Airport World, Issue 1, 2014

February–March 2014Volume 19 Issue 1

www.aci.aero

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In the spotlight: Branding

Airports: Moscow Vnukovo

Special report: Security screening

Plus: Airport design, people & UK capacity crunch

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Growing the business

http://www.kefairport.is/pre-qualification

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OPINION

Most industries traditionally enjoy quiet starts to the New Year; not so aviation, which has seen a host of airports

celebrate development milestones in the opening months of 2014.

They include the opening of a state-of-the-art new terminal in Mumbai, the inauguration of Boarding Area E in San Francisco’s Terminal 3 and, the signing of an agreement to potentially build a fourth airport in Moscow (see page 17 for more details).

Elsewhere, Zagreb and Shanghai Pudong have unveiled spectacular development plans of their own. Abu Dhabi has celebrated the first construction milestone in its multi-billion dollar Midfield Terminal Building project, and MAHB has confirmed that Kuala Lumpur’s dedicated low-cost carrier terminal, klia2, will open in May.

February also saw the announcement of the 2013 winners of ACI’s Airport Service Quality (ASQ) customer satisfaction survey, and the addition of a few new names to the annual roll of honour.

Congratulations go to Abu Dhabi, Amman, Cape Town, Changchun, East London, Gimpo, Gothenburg, Guayaquil, Haikou, Incheon, Indianapolis, Kolkata, Langkawi, Mazatlán, Moscow-Sheremetyevo, Nassau, Quebec, San Antonio, Singapore Changi, Skopje and Upington for picking up the top prizes this time around.

You can read more about the 2013 ASQ awards, as well as airport reaction to the results, in a special report inside this issue.

Apart from the commitment to delivering top quality customer service, one thing

linking many of the winners is the development of a strong airport ‘brand’.

Indeed, as you will discover in this ‘brands’ themed issue, many marketing and brand experts believe that some of the winners have the strongest airport brands on the planet, while other top performing gateways use the ASQ programme to help develop and strengthen theirs.

Still not convinced about the importance of brands and branding in the airport environment? Take a look at our article on retail/F&B branding; read the views of Dufry CEO, Julián Díaz; and, discover how the Vantage Airport Group has created a totally new brand to reflect its evolution from Vancouver Airport Services.

We also talk to Joseph Folz who tells us why one of the most famous motor manufacturing brands in the world, Porsche, has purposely located its US headquarters on the doorstep of the world’s busiest airport – Hartsfield-Jackson Atlanta.

But it is not all about brands, as elsewhere in this issue we have articles about airport terminal design; the UK’s capacity crunch; the environment; smart security solutions; human resources/people power; and Moscow Vnukovo.

Finally, the unfortunate postponement of February’s Trinity Forum in Bangkok due to events beyond the control of ACI, means that the upcoming Airport Economics & Finance Conference in London will be the industry’s first major event of the year.

It promises to be bigger and better than ever before, and I look forward to seeing you there.

Airport World

EditorJoe Bates +44 (0) 20 8831 [email protected]

ReporterJustin Burns +44 (0) 20 8831 [email protected]

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Advertising ManagerKalpesh Vadher +44 (0) 20 8831 [email protected]

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Published by Aviation Business Media Ltd26-30 London Road Twickenham, TW1 3RW, UKFax: +44 (0) 20 8891 0123

Managing DirectorJonathan Lee

Airport World is published six times a year for the members of ACI. The opinions and views expressed in Airport World are those of the authors and do not necessarily reflect an ACI policy or position.

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Editor, Joe Bates, reflects on a busy start to 2014 and the growing importance of an airport brand.

Prizeassets

http://www.airport.kr/eng/%E2%80%8E

3 Opinion

8 News

10 ASQ Winners 2013

12 ACI News

15 View from the topDirector general, Angela Gittens, reflects on the power of branding and ACI’s efforts to assist airports in improving their performance.

16 Family affairHow can Moscow’s Vnukovo International Airport compete against the giants on its doorstep – Domodedovo and Sheremetyevo? Justin Burns investigates.

20 Adding valueWhy do airports need a brand? George Karamanos considers the importance of branding and the impact it can have on a gateway’s image.

24 The next stepBuilding a stronger brand can help develop a world-class airport, writes Interbrand Cologne’s managing director, Nina Oswald.

29 Everybody winsBenet Wilson talks to a handful of airports that have used ACI’s Airport Service Quality survey to enhance the passenger experience and strengthen their brand.

32 Food for thoughtKevin Brocklebank discusses some of the key branding challenges facing operators of airport shops and restaurants.

34 Open all hoursJulián Díaz, CEO of Dufry, discusses the company’s brand, market presence and customer service commitments.

Issue 1 Volume 19

In this issue

CONTENTS

5AIRPORT WORLD/FEBRUARY-MARCH 2014

37 Brand evolution

Airport World discovers that the Vantage Airport Group rebrand capitalises on the global view of Vancouver International Airport’s investment partner.

38 Battle of BritainWhat next for the UK in terms of airport expansion? Martha Grekos provides a progress report on the work of the Airports Commission and the possible options open to the government.

41 People matters Our new feature on human resources/leadership.

42 Airport Marketing ExchangeToday’s airport business and the modern multi-channel environment that we live in allow airports to collaborate effectively with passengers and potential passengers on brand strategies.

44 Bigger, the better?Richard Gammon explores what effect terminal size can have on passenger experience, operational efficiency and commercial effectiveness while giving us a glimpse into what the terminal of tomorrow might bring.

47 Screen testRapiscan’s Frederic Brouiller considers whether passenger screening can ever be passenger friendly.

48 Smart securityAirports looking for ‘smarter’ solutions for the security checkpoint will use connecting data as a key enabler, writes Nick Whitehead.

50 ACI’s World Business Partners

53 Project watchHelsinki Airport.

55 Environment news

56 The last wordPorsche Cars North America’s Joseph Folz talks about brands, his favourite gateways and the company’s links with Hartsfield-Jackson Atlanta International Airport.

58 Traffic data

Director GeneralAngela Gittens

Chair Fredrick J Piccolo (Sarasota, USA)

Vice Chair Declan Collier (London, UK)

Immediate Past ChairYiannis Paraschis (Athens, Greece)

TreasurerStefan Schulte (Frankfurt, Germany)

ACI WORLD GOVERNING BOARD

DIRECTORS

Africa (3)Pascal Komla (Lomé, Togo) Robinson Misitala (Livingstone, Zambia)1 vacancy

Asia-Pacific (8)Tan Sri Bashir Ahmad (Kuala Lumpur, Malaysia)Dennis Chant (Gold Coast, Australia)Zhiyi Dong (Beijing, China)Seow Hiang Lee (Singapore)Kerrie Mather (Sydney, Australia)3 vacancies

Europe (7)Declan Collier (London, UK)Arnaud Feist (Brussels, Belgium)Michael Kerkloh (Munich, Germany)Tonci Peovic (Zagreb, Croatia)Stefan Schulte (Frankfurt, Germany) Sani Sener (Istanbul, Turkey)José-Manuel Vargas (Madrid, Spain)

Latin America & Caribbean (3)Philippe Baril (Quito, Ecuador)Fernando Bosque (Guadalajara, Mexico) Héctor Navarrete Muñoz (Merida, Mexico)

North America (7)Thella Bowens (San Diego, USA)James Cherry (Montréal, Canada)Frank Miller (San Antonio, USA)Fredrick J Piccolo (Sarasota, USA) Mark Reis (Seattle, USA)Maureen Riley (Salt Lake City, USA)Tom Ruth (Edmonton, Canada)

Regional Advisers to the World Governing Board (7)Aaron Adderley (Hamilton, Bermuda) Rosemarie Andolino (Chicago, USA)Angel Cordova (Guayaquil, Ecuador)Howard Eng (Toronto, Canada)Saud AR Hashem (Jeddah, Saudi Arabia)Bongani Maseko (Johannesburg, South Africa) 1 vacancy (Europe)

Observer World Business Partner Board ChairpersonRoddy Boggus (Parsons Brinckerhoff )

Correct as of March 3, 2014

AIRPORT WORLD/FEBRUARY-MARCH 2014

CONTENTS

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NEWS


News in briefThe world’s largest satellite concourse will be built at Shanghai Pudong Airport (PVG). Designed by US architect Corgan in association with Chinese partner IPPR, the complex is expected to boast 100 boarding gates when fully operational. Shanghai Airport Authority’s bold ambition is to transform Pudong into Asia’s “premier international hub”.

Brisbane Airport has started work on the A$45 million redevelopment of its International Terminal. The entire redevelopment is expected to be finished in mid-2015. Airport

CEO and managing director, Julieanne Alroe, says careful staging will ensure progressive growth of the airport can occur while ensuring passengers are not inconvenienced.

A global tender process has been launched for a concessionaire to fund, build and operate Navi Mumbai International Airport. The Request for Qualifications (RFQ) has been issued by the City and Industrial Development Corporation of Maharashtra (CIDCO), which has set a four month deadline for the submission of bids. CSIA operator, Mumbai International

Airport Limited (MIAL), will have first refusal on the new greenfield gateway, which could open as early as 2018 and serve as a reliever airport for Chhatrapati Shivaji before eventually replacing it.

Aéroports de Paris Ingénierie (ADPi) will carry out studies for building a new 15mppa capacity terminal for low-cost carriers at Clark International Airport in the Philippines. Formerly known as Diosdado Macapagal International Airport, the old US air base is located on the island of Luzon in the Philippines.

Slovenian airport sale?Slovenia will complete the sale of the state-owned Ljubljana Jože Pučnik Airport by the end of the year, according to reports.

Slovenian Prime Minister, Alenka Bratušek, is reported as saying it is among 13 state-owned assets set to be sold off in 2014 to raise funds for the government.

Bratušek is reported as telling the German business daily newspaper Handelsblatt, that the government is making “good progress” with ongoing negotiations and there will be no delays in the sale.

No details have been given on who has bid for Ljubljana Jože Pučnik Airport, which is Slovenia’s busiest airport, and serves the capital.

Ljubljana Airport, which dates back to 1974, is planning on building a new 32,000sqm metre terminal that it hopes to open sometime in 2015.

Operator, Aerodrom Ljubljana, recently reported a €5.2 million net profit for 2013, which is on par with the 2012 results and 3.8% above plans.

Last year, Ljubljana welcomed 1.32 million passengers, up 10.2% on 2012.

Enhancing the passenger experienceCork Airport claims that the driving force behind its recently completed €3 million redevelopment programme was the desire to improve “the passenger experience”.

The redevelopments included upgrading the baggage security screening system, introducing new screening technology for liquids and gels and upgrading the customer information desk.

Cork Airport’s managing director, Niall MacCarthy, says: “This significant €3 million investment in Cork Airport will help us to continue to provide an award-winning passenger experience at the airport.”

In February, Cork became the first Irish airport to make Google Indoor Street View feature on Maps available for all public areas of the airport. The innovative service allows passengers to take a virtual tour of the terminal building.

Cairo contract ends Fraport’s association with Cairo International Airport (CAI) has ended following the completion of its nine-year management contract at the Egyptian gateway.

The global airport operator helped transform Cairo by overseeing the opening of its impressive new Terminal 3 and developing its route network, but a spokesman told Airport World that the possibilty of renewing the contract “was never discussed”.

As a result of the end of the contract, the three Fraport members of Cairo Airport Company’s management team have returned to Germany.

Fraport’s chief financial officer, Dr Matthias Zieschang, says: “Our multi-year management contract with Cairo Airport Company (CAC) has been a win-win project for both Cairo International Airport as well as Fraport.”

He says highlights of Fraport-led projects implemented at CAI included providing customised training for CAC employees and implementing new retail and real estate concepts.

Fraport notes that Cairo International Airport also won a number of ASQ Awards in Africa during this period.

Gatwick on the right trackUK Transport Minister, Baroness Kramer, celebrates the opening of Gatwick railway station’s newly upgraded Platform 7 with airport CEO, Stewart Wingate. Completion of the €60 million project will allow fast trains from both London Bridge and London Victoria to travel through the station more quickly. The project was made possible after a joint campaign between Gatwick Airport, local business groups and airlines, with the gateway contributing €8.5m to the project to ensure the upgrade could take place. Wingate says: “We recognised with over 14 million people arriving, or departing by rail, that an investment had to be made to improve the passenger experience in and around the airport.”

Top 10 busiest airports in 2013Hartsfield-Jackson Atlanta has retained its crown as the busiest airport in the world in 2013 – but the most notable mover in the top 10 was Dubai International Airport, which moved up to seventh place from tenth.

A total of 94.4 million passengers (-1.1%) passed through Hartsfield-Jackson in 2013. In second place was Beijing Capital International Airport with 83.7 million passengers (+2.2%), while third was London Heathrow, where traffic reached 72.3 million, an increase of 3.4% on 2012.

Tokyo Haneda International Airport stayed in fourth spot with 69 million (+2.6%) and in fifth was Chicago O’Hare International Airport, the second busiest in the US, which welcomed 66.9 million (+0.1%).

In sixth spot and growing fast was Los Angeles International Airport (LAX) with 66.66 million passengers (+4.7%), just in front of seventh placed Dubai International Airport, which handled 66.4 million (+15.2%) in 2013.

In eighth place, up from ninth, was Asia-Pacific’s fourth busiest gateway, Jakarta Soekarno-Hatta, with 62.04 million (+3.4%), narrowly edging out ninth placed Paris CDG – Europe’s second busiest airport in 2013 – with 62 million (+0.7%).

Taking the last spot in the top 10 was Dallas/Fort Worth where passenger numbers reached 60.4 million, a rise of 3.2%.

Ready for take-offKuala Lumpur International Airport’s eagerly awaited new low-cost carrier terminal, klia2, is set to open for business on May 2.

The size and capacity of klia2 – it covers 257,000sqm and is equipped to handle up to 45mppa – will instantly make it the world’s largest dedicated low-cost carrier terminal.

Unlike its predecessor, the new LCC facility will boast an assortment of facilities for passengers that include dozens of shops and restaurants, which have led the airport to describe it as “an airport within a mall”.

Puan Faizah Khairuddin, the airport’s senior general manager for commercial services says: “Klia2 is constructed with one of the highest percentage of retail space offered by any commercial airport. Around 12% of its gross floor area (GFA) is dedicated to customer fronting commercial offerings – approximately 60% of which has been earmarked for retail and 40% for F&B.

“The terminal will be a highly-desirable venue for Malaysian and international brands to showcase their products and services, pushing the envelope in terms of travel retail and redefining the travellers’ airport shopping experience.”

AIRPORT WORLD/FEBRUARY-MARCH 2014 9

LA/Ontario International Airport (ONT) is still up for sale, according to operator Los Angeles World Airports (LAWA). Commission president, Sean Burton, says: “LAWA is willing to consider a transfer of ONT to a qualified entity representing the cities and counties in the service area of the airport. However, LAWA will only consider such a transfer in exchange for fair compensation for assets transferred and reasonable protections for airport workers, including City of Los Angeles employees.”

Bahrain International Airport is to be modernised and expanded and Aéroports de

Paris Ingénierie (ADPi) has won the contract to map out its future. ADPi will also design and supervise construction of a new passenger terminal of more than 150,000sqm based on the initial findings of studies in the master plan.

Orlando International Airport is the first US airport to launch biometric kiosks for passengers arriving from visa waiver countries. The self-service kiosks are now operational and processing international passengers who have electronic system for travel authorisation (ESTA) approval prior to travel.

Bucharest Otopeni International Airport is set to get a new €1 billion rail link connecting it to downtown Bucharest. The new line will reportedly be built by metro operator, Metrorex, have 12 stops and is scheduled to open in 2018.

Miami International Airport is set to downsize its ambitious ‘airport city’ project. Operator, Miami-Dade Aviation Department, had planned to create a $512 million airport city on a 33.5-acre site east of Florida’s biggest gateway, but is now considering a much smaller project.

For daily news updates, visit www.airport-world.com

NEWS

Mumbai’s new Terminal 2 opensA uniquely sculpted roof and impressive ‘sense of place’ fixtures such as a Bollywood mural are just two of the highlights of the newly inaugurated 4.4 million sqft Terminal 2 at Mumbai’s Chhatrapati Shivaji International Airport.

Designed by Skidmore, Owings & Merrill (SOM), the new $2 billion terminal is capable of accommodating up to 40mppa and is said to symbolise India’s global future, while celebrating the country’s heritage.

You can read more about the design concepts behind Terminal 2 in the next issue of sister publication, Asia-Pacific Airports magazine.

1. Hartsfield-Jackson Atlanta 94.4 million (-1.13%)

2. Beijing 83.7 million (+2.2%)

3. London Heathrow 72.3 million (+3.4%)

4. Tokyo Haneda 69.0 million (+2.6%)

5. Chicago O’Hare 66.9 million (+0.1%)

6. Los Angeles International 66.6 million (+4.7%)

7. Dubai International 66.4 million (+15.2%)

8. Jakarta Soekarno-Hatta 62.1 million (+3.4%)

9. Paris Charles de Gaulle 62.0 million (+0.7%)

10. Dallas/Forth Worth 60.4 million (+3.2%)

Asia-Pacific gateways have once again shone in ACI’s annual Airport Service Quality (ASQ) customer satisfaction survey, occupying the top spots in all the global best by size categories.

Changchun (China), Haikou (China), Seoul Gimpo (South Korea), Seoul Incheon (South Korea) and Singapore Changi (Singapore) respectively topped the 2-5mppa, 5-15mppa, 15-25mppa, 25-40mppa and over 40mppa categories.

ASQ champion, Incheon, was also named Best Airport in Asia-Pacific – ahead of Singapore Changi, Beijing Capital, Shanghai Pudong and New Delhi – while Abu Dhabi was voted Best Airport in the Middle East (ACI’s Asia-Pacific region incorporates the Gulf airports).

Kolkata (India) and Amman (Jordan) also won awards for being the most improved airports in Asia-Pacific and the Middle East respectively, while Langkawi was named best airport handling under 2mppa in Asia-Pacific.

Elsewhere in the world, Cape Town (Africa); Moscow Sheremetyevo (Europe); Guayaquil (Latin America & Caribbean); and Indianapolis (North America) were voted the best gateways in their respective regions.

In the special regional awards for airports handling under 2mppa, the other winners were Mazatlán (Latin America & Caribbean); Upington (Africa); Skopje (Europe); and Quebec (North America).

Finally, Best Improvement awards by region were won by East London (Africa); Nassau (Latin America & Caribbean); Gothenburg (Europe) and San Antonio (North America).

“As airports face the increasingly competitive and demanding aviation market, it is crucial to keep a focus on meeting and exceeding passenger expectations,” enthuses ACI World’s director general, Angela Gittens.

“Airport managers need factual intelligence to guide their efforts and optimise their investments. The ASQ Survey is a tool that provides data that enables airports to identify what their passengers value most and what the airport community needs to do to achieve excellence in customer service.

“The results, over time, demonstrate that airports are paying close attention to the feedback from their passengers and undertaking corrective action to improve the passenger experience.

“We can see that airport community leaders are continuously reviewing and enhancing their services. Airports work diligently to improve their performance by adopting customer focused strategies.”

IndianapolisHaving been voted Best Airport in North America in 2012 and wining the accolade on one other occasion, the Indiana gateway is no stranger to ASQ success.

Indianapolis Airport Authority’s executive director, Robert Duncan, enthuses: “We owe our unprecedented three first-place finishes among North American airports to our dedicated, world-class employees.

“It is their tireless commitment and pride to maintain a safe, clean, courteous, and dependable airport operation that allows IND to consistently elevate the travel experience for our guests.”

Moscow SheremetyevoDirector general, Mikhail Vasilenko, now refers to his gateway as being a “two-time champion”, in recognition of being named Best Airport in Europe for the second successive year.

Vasilenko, who claims that winning the award is “a nationwide achievement of our country”, attributes Sheremetyevo’s success to a desire to improve year-on-year.

“The award is evidence that the airport has become better and that we are working in a more efficient manner than a year ago.”

He says that Sheremetyevo implemented a number of projects aimed at improving the quality of services to passengers and “developing a positive atmosphere in the terminals” throughout 2013 and would do the same again this year.

IncheonJung Chang-Soo, president and CEO of arguably the most successful ASQ champion of all-time, claims that its top performing ways are down to its total commitment to customer service – and, the fact that this philosophy is shared by its staff and the Korean government.

“Our success is only made possible with the full support and confidence of the government and the united efforts of over 40,000 airport staff,” he says.

“We will continue to work to become a leader in the global aviation industry by sustaining service competitiveness and upgrading every aspect of airport management.”

Incheon was first named as the Best Airport in the World in 2005, four years after opening in 2001, and held on to the title until last year when it was phased out. It was the first airport to be inducted into the ACI Director General’s Roll of Excellence in 2011.

San Antonio Aviation director, Frank Miller, believes that his gateway’s customer focused approach to business was behind the airport winning the Best Improvement by Region award for North America.

He remarks: “A customer‐focused approach is critical to the airport’s success in an increasingly competitive and demanding aviation market.

“The ASQ survey is the industry standard for factual data that helps airports understand our customer and their expectations for a positive experience. The survey is also useful in helping San Antonio benchmark our airport against others in Texas, the nation and around the globe.”

TampaAlthough it may not have won anything this year, Tampa is delighted by its third placing in the Best Airport in North America and 15-25mppa categories – as its ranking improved despite an ongoing revamp of the main terminal.

It points out that customer satisfaction with airport security improved in 2013, in part, due to the addition of a TSA pre-check line that allows frequent fliers to undergo background checks in advance.

Tampa Airport CEO, Joe Lopano: “We want to be number one in the world; that is always our goal. But to move up from fifth to third in the world [in the 15-25mppa category] during a very transitional period for the airport is an outstanding achievement and I could not be more proud of my team.

“I credit this award to the outstanding efforts of our construction management staff who completed a massive renovation to the interior of the terminal with minimal impact to the comfort and convenience of our passengers.”

Joe Bates gets all the news and reaction to the 2013 Airport Service Quality (ASQ) awards.

High life

10 AIRPORT WORLD/FEBRUARY-MARCH 2014

ASQ WINNERS


ASQ WINNERS

ASQ AWARD WINNERS BY REGION

Nassau

Mazatlán

1. Cape Town2. Durban3. Mauritius

Upington

East London

1. Indianapolis2. Ottawa3. Tampa

Quebec City

San Antonio

1. Moscow Sheremetyevo2. Zurich3. Porto

Skopje Langkawi

Gothenburg

1. Abu Dhabi2. Dubai3. Doha

Amman

1. Seoul Incheon2. Singapore3. Beijing

Kolkata

1. Guayaquil2. Cancún3. Montego Bay

AW

BEST AIRPORT BY SIZE

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Smart SecurityACI and the IATA have signed a Memorandum of Understanding (MoU) to jointly develop Smart Security (SmartS), the successor to the Checkpoint of the Future.

The name change reflects the start of a new phase of pilot testing involving first-generation checkpoints.

Since 2012, components of the Checkpoint of the Future have been tested individually. Under SmartS, several components will be tested together to see how they interact with one another in an operational environment.

The renaming to Smart Security also signals the stronger ACI-IATA collaboration together with the strong participation of governments and other key industry stakeholders.

“Airports, airlines, control authorities and system suppliers all have a role to play in making the process more effective, efficient and pleasant for the passenger,” says ACI director general, Angela Gittens.

“Smart Security brings these stakeholders together with the shared goal of transforming the security checkpoint for the benefit of all the travelling public.”

The Checkpoint of the Future was launched in 2011, and the following year IATA and ACI, together with several national regulators, defined a roadmap for the future of passenger screening with blueprints for 2014, 2017 and 2020.

From 2014, SmartS pilots will be conducted at airports to test multiple components working and interacting together. These airports include Amsterdam Schiphol and London Heathrow, along with the support and participation of their respective regulators and home carriers.

The focus for 2014 is on optimising the security screening resources and asset utilisation; integrating innovative technology and repurposing existing equipment; and implementing new procedures to facilitate risk-based screening and decision-making.

New security guide ACI’s latest handbook is designed to be a starting point to help the aviation industry better understand the leading human factors practices that directly or indirectly impact upon security screening performance.

Developed in conjunction with LeighFisher, The ACI Guide to Airport Security: Assessment of Human Factors in Checkpoint Screening, will help airports and airport security managers assess their organisation across a range of human factor and organisational effectiveness attributes that have been identified as having a potentially positive impact on security screening performance.

The content of the guidance material was drawn from hands-on airport security management experience and interviews with a number of airports. It is intended to be a starting point, with more airports contributing material over time to form an increasingly accurate picture of the methodologies successfully employed at different types of airports.

It is designed to help airports identify for themselves where there is room for improvement and to review what elements a leading practice approach contains.

The guidance material covers attributes that are within the control of the airport security screening function and that have the potential to influence operational performance. A hierarchical structure was developed with the top level according to a conventional human factors approach: people, organisation, technology, and environment.

Leading practices are not a “one size fits all” approach – some airports will satisfactorily achieve desired performance levels without implementing the guidance. However, they are intended to provide a useful and self-diagnostic starting point for airports seeking to improve performance in certain areas.

Each level gives the Desired Outcome and then levels of approach from Initial through Intermediate to Leading Practice. The levels charts provide:• A compendium of human factor leading practices, drawn together from

airports and other relevant industries. In this capacity, it is a document that will be regularly maintained and updated so that it incorporates new, successful methodologies and approaches.

• A benchmarking tool that enables airports to analyse how their approach to achieving the desired outcome sits in comparison to other approaches, and, to identify the leading practices that might produce improved results.The main benefit of the Leading Practices guidance is that it enables

airport security providers to assess their organisation against a broad range of attributes and identify improvement areas. It also facilitates airport security providers to learn about methodologies and approaches that have been successfully applied at other airports and to apply them more quickly.

This guidance document for the very first time enables airports to assess their own security practices against human factor leading practices identified from industry, and through functional and domain expertise. It also provides a methodology to facilitate the sharing of leading practices in the checkpoint security task.

This has been an important step in developing a methodology to help the industry self-diagnose and share leading practices.

The future challenge is to encourage airports to consult and implement the guidance, and to contribute material based on their own successes to help maintain its currency.

For more information on The ACI Guide to Airport Security: Assessment of Human Factors in Checkpoint Screening please visit www.aci.aero/Publications/New-Releases or download the complimentary preview of the document.

ACI WORLD NEWS


Martine Ohayon reports on the latest news and global initiatives from ACI World.

World in motion

ACI WORLD NEWS


ACI officesACI World

Angela GittensDirector GeneralPO Box 302800 Rue du Square VictoriaMontréal, Quebec H4Z 1G8CanadaTel : +1 514 373 1200Fax : +1 514 373 [email protected] www.aci.aero

ACI Fund for Developing Nations’ AirportsAngela Gittens Managing Directorc/o Geneva,SwitzerlandTel: + 1 514 373 1200Fax: +1 514 373 [email protected]

ACI Asia-PacificPatti Chau Regional DirectorHong Kong SAR, ChinaTel: +852 2180 9449Fax: +852 2180 [email protected]

ACI AfricaAli Tounsi Regional SecretaryCasablanca, MoroccoTel: +212 619 775 [email protected]

ACI EuropeOlivier Jankovec Director GeneralBrussels, BelgiumTel: +32 (2) 552 0978Fax: +32 (2) 502 [email protected]

ACI Latin America & CaribbeanJavier Martinez Botacio Director GeneralQuito, EcuadorTel: +593 2294 4900Fax: +593 2294 4974 [email protected]

ACI North AmericaKevin Burke PresidentWashington DC, USATel: +1 202 293 8500Fax: +1 202 331 [email protected]

ACI represents 591 members operating 1,861 airports in 177 countries and territories, which in 2012 handled 5.95 billion passengers, 93.6 million tonnes of cargo and 79.6 million aircraft movements. ACI is the international association of the world’s airports. It is a non-profit organisation, the prime purpose of which is to advance the interests of airports and promote professional excellence in airport management and operations.

September 7-10

ACI North America Annual Conference & Exhibition Atlanta, USA

2014 2014

May 26-28

ACI Asia-Pacific/ World Annual General AssemblySeoul, South Korea

2014

June 16-18

ACI Europe General Assembly, Congress & ExhibitionFrankfurt, Germany

2014

April 29-30

ATAG Aviation & Environment SummitGeneva, Switzerland

2014

September 17-19 The Trinity Forum Bangkok, Thailand

ACI events

http://www.axis.com/imageusability

In today’s world, branding is much more than a logo or a particular product. Good branding practices, to reinforce positive perceptions, require an array of actions that will convey quality, credibility and excellence in service. These actions have to resonate in the minds of customers and

stakeholders on a daily basis. Development and maintenance of brand identity has become an

increasingly important element of airport management strategy, as airports face an increasingly competitive environment.

While airlines can respond to market forces by altering their routes and frequencies, airports cannot move to a better market, so they have to make the most of the market they are in. They must meet the needs of customers – airlines, passengers and shippers – as well as satisfy the expectations of other stakeholders, including regulatory authorities and the local community.

We often characterise the cornerstones in meeting the needs and expectations of the airport’s customers, stakeholders and constituencies as: safety and security, economic vitality, customer service and environmental responsibility.

ACI has developed a series of programmes, including Airport Service Quality (ASQ), Airport Excellence (APEX) in Safety and Airport Carbon Accreditation, to assist airports in assessing and improving their performance in their cornerstone activities.

We have also given a great deal of attention to the enabling power of information technology (IT). Through the efforts of our members on the World and Regional IT Committees, ACI has helped airports make remarkable progress in optimising the use of new and existing technologies for the purpose of achieving greater efficiency and effectiveness.

Further, they have promoted collaboration with other industry actors to ensure critical development of solutions and harmonised standards and protocols.

In that spirit, ACI and the International Air Transport Association (IATA) have solidified their efforts by jointly developing recommended practices and technical specifications that would meet our respective requirements.

An example of the results of this co-operation is the Aviation Community Recommended Information Services (ACRIS). ACRIS will facilitate the implementation of more efficient passenger and baggage processes and enable the linking of critical systems in real time to reduce delays, reduce costs and increase passenger satisfaction.

The consistent application of innovation for continuous improvement in satisfying the needs and expectations of our customers, stakeholders and constituents is a vital component of our brand value. AW


Director general, Angela Gittens, reflects on the power of branding and ACI’s efforts to assist airports in improving their performance.

View from the top

ACI VIEWPOINT

It may come as surprise to many, but Moscow’s airport system isn’t just made up of the big boys Domodedovo and Sheremetyevo, and their “little brother” Vnukovo, is beginning to make an impression.

How so? Well, passenger traffic at Vnukovo International Airport grew at a faster rate than either of its rivals last year, arguably demonstrating that it is finally beginning to emerge from their shadows.

The upturn, a healthy 15.2% rise on 2012, meant that 11.18 million passengers passed through Vnukovo last year.

And 2013 was a landmark year for Vnukovo in more ways than one, as Moscow’s oldest airport and Russia’s fourth busiest commercial gateway used it to complete or put the finishing touches to a number of key projects in its seven-year, €2 billion transformation programme.

New additions under the programme include a newly lengthened 3,000m runway, apron and taxiways as well as the state-of-the-art $1.8 billion Terminal A, which has effectively raised the airport’s capacity to 30 million passengers per annum.

Boasting cutting edge technology and 52 gates, the new 270,000sqm terminal is one of the biggest in Europe.

Last year also saw the opening of Vnukovo-3, one of Europe’s largest facilities for the handling, operation, maintenance and repair of executive jets.

The complex has two VIP terminals, apron and hangars capable of handling up to 3,200 flights a month. Operators at the facility include RusJet Aircompany, FBO Vipport, Jet Aviation and Aeropit.

The pride in seeing the completion of the terminal and new runway was evident in a beaming Vitaly Vantsev, chairman of the board of directors at Vnukovo, when he spoke to Airport World in Moscow.

“Enhancing the passenger experience, raising our capacity and offering something we feel that travellers cannot get at Moscow’s other airports were the primary focus of our expansion programme,” reveals Vantsev.

“For us, it is all about the passenger experience and making sure that everyone is handled with care and respect. We want our passengers to enjoy themselves. This means that the facilities must be convenient and the services provided are fast and efficient. Creating the right ambience is also important.”

Next on the agendaAlthough the current investment programme may be coming to an end, Vantsev is quick to point out that it is far from the end in terms of the ongoing efforts to upgrade the airport.

Family affairHow can Moscow’s Vnukovo International Airport compete against the giants on its doorstep – Domodedovo and Sheremetyevo? Justin Burns investigates.


AIRPORT REPORT: VNUKOVO

Indeed, more developments are planned and Vantsev believes that another €300 million needs to be spent on infrastructure enhancement projects at Vnukovo Airport over the next 10 years.

Next up is the opening of a new Hilton Hotel later this year and the construction of a new aircraft maintenance and repair facility to make the airport more attractive to airlines.

The new hotel will be linked to the terminal area via an underpass to shield guests from the extreme weather conditions Moscow can experience during the winter and summer periods.

According to Vantsev, improving speed and access for passengers into the heart of Moscow is also a key priority, so Vnukovo’s board of directors are working with the state on plans to build a metro line station within the next three years.

Quick and easyVantsev believes that the layout and design of its terminals makes getting around the airport very easy and convenient for passengers.

It also means the Vnukovo is able to offer some of the world’s shortest transfer times for passengers connecting between domestic and international flights – 20 minutes on some routes.

“When passengers enter Vnukovo, they do not need to think too hard about where they want to or need to go, as everything is very logical,” he notes. “All they need to understand really is which parts of the airport handle domestic and international flights.

“Everything is designed for the passenger and their comfort, like the rest rooms, bars, shops and other facilities such as a fountain in Terminal A where you can feel like you are in the tropics while having a coffee.”

AirlinesSituated 28 kilometres from the Kremlin, Vnukovo is the closest of Moscow’s three airports to the city centre and a direct train links it in 35 minutes.

The convenience of its location ensures that it is popular with Muscovites, even if it does currently lack the expansive global route networks of Domodedovo and Sheremetyevo.

So what type of airlines is Vnukovo aiming to attract? “We are focused on airlines which provide premium class services to passengers who want comfort and are willing to pay for it,” admits Vantsev.

The comment is slightly misleading, for although the airport is always looking to expand its offering to business passengers to capitalise on its close proximity to Moscow’s central business district, it is certainly not simply an airport used by business travellers.

Indeed, carriers serving Vnukovo today include low-cost carrier Germanwings, Austrian Airlines, Lufthansa, Turkish Airlines and Virgin Atlantic.

New arrivals attracted by the developments include Transaero, while UTAir and Star Alliance members Lufthansa and Turkish Airlines have increased flight frequencies.

Vantsev reveals that the airport is in negotiations with SWISS to launch flights later this year.

Aeronautical revenues currently account for 60% of the airport’s income, but Vantsev is keen to reduce this figure in the future to make the airport less dependent on the airlines.

The opening of a diverse range of new retail and F&B outlets in Terminal A will certainly boost Vnukovo’s income from shopping and dining, and more could follow in the future as Vantsev bids to maximise commercial opportunities across the airport site.



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Fourth Moscow gateway?Avia Solutions Group has signed an agreement with Russian state-owned holding company, Rostec, to establish a joint business venture to develop and manage a fourth Moscow airport on the site of the existing Ramenskoye airfield.

Ramenskoye International Airport, as it would be known, would be built to meet demand for low-cost travel and will have a capacity of 12mppa.

Avia Solutions Group is to invest $30 million into the company’s share capital and control up to 75% of the newly established company stocks.

Rostec will contribute by bringing in land and real estate currently under its ownership in Ramenskoye, and in seven years time, the total investment is expected to top $236 million.

Avia Solutions Group and Rostec will conduct the Ramenskoye development project in three stages, and plan on completing it between 2014-2019.

At the moment the airfield, also known under the name of Zhukovsky, has two runways, including one of the longest in Europe at 5.4 kilometres.

To transform the airfield into a full-fledged international airport a passenger terminal will be built and appropriate services established.

In the first stage, existing facilities of Ramenskoye aerodrome will be supplemented with a new 7,000sqm terminal capable of serving up to 1.8mppa.



OwnershipHistorically viewed as being the airport of the mayor of Moscow, Vnukovo is actually majority owned by the Russian government.

However, this could all change shortly following confirmation of the government’s intention to effectively privatise Vnukovo by selling its stake in the companies responsible for operating it by 2016.

The government currently owns 74.74% of Vnukovo Airport JSC, and 25% plus one share of the International Vnukovo Airport company.

The sale would allow for the formation of a new operating company in 2016 that will consolidate all the assets of Vnukovo Airport JSC, International Vnukovo Airport and the companies responsible for providing aircraft fuelling and ground handling services.

Rising competitionThe Moscow aviation market is evolving rapidly and grew by 14% in 2013, which, according to the Russian government, was above the world growth average of 4.6%.

Indeed, Moscow’s three airports handled more than 70 million passengers between them last year – Domodedovo leading the way with 30.76 million (+9.2%), followed by Sheremetyevo with 29.3 million (+11.7%) and Vnukovo with 11.18 million.

Vantsev predicts that the growth trajectory will continue and estimates that in 10 years time, Moscow will be handling 130-140mppa.

“I think there will be a great increase in passengers in Moscow and the infrastructure for this number of passengers is already there, so it is achievable and we can develop up to this,” Vantsev comments.

Upgrades have enabled Vnukovo to go head-to-head with Domodedovo and Sheremetyevo, and Vnukovo’s expansion has given it huge potential for growth compared to its competitors, according to Vantsev.

“We have about 25-30% of the whole market, which is our aim. However, it is worth noting that the terminal infrastructure at Domodedovo totals 160,000sqm, whereas at Vnukovo we have 270,000sqm. So, we have plenty of scope to handle more traffic.”

Fourth Moscow airportMoscow’s aviation potential hasn’t gone unnoticed by others, of course, and there now lies the very real prospect of new airports opening up in direct competition to Domodedovo, Sheremetyevo and Vnukovo in the future.

Indeed, plans were recently announced for a fourth airport aimed at low-cost carriers at Ramenskoye (see box story) and a possible development at Yermolino, 72 kilometres southwest of Moscow.

Vantsev was quite coy on their potential effect, but predicts it will take five or six years for one to be constructed at Yermolino, due to the regulations and laws existing on airport expansion.

“There is a lot of work to be done on laws and regulations – it is, for example, impossible at the moment to develop the low-cost and discounted market for airports in Moscow,” he explains.

Long-term growthVnukovo is forecasting it will handle an extra one million passengers this year and believes that it can sustain such a phenomenal annual growth rate for the foreseeable future.

Its calculations are based on the fact that Vnukovo has witnessed a 26% surge in passenger traffic since the December 2013 opening of its new runway, and rising interest from airlines in launching new services.

“Our goal is to handle 30 million passengers every year. This is the figure myself and my partners aimed at six years ago when we decided to develop the airport, and I don’t see a reason to change my mind now,” enthuses Vantsev.

But for the time being, Vantsev says it is all about putting the finishing touches to his and his partners’ vision of offering outstanding levels of customer service at Vnukovo.

To achieve this, he says, everyone needs to embrace the airport’s customer service philosophy and more staff need to provide “the personal touch” when dealing with passengers.

“Adding personal touch is key for any world-class airport,” says Vantsev. “Arguably, we have done the hard part in upgrading Vnukovo’s infrastructure, now it is all about improving the quality of our services and what we can offer our passengers.”

18

AW

http://www.beumergroup.com

http://www.concessionaireanalyzer.com


Every year the Brand Directory, BrandZ, Forbes, Interbrand and other institutions rank the value or ‘belovedness’ of brands, presenting and analysing the performance of the top 100 or even the top 500 brands worldwide.

And while Apple, Microsoft, Google, Coca Cola and IBM consistently hold the top rankings, it is interesting to observe that aviation hardly makes it to the top 500, with the exception of the leading aerospace and defense contractors, the two prominent aircraft manufacturers and eight airlines.

Whereas airports catered in 2013 for more than six billion passengers, there is no airport brand featuring in these rankings.

Before investigating the absence of airports in the top brands list, it is worth defining what a ‘brand’ means. The initial definition of ‘brand’ was the name given to a product or a service, therefore initially, a ‘brand’ would be similar to the current meaning of the word ‘trademark’.

During the 1970s, marketers began to understand that there was more to the perception of distinctive products and services than their names.

They realised that they could create a particular perception in the customers’ minds regarding the qualities and attributes of each product or service, and they called this perception ‘the brand’.

In other words, ‘the brand’ is how the customer or the public perceives the brand offering – both factually and emotionally. And, therefore, while the ‘brand name’ exists objectively and people can see it, the ‘brand’ exists only in someone’s mind.

This distinction between the brand name and the brand is easily demonstrated in the airport industry when passengers refer to specific airports.

For example, airports like Heathrow, JFK, O’Hare, Frankfurt, Atlanta or Tokyo Narita relate mostly to the location, therefore they are perceived as simply brand names.

On the other hand, Singapore, Amsterdam, Munich, Dubai or Hong Kong are perceived as more than just a location, having distinctive passenger experience boosting attributes such as being caring, customer-centric, easy-to-connect, good shopping and a clean and clear logo, making them true brands.

Going back to the absence of airport brands on the top 500 list, it is mostly because only over the last 15 years marketing and branding have evolved into a key strategic instrument for certain airports around the world.

Contrary to other industries – such as fast moving consumer goods (FMCGs), telecoms, banking, car manufacturers or even airlines -– airports have been slow in understanding the role and importance of marketing and brand building in their overall strategies. Consequently, very few airports have built their products and services around a well defined brand.

This is partly down to the fact that the airports have only really transformed into private or self-financed businesses with commercial goals in the last 20 to 30 years, so perhaps it is little wonder that they are lagging behind others in terms of brand awareness, even though they hold such large customer bases.

But why should airports build their brand? Increasingly, we see consumers holding brands to higher standards. Reputation has never been more important as customers expect brands to operate in accordance with higher ideals and greater responsibility.

The best brands understand and appreciate more than just what people ‘buy’ or ‘use’. Instead, they seek to understand and deliver what people ‘buy into’. So, aligning an airport’s brand values with those of its passengers isn’t just about doing good; it’s about good business.

And, since there is a significant trend for airport marketing to shift from a B2B to a B2C focus, brand building becomes of real essence.

Therefore, developing a higher brand value, relative to other airport brands, should be a result from an airport’s ability to appeal to passengers with a particular balance of being ‘meaningful’ (meet expectations and generate affection), ‘different’ (unique in a positive way) and ‘salient’ (the brand of choice).

The key characteristics of successful brands include:ValueIn the case of airports this does not relate so much to the prices as such, but to the value of the products and services offered during the passenger’s stay at the airport. Dubai and Amsterdam Schiphol are good examples where passengers perceive the shopping experience at these airports to be of great value.

RelevanceIt is essential for an airport brand to remain relevant to the passenger experience. Singapore Changi continuously builds its brand around delivering the best passenger experience, using branding in all its aspects of operation and marketing, and therefore consistently ranking for the past 30 years in the top positions of passenger perception as one of the best airports in the world.

TechnologyWhile technology is usually associated with operational efficiency at airports, it is becoming more relevant and very useful for brand building. Wi-Fi at airports, for example, in combination with social media are transforming the interaction with the passenger, making it direct and immediate, allowing the airport in many cases to have more effective communication versus customer agents on information counters.

No airport can afford to be out of touch nowadays; being social and available 24/7, is one of the best ways to build its brand. And actually, it is an oxymoron that technology becomes the means for a more human and informal communication with the customer.

Heathrow, Dublin, Los Angeles and Gatwick are among the most successful airports in using social media to reach to their passengers.

Adding value Why do airports need a brand? George Karamanos considers the importance of branding and the impact it can have on a gateway’s image.

SPECIAL REPORT: BRANDS

ReputationWhile an intangible concept, having a good reputation can benefit an airport in a multitude of ways including consumer preference; support for an organisation in times of crisis or controversy; and, the future value of an organisation in the marketplace.

Brand strength, what you stand for, is a valuable component of a good reputation.

By achieving ‘neutrality’ – the highest ranking – in ACI’s Airport Carbon Accreditation programme, Swedavia clearly demonstrates its environmental responsibility as a company. And this underpins a good reputation.

Meaningfully differentCustomers will stay loyal to brands that meet their needs; even more if they see them as ahead of the game in setting trends.

While airport loyalty is difficult to define, since the main reasons for using an airport is not usually the airport per say, in the case of airports competing for the same catchment area, being a ‘meaningfully different’ brand can provide an advantage.

The location, nature and passenger base of London City Airport are the elements that have allowed its marketing strategy to successfully build a ‘meaningfully different’ brand.



Singapore Changi’s ‘Social Tree’ stores the digital memories of passengers. Image courtesy of CAG.

PersonalityA distinctive brand character is more likely to generate customer passion and create brand advocates. A brand personality is something to which the customer can relate, and understanding a brand personality enables the brand owner to deliver a consistent brand experience that connects with customers and leaves a deeper and more sustainable impression.

In the case of airports, Singapore Changi and Munich have developed strong brand personalities that extend beyond the passenger base to the greater local and international public.

Singapore’s personality includes traits such as enjoyable, efficient, trustworthy, innovative and customer focused.

Munich has a brand personality that reflects assertiveness, efficiency, sophistication, corporate responsibility, and sociability.

Globally local or locally globalAirports are gateways of globalisation serving on a daily basis a mosaic of travellers. Whereas every airport has a different passenger profile, all passengers expect that their specific needs be met.

It is therefore necessary for an airport brand to combine the aspirations of its international clientele with the local characteristics that can differentiate it from the other airports.

Copenhagen, Zurich and Hong Kong airports are good examples of airports that deliver truly international brands with local touches.

A great branded experienceA brand is only as good as its last experience. Recommendation and word-of-mouth are powerful forces that can make or break a brand even faster in this connected world.

Once again Singapore Changi has built its reputation, based on its innovation and customer focus on delivering an unforgettable ‘Changi experience’, therefore providing a great customer experience.

Building a brand is a difficult task that requires commitment by airport management, a carefully planned brand strategy that can combine the above elements, an effective implementation plan and time to see the results. But primarily, airports have to consciously take the role of managing the whole passenger experience at the airport, enriching it with its key brand values.

As airports turn their focus on consumers, brands that make them stand out from the crowd will help them increase their non-aeronautical revenues, build loyalty, add value to the airport-company, and, hopefully, see them on the top 500 global brand ranking.

The airport to airline brandingAirline marketing for airports has become very competitive over the past 10 years as airport marketers strive to develop a focused branding and positioning statements that will noticeably convey their message and differentiate them from other competitors.

Delivering a reliable airport operation, offering an attractive incentive scheme, providing effective marketing support and investing in market intelligence cover the four basic airline needs: flawless operation, cost savings, marketing support and information.

However, given that today most airports cover these needs in some way or another, a strong brand and a powerful positioning statement reflected on all marketing actions could further build the airport’s competitive advantage and brand value.

In many cases, airports decide to develop marketing strategies including branding focused only on their airlines customers with logos and taglines that are different from their corporate brand.

While this is considered a faux pas in marketing textbooks, the fact that airport marketing is still in an early stage can justify this trend.

Airports that have developed strong positioning statements and marketing campaigns specifically for their airline customers include Abu Dhabi (‘The right place, the right people); Athens (‘We deliver’); Bordeaux (‘The big potential: the Bor’doh Vintage’); Brussels (‘Welcome to Europe’); Budapest (‘Where everything takes off’); Prague (‘Prague loves you’); Verona (‘Your better choice’); and Vienna (‘Open for new horizons’).

About the authorGeorge Karamanos is managing director of KPI Aviation Marketing Solutions.

AW



Tulips in Amsterdam. Image courtesy of The Schiphol Group.

Airport World 1 2014 Now available online

>The magazine of the Airports Council International

In this issue

In the spotlight: BrandingAirports: Moscow VnukovoSpecial report: Security screeningPlus: Airport design, people & UK capacity crunch

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