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Modern airports face increasing challenges due to the growing number of passengers and evolving security threats. The successful operation of an airport requires a delicate balance between efficiency, security and passenger satisfaction. Artificial intelligence (AI) offers the potential to revolutionise airport operations by improving passenger experience, enhancing security and optimising efficiency. Implementing AI presents challenges, however, including the need for a strong data foundation and a focused approach. Organisations should avoid trying to do too much at once and focus on specific AI applications. Building a data-driven culture and investing in data teams and chief data officers (CDOs) are essential for successful AI adoption. By addressing these challenges and embracing AI, airports can create a more efficient, secure and passenger-friendly environment. [ABSTRACT FROM AUTHOR]

In the evolving landscape of airport management, leveraging public data emerges as a transformative strategy to enhance operational efficiency and customer satisfaction. This paper explores the integration of data analytics in airport operations, illustrating through case studies how airports can utilise open data to optimise performance, improve passenger experience and streamline security processes. We highlight the significant benefits of adopting data-driven approaches, including increased operational transparency, improved decision making and enhanced service quality. Our findings underscore the pivotal role of public data in driving innovation and sustainability in airport management, offering actionable insights for airport authorities and stakeholders. This paper serves as a stimulus on how to benefit from the use of open data. [ABSTRACT FROM AUTHOR]

Historically aviation has gone through periods of immense innovative growth. Today the air transport industry is in the midst of yet another revolutionary period. Advanced Air Mobility (AAM) includes technological advancements in electric and hydrogen propulsion, battery capacity and autonomy, resulting in the development of a new generation of electric and hybrid-electric aircraft. These emerging technologies and new aircraft show promise in addressing historical concerns such as noise, safety, and negative environmental impacts. AAM has the potential to revolutionise the way we live by serving as the catalyst to robust, sustainable transport systems for people and goods. AAM can assist with emergency response, medical transport, reduced travel times, improve accessibility and reduce harmful emissions. Airports are an essential part of the transport infrastructure, serving as hubs for air travel, cargo shipments and emergency response centres in the wake of natural disasters. With the rise of AAM technologies, airports will need to adapt and prepare to accommodate these new types of aircraft. Each airport is unique and airport management will need to understand not only the potential of AAM but the capabilities of the airport itself. This paper aims to capture what the aviation industry has been, what it could be through AAM, lessons learned while planning for AAM, and how airports can use critical success factors to evaluate their readiness and plan for this innovative era. [ABSTRACT FROM AUTHOR]

Culture and human factors in aviation environment are not new concepts. They have been primary components of the aviation safety system and have become fundamental to the operations of air carriers. Their significance in ensuring safe aviation practices is widely recognised and accepted today. These concepts have been seamlessly integrated into the organisational DNA of aviation safety, shaping core principles and practices. In contrast, aviation security has historically lagged behind, often seen merely as a component of the broader safety framework. Over the years, safety and security have evolved separately, reflecting their distinct natures. While aviation safety has reached a high level of maturity, aviation security is now in a position where it must catch up. Current aviation security staff recruitment and retention challenges need to be addressed by creating better strategy for future recruitment, professionalisation of security workforce and improved airport environment. Embedding strong and effective security culture, consideration of human factors and their impact on staff performance and development of mission valence can positively affect airport working environment, leading to better staff retention and positive perception of aviation security roles. [ABSTRACT FROM AUTHOR]

While airports have traditionally relied upon historical passenger traffic to plan for future operations, that paradigm is fast changing. Stakeholders, business partners and service providers all need insights into expected passenger activity in advance to better plan and support operations. This paper shares the innovative approach that Phoenix Sky Harbor International Airport (PHX) adopted to create a data-driven picture of passenger activity and utilisation of terminal facilities as part of its digital transformation initiative. It shows practical ways to take advantage of existing investments and data sources to create an end-to-end operating picture of the airport. This approach allows airports to quantify, with data, how 'busy' each passenger touchpoint is and how that provides a direct way to assess and improve passenger flow within their facilities. The applied methodology allows the airport to understand and maximise utilisation of its terminal square footage capacity and have a clearer picture of where and when congestion occurs. More importantly, the paper provides guidance on how to 'quantify' what that congestion means with data, something that many airports struggle with. With this approach, airports can create a detailed data-driven picture of their environments with the technology infrastructure they already have. Firmly rooted in advanced data analytics and modelling, the paper also illustrates how, by sharing detailed passenger demand data, PHX is empowering its business partners to proactively plan and improve service levels. [ABSTRACT FROM AUTHOR]

This paper will discuss how current challenges in airport management can be addressed by means of increased operational control. The paper will show that the availability and correct usage of operational data can help solve many of the headaches airport managers face today. The paper starts with an overview of the key developments that led to today's challenges, which will then be described. Next, how real-time and historical data can be used to address these challenges will be presented. Real-world examples will be used to illustrate that this is not just theory, but that tangible results are very much achievable. Finally, the paper will conclude with a summary of best practices that enable and facilitate the adoption of data-driven operations. [ABSTRACT FROM AUTHOR]

The subject of ESG — environmental, social and governance — disclosure and how airports are responding to the issues presented by these factors has become of great interest in the last few years. This paper will help familiarise airport managers and others with the concepts behind ESG and what these factors mean at an airport; discuss the reasons why an airport might want to provide ESG guidance to a wider audience; and review the potential risks and liabilities associated with ESG reporting, including a review of the application of US securities laws to disclosure regarding ESG, either formally through an official statement in connection with an issuance of bonds or less formally through an ESG report or by other means. ESG reporting has been driven, in large part, by the growth of funds and other investors who are seeking to invest primarily in securities issued to finance sustainable infrastructure and/or in entities that are working to achieve socially driven goals. It provides a very different scope of review of an airport's operations, focusing primarily on the external impacts of those operations on the environment, on affected communities and on how the entity operates within its regulated environment. [ABSTRACT FROM AUTHOR]

The given document is an editorial from the Journal of Airport Management, announcing the release of the fourth issue of Volume 18. The editorial provides a preview of the content scheduled for Volume 19, which includes papers and case studies on various topics such as AI adoption for airports, collaboration in security funding, construction and commercial needs, physical climate risks at airports, data governance for AI-ready airports, profitability of small airports, and more. The editorial also invites submissions for future issues and provides contact information for further inquiries. [Extracted from the article]

This study proposes a methodology based on sentiment analysis to compute an 'engagement risk priority number' or ERPN. The ERPN is a calculation designed to help airport management rank risks in community engagement and identify outreach strategies to airport stakeholders. The ERPN is based on three components of sentiment analysis (polarity, surprise, and subjectivity of residents' sentiments and opinions) that may predict potential risks to programme implementation and airport development. The methodology leverages the latest developments in natural language processing, specifically transformers, and compares the outcomes of these newer models with those of more traditional lexicon-based algorithms. [ABSTRACT FROM AUTHOR]

In the arena of airport terminal design, operators and architects are faced with how to capitalise on opportunities to create additional operational space where none exists. The assumption that capacity challenges are solved by expansion or building new exterior areas can be costly and disrupt passenger efficiencies. By identifying underutilised or functional areas that can be repurposed, existing terminal capacity can be expanded within the current footprint, thus delivering a higher level of passenger experience, and extending the life of existing facilities. This paper examines current capacity issues airports are encountering, provides examples of what they are doing to solve the problem and offers practical solutions to increase passenger levels within existing terminals, so they can properly prepare for the future. [ABSTRACT FROM AUTHOR]

Terminal and airport facilities are highly intensive in terms of capital expenditure (CapEx) and operating expenses (OpEx) and have a substantial impact on airports' carbon footprint as well as their operational stability. Despite that, technical operations receive little attention in today's airport ops discussions, which is quite counterintuitive. Technical control centres (TCCs) are the epicentres of technical operations. The case study of Berlin Brandenburg Airport's Technical Control Centre demonstrates the steps of a successful transition. Four dimensions (people, processes, organisation and systems) are considered to achieve the objectives of a premium customer experience and technology leadership while operating under growing cost pressure. Three key factors supporting the development towards a smart control centre are identified: IT to ops integration, smart work environment and supply–demand alignment. The case study concludes with an outlook on upcoming challenges and chances to unlock the full potential of a state-of-the-art technical control centre, as Berlin's journey continues. [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) has been gradually finding its way into various areas of our life in recent years including air traffic and airport management. Establishing a basic understanding of the characteristics of this specific class of algorithms and the associated conceptual differences to classic information technology (IT) solutions is increasingly proving to be a critical success factor when introducing and running AI solutions in a safety- and security-critical environment such as commercial aviation. This paper explains how Fraport has been establishing a multilevel organisational AI approach. The approach is demonstrated at the example of the project on establishing a more precise prediction of arrival times at the gate (Estimated In-Block Time [EIBT]) which was used as a catalyst in this process. Fraport's approach stretches across the entire solution development process, from understanding the problem and determining the room for improvement in an application-oriented data lab format called the Corporate Analytics Centre (CAC), all the way to developing a full-scale IT solution for operational use in the 'IT Factory'. The practical experience of the first project has shown that not only technical challenges have to be solved during the development and implementation of the first AI solutions but it was also clearly a matter of establishing trust in AI solutions on various hierarchical levels on the user side. [ABSTRACT FROM AUTHOR]

An editorial is presents the airport management: building resilience to climate change and geophysical hazards, presented by Joseph Gale and Dassie Persaud Van Der Westhuizen, and a comprehensive review of baggage mishandling reasons and innovative technologies by Ravi Singh. The topics cover actionable approaches to enhance airport environmental resilience and efficient baggage handling methods.

Understandably, the overall approach of airports to the post-COVID-19 pandemic has been focused on cultural adaptation with a view to securing economic sustenance. It follows therefore that economic sustenance would depend on whether the passenger would choose to go through a particular airport if he or she has other choices, particularly in transit. The operative word in this context would be 'confidence' that the airport would generate in the passenger. The qualities of service that airports have offered thus far are efficiency in delivering services and convenience. These essential qualities would have to mesh with a new relationship with the passenger whereby the airport offers assurance of awareness of the passenger's health concerns. This paper discusses the possibilities available to airports in the digital age, with which airports can assure the passenger of information sharing in the overall consideration of health and privacy as well as act through a global system that encapsulates precautionary measures that airports could take based on their connectivity to the outside world. The paper also posits that at the centre of this shift of focus is the need to subvert the dominant paradigm of efficiency per se to a combination of efficiency and professional empathy. This is where the manager would come in, and in turn his role would be dependent on the management training he undergoes. In that sense, this paper serves both the manager and the trainer, where the manager would take away the essential elements of predictive intelligence, prioritising and strategising the needs of the passenger that would impact the entire journey of the passenger and not merely his airport experience. The trainer would benefit from the ethical, moral and legal concepts discussed herein that could be incorporated into the training package through the spectrum of digital technology. [ABSTRACT FROM AUTHOR]

The Digital Airport and Building Information Modelling (BIM) technology linked to planning, project and management processes, construction, maintenance and operations in parametric three-dimensional design with all the underground, land and above-land information serves as a parametric database for supporting planning and improving project management. An airport digital twin is not limited to building infrastructure; it includes the associated working processes. It serves as a large-scale information repository to improve performance and obtain data more efficiently. All business sectors will benefit, including the commercial, assets management, operations, engineering and maintenance departments. The model will also promote an environment that will lead to digital transformation. For the implementation of such digital models effectively in the company's business, strategic planning is necessary so that digital twins can beused well by organisations to bring good results to the company. [ABSTRACT FROM AUTHOR]

Airport traffic management should solve a trade-off between minimising congestion and maximising capacity: different methods are available in the literature to assess the maximum traffic flow that an airport infrastructure can manage under satisfactory conditions. The paper compares the output from two approaches currently adopted to compute airport capacity: the Advisory Circular AC 150/5060-5 and the AirTOp Fast Time Simulator (FTS). An Italian airport with a high volume of traffic has been considered in order to analyse two layouts. The baseline scenario represents the current operating airport layout, while the what-if scenario implies geometrical and functional improvements (ie a new runway and modified operating conditions are considered). For a given Level of Service and different reference periods, saturation and sustainable capacities were calculated. The comparison of the obtained capacities allows evaluating the reliability of the obtained results and evaluating the potential capacity gains of the infrastructure. Particularly, the results demonstrate that the simpler Federal Aviation Administration (FAA) methodologies could accurately estimate both baseline and what-if hourly capacities; the more complex FTS is, however, necessary to calculate reliable daily and annual capacity values because of the real traffic demand during the periods of time. All input data was provided by the airport management body: the results are reliable and could be transposed to similar conditions. [ABSTRACT FROM AUTHOR]

The growing demand from airlines for airport capacity poses a real challenge to airport managers. Hence, smart solutions enabling current airport infrastructures to render maximum performance have taken a leading role. One of the principal processes guaranteeing the operative efficiency of an airport is slot management and coordination. Landing and take-off time frames are the key factors determining entry and exit airport traffic, so their management is strategic. Coordinating, optimising, detecting dysfunctions, applying the corrective measures necessary to resolve problems, and planning efficiently based on the varying needs of winter and summer seasons are essential airport functions. This paper shows how efficient slot management can improve the use of airport capacity, enabling one and the same infrastructure to attract new operations; liberate capacity for the distribution of the demand for operations based on airline records and needs; promote competition among airlines to comply with the slots assigned; and facilitate better management of the air traffic burden, through close collaboration in data sharing between the airport and air navigation authorities. All this is shown through a real case, such as that experienced by RIOgaleão Airport in Brazil, which faced the need to increase its capacity to meet the growing demand induced from its hosting of the Olympic Games in 2016. [ABSTRACT FROM AUTHOR]

For businesses large and small, the world over, maintaining operational continuity is an economic imperative. This paper suggests that airports provide a good case study from which to learn, due to their emergency-oriented nature; their nonstop tango with disruptions of many origins; their experience in moving from crisis to normal operations as quickly as possible; and because of their multifaceted functions and stakeholders. With this in mind, the article illustrates how the various challenges faced by airport operators align with those faced by businesses more generally. The paper argues that the best way to respond to incidents in a quick and appropriate manner is by developing processes and procedures informed by best practices, innovations and accumulated expertise. [ABSTRACT FROM AUTHOR]

The article present news briefs related to Airport Council International (ACI) and airports. It discusses the results of the 2022 Airport IT Insights Survey, revealing that airports are increasing their investment in technology to digitalize operations and enhance the passenger experience; key areas of investment include self-service options, biometrics and cloud services; emphasis on innovation strategies and partnerships with external stakeholders to drive digital transformation.

This paper focuses on airport strategies for successful community engagement, and goes on to examine what airports can do in this regard, describing youth programmes, encouraging aviation careers, adult outreach and becoming opinion leaders. Tactics may change over time but the basics of communication, transparency, building long-term relationships will always remain the same. The goal is to increase trust and visibility and decrease complaints and the us versus them mentality. The key is to earn enough mutual respect to work together to find common ground. There will always be those that complain, but if enough of the majority can work with the organisation, the benefits will outweigh the costs. In order to accomplish this, it is important for airports to raise their profiles and become participatory members in their communities and offer innovative ways to improve airport community relations. By showcasing the airport as a caring, responsible and trusted member of the community, the aviation industry gains a newfound familiarity among its neighbours. Typically, airports face backlash from their communities due to noise, air pollution and other factors that impact the daily lives of the people who live in close proximity to the airport. Through actions, education and ongoing involvement, airports can influence public opinions and create partnerships with local schools, businesses and community members for the benefit of all parties. Accomplishing this requires the airport to be proactive and collaborate with local leaders, organisations and communities. Once an airport establishes itself as a vested and trusted organisation, it has the chance to thrive and prosper as a respected and valued pa rt of any community. Research also shows that communities thrive when businesses are involved. The paper ends by stressing the importance of good communication. [ABSTRACT FROM AUTHOR]

This paper shows how to go through the process of data analytics to get answers to the dedicated question for operational improvements. A use-case from Cologne Bonn (CGN) airport will be described. 1. How to get into big data analytics 2. Using data analytics for operational improvements 3. Example of what insights data analytics can bring 4. Learning from an example from CGN airport [ABSTRACT FROM AUTHOR]

The aviation industry is facing the challenge of meeting strong passenger growth while also continuing to reduce its climate-impacting emissions. The industry is at the critical junction between sustainability and growth, where the success of each in the long term is determined by the other. As the state-owned operator of Sweden's national basic infrastructure of airports, Swedavia's ambition is to develop and operate the most climate-smart group of airports in the world, with zero emissions from Swedavia's own operations by 2020. This paper is on the one hand outlining the basic road map to Swedavia's fossil freedom. On the other hand, it describes the importance of airport operators contributing to the sustainable development of the aviation industry as a whole, not least in the large-scale introduction of biojet, where leadership and cooperation all through the industry's value chain is of the essence in order for the aviation industry to develop sustainably. [ABSTRACT FROM AUTHOR]

Critical to any successful business model is the ability to look ahead to the long-term horizon and anticipate the changes that may be required. Bristol Airport, the ninth largest airport in the United Kingdom and with a strong market position across the southwest of Britain, provides a useful case study into how future passenger Mark Herbert forecasts act as the catalyst for a deliverable strategy for expansion. The challenge in Bristol is enormous; to meet anticipated customer demand, the airport would need to continue on its steady growth path, from around 8 million passengers a year in 20 17 to perhaps 20 million by the mid-2040s. To compound the task, the airport is currently operating within a cap of 10 million per annum, enforceable through the regulatory land-use planning system, and is located in a rural area with acute issues of surface access and other land-use planning constraints. The aspiration to double existing capacity, albeit over a 25-year period, clearly requires an ambitious strategy that sets a clear direction: first in defining the required infrastructure and associated development and then in providing for its long-term implementation, from consent to construction. From a standing start in late 2 0 16, the approach to be adopted by the business needed to be viable, flexible and resilient Moreover, the nature and scale of the task requires partnership with key stakeholders -- without whom it would not be possible to resolve all the planning and connectivity challenges -- and a clear, transparent and methodological approach to engaging with local communities and business partners. During the first stage of the Bristol Airport's growth strategy, the development of its Master Plan 2050, the focus has been on these core activities, with a particular emphasis on evidence and engagement. [ABSTRACT FROM AUTHOR]

Wayfinding research has a proven and direct impact on the passenger experience, which in turn correlates to airport business performance. Research from recent Airport Cooperative Research Program (ACRP) reports, however, has identified the difficulties faced by infrequent travellers, international travellers and elderly and persons with disabilities when navigating airports. These reports document best way finding practices and principles for designing for these user groups. The author introduces ACRP research reports 52, 161 and 177 and explores how these research-based guidelines not only ease wayfinding for travellers with special needs but also improve the passenger experience for all travellers. [ABSTRACT FROM AUTHOR]

Previous discussions have mainly given attention to the different functions in airport cities, which created awareness of what to develop in an airport city development process. This 'what', however, needs to be realised too. At the few existing airports planned on a white sheet of paper and constructed on green fields, the development process is complex but projectable. At organically grown airports, it is less about what to do than how to do it. There is no way to fully divide airside and landside activities without losing genuine airport specific unique selling propositions (USPs). Doing so could perhaps lean processes and simplify the reorganising process using other industries' standards, like those the real estate industry has built Abandoning the specific airport-features, however, would end up in an exchangeable business location. The target must be to develop an unmistakeable and profiled business location worthy to be called airport city. Airport city development is equal to creating a bunch of cross-linked business models. To be able to do so, mature airports must change their mindset from 'controlling passengers' to 'serving clients'. [ABSTRACT FROM AUTHOR]

An important responsibility of airport security is to make passengers feel safe during their travel and give airport staff the feeling of a secure work environment Recently, the concept of unpredictability, originating in the social sciences, is discussed as prevention against insider threats. The assumption is that by being less predictable about where, how and what type of security measures are applied, airport security is improved. Thus, this study was particularly interested in how airport employees perceive unpredictability after experiencing an unannounced security control. This was investigated in a longitudinal online survey with an experimental group and a control group. The findings suggest that the current police strategy is indeed unpredictable and that the deterrence effect of this unpredictability sustains at least one month. Thus, unpredictability appears to be useful and has the potential of replacing current strategies within airport security. There is, however, a lack of scientific research, and several open questions make its use vulnerable and not (yet) reliable enough to be applied in a systematic way. For example, it is not yet known how unpredictability influences human decision making and actual behaviour. Further, it has not yet been analysed how effective such measures in fact are -- for example, how the detection performance is or whether they can substitute for other security measures. This stresses the need for more research to gain further empirical evidence on the effectiveness of unpredictability and the related implications for airport security. [ABSTRACT FROM AUTHOR]

This paper reviews the top-down nature of regulation and makes the case for the benefits of a 'bottom up' approach using the principles of safety management systems. The logic of common international standards is outlined in the context of International Civil Aviation Organisation (ICAO) and European Aviation Safety Agency (EASA). All airports are different - as Airport Council International (ACI) says, 'When you've seen one airport, you've seen one airport', and this relates to different hazards and risks found at different airports. Examples of layout and geography affecting specific risks are explained, recognising one size does not fit all. The case for detailed analysis of statistics is made to ensure a true understanding is obtained from the data. The importance of data collection is underlined and the need for reporting of events is identified as key to maximise understanding from the best picture of risk possible. Key performance indicators are discussed and the control, or lack of control, is explored for airports to achieve targets. [ABSTRACT FROM AUTHOR]

Unfortunately, too many airports are afraid to take risks and change their stale, business-as-usual approach. Too often, airport leaders choose to err on the side of caution and simply maintain the status quo. It is safe, easy, and it damages employees' morale. In just a few short years, Pittsburgh International Airport has become an organisation built on employee engagement, collaboration and innovation. This paper considers how this culture change put employees in the cockpit and Pittsburgh International Airport back on the radar as a leading origin and destination (O&D) airport. Among other things, the paper will discuss the following: • Employee engagement and communication are critical to creating an innovative culture. • How to generate ideas from all levels that are heard by leaders who can facilitate them. • How to create a culture that encourages brainstorming where all ideas - even outlandish ones - are welcome. • How to build high-performing teams across all levels and break down vertical organisational silos to encourage collaboration. • How to accept that calculated risks should not be punished and that innovation victories be celebrated to create a lasting culture of innovation. [ABSTRACT FROM AUTHOR]

The global aviation system is in the midst of modernisation. This includes a transition to satellite-based navigation, which offers opportunities for improved safety, efficiency and predictability. This paper posits that - despite some false starts - performance-based navigation (PBN) also offers opportunities to address noise problems. PBN relies on satellites for navigation, rather than ground-based navigational aids. The improved precision of PBN routes generally results in concentration of flights into narrow corridors. When implemented without consideration of community impacts, it has resulted in significant community outcry (even lawsuits), but when implemented with care, it can offer potential to avoid noise-sensitive areas. Our experience shows that the most successful projects are those in which the airport has been fully engaged and in which there is extensive and meaningful collaboration between all stakeholders: air navigation service providers (ANSP), industry (including airlines and other operators), airports and communities. Participants should not expect this to be easy - it is a lengthy and expensive process - but one that may be necessary for long-term compatibility and for airport growth. This paper provides an overview of PBN development in the USA as well as case studies of implementation of PBN at Phoenix Sky Harbor International Airport (AZ), Oakland International Airport (CA) and Boston Logan International Airport (MA). The case studies illustrate the increasing collaboration between stakeholders and show that progress can be made. [ABSTRACT FROM AUTHOR]

In 2016, Dublin Airport sought to formalise and further develop its existing programme of support for community-led initiatives in the vicinity of the airport. The need for such a programme was influenced by the imminent delivery of one of the airport's, and Ireland's, largest infrastructural projects, that of a new parallel runway known as North Runway. This paper discusses the new approach, which was developed following detailed desktop and field research, incorporating feedback from internal and external stakeholders. The paper considers the result of this - the successful launch of the Dublin Airport Community Fund in June 2017, a programme of community funding that utilises best practice methodologies to allocate funding in a clear and transparent manner. [ABSTRACT FROM AUTHOR]

Air transport is ever expanding and ever impacting our global environment. It is a carbon-driven, carbon-intensive industry. Air travel is often the only realistic option for the movement of both people and cargo in the current lifestyles and demands bound by time constraints. Aviation transportation is vital for Bahrain's survival and daily operations. Therefore, an eco-friendly infrastructure offers viable options for implementing green technology. A significant portion of the emissions are from ground transportation that encompasses moving airport personnel, cabin crews and passengers between terminals and aircraft carriers. In addition, there is all the freight and cargo movement, food and fuel services, personal baggage and in-flight catering and waste servicing. This paper identifies six module areas that have the potential for 'greening' airports for a sustainable future. Then two module areas will be discussed in greater depth using the case study approach. Eco-friendly best practices can include on-site alternative energy-powered vehicles to solar energy-powered operations to within-terminal recycling initiatives as well as aircraft organic separation that are practical and sustainable. The main areas of sustainable activities and facilities services will be highlighted with case studies to emphasise various applications around the globe at international airports. [ABSTRACT FROM AUTHOR]

Airports face various short-term and long-term risks, which can have financial, operational and reputational impacts. A comprehensive risk assessment is the cornerstone of successful asset management. This paper identifies seven factors that can serve as a guideline to a systematic risk assessment: macroeconomic environment, quality of the catchment area, customer mix, depth of the value chain, operational leverage, asset flexibility and financial leverage. The authors explain the interaction between the various factors and illustrate the benefits of a proactive and risk-conscious asset management approach using two examples from their portfolio of airport assets. [ABSTRACT FROM AUTHOR]

As airports have evolved into commercial entities, the need to both improve commercial returns and interact with multiple other stakeholders has increased. This paper takes a managerial perspective to airport automation in respect of both Australia and New Zealand and proposes a more collective approach to moving forwards with key stakeholders such as airlines and air traffic management providers. [ABSTRACT FROM AUTHOR]

Safety and security is a primary focus of regulatory bodies in the air transport industry. One of the ways of providing safety and security at airports is the presence of an efficient and reliable rescue and firefighting service (RFFS). This can be achieved by investing in human resources, equipment and infrastructure, as well as regular testing and evaluation of airport contingencies. Having a plan is not sufficient preparedness. Even the best-written procedures must be tested to identify bottlenecks in the contingencies before an accident occurs. It is worth appreciating the fact that determining and setting up the right team responsible for testing the contingencies has a critical impact on the success of the exercise. This paper aims at exposing protocols implemented by the Ghana Airports Company Limited to enable the RFFS personnel to attain the necessary competency levels to make them efficient for all types of emergencies. These protocols include but are not limited to educational requirements, medical and physical fitness. The paper further exposes the reader to the various steps in organising realistic emergency simulation exercises and the levels of emergency exercises; namely, table top, partial and full-scale exercises. The responsibility of assisting agencies, role players and the availability of resources commensurate with the simulation exercise is also reviewed. The reader will appreciate the fact that simulation exercises are primarily focused on evaluating the procedures and not people. The paper also highlights strengths and weaknesses drawn from other large-scale emergency exercises for the benefit of the reader. [ABSTRACT FROM AUTHOR]

The safety management team is a vital element of all safety-related information, including hazard reports, risk assessments, incident reports and claim mitigation. In accordance with our strategic objectives to maintain a safe and secure facility, we have embraced Safety Management System (SMS) components to operate our programme at Hartsfield-Jackson Atlanta International Airport (ATL). The safety data generated from SMS is crucial to the overall goal of developing relevant key performance indicators (KPI) to show the big picture on safety airport wide. ATL is implementing SMS that will provide real examples, lessons learned, incorporating best practices, new methods and processes to enhance operational safety of our airport facility. Airport management need to understand how it can receive, process and analyse various facility hazards to reduce and mitigate risks associated with day-to-day operations. A systematic approach for your safety programmes is a step in the right direction. [ABSTRACT FROM AUTHOR]

Building and opening a new runway is a complex task with careful consideration of many different components essential to its successful delivery in a timely and cost-effective manner. Brisbane Airport Corporation Pty Ltd (BAC) is in the final stages of delivering its new parallel runway (NPR) and can attribute the achievements of the project to date to detailed planning, extensive stakeholder engagement, careful attention to project co-ordination and strong client involvement in engineering design and construction. [ABSTRACT FROM AUTHOR]

Airports and concession operators are naturally aligned in their mutual goal to provide great customer service that drives passenger's traffic and higher revenue. Airports must lead this effort with concessions and other operational stakeholders to initiate measurable programmes. Mutual focus on engaging passengers with memorable experiences, along with a strong sense of place is associated with increased sales and airport traffic. To increase non-aeronautical revenue, one must create happy passengers--and that is in everyone's interest. Innovative programmes such as CSAC (Customer Service Action Committee) at Minneapolis Saint Paul International Airport (MSP) and the Premium Value Program at Denver International Airport (DEN) are two best practices that strengthen relationships and deliver results. Key ingredients for success include creating programmes that build relationships within an airport, defined programmes, firm scheduled meetings, measured results, identify stakeholder problem solving and always celebrating success. Programmes that identify barriers such as airport 'hassle factor' for employees and passengers, individual labour markets issues and operational challenges are also fostered when disparate airport teams come together. Airport management alone can bring the various stakeholders together to support and drive customer service excellence and communication within an environment of cooperation. These programmes build strong airports. [ABSTRACT FROM AUTHOR]

An editorial is presented on providing a comprehensive treatment on the outlook for electric vertical take-off and landing aircraft (eVTOLs). Topics include reviews eVTOL business models, design considerations, site selection, and developmental, operational and regulatory requirements; and airports in many jurisdictions facing acute labour shortages and the type of automation.

The article presents the discussion on Airports Council International (ACI) World publishing the annual Airport Service Quality (ASQ). Topics include revealing the highest intention to travel by passengers since the beginning of the pandemic; and travellers' level of confidence where airports and airlines providing a safe environment for passengers also increased compared to last year and is back to the level obtained in 2020.

On the one hand the history of aviation security shows a constant improvement in the quality of security controls as a reaction to incidents that have occurred in the past. However, on the other hand it shows that such measures can be bypassed by insiders who know the security systems that are in place. The insider threat is therefore becoming an increasing concern to the aviation security community and the effectiveness of secu rity measures depends largely on their resisting power against insiders. By adding elements of unpredictability to current security concepts, all actors involved can considerably improve the effectiveness of the system by simply making better use of already available resources. This paper provides background information on the 'whys' and 'hows' of this concept, called unpredictability in aviation security. [ABSTRACT FROM AUTHOR]

This paper, presents a project by Avinor AS in which they are implementing one fully-fledged multi-Airport Operational System to be used by all 45 Avinor airports. Most airports depend on several operational systems that enable good planning and optimised operations throughout the day. The operational systems work as tools to support both land- and airside processes. These systems are often called airport operational systems (AOS), and traditionally consist of airport operational databases (AODBs), resource management systems (RMSs), flight information display systems (FIDSs), collaborative decision making (CDM) and so on. To establish separate AOS solutions at many or all of Avinor's airports was never an option, owing to costs and complexity. That is why Avinor decided on one single multi-airport solution. This is not only cost-effective and efficient for airport operators with several airports in their portfolio, but it also enables better data exchange and better cross-airport planning and operations. If the alternative was to establish one AOS per airport, or at least several of them, the cost and complexity would have been significantly higher for Avinor. As it is now, each airport can choose from an AOS menu and decide for themselves which functionality they need and want. In this paper, the reader will learn why the project was started, the main goals for the project, how the project was carried out, the major considerations for the strategical decisions, how it was implemented and what plans Avinor has for the future. It is hoped that this paper will inspire more airport operators to think about multi-airport solutions, and to open up much more data sharing across the community. [ABSTRACT FROM AUTHOR]

This paper looks at the use of a public private partnership (PPP or P3) structure to enable foreign investment to develop US$273m of new facilities in a highly collaborative deal structure. The selected P3 partner was required to ensure that the government's requirements and mandatory project features would be collaboratively formulated, developed and created as a balanced project between Bermuda's public policy requirements and international investor expectations and requirements. Prior to presenting the scheme to lenders, stakeholder collaboration produced a scope that met the expectations of all parties; one of the real benefits of a negotiated concession, in particular where financing is marginal. With the priority of cutting unnecessary expenditure there was a constant challenge to the scale of the facilities and the operational performance. As the forecast growth was relatively modest it was agreed that the facilities should be sized and future proofed for 10 years after opening to avoid disruption during the early years of operation. Opportunities for increased collaborative decision making were revealed throughout the engagement process. Future airport development projects can learn from some of the missed opportunities such as further alignment on the cost/benefit model that this type of early collaboration during the project definition process could produce. [ABSTRACT FROM AUTHOR]

H ow can airports today find the right balance between accommodating the demand for air travel and the needs of airlines, while also addressing a frame work that imposes more and more constraints on the environmental impact of the airport's activities? This paper presents Geneva Airport's strategy to address this. The paper also discusses the concrete actions Geneva Airport has taken to implement this strategy, and the first outcomes of these actions. [ABSTRACT FROM AUTHOR]

Communications is an integral component of prudent management in the aviation industry in both safety and security. The latter has proved to be a significant concern in the context of airports, where acts of violence have been perpetrated in terminal buildings. The security risks faced by airports took a bizarre turn when, in January 2017, a mentally deranged passenger who had arrived from Alaska at Terminal 2 of Fort-Lauderdale Hollywood International Airport carried out a mass shooting at the baggage claim area, where arriving passengers were waiting for their baggage to arrive on the carousel. Five people were killed while six others were injured in the shooting. The unfortunate event could have been effectively prevented by the authorities involved by proactive management, had they looked actively for the identification of safety risks through the analysis of the airport's activities, particularly as they had known that the perpetrator, who had a history of mental illness and depression, had declared in the security check point in Alaska that he was carrying a gun in his checked baggage. The authorities failed to advise the destination airport of this fact, which enabled the killer to clear his bag, zip it open and unleash a barrage of gunfire on the unsuspecting passengers and others in the baggage claim area. This paper examines, through the Fort Lauderdale case, air law as a management tool in airport management and advises airport managers of the compelling importance of applying real-time normal operations to identify future problems. It also establishes that the application of trends to possible scenarios would logically lead to predictive or anticipatory intelligence, which in turn would ensure prudent airport management. [ABSTRACT FROM AUTHOR]

Rapid growth in air transport has meant an increased demand for airport capacity. Therefore there is a need to address traditional air transport restrictions. This paper analyses the application of the Inventive Problem Solving Algorithm (TRIZ) to manage airport capacity as an alternative technique to traditional pricing structure management. This ad hoc methodology puts emphasis on airport operational characteristics instead of formulating a universal mathematical model, and could represent a feasible and no-data intense solution. Following a classical approach based on TRIZ, a complex problem in a specific system could have an optimal solution within its own system. Furthermore, it is sufficient to explore the system's design components in order to allow for improvements in that system. A tentative simulation of a TRIZ solution for Gran Canaria airport capacity management is estimated in order to reduce aircraft operations time. Its applications to Gran Canaria Airport could produce reductions in CO2 emissions and economic benefit for air carriers by reducing taxiing time. [ABSTRACT FROM AUTHOR]

Low-altitude wind shear and turbulence are known to be contributing factors in up to one third of aircraft approach/landing incidents. Wind shear and turbulence effects can be exacerbated when large obstacles, such as airport buildings, are located upwind from aircraft trajectories. Therefore, it is vital that airports conduct building-induced wind shear and turbulence risk assessments before commencing new airport building developments. Airports may utilise guidelines published by the International Civil Aviation Organization (ICAO) and the Dutch National Aerospace Laboratory (NLR) to manage building-induced wind shear and turbulence hazards. These existing guidelines are derived from studies that only consider a narrow scope, however, and thus may be inappropriate at many airports, particularly when applied to building developments in close proximity to runways utilised by small general aviation aircraft. This paper reviews the existing literature and identifies areas where future research efforts should be focused, with a view towards developing a robust framework for assessing building-induced wind shear and turbulence hazards at airports. Such a framework will have implications for airport management, as it will be vital for guiding safe airport building development while simultaneously managing the risks to aviation posed by building-induced wind shear and turbulence hazards. [ABSTRACT FROM AUTHOR]

Airport managers are in the business of safely, effectively and efficiently operating airports. Amid the daily work of airport operations, negative and potentially damaging issues can arise in very public ways. How does an airport manager navigate these issues in the most positive manner possible? Do stakeholders in the community stand in support of the airport because of the community trust in the organisation? Or, does the community present obstacles and perpetuate negative feedback when less-than-positive issues arise? The airport's relationship with its community is important. The airport's customers have the power to derail important projects, impact operations, erode community trust and impede the airport manager's ability to operate as effectively as possible. However, the public's trust and perception of the airport can be an amazing asset. This paper focuses on the concept of airports purposefully establishing and building their Goodwill Bank, and the strategic importance of public goodwill. Specifically, the paper will discuss a suggested structure to develop airport-specific strategies and a case study involving a plan that Asheville Regional Airport implemented. [ABSTRACT FROM AUTHOR]

Day-to-day curbside operations can easily be considered one of the most complex environments at any major airport. The real estate of curbside space is highly valuable for the public, but frequently undermined by the industry. No matter the travel motive, arrival or departure, everyone likes 'front door service'. Unfortunately, not all airports enjoy unlimited curbside space, thus making every growth opportunity complicated and forcing the need for customer service investments or highly controllable measures. A well-thought-out holistic curbside plan is needed to achieve effective and efficient airport operations. [ABSTRACT FROM AUTHOR]

Airport terminals go through frequent transformations to accommodate technological advancements as well as changes in regulations. The ever-growing aviation industry requires airport terminals to be planned, designed and constructed in a way that will allow flexible operating conditions. The current paper revisits the significance of the 'flexible design' concept, which has been applied considerably in residential and commercial buildings, but not in airport terminals. This paper proposes a hypothetical design framework, Flexible Design Framework for Airport Terminals (FlexDFA) utilising available flexible design strategies; it is envisaged that this strategy will assist designers in developing flexible spatial layouts at the early stage of a design process. The development of flexible layout exploits the passenger process models to uncover the implicit relationship between the spatial layout of a terminal building and its corresponding passenger activities. The proposed concept also identifies a number of design parameters to qualitatively evaluate the essential flexibility of a terminal design. [ABSTRACT FROM AUTHOR]

The availability of new airport applications helps passengers manage their time at airports in an efficient way, inasmuch as these applications provide real-time information. The results of this study confirm the fact that the multifunctionality of the mobile marketing tool favours the effectiveness of the processes carried out by passengers at the airport. The main objectives of this research are to analyse the basic concepts around mobile marketing and mobile applications, and to assess the impact of this tool on the levels of user satisfaction and improvement in the image/perception of airports thanks to the app. This study will help to achieve a better understanding of the interaction between the airport and passengers through the use of smartphones. [ABSTRACT FROM AUTHOR]