IATAConsultingAirport

8/4/2019 IATAConsultingAirport

http://slidepdf.com/reader/full/iataconsultingairport 1/6

Airport Strategic Business Planning

Airport Planning, Simulation and Capacity Management

Airport Operational Readiness

International Air Transport Association

800 Place Victoria, B.P. 113

Montreal, Quebec

Canada H4Z 1M1

Tel: +1 (514) 874 0202

Fax: +1 (514) 874 2662

www.iata.org/consulting



1. IATA Consulting Services to Airports

IATA offers a wide range of consulting services to assist airports in their successful development.

Airports have a cyclic development with very different needs along each step of their lifecycle.

IATA Consulting addresses the specific challenges of each step with airport operators, airport

shareholders and regulatory bodies.

Develop Revenues

Business Plan

Strategy Development

Air Service development

Connectivity studies

Marketing strategy

Manage Quality and Costs

Organizational Design

Level of service studies/Simulation

KPI definition

Cost Reduction

Manage changes in

ownership Buyer due diligence

Vendor due diligence

Privatization program

Private Sector Participation

Optimize Investments

Master plan Design review

Demand/capacity analysis

Passenger terminal concept

Baggage Handling Systems

Runway system / Apron layout

In the planning and construction phase, IATA Consulting offers airport development solutions

whose aim is to facilitate the planning and design of airport facilities and infrastructures. The top-seller

solution in the airport development solutions portfolio is the airport master plan definition. It is

important to note that IATA Consulting does not take part to the construction phase and to theconstruction supervision.

To airports in the next phase of the lifecycle, the commercialization phase, IATA Consulting

proposes a portfolio of business development solutions, among which the development of air services

and the development of the airport commercial revenues are the most popular.

When airports are in the optimization phase, IATA Consulting provides solutions to monitor and

improve operations, performance and level of service. The demand and capacity analysis studies are

a key solution in this phase.

Eventually, for those airports that may experience a change in ownership, IATA Consulting

proposes solutions for privatization. The airport due diligence is the most popular one for both vendors

and buyers.

IATA Consulting

Airport Planning, Simulation and Capacity Expertise



2. Strategic Business Planning

IATA’s strategic planning capabilities include preparation of detailed analyses of an airport’s current

operational, financial and organizational position in terms of regional norms and global best practices;

definition of client vision and mission, long-term objectives and critical challenges, along with specific

strategies to facilitate their achievement. In addition, IATA can assist with the preparation of detailedaction plans and the establishment of performance monitoring tools and metrics, together with the

identification of operational, financial, organizational competencies required to support the strategic

plan implementation and sustain positive airport growth going forward.

2.1 Airport Due Diligence

Capital investments at airports require as much prudence as foresight. For this reason, IATA

Consulting will perform, upon request, airport investment due diligences for project sponsors or banks.

To accomplish this, IATA Consulting carries out a comprehensive and thorough review of the airport

development plan and particularly of the all the risks that could affect the capacity of the airport or thesponsor to face its financial obligations. The due diligence will typically cover the risk factors inherent

to a major airport “brown-field” or “green field” project:

Traffic

Aeronautical revenue

Non-Aeronautical revenue

Investment program

Airport Operations

2.2 Airport Operational Readiness

Different types of operational problems are witnessed when commissioning new facilities, especially

during the first day of operations, potentially resulting in poor performance and disruptions reflecting

negatively on the organization. Many organizations require carrying out a readiness assessment of

the new systems and facilities.

An operation readiness strategy will allow airport operators to dot right and most important to do it

right the first time prior to the commissioning.

It is critical that on the opening day of an airport, the airport personnel is fully trained to effectively

implement correct airport procedures and for all equipment to be in good working condition. The

scope of work includes the safe and effective handling of passengers, efficient transfer of baggage,

effective handling of the new facilities and equipment and an effective emergency plan.

2.3 Airport Planning Consulting

IATA Consulting offers a comprehensive range of expertise and solutions to assist governments,

airports, airlines and consultants in developing cost-effective and performing facilities with user

requirements in mind.

IATA Consulting




2.4 Airport Traffic Forecast

IATA is able to generate traffic forecasts that provide the airline industry's best estimates of

passenger and cargo traffic and aircraft movement growth at the target airport, up to 30 years ahead.

IATA is uniquely placed to receive, incorporate and disseminate detailed information from the airlines.

While confidentiality is maintained, this enables production of a scenario-driven forecast, which can beutilized by airport authorities and governments in their planning with the confidence that it has the

support of the airline industry. Furthermore, IATA is able to develop forecasts under a variety of

scenarios to assist decision-makers involved in airport infrastructure and investment decisions.

2.5 Master Plan and Land Use Plan Studies

The complexity of an airport layout requires an analytical approach where all fundamental elements

are identified and its characteristics defined. IATA has extensive experience preparing master plans

and land-use plans for the optimal development of an existing or proposed airport. Typical

considerations include the sizing and location of major facilities; provision of adequate capacity tomeet the projected demand; compatibility of the airport expansion with aeronautical criteria; new

aircraft types and systems; local land-use planning; logical phasing of airport development and capital

expenditure to ensure financial effectiveness; and the determination of the environmental impact of

the proposed development.

IATA ascertains that all major operational facilities and relative areas are properly located within the

overall airport boundary. Each facility should be able to expand through the various phases up to the

ultimate phase of the airport without costly adjustments. The proper balance of these operational

facilities is of the greatest importance.

IATA subdivides the overall area into optimal sub areas with the aim to reach the maximum capacity

of the airport, prior to assessing the individual functional requirements. IATA sizes the airport facilities

in relation to the maximum number of aircraft movements and associated passenger flows the

ultimate runway system can generate. The optimization of these capacities throughout the life span of

the airport is the key goal.

The land-use plan layouts a long-term strategic view presented in five-year phase intervals until the

runway system is at capacity. It should consider the implication of possible diversity of air traffic, which

may not have been perceived at the initial inception of the project. The land-use plan layout strategies

should safeguard apron and terminal space such that minimum operational impact to airline and

ground handling companies is observed when transferring from progressive phases of the

implementation.

IATA Consulting




2.6 Capacity, Level of Service and Simulation Studies

IATA has extensive experience in conducting capacity, level of service and simulation studies for all

key airport components. Airport capacity issues are associated with limitations in the specific capacity

of runways, taxiways, aprons, aircraft operations on the ground and approach, together with take-off

and landing procedures. Balancing capacity ensures that the terminal, gate and apron systems do notlimit the runway throughput. IATA uses proven methodologies and models to determine the optimal

balanced and sustainable airport with short-, medium- and long-term requirements for runway/taxiway

systems, passenger terminals, aprons and gate systems to meet the challenges of traffic growth and

change.

Runway Capacity

Runway capacity ultimately determines the capacity of an airport. Every effort should be made to

achieve the maximum safe runway throughput and to balance capacity with the other critical systems,

such as the airspace, apron and passenger terminal.

IATA can conduct an aircraft flow simulation study of the existing runway system with the existingrules and procedures to determine the limiting factors and ways to remove them. The study will also

determine the capacity of the improved runway system considering the site-specific airline schedule.

Aircraft Stands

The aircraft stands system is a key interface between the aircraft flow system and the passenger flow

system. The aircraft processed at passenger terminals generate inbound and outbound passengers

flows. The number of aircraft and where the aircraft are processed will affect the performance and

capacity of the apron and passenger terminal. Realistic stands requirements and assignments are

essential for developing efficient and cost-effective apron/terminal concepts, and efficient operations.

Passenger TerminalsUnlike the runway and gates that have a “hard” capacity definition, the capacity of terminal processing

and queuing areas relates directly to the extent of congestion that will be tolerated. The new

expanded IATA level of service C standards are proposed as the basis of the analysis.

Terminal design and level of service should reflect the various characteristics and volume of

passengers and baggage to be handled. Managing terminal capacity and designing with level of

service in mind are key issues in maximizing terminal capacity with long-term financial and operational

implications.

The amount of space to be comfortable, and the space required, is examined from the point of view of

passenger behaviour and perception. Time and space are key variables, but time is often neglected in

planning airport facilities.

IATA experts determine the facility requirements by five-year phase intervals until the design year,

review qualitatively the flows to identify any areas in which the layout could be negatively impacted by

the configuration of facilities, determine the performance and capacity through simulation to quantify

the capacity of the various elements, as well as the system as a whole.

IATA can conduct a passenger flow simulation for the design year to validate that the proposed

facilities meet the requirements, to accommodate the peak demand for the desired level of service

and performance. An IATA study can optimize the existing terminal to meet demand until new

facilities are commissioned, measure the MCT and level of service and propose technological

improvements, temporary expedients and other infrastructure, rules and procedure improvements.The end product ensures balancing sub-systems and re-evaluating space utilization.

IATA Consulting




2.7 Passenger Terminal-Apron Concept Development

One of the most challenging aspects of airport planning is to development the most appropriate

passenger terminal and apron concept. IATA's objective is to facilitate terminal designs, which will be

recognized for the ease, simplicity and efficiency of their passenger/baggage processing and aircraft

handling. Functionality and cost efficiency are the paramount considerations. Based on theconsiderable experience gained operating at airports throughout the world, IATA is constantly

improving its own airport terminal design standards and is able to provide leading edge advice and

support relating to architectural design review, passenger facility planning, airside landside

operational review, way-finding and signage, performance and level of service standards, passenger

processing systems concepts and capacity planning.

2.8 Baggage Handling Systems (BHS)

IATA is able to provide a range of BHS-related consulting services to address general or specific,

current or anticipated issues relating to baggage handling system performance, capability andcapacity, arising from the need to replace or modify legacy equipment, accommodate future growth in

passenger volume, the introduction of larger aircraft and new security screening requirements.

2.9 Hold Baggage Screening (HBS)

IATA is able to provide a range of hold baggage screening-related consulting services to address

general or specific, current or anticipated issues relating to the screening of hold baggage for

explosives, dangerous goods, narcotics and contraband. Screening for explosives has particular

relevance given the requirement for airports to implement systems and processes to ensure that

originating hold baggage intended to be carried on an aircraft engaged in international civil aviation

operations is screened for explosives in accordance with the seventh edition of Annex 17 of the ICAO

Convention on International Civil Aviation (effective as of July 1, 2002) and, in particular, Chapter 4,

Clause 4.4, “Measures Relating to Hold Baggage,” which were achieved as of January 1, 2006.

2.10 Airport Terminal Concession Development

At their most basic level, concessions in terminal buildings provide necessary services to passengers.

However, a well-developed concession plan can elevate the level of service to passengers and

visitors, as well as provide a greatly enhanced revenue stream for the airport operator. IATA is able to

provide guidance and advice regarding the optimal mix and arrangement of concession facilities to

maximize the level of service provided to passengers while optimizing the realization of revenue

generating opportunities, without interfering with the basic functionality of passenger handling

process.

2.11 Cargo Terminal Planning and Development

As airfreight continues to grow at rates often far outstripping passenger growth, the provision of

modern, efficient and appropriately-sized cargo facilities is of vital importance to the prosperity of an

airport. IATA is able to undertake conceptual planning of cargo facilities, as well as more detailedplanning studies.

IATA Consulting


IATAConsultingAirport

Documents

Transcript of IATAConsultingAirport