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Optimizing Airport Capacity to Meet Growth in Air Commerce

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Presentation on theme: "Optimizing Airport Capacity to Meet Growth in Air Commerce"— Presentation transcript:

1 Optimizing Airport Capacity to Meet Growth in Air Commerce
JCAA AVIATION SEMINAR Optimizing Airport Capacity to Meet Growth in Air Commerce

2 Airport Capacity Factors
Runway Capacity Taxiway Capacity Apron Capacity Terminal Capacity Flight Scheduling

3 Runway Capacity Factors affecting RWY capacity:
Runway configuration & length Aircraft mix (Wide body, Narrow body …. to GA) RWY occupancy time Aircraft separation Weather Noise

4 Taxiway Capacity Taxiway Capacity Number of taxiways Configuration
Rapid Exit Parallel and link RWY/Taxiway separation compliance Weather

5 Apron Capacity Multiple Aircraft Ramp System (MARS)
Apron Configuration Aircraft Mix Distance of Gates from Central Processing Area Aircraft Docking System ATC procedures Apron Management System Loading Bridge Vs Pax Stairs

6 Passenger Terminal Passenger Processing Systems Security Processing
Border Control Processing Customs Processing Terminal Configuration Central Lounge Vs Gate Lounge Space adequacy Information and Communication Baggage Handling Systems

7 The Efficient Airport of the Future (SITA)
Good afternoon. The demand for air travel is still growing. Passenger traffic are breaking records both on a local airport level as well as globally. Based on IATA’s forecast, we can expect the future of air travel to continue to grow at an increasing rate over the next years. Airports are expected to increase their spend for development to keep pace with the rising traffic demands. Today’s environment in the ATI presents exciting opportunities for airports but also difficult challenges. In some cases, demand is outstripping supply for services at airports including gates, runways, counter space, etc. A number of airports are becoming more and more crowded and several don’t have the capacity to build new terminals. What does this mean? That airports will need to be smart about how they spend their budgets. It also means that airport operators are depending more and more on IT and new business processes to improve efficiency, generate new sources of revenue and drive down costs. Historically, IT was viewed as a cost center. Many airports today are reversing this model and now seeking ways to grow their bottom line leveraging IT as a conduit.

8 Expected Check-in Business Process Changes
Check-in moves out of the terminal to the passenger 40 – 50 % Web check-in 20 – 30 % Kiosk check-in 10 – 20 % Mobile check-in 10 – 20 % Agent check-in Airlines move to low cost virtual branding rather than expensive branding based on physical airport space Airports move to common use infrastructure Passengers currently need a piece of paper to get through security, and provide a sense of comfort … by confirming that they have a seat on the plane (Aside, passenger’s typically look at their booking pass 13 times during the course of their journey) Globally, airlines are driving their passengers to perform their own check-in, to reduce costs, and to move check-in outside of the terminal By 2025, the global percentages given on this slide will become the norm and at some airports, depending on their location and carrier mix, Web Check-in and Mobile Check-in will likely exceed the upper percentage displayed. Web and mobile check-in technologies will also continue to converge But the actual percentages are anybody’s guess. For instance, kiosks could be underrepresented, as more airport kiosks move to include Point of Sale applications in order to drive non-aeronautical revenues Mobile check-in will expand - no longer will we need a piece of paper to help us remember gate and seat number! But whether you have a mobile device or a boarding document, Bar Code scanners or NFC information points will be positioned at strategic points throughout the terminal to help and direct you – it’s the same concept that is now operating at your supermarket - you take a package to a wall scanner to find out the price Agent check-in will remain for those passengers who need assistance, and they will likely have to pay extra for the privilege! There are already airlines charging you to use a check-in desk rather than their Web check-in Airports will implement more common use infrastructure with airlines moving their branding to low cost virtual solutions rather than the high costs of physical branding within the Airport building.

9 Boarding at the Gate Traditional Simplified
Traditional: Check of Passengers Boarding Pass and Passport at Boarding SPT: Automated passenger authentication at Boarding. Checked-in baggage is reconciled to boarding passengers. Bags would be off-loaded if passenger fails to board the plane.

10 Self-boarding gates Immigration Gates Fast Track Lane Self Boarding
I felt it was important to mention another growing component of self service: self boarding. This technology is available, including the use of biometrics for passenger identification. As airport operators you should be aware of this shift in traditional processes at the gate, to putting the passenger in control. It will require a modified layout at the gate, but it too can bring financial and operations savings Self Boarding Anti-Reflow Doors Source: IER

11 Border Control (SITA) Simplified Traditional
Traditional: Passengers wait for manual authentication at Border Control SPT: Passenger authenticates identity using biometrics. Border Control authority is alerted about passengers requiring intervention based on pre-arrival risk assessment from API and/or biosecurity/customs data received.

12 Expected Changes in the Baggage Business Processes
Passengers tagging own bags At home with new permanent RFID tags At the terminal with kiosks Passengers paying for off site bag processing at ships, hotels, resorts and convention centers Off site bags delivered directly airside for screening Airport terminal bag processing taking 15 – 30 seconds Access passenger PNR and check documents Turn Inactive tags Active At general drop off station rather than airline dedicated counters (SITA) In 2025, we may be able to purchase luggage with built-in RFID tags Or an minimum, be able attach new, redesigned, permanent RFID tags at home. There are now adhesives which give you 10 seconds to position the tags on the bag, before the bond becomes permanent Who better to make sure the RFID tag is on correctly, than the passenger who wants to make sure his bag travels with him or her Remote bag check-in at cruise ports, resort areas and convention centers will continue to grow, as baggage tracking, tracing and scanning ensure the handling of these bags is well controlled from pick-up to delivery at the airport No frequent flyer/vacationer wants to miss their flight, and with remote bag check-in, passengers will have plenty of time For passengers arriving with their bags at the airport, baggage processing will be a dream. Passengers will identify themselves with their Biometric, bagdrop will only take 15 to 30 seconds, and the RFID tags will become “active” as they are introduced into the baggage sortation system

13 Integrated Baggage Management / RFID
Deploying RFID at Hong Kong Airport Estimated savings of $3.9MUSD/yr in mishandled baggage Largest RFID deployment in Asia “Using RFID tags for tracking and managing baggage has led to tremendous increases in productivity, as well as enhanced security and reduced costs.” Eric Wong, General Terminal Manager, Airport Authority Hong Kong Deploying Integrated Baggage Management at JFK IAT Airlines at JFK estimate this will save them up to $1.2MUSD/yr in mishandled bag costs Hong Kong International Airport (HKIA) is one of the world’s busiest, handling 40 million passengers and over 19 million departure bags a year. The airport recently teamed up with SITA to revamp their baggage handling system in a multi-million dollar overhaul, using Symbol Technologies’ Radio-Frequency Identification (RFID) tags and RFID read-points to track and manage baggage. The system went live at the end of 2004, and is now fully operational – and it’s a project expected to deliver long-term savings to the airport of over HK$ 85 million a year. JFK - BagManager has been developed to reconcile bags with passengers as they move through and between airports. The system provides positive passenger bag match, ensuring that passengers and their bags travel together on the same aircraft. JFK’s Terminal 4, which processed 5.5 million bags last year, will benefit from this new system, which will: 􀂄 Improve customer service by minimizing handling errors and misdirected baggage 􀂄 Ensure tighter security, as passengers and baggage are required to travel together 􀂄 Offer an asset tracking capability for resources such as hand held scanners 􀂄 Provide an opportunity for significant savings to individual users in a common-use or shared environment 􀂄 Suitable for one or more airport terminals at the same location as well as multiple airports at different locations 􀂄 Available as a bureau service providing baggage reconciliation features

14 Impact on Security business processes
Data mining and data linking identify suspicious persons who get “preferential” screening attention New physical security technologies provide faster “walk through” screening processes Registered traveler programs help pay for the technology In order to improve security, data mining and data linking technologies will be used to identify suspicious persons. These person will get “preferential” screening attention … this is a case where you’d rather not receive “preferential” treatment Security is currently the bane of every traveler’s journey: first we line up, then unpack our laptops, then we place our toiletries within a plastic bag on the belt along with our carry-on luggage, then remove our coats and our shoes … then after security we put ourselves back together again … it all takes time, and on occasion we leave something behind at security, only to realize it when we’re on the plane. In 2025, there will be no line at security, we’ll identify ourselves through our mobile device, authenticate our identify against the stored biometric, and then step through a booth to be scanned using an array of new technologies, and then proceed airside … we’ll be in passenger heaven Airport retailers will also be happy, as more dwell time results in increased sales How will we pay for the deployment of this new technology? At some point before 2025, Registered Traveler programs will reach critical mass, and annual fees for these travelers will help fund the required infrastructure

15 But … optimizing passenger processes only moves the airport’s constraint to the ramp or airfield
In optimizing any system, one needs to look at optimizing the whole, versus optimizing the individual steps in the process For example, with the introduction of kiosk check-in, the bottleneck moved to bagdrop. A number of times I’ve checked in on a kiosk, only to wait in the bag drop line for minutes As we improve bagdrop, the bottleneck moves to the security, and then from security to boarding … then ultimately to self-boarding Once we’ve improved the passenger processes, the bottleneck moves to the ramp or airfield

16 Impact on Airport Design and Operation
Terminal efficiency increases significantly, allowing the process of 30 to 60% more passenger within the same infrastructure Airports facilitates shared passenger flow rather than airline specific passenger flow Airports provide a shared IT infrastructure allowing information interchange and collaborative decision making Airports need less space for passenger processing Airports use space for retail business and social interaction rather than queuing and processing

17 Airport business model evolution
Airport tenants’ requirements become more sophisticated as back and front office systems develop Opportunity for the airport operator to evolve from: providing premises: room light heat & power providing technology: LAN telephone & PC to becoming a service provider to I am sure that all of you have seen the miles of cables and wires in the ceilings, walls, floors at your airports. This is solid evidence that in the past Airports did not provide these services for their tenants. Instead it was the airlines who installed their own dedicated systems. However over the past 5-7 years we have seen a major shift as the airport operator becomes the provider of the most critical component of any airport: the infrastructure. Furthermore airports are regaining control of their real estate and driving the business decisions based on automated, IT solutions. Opportunities exist to provide tenants with BUSINESS SERVICES such as the wired and wireless infrastructure, phone & data lines, PC’s, fax, radio, These services bring with them new revenue opportunities as well as improved communications and operations. An IP-based infrastructure enables airports to deliver a flexible and robust environment that meets the needs of the ever technology intensive airlines and tenants.

18 Emergence of the Aerotropolis
“Airports today are much more than aviation infrastructures. They have become multimodal, multifunctional enterprises generating significant commercial development within and well beyond their boundaries”. Before we look at the future of IT as a business value enabler for airports, it is important to understand the future of the airport business model and plan itself. A natural evolution to our airport business as a whole is the emergence of the “aerotropolis”. Tae Hoon Oum is the President of The Air Transport Research Society, and Chair Professor at the Sauder School of Business of the University of British Colombia, Canada. Mr. Oum has stated the following with regard to the Aerotropolis dynamic. Review quotes on slide.. One such example is Hong Kong’s “Sky City” depicted on this slide. “Just as we have Central Cities and the greater Metropolis, we now have Airport Cities and the greater Aerotropolis.” - Tae Hoon Oum President, The Air Transport Research Society

19 Summary New business processes and technologies are being deployed today to: Speed up passenger processing while enhancing security Facilitate faster turn around times Allow existing terminals to handle 30 to 60% more passengers However it is only possible if : Information is interchanged between all stakeholders Processes and technologies follow some reasonable standards and sensibility to deployment cost to ensure adoptions Airport designs incorporate the new concepts (SITA) Let me summarise my presentation: Technology will speed up passenger processing and enhance security providing faster aircraft turnarounds and improved on time departures. Terminal buildings will need less capital as they will become more efficient, smaller and there will be new opportunities to generate additional revenues from non aeronautical activities at the Airport. Planning for 2025 begins today.

20 NMIA Modernization Programme
Capital Development Programme – Phase 1A Terminal Systems Enhancements

21 NMIA Common Use Systems
CUNI – Common Use Network Infrastructure CUPPS System (Check-In Counters & Gates) CUSS Kiosks Local Departure Control System (LDCS) Dynamic Signage (Airline counter identification) Scales, Baggage Conveyors, X-Ray Machine Common Use Telephone System

22 Common Use Network Infrastructure (CUNI)
NMIA has implemented a robust, high speed, common use network infrastructure (CUNI) based on fibre optic technology across the airport for use by all airport tenants. This has allowed NMIA to run operations from one common network, eliminating the costs of building and maintaining separate systems for data, video and voice. The network is centrally managed, which enables NMIA to respond faster to operational issues.

23 Common Use Network Infrastructure (CUNI)
Connecting Users – The network has enabled new operating efficiencies among airport personnel: security, airlines, customs, immigration, and has improved customer service and access to various services by airport customers and passengers. Connecting Systems - The network - facilitates new applications; increased productivity and cost efficiencies for airport operations. It has enabled enhanced processes, such as passenger processing systems (CUPPS & CUSS); utilizes audio paging and video-on-demand to deliver multimedia content to flight information monitors and airport lounges. Most importantly, the infrastructure upgrades ensure a highly-secure and reliable network.

24 Common Use Network Infrastructure (CUNI)
The network has become the most important piece of infrastructure we own, as every facet of our business is now connected including check-in and boarding systems, baggage management, immigration and passport control, CCTV, access control, paging, building management, flight/baggage/gate information systems and voice systems.

25 Common Use Passenger Processing System (CUPPS)
CUPPS is an upgrade of the Common Use Terminal Equipment (CUTE) system and provides a standardised system platform for common use implementation at airports. Deployed at NMIA since opening of expanded and modernized terminal in 2007 to optimise check-in counter and gate resources for airlines.

26 CUPPS in the Caribbean Jamaica: NMIA and MBJ Barbados
Trinidad and Tobago Grenada Curacao Note: AAJ had introduced a partial a partial CUTE system (i.e. Local Departure Control System (LDCS) at SIA in for handling agents and gate management.

27 NMIA - Check-in Counter allocation Pre and Post CUPPS
Airlines Before After Air Canada Air Jamaica (12) American Airlines (8) British Airways Caribbean Airlines Virgin Atlantic Handling Agents* AJAS per flight Jamaica Dispatch per flight TOTAL [54 in use] *Cayman Airways, COPA, Delta, Spirit, SkyKing, Jet Blue

28 CUPPS Counter Components
Workstation (Computer) Keyboard with integrated OCR & MSR Airline Ticket & Boarding Pass Printer (ATB) To support magnetically encoded ATB2 documents, 1D Bar Code and the new 2D Bar Code (PDF417) Bag Tag Printer (BTP) Boarding Gate Reader (BGR) Multi-Function Document Reader (MFDR)

29 Local Departure Control System (LDCS)
The CUPPS system allows scheduled airlines access to their own host departure control systems Carriers without a dedicated system, have access to the Local Departure Control System (LDCS) which allows participation in the Common Use environment

30 Common Use Self Service (CUSS) Kiosks
Self-service check-in kiosks facilitates a faster check-in process, especially for passengers with no checked baggage. CUSS) kiosks provides similar benefits to CUPPS in the form of operational flexibility and reduced costs of ownership to the airlines and the airport. 6 CUSS Kiosks installed at NMIA; to be increased to 10.

31 Common Use Self Service (CUSS) Kiosks
Benefits to customers: Easier and faster passage through the airport Faster check-in Remote check-in capabilities (car parks, hotels. car rental return facilities) reduce airport queues

32 Common Use Self Service (CUSS) Kiosks
Benefits to airlines: Economies of scale benefits from shared common- use terminals Reduces airport counter requirements Improves staff productivity Generates average per check-in saving of US$2.50 40% market penetration of self-service check-in will save $US1 billion per year Source: IATA

33 Common Use Self Service (CUSS) Kiosks
Benefits to airports: Improved capacity utilisation limiting the need for expensive infrastructure development Managing the concourse "real-estate" to improve process flow for airlines and passengers

34 Bar-Coded Boarding Passes (BCBP)
Bar coded boarding passes, one of IATA's five Simplifying the Business initiatives. Equipped to handle at counter and gates, old magnetic stripe as well as IATA industry standard 2D bar codes that take advantage of the efficiencies offered by the industry's conversion to 100% electronic ticketing. The goal is to reduce lines at airports and reduce airline costs associated with check-in processes. Customers will be empowered to print their own boarding pass at home or at the office and thus avoid queues for check-in.  Airlines will have more options for providing boarding passes using different technologies.

35 Thank You ! Questions

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