www.internationalairportreview.com Issue 1 · 2016
A regulatoryapproach toairfield lighting Gernot Kessler, Deputy Head of theATM/ANS Aerodrome Department, EASA
Winter Operations Supplement Featuring articles from the Met Office, Warsaw Chopin Airport
and the Greater Toronto Airport Authority
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INTRODUCTION
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 1
Annie McKennaEditor
INTERNATIONAL AIRPORT REVIEWFounder: Ian Russell
Managing Director: Josh RussellEditor: Annie McKenna
Editorial Assistant: Stephanie [email protected]
Digital Content Producer: Katie [email protected]
Publication Manager: Andrew [email protected]
Sales Executive: Stephen Sargent [email protected]
Publications Assistants: Karen Hutchinson/Pippa [email protected]
Production Manager: Brian [email protected]
Front Cover Artwork: Steve Crisp
DISTRIBUTIONInternational Airport Review (ISSN No: 1366-6339, USPS No: 023-545) is published by-monthly by Russell Publishing Ltd, GBR and distributed inthe USA by Asendia, 17B South Middlesex Avenue, Monroe NJ 08831.Periodicals postage paid New Brunswick, NJ and additional mailing offices.POSTMASTER : send address changes to International Airport Review, 701C Ashland Ave, Folcroft PA 19032.
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COPYRIGHTISSN 1366 - 6339 Copyright rests with the publishers. All rights reserved ©2016 Russell Publishing Limited
EDITORIAL BOARD
Thinkingoutsidethe box
Guenter MartisDirector of European Affairs, CANSO
Dr. Michael KerklohCEO, Munich Airport
Bo RedebornIndependent AviationConsultant
Darren CaplanChief Executive, Airport Operators Association
Dr. John McCarthyHead of Research,International Centre for Airport Cyber Research
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No responsibility can be accepted by Russell Publishing Limited, the editor, staff or anycontributors for action taken as a result of the information and other materials contained in ourpublications. Readers should take specific advice when dealing with specific situations. In addition, the views expressed in our publications by any contributor are not necessarily thoseof the editor, staff or Russell Publishing Ltd. As such, our publications are not intended toamount to advice on which reliance should be placed. We therefore disclaim all liability andresponsibility arising from any reliance placed on such materials by any reader, or by anyonewho may be informed of any of its contents. Published January 2016
Welcome to the first International Airport Review of 2016. It seems a good time to
reflect on 2015, which was another record-breaking year for air transport. According
to preliminary figures published by ICAO, the total number of passengers carried on
scheduled services in 2015 rose to 3.5 billion; a 6.4% increase year-on-year, while the
number of departures reached approximately 34 million globally. These numbers are
staggering, but whilst the demand for air travel is showing no signs of slowing, the rise
in air traffic volumes has brought with it new pressures on airport capacities and
infrastructure. With space to expand often not a possibility, airports are continuously
looking towards technology to streamline existing processes to enable increased
passenger throughput, obviously whilst maintaining the core industry values of safety
and security.
This year, International Airport Review will be examining these themes, starting in
this issue with our Passenger Flow Supplement. Starting on page 43, our Supplement
explores airports’ increasing use of self-service. The use of online check-in is fully
established, but we are now seeing airports using self bag-drop facilities, self-labelling
and a movement towards automated passenger processing. According to SITA’s 2015
Airport IT Trends survey, the new generation of mobile apps being launched by airports
will see over 80% of airports implementing sensor technology – to enable a more
predictable journey through the airport – over the next three years. It will be interesting
to see what other technologies come to the fore in the bid to enable passenger traffic.
Elsewhere in this issue we have a Winter Operations Supplement (page 17), which
features articles from the Met Office, Warsaw Chopin Airport and the Greater Toronto
Airports Authority and looks into how organisations and airports prepare for their winter
season. And starting on page 56, Gernot Kessler from the European Aviation Safety
Agency provides an article which considers a regulatory approach to airfield lighting.
As always, if you have any feedback or would like to contribute an end-user
article to the magazine or a blog to the website, please contact me directly via
the email address below. And remember to join our groups on LinkedIn and Twitter
– details are below.
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INTRODUCTION Thinking outside the boxAnne-Marie McKenna, Editor, International Airport Review
FOREWORD Innovation: From buzzword to implementation at airportsTodd Hauptli, President & CEO, American Association of Airport Executives
NEWS
EVENTS DIARY
ATC/ATMRemote tower: A new approachEVENT REVIEW Airport Security & Airport IT 2015
INTERVIEW60 Seconds With…John Taylor, Founder and CEO, JTip
SHOW PREVIEW Routes Europe 2016
INTERVIEW Innovation Insight With Phil Callow, Chief Executive Officer, OAG
GROUND HANDLING Enabling growth from the ground up Aidan Fidgeon, Head of Capacity Solutions and Capital Programmes, Dublin Airport
AIRFIELD LIGHTING Airfield lighting: A regulatory approach Gernot Kessler, Deputy Head - ATM/ANS and AerodromeDepartment, European Aviation Safety Agency
WEBINAR REVIEW Optimise your airport resources with the new Level of Services concept!METEOROLOGY Top notch aviation weatherservices for Hong Kong Chi-ming Shun and Pak-wai Chan, Hong Kong Observatory
INTERVIEWFinal Call With Alison Conroy, UK Sales and Marketing Manager, Aebi Schmidt
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Coming up in the next issue…■■ Airport Security and ATC/ATM Supplements
■■ The Airport Show preview ■■ Airport IT with San Francisco International Airport
■■ Solar technology with Adelaide Airport
Published March 2016 – to subscribe for free to International Airport Review, please visit www.internationalairportreview.com
We’re looking for end-user industry experts from airports andindustry associations to contribute free-of-charge informative
and thought-provoking articles.
Can you write about Airfield Lighting, Ground/Baggage Handling,Passenger Processing, Security Developments, or Airport Data/IT?
Contact Anne-Marie McKenna, Editor, via email [email protected]
or visit www.internationalairportreview.com
Contents
Do you want your article published in International Airport Review?
Warsaw Chopin Airport does not fear the winterWinter is a state of mindCraig Bradbrook, Vice President - Aviation Services,Toronto Pearson International Airport, GTAA
Innovating the de-icing tradition Tim Peyton, Aircraft De-icing Expert, LNT Solutions
Preparing for the worstJon Dutton, Business Manager – Aviation Team, Met Office
Winter Operations Roundtable Moderated by Craig Bradbrook, Vice President –Aviation Services, Toronto Pearson International Airport, GTAA
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WINTER OPERATIONS SUPPLEMENT
Small steps to increased capacityPiotr Pawlisiak, Terminal Product Specialist, Warsaw Chopin Airport
Gatwick: Transforming the passenger experience Gavin Jackson, Project Leader – Check-inTransformation, Gatwick Airport
Baggage check-in with I-drop – innovative and easy to use Johannes Scharnberg, Director of Aviation, Hamburg Airport
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PASSENGER FLOW SUPPLEMENT
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 3
COVER SPONSOR:
Innovation is exciting in theory, but it’s meaningless if it’s not being put to
use. It’s just another buzzword doomed to fade into obscurity unless it’s
being applied to improve the current aviation system. A great technology
that improves passenger flow isn’t worth much if it’s not being installed
and used. An idea is nice, but measureable results are what counts.
Bringing innovative technology to an airport might seem like a
daunting task for an airport official more used to reading FAA reports
from Washington than WIRED updates from Silicon Valley. But it
doesn’t have to be that way.
That’s where AAAE comes in. Innovation is a key part of both our
heritage and our future. It’s a pillar of what we strive to deliver to
our members every day. Service. Innovation. Results.
Most recently, we have been striving to foster innovation in the
airport marketplace through our Airport Innovation Accelerator, which
focuses on assisting emerging and major companies that are new to
the aviation sector and want to bring new, innovative ideas to the
airport marketplace that is unfamiliar to them.
Having served airports for nearly 100 years, AAAE has a unique
perspective on effective innovation in airports. We believe that
innovation is a combination of creative thinking and results. With the
creation of the Airport Innovation Accelerator in 2015, AAAE is
working to bring better solutions to airports more efficiently and drive
innovation in the airport environment.
The Accelerator recently announced a new service – Airport Market
Match – that helps innovators navigate the airport marketplace to
achieve broad market acceptance. The Airport Market Match is
intended for innovators with a mature product, strong references and
a demonstrated investment to serve the airport market. Market Match
participants will be able to access industry experts and real airport
customers to rapidly assess market need, generate market awareness
and connect directly with airports to rapidly refine the solution for
airports and uncover powerful piloting opportunities. The service will
also benefit airports and AAAE members in providing assistance,
guidance and expertise that will in turn lead to better products and
services in the airport marketplace. At the close of the application
deadline for Airport Market Match, we had more than two dozen
companies apply.
The Market Match was announced in San Francisco, at our
inaugural Airport Innovation Forum in November 2015. At the Forum,
airport executives met with innovative company leaders, venture
capitalists, and government partners to discuss the future of airports.
Speakers explained how 3D printing, self-driving cars, and drones are
going to affect airports sooner than you think. But the majority of the
Forum centered on how innovation can improve the passenger
experience in airports – essentially, practicing innovation instead of just
preaching innovation.
CEOs from some of the leading airport solution companies,
including AirIT, Daon, SilverCar, and Area360 stood on stage at the
Forum to paint a picture of a unified, catered passenger experience
from door to gate. Imagine having the equivalent of an electronic
concierge that directs you to the best parking space and shortest
security line, or way-finding that guides you to your gate even if it
changes. Don’t forget to check out the variety of dining and shopping
options with the time you saved along the way. It might seem like
something out of a movie, but it’s all very real and very near.
Passenger experience is one area where innovation can help an
airport, but it’s far from the only one. In 2016, we are dedicated to
driving innovative concepts throughout the process from idea
to delivery. In our view, the airports of the future are close at hand.
The time for airport innovation is now, and we at AAAE are excited to
be on the leading edge of the change.
4 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
FOREWORD
Innovation:From buzzwordto implementation at airports
AAAE President and CEO Todd Hauptli is the third CEO in the Association’s history. Todd joined AAAE in 1991 and prior to becoming CEO was responsible for overseeing AAAE’sinteractions with Congress and the Executive Branch agencies. Before joining AAAE, Todd heldpositions at the White House, the Department of Transportation, the Department of Commerce,and Capitol Hill. Todd is married with three sons. He and his family reside in McLean, Virginia.
Innovation is integral to aviation. It’s what drove two bicycle makers from Ohio to become the famous flyingWright Brothers. It’s what pushed us beyond the sound barrier, and it will continue to push us to places in flightwe can’t even imagine. Innovation can also drive the modern airport economy. It can help passenger satisfactionand retention, track and recover revenue from app-based transportation services, and lower operating coststhrough reduced energy usage. It can improve safety by putting better, smarter cameras on the runway and through interactive training of critical employees. President and CEO of the American Association of AirportExecutives (AAAE), Todd Hauptli, explains how the AAAE is working to facilitate airport innovation.
Get daily news updates on www.internationalairportreview.com @IntAirport internationalairportreview.com Volume 20 · Issue 1 · 2016 5
NEWS
Proviron: The risingplayer inaircraftde-icingProviron has been a trusted and reliablemanufacturer of runway de-icing productsfor over 25 years and is now considered therising player in the aircraft de-icing marketin Europe.
“After doubling our productioncapacity of runway de-icing products andbuilding a brand new manufacturing plantfor aircraft de/anti-icing fluids, times areextremely exciting and busy for us. We keep on growing faster than expectedvolume-wise, customer-wise and product-wise, and we now have the biggest de-icerproduct portfolio in the Europe,” saysFrederic Versavel, Business Manager – De-icing Solutions at Proviron.
Proviron has a long-term partnershipwith Cryotech (USA) to manufacture theCryotech Type I, II and IV aircraft de/anti-icing fluids in Belgium. The Cryotechfluids are already well known and widelyused on aircraft in North America. SinceProviron has been producing these fluidsin Europe, the European aviation industryhas rapidly shown interest as well.
Versavel continues: “With air trafficgrowing further and winter being moreextreme, it is critical for Proviron andCryotech to continue to invest in theinnovation of our de-icing products andservices. Airlines, airports and groundhandling companies are continuouslylooking to improve their de-icingoperations. Our Cryotech aircraft de/anti-icing fluids seem to be very popular andwell received by customers. Offering goodstorage stability, high Holdover Time andsuperb sprayability, our products canimprove de-icing operations from both anoperational, environmental and cost-efficient point of view.”
www.proviron.com
Tulip shaped ATC tower to becomelandmark of Istanbul New AirportOperating consortium IGA has selected AECOM andPininfarina’s design for an air traffic control (ATC)tower in the shape of a giant tulip for Istanbul NewAirport, which is set to become an iconic symbol ofthe new airport in Istanbul.
According to IGA, the design of the towercombines aspects of the modern with traditionalelements. The twisting form is based on a tulip, whichhas been the symbol of Istanbul for centuries. The curved, 96m high building, which will be visibleto all passengers flying into or out of the new majorairport, is also reminiscent of the forms used inaviation design. “The ATC tower will contributemuch to the Istanbul New Airport with its iconiccharacter,” said Yusuf Akçayoğlu, CEO of IGA. “Themost significant companies within the industryparticipated in the competition with best designs.
After a difficult selection process, we preferred theconcept tower design that resembles tulips, created byAECOM and Pininfarina.”
Construction of the tower is scheduled to begin inMay 2016, with completion aimed for October 2017.
Just 35km from the centre of Istanbul, on theEuropean side of the city near the Black Sea, IstanbulNew Airport is one of the largest infrastructureprojects in Turkey’s history. When it opens in spring2018, it will have an initial handling capacity of 90 million passengers per year. There are plans toexpand the airport to six runways and three terminals.Once completed, Istanbul New Airport will have anannual capacity of more than 200 million passengersand will be one of the world’s largest airports.
www.igairport.com
SITA and Air France-KLM install self-service kiosks at 50 airportsA new generation of self-service kiosks – jointly designed by air transport ITprovider, SITA, and Air France-KLM – is now fully operational at SchipholAirport in Amsterdam, and Charles de Gaulle and Orly airports in Paris.
Packed with the latest features, the sleek new kiosks allow passengers to quickly and easily check-in for flights, print bag tags and purchaseadditional services.
“The New Generation Kiosk project is a strategic project for Air France-KLM, aimed at significantly improving the customer experience in 50 airports worldwide. With these 765 state-of-the-art kiosks from SITA, weare providing a solution that will improve the self-service experience forcheck-in, self-tagging and baggage recovery,” commented Nicolas Nelson,Vice President Distributed Services IS Group, Air France-KLM Group.
“The initial feedback from our customers and station managers is verypositive with reports of increased availability, better user interface andimproved self-use ratios. This was a complex project that deserved fullattention from SITA and Air France-KLM experts and management. At theend of the day it has proved to be a real success.”
The delivery of these kiosks to Air France-KLM coincides with the
delivery of SITA’s 10,000th kiosk to the air transport industry. These kiosksinclude several new features, such as ‘chip and pin’ and contactless paymentdevices, which allow passengers to pay for flights, upgrades, meals or otherancillary services. They are also designed to accommodate future services,such as check-in and payments using near field communication (NFC). To support the move to self-bag tagging, the kiosks are equipped with extra storage for tags. And to facilitate responsive customer service, eachkiosk is also equipped with audio and camera features for remote supportfrom airline staff.
Dave Bakker, SITA President, Europe, commented: “We worked closelywith the Air France-KLM team to capture their needs throughout the designprocess. These SITA kiosks provide the usual check-in services for passengersand are designed to support the growing trend of self bag-tagging. However,they also include ‘chip and pin’ payment devices, which allow the airline toextend the range of kiosk services. Passengers have shown their preferencefor using kiosks and this major investment by Air France-KLM will givepassengers exactly what they want.”
www.sita.aero
© IG
A
6 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com Get daily news updates on www.internationalairportreview.com @IntAirport
NEWS
2015: Continuing traffic growthand record airline profitsPreliminary figures released by ICAO in December 2015 showed that the total number of passengerscarried on scheduled services rose to 3.5 billion in 2015, a 6.4% increase over the previous year.
The number of departures reached approximately 34 million globally, and world passenger traffic– expressed in terms of total scheduled revenue passenger-kilometres (RPKs), posted an increase of6.8%, with approximately 6,562 billion RPKs being performed.
The aviation industry, composed of some 1,400 commercial airlines, 4,130 airports and 173 airnavigation services providers, continued to play a critical role throughout 2015 in fostering the growthof tourism and trade. Over half of the world’s 1.1 billion tourists are transported by air today, whileaircraft carry 35% of world trade by value.
International scheduled passenger traffic expressed in terms of RPKs grew by 6.7% in 2015, upfrom the 6% recorded in 2014. Meanwhile European traffic increased by 5.5% and accounted for thelargest share of international RPKs at 37%. The Asia/Pacific region had the second largest share with28% and grew by 8.2%. The Middle East region moved 14% of world RPKs and recorded growth of12.1% compared to 2014, while North America – also with a 14% RPK share – recorded 3.3% growth.Carriers in Latin America and the Caribbean managed 4% of world RPK traffic and recorded 7.9%growth, and Africa – with a 3% share – grew at a rate of 0.6%.
Final figures will be released in July 2016 in the Annual Report of the Council.www.icao.int
CAA approves new franchise arrangement with The Travel Vault LtdThe UK Civil Aviation Authority (CAA)announced in January 2016 that The TravelVault Ltd. has been approved as a franchisebody under the ATOL protection scheme. Thisnew arrangement has been agreed with the AirTravel Trust and means that The Travel VaultLtd. will become the second ATOL franchise.
Smaller travel businesses, looking to sellno more than 1,000 holidays a year, can nowapply for an ATOL via The Travel Vault Ltd.
Run by the UK CAA on behalf of theGovernment, the Air Travel Organiser'sLicence (ATOL) scheme covers the traditionalpackage holiday, some individual flights andsince April 2012, trips known by the industry as‘Flight-Plus’, which is a booking that includesa flight and accommodation and/or car hire so
long as the separate parts of the holiday arebooked with the same company and within aday of each other. A 'Flight-Plus' booking is onethat includes a flight plus accommodationand/or car hire, so long as these separate partsof the holiday are booked with the samecompany and within a day of each other.
The CAA can grant members of franchiseholders their own ATOL licence, but unlikesome other ATOL licence options, thebusinesses will not have to provide a bond assecurity against failure in most cases. The newfranchise agreement will see The Travel VaultLtd. indemnifying the Air Travel Trust againstany failures of its members.
www.caa.co.uk
Remoteencoding by VCSIn a typical airport baggage handling system, themajority of baggage tags are successfully readautomatically and directed appropriately accordingto the information in the barcode and the bag sourcemessage (BSM). But there are always some thatcannot be read by the automated system and have tobe diverted to a manual encoding station. Thisprocess of transporting and handling the bag cantake up valuable minutes.
Rapid and accurate baggage handling is animportant part of the overall passenger experience,particularly for transfer bags, putting pressure on thebaggage handling process to avoid short-shipment.One analysis revealed that within an overallconnection time of 45 minutes there are typicallyjust seven minutes available for the baggagehandling system to process each item of baggage(18 minutes to transfer belt; 7 minutes of BHSprocessing; 20 minutes on chute to aircraft).
Remote encoding via a video coding system(VCS) can be the solution to beating this time limit.Here, automatic tag reading technology by laser canbe complemented or replaced by cameras to helpidentify the flight numbers and airport codes. The integration of a VCS into the baggage handlingsystem also enables bag tag information to beencoded while the bag remains in motion within themain system. In the event of a no-read, an image ofthe tag is sent to an operator – not necessarily on site– who can view the label on a workstation or tablet,and through an intuitive GUI choose the best imagewith automatic region-of-interest detection,zoom/pan and ‘search as you type’ data entry.
The VCS saves valuable time by ensuring thatthe baggage flow is not interrupted, with manyfewer ‘no-read’ bags being diverted to a fixedmanual encoding station. This in turn means thatstaff can be freed from operating a fixed station andcan be more usefully employed elsewhere. What ismore, in the event of a departure control system(DCS) failure, extra VCS staff can be deployed for ashort time to prevent a bottleneck in operations.
Remote encoding via a VCS not only lowersthe costs associated with short-shipped baggage butalso makes a positive contribution to the overallpassenger experience.
www.beumergroup.com
The video coding system
International scheduled passenger traffic (RPK) growth in 2015
NEWS
European Commissionto fund ATC developmentbetween Slovenia Controland EUROCONTROLThe European Commission will be supporting the ‘ATM Data as a Service’ (ADaaS)three-year project between Slovenia Control and EUROCONTROL’s MaastrichtUAC (MUAC). The ADaaS project is co-financed by the European Union’sConnecting Europe Facility (CEF) to the tune of €2.45 million. The project, whichcontributes to the Single European Sky (SES) by addressing the deployment of newtechnologies and best practices, will be monitored by the Innovation and NetworksExecutive Agency (INEA). The initiative addresses the deployment of aninteroperable and harmonised ATM system between two air navigation serviceproviders which belong to different Functional Airspace Blocks (FABs), and as suchpromotes European Union (EU) wide cooperation.
The project develops and deploys a prototype to demonstrate that ATM data canbe provided in an operational ATM environment as a service by one distributed ATMSystem to one or more civil Air Traffic Service Units (ATSUs). The existing ITinfrastructure will be studied to define a roadmap for how to evolve towards state-of-the-art Data Centres from which an ATM Data Service Provider (ADSP) can deliverservices with proper contingency and disaster recovery. The initiative iscomplementary to ongoing SES ATM Research (SESAR) where Common Servicesand Controller Working Position/HMI interfaces are being studied.
“The project builds upon the experience gained with Shared ATS Systemdeveloped for the Dutch military service provider,” said Frank Brenner, DirectorGeneral of EUROCONTROL. “This system has been successfully in operation since12 December 2012. The level of ambition has been increased to meet the specificrequirements of an advanced civil air navigation service provider and to fully considerthe concept of Data Services”.
Franc Željko Županič, CEO of Slovenia Control, commented: “The project is apartnership between Slovenia Control and EUROCONTROL/MUAC where partnerswill closely cooperate with industry to achieve technical solutions which can besustained in the long term.”
www.eurocontrol.int / www.sloveniacontrol.si
Dublin Airport sets new recordwith 25 millionpassengers in 2015Dublin Airport had its busiest ever year in 2015, with a record of 25 million passengers travelling through the airport, an increase of 15% year-on-year. The expansion was fuelled by 22 new routesand extra capacity on almost 40 existing services.
To cope with growing passenger numbers, Dublin AirportAuthority (DAA) is mid-way through hiring around 350 new staff inareas such as security, customer service and asset management.
The growth in passenger numbers is expected to continue into 2016, as 11 new scheduled services have already beenannounced, including new direct transatlantic services to HartfordConnecticut, Los Angeles, Newark and Vancouver. There are alsonew long-haul charter services to Cancun in Mexico and MontegoBay in Jamaica.
Minister for Transport, Tourism and Sport, Paschal DonohoeTD, welcomed the record-breaking traffic at Dublin Airport and thenew jobs that are being delivered due to the growth in passengernumbers: “Connectivity is vital for our island economy and theimpact of these additional passengers and new routes at Dublin Airport will be felt right across the country. I welcome the350 new jobs being announced and look forward to continuedgrowth in passenger numbers and employment at Dublin Airport in the years ahead.
“Extra inbound passengers at Dublin Airport helped to bringrecord numbers of tourists to Ireland last year, and the opportunitiesoffered to business by new routes from Dublin and additional choiceon existing services similarly helped to boost trade and foreign directinvestment, all of which are assisting our economic recovery.”
www.daa.ie
8 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com Get daily news updates on www.internationalairportreview.com @IntAirport
NEWS
Concourse D exterior ©
Dub
ai A
irpor
ts
Dubai Airports toconduct public readinesstrial of Concourse DThe countdown to the opening of Dubai International’s AED 1.9 billion Concourse Dhas begun, as operator Dubai Airports has invited members of the public to volunteeras ‘passengers’ and help test the operational readiness of the new facility on 6 February 2016. The advanced trial follows a series of rigorous trials that wereconducted over the past few months to test different components of the facility toensure a smooth start up and optimal service levels for passengers and more than 70 airlines that will use the facility.
The trial is designed to test the systems and processes across the facility, as wellas staff preparedness by simulating typical airport operating scenarios. As part of trialsome 2,500 volunteers – men, women, children and senior citizens will play the roleof passengers travelling to different destinations, arriving, departing, and transitingthrough the facility in order to test access, traffic flow, way-finding signage, and otherscenarios specific to the airport’s many strategic partners, such as police, immigrationand customs, as well as food and beverage and retail concessionaires. The operationaltrials are designed to simulate a ‘live’ environment and help Dubai Airports testfacilities, processes and staff capability ultimately paving the way to a successfulopening and smooth entry into operations.
“As the final element of the $7.8 billion Strategic Plan 2020 that we hadannounced in 2011, Concourse D is a crucial and timely addition to DubaiInternational as it will increase the airport’s capacity to 90 million passengers,” saidPaul Griffiths, CEO of Dubai Airports.
“Our approach with launching new facilities has always been to test, test and testagain until we are confident our passengers and airlines will receive the highestservice levels upon opening. Residents of Dubai and the UAE have an opportunity tohelp us achieve this goal while being part of Dubai’s aviation history. If our pastexperiences with operational trials are anything to go by, we expect an overwhelmingresponse from the members of the public.”
The emphasis in Concourse D is to create a more efficient and intuitive customerexperience with short walks to connect passengers with their aircraft. The facility willfeature open gates allowing travellers to board directly from the waiting area, givingthem more freedom and time to enjoy the full complement of exciting food andbeverage outlets.
The new concourse will also offer plenty of comfortable seating spaces as well asthe ever-popular SnoozeCubes which provide a convenient way to rest betweenflights. Concourse D will feature a total of nine lounges spread over 6,926m2,including five airline lounges, a new Al Majlis lounge, two Dubai International Hotellounges and a Marhaba VIP lounge. The retail area will be spread over 8,400m2.
The concourse will feature 21 contact stands, of which four will be able toaccommodate Airbus A380 or Boeing 747 aircraft, and 11 remote stands.
www.dubaiairports.ae
Frankfurt exceeds 60 million passengersin 2015For the first time in its history, Frankfurt Airport (FRA) exceeded 60million passengers in 2015, whilst cargo volumes declined by 2.3%.
In total, 61,040,613 passengers used Germany’s largest airtransportation hub in 2015, a 2.5% increase year-on-year. Theairport believes this figure could have risen by an additional3.8% had it not been for strikes and weather-relatedcancellations. Frankfurt Airport also achieved a new daily peaklast year with 217,500 passengers using the airport in a singleday, on 2 August 2015.
Operator Fraport AG’s executive board chairman, Dr. StefanSchulte, commented: “We are pleased that so many travellershave placed their trust in us and that we could welcome morethan 61 million passengers at Frankfurt Airport last year. Thispassenger growth is in line with our expectations. In 2015, wehad the ground breaking for our new Terminal 3 – an importantstep in building the foundation for Frankfurt Airport’s long-term competitiveness.”
The Airport’s cargo (airfreight and airmail) volumesdeclined by 2.3%, to approximately 2.1 million metric tons, in2015. Frankfurt attributed the decline to weakening global tradeand economic difficulties in some emerging markets. In contrast,accumulated maximum take-off weights (MTOWs) climbed by2% to almost 30 million metric tons in 2015 – also a new recordfigure. With 468,153 take-offs and landings, aircraft movementsreached a similar level as in the previous year (down 0.2%). Thisreflects the ongoing consolidation activities of airlines,particularly the deployment of larger aircraft types as well as theincrease in the number of seats offered per aircraft movement.
www.fraport.com
Materna andself bag dropSelf bag drop is one of the most important topics for on-the-groundpassenger handling at airports. Automation of this key process will bring many advantages for growing airports. They have toincrease their efficiency and at the same time provide best servicesfor their passengers.
Materna’s high-class self-service portfolio includes hardwareand software applications as well as delivery and maintenance. All this makes Materna a worldwide leading vendor for self bag drop solutions with excellent know-how. This also includes features such as conveyability check, AAA check, and integratedpayment technology.
Materna has been working very successfully with LondonGatwick Airport as they chose Materna as a supplier for their self-service bag drop installation. This is part of Gatwick’s NorthTerminal transformation project which is meanwhile the world’slargest self-service bag drop zone. London Gatwick is committed toits growth strategy, and in order to achieve this within existinginfrastructure, while waiting to build a second runway, it needs tolook creatively at how it can speed passengers through the airport soit can grow. Materna is responsible for the phased installation of theself-service bag drop machines at Gatwick’s North Terminal.
Completely new in Materna’s self bag drop portfolio is the cabinluggage check for the automatic inspection of hand baggage. The system identifies the bags and verifies the compliance with the specific airline rules for cabin luggage. This ensures thatonly bags which are of correct size and weight will be accepted as hand luggage and avoids time delays while boarding the aircraft. As all Materna solutions the cabin luggage check is a realcommon use application.
Materna also extends its range of products with a new self-service kiosk for automated baggage drop at airports. The newretrofit kiosk is called Merkur. What’s so special about Merkur isthat, although it is designed for unmanned baggage handling, thecheck-in desks where the Merkur is installed can still be used fornormal staffed check-in service.
www.materna-ips.de
FEBRUARY 2016
8th ACI AirportEconomics &Finance ConferenceDate: 7 – 9 February Location: London, UKe: [email protected]: www.aci-economics.com
Aviation Festival AsiaDate: 23 February Location: Singaporee: [email protected]: www.terrapinn.com/exhibition/aviation-festival-asia
Global AviationDevelopmentSummit Date: 23 – 24 February Location: London, UKe: [email protected]: www.icbi-gad.com
MARCH 2016
9th Asian Ground HandlingInternationalConferenceDate: 1 – 4 MarchLocation: Nusa, Balie: [email protected]: www.groundhandling.com/asia
CBRNe SummitDate: 2 – 4 March Location: Paris, Francee: [email protected]: www.intelligence-sec.com/events/cbrne-summit-europe-2016
World ATMCongressDate: 8 – 10 March Location: Madrid, Spaine: [email protected]: www.worldatmcongress.org
CONNECTDate: 13 – 15 MarchLocation: Vilnius, Lithuaniae: [email protected]: www.connect-aviation.com
10th World Cargo SymposiumDate: 15 – 17 March Location: Berlin, Germanye: [email protected]: www.iata.org/events/wcs
Passenger Terminal Expo 2016Date: 15 – 17 MarchLocation: Cologne, Germanye: [email protected]: www.passengerterminal-expo.com
APRIL 2016
Aircraft InteriorsExpoDate: 5 – 7 April 2016Location: Hamburg, Germanye: [email protected] www.aircraftinteriorsexpo.com
Security & CounterTerror ExpoDate: 19 – 20 April Location: London, UKe: [email protected]: www.counterterrorexpo.com
Aviation Electronics EuropeDate: 20 – 21 April Location: Munich, Germanyw: www.ae-expo.eu
Routes Europe 2016Date: 23 – 26 April Location: Kraków, Polande: [email protected]: www.routesonline.com/events/181/routes-europe-2016
Future TravelExperience Europe 2016Date: 25 – 26 April Location: Amsterdam, the Netherlandst: +44 1293 783 851w: www.futuretravelexperience.com/fte-europe
MAY 2016
Airport Show Date: 9 – 11 May Location: Dubai, UAEe: [email protected]: www.theairportshow.com
ACI Europe’sRegional AirportsForumDate: 11 – 13 May Location: Vilnius, Lithuaniae: [email protected]: www.aci-europe-rac.com
29th IATA Ground HandlingConferenceDate: 15 – 18 May Location: Toronto, Canadae: [email protected]: www.iata.org/events/ighc/Pages/index.aspx
Border Management & TechnologiesSummitDate: 16 – 18 May Location: Ankara, Turkeye: [email protected]: www.intelligence-sec.com/events/border-management-technologies-summit-2016
EBACEDate: 24 – 26 May Location: Geneva, Switzerlande: [email protected]: www.ebace.aero
2016 Air Transport ITSummitDate: 24 – 26 May Location: Barcelona, Spainw: www.sita.aero/events/events-listing/2016-air-transport-it-summit
JUNE 2016
ILA Berlin AirshowDate: 1 – 4 JuneLocation: Berlin, Germanye: [email protected]: www.ila-berlin.de/ila2016/
The British-IrishAirports ExpoDate: 8 – 9 June Location: Birmingham, UKt: +44 1293 783 851w: www.airports-expo.com
IFSECDate: 21 – 23 June Location: London, UKe: [email protected]: www.ifsec.co.uk
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 9
EVENTS DIARY
If you have a diary event that you wish to publicise, or you are interested in setting up a media partnership, send
details to Martine Shirtcliff [email protected]
SAVE THE DATE!
Airport Security 2016& Airport IT 2016
September 2016www.airportsecurityconference.com
www.airportinformationtechnology.com
HungaroControl, the Hungarian air navigation service
provider (ANSP) is making intensive efforts towards the
implementation of the remote control tower that aims to enable
ANSPs to control airport traffic from their own buildings with the help
of a virtual surface. HungaroControl’s remote tower concept has
achieved considerable success on the international market. For
example, the emergency control centre at Dubai International Airport
(DXB) is being implemented according to the proposals of a
consortium of five companies, including HungaroControl.
HungaroControl’s concept is built on integrating its existing
ground surveillance system with a network of distributed cameras,
aiming to enhance not only situational awareness but also safety
levels. The company aims to operate a remote contingency tower
in Budapest in 2017 and a full-time remote tower as of 2018. Although
Budapest Airport will not be the world’s first remotely-controlled
airport, it will be the first of its size and complexity, with nearly
90,000 movements per year.
Thanks to its continuous innovation activities, HungaroControl is
one of the key players in Europe regarding flight safety improvements,
capacity increase, reduction of airline costs and enhanced
environmental protection. To this end, the Hungarian ANSP focuses
primarily on developments that improve the efficiency of air
traffic management, as well as the introduction of up-to-date
technologies – in partnership with other ANSPs, universities and
technology providers (including its participation in the SESAR research
and development programme), as well as on its own.
HungaroControl’s Centre of Research, Development and
Simulation (CRDS) plays an important role in HungaroControl’s
innovation efforts. Operating Central Europe’s largest ATC simulation
facility, CRDS not only supports HungaroControl but also offers
validation-based solutions to other ANSPs. With the help of fast- and
real-time simulations, CRDS’ validation methodology helps maximise
benefits in terms of capacity, efficiency and the environment – and
minimise safety-related risks.
In February 2015, HungaroControl was first
in Europe to abolish the entire fixed flight
route network, thus enabling airplanes to use
the airspace freely, without any restrictions.
The significance of the new traffic management
concept (Hungarian Free Route Airspace HUFRA) is
that aircraft can take the shortest possible flight path
between the entry and exit points in Hungary’s
airspace. According to estimates, this solution may
result in potential yearly savings of 1.5 million
kilometres by aircraft flying over Hungary. As a result,
airlines may save nearly USD 3 million worth of fuel
per year, which may also lead to a reduction of CO2
emissions by more than 16 million kilogrammes.
In order to maximise benefits for airspace users,
10 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
HungaroControl outlines the role of research and development in safe and efficient airnavigation services: remote tower, Free Route Airspace, remote operations in KFOR, CPDLC and MergeStrip.
ATC/ATM A D V E R T O R I A L
Video wall in the remote tower room
Remote tower: A new approach
HungaroControl continues to work with other ANSPs and
Functional Airspace Blocks to remove restrictions to free airspace
use even before the EU deadline of January 2022. Examples of
these efforts include the Night Free Route Airspace
Budapest/Bucharest (N-FRAB) between Hungary and Romania as
of August 2015, the introduction of 47 plannable direct routes
on the northwest-southeast axis between the United Kingdom
and Hungary as of December 2015, as well as technological
preparations to create Free Route Airspace between Germany
and Romania, to be completed in 2017. CRDS has been playing a
key role in these projects.
One of the prominent results of HungaroControl’s efforts was
the re-opening of the upper airspace over Kosovo (KFOR
sector) in 2014. Thanks to this achievement, the last white spot
was cleared from the map of the European airspace, contributing
to the normalisation of aviation in South East Europe. Based on
EUROCONTROL data, the re-opening enables shorter routes and
consequently a reduction of ca. 24,000 tonnes in annual fuel
consumption, saving airlines nearly €18 million
per annum. The Kosovo project demonstrated
HungaroControl’s capability of multiple cross-
border operations.
HungaroControl introduced CPDLC
(Controller Pilot Data Link Communi -
cation) in November 2015, three years ahead
of the EU deadline. The new feature enables
data interchange between pilots and air traffic
controllers in the form of text messages, and is
expected to further improve flight safety and
increase the capacity of Hungarian airspace by
optimising the use of radio frequencies. Also in
this case, CRDS was instrumental in the
preparations to the introduction of CPDLC,
including HMI design, concept validation and
the subsequent training of controllers.
In order to facilitate continuous descent
approach, HungaroControl devel oped
MergeStrip, a simple yet ingenious new air
traffic planning concept, which helps air traffic
controllers schedule arriving traffic in a more
efficient way, reducing fuel burn, CO2 emissions
and also the noise load on the population
near airports.
MergeStrip allocates the aircraft preparing
to land at a specific airport to a ‘number line’ by
considering their actual position and speed.
Based upon the calculations performed by the
program, controllers can easily and quickly
identify the preliminary interventions required
to carry out the landing operation continuously
and in the right schedule. The procedure assists
air traffic controllers in efficient planning, so
their work flow becomes more predictable.
Since its introduction, MergeStrip has earned
praise from airlines and significant interest from
other ANSPs in and outside Europe.
These initiatives prove that HungaroControl is committed to
continuous service improve ment – yet, they are merely milestones on a
long journey that will undoubtedly continue.
SEE WHAT’S HOT:
» Remote Tower: A new concept for medium sized airports
» Hungarian Free Route Airspace Anniversary: Validation, implementation and experience
» Initiatives to expand Free Route Airspace in Europe
» Safety and Validation: How safe is your change?
en.hungarocontrol.hu/watmc2016
Let us inspire you at booth #1216
Volume 20 · Issue 1 · 2016
A D V E R T O R I A L ATC/ATM
Disappearing ATS routes in the Hungarian airspace following theintroduction of HUFRA (source: Skyvector.com)
Embracing newtechnologies andenhancing securityprocedures
Held in Barcelona on 16-17 November 2015, the conference and
exhibition attracted 250 delegates and was described as International
Airport Review’s best event yet, raising topics and discussions around
the matters of how to improve technology and services to make our
airports safer whilst optimising information technology to enhance
overall airport operations.
Airport SecurityChairman Chris Woodroofe (Head of Security & Business Continuity at
Gatwick Airport) welcomed delegates to the event and explained that
as threats to transportation have increased, airports are forced to also
increase their security measures and so Airport Security 2015 was a
timely and pertinent event to share and learn experiences.
The morning’s Panel Discussion (moderated by David Bassett of the
US Dept. of Homeland Security Transportation Security Administration)
centred around how airport security can become one with security
overall. During the session, a number of elements were discussed
including how best to educate the public about safety and security via
social media and the traditional media, and how passengers/travellers
can become ‘allies’ and even help airport staff identify security threats.
The importance of screening technology and the methods of training
staff who operate them was also examined, plus the growing concerns
over insider threats and how best to educate airport staff in this area.
Addressing different approaches and innovations in security
management, plus highlighting how airports can increase the efficiency
of passenger screening with new and enhanced technology were the
focus of other presentations, plus Peter Gheysels (Security Manager
Operations at Brussels Airport) gave an overview of remote screening at
the Belgian airport and how successful its introduction has been.
Two breakout sessions also took place – one on how Miami
International Airport proactively scans crowds to identify anomalies in
human behaviour, and the other on how to tighten document
inspection at security control points. In the Miami International Airport
12 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
With many airports around the world planning to invest in IT-related projects to enhancetraveller experience, plus airport security procedures and processes under constant review withheightened security checks across the globe of late, International Airport Review’s recently co-located Airport IT 2015 and Airport Security 2015 event was a great opportunity fortop-level heads of security and IT professionals from airports and airlines, plus industrydecision-makers, to come together and share, discuss, and learn from each other’s experiences.
5
EVENT REVIEW
Airport IT – testimonials“Another great experience and venue”
“First time attending and definitely not the last one”
“Tremendous information”
session, Lauren Stover (Assistant Aviation Director at MIA) emphasised
that, due to experience, a calculated combination of advanced
technology and the human eye will offer a better security platform.
Biometric technology was under the spotlight in the afternoon and
presentations centred on utilising the technology to facilitate security,
assessing just how effective systems are at border controls, and
identifying which technology should be considered for optimum
security for different environments.
The topic then changed when Alan Black (VP Director of Public
Safety at Dallas-Fort Worth International Airport) took the stage to
discuss the assessment of insider threats and evaluating the motives of
those who commit fraud and theft, those who disclose confidential
information or those who commit sabotage.
Other areas focused on during the afternoon included assessing
system level approaches for checkpoints and how to work towards a
form of regulation for quality assurance tackled by security
management systems.
Opening Day Two of Airport Security was Chairman Marc Pearl
(President and CEO of the Homeland Security and Defense Business
Council) who urged delegates to really think about what they can take
from the second day of the event and how they can apply their learning
to their everyday work – whether as a vendor or an airport.
Addressing terrorism through technology at airports was the
topic of Detective Sergeant Neville Hay’s presentation (Sussex Police
Special Branch, Gatwick Airport), highlighting preparation and
planning is key with strategy centring on the four Ps: Prevent, Pursue,
Protect, and Prepare.
Other topics given focus during the morning were enhancing
security systems by using human factor, effective screening measures,
establishing airport perimeter security systems and how Dutch airline
KLM focuses on illegal immigration and drug traffickers.
In a panel discussion billed as ‘The Incident Series’ and moderated
by Marc Pearl, experts took the stage to focus on real airport security
incidents that have occurred and the lessons that can be learned.
Delegates heard about incidents at Narita International Airport during
the 2011 Great East Japan Earthquake, how LAX deals with planned
and unplanned events including dealing with crowds and managing
chaos, plus how Dallas-Fort Worth International Airport conducts
perimeter security.
In another round of breakout sessions, evaluating the threat of
drones to airspace was given the spotlight, plus a detailed look into a
risk-based approach to airport security.
In the afternoon Panel Discussion, moderated by Johnnie Müller
(Security Director at Copenhagen Airports), topics turned to the future
and about what airport security officials can expect from the different
types of incidents and disruptions that could occur. The session
highlighted that airports have been under strict security measures for
many years which have forced them into purchasing a range of more
advanced technology. Discussions looked at how airports have coped
with the changes needed plus tackled questions around evaluating if
it has been the right approach, with further
examinations highlighting if the technology actually
meets the threats that can occur tomorrow.
Airport ITChaired by Shane Zbrodoff (Director Projects at
Calgary International Airport) on Day One, topics
surrounding legislation and regulation affecting air
safety and air traffic control opened the conference
which examined advances in airport and air
safety technologies, plus laws and regulations
affecting areas such as navigation, safety and the
effect on IT systems.
Elsewhere, Houman Goudarzi (Project Manager,
Technology and Innovation, Airports and Fuel at
IATA) provided an update on aviation information
EVENT REVIEW
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 13
Barcelona played host to Airport Security and Airport IT 2015
Panel discussions played a key part of the 2015 conferences
Airport Security – testimonials “Simply outstanding, thank you”
“Excellent conference”
“My first attendance at a security conference and overall a very goodexperience – I will attend again”
“This has been an eye-opener; as a newcomer this conference has beenan excellent opportunity to meet experienced colleagues and it has
been a great learning experience”
“Professional and informing”
“Overall very good – will definitely advise for 2016”
exchange standards, plus delegates heard
about future-proofing common-use
technology in today’s airports. There was
also a presentation looking at the chall-
enges of fusing data within the context of
air transportation.
Before the networking lunch break, all
delegates moved into breakout sessions
which gave a platform for further dis-
cussion on topics such as IT departments
and their future role within the overall
airport environment.
Topics looked at throughout the after -
noon included: the integration of smart cities
with a showcase of how this works at Athens
International Airport; how to achieve ‘mobile
thinking’ to transform daily staff operations
with a look at how Heathrow Airport manages this; an impressive
overview of how the world’s biggest airport project in Istanbul is
addressing growing passenger numbers whilst maintaining efficiency
and increasing revenues; what technology is available to track the
performance of security checkpoints in real-time; plus how ground staff
can use mobile information sharing systems technology to improve the
efficiency of ground handling services.
Day Two was Chaired by Dominic Nessi (Deputy Director/Chief
Information Officer at Los Angeles World Airports) with a range of
topics presented including a session on exploring the next steps
towards the ‘Internet of Everything’, how Miami International
Airport is using beacon technology to connect with mobile-enabled
travellers and how the data captured can help to improve future
passengers experiences.
As part of Greater Orlando Airport’s huge investment in
redesigning check-in facilities, John Newsome, Director of Information
Technology, highlighted what results have been sourced so far by
incorporating innovative concepts and technologies.
Elsewhere, Lorenzo Belicchi (Airport Sales Director at SITA) – one of
the event sponsors – took the stage to explain how technology
innovation is building the passenger journey of tomorrow and
how best to maximise revenues, improve customer satisfaction
and drive efficiency.
Delegates could also choose from two more breakout sessions
which included looking at the trends that are utilising technology in
airport retail, plus assessing how management of critical airport
processes can be effectively supported by up-to-date technology.
In an afternoon Panel Discussion made up of several industry
experts and moderated by Etienne van Zuijlen from SITA, the topic
moved onto Airport Collaborative Decision Making (A-CDM) and how
the SESAR Airport Operations Management concept builds on A-CDM
capabilities by extending the planning horizon and defining additional
services. However, questions in the session highlighted if the
technology is actually ready to support the next steps or will there be
similar challenges to overcome.
Joint sessionA joint session bringing together attendees from both Airport
Security and Airport IT to concentrate on cyber-security was a
highlight of Day One. Delegates met at four different roundtables to
discuss, develop and understand how the cyber threat is being tackled
by airports and airlines around the globe. The ability to recognise
threats and then prepare a comprehensive cyber-security strategy was a
key focal point of the session, along with discussions around what
technology and systems can be targets, how to manage situations and
who has ultimate responsibility.
Speed networkingDelegates could end Day One by joining a networking drinks reception
with a twist – speed networking! It was the perfect platform to
continue discussions highlighted during the day and forging new
relationships – over tapas!
ToursRounding-off the event, delegates had to opportunity to join one of
two tours organised to further enhance their knowledge of airport
security and information technology including a trip to Barcelona-
El Prat Airport and a tour of the Vanderlande Factory.
EVENT REVIEW
14 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Thank you!International Airport Review would like to give a special thanks to all involved on theconference Advisory Board and the speakers for their input in helping to create the eventprogramme. We would also like to thank our sponsors and supporters for their involvement,plus the exhibitors who helped create a welcoming and informative networking area.
If you would like to sign-up for this year’s event please visit www.airportsecurityconference.com or www.airportinformationtechnology.com and join us this autumn.
One of the highlights of Day One was the joint Cyber Security Roundtables which broughttogether attendees from both Airport Security and Airport IT
What do you consider as the key threats to the security of the aviation industry in 2016? Terrorists, extremists and people with evil intent have attacked airlines,
hotels used by crew and airports. Many innocent people have died.
Hostile cyber-attacks are an almost daily occurrence. Criminals regularly
try to steal passenger and corporate data for financial advantage.
The industry has become more reliant on technology-based
systems and therefore the prospect for disruption to operations from a
cyber-attack has risen. We have seen a long-standing threat – the
‘insider’ – come to the fore, with hostile actors – both criminal and
extremist – exploiting employees to sabotage security procedures.
With the aviation sector continuing to grow, three core areas –
geopolitics, cyber and the insider – will continue to constitute the biggest
threats to aviation security and business continuity in the year ahead.
How do you define the ‘insider’ threat, and why is it relevant to the aviation sector? Employees can negatively affect aviation security for three reasons:
because they don’t know the rules, because they mistake or ignore them,
or because they deliberately break them. The first two can be managed
through effective communications, training, and good management.
The third category represents the insider threat. The key question here is
why employees deliberately act against their organisation.
Some individuals join the organisations with the intent to commit
damage. They are malicious and devious. The aviation industry knows
this and thoroughly vets employees before joining. However, not all
insider threat comes from ‘bad apples’. Often employees become
disenchanted and angry over time. These individuals are not alone
either; our research shows that disenchanted employees are often
grouped together in the same section or department. ‘Insiders’ come
from these disenchanted groups. The fact that they are in the
same section is no coincidence. The reason is nearly always the result
of poor management.
We have been researching this topic alongside UCL’s Psychology
department for more than 15 years and have developed a tool that
measures the extent and causes of employee disenchantment.
Knowing the causes for disenchantment is vital in knowing how to
manage and reduce insider threat risks.
Suggestions that the Metrojet crash in Egypt was enabled via the
exploitation of an employee at Sharm el-Sheikh airport have shifted
focus on to whether we can detect employees becoming radicalised.
Academic research has discovered that the process of extremism is a
linear progression. It is a staircase, where specific factors influence
whether the individual will take the next, increasingly more extreme,
step towards radicalisation. Moreover, while the final steps of
radicalisation may go unnoticed in the workplace, the initial steps can
be detected. We are developing a tool to help reduce this risk.
What can the sector do to manage the threats it faces? Encouragingly, aviation authorities, regional bodies, international airlines
and crime prevention agencies are increasingly cooperating and sharing
information, which is vital to understanding and mitigating many of
these cross-border threats. However, levels of cooperation fluctuate
and progress will be slow. Companies – whether they be aircraft
manufacturers, airlines or airport operators – can all take measures to
manage their exposure to some of the threats mentioned earlier.
Companies should ensure their staff are properly briefed both
at induction and throughout their careers about the cyber threat.
They should also ensure they have adequate and effective defences
from cyber attack
Vetting employees before they enter is important, but not the
whole solution. An employee can become an insider when subjected to
poor management. The aviation sector needs to understand what
disenchants employees and drives them to damage their organisation.
We have tools to help identify the potentially damaging employee and
existing pockets of disenchantment.
It is also critical that companies stay abreast of fast changing
situations, not just those linked to conflict and terrorism but also those
from environmental events, industrial action, criminal trends or
changing regulatory obligations on operators. To help airlines monitor
trends and prepare for changing geopolitical events, we provide free
daily updates and country risk assessments, via our online geopolitical
Risk Portal (https://riskportal.pgitl.com).
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 15
INTERVIEW
60 Secondswith…
John Taylor is the founder and CEO of JTiP. JTiP provides high quality training to British andoverseas governments to improve the capabilities of intelligence and security agencies and contribute to better national security policy. JTiP is part of PGI, a global risk manage-ment consultancy that specialises in cybersecurity, open-source intelligence and humanbehavioural analysis.
John Taylor, Founder and CEO of JTip, discusses what hebelieves to be the key threats to aviation security
t: +44 (0) 113 385 4187 e: [email protected] w: www.LNTsolutions.com
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www.internationalairportreview.com Volume 20 · Issue 1 · 2016 17
WinterOperations
SUPPLEMENT
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19 Warsaw ChopinAirport does notfear the winter
22 Winter is a state of mindCraig Bradbrook, Vice President - Aviation Services,Toronto Pearson International Airport, GTAA
25 Innovating the de-icing tradition Tim Peyton, Aircraft De-icing Expert, LNT Solutions
26 Preparing for the worstJon Dutton, Business Manager – Aviation Team, Met Office
30 Winter OperationsRoundtable Moderated by Craig Bradbrook, Vice President – Aviation Services, Toronto PearsonInternational Airport, GTAA
SPONSORS:
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 19
WINTER OPERATIONS SUPPLEMENT
Warsaw ChopinAirport does not fear the winterTen super-modern Øveraasen snow removal kits, dozens of auxiliary machinery and a regimentof 100 experienced people, seasoned in the toughest weather – Warsaw Chopin Airport canconfidently state that it fears neither snow nor frost. And as colleagues from the Polish airportexplain, this season they will prove once again that the airport is one of the best prepared forwinter conditions of all the airports in Europe.
Warsaw Chopin Airport has almost 700 hectares and over 15km of
surface runways and taxiways, with 100 hectare surface of parking
aprons for nearly 100 aircraft. Keeping the airport of this size in a
continuous performance state during winter is a challenge for airport
services staff.
“The most important are of course the runways, because airplanes
move there at high speeds,” says Wojciech Łobodda, Deputy Head of
the Paving and Machinery Maintenance Unit of Warsaw Chopin
Airport. “Pilots must be sure that the surface is in a perfect condition,
otherwise they would not land and passengers would have trouble
reaching their destinations. Sometimes during heavy snowfall, the
runway is available for just half an hour. Then the snowploughs enter
the scene, and the airplanes are put on hold and wait for the signal to
land. We repeat the procedure till the end of the precipitation.”
It’s not the same as on the roadTo fight the snow, the airport has powerful Øveraasen sets. They consist
of a Mercedes tractor with a head-mounted folding plough with a
6.8m working width. The towing tractor is also equipped with a brush
cleaner with a 5.5m working width and a strong fan which dries the
surface and blows away the remains of loose snow.
As Wojciech says: “This set is very different from an ordinary plough
that works on the roads. First of all, it is much larger. Road ploughs
usually have a working width of 3m and our airport ones are twice
wider. But their task is essentially the same.”
Always readyThe new sets are also much more efficient than the machines the
airport used in the previous winter seasons. In the past it took two runs
of eight machines to clear the runway across the entire width. Today, it
takes just one run. Removing snow from the runway of over 3.6km
takes 15-20 minutes at the most. In many other airports, snowploughs
occupy a runway up to two times longer.
At Warsaw Chopin Airport there are teams of drivers on duty
around the clock, ready at any moment to jump into the cars and move
into action.
“Our standard is to start the equipment and leave the base after it
begins to snow. Winter does not surprise us – we respond almost
immediately,” says Marek Walczak, Head of the Paving and Machinery
Maintenance Unit. “Every minute, during which
the planes cannot land or take off, is a
measurable loss for the airport.”
Marek stresses that Warsaw Chopin Airport
is never actually closed for traffic due to bad weather conditions: “I
recall the last such case was in 2013. During a very harsh winter
the flight operations were halted twice for a period of one hour. At the
same time, the main European airports were closed for several days.
We can usually handle the situation, even if it snows very hard.”
Winter does not scare usTo maintain the surface in a good condition, several pieces of
auxiliary machinery are also used. Among them, worth mentioning is a
special mobile sprinkler, used for sprinkling chemicals on runways
and taxiways.
“Arms with nozzles, which administer the chemicals, extend to a
width of 36m. This makes it possible to spray the entire technical width
of the runway in one pass,” explains Marek.
The chemicals applied at the airport are harmless to the metal parts
of the landing gear or the environment; and that’s because Warsaw
Chopin Airport strives to excel in ecology and
uses liquid and granule chemicals on the basis
of formate instead of urea for the de-icing of
the surface.
Marek continues: “The chemical is several times more expensive,
but we can honestly say that it can be totally disposed of not harming
the environment.”
The airport has also managed to solve the problem of the harmful
glycol used for de-icing the aircraft wings before take-off.
“The spaces where the de-icing is carried out are
equipped with special installations that catch any
liquid glycol,” explains Witold Piechota, Head of
Environmental Protection Unit. “Such contaminated
fluid is then transferred to an external company
for utilisation.”
Ready for a signalWarsaw Chopin Airport has a modern ‘Ice Alert’
system made by Boschung, which allows early
prediction of icing and applying preventive measures
on surfaces of the runways and taxiways in advance.
The system consists of six measuring stations
located at each of the airport runways. Each one is
equipped with a unique and patented active sensor
of surface condition (BOSO and ARCTIS) and
electronic analysers of the collected data. Thanks to
the automatic computer analysis of collected
parameters, including air and surface temperature,
WINTER OPERATIONS SUPPLEMENT
20 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Warsaw Chopin Airport is equipped with numerous machines so it can tackle winter weather
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surface moisture, relative humidity and the amount of
precipitation, it is possible to accurately forecast current
freezing temperatures at which black ice may appear on
the runways.
It is worth mentioning that a separate system,
complementing the Ice Alert, is installed on a part of
overpass accessing the Terminal A from the city.
Meteorological stations were supplemented by automatic
road sprinklers which distribute special agent that prevents
freezing on the surface of the road. This way, all the roads in
front of the departures hall of Terminal A are always black
and free of ice.
Each tonne mattersOf course, the ice and snow at airports are very undesirable.
Their presence may endanger the safety of flight operations
and disrupt the flow of traffic. Therefore, all the runways and
taxiways at Warsaw Chopin Airport must always be clean
and black, so that aircraft can safely take-off and land.
Interestingly enough, the majority of de-icing agents are
consumed not when there’s a -20°C frost outside. The air then is usually
dry and it’s not raining nor snowing, so the road surfaces – once
cleaned, are black and dry. Much more challenging is the phenomenon
of ‘crossing zero’, which happens when the temperature from positive
figures drops quickly to approximately 2°C below zero, and then
returns to the ‘plus side’. In extreme cases, it may happen several
times a day. The changes in temperature are
frequently accompanied by heavy snowfall or
freezing rain. In such conditions, only the most
experienced people know what method of
securing the runways will be the most effective.
“Sometimes the best are liquid chemicals,
sometimes granulated, sometimes it is not worth to apply anything,”
explains Wojciech. “This cannot be found in books; you read it from
the air, the force of the wind, the movement of mercury in the
thermometer. You have to survive a few, maybe a dozen winters at
the airport to know.”
Knowledge and experience come in very handy, because if the
de-icing agents are applied wrong, the whole airport could become
paralysed and also the cost of its maintenance could signifi-
cantly increase. Each year the airport consumes on average about
1.5 thousand tonnes of chemicals to de-ice roads, but during a
severe winter the amount may increase twofold. The use of each tonne
of such agents should be well thought out
and justified.
Winter professionalsFortunately, the employees of Warsaw Chopin
Airport’s Airport Maintenance Unit are among
the most experienced professionals in their trade in Europe. They gain
their experience each year, because the climate of Warsaw is harsh.
During the 2014/15 winter season there were 25 days of snowfall,
and during 63 days the temperature was around zero. The frequency
of ‘zero crossings’ was higher by approximately 10% than the average
for the past 15 winters. Nevertheless, Marek believes that the previous
winter was one of the mildest in recent years. “The total cost of airport
maintenance during this period amounted to 5.8 million PLN. Winter
2012/13 was much harder when we spent a record of 16.3 million PLN.
During that winter the snowfall lasted 60 days – from 27 October
to 5 April. Despite extreme conditions, our airport hasn’t stopped
working, not even for a moment.”
The current winter season has not been very harsh so far.
But even if this is subject to change, Warsaw Chopin Airport is of
course prepared.
WINTER OPERATIONS SUPPLEMENT
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 21
Did you know…Before the start of the 2015/2016 winter season, Warsaw Chopin Airport’s new garage-warehouse complex with an area of over 2,000m2 was put into service. The garage is a place tohouse chemical protection equipment plus there are two workshop stations where inspectionsand repairs can be carried out. In a building next door, a warehouse for depositing chemicalagents has also been created. The building can store 500 tonnes of granules and 500 tonnes ofde-icing liquid. The warehouse is equipped with an automatic filling system of mobilespreaders and sprinklers, which significantly speeds up the work of the maintenance team.
Each year, the airport consumes on average 1.5 thousand tonnes of chemicals tode-ice roads, but during severe winters, that amount can increase twofold
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It is essential to act fast during winter weather so that runways canbe kept in operation
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Winter is a state of mind
Canadians often complain about winter. But they also take pride in their
ability to cope with its challenges. After a major blizzard, people
exchange war stories about how long it took them to get to work – but
the point is they persevered and they got there.
The same attitude prevails at Toronto Pearson, Canada’s largest
airport and North America’s second-busiest hub measured by inter -
national traffic. When we’re hit by snow or freezing rain, which can
happen anytime from November through to April, one question is top of
mind for the Greater Toronto Airports Authority (GTAA) and our airline
partners: how can we work together to manage expectations, keep
flights moving and hold as closely as possible to a regular schedule?
Traffic at Toronto Pearson, which exceeded 41 million passengers in
2015, has grown by about 7% in each of the past two years, and that
pace shows every sign of continuing. As a result, when winter weather
turns severe it just adds a further layer of complexity to the already
daunting challenge of maintaining smooth operations. This pressure to
keep traffic flowing is felt even more by our carriers, who work
constantly to optimise schedules and deploy more efficiently
configured aircraft. Even a relatively minor winter storm can cause
costly delays to regional services. If a long-haul flight takes a protracted
delay, the domino effect on the airline’s operation can be significant,
threatening both revenue and passenger loyalty.
This consciousness of the human factor frames our overall winter
operations strategy at Toronto Pearson. As the global connection
point for a city of 6.5 million, we serve a two-hour-flight catchment
area that is the largest in North America, with a population exceeding
150 million. So when it comes to dealing with winter, a lot of people
are counting on us to get it right.
Winter is comingFaced with light or even moderate snowfall, our goal at Toronto
Pearson is to keep all flights operating safely with the minimum
possible delays. It takes about 15 minutes to clear each of our five
runways. If snow is falling at a rate of 1cm per hour, as soon as one
snow-clearance circuit is complete, it’s time to begin the next.
Meanwhile, the apron areas are being cleared constantly to ensure that
aircraft can be serviced efficiently.
Around 180 people work on snow removal in 12-hour shifts, with
each shift team operating up to 30 pieces of equipment for plowing,
sweeping, snow-blowing and surface treatment. In addition, a full
22 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Occasional blasts of severe winter weather are a fact of life at Toronto Pearson InternationalAirport. For Craig Bradbrook, Vice President of Aviation Services, the key to minimising theirimpact is ensuring that everyone shares a belief in the value of collaboration.
WINTER OPERATIONS SUPPLEMENT
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In the air transport industry, water is encountered in all its states – as clouds, rain, or ice. To make sure that fl ights can still take off with snow and ice on the ground, Clariant provides deicers such as Safewing® for aircraft and Safeway® for runways. These products guarantee safe, effi cient, and punctual operations even in unfavorable weather conditions. Clariant draws on more than 40 years of experience in developing deicers. We make continuous improvements and ensure that frost protection is based on sustainable technology that is as environmentally friendly as possible.
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Clariant aviation products are used to protect aircraft and runways from ice and snow.
01
2013
backup team is always on call to provide extra support as needed. Work
conditions can be tough. While equipment operators ride in heated
cabs, others – from crews shovelling snow around the gates to
electricians maintaining the runway lights – often face temperatures in
the minus double-digits, with wind-chill effects that feel even colder.
The snow in Toronto tends to be wet, which makes it difficult
to clear quickly, and when compacted, it quickly turns to ice. Before
a storm hits, we may apply potassium acetate to paved surfaces as a
preventative anti-icing treatment. After snow plowing, we use sodium
formate to melt the underlying ice. These agents are used judiciously;
any run-off is monitored by the airport’s extensive stormwater
management system and diverted as necessary to sanitary sewers.
Beyond the need for environmental sustainability, treating runways
is also expensive. And when the difference between simple rain and
hazardous freezing rain can be a last-minute fluctuation of one degree,
we have to be constantly refining the art and science of deciding exactly
when to take appropriate measures. Innovative technology certainly
helps. For instance, we use in-ground sensors to monitor temperatures
at the pavement surface – a critical piece of data in predicting the
potential flash-freezing of rain or melting snow.
Additionally, we constantly invest in clearing equipment, such as
high-performance snow blowers that can remove up to 7,500 tonnes
an hour. But in the end what counts most during a storm is how
people from diverse organisations work together. When a busy Air
Canada ramp crew pushes an aircraft back briefly from the gate so we
can get in to clear the apron, it’s clear that everyone is focused on a
common goal.
Melting the iceClose coordination among multiple players is equally critical in aircraft
de-icing. Toronto Pearson’s Central Deicing Facility (CDF) is probably the
www.internationalairportreview.com Volume 20 · Issue 1 · 2016
WINTER OPERATIONS SUPPLEMENT
Coordination among multiple players is critical in aircraft de-icing
largest centralised facility of its kind in the
world – a 26-hectare site with six bays that
can service up to a dozen narrow-bodied
planes at once. It’s a highly efficient
operation today but an additional deicing
facility will be needed in the near future in
response to the steady rise in traffic at our
airport, and as the proportion of wide-
bodied jets in the schedule grows.
To ensure we always have deiced aircraft
ready to depart, we set an hourly target 20%
higher than the runway launch capacity
established by NAV Canada, which manages
all traffic in and out of airport. But of course
maintaining a steady flow throughout the
hour depends on carriers getting their
aircraft off the gates and over to the CDF.
And faced with constantly changing weather conditions, not to
mention the requirement that planes held in queue too long must
go back for further deicing, trying to orchestrate an optimal number of
departures is a bit like playing three-dimensional chess – except in this
case everyone wins through responsive, respectful collaboration.
Managing expectationsIn January 2014, unusual weather conditions – a sequence of rain,
snow, sudden squalls and an extreme temperature drop with wind chills
as low as -39ºC – caused a service disruption that brought into relief the
winter operations challenges faced by our airport. It also provided an
opportunity to revisit the priorities we’ve set with our carriers and other
partners to deliver the best possible passenger experience.
Two years on, we’ve introduced a number of operational changes,
including redesigned shift patterns to deploy staff more effectively, and
the expansion of our Emergency Operations Centre to better
coordinate the efforts of the GTAA, our airlines and other service
providers. Indeed, much of our collective energy has been focused on
fostering closer collaboration among all Toronto Pearson stakeholders.
We’ve established protocols to ensure consistent and frequent
communications to passengers as winter weather events unfold. A new
page on our website provides timely travel updates and is the default
homepage during a disruption. Extended Wi-Fi and cellular coverage
helps keep everyone connected even when demand spikes. Our mobile
app pushes up-to-the-minute information to subscribers in our
terminals. And all 1,200 GTAA employees have been briefed on
guidelines for addressing passenger needs during a winter event – right
down to making sure essential items such as diapers and drinking
water are readily available.
The common goal behind all of these efforts is to better handle
passengers’ expectations. People understand that bad weather can
impact an airport’s operation and cause flight delays. But they naturally
expect to have the latest information as a situation evolves. And to
deliver on that, the various organisations that work together at Toronto
Pearson need to communicate clearly among ourselves.
Better togetherThe key players at our airport have always had well-defined roles and
responsibilities. The difference now is that we understand more about
each other’s businesses, the goals we share in common and how we
can better align our efforts to achieve them. When adverse weather is
heading our way, everyone is alerted early, and a core group meets
quickly to prepare. There are open and frank discussions as the group
weighs competing priorities – other than safety, which is an ironclad
priority for all. The result is a coordinated response that balances the
perspectives of NAV Canada, airline operations managers, the CDF,
ground handlers and all other groups who help to keep flights coming
and going.
As bad weather begins to have a direct impact, consultations
continue via newly created intersection points between organisations.
For example, a performance manager from Air Canada, our largest
carrier, is now embedded within the Integrated Operations Control
Centre, which oversees airport activities around the clock. And joint
operational decisions are now routed through the Airport Duty
Manager, a role within the GTAA that has been elevated to ensure a
single point of contact and a unified view of all interrelated efforts.
For our collective winter operations team, the definition of a
‘perfect storm’ is one that has virtually no impact: the runways get
cleared, planes are deiced and passengers come and go with minimal
delays – leaving the 40,000 people who work at Toronto Pearson to
swap war stories about what it took to make that happen. Of course,
some storms are simply too big to get ahead of, affecting airports
throughout our region, diverting flights across the continent and
causing missed connections on the other side of the world. But amidst
all of the unpredictable elements, one thing is certain: the best
response is driven by collaboration and explained at every step through
direct, transparent communications. Because while we can’t change
the weather, we can change our ability to meet the expectations it
creates. Winter isn’t just a season – it’s a state of mind.
WINTER OPERATIONS SUPPLEMENT
24 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Craig Bradbrook is Vice President of Aviation Services at Toronto PearsonInternational Airport. He joined the GTAA in October 2014, following six yearsas Director, Security, Facilitation and Airport Information Technology andtwo years as Deputy Director General of Airports Council International (ACI)in Montreal. Mr. Bradbrook spent 18 years in airport operations in HongKong, as an airport manager and senior safety officer at Kai Tak Airport andas a general manager with the Airport Authority Hong Kong operating Chek
Lap Kok Airport. Before entering airport management, Mr. Bradbrook was a police officer in theHong Kong Police, attaining the rank of Chief Inspector in charge of the airport police tacticalresponse unit. He holds degrees and certification from the Cranfield University, the University ofNew South Wales (Safety Science) and Loughborough University (Security Management).
180 people work on snow removal in 12-hour shifts
Innovatingthe de-icingtradition
Prior to recent innovations, the process of applying Type I, II, III and IV
products to aircraft and the basic composition of the applied chemicals
used in de/anti-icing have remained largely unchanged. As a result, the
chemical technology has been replicated by a number of vendors all
with similar products and approach as the chemical products have
been established for 20+ years. Although their performance has been
incrementally improved, their basic composition remains constant.
They are all essentially Rheology modified Glycol/Water solutions with
varying additives to give fluid characteristics such as corrosion
inhibition, surface wetting and formability to name a few.
Similarly, as products have been developed, the test methods
to assess their performance have also been formed to assess
and measure their physico-chemical performance in terms of
endurance, aerodynamic viability and corrosivity among other
aspects. As new products have to fit the defined and historically trusted
test criteria, they are essentially complex ‘me-toos’. In addition,
dramatic advances are naturally stifled by a limited choice of
natural freeze-point suppressant chemicals which also meet the
stringent anti-corrosion challenges. The historical data and confidence
these products have gained make it difficult to deviate from the
base-product technology.
What has been radically improved is the application technology,
control systems and methodology to spray the fluid. Being a relative
newcomer to this specific market-segment, LNT Solutions (LNT) has
grown up with this technology and established de/anti-icing fluids with
this awareness. Working alongside partners, LNT has employed these
innovations specifically to alleviate difficulties experienced when
extreme weather hits, beyond just improved chemical performance,
adding logistical performance-benefits. Taking a novel approach to
manufacturing products maximises the potential of the latest
application, control and stock management technology developed in
the sector.
An important aspect is the inclusion of a manufacturing and logistic
strategy to allow end-users such as airlines, airports and service providers
to minimise the strain on supply-chain logistics. Instead of
manufacturing at locations where the factory just ‘happens to be’, LNT
manufactures in strategic locations, which are often near or on an
airport facility.
From these nearby bases, specially formulated concentrated
additive packaged products are supplied with a number of advantages
over traditional fluids. LNT PC-1 and EC-1 single-shot ad-packs
represent a tiny proportion of the finished product (~2%) and negate
the requirement to ship vast quantities of water and Glycol to the
point-of-use. Instead, these commodities can be sourced and stored
independently and the final blending can be performed on site. By
working closely with our equipment manufacturer we’ve even enabled
their system to blend de-icing fluid in the vehicle on demand.
The concentrates can be stored for long periods of time and
exposed to environmental stresses that would be detrimental to
finished blended de/anti-icing fluid. They can also be supplied in 1,000l
totes which are easier to manage than discreet batches of 25,000l+
tanker-containers. For airports, this means less storage and more
flexibility to react to changing weather conditions.
Working with independent and innovative de/anti-icing service
provider has allowed the recovery, recycling and re-use of the glycol
freeze-point suppressant used in de/anti-icing fluid. They can simply
collect, treat and separate out the Glycol, blend it with water and add
LNT’s ad-pack to produce re-usable de-icing fluid. Such an innovation
has huge advantages as it reduces the bio-burden on the airport and
surrounding environment. This technology is currently in service
and used to produce LNT E-188 Type 1 fluid. There are no physical
limitations to this technology being used to manufacture LNT E450
Type 4 fluid in the future.
Coupled with the constant endeavour to improve on chemical
technology, these innovations will take the industry one step further in
full winter-preparedness. De/anti-icing innovation in new technologies
is set to provide far greater logistical and planning value during this
unpredictable season.
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 25
INDUSTRY INSIGHT
Aircraft de-icing fluid expert, Tim Peyton, joined LNT Solutions in 2011, and has since led thedevelopment of LNT’s range of thickened fluids. He has also used his manufacturing expertise toassist the glycol recycling projects in which LNT is involved. Tim was previously Head ofOperations at Kilfrost.
Historically, aerospace de/anti-icing technology has grown from the original concept of applyinga freeze-point suppressant chemical to the wings of aircrafts. In a market whereby such a normhas influenced the entire de-icing industry, including the development of test methods, how cannew life be injected into the way we deice to meet the age-old problems faced in winter periods?Aircraft de-icing fluid expert at LNT Solutions, Tim Peyton, explains how seemingly subtlechanges to application technology, control systems and methodology are the principal drivers forthe innovations which are now revolutionising de/anti-icing technology.
Severe weather such as snow can impact the smooth running of the
aviation industry and these are not just issues around scheduling
flights, but also around the vast aray of associated infrastructure,
passengers and staff resources.
For example, the heavy snow in December 2010 was one of the
most significant and disruptive weather events in recent memory. It led
to significant challenges for both airlines and airports for several days.
Meanwhile in January 2015 snow again brought travel distruption to
northern England, closing airports as well as schools and roads.
The challenges facing the UKIn the UK, it is no secret that our airport infrastructure is under pressure
to keep up with demand, which has led to the recent heated debate
around expansion. Indeed, UK passenger numbers in the second
quarter of 2015 hit a new peak, with the rolling 12 month passenger
total being the highest since records began.
Due to this high demand, many of our international airports have
to work to a much higher capacity than those in other countries,
meaning weather events can have a more significant impact.
26 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Winter weather can present a unique set of challenges when it comes to the smooth runningof an airport. Jon Dutton, Business Manager of the Met Office Aviation team, looks to thefuture of forecasting in the UK.
WINTER OPERATIONS SUPPLEMENT
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Preparingfor the worst
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For example, many airports around the globe typically run at 50-60% of
runway capacity. The UK’s largest and busiest airport – Heathrow – runs
at 98% capacity every day.
Forecasting in the UK will always present challenges due to its
geographical position between the Atlantic Ocean and continental
Europe, which leads to variable weather patterns. This makes accurate
forecasting for the aviation industry imperative.
Met Office aviation meteorologists are based on site at Heathrow
Airport 24 hours a day, seven days a week. Working directly alongside
operational staff has become a vital tool for airports as they work to
predict and mitigate the impact of bad weather. On a day-to-day basis,
our aviation meteorologists are there to advise the airport on the likely
impacts of any weather events. This vital information is also passed on
to airlines, so a truly coordinated effort is put into managing and
minimising disruption to schedules, and ultimately the passengers.
The Met Office also provides information on a much wider scale to
WINTER OPERATIONS SUPPLEMENT
The Met Office’s operations centre
support aviation on a global level. One of only two World Area Forecast
Centres (WAFC), providing high-level weather information for the
entire globe, is based at Met Office headquarters in Exeter. We are
also one of only nine Volcanic Ash Advisory Centres (VAAC) world-
wide, responsible for monitoring and forecasting the movement of
volcanic ash.
Aviation-specific forecastsDifferent types or ‘ranges’ of forecasts help airports plan different
operational elements. Short term forecasts are vital for staff operational
planning, for example frost or snow events will mean that more staff
will be required at airports for de-icing
or snow clearance purposes.
The Met Office advises on
conditions such as air temperature,
ground temperature, surface winds
and winds at 3,000ft. This helps
to manage landing and take off
schedules and to plan mitigation measures such as securing equipment
around the terminals in high winds. The challenge is to reduce delays
and minimise disruption.
During a flight, jetstream winds and temperatures can have a
significant impact on fuel consumption and flight schedules. In
passenger aircraft, turbulence is a major concern, while thunderstorms
can close air routes for hundreds of miles.
Long-term planning and forecasting also plays an important
role. The Met Office is increasingly working with airlines and airports
to provide longer range outlooks designed for those who make
longer-term strategic decisions based on risk and implement
contingency planning.
These long-term indications help airports and airlines plan future
operations and purchasing decisions. For example, indications of a
colder than usual winter can highlight the need to look at the amount
of de-icing fluid an airport or airline may purchase that year. It can also
aid in the planning of longer term staffing requirements.
Reductions and mitigation of disruptionIn marginal weather conditions, it is vital that airports and airlines are
able to make confident weather-sensitive decisions if they are to keep
runways open and flight schedules on time. No one can stop weather
from happening so reduction and mitigation of disruption is key.
There are many tools airports can use to help them plan ahead and
reduce disruption, such as the Met Office OpenRunway® service – an
online weather forecasting package
– offering critical weather informa-
tion and timely alerts on changing
weather conditions.
Snow and iceWinter snow and ice can have a major
impact on airport operations. Aircraft may have to be deiced prior to
departure and runways have to be cleared or treated, while the work of
ground staff may be impacted and refuelling affected.
Working closely with meteorologists during a significant weather
event can help airports and airlines prepare and plan. Forecasts often
include the likelihood of snow five-days in advance and 24 hours before
can detail the exact timings of snowfall, how long it will last and how
heavily it is expected to be. A timely, accurate forecast can mean
snow clearance vehicles and crews are prepared and a schedule
for snow clearance organised.
The Met Office provides a colour-coded anti-icing and de-icing alert
up to five days ahead of difficult weather, which can help aircraft
complete their planned flying programme, help ensure stock and staff
management is well-planned and reduce the environmental impacts of
WINTER OPERATIONS SUPPLEMENT
28 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
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research and development, satelliteremote-sensing and, crucially,
supercomputing to ensure that theUK has the weather forecasting
ability it requires
de-icing fluids by improving understanding
of when treatment is not required.
Looking to the futureAs well as snow, ice and wind, fog can also
cause serious issues to the smooth running
of an airport. It provides a particular set of
challenges being harder to predict and
track than snow, and can be very localised
in nature. The Met Office is currently
investing in significant resources to
help improve fog and low cloud fore -
casting and increase scientific investigation
into modelling.
Investment continues in research and
development, satellite remote-sensing and,
crucially, supercomputing to ensure that
the UK has the weather forecasting ability
it requires and to ensure that the Met Office can uphold its trusted
position as the UK’s national meteorological service.
Installation of a new high-performance computer (HPC) is
underway at the Met Office Exeter HQ. This, combined with advances
in modelling, is expected to give a boost not only to the quality of
science but also to the efficient delivery of services. The HPC will enable
local weather forecasts and climate change predictions to be done at
higher speed and greater resolution than ever before.
The Met Office advises all sectors of the industry – airlines, airports,
air traffic control and management, ground handling, airport
construction and maintenance – helping increase safety and achieve
operational efficiencies and cost savings, not just in winter, but
throughout the year.
WINTER OPERATIONS SUPPLEMENT
Jon Dutton has worked for the Met Office for 14 years, initially joining as asenior aviation forecaster, focusing on civil aviation services. Jon then moved in to operations management, ensuring the effective delivery ofmeteorological services to customers in a variety of transport relatedindustries and is currently Business Manager of the Met Office Aviation Team.Prior to the Met Office, Jon spent two years working for the EnvironmentAgency, and he has a master’s degree in Applied Meteorology from theUniversity of Reading.
The Met Office supports aviation on a global level
What role does direct input from customers playin your product development?Moore: Our customer’s input plays a major part in all of Aebi Schmidt’s
Product development programmes. Without the direct input from them
our product development couldn’t take place in line with the customer’s
wishes and expectations. We also ensure we integrate the industry’s
latest innovative technologies and emission standards. By holding
regular meetings both pre-, during and post-season we gather valuable
information from our customers, and in parallel, similar meetings take
place at all the factories within the Aebi Schmidt Group. This enables the
technical, design and construction staff to have fully up to date
information and implement any changes if required.
Mistreanu: We pride ourselves on giving customers what they ask for.
The importance of customer input increases with the market or
technological newness. When developing new products we
concentrate on the acquisition of customers input with a strong focus
on outcomes. We listen to our customers, we organise the data then
rate the outcomes and our R&D team steps in. In some cases, product
development is a joint initiative where we work closely with specific
customers to develop products that meet their specific environmental
needs. Clariant has continued to be able to rise to the demands of the
market and secure sustained development of both products and
production processes.
Williamson: The proven success of our innovative products is a result
of customer input in LNT Solutions’ development process. Customers
typically review de-icing developments by four benchmarks:
performance, cost, corrosion and environment. LNT Solutions adopts a
holistic approach to customer input, considering observations beyond
just these benchmarks of product performance. Understanding
customer need is more than direct feedback on product efficacy, it is
listening to wider comments about the logistics of de-icing – what are
their yearly grumbles, frustrations and thinking? We use this wider
commentary to review how our products can relieve such pressures. For
example, the development of our unique add-pack products, which
enable in-truck blending and Recover, Recycle, Reuse projects,
combines the needs of reducing carbon foot-print and lower costs,
with logistical considerations about de-icing product storage.
Customers receive added value through flexibility in their stock holding
and replenishment, countering their wider concerns around planning
for unpredictable winter conditions.
Øveraasen: We are working very closely with our customers.
Only from them can we get input about their wishes and needs for
the future.
Versavel: Proviron manufactures high quality chemical products to
clear snow or frost from runways, taxiways and aircraft. Proviron highly
values an open and no-nonsense communication with its customers.
By listening to the input from its customers Proviron is continuously
trying to further optimise the performance of its de-icing products and
its customer service.
Pojezny: A key role, indeed. As a GSE manufacturer, even with highly
experienced engineers on our staff and utilising the most advanced
design tools, we depend on customer input in our strive to be at the
forefront of developments in our industry. Subjecting GSE to actual
30 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
WINTER OPERATIONS ROUNDTABLE
Moderator:Craig Bradbrook, Vice President – Aviation Services, Greater Toronto Airports Authority
Participants:
Mike MooreKey Account Manager,
Aebi Schmidt
Thor ArveØveraasen
Managing Director,Øveraasen
Jan PojeznyManager – TechnicalSales, Vestergaard
Company A/S
Dennis MistreanuHead of AviationBusiness, Clariant
Kelvin WilliamsonPresident,
LNT Solutions
Frederic VersavelBusiness Manager,
Proviron
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daily airport operations is key to constantly improving product designs,
e.g. leading to ideas within ‘better ergonomy’ or ‘greater de-icing
speed’. In some cases, by request from certain customers, we also
develop specific features or options, which might initially only benefit a
particular customer. With time, however, some such one-off solutions
prove very successful and spark significant wide market interest.
To some extent, our main product, the Elephant® BETA can be seen as
the result of such a product development process, which Vestergaard
had with a certain Scandinavian legacy carrier in the late 1970s and
the early 1980s.
Winter climates vary. How do you ensure yourproducts can adapt to different environments?Mistreanu: The use of liquid de/anti-icers with glycol as the freeze
point depressant looks likely to be the only way to ensure safe and
efficient winter operations in the foreseeable future and is set to be
with us for many years to come. With over 40 years of de-icing industry
experience, Clariant has developed De-/Anti-Icing Fluids which fulfil all
international requirements and ensure the safety that people depend
on. In attaining these standards, environmental protection is given
equal priority. Clariant’s range of de-icers are currently produced in
Europe, North America and Japan. We carry a broad portfolio of glycol
based de-icers, which are widely used in all regions, largely because of
the performance, effectiveness and reliability of these products in
different environments.
Williamson: Having a global reach and operating across North
America, Europe and further afield gives LNT Solutions a diverse
customer base, making us well-placed to understand differing winter
climates and offer products accordingly. We’re therefore adept at
creating products to meet varying temperatures and conditions. Take
our GEN3 runway de-icing fluid, comprising nine formulation variants
all of which have AMS 1435 qualification. Depending on which
balance of environmental/ freeze point/ aircraft brake friendly/ cost
characteristics best suits the customer we can choose which GEN3
formula is most appropriate. Our close-to-point of use manufacturing
enables us not to take a one-size-fits-all approach. Unlike other
suppliers, we have a far greater ability to tailor and react to local
conditions. This helps more broadly as part of our R&D because we can
identify a product's successful characteristics in one climate and
influence the development of a new product for another climate,
potentially on the other side of the world.
Øveraasen: Our products are designed to work in all the difficult and
extreme conditions that can be found around the globe.
Versavel: Proviron ensures that its de-icing products can adapt to
different environments by developing products which can perform in
the most severe environments. If de-icing chemicals show high
performance in challenging environments like Greenland, Iceland or
Scandinavia, then chances are high that these products will be effective
in all environments.
Pojezny: Interestingly, even within the same climatic zone, two
different ground handlers with seemingly similar customer bases can
have different requirements for de-icers. Whether the challenge is
flexibility in relation to different customers or to climatic regions, the
inherent design of our Elephant® Beta Flex-liner de-icer allows its use
at virtually any airport: from small regional, to large airports hosting the
A380. Here, the initial dialogue with the customer is extremely
important, e.g. to assess which additional ‘click-on’ options might be
useful, such as Forced Air or identify the range of pre-programmed on-
board mixes between water and glycol. Some customers may need to
transfer units between different stations, in which case the ability
to easy switch between two- and three-tank configuration might be
selected, while other customers need ability to de-ice a multitude of
different-sized aircraft, as can be the case at certain regional airports
that double as cargo hubs.
Moore: Prior to any piece of Schmidt equipment going into
production, extensive testing is carried out in a number of countries to
ensure that the machines are capable of operating within extreme hot
conditions (+58°C) and intermediate cold environments (-42°C).
This ensures the equipment gains the highest manufacturing directives
and standards possible.
One of the challenges of winter is managingtravellers’ expectations. How can you help?Williamson: Winter is an annual event and it’s hard for travellers to
understand how disruptions to services can seem an annual
inevitability. We know it’ll be cold so why aren’t facilities prepared?
Industry’s answer is simple – winter is unpredictable, whatever the
climate. LNT Solutions helps reduce the impact of unpredictability in
three ways: pre-season planning support, local production and add-
pack products offering flexible stock-management. Our team utilises
pre-season discussions with customers about previous product
consumption and weather conditions, combining this with expert
winter forecasting, to advise on anticipated volume requirements.
Through local manufacturing operations, we ensure airports have
sufficient product stored on-site with local production facilities ready to
increase manufacturing to respond to unexpected conditions. This
means efficient storage levels on-site and preloaded trucks available
nearby should additional product be required, reducing the risk of de-
icing supply breaks and shortages during inclement periods thereby
reducing the potential for traveller delays.
Øveraasen: Airport authorities need to inform travellers in a better
way. They need to tell them that security and safe landing conditions
are areas where no sacrifices are to be made.
Versavel: As a manufacturer of de-icing chemicals, Proviron has little
to no influence on travellers’ expectations. Always guaranteeing a high
quality product delivered in the agreed lead times is the best we can do
to keep runways open and aircraft flying.
Pojezny: Vestergaard’s products are mainly aimed at making our
‘two-winged’ customers happy, which is manifested in various
parameters, such as to improve the overall financial result (by
reducing glycol consumption) or to ensure on-time departure
(by focusing on GSE reliability and having a strong service
organisation). This in turn provides for a safe, quick and reliable
de-icing operation, with a minimum of winter-induced delays, which
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www.internationalairportreview.com Volume 20 · Issue 1 · 2016 31
obviously benefits the ultimate ‘two-legged’ customer, meaning the
individual passengers.
Moore: As an equipment manufacturer we can assist in managing the
traveller’s expectations by ensuring that when our equipment is in
service it remains at the highest level of availability and that staff both
new and existing receive the appropriate training prior to the winter
period commencing. Our team of experienced Airport Engineers are on
call 24/7 during the crucial periods to ensure we support our airports
and their customers to the full.
Mistreanu: Airports and airlines are under constant pressure to
remain operational – even in the harshest of winter conditions
– without jeopardising the safety of the passengers. Clariant is a major
player in aircraft de/anti-icing and runway de-icing chemicals and we
recognise the importance of remaining dedicated to assisting
customers overcome operational difficulties in adverse weather
conditions. A safe and secure supply chain is vital for our customers.
Clariant secures the de-icing products supply position through multiple
production sites and a wide network of depots, strategically placed all
across Europe. We ensure very short lead times and on-time customer
deliveries by employing first in class weather tools and logistic services,
supported by an effective supply chain management, securing ample
stocks level all across Europe and at all times during the winter season.
Our aviation team works around the clock helping all our customers
whenever they need it.
Can airports be doing more to integrate winterpreparedness into their business planning?Øveraasen: Absolutely, but generally many airports are trying to save
money by not investing in snow removal equipment. If the winter hits
they will have huge problems. In many ways you can compare this with
fire-fighting vehicles. You have got to have them in your airport, but
you hope that they’ll only have to be used in emergencies.
Versavel: Over the past years, many airports in Europe have done
major investments and improvements to optimise their winter
operations. Most airports are hence very well prepared for a worst case
winter scenario.
Pojezny: The short answer is likely to be ‘yes, most airports probably
can’. A main challenge will typically be to do so, within given financial
constraints and with a number of operational variables, such as
development in traffic and severity of the coming winter, which can
only to some degree be assessed beforehand. Increasingly, Vestergaard
has been appointed as the de-icing partner in the winter preparations
at a number of airports, e.g. by pre-winter service inspection
agreements, by frame agreements (for those who can plan several
years ahead) or by offering de-icers from stock – new or secondhand –
to those airports, that suddenly find they have a sudden, urgent
requirement for additional de-icing capacity.
Moore: In recent years we’ve found that most airports have integrated
winter preparation into their business plans. We often hear about
vehicle replacement programmes and are aware that practice drills are
carried out before and during the winter season in order to ensure the
equipment is ready for operating in such harsh conditions. Everyone
involved should be at the highest state of readiness.
Mistreanu: As the weather gets colder, all our customers know the
first snow will bring a variety of challenges to any airport and that can
require a lot of forward planning. This is something that is planned for
throughout the year, specifically the winter preparedness programme
gets into full swing in the middle of summer. The top priority is the
safety and security of the passengers. During the winter season each
of our partners are following a carefully organised plan to tackle all
types of weather conditions; being organised with personnel,
equipment and training is absolutely vital. When winter weather hits,
thanks to de-icing chemicals, equipment and good planning, extreme
cold isn’t an issue either.
Williamson: Long-term snow planning is a must for encapsulating
winter preparation in airports’ broader business plans. This guards
against the prevalence of short-term memory, where too much
emphasis can be placed on the experiences of the last couple of years.
The risk being that a mild winter one year, when only a quarter of
allocated budget is spent, can result in much reduced budgets for
following years. There is then no flexibility for weather-variance and a
lack of preparation for an extreme winter period. We recommend
all our customers to look at the five-year history and prepare for all
circumstances in that period within their snow plan. Even at airports
which rarely experience severe weather conditions, the cost of the
insurance cover represented by expenditure on infrastructure will be
dwarfed be the loss of business over a holiday period due to flight
cancellations and the resulting poor publicity.
What aspect of winter operations causes the mostconcern as airports look ahead?Versavel: The biggest concern is that winters are always unpredictable.
Some winters are extremely mild, others are extremely severe. Staying
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32 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
focused and being prepared for the worst case winter conditions, even
after two or more mild winters, is critical for all winter operations.
Pojezny: Airports will of course have their own different replies but
obviously, the larger an airport is, the more complex procedures and
routines are needed. At small airports, the handling operations staff –
at least to some extent – can be ‘jacks of all trades’, whereby
co-ordination is relatively straightforward. But this is rarely possible in
larger airports and it is precisely this interaction between the various
departments and stake-holders – also outside the airport perimeter
– which can cause concern. An example: An airport can be fully
prepared and operationally ready for even the worst winter conditions,
but if the transport infrastructure outside the airport cannot keep
operating at required capacity, passenger traffic might still be impeded.
Moore: Weather forecasting and conditions such as low-lying fog
cause a great amount of concern currently. Whilst other countries in
Europe are able to switch their entire operation across to winter at
known times of the year for a four to five month period, in the UK we
are constantly on the verge of waiting for temperatures to lower and
the snow to arrive. In recent times low-lying fog has become a topic of
conversation as this seriously disrupts air traffic and if this could be
predicted it would help the airports enormously. Another issue is the
disposal of de-icing media. Whilst the application of de-icing liquids is
paramount for safe take-off and landing, its effect on the environment
is far from ideal therefore the pick-up and disposal of these substances
post treatment will become increasingly important.
Mistreanu: In recent years, each winter was characterised by distinct
uncertainty, which makes the snow forecast an emerging challenge.
It is fair to say that in the winter months the airports must be prepared
for every conceivable scenario where weather is concerned. Airports are
also evaluated on their capabilities to maintain all activities in safe and
operational conditions during the entire winter season. Proper
management of snow and ice at airports is essential, so each airport
must tackle snow and ice with ease and implement expert operations
in various winter conditions; environmental issues are equally
important. As passengers are demanding a higher level of service,
making an airport efficient and more competitive, is good business.
Williamson: Without doubt it is the unpredictability of the weather.
Extremes at either end of the temperature scale are occurring across the
world. They become apparent as a series of long hard winters are
followed by a series of record breaking warm winters. Warm winters
are less expensive and welcomed in the short-term but consecutive
warm winters carry the risk of rustiness in the operation of the snow
plan and perhaps sometimes the malfunctioning of the equipment
itself, particularly in the rarely used back-up variety. Many of the
additional resources put in place after consecutive cold winters can
drop away as memory of the difficulties faced fades over time and
budgets inevitably come under pressure. Stock holding quantities will
be deemed over-generous and airports will then struggle to make the
budgetary arguments for full snow-preparedness. The winter then is a
far greater cause for concern than in the years following consecutive
cold-snaps. Stay prepared, do not be complacent – long hard cold
winter will arrive just when it is least expected!
Øveraasen: Increasing traffic leaves little time for snow removal
operations. Many airports do not have the personnel to handle the
challenges of snow clearing. Especially in countries where they do not
have winter conditions every year. Another problem is that today’s
modern airports are not designed for operations under winter
conditions – the planners don’t seem to have snow on their minds!
WINTER OPERATIONS ROUNDTABLE
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 33
Mike Moore joined Aebi Schmidt in February 2000. He has held various roles within the groupover the years, including a two-year spell in Germany within the Holding part of the AbeiSchmidt Organisation, working as a Product Manager for Sweepers. Mike project managedseveral key orders for organisations such as the Ministry of Defence, Highways Agency, largerairports and Balfour Beatty. In January 2011 Mike took on responsibility for all UK civilianairports and major contractors.
Dennis Mistreanu has over 20 years of experience in the specialty chemicals industry forconsumer and industrial applications in North America, Asia Pacific, and EMEA regions. Since he joined Clariant in 2001 he has held various senior management positions, includingAviation for Canada, U.S. and Europe, within Clariant’s Industrial & Consumer SpecialtiesBusiness Unit. A customer-focused manager, he has built new business and forged loyalty withclients, vendors and external business partners. Throughout his career he has identified andcapitalised on emerging business ventures, offering insights for market differentiation. Dennis isa chemical engineer, Canadian citizen and is currently based in Switzerland.
Kelvin Williamson has 35 years’ experience in the aviation industry, a career spanningcommercial pilot, check pilot and ground services management. His early flying career led himto become the Chief Pilot for Voyager Airlines, where he remained for four years. He then spent10 years as a Transport Canada Aviation Inspector/Check Pilot. During this time Kelvin was alsoresponsible for the initial Government approval of the Toronto Central De-icing Facility. Kelvinretired his flying career as Captain B727 International cargo ops for All Canada Express.Subsequently, as General Manager for Toronto’s Central De-icing Facility he also managed de-icing services for Servisair throughout Canada. As an active SAE Member he is the Co-Chairof the G12 Deicing Facilities Committee.
Thor Arve Øveraasen is Managing Director of Øveraasen Snowremoval Systems.
With a background in engineering and economics, Frederic Versavel has spent most of hiscareer working in international sales. Appointed as Business Manager at Proviron, Frederic isresponsible for the De-icing Solutions Business Unit; manufacturing and supplying high qualityaircraft and runway de-icing products for the European aviation market.
Jan Pojezny is Manager/Technical Sales at Vestergaard Company A/S. Holding an M.Sc. inmechanical engineering and after working a number of years on international engineeringprojects in the oil and gas industry, Jan’s life-long fascination with aviation led him to Denmark-based Vestergaard Company. Here, Jan has just passed his 11th anniversary and as part of theVestergaard sales team, he is primarily tasked with assisting Vestergaard’s customers in the BalticStates, Central and East Europe and the Balkans.
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www.internationalairportreview.com Volume 20 · Issue 1 · 2016 35
SHOW PREVIEW
Routes Europe is an essential forum for all companies with an aviation
focus who are looking to conduct business to, from and within
the European region. The 2016 event is expected to attract over
1,200 delegates representing 110 airlines, 350 airports, 45 tourism
authorities and a number of other industry stakeholders from across
the region to discuss air service development.
This year’s event is being hosted by Kraków Airport. Located
just 11km west of Kraków’s city centre and with a wide catchment of
11 million inhabitants within a two-hour drive, the airport is a leader
among regional airports in Poland. Constantly expanding its schedule
and charter direct services, Kraków Airport’s route map includes
numerous cities with special business, tourist, cultural and ethnic
potential as well as attractive locations in the Mediterranean basin and
Scandinavian region. Connecting cities include: Frankfurt, Munich,
Vienna, Berlin, Amsterdam, Copenhagen, Helsinki, Paris, London,
Rome, Zurich and Warsaw.
Kraków Airport is currently undergoing the biggest construction
process in its history. The investment process includes a brand new
terminal that will be connected by means of a footbridge, with a
new train station located behind the multi storey car park, an internal
road system, airside infrastructure and Hilton Garden Inn Hotel.
In 2014 the airport welcomed over 3.8 million passengers which
was the best year in its history. The Airport’s development strategy
assumes a further expansion of its network of direct connections and
growth in the number of passengers handled. The main guidelines for
development include enlisting airlines that offer routes to European
hub airports and further balanced development of LCC’s and Legacy’s
carriers. In addition, the airport is also planning to develop eastbound
routes and enlist a carrier offering long-distance flights.
Routes Europe 2016 will consist of four main elements:
Meetings, Networking, Route Exchange Briefings and the Routes
Europe Strategy Summit.
MeetingsAirlines, airports and tourism authorities from across Europe and
beyond have the opportunity to meet and discuss both new market
opportunities and existing services at pre-scheduled face-to-face
meetings. These meetings are arranged online prior to the event
based on delegate requests, and a personal diary is
issued on arrival available as a paper copy or via the
Routes Europe event app.
Route Exchange BriefingsDelivered by senior network planners and
exclusively open to attending airports and tourism
authorities, Route Exchange Airline Briefings are an
opportunity for attendees to gain a unique insight
into the planning structure of the airline along with
an overview of the carriers, allowing them to view,
first-hand, which information the airline requires
from the airports and destinations when making
route proposals.
Routes Europe Strategy SummitTaking place on Sunday 24 April 2016 and open to all
attending delegates, The Routes Europe Strategy
Summit will open the event in Kraków and is set to
provide a valuable insight into aviation across the
region as panels of leading industry experts take The Kraków ICE Congress Centre will play host to a Networking Evening on Monday 25th April
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From 23-26 April 2016, the largest regional route development forum, Routes Europe, will take place in Kraków, Poland.
part in a number of moderator-led discussions addressing key air
service development issues affecting commercial aviation across the
entire region.
UBM’s Michael Miller, Head of Content and Industry Relations
for Routes, will open the Summit. The stage will then be taken by
Margus Rahoja, Director of Aviation and International Transport
Affairs, Directorate-General for Mobility and Transport at the EU
Commission, who will present a keynote address on critical issues
for the European market.
Session One, entitled ‘What Europe needs is…’ will see Jeremy
Robinson, Partner at Watson Farley & Williams LLP, John Hanlon,
Secretary General at ELFAA and John Grant, Partner at MIDAS Aviation,
discussing the following questions: What rules should be changed or
adjusted? No state aid, or more? How to achieve labour peace
among airlines? Is consolidation coming again in Europe? And should
short-haul flights be basic only?
Following a refreshment break, Session Two will begin with a
debate entitled ‘Who are the innovators and drivers of change in the
European aviation market?’. Moderated by Michael Miller,
the discussion will bring together Fernando Estrada, Chief Strategy
Officer at Vueling, Juha Jarvinen, CCO of Finnair, John Weatherill,
Director of Network and Schedule Planning at WestJet and Jeroen
Erdman, Head of Network Planning at Transavia.
Session Three, which will take place in the afternoon, will see
Jochen Schnadt, CCO of BMI Regional and Joni Sundelin, Senior Vice
President of Finavia Corporation, discuss regional carrier trends in
Europe. This session will consider whether the regional airlines model
still works and how regional airlines compete with the European low
fare airlines. It will debate whether regulatory framework is a hindrance
or a help and then move on to consider whether regional carriers
should expand beyond their local markets and whether there should be
more cooperation between regional carriers. The session will end
examining the five-year outlook for regional European airlines.
Further keynote speakers and session topics are yet to be
announced so keep checking the Routes Europe website for
programme updates.
NetworkingRoutes events encourage all delegates to network as much as possible
and this is facilitated in a number of ways. Formal face-to-face
meetings either pre-scheduled or arranged via the on-site Extra
Meetings System allow all delegates to request meetings with other
delegates during the event itself. Meanwhile, a number of hospitality
events along with lunches and refreshment breaks during the event,
will allow business networking in a more informal environment.
Planned networking events include the Host Welcome Reception
which will take place on Sunday 24th April at the Stara Zajezdnia
Kraków by DeSilva, located in the heart of the Jewish District, and the
Networking Evening which will be held on Monday 25th April at
the ICE Kraków Congress Centre. Located in the heart of the city, the
Congress Centre is a convenient place for visitors to enjoy their visit to
the capital of Małopolska to its fullest extent.
There is also an extensive Tour Programme available for delegates.
Kraków and Małopolska are truly wonderful regions – full of Polish
history and tradition. Planned tours include:■ Kraków Walking Tour ■ Kraków Tour (in an electric-powered vehicle)■ Kraków Segway Tour■ The Salt Mine in Wieliczka■ Auschwitz-Birkenau Nazi German concentration camp■ Communism and Nowa Huta Tour■ Bicycle Country Tour■ Tour of Zakopane
SHOW PREVIEW
36 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
International Airport Review is pleased to be aMedia Partner for Routes Europe 2016
To register for the event visit:www.routesonline.com/events/174/routes-europe-2016
Kraków is full of beautiful sites and historical architecture
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OAG has a large network of air travel data which helps power a wide
variety of industry solutions. The company connects its customers to
the traveller by providing a full life cycle of products. “We tell the whole
story from scheduling and planning, flight status and day-of-travel
updates to post journey analysis and on-time performance review,”
explains Phil Callow, CEO of OAG.
OAG’s data and analysis tools help customers make the right
decisions about product choice and proposition, customer service and
communication; giving them the ability to enhance the travel
experience, all of which in turn benefits the traveller, whether they are
planning a future trip, are at the airport, inflight, or on their way to
their destination.
It’s important to meet the demand for the most accurate day-of-
travel information, as Phil reveals: “Our acquisition of FlightView in
2015 complemented our existing flight status offering and put us
in the position of having the world’s most extensive real-time flight
status database. With this database and the technology to support it,
we make sure our customers get the best quality data, delivered in a
flexible way that meets customer needs quickly and efficiently.
“Our newly-launched product portfolio, OAG flightview, offers
more flight status feeds and alerts choices, compelling visualisations,
web and mobile content, digital displays for weather, flight tracking
and air traffic updates.”
So how will OAG’s data and analysis help airports to develop closer
relationships with their customers? OAG supports airports in a variety
of ways. The schedules data and analysis tools help airports understand
and interpret passenger trends, route dynamics and performance.
“We provide data and insight to help them manage resources,
passenger flows, customer services, as well as improve existing on-the-
ground operations,” says Phil. “Our suite of products provides
competitive analysis, market insight and the ability to understand
detailed performance data.”
For frequent travellers, regular and most importantly, accurate
communication ensures all parties feel engaged and well-informed.
It shows the airport cares about the passenger experience and values
loyalty. OAG provides solutions that allow airports to better inform
passengers throughout the journey – whether it’s at home before they
leave the house, at the airport or on their way home when friends or
family await to greet them.
Phil continues: “We also work with those who provide services to
the airports. A significant proportion of the passenger experience
depends on third parties – handling agents, catering companies, fuel
providers and retailers. We provide analysis for operational efficiencies,
flight status feeds for day-of-travel resourcing and scheduling insights
for growth and development of services, all of which help with contract
performance and enhance the travel experience.”
OAG adds value to the discussions around punctuality and the
on-time performance (OTP) of airlines and airports through its extensive
flight status database. “This, combined with a reputation for integrity
and trust, places us in a great position to give objective insight. We can
see the whole picture through our schedules and analysis tools and
offer punctuality and OTP as part of a much wider picture. We can spot
trends, we can place things in context and we work with and for the
aviation industry,” explains Phil.
OAG’s analysis gives a measured view and the accuracy of the data
tells the story. It’s a springboard for airports looking at their operations
and services to improve passenger experience, operational
performance and ultimately make sound investment decisions for
growth. By providing analysis and reports, OAG can follow trends and
remain close to industry developments.
OAG will continue to lead the way in delivering digital aviation
information and applications. As a growing business, it is committed to
continuously developing its products and making investments which
help the industry grow and evolve. “That’s our role and we have a very
clear focus and strategy; we’re all about schedules, flight status and
analytics and understanding the customer and the industry in which
they are used,” says Phil. “The world of travel is changing and the
expectations from the always-on, technology-empowered world
traveller continues to grow. This presents a number of challenges for
those in the industry as they realise they need to evolve their offerings,
upgrade their information systems and extract new sources of value.
“Accessing, leveraging and delivering actionable data is critical and
the need for innovation has never been more necessary. It is important
to acknowledge that everyone feels confident in the data they use to
inform decision-making and we see ourselves as a partner that can be
trusted to help businesses deliver innovative solutions. Our team
understands the importance of high-quality digital data to support the
aviation industry and the need to develop tools and provide expertise to
help customers advance their businesses.”
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 37
INTERVIEW
Phil Callow joined OAG as CEO in January 2012. He previously spent seven years at UBM mostrecently as CEO of their UK healthcare operations. During his time at the helm, he led the digitaldevelopment strategy and successfully transitioned the business from a predominantly print-led business to a digitally dominated data, subscription and online business. Prior to joiningUBM, Phil held a variety of business and consumer publishing roles within EMAP and BBCWorldwide. Phil is a graduate of Fitzwilliam College, Cambridge University.
Phil Callow, Chief Executive Officer of OAG, explainshow in today’s multi-platform world, OAG connects the world of travel.
INNOVATIONINSIGHT
Enabling growthfrom the ground up
Dublin Airport made history on 4 December 2015 when it broke its
previous record for the number of passengers processed in a single
year. On that date passenger numbers reached 23.5 million for the first
time, beating the previous record for passenger traffic which was set in
2008. Final passenger numbers for 2015 will set a new record, which is
a significant milestone in the airport’s 75th anniversary year.
Following a deep recession in the Irish economy which
saw passenger numbers decline by five million between 2008 and
2010, passenger traffic at Ireland’s key international gateway has
grown steadily over the past five years. Aircraft movements had
declined by almost 25% during the period of recession meaning a
number of planned airfield capacity enhancements were temporarily
put on hold. However the opening of Dublin Airport’s Terminal 2 at the
end of 2010 meant that the airport had sufficient terminal capacity to
allow room to grow and passenger numbers and aircraft movements
have been growing at Dublin every year since 2011. A return to strong
passenger growth during the past two years in particular has brought
those airfield capacity enhancements to the foreground again.
The rapid recovery in passenger numbers, particularly in the past
two years, is due to a combination of almost 50 new routes and
services, significant additional capacity increases on a number of
existing routes and nine new airlines operating at Dublin. Total long-
haul connectivity has grown by more than 65% since the new terminal
opened, while short-haul connectivity has increased by 16%.
The new airlines include Vueling, WOW Air, Transavia and
Ethiopian, while Dublin Airport’s two largest customers, Aer Lingus
and Ryanair, have also been expanding. Aer Lingus has grown its
transatlantic network from Dublin, while Ryanair has significantly
expanded its operations at Dublin over the past two years, with new
routes and increased frequencies on many of its existing services.
38 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
To enable and assist growth, Dublin Airport has begun an extensive airfield upgradeprogramme. Aidan Fidgeon, Head of Capacity Solutions and Capital Programmes at DublinAirport, outlines the €80 million investment which, when complete, will upgrade andrehabilitate some critical airfield assets.
GROUND HANDLING
During 2015, with 23 new routes and expanded capacity
on existing services, Dublin Airport was one of the fastest major
growing airports in Europe. Further traffic growth is expected in 2016,
as 11 new scheduled services have been unveiled for this year, with four
new transatlantic routes and seven new short-haul services.
To cope with increased demand, Dublin Airport is investing over
€80 million on a number of key developments to upgrade and
rehabilitate some critical airfield assets.
Dublin Airport’s airfield comprises two runways. Runway 10/28
which lies in an east/west direction is just over 2.6km long and is the
airport’s main runway accounting for 95% of all aircraft movements.
Runway 16/34 lies in a north/west, south/east direction, is just over 2km
long and is mainly brought into use when the acceptable crosswind
component is exceeded, or when essential maintenance is required on
the main runway. The airport also has 35 taxiways that assist with the
movement of aircraft to and from the runways.
Dublin Airport has two terminals and four piers with 62 contact
stands and 53 remote stands. The airport has direct flights to about
www.internationalairportreview.com Volume 20 · Issue 1 · 2016
GROUND HANDLING
Terminal 2 arrivals hall
» The new stands, which are located at the northern end of the
airfield, are the largest single capitalinvestment at the airport since the
opening of Terminal 2 in 2010
170 scheduled and charter destinations in 38
countries on four continents.
One of the largest airfield projects in the
programme is a €20 million development to
boost airfield capacity with the addition of
10 new aircraft parking stands and three air -
craft taxiing lanes. The new stands, which are
located at the northern end of the airfield,
are the largest single capital investment at the
airport since the opening of Terminal 2 in 2010.
They are required due to the significant
passenger growth that has been experienced at
the airport over the last two years.
The new apron area, known as Apron 5G,
covers 67,500m2, which is equivalent to
15 football pitches. Initial works involved two
months earth moving and drainage works, and
following this contactors started laying the
concrete that forms the top layer of the new
aircraft parking area.
The parking stand project also includes the replacement and
upgrading of drainage infrastructure, and the provision of
underground surface water attenuation and storage. These
environmental measures will ensure that all
surface water run-off from the new parking
stands will be collected and released in a
controlled and carefully managed way back into
the local water system.
Dublin Airport takes its environmental
responsibilities very seriously and this project – like all of our apron
works – is being delivered to the highest environmental standards. The
Apron 5G project is due to be completed in April 2016, and includes
additional high-mast lighting and a new electrical substation.
Other airfield works that are planned for the short-term include a
major overlay to the airport’s main runway, which is over 26 years old.
This is a sizeable project which requires a substantial amount of
planning. The project is scheduled to start later in 2016 and is
particularly challenging as the work – which is weather dependent –
must take place at night and during a short timeframe to ensure the
runway can be reopened for its first wave of airport operations
the following morning. The work will continue
for approximately 18 months.
A significant upgrade of the airfield’s
ground lighting system is also required which
includes runway edge, centreline, touchdown
zone, runway approach and taxiway lighting.
A new pit and duct system with new primary and secondary
cabling will also be provided to serve the upgraded runway light-
ing infrastructure.
Two airfield taxiways are also in need of a structural overlay to
extend the pavement life.
Dublin Airport is also undertaking a project to significantly extend
the life of some existing pavement areas, which are more than 40 years
old in certain places and are in need of significant rehabilitation.
GROUND HANDLING
40 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
The Airport’s stand area
» Traffic growth is setto continue in 2016, asDublin Airport prepares
to welcome 11 newscheduled routes
This work, which will run on a phased based until 2019, will be
undertaken in a highly sustainable and strategic manner to minimise
waste and ensure resources are used as efficiently as possible. We will
be looking at the various recycling options for materials, as this reduces
the quantity that has to be taken off site.
Once complete, the minimum anticipated lifespan of the new fully
constructed apron pavement is approximately 30 years, with 10 years
before its first scheduled maintenance.
Given that the airport is 75 years old, we are constantly investing to
maintain and improve the airfield area for our airline customers, which
in turn helps improve their efficiency and provides a better experience
for passengers.
Traffic growth is set to continue in 2016, as Dublin Airport prepares
to welcome 11 new scheduled routes. Four of these are transatlantic
services to Los Angeles, Newark, Hartford, Connecticut and Vancouver
and there are eight new short-haul destinations to cities such as
Athens, Pisa and Montpellier. In addition, two new long-haul charter
services will commence direct flights to Cancun in Mexico and
Montego Bay in Jamaica.
Our airfield upgrade programme is helping to enable this growth.
The travelling public understandably focuses on new routes and
improvements to passenger facilities such as terminals, piers and retail
areas, but the work that we carry out on the airfield is essential to keep
Dublin Airport operating smoothly and to provide the capacity for the
business to continue to grow into the future.
GROUND HANDLING
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 41
Aidan Fidgeon is a structural engineer. He qualified at the College ofTechnology, Dublin, in 1988 and joined the DAA, formerly known as AerRianta, where he has held a wide range of positions – from Airfield DesignEngineer, to Project Manager for the proposed Northern Parallel Runwaybetween 2001 to 2006. Aidan worked as Airfield Workstream Manager,responsible for delivering €120 million of key airfield projects from 2006 to2009, and more recently as Head of Capital Projects from 2009 to 2013;
responsible for delivery of the Capital Programme at Dublin, Cork and Shannon Airports (circa€60 million investment annually). He is currently responsible for providing solutions tocapacity constraints at Dublin Airport and defining and managing the Dublin Airport CapitalProgramme for 2015 to 2019.
Terminal 2 exterior, Dublin Airport
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Apron 5G covers 67,500m2
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www.internationalairportreview.com Volume 20 · Issue 1 · 2016 43
PassengerFlowSUPPLEMENT
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44 Small steps toincreased capacityPiotr Pawlisiak, Terminal Product Specialist, Warsaw Chopin Airport
48 Gatwick:Transforming the passengerexperience Gavin Jackson, Project Leader – Check-inTransformation, Gatwick Airport
53 Baggage check-inwith I-drop –innovative and easy to use Johannes Scharnberg, Director of Aviation, Hamburg Airport
SPONSORS:
Small steps toincreased capacity
According to the Japanese ‘kaizen’ philosophy of small improvements
to everyday activities, each day we are searching for ideas of how to
streamline and improve services for passengers departing and arriving
at Warsaw Chopin Airport. And our experience to date shows that
small steps can take you further. You don’t have to spend big money to
expand the terminal capacity and maintain high standards of rendered
services either.
We started the process of small changes at Warsaw Chopin Airport
in 2011 with an analysis of the current situation and identification of
major problems. We identified and separated four main groups
of issues that distort the smoothness of operations and restrict terminal
capacity. They include luggage handling, security checks, boarding
management and passport control. We decided to focus on these
issues and maximise their effectiveness, bearing budgetary constraints
in mind. The bosses permitted us to act, provided that we would not
tamper with airport infrastructure and passenger handling would still
comply with all applicable laws and international standards.
Streamlining of luggage handling The first step on the journey to streamlining was Warsaw Chopin
Airport’s accession to the IATA Baggage Improvement Programme
(BIP). The aim of the programme, which has been implemented since
2011 in 200 of the most important airports in the world, is to analyse
and streamline the luggage handling procedures in air transport.
“Even the best handling procedures and high marks given by
passengers do not relieve airports, airlines and other entities
44 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
You don’t need expensive investments in new infrastructure to increase airport capacity, saysWarsaw Chopin Airport’s Terminal Product Specialist, Piotr Pawlisiak, he believes thatemployee creativity and the vision and acceptance of airport management boards will suffice.
PASSENGER FLOW SUPPLEMENT
participating in the baggage handling process from the responsibility to
constantly monitor the process and adjust procedures to changing
technologies and passenger expectations.” Building on this statement,
IATA (the International Air Transport Association) decided to start a
programme which would result in baggage handling in airports
becoming more passenger-friendly and comprehensible, as well as
more reliable and less onerous for carriers.
Warsaw Chopin Airport first organised permanent cooperation of
all stakeholders involved in the baggage handling process. We could
then begin talking about the problems we encounter in our work.
During the discussion we agreed that the smoothness of baggage
check-in was majorly affected by failures of the baggage handling
system (BHS). Oversized suitcases or loose rucksack straps would
block the conveyor belt system and required frequent intervention
by technicians.
In order to solve this problem, all check-in desks at Warsaw Chopin
Airport were equipped with special limitations, making it physically
impossible to put luggage of inadequate dimensions into the system
(the height, length and width were all verified). The limitations were
accompanied by boards which informed travellers about the admissible
size of baggage and instructed how it should be placed on the
conveyor belts. A passenger can find out when their luggage is
oversized, how to properly place a bag/suitcase in a box and how to
safely buckle loose straps.
The introduction of this simple solution led to the reduction
of failures of the BHS system by over 80%. In the past, conveyor
belts were getting blocked every day – now it happens once a fortnight,
at the most.
Access and waiting zone for security checksA simple solution to increase the smoothness of check-in in security
control zones was the introduction of automatic gates at the boarding
passes check. When they were installed, Warsaw Chopin Airport was
the first airport in Poland to implement such a
solution. The system allows for smooth and
conflict-free entry of authorised persons to the
security check zone and further on to the duty free
zone. Previously, boarding passes were verified
manually by the employees of Airport Security
Guard. Now the check is totally automatic and
does not require any staff involvement.
A passenger places the boarding pass over a
reader and if everything is satisfactory the gate
opens. If the boarding pass is invalid or improper,
PASSENGER FLOW SUPPLEMENT
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 45
» The first step on thejourney to streamlining
was Warsaw ChopinAirport’s accession to
the IATA BaggageImprovement Programme
The use of automatic gates allows for smooth entry into securitycheck zones
the entrance will not open. The gate reader
recognises both printed and mobile
boarding passes.
Following the introduction of automatic
gates, the capacity of boarding pass check
points has increased threefold and super -
vision over passenger traffic has improved,
especially at business entrances, where
movement of travellers unauthorised to use
the fast track has been eliminated.
Additionally, Warsaw Chopin Airport is
the first airport in the world to implement an
automatic queue management system in
front of the entry to the security check zone.
The system comprises electronic turnstiles
and queue length sensors. Ten sensors
placed throughout the queuing zone
constantly monitor the number of people waiting for the screening.
The sensors are sensitive enough to precisely determine the length
of the queue and thanks to that, the system automatically chooses the
optimal configuration of gates expanding or shortening the passenger
way through the zone.
The system changes the set gate
configuration at a given moment, if such a
need occurs, also with passengers in the
queuing zone. It is possible to set six
different configurations of a route, adjusted
to current traffic and airport staff do not have to change the setting of
individual turnstiles or belts marking the passage at any time.
Prioritising families and disabled travellersThe remote management system of the queuing zone also features the
function of opening a separate entrance for passengers with reduced
mobility and those travelling with children. This function, controlled
with one switch, significantly stream-
lines the handling of passengers for whom
we want to make the check-in process
par ticularly effortless.
There is a separate path designated for
all privileged passengers and a dedicated
stand with a metal detection gate. The stand is also equipped
with a device for controlling liquid content in bottles with capacity
over 100ml, since, in line with new regulations, the limit does
not apply to families with children and persons with certain
medical recommendations.
It is worth mentioning that the airport provides free-of-charge
access to pushchairs for passengers with small children. The strollers are
available after passing the security check zone; they can be used within
the whole passenger zone of the terminal and all piers with gates.
Pushchairs are marked with a symbol of the elephant Fryderyka
– Chopin Airport’s mascot.
PASSENGER FLOW SUPPLEMENT
46 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
By equipping check-in desks with special limitations, failures of theBHS system were reduced by over 80%
» Warsaw Chopin Airport isthe first airport in the worldto implement an automatic
queue management system infront of the entry to the
security check zone
Simultaneous check-inAn interesting solution was implemented
in connecting areas, allowing simultaneous
boarding and disembarking of passengers.
At Warsaw Chopin Airport, exits to aircraft
are paired, whereby one exit handles two
neighbouring gate lounges. The layout
causes restrictions of traffic capacity but it
also provides an opportunity to use a
relatively smaller space for checking in two
flights simultaneously.
Until recently, a major limitation for
simultaneous boarding and disembarking
was the possibility of mixing passenger
streams from different flights. To prevent
this, passenger streams are separated
with special tapes with an alarm system.
The tapes mark the path to be followed by
passengers of different flights. Should a passenger deviate from the
path and touch the tape, a sound alarm is activated inside
the connecting area as well as on check-in desks in the waiting room.
This solution, approved by the Border Guard and Customs, allows us to
effectively use available infrastructure while keeping appropriate safety
levels and using adequate staff.
There is also a new idea for rearranging the passport control zone,
which is obligatory for all passengers arriving to Warsaw from non-
Schengen countries. Currently, eight control desks are placed along one
line. Due to the width of the pier, which cannot be changed, it is not
possible to increase the number of desks in the current layout. That is
why we propose to rearrange the zone and place passport control
desks perpendicularly to their current line, which is along the pier axis,
which will double their number and, consequently, double the capacity
of the whole zone. This solution is currently under consultation with the
Border Guard, however, taking into account the rapidly growing traffic
on intercontinental routes from and to Warsaw (i.e. to and from
non-Schengen countries), the application of this solution is almost
certain. Most likely, devices for reading biometric passports will also be
installed at these checkpoints, which would lead to increasing the
throughput even more.
The examples presented in this article demonstrate that an increase
in airport capacity while maintaining the comfort of services from a
passenger point-of-view is quite possible. Thanks to the imple -
mentation of several small projects without incurring great financial
expenses, one can adapt a terminal to cope with increased pass-
enger traffic, but at the same time maintain the highest quality of
rendered services.
PASSENGER FLOW SUPPLEMENT
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 47
Piotr Pawlisiak has worked at Warsaw Chopin Airport for 14 years. He began in the Commercial Bureau, first within the Aviation ServicesDivision and then within the Non-Aviation Services Division. Since 2012,Piotr has been Terminal Product Specialist in the Processes and PassengerService Quality Division. He is a graduate of National Defense University,where he studied the Management of Aviation Organisations.
The priority entrance streamlines the handling of passengers with reduced mobility and thosetravelling with children
» There is also a newidea for rearrangingthe passport control
zone, which isobligatory for all
passengers arriving toWarsaw from non-Schengen countries
Gatwick:Transforming thepassenger experience
48 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Gatwick Airport is the UK’s second largest airport and has the most efficient single-runwayairport in the world serving more than 40 million passengers to 200 destinations in 90 countries. Gavin Jackson, Project Leader – Check-in Transformation at Gatwick Airportreveals a £2 billion investment programme that will transform the airport, with capital projectsdesigned to drive growth and improve every aspect of the passenger journey.
PASSENGER FLOW SUPPLEMENT
The airport is a major economic driver for the South East region,
generating around 21,000 on-airport jobs and a further 10,000 jobs
through related activities. It is located just 28 miles south of London
with excellent public transport links, including the Gatwick Express.
Since 2009, when Gatwick became independent from BAA
(now known as Heathrow Airport Holdings Ltd), it has been owned by
a group of international investment funds (of which Global
Infrastructure Partners (GIP) is the largest shareholder) and has been
charting its own course, competing head-on with Heathrow Airport
and investing billions to drive growth from existing infrastructure while
it awaits the decision about building a second runway.
My role at Gatwick Airport is Project Leader for Check-in
Transformation. Having previously led the terminal security operation
and working on the new security search area for the South Terminal,
we had already significantly transformed this part of the passenger
journey at the airport, consistently meeting our queue targets of
passengers getting through security in less than five minutes 95%
of the time. We were also very aware of the time that passengers
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Materna is proud to roll out to London Gatwick, theWorld‘s largest Common Use Self Bag Drop installation.
www.materna-ips.de
self bag drop
queued at check-in before getting to security, with people who were
running late having queued excessively and arriving stressed, thankful
for the swift process at security to get through to their gate.
Having moved in to a new Change Management role, one of my
first projects was to better understand current performance at check-in
and define a strategy to transform the customer experience in this area.
Our team gathered data on queue times, transaction rates, and
reviewed customer feedback. We worked with airlines and their
handling agents to understand their check-in processes and the
problems they faced. We were tasked with understanding that part
of the process in minute detail and coming up with a strategy.
My objectives are to eliminate queuing, while
driving down costs for our airlines and for
Gatwick Airport itself. And this needs to be done
without extending our existing footprint,
so we need to increase the efficiency and
utilisation at check-in.
We know that the check-in process has historically been the main
source of lengthy queuing at airports. This happens in both in- and off-
peak months for a number of reasons.
Back in 2012 we started to do a lot of work to understand just how
serious the issue of queuing had become, and in doing so, we needed
to understand the reasons for the queue before we could look at the
solutions. This piece of work told us that queuing was universal
and that all our airlines – low cost, full service or charter airline models
– suffered with the same problems. There are some operational
disruptions which cause problems with queuing, such as road or rail
problems effecting the passengers’ arrival at the airport, but the
biggest source of queue is the variation in labour at the point of check-
in. We know that handling agents operate with very tight margins and
that issues around recruitment and absenteeism, particularly around
the peak summer months, are a real challenge.
Our passengers give us a lot of feedback via social media and
through the customer relations teams so we quickly realised that the
majority of passenger angst came from frustration around check-in
– with the bulk of complaints highlighting either not enough desks
open to process passengers, or not enough staff manning desks.
In analysing the check-in process we observed a large increase in
online check-in. Airlines had made investments in their departure
control systems and passengers had become
more willing to book and check-in using their
computers and later, smartphones. And while
passengers were trying to help themselves
reduce their queue time in the airport by online
check-in before arrival, as this method of check-
in became more mainstream, frustrations arose because upon arrival at
the airport the queue to drop ones bags was now becoming as long
as the previous queue to check in. So while we thought online check-in
was a solution to long queues, it became a victim of its own success.
Our research and intelligence told us that by 2019, around 90% of
passengers would be using online check-in before arriving at the
airport, and therefore all they needed to do was to drop their bag.
This is why we turned our attention to this part of the process. We also
conducted some passengers surveys that told us that passengers were
more willing to self-serve at check-in with over 80% of the passengers
surveyed saying they would be happy to tag their own bag.
PASSENGER FLOW SUPPLEMENT
» While we thoughtonline check-in was a
solution to long queues,it became a victim of
its own success
We knew that we had an opportunity to remove our reliance on
labour complexities and take advantage of the new age, and
willingness of passengers to use technology to complete the airport
processes. We looked closely at all the different airline models
operating from Gatwick, and also the different systems they were
using. It was clear that there was no one-size-fits-all model.
We therefore decided to test the market because there was a myriad of
new technologies emerging, all using different equipment and
processes. We chose a range of carriers to work with us – full
service, low-cost and charter – so that we could
analyse the behaviours of a range of different
passengers with varying needs, and then we
chose four different vendor solutions.
Our trials began in November 2012 and ran
to the end of 2013. During this time, we were
able to gather an enormous amount of data and
learn important lessons about the different
vendors, their product performance and reliability. We were also able to
gather information about our airlines’ IT infrastructures, and from our
staff who needed to install, use and maintain the systems.
Most importantly we were able to assess the impact on transaction
times and queues.
Following these trials, we had a clear idea of the solution we
needed for Gatwick. We wanted one solution that would meet the
requirements of the airport and all our major carriers, and we needed
the flexibility within our terminals to use the equipment with different
types of carrier. We also needed machinery that would be future proof
and could be adapted to our growing needs and to the changing
technologies of airlines over time.
Once we had this plan, we were able to secure the funding we
needed and as part of the development of our North Terminal,
we created a completely new departure level, with approval to install
the world’s largest self-service bag-drop zone.
All the partners who took part in our trials were invited to tender
for machine installation. We chose Materna because they met the
greatest number of our needs, including visa checking, excess baggage
payments and the handling of sporting
equipment. Once the decision to work with
Materna was made we decided to pilot the
solution ahead of the main project so we could
test, develop and train on the equipment.
This ran from May to September 2015 in both
our North and South Terminals, and was
designed to run through the summer peak. We
were able to put 400,000 bags through the systems during that time,
and even without the full functionality of the end product, we saw a
significant reduction in queues versus the summer of the previous year:
90% of our passengers were through bag-drop in less than 10 minutes
– a significant result and validation for the investment.
The first phase of our North Terminal self-service bag-drop zone
officially opened in October 2015 with 28 machines and the
second phase will open in March 2016 with a further 20 machines.
With 48 self-service bag-drop machines, it is the biggest facility of
its kind in the world, and we are very proud of the difference this
PASSENGER FLOW SUPPLEMENT
50 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
» We created acompletely new
departure level, withapproval to install theworld’s largest self-
service bag-drop zone
The new zone. Phase I opened in autumn 2015 and Phase II will open in the spring, when it will be the world’s largest self-service bag drop zone
SOME THINK AIRPORTEFFICIENCY HAS REACHED ITS LIMITS. WE THINK DIFFERENT.“Streamlined” is a term often used in the aviation industry. Where
some apply it to aeronautics, we apply it to excellence in baggage
handling. Together Crisplant and BEUMER off er a unique blend of
hardware, software and “brainware”. For us, streamlining doesn’t
simply mean quicker, greener and safer technology. It means
seamlessly integrating end-to-end baggage handling solutions
that meet an airport’s specifi c requirements. For us, effi ciency
doesn’t end with project commissioning; it just starts there. Our
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makes to Gatwick and our passengers. We anticipate installing up to
180 kiosks in total across the airport by 2019 – this will account for half
of our check-in infrastructure.
The results are phenomenal, with transaction times reduced to just
over a minute per bag-dropped and a significant reduction in queues in
our newly opened North Terminal facility.
Projects like this tie closely into Gatwick’s growth strategy.
By reducing transaction times at bag-drop, we can move more
people through our terminals. This means
we can grow our passenger numbers.
Gatwick broke through the 40 million
passengers per year milestone in the
latter part of 2015, a full 10 years ahead
of predictions, and is set to finish the first
quarter of 2016 at close to 42 million
passengers per year.
Creatively approaching projects like bag-
drop, and complementing them with major
infrastructure projects like Next Gen security
systems, e-gates for immigration, improved
passenger flows, stand planning and
investments in new Piers, all contribute to
the growth strategy. Building a new runway
will be essential in the mid-term but for
now, Gatwick is able to accommodate
the growing demands of today’s tech
savvy passengers.
PASSENGER FLOW SUPPLEMENT
Gavin Jackson joined Gatwick Airport in 2005 with a background in parcellogistics. His early career at Gatwick was in operational roles, and includedTerminal Operations Manager and then Security Operations Manager. He waspart of a team that delivered significant organisational change at Gatwick preand post its sale to Global Infrastructure Partners (GIP), including theconstruction of the new security search area in the South Terminal. This project involved the introduction of new technology such as biometrics
and automated access control, as well as process improvements and changes to workingpractises. He then moved to a change management role in 2011 and has since led a teamdelivering people, process, systems and infrastructure change for check-in at Gatwick.
More than 40 million passengers pass through Gatwick each year
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www.internationalairportreview.com Volume 20 · Issue 1 · 2016 53
PASSENGER FLOW SUPPLEMENT
Baggage check-inwith I-drop – innovative and easy to use Consistent growth in air traffic means that everything is getting faster. More and morepassengers have to be checked-in within shorter timeframes while service and securityexpectations are rising. In order to optimise passenger handling, Johannes Scharnberg,Director of Aviation at Germany’s fifth-largest airport – Hamburg – explains that it isincreasingly turning to self-service kiosks which are both innovative and easy to use. The latestexample is the baggage drop system known as ‘I-drop’.
Years of growth at Hamburg AirportIn December 2015, Hamburg Airport reached the record level of
15 million passengers per year for the first time. Our airport’s inner-city
location is attractive, and the direct S-Bahn metro rail connection
means that the journey from the terminal to Hamburg’s central
Hauptbahnhof station only takes 25 minutes. However, this location in
the middle of the city is also a restrictive factor. It means that the space
available to the airport is limited, despite growing passenger numbers.
As a result, we need to adopt a different approach. Instead of
expanding and simply constructing new buildings, the further
developlment of our infrastructure is focused on optimisation and
increasing the efficiency of existing facilities. Self-service plays an
important role in this.
When it comes to passenger handling, for which Hamburg has two
terminals, we have already gained a positive experience from using self-
service in the check-in area. It was therefore a logical step to enhance
terminal infrastructure in this direction for baggage drop. User-friendly
self-service systems are not only efficient, but they also fit well with the
general trend of today’s consumer behaviour. The rapid growth in
everyday usage of mobile devices such as smartphones and tablets,
and the increasing acceptance of kiosk
technology, is shaping the transition in
passenger handling.
The ‘passenger liberation’ trend We have been aware of this trend develop -
ment for some time. Conventional check-in
procedures are increasingly giving way to
independent passenger check-in via the
internet, mobile telephones, and kiosks;
the passenger is breaking free. As a logical
consequence, baggage drop should also be
made possible at simplified counters or even
kiosks. In the early planning phase, before
the autumn of 2014, specific baggage kiosks
for individual airlines were already installed
in our terminals. However, this made the
allocation and efficient usage of counters
more difficult, and it also had a negative impact on the airport’s
consistent and unified design. For Hamburg Airport it was clear: the
time had come to develop our own self-service facilities and make them
available across the board for all airlines. This is a concept that benefits
everyone, as passengers no longer have to
look for their airlines counter. Instead,
passengers go through the entire baggage
check-in procedure themselves, with the
help of easy-to-understand step-by-step
instructions. The airport is thus expanding
its service portfolio and creating elements that can be optimally
integrated into the allocation process and the airport’s image. Airlines
equally benefit from the common usage of efficient infrastructure.
High demands for process, visual appearance, and securityWhen the project idea took shape the goal became clear; expanding
self-service facilities will ensure sufficient future passenger handling
capacity. Furthermore, by avoiding the installation of airline-specific
equipment, there is no impact on flexibility in the allocation of facilities.
Alongside the visual and process-related aspects, there is also the
question of equal treatment of all passengers, which would not be
possible if some airlines were unable to install their own self-service
facilities. The concept, in the end, was this: a unified and integrated
infrastructure with unified processes, ensuring a harmonic visual
integration with the terminal architecture
and at the same time fulfilling the strictest
security regulations.
These were the goals we had in mind
when we came together with German
IT specialist, Materna GmbH, and the
designers at EVANS Airport Solutions, to start developing a pilot
program for a modern self-service bag drop system for Hamburg
Airport. This would allow passengers from airlines such as Lufthansa,
Air France/KLM and easyJet to easily check their baggage in alone and
save a lot of time. It was important for us that the new technology
would be integrated into the existing infrastructure, e.g. the
transportation systems. During this pilot phase we wanted to see how
well passengers received the new baggage kiosks.
A quick solution, with or without practiceIn September 2014, the first two baggage kiosks were installed
into Terminal 1. I-drop greatly accelerates the baggage
check-in process by means of simple menu-based, built on
CUSS-based (Common-use Self-Service) software
applications. After the passenger has checked in – whether
online from home or at a self-service check-in kiosk – they can
simply scan the barcode on the boarding pass and place the
baggage on the conveyor belt. The baggage is weighed,
measured, photographed, and checked to make sure it can
be processed by the baggage conveyor system. If all the
requirements are fulfilled, I-drop automatically prints an
individual baggage tag.
At this point in the process, the passenger has not been
required to use the touchscreen once. This is only necessary
for the final confirmation by the passenger. The baggage
item is now subject to a further check, after which it is taken
away by the transportation system. Even without practice,
the process only takes a few minutes. Frequent flyers that are
PASSENGER FLOW SUPPLEMENT
54 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Even without practice the I-drop process only takes a few minutes
Baggage is weighed, measured, photographed and checked
» Speed is not everything.High security standards were
just as important in thedevelopment of I-drop for
Hamburg Airport
used to checking-in on self-service systems now need
less than a minute to drop their baggage. Even with
high passenger volume, this avoids long waiting
times at the counter which benefits passengers, the
airport and the airlines.
Manipulation and mistakes impossibleOf course speed is not everything. High security
standards were just as important in the development
of I-drop for Hamburg Airport. It is vital to ensure
that only correctly identified and checked/verified
baggage can enter the system. It was clear to us that
the only way to avoid gaps in the security chain was
to make use of the appropriate technology in terms
of scanners, sensors, and cameras. We had to
exclude the possibility of manipulation and of
mistakes in operation, as well as accidents arising;
therefore the baggage intake area is secured with
doors. With comprehensive security technology inside the kiosk, we
ensure that no unchecked and potentially dangerous objects can enter
the baggage transportation system. During the pilot phase it was
particularly important that passengers could receive answers to their
questions, therefore friendly personnel are always on hand to guide
passengers in the use of the system.
Successful completion of the pilot phase During the test phase, it was the clear that when self-service checking
and I-drop worked together, it was a success. Depending on the
timetable, between 600 and 1,700 items of baggage were checked in
using the system each week. Technical, process,
and commercial feasibility were proven. During
the pilot phase, passengers flying with the
participating airlines – Air France, KLM,
Lufthansa, and easyJet – used the system as a
matter of course. And it was not just frequent
flyers, but holidaymakers and those who do not fly often that
showed increasing interest in our I-drop system. As a result, we have
succeeded in creating an innovative self-service product that is
enthusiastically received. Hamburg Airport is offering its customers and
passengers a better service, shorter waiting times, and easier
orientation. I-drop is therefore ideal for our concept of an airport with
short walking distances. The high level of acceptance among
passengers of the participating airlines during the pilot phase helped us
to decide to take the next step. I-drop will be further expanded during
the course of 2016 and we initially plan to install 10 baggage kiosks
in Terminal 1.
The I-drop ‘roadshow’ comes to the airlinesThis development marks a milestone on Hamburg Airport’s road
towards the terminal infrastructure of the future. We are therefore
taking the necessary time to inform the airlines about our new I-drop
product before the installation takes place, by explaining the benefits
and identifying user requirements and potential improvements in
advance. Our sales experts are engaging in B2B dialogue and we have
developed a marketing concept to present our airport’s expanded
service portfolio to the airlines.
This new system does not only benefit passengers and airports, but
the common usage of technical and personnel infrastructure creates
synergy effects for the airlines – an aspect that is acquiring ever greater
importance. Automatic check-in and baggage drop optimises costs in
passenger handling. As a service provider, Hamburg Airport is providing
transparent billing per item of baggage and per check-in, ensuring the
smooth operation of the system, and making service personnel
available. The airline, as a customer, only has to provide a contact
person for IT integration and to clarify handling processes.
Standardised processes and clearly defined IT interfaces are essential.
An airline using this system offers its passengers a contemporary
service with high levels of flexibility and potential
time savings. Passengers are no longer bound by
the opening times for check-in counters; they
can even check their baggage in earlier using the
kiosks. Long queues are a thing of the past and
passengers no longer need to search for the
right airline counter. At the same time, the guaranteed high security
standards remain in place. ID and visa checks can be carried out by
appropriate service personnel where necessary.
From the vision to implementationHamburg Airport’s goal is to win over as many airlines as possible into
using the new self-service solution. Positive discussions have already
taken place and we are currently working specifically on integrating
payment functions and also, where appropriate, products such as late
night advance check-in. Innovative technology for top quality
passenger handling – this is our way of implementing our vision for the
terminal infrastructure of the future.
PASSENGER FLOW SUPPLEMENT
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 55
Johannes Scharnberg has been Director and Authorised Signatory for theAviation Division of Flughafen Hamburg GmbH since 2012. Prior to this, he served as Managing Director for four of the company’s subsidiaries:Groundstars, Stars, Cats and CSP. Johannes’ career began in 1995 where heserved in various roles in the administration of the City of Luebeck, includingfinancial controlling, assisting the Finance Minister, managing holdings,and representing the city as shareholder in various public companies, such as
the public utility operator, the port authority, the airport, the hospital, the economic developmentcorporation, and the tourist board. From 2007 to 2008 he served as Managing Director ofFlughafen Luebeck GmbH on behalf of New Zealand company, Infratil Airports Europe Ltd. After this, he moved to Hamburg Airport.
If all baggage requirements are met, I-drop automatically prints an individual baggage tag
» We have succeeded increating an innovative
self-service product thatis enthusiastically
received
Airfield lighting: A regulatory approach
56 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Today’s regulatory environment for systems such as airfield lighting is incomplete and varieswidely across European Member States. In result, disadvantages emerge both for themanufacturing industry, as well as for the airfield operators. These lead in particular to marketrestrictions, additional burden and also clarity and liability issues. A carefully measured, well-balanced future approach, in harmonising requirements at European level, could offer majorprofits to industry and facilitate the airfield lighting system market within, and also beyond,Europe. Gernot Kessler, Deputy Head of the ATM/ANS and Aerodrome Department at the European Aviation Safety Agency (EASA), explains further.
AIRFIELD LIGHTING
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Not only at night and in detrimental visibility conditions, airfield lighting
is seen among the top ranking factors for providing operational
continuity at highest levels of safety. Accordingly, the significance of
airfield lighting systems is reflected by many incident and accident
analyses, and frequently subject to deliberations focusing on
technological, as well as regulatory improvements.
At the same time, the overall process leading from production to
the integration of any lighting products at the individual airfield, today
is confronted by a variety of specific challenges, arising from diverging
local requirements and different regulatory frameworks at European
Member States’ level. Limitation to market access, possible distortion of
competition before all for small and medium enterprises, and excessive
burden for production stakeholders as well as for airfield operators can
be found among the arguments inviting us to consider an improved
regulatory environment in this field.
Moreover, resulting disproportionate efforts for local overseeing
authorities and possible duplication of activities seem to call for further
optimisation in this area.
All in one: what could we do to smoothen the integration of
airfield lighting at the individual local end, as of its production, and
which harmonised regulatory umbrella should be chosen covering
producers, products and their application? Will we find a way to ensure
maximum efficiency for the involved partners, and to foster seamless
and safe operation?
Challenges emerging from today’s situationThese questions are neither completely new, nor have they been left
unanswered in the past. A whole variety of regulatory solutions exist,
presenting very different approaches across the European Member
States – all pertaining to ground systems, hence not limited to airfield
lighting as such.
These range from hard certification requirements addressed to the
production company on one side, reaching out to same
requirements for the individual product, as well as for
its installation at the specific airfield. On the other side
of the spectrum we find very light regimes without any
related recognition requirements, which might be
confronted with oversight and liability issues.
This leaves the production organisations with non-
harmonised requirements in different Member States,
hampering their efficient marketing positioning, and
duplicating efforts. Equally, entry into new markets is
hindered with negative or even prohibitive implications
especially for smaller and medium companies.
For the product, today’s situation offers a patchy
environment of un-aligned technical criteria and
speci fications to be met, adding complexity and addi -
tional efforts to both production organisation and the
user community.
Finally, airfield operators as well as local oversight authorities may
be confronted with clarity issues attached to the local integration
requirements and resulting approval questions.
In result, the variety of different regional solutions put in place so
far struggles to cater for today‘s market challenges, with ever more
increasing economic pressure, efficiency and facilitation of market
access demands, all adding urge to the need to find better, more
complete solutions for the future.
To find a better regulatory platformRemoving the aforementioned issues by a simplified, harmonised
EU-wide approach appears as an option to be discussed. Carefully
installed, dedicated elements of conformity assessment could return
immediate benefits such as assured European-wide market access,
hereby possibly also strengthening market position beyond European
borders. Other benefits could emerge from facilitating the work of
operators and local authorities by ensuring common products’
technical characteristics and by facilitating their local integration into
the individual airfield and its specific components and systems.
All this could be achieved by cautiously selecting the best balanced
approach, to be implemented after due consideration and exchange
with affected parties.
AIRFIELD LIGHTING
Landing lights
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An approach light enough, based on
today’s best practices and acknowledg-
ing industry’s self-responsibility. Existing
industry standards should be recognised
along these lines and be further promoted
and supported.
An approach robust enough, however,
to address the obligation on the airfield
operator to demonstrate the compliance of the equipment with the
prevalent requirements and to support the operators’ and
the overseeing authorities’ efforts in certifying the airfield as well
as its operation.
I believe that a well-measured approach, in reflecting the
aforementioned criteria, could be implemented by the following
conformity assessment elements. This would go not only for airfield
lighting systems and devices, but could be seen in the wider context of
similar systems installed at and around the airfield, typically under the
auspices of either the airfield operator or the ATM/ANS provider:
Installing a recognition or certification requirement for production organisationsThis could be executed by national authorities issuing certificates to
organisations within their jurisdiction, against certain to-be-defined
criteria fixed at European level. Care must be taken to avoid any undue,
burdensome effects especially on the side of small organisations with a
view to retain market entry and to avoid unbalanced competition.
Potentially, a staggered approach could be decided to this end, offering
different levels and forms of approval based on the ranks of related
technical and also safety implications. This system of certification
should come with mutual recognition across Europe, hereby removing
any unnecessary task repetition or duplication and ensuring clear and
transparent access to the European market.
Creating a recognised system of technical standards,strictly based on today’s industry standards andcomplementing these in new fields as necessaryWhile again different forms of doing this would appear feasible,
involving also an ‘all new, at EU level’ option, strong emphasis should
be put on continuation and actually support of today’s standards as
well as of the involved organisations. This should be performed by
introducing these standards into a future EU-wide system via an
ultimately ‘light touch’. This will be paramount in order to maximise
benefits from this new approach, in main -
taining well established and working
mechanisms and well proven results, and in
keeping off inventing unnecessary new. The
level of recognition of today’s standards,
however, would be reinforced with better
clarity and also legal certainty at either end.
Having the aforementioned recognised organisations declaring their products to be in compliance with EU-level standardsThis would offer the end user full and robust assurance with regard to
the required specifications and the quality and adequacy of the chosen
equipment. It might not fully address the aspect of local installation or
integration into other airfield’s system, depending on the equipment
or system at stake. For the less sophisticated side of installation for
airfield lighting, however, this approach should be able to put
the airfield operator and the overseeing authority typically in a clear
position and provide for a sound basis for the overall airfield
certification. Hence this mechanism is deemed giving the best leeway
and preparation for installation and integration at local site, hereby
removing any further recognition or approval effort at this end.
Putting it in placeThe described draft concept is certainly still incomplete and deserves
further refinement. However, extensive exchange and deliberations by
EASA in coordination with industry and operators seem to lend strong
support to this approach. EASA will continue shaping this model for
conformity assessment and ensure its best adequacy especially by
involving industry’s best expertise.
A more robust and complete, at the same time harmonised and
hereby market facilitating regulatory approach is found to be of
essence to answer today’s challenges in this field. EASA is prepared to
work further with its partners to support this development.
AIRFIELD LIGHTING
58 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Gernot Kessler began his aviation career 25 years ago, starting within themilitary side as aeronautical engineer working for German Air Force andNATO in different managerial positions. He graduated as General Staff and based on commercial flying experience, he continued on the civil side byleading the aviation authority of one German State, and later by leading theaviation section in the Ministry of Transport. As of 2007 he contributed to aviation policy developments by advising the European Commission as
seconded aviation expert, focusing on operational and Single European Sky aspects. In 2010,Gernot joined EASA to continue with managing ATM/ANS and airport matters.
Airfield lighting is among the top ranking factors for providing operational continuity
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» A whole variety ofregulatory solutions exist,presenting very differentapproaches across the
European Member States – allpertaining to ground systems,hence not limited to airfield
lighting as such
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 59
WEBINAR REVIEW
IATA and ACI have joined forces to provide an
objective and unbiased analysis of the
provided Level of Service (LoS) at terminal
facilities. The new guidelines were published
in the latest update of IATA’s Airport
Development Reference Manual (ADRM). This
neutral assessment determines the best
possible solutions to optimise the LoS and
available terminal capacity for the whole
airport community.
As the new LoS concept comes with a
completely new philosophy, the webinar
provided participants with detailed insights
to this new framework and its proper
application. Practical examples were given
from recent IATA Consulting projects which
illustrated how to best apply the rather
abstract definition to real cases.
Speaker:
Jurgen Renner,Manager, Airport Consulting, IATA
Jurgen gained comprehensive experience
in the aviation industry, particularly in
strategic airport development and airport
manage ment. In more than 12 years of his
professional career, he participated in 50+
successful airport consultancy projects of
various scales throughout the world. Currently
working in IATA’s Consulting Department
in Montreal, Jurgen is responsible for
the management and delivery of airport
infra structure projects comprising planning
and design and specific analyses such as
capacity and Level of Service assessments.
Jurgen is also IATA’s permanent member in
the ICAO Aerodromes Panel where new
Standards and Recommended Practices
(SARPs) are being developed. Before joining
IATA in 2009, Jurgen worked in Germany for
the airport management company HOCHTIEF
AirPort. By leading the Technical Working
Group, he was responsible for the detailed
elaboration of all technical elements
associated with HTA’s airport privatisation
projects. Jurgen holds two university Master
degrees in Civil Engineering and MBA in
International Management.
© IR
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This webinar is available on-demand via the International Airport Review website.VIEW IT NOW AT: www.internationalairportreview.com/webinar1
Optimise your airportresources with the newLevel of Services concept!
The International Air Transport Association (IATA) is the trade association for the world’s airlines,
representing some 260 airlines or 83% of total air traffic. We support many areas of aviation activity and
help formulate industry policy on critical aviation issues. IATA is led by Tony Tyler, Director General & CEO
since July 2011. A guiding concept of IATA’s structure is ‘Global Development, Regional Delivery’, where
the Head Office divisions drive the development of global standards, systems and advocacy positions,
while the regional and country offices are responsible for implementation.
This webinar was supported by:
When evaluating and determining the overall performance of an airport, it is particularly crucial to have abalanced view of the passenger terminal system from the perspective of different airport stakeholders andusers. In a recent International Airport Review webinar, supported by the International Air Transport Association(IATA), the new Level of Service concept was discussed and how it can optimise airport resources.
Top notch aviationweather services for Hong Kong
Similar to other busy airports, HKIA faces the challenge of maintaining
smooth operations in adverse weather conditions such as thunder -
storms, low-level windshear and even tropical cyclones. To combat
these challenging conditions, the HKO operates a suite of high-tech
meteorological equipment (Figure 1, page 61) and provides tailored
weather services to improve safety while minimising disruption to
airport operations.
Cutting-edge technologiesHKIA is situated in a subtropical area where thunder and lightning
storms can be very active. Such weather conditions cause significant
impact to air traffic within the Hong Kong Flight Information Region as
well as ground operations at the aerodrome. The standard aviation
weather services prescribed by the International Civil Aviation
Organization (ICAO) are insufficient to meet the needs of airport
operations and air traffic management (ATM).
To ensure efficiency of ground operations, which naturally
have to stop during lightning strikes to protect the ground personnel,
HKO has developed the Airport Thunderstorm and Lightning Alerting
System (ATLAS) for HKIA. For such a busy airport, every minute counts.
ATLAS provides precise forecasts of the location of lightning strikes
at the airport down to minutes and enables the Airport Authority of
60 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
As the third busiest airport in the world, with a passenger throughput of over 63 million in2014, Hong Kong International Airport (HKIA) faces the challenge of sustaining smoothoperations during hostile weather conditions. Chi-ming Shun and Pak-wai Chan of theHong Kong Observatory (HKO) reveal how in order to meet the needs of the aviationcommunity the HKO provides tailored aviation weather services.
METEOROLOGY
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Hong Kong (AAHK) to issue different warning levels,
therefore minimising disruption to airport operations
(Figure 2a, page 62).
The impact of convection is not limited to
ground operations. Significant convection at the
airport and major holding points could also reduce
traffic flow significantly. In this connection, HKO has
developed a suite of highly customised convection
monitoring and forecast products to provide short-
term convective weather predictions (Figure 2b,
page 62). Together with weather briefings, these
products support ATM in regularly estimating the
airport capacity and performing suitable flow
management through coordination with other
regional airports.
Tropical cyclones are another weather hazard
that could bring major disruption to HKIA. To meet
the forward strategic planning requirements of
airline operators, AAHK, air traffic management,
ground operators, local transport, etc, work together
to proactively wind down the airport operation on
the close approach of a tropical cyclone. The
Observatory provides tailor-made Tropical Cyclone
Weather Briefings to the aviation community a
couple of days ahead, drawing from global as well as its own high
resolution numerical weather prediction model forecasts on the
variability of the tropical cyclone forecast track and the probability of
high crosswind, windshear, etc, for the stakeholders’ reference.
Recently the briefings have been extended to tropical cyclones affecting
other regional hubs like Taipei.
Apart from convection, HKIA is faced with the challenge of
windshear caused by complex terrain (Figure 1). Terrain-disrupted
METEOROLOGY
Figure 1: Meteorological equipment operated by HKO for serving HKIA. The complexterrain near the airport is also shown, with height contours every 100m
airflow may occur over the airport area when winds blow from east
through southeast to the southwest, which are the prevailing wind
directions in Hong Kong. As such, the majority of low level windshear
at HKIA occurs in clear-air conditions in which the conventional radar
may not have good quality signals. To alert such wind disturbances for
the safe operation of aircraft, HKIA is the first airport in the world that
introduced the infrared Doppler Light Detection and Ranging (LIDAR)
system for operational windshear alerting purposes back in 2005.
The system deploys an innovative glide-path scanning strategy and
associated windshear ‘ramp’ detection algorithm. Detection
performance was optimised and validated by pilot reports and flight
data on board of commercial aircraft. The system subsequently
evolved into a runway-specific system in 2007, with one LIDAR set up
for each runway to provide separate windshear alert for each runway
corridor (Figure 3).
Apart from using cutting-edge meteorological equipment, HKO
has also invested in the development of meteorological information
delivery system. A dedicated web-based system was developed to
deliver aviation meteorological information directly to end users when
HKIA opened in 1998. Today, the system is already in its third
generation. Apart from flight documentation and real-time weather
data such as satellite and radar pictures, a wealth of products that are
tailored to meet individual’s specific operational needs and decision
making, such as airports below landing minima, are available.
To bring weather information closer to the aeronautical user
who is always on the go, a new mobile application ‘MyAeroMET’
(Figure 4, page 63) was launched on Android in late 2013 for
registered users. To further extend our information services,
the Observatory is also partnering with local airlines to develop
Electronic Flight Bag (EFB) applications to facilitate pilots’ appreciation
of weather situations in the cockpit in real-time.
User engagement and continuous improvementThe Observatory was among the first in the world to be awarded
with the ISO 9001 certification for its quality management system for
the provision of aviation weather service back in 2002 when the
requirement was introduced by ICAO. This could not have been
achieved without the key elements of quality management already in
place before its introduction.
For example, to gauge our performance, the Observatory
developed an objective verification system to measure how good our
forecasts and warnings are. The system has since been shared with
some 25 countries. User satisfaction is highly valued by the Observatory
in the provision of weather services for aviation. User satisfaction
surveys have also been carried out on an annual basis since the late
1980s to collect user comments and feedback in addition to gauging
the performance of our services (Figure 5, page 63).
As an important source of ideas for continuous improvement in our
services to meet user needs, the HKO established a Liaison Group on
Aviation Weather Services with representatives from pilot associations
and airlines in 1994. It allows us to better understand the needs of our
users and also acts as a gateway between the local aviation community
and the ICAO on promulgation of new standards and require-
ments and conveying user feedback.
Recognition of the effortOur achievements in aviation weather services and the developments of
weather alerting technologies have won numerous awards in the last
10 years or so. Particularly worthy of mention is the LIDAR windshear
alerting system which won the Award of the Year in the Hong Kong
Information and Communication Technology Awards in 2009. HKO’s
work on windshear and a few other areas have also been promulgated
in ICAO manuals, aviation and meteorology-related magazines and
scientific journals.
METEOROLOGY
62 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Figure 2: Two advanced convective weather alerting systems developed by HKO: (a) ATLAS, which combines radar and lightning informationinto a nowcasting algorithm for providing visual and audible alerts for different zones of the airport; (b) highly customised significantconvection monitoring and forecast products to provide short-term convective weather prediction for ATM
a) b)
Figure 3: Dual LIDAR windshear alerting system, with a LIDARscanning each of the two runways of HKIA
Apart from serving the aviation community, HKO is also very active
in participating in international matters by providing expert advice.
A number of HKO’s colleagues participate in the various World
Meteorological Organization (WMO) expert teams on aviation
meteorology and ICAO panels and working groups. Our outstanding
achievement and contribution to the aviation meteorology is the main
reason behind CM Shun (joint author of this article) being elected as
the President of the Commission of the Aeronautical Meteorology
(CAeM) of WMO in 2010 and again in 2014.
Opportunities of future developmentICAO’s endorsement of the fourth edition of the Global Aviation
Navigation Plan (GANP) and its associated aviation system block
upgrades (ASBU) has started a new era. In the future ‘one sky’
environment, airlines will be looking for global service provision.
There is also an international trend for the regionalisation of weather
information provision to support seamless ATM. In view of the evolving
user needs and the international trend, HKO is actively seeking
collaboration with overseas meteorological services, in particular
neighbouring services, on exchange of additional data, technological
cooperation and regional service delivery etc.
To support more flexible ATM, improved situational aware-
ness, collaborative decision making and dynamically-optimised
flight trajectory planning, HKO has embarked on the development
of Trajectory Based Operations (TBO) information services. TBO requires
the blending of weather information of various temporal and spatial
scales with ATM information to provide a seamless weather service
along the whole flight trajectory.
In this regard, the HKO takes the lead in organising the WMO
Aviation Research Demonstration Project (AvRDP) at a number of busy
international airports in different climate regions in the next few years.
The project will develop, demonstrate and quantify the benefits of end-
to-end nowcasting aviation weather services for the terminal area.
The integration of meteorological information into the future
globally interoperable ATM system will be realised through system-wide
information management (SWIM) with the use of digital data in ICAO
Weather Information Exchange Model (IWXXM) format. HKO is actively
participating in the development of meteorological data representation
in IWXXM format to ensure that we would be amongst the first to
introduce it, so that our customers could immediately reap the benefits,
such as uplinking of hazardous weather information for flight
following operation. Of course, data flow can be both ways. Aircraft
contain a wealth of data which we could use to improve the
meteorological service. For example, using big data approach, Mode-S
data from aircraft could be used to derive wind information for use in
weather prediction models.
In order to boost airport capacity, HKO is undertaking a
collaborative project with AAHK to study the characteristics and
evolution of wake vortices at HKIA, particularly for the climate of Hong
Kong. The results so obtained would be useful for further investigation
into the possibility of optimizing the sequencing of the aircraft and thus
potentially increasing the airport capacity.
SummaryThe Observatory spares no effort in providing the best aviation weather
service to its users through the introduction and in-house development
of new technologies, turning challenges into opportunities for new
scientific advancement. In this process, innovative research, partnership
and service culture are the keys to success, and indeed they are among
the core values of the Observatory. We will build on our achievements
to make future technological advancement in the face of ever
increasing global challenges on air traffic operation, such as
regionalisation of aviation weather services and the significant growth
of air traffic in this part of the world.
METEOROLOGY
www.internationalairportreview.com Volume 20 · Issue 1 · 2016 63
Chi-ming Shun was appointed as Director of the Hong Kong Observatory in2011, Mr Shun has specialised in aeronautical meteorology since the 1990sand led a team of researchers to develop the world-first and award-winningLIDAR Windshear Alerting System for Hong Kong International Airport. In the international arena, Mr Shun is President of the Commission forAeronautical Meteorology of the UN World Meteorological Organization. Mr Shun is also Permanent Representative of Hong Kong, China with WMO.
He is also Chair of the Hong Kong Meteorological Society, Fellow of the RoyalMeteorological Society, Member of the Chinese Meteorological SocietyExecutive Committee, and Member of the American Meteorological Society.
Pak-wai Chan is a Senior Scientific Officer of the Hong Kong Observatory.He is responsible for windshear/turbulence alerting service, aviationmeteorological instrumentation and numerical weather prediction. He is aFellow and Chartered Meteorologist of the Royal Meteorological Society.
Figure 4: Portable aeronautical meteorological informationdisplayed on MyAeroMET – a mobile application developed by the Observatory on the way towards EFB
Figure 5: Long-term trend of the percentages of very satisfiedservice/very accurate forecast provided by HKO, as revealed in theannual customer survey
Climate change is constantly bringing challenges to the airport and aviation industry. How are youdeveloping your products to help airports cope with extreme cold conditions?All of Aebi Schmidt’s equipment is manufactured and fitted with cold
starting devices and insulation. For extreme cold temperatures we have
an Airport Spreader called the Lava. This is specially designed for
de-icing airport runways, taxiways and aprons. Put simply the spreader
has an insulated water tank and a sand hopper. During the spreading
process, water flows through a heating unit taking it to 90°C.
Hot water is then combined with the sand, which is distributed by the
spreading disc. Combined correctly this creates a special sand-water
mixture (which is where the term Lava comes in) and a ‘sandpaper’
effect is created on the icy surface. The lava freezes immediately on
contact with the surface thus forming a high level of friction. So in
conditions where traditional de-icing agents are no longer effective the
surface is made useable again (subject to local aviation regulations).
Airports need to clear and clean their runways as quickly as possible during snowfall. How can yourproducts be of benefit in these circumstances?During snowfall it’s vital to have the fastest most efficient clearing
methods possible. Our 8m ploughs and efficient 6.4m snow
brushes make this happen. By using the right number of units (for
instance our TJS630) in the right combination, clearance times can
be drastically reduced.
What advice can you give to airports to help them createthe best possible winter operations strategy?We work very closely with all our airport customers to assist in putting
together an efficient and effective winter operations strategy;
establishing the right type of equipment, the correct numbers of
clearing and de-icing machines, maximising opportunities and
minimising disruption and downtime. Making it easy for our customers
to deal with us and giving them peace of mind through our Total
Lifetime Care ethos hopefully helps to ease the burden on the
managers and operators. With years of experience in our airport teams
throughout Europe and North America, we have a wealth of
knowledge we can share in order to work with our customers to
achieve their goals. By constantly listening to feedback we can also
update our equipment to best suit the changing winter environment
and meet head on the different challenges we all have to face.
64 Volume 20 · Issue 1 · 2016 www.internationalairportreview.com
Alison Conroy, UK Sales and Marketing Manager at AebiSchmidt UK Limited, discusses the challenges that winter bringsto airports and how effective equipment and an efficientstrategy can make all the difference to smooth operations.
INTERVIEW
Alison Conroy has been working with Schmidt for over 11 years and has held various roleswithin the company, including Sales Support Manager, Area Sales Manager – Winter andSweeping, and now UK Sales and Marketing Manager. As well as responsibility for managing allsales and marketing related staff and activities, both internally and externally, Alison also worksclosely with airport and key account sales.
Real time, real action – introducing ingeniousmodular software,Schmidt TelematicsBeing able to access large quantities of real-time information is not new. But up-to-the minutemobile data is only of benefit if it can be converted into practical and useful managementinformation. That is exactly what Aebi Schmidt’s DMi software provides: intelligent informationthat is quick, easy and transparent to use.
So, what is it all about? At the centre of Aebi Schmidt’s DMi is a modular, web-basedintelligent software package that enables customers to switch quickly and smoothly from planning activities to monitoring their implementation or reporting on performance. The real-time aspect of the application means that visual images can directly lead to actions,reports can be made shortly after the activity, work can be planned and executed directly, and accountability is clear.
The tool is perfect for airports. With Schmidt’s Winter Report Telematics, one click canshow the customer all the de-icing activities quickly and clearly from the de-icing vehicles. Andwith Schmidt’s Airport Report, the module provides real-time insight into all airport supportactivities. To ensure that the airport remains accessible, two systems allow the customer torespond appropriately to any situation that may arise.
Schmidt’s innovative Lava airport spreader
eezeetags is the new experience in the self service bag drop process. If you have any questions about this magic tag, please
contact us. Phone +31 348 560 077, email [email protected]. Or visit our website www.eezeetags.com
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