international airport review jan 2016

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

[email protected]

INTERNATIONAL AIRPORT REVIEWFounder: Ian Russell

Managing Director: Josh RussellEditor: Annie McKenna

[email protected]

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.

CONTACTInternational Airport Review: Published by Russell Publishing Ltd, Court Lodge, Hogtrough Hill, Brasted, Kent, TN16 1NU, UK Tel: +44 (0) 1959 563311 Fax: +44 (0) 1959 563123 Email: [email protected] www.internationalairportreview.com

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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


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

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irpor

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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


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,


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


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


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


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).


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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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:



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,



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.



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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worth to apply anything

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


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.


Take offEVEN WHEN SNOW IS FALLING.PRODUCTS THAT MAKE SURE AIR TRANSPORT REMAINS RELIABLE, EFFICIENT, AND SAFE IN ADVERSE WEATHER CONDITIONS: CLARIANT AVIATION.

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

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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


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.



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.


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.


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.


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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


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



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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.


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


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



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



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!



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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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


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.”


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.


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


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


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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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


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.


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,



» 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.



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.



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


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.


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.


» 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



» 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

global Customer Support organisation ensures you reap effi ciency

gains from day one and continue to do so long into the future.

For effi ciency without limits, visit www.beumergroup.com

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.


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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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



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.



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


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


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


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.

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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


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


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


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.


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

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