VIA DUBAI ENGLISH MARCH 2020

Monthly Newsletter issued by Dubai Civil Aviation Authority

www.viadubaionline.com

Issue 82 March 2020

Quantum Leap

Dubai is firmly marching ahead in its avowed mission to become a global centre of clean energy

COVID-19 Cuts Demand and Revenues Passengers in UAE airports are ‘happier’

UAE airlines launching three new routes Airbus demonstrates first fully automatic vision-based take-off

LED lights installed in Dubai airport’s airfield

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Inside DCAA

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DCAA Interview

Winter Camp Trip

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DCAA Receives Group of Students from Al Wahida High School

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International Women’s Day

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Middle East News 20

Brussels airport to have private 5G network

Opinions A global approach to identify hazards

Fatma Abdulla

We are very much on target on Emiratisation 8

MRO 21

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Angela Gittens

ATM 24

An Inclusive Sky

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Elaine L. Chao

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Technology 26

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Message

from the President

Sustaining Success

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chieving success is hard and sustaining it is even harder. It is tough to be number one and staying there even harder. In the highly-competitive aviation industry, a couple of cities have been creating history with their breakthrough successes. A growth mindset and dedication to excel help in reaching the full potential.

Vision, hard work, determination and performance excellence are required to gain success. Maintaining success is far more difficult than achieving it as it requires even more hard work and excellence in every aspect.

The emergence of Dubai as a leading global aviation centre is the result of a “carefully constructed and well executed” model which effectively harnesses its geo-centric location and a customer-centric focus. The aviation will contribute US$88.1 billion or 45 per cent of Dubai’s GDP by 2030.

As passenger traffic skyrockets and aircraft clog skies, new opportunities and challenges emerge. Airports are navigating through unprecedented changes and technology disruptions.

As the global economy becomes more connected, the industry is widely impacted. The challenging business landscape has not deterred Dubai aviation stakeholders from continuing their march ahead. Dubai International Airport is continuing its progress ahead.

In 2014, Dubai’s success surprised the world when it moved to the 7th busiest from 10th slot after being one of the three fastest-growing airports in the world. A year later, it overtook London Heathrow which stood as the world’s number one airport for international travellers for about a decade and a half. DXB continued to retain its well-deserved crown for the sixth successive year in 2019.

Ahmed bin Saeed Al Maktoum

The remarkable achievement came when DXB received 70.5 million passengers for the full-year 2014. This historic milestone is the culmination of over five decades of double-digit average growth. In 2018, DXB recorded its one billionth passenger. In 2019, the airport played host to 86,396,757 passengers.

The aviation industry in the emirate has been gaining strength and expanding each passing year. It has remained in the midst of spectacular growth in line with the government’s vision of transforming Dubai into the global aviation hub. Dubai’s success stems from a clear vision, careful planning, and collaborative execution. It has taken years to build our critical competencies and infrastructure.

As the world is increasingly becoming mobile more and more people are taking to air travel. We are working on an ambitious roadmap to boost aviation growth in the emirate.

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Message

from the Director General

Zooming Ahead

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ubai has achieved an amazing all-encompassing aviation growth and continues to be looked at as an inspiration and differentiator. The emirate believes a healthy and well-managed aviation sector, supported by good policy-making and regulations, is vital to the economy.

Aviation is projected to contribute 45 per cent of Dubai’s GDP by 2030. Ranked the world’s third largest airport for passenger traffic after Atlanta and Beijing, Dubai now boasts three terminals, including the world’s first and largest A380 terminal.

It already had its billionth passenger, a milestone which only 10 countries had achieved till now. Great organisations require oodles of discipline to achieve the goals. They have aspirations to best serve, innovate and grow. The aviation industry has been maintaining spectacular growth in line with the vision of transforming Dubai into the global aviation hub.

The year 2019 was no different. DXB has retained the title as the world’s busiest for international passengers for the sixth successive year. DXB would have attracted more passengers if the 45-day closure of the airport´s south runway to enable its refurbishment had not happened.

It breached the eight million passengers mark in July and August. Our ANSP handled a total of 373,262 flight movements. Airfreight volume of 2,514,918 tonnes was handled during the year. It also welcomed three new airlines and added seven new routes from DXB, taking the total number to 240 destinations.

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Mohammed Abdulla Ahli

With Expo 2020 starting in October for a six months run, DXB will see more air traffic. There is no doubt that Dubai will continue flying high with everyone contributing towards its journey of success. The Authority has been in the forefront of Dubai aviation’s inspiring success story. It has been forecast that Dubai airports will see a passenger demand of more than 190 million passengers a year by 2030.

This is expected to climb to over 260 million by 2040 and as high as 309 million by 2050. Open Skies policy has remained part of our winning strategy for the civil aviation development, alongside massive investments in airports and airspace management and expansion of air connectivity to the world. DXB is gaining growth through efficiencies in processes. We are making our facilities more customer-centric and improving their capability to overcome the challenges.

In 2007, the functions of the Department of Civil Aviation were restructured. Accordingly, the Dubai Civil Aviation Authority (DCAA) was established as a regulatory body, by a decree of H.H. Sheikh Mohammed Bin Rashid Al-Maktoum, Ruler of Dubai, on proclamation of law No. 21 of 2007, as amended by law No. 19 of 2010, to undertake development of Air Transport Industry in the Emirate of Dubai and to oversee all aviation-related activities.

CONTENTS

Inside DCAA 06

Winter Camp Trip

07

International Women’s Day

06

DCAA Receives Group of Students from Al Wahida High School

Via Dubai is the official bilingual monthly newsletter of DCAA, designed to highlight the initiatives and developments in the aviation industry and act as a knowledge-sharing platform for all the stakeholders and aviation professionals.

General Supervision Mohammed Abdulla Ahli Coordinator Hanan Al Mazimi Creative Manager Mohammed Al Jarouf

DCAA Interview

Marketing Manager Fahed Mohammed E-mail: viadubai1@naddalshiba.com Legal Disclaimer

The views expressed in the articles are of the writers and not necessarily belong to DCAA. We take all reasonable steps to keep the information current and accurate, but errors can occur. The information is therefore provided as is, with no guarantee of accuracy, completeness or timeliness.

The DCAA or Via Dubai does not warrant or assume any legal liability or responsibility for the quality, accuracy, completeness, legality, reliability or usefulness of any information. Via Dubai does not endorse or recommend any article, product, service or information mentioned in the newsletter. Any perceived slight of any person or organisation is completely unintentional.

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Editorial, Production, PR & Marketing Nadd AlShiba PR and Event Management

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Fatma Abdulla

We are very much on target on Emiratisation

UAE News 14 LED lights installed in

Dubai airport’s airfield

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Passengers in UAE airports are ‘happier’

Our Vision

The World Airport, Dubai

Our Mission

To achieve leadership and ensure sustainability in the field of safety, security and environmental protection in the civil aviation sector and to support an attractive investment environment for the aviation industry .

Toll Free:80083222 Contact number:+97147770000 Fax:+97142244573 Email: info@dcaa.gov.ae; dcaa@dcaa.gov.ae http://www.facebook.com/dcaadubai

DCAA website:www.dcaa.gov.ae Working Hours:Sunday – Thursday, 0730 - 1430 (GMT+4) Location:Dubai International Airport, Terminal (1), Level (1), Gate no. (4), (Arrivals Side) P.O. Box:49888 Dubai - United Arab Emirates twitter.com/dcaadubai

September 2020

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youtube.com/user/dcaadubai

Inside DCAA

Winter Camp Trip

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he Dubai Civil Aviation Authority (DCAA) has organised a winter camp trip for its employees.

The camp was attended by H.E. Mohammed Abdulla Ahli, Director General of the Authority, the Executive Directors and a number of the Authority’s employees and their families, where the trip included a number of recreational activities and various events.

This annual gathering falls in the framework of the community initiatives annually organised by the Authority with the aim to enhance the continual communication between the employees.

DCAA Receives Group of Students from Al Wahida High School

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s part of the activities of the Month of Innovation, the Dubai Civil Aviation Authority (DCAA) received a group of students from Al Wahida High School for boys.

goods by air and the means to control them. The workshop was addressed by Mr Ahmed Al Hamadi, Head of the Dangerous Goods Section in the Authority.

Mr Mohammed Abdulla Lengawi, Executive Director, Aviation Security and Accident Investigation Sector, Dubai Civil Aviation Authority, welcomed the group whose members then attended an introductory workshop on dangerous goods handling, the smart electronic systems used to transport dangerous

The visit also included a familiarisation trip to Dubai Cargo Village to introduce the students to the systems in place by Emirates Airlines.

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The visit aims to build awareness, disseminate aviation culture and make use of the insights of the

younger generations in creating a stimulating environment to support the vision of the UAE aiming to transform innovation into a working methodology and community culture.

Inside DCAA

International Women’s Day T he Dubai Civil Aviation Authority celebrated the International Women’s Day, which falls on the eighth of March of each year. Gifts were distributed to the employees of the authority. This day highlights the role of women and their contribution to serving society in all fields.

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DCAA Interview

Fatma Abdulla, HR Recruitment & Services Senior Executive with (Human Resources Recruitment and Services Section ), DCAA

We are very much on target on Emiratisation

The HR & Recruitment section of the Dubai Civil Aviation Authority (DCAA) does its duty diligently to achieve the Emiratisation goal and to keep the Authority efficient by finding the right kind of candidates.

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he growth and success of an Authority depend on the kind of employees and their effective deployment. The HR department assumes a very important role in increasing the efficiency of the Authority . The Human Resources Recruitment and Services Section of the Dubai Civil Aviation Authority (DCAA) performs this duty diligently which keeps the Authority efficient and successful.

Fatma Abdulla, HR Recruitment & Services Senior Executive with the Human Resources Recruitment and Services Section of the DCAA, spoke to Via Dubai on the crucial activities of the section that empower the Authority to contribute to the progress of the aviation industry and the economy at large.

to prepare the new generation of Emiratis to take up responsible jobs in the aviation sector. As part of it DCAA has participated in ( Dubai Career Fair) to strengthen the Emiratisation strategy by attracting Emirati talents in the field of civil aviation for leadership, managerial and technical positions.

Excerpts from the interview:

Are there enough Emirati candidates approaching the DCAA for being deployed?

There are many qualified Emiratis ready to take up job with the DCAA. There is already an aviation college and many universities and institutions offering aviation course. We usually have programme for internship or work placement. We always tried to attract those students to work in aviation field and to join DCAA.

What is the progress of emiratisation in DCAA? Emiratisation is one of our priorities and we are very much on target. We have actively started it in 2018 in line with Dubai government policy on Emiratisation. We are in the midst of our 2018-2022 Emiratisation strategy. It basically started from administration jobs reaching to core businesses, including technical and managerial.

We want to attract Emiratis to contribute towards further building Dubai’s aviation sector, which now forms a significant part of the economic growth. Our aim is

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Mainly we are depending on the Dubai career website, like many other government departments. That’s the main source of all the CVs. That also depends on the positions we are posting. We then categorise our requirements.

What are the skill development plans for employees?

We have induction program when the candidates newly join the authority. We do have a succession plan for the critical jobs and we give special training to some employees to take up the critical jobs.

DCAA Interview

We encourage innovation and inculcate the culture of innovative thinking Fatma Abdulla

Technology is changing constantly. New technologies such as artificial intelligence, blockchain, robotics are increasingly used, which will make some positions redundant.

How do you address this issue?

Under the smart government initiative, we have a training programme to upgrade the skills of our people to take up those special tasks that require technological knowledge and skills.

It’s as important to retain staff as to attract new skilled talent. There may be cases when the employees want a change for better career

prospects, position, etc. What’s your strategy to retain them?

First of all we offer a career growth for those who stay with the DCAA. Another thing is when we advertise for positions, DCAA employees are encouraged to apply for suitable positions of their choice. We give the opportunity for the internal staff to prove themselves.

We also encourage our staff to get certification in their respective fields for career growth within the authority.

How do you keep your employees happy?

Happiness is the keyword for the government. In fact we do have a team called Happiness Team to keep our employees happy and satisfied to make them more productive. The employees will have the feeling of happiness and will give their best, quality work and innovative thinking.

Innovation is the in-thing. How do you encourage the employees to come out with innovative ideas?

We encourage innovation and inculcate the culture of innovative thinking. We also have an innovation initiatives yearly to recognize the innovative talents of our employees ideas.

Almost all authorities have the system of exit interview to know from the outgoing employees the reason for their leaving so that the authority can take measures to retain staff and formulate the HR policy. Does DCAA have such a system?

When an employee decides to leave the DCAA, we send them a resignation form to state the reasons for their leaving. And at the exit interview stage we seek to know the real reason for the employee’s decision to leave. Then, we analyze the feedback and set new goals to improve the work environment to sustain our staff.

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Cover Story

Quantum Leap

Dubai is firmly marching ahead in its avowed mission to become a global centre of clean energy

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he global demand for electricity is increasing about twice as fast as the overall energy use.

Nuclear is the world’s second largest source of low-carbon power. Nuclear power plants are operational in over 30 countries worldwide since 1951 when electricity was generated for the first time by a nuclear reactor in the US. It became the world’s first electricitygenerating nuclear power plant when it produced sufficient electricity to illuminate four 200-watt light bulbs.

In 2018, nuclear plants supplied 2563 terawatt-hour (TWh) of electricity, the sixth consecutive year that global nuclear generation has risen. Twelve countries, in 2018, produced at least one-quarter of their electricity from nuclear. In 2017, 65 percent of electricity globally was generated from the burning of fossil fuels.

The London-based World Nuclear Association has proposed the addition of 1000 GWe of new nuclear capacity by 2050.

This would require adding 25 GWe per year from 2021, escalating to 33 GWe

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per year. Providing one-quarter of the world’s electricity through nuclear would substantially reduce carbon dioxide emissions and have a very positive effect on air quality.

Climatically, nuclear power is a low-carbon technology and can therefore be a viable option for the de-carbonization of the world’s major economies over the following decades. Without a significant increase in the deployment of nuclear power, it will be difficult for the world to secure sufficient energy to achieve sustainable development and to mitigate climate change, according to the International Atomic Energy Agency (IAEA).

The Vienna-based agency says nuclear power produced about 10 percent of the world’s electricity, accounting for around one-third of all low-carbon electricity.

The world’s 452 operating nuclear power reactors have a near record level of 399.7 GWe total net installed capacity.

The new projections to 2030 see generating capacity increasing by 25 percent in the high estimate. By 2050, it is seen rising by 80 percent in the high case. The world demand for energy is projected to rise by about 50 percent by 2030 and to nearly double by 2050.

The Gulf countries began looking at nuclear energy only in the early 21st century. In December 2006, they jointly commissioned a study on the peaceful use of nuclear energy. A year later, they agreed with the IAEA to cooperate on a feasibility study for a regional nuclear power and desalination program. In mid-2008, the UAE appointed an ambassador to IAEA.

Cover Story

That year, the UAE independently published a comprehensive policy on nuclear energy. This projected escalating electricity demand to over 40 GWe in 2020, with natural gas supplies sufficient for only half of this.

Nuclear power ‘emerged’ as a proven, environmentally promising and commercially competitive option which could make a significant base-load contribution to the UAE’s economy and future energy security.

Accordingly, and as recommended by the IAEA, the UAE set up the Emirates Nuclear Energy Corporation (ENEC) to evaluate and implement nuclear power plants within the uae. By mid-2009, the UAE selected a Korean consortium for four reactors, to be built at one site. The value of the contract for the construction, commissioning, and fuel loads for four units was about US$20.4 billion.

The consortium also expects to earn another US$20 billion by jointly operating the reactors for 60 years. In November 2013, Dubai set a target of 12 percent of its electricity supply capacity to be nuclear by 2030. Two years later, Dubai Clean Energy Strategy unveiled plans to produce 75 per cent of the emirate’s energy requirements from clean sources by 2050. Up to US$163.3 billion will be invested in generating power from clean energy sources.

The strategy is set to revolutionise the energy sector over the next three decades, with an overarching goal being the UAE having the smallest carbon footprint in the world by 2050. The strategy also aims to make Dubai a global centre of clean energy and green economy.

The infrastructure pillar includes initiatives such as Mohammed Bin Rashid Al Maktoum Solar Park - the

largest generator of solar energy in the world from a single location - with a capacity to produce 5,000 MW by 2030.

One of the Strategy’s five pillars is focused on creating an environment friendly energy mix comprising solar energy, nuclear power, clean coal and gas by 2030.

The mix will gradually increase the employment of clean energy sources to 75 per cent by 2050. In 2017, the UAE produced 134 TWh of electricity, all from fossil fuels. The UAE embarked upon a nuclear power program. It accepted a US$20 billion bid from a South Korean consortium to build four commercial nuclear power reactors for a total 5.6 GWe at Baraka, a sprawling site about 300 kilometres west of Abu Dhabi city.

Construction of Unit 1 is now complete and expected to go online this year.

A new UAE energy plan involves investment of US$163 billion by 2050 to achieve half of its energy being from nuclear power and renewables. Dubai is projected to have up to 8.5 percent of its energy mix coming from clean energy sources by 2020.

Dubai has been reviewing the progress of its clean energy strategy at the highest level. His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of Dubai Executive Council, said significant progress in the clean energy sector has been progressing well.

Dubai has been awarded the World Platinum Cities Rating - Leadership in Energy and Environmental Design (LEED), thus becoming the first city in the Arab world and the Middle East and North Africa (MENA) to receive this classification. Dubai is working to consolidate its position as a global centre for sustainable development, clean energy and green economy.

Dubai has been reviewing the progress of its clean energy strategy at the highest level The review takes into account the progress being made in line with the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai, to transform Dubai into a global centre for clean energy and green economy.

He reviewed the progress of Baraka project, coinciding with the issuance of a license to operate its first nuclear power station.

His Highness Sheikh Hamdan remarked: “The UAE has established new standards in the field of peaceful nuclear energy, and has set a model for developing distinguished projects to diversify energy sources and support the country’s growth over the coming decades.

The UAE has demonstrated once again its ability to challenge and anticipate the future, and has made qualitative leaps in its vision and strategy for energy security in the future.”

The UAE is the first Arab country to deliver safe, clean and peaceful nuclear energy. Nawah Energy, a subsidiary of ENEC for the operation and maintenance of nuclear energy plants, has confirmed the World Association of Nuclear Operators (WANO) has cleared Unit 1 of Barakah as ready for start-up.

The plant’s four nuclear reactors will supply up to 25 percent of the UAE’s electricity needs. Nawah will generate up to 5,600 megawatts of energy from these units.

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UAE in Focus

Ebullient Airport

DXB has retained its well-deserved crown as the world’s number one airport for international passengers for the sixth successive year

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he world literally stopped in their tracks in utter amazement when Dubai, an ebullient, lively and cosmopolitan city-state, overtook London Heathrow as the world’s busiest airport for international passengers in 2014 itself as its status as a global crossroads soars.

London Heathrow had long been the top airport when counted only by passengers flying on international flights. The startling achievement came when DXB recorded 70.5 million passengers for the full-year 2014, a six percent increase over 2013 while London Heathrow posted 68.1 million international passengers.

A Heathrow spokeswoman told Reuters at that juncture: “Britain has benefited from being home to the world’s largest port or airport for the last 350 years.

But, we have inevitably lost our crown to Dubai.”

“This historic milestone is the culmination of over five decades of double-digit average growth,” His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai Civil Aviation Authority (DCAA), Chairman of Dubai Airports and Chairman and Chief Executive of Emirates Airline and Group, remarked then.

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At the end of 2018, DXB recorded its one billionth passenger. The following year, the airport outranked other airports in the OAG Megahubs Index for the 50 most-internationally connected airports in the world. The list compared the number of scheduled connections to and from international destinations with the number of destinations from the respective airport. When juxtaposed with other airports in the Middle East and Africa, DXB ranked first in terms of international connectivity. It was the only airport from the Arab world to make it to the Top 50.

Dubai’s story has remained one the most successful in the world. Even in the current climate of global economic slowdown, geopolitical risks and trade tensions, its two international airports and two global airlines continue to remain arguably in shipshape. DXB has continued to remain an ebullient airport despite the decelerated passenger numbers last year.

Dubai’s story has remained one the most successful in the world Its growth phase will continue in the next decade as well with ongoing expansions taking off. The traffic performance witnessed DXB maintaining the tempo due to its efficiency, connectivity, improvement in service quality and better passenger experience.

Established in 1960 with a compact sand runway, Dubai International, now with three expansive and swank terminals, has been heading to become the busiest airport in the world in the next decade. It took 51 years to mark its 500 millionth passenger, but only an additional seven years to reach the one billionth mark.

UAE in Focus

London (3.6 million), Mumbai (2.3 million) and Riyadh with 2.2 million passengers.

Passenger arrivals in Dubai reached a record 16.73 million passengers last year, up 5.1 percent on 2018. The year was also exceptional in terms of customer service with shorter wait times, recordbreaking baggage performance and new retail and food and beverage offerings.

During the fourth quarter of 2019, DXB welcomed 21.9 million passengers taking the average monthly passenger numbers at the hub to 7.2 million for the year. The airport also breached the eight million passengers mark twice during the year (July and August).

Today, Dubai is among the Top 20 busiest airports in the world by passenger numbers after Atlanta’s Hartsfield-Jackson and Beijing Capital airports which, according to ACI, handled over 107 million and 100 million passengers, respectively.

Atlanta holds the crown since the year 2000. Dubai climbed the ranks from number six in 2014 to number three in 2015 when it handled 78 million passengers and over 400,000 aircraft movements.

Dubai International remained the world’s busiest for international passengers for the sixth successive year. The airport’s performance is still six million passengers more when compared with second-placed Heathrow Airport.

India accounted for the largest number of passengers using Dubai airport, with 11.9 million. Saudi Arabia provided the second largest, with 6.3 million, narrowly ahead of the UK’s 6.2 million.

Other destination countries of note include China (3.6 million) and the US (3.2 million). The top three cities were

DXB handled a total of 373,261 flight movements during the year, while the average number of passengers per flight increased to 239, up 5.8 per cent annually.

Waiting Times were also reduced by 15 per cent in 2019. Over 73 million bags also passed through the airport’s 175-kmlong baggage system during the year with a record delivery success rate of 99.96 per cent. DXB handled an airfreight volume of 2,514,918 tonnes during the year.

The airport strengthened its restaurant and bar offerings with 44 new outlets along with 29 new retail experiences.

DXB already has its own resident DJ and regular musicDXB concerts.

During the year, it also welcomed three new airlines and added seven new routes from DXB, taking the total number to 240 destinations around the globe.

Both Dubai International and Dubai World Central have joined an exclusive club of 57 airports globally by achieving Level 3 of ACI’s Airport Carbon Accreditation Programme.

“Dubai’s success”, according to His Highness Sheikh Ahmed, “stems

DXB handled a total of 373,261 flight movements during the year from a clear vision, careful planning, and collaborative execution. It is no accident that we are a global aviation hub today.

It has taken us years to build up the critical competencies and infrastructure that we have today, and we now have a solid base on which to further develop.”

His Excellency Mohammed Ahli, Director General of DCAA, adds: “There is no doubt that Dubai will continue flying high with everyone contributing towards its journey of success. The Authority has been in the forefront of the Dubai aviation’s inspiring success story.”

According to an Airbus study, Dubai, by 2033, will be among the 91 ‘Aviation Mega Cities’ in the world, accounting for 2.2 million daily long haul passengers traffic to, from and via these super hubs.

There were only 42 Aviation Mega Cities in 2013.

These ‘Aviation Mega Cities’ will account for 95 per cent of long-haul traffic in the world, which by 2020 will have a total population of 9.3 billion, remarked the world’s leading commercial aircraft manufacturer.

The emirate is constructing what has been billed as the world’s biggest aerotropolis.

Situated on a 140 square kilometre site to the south of Dubai, Al Maktoum International, on full completion, will be 10 times larger than the site of Dubai International, making it the world’s largest airport and the world’s largest intercontinental hub. In 2015, Dubai revised the airports growth projections to 200 million by 2030.

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UAE in Focus

LED lights installed at Dubai airport’s airfield

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ED lights have been installed at the Dubai International Airport’s apron and aircraft parking areas. The LED lights are expected to lead to total energy savings of around 7,000MWh a year, which is equivalent to cutting 495 metric tonnes of CO2 emissions.

Under the project, 1,880 conventional 1,000W and 2,000W light fixtures in the apron and parking areas were replaced with

Etihad Aviation gets EASA approval for pilot training

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tihad Aviation Training, the specialist training division of Etihad Aviation Group, has become the first aviation company in the Middle East to gain approval from the European Aviation Safety Agency (EASA) to train Boeing 777 and 787 pilots for European operators and carriers.

Etihad Aviation Training is also EASA designated as an Approved Training Organisation for pilots of Airbus A320, A330 and A340 aircraft. Etihad Aviation Training has 11 full motion training simulators, including five for Boeing 777 and 787 training, as well as fixed base devices, and training teams include senior pilots actively flying for Etihad Airways.

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1,000 new high-performance LED light fixtures. This change to energy-efficient LED lights will decrease loads to 810kW from 2,200kW, which is a 63 percent drop in yearly consumption.

The project was implemented under last year’s agreement with Etihad Energy Services Company for the installation of LED lights to replace 150,000 light fixtures across the airport.

Passengers in UAE airports are ‘happier’

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new research from Collinson has shown the extent to which a great kerbside experience means larger revenues for airport operators. This year’s ‘Airport Journey’ report says they enjoy the airport experience.

The research reveals that airport satisfaction really does matter. Nearly 88 percent who routinely spend over US$200 at the airport say the airport experience is an enjoyable part of the journey.

On the other hand, the least satisfied travellers are also the ones who spend less than US$28, among whom only 40 percent say they enjoy the airport experience. The UAE has three airlines with global reach – Emirates Airline, Etihad Airways and Air Arabia – and the country continues to spend heavily on the expansion and improvement of its airport infrastructure.

Abu Dhabi Airports awards retail spaces at Midfield Terminal

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bu Dhabi Airports has awarded two retail unit spaces in the upcoming new Midfield Terminal at Abu Dhabi International Airport to the Lulu Group (Lulu), a diverse conglomerate headquartered in Abu Dhabi with a strong retail presence in the UAE, the GCC and globally.

The units are for a specialist gifting retail space and a dedicated non-food department store encompassing a total of 1,833 square meters.

Lulu is an addition to an exciting line up of brands at the Midfield Terminal, which includes 28,000 square meters

of retail space for duty free shopping, dining, relaxing and entertainment, catering to the diverse needs of airport’s passengers.

The Midfield Terminal is one of the region’s most significant aviation infrastructure projects.

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UAE in Focus

March 2020

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Report

COVID-19 Cuts Demand and Revenues

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he International Air Transport Association (IATA) announced that its initial assessment of the impact of the Novel Coronavirus 2019 outbreak (COVID-19) shows a potential 13% full-year loss of passenger demand for carriers in the Asia-Pacific region.

Considering that growth for the region’s airlines was forecast to be 4.8%, the net impact will be an 8.2% full-year contraction compared to 2019 demand levels. In this scenario, that would translate into a $27.8 billion revenue loss in 2020 for carriers in the Asia-Pacific region—the bulk of which would be borne by carriers registered in China, with $12.8 billion lost in the China domestic market alone.

by an equally quick recovery. In 2003, SARS was responsible for the 5.1% fall in the RPKs carried by Asia-Pacific airlines.

In the same scenario, carriers outside Asia-Pacific are forecast to bear a revenue loss of $1.5 billion, assuming the loss of demand is limited to markets linked to China. This would bring total global lost revenue to $29.3 billion (5% lower passenger revenues compared to what IATA forecast in December) and represent a 4.7% hit to global demand. In December, IATA forecast global RPK growth of 4.1%, so this loss would more than eliminate expected growth this year, resulting in a 0.6% global contraction in passenger demand for 2020.

It is premature to estimate what this revenue loss will mean for global profitability. We don’t yet know exactly how the outbreak will develop

These estimates are based on a scenario where COVID-19 has a similar V-shaped impact on demand as was experienced during SARS. That was characterized by a six-month period with a sharp decline followed

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The estimated impact of the COVID-19 outbreak also assumes that the center of the public health emergency remains in China. If it spreads more widely to Asia-Pacific markets then impacts on airlines from other regions would be larger.

Airlines have developed standards and best practices linked to the International Health Regulations (IHR) to manage effectively and efficiently in times of public health emergencies and whether it will follow the same profile as SARS or not. Governments

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will use fiscal and monetary policy to try to offset the adverse economic impacts. Some relief may be seen in lower fuel prices for some airlines, depending on how fuel costs have been hedged.

“These are challenging times for the global air transport industry. Stopping the spread of the virus is the top priority.

Airlines are following the guidance of the World Health Organization (WHO) and other public health authorities to keep passengers safe, the world connected, and the virus contained. The sharp downturn in demand as a result of COVID-19 will have a financial impact on airlines—severe for those particularly exposed to the China market. We estimate that global traffic will be reduced by 4.7% by the virus, which could more than offset the growth we previously forecast and cause the first overall decline in demand since the Global Financial Crisis of 2008-2009. And that scenario would translate into lost passenger revenues of $29.3 billion.

Airlines are making difficult decisions to cut capacity and in some cases routes. Lower fuel costs will help offset some of the lost revenue. This will be a very tough year for airlines,” said Alexandre de Juniac, IATA’s Director General and CEO.

Advice to Travelers

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he WHO has not called for restrictions on travel or trade.

Indeed, air transport plays a major role—bringing medical staff and supplies to where they are needed.

Alexandre de Juniac

have learned a lot from previous outbreaks. And that is reflected in the IHR. Governments need to follow it consistently,” said de Juniac.

• Leadership: It is also important for governments to take leadership in shoring up their economies. The Singapore government, for example, is allocating SGD 112 million to provide financial relief to airlines struggling to economically maintain connectivity.

“Airlines and governments are in this together. We have a public health emergency, and we must try everything to keep it from becoming an economic crisis. Relief on airport costs will help maintain vital air connectivity. Other governments should take good note and act quickly,” said de Juniac.

WHO has published extensive advice to travelers on its website.

Passengers should be reassured that cabin air is filtered, that aircraft are cleaned in line with global standards, that key airports have implemented temperature screening for travelers and that airline staff and crew are trained to deal with the rare case of a passenger presenting with symptoms of infection.

“If you are sick, don’t travel. If you have flu-like symptoms, wear a mask and see a doctor. And when you travel wash your hands frequently and don’t touch your face.

Observing these simple measures should keep flying safe for all,” said Dr. David Powell, IATA’s Medical Advisor.

Role of Governments Governments have an important role to play in this crisis: • Operations: Airlines have developed standards and best practices linked to the International Health Regulations (IHR) to manage effectively and efficiently in times of public health emergencies. Airlines, therefore, depend on governments to also follow the IHR so we have an effective global approach to containing the outbreak. “We

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Interview

FSA model not right for short-haul routes In an interview, Peter Foster, President and CEO of Air Astana, says flexibility is the secret to success. Edited excerpts from IATA’s Airlines magazine Nestled between Europe, Asia and the Middle East, Kazakhstan holds many interesting opportunities for its flag carrier Air Astana, including its newly-launched LCC. Is cost discipline the main reason for a strong performance in 2019?

Air Astana had a much better year in 2019, especially from June onwards, and many elements contributed to this.

Fuel prices were certainly a big help.

The average price was approximately 15 percent lower in 2019 than in 2018.

But we also restructured to bring non-fuel costs down. Our network and connectivity were realigned. In the summer season, we cut back our scheduled services and ran more charter flights to holiday destinations.

That was very successful. Also, once the Pakistan-India airspace issues were resolved, India has been an excellent market for us.

Air Astana is also renewing its fleet and we have a number of new fuel-efficient aircraft that have contributed to our results. On top of all this, our LCC, FlyArystan, has exceeded expectations.

What was the rationale behind FlyArystan?

Our rationale was originally defensive.

Air Astana began operations in 2003 and until 2010 we had a monopoly on domestic routes. The market was deregulated in 2011.That led to plenty of competition. By 2018, our share of the domestic market had halved. It was also becoming obvious that the Full Service Airline (FSA) model wasn’t right for short-haul routes anymore.

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We studied the market and concluded that an LCC would have a positive effect on the market. We began services from May 2019 with two Airbus A320s and two more were added by December.

The response from the market has been far above expectations and load factors are averaging 94 percent. We were fully aware that a hybrid model or having the LCC managed by the parent airline has generally proved unsuccessful.

It was decided that the LCC had to operate independently, but despite that the parent airline retains ultimate control. Most decisions will be made by the LCC alone. Of course, Air Astana owns the LCC and it’s absurd to think we would not maximize synergies. We have to make sure that it is the Air Astana Group that benefits overall. But it will be a very light touch.

Are the airframe manufacturers meeting your needs?

We’re moving to a primarily Airbus neo fleet. A320 and A321 neos will be the bedrock of the Air Astana fleet. There will be a point where a significant fleet expansion is needed for FlyArystan.

We’ll decide in 2020.

The new Embraers are entering the Air Astana fleet on schedule. But the neo program is significantly delayed. It

means that we have had to delay route expansion plans and we are extending the life of our Boeing 757s far beyond their planned retirement dates.

It was expected that the 757s would all be retired by now but it’s likely that a small number will still be operating through 2020. It’s expensive to maintain the 757 engines, and we haven’t been able to retrain our crews as anticipated.

Is the local infrastructure meeting your needs?

Infrastructure is a mixed bag. Astana is fine and has been developed but there hasn’t been any terminal expansion at Almaty in the 14 years that I have been in charge of Air Astana. It is a problem that will only become more intense as FlyArystan expands.

There are some discussions about the ownership of the airport but whomever owns it must commit to expanding it. Without the right development, air travel in Kazakhstan will not meet demand and the industry will not be able to deliver its many social and economic benefits.

FlyArystan is based at Almaty at the moment but in 2020 it will have two new bases in Karaganda and Aktobe.

There has been investment in these airports, and they may become the LCC’s main hubs.

Interview

London Heathrow on track to open new runway in 2026 In an interview, John Holland-Kaye, CEO of London Heathrow Airport, discusses the progress on the new runway and other initiatives. Edited excerpts from the Passenger Terminal Today

How is Heathrow performing at the moment?

Heathrow wrapped up another landmark year. We are consistently improving services and delivering better value for money. Our service transformation is down to the outstanding team across Heathrow.

I think the people that work at Heathrow are what makes the difference, and I am very proud that our team is constantly striving to give passengers the best airport service in the world.

We use a range of passenger research to find out what we need to improve and work with our partners to make things better. Last year, we have made good progress in three critical areas – connections, special assistance for passengers with reduced mobility and hidden disabilities, and immigration.

The UK Parliament has voted overwhelmingly in support of Heathrow’s expansion, and we are now getting on with delivering the new runway.

What key areas are you investing in?

We are developing plans to serve more passengers from our current terminals, to meet demand before the new runway opens. We are pioneering new security screening technology, which would allow passengers to keep laptops and liquids

in bags. We have also been working with IATA to develop an end-to-end biometric journey through the airport.

Trials are still underway and in early stages.

The £50 million investment will help to bring biometric authentication to every stage of the departing passenger’s journey, from check in, to bag drop, all the way to the departure gate. Currently passengers need to keep producing their passports and boarding cards at each touchpoint in their journey to prove their identities.

With this change, facial recognition will be used throughout the airport, potentially cutting journey times by a third. Furthermore, as part of our Heathrow 2.0 plan for sustainable growth, we are working to reduce the impact of aviation on the climate.

We incentivize airlines to bring their cleanest and quietest aircraft to Heathrow, and have recently announced a prize worth up to £1 million for the first commercial electric-hybrid aircraft.

We are also converting all of our vehicle fleet at the airport to electric or hybrid – not just cars, but HGVs and even fire tenders.

What single piece of technology has had the biggest impact on the passenger experience?

For Heathrow it is our Airport

Operations Centre (APOC). We opened APOC in 2014 and it is the nerve centre of our whole operation.

APOC brings all the data around the airport together and is able to see the complete Heathrow picture.

Multiple stakeholders are represented in APOC, including airlines, NATS, UK Border Force, the Metropolitan Police and the Highways Agency, which keeps everyone in the loop with the most up-to-date information, making us more flexible and resilient.

As APOC comes into its own, passengers will continue to experience smoother, easier journeys, even on days when there are disruptions. Other new technologies are also starting to make an impact on the passenger experience.

Our Amazon Alexa Skills means customers can receive instant information about live flight times even from the comfort of their own homes.

We’ve also partnered to enhance our digital terminal maps, helping customers to navigate the airport and find the amenities, restaurants, retail and offers that are closest to them at any given time. Finally, we now offer a pre-order food service to passengers, which enables them to enjoy the fantastic range of dining options regardless of time constraints.

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Middle East

Oman airports handled 16 million passengers

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he total number of passengers travelling through the Sultanate of Oman’s airports in Muscat, Salalah, Sohar and Duqm by the end of November 2019 reached 16.21 million.

The number of flights landing and departing from Muscat, Salalah and Sohar airports reached 104,830, according to the National Centre for Statistics and information (NCSI).

The total number of passengers at Muscat International Airport rose to 14.63 million passengers and the number of flights stood at 107,759 flights, including 98,194 international flights. The total number of international passengers at the Muscat International Airport reached 13.60 million passengers. This included 6.77 million passenger arrivals, 6.80 million passenger departures, and 22,968 passenger transits.

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oyal Jordanian is preparing to embark on a major narrowbody fleet renewal project aimed at improving the airline’s efficiency and inflight product.

Meanwhile, domestic flights at Muscat International Airport fell to 9,565 flights.

The total number of domestic passengers at Muscat International Airport fell to 1.03 million passengers.

This included 511,590 passenger arrivals and 518,563 passenger departures. The total number of passengers at the Salalah International Airport fell to 1.25 million passengers, while the total number of flights stood at 10,904 flights.

Green light given for giant cargo terminal at Riyadh airport

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audi aviation authorities have given a take-off clearance for the building of a giant cargo terminal at King Khalid International Airport in Riyadh.

The General Authority of Civil Aviation (GACA) granted a license to Singapore company SATS for the provision of freight services at the capital’s airport.

The announcement came during the inauguration ceremony of the cargo village project, also for King Khalid International Airport. The GACA’s partnership with SATS is aimed at improving the operational efficiency of air freight services and logistical

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Royal Jordanian to undergo fleet renewal

integration in a bid to achieve the Kingdom’s goal of becoming a key transport hub linking three continents. Under the agreement, SATS will build its cargo terminal in two stages covering a total area of 60,000 square meters.

The airline has been evaluating the Airbus A220 and A320neo, Boeing 737 MAX and E190-E2 families, and plans to place an order within the next couple of months for 22 new generation narrow-body aircraft for delivery from 2020 to 2025.

Flynas sees 15 percent rise in passengers

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he Kingdom of Saudi Arabia’s national airline Flynas has seen a 15 percent rise in travellers in 2019 at 7.9 million compared to 6.6 million in 2018. Over its 12 years of operations, the Low-Cost Carrier (LCC) has carried more than 50 million passengers, reported Arabian Business. Flynas signed a MoU with Airbus to purchase 10 A321XL aircraft for US$2.4 billion.

Flynas has received four airliners from the 2017 mega-deal with Airbus to purchase 120 A320neo aircraft for a value of SAR32 billion, making it the second largest aircraft purchase deal in the Middle East.

MRO

3D printing use for MRO will double in near future

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he use of 3D printing for maintenance, repair and operations (MRO) will double “in the coming years”, according to a survey of 114 respondents, conducted

by Dimensional Research and Essentium, a 3D printing platform.

The respondents see use cases for 3D printing in various types of prototyping and parts production.

Benefits of the technology include reduced lead times, cost reduction, the ability for mass customization and a competitive advantage in the marketplace.

3D printing technology and materials are too expensive, according to more than one-third of respondents. Only one in five respondents in the survey said

STS acquires Canadian MRO

Airbase is headquartered in Montreal but operates four Canadian regulatorapproved facilities across the country at airports in Montreal, Toronto, Winnipeg and Vancouver.

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It covers a diverse range of interior component repair offerings, including electrical parts services, aircraft seat maintenance, cargo and catering equipment repairs, and inventory management.

Terms of the transaction were not disclosed but the US-based STS confirmed that it would take control of Airbase personnel and operations with immediate effect--marking its foray into Canada’s aftermarket.

STS Aviation has had a busy 12 months of acquisitions. In March last year, it acquired Triumph Aviation Services’ NAAS Division-a provider of line maintenance with specialties in fuel systems maintenance, leak detection and bladder cell repair.

ollowing a string of buyouts over the past two years, STS Aviation Group has continued this strategy by acquiring Canadian interiors MRO specialist Airbase Services.

ExecuJet MRO Services rolling out software applications

Dassault-owned ExecuJet MRO Services is rolling out several software applications from Ideagen across its global operations to standardise a series of processes as it prepares for a three year growth project.

Q-Pulse, Q-Pulse Risk and Academy

will handle processes associated with quality, safety, risk and training across ExecuJet MRO Services’ global sites.

Ideagen’s software will play a central part in ExecuJet MRO Services’ digital transformation programme as it looks to grow the business following its acquisition by Dassault Aviation in March, 2019. It took ownership of the company’s MRO facilities from

their companies currently use 3D printing for MRO. Nearly half of businesses will use it for MRO in the future.

Global aircraft engine market to be worth US$97 billion

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he global aircraft engine market size is projected to reach US$ 97.12 billion by 2026, according to a study for Fortune Business Insights.

Many of the big companies operating in the aviation industry are making great strides in advancing aircraft technology.

Airbus, Rolls-Royce, and General Electric announced that they were diligently working towards developing hybrid engines.

Hybrid engines is expected to bring down air travel costs substantially and at the same time, aid in reducing carbon emissions. Moreover, one of the leading aircraft engine market trends is the advent of 3D printing for aircraft engine and other parts. business aviation services provider, Luxaviation.

The acquisition strengthened the French airframer’s global support footprint with the addition of ExecuJet’s bases across the world including in the Middle East.

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Opinion

A global approach to identify hazards T

he collection and analysis of data is the driving force behind the ACI’s advocacy work and supports in gaining needed policy reforms, particularly safety.

In November 2018, ACI launched its Safety Data Collection Programme, the only worldwide safety datagathering exercise covering airports in all regions. Intended to run each year, the programme gathers data submitted by airports on runway safety, taxiway safety, apron safety, wildlife management, and safety training and culture.

This programme will allow ACI and its members to make better informed decisions, to prioritize actions, and to ultimately improve airport safety internationally.

A global approach allows us to identify hazards, risks and trends that are beyond the view of a single service provider.

The use of standardized indicators with well-defined taxonomy will contribute to the global harmonization of key safety indicators at airports worldwide and will allow the establishment of a baseline for airport safety performance.

The compilation of such data over time will facilitate data-driven decision-making and enable a global safety strategy for the airport industry.

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In the programme’s first year, 148 airports from all region participated and we will be releasing the report soon. Through this report, airports will be able to benchmark themselves over global and regional results and be able to prioritize their actions in regard to safety.

This will allow airports to set safety performance targets, and benchmark themselves against their own past performance. Regional and customized reports will be produced on an on-demand basis to provide airports with a baseline to benchmark themselves against their regional counterparts.

ACI will shortly start the 2018 and 2019 safety data collections from the airports. The data submitted are confidential and no airport will ever be identified.

We will develop a safety management system self-assessment tool that will complement the Safety Data Collection Programme.

The ACI already has safety bestpractice handbooks which helps airports improve their safety performance. For all of us in aviation, safety is our most important service.

Angela Gittens Director General Airports Council International (ACI) World

Opinion

An Inclusive Sky U

rban Air Mobility (UAM) is one of the most exciting areas of emerging technology today. These vehicles have the potential to create new mobility options and change how people travel to and around cities, as well as to and from rural areas.

This potential has stimulated billions of dollars of investment in UAM technology.

The Federal Aviation Administration (FAA), which is part of the US Department of Transportation, has to deal with this technology as well.

Safety is our number one priority.

UAM aircraft, and the infrastructure that supports these novel operations, will require a level of safety commensurate with the complexity of any operation that engages in passenger carriage for hire. So the commercial availability of UAM technology in the US will depend upon companies developing robust, reliable, and technically capable designs that have been shown to be compliant with the applicable airworthiness and safety regulations.

The UAM vehicles are not helicopters or scaled-up drones.

They are complex systems involving infrastructure, new systems and new aircraft.

operating simultaneously over urban landscapes is a complex challenge.

The FAA will be working with state and local governments and stakeholders over the next two years to define the requirements for these unique types of operations.

The FAA has shifted from prescriptive rules to performancebased regulations. This approach will ensure that, as UAM technology and operations evolve, federal regulations will strengthen safety but be agile enough to grow with the technology.

To be fully deployed, UAM technology must first win the public’s trust and acceptance.

Elaine L. Chao Secretary of Transportation United States

UAM systems will be flying directly over-- and landing near-neighbourhoods and workplaces.

So it is imperative that the public’s legitimate concerns about safety, security, noise and privacy be addressed.

I challenge the UAM industry to step up, and educate communities about the benefits of this new technology and win their trust. It is critical to ensuring that UAM technology reaches its full potential.

A segregated approach to airspace integration may work for initial, low-volume operations resembling existing helicopter corridors in large urban areas. But a long-term solution that accommodates hundreds- if not thousands- of these air vehicles

March 2020

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ATM

Jack Edwards National Airport to get ATC tower

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ack Edwards National Airport in Gulf Shores has been approved by the US Federal Aviation Administration (FAA) to have an Air Traffic Control (ATC) tower and will also fund its operation to the tune of US$800,000 annually.

Airport officials have been laying the groundwork for the past five years.

Now, a construction grant through the Airport Trust Fund will be applied for and bids will go out in the spring of 2020.

For a commercial carrier to set up shop, the control tower is a requirement. Pilots who use the airport now it will improve

dramatically on safety. Air traffic controllers inside the eight-story tower will begin managing the existing load of private and military flight operations.

Airbus demonstrates first fully automatic visionbased take-off

Scotland to conduct assessment on new ATC plans

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he Highland and Islands Airports (HIAL) in Scotland will carry out an islands impact assessment on its Air Traffic Control plans in line with the legislation—the Islands (Scotland) Act 2018— in the coming months.

The assessment will be undertaken on controversial proposals to operate ATC services in the Highlands and Islands remotely from Inverness.

The plans will bring together air traffic management at Sumburgh, Dundee, Inverness, Kirkwall and Stornoway into a single location, and downgrade the level of air traffic service at Benbecula and Wick John O’Groats.

HIAL said there are no planned reductions in staff numbers as a result of the project.

Digital tower technology is proven and currently operating all over the world, including Sweden, Norway and at London City Airport. Scottish airline Loganair has backed the controversial move.

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irbus has successfully performed the first fully automated take-off using image recognition technology rather than an Instrument Landing System (ILS).

It was an important milestone in the use of image recognition technology to allow aircraft to navigate and detect obstacles during take-off, taxi, approach and landing. Conducted using an Airbus Family test aircraft at ToulouseBlagnac airport in France, the test crew comprising of two pilots, two flight test

engineers and a test flight engineer conducted a total of eight take-offs over a period of four and a half hours.

The aircraft performed as expected during these milestone tests. While completing alignment on the runway, waiting for clearance from air traffic control, it engaged the auto-pilot.

Raytheon to advance the FAA’s air traffic terminal automation system

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aytheon has been selected to improve the usability and reduce operational costs for the US Federal Aviation Administration’s (FAA) Standard Terminal Automation Replacement System, a critical element in the efforts to modernize

the national airspace system. The company’s STARS team, collaborating with the FAA’s NextGen modernization program, aims to achieve a historic first—a single national software and hardware baseline across the country by the middle of 2020.

Cargo & Logistics

Major European airports cargo volumes decline

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ast year was not a good year for air cargo at European airports by and large, but there were few exceptions.

Several of the region’s largest air cargo hubs reported year-overyear volume declines for a variety of reasons including economic slowdown and US-China trade tensions. The poor performance also affected major European airlines also with cargo volume declining in 2019. Frankfurt Airport, Europe’s

largest cargo hub, saw volume decline 3.9 percent to 2.13 million metric tonnes for the year, according to Fraport AG, which operates the airport and 20 others in Europe, Asia and South America.

This drop reflected “the ongoing slowdown of the global economy.”

Cargo volume at Amsterdam’s Schiphol Airport declined 7.9 percent in 2019 to 1.57 million metric tonnes from 1.7 million in 2018.

Dubai unveils World Logistics Passport (WLP)

D MEA cargo market revenues to touch US$316 billion mark by 2027

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he Middle East and Africa freight & cargo market is predicted to reach a value of around US$315.56 billion by 2027, according to a Facts and Factors Market Research report.

Freight and Cargo are the terminologies that are usually associated with the transportation of goods.

Freight is the transport of goods in bulk through roadways and railways.

Precisely, freight is the terms used for loading of goods on a semi-trailer of the train or semi-trailer of a truck.

It is the key component of a spectrum of e-Commerce business activities.

ubai has launched a loyalty scheme for shippers and freight forwarders in a bid to capture premium “south-south” transhipment cargo from hubs in Europe. The World Logistics Passport (WLP) is an initiative from Dubai’s Customs World, with the support of DP World, Emirates and dnata. It incentivises companies and traders to use Dubai’s world-class multimodal facilities in return for cost and time savings and enhanced customs clearance.

The past two years have been challenging because the airport is operating under take-off and landing slot restrictions.

New deal to provide cybersecurity in air cargo sector

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he Airports Council International (ACI) World and A-ISAC have signed an agreement that better enables ACI members to join the A-ISAC for access to airport-specific cyber threat intelligence and actionable data that will enhance their ability to build cyber resiliency.

This increases the ease of moving goods in Dubai and will foster more optimal direct trade routes between Latin America, Africa and Asia than going via Europe.

Uganda exporters decry poor cargo handling at Entebbe Airport

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xporters, especially those dealing in perishable agricultural goods, have asked the Uganda Export Promotions Board (UEPB) to help them sort the poor handling of their air cargo shipments by staff at the

Entebbe International Airport. They said NAS Uganda staff have been poorly handling their shipments and by the time they reach their export destinations, they are in an inconsumable conditions.

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Technology

Brussels airport to have private 5G network

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russels Airport is launching a private 5G-ready network by the end of March, using Nokia technology.

The airport will handle 34 million passengers by 2031, up from 26 million in 2019. In order to offer all future passengers a smooth journey, Brussels Airport plans to invest in new terminal infrastructure, better connectivity, and airfield optimization among other developments.

The next-generation wireless network is set to improve connectivity. 5G connectivity means lower latency, larger bandwidths, and radios closer to the edge via smaller cells. Industries are expected to use technology to reach a new level of efficiency and productivity.

By 2021, it is expected that 50 million people worldwide could be using 5G. According to a GSMA Intelligence report, the number of 5G global connections is going to reach 1.3 billion by 2025 covering 40 percent of the

world’s population or approximately 2.7 billion people. More than ever, the collaboration will be paramount to face and solve the complexity that the nextgeneration network brings.

The airport will be one of the first in Europe with 5G technology. A private 5G-ready network offers a more

efficient and faster connectivity than Wi-Fi or public 4G across the airport grounds.

This means that the higher capacity of 5G will allow the airport to deploy additional new technologies. 5G market in aviation is projected to grow to US$3.9 billion by 2026.

Global aviation blockchain market to be worth US$1.3 billion

Hungarian firm to develop world’s first hydrogen fuel cell-powered aircraft

he global aviation blockchain market is projected to grow from US$421 million in 2019 to US$1,394 million by 2025, at a CAGR of 22.1 percent.

of the aviation industry to share a decentralized digital ledger which stores flight data and supply chain data of airlines.

The market is growing at a significant pace during the forecast period.

Blockchain enables stakeholders

It also facilitates smoother and efficient operations that lead to cost savings. Improved passenger experience, increased transparency and traceability of operations, and reduced maintenance cost and transactional complexities are some of the factors driving this market

The prototype was showcased in Jakabszallas, southern Hungary, home of Genevation Aviation’s production base.

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. By end market, the airports segment is expected to grow at the highest rate during the forecast period.

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Hungarian company has unveiled its first hydrogen fuel cell powered aircraft which it developed jointly with US-based firm.

The company has used its expertise gained from the production of GENPRO, the world’s first carbon steel grade sport aeroplane, by sharing know-how in international R&D projects and partnering with international peers on deliveries.

Tourism

Dubai attracts about 17 million tourist in 2019

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he tourism industry in the emirate of Dubai closed a successful decade at the end of 2019, welcoming an alltime high 16.73 million international overnight visitors, an impressive 5.1 per cent increase in tourism volumes, definitively surpassing the global tourism growth forecast by the UN World Tourism Organisation (UNWTO) by over one per cent.

The emirate’s top six source markets were India, Saudi Arabia, United Kingdom, Oman, China and Russia — delivering over seven million visitors in 2019, with nine of the top 10 countries crossing half a million visitors each for the first time.

1.5 billion tourists globally in 2019

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he UN World Tourism Organisation (UNWTO) has reported that in 2019 there were 1.5 billion international tourist arrivals globally, the tenth consecutive year of growth.

The total equates to a four percent increase on 2018, which is also the forecast increase for this year. All regions saw a rise in international arrivals in 2019.

However, uncertainty surrounding Brexit, the collapse of Thomas Cook, geopolitical and social tensions and the global economic slowdown all contributed to a slower growth in 2019, when compared to the exceptional rates of 2017 and 2018.

Laos registers positive tourism growth

Over 971 million visitors in Asia Pacific by 2024

The number of visitors from China increased by 26.92 percent compared to 2018. Visitors from Thailand, who make up the majority of holiday-makers in Laos, rose by 11.94 percent, while the number from Vietnam increased by 6.60 percent.

That is one of the key predictions from the Executive Summary of the Asia Pacific Visitor Forecasts 2020-2024 released by PATA. Covering the years 2019 to 2024 and 39 destinations within the region, the forecasts anticipate a volume of over 971 million international visitor arrivals into Asia Pacific by 2024. The strong increase

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aos, a Southeast Asian country known for mountainous terrain, French colonial architecture and Buddhist monasteries, has recorded tourist arrivals exceeding 4.7 million last year, an increase of 14.44 percent on 2018.

This slowdown affected mainly advanced economies and particularly Europe and Asia and the Pacific.

Looking ahead, growth of three to four percent is predicted for 2020, an outlook reflected in the latest UNWTO Confidence Index which shows a cautious optimism: 47 percent of participants believe tourism will perform better and 43 percent at the same level of 2019.

Major sporting events, including the Tokyo Olympics and Expo 2020 are expected to have a positive impact.

The Middle East has emerged as the fastest-growing region for international tourism arrivals in 2019, growing at almost double the global average (+8%).

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he Asia Pacific region will welcome close to one billion international visitor arrivals over the next five years.

in arrivals has been driven by the average annual growth rate (AAGR) of 5.3 percent between 2014 and 2019, and that momentum is expected to increase even further over the next five years, to average 6.3 percent per annum between 2019 and 2024.

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