introduce extra/new equipment and more staff.

REMOTE ACCESS IN A CRISIS “To coordinate operations on a day-to-day basis we have established an airport operations center (APOC) or central command center that enables us to communicate and coordinate with our stakeholders.

We also have extranet communication between airport partners, secure mobile communications, and secure access to all airport ICT services from anywhere via a virtual private network (VPN). In

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addition, we have deployed airport collaborative decision making and we use Omnitracker software to keep track of incident evolution and change processes.

“Directly after the attack, our employees were not able to come onsite so they worked from home, using the VPN and telco devices, to access camera monitoring, the dedicated intra/extranet site and other IROPs tools. It was this ability of our teams to work together on the same collaboration platform, using up-to-date geomatics (geographic/ location) information and Omnitracker, that was vital to our recovery.

“As a result of this experience we will further optimise our processes to empower our employees. APOC will be developed as the central ‘command center’ and infrastructure will be upgraded to allow faster de-location of key services when needed.

“Our IROPs technology strategy will focus on getting the correct information at the fingertips of the decision-making people and increasing our business continuity and disaster recovery capacity. To do this we will speed up the deployment of our high-capacity, highavailability communication platform (wired and non-wired), as well as ensuring that our collaboration and communication platforms are powerful but ‘simple’ to use.”

This type of contingency planning for routine and non-routine disruptive events and the more widespread use of predictive technology in the airport industry was the subject of an in-depth SITA report published last month.

“Within the airport community, efforts are concentrated on transforming data coming in from all areas of the airport – and beyond – into knowledge that will inform decision making and ensuring those insights are visible to their staff,” the report noted. “The next three years will see the bulk of them funding cloud services, BI solutions, and tracking service quality key performance indicators. In the same time frame they are also planning to implement operational and business intelligence dashboards for their staff.”

BUSINESS INTELLIGENCE Around three quarters of the world’s airports are looking to BI to help them understand and respond to the flow of passengers through the airport, better manage their resources and operations, as well as Mar/Apr 2017 / AF / 15

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PREDICTIVE ANALYSIS

optimize their revenues, according to the report. They rate enhanced business intelligence as particularly high value for improving the quality of airport performance reporting and for enabling more accurate passenger information services, such as time to gate and wait times at security checkpoints.

Orlando International Airport uses the BI capabilities of SITA’s QueueAnalyzer tool to create a real-time view of the security checkpoints, which enable it to respond quickly to unexpected conditions. It also uses historic data to establish wait-time profiles for different times of the day, days of the week and seasons, allowing the airport to better allocate resources. Since installing the waittime monitoring and prediction technology at the end of 2015, the airport also piloted the technology at airline check-in lines.

The airport reported that it has halved the number of passengers who spend more than 15 minutes waiting in a queue. IT Director for the Greater Orlando Airport Authority, John Newsome, said: “This is a great example of how measuring performance improves performance. The technology has helped us to better inform checkpoint resources and process management, reducing wait times; as well as better inform our passengers, reducing the stress of uncertain wait times.”

A DASH TO DASHBOARD APPS Denver International Airport has embarked upon a five-year strategic program to harness business intelligence and data analytics to improve performance. Senior Vice-President of Technologies and CIO, Robert Kastelitz

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explained: “Our aim is to maintain the airport’s momentum and competitive advantage by enabling predictive and optimization capabilities through a smarter business intelligence and analytics infrastructure.”

Early work included monitoring the availability of applications and systems and expanding the technologies dashboard to include complete balance score cards for performance management.

“Our performance metrics have contributed greatly to increased customer satisfaction – from a low of 65% to 87% currently.

We began an ASQ (Airport Survey Quality) Dashboard to monitor key enterprise KPIs, which also guided us to develop our Wi-Fi improvement program, leading to significant customer satisfaction improvements,” said Kastelitz.

The airport began offering BI as an enterprise-wide service in 2015, implementing dashboards and self-service tools, and supported data mining, data analysis and data visualization, plus introduced data science for advanced analytics. Looking ahead, Kastelitz and his team will be focused on integrating more data sources, including divisional applications, sensors and video, plus external sources, such as social media and sentiment analysis. All of which will support prediction and problem solving scenarios. “This will help us improve in many areas, including the customer experience, operational efficiencies and security, sustainability and asset management, and of course, financial performance,” said Kastelitz.

Gatwick airport is also using predictive technology to improve the passenger journey from terminal to gate. Chris Howell, Head of Business Systems, Gatwick Airport told the report: “We track a number of different areas of airport performance to measure and move towards predicting performance. By analyzing the data generated across the airfield in real time, we get a comprehensive understanding of passenger flow through the airport as well as ground operations, ensuring that our single runway is used as efficiently as possible. We’ve moved from ‘how did we do?’ to ‘how are we doing?’ and can now also answer ‘how will we do?’

TRAINS, PLANES AND AUTOMOBILES “We are using Splunk Cloud for our Airport Operations dashboard, which we use to analyze and optimize each step of the customer journey – from scanning a boarding pass to the speed at which the trays go through the x-ray. We pride ourselves on delivering the best possible passenger experience, and a central focus is our target of getting 95% of passengers through main airport security in five minutes or less. Analyzing this data helps us to meet that target.

“We now monitor data from our own systems and social media activity with Splunk Cloud to more accurately predict passenger flow ahead of time. This extends to additional data pulled from Network airportfocusinternational.com

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Rail and the Highways Agency, as road or rail disruption can mean more passengers arriving in a condensed timeframe. Factoring these real-time alerts into operations allows us to dynamically change crews’ breaks, or call in more resources to meet demand and get passengers through to departures as quickly as possible.

“There’s a lot of data at airports. We have a huge number of physical sensors – the lighting, the HVAC [heating, ventilation and air conditioning], the retail point-of-sale systems, the Wi-Fi, the checkin, the baggage and all of the SCADA [supervisory control and data acquisition] systems, plus all the solutions that we monitor. The middle layer, which is what we call operational management and systems control, is the sweet spot for us in terms of how we take the data, put it together and empower our operational colleagues to deliver the seamless customer journey from curb to gate.

“One of the challenges we face however, is that most equipment on the airfield – tugs, trucks, towing devices – and some inside the terminal – buggies for example – is not owned by Gatwick and doesn’t have sensors. This is down to our ground handler partners. To make this easier, we have established a standard interface to share data – now ground handlers can track onboard equipment as and when it becomes equipped with sensors.”

Airport Collaborative Decision Making (A-CDM) is an industry initiative driving airport partners to work more closely together and share data. With Splunk Cloud, Gatwick Airport now has a single, real-time view of performance and has improved collaboration with ground handlers, airlines and air traffic control, ultimately helping the airport to meet its A-CDM objectives.

PASSENGER DEMAND FORECAST In Europe, aviation industry and academic experts are developing a proactive real-time passenger demand forecast system for airports via PASSME, a European Union-funded consortium of aviation industry and academic experts. This project is critical to achieve PASSME’s goal of reducing travel time between European airports by 60 minutes. It will combine multiple data sources, including sensors, passenger behavior and airport operations plans, to build passenger density information for specific areas in airport terminals, from security to the boarding gate. This three-year project, which completes in 2018, will enable airports and their stakeholders to accurately predict demand and optimize resources and services to be cost efficient.

But how will predictive analytics impact directly on the passenger experience? Most regular flyers want up to date status information on their flights delivered to their mobile device including an easy method of replanning their journey quickly and easily if a disruptive event impacts on that journey.

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PREDICTIVE ANALYSIS

WATCH THIS MOBILE SPACE According to the SITA report initiatives in the past year to help passengers rebook their journey include Meridiana’s disruption notification service via SMS and email. This service gives Meridiana’s passengers the ability to accept or amend proposed flight changes at the touch of a button and, in some cases, apply for refunds. In February KLM extended its social media capability to provide rebooking via WhatsApp for connecting passengers arriving at Schiphol Airport during a major disruption.

The SITA report found that around two thirds of airlines are planning to enable automatic rebooking for all passengers; offer different rebooking services for their high-value customers; and provide selfservice tools for passengers to rebook their flight, either via a kiosk or their mobile.

Airlines don’t have this emerging disruption re-booking mobile space to themselves – one travel tech company has identified disruptions as a niche service opportunity, the SITA report points out. Freebird’s mobile tool provides North American travelers with instant SMS notifications in the event of a flight disruption, and, for a flat fee paid up to two days before departure, gives them the ability to rebook a new ticket – on any airline, at no extra cost – in less than 30 seconds. Behind the scenes a proprietary algorithm predicts the risk of flight disruptions for millions of flights per year. In the first quarter of 2017 Freebird will also be extending this service to corporate clients of global travel management specialist Castro.

Another group that requires keeping in the loop is airline staff and their operational service partners, such as ground handlers, for whom it is equally vital to ensure disruptions are resolved quickly, the report notes. Over the coming three years, airlines will be rapidly rolling-out mobile devices to their staff to allow team members to access information and tools to help them deal with flight delays and cancellations.

The Skyteam alliance is also alert to the impact across multiple airlines when flights have been delayed or cancelled. As a result it has been investing in both technology and training the staff of its member airlines to support passengers who are caught up in disruptions. Speaking to Business Traveller magazine, Chief Executive Officer of Skyteam Airline Alliance Management, Perry Cantarutti, explained: “We are enabling front line staff at any Skyteam carrier to be able to help a customer who is a victim of irregular operations, irrespective of what tier status they are and what airline they are flying on, so they can be helped at the first point of contact where there is a disruption.”

He added: “You are often outside of your home turf so you might get referred back to the original carrier that sold you the ticket or 18 / AF / Mar/Apr 2017

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you might not get as many options offered to you if the staff don’t appreciate what capabilities exist.”

A-CDM AS A DISRUPTION TOOL While the primary focus of full airport collaborative decision making (A-CDM) is keeping to flight schedules and aircraft turn-around times, these programs will also be key to managing disruptions in the near future, according to SITA. Two fifths of airports say that disruption management functionality is a high priority for their implementation.

EUROCONTROL noted improvements in airports’ management of disruption and adverse conditions and their ability to recover from them in its impact assessment of A-CDM, published in April 2016. The report cites record rates of recovery from disruption at Düsseldorf Airport after a 60-minute runway closure in November 2015: the airport had recovered completely (every delayed flight departed) in just 45 minutes.

Collaborating to manage complex or disrupted operations took a step forward for six US airports when they joined the Passur Connectivity and Collaboration network in March 2016. The airports (Ted Stevens Anchorage International, Reagan Washington National, Cleveland Hopkins International, Fairbanks International, Fort Lauderdale-Hollywood International, and Tampa International), are active partners in the network, which manages expensive, complex operations, such as major storms, large events, and peak congestion.

This facilitates communication and collaboration with surrounding airports, over 125 airlines, as well as the International Air Transport Association Liaison Desk at the Federal Aviation Authority Command Center to speed up proactive decision making and event recovery.

Although only a small percentage of airports currently deploy predictive technology to minimize disruptions, over the next three years almost half of the world’s airports expect to have implemented integrated systems to predict potential disruptions and their impact before they occur and two fifths are looking to implement automated predictive alerts before flight disruption events, according to the report.

ACADEMICS ARE BREAKING NEW GROUND Airports are also turning to the academic community to help them with predictive tools to tackle disruptions. In July 2016 Heathrow Airport began trialing a prototype system to predict whether passengers will catch their connecting flights.

The prototype, developed by a team at University College London School of Management, provides access to real-time data, and is focused on passenger movement using advanced data analytics and machine learning technology. Early results indicated that accurate predictions of passenger movements can help managers better understand the key factors that influence airportfocusinternational.com

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passengers’ connection time – and they can help improve passenger services in realtime.

UCL team leader, Professor Bert De Reyck said: “Heathrow handles more than 75 million passengers per year. With more than a quarter of all passengers landing in Heathrow making a flight transfer, any interruption causes further delays not only throughout the day, but throughout the entire European network as the airport is a major hub for connecting flights. That’s why Heathrow is making sure that all processes are optimized.”

Heathrow Head of Integrated Planning & Performance Tom Garside, added: “This study has demonstrated how the latest analytical techniques, using real-time data, can be used to improve the experience of connecting passengers, and to support aircraft punctuality.

We are now looking at how we deploy this approach into live operations and to apply similar techniques to other airport processes.”

In the US, researchers at Binghamton University, State University of New York have devised a new computer model that can more accurately predict delays faster than anything currently in use. They trained the new model to pick up on 14 different variables – including day of the week, origin airport, weather and security – that affected arrival times for 1,099 flights from 53 different airports to John F. Kennedy Airport in New York City. The new system then predicted delays for hypothetical flights projected to arrive at JFK at 6:30 p.m. on January 21 from a variety of origins and under a variety of conditions.

The team announced in November 2016 that the new model predicted the length of delays with about 20% more accuracy than traditional models and required about 40% less time to come to those conclusions. airportfocusinternational.com

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LIGHTS, TARMAC, ACTION!

CU Phosco Lighting is the market leader in the design, manufacture, installation and maintenance of High Mast lighting, specialising in Airport Lighting.

CU Phosco Lighting undertakes contracts at airports worldwide, working closely with numerous large facilities including Heathrow, Manchester, Dubai, Melbourne, Bristol, Abu Dhabi, Dublin, Beijing and Changi.

Our High Masts and luminaires are present in the most demanding climatic conditions from typhoon winds in the South China Sea to the high temperatures of the Middle Eastern summer.

As a company we look after our customer from initial consultation through to installation, final commissioning and follow up maintenance. Our dedicated Contract Services Division is able to manage your projects in the UK, Europe and Worldwide. To achieve this we recognise the need to build honest relationships with our customers, to offer products at fair prices and importantly to support our customers on the use, maintenance and eventualy replacement of our equipment. This all adds up to a level of support which is unparalleled in the lighting industry.

To be confident in providing the quality and support our customers require, we manufacture products which meet the

customer’s technical performance and which are also appropriate for the environment into which they will be placed. Sometimes these aims are contradictory and it is then where the knowledge and experience of our staff is called upon by customers to ensure the best compromise of performance and durability is achieved.

Our Contract Services Division are an experienced team who are able to supply, install and maintain high masts using their own ASLEC and NICEIC certified personnel.

DESIGN | MANUFACTURE | INSTALL | MAINTAIN CU Phosco Lighting offers customers who require it, a turnkey package. We will design the lighting scheme, check that all equipment to be supplied conforms to the specifications, design and arrange the installation of the foundations, design and install the electricity supply, manufacture the High Masts and luminaires, deliver the equipment, install the equipment and commission the equipment to confirm that the specification has been achieved.

CU Phosco’s award-winning LED products offer an innovative and energy saving solution to HID lit areas and highway lighting

Heathrow With an average of 200,000 passengers arriving and departing per day, Heathrow Airport is one of the busiest airports in Europe.

The focus of the project was to provide a high quality energy efficient LED scheme specific to the requirements of Heathrow Airport, with minimal disruption to the airport’s meticulous schedule.

CLIENT – Mitie Facilities Management LOCATION – Heathrow Airport T5 PRODUCTS – FL800R LED Floodlight

All the FL800R fittings were manufactured ‘in house’ which meant CU Phosco® could react quickly to operative feedback on site and alter production to improve the installation process.

The use of a plug and socket system was included in the lantern design and as a result the majority of the wiring was completed in the factory, minimising time on site.

OVER 55% ENERGY SAVING

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The difference in light quality from Sodium to LED is evident across Terminal 5. The FL800R provides exceptional control, minimising obtrusive light, glare and upward light without compromising the lighting performance, which has provided a substantial energy saving.

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INTRODUCING:

FL800R

LED FLOODLIGHT SYSTEM WITH AEROFLOW® COOLING

projects. We design, supply and install LED upgrade packages for existing projects to reduce energy and cost.

Our High Masts offer ease of maintenance with a simple and effective winching system which allows the lighting ring to be lowered to ground level for lantern maintenance.

CU Phosco Lighting believe that health, safety and the environment are paramount across the breadth of the operations undertaken by our teams. All activities are carefully assessed by fully qualified managers and supervisors using risk assessments and method statements.

CU Phosco Lighting operates an Environmental Management System which complies with the requirements of ISO 14001:2004 for the testing and manufacturing, management of installation work, inspection and maintenance of exterior lighting. The system aims to recognise and reduce the impact on the environment.

High Masts, whether made by CU Phosco or other manufacturers, are substantial pieces of equipment and with proper maintenance they will last much longer than their design life. CU Phosco can check the structural soundness of any High Masts to confirm that they will be safe for extended use.

At the end of the design life of a High Mast, the luminaires or floodlights, if original, will seem very out of date to a modern engineer. CU Phosco offer a refit service to bring old masts up to date by fitting new more energy efficient luminaires, checking and refurbishing or replacing the lantern ring, headframe, ropes, electrical cables and winches.

By implementing a structured maintenance programme in conjunction with CU Phosco Lighting you can ensure compliance with all current legislation and enhance the life of the equipment.

CU Phosco Lighting’s own maintenance engineers are highly-qualified and trained and are subject to a continual programme of training and development.

Outside of the UK we can train local engineers to maintain our High Masts so the products are safe and the lighting design delivers its full potential throughout its life. afi

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To build a system, FL800R modules can be grouped as a luminaire in single, double, triple or quad configuration and arranged on a mast with full azimuth rotation and tilt function. WB830 gear box provides remote mounting for LED drivers and control whilst the WB855 is used for side entry mounting.

Each module has a range of optical distribution options and a range of elevation angles to build a combined luminaire photometric output that meets even the most challenging of schemes.

FL800R module uses AeroFlow® Cooling System to provide exceptional thermal management. Maximised heat dissipation enables a compact luminaire design, which can be retrofitted onto existing masts.

Lumileds LUXEON® M LEDs and AeroFlow® together deliver high lumen output with very low lumen depreciation over life, this minimises energy and operating cost by reducing overlighting.

FL800R offers an extremely competitive solution to replace traditional HID sources with performance, versatility and reliability.

This luminaire complies with ETL guidelines for White Light Emitting Diode Lighting Units and is elegible for the Enhanced Capital Allowance (ECA) scheme.

Luminaire Luminous Flux – up to 67200 lm Luminaire Efficacy – up to 127 lm/W Luminaire Efficacy (Full Power) – up to 110 lm/W

L90 > 100,000 hrs, Ta = 25ºC L80 > 100,000 hrs, Ta = 45ºC FEATURES

BENEFITS

( Lumileds LUXEON® M LED

( High flux density and efficacy LED

( Superior luminaire efficacy up to

( Reduces energy costs and carbon emissions

127 lm / W ( High Colour Rendering Index (CRI > 70) ( Constant Light Output (CLO)

( Improved safety and visual performance ( Minimises overlighting, saving energy ( Suitable for high security and safety critical lighting tasks

( Instant hot restrike

( L80 > 100,000 hrs, Ta = 45ºC

( AeroFlow® Cooling System

( Flexible mounting allowing cost savings

( Demountable driver compartment

( Allows mounting on existing columns / masts

( Low wind profile area

( Minimises Total Cost of Ownership

( Low maintenance costs

( Dark sky friendly, minimal glare

( Full Cowl, distribution cut off 5º

( Full control and monitoring of each

below horizontal ( Flexible and programmable lighting control options (CMS) ( IP66 ingress protection ( 100% recyclable

luminaire ( Consistant high performance in aggressive environments ( Fully compliant with WEEE and RoHS regulations

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DESIGN AND CONSTRUCTION

CALGARY’S

GREEN

CREDENTIALS

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A long list of green design features was part of the extensive planning process for Calgary International’s new terminal building but not all of them were judged to be cost effective. Gary Mason talks to the project’s architects about how those decisions were made.

O

n October 31, 2016, YYC Calgary International Airport opened its new state-of-the-art International Terminal. The project, which adds two million square feet to the terminal building, was a project that was years in the making.

Canadian architectural design firm DIALOG worked on the design of the new $2-billion international terminal at the Calgary International Airport (YYC).

Beginning with its first concept sketches back in 2007, DIALOG helped make YYC one of the most advanced airport terminals in the world and at the top of its class in Canada.

Rob Adamson, principal architect at DIALOG and YYC project lead told Airport Focus that Calgary was, by some distance, the biggest airport project he has ever worked on. In terms of scale,

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perhaps three times bigger than any other airport design and construction project.

The company actually started working with Calgary Airport in 1998 on another expansion project – a $400 million expansion of the existing terminal. This involved an “end to end” renovation and retro-fit of the existing terminal, as well as a new concourse with 15 gates, a new baggage and new check-in system. “That was our first big foray into the aviation sector,” he says.

Other projects include a reconstruction of Edmonton International Airport involving an expansion of the base of the main terminal building, the pre-board screening area and a new retail hall.

On top of that was built the Edmonton Airport Authority offices, and NAV Canada’s air traffic control tower on top of those offices.

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DESIGN AND CONSTRUCTION

NEW INTERNATIONAL TERMINAL FACTS ( The new International Terminal adds approximately two million square feet, which is equivalent to 34 football fields. ( There are 24 new aircraft gates for International and U.S. destinations. ( There is a new state-of-the-art baggage handling system that provides positive bag tracking and can process 4,000 bags per hour. ( Two post-security central locations (U.S. and International) with more than 50 new shops and services. ( Passengers can relax in two common-use lounges. ( A new Connections Corridor has been constructed, which links the new terminal and the existing terminal. ( A key element of the Connections Corridor is the YYC LINK passenger shuttle, a custom designed, Canadian-built passenger transit system. The electric-powered, 10-passenger vehicles run on a scheduled service transporting passengers between the concourses. ( The new terminal incorporates many self-serve options, including 20 self-bag drop units and kiosks to move passengers quickly through the check-in process. ( The International Terminal is a green building: • 581 geothermal wells • 660 km of in-floor radiant heating tubing • Co-generation will save approximately 26,000 tonnes of CO2 a year • 800,000 litres of rainwater can be captured/re-used

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Another ongoing project is Cologne International Airport’s master plan for its $85 million expansion. The 2nd phase of that construction project is currently underway - the creation of a new baggage facility.

However the Calgary project dwarfs both of these not only in terms of scale but the strict requirements for sustainability. “Very early on in the project the airport said that this has to be as sustainable as possible,” says Adamson. “But they also told us that they didn’t want to do things just for the sake of it or to get more points on the league score card [in terms of building design sustainability].

That meant that the building had to not just be sustainable in terms of design and construction, but cost effective both in first time costs and long term operational costs.”

In order to achieve this, the architects worked with a firm of mechanical and electrical consultants to produce a master plan. This identified how the airport needed to operate from an environmental and sustainability point of view. It also threw up a list of possible green design features that would make the airport a greener prospect. This was a very long list of things some of which were included straight away while others were worked through and either included or eventually discarded. In the plan a detailed business case needed to be made for each of these features. Those features included displacement ventilation, the heating and cooling system, high performance building envelope, rainwater harvesting, and photovoltaic energy sources.

Photovoltaic (PV) energy sources and devices generate electricity directly from sunlight (solar energy) via an electronic process that occurs naturally in certain types of material, called semiconductors.

Electrons in these materials are freed by solar energy and can be induced to travel through an electrical circuit, powering electrical devices or sending electricity to the grid. The average price of a completed PV system has dropped by 33 percent since the beginning of 2011. The cost has dropped dramatically as the industry has scaled up manufacturing and incrementally improved the technology with new materials. However, the US still remains behind other nations that have stronger national policies to shift energy use from fossil fuels to solar. Globally, the U.S. is the fourth largest market for PV installations behind world leaders Germany, Japan and Spain).

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ANOTHER OPTION ON THE LIST WAS WIND POWER “What the airport said to use was that they were willing to listen to any of these possible design choices but there has to be a reasonable pay back for use to accept them,” says Adamson. “They recognised that in some cases there was a premium to be paid in first time costs but the longer term operational costs was the key.”

Basically anything within a 10-year pay back period was something they were willing to adopt as an agreed feature.

From this extensive list there were three quite big items that did not meet the 10-year payback criteria in terms of energy. These were rain water harvesting, solar energy and wind power. “Wind power fell off the map very early,” says Adamson. “But when we looked at the other two the payback on rainwater harvesting was somewhere between 15 and 18 years. But at the time of these discussions there was a big controversy in Alberta about access to water. There was also an ongoing development outside the airport and outside the city that was having a real problem getting a water license approved. So the airport authority decided that although the payback on rainwater harvesting was longer than they would have liked, for political reasons they decided to go with it after all.

There was, if you like, a real social aspect to the sustainability being built in and were influencing choices at that level.”

This is how the rainwater harvesting feature on the new terminal building works in practice. All the rainwater is collected from the roof and goes into larges cisterns that are located in the basement of

the building. These can store one million litres of water. This is then re-used for the flushing of toilets throughout the terminal building.

The water could be used in theory for irrigation purposes as well but there is not much demand for that around the terminal building.

The second thing on the list that did not meet the payback criteria was photovoltaic energy sources. Adamson explains: “The cost of electricity in Alberta is so cheap that trying to capture solar radiation and turn it into electrical energy, the payback would have been between 21 and 25 years.”

But electricity prices and building priorities can change over time so, in order for solar power to remain on the table at Calgary at some point in the future, the designers introduced an element of future proofing into the design and construction project. This specified that it would include a roofing membrane that could accept photovoltaic collectors as a later add on if required. Adamson explains how this was achieved: “We didn’t pre-wire but we did run conduit through the whole roofing system concealed in the ceiling cavities with junction boxes and panels in the main electrical rooms with conduits running to them so that if they ever wanted to introduce solar power the infrastructure would be there in the building.”

Wind power was not considered because in order to establish a wind farm to provide the energy the airport would have to buy or lease some available nearby land which was not an option.

Despite this the end result according to Adamson is “one of the most sustainable airports in the whole of Canada.”

TOGETHER to power your airport performance

Visit our new home at adbsafegate.com, − for all your gate, airfield, tower and service needs.

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PROFILE

TOGETHER TO POWER YOUR AIRPORT PERFORMANCE

W

hat if all the different parts of your airport communicated and worked seamlessly together as one? Imagine one integrated operational process from approach to departure. This would provide the necessary Phasellus accumsan purus operational support for a seamless, optimized procedure that in turpis vehicula suscipit. guides aircraft during approach and landing, taxiing to the Integer iaculis aliquet enim gate, and back out again, across the airfield to the departure a tincidunt.

Vestibulum runway – tailored to maximize your airport’s throughput and laoreet elit nec dui safety. To turn this vision malesuada into reality will require a solution molestie. that integrates and intelligently supports or automates many different guidance and traffic control functions, including tower control systems, airfield lighting, docking control and gate management. Then, with aircraft time on the ground always at a minimum, airports can fully use their available capacity and safely handle more traffic with their existing facilities.

ADB SAFEGATE was formed in early 2016 by merging two leading players in airport operations – ADB and SAFEGATE – to create one organization combining the best of both “former” worlds. With our combined capabilities we are able to better serve our customers with a strengthened, integrated portfolio to offer innovative ways to improve airport operations far beyond what was previously possible.

We bring nearly 70 years of experience helping more than 2,000 airports worldwide with aircraft ground guidance systems. We understand the demands on the tower, airfield and gate. We know that airports need to create intelligent, highly-integrated airport operations that continuously raise performance. And we recognize it is vital to support operational integration programs like Airport Collaborative Decision Making (A-CDM), Follow The Greens (FTG) and direct requirements such as the SESAR PCP initiative. With our expertise in integration, operational procedures and services and maintenance, we manage projects from start to end. This allows us to ensure the world’s busiest airports

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operate smoothly and in the most efficient way, all the way from approach to departure.

FOUNDATION FOR FULLY INTEGRATED SOLUTIONS – THE TOWER, GATE AND AIRFIELD PORTFOLIO ADB SAFEGATE offers one of the industry’s most extensive airport operations product and service portfolios as the foundation for fully integrated solutions to support airport development. We use our operational know-how to enable all parts of an airport to work together as one to increase airport performance.

GATE – MAKING TURNAROUNDS FASTER AND MORE PREDICTABLE Not only is it crucial to shorten the aircraft turnaround time, but airports and airlines must also strive to minimize the risk of accidents in the gate and apron area with its continuous flow of people, aircraft and ground vehicles. Our automated platforms for safe and efficient apron management and aircraft docking provide real-time intelligence for stakeholders in the turnaround process to improve predictability and achieve the best sequencing for departure flow management.

ADB SAFEGATE is currently working with Groupe ADP to design, implement, maintain and support Safedock Advanced Visual Docking and Guidance Systems (A-VDGS) and SafeControl Apron Management at French airports Charles de Gaulle and Orly. The systems are being implemented to improve communication and efficiency during the turnaround process and strengthen A-CDM programs already in place at both airports.

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Calgary International Airport has installed ADB SAFEGATE’s automated gate solution on domestic gates and at its new international facility, which opened in October 2016. The airport chose Safedock A-VDGS and SafeControl Apron Management because the automated system could ensure the safe and efficient parking of aircraft during all operating conditions.

The system also supports the common use operation on the airport’s new international gates with the flexibility to park any aircraft type at any available gate.

AIRFIELD – KEEPING THE AIRFIELD OPERATIONAL AND SAFE Airfield lighting is vital for ATC to provide visual guidance for pilots to land, taxi and take-off safely and efficiently. Building intelligence into the airfield lighting fixture opens up new operational capabilities in terms of active guidance and monitoring for multiple stakeholders. Compliant and easily integrated with complementary systems, these intelligent solutions improve airfield availability, performance, safety and energy efficiency.

Abu Dhabi Airports Company recently selected ADB SAFEGATE as the main contractor for its Abu Dhabi International Airport expansion. The multi-year framework agreement is underway and includes the design and upgrade of AGL, control and monitoring systems, communication systems, integration of a solution to automate ground movement and maintenance services. ADB SAFEGATE will also ensure the infrastructure of

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the airport’s midfield terminal is integrated in this expansion.

TOWER – RAISING SAFETY AND THROUGHOUT WITH SMARTER ATC SYSTEMS Air traffic controllers tackle complex considerations while controlling the operational process and workflow. ADB SAFEGATE solutions support air traffic controllers and other stakeholders to optimized airport throughput by finding the safest and fastest way from touchdown to take off. By considering the airport as one operational entity, and enabling supporting systems to operate as one, our solutions give air traffic controllers more control over aircraft and vehicle movement at all stages, and futureproof an airport’s traffic management.

Birmingham Airport recently installed ADB SAFEGATE’s Integrated Tower Solution to enable A-CDM and improve real-time information shared between its stakeholders and airlines, ground handlers and air traffic control. The integrated solution comprises ACEMAX Advanced Surface Movement Guidance and Control System, DIFLIS Electronic Flight Strips, DECLOS Digital Pre-Departure Clearance System and OPTAMOS Departure Management System, as well as third party radar systems for surface movement, aircraft and vehicle surveillance. The ADB SAFEGATE solution systemizes the operational process and takes on non-critical tasks to reduce the air traffic controller workload, allowing the controller to concentrate on a safe and more efficient traffic flow.

SERVICE – DELIVERING THE RIGHT EXPERTISE TO BOOST AIRPORT OPERATIONS ADB SAFEGATE understands that airports require a variety of technical support services including maintenance and training.

Our portfolio is able to meet all airport needs from concept of operations, to Gate and AFL design, to audit and survey, project management and various maintenance packages, including full maintenance.

www.adbsafegate.com

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SECURITY/PASSENGER FLOW

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Free owing passenger security border and immigration systems, whereby identities are checked on the move without the need to produce any travel documents or other tokens, have been talked about for years. Gary Mason reports from the Passenger Terminal conference in Amsterdam where live trials are hoping to provide a breakthrough before the end of the year.

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SECURITY/PASSENGER FLOW

E

-gates at airport border and security checkpoints around the world have been with us for more than a decade now but most of them still use what could be called first generation technology. By that I mean that passengers still need to queue and come to a full stop at the gates in order to use them, insert their passport so that it can be read electronically and a facial image of each passenger can be taken and compared to the one in the presented travel document.

All this tends to take at least 10 minutes even on a good day and a lot longer in some airports at certain times of the day or year. This is because not all the e-gates at an airport are available all the time for either technical or administrative reasons.

The gates are also not people proof – someone who puts their passport in the wrong way around, doesn’t look into the camera square on or doesn’t follow the process in the strict linear way in which it has been designed, holds up those behind waiting to use the system.

So have e-gates made any real impact on the border and immigration queue – the bête noire of frequent flyers from Atlanta to Amsterdam?

Funnily enough, on my return to London from the Passenger Terminal conference in the Dutch capital I had to have my passport checked twice within five minutes at the departure terminal border – once at an e-gate and once at a staffed border post. Both checks required me to wait in queues.

Quite fitting then that Schiphol has embarked on two trials of new technology which will allow passengers to walk through checkpoints without stopping.

Daan Vroonhoven is Manager for Security Policy at the Royal Schiphol Group. He told the conference in Amsterdam that Schiphol airport is testing two new biometric gate technologies this year to speed the passenger flow through the airport.

Both projects are at a “proof of concept” stage and depending on the input from the trials the airport hopes to build upon the technology to have a working system as soon as possible.

Technology is not the only consideration of course. Because both projects involve the use of passengers’ biometric data – involving potentially millions of records stored on airport systems for a definable period each year – there has to a thorough legal and privacy element built in. There also needs to be a sound business case for each 30 / AF / Mar/Apr 2017

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airportfocusinternational.com

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system to be adopted throughout the airport as part and parcel of day-to-day operations.

He says that each quarter of the pilot testing period will be monitored closely and can be either stopped for further evaluation or continued. It is hoped that a “pressure cooker approach” will produce a working system and a viable product by the end of this year.

“Obviously we cannot do this on our own,” says Vroonhoven. “On board we have the process owners – which on the one hand in case of border security is the Dutch Government. But also all the airlines and the airport.”

Management have also selected two technology suppliers as partners in the project – Vision Box who design biometric gates and Scarabee Aviation Group who specialise in passenger-friendly futureproofed security systems. Vroonhoven told the conference that these vendors were chosen because Schiphol Airport had worked with them before.

“We are convinced that if we work together will all the stakeholders providing the necessary input we will have the expertise to build a working system specifically for our airport,” he says.

As protecting passenger privacy needs to be high on the project’s agenda the airport is also going to work closely with the relevant institutions for protecting citizen data in the Netherlands.

“A policy of total transparency is the best way to produce a privacy-by-design solution,” says Vroonhoven.

The two proof of concept projects will be based within the biometric border control zone and the second for a new biometric boarding facility which passengers can opt to use. “By choosing these two we hope to cover all aspects of the airport process chain,” he says.

With the border control project, management realised that is was a sensitive process that needed to be thoroughly tested in the most appropriate way. The airport has therefore chosen a place in a terminal where the new system can be tested but compliancy with the statute-driven border controls is still guaranteed. It was also essential that normal border control operations were not hindered in any way.

“Specifically the pilot is designed to test large scale biometrics and the Vision Box on the move system,” he adds. The test site consists of a Schengen zone on the one side, a non-Schengen zone on the other and a border crossing zone in the airportfocusinternational.com

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SECURITY/PASSENGER FLOW

middle. In front of the crossing zone there are two biometric enrolment stations. There are also two gates in the testing zone – one existing technology e-gate for automatic border passage and the new on-the-move gate which is designed for passengers to pass through without having to stop their journey through the zone to have documents checked or facial recognition authenticated by a static camera.

The idea is that the pilot will be operated as a dual system process so that there will always be the option for border control staff to revert to using the traditional stop and start automatic e-gates but hopefully over time trust in the faster walk through system will see those gates being used more often. This obviously depends on the technology working well and passengers and border staff having complete trust in the newer technology.

“The new gates will be tested for both speed and accuracy,” Vroonhoven told delegates. “We hope to be the first airport to use these new gates in our everyday operations. That will be an exciting development in passenger security at airports.”

The new walk through gates are longer than the traditional automatic border gates and make use of two cameras in order for a passenger to walk through without stopping. The cameras rely on each passenger’s natural and normal walking motion to obtain a readable facial image “on the fly.”

The second proof of concept pilot is being held in the boarding area. Technology and information transfer via a biometric platform should provide important insight into how the boarding process can be changed and simplified in the future. Similar to the immigration and border control test site, the boarding pilot will be held in a “sterile” area of the airport to ensure that the normal staffed boarding gate operations are not negatively impacted upon.

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The airport has established two biometric enrolment stations for passengers who want to use the automatic boarding gates. And next to the new automatic gates will be a staffed gate so that staff and passengers have both options available if there are any technological glitches or the boarding area becomes extremely busy.

“Information, communication and providing assistance to passengers is key,” says Vroonhoven.

“In both cases we need to explain exactly how the new gates work, what will be done with the biometric data and how long it will be stored on the airport systems. There should also be an option for passengers to pull out of the system if they decide after all that they are not comfortable with the new system having already started to use it.”

Early passenger reaction to the proof of concept pilots has been quite positive according to the airport. Passengers have said that it is simple and easy to use and more importantly is a good innovation to speed up the process. Some passengers described it as “convenient and a time saver” and one passenger who was travelling with a lot of luggage said the walk through aspect of the system meant that there was no risk of passengers losing either their passport or boarding pass while going through the process. One passenger said he was completely unperturbed by the facial recognition aspect of the system because he had been using his “fingerprints to check into his gym for years.”

Of course the system is still in the testing stage and is not the finished product. One delegate pointed out that at airports in other countries – Dubai and Hong Long for example – biometric enrolment systems operated so that passengers only have to enroll their details once to use those systems whereas in Schiphol passengers would have to enroll with the systems each time they airportfocusinternational.com

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entered the airport which could be many times a year for frequent flyers and business travellers or daily commuters.

Mr Vroonhoven accepted that was the case.

“Currently we envision that every time you enter the airport you have to enroll,” he said. “Whether that will stay in the future is up for discussion. We would like to have data in a secure place in order not to have to do that but that is not the first step in a project of this nature and to get to that stage [where biometrics are enrolled by each passenger once only] might take a long time.”

What impact will multiplexing have on the process? The current security set up at Schiphol has, since 2015, used a multiplexing process whereby remote screening is carried out at the airport security checkpoints. “We planned to have the remote screening in a different separate location,” he added “but for rotation purposes of staff at the checkpoint we found it better to have a system whereby the operator is in the security lane but is provided with images of all the security lanes in that checkpoint. Capability for sharing of images is still there but the operators are located within the checkpoint.”

How much will the new biometric systems cost if they are adopted throughout the airport and will other stakeholders – the government, border police and airlines for example – be expected to share the set up and running costs of the new system?

“This has all to be decided which is why we are in the proof of concept stage now,” says Vroonhoven.

“My board clearly wants to know what kind of investment we are looking at.” At this stage he admits it is difficult to say because you could have less than 10 gates operating the new system or more than 100 and each gate using it will add to the cost. airportfocusinternational.com

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Another issue is that not every one agrees that facial recognition is the best biometric to go with on mass enrolment applications. Some governments/ institutions opt for iris scans instead. Vroonhoven told delegates on this point that “according to the experts facial recognition was the emerging global standard. It is most likely the standard to follow and with our suppliers this technology is much further ahead in development than other biometrics.”

In fact, ICAO have stated a broad preference for use of facial recognition in airport and airline systems.

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INSIDER

WE’RE ON THE TRAIN TO

NOWHERE...

O

ne of the curious things about international travel and migrationary journeys is how accidents and sheer happenstance have shaped the world we live in. History is replete with examples of someone, somewhere getting off at the wrong stop, perhaps tired and weary, then looking around and thinking “this will just have to do” and going on to establish a new population, business or industry or simply just a point of interest on the map.

Did you know for example that the small, unremarkable south London suburb of New Malden has one of the largest populations of South Koreans outside South Korea? Now, how did that happen? This sleepy backwater, which you could argue is either just about in the county of Surrey or on the outer edge of the Greater London sprawl, has no remarkable land marks, points of great interest or features and is certainly not an area of great natural beauty (before the residents of New Malden write in to complain this is Insider’s personal opinion having lived there briefly some years ago).

Yet at some point in the relatively recent past, some South Koreans must have disembarked their flight at Heathrow or Gatwick, boarded a train to central London then got off several stops early. Finding themselves awestruck by their surroundings 34 / AF / Mar/Apr 2017

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they just might have said to one another: “Too beautiful, the promised land, somewhere we can put down roots and raise families.”

Several decades later the tiny municipality merits frequent mention in South Korean tourist guides to London and the south east of England. The point of this story of course is that since airports are often located outside big cities, necessitating a train or car journey to the main population centres, that journey can be quite significant. More than the airport itself, which tends to be similar the world over, that journey often shapes the traveller’s first impression of a country or city for better or worse. And as everyone in the travel industry knows, first impressions are very important.

This thought occurred to me on a recent journey on the Stansted Express late on a Sunday night while returning from a business trip abroad. This is a premium airport service that southbound terminates at Liverpool Street station. The price of a return economy ticket for a 25-minute ride is a whopping £28. Passengers who want to get off before the last stop can usually alight at Tottenham Hale for all stations to north London and beyond. Now Tottenham Hale is not New Malden, but it does boast a link to the London Underground system, a large, off-road car park and a dedicated and well used taxi rank for passengers getting off the train with airline style luggage.

On my journey, however, the train took a circuitous route for some reason that added at least 15 minutes to the journey and missed out Tottenham Hale altogether. The last stop before Liverpool Street was Seven Sisters. There were no announcements on the train at all or advice on what to do, so most of the passengers looking for the north London stop got off there. Now if Tottenham Hale is not be compared to New Malden, Seven Sisters is incomparable to Tottenham Hale.

There is no car park, no taxi rank, no amenities whatsoever. So on a wet Sunday night there were dozens of Europeans, Asians and Americans fresh off the plane from Stansted shuffling about and squinting upwards for a familiar sign or a vehicle with a yellow light. They must have been thinking the same thing: “Where in hell have I ended up?” airportfocusinternational.com

27-Mar-17 10:43:21 AM

ADVERTORIAL

T

he avaition industry is one of the most profitable in the UK that not only supports almost 100,000 jobs, but also plays an instrumental role in the development and sustainability of the economy.

The sector boasts a turnover of over £60 billion with annual exports of £26 billion*.

With around 39 skilled people required for just one aircraft to leave an airport, it’s no surprise this is an industry where talent is in high demand.

Why wait to start looking for the best talent?

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NEEDS It is vital businesses in the aviation sector prioritise recruitment to ensure the most suitable people work in the industry, and there is enough fresh talent to fill new roles. Lucy Dean, a senior consultant specialising in aviation for Encore Personnel, discusses the importance of having an effective recruitment process in place, and how this can benefit both business and employer.

Recruitment is often carried out on a reactive or last-minute basis, such as when an employee leaves, or a workforce needs to be increased during peak times of production.

This is particularly relevant to the aviation industry with proposed development set to take place at several UK airports. These plans could create 25,000 jobs in London alone, so it’s vital there are enough skilled people available to work within these roles.

Finding the right candidate can be tricky due to the stringent tests taken, references made and pre-requisite needed of being able to work in a fast-paced environment. The more in depth checks into the history of an applicant, including CRB, mean recruitment can be demanding.

Considering all options

Attracting suitable candidates can be tough – particularly when an organisation needs to recruit several employees at once. It has even been known for companies to widen their recruitment search to countries outside the UK. This isn’t necessary for the aviation industry though as many roles require skills that can be transferred from other jobs and sectors.

For example, anyone who has worked in a customer service or retail environment could be considered for passenger-facing roles in an airport, and additional training for freight roles is all that would be required for applicants with warehousing experience.

Looking for relevant characteristics is vital so people who may not have previously considered working within the aviation industry are encouraged to do so – and hopefully apply for a role that will lead to a longlasting career within this sector.

To work in the aviation industry, which is often fast-paced, people need to be productive and able to work in a high-pressured environment.

Excellent time management skills are essential, airportfocusinternational.com

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along with an understanding of health and safety, and awareness of the wider environment.

Recruiters need to make people aware of the benefits of working in aviation-related roles, highlighting the career and development opportunities within the industry. This is particularly relevant for candidates who may not think they have the suitable experience to apply for these positions. It is the role of the recruiter to promote the benefits, such as uniform allowances, shift work and progression opportunities through regular training, to attract suitable applicants.

As with any role, there is the risk of taking on the wrong people.

To reduce this, recruiters need to establish a strong working relationship with an employer so the attraction, recruitment and training processes are carried out efficiently and effectively. This can take up to three weeks per candidate, so it’s important companies consider recruitment on a continual basis.

The easy way to find the best people for the job

Working with recruiters who know the aviation industry is invaluable so they’re able to offer specialist support and guidance in employing the most appropriate people. Lucy Dean, senior consultant specialising in aviation for Encore Personnel has always lived in and around Heathrow. Being part of this community and having such a strong background in the industry means she can meet airlines and airports’ recruitment needs. Another advantage to working with an employment specialist, like Lucy, is all compliancerelated admin is carried out on an organisation’s behalf.

Act now

It is an exciting time for the aviation sector; it is growing and profitable, and there are many plans to make sure the UK has the capacity to meet increasing air travel needs of people from all over the world. New developments will create job roles, and it will be important they are filled to ensure airports and airlines can function to their full potential.

Working with recruitment experts who specialise in the aviation sector will enable businesses to employ talented people on a regular basis, easing the pressure of having to do this internally, thereby reducing the risk of a skills shortage.

Ensuring aviation-related businesses employ the most suitable people, whilst continually looking out for new talent ahead of when new roles are available will help the industry continue to thrive, develop and be one of the country’s most lucrative assets.

For further information and to contact Lucy visit: www.encorepersonnel.co.uk Mar/Apr 2017 / AF / 35

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