SNI Marka Rambu

AI RPO RTS
A I R P O R T S C O U N C I L I N T E R N AT I O N A L
Celebr ating 20 Years – 1991-2011
C O UNC IL
INTERNATIONAL
CEL EB R AT ING
20
YE AR S
–
1 99 1- 2011
20
YEARS
Airports Council
International
1991-2011
20
YEARS
Airports Council
International
1991-2011
Airports Council
International
C E L E B R AT I N G 2 0 Y E A R S – 1 9 9 1 - 2 0 1 1
Published by International Systems and Communications Limited (ISC)
in conjunction with Airports Council International (ACI).
Copyright © 2011. The entire content of this publication is protected by copyright, full details of which
are available from the publisher. All rights reserved. No part of this publication may be reproduced,
stored in retrieval systems or transmitted in any form or by any means – electronic, mechanical,
photocopying, recording or otherwise – without the prior permission of the copyright owner.
ISC ACI World

Park Place 800 rue du Square Victoria
12 Lawn Lane Suite 1810, PO Box 302
London SW8 1UD Montreal
England Quebec H4Z 1G8
Canada
Telephone: + 44 20 7091 1188
Facsimile: + 44 20 7091 1198 Telephone: +1 514 373 1200
E-mail: general@isyscom.com Facsimile: +1 514 373 1201
Website: www.isyscom.com E-mail: aci@aci.aero
Website: www.aci.aero
Contents
ACI: Mission, Objectives, Structure 6 ACI Africa 145

Message from the Chair of the ACI World ACI Africa Intensifies its Efforts 148
Governing Board 8 By Monhla Hlahla
By Max Moore-Wilton Cairo Redevelops 150
Message from the Director General of ACI World 10 By Adrian Giddings
By Angela Gittens A New Airport for Durban 152
The Voice of the World’s Airports 14 By Colin Naidoo
By Mark Blacklock
Message from the President of the ICAO Council 34 ACI Asia-Pacific 154
By Roberto Kobeh González
ACI Fosters Greater Cooperation in Asia-Pacific 158
Message from the Secretary General of ICAO 35 By Tan Sri Bashir Ahmad Abdul Majid
By Raymond Benjamin
Haneda Expands into Tokyo Bay 162
ACI 20th Anniversary Message from IATA 36 By Katsuji Doi
By Giovanni Bisignani
Shanghai goes from Strength to Strength 166
CANSO – the Global Voice of Air Traffic By Adrian Giddings
Management 40
Dubai International: 50 years of Growth
By Graham Lake
and Vision 168
ACI 20th Anniversary Message from IFALPA 43 By Anita Mehra
By Captain Don Wykoff
A Truly Global Collaborative Approach 46 ACI Europe 173
By Paul Steele
An Evolving Role for ACI Europe 178
ACI Move Confirms Montreal as the World By Ad Rutten
Capital of Civil Aviation 50
By Peter Diekmeyer Record Growth for Munich 182
By Michael Kerkloh
The Airports of ACI World’s New Host City 52
By Craig Toomey Madrid – Prepared for the Future 185
Geneva Airport – ACI’s Host for the First 20 Years 56
By Bertrand Stämpfli ACI Latin America-Caribbean 189
ACI – Dedicated to Airport Safety 60 Great Opportunities and Challenges for ACI-LAC 192
By David Learmount By Philippe Baril
APEX Focuses on Runway Safety 68 A Successful Redevelopment for Mexico City 196
By David Learmount By Héctor Velázquez y Corona
Twenty Years of Airport Security 76 A New Modern Airport in the Andes 198
By Philip Baum By Benjamín Ortiz
Driving Airport Service Quality 84 Facing the Challenge of Growth at São Paulo
By Craig Bradbrook Guarulhos 200
By Edvaldo Pereira Lima
Developing New Revenue Streams 92
By Karen Thomas
Airports and the Environment – ACI North America 203
A Sustainable Approach 102 The Perspective from North America 206
By Karen Thomas By Frank Miller
The ACI Global Training Programme 110 Redeveloping New York JFK 210
By Victor de Barrena-Sarobe By Mark Blacklock
ACI’s Training Programmes 114 Denver and ACI – A Partnership for Success 213
ACI’s Training Centres 118 By Kim Day
How the Intelligent Airport will Manage
Disruption 126 Forecasting Future Traffic Trends 218
By Ilya Gutlin By François Dormoy and Catherine
Looking to Long-term Uplift 134 Harmel-Tourneur
By Karen Thomas Tomorrow’s Airports 222
The World Business Partners Programme 140 By Karen Thomas
By Catherine E. Mayer Acknowledgements 230
The opinions and views expressed by the authors in this publication are not necessarily those of ACI or the publisher. While every care has been
taken in the preparation of this publication, they are not responsible for the authors’ opinions or for any inaccuracies in the articles.
Unless otherwise stated, the dollar ($) values given in this publication refer to the US dollar.
A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S 5
ACI: Mission, Objectives, Structure
A
irports Council International is the association of passengers, 80 million metric tonnes of cargo and 74
the world’s airports. It is a non-profit organi million movements. ACI regular members represent over
zation, whose prime purpose is to advance the 96% of the world’s passenger traffic and are owners or
interests of airports and to promote professional operators, other than airlines, of one or more civil
excellence in airport management and operations. By airports with commercial air services.
fostering cooperation amongst airports, world aviation ACI World is based in Montreal, Canada and there
organizations and business partners, ACI makes a are five geographical regions. To pursue the work
significant contribution to providing the travelling with regional governmental and non-governmental
public with an air transport system that is safe, secure, organizations, they are supported by specialized
efficient and environmentally responsible. committees and task forces. The regions with their
As the international association of the worlds’ regional offices are:
commercial service airports, ACI represents the collective n Africa (Casablanca)
positions of its membership, which are established n Asia-Pacific (Hong Kong)
through committees and endorsed by the ACI n Europe (Brussels)
Governing Board. These views reflect the common n Latin America-Caribbean (Quito)
interests of the global airports community. n North America (Washington DC)
In carrying out this work, ACI organizational goals
can be summarized as follows: n International organizations
n Maximize the contributions of airports to maintain ACI is the “voice of the airports” in interacting with
ing and developing a safe, secure, environmentally world bodies and advocating for the global airports
compatible and efficient air transport system. industry before the media and opinion leaders.
n Achieve cooperation among all segments of the International partner organizations include the United
aviation industry and their stakeholders as well as Nations International Civil Aviation Organization (ICAO).
with governments and international organizations. ACI is one of only a few organizations having observer
n Influence international and national legislation, status with ICAO and it has consultative status with the
rules, policies, standards and practices based on United Nations Economic and Social Council (UN/
established policies representing airports’ interests ECOSOC).
and priorities. The association also works closely with the World
n Advance the development of the aviation system by Customs Organization (WCO), the International Air
enhancing public awareness of the economic and Transport Association (IATA) and regional airline asso
social importance of airport development. ciations. Contacts are maintained with the International
n Maximize cooperation and mutual assistance among Federation of Air Line Pilots’ Associations (IFALPA), the
airports. Civil Air Navigation Services Organization (CANSO), the
n Provide members with industry knowledge, advice International Air Rail Organization (IARO), the Air
and assistance, and foster professional excellence in Transport Action Group (ATAG) and other worldwide
airport management and operations. organizations.
n Build ACI’s worldwide organizational capacity and ACI is a member of the International Industry
resources to serve all members effectively and efficiently. Working Group (IIWG), which brings together the three
principal segments of the world’s civil aviation industry,
n Structure namely airports, airlines and manufacturers. This tripar
As of 1 June 2011, ACI counts 580 members operating tite group (ACI, IATA and the International Coordinating
some 1,650 airports in 179 countries and territories. Council of Aerospace Industries Associations – ICCAIA) is
They handle around 5 billion arriving and departing entrusted with tackling common problems related to
6 A I R P O R T S C O U N C I L I N T E R N A T I O N A L – C E L E B R A T I N G 2 0 Y E A R S
A C I : M i s s i o n , O b j e c t i v e s , S t r u c t u r e
the design, development and compatibility of aircraft Members of the World Governing Board, Regional Advisors
and airports. and WBP Observer as of June 2011
Africa (3) Thella Bowens (San Diego County
n Special ACI programmes Monhla Hlahla (Airports Company Regional Airport Authority)
Aside from representing the interests of members to South Africa) John D. Clark III, AAE (Indianapolis
Pascal Komla (SALT-Togo) Airport Authority-IN)
government and other interests, ACI has developed a
Vacant Kent G. George (Broward County
number of special programmes, providing its members
Aviation Department-FL)
with services such as training, airport service quality Asia-Pacific (7)
Frank Miller (City of San Antonio
Tan Sri Bashir Ahmad Abdul Majid
benchmarking and forecasting. Aviation System Department-TX)
(Malaysia Airports Holdings
Louis E. Miller (City of Atlanta
Berhad)
n Events Department of Aviation-GA),
V.P. Agrawal (Airports Authority of
Treasurer
ACI hosts global events from which members can learn India)
Reg K. Milley (Edmonton Regional
from relevant guest presenters and other attendees, Ghanem Al-Hajri (Sharjah Airport
Airports Authority-Canada)
network with industry colleagues and do business. Authority, UAE)
Fredrick J. Piccolo, AAE (Sarasota-
HH Prince Turki Faisal Al Saud
Manatee Airport Authority-FL)
(General Authority of Civil Aviation,
n Publications
Saudi Arabia) Immediate Past Chairman
One of ACI’s key objectives is to promote better under Dennis Chant (Queensland Airports James C. Cherry (Aéroports de
standing of the international standards and practices Limited) Montréal)
that underpin our industry and that enable all of us to Zhiyi Dong (Beijing Capital
Regional Advisors
work more efficiently in a rapidly evolving environment. International Airport Co., Ltd)
Africa
Max Moore-Wilton (Sydney Airport
That is why ACI produces a wide range of publications Chantal Lidji-Badinga (SA Aéroport de
Corporation Limited), Chair
that address global airport policies, standards and Libreville)
guidelines, industry statistics, operational surveys, Europe (7) Asia-Pacific

Declan Collier (Dublin Airport Kosaburo Morinaka (Narita
analytical reports, briefs and position papers.
Authority) International Airport Corporation)
Michael Kerkloh (Munich International Europe
n World Governing Board and management Airport) Geoff Muirhead (The Manchester
ACI’s ultimate authority is the General Assembly where Juan Ignacio Lema Devesa (Aena, Airports Group)
members come together each year. The ACI World Spain) Latin America-Caribbean
Governing Board, which comprises 29 members, meets Yiannis Paraschis (Athens International Earl Richards (Airports Authority of
Airport), Vice Chair Jamaica)
at least twice every year, and is joined by regional
Tonči Peović (Zagreb International Miguel Southwell (Miami-Dade
advisors and the World Business Partner programme
Airport) Aviation Department-FL)
observer. The Board decides ACI policy and examines Ad Rutten (Schiphol Group) North America
any matter not specifically referred to the Assembly. The Stefan Schulte (Fraport AG) Larry Cox (Memphis International
Executive Committee consisting of nine members super Airport-TN)
Latin America-Caribbean (3)
vises the work of ACI between Board meetings. The two Patrick S. Graham (Savannah Airport
Philippe Baril (Corporación Quiport SA)
Commission-GA)
bodies are led by the Chair and Vice Chair of ACI. Jorge Lukowski (Aeropuertos Argentina
The Director General, ACI’s principal staff officer and 2000 SA) World Business Partner Observer
spokesman, is responsible for implementing World Héctor Navarrete Muñoz (ASUR, Jo Lary (Pavement Consultants)
Mexico)
policies as well as the administration of ACI. A number
of directors and managers, covering the areas of aero- North America (8)
political affairs and economics, ICAO liaison and environ Hardy Acree (Sacramento County
Airport System-CA)
ment, communications, facilitation and security, safety
and technical and training report to the Director General.
Message from the Chair of the ACI World Governing Board
By Max Moore-Wilton, AC
T
his year, Airports Council International (ACI) is
celebrating 20 years of service to its members
as the global organization representing the
world’s airports.
Aviation is a dynamic industry and today’s airports
are very different to the airports of 1991. The global
security environment has altered dramatically, causing
changes in airport operations that could not have been
foreseen. There has also been strong growth with
passenger numbers consistently outstripping the
growth in global economic output. This has occurred
across the globe – in the mature markets of Europe and
North America, but it has been particularly striking
through Asia, the Middle East and Latin America.
Across the world, airports are building larger facilities,
V
Max Moore- while new airports are being constructed in major
Wilton: airports markets such as China and India. Moreover, important
are responding
dynamically to
structural changes are taking place in the industry as
challenges. well, with the advent of private investment, the rise of
low-cost carriers and new generation aircraft and
information technologies. airports around the world are giving priority to improv
Airports are responding dynamically to these many ing the services that passengers truly value and rely on
challenges. Terrorist threats, natural disasters, wars, airports to provide. The success of this programme is
political unrest, health pandemics and the tremendous evidenced by the fact that participation has more than
financial challenges posed by the recent global econo doubled since it was introduced in 2006. Initiatives
mic downturn all impact airport operations. Airports such as ASQ have been supported by the continued
have responded to these challenges while always improvement of professional performance with ACI
keeping sight of long-term priorities such as safety, training opportunities being established for all levels
security and sustainability. One of our industry’s of staff development.
strengths is its ability to manage through difficult While it is appropriate to measure progress and
times while focusing on developing and implementing acknowledge achievements over the last 20 years, it is
longer-term solutions. also important to note that ACI’s World Governing
Throughout this sustained period of change, ACI has Board has adopted a series of strategic initiatives to
earnt its reputation as the responsible voice of the meet the emerging and evolving needs of members.
world’s airports. The pace and breadth of change in A key initiative has been to strengthen collaborative
recent years makes it ever more important that the efforts with our industry partners and stakeholders.
airport point of view is heard clearly and effectively by I specifically mention the International Civil Aviation
decision makers, stakeholders and passengers. Organization (ICAO), the International Air Transport
Association (IATA), the Civil Air Navigation Services
n Initiatives Organisation (CANSO), government and regulatory
A key element of ACI’s success has been the focus it agencies, and a host of aviation business partners,
brings to the complex needs of passengers. Through particularly ACI’s World Business Partners. We intend
programmes such as Airport Service Quality (ASQ), to improve communication and collaboration within
M e s s a g e f r o m t h e Ch a i r o f t h e A C I Wo r l d G o v e r n i n g B o a r d
the ACI membership to coordinate ACI World and house experts at ACI World and ACI Regional Offices,
Regional initiatives relevant to these other global both World and Regional Safety Committees, as
organizations in order to maximize the opportunities well as the support of many global and regional
facing our members. safety partners.
Two further significant initiatives are underway
within ACI. The first is the relocation of ACI World from n Performance
Geneva to Montreal, a move which will consolidate our This is a practical and action-oriented agenda which I
operations and strengthen our communication and am confident will generate renewed impetus for ACI’s
coordination with ICAO, in particular. ACI can better global mission. The performance of the organization
advance airport-specific requirements with a stronger over the last 20 years shows that it is at its best when it
voice in the formulation of global standards and best focuses on assisting our members to strengthen airport
practices. Ultimately this industry-wide collaboration, in business basics: diversifying revenues and strengthening
conjunction with civil aviation representatives from all our financial stability; making best use of information
countries, will produce further improvements in oper technologies to streamline passenger and shipping
ational performance and service delivery. processes; harmonizing global security measures;
The second initiative is the launch of a programme pursuing environmentally responsible improvements;
to promote improvement in the industry’s safety benchmarking for customer service delivery improve
performance. This programme, Airport Excellence ments; and preparing and training for emergencies and
(APEX) in Safety, promotes compliance with global natural disasters.
ICAO safety standards, implementation of safety With these positive perspectives and plans ahead of
management systems and meeting national, regional us, I am confident that ACI will enhance its reputation
and international auditing requirements. In March as a responsive and active association. My sincere
2011, the first major regional safety summit was held thanks to all of our members for their practical support
in Marrakech and a pilot project was announced in and involvement in ACI’s initiatives. I believe that
Togo. A major safety conference in Latin America later together we can look ahead with confidence to continu
this year will launch the programme in that region. ing to achieve impressive results in the coming years.
The programme has won endorsement from all con
cerned stakeholders including ICAO headquarters and Max Moore-Wilton, AC is the Chair of the ACI World
ICAO regional offices, the Flight Safety Foundation, in- Governing Board.
C
The first major
regional safety
summit of the
APEX programme
was held in
Marrakech.
Message from the Director General of ACI World
By Angela Gittens
I
began my tenure at ACI in April
2008 attending the Aviation &
Environment Summit, marked by
an unprecedented signing ceremony
with chief executives representing
each sector of the aviation industry
expressing full commitment to
reducing aviation’s carbon footprint.
The first quarter of 2008 was a
continuation of the robust passenger
traffic growth airports had enjoyed in
2007. But shortly thereafter,
worldwide events rocked our industry:
the global financial market meltdown
and ensuing economic downturn, the
H1N1 virus pandemic, new security
incidents on both the passenger and
cargo sides of the business, the threat
of new airport taxes, and a series of
natural disasters created a downturn
in many regions.
Our need to manage the
V
unexpected has pushed airports to
Angela Gittens:
we see the focus on new solutions and new ways
beneficial results to stabilize the business. Although
of our advocacy
efforts in all
change may have become a constant
key areas. in today’s world, our communities
expect stable service provision and a
sustainable contribution to local economic health. We see the beneficial results of our advocacy efforts
in all key areas including aerodrome safety, harmonized
n Advocacy security standards, airspace and airport capacity manage
The association’s efforts still fulfill the original mandates ment, environmental responsibility, and a balanced regu
of the founding members: gaining recognition for latory framework for airport economics and oversight.
airport requirements and helping our members to Our efforts to heighten performance excellence at
achieve performance excellence. Through our advocacy airports worldwide brought about a restructuring of our
work, increasingly the airport voice is being recognized training programme with a wide array of new training
and our message heard: airports are businesses not offerings that span hands-on skills development
government agencies; we are entrepreneurial and through to the highest executive leadership programmes.
capital-intensive; we seek a flexible business and regu Members continue to share their expertise, contributing
latory environment in which to evolve; we need greater to course materials and guidance manuals.
cross-industry cooperation to achieve operational In today’s airport dynamic, benchmarking and
efficiencies; and we focus on delivering high-quality measurement have become staples. The philosophy that
customer service. we can only improve what we can measure, has been
M e s s a g e f r o m A n g e l a G i t t e n s , D i r e c t o r G e n e r a l o f A C I Wo r l d
embraced by the modern airport manager. The Airport

Service Quality (ASQ) programme has grown exponen
tially, a clear sign of the high value airports place on
customer service delivery as a business strategy. Despite
the increasingly competitive nature of the business,
participants share analytical reporting in open data
exchange forums, ensuring that the industry as a whole
progresses on its consumer objectives.
n Participation
One of my main objectives has been to encourage
greater member participation in the association –
through committees and working groups, involvement
in new initiatives, and the many surveys they complete I was fortunate to inherit the many accomplishments Z
ACI is striving
throughout the year. ACI has enriched the coordination of each of my predecessors at ACI. The industry to heighten
between the ACI World team and the five ACI regions, continues to evolve, as we do at ACI. Looking to the performance
excellence at
creating a platform that achieves alignment of global future, we will pursue the best adapted solutions –
airports
and regional objectives providing maximum value for those that strengthen our hand for managing through worldwide.
members. The new Airport Excellence (APEX) in Safety the bad times and those that foster long-term economic
programme, which is being tailored to meet the needs stability for our industry.
of each region, epitomizes this collaboration and
will strive to ensure that all airports can meet inter Angela Gittens is the Director General of ACI World
national standards. (www.aci.aero).
C
ACI members
come together
each year at the
General Assembly
– the 20th was
held in Bermuda in
November 2010.
Sydney Airport
Sydney, with its stunning natural Terminal. The upgrade provided more forecast to continue with Sydney Airport
environment and beautiful harbour at its space with a new passenger waiting area, a handling 78.9 million passengers by 2029.
centre, is Australia’s most popular tourist new customs hall and security screening A key part of this growth story is China,
destination and last year more than 11.2 area, and an expanded range of retail and as Sydney is a very popular destination for
million international passengers travelled food and beverage outlets. outbound Chinese tourists. The route
through Sydney Airport. The development was part of a major development with China also reflects
Sydney Airport is Australia’s national investment program that has seen more some fundamental strengths of the Sydney
gateway and handles about 44% of the than A$700 million invested in new and market, as the city is home to about 55%
country’s international traffic. The airport upgraded aviation infrastructure in the last of the population of Chinese-born people
is conveniently located about eight five years. Some of the key projects have who live in Australia – so there is also a
kilometres from the centre of Sydney, been: strong visiting family and friends base.
meaning that visitors have quick and easy l Upgraded runways, taxiways and The growth in the Chinese market has
access to tourism icons like Bondi Beach, aerobridges to ready the airport for the been very strong and is of increasing
Sydney Opera House and the Harbour A380. Emirates, Qantas and Singapore importance to Sydney’s – and Australia’s
Bridge. Airlines all now fly the A380 from – multi-billion dollar tourism industry.
With an extensive international, Sydney The number of Chinese arrivals into
domestic and regional network, Sydney l Construction of a A$100 million Sydney Airport has nearly doubled from
Airport has more airlines flying to more runway end safety area on the east-west 147,148 in 2004 to 282,641 in 2010.
destinations on more frequencies than any runway Sydney Airport will continue to invest
other airport in Australia. In 2010 the l And innovative environmental projects in the new and expanded aviation
airport enjoyed record passenger numbers like the water recycling plant which has infrastructure that will be needed to
of 35.6 million – an average of 97,400 reduced the volume of fresh water used accommodate the increasing number of
passengers a day. by 550 kilolitres a day. international visitors and those who wish
To provide a better travel experience for The ongoing investment and expansion to travel by air within Australia.
the growing number of international is needed to manage the increasing In so doing, Sydney Airport will deliver
travellers, Sydney Airport recently number of passengers. In 2002 there were increasing benefits to the Australian
completed the expansion and upgrade of 23.9 million passengers, while last year tourism industry and the Australian
the departures level of the International there were 35.6 million and the growth is economy more generally.
The Voice of the World’s Airports
By Mark Blacklock
S
ince the earliest days of commercial aviation bility of coordinating and establishing unified positions
airports have maintained informal contacts and in matters of interest to the international airport
X began to set up national associations from the late industry, and communicating these positions to other
AOC was set up in
1920s, but it was not until after World War II that they international aviation organizations and governmental
1948 and the first
board members began to develop an international voice. bodies. AACC was granted observer status by ICAO in
were: Bernard M. In January 1948, representatives of 19 US airports March 1971 and consultative status by the United
Doolin (San
Francisco); J. Victor
gathered in New York to form the Airport Operators Nations Economic and Social Council (UN/ECOSOC) in
Dallin (Philadelphia), Council (AOC), while in 1950 a number of airports in May 1974. A permanent secretariat was set up in
who was President;
Europe set up the Western European Airports Geneva in 1972.
James C. Buckley
(New York); Claude F. Association (WEAA). AACC was seen as an interim solution pending the
King (Cleveland); AOC was based in Washington DC and WEAA in creation of a truly unified global organization to repre
Harry C. Brockhoff
(St Louis); and
Zurich. Each association sought to address common sent airports, but the issues involved in merging three
Leander I. Shelley problems facing airports in their regions and lobbied for proud associations were difficult to surmount. It was
(New York).
the interests of their members. AOC widened its remit only in the 1980s that the situation began to change.
XV
when Aéroports de Paris joined as the first non-US WEAA had been declining in relevance while AOCI
A meeting of the
AACI transitional member in 1958. and ICAA grew, and the three associations became two
executive committee In 1962, the International Civil Airports Association when WEAA ceased operations at the end of 1985.
in June 1991. Seated
from left to right:
(ICAA) was set up with its base in Paris to offer mem Then, in May 1989, AOCI and ICAA set up a joint task
José Andrés de bership to all airports across geographical boundaries. force led by Clifton A. Moore (Los Angeles Airports) to
Oteyza (ASA-
Meanwhile, AOC was expanding which was reflected in look at a merger. From the AOCI side the members were
Mexico), George J.
Bean (Tampa) and its name change of May 1966 to the Airport Operators George J. Bean (Tampa), Paul B. Gaines (Houston), Ayre Y.
Lim Hock San Council International (AOCI). Grozbord (Tel Aviv) and Jack F. Moffatt (Federal Airports
(Singapore CAA).
Standing from left to
By this time the need for airports to have a voice at Corporation, Australia). ICAA’s representatives were
right: Alexander the International Civil Aviation Organization (ICAO) was Jean-Paul Beysson (Aéroports de Paris), Paul Genton
Strahl, Jack F.
becoming pressing. However, ICAO could not recognize (Geneva), June-Bong Kim (Korea Airports Authority) and
Moffatt (FAC,
Australia), Horstmar three separate airport associations so AOCI, ICAA and Horstmar Stauber (Frankfurt). Manfred Schölch was also
Stauber (Frankfurt), WEAA agreed to form an umbrella group called the involved as a deputy for Horstmar Stauber.
Rob den Besten
(Amsterdam) and
Airport Associations Coordinating Council (AACC). The idea behind the merger was to streamline acti
Oris W. Dunham Jr. Established in December 1970, AACC had the responsi vities, avoid duplication and maximize the use of scarce
T h e Vo i c e o f t h e Wo r l d ’ s A i r p o r t s
CX
Atlanta Hartsfield
(b e lo w ) is the
world’s busiest
airport in terms of
passengers and
movements while
Hong Kong (l e f t )
handles the most
cargo. When ACI
was founded in
1991, Chicago
O’Hare was
number one for
passengers and
movements while
Tokyo Narita was
number one
for cargo.
resources, drawing on the AACC staff and resources in

Geneva as the nucleus of a new secretariat. The initial
name approved for the unified organization was
Airports Association Council International although it
was soon to be changed (in 1992) to Airports Council
International.
The constitution of the new organization was
approved by ICAA members at their 30th world con
gress in Monte Carlo in September 1990 marking, in the
words of ICAA President Lim Hock San (Singapore CAA),
“the beginning of a new order of a united world airport
organization, ever ready and willing to meet the
challenges of the air transport industry ahead”. AOCI
members approved the constitution the following
month at their 43rd annual conference in Chicago, and
AOCI Chairman Oris W. Dunham Jr (Dallas/Ft Worth)
declared, “I believe the new worldwide organization will
significantly enhance the ability of airports to effectively
participate in guiding the global growth of aviation”.
The Vo i c e o f t h e Wo r l d ’ s A i r p o r t s
AACC’s Executive Secretary, Dr Alexander Strahl, Meanwhile, major geo-political events – notably the
became Secretary General of the new organization at first Gulf War and the break-up of the Soviet Union –
the beginning of 1991, which was supervised by a were impacting the aviation industry. At the end of
transitional Governing Board consisting of 28 members 1991, ICAO reported that global scheduled airline traffic
nominated by AOCI and ICAA and chaired by George had declined for the first time since it started collecting
Bean who had been the last AOCI Chairman. After a statistics. Setting up any new organization is a chal
transition period during which the old structures were lenge; creating ACI against this backdrop was an even
wound down, ACI became fully operational in October. greater one.
At the inaugural General Assembly in New Orleans that In the hot seat as the first Director General was Oris
month, delegates elected a new Governing Board for Dunham. ACI was initially structured into six regions:
1992-93 chaired by Lim Hock San. Africa, Asia, the Pacific, Europe, Latin America-
ACI made an early mark at the ICAO Conference on Caribbean and North America. The former AOCI head
Airport and Route Facility Management, which was held in office in Washington DC became the regional office for
Montreal, 29 October-13 November 1991. ACI presented 12 North America and the ICAA branch office in Brussels
position papers and the bulk of the proposals won support. assumed the same role for Europe. Activities in the
ICAO subsequently updated its guidelines on airport charges. other regions were run from the headquarters in
Timeline – Airport Openings and ACI Milestones
Year Airport Openings ACI Milestones
1991 Kuwait Airport reopens after the first Gulf War (March) and ACI set up and makes an early mark at the ICAO Conference on Airport
rebuilds following occupation and looting. Shenzhen Airport and Route Facility Management.
opens (October).
1992 Munich’s new airport replaces Riem (May). Following the 1991 conference, ICAO updates its guidelines on airport
charges and announces its intention to liaise with ACI on environmental
issues and congestion-related charges. ACI and IATA get closer on facilitation;
ACI also works with the World Tourism Organization (WTO) on the issue.
1993 Former US Air Force base at Hahn is redeveloped as a second ACI and ICAO host first joint facilitation meeting. ACI Fund set up.
airport to serve the Frankfurt region (September).
1994 Al Ain Airport opens in the UAE (March). Kansai Airport opens on ACI World Business Partner programme set up. ACI liaison office with
an artificial island in Osaka Bay as Osaka’s international gateway ICAO opens in Montreal. Relocation of ACI Pacific regional office to
leaving Itami for domestic flights (September). Vancouver.
1995 Denver International Airport replaces Stapleton (February). Zhuhai ACI plays an active role in the ICAO Aviation Security (AVSEC) Panel and ICAO
Sanzao International Airport opens (May). Macau International Panel of Experts on Air Navigation Services Economics.
Airport opens (November).
Kansai opened in 1994. Denver International opened in 1995.
Geneva until new regional offices were established in 1960s and 1970s when some government agencies
Cairo, Caracas, Honolulu and New Delhi. began to corporatize their airports and run them as
commercial enterprises. Then, in the 1980s, the British
n Industry evolution airports operator BAA was privatized and a private
After the 1991 downturn, global airline traffic recovered enterprise, albeit one supported by national and local
and since then has only been deflected from its annual government, was created to build and operate Kansai
growth path by the terrorist attacks of 2001 and econo International Airport in Japan.
mic storms in 2009. Overall, traffic has grown some ACI was founded as moves to introduce private
two-and-a-half times since ACI was formed. As airports capital and commercialize airport operations acceler
have developed to handle this growth, the way they do ated. Vienna was partly privatized in 1992 and several
business has evolved significantly. other European airports followed suit, while airport
While there have always been some private airports privatizations in Australia, Argentina and Mexico
and some have long seen the importance of developing attracted worldwide interest from investors. Typically,
non-aeronautical revenues, for many years the main privatization was accompanied by government regu
gateways were run by municipal or national authorities lation of aeronautical charges, which put the focus on
as a public service. This began to change in the mid- efficiency improvements and new revenues as a means
1996 General Santos International Airport replaces Buayan as the Launch of ACI World website and Airport World magazine.
gateway for General Santos City, Philippines (July). ACI strengthens relationship with WTO.
1997 Milas-Bodrum Airport opens as a new gateway to western Turkey ACI’s Y2K compliance efforts begin.
(April).
1998 Kuala Lumpur International Airport at Sepang opens to take over ACI presents five position papers at ICAO’s Committee on Aviation
as the city’s prime gateway from Subang (June). In Hong Kong, Environmental Protection (CAEP). ACI recommends that ICAO consult with
Chek Lap Kok replaces Kai Tak (July). Redevelopment of airports re the implementation and potential impact of satellite-based
Gardermoen Airport as Oslo’s gateway completed, Fornebu Communications, Navigation, Surveillance/Air Traffic Management
closes (October). (CNS/ATM).
1999 Austin Bergstrom International, a redeveloped former US Air Force ACI organizes its first speciality conference and exhibition Greenport ’99.
base, opens to replace Robert Mueller Municipal Airport, Hainan ACI provides key input for an Intergovernmental Panel on Climate Change
Meilan International Airport opens, Cochin International Airport (IPCC) working group looking at aircraft emissions.
opens (all May). Shanghai’s Pudong Airport opens to supplement
Hongqiao (October). King Fahd International Airport (KFIA) at
Dammam opens to replace Dhahran International (November).
The redevelopment of Gardermoen as Oslo’s gateway was completed in 1998. KFIA opened in 1999.
of developing an economically sustainable business enforcing stringent controls on liquids, aerosols and
model. Indeed, airports, irrespective of ownership, have gels in hand baggage. And new screening standards
become more inventive in generating non-aeronautical demand more space and staff.
revenues and reducing costs by improving efficiency. Health issues ranging from pandemics such as
They have also become more sophisticated in segment severe acute respiratory syndrome (SARS) and influenza
ing their markets and focusing on their customers. A/H1N1 to localized concerns about foot and mouth
The operational challenges facing airports have disease have impacted on airport operations, as have
evolved too. The original key environmental issue was natural disasters such as forest fires, tsunamis and
aircraft noise although there were also concerns about volcanic eruptions.
emissions, fuel leaks and de-icing run-offs. Now there
are far wider-ranging concerns and environmental n Working for airports
sustainability is the aim. Throughout, airports have fulfilled their core mission: to
On the security front, the changing threats mean serve their communities safely. And ACI has evolved
that airports have constantly had to adapt by, for with and worked for its members – not just advocating
example, introducing hold baggage screening – first for and providing a forum for discussion, but offering
international and then for all flights – and more recently practical help and guidance.
Timeline – Airport Openings and ACI Milestones
2000 Hangzhou Xiaoshan International Airport and La Romana ACI plays a major role in ICAO’s Conference on the Economics of Airports
International Airport open (both December). and Air Navigation Services (ANSConf 2000).
2001 Sabiha Gökçen opens as Istanbul’s second airport (January). Athens’ ACI celebrates its 10th anniversary with 550 members operating 1,400
Eleftherios Venizelos Airport replaces Hellenikon (March). Incheon airports in 170 countries and over 170 World Business Partners. ACI takes
Airport opens as Seoul’s new international gateway (March). part in the AVSEC Panel following the terrorist attacks of 11 September.
2002 Cibao International Airport serving Santiago in the Dominican Relocation of ACI Africa regional office to Tunis.
Republic opens (March).
2003 Former RAF Laarbruch at Weeze is redeveloped as a second airport Outbreak of SARS leads to ACI working much more closely with the World
to serve the Düsseldorf region (May). Health Organization (WHO) and to the subsequent revision of the
International Health Regulations (in 2005).
2004 Guangzhou closes its old airport and opens a new one with the Relocation of ACI Latin America-Caribbean regional office to Merida and
same name Baiyun International (August). of ACI Pacific regional office to Hong Kong.
2005 Centrair International Airport opens on an artificial island in Ise Bay ACI organizes the first Airport Service Quality (ASQ) Conference and
to take over from Komaki as Nagoya’s main gateway (February). announces the launch of the ASQ Survey Programme (commences 2006).
Incheon opened in 2001 with two runways (pictured) and has been steadily expanded. Centrair opened in February 2005.
Initially, five standing committees (economics, Partners programmes. Indeed, collaboration with stake
environment, facilitation/services, security and safety/ holders throughout the industry is central to ACI’s work.
technical) were set up to monitor industry This anniversary publication seeks to give an over
developments and their implications for airports, and view of ACI’s achievements with contributions from and
help shape collective airport policies. Subsequently, a profiles of some of the key figures involved. ACI’s five
separate IT committee was set up reflecting advances in regions – Africa, Asia-Pacific, Europe, Latin America-
this field which are driving major improvements in Caribbean and North America are featured with messages
efficiency and service. from the regional Presidents and profiles of selected
ACI has developed a series of programmes and major airport redevelopments and greenfield projects.
initiatives for members covering priorities such as safety, There are also messages from global partner org
training, performance measuring and customer service, anizations ICAO, IATA, CANSO, ATAG and IFALPA, a
while its Fund for Developing Nations’ Airports finances section on the move of the headquarters from Geneva
training events for those least able to afford them. ACI to Montreal and a look ahead at what the next 20 years
has also reached out to forge a relationship with might bring.
airport-related companies and suppliers through first
the Regional Associate and then the World Business Mark Blacklock is the editor-in-chief of ISC Ltd.
2006 Bangkok’s Suvarnabhumi Airport takes over from Don Muang as Transitional merger of ACI Asia and Pacific regions; centrally managed from
the city’s main gateway (September). Hong Kong. ACI wins the Flight Safety Foundation Airport Safety Award.
2007 Sihanouk Airport reopens as Cambodia’s third international Relocation of ACI Africa regional office to Casablanca.
airport (January).
2008 Hyderabad’s Rajiv Gandhi International Airport takes over from ACI Asia-Pacific region officially merged.
Begumpet as the city’s main gateway (March). Bangalore’s
Bengaluru International Airport takes over from HAL Airport as
the city’s main gateway (May).
2009 Enfidha-Hammamet International Airport opens as a new gateway Relocation of ACI Latin America-Caribbean regional office to São Paulo.
to eastern Tunisia (November).
2010 Durban’s King Shaka International Airport replaces the old Durban Relocation of ACI Latin America-Caribbean regional office to Quito. ACI
International (May). Dubai’s second airport, Al Maktoum General Assembly approves relocation of ACI World headquarters to
International, opens for cargo operations (June). Montreal.
Bangkok’s Suvarnabhumi Airport opened in 2006. Enfidha-Hammamet International Airport opened in 2009.
GMR Airports – Creating Marvels
for Tomorrow, Today
In line with its tradition of delivering Rajiv Gandhi International can withstand Seismic Zone V
large scale infrastructure projects Airport (RGIA), Hyderabad, earthquakes. GMR brought in the
ahead of schedule, GMR Group, India developer’s capabilities besides
the Bangalore-based infrastructure Ranked as the “No. 1 Airport in the engineering and electrical know
development major, has, in less than world” by ACI’s Airport Service ledge, and most importantly, airport
a decade, developed and is currently Quality awards for two years in specific IT Systems.
managing four airports that are a succession (2009 and 2010) in the
class apart. 5-15 million passengers per annum Male International Airport
category, RGIA, Hyderabad, is (MIA), Male, Maldives
Indira Gandhi International deservedly the most admired airport Mandated to manage and develop
Airport (IGIA), New Delhi, in the subcontinent, and the first the airport for the next 25 years,
India greenfield airport of the country, GMR Male International Airport Pvt.
Air travellers are experiencing IGIA under the Public Private Partnership Ltd., will modernize the airport
in a different league altogether with model. Developed and managed by terminal that is the gateway to the
the opening of the New Integrated GMR Hyderabad International most picturesque and popular beach
Passenger Terminal Building – Airport Limited (GHIAL), the airport holiday destination, the Maldives,
Terminal 3 (T3). Developed by the provides passengers and airlines an located at the south-western tip of
Delhi International Airport (P) efficient, safe, secure and customer India. MIA, the largest airport in the
Limited (DIAL) consortium, T3 is focused airport. Maldives, is situated on the island
cementing IGI Airport’s place among of Hulhule. The unique feature of
the most modern and largest airports Istanbul Sabiha Gokcen MIA is that it also includes a sea-
in the world. International Airport (ISGIA), plane port. One of the fastest grow
Spread across 500,000 m2, Istanbul, Turkey ing airports in the region, handling
Terminal 3 will be able to handle Inaugurated one full year ahead of 2.5 million passengers annually, the
34 million passengers per annum. schedule, ISGIA is the fastest new terminal at MIA is expected to
With its opening, IGI Airport has growing airport in Turkey, with more handle 5 million passengers
become the gateway to modern than 90% passenger growth in the annually, with 12 aircraft bays.
India, and DIAL is poised to first year of operation of its new With these four airports currently
transform IGI Airport into a major terminal. Completed in a record in its fold, GMR Airports is rein
hub connecting domestic and 18 months, without compromising forcing the GMR Group’s deep
international passengers, thereby on safety and quality standards, commitment in the airport infra
giving India its rightful place on ISGIA has the largest earthquake- structure space, for the region of
the global aviation stage. safe airport terminal building that South Asia as well as Europe.
Key Figures in ACI’s History
Dr Assad Kotaite – The View from ICAO were very constructive,” he says. “We consulted
“There are three pillars of international civil them and they gave us their views.”
aviation: ICAO, IATA and ACI,” declares Dr Assad At the time there were 16 Annexes to the
Kotaite, who as an elder statesman of the indus Chicago Convention detailing Standards and
try is both in a prime position to judge and played Recommended Practices (SARPs) covering all
an important role in making ACI that third pillar. aspects of international civil aviation; and those
If there is anyone who deserves the accolade of particular interest to airports were Annex 14
of elder statesman it is Dr Kotaite, whose career (aerodromes) and Annex 9 (facilitation). Annex
has been dedicated to helping to develop a 16 (environmental protection) had been adopted
modern air transport system based on inter in 1971, while Annex 17 (security) was adopted
national cooperation. He first served on an ICAO in 1974 and Annex 18 (the safe transport of
legal committee in 1953 representing Lebanon, dangerous goods by air) in 1983.
became Lebanon’s representative on the Council As Dr Kotaite points out, it was – and
in 1956, was Secretary General from 1970 to Dr Assad Kotaite. remains – highly important that ICAO takes on
1976 and went on to be elected for an unprece board the views of airports when amending
dented 11 terms as President of the Council President of the Council, Walter Binaghi SARPs or setting new ones related to airport
(from 1976 to 2006). Even in retirement, as explained that they would have to coordinate operations. But while creating AACC as a consul
President Emeritus of the ICAO Council, he their views in some way in order to be given tative body for the three associations was a key
continues to serve international civil aviation. observer status at ICAO. step forward, it was not the ultimate solution.
“I am very pleased that the voice of the Thus the Airport Associations Coordinating For example, AACC always had to request
airports – as ACI rightly defines itself – is now Council (AACC) was born in late 1970, and it permission to attend ICAO meetings rather than
heard in the world,” says Dr Kotaite. He recalls duly gained ICAO observer status the following having an automatic right of participation.
the days when there were three associations year. By this time Dr Kotaite had been elected “We said to them it would be far better to
trying to speak for airports and how the then Secretary General. “Our dealings with AACC have one association and they would have our
Clifton A. Moore (1922–2002) featured a series of airside satellites containing occupied the post until his retirement in 1993
Clifton A. Moore joined the then Los Angeles boarding gates and lounges, which were linked and oversaw a second major redevelopment of
Department of Airports (now Los Angeles World by underground moving walkways to landside LAX for the 1984 Olympic Games.
Airports) as building superintendent in 1959. He check-in and baggage reclaim buildings. Moore served terms as President of ICAA,
soon assumed additional duties as administrator Moore became Deputy General Manager of Chairman of AOCI and AACC, and led the AOCI/
for the redevelopment of Los Angeles the Department (which operated four airports) ICAA integration task force. He was also co-
International Airport (LAX). The landmark design in 1966 and Executive Director in 1968. He author, with Norman J. Ashford and Martin
Clifton A. Moore. A panorama of LAX following the 1960s redevelopment.
full support,” continues Dr Kotaite. At first the George J. Bean (1924–2004)

three associations were reluctant to consider a From 1965 to 1996 George J. Bean was
merger, but after the dissolution of WEAA the Executive Director of the Hillsborough County
remaining two were more receptive to ICAO’s Aviation Authority which operates four airports
suggestion. While Dr Kotaite left it to AOCI and in Hillsborough County, Florida, USA, including
ICAA to arrange the details of the merger, he Tampa International Airport. At Tampa he
made his good offices available in the case of oversaw a major redevelopment which featured
any difficulties. the first airport use of automated people movers
The unification finally happened in 1991 and to link the main terminal with airside satellites.
to honour his role Dr Kotaite was invited to Bean was active in US and international
address the inaugural ACI World Assembly in New airport activities. He served terms as Chairman of
Orleans in October 1991 as a keynote speaker. the American Association of Airport Executives,
The immediate benefit of the creation of ACI AOCI and AACC, before becoming the first
was an improvement in terms of representation Chairman of ACI. George J. Bean.
as the new association received a standing invi On Bean’s retirement in 1996, Tampa Inter X Tampa’s new terminal complex opened in April 1971
featuring the first airport use of automated people movers.
tation to attend, as observer, ICAO Air Navigation national Airport’s Terminal Parkway was renamed
They were built by Westinghouse Electric Corporation’s
Commission meetings of interest and take part the George J. Bean Parkway in his honour. transportation division, which is now part of Bombardier.
in the discussions. Dr Kotaite says that over the

last 20 years ACI and ICAO have developed “a
very smooth and constructive working relation
ship”, and he is pleased that ACI is now head
quartered along with ICAO and IATA in
Montreal. Being close together will facilitate
even closer consultation he believes.
Stanton, of a textbook on airport management

called Airport Operations (John Wiley and Sons,
New York, 1983).
LAX’s former control tower (from October
1962 to April 1996) was dedicated the
Clifton A. Moore Administration Building in
2005 in his honour.
Arye Y. Grozbord (1931–1990)
But for a tragic accident Arye Y. Grozbord would
have been ACI’s first Chairman. He was
Chairman of the Israel Airports Authority (IAA)
and prior to joining the IAA had been Director
General of the Israeli Ministry of Transport.
At the 43rd and last annual AOCI conference
in Chicago, 21-26 October 1990, Grozbord was
elected Chairman with the understanding that
he would be the transitional Chairman of the
new unified airports association upon the
merger of AOCI and ICAA. Sadly he was killed
in a road traffic accident just days later on
5 November. George J. Bean succeeded him
Arye Grozbord addressing the last AOCI
as AOCI Chairman. annual conference.
Lim Hock San

The last President of ICAA, Lim Hock San, was
the first elected Chairman of ACI.
ACI initially operated with an appointed
transitional Governing Board chaired by George
Bean. Elections were held at the inaugural
General Assembly in New Orleans in October
1991 for a new board, and Lim Hock San was
elected Chairman.
Lim joined the Singapore Civil Aviation
Authority in 1976 and rose to become Director
General. During his time at the CAA, Singapore
moved its main airport from Paya Lebar to
Changi and developed into a major inter-
Lim Hock San. Paul Genton.
national hub. He was elected President of
ICAA at the 28th annual congress in Lisbon in Dr Paul Genton
October 1988. As the Director General of Geneva Airport
When negotiations between AOCI and (1977-1993) and a member of the AOCI/ICAA
ICAA started, Lim was particularly keen to integration task force, Dr Paul Genton was
ensure that the interests of members in the closely involved in the formation of ACI. When
developing world would not be neglected by he retired from Geneva he went on to play an
a new organization. One of the outcomes of important role in establishing the ACI Fund and
his efforts was agreement to create what serving as its first Managing Director.
would become the ACI Fund, which was Work to set up the Fund began in earnest
endowed with some $400,000 from ICAA’s in 1993 and the first course was held in 1994.
remaining budgets. Dr Genton explains that the idea was to
However, Lim’s term at ACI was a short offer both theoretical and practical training
one as he stood down upon leaving the Civil to airport staff from developing countries, and
Aviation Authority in April 1992 to become he pays tribute to the airport executives who
President and CEO of United Industrial gave up their time to lead training courses.
Corporation. He stresses that the ethos was not just to
Lim was succeeded as ACI Chairman by Jack give lectures but also to have full two-way
F. Moffatt of the Federal Airports Corporation discussions between the course leaders and
Singapore’s Changi Airport opened to airline traffic in
of Australia. July 1981. the participants.
Dr Alexander Strahl – From AACC to ACI The aims of AACC, established in 1970, were to which had long yearned for a single voice
As Executive Secretary of AACC and then present unified policies approved by the three representing airports with which they could
Secretary General of ACI until his retirement in constituent airport associations, to further enter into dialogue.
December 2003, Dr Alexander Strahl played a cooperation among them and, whenever agreed The AACC structure was simple and
key role in ensuring that the voice of the world’s by the Council, to represent them in straightforward. It consisted of a nine-member
airports was heard over three decades. He kindly international matters with worldwide aviation Council (three members from each constituent
took part in a Q&A for ACI’s 20th anniversary organizations, particularly with ICAO, IATA and association) headed by a rotating Chairman, and
publication. IFALPA. This new body, which was granted a small Geneva-based Secretariat, backed up by
observer status by ICAO in March 1971 and ad hoc working groups of airport experts
How would you describe the effectiveness of the consultative status by UN/ECOSOC in May 1974, entrusted with coordinating the associations’
AACC set-up and its operations? was well received by the aviation community, policies and drawing up position papers for
presentation at ICAO and other selected board and turn it into a credible representative
international meetings. Representation at those body. Working with successive Chairmen and
meetings was carried out by AACC’s Chairmen, Directors-General, we succeeded in a short
Executive Secretary and/or airport experts, as period of time in raising the profile of ACI world
appropriate. In view of AACC’s limited scope, wide and in getting results at the world level
there was general consensus that this “light” which could not have been attained independ
set-up worked well and was very cost-effective, ently by individual airports or a single region.
but should not go on indefinitely. Prior to the establishment of ACI in 1991,
the airport organizations that existed at the
What were the principal objections to a full time together had fewer than 350 member
merger of the then three airport associations airports, mainly in North America and Western
(AOCI, ICAA, WEAA) in AACC’s first decade Europe. As ACI, we consolidated membership in
or so? those two regions, and aggressively recruited
While many airport leaders considered AACC new members in Africa, China, Vietnam, Central
a necessary, but short-lived entity, a first step Asia, Latin America and the Caribbean, the
leading to a single worldwide airport Middle East and Eastern Europe, totalling over
organization, others saw the Coordinating 550 members operating some 1,600 airports in
Council as an end in itself. Although the latter Alexander Strahl joined AACC in 1972 and retired from 170 countries and territories by the time of
ACI in 2003.
view was shared by only a few airport CEOs, it my retirement. We established the Fund for
was strongly supported by the then executives What immediate changes/benefits did you see Developing Nations’ Airports. We set up five
of AOCI and ICAA, who jealously defended the when ACI was formed? world standing committees on economics,
traditional historical roles of their associations The move from a loose grouping of two organi the environment, facilitation and services,
and fought hard behind the scenes not to zations and a coordinating council to a single aviation security and technical/safety, which
relinquish any of their activities, and ultimately effective worldwide body with an ambitious were instrumental in shaping ACI policies and
disappear in a global airport organization. agenda went smoothly and expeditiously. The ensuring that the vital interests of airports are
immediate changes/benefits I saw upon ACI’s safeguarded when new ICAO SARPs have been
What finally eased the way to the merger of inception were twofold. At the internal level, adopted. We also launched numerous business
AOCI and ICAA? there was tremendous satisfaction for most initiatives – most notably the World Business
Following difficult and lengthy discussions, airports at belonging to and enjoying direct Partners programme in 1994 – and a series of
a number of influential CEOs of major airports membership of a single global organization well-attended speciality conferences and joint
on both sides of the Atlantic and in Asia- capable of influencing international air transport ventures with ICAO and IATA, e.g. AVSEC World,
Pacific came together to devise an acceptable policies and trends and facilitating communica which have boosted the organization’s finances,
formula for the merger and overcome strong tion between airports on all continents. The new as well as its visibility.
reluctance of certain senior staff members. ACI also allowed all airports which had previously These achievements would not have been
Over the years, this high-level group included, had dual membership of AOCI and ICAA to turn possible during my term in office without the
but was not limited to, Clifton Moore (Los their backs on confusion, duplication, over remarkable work of a small group of some 15
Angeles), George Bean (Tampa), Robert lapping and the waste of time and money. persons – the staff of ACI HQ in Geneva and our
Michael (Louisville), Oris Dunham (Dallas/Ft Externally, international and regional liaison office with ICAO in Montreal. I would like
Worth), Paul Gaines (Houston), Jean-Pierre aviation bodies welcomed ACI as a first-rate, to take this opportunity of thanking them,
Beysson (Paris), Rob den Besten (Amsterdam), reliable and respectable partner and very rapidly former Director General of Geneva Airport Jean-
Horstmar Stauber (Frankfurt), Poul Andersen established close working relations with it Pierre Jobin and the many, many airport execu
(Copenhagen), Paul Genton (Geneva), Lim Hock through ACI HQ and its regional offices. tives in all regions who supported us in making
San (Singapore), June Bong Kim (KAA, Korea) ACI a force to be reckoned with on the inter
and Vijay Mathur (IAAI, India). In the mid-1980s, What were the highlights of your career with ACI? national scene. I believe these achievements
the process gained speed, with several key US In the same way as at AACC almost 20 years formed an excellent base on which successive ACI
airports joining ICAA with the aim of shifting the earlier, I was again privileged to help build and teams have and will continue to build and
view of its leadership in favour of a merger. lead a new organization, get it off the drawing strengthen the organization.
A Message from ACI World’s Immediate

Past Chair
It is a great pleasure for me to congratulate
Airports Council International on its 20th
anniversary and a privilege to contribute to this
commemorative publication highlighting the
successes of this important organization.
For the past two decades ACI has worked
tirelessly with many valued partners around the
world to fulfil its mandate. This includes
promoting industry cooperation and maximizing
airports’ contributions to the development of a
safe, secure and viable aviation sector in a
responsible and sustainable manner. James C. Cherry: ACI has worked tirelessly to fulfil its Niels Boserup: exchange of information has been used to
global mandate. improve service and build better airports.
During my two-year tenure as Chairman of
ACI (2008-2010), we made excellent progress on responsibilities to better align them with mem A Message from ACI World’s Chair 2004-2007
all these fronts despite a very challenging bers’ needs. This has led to a vast improvement A lot of good people in the airport industry had
economic climate. I am pleased to see that ACI in communication and cooperation across the the vision to create ACI 20 years ago. For the
Chairman Max Moore-Wilton, Director General entire ACI organization, including between ACI first time airports could speak with one voice.
Angela Gittens and other members of ACI’s World and the ACI Regions. Among the benefits There is no doubt that this has been the most
capable management team are continuing to of ACI’s new regionalized model are a more important outcome. Suddenly the airport indus
build on these achievements and strengthen optimized use of staff resources, a strengthening try had the muscle to negotiate with IATA, ICAO,
ACI’s leadership role in aviation. of airport agility to respond to rapid industry the FAA, EU and other important organizations.
Three accomplishments stand out: first, changes, and a broadening of the organization’s We gained influence.
increasing ACI’s presence and influence at the effective reach. But when I look back there are other ele
International Civil Aviation Organization (ICAO), There were of course many other challenges ments that have also been very important for me
where global industry standards, policies and that ACI faced during that period. These included and many of my colleagues. ACI gave a lot of
recommended practices are developed. Our initiatives to reduce our carbon footprint in the airport executives and specialists the chance to
stronger relationship with ICAO, including face of climate change, explaining airport user come together at conferences, workshops and
obtaining observer status, ensures that the role charges to a sometimes sceptical audience, and other occasions.
of airports is better understood and our overall ensuring safety and security remain at the top of The exchange of information between
influence in policy making increased. The our priorities. I feel honoured to have been called operators from different parts of the world
decision to relocate ACI World from Geneva to upon to contribute in some small way to this has been used to improve services and build
Montreal this year is a direct result of this terrific organization. I want to take this oppor better airports.
expanding and deepening relationship with tunity to again thank ACI board and staff mem If you have a problem in your airport, you
ICAO and I believe will be of tremendous benefit bers, especially Angela Gittens, and our many can just pick up the phone or write an e-mail to
in the years ahead. other partners for their remarkable dedication colleagues around the world and ask for help
Second, ACI has fostered a much more and support. and inspiration.
constructive working relationship with airlines All of us at Aéroports de Montréal welcome But airports should be competitors, so how
and the International Air Transport Association ACI World to its new headquarters in Montreal. can you expect that they will help you? That is
(IATA). This has resulted in a better appreciation We will continue to work closely with you to one of the amazing oddities in our industry; at
among airlines of airport operations, business ensure even greater successes in the years ahead. the same time we can compete with each other
models and special challenges and will serve to Happy 20th Anniversary and Long Live ACI! and help each other. I think that is fantastic.
help ACI have its voice heard and better meet its My hope for the coming years is that it will
objectives moving forward. James C. Cherry, Immediate Past Chair of ACI be possible to improve the cooperation between
Third, we also laid the groundwork for a World, is the President and CEO of Aéroports de airports and airlines. Both as Chairman of ACI
revamping of ACI’s constitution, roles and Montréal. and CEO of Copenhagen Airports, I strived to
establish better cooperation with the airlines. “It’s very important that the regions under
Relations have improved but there are still some stand that the headquarters is working for them
areas where they could be smoother. That and equally important that the headquarters
should not be the case in the future. We have so pays attention to the problems of each region
many common goals and very few areas with and finds a good compromise,” says Fleury. He
difficulties that it is obvious that both sides have worked to improve that mutual understanding
a lot to gain from better cooperation. and ensure smooth relations between the
headquarters in Geneva and the regions.
Niels Boserup was ACI World Chair 2004-2007 In terms of finance, by the time of Fleury’s
and CEO of Copenhagen Airports 1991-2008. chairmanship ACI’s expanding activities and
responsibilities were straining the organization’s
A Message from ACI World’s Chair 2000-2003 resources. He worked with the then Director
The Airports Council International 20th anniver General, Jonathan Howe, to drive down costs
sary is an opportunity for me and, may I add, for Dr Ghanem Al Hajri: visionary founders of ACI believed and develop revenues. “We had to pay a lot of
that all airports of the world face similar challenges.
all my colleagues to take a moment of contem attention to the budget,” explains Fleury, “but
plation and see where we were and where we reliable services to sustain this growth would when I left the chair it was quite all right.”
are heading with the air transport industry. not have been possible without the support of The Y2K software issue was a general problem
The visionary founders of ACI believed that the local governments and well adapted facing the world at the turn of the millennium,
all airports of the world face similar challenges regulatory frameworks for development. but the potential safety impact was probably
with their partners and clients, while at the same I do believe that all airports can truly benefit greatest for the aviation industry. The wide
time they all share one mission of providing the from the fruits of ACI by exchanging experiences range of companies and organizations involved
highest level of safe and innovative services to and learning from each other. Our hopes should led to initial difficulties with overlapping efforts
the airline sector. This vision paved the way to be as high as our goals. Happy 20th Anniversary so Fleury prioritized coordination. “It was a real
the inevitable establishment of ACI. to ACI and all its members. success,” he says. “We had no problems at all
Our industry has faced many challenges because we did a lot of work in the airports, in
during the last two decades (such as the Dr Ghanem Al Hajri, ACI World Chair 2000-2003, ATC and in communications, and all that
financial crisis, global pandemics and new is Director General of Sharjah Airport Authority. coordinated with ICAO and the governments.”
security requirements). Throughout, ACI has In closing, Fleury highlights the work of the
addressed these issues side-by-side with the An Interview with ACI World’s Chair ACI Fund of which he was the first Chairman,
international aviation organizations IATA and 1998-1999 serving until 2000: “ACI is a great family and the
ICAO, and we have been able to come out “It was a great challenge to build one airports Fund is a good example of something very
stronger and move on to a new era. organization by merging AOCI and ICAA, and step
All ACI members of the different regions by step, year after year I think all of us together
around the world, with their unique diversities and did a great job,” declares General Jean Fleury.
characteristics, have been able to stand as one. “For me to be Chairman of ACI was a great
Moreover, we have been able, through the various experience. When you work with people in the
ACI specialized committees, to identify the future right way you become friends and it is certainly
challenges and respond proactively to them. something wonderful that we were in an
ACI with the help of all its members has been industry where we were all friends. We were
able to develop the role of airports as sources of sharing the same problems, we were sharing our
revenue generation for their local and regional experiences, we were sharing everything – and
economies by emphasizing innovative methods of competing too!”
improving the services and facilities of airports. Asked about the key challenges he faced
The Middle East region has seen tremendous during his chairmanship and how they were
growth rates in both passenger and air cargo addressed, Fleury highlights three: relations
traffic during the last two decades. Building up between ACI World and the regions, ACI World’s
General Jean Fleury (l e f t ) is seen here with Dr Ghanem
the market and creating the demand with finances and the Y2K software issue. Al Hajri (r i g h t ) at the 1999 ACI World General Assembly.
special that takes into account those who are

less fortunate.”
General Jean Fleury was ACI World Chair 1998-1999

and Chairman of Aéroports de Paris 1992-1999.
An Interview with ACI World’s Chair

1996-1997
“Issues facing the industry today are certainly
not those we were facing 14 years ago when I
was in the chair, and the proof of ACI’s success
is that the organization has been able to evolve
to meet these new challenges,” says Paul Gaines. Paul B. Gaines: proof of ACI’s success is that it’s been Jack F. Moffatt: ACI’s formative years required significant
able to evolve. effort, patience and goodwill from all participants.
Gaines was elected to the chair at a period in
which ACI was moving from what he calls its who for the most part held a common goal allow The key challenges were to quickly establish
“infancy” to the “pre-teenage years”, and noted ing for the opportunity to reach an accommodation and settle the organization into its new over-
that at first it was difficult to get the membership to for the benefit of the organization.” He noted a arching administrative and policy development
accept that the great efforts made to merge AOCI lagniappe (bonus) was making so many new role and as the focal point for articulating and
and ICAA were not the end game but in fact a start. friends during this process. promoting a single airport view in international
“The organization was going to change as A challenge of a different kind was recruiting forums. Initially, the Board reporting arrange
the climate we operated in changed and we had ACI’s second Director General as Oris Dunham’s ments for the Standing Committees and, conse
to make sure there was sufficient flexibility to term came to an end. Gaines, with the support of the quently, the translation of ACI’s vision into
allow this,” he explains. “Depending on the Executive Committee, directed the process which practical achievements, proved to be cumber
member and the region there were different saw Jonathan Howe taking the DG role in 1997. some. A re-structure improved the timing for
expectations and the focus of not just my efforts Summing up, Gaines stresses that with processing, amendment and adoption of Stand
but those of the Executive Committee, the Board limited resources it is important for airports to ing Committee working papers by the full Board.
and the Secretariat was to reach the compromises focus them and to speak with one unified voice Both AOCI and ICAA had commercial
needed for the members to coalesce around the through ACI, while recognizing it is an organi structures in place with consultants, suppliers,
common goal of a world airport organization.” zation that will continue to evolve. “The organi vendors, advertisers and concessionaires which
Managing expectations is a vital leadership zation is still a work in progress,” he declares. supplemented the membership fees required to
skill and Gaines devoted a lot of time to meeting support their individual regional office activities.
members and listening to their concerns and Paul B. Gaines was ACI World Chair 1996-1997 Some of these commercial arrangements
issues. “Remember, in a trade organization there and Director of Aviation for the City of Houston overlapped with the proposed activities of the
is no such thing as a unanimous view on policy 1982-1998. Subsequently he set up an indepen headquarters organization. There were tensions
direction,” he points out. “When you are dealing dent consulting practice which he currently in that area which prevailed for some years and
with such a diverse group of managers from actively pursues. He is the 2009 recipient of were finally tempered over time by negotiation.
around the globe everybody has different views ACI-NA’s prestigious William E. Downes Award. In addition there was some sensitivity regard
and needs. Unfortunately members are not ing the establishment of the World Business
going to get everything they want so reaching a A Message from ACI World’s Chair 1992-1995 Partners programme in 1994, principally because
satisfactory compromise where the membership ACI’s formative years required significant sales it raised the prospect of Business Partners being
is comfortable and supportive of the strategic effort, patience and goodwill from the member induced to switch their support from regional
policy and goals was an interesting challenge.” ship, the Regional and World Boards and in conferences and forums to those promoted at the
It was a test Gaines addressed with gusto. “I particular between management and staff at World level. Ultimately, there was no reduction of
found it really rewarding that I was able to meet both the World and Regional levels. There were Business Partner support at the regional level
and discuss the issues with so many different concessions required by all participants with the and the issue disappeared from all agendas.
members from different cultures around the most difficult area being the initial staffing I think that we completed the first phase of
world,” he says. “They were all genuine people impacts on both sides of the Atlantic. our “settling in” with the establishment of the
ACI liaison office in Montreal during 1994. That

initiative signalled to IATA and to ICAO that we
had arrived and I recall with pleasure the
congratulations and the warmth of Dr Kotaite’s
remarks at the welcoming luncheon.
It is a credit to all involved that we created a
single airports association with a mandate to
represent the interests of all airports in
international and national forums as the third
leg of the world’s aviation/airport operational,
regulatory and policy development partnership.
Jack F. Moffatt was ACI World Chair 1992-1995

and Chief General Manager, Operations (1990-
1995) and CEO (1996) of the Federal Airports
The opening of the ACI ICAO liaison office in 1994 marked the deepening of the relationship between the two
Corporation of Australia. Subsequently he held a
organizations. Pictured at a meeting in Montreal in the front row are: George J. Bean, Jack F. Moffatt, Dr Assad Kotaite
variety of roles including Chairman of Australian and Philippe Rochat (then ICAO Secretary General). In the back row from left to right: Vijay K. Mathur (IAAI-India), Paul
B. Gaines, Alexander Strahl, José Andrés de Oteyza and Oris W. Dunham Jr.
Airports Ltd (1997-2005).
Key Figures in ACI’s History – The First Three Directors General
1991–1997: Getting the Organization Up

and Running
Oris W. Dunham, Jr describes himself as a
“people” person. This skill served him in great
stead as ACI’s first Director General, when he
travelled around the world meeting airport
representatives and reaching out to other
stakeholders in the aviation industry.
Dunham started his career in the airports
business as night supervisor at Seattle-Tacoma
International Airport and rose to become
Director of Aviation for the Port of Seattle. He
moved to the Los Angeles Department of
Airports as Deputy Executive Director reporting
to Clifton A. Moore, and then to Dallas/Ft Worth Oris W. Dunham, Jr. Jonathan Howe.
International Airport as Executive Director.
Dallas/Ft Worth along with other major US Washington DC, while Europe was developed airport management; however I believe I was the
airports was a member of both AOCI and ICAA, from the ICAA branch office in Brussels. only active pilot to direct ACI.
and Dunham was acutely aware of the However, a lot more work was needed to set up I succeeded my good friend Oris Dunham
duplication of effort in having two associations the Africa, Asia, Pacific and Latin America- whom I had known for many years. Oris had
rather than a unified body. As Chairman of AOCI Caribbean regions. The ACI Fund for Developing done a magnificent job of integrating the
from September 1988 to October 1990, he was Nations Airports was also established. various pieces of the predecessor associations
closely involved in their merger. “And, of course,” continues Dunham, and putting ACI on an equal footing with other
“The devil was in the detail,” he says, “the “increasing our influence at ICAO was a core organizations gaining full observer standing at
regional set-up, the committees, the location of part of the mission.” He explains that Aéroports ICAO. However, this was tempered by occasional
the head office.” He was also involved in the de Montreal offered valuable assistance in differences with the regions. Fortunately we
search for a Director General, sitting on the supporting ACI’s ICAO liaison office as the new were blessed with an ACI Board made up of
panel which carried out interviews in Asia, organization built on the work of AACC in airport directors who were very supportive of
Europe and North America. In the end, the rest making the voice of the world’s airports heard in our comparatively young organization. Possibly
of the panel decided he would be the best the ICAO decision-making process. my greatest regret is that we were never
person for the job and persuaded him to leave During his term of office, Dunham completely able to resolve some of the
Dallas/Ft Worth to join ACI full-time. established ACI very firmly on the global stage differences despite good faith efforts by all.
Dunham started work in Geneva in with a key role in the development of a strong One of ACI’s biggest concerns in 1997 was
September 1991 on a five-year contract. “One of and efficient aviation industry. Indeed, his work its finances. At that time the largest source of
the challenges in the early days of ACI was in getting ACI up and running successfully was revenue were its membership dues paid in Swiss
communication,” he says. It was important to a hard act to follow, and his contract was Francs and thus subject to the fluctuations of the
explain to existing members and all industry extended into 1997 to allow more time to find currency markets. Because of this I embarked on
partners how the new organization was going to a successor. an aggressive campaign to diversify our sources
work, and to encourage new members to join. of income. The first was the World Business
Indeed, Dunham spent up to two-thirds of his 1997–2002: Reflections of Jonathan Howe Partners programme begun under Oris’s
time travelling, and he pays tribute to the team I came to ACI from a Washington DC law firm stewardship. I had learned at NBAA that the
at the secretariat in Geneva, led by Secretary where I had been a partner specializing in suppliers of products to our members, who
General Alexander Strahl, who ran things aviation matters. Prior to that I had managed a joined NBAA as associate members, were a
smoothly while he was on the road. Washington-based trade association (the lucrative source of revenue. The same rationale
Setting up the regional structure was National Business Aviation Association – NBAA) applied to suppliers of goods and services to the
another challenge. North America essentially and spent 23 years with the FAA. Unlike the airport community – thus the name World
took over the AOCI structure and base in other directors general I had no experience in Business Partners. We provided publications,
opportunities to participate in ACI conferences initiative. That initiative included the Airport Exe
with presentations and displays as well as cutive Leadership Programme, the establishment
involvement in ACI’s Governing Board. This in of learning centres in all regions, and a catalogue
turn greatly increased the paid attendance at of e-learning options. Through an innovative
ACI conferences and other sponsored events partnership worked out with ICAO, the Airport
which themselves became a significant Management Professional Accreditation Programme
contributor to revenue. Finally, we turned the (AMPAP) was established, offering international
expense of an in-house magazine to a new accreditation jointly by the two organizations.
source of income through a contract with a New shocks came to global aviation, and ACI
London-based publisher for ACI World. By the was called upon to form a new alliance with the
time I left ACI nearly half of our revenue was World Health Organization in Geneva to respond
from non-membership sources and we had one to the spread of avian flu and, later, concerns
million Swiss Francs invested as reserves. about a possible swine flu pandemic.
My philosophy has always been that the Responding to the increasing commercial
leader of an organization should be seen and Robert J. Aaronson. focus of the airports industry, ACI became an
available to its members and constituents. advocate of customer service excellence. ACI
Time behind a desk does not accomplish this 2002–2008: Reflections of Robert J. offered members the Airport Service Quality
so I spent a great deal of time visiting airports, Aaronson (ASQ) global survey that strongly supported
speaking at meetings and conferences, and Several months after the terrorist attacks of 11 benchmarking and improvement programmes
meeting with government officials involved September 2001, I was asked by the ACI World and also could help reduce costs. This service
in airport regulation. In this connection I Governing Board to accept the position of quality initiative was further broadened and
should add that we greatly increased our Director General with the mandate to provide became the norm for airports globally.
involvement with ICAO and IATA as well as strong leadership to the airports industry and As the green movement became a major poli
other international organizations such as the organization. Airports would have to regain tical and social force, airports sought strengthened
CANSO and ECAC. their footing, and re-establish and revise their leadership from ACI. We became one of the major
From time to time the idea arose that the business models within a new security-driven contributors to the industry-wide Air Transport
ACI headquarters be moved to Montreal to be paradigm. Strong cooperation with airlines, Action Group (ATAG), producing the annual
physically closer to ICAO. There were a number governments (mainly through ICAO), air traffic Aviation & Environment Summit and unprece
of reasons why we chose not to. First, Geneva management and other partners would be dented cooperation and joint efforts across ind
was the home to many international organiza essential. ACI’s Board wanted the organization ustry lines. These efforts gained acceptance for,
tions including both IATA and CANSO whereas to assume a global position that would afford and enhanced, the leading role of aviation – as
only ICAO was in Montreal (ECAC was in Paris). airports an “equal place at the table”. compared with other industries – in responsibly
As the site of the original League of Nations With the support of outstanding security, meeting 21st century environmental objectives.
Geneva had always been a truly international operational and technical expertise provided by Other member needs were met through
city. Likewise with a Montreal-based represen airport members, ACI’s services and representa joining together with strong commercial entities
tative and the ability to easily attend ICAO spon tion assisted in the steady recovery of the indus to provide a range of valuable conference
sored events (many of which were held in places try. This led to other challenges for ACI. A new, opportunities such as the annual Airport
other than Montreal all around the world), we far-reaching ACI Strategic Plan was adopted by Business and Trinity Forum event.
could respond just as quickly. Another consider the World Governing Board in the fall of 2004. All in all, the six years during which I served
ation was that with an American Director Growth would resume and it became clear as Director General proved to be replete with
General and a Canadian Headquarters ACI might that the airports industry needed a broad- great challenges for airports and ACI. The org
lose some of its international identity. ranging training programme to assist airport anization succeeded in meeting the expanding
Finally, I would be remiss if I did not acknow management successions and to strengthen needs of its members. This was achieved
ledge the tremendous help both I and ACI professionalism and effectiveness of staff through the partnership of the World Governing
received from Secretary General Alex Strahl and (including building the capacity to “do more Board and staff and members’ generous contri
his “institutional” memory. I could not have with less”) throughout airport organizations. bution of expertise, joined with cooperation and
succeeded without him. Accordingly, ACI launched a Global Training collaboration with other aviation sectors.
Avinor among the best in Europe
Avinor’s airports are among the to improve results that has

best in Europe with regard to contributed with NOK 121 million
regularity and punctuality. At the ($22 million). This work will
same time the operating income continue in the years ahead,” says
increased by 7% in 2010. Falk-Petersen.
Punctuality improved for the Avinor’s investments in
fourth year running, and was commercial products at the airports
at 89.2% in 2010. Regularity has led to the income from these
was 97.4%. activities increasing more than traffic
“Due to good preparation for income. This allows Avinor to
winter conditions, we were spared finance all operations without
the major problems the snow caused government contributions.
at many other European airports in
the period before Christmas last year. Leading position
At the same time, both we and our Avinor’s air navigation services is
customers consciously work toward preparing for a new competitive
maintaining and improving punctu Dag Falk-Petersen, Avinor’s Chief Executive reality in airspace in line with the
Officer.
ality and regularity further,” says Single European Sky programme.
Avinor CEO, Dag Falk-Petersen. In connection with this, Avinor has
Oslo Airport Gardermoen and how dependent Norwegian trade chosen to take the lead and parti
Stavanger Airport Sola both received and industry and the population at cipate in a number of projects, in
awards for being the most punctual large are on a good and well- order to influence future develop
airports in 2010 within their functioning aviation service. Stage 1 ments in Europe. “Avinor’s air
particular categories in a survey of the terminal development, which navigation services division aims
carried out by Flightstat.com. is to be completed in 2017, will to achieve a position as the fore-
increase capacity from the current most provider of air traffic services
Growth in passenger figures 20 million annual passengers to in Northern Europe,” says
— despite volcano eruption 28 million. Falk-Petersen.
Despite the ash cloud from Iceland
in the spring of 2010, traffic to and Strong result Environment and climate
from Avinor’s airports increased by Avinor’s operating income in 2010 Norwegian aviation is responsible
4.3% to 40.1 million. Oslo Airport was NOK 7,871 million ($1,455 for 2.1% of the total greenhouse
Gardermoen experienced a traffic million). This is an increase of gas emissions in Norway. Within
increase of 5.2% in 2010 – but 7% over 2009. At the same time the framework of the joint project
barring the volcano’s eruption, the company had a result after “Sustainable Aviation” the aviation
growth would probably have reached tax of NOK 1,008.1 million industry in Norway is working to
around 8%. “This merely empha ($186 million). reduce emissions. “Aviation is taking
sizes the importance of the ongoing “The strong result is of course environmental and climate
development of terminal capacity at related to both the increase in traffic challenges seriously, but Avinor
Oslo Airport Gardermoen,” says and higher commercial income. would also welcome a broad debate
Falk-Petersen, who points to the fact However, the company has also on the challenges we are facing,”
that passenger figures demonstrate implemented an internal programme Falk-Petersen concludes.
congratulations!
Avinor would like to congrAtulAte
Aci on its 20th AnniversAry.
Avinor AS owns and operates 46 Airports and Air Navigation Services in Norway
www.avinor.no
Message from the President of the ICAO Council
By Roberto Kobeh González
T
he 20th anniversary of the
creation of ACI symbolizes the
power of dialogue and
cooperation among international
organizations dedicated to serving the
world community by ensuring that
individuals and enterprises everywhere
can count on the highest levels of
safety and efficiency in air transport
operations.
V As the United Nations agency
Roberto Kobeh
mandated to promote the safe and
González:
ACI has been a orderly development of international
most effective civil aviation throughout the world,
ambassador for
the world’s
ICAO sets standards and regulations
airports. necessary for aviation safety, security,
efficiency and regularity, as well as for
aviation environmental protection. It also acts as the assist States in adapting and strengthening their
forum for cooperation in all fields of civil aviation respective national regulatory legislations, within the
among its 190 Contracting States. context of a globally-harmonized and integrated set of
To effectively carry out its mandate, it must be able policies and regulations.
to count on the experience, the expertise and the I have been privileged to sit on the Council of ICAO
opinions of all components of the global air transport since 1998 and to serve as its President for the past five
system to complement the contribution of civil aviation years. This has allowed me to appreciate first-hand the
administrations of Member States. commitment of ACI leaders and representatives to
For the past 20 years, ACI has been a most effective continually expand the productive relationship between
ambassador for the world’s airports in the wide range our two organizations.
of ICAO conferences, committees, panels, study groups We have a solid foundation to build upon as we
and similar fora. As an official observer in the head into one of the most intense and demanding
Organization’s Air Navigation Commission, the principal periods in the history of air transport. ACI’s decision to
body concerned with the development of technical and move its headquarters to Montreal, literally across the
operational standards, it has played an invaluable role street from ICAO, will make for even more personal,
in the deliberative and decision-making process of ICAO responsive and productive communications between
in matters relating to airports. our respective officials.
As critical, ACI has been an effective agent of The future of air transport is as bright as it is
change. The three inter-related phenomena of demanding. Together with other international organi
liberalization, globalization and privatization have zations, ACI and ICAO can look forward to writing the
progressively transformed the air transport industry. next exciting chapter in the history of international civil
Every step of the way, ACI effectively interpreted and aviation, in a spirit of friendship and collaboration.
communicated the challenges for airport operators in
managing these global forces. Roberto Kobeh González is the President of the
This exchange of views enhanced the focus and Council of the International Civil Aviation Organization
relevance of ICAO air transport policies formulated to (www.icao.int).
Message from the Secretary General of ICAO
By Raymond Benjamin
T
he 20th anniversary of ACI is an opportunity for me
to thank our airport colleagues for their unfailing
commitment to a partnership that has considerably
enhanced global air transport and will contribute to
further improving the safety, security and overall
sustainability of international civil aviation.
Safety is everybody’s business and remains our top
priority. In a context of sustained growth in traffic,
reducing the accident rate worldwide is paramount.
Because more people die from runway safety-
related events than any other type of accident, we
will concentrate on significantly reducing runway
excursions and incursions. Our strategy also calls for
States to strengthen their national safety programmes,
through such actions as improved monitoring and
oversight systems, application of recommendations
from ICAO safety audits and implementation of
safety management systems throughout their civil
aviation infrastructure.
Security for airports is particularly consequential. C
Reactions to real or attempted acts of terrorism Raymond
Benjamin: safety
inevitably impose additional layers of countermeasures is everybody’s
that slow down operations, aggravate passengers and business.
increase costs to regulators, airports, airlines and,

ultimately, users. aviation system that is as safe and secure as possible,
Our approach lies in the Declaration on Aviation they want to enjoy their travel experience, and they
Security adopted unanimously by the 37th Session of want flights to be environmentally sustainable.
the ICAO Assembly in the fall of 2010. It builds on four ACI has always been a solid contributor to meeting
pillars: enhanced screening technologies to detect these objectives as an essential member of the world
prohibited articles, strengthening international aviation community.
standards, improving security information-sharing and I salute the deeply committed team of individuals
providing capacity-building assistance to States in need. who gave birth to ACI and later shaped the organi-
As with safety and security, minimizing the impact of zation in its formative years. I continue to count on the
aviation on the environment requires global solutions enthusiasm and professionalism of the current ACI
and actions. Again, this was captured by a Resolution of personnel as we collaborate in ensuring the overall
the 37th Assembly which, although adopted with a sustainability of global air transport.
number of reservations, made ICAO the first United Let this 20th anniversary of ACI be a reaffirmation of
Nations agency to lead a sector in the establishment of our common dedication to working together in
a globally-harmonized agreement for addressing CO2 providing the enormous economic, social and cultural
emissions. For airports, the accent is placed on reducing benefits our world has come to value and depend on.
noise levels for surrounding communities.
These are our objectives and they reflect what our Raymond Benjamin is the Secretary General of the
global society requires and expects. People want an International Civil Aviation Organization (www.icao.int).
ACI 20th Anniversary Message from IATA
By Giovanni Bisignani
C
ongratulations to ACI on 20 years of representing
the world’s airports.
Airlines and airports are partners in a complex
value chain that supports 32 million jobs and $3.5
trillion in economic activity. We face many issues in
common. Cooperation is the key to our joint success.
An anniversary is a time to reflect on past successes.
But more importantly, it is an opportunity to look ahead.
Aviation’s core promises are safety, security and
environmental responsibility.
On safety, the industry’s history of cooperation has
made air the safest way to travel. Over the last decade
alone safety has improved by an impressive 42%. In
V
2010, the accident rate for Western-built jet aircraft
Giovanni Bisignani:
airlines and reached an historic low of one accident for every
airports are 1.6 million flights. Even this impressive record must
partners in a
complex value
be improved on. The goal is zero accidents.
chain. Runway accidents still account for about a fifth of all
accidents and ground damage is at least a $4 billion
burden on the industry. Going forward these are two noise footprints continue to reduce, thanks to the
critical areas for continued cooperation and coordinated “balanced approach”, which IATA, ACI and others have
efforts. We worked with ACI to develop the IATA Safety supported through ICAO. This success was an essential
Audit for Ground Operations (ISAGO). Today 45 govern component of the industry’s licence to grow.
ments and airport authorities have mandated or Today the focus is on global warming and carbon
endorsed ISAGO. We count on ACI’s leadership in pro emissions. Working through the Air Transport Action
moting this global standard among the world’s airports. Group, ACI and IATA are committed to the most
Security is an equally important challenge, but with ambitious climate change mitigation programme of any
a very different history. Airlines and airports have been industrial sector. Aviation will improve its fuel efficiency
challenged over the last decade to implement uncoordi by an average of 1.5% annually to 2020, cap net
nated government measures to deal with the evolving emissions from 2020 with carbon-neutral growth and
security threat. The security experience at airports has cut net emissions in half by 2050 compared to 2005.
left an indelible and unpleasant memory with many of The industry has been commended by the UN Secretary
our customers. The checkpoint process must change. General Ban Ki-moon as a role model for others to
IATA’s vision is for a checkpoint of the future that follow. Now the joint leadership of the industry –
combines intelligence with the best of technology. including IATA and ACI – must deliver.
Passengers would be checked based on risk-levels while
walking uninterrupted though “tunnels of technology” n Partnership
which screen travellers for prohibited items without The partnership of airlines and airports exists in the
stopping, stripping or unpacking. We are already context of global business. The partnership must be
working with ACI through ICAO on design, testing sustainably profitable for both sides.
and implementation. Nearly $50 billion in losses over the last decade
Also on the list is the industry commitment to the forced many airlines into survival mode. This highlighted
highest levels of environmental responsibility. Airport the natural tensions that exist between airlines and
A C I 2 0 t h A n n i v e r s a r y M e s s a g e f r o m I ATA
airports. But it was also an opportunity to rebuild our n Innovation and leadership
relationship with many airports with a focus on cost Aviation is a dynamic and exciting industry. Shocks and
efficiency. Working with airports around the world we crises have dominated the industry’s agenda in the new
have achieved savings of $8.4 billion in airport user millennium. These tested the industry’s mettle. We rose
charges since 2004. These efficiencies have made both to the challenges and implemented change. Through
airports and airlines more competitive. out, we continued to supply the life-blood to today’s
It is not just about the bill at the end of the month. global economy by safely transporting 2.4 billion people
How airlines and airports work together to get travellers and 40 million tonnes of cargo.
and cargo through the airport and onto planes impacts Over the two decades since ACI was founded,
the bottom line of both. IATA’s Simplifying the Business cooperation with IATA has driven significant change
(StB) programme is a good example. ACI helped to dev based on global standards. This made the value chain
elop the recommended practices. Today, the programme stronger and safer. The future will certainly bring the
has the potential to save the industry $18 billion need for even more change – change that we have not
annually by improving efficiency and convenience. yet even imagined. We look forward to working closely
Common-use kiosks, barcoded boarding passes and with a continuously strengthening ACI that shares a
e-ticketing started a revolution in travel. StB’s Fast Travel common vision for an industry that is even safer, more
programme is now taking self-service even further into secure, greener and sustainably profitable for all
the travel experience and giving passengers control over participants.
their bags, boarding, re-booking and more. Working
together to bring greater efficiency to the intertwined Giovanni Bisignani is the Director General and
business processes of our members should be a CEO of the International Air Transport Association
continuous focus of the IATA-ACI relationship. (www.iata.org).
C
IATA is working
with ACI to
improve efficiency
and customer
service.
Vienna Airport
For Vienna Airport, 2011 has picked This picture is likely to continue regional carrier Cirrus Airlines has
up where last year left off. Passenger with the bright prognosis for begun flights to Dresden, while the
numbers are running 5.5% above economic growth in Austria and newly-launched People’s Vienna
2010 levels with more than many Central and Eastern Line started services to Altenrhein in
4.1 million coming through the European economies for this year Switzerland. Leisure carrier Transavia
airport’s doors over the first three and in 2012. arrives at Vienna for the first time
months alone. Here the airport benefits from with four weekly flights to
It builds on the recovery seen in Vienna being the Central European Rotterdam, while Star Alliance
2010 during which Vienna Airport base for around 300 multi-national partner TAP Portugal is resuming its
enjoyed above average growth of corporations, while about 30 Vienna-Lisbon connection. In June
8.7% in handling 19.7 million international organizations have their Austrian Airlines will resume flights
passengers, returning to pre- headquarters in the capital. Vienna to Baghdad after more than 20 years,
recession highs. The airport is on is an economic gateway into the East while NIKI continues to expand its
track to handle more than 20 million with a population of 15.8 million operations at Vienna. More services
passengers for the first time in its within a radius of 200km and 32.3 will follow later in the year, including
history this year. million within a 300km radius. the new Swiss operator SkyWork
Vienna Airport’s location is Vienna also attracts leisure traffic launching flights to Bern.
central to its success. Situated in the as a tourist destination. This is As traffic continues to grow at
heart of Europe it provides a bridge evident in the balance of operators at Vienna Airport, so too will the
between west and east. Forty the airport. Alongside hub oper facilities to cater for this demand.
destinations in Central and Eastern ations by Star Alliance carrier The new SkyLink terminal extension
Europe served from Vienna Airport Austrian Airlines, which account for is ready to open in the first half of
positioned the airport well to benefit around half the passengers handled 2012. The three-level structure will
from a return in air traffic, parti at the airport, Vienna Airport has double terminal capacity and operate
cularly from the recovery seen in seen an expansion in the leisure on a whole airport under one roof
many emerging European eco sector and in freight flights. For concept. With the new SkyLink
nomies. Passengers on Central and example air cargo traffic grew almost extension and a strategically strong
Eastern European routes grew by a fifth last year. location, Vienna Airport is ready
13% last year, outpacing overall This summer new services and to meet the air traffic demands of
growth at the airport. operators continue to arrive. German the future.
Belina Neumann
Aviation Marketing &
Business Development
The destination of your search for more passengers –

VIE, with a catchment area of 15.8 million people.
Located at the heart of Europe, Vienna Airport is the ideal gateway to the growing markets of Central and Eastern
Europe. With a high proportion of business travellers, upcoming tourism markets and excellent transport links, VIE is
the best place to get in and out of this booming area.
www.viennaairport.com
CANSO – the Global Voice of Air Traffic Management
By Graham Lake
T
he Civil Air Navigation Services Organization
(CANSO) and ACI share similar objectives with
regards to safety, the environment, aviation sec
urity, and technological and operational harmonization.
Our relationship is a good example of where collabor
ation can deliver real benefits and we are delighted to
be working together through our various offices and
workgroups.
Safety is the number one priority of all aviation stake
holders, and while our industry has a commendable track
record, we must continue to share knowledge and exper
tise in an open and trusting way. Alongside CANSO’s
work on safety metrics, safety management systems and
the promotion of a “just” culture, CANSO is engaging
ACI on runway incursions and excursions and we hope
V to continue building on the progress made so far.

Graham Lake: Similarly, no aviation stakeholder can deliver oper
CANSO and ACI
share similar
ational or environmental improvements by working in
objectives. isolation. As part of CANSO and ACI’s commitment to
the environmentally responsible development of
aviation infrastructure, including en-route capabilities, At the heart of the PBN revolution is an awareness
airport capacity and ground access in order to meet that aviation cannot afford to be limited by conven
customers’ demand in a timely way, both organizations tional navigation technologies that date back to the
participate in each others’ Environment Workgroup mid-20th century. Accordingly, PBN represents a move
meetings and continue to play an active role in the Air away from ground-based navigation toward a system
Transport Action Group (ATAG), contributing to a globally that relies more on the performance and capabilities of
coordinated, industry approach to environmental issues. equipment on board the aircraft, such as Global
CANSO’s goal is for air traffic management (ATM) to Navigation Satellite Systems (GNSS), improvements in
be 96% efficient by 2050 (up from between 92% to cockpit displays and modern aircraft auto-flight
94% today). According to the Flight Efficiency Plan capabilities. PBN offers the potential to help the global
published by CANSO, IATA and Eurocontrol in 2008, the aviation community reduce congestion, conserve fuel,
greatest benefit can be gained from improved airspace protect the environment, reduce the impact of aircraft
utilization in the terminal area. Therefore, Air Navigation noise and maintain reliable, all-weather operations,
Services Providers (ANSPs) and airlines must work closer even at the most challenging airports. It can also
together to manage airspace and airport congestion, as provide operators with greater flexibility and better
well as other interdependencies such as safety, weather operating returns while increasing the safety of regional
and noise restrictions. and national airspace systems.
On a regional level, CANSO’s collaboration with ACI
n Joint initiatives is most active in Europe, where the threat of climate
At the Aviation and Environment Summit in Geneva in change, the global economic crisis and the resulting
2009, CANSO, ACI, IATA, and ICAO, among others, changes in the structure of the European aviation
pledged to support the global implementation of market have led to a renewed focus on efficiency and
Performance-based Navigation (PBN). performance for Europe’s airports.
C A N S O – t h e G l o b a l Vo i c e o f A i r Tr a f f i c M a n a g e m e n t
At the Aviation and Environment Summit in 2009, components of the ATM system. It contributes to
CANSO joined ACI Europe, Eurocontrol and IATA in a environmental efficiency by reducing the number of
commitment to new initiatives that were designed to delays and increasing predictability which in turn
cut fuel burn and emissions from aircraft. The “CDA contributes to reducing fuel burn and carbon emissions.
Action Plan” was designed to cut 500,000 tonnes of At CDM airports, capacity is increased through the
CO2 per year by accelerating the take up of Continuous improved use of gates and stands, taxi times are
Descent Approaches at European airports. The plan calls reduced and punctuality improved. Public image is also
for CDAs to be in place at up to 100 airports by 2013 raised by the contribution CDM can make to operational
– the widest ever rollout of the technique, which environment initiatives.
involves bringing aircraft in on a much smoother To date, the A-CDM programme has made great
approach path. progress and is now fully operational throughout the
Operational flight trials and work in aircraft simu USA; while in Europe, CDM has been progressing since
lators confirm that a CDA from an altitude of about 2001 when Eurocontrol first established a CDM task
10,000 feet has the potential save approximately force. There are currently more than 30 airports imple
100kg of fuel, and over 300kg of CO2 compared to the menting CDM in Europe with Munich and Brussels
classical stepped approach. As there are over 9 million having achieved full implementation.
flights in European airspace every year, the widespread However, CDM implementation has not been fast
application of CDA in which aircraft fly higher for nor seen by many as a priority in difficult economic
longer, has the potential to provide major cost savings times. In other parts of the world progress has been
for aircraft operators through reduced fuel use, even slower, and although there will always be a
reduced noise exposure for those who live near air- requirement for a certain level of local variation,
ports and considerable reductions in the emission of a single standard for CDM implementation does not
greenhouse gases. presently exist.
X
Thanks to the support the CDA Implementation Team CANSO’s participation in the roll-out of A-CDM gives CANSO has more
received from aircraft operators, airport operators and the initiative more momentum; the partners’ target is to than 120 members
which together
ANSPs, CDA has now been implemented at more than have A-CDM fully implemented at 10 airports by the support 85% of
80 airports across 25 European States. end of 2011. world air traffic.
n Implementing CDM
CANSO further strengthened its collaboration with ACI
at the 5th Annual ACI Europe Airport Exchange when it
joined ACI Europe and Eurocontrol to promote the
implementation of Airport Collaborative Decision-
Making (A-CDM) at European airports.
A-CDM gives users access to a range of operational
data allowing them to make their operations more
efficient. Successful implementation of A-CDM helps
airlines save fuel, which in turn leads to significant
reductions in CO2 emissions .
The implementation of CDM is a first and vital step
towards initiatives such as SESAR (Single European Sky
ATM Research) and NextGen with their goals to improve
capacity management and coordination between all
CA N S O – t h e G l o b a l Vo i ce o f A i r Tr a f f i c M a n a g e m e n t
The key to realizing the benefits is the principle at airspace, performance-based navigation and the
the heart of CDM itself – collaboration. To reach its full development of air/ground datalink.
potential, CDM requires the willing contribution and This is an exciting time for air traffic management
trust of all partners, the transparent sharing of infor and for the aviation industry as a whole. By working
mation, and in line with that an assurance that com together as one industry, we are already making
mercially and security sensitive data will remain significant progress towards a safer, more efficient,
protected. cost-effective aviation system. I am delighted to be
Both CANSO and ICAO have identified A-CDM as working with ACI and I look forward to further fruitful
fundamental for improving ATM performance, which is collaborations.
why under CANSO’s Waypoint 2013 Strategy, our
workgroups are specifically focused on A-CDM Graham Lake has been Director General of CANSO since
implementation as one of the Strategy’s “overarching December 2009. He brings 30 years of international
goals” alongside progressing the transition from aviation experience to the role, including management
Aeronautical Information Services (AIS) to Aeronautical roles at SERCO, SITA and ARINC. For more information,
Information Management (AIM), the flexible use of visit www.canso.org.
CANSO in Brief
CANSO was established in 1996 with a handful n Develop an international network for air traffic controllers. For this reason,
of founding members and since then has air navigation services experts, to enable collaboration is high on the organization’s
developed a worldwide presence. As of April further information exchange between agenda and is a fundamental part of what
2011, the Organization has more than 120 specific ANSPs and other stakeholders we do.
members which together support 85% of world for the promotion of best practice As part of our recently approved Waypoint
air traffic. within ATM; 2013 Strategy, CANSO seeks to strengthen ties
Within the overall context of promoting n Liaise with the other transport industry with industry partners, so we can take a more
safe and efficient air navigation service stakeholders, particularly the airlines, active role in delivering benefits to the entire
provision, CANSO seeks to: industry suppliers and the airports, to the aviation system. Waypoint 2013 focuses on
n Maintain an international forum for the overall benefit of the aviation industry; three key areas: ATM Safety, Operations and
development and exchange of ideas on n Contribute to the continuous global air Performance & Policy.
current issues related to ATM and the transport debate through the presentation
formation of distinct CANSO policies and promotion of the ANSP perspective
Global Vision for Seamless ANS
and positions; across the range of contemporary issues in
CANSO published its Global Vision in
the industry;
May 2007 following input from all
n Promote and support international
Workgroups CANSO members. The Vision identifies
legislation, regulations and agreements that
CANSO’s current workgroups cover areas of change needed within the
strengthen the position of members.
the following subjects: regulatory and operational domains if
Over the years, CANSO has gained a solid
n AIS to AIM we are to achieve a truly global ATM
reputation as the global, consolidated voice of
n Benchmarking system that is in-line with the ICAO
the ATM community, taking its place alongside
n Business Performance Global ATM concept. The Vision
other global aviation associations. However,
n Environment comprises nine “segments”: safety,
CANSO recognizes that it represents only part
n Human Resources regulation, civil-military collaboration,
of the aviation picture. The transformation of
n Safety people, business-like approach,
ATM performance – indeed, raising the
n Operations customer focus, optimized ATM
performance of the entire aviation system –
n Quality Management systems, environment and security.
requires true collaboration between all
stakeholders: the ANSPs, airlines, airports and
ACI 20th Anniversary Message from IFALPA
By Captain Don Wykoff
I
’d like to begin by offering the congratulations of
more than 100,000 pilots in over 100 countries
that are represented by IFALPA to ACI. For 20 years
as “the voice of the world’s airports” ACI has had an
important role to play in the development and improve
ment of air safety. Likewise, as the “global voice of
pilots” we at IFALPA have a role to play as stakeholders
in the air transport network.
For pilots, airports are an integral part of our lives;
after all, we spend our working lives flying from one
airport to another! For that reason, we bring a unique
perspective to the drive to improve safety at the
world’s airports.
We take our role as front line users of airports very
C
seriously, both on a global as well as a local scale, that’s
Captain Don
why at IFALPA, we have made a significant investment Wykoff: we take
in the training of pilots in airport safety and operational our role as front
line users of
matters. That training investment means that, locally, airports very
our pilot volunteers can be effective members of Local seriously.
Runway Safety Teams. In fact, since 2003, we have

trained more than 600 pilots from around the world in working closely with a large number of airports helping
our Airport Liaison Representative (ALR) programme. them ensure that their airport is the safest operational
Since then graduates of the ALR programme have been environment that it can be.
On a wider scale too we have been proud to work
IFALPA in Brief with ACI as industry stakeholders in vital developments

like the runway safety initiative, the Global Air Safety
Established in 1948 to provide a formal means for airline
pilots to interact with ICAO, IFALPA is a non-political, Programme as well as fellow permanent observers to
non-profit making organization which represents over ICAO’s Air Navigation Commission. Together we have
100,000 airline pilots represented by over 100 Member made significant progress in the cause of air safety.
Associations from around the world. The Federation seeks As our industry continues to develop, we must
to achieve its objectives through the activities of its
ensure that together we create an air transport system
component groups – elected Officers, appointed Repre
that meets the ever growing demand for air travel, is
sentatives, its expert Committees and the Secretariat.
The basic components of the IFALPA organizational sustainable and reactive to environmental pressures
structure are: and, above all, ensures the highest level of safety and
n Conference, where Member Associations gather for that standard to be applied worldwide. That is why
annually; we salute ACI for the work it has done over the last two
n Member Associations;
decades, the challenges overcome and the goals
n Executive Board, which governs the Federation
reached. That is also why we look forward to working
between Conferences;
n Regional Vice Presidents; as partners for the next 20 years and beyond.
n Committee Chairmen;
n Appointed Representatives; Captain Don Wykoff is the President of the
n Staff, which includes the IFALPA Representative to ICAO. International Federation of Air Line Pilots’ Associations
(www.ifalpa.org).
Denver International Airport
www.flydenver.com
On behalf of 30,000 airport employees Denver International Airport congratulates
Airports Council International on 20 years of outstanding leadership and advocacy.
www.flydenver.com
A Truly Global Collaborative Approach
By Paul Steele
A
viation is shown at its best when partners work
with proper collaboration, whether that be on the
ground preparing a flight for departure, in the
design standards for new aircraft or at a global level,
representing our interests to the United Nations.
Collaboration is the reason the Air Transport Action
Group (ATAG) exists and for the last eight years, ACI has
been providing ATAG with the guidance and input that
makes our industry almost unique among any other –
a single voice and a strong, clear message on environ
ment. In fact, when you look at the other global
sectors, it is hard to find one so united in its plans
for the future.
ATAG and ACI World are of the same vintage. Both
have grown and developed over the past 20 years into
V true advocates for their membership. ACI has shown
Paul Steele: that, despite a disparate and complicated membership,
collaboration is
the reason ATAG
airport operators share a great many common
exists. challenges and requirements – whether they are global
hubs serving millions of passengers a year or tiny but
vital landlines to the communities they serve. ACI’s The standards set through the ACI World standing
X
ATAG’s joint leadership in matters of safety, economics, security, committees show that airports can collectively deliver
industry website facilitation, service quality and of course environment expertise. But it also demonstrates a great selflessness,
was established
with input
has provided strength to its members and a positive with airports of different hues and in different stages of
from ACI. contribution to our industry as a whole. development reaching out to their colleagues across the
world in order to make the whole industry better. No
programme demonstrates this better than the ACI Fund.
ATAG works on a similar principle. Our Board is
made up of executives from across the different parts of
the industry who join together to shape aviation’s
sustainable future. They, and their teams who help
ATAG function, bring expertise and experience to bear
on the “action” in Air Transport Action Group. This was
ATAG in Brief
ATAG is a coalition of organizations and companies
throughout the air transport industry that drive air
transport infrastructure improvements in an
environmentally-sustainable manner. Based in Geneva,
ATAG has some 70 members worldwide; its funding
members include ACI, Airbus, Boeing, Bombardier,
CANSO, CFM, Embraer, Honeywell Aerospace, GE, IATA,
Pratt & Whitney and Rolls-Royce.
A Tr u l y G l o b a l C o l l a b o r a t i v e A p p r o a c h
never more apparent than in 2008, when the aviation one facet of an initiative where the industry works
industry joined forces in Geneva in a powerful together to communicate our good work and ensure
statement which united us to combat our impact on that key stakeholder groups are aware of our
climate change. The declaration signed up to in the commitment to sustainable growth.
room that day was just the start. Over 300 airport ACI has been one of the leaders in this process,
operators worldwide also signed up to the challenge of communicating to members of the public, the
delivering carbon neutral growth. media and, importantly, policymakers who have
been impressed with the industry’s collabor-
n Targets ative approach.
Delivering our collective industry targets – including ACI World’s recent move to Montreal will help
carbon neutral growth from 2020 and halving net solidify the excellent interaction with ICAO and as we
carbon emissions from aviation by 2050, based on 2005 reflect on the past 20 years and look forward to the
levels – will take more collaboration between industry next 20 (and beyond), it is heartening to know that our
players. But I am very confident that we are up to the industry is in good hands and that airports are well
challenge. You only need to read ATAG’s joint industry represented. On behalf of the team at the Air Transport X
website www.enviro.aero, established with huge input Action Group, may I wish ACI a happy 20th birthday At the Aviation &
Environment
from ACI, to realize that there is an impressive amount and say that we are excited about continuing our
Summit organized
of work being done already to reduce aviation excellent collaboration well into the future. by ATAG in April
emissions, by all parts of the industry. 2008 the aviation
industry united to
Communications is another area of collaboration Paul Steele is the Executive Director of the Air Transport address climate
between ACI and ATAG – the above website is just Action Group (www.atag.org). change.
Turin Airport
Turin Airport, managed by SAGAT, features “Part of its historical and cultural heritage,
a modern, efficient and comfortable the Reggia di Venaria is inscribed on the
network of infrastructures able to offer UNESCO World Heritage List. Piedmont
users a range of services. After receiving offers a perfect blend of nature, art and
international acclaim at ACI Europe’s Best taste. The hills of the Langhe, Roero and
Airport Awards in 2007 and 2008, in Monferrato, preserve the nine most
2009 Turin Airport qualified for ISO ancient vines of the continent and white
9001/2008 certification, thus confirming truffles; the region has the highest con
SAGAT’s commitment to providing centration in Italy of Michelin-starred
passengers and companies with efficient, chefs. Turin, famous for exclusive shopping,
top quality services. fashion, food and design is an important
“Links with the hubs of Amsterdam, place for congresses and conferences.
Brussels, Frankfurt, Istanbul, London, Piedmont is the alpine region par excellence
Madrid, Moscow, Munich, Paris and thanks to the Olympic mountains, thirty
Rome make it possible to arrive at any Maurizio Montagnese, Chairman of SAGAT of the highest peaks in Europe and the
destination world-wide” says Maurizio Turin Airport. “Via Lattea”, a thousand kilometre system
Montagnese, Chairman of SAGAT Turin of ski slopes. In 2011, Turin is the official
Airport. “In 2010 we registered record Turin Airport is located in the heart capital for the 150th anniversary of the
figures, with the airport’s highest of north-western Italy, one of the most Unification of Italy”.
passenger numbers to date. The number important Italian and European business Turin Airport lies 16 km from the city
of people travelling from Turin soared hubs with a growing international centre. It is situated in the middle of an
to a staggering 3,560,169, an increase vocation, home of prestigious economic, important network of transport links. The
of over 10% compared with 2009. The institutional and cultural entities such as: convenient dual carriageway provides a
offer of low-cost flights has now reached Alenia, Avio, BasicNet, Eataly, Ferrero, direct connection to the most important
around 30%”. Fiat, IntesaSanpaolo, Italdesign Giugiaro, cities in Piedmont, northern Italy,
The ski charter sector also records Lavazza, Pininfarina, Salone del Gusto, Switzerland and France. A public transport
significant levels of traffic thanks to flights Unicredit and the Polytechnic and service connects the airport to Turin’s
provided by numerous tour operators. The University of Turin. main railway stations and the city centre.
network is completed by air charter “Turin is one of the most renowned The modern airport occupies a covered
companies and tour operators who offer European capitals of contemporary art, area on three levels and is characterised
services to holiday resorts in Europe, the home of the Cinema Museum and of the by the huge window, offering a view of
Mediterranean and Near East. Egyptian Museum” explains Montagnese. the runway, that embraces the spacious
boarding lounge. The various floors are
connected and there are no architectural
barriers, facilitating the passage of people
with disabilities, for whom dedicated
services are also available.
In addition to comfort, another of Turin
Airport’s strong points is the speed at
which the various operations are carried
out. These include a baggage handling
system equipped with highly sophisticated
x-ray control equipment and capable of
handling 3,200 items of luggage per hour,
making the operation quicker and easier.
Lastly, Turin also has a general aviation
terminal for private air traffic.
Turin Airport’s signature window provides stunning views of the airport’s setting.
TURIN AIRPORT.
PEOPLE WHO MOVE PEOPLE.
www.aeroportoditorino.it
ACI Move Confirms Montreal as the World Capital
of Civil Aviation
By Peter Diekmeyer
A
irport Council International’s decision to relocate
its head offices to Montreal was greeted with
enthusiasm by many people. Stéphanie Allard, Vice
President, International Organizations at Montréal
International is among them.
“When ACI began its consultation process on
whether it would make strategic and economic sense to
relocate to Montreal, we immediately began analyzing
the situation with them. In doing so we demonstrated
V
that it was not only doable, but that it would actually
Stéphanie Allard,
Vice President, be an asset for them to establish their HQ in the Quebec
International metropolis,” explained Ms Allard. “I am a firm believer
Organizations at
Montréal
that Montreal has a lot to offer, especially to inter
International. national organizations and associations.”
ACI’s advocacy role has increased considerably since the
worldwide association of airports was founded 20 years Ms Allard, the city offers a number of strategic advan
ago. So it’s no surprise that the grouping of 580 members, tages that make it an ideal location for international
which operate 1,650 airports in 179 countries, should want organizations and associations. “Montreal is the third
to be close to the International Civil Aviation Organization host city in North America for international organizations,
(ICAO), the International Air Transport Association (IATA) after New York and Washington,” she adds. “Montreal,
and the five other international aerospace organizations which is home to more than 80 nationalities is both
which are also located in Montreal. multilingual and multicultural, which means that visitors
ACI’s decision to relocate its main office in Montreal from all countries feel immediately at home here.”
was a major event acknowledged by a range of officials This is evidenced in the fact that Montreal, a natural
from the Governments of Canada and Quebec, and the hub between Europe and North America, is home to
City of Montreal. The anticipated short-term economic close to 70 international organizations (IOs), including
impact on the region is significant: over 30 jobs will be seven aviation-related IOs. “One of Montreal’s major
created, including 10 or so staff members relocating attractions to international decision makers, is the fact
from the Geneva office and 20 new local jobs. More that it offers an exceptional human dimension, a highly
important though, is the signal that ACI’s move from qualified and diversified labour force, extremely compe
Geneva, where it had been located since it was founded titive costs and world-class universities that have some
in 1991, sends to the world’s civil aviation and of the most competitive tuition fees for international
aerospace industry communities. students in North America,” explains Ms Allard.
Montreal’s lifestyle also offers a wide variety of
n Montreal: a first choice location for cultural events, green spaces and a positive and open-
international organizations minded attitude. This makes it easier for organizations
“As the voice of the world’s airports, ACI is a major located here to attract talents from all over the world.
sector leader, so getting a nod from them puts a real Not surprisingly, Montreal, which hosts international
feather in our cap,” says Ms Allard. “It contributes to comedy festivals each summer in both French and
demonstrating that Montreal is the place to be if you English, was named as the “second happiest place in
are an aviation player looking to make an impact.” the world” by the Lonely Planet travel guide. “In a
While ICAO’s presence in Montreal may have been the nutshell, Montreal is safe, clean and a fun place to be: a
primary motivating factor in attracting ACI, according to highly liveable city!” adds Ms Allard.
ACI Mo v e C o n f i r m s M o n t r e a l a s t h e Wo r l d C a p i t a l o f C i v i l A v i a t i o n
n Montréal International rolls up its sleeves cluded an agreement with Montréal International that
ACI officials also were quick to acknowledge the role of would provide a financially sound basis for the organi
Montréal International (MI) in contributing to its zation to work on and long-term support in establishing
evolution. MI, a private/public partnership, was created its new home base in Montreal.
in 1996 to contribute to the metropolitan region’s According to Ms Allard, Montréal International,
economic development and international status by which has helped to attract over 30 international
attracting international organizations, foreign invest organizations to the Montreal region since its creation,
ment and qualified foreign workers. is used to rolling up its sleeves, for example by taking
The IOs team members and other Montréal Inter advantage of tools such as the International Develop
national officials went all out to facilitate ACI’s efforts. ment Fund of Montreal (FODIM), a mechanism created
“We quickly established a direct channel of communi to support international organizations establishing their
cation with a designated group of ACI officials in headquarters in the city.
Geneva to answer their questions. We also addressed Another of Montreal’s assets as an aviation and
their concerns and provided details on our financial and aerospace hub, is the strength of its local industry in
strategic incentives programme, as well as assistance to this sector, led by large international players such as
obtain work permits for ACI’s staff being relocated from Bombardier Aerospace, CAE, Bell Helicopter Textron,
Geneva to Montreal,” underlines Allard. “ACI was Héroux-Devtek, L-3 MAS and many more.
extremely well organized, so the dossier evolved quickly, Yet despite Ms Allard’s satisfaction with ACI’s move
much faster than what had been anticipated for a to Montreal, she believes there is still a lot of work to be
project of that magnitude.” done. “ACI’s move will consolidate Montreal’s position
“Montréal International was very helpful in our as the world capital of civil aviation and we want to
planning phase and once the agreement was in build on that success to encourage other international
place it continued to provide us with ongoing valuable aviation and aerospace-related organizations to choose
support during the move and other implementation Montreal as their headquarters. It’s a great place to do
phases,” said Max Moore-Wilton, ACI’s Chair. “We are business, and a great place to live. And we want the X
Montreal is home
grateful for this support, which largely contributed to whole world to know it.”
to ACI, ICAO, IATA
help us make a smooth transition under the best and a range of
conditions possible.” Peter Diekmeyer is a Montreal-based journalist. For other civil aviation
organizations and
Shortly after ACI ratified the move at its 2010 more information about Montréal International, visit aerospace
General Assembly in Bermuda, the organization con www.montrealinternational.com. companies.
The Airports of ACI World’s New Host City
By Craig Toomey
T
his is also an anniversary year for the principal especially Montreal-Trudeau, located just 20 kilometres
airport of ACI’s new host city: Montreal’s Pierre- west of the downtown area. Today, Montreal-Trudeau
Elliot-Trudeau International Airport – known until is Canada’s third-largest airport, welcoming more than
the end of 2003 as Dorval – is 70. The airport is oper 12 million passengers annually and served by some
ated along with Mirabel International Airport by 31 airlines offering non-stop service to more than
Aéroports de Montréal. In 2010, Trudeau handled 130 destinations in Canada, the US and internationally.
12.97 million passengers (+6.1%) and 107,484 The airport’s roots go back to the beginning of
tonnes of cargo (+23%), while Mirabel’s cargo World War II, when the Canadian Ministry of Transport
throughput was 87,849 tonnes (+1%). purchased 600ha of land around a former race track
in the small town of Dorval to build an airport for
n A rich history Commonwealth pilot training, civil aircraft and to ferry
Montreal is the capital of Canada’s vibrant aerospace military aircraft for Britain’s growing war effort.
sector, which has grown in recent decades to become Montreal Airport (Dorval) opened for business on
the fifth largest in the world. In addition to being 1 September 1941 with three paved runways. When
home to world-class aerospace manufacturers and the terminal opened two months later, the airport had
suppliers, educational institutions and research more employees than Dorval had residents. During
centres, it is the headquarters of key aviation World War II, 10,000 Allied aircraft were delivered to
X
An aerial view of
organizations such as the International Air Transport Great Britain from Dorval. Immediately after the war,
Dorval’s new Association (IATA), the International Business Aviation it switched to civil transportation as demand for
terminal shortly
Council (IBAC) and the International Civil Aviation passenger travel increased sharply.
before operations
began in Organization (ICAO). These, of course, are now being Dorval airport quickly grew by leaps and bounds as
December 1960. joined by ACI. Canada’s biggest airport. Already, in 1945 it was served
Part of the original
terminal can be
Montreal’s airports have been an integral part by four airlines offering 22 scheduled flights and
seen at right. of Montreal’s, and Canada’s, rich aviation history, handling 500 passengers a day. In 1946, TCA (now Air
Canada) and BOAC (now British Airways) were oper
ating transatlantic services between Montreal and the
UK and Dorval was handling 250,000 passengers a year.
Traffic grew steadily as many other airlines started
serving the airport, and by 1952 Dorval was serving
590,000 passengers. Two of its three runways were
lengthened to meet demand. Passenger traffic reached
1 million in 1955.
In November 1960, the airport was renamed
Montreal-Dorval International Airport. The following
month, the Minister of Transport inaugurated a new
C$30 million terminal, which at the time was the largest
in Canada and one of the biggest in the world. The
original terminal was demolished.
n A time of change
The 1960s saw the acceleration of socio-economic
changes in Canada and with them the emergence of
Toronto as the country’s busiest airport. However,
T h e A i r p o r t s o f A C I Wo r l d ’ s N e w H o s t C i t y
Dorval remained Canada’s main international gateway,

a position that was reinforced by Montreal’s hosting
of Expo 67.
In 1968, with optimistic forecasts of continued
strong growth in international traffic, the federal
Ministry of Transport announced the construction of
Montreal-Mirabel Airport, 60 kilometres north of the
city. The new airport was to handle Montreal’s inter
national flights plus some short-hauls while Dorval was
to remain, at least temporarily, the main domestic and
transborder airport.
However, by the time Mirabel opened a decade later,
in November 1975, Toronto had become Canada’s
number one international gateway. Mirabel went on to
handle a maximum of 3 million passengers a year, well
below forecasts. Scheduled international passenger
flights were transferred back to Dorval in September
1997 and the last passenger charters followed in
October 2004. Mirabel now specializes in cargo oper
ations and is also an important industrial site for aero
space companies such as Bombardier Aerospace and
Pratt & Whitney Canada.
In the meantime, responsibility for the operation and
development of Montreal’s airports had been passed
under a lease from Transport Canada to a new local
airport authority called Aéroports de Montréal (ADM),
which started operations in 1992. The transfer was part
of a new Government of Canada national policy to
divest itself of the country’s major airports.
n Major modernization programme

With the consolidation of passenger traffic back at
Dorval, ADM began planning a major redevelopment of
the airport’s ageing terminal complex. Between 2000
and 2005, it built a new transborder jetty, international On 15 June 2006, construction began on a new four- Z
Montreal
jetty, new customs hall and baggage claim area for non- star Marriott hotel at the airport, above the transborder Trudeau’s
domestic flights, and an expanded parking garage. sector, which opened its doors in August 2009. Also in redeveloped
terminal complex
Additionally, sections of the domestic area were 2009, Montreal-Trudeau inaugurated an expanded,
today.
renovated and expanded, accompanied by additional modernized and user-friendly transborder departures
retail space. In the midst of the expansion project, on sector. It includes a US pre-Customs clearance centre
1 January 2004, Dorval Airport was renamed in honour and one of the world’s most advanced outbound
of the Right Honourable Pierre Elliott Trudeau, former baggage systems that significantly increases handling
Canadian Prime Minister. capacity and speed.
The A i r p o r t s o f A C I Wo r l d ’ s N e w H o s t C i t y
The expansion and modernization programme de-icing procedures to improve efficiencies and reduce
has also leveraged high-tech solutions to facilitate the greenhouse gas emissions.
processing of passengers and their luggage while ADM, headed by James C. Cherry, immediate past
meeting stringent security requirements imposed since Chairman of ACI World, financed all of these improve
9/11. Today, Montreal-Trudeau is a world leader in ments itself, with no government grants. By the end of
airport self-service technologies, such as self-service 2010, C$1.5 billion had been spent to upgrade Montreal-
check-in. Trudeau, on time and on budget, giving it the ability to
Moreover, in keeping with a firm commitment to serve 15 million passengers a year.
sustainable development, ADM took advantage of the Not content to rest on its laurels, ADM continues
programme to incorporate new technologies designed to anticipate future needs and trends. Beneath the
to boost energy efficiencies at Montreal-Trudeau and new Marriot hotel and its own headquarters, ADM is
reduce the environmental impact of its operations. For laying the groundwork for a planned rail station to
example, Montreal-Trudeau’s average annual energy handle an express shuttle service between the airport
consumption has been reduced by more than half and downtown Montreal, with 2016 targeted as the
despite a doubling of the size of the terminal since 2000 in-service date.
through major technical improvements to its heating,
X ventilation and air conditioning (HVAC) system. The Craig Toomey is a Canadian journalist. For more
Air Canada has its
head office in
airport also recently renewed its snow removal information about Aéroports de Montréal, visit
Montreal. equipment and enhanced its winter maintenance and www.admtl.com.
Where
operations
meet
innovations
Proud member of ACI since 1992!
When it comes to airport management, Aéroports de Montréal has

taken operational efficiency and traveller experience to a whole new level,
meeting today’s challenges in order to develop the airport of tomorrow.
To get the whole story, visit www.admtl.com.
WHERE M O N T R É A L M E E T S T H E W O R L D
www.admtl.com
Geneva Airport – ACI’s Host for the First 20 Years
By Bertrand Stämpfli
W
ith annual traffic of almost 12 million Whether it is humanitarian or human rights, the
passengers, more than 170,000 movements environment or ecology, biomedical science or infor
and more than 60,000 tonnes of freight, mation technologies, the Geneva area is home to a
Geneva ranks among Europe’s major medium-sized unique concentration of economic and diplomatic
airports. Thanks to a customer-oriented approach expertise, as well as international decision-making
and high-quality service, it enjoys annual traffic bodies. It is also an area of outstanding natural beauty
growth with a strong network and an expanding with Lake Leman and other places of interest. Geneva
portfolio of new routes. Airport serves the region, fostering the development of
Working with the airlines, Geneva Airport has dev the local economy and the growth of business and
eloped an integrated marketing approach to increase leisure tourism. In addition to supporting an extensive
awareness of air services and local customer loyalty. airline network, it is Europe’s second busiest business
It also makes available feasibility studies for the aviation airport.
launching of new routes, facilitates contacts between
carriers and the partners involved, and ensures follow- n Development
up operations. Geneva Airport opened in 1920 and constructed its
Thanks to a productive workforce and excellent first concrete runway in 1937. During the 1940s, the
facilities, Geneva Airport enables airlines to keep runway was extended and a new terminal opened in
moving in all circumstances, with high punctuality and 1949 with an initial capacity for 300,000 passengers a
quick turn-around times. Surface access is excellent year. As traffic grew this was replaced in 1968 by a
too. The airport is situated less than 5 kilometres from complex capable of handling 5 million passengers a
the city centre with its own rail station and good road year. The complex comprised a main passenger terminal
links, while its catchment area covers parts of France linked by tunnels to three airside satellites containing
as well as Switzerland. boarding gates.
Geneva Salutes ACI on 20th Anniversary

Robert Deillon, CEO of Geneva International Airport, explains
that: “Geneva is the home of various international organi
zations, but one of them has always been closer to our heart:
Airports Council International.
“This can obviously be explained by the fact that this
distinguished organization represents many airports around
the world including ours, but the development of a very close
and collegial cooperation with the ACI Headquarters team
over so many years, is certainly the key element reinforcing
this preference.
“The proximity allowed our teams to interact very regu
larly with many airport experts in very different areas, offering
a great platform for the exchange of information and know-
how, resulting in very fruitful cooperation.
“We are conscious of the privilege we have had since ACI
was established in Geneva. It showed how important it is for
airports to work together, and even if our ACI colleagues will
now be further away from us, we look forward to continuing
this cooperation for many more years.”
G e n e v a A i r po r t – A C I ’ s H o s t f o r t h e F i r s t 2 0 Ye a r s
An integrated railway station was

opened in 1987 while the following
year the old passenger terminal was
refurbished for charter flights and a
new freight terminal built. During the
1990s, the main terminal was
expanded landside and the gates at
two of the satellites were equipped
with loading bridges. At the end of
the decade, in 1999, Geneva hosted
the 9th ACI World General Assembly.
Attention then shifted to airside
expansion with the West Wing enter
ing service in 2000 and the New
Frontal Departure Lounges at the end
of 2004. Retail and catering facilities
were also upgraded, making full use
of the larger and brighter spaces created by the terminal evolving role is accompanied today by social and Z
Geneva ranks
modernization. environmental responsibility at every level. among Europe’s
The latest expansion project is the East Wing, a Geneva Airport is a place of travel, a place of transit and major medium-
sized airports.
530m-long concourse with gates designed to handle a a place of leisure, as much for the local Swiss and French
mix of wide-bodied and smaller aircraft. The CHF 300 population as for customers it receives. In this respect, quality
million ($334 million) development is due to enter of service, punctuality and efficiency remain among the
service at the end of 2015. essential values to which all the airport’s staff are committed.
Meanwhile, taking advantage of the momentum X
Geneva hosted
created by the renewal of infrastructure and services, a Bertrand Stämpfli is the Press Officer at Geneva Airport the 9th ACI World
design competition was launched in 2010 to modernize (www.gva.ch). General Assembly.
the airport’s corporate identity. The new identity

“Genève Aéroport” was unveiled in April 2011.
n Dynamic business
Geneva Airport became an autonomous public body in
1994. It is now managed by an independent board of
directors and has more than 750 employees. Over half
the annual turnover – of more than CHF 320 million
($356 million) – is generated by non-aeronautical
activities. The airport operates under the control of
OFAC/FOCA, the body concerned with aeronautical
policy and the supervision of Swiss civil aviation.
Geneva Airport is heavily involved in the regional
economy, generating significant direct employment –
over 8,500 people work on site – and having a note
worthy indirect and induced impact. This continuously
Counting 10 Years of Successful Operation
Athens International Airport proven by an Athens University

(AIA) is a pioneering inter of Economics and Business
national Public-Private study in 2009.
Partnership, being the first In parallel, AIA , being fully
major greenfield airport conscious of its social role and
constructed with the partici as a responsible corporate
pation of the private sector. citizen, promotes social
Athens International Airport solidarity and culture through
S.A. is the company responsible explicit programme develop
for the operation, management ments, thus contributing to
and development of the airport the well-being of its neigh
for a 30-year concession period bours and the society overall.
initiated in 1996. In the frame In addition, it manages a
work of adopting a very modern comprehensive environmental
approach to airport manage policy by addressing all rele
ment, AIA has defined its own vant issues including noise
strategic position within the reduction, air and water quality
airport’s operational environ monitoring, waste manage
ment, by undertaking the roles ment and resource monitoring.
of “infrastructure manager”, AIA participates actively in the
“information technology and Airport Carbon Accreditation
telecommunications provider”, scheme aimed at reducing the
and “airport marketing carbon footprint of airports
manager”. and is the first Greek airport
Committed to operational with an environmental
and service excellence, safety department that has been
and user-friendliness, AIA has been approaches offered at most airports certified, since December 2000, accord
serving Greece’s capital since it opened worldwide, the implementation of ing to the international environmental
on 28 March, 2001, offering all airlines this philosophy makes each moment standard EN ISO 14001 for environ
and passengers a modern, spacious and at AIA a pleasant experience for mental management and services.
state-of-the-art environment. both travellers and the airport’s Last but not least, AIA’s success is
Besides its ample 24-hour capacity, other visitors. driven by its Human Capital, and
AIA’s key driver for the achievement of Furthermore, based on the Airport therefore special focus is placed
operational excellence and high quality Company’s management approach on attaining and retaining talent
services is its Customer Centric regarding the continuous increase of through education and development
Philosophy, the backbone of which is both aeronautical and non-aeronautical programmes.
the principle that each and every revenue streams, the airport has acted The effectiveness and innovation
customer is unique. Based on a well as a catalyst for long-term business of AIA’s initiatives throughout the
structured Quality Monitoring System development, by creating a business spectrum of the airport business are
that monitors and provides valuable platform for over 300 enterprises internationally acknowledged; AIA
information and insight on the level of directly related to the airport’s has been awarded with a number of
service quality that airlines, business operation. More than 16,000 people industry distinctions including eight
partners and consumers enjoy, it also work in the airport community making consecutive OAG Airport Marketing
takes into account the airport’s image the Athens Airport City one of the Awards, while its high-standard of
towards the greater public and the biggest employment engines in Greece, services to all airport customers are
quality of services and facilities contributing to the national and local reflected in consistently high levels
provided. Going beyond similar economy by 2.14% of the GDP, as of customer satisfaction.
ACI – Dedicated to Airport Safety
By David Learmount
O
ver the last 50 years there has had to be a massive piston engines on all but commuter aircraft,
mindset change among those who operate the transforming airborne speed, safety, range and
world’s airports. Meanwhile, the need for organi reliability, generating a surge in the amount of air travel.
zational change to enable future air travel demand to Commercial air transport had begun its development
be met safely and efficiently has become more urgent into the mass transportation system it is now. But
as demand puts growing pressure on aviation’s airport managements were still, despite the
infrastructure. standardizing effects wrought by ICAO, tending to think
Until ICAO, set up following the Chicago Conference and act locally or nationally, not as part of a worldwide
of 1944, obtained a consensus on Standards and system. It was this need to boost the process of thinking
Recommended Practices (SARPs) for aviation as a whole, about local operations as part of a global system which
including airports, there had been no agreed common led to the formation of ACI in 1991.
practices on aerodrome design or operational safety Today, even minor airports see plenty of air move
measures. Basically, until then airfields were open ments, and major hub airports are huge working spaces
spaces set aside to allow aircraft to arrive and depart, at which vast numbers of people and thousands of
more or less at their own risk. They were geographically tonnes of air cargo are dispatched – and received –
diverse, and operated autonomously. There was a kind daily. Not only has the number of arrivals and depar
of natural “island mentality” associated with the man tures at airports multiplied, but so also have the size,
agement of individual aerodromes. The story of airport capacity and sophistication of the aeroplanes that use
safety since then has been about the process of evolution them. Also, ever since the early 1970s, airports have
X from that state of affairs to the way things are today. faced a new challenge: the need to provide security for
Major hubs are
complex working
That process of gradual change began to accelerate travellers against those who would perpetrate harm to
environments. in the 1960s, when jet power started to take over from make a political point.
A C I – D e d i c a t e d t o A i r p o r t S a f e t y
n Today’s global picture

The world’s two biggest regional programmes for Air
Traffic Management (ATM) modernization, Europe’s
Single European Sky “SESAR” programme and the USA’s
NextGen, will have their parallels in other busy world
regions. The organizational challenges involved are
immense, the technology complex, but programmes like
these will transform the way in which ATM is carried out
globally, and the transformation of airport operations
management is completely integral to the system’s
future success. Without airports, aviation can’t happen;
but unless airports integrate into the new ATM systems,
aviation growth will be hampered and safety will
be affected.
With its eyes fixed firmly on the pressures that the
impending demands will place on airport management, in Europe, the densest area of complex air traffic activity Z
Airports need to
in 2010 ACI launched a safety performance programme in the world. Airport ground movement control and integrate into the
called Airport Excellence (APEX) in Safety to assist approach/departure control now have to be an integral new ATM systems.
member operators to raise their game in line with the part of the total ATM system if it is to work well. Airport
challenges they face. The programme is being piloted managers can no longer think of their domain simply as
globally in all five ACI regions, and will offer assistance a starting point or destination for flights, independent
on every aspect of safety management, from documen of the airborne route network and its operation. The
tation and training through to facilitating inter-airport total system could not work efficiently that way and, as
mentoring programmes. ACI’s Director of Safety, the skies get busier, neither could it remain safe.
Technical and Administration David Gamper says there is This integration between ground and air operations
a long way to go yet, but eventually the APEX badge of is a two-way process that needs coordination on a
excellence may become – to individual airports – what global scale, points out ACI’s Gamper. The need for
the IATA Operational Safety Audit is to airlines – a public global harmonization means that the coordination of
testimony to high standards that go well beyond airport policies through ICAO is essential. Gamper insists
minimum legal obligations. that the new system’s development is not only a
Meanwhile, airspace in terminal areas around major question of airports fitting in with air navigation service
hub airports, and in busy en route sectors, is close to providers’ plans for the airborne environment, but that
the limits of its capacity at certain times of the day, “it is essential that the airport operators’ perspectives
particularly above many parts of Europe. So, for the are understood”. That, he says, is one of the functions
sake of total system efficiency, the traditional science of that ACI carries out in its work with ICAO.
Air Traffic Control (ATC) – concerned simply with deliver Now airports, particularly the big world hubs, are
ing safe separation for traffic – has had to evolve into beginning to implement the process of integrating
the new science of ATM. Separation remains just as seamlessly into the whole ATM system. This is still a
important as it ever was, and ATM delivers it, but man relatively new endeavour, but its objective is to enable
aging the traffic flows to avoid local system overloads is each aircraft journey, from pushback at departure to
now essential both for safety and for system efficiency. docking at the destination loading bridge, to be totally
Separating airport ground operations from the air free of delay on the ground or in the air, and to be
borne ATM function is no longer an option, particularly absolutely direct and completely safe. The only way to
AC I – D e d i c a t e d t o A i r p o r t S a f e t y
Z achieve this is to have an operations and ATM com neurological in its integrity, a system that can respond
Integration
between ground
munications network, linking all the system players, and adapt instantly to changes. ICAO and Eurocontrol
and air operations operating in real time to ensure that all the require call it SWIM – the System-Wide Information
is a two-way
ments of each air movement are foreseen, coordinated Management system.
process that needs
coordination on a with others, and met. Such a network has to be This need for integration into the system may be
global scale. clear to the management of major hub airports, but
V it is essential that minor airports take part as well.
ACI has developed
a number of
Gamper says that: “They are getting the message that it
safety-related is important for them.” This is vital, because the smaller
handbooks for
airports have been slower to develop and have limited
airports.
resources, but now will often see faster traffic growth
than the system average as the major hubs become
choked with traffic, and airlines look for more point-to-
point opportunities to bypass them.
n Airport safety today

Since 2005, licensed airports that handle international
traffic should have been operating a Safety Management
System (SMS), according to ICAO. In fact the Organization
wanted all aerodromes licensed for public service oper
ations to run an SMS, but for the international ones to
consider it mandatory. Gamper admits that compliance
is “far from universal”. The problem, according to ACI,
is that some national aviation authorities, supposed to
be overseeing the implementation of ICAO standards in
their own States, may not themselves have the
X
Runway safety has
been the focus of
increasing
attention.
resources and experience necessary to regulate airport

safety efficiently.
So the industry itself, with ACI’s help, is having to
self-motivate to improve. Hence APEX.
“Runway safety” is an active buzzword these days,
at airports and airlines. Until about five years ago the
fact that the most common of all aviation accidents
were those that occurred on – or close to – runways was
just accepted as one of the inevitable costs of aviation.
But in this digital era, as accident data accumulated on
databases worldwide, organizations like the Flight
Safety Foundation began to analyze the figures that
were emerging and question the assumed inevitability
of accident sequences that began or ended during the
take-off or landing run. ACI was there too, with the
Flight Safety Foundation, as runway safety started to be
divided up into different categories for closer exami
X
nation: runway incursions (entering a runway or an engineered materials arrester system in the newly
Risk mitigation for
beginning take-off when not cleared to do so); runway created RESA. certain runways can
excursions (veering off the side or overrunning the end); RESAs are just one of the many safety issues for involve installing an
engineered
runway confusion (crew misidentification of the runway which ICAO standards have existed for decades. But not
materials arrester
chosen for landing or take-off). all airports have respected ICAO SARPs because their system.
The worst aviation accident in history was the result

of a runway incursion at Tenerife Norte in March 1977,
when a KLM Boeing 747 began its take-off run in fog,
mistakenly believing it had clearance to do so, and it
collided with a Pan Am 747 that had been cleared to
cross the runway. That accident killed 583 people.
Many runway accidents are not fatal, but they are
often costly anyway. So all airports are now encouraged
to calculate their exposure to the risk of the various
categories of runway accident. But they also have to
calculate the seriousness of the potential consequences
of a runway safety event. For example, if an aeroplane
were to overrun a runway where the overrun area –
the runway-end safety area (RESA) – was flat and clear
of obstacles for 500m, the consequences would be
mild; but if the runway had no RESA, and the terrain
beyond the tarmac immediately dropped away into
a canyon, the consequences of an overrun would be
severe, and mitigating action would need to be con
sidered. The mitigation could, for example, involve
shortening the published runway length, and installing
AC I – D e d i c a t e d t o A i r p o r t S a f e t y
Z runways were often constructed before adherence to especially through the Airside Safety Handbook.
ACI is working to
raise ramp safety
global standards became a part of the industry culture. Other available advice and help from ACI includes
standards. This is the kind of issue that ACI’s APEX programme was aerodrome wildlife management and bird hazard
designed to address, and it does so by providing exper prevention, standards for apron markings and signs,
tise and training, by promoting best practice and facili and a safety management systems gap analysis and
tating airport mentoring, and by publicizing programmes audit tool. Where ACI does not provide a publication
like runway safety to raise awareness of risk, and pro or programme of its own, as for example in the
moting mitigation strategies. arena of airport design and planning, it is because
There is an equivalent programme aimed at raising it can direct its members to ICAO for the guidance
ramp safety standards. Industrial studies have demon they need.
strated that, for airport and airline employees, the ramp Above all ACI is working to help airports to
is a more dangerous place to work than in a coal or embed safety management systems in their day to day
gold mine. The area around individual aeroplanes operations, the SMS fed by an internal incident
during a turnaround is alive with vehicular and reporting culture that can thrive in an environment
personnel activity supporting a range of activities: where safety solutions rather than scapegoating are
passenger and crew embarkation and disembarkation, the objectives. As ACI defines it, an SMS, within a well-
aircraft engineering, refuelling, catering, baggage founded corporate safety culture, is a self-diagnostic,
loading, freight loading, aircraft servicing, aircraft self-auditing system that produces an improvement in
engine operation – including fans/propellers turning corporate performance. ACI describes the reiterating,
and jetwash/propwash – and pushback tugs. closed-loop methodology as a four-phase process:
Runway and ramp safety are just two of the safety “Plan, do, check, review”. In this model, the initiating
development areas in which ACI provides support, “plan” phase is based on risk assessment.
As ACI’s World Annual General Assembly agreed last agreed through ICAO, and to identify best practices
November, “The next step in reducing accident and within the industry. By adopting these, airports will
incident rates is to assess and address vulnerability to prepare to meet – and exceed – the future’s growing
accidents and incidents”. For many decades the world’s safety challenges.
best airports have operated individually to be safe. The
difference now is that the ACI is helping the world’s David Learmount is the Operations and Safety Editor at
airline industry to act together to meet global standards Flightglobal (www.flightglobal.com).
Safety and Technical – An Interview with the Chair

As safety is integral not just to all aspects of “and we worked very hard on ensuring that we
airport operations but to the whole process of had a plan going forward for compatibility with
airport planning and development, the ACI these new aircraft.”
World Safety and Technical Standing Committee Lackey adds that there is still work to be
(WSTSC) has a broad remit. It is chaired by done in the area of data harmonization.
Brian Lackey, Vice President for Strategic Meanwhile, following recent success in
Planning and Airport Development at the reducing runway incursions, attention has
Greater Toronto Airports Authority. shifted to runway excursions. The focus so far
The WSTSC is currently supporting ACI’s has been on landing overruns (including veer-
Airport Excellence (APEX) in Safety programme, offs), and may be expanded to look at landing
which draws on the committee’s work over the undershoots and take-off overruns as well.
past 20 years. These include achievements in A priority area going forward is risk
specific areas such as improving apron safety, management. “Historically, if you built runways
reducing runway incursions and developing Brian Lackey. for aircraft to operate on that were of specific
standards for new large aircraft (NLA), as well dimensions, then that was considered the
as the general nurturing of a culture of safety, providing the regions with some of the tools extent of your risk management. We think
all underpinned by the introduction of systems they need in order to deliver the programme that there are a lot more factors than just the
to collect data and measure performance. The including key performance indicators, assess geometry,” declares Lackey. “We really need to
WSTSC also has a publications programme with ments and documentation of best practices in have a process which allows you to assess the
a number of handbooks which are reviewed on safety, some self-audit tools for airports and associated risks of each individual runway and
a cyclical basis. support to the ACI training programmes,” he to plan your risk mitigation expenditures
“One of the key challenges is getting a feel says. “One of the areas that we are looking at is appropriately.”
for the level of safety at airports throughout how we can advance the safety management Another major issue coming up is how
the world and the primary safety issues that system and the culture of safety at airports. airports adapt to climate change both in terms
ACI can help members with,” says Lackey. “Over That’s really been one of the primary focuses of of contributing to its mitigation through
the years this committee has worked on the committee over the years.” measures such as energy management, and
developing performance indicators. A lot of our Priority areas also included working with dealing with its impacts. Low-lying airports,
earlier work was related to apron safety. That is other organizations to harmonize data for example, are threatened by rising sea levels,
now expanding to look at key safety perfor collection, which started in the area of apron while many are subject to more extreme
mance indicators in all areas of the aerodrome, safety, tackling the issue of runway incursions weather conditions. “Typically, we design our
and is really starting to get focused under the with initiatives such as improved markings and aerodromes for a particular storm event and
APEX programme.” visual aids, better training for drivers on the we may have to start designing them for much
APEX is currently in the organizational airfield and education programmes to raise more extreme storm events,” says Lackey. “And
phase. When it is rolled out, Lackey explains awareness, and collaboration with ICAO on that is really going to be fairly significant over
that from an implementation point of view the standards including those for the NLA. “ACI the next few years.”
focus will be on the ACI regions with the needed to look at what the implications were Lackey rounds up by stressing that safety
WSTSC providing technical support. “We see going to be for existing aerodromes and on the always has been and always will be ACI’s
the committee’s role as being critical to standards for future aerodromes,” says Lackey, top priority.
AA
NCSafetyT
OR
I N S PEC
APEX Focuses on Runway Safety
By David Learmount
R
unways are the places where a third of all Administration, says that action to improve runway
commercial air transport accidents happen, safety has been identified as the top priority in the
according to ICAO. organization’s recently launched Airport Excellence
At the end of May ICAO ran its first Global Runway (APEX) in Safety programme.
Safety Symposium, demonstrating the industry’s So, working in harmony with ICAO and the Flight
commitment to bring aircraft and airport operators Safety Foundation, ACI is rolling out APEX globally,
together to seek solutions to this persistent safety but with implementation to be carried out locally
problem. For some years now ACI has been working by airport operators, aided by the ACI regions. On
with ICAO to address runway safety in particular as an behalf of all airport operators everywhere, Gamper
important part of airport safety in general. puts the case for APEX with stunning simplicity:
The worst accident in aviation history took place on “We [the airports] don’t want to be the places where
a runway in 1977, but until quite recently there was a accidents happen.”
seemingly unconscious acceptance among airlines and Runway accident risk, however, cannot be managed
airport operators that runway accidents were an by airports alone. The runway itself, or the space beside
inevitable reflection of the fact that take-off and landing or beyond it, may be the place where a damaged
are the two most critical phases of a flight. aircraft frequently comes to rest after a bad landing, but
In the last five years, however, the industry has the genesis of a landing accident often lies in the way
finally begun to analyze, in detail, all the factors that the crew handled the approach, the quality of the
lead to runway accidents, to work out whether – and pilots’ decision-making, the weather conditions, air
how – the risks can be reduced. traffic control factors, communications breakdown, or
ACI has been closely involved in this effort. even an aircraft malfunction. Gamper himself regularly
David Gamper, ACI’s Director of Safety, Technical and makes presentations to regional aviation bodies and
V
ACI has designated
2011 as
“The Year of
Safety –
Safer Still”.
A P E X Fo c u s e s o n R u n w a y S a f e t y
X
APEX was launched at the ACI World
General Assembly in November 2010.
Pictured introducing the programme is
Ad Rutten, President of ACI Europe.
transport departments all over the world, setting out all

the contributory factors to runway accidents, and what
airports can do themselves to mitigate the risks.
Working with the Flight Safety Foundation, ACI has
produced a “toolkit” that contains a breakdown of all
the factors influencing runway safety, listing them
according to which of the “players” can contribute a
solution, and what the options are. The “players” are
the aircraft operator, ATC, the airport operator, the
aircraft manufacturer and the regulator, and they are
each provided with a menu of options for action that
they could take to improve runway safety.
n Three categories
Intensive recent study of runway accidents has led to
the identification of three different categories of event: off. Everybody on board both aircraft was killed, along
runway incursion, runway excursion and runway con with four more who died in the cargo terminal when
fusion. Runway incursion involves uncleared entry onto the MD-80’s flaming wreckage hit it.
an active runway by an aircraft or vehicle, and while this Runway excursion is not only the most common of
is quite rare it has the potential to cause a catastrophic all the runway accident categories, but also the most X
Surface movement
collision. Runway excursion means running off the side common of all air transport accidents. It is frequently
radar systems
or the end, and this is by far the most common category not fatal, but it is almost always damaging and some enhance airport
of runway accident. Runway confusion is misidentifi times disastrous. In July 2007, a TAM Airbus A320 safety especially
during times of
cation of the active runway or the one the pilot has fatally overran the runway at São Paulo Congonhas low visibility or
been cleared to use. Runway confusion is rare, but airport in an accident that happened because of a at night.
again has the potential to cause a serious accident

when it does occur.
Gamper points out that in the period from 1995 to
2008 there were 10 incursion accidents, four confusion
events, but 417 excursions.
A runway accident that takes place at or before take-
off can be caused by poor visibility, or misunderstanding
between pilots and air traffic control, by flightcrew
confusion about where their aeroplane is on the
aerodrome (getting lost), or a combination of all these.
The worst airline accident of all time was a runway
incursion in Tenerife in 1977 caused by a combination of
poor visibility and communications misunderstanding.
But there has been another very like it much more
recently, proving that the lessons from Tenerife were not
learned. In October 2001, in fog at Milan Linate airport,
a business jet got lost and unknowingly entered the
active runway just as an SAS Boeing MD-80 was taking
AP E X Fo c u s e s o n R u n w a y S a f e t y
V
For some airports
the terrain
makes runway
improvements
difficult. At
Funchal in Madeira
the solution was
to extend the
runway on
columns.
complex combination of many factors: the airport’s Airports have the power to influence runway safety,
site, which was on a hilltop; the aircraft had been because a fair proportion of the available runway risk
dispatched with a known minor aircraft malfunction; mitigation factors are – partly or completely – under the
it was a rainy night; the crew that mishandled the control of the airports.
engine power levers on touchdown; and finally the For example, neither Tenerife nor Linate had surface
runway had virtually no runway-end safety area, and movement surveillance systems, so in poor visibility they
beyond that there was a very steep, high drop into had to trust to traditional procedural control, which
the city itself, with no arrester system ahead of it. depends on all parties acting faultlessly, because
Some overruns can be relatively benign, but this one developing risks cannot be seen. If ATC had been able to
was not, and at many airports worldwide today the monitor, despite the fog, where the aircraft were on the
same sort of problem is a matter of serious concern. airport, both accidents could have been prevented.
Runway confusion is relatively rare, but can be
disastrous also. A Singapore Airlines Boeing 747-400 n Actions to reduce risks
at Taipei in 2000 was destroyed with major loss of ACI, with ICAO and the Flight Safety Foundation, has
life when, in poor visibility, the captain misidentified gathered data from runway accident investigations to
a runway that had been taken out of service for identify and prioritize the actions airports can take to
maintenance as the active runway, and began the reduce risks, and to raise awareness among the world’s
take-off roll. The aircraft collided at high speed with airport operators of the power they have to influence
heavy maintenance equipment parked on the runway safety favourably.
runway. All sorts of issues were raised in the final Runways, like roads, have characteristics: width,
report, creating disagreement between the Taiwan length, shape, slope, evenness (or lack of it) and surface
investigators and the Singapore Civil Aviation texture. The airport operator may have the power to
Authority. Factors cited included the clarity of airport change or influence some of these, and occasionally all
signage, taxiway surface markings and taxiway/ of them. Lengthening a runway may be an option, but
runway lighting. for some airports terrain will make that impossible.
Let’s grow old
together
As one of the world’s oldest airports (est. in 1916), we are delighted to congratulate
ACI on its 20th anniversary. Over the past 20 years, ACI has proven to be a true and
strong representative of airports around the globe, and of their partners. Plus an
important binding force in times of economical turmoil. We hope ACI will keep
flourishing in decades to come. As we celebrate Schiphol’s 95th anniversary this
year, we’re a bit ahead in age. But we happily invite ACI to grow old with us.
AP E X Fo c u s e s o n R u n w a y S a f e t y
While ACI continually works with ICAO to achieve

desirable airport design standards, it embraces the
principles of equivalent safety and local safety manage
ment, so it fights the airports’ corner to prevent the
blanket imposition of standard solutions. ACI argues
that risk is runway-specific, a risk assessment is needed
for each individual runway and that there should not be
a new prescriptive standard in excess of the present one.
One of the main planks of the APEX programme is a
system for arranging the mentoring of less prosperous
airports by those with more experience and resources.
This is a system that does not rely purely on undiluted
altruism, because airline route networks are harmed by
destination airports that have a bad reputation, and
that factor adversely affects business at the departure or
hub airport, so it is in everyone’s interest to find a
solution that keeps the network operating safely.
Not long ago an airport in Africa had a reputation
with airlines for causing serious damage to aeroplanes
Z Evenness and surface texture can definitely be because the manoeuvring area surfaces were uneven
A grooved runway
surface will drain
addressed by the airport operator, but there will be an and damaged, and paving fragments were often sucked
rainwater fast and associated cost. Gamper explains that under the APEX into engines causing expensive damage. The airlines
improve surface
programme, ACI will develop capacity to send a team to persisted in dispatching aircraft there because it was an
friction for
braking. any airport to gather data and to offer help – which oil industry destination that filled the airlines’ premium
might include helping them to raise finance for safety- cabins, but they went to great lengths to try to mitigate
related improvements. the risks using their own measures in the absence of any
ICAO guidance on “Airport Design for Safety” makes moves by the airport operator. Fortunately that problem
it clear that while its airport design standards should be and many others have now been dealt with as a result
made mandatory by Contracting States, its recommen of a national government decision to make the national
dations should not be compulsory. This is an acceptance aviation authority autonomous in its safety oversight,
of the fact that, if an equivalent level of safety can be giving it some teeth.
achieved by a different method than that set out in the Gamper says airport mentoring offers are mostly, at
recommendations, airports should be free to adopt a present, coming from larger airport operators. But he
solution that fits local circumstances. For example, if a says ICAO’s regional offices are also a channel through
runway does not have the recommended length of which expertise and assistance can be directed to
runway-end safety area (RESA) in excess of the Standard, airports that need it.
compliance could be achieved either by lengthening the Weather cannot be influenced by airport manage
RESA or, if terrain or other considerations make that ment, but the runway safety risks for aircraft operations
impractical, the usable runway length can be shortened in bad weather can still be mitigated by various means
to achieve the same effect. Aircraft operators then have over which the airport operator has control or influence.
to change their take-off and landing performance Runway texturing is a good example of one of the ways
calculations to ensure they can operate safety from the in which this can be done. A grooved, crowned runway
shorter runway. surface will drain rainwater fast, reducing aquaplaning
A P E X Fo c u s e s o n R u n w a y S a f e t y
risk, and the grooving will also improve surface friction responsible for the decisions they make having received
for braking in both wet and dry conditions. Also, if the information.
rubber residues are allowed to build up on the runway Even airport operators that have taken every possible
surface in the touchdown areas, the runway will safety measure within the reach of their control or
become slippery there. Regular rubber removal will influence have to allow for accidents that will happen
prevent this. ACI’s Airside Safety Handbook provides on site or close by. Accident mitigation is an absolute
operators with advice about mitigations like these requirement for which ICAO prescribes minimum
and how to apply them. Ensuring that surface snow- standards of equipment and readiness.
clearing and de-icing capabilities are up to standard But Gamper makes it clear that just being equipped
is another way airports can improve operational is insufficient; the operator must have – and practise –
safety standards. accident mitigation plans for all the potential risk
Other weather factors can also be mitigated. If the scenarios and links with local emergency services.
airport management and its air traffic control contractor ICAO standards for airports have existed for 60
take measures, in cooperation with the national years, but in many parts of the world they were loosely
meteorological service, to understand the minutiae of applied or not applied at all. That situation is changing
the airport’s local climate at all times of the year, local rapidly, with standards and recommended practices
meteorological risks will be fully understood by duty being reviewed against safety performance. ACI is
staff, whether ATC or airport operations personnel. working with its members to ensure they can meet the
Recurrent local risks, like windshear, can be communi higher safety expectations that air travellers have today.
cated to the operators via notices to airmen, and real-
time weather updates passed regularly to aircraft crews David Learmount is the Operations and Safety Editor at
on approach or departure. The pilots are then Flightglobal (www.flightglobal.com).
C
Ensuring that
surface snow-
clearing and
de-icing capa
bilities are up to
standard is
another way
airports can
improve oper
ational safety
standards.
NACO, Netherlands Airport Consultants B.V.
Well known around the world and new airports were designed and built projects to develop our portfolio by
within the Netherlands, NACO is and under NACO’s supervision. gaining new ones.
has been using its expertise in the 1980’s Collaboration with Benthem To continue down a successful path
aviation industry for more than 60 years. Crouwel Architects (Amsterdam) began and expand our services, NACO joined
NACO was founded in 1949 by a group for works at Schiphol and the two firms the DHV Group, a leading international
of Dutch firms that wanted to provide continue to carry out works at consultancy and engineering firm with a
independent knowledge and expertise Amsterdam Airport Schiphol today. worldwide network back in 2003. By
regarding the development and con 1990’s There was a boom of new doing so we can offer clients more ser
struction of airports. The founders and airports in Asia, including Bangkok and vices regarding not only airport expertise
first shareholders were KLM, Shell, Kuala Lumpur for which NACO carried but also for development around the
Phillips and other various contractors. out works for master planning, funct airport. In 2009, InterVISTAS
Dr. Albert Plesman, President Director of ional design and contract management. Consulting Group, industry experts in
KLM was the primary initiator of the firm The terminals were designed by well transport and tourism became part of
and remained on the Steering Committee known architects with technical assis the DHV Group. Since then services
until just before his death in 1953. tance from NACO. Strikingly enough is offered to the aviation industry have
NACO’s reputation in the market the scale for which master plans were only increased. Together with
today dates back to the start of the made for 100 million annual passengers InterVISTAS Consulting Group NACO
relationship with Amsterdam Airport and for which terminal buildings for 40 forms the Business Group Aviation. This
Schiphol, one that still remains strong. million annual passengers were realized. combination offers a centre of excellence
The affiliation with Amsterdam Airport Over the past 10 years, NACO has providing integrated, operational and
Schiphol began in 1948 when an alter successfully worked together with inter technical solutions. Whether looking for
native location for the airport was being national signature architects on the developing a new business strategy,
researched. Following that in 1953, design of large new terminals. Such enhancing non-aviation related
NACO advised the directors of KLM cooperation includes that with Foster and revenues, attracting airlines to your
regarding Amsterdam Airport Schiphol Partners in Beijing for the New Terminal airport, or planning long-term airport
but was not initially involved in the 3 Building and currently in Kuwait and development, optimizing the airport’s
development that directly followed. with KPF for the New Midfield Terminal capacity, designing, engineering and
That all changed however, in the six Complex in Abu Dhabi. implementing major development
ties when NACO was assigned to design NACO’s history is one that dis works we are well equipped to be the
the new terminal building for Schiphol tinguishes us from our competitors. right partner.
that went on to be opened in 1967. It With the growth of the firm in the Our services include but are not
was during this period that opportu 1970s and 1980s many positions were limited to:
nities for projects abroad started to created and filled by experts that made
flourish for NACO, with thanks to the life-long careers at NACO. Those experts Planning
perception of Schiphol and KLM’s have passed their knowledge down to l Capacity & demand analysis
representatives abroad. the current NACO generation and some l Facility sizing & infrastructure layout
From here on out NACO grew along of them still keep in touch with our l Master planning & development
side the developments that occurred clients in the Netherlands and abroad. phasing
within the aviation industry. To quickly With many of our clients those personal l Environmental & economics planning
take you through the years: relationships are still making it possible
1950’s The Pioneer Phase for NACO to maintain a common past which forms Public-Private Partnerships &
and the first terminal building overseas was the basis for new projects. We rely on Finance
designed by NACO in Damascus, Syria. our ability to maintain and create new l Feasibility studies, analysis & due
1960’s NACO designed the new relationships with clients so that we diligence
Schiphol; connections were made in will continue to be successful. Thanks l Financial analysis & economics
Saudi Arabia and Nigeria with subse to the reputation of Schiphol, KLM l Revenue management & cost
quent actions that lasted throughout the and our history with them, we proudly mitigation initiatives
1970s and 1980s when a long list of share our track record on Schiphol l Transition planning
Facility Planning & Design Infrastructure Planning & l Efficient integration of all project life
l Planning & design of airport Design cycle phases
terminals & facilities l Geometry & pavement design
l Functional design & capacity l Construction phasing plans Border & Security Services
optimization l Design of apron-building interface l Border flow optimization
l Airport special systems l Drainage design l Process innovations
l Passenger flow simulation l Strategic advocacy planning
Air Service Development l Security auditing requirements
Economics, Strategic Planning l Market Evaluation & traffic
and Market Analysis forecasting NACO, Netherlands Airport
l Economic analysis, logistics and l Air service & tourism development Consultants B.V.
regulatory strategy Anna van Saksenlaan 10
2593 HT The Hague
l Strategic planning, marketing plans, l Business cases & route analysis
The Netherlands
tourism plans and organization l Financial incentive support services
T: +31 70 3446300
reviews www.naco.nl
l Benchmarking, consumer surveys & Construction Management naco-haag@naco.dhv.com
focus groups, air travel market research l Stakeholder engagement
Contact: Tiffany Fluent, Business
l Environmental strategic plans, audits l Process management
Development Assistant
and greenhouse gas management l Risk management
Total Airport Solutions

Strategy - Planning - Design - Implementation
With more than 60 years of worldwide experience in
airport development, NACO offers an extensive range
of integrated airport planning and design services.
Website: www.naco.nl
Twenty Years of Airport Security
By Philip Baum
S
ecurity is a core priority for ACI and its members. There never was any global acceptance as to which
The challenge facing airport management is how to technology should be used as the first line of defence.
facilitate the multitude of inspection processes In the United States, there was a mass roll out of
while also focusing on the more positive customer ser computed tomography (CT) systems to perform Level 1
vices that generate revenue and make the airport-based inspections, whilst in Europe the same technology was
element of the traveller’s journey an enjoyable experience. deployed at Level 3 as a means of resolving Level 2
At the time of ACl’s inception, the heyday of tradi alarms (when traditional X-ray – automated and
tional terrorist hijackings was already consigned to the screener examined – had not succeeded). There was,
history books. Whilst there have always been actions and remains, a certain mystique about the hold bag
perpetrated by psychologically disturbed individuals and gage examination process – one that serves airport
asylum seekers, the frequency of incidents involving security well; what the eye can’t see, the mind struggles
armed revolutionaries, acting in order to gain publicity to plot against. Net result: traditional improvised
for their political viewpoint, had dramatically declined explosive devices secreted in suitcases have not been
by 1991. Even acts of aerial sabotage had, by the early seen for some time now, so it is reasonable for the
1990s, become rare. The legacy of such incidents had not. industry to claim a degree of success.
It was the downing of two transatlantic airliners, Air As far as the general public are concerned, the
India 182 in 1985 and Pan Am 103 in 1988, which led passenger checkpoint is the primary means of ensuring
to the integration of hold-baggage screening, predomi safe skies, even though, in reality, it is but a small piece
XV nantly utilizing X-ray-based technologies, into the bag of a giant jigsaw puzzle of surveillance, access control,
The archway metal
gage handling systems of airports. Deadlines came and identification, handling and screening technologies and
detector and cabin
baggage X-ray went and huge construction projects were embarked processes that together create a picture designed to
machine are now upon as airport management sought to clear passenger prevent, deter and even respond to acts of unlawful
being augmented
by full body
areas of the scanners and have them do their duty out interference. The archway metal detector and cabin
scanners. of sight of the general public. baggage X-ray machine are part and parcel of airport
Tw e n t y Ye a r s o f A i r p o r t S e c u r i t y
life around the globe but they cannot claim to be the have of them. Each lane will be equipped with different
stand-alone solutions they once were to counter the screening technologies and the overall objective is to
terrorist threats of the 21st century. Airports are now speed up the flow of passengers through the check
being forced to allocate valuable real estate and fund point by focusing on those passengers who pose the
ing to deploy advanced screening technologies, such as greatest risk. It is being mooted that a degree of
millimetre wave and backscatter body imaging behavioural analysis will be utilized by trained profilers
technologies. to supplement the intelligence we have on passengers.
As ACI entered its second decade, airport security Indeed, the potential benefits we stand to gain from the
underwent its biggest challenge to date. The terrorist new approach will be undone if we fail to embrace
attacks of 11 September 2001 succeeded due to a “lack common sense and use of the sixth sense and fall into
of imagination” by regulators and operators to recog the trap of accepting “the computer said so” decisions
nize that religious zealots armed with legally trans as to who can be trusted as cast-iron guarantees of
portable objects could convert commercial aircraft into integrity.
weapons of mass destruction. Highlighting the need for rethinking the components
Subsequent plots have demonstrated the innovation of what has now been termed “next generation
of the terrorist community and its unabated desire to security”, Craig Bradbrook, ACI’s Director of Security
target aviation. Suicidal individuals concealing bombs in and Facilitation says: “Aviation must keep pace with
shoes and underwear has led to the deployment of ever- changing threats and attacks on civil aviation, be that
more invasive screening technologies; fundamentalist passenger or cargo. We can question whether today’s
gangs attempting to infiltrate liquid-based explosives approach effectively meets current and future threats
onto aircraft has spawned the unpopular limitations on and also whether it is sustainable in the long term, in
liquids, aerosols and gels carried in cabin baggage; and light of ever more stringent measures and rapidly
bombs sent as courier shipments, so cleverly concealed growing passenger numbers, forecast to double by
that screening technologies failed to identify the devices 2029. We are advocating a new approach based on
even when intelligence received resulted in the packages passenger differentiation according to the passenger’s
being subjected to special examination, has initiated a risk profile and use of an improved screening process
drive towards greater scrutiny of air cargo. applied to the small percentage of passengers that are
deemed to be higher risk.”
n Checkpoint of the Future Indeed, looking at the decade since the 9/11 attacks,
One thing is certain. If we continue to simply play catch we can see that the deployment of common sense might
up and deploy standardized screening processes, the well have worked where traditional screening failed.
opposition will be able to plan the next outrage utilizing Richard Reid, the shoe bomber, was actually
weapons and attack scenarios that we have recognized identified as a possible threat to his American Airlines
but too easily dismissed. And it is against that backdrop flight from Paris to Miami on 21 December 2001 (being
that the recently unveiled Checkpoint of the Future has the anniversary of the Lockerbie disaster) and missed his
been devised. ACI’s third decade will see this radical flight due to additional screening he was to undergo as
new approach to screening take root at many of the a result of behavioural characteristics that caused
world’s larger airports. concern to security personnel; he returned the next day,
The Checkpoint of the Future will see passengers after a night at an airport hotel, and was allowed to
divided into three groups – those who are intrinsically board without his footwear being inspected. The
trusted, those who are considered to be higher risk and industry was lucky that the fuse in Reid’s shoes was
those who should undergo standard screening pro damp and he failed to ignite it; passenger and crew
cesses due to the limited amount of information we intervention saved the day.
interference with civil aviation; disruptive passengers

and those who are in some way psychologically
unbalanced pose a daily threat to the industry and
exist in every country around the world. No region can
claim immunity. The destruction of a China Northern
flight in 2002 by Zhang Pilin, who had taken out
multiple insurance policies on the day of travel, could
have been prevented had people acted on the extremely
nervous behaviour he displayed prior to boarding. In
May 2003, David Mark Robinson tried to gain control
of a Qantas flight, desiring to crash it into Cradle
Mountain, Tasmania, and deliver all those on board as
a present for the devil who, he believed, lived there!
Robinson had been prevented from gaining access to
the cockpit of a flight departing Hobart only five
months earlier and had such invaluable intelligence
been available to screeners in Melbourne it might have
resulted in Robinson being denied boarding for the
flight to Launceston. Ultimately it was down to the
aircrew to prevent a disaster.
The Robinson case was quickly forgotten, in part
Z The underwear bomber, Umar Farouk Abdulmutallab, because he was unsuccessful but also because the
However much
technology is
should have been identified by profiling techniques on incident took place on a domestic route well away from
refined, the Christmas Day 2009. He was travelling to Detroit for European and American skies, being the perceived
effectiveness of
two weeks with no luggage, on a visa issued in the traditional arenas for significant attacks against avia
airport security
depends upon United Kingdom (which was not even part of his tion. Yet there was a key learning point: Robinson was
human beings. itinerary), having paid a large amount of cash in Ghana using wooden stakes as his assault weapons; he had
for a journey that started in Nigeria and had changed concealed them in the lining of his coat pocket knowing
his routing the same day he had purchased the ticket. that the archway metal detector at Melbourne Airport
He was spoken to in Amsterdam but the body search would not be able to detect them. That basic under
did not concentrate on his underwear. standing of airport screening processes would not be an
Even the cargo plot of 2010 demonstrates that alien concept to the terrorist either.
common sense, being the very essence of profiling, can
help determine who, or what, we should focus our n Access control
screening efforts on rather than treating everybody and Checkpoints are, in many respects, the easiest challenge.
everything the same. After all, who ships single printers They are clearly positioned and passengers, crew and
from Yemen to the United States when the shipping airport-based employees can be channelled in their
cost is higher than a new printer? direction. Many airports are, however, the size of small
towns employing tens of thousands of personnel, all of
n Thinking beyond terrorism whom are expected to go through some form of back
Two events demonstrated the need for airports and ground checks in order to obtain their ID card and be
airlines to think beyond terrorism and recognize that authorized to enter restricted zones. Like in any town,
aviation security is about preventing all acts of criminal there are bound to be a number of bad eggs. There is
XX
The control of access to restricted areas
– from CCTV to perimeter fencing –
demands the greatest financial investment.
also the additional challenge of

many applicants for airside passes
coming from overseas and, as a
result, the depth of background
checking that can be done is
further impeded. Although less
visible to the general public, the
effort that airports have had to
put into controlling who is cleared
to work in sterile areas cannot be
underestimated.
The control of access to restricted areas actually new Terminal 3 has in excess of 3,700 cameras facili
demands the greatest financial investment. Examples tating the surveillance operation.
include perimeter fencing, often superimposed by The attack against Glasgow Airport in 2007, in
perimeter intrusion detection technologies, and closed which a vehicle laden with explosives was driven into
circuit television. CCTV is often enhanced by intelligent a terminal building, and even this year’s attack in the
software algorithms that can determine when terminals arrivals hall at Moscow’s Domodedovo Airport, brought
are overcrowded, when items are left unattended, when home the reality that landside areas of airports also
people move in the wrong direction, and when they require protection; the goal of the terrorist is not
loiter where they ought not. Just as an example, Delhi’s necessarily to infiltrate him/herself or a device onto an
aircraft. Accordingly bollards and barriers provide fruit in identifying petty criminals and victims and
physical measures that can help limit the viability of perpetrators of human trafficking.
such an attack, supplemented by a redesign of airport- As ACI heads towards its silver anniversary, members
approach roads. are working on new initiatives, such as the Checkpoint
However much technology is installed, and has, of the Future and the soon to be initiated “better
thereafter, to be maintained, the effectiveness of airport security” project, but also recognize that, in the words
security depends upon human beings. Terrorism and the of Craig Bradbrook, “there cannot be a ‘one size fits all
propensity to commit criminal acts depends upon a airports’ solution”.
certain mindset; so too the response. It is the entire
airport community that needs to play its role in protect Philip Baum is the Editor of Aviation Security
ing the facility’s users, not just the security personnel. International and the Managing Director of Green
Encouraging a reporting culture amongst check-in staff, Light Ltd (www.avsec.com), a London-based
vendors at retail outlets and even amongst special security training and consultancy company that
interest groups, such as plane spotters, is a challenge focuses on inflight security and passenger risk
for airport law enforcement, but one that has borne assessment techniques.
Security – An Interview with the Chair

The constantly evolving nature of security “If you look at the transition to body scanners
threats to commercial aviation make the work from walk-through metal detectors, to get the
of the ACI World Security Standing Committee equivalent throughput in passengers there’s a
particularly challenging. It is chaired by Grant doubling at least of the space that’s required,”
Woods, General Manager Airport Operations at says Woods, “so there’s the cost of the infra
Sydney Airport Corporation Ltd. structure, the cost of the equipment and the
“Our reputation and our business are cost of facilitation.”
underpinned by strong security systems and There is also the crucial issue of offering
procedures,” declares Woods, who sees a high-quality service while obtaining the
regulatory, technical, cost and service issues as required security outcome – passengers
the four key challenges in airport security. Of frustrated by delays and queues may take their
these, he highlights the need for global business elsewhere next time. However, Woods
regulatory harmonization. points out that managing the impact of chang
“Without harmonization there is total ing security procedures on service levels is more
confusion for the passenger,” he says, “and one difficult for airports in countries where a
of the major examples is the liquids, aerosols separate agency is responsible for security
and gels (LAGs) confusion around the world. rather than the airport itself.
We now have LAGs being handled one way in Looking to the future, Woods says the
Grant Woods.
Europe, a different way in Asia and a different industry needs “to look collectively about
way in the US.” with a particular impact on transit passengers. how the passenger moves around the world”.
Staff screening is also an area where The industry’s challenge now, he says, is to He would like to see multilateral acceptance
different regulations apply. In some parts of the work towards international consistency. by States of each other’s operational standards
world there is 100% screening, in others there Technological developments will be part of so that passengers once cleared to enter
is not. the answer and Woods is looking to the the aviation system can move smoothly
Woods points out that ICAO’s Annex 17 industry to raise its game. “The technology through it without the need for re-screening
prescribes minimum security requirements. really has to start getting up to speed with the at transit airports. “That’s the real challenge
Over time, States around the world have added risks we see around airports,” he says. if we are going to take some of the costs
different measures to the ICAO baseline to Changing security measures, of course, out of security and provide better service,”
create a complex mix of national regulations have had a direct impact on airport costs. he says.
ACI, YOU’VE
HELPED AVIATION
Vancouver REACH NEW HEIGHTS
International IN EXCELLENCE.
Airport
Vancouver International Airport (YVR) is celebrating its
own milestone this year – its 80th birthday. From its
official opening on 1 July 1931, YVR has grown from an
airport with a small two-story wood frame terminal, a
single runway and just over 530 passengers in its first
year to a major international gateway between Asia
Pacific and North America. Its three runways and award-
winning Domestic and International terminals served
16.8 million passengers in 2010. The airport is a major
contributor to the local economy, generating more than
23,600 direct jobs and contributing C$1.9 billion to
British Columbia’s GDP. Its total economic output tops
C$11.7 billion. The 67 airlines serving YVR connect
Canadian businesses, tourists, friends and family to 119
destinations around the world.
YVR is operated by Vancouver Airport Authority, a
community-based, not-for-profit organization, which
will celebrate its own 20th anniversary in 2012. The
Airport Authority assumed control of YVR on 1 July
1992, and since that time has invested more than C$2
billion in facilities to serve our community. We are
delighted to have been the recipient of eight ACI awards
in 2010 for our retail, marketing and communications
programmes. YVR Airport Services, a subsidiary 50%
owned by the Airport Authority and 50% owned by Citi
Infrastructure Investors L.P., is a global leader in
providing airport management services – currently
involved in the management and operation of 19
airports from Canada to Cyprus. Whether it’s through
sound financial planning and performance, exemplary
customer care or award-winning facilities, Vancouver As we celebrate our 80th,
Airport Authority is committed to excellence in airport congratulations on your 20th.
operations.
From your friends and partners at YVR.
Driving Airport Service Quality
By Craig Bradbrook
C
ustomer service is a core value for airports, not just bio-security measures, which complicate the passenger
in respect of passengers but also in respect of the facilitation processes further. Clearly, managing the
airlines and airport organizations, the non- passenger facilitation process and service quality at
travelling public and airport staff, that make up an airports is a challenge.
airport’s customer base. Understanding and meeting On the regulatory side, ACI works closely with
their disparate needs and expectations is the key to ICAO to address facilitation issues. In recent years,
operating an airport successfully. the SARS and avian influenza outbreaks and the
The increasingly globalized economy and rising influenza A/H1N1 pandemic have highlighted the
standards of living have driven demand for both important role that airlines and airports can play in
business and leisure travel. The emergence of the low- preventing the spread of infectious disease. On the
cost carriers has made air travel more accessible and security side, the restriction on the carriage of liquids,
affordable than ever before. ACI members currently aerosols and gels (LAGs) has had a significant impact
handle around 5 billion passengers and 80 million on passengers and airport processes, since it was
tonnes of cargo on 74 million flights, at around 1,700 introduced in late 2006. These measures will need to
airports globally. Passenger numbers are expected to remain in place until such time as liquid explosive
double by 2027 but without a corresponding increase detection systems are deployed at airports, which is
in the number of airports. unlikely before 2013. The threat from terrorists using
X Moreover, passengers have rising expectations about improvised explosive devices that are artfully con-
Passengers have
the services and standard of service that an airport cealed on their body has also seen a move towards
rising expectations
about the services should provide. Then there are the mandatory customs, the use of body scanners at airports.
and standard of immigration, quarantine and aviation security require This presents a number of challenges, as these
service that an
airport should
ments and processes, which have become more devices are heavy and have a larger footprint than the
provide. complex and onerous. Some countries also enforce strict conventional systems in use at airports. Passenger
concerns about safety and privacy with these devices
have arisen. ACI believes that these concerns have been
adequately addressed in the design and operational
protocols and government studies show that these
devices are completely safe. Therefore, ACI advocates
that airports should be allowed (but not be required) to
use these devices in passenger screening.
ACI is also working with IATA and other stakeholders
on cross-industry initiatives to improve the facilitation
of passengers. There are various industry working
groups that are developing recommended practices
for technology solutions and processes, facilitating the
early adoption of innovative solutions. In this regard,
the move towards off-airport processing and self-
service applications is expected to grow, reducing
the time needed for check in and processing at the
airport. Advances have also been made in automating
the border control process and there are many
examples of automated border clearance, using a
combination of an e-passport or identity card,
D r i v i n g A i r p o r t S e r v i c e Q u a l i t y
CX
With pressure on
airports to reduce
aeronautical
charges, they need
to grow their
non-aeronautical
revenues.
biometrics and turnstile arrangements. The machine cleanliness, to waiting times and courtesy of staff. By
readable travel document is now standard worldwide dissecting and measuring each part of the passenger
and this will hopefully facilitate greater adoption of process, an airport is able to identify problems and
automation in passenger processing. performance gaps, which in turn facilitate improve-
ment actions.
n The ASQ programme
Meeting customer needs and expectations is the key
to operating an airport successfully. And with pressure
on airports to reduce aeronautical charges, there is
a need for airports to grow their non-aeronautical
revenues. Good customer service therefore makes
good business sense.
ACI launched its Airport Service Quality (ASQ)
programme in 2006 to help airports measure and
benchmark service quality. Analysis from the ASQ
programme has subsequently led to the development of
industry best practices. Over 200 airports currently use
the ASQ Survey to gauge passenger satisfaction from
around 300,000 interviews annually. Each interview
covers over 30 aspects of the passenger’s experience at
the airport, from availability of facilities and their
Dri v i n g A i r p o r t S e r v i c e Q u a l i t y
The ASQ Survey results clearly show the key factors airports in the survey between 2006 and 2010. This is
that influence passengers. These factors relate to the quite an achievement when one considers the addi
core processes and basic needs of passengers, namely tional security measures that have been in force during
cleanliness of the terminal, availability of washrooms, that time. This is testimony to the importance that
the efficiency of the processes, waiting times and airports place on service quality and the management
courtesy and helpfulness of staff. If an airport gets the expertise that airport managers have developed. The
basics right it can then achieve even higher levels of ASQ Assured certification programme benchmarks an
satisfaction through its value-added services, like airport’s management approach to service quality
shopping, restaurants and entertainment. against industry best practice. It also provides a frame
Managing service quality at airports has evolved into work for excellence that airports can use in their service
managing a passenger experience, and the ASQ improvement strategies.
programme provides airports with a toolbox for doing Each year, ACI presents ASQ Awards to those air-
this. The ASQ Performance programme provides airports that, in the opinion of passengers, have provided
ports with a tool for measuring and benchmarking the the highest levels of overall satisfaction. These Awards
16 core processes that a passenger uses when travelling and Top 5 rankings are based on the results of all the
through an airport. This enables an airport to compare survey interviews conducted in the preceding calendar
passenger satisfaction (“the perceived quality of year. The winning airports in 2010 are shown in the
service”) with the actual service delivered. Such analysis following tables.
helps airports to set and maintain service standards.
The ASQ Survey results show a 7.5% (industry Craig Bradbrook is ACI’s Security and Facilitation
average) increase in passenger overall satisfaction at Director.
Facilitation and Services – from the Chair

The ACI World Facilitation and Services committee helped ACI shape the requirements
Standing Committee is chaired by Dato’ Azmi relating to airports and develop guidelines for
Murad, Senior General Manager Operations at the implementation of IHRs at airports.
Malaysia Airports Holdings Berhad, and has Through this work, ACI has established itself as
played a crucial role in shaping regulation and a partner with the World Health Organization.
developing best practices in airport facilitation The committee has been instrumental in
and customer services during the past two developing best practices in customer services.
decades. Airport managers have evolved from managing
The committee did much of the ground infrastructure into managing a passenger
work in developing proposals to improve ICAO experience. The Airport Service Quality (ASQ)
Annex 9 (facilitation), which culminated in programme, launched in 2006, has provided
many overly prescriptive Standards and airports with the tools to measure, manage and
Recommended Practices being removed in the benchmark service quality. The committee has
last amendment exercise. The committee also continued to advise on the development of the
developed a ground breaking guide for airports ASQ programme. Much of the transformation
Dato’ Azmi Murad.
on Passengers with Disabilities and, as in the facilitation process and airport services
regulators have introduced regulation in this has been made possible through IT and the shape the facilitation strategy and priorities.
area, it has worked to develop guidance for committee oversaw the activities of the Airport There are also opportunities to further improve
airports to harmonize arrangements between IT Sub-Committee, until it became a standing the facilitation process by leveraging IT and
different regulatory regimes. committee in its own right. communication technology and achieving
The International Health Regulations (IHRs) Looking ahead, there are many challenges better process integration with other
were extensively revised in 2005 and the facing airports and the committee will help stakeholders.
Civil Aviation Authority of Nepal
Tribhuvan International Airport (TIA) Civil Aviation Office
Kathmandu, Nepal
It is with great pleasure that we pen this message of felicitation
on the occasion of Airports Council International’s 20th anniversary.
We would like to take this opportunity to show appreciation

for ACI’s dynamism and dedication to the industry and its leadership
as a key aviation organisation.
We wish ACI continued success in the future.
Civil Aviation Authority of Nepal rich in art and culture, not only known for their temples
In 1957, the Department of Civil Aviation was formally and pagodas, above all they possess smiling men and
established under the Government of Nepal. Nepal women, the pride of the nation. TIA has not only flourished
joined the membership of the International Civil Aviation as the main hub for every expanding business of the
Organization in 1960. country but has proudly catered to various domestic and
The Civil Aviation Authority of Nepal (CAAN) was international airlines.
established as an autonomous regulatory body on 31
December 1998 under the Civil Aviation Act, 1996. CAAN Profile
has been set up with the objective of making aviation safe, Coordinates: 274150N – 0852128E
regular, standard and efficient. Its prime goal is to ensure Elevation: 1,338m AMSL
flight safety and the sustainability of civil aviation and it Reference Temperature: 27.8°C
is responsible for constructing, operating and maintaining Runway Designation: 02/20
airports in the country. It is also tasked with equipping Runway Dimensions: 3,048m x 46m
Nepal’s airports with all necessary communications, Runway Surface Strength: 54 F/A/W/T
navigational and surveillance facilities. Fire Fighting Services
Air Traffic Control Service (Aerodrome Control, Approach
Tribhuvan International Airport (TIA) Civil Control and Area Control)
Aviation Office, Kathmandu, Nepal Aeronautical Communication Service
Tribhuvan International Airport (TIA) is situated in the the Aeronautical Information Service.
heart of the Kathmandu valley with the Himalayas clearly The airport is equipped with international-class facilities.
visible from the airport. TIA is located amid the confluence Performance-based Navigation will be introduced
of three ancient cities, Kathmandu, Bhaktapur and Patan, very shortly.
Nepal Tourism Year 2011

Naturally Nepal, Once is not enough
Dri v i n g A i r p o r t S e r v i c e Q u a l i t y
The 2010 ASQ Awards
Best Airports Worldwide Best Airport by Size

1 Seoul Incheon 2–5 million 5–15 million 15–25 million 25–40 million over 40 million
passengers passengers passengers passengers passengers
2 Singapore
1 Ottawa 1 Hyderabad 1 Seoul Gimpo 1 Seoul Incheon 1 Hong Kong
3 Hong Kong
2 Halifax 2 Nagoya 2 Mumbai 2 Singapore 2 Beijing
4 Beijing
3 Guayaquil 3 Indianapolis 3 Vancouver 3 Shanghai Pudong 3 Dubai
5 Shanghai Pudong
4 Malta 4 Cancun 4 Taipei 4 New Delhi 4 Dallas Fort Worth
5 Porto 5 Austin 5 Shenzhen 5 Kuala Lumpur 5 Bangkok
Best Airports by Region
Africa Asia-Pacific Europe Latin America- Middle East North America
X
Caribbean
Incheon
1 Cape Town 1 Seoul Incheon 1 Malta 1 Cancun 1 Dubai 1 Indianapolis International
2 Cairo 2 Singapore 2 Porto 2 Guayaquil 2 Abu Dhabi 2 Ottawa Airport serving

Seoul has won
3 Johannesburg 3 Hong Kong 3 Zurich 3 San José 3 Tel Aviv 3 Austin Best Airport
4 Durban 4 Beijing 4 Copenhagen 4 Montego Bay 4 Doha 4 Halifax Worldwide each
year since the ASQ
5 Nairobi 5 Shanghai Pudong 5 Edinburgh 5 Mexico City 5 Dammam 5 Vancouver
Awards started.
D r i v i n g A i r p o r t S e r v i c e Q u a l i t y
Z
Best improvement award by region Best airport fewer than 2 million Clockwise from top left.
Africa Cape Town passengers by region
Dubai won the 2010 Awards for Best Airport and Best
Africa George
Asia-Pacific Shanghai Hongqiao Improvement in the Middle East.
Europe Humberside Indianapolis won the 2010 Award for the Best Airport in
Europe Bournemouth
Latin America-Caribbean Bridgetown North America.
Middle East Dubai
North America Quebec City Cancun won the 2010 Award for the Best Airport in Latin
North America Vancouver
America-Caribbean.
Latin America-Caribbean San José Malta won the 2010 Award for Best Airport in Europe.
Cape Town won the 2010 Awards for Best Airport and Best Improvement in Africa.
PASSENGERS LOVE YQB
Québec City Jean Lesage International
Airport has just been named
North America’s best airport
for the quality of customer service
according to ASQ data*.
* Airport Service Quality 2010.

Developing New Revenue Streams
By Karen Thomas
W
hen ACI was formed, airports derived about 30% “Investment ratings for new airports are very much
of their revenues from non-aeronautical sources. related to these projects’ non-aeronautical potential.
Today the share is nearly 50% and these revenues That’s reflected in everything from project credit ratings,
– which include food & beverages, bureaux de change, to the cost of borrowing, to raising interest in these
retail, duty free sales, real estate projects, commercial ventures from potential investors.”
assets, airport advertising and car parking – will become Published in December, ACI’s 2010 Airport Economics
even more important in the years to come. Report reported that non-aeronautical revenues gener
Thanks to the development of non-aeronautical ated 46.5% of members’ $95 billion revenues in 2009.
revenues, airports have held user charges to a constant Year-on-year, overall commercial revenues fell 1.5%.
4% of airline operating costs for the last two decades. Advertising revenues plunged 11% and car parking by
But consolidation within the global airline industry is 3.5%. However, other non-aeronautical segments
putting hub airports under ever greater pressure to turned in stronger performances. Retail grew 2%, food
generate revenue from beyond the core aviation & beverages 7%, car rental concessions 9% and real
business, while smaller and regional airports are under estate 10%.
similar pressure from low-cost carriers. This means Announcing the results, ACI Director General Angela
airports, retailers and brands need to work together to Gittens said: “Non-aeronautical revenues are a vital
ensure segment growth. component in the economics of airports.
“Non-aeronautical revenues are vital to airport busi “During the downturn, the diversification of airport
ness,” says ACI’s Director of Economics and Programme revenues cushioned the impact of lower passenger and
Development, Andreas Schimm. “It’s not sustainable for freight volumes. Non-aeronautical revenues critically
airports to rely on aeronautical operations today. determine the financial viability of an airport as they
Increasingly, the aeronautical business is a zero-sum tend to generate higher profit margins than aero
game: it’s airports’ other operations that keep the nautical activities, which are typically cost-recovery only
business afloat. or operate at a deficit.”
VV
Non-aeronautical
revenues are set to
become even more
important for
airports in the
future.
D e v e l o p i n g N e w R e v e n u e S t r e a m s
ACI’s Schimm says that non-aeronautical revenues

have proved more resilient than passenger figures. “The
decline in non-aeronautical revenues was less steep
than the decline in passenger numbers,” he says. “Fewer
people were travelling, but the figures suggest that
those who continued to travel were the ones who
spend money at airports.”
n Growth potential
John Rimmer, Executive Director of travel retail news
letter The Moodie Report, expects non-aeronautical
revenues to overtake airports’ traditional revenue
streams within five years.
Indeed, last year’s recovery in traffic has boosted rev
enues. Swedish consultancy Generation Research reports
that airport non-food & beverages retail generated $23.3 is under threat. Advertising income is reduced, due to
billion in 2010, representing annual growth of 12.7%. cuts in advertising spend. Generally, retail spend per
Generation Research analyzed five duty free and head is falling within airport environments.”
travel retail product categories: wines and spirits, This year has seen airports in North Africa and the
fragrances and cosmetics, tobacco, confectionery and Middle East lose visitor numbers, due to political unrest.
fine food, and luxury goods. Of these products, luxury European airports suffered flight cancellations in April
goods turned in the strongest performance last year, 2010, due to the volcanic ash cloud from Iceland. Then,
sales increasing nearly 17% to top $14 billion. Wine and heavy snow brought further chaos during the 2010/2011
spirit sales totalled $3.7 billion and tobacco $1.8 billion. peak winter travel period.
Sales of luxury goods grew fastest in the Asia-Pacific Mid- to long-term challenges include security checks
markets, along with India, Russia, Turkey, Brazil and reducing the time available to passengers to shop, eat
parts of Latin America. “2010 was all about a gradual and drink at the airport. Hand luggage restrictions on
return of confidence and a gradual return to normal liquids, aerosols and gels, and moves by low-cost
purchasing patterns,” Generation Research reports. carriers to limit carry-on luggage to one item pose
Meanwhile, external studies value airport food & additional barriers. Competition is fierce as airlines seek
beverage (F&B) sales at $10 billion worldwide. to boost in-flight duty free sales.
However, growth in non-aeronautical revenues faces Meanwhile, World Health Organization (WHO)
several barriers. Short-term worries include the impact proposals to ban tobacco sales and restrict liquor
of the economic downturn on tourism and business advertising may further erode airport retailers’
travel, and the knock-on effect on commercial revenue- revenues, and ACI is working at WHO to defend
generating activities. airports’ interests.
“Global downturn has changed the way in which For its part, the European Travel Retail Council (ETRC)
businesses, people and products travel around the is calling on airports, retailers and brands to use their
world,” notes business consultancy, EC Harris. “Cost- collective muscle to defend airport sales of tobacco and
cutting exercises mean less available budget for travel alcohol. “Surveys suggest that tobacco is key to driving
globally, significantly impacting passenger trends. footfall at duty free,” says Keith Spinks, ETRC Secretary
“Without question, more passengers are flying low- General. “The tobacco buyer spends twice as much on
cost and the existence of traditional scheduled carriers other products as the non-tobacco buyer.”
Dev e l o p i n g N e w R e v e n u e S t r e a m s
ZV Despite these challenges, recent years have But too often, argues Douglas Newhouse, Editor of
Top brands are a
global fixture at
seen commercial revenue growth outpace that of Travel Retail Business, airports focus on enforcing their
airports. aviation-related revenues worldwide, and deliver higher concession holders’ annual minimum guarantee, and
profit margins. This trend is set to continue long term. give little thought to longer-term, more sustainable
With world passenger numbers set to double within development strategies.
two decades, and with airport liberalization planned, “Outside one or two key examples, the Trinity
airports will focus on generating new commercial does not exist,” Newhouse says. “Abu Dhabi Inter
revenues in the years to come. Making the most of national Airport has been one of the few ventures
alternative revenue sources will prove vital when to get airport, retailer and brand owner to put their
developers make the case for new airport capacity. hands in their pockets. Abu Dhabi Airport Company,
Airports need to work harder to adapt to changing airport retailer DFS and drinks company Diageo built
travel patterns to maximize earnings from commercial a hugely successful promotion around the Abu
revenues, EC Harris argues. That means better collection Dhabi Grand Prix.”
and use of passenger profile data and closer analysis of Rimmer says that the most successful partnerships
trends and spending patterns. between airport authorities, retailers and brand owners
Terminals need to attract the advertising and are concentrated at the largest hub airports that have
product mix that best matches the passenger profile the space to make an impact. “These airports have the
and find new ways to increase sales density. Airports luxury of space to stage promotional events, and there’s
generally award concessions to the highest bidder. This a growing emphasis on experiential initiatives such as
takes a real-estate approach to a business that ought to fashion shows and liquor tastings,” he says.
allocate concession space to maximize customer interest But strategic partnerships may help to push airport
and benefit its product mix. retailing closer to the Trinity concept. Newhouse points
Industry bodies are pushing the Trinity concept of a to Société de Distribution Aéroportuaire (SDA), the joint
three-way alliance between airports, duty free retailers venture between airport operator Aéroports de Paris
and brand owners to maximize airport sales. and airport retailer, Aelia. SDA sells tobacco, alcohol,
Los Angeles World Airports
Congratulates Airports Council
International’s 20th Anniversary
The new Tom Bradley International

Terminal coming December 2012
V
Airport food &
beverage sales are
valued at $10
billion worldwide.
perfumes, cosmetics and luxury foods at Paris Charles traditional British afternoon teas. The promotion brought
de Gaulle and Paris Orly. together more than 20 Heathrow F&B concession holders.
“There is more sense, now, that airports want to
n Home-grown differentiate themselves,” Rimmer says. “And so there
In the 1980s and 1990s, airports focused on amassing are moves to change retail architecture and to slant
prestigious global brands. Now, with the world’s events to give the traveller more sense of place.”
biggest and best-known brands a global fixture at Growth in air travel across Asia-Pacific will see similar
airports, the emphasis is shifting subtly from global to moves to cater to local tastes, particularly when it
local. Today, the race is on to position airports to reflect comes to F&B in countries such as India and China, ACI
local culture as well, whether in handicrafts or in F&B. predicts. “The more people travel, the more we will see
Last year, Amsterdam’s Schiphol Airport launched airports evolve to cater for the needs of middle-class
Holland Boulevard, a Dutch-themed retail zone. Holland and lower middle-class travellers,” Schimm says.
Boulevard concession holders include Dutch drinks giant Away from retail, airports have become more
Bols, serving mix-your-own genever cocktails and Dutch creative in identifying and developing non-aeronautical
Kitchen, a food outlet based on local organic produce. revenues. Real estate is often an under-used asset.
Holland Boulevard features the world’s first airport Florida’s Greater Orlando Aviation Authority has spent
library, allowing travellers to browse a large range of two decades developing and leasing surplus land at
Dutch literary classics, music and films. A Rijksmuseum Orlando International Airport and Orlando Executive
store sells reproductions of paintings displayed at the Airport for commercial use.
Amsterdam gallery. Other concessions sell well-known During this period, the authority has turned over
Dutch delicacies such as cheese, chocolate and flowers. more than 1,620ha to commercial ventures. As a result,
Similarly, London Heathrow Airport staged a British commercial developments – everything from cinemas to
Food Fortnight promotion in summer 2010 that served shopping centres – now generate 73% of revenues at
up national brands and products. Highlights included Orlando Executive Airport, while Orlando International
Scotch whisky tasting sessions, real ale promotions, and earns 11.5% of its revenue from commercial leasing.
Happy twentieth, ACI!
Birthday wishes from the 100-year-old Hamburg Airport!
100-jahre-hamburg-airport.de
Your new terminal

is ready and waiting to welcome you
Terminal 2, a €600m investment in Ireland’s future, offers new facilities
and improved comfort and space for all Dublin Airport customers.
More than 500 new staff members are trained and ready to assist
you from check-in to your departure gate. With full US Customs
and Border Protection Pre-Clearance, a new car park and a whole
range of new shops, restaurants and services, travelling from or
connecting through Dublin Airport has never been easier.
DAA looks forward to helping you reach the world.
Visit dublinairport.com for more information
www.dublinairport.com
develop its business, creating one of the largest airport

retail operations in the world. Today, airport retail
company Dubai Duty Free (DDF) is one of the most
powerful Middle East brands.
This year, DDF will open for business at Dubai’s new
airport, Al Maktoum International when passenger
flights start. In 2010, DDF increased its sales 14% to
$1.27 billion. It expects a 10% increase in sales this year.
DDF figures show that 45% of passengers shop at the
airport, with an average customer spend of $47 on
departure and $10 on arrival.
Other airports have quirkier attractions. Croatia’s
Dubrovnik Airport earns more than a fifth of its revenue
from non-aeronautical businesses, a significant
proportion coming from duty free sales to passengers
bound for EU destinations. However, it also boasts a
natural attraction deep beneath its property.
Z Real estate represents a major opportunity for many Sealed up during the 1960s, Durović Cave is famous
Loading bridges
often featured
established airports looking to diversify their revenue for its Bronze Age human remains and for its stalactites.
airline or airport streams in future. “Airports that have land will look to Since it reopened in 2008, it has been rebranded as the
logos in the past
develop hotels and conference centres,” Rimmer says. Skycellar, a museum selling upmarket Croatian wines.
– today many are
used as billboards. “Amsterdam Schiphol is the prototype for new, Visitors explore the cave with an audio guide then
emerging airport cities.” sample wines from the Konavle region.
Advertising will grow too. Although ACI’s latest Cleveland Hopkins International Airport also has an
figures showed a steep downturn in airport advertising unusual non-aeronautical revenue venture. Two years ago,
revenues, prospects for recovery are hopeful. A GroupM a Rock-n-Roll Hall of Fame shop and museum opened at
study forecasts a 5.8% increase in global ad spend to the airport’s Airmall. The award-winning venture displays
nearly $502 billion. Outdoor advertising, which includes and sells music memorabilia, merchandise and fashion.
airport advertising and billboards, accounts for around Several other initiatives aim to increase Cleveland
10% of total spend. Hopkins’ commercial revenues. The airport has launched
Observers believe airports can do more to generate feasibility studies into a retail complex built on airport-
advertising, to make the most of what is, effectively, a owned land. A second project will develop parking, retail
captive consumer market. In particular, observers see and food at Cleveland Burke Lakefront Airport campus.
opportunities to increase airports’ use of digital signage, Cleveland Hopkins already earns $1.4 million a year
special promotions, sponsorship, landmark sites and from land leased to the city’s International Exposition
event-based advertising and marketing campaigns. and Convention Centre. And work is underway inside
the airport to expand the space set aside for F&B
n Assets concessions by 50% to 6,500m2.
But what really gives airports the edge is turning their Meanwhile, with most airports seeing rising fuel
geography or natural assets to best advantage. prices as a threat, Denver International owns all mineral
Dubai International Airport is the leading hub airport rights to its 13,700ha of land. In 2010, it spent $5.5
in the Middle East. Last year, it handled 47.2 million million on buying back 27 oil and natural gas wells that
passengers. Since the 1980s, Dubai has gone all-out to it had leased to Petro-Canada Resources (USA).
D e v e l o p i n g N e w R e v e n u e S t r e a m s
At the time of the deal, Denver International In future, airports will have to become more creative
expected to earn $3.5 million a year from its oil and gas and market savvy to develop their commercial revenues.
holdings. Altogether, the airport owns 76 oil and gas Success will mean maximizing assets that include geo
wells. Non-aeronautical revenues accounted for 35% of graphy, location and real estate holdings.
Denver’s earnings in 2008. With oil prices topping $110 They will also focus more on analyzing key trends in
a barrel this year, the airport has pledged to do more to passenger behaviour, traffic flow and product mix to
exploit its mineral assets. Another oil venture, of the create optimum retail impact. In taking such initiatives,
vegetable type, is underway at Kuala Lumpur Inter ACI member airports are already becoming more
national Airport. Owner Malaysia Airports Holdings has strategic when it comes to targeting non-aeronautical
decided to plant 7,200ha of its land holdings with oil revenue streams.
and coconut palm trees. These are just some examples
of how airports can think creatively and make the most of Karen Thomas is a freelance journalist who writes for a
their natural assets to boost non-aeronautical revenues. range of international transport and business publications.
Economics – from the Chair
The ACI World Economics Standing Committee, obligations of all stakeholders. As regards the
comprising members from all ACI regions, is relationship between airports and airlines, he
responsible for the ownership and continuous highlights areas such as airport charges,
development of ACI policies and best practices financial obligations during operational
on airport economics, and serves as a “think disruption and the development and sharing of
tank” to the ACI World Board and the ACI non-aeronautical revenues. And in terms of
regions on industry economic issues and airport security, he says that the economic
priorities. It is chaired by Dr Waleed Youssef, aspects are and will continue to be an
Chief Strategy Officer at TAV Airports Holding. important focus for the committee. The
A major responsibility of the committee is amount of space needed for equipment and
formulating a common industry position at the the time taken to screen passengers have an
ICAO conferences dealing with economic impact on airport profitability, while many of
regulation of airports, which are held every 10 the post-9/11 costs should be borne by
years or so. Prior to Youssef’s tenure, the governments and not airports.
committee played an important role at the “Governments need to better distinguish
2000 event (known as ANSConf 2000), which between investments that are needed for
led to an adjustment of ICAO’s policies on airport security and investments that are
Waleed Youssef.
charges to reflect a commercialized and needed for the security of society,” says
privatized environment. The next event in 2008 Airports and Air Navigation Services. We are Youssef. “The cost of the latter should be borne
(known as CEANS – Conference on the following up by developing industry standards by society as a whole and not by airport
Economics of Airports and Air Navigation and best practices guidelines for airport operators.”
Services) sought to learn from the experiences performance management, which will become Going forward the committee has a broad
of the commercialization and privatization mandatory following CEANS.” workload, but Youssef would also like to see it
process and to further develop and refine the The committee’s work also includes participating in the development of new
policies. organizing the annual ACI Airport Economics standards for airport design. “Our challenge is
“I believe we were able to formulate and and Finance Conference, and it is responsible to design airports according to our own
present a very strong ACI position at CEANS,” for a number of annual surveys, including the business objectives, whether we are owned by
says Youssef, “which will lead to a revision of Airport Economics Survey and the Charges governments or by private companies, and to
the principles adopted by ICAO on airport Tracker Survey. reflect in our designs our role as local economic
economics and charges, including ICAO For Youssef, the challenge in economic engines by better catering to our passengers
Document 9082, ICAO’s Policies on Charges for regulation is balancing the interests and and local communities,” he says.
SEA Milan Airports
In 2010, SEA Milan Airports, the awareness of citizens, public and (increased frequency of the Malpensa
company managing Linate and private bodies on the issue of Express train routes in some specific
Malpensa airports, became Airport sustainable energy, promoting its time slots, activation of the TGV
Carbon Accredited at the 3+ generation and use. “Freccia Rossa” high-speed train
Neutrality level. The stakeholders are: the territory, service expected for 2014 and of
SEA airports are leaders in Italy on the clients, human resources, line 4 of the Milan underground
CO2 reductions, thanks to an effective institutional entities, government and which is expected to also reach the
internal action plan and an important regulatory bodies, suppliers and the Linate airport).
involvement of their stakeholders. shareholders. The possibility of remaining
SEA, certified ISO14001, is strongly Energy saving actions initially “neutral” includes three main orien
committed to environmental addressed the illumination of the tations: accelerated initiatives aimed at
sustainability. buildings for staff and passengers, the reducing energy consumption, the
Lombardy, the region where the two definition of an effective energy saving definition of action projects aiming at
airports are located, is characterized by management policy and the use of low increasing the use of renewable sources
the strong presence of industrial, office consumption bulbs. In the first phase, and, concurrently, the obligation to
and light industrial businesses, logistic energy saving totalled €1.4 million with compensate the quantity of CO2
infrastructure and high GDP both in an overall reduction of 9,000 tonnes in generated through the acquisition of
general and per capita. terms of CO2 emissions. carbon credits. Attention to sustain
The SEA Group has 5,178 employees In addition, a radical knowledge ability is key also in relation to credit
with an average of 30% female employ dissemination campaign was organized access strategies: a sustainable approach
ees per year. SEA ensures its constant for the airport personnel in relation to immediately reflects on the company’s
and organized commitment to increase the policy of switching off the lights, financial credibility in a medium-long
effectiveness and efficiency in the the ventilation systems and computers. term perspective.
sustainable management of environ 34 beacon towers have been replaced, The continuation of the actions
mental issues. which resulted in approximately envisaged by SEA also includes an
The formalization of the company’s €68,000 saved on a yearly basis and additional prominent, systematic and
commitment to environment protection rationalisation actions were also specific involvement by the different
dates back to 2004, the year in which implemented for the airport’s external categories of stakeholders, both internal
SEA management started the process illumination. Currently, the switching and external, in order to put in place a
that led the Company to be ISO140001 off of the illumination of one of the two series of initiatives aimed at optimi-
certified in 2005. SEA is Italy’s first runways during night time at Malpensa zation and integration with positive
airport company to be ISO9001 is about to be completed (this runway results translating into energy saving
certified. SEA’s Environment is not used in this time slot). and emission reduction also by those
Management System considers the Other actions included better man entities which fall in the area of
following major environmental issues: agement and control of temperatures in influence of the two airports. Also, at
Water, Air, Energy, Waste, Noise, the terminal spaces and the analysis of the European level, SEA has established
Electromagnetic Field, Ionizing a series of aviation processes. Internal remarkable international collaborations.
Radiation, Lighting, Mobility and and external mobility at the airport The action plans for the medium-long
Landscape. represents a critical point in the term will specifically focus on invest
In 1998 SEA started to focus its emissions reduction policies (the limited ments in renewable sources for the
attention on emissions management presence of multi-method systems generation of energy, implementation
and reduction. determine the high relevance in the use of “local” projects with regard to CO2
SEA takes also part in the “Sustain of road vehicles). emission reduction and additional
able Energy for Europe” campaign and Actions have been put in place to actions targeting the reduction of
carries on its commitment in raising the increase the use of alternatives to cars energy consumption.
Airports and the Environment – A Sustainable Approach
By Karen Thomas
O
ver the last 20 years, ACI has worked hard to and environmental factors to develop a coherent,
represent its members when it comes to green thought-out approach.
issues. Environmental affairs can be highly The ACI Europe and North America regions have
emotive, with growing concern around the world about their own environmental committees. But there is a real
the effects of climate change and how future airport opportunity, argues Xavier Oh, ACI’s Senior Manager
growth will affect local communities and the planet Environment, for airports to become leaders in
as a whole. environmental management in developing countries
ACI believes that environmental issues are as that have yet to embrace best practice. ACI plans to
important to airports as issues of safety and security. It revive a dormant committee serving Latin America and
argues that deploying best practices helps to reduce the Caribbean and to encourage member airports to set
airports’ costs, and can also help to win over local up new committees in Africa and Asia-Pacific.
authorities and campaign groups as airports look to Research suggests that civil aviation generates 2% of
grow in the future. the world’s anthropogenic carbon dioxide emissions
Chaired by Elizabeth Leavitt, Director of Aviation today. But in future, the aviation industry is expected to
Planning and Environmental Programs at the Port of generate a higher proportion of the world’s emissions,
Seattle, the ACI World Environment Standing Committee as it grows to meet cargo and passenger demand. This
(WESC) examines issues such as noise standards and will put the industry under new pressure to reduce
emissions from aircraft and ground handling equip emissions, amid growing concerns about the environment.
ment. It also reviews local air and water quality, the use “In recent years, the dialogue around environmental
and disposal of hazardous materials, waste manage issues has changed,” says Oh. “Climate change is fast
ment, recycling and the impact of airport expansion on becoming the major issue. Projected growth represents
local people, flora and fauna. a major challenge for the world’s airports. We are
Leavitt and her colleagues help ACI member airports looking at threefold growth in cargo and passenger
develop sustainable approaches to current needs while demand to 2050. That raises issues of capacity and
protecting resources for future generations. Making constraints; how can we increase airport activity with
airports sustainable means looking at social, economic out increasing airports’ impact on the environment?”
From the WESC Chair
ACI’s WESC has been advocating on behalf of waste reduction, recycling and wildlife hazard
airports on environmental issues for 20 years, mitigation are all issues the WESC focuses on.
and in that time has completed many Despite tremendous progress, there is still
accomplishments that have improved the much to be done. As ACI regions become active
environment around airports. These range from in environmental issues, the WESC stands ready
training and facilitating information sharing to assist the airports, and to assist on issues of
amongst airport staff to advocating in ICAO for regional importance.
quieter and cleaner aircraft standards. Climate change brings many emerging
The efforts were initially focused on noise, issues for airports. ACI has advocated in ICAO
which remains a high priority, and over the for aircraft carbon standards, developed a
years the noise standards for aircraft have greenhouse gas manual and assisted in the
greatly reduced the noise contours at airports. development in Europe of an Airport Carbon
Aircraft emissions standards followed, with Accreditation programme. We are developing a
similar reductions in aircraft emissions at carbon calculation tool for airports, and are
airports. Local air quality guidance documents, focused on climate change adaptation, an
guidance on water quality controls, hazardous important emerging issue for airports. Elizabeth Leavitt, WESC Chair.
A i r p o r t s a n d t h e E n v i r o n m e n t – A S u s t a i n a b l e A p p r o a c h
C
The growth of the
aviation industry
needs to be
sustainable.
The aviation industry has pledged to reduce air- industry towards best practice. While ICAO is driving
craft emissions, taking a global sector-based approach. industry-wide talks that are working towards a global
This aims to reduce emissions by an average of 1.5% framework, ACI is looking at practical ways for its X
Airports are
a year, to work towards carbon-neutral growth from members to run leaner, greener operations.
looking at
2020 and to reduce aircraft carbon emissions by 50% Solutions include reducing aircraft emissions at alternative fuel
by 2050. landing and take-off and using alternative fuel sources sources such
as biomethane
But as airlines work to address their carbon dioxide for ground support equipment. Airports are also looking for ground
emissions, ACI believes that airports can lead the to sustainable management of airport fleets, using equipment.
Air p o r t s a n d t h e E n v i r o n m e n t – A S u s t a i n a b l e A p p r o a c h
n ACI initiatives
Meanwhile, ACI has launched two initiatives of its own.
In 2009, it published a greenhouse gas emissions
manual to advise its members on climate change. The
manual takes a three-pronged approach that focuses on
airports’ own emissions, on their customers’ emissions
and on areas beyond airports’ control.
This follows a 2007 resolution passed by ACI that
pledges members to strive towards carbon-neutral
operations. To achieve this goal, 2009 saw ACI Europe
launch the airport carbon accreditation programme,
with 31 airports signing up initially. The structured
programme assesses and recognizes members’ efforts
to manage and reduce their carbon dioxide emissions.
Specialist consultancy WSP Environment & Energy
reviews and accredits participating airports annually.
Independent auditors carry out carbon management
audits of airports’ performance and initiatives, based on
four stages: mapping, reduction measures, optimization
Z alternative fuel sources for power and heating and and strategies to offset remaining emissions.
San Francisco
launched carbon-
improving public transport connections. By the first quarter of 2011, 43 airports were on
offset kiosks in ACI runs an Environmental Management System board, and ACI Europe plans to have airports that
2009.
(EMS) training course for airport managers, encouraging represent half of all passenger traffic in Europe in the
member airports to implement a coherent EMS strategy. programme by the end of the year.
The programme focuses on the twin goals of environ “ACI Europe is confident that it will achieve its 50%
mental management and sustainable development. target by the end of the year,” Oh says. “This sets an
“The last two decades have seen a growing dialogue industry standard that airports can buy into. The
around sustainability,” Oh says. “That means consider initiative started within ACI Europe, but we hope to
ing not only the environmental issues around airport expand airport carbon accreditation worldwide by mid-
development and management but the social and 2012. Airports in Canada and Malaysia have already
economic impact of airports, and the benefits that they expressed a wish to join.”
bring to local communities.” In its first year, the programme reported airport
Although Europe has historically taken a lead in carbon emissions in Europe of over 400,000 tonnes and
addressing environmental issues, the biggest airports 17 airports were successfully accredited. Four of these
in Asia and North America have launched sophisticated – Oslo, Stockholm Arlanda, Stockholm Bromma and
EMS programmes and sustainability drives. For Trondheim – achieved the carbon-neutral level.
example, San Francisco International Airport launched The scheme helps ACI member airports share
carbon-offset kiosks in 2009 to encourage passengers best practices. One approach under review is to increase
to calculate the environmental impact of their flights. the provision of ground power at gates, with airports
The scheme allows passengers to buy into a carbon- that source this power sustainably gaining further
offset scheme that will replant California’s Garcia points at audit.
River Forest and supports inner-city carbon One such scheme is underway at Seattle-Tacoma
reduction projects. Airport in the US. It has launched a $33 million
A i r p o r t s a n d t h e E n v i r o n m e n t – A S u s t a i n a b l e A p p r o a c h
project to reduce greenhouse gas emissions by and sourcing renewable power helps airports to
69,000 tonnes a year. From 2012, the airport will improve their relationships with local communities. By
supply cooled or heated air so that parked aircraft committing to green initiatives, airports can reduce
can turn off their auxiliary power units. This will opposition to future expansion.
improve air quality at Sea-Tac and reduce airlines’ Involving local communities is the key, Oh declares.
fuel consumption. He points to the example of Vienna International
Airports could also help airlines to reduce their fuel Airport, which secured approval for a third runway after
consumption by minimizing taxiing distances and five years of consultations with the local community. “It
holding aircraft at the gates until take-off slots are is crucial for airports to build relationships with the local
available. However, such strategies will demand closer community,” Oh says.
partnerships between airports and airlines and new
industry benchmarks. n Noise
Several airports have already launched major green Noise pollution topped the environmental agenda when
energy drives. Since 2003, Vancouver Airport Authority ACI was founded and remains an issue that can raise
has used solar power to heat its water systems, with local tensions. Indeed, Dr Volker Nitsche, former Chair
100 roof-mounted solar panels that can heat 3,600 of ACI’s WESC and a leading consultant on aircraft
litres an hour. The scheme has reduced the airport’s noise, points out that a third of all complaints about
natural gas consumption by 30%, shaving an estimated airports concern acoustic issues. Like Oh, he stresses
$90,000 off the airport’s annual energy bills. And in that community relations are critical.
2010, Macau International Airport launched a pilot Communities around airports have lobbied success
project to test clean energy applications and solutions. fully in many countries to restrict night-time flights. But
The scheme aims to generate 21,000 kWh of solar the rules – and the impact of airport noise – vary from
power a year. country to country. Local conditions – including urban
ACI is convinced that airports will recoup the start- planning, aircraft design, frequency of flights and
up costs of green energy initiatives. But it also believes community campaigners’ visibility and political clout all
that demonstrating a commitment to cutting emissions come into play.
C
The carbon
accreditation
programme is
expanding with
airports such as
Kuala Lumpur
keen to join.
ICAO noise certification standards require manu

facturers to use best practice in aircraft design, building
planes that make as little noise as possible. New models
such as the Airbus 380, the Boeing 787 and the
Bombardier C-Series surpass ICAO’s Chapter 4 standard
by around 15 decibels.
The ICAO Committee on Aviation and Environmental
Protection (CAEP) will consider a new noise standard in
2013. ACI will support this as well as minimum noise
standards at the three assessment locations – take-off,
sideline and landing.
“The last 20 years have seen the aviation industry
develop better noise-reduction technology,” says
Nitsche. “This is important, due to growing pressure
from populations living around airports today. It is no
longer enough to argue that aircraft comply with
international standards.”
ACI has played a key role, throwing its weight
behind ICAO’s drive to encourage airports not to handle
older aircraft that were particularly noisy. The initiative
went live in 2002. ACI also launched its own noise
rating index in 2002, updating it again in 2010. ACI
encourages airports to use the index when implemen
ting a noise-related landing fee to incentivize the use of
the quietest aircraft.
“The intention is not to harm airlines,” says Nitsche,
“that would not be in any airport’s interest. But we
need to take measures that will allow airports to
increase their capacity and to grow to meet future
demand. By improving the issue of noise, airports can
Z ACI is opposed to restrictions on night flights, with minimize local restrictions and protests. And I think
Vancouver uses
solar power to
curfews leading to under-utilization of infrastructure as most airlines now recognize this.”
heat its water airports are congested during the day and not used Such a scheme will be voluntary, allowing member
systems and also
properly at night. This may have financial and social airports to decide whether or not to opt in. One early
has one of the
largest living walls effects beyond national borders. Night-time operational adopter was Tokyo’s Narita International Airport, which
in North America. restrictions, including curfews, can have flow-on effects used the noise rating index for its noise-based landing
on airports in other countries. fees as early as 2005. Basel in Switzerland and
Guidelines drawn up by ICAO argue for a “balanced Strasbourg in France soon followed suit.
approach” to airport noise management. ACI supports ACI hopes that other member airports will come on
ICAO’s integrated approach to airport noise. It argues board with similar initiatives, although many use other
for reducing noise at source, improved land use and noise rating indexes or monitoring methods. Future initi
pre-planning, measures to reduce noise and operating atives will focus on reducing low-frequency noise at air
restrictions. ports, predicts the current WESC Chair, Elizabeth Leavitt.
“ACI has done a fabulous job advocating for the operating procedures to minimize noise. Repeat
interests of airports and the communities that surround offenders will face penalties. Another possibility is to
airports, most notably in the area of noise reductions introduce noise-based landing fees that include a waiver
and air quality,” she says. “We have worked hard, for airlines that deploy the quietest aircraft. Fees
against strong opposition, to reduce noise at airports, collected from operators of noisy fleets could then be
pushing for increasingly quieter aircraft over the last ploughed back into noise-reduction schemes.
two decades and made notable gains, resulting in Other initiatives for the future will focus on environ
quieter, more liveable airport communities.” mental reporting as a marketing tool, using noise
Better use of land can also minimize the impact metrics and other data sources to make information
of airport noise. That means reducing noise-sensitive about noise levels more transparent and new moves to
activities around airports wherever possible. And engage local communities.
where this is not possible, ACI is pressing for measures
to reduce noise such as better sound insulation and n Future challenges
alternative ventilation. Climate change will emerge as the critical issue facing
Another option is to rezone or buy land surrounding airports in the next two decades, Leavitt believes. Fears
airports so that it cannot be developed for housing, over the impact of climate change will affect the way
schools, hospitals or other projects that would be that current airports operate as well as the way
sensitive to noise. that new airports will be built and where they will
Above all, ACI urges member airports to engage with be located.
their local communities to minimize residential develop “Design standards for airports might well change,
ment in areas impacted by noise pollution. It argues as we design for more rain, stronger winds, shifts in
X
that the most sustainable approach is to allocate such weather patterns and changes in temperature,” Leavitt
The last 20 years
have seen the land to industrial or commercial use. Airports must says. “Airports are uniquely positioned to incentivize
aviation industry show local communities that they listen to grievances, our business partners to reduce their greenhouse gas
develop better
noise-reduction
to prevent tensions escalating. emissions through conversion to alternative fuels and
technology. In the meantime, airlines need to modify their identification of regional sustainable aviation bio-fuels.”
ACI remains fiercely committed to protecting the
environment. As airport expansion shifts from indus
trialized economies to emerging economies in Asia, the
Middle East and Latin America, ACI has pledged to work
more closely with its members in these regions to
promote best practice.
“Sustainability will be an increasing area of focus,”
Leavitt concludes. “ACI will play a key role in assisting
airports in these regions as they embark on building
their aviation infrastructure, with full knowledge of the
environmental and sustainability lessons learned over
the past few decades. We stand ready to support
these regions.”
Karen Thomas is a freelance journalist who writes

for a range of international transport and business
publications.
San Francisco International Airport
San Francisco International Airport consecutive year of growth. airport dining program in the
(SFO), a major North American The Asia/Middle East region saw country to offer a food marketplace
gateway and the Bay Area’s largest the greatest jump at 10% and and restaurants serving locally-
airport, served almost 40 million accompanied new service from sourced, organic menu items.
passengers in 2010. SFO offers Europe and SFO’s first service to In May 2011, Lufthansa launched
non-stop links with more than South America. SFO also saw its SFO’s first daily A380 service with
31 international points on share of overall Bay Area air traffic flights to Frankfurt, increasing its
30 international carriers and increase to 68.7% , and its share of capacity by 49%.
connects non-stop with more the Bay Area international market For up-to-the-minute departure
than 71 cities in the US on grew to just over 96%. and arrival information, airport
18 domestic airlines. SFO recently opened its new maps and details on shopping,
One of only a few airports Terminal 2, a state-of-the-art facility dining, cultural exhibitions, ground
worldwide to show growth in 2010, that is the first terminal in the transportation and more, visit
SFO’s 5.2% increase in passenger United States to be LEED gold www.flysfo.com or follow us on
traffic over 2009 marked its sixth registered. T2 also features the first Twitter @flysfo.
The ACI Global Training Programme
By Victor de Barrena-Sarobe
T
he aviation industry appears to be on the path to to unite their teams behind a shared objective of
recovery and the upturn in fortunes means that delivering excellent service to a multi-national customer
despite the tough economic times airports should base that has high expectations at all destinations.
once again start preparing for traffic growth and the Against that common background, many other
extra demands that this will bring. factors come into play in today’s airport world. New
And with money tight, an airport’s ability to meet technologies are transforming both operational and
that service delivery challenge will be strongly linked to business procedures and employee knowledge of
the human factor. In other words, how it works with these changes.
existing staff and new recruits to meet their on-going Environmental pressures are requiring new
need for skills development. behaviours in addition to new equipment and design.
Without doubt airports are complex business And new business criteria and new ownership models
structures requiring competencies in many areas. There require the same management skills as in any other
fore commonly respected international standards and industrial or service sector.
practices provide a global framework for harmonized Gone are the days of the airport as a simple infra
operations – day in and day out, every day of the year structure supplier. Management teams are called on to
– against which they can measure their performance. generate new revenue streams and strengthen the social
To succeed, staff members at all levels need to be and economic potential of the communities they serve.
cognizant of these standards and know how to put The industry has efficiency and performance goals
XV
them into daily practice. that airports must meet if they are to ensure a viable
Training at all
levels is important The global airport business is increasingly character future for both themselves and commercial aviation.
for airports to ized by cross-border and multi-cultural dimensions. So, Training provides a credible platform to develop
improve
operational
whatever the mix of personnel talents and skills at a these competencies and do an even better job of taking
performance. given location, airport authorities must have the means on board a volatile and rapidly changing business
environment.
Today’s managers need rapid response business skills
to balance short-term imperatives with long-term
business needs. We have seen how tough it can be to
manage airlines in difficulty, economic fluctuations,
security investments, investment constraints and
dramatic business contraction. Business skills are a must
in this environment.
And a final objective to consider is that as the
industry expands, airports will compete for existing
skilled candidates. They will need not only to attract and
train new personnel but also, and in order to hold on to
them, ensure that they can enjoy a satisfying career
development path.
n Helping ACI members

To help our members face these multiple challenges,
my mandate in joining ACI in 2008 was to create and
implement top quality, targeted educational oppor
tunities for airports.
T h e A C I G l o b a l Tr a i n i n g P r o g r a m m e
Our guiding principles focus on airport-specific To succeed, we must understand their educational
needs that identify and remedy performance shortfalls requirements and expectations. If we fail, we will have
through education. to worry about a shortage of aviation professionals in
Under the guidance of the ACI training steering the next 10 to 20 years.
group, we have designed a flexible programme to A second strategy is to ensure competencies
maximize the benefit at all levels at an airport, from top required of today’s airport professionals – proficiency in
management to basic staff skills. technical and operational domains, as well as the
Three key drivers have guided us in this strategic complex business management field.
exercise. Firstly, the alignment of standards globally is A simple example: the “airport city” phenomenon
an industry pre-requisite. Where will the next generation has emerged as a popular model for many hub airports,
of skilled workers come from? How will we build and with emphasis on diversifying revenue streams. As a
maintain consistency as these skilled workers and result, airports increasingly seek out and train qualified
managers migrate across borders to new opportunities? individuals to focus on the economic and commercial
Global accreditation programmes based on shared aspects of airport management.
standards are part of the solution. ICAO and ACI have already started addressing high-
ACI is collaborating with ICAO on its new Next level management competencies, joining forces to offer
Generation of Aviation Professionals (NGAP) initiative to the Airport Management Professional Accreditation
assess the changes that are needed to establish globally Programme (AMPAP). And through many of the
recognized training opportunities for aviation profes electives, we are achieving better understanding of
sionals. The ultimate goal for the NGAP initiative is to security, environmental and regulatory imperatives that
attract future generations to aviation and ensure that are vital for our airports.
pilots, technicians, air traffic controllers, and yes, airport The third strategy focuses on the need to improve
operators have the required competencies to do their job. operational performance through targeted training.
The A C I G l o b a l Tr a i n i n g P r o g r a m m e
We want to be able to see concrete results from course Human factors will play a key role as we re-invent
participation. our industry. Training is only one piece of the puzzle,
Let’s take safety, our number one priority, as an along with regulation, best practices, environmental
example. Our industry safety record is generally good. responsibility or new technologies, but it is an
But we can do much better, as clearly shown by results essential piece.
of ICAO’s national safety audits. Safety incidents are Training provides the means for systematically
also on the rise in many areas of the world. sustaining performance improvement by giving airport
Standards are defined, requirements understood, employees the means to learn, share their knowledge,
and budgets approved, yet airports in many parts of the develop their full potential and, in the end, to discover
world struggle to comply with basic safety management and exploit new strategic opportunities.
systems (SMS) requirements. As the late 19th century US industrialist, entre
What are the issues holding us back? Topping the list preneur and philanthropist Andrew Carnegie said:
are investment, commitment, training, human resources “Teamwork is the ability to work together toward a
and a safety culture. As a result, ACI has incorporated common vision; the ability to direct individual accom
safety training at all levels of its training offer, plishments toward organizational objectives. It is
addressing different levels of knowledge and compe the fuel that allows common people to attain
tencies through online SMS training, a dedicated safety uncommon results.”
diploma programme (part of our Global Safety Network, It is a long journey and we have only just started.
GSN) or through a more advanced look at SMS imple
mentation with senior executives. Victor de Barrena-Sarobe is ACI’s Global Training
Together with airport members, world business Director. He has worked in the aviation industry for
partners, faculties, vendors and other stakeholders, ACI 22 years and has extensive experience in leadership
Global Training has embarked on a voyage that will set development activities, project management and
a course for success. business change programmes.
V
The 2010 AMPAP
graduating class
was the largest
yet. The gradu
ation ceremony
was held on
2 November 2010
during ACI’s World
Assembly in
Bermuda.
The Houston Airport System
The Houston Airport System provides safe, largest commercial airport is William P. build a promising tomorrow for all types
efficient and appealing facilities to satisfy Hobby, a facility that is now undergoing a of flight.
the air transportation needs of the greater $250 million transformation. The Houston Airport System (HAS)
Houston region at competitive prices William P. Hobby Airport (HOU) served more than 49.5 million passengers
while stimulating growth in its economy. services the low-cost carriers operating in in 2010, ranking as the 4th largest multi-
As the fourth largest city in the United the Houston market, including: Air Tran airport system in the US. Houston’s three
States, Houston is one of the most impor Airways, Frontier Airlines, Jet Blue airports, George Bush Intercontinental
tant international passenger and cargo gate Airlines, Southwest Airlines, American Airport (IAH), William P. Hobby (HOU)
ways to the south central United States and Airlines and Delta Airlines. In 2010, and Ellington Airport (EFD) contribute
as a primary gateway to Latin America. Hobby Airport flew more than nine more than $24 billion to the regional
George Bush Intercontinental Airport million passengers and consistently ranks economy. IAH is the 7th busiest airport in
(IAH), offers domestic and international high in regards to customer satisfaction. the nation and is the largest hub for the
service to more than 180 destinations, Ellington International Airport (EFD) world’s largest airline. IAH and HOU offer
including more non-stop service to Mexico operates three runways and providing 24- 21 airlines providing nonstop flights to
than any other airport in the United hour air traffic control services. Ellington more than 180 destinations worldwide.
States. Bush Intercontinental features an annually handles more than 126,000 For more information, visit
impressive global cargo operation, with aircraft operations. The airport is home to www.fly2houston.com and follow us
eleven all-cargo airlines offering a variety of the annual Wings Over Houston Air Show. @IAH and @HobbyAirport on Twitter.
services to Asia, Europe and the Middle Many astronauts from the Johnson Space
East. As a result, Bush Intercontinental Center completed their space training at For more information, please contact
handles more than 336,045 metric tonnes this airport. The future of Ellington is the Houston Airport System at
of cargo annually. Houston’s second bright with many construction projects to 001 (281) 233-1234.
ACI’s Training Programmes
A
CI’s global training curriculum is designed to The e-learning platform is easily accessible and inde
enhance the knowledge and abilities of staff from pendent of geographic location for airport employees.
entry to executive level. Each level complements Research shows that e-learning is both practical and
the other and includes some key overlapping to ensure economical, reducing the cost of training by as much as
a smooth learning transition and a path for career 75% compared to traditional classroom settings: auto
development. mated, on-demand, no travel or accommodation, no
Certificates and accreditation based on international external trainers to hire, and highly scalable for airport-
standards pave the way for creating a flexible, global wide use.
pool of professionals. In introducing a building block Three new online certificate programmes are avail
approach, ACI relies on ICAO’s global standards to able in the areas of airport environmental management,
ensure a consistent level of competencies among airport concession management and project management.
managers – whether they stay at the same job level, or Experience to date has shown that OLC participants
progress in their airport, or move to another airport in appreciated the quick and easy access to best practice
the region or around the world. materials, which in turn helps them do a better job
Training at ACI has grown organically since the early while gaining recognition that can enhance their pro
days of independent certificate courses and today there fessional standing. Future plans include a certificate in
are five programmes, each adapted to specific needs. airside operations that will provide airport staff working
These are the ACI Online Learning Centre, ACI Airport airside with a comprehensive training programme on
Dynamics, the Global Safety Network diploma pro airside operations.
gramme, the joint ACI-ICAO Accreditation Programme OLC also delivers dedicated modules. The Winnipeg
and the Airport Executive Leadership Programme. Airports Authority and ACI recently signed an agree
ment for a learning management system to be known
as the Canadian Airports Online College. The online
Airport Executive programme and career
AELP succession planning college will provide a range of training programmes
Airport Top Leadership programme aimed at focused on Canadian regulations and industry best
AMPAP high level management
practices.
Professional Certificate Required competencies to manage airport This industry recognized accreditation programme,
Courses operation in a safe, effective and efficient
Global Safety Network

manner, aimed at department leaders. available to airports of all sizes and locations through
Airport entry level and supervisory out Canada, will enable airport personnel to improve
Airport Dynamics training programme, aimed at
operational efficiencies and enhance their proficiencies and management skills.
Technical and regulatory One of the first projects to be launched will be
Operational and Regulatory courses courses aimed at all
airport operational developed with the support of the Canadian Airports
staff
Council (CAC) and Transport Canada and will provide
online safety management systems awareness training.
n Online Learning Centre (OLC)
The OLC was established by ACI in October 2007 to n ACI Airport Dynamics
expand online training services to a broader group of The youngest member of the ACI global training family
airport employees. OLC delivers web-based training, is Airport Dynamics which targets mid-range oper
testing and certification of airport staff, contractors and ational staff. Developed in consultation with ICAO and
service providers. Since its inception, OLC has provided other stakeholders and already in the first phase of
training to over 67 registered airports and airport validation, it is positioned as a functional competency-
authorities throughout the world and delivers hundreds training package that will assist employees in their
of online courses to airport staff every month. career path, supporting career development as they
A C I ’ s Tr a i n i n g P r o g r a m m e s
later move into higher management accreditation and safety managers including developing, implement
programmes such as the ACI-ICAO Airport Management ing and operating effective SMS at their airports.
Professional Accreditation Programme (AMPAP). The programme is made up of three modules: air
Relevant for airport supervisors and operational staff port SMS; airside safety and operations; and emergency
as well as ACI World Business Partners (WBPs) interested planning and crisis management, through which partici
in getting a holistic understanding of airport functions, pants will live an extensive “real-time” experience of
the Airport Dynamics concept reflects the characteristics operational procedures, SMS and airport certification.
of airport business today – competitive and fast changing. A key competency required at all levels of airport
Airport Dynamics will raise practical aspects of operations and management, safety training is also an
airport functions. The curriculum is broad by design to integral component of the OLC, Airport Dynamics and
ensure exposure to many aspects of airport operations AMPAP programmes.
and includes the fields of safety, security, facilitation,
finance, commercial development and environment. n ACI-ICAO Airport Management Professional
The Airport Dynamics process follows the competency- Accreditation Programme (AMPAP)
based training model where participants will not only In 2006, ACI and ICAO agreed that a global framework
be required to obtain their certification but also to for airport management training was needed. As a result,
maintain it. Hence, the programme comprises two they began development of a broader accreditation
phases, the first with a limited duration and a fixed programme, which targets airport professionals occupying
curriculum for all participants and the second continu management positions at civilian airports worldwide
ous education phase which is cyclical, where the parti and leading to a professional designation with global
cipants will be invited to build their own curriculum recognition. The result was AMPAP, a joint initiative, co-
based on their current training needs and reflecting owned and co-sponsored with ICAO as an equal partner,
on-going changes in the industry. which celebrated its fourth anniversary in June 2011.
The programme was built in collaboration with the A number of milestones have been accomplished,
end beneficiaries. Different ACI regions provided input with the full support of premier sponsor SITA. AMPAP
and feedback to adapt to local concerns and con has attracted participants from 69 nations, recently
straints. The first module was launched in 2010 in including the first enrolees from China. Africa has
Geneva and the second was held in Zagreb in April provided 23% of all participants, Asia-Pacific 23%, North
2011. Further modules are planned throughout the year, America 24% and Europe 20%. Latin America-
while the online module is planned for the second half Caribbean, currently at 10%, is expected to grow with
of 2011. more deliveries scheduled in the region.
Airport Dynamics targets integration with other ACI Participation demographics are also spread across
programmes, such as AMPAP where the programme is areas of airport responsibilities and airports sizes,
planned as an AMPAP elective. Hence, participants mirroring ACI’s membership base.
successfully completing the Airport Dynamics pro Today, over 100 graduates hold the International
gramme can later pursue their educational path in Airport Professional (IAP) designation. All see their
airport management with the full AMPAP programme. membership in the AMPAP community as a career-long
experience as they take on new responsibilities.
n ACI Global Safety Network (GSN) In May 2010, two IAPs were elected for a two-year
The GSN diploma-training programme consists of term to the ACI-ICAO AMPAP steering committee, which
specialized courses on airport safety. Launched in 2006, guides the programme’s policies and strategies. Other
it has evolved over time in consultation with members IAPs are now becoming involved as trainers in the pro
and safety experts to fit the needs of airside operations gramme or as advisers on new curriculum development.
AC I ’ s Tr a i n i n g P r o g r a m me s
programmes of the AMPAP component. For example,

Developing Nations ACI Training – DNA Training
the Toulouse Business School now credits the four
In 2009, ACI redeveloped its training curriculum, role and relationship with
AMPAP mandatory courses against a full semester’s
stakeholders, stabilizing the training organization and making it a viable
proposition for ACI in terms of quality and quantity of courses, student days, coursework of its world aerospace MBA, has earned
economic results, as well as regional coverage. Further to that result, the ACI AMPAP a unique graduate level academic recognition.
Global Training team has been charged with establishing a process to allocate a
portion of ACI’s net training revenue as financial aid for least developed nations’
n Airport Executive Leadership Programme (AELP)
airport employees, in order to ensure professional training programmes are
Also launched in 2006 is AELP, which is for top
administered free of charge or at a discount
executives seeking to strengthen their executive skills.
ACI and Global Training then launched the DNA Training programme in 2010
with the objective of increasing the knowledge transfer to ACI members in good Developed and delivered in partnership with
standing by offering a limited amount of grants and/or scholarships in the form Concordia University of Montreal, the programme also
of financial aid for the sole purpose of paying for registration fees for any helped ACI to test and adjust a formula for combining
number of participants meeting predefined criteria.
independent online course preparation with face-to-
For further information on the DNA Training programme, please contact: face sessions for interactive group work. A popular
training@aci.aero. choice for those who are committed to long-term
careers at a high level of airport management, AELP
focuses on critical strategic decision-making in today’s
New proposals are in the works. The AMPAP steering fast-changing business environment.
group is now looking to create an associate diploma for It is also an elective in the AMPAP programme, and
aviation stakeholders not eligible for the IAP designa as such provides an important option for executives
tion, which is reserved for airport professionals. AMPAP pursuing top career positions at airports worldwide.
course participation would be opened on a limited basis
to candidates from the broader community of aviation For more information about the training pro-
partners – civil aviation authorities, ministries of trans grammes please contact: for OLC, Eddie Ragauskas
port and ACI WBPs – thereby enriching class partici at eddie.ragauskas@olc.aero; for AMPAP and the
pation and exchange. IAP denomination, registrar@iap.aero; and for
Another milestone development is graduate level AELP, GSN and Airport Dynamics, John Webster at
academic recognition by established aviation business jwebster@aci.aero.
ACI Fund
The ACI Fund for Developing Nations’ Airports development and helps to bridge this gap in Operations as well as Economics. While all ACI
was created in 1993. The purpose of the ACI national wealth. In this way, the community of members and World Business Partners are
Fund is to design, develop and conduct pro airports contributes in a very tangible way to eligible to participate in any of ACI’s Global
fessional training seminars for deserving candi safe-guarding and enhancing professional Training programmes, only ACI members from
dates from airports in developing countries. standards at airports worldwide. airports in less developed nations are eligible to
Air transport is an interdependent system The ACI Fund seminars focus on practical participate in ACI Fund courses and events.
that relies on each airport’s ability to offer safe, training in the areas of safety, security and Since 1994, 42 seminars have been
secure and high quality service to their other main airport topics (economics, customer organized in all regions, counting over 1,300
customers. This collective industry commitment service, etc.) that build long-term staff participants from developing nations’ airports.
enables airports worldwide to “raise the bar” competencies.
on excellence. In developing nations, financial In 2010, four seminars were delivered in For further information on the ACI Fund
resources for training can be quite limited, so Atlanta, Panama City, Abuja and Abu Dhabi programmes and its courses, please contact:
the ACI Fund opens the door to career covering mainly the fields of Safety and acifund@aci.aero.
San Antonio International Airport
San Antonio, Texas is known for its $635 million expansion program was growth in major industries such
warm hospitality and great customer completed. Included in the expansion as tourism, healthcare and bio-
service. This multicultural, bilingual was the new Terminal B facility. sciences, education, aerospace
city has strong Spanish and Mexican Terminal B will replace the 1950s and manufacturing.
influences, traditions, architecture era Terminal 2 facility. In addition, the airport is ideally
and language and this is what makes Another major improvement that located at the crossroads of two
San Antonio one of the most unusual opened in the spring of 2010 is the major US Interstate Highways –
cities in the United States. Now the extension of the airport’s two-tier 10 and 35, the latter is known as
seventh largest city in the US, San roadway to accommodate passenger the NAFTA Highway. San Antonio
Antonio has retained its sense of pick up and drop off at Terminals International offers nonstop flights
history and tradition, while carefully A and B, as well as at a future to 32 major US and Mexico hubs,
blending in cosmopolitan progress. Terminal C. New long-term parking thus providing worldwide connect-
San Antonio International Airport space was constructed to meet the ivity to those it serves.
(SAT) is a perfect reflection of that need for doubling parking provision Consistently ranked as one of the
balance between amazing growth and at the airport. top airports in the nation for overall
commitment to history. San Antonio The expansion was definitely customer satisfaction, San Antonio
International opened in the late 1940s needed since the airport is meeting International Airport is on the
and in November 2010, a major San Antonio’s on-going rapid threshold of an even brighter future.
ACI’s Training Centres
I
n partnership with member airports, ACI is building In addition, ACI Global Training works with over 23
up a network of training centres through which it host airports who have in the past demonstrated an
has been able to develop a better vision of the key interest or a need to host a training programme in their
areas for performance improvement in each region. The location. Making training more accessible to ACI
first agreement was signed in 2006 with the Airports members is one of our key goals, thus members who
Authority of Trinidad and Tobago to establish a training need specific training in their location can make it more
centre at Piarco International Airport, and today there affordable and accessible by hosting the course in their
are 12. airport, saving on travel and resource costs.
Bucharest
Athens Istanbul Incheon
Cairo
Abu Dhabi
Dubai Hyderabad
Port of Spain
Panama City Kuala Lumpur
Johannesburg
Africa
Cairo Cairo International Airport
Johannesburg Airports Company of South Africa (ACSA)
Asia-Pacific
Abu Dhabi Gulf Centre for Aviation Studies (GCAS), a subsidiary of Abu Dhabi Airports Company
Dubai Dubai International Airport
Hyderabad GMR Aviation Academy, GMR Hyderabad International Airport
Seoul Incheon Incheon International Airport Company
Kuala Lumpur Kuala Lumpur International Airport
Europe
Athens Athens International Airport
Bucharest Bucharest Airports National Company
Istanbul Istanbul TAV Airports Holding
Latin America-Caribbean
Panama City Tocumen International Airport
Port of Spain Airports Authority of Trinidad and Tobago
A C I ’ s Tr a i n i n g C e n t r e s
Victor de Barrena-Sarobe, ACI’s Global Training Director (l e f t ), and Panama’s Tocumen International Airport hosts the second training centre in the Latin America-
Tudor Jidav, General Manager of Bucharest Airports (r i g h t ), at the Caribbean region.
opening of the 12th ACI training centre in March 2011.
“The partnership with ACI Global Training is a great honour

for us… [It] represents an acknowledgement of Bucharest
Airports National Company as a pillar in providing training
for airport staff and, at the same time, a guarantee for the
high-quality set-up and performance of the ACI training
sessions for airport staff of Romania, Europe and
elsewhere.”
Tudor Jidav, General Manager of Bucharest Airports
A course underway at the Athens training centre.
“Athens International Airport is celebrating 10 years of successful operation this

year. In 2007, we started to host a series of training events with ACI. The expertise
of the qualified instructors, the quality standards of ACI and the experiences shared
from all the participating professionals have enabled every training event to
conclude with great success. We are looking forward to hosting in our premises an
increasing number of training events in the future, with the aim to further improve
all standards in the aviation industry.”
Dimitri Nicoloudes, Manager, Rewards and HR Development at Athens

International Airport
“The 28 September 2006 signing of a partnership agreement between the Airports

Authority of Trinidad and Tobago and Airports Council International will be
remembered as one of the signal achievements in the life of the Authority.
Consequently, the internationally recognized Airports Authority Aviation Training
Centre has fostered the growth and development of aviation professionals in the
Caribbean, Latin and South America.”
Oswald Bruce, Manager, Airports Authority Aviation Training Centre,

Trinidad and Tobago
The first ACI training centre was established at Piarco International under an agreement with the
Airports Authority of Trinidad and Tobago.
AnÊInternationallyÊAcclaimedÊInstitution
GCAS is the world’s first certified ‘TRAINAIR PLUS’ training centre for its technical expertise, training resources and quality
assurance system providing the best possible aviation training together with its internationally recognised partners.The Joint
Aviation Authority- Training Organization (JAATO) has announced GCAS to be their exclusive training provider for the Gulf and
the Middle East region. The centre is also one of the Airport Council International’s (ACI) global training hubs, and a partner of
Safe Passage International (SPI) - a global supplier of computer-based and web-based training programmes for the aviation,
cargo, judicial, maritime and general security industries. GCAS has received many prestigious awards, including the accolade
of ‘Training and Education provider of the year 2010’ at the Aviation Business Awards.
Partners:
GULFÊCENTREÊFORÊAVIATIONÊSTUDIES
GCAS has been awarded the world’s first TRAINAIR Plus certification from the International Civil Avia-
tion Organisation (ICAO)
Trainair is a system to improve safety and efficiency of air transport through the establishment and
maintenance of high standards of training and competency for aviation personnel
The advanced Trainair Plus programme will allow GCAS to share its educational resources with other
members promoting the country’s knowledge sharing and exporting capabilities
InternationalÊExpertiseÊAvailableÊinÊAbuÊDhabi
GCAS provides first-hand experience of the Gulf region; leading the world in terms of airport operations, airport infrastructure,
air traffic growth and airline development. GCAS has its own dedicated facilities at Al Bateen Executive Airport in Abu Dhabi
where our accredited courses are taught. It is one of the few aviation training centres in the world located in an operational
airport, thus enhancing the educational experience. We have a team of talented specialists and instructors, all whom are
highly qualified and experienced industry professionals. Brand new state-of-the-art facilities with six lecturing theatres, five
training rooms, a business centre, library, recreational centre, breakout area, e-learning facilities, dining hall, high-speed
internet coverage (Wi-Fi) and on-site catering.
Operated by:
Gulf Centre for Aviation Studies- Division of Abu Dhabi Airports Company PJSC
PO Box 94449,Abu Dhabi,United Arab Emirate
T : +971 2 49 42 355, F: +971 2 49 42 366, www.gcas.ae
AC I ’ s Tr a i n i n g C e n t r e s
A course underway at the Istanbul training centre.
“The cooperation between TAV Airports Holding and ACI that

started in 2008 was enriched when Istanbul Atatürk Airport
became a new training centre of ACI in 2010. ACI has a crucial Cairo International Airport hosts the second training centre in the Africa region.
role in the aviation sector with its contribution to the sharing

of accumulated know-how throughout the world. Considering
the unique geographic location of Istanbul, we believe that our
cooperation will facilitate the development
of the sector even more, especially in the region.”
Murat Orhan, TAV Airports HR Coordinator
A course underway at ACSA’s Training Academy.
“Continuous, world-class training and development is vital

to the realization of ACSA’s mandate to deliver safe and
secure airports to the benefit of all stakeholders and to
ensure realization of the vision – to be a world-leading
Abu Dhabi hosts one of two training centres in the Middle East.
airport business. This requires an approach that benchmarks
“The Gulf Centre for Aviation Studies’ (GCAS) strategic partnership with ACI with international standards; hence several partnerships
represents a key milestone towards providing its large customer base with quality have been established. In July 2007, the ACSA Training
training programmes in the world’s first ICAO “TRAINAIR PLUS” training centre, Academy received ACI accreditation as a Regional Training
offering the best aviation learning environment in the Middle East. In a region with Centre for ACI’s Global Training Hub. The accreditation
several billions of dollars invested in airport infrastructure projects, investment in provides the ACSA Training Academy with access to world-
top-notch human capital development is becoming an option no longer. GCAS is a class programmes and instructors within the airport
major ACI global training hub, which will contribute towards realizing a more management arena.”
sustainable growth of the regional and global aviation industry.” Tebello Mokhema, Head of the Airports Company of South
Dr Othman Al Khouri, GCAS Director Africa (ACSA) Training Academy
A C I ’ s Tr a i n i n g C e n t r e s
Participants in a course at the Dubai training centre pose for a group Incheon International Airport Company’s HR Academy offers both training facilities and
photograph. accommodation for students.
“ACI is a valued strategic partner in the area of learning and “Great service comes straight from great people. Without well-trained human
development. Working closely with ACI, we delivered the resources, Incheon would not have won Best Airport Worldwide in ACI’s Airport
first ever AMPAP programme in the Middle East and the first Service Quality survey for six consecutive years. The biggest asset of Incheon Airport
one of its kind globally as part of a customized leadership is a knowledge-driven business environment. Thanks to ACI Global Training, we
development programme called TALY which was delivered have enhanced the knowledge and abilities of our staff to be more competitive and
over the past 18 months. As a result we have enhanced our successful. I strongly believe the well-organized Global Training programme will
talent pool with skilled, future leaders who are willing and raise the quality of airport service for the sustainable growth of aviation industry in
able to add further value to the business.” the long run.”
Samya Ketait, Vice President, Learning and Development at Mr C.W. Lee, President and CEO, Incheon Airport
Dubai International Airport
Going airside
during a course
in Kuala Lumpur.
“In crafting MAHB’s future, we have developed a blueprint that we call ‘Malaysia
Airports Runway to Success (2010-2014)’. It lays out the current state of our
Participants in a GSN module at the GMR Aviation Academy in business, the direction we should be heading and the road-map that will get us to
Hyderabad pose for a group photo with their instructors.
our objective of Building a World Class Airport Business. We believe our people are
“The GMR Aviation Academy provides an ideal training the heart and soul of the Group’s success; we have every confidence in their
venue, not just for professionals from within the airports in collective talents, experience and demonstrated abilities to bring the Group to
India, but also from those in the South Asian Association for greater heights. It was an enormous opportunity when we became an ACI Global
Regional Cooperation (SAARC) countries.” Training Hub in 2007, where training programmes are run and targeted to increase
professional knowledge and experience amongst participants in the aviation
Mr P.S. Nair, CEO Corporate, Airports Sector, GMR Group
industry. One of the most significant and strongly supported ACI courses would be
the Global ACI/ICAO Airport Management Professional Accreditation Programme
(AMPAP) that 15 Malaysia Airports staff participated in.”
Rosehaida Ab Rahman, Senior General Manager HR Services, Malaysia Airports

Holdings Berhad
20 Years is just an Eye Blink in Aviation
By Rodolfo Echeverria
It is amazing to witness how things today to try to make that vision environmental issues. Finally, in the
have evolved in our industry since become a reality. With dreams early 2000s, infrastructure was not
January 1991. If we take the airport comes progress, and progress cannot the main problem of some airports,
ownership evolution for example, happen without proper airports, just but the form of the airport network
we would have a combination of as 400 years ago, one of the main was addressed leading to the idea of
mixed worlds, from publicly-run engines of a nation’s economy were major hub airports served by a
facilities to private enterprises. Also its seaports. network of smaller airports to assist
very popular in emerging markets Past visions of the “airport of the passengers reduce their journey
are PPP/BOT airport projects. future” show us that many of those times between two non-hub airports.
Airport visions, such as airport cities crazy ideas would become today’s We could easily argue that some
and Aerotropoli, are becoming reality. So in order to try to see our of these components that were
today’s reality. I was very engaged by future, we need to understand our purely concepts in the past are
a title for an interview with Curtis past. Popular Science has a fantastic present in today’s airports. The
Fentress, published on the Global set of examples for discussion, “Seadrome” has been with us since
Cities website Airport Cities: Where published in their archive of the 1994, exemplified by Kansai
Fantasy Takes Flight. 20th Century. For example, in the International Airport in Osaka,
Listening to well-known 1930s the airport of the future was Japan, which was built on reclaimed
academics who have worked on and seen as a “seadrome”, or built on land. Today the airport is seen as a
researched our industry, such as top of buildings with a rotor in order place to meet, greet, shop, depart or
Dr John D Kasarda or Dr Steve to accommodate landing space work, an embodiment of the 1940s
Appold, you start to realize that the depending on wind direction, or an Air Park concept. Even Spaceports
key challenge for the development airport that was dependent on ocean are being developed, by Virgin
of future airports will be obtaining waves for power. The 1940s brought Galactic in New Mexico, and
a common vision among all the the idea of more diversified airport initiatives in the UAE and Singapore.
stakeholders rather than obtaining activities, such as airparks where What about in 10, 20, 25 or 100
financial resources. You may have transportation and entertainment years? Let’s ask Jules Verne.
the financial capacity, but without facilities would be combined. In the To close, on behalf of AIG, I
that common vision, you will get 1950s the notion was: “let’s take the would like to congratulate ACI on its
nowhere. Additionally, Dr Taylor airport to the airplane”, which 20th anniversary as the voice of the
and Dr Appelbaum from Concordia brought up the idea of using “airport world’s airports. I would also like to
University in Canada advise against ferries”, foreseen as mobile lounges, take this opportunity to cordially
the common tendency to apply hybrid versions of air bridges and invite all of you to visit our beautiful
“forward” gap analysis instead of departure lounges. In the 1960s and peaceful country Jordan. Be our
“backwards”. What I mean by that there was a plan for a circular runway guest… Petra is waiting for you!
is imagine your airport’s position – an endless runway for the airport
15-30 or even 100 years from now, of the future. In the 1970s the “sea Rodolfo Echeverria is the Chief
then start building your gap analysis drome” concept returned but this Financial Officer of Airport
back to see where you need to start time to address air traffic and International Group.
How the Intelligent Airport Will Manage Disruption
By Ilya Gutlin
T
wenty years ago ACI was founded in the midst of a around a day to rebuild those rosters, so that we get
major disruptive event for the air transport the maximum number of flights into the air ahead of
industry. As the world coped with the fall-out from Christmas,” he said.
the first Gulf War, passenger numbers fell 4.4%. As the world’s only IT provider dedicated solely to
Last year passenger numbers rose but there was the air transport industry, SITA has been in the vanguard
disruption throughout the year as over 300,000 flights of most new innovations which have helped airports to
were cancelled. This time around Mother Nature was to manage costs while maximizing the use of their limited
blame. Airports were turned into mass dormitories space as passenger numbers rise inexorably. It first
overnight as a consequence of a year bookended by introduced common use check-in to meet passenger
severe winter weather in the northern hemisphere. In demands for the Los Angeles Olympics in 1984.
April and May they were thrown into further disarray by Today, over 400 airports use SITA’s AirportConnect
the unpredictable behaviour of a volcano in Iceland. common use check-in platform. They are all well
There was an increase in baggage mishandling for the positioned to move to the new ACI and IATA-approved
first time in three years. CUPPS (Common Use Passenger Processing) industry
An airport’s worst nightmare is when disruption hits check-in standard on the development of which SITA
passengers, aircraft and baggage in one fell swoop. The took the technology lead.
trigger can come out of the blue, from a volcano, an The challenge facing the industry today is to bring air
earthquake, a pandemic, a conflict, or a severe weather port operations to another level in an era when airport
pattern triggered by global warming and climate change. space is at a premium, passenger numbers are rising
Willie Walsh, then CEO of British Airways (and now and disruption management is always on the horizon.
CEO of parent company IAG), summed up the challenges And at the same time, all the advantages of living in
of disruption management last December when the a digital age are there to be leveraged as we go about
rosters of 14,000 cabin crew and 3,000 pilots became the business of delivering on the vision of the Intelligent
X
Today, over 400 redundant as snow closed down London Heathrow. Airport, one where operations staff will be able to track,
airports use the “Those 17,000 rosters are like a giant global jigsaw manage and share real-time information to make smart,
AirportConnect
common use
puzzle, which has been torn up by the days of disrup predictive decisions. The Intelligent Airport sits on three
check-in platform. tion at Heathrow and around the world. We now have pillars. They are the converging trends of self-service,
mobility and collaborative decision-making.
An Intelligent Airport is one where on-time perfor
mance is improved, where passengers have more con
trol over their journeys, potential problems are spotted
before they arise, and airport operations staff can res
pond in a way that is dynamic, informed and effective.
n Infrastructure and passenger mobility

Dominic Nessi, Deputy Executive Director and CIO, Los
Angeles World Airports, says his number one target is
“to strengthen our infrastructure to a point where
telecommunications are just everywhere in the airport
– seamless, strong signals that the digital traveller can
take advantage of”.
One consequence of the growing popularity of smart
devices among passengers is that Copenhagen Airport
H o w t h e I n t e l l i g e n t A i r p o r t W i l l M a n a g e D i s r u p t i o n
C
Airline-dedicated
self-service check-
in kiosks will
remain at key hubs
but common use
machines will
increase flexibility
at other locations.
and SITA have just deployed the world’s first indoor aug infrastructure based on 4G and Wi-Fi technologies will
mented reality application allowing passengers to use provide permanent connectivity.
augmented reality to plan their time inside the airport Mobility will add rocket fuel to the adoption of X
and to get information on gates, shops, restaurants and passenger self-service once it is layered over the existing Smart phones can
store travel
other services in a fun and interactive way. Using multi base of self-service technologies at leading airports
documents while
ple Wi-Fi receivers means that passenger locations can around the world. self-boarding
be determined within about 3 metres or so of accuracy. Michael Ibbitson, VP Information and Communi gates help make
the boarding
This is enough to see where passengers congregate, cations Services, Abu Dhabi Airports Company, said: process more
how much time they spend in stores and restaurants “The airport will probably grow in size from around efficient.
and where there may be bottlenecks. It also enables

airport retailers to communicate with travellers directly.
Through a partnership with Bluelon, the inventor of
Bluetooth-based tracking, SITA is now also able to offer
a sophisticated real-time queue management appli
cation for airports. This, combined with the augmented
reality application, gives rise to the possibility of a very
close relationship between the passenger and the air
port operator to their mutual benefit.
Passengers want a smooth, hassle-free journey.
Smart mobility will provide airports with direct access to
passengers for information on their distance from the
gate, flight announcements, retail bargains and delayed
baggage. Around 70% of airports plan to provide
mobile services by 2013 when almost 50% of travellers
will be carrying smart phones. A robust communications
Ho w t h e I n t e l l i g e n t A i r p o r t W i l l M a n a g e D i s r u p t i o n
V
Smart mobility
will provide
information on
passengers’
distance from the
gate easing
passage through
the airport.
10 million passengers to over 20 million passengers by implementation at a major European hub which handles
2020 and the only way to cope with that growth I think 20 million passengers.
really is going to be for us to harness mobile phone Security issues around self-boarding have been
technologies … passenger processing technologies that addressed through the development of the BioThenticate
allow the airport to reach outside of the airport software platform which integrates biometrics techno
boundaries and into the city, and into people’s homes.” logy and identity management into all aspects of pass
The smart phone will enable paperless travel by enger handling at an airport whether it is check-in, bag
becoming an extension of the airport’s IT infrastructure, drop, boarding the aircraft, going through security or
storing all travel documents including boarding passes immigration.
and eventually e-passports. It will allow for a more A biometric – whether it is a fingerprint, iris or face
personalized journey with information and suggestions image – can be integrated into an e-passport or smart
throughout the airport based on personal details and card for use in the airport environment. By 2013, one in
preferences. four airports are planning to implement e-gate systems
Real-time information will lead to reduced delays; for boarding, check point and access control.
the airport will improve passenger flow by guiding Verification and document authentication can be
travellers to their plane. integrated into the passenger self-service chain as well
as the airport employee access environment. A frequent
n Security and self-boarding flyer will be able to go to the airport using the BioThen
A recent survey found that 70% of passengers would ticate gate and the barcode on his or her cell phone.
use automatic boarding gates if they had the option.
While trials have been underway for some time at n Baggage
dedicated gates, SITA has developed the industry’s first SITA operates WorldTracer, the industry’s main baggage
common use self-boarding gates for a successful tracking and tracing service for over 450 airlines and
H o w t h e I n t e l l i g e n t A i r p o r t W i l l M a n a g e D i s r u p t i o n
ground handlers, which showed a 4.4% increase in significant impact on mishandling rates by checking
mishandled baggage files opened in 2010 compared real-time Baggage Information Messages against real-
with 2009. The global mishandling rate was estimated time flight messages.
to have risen by 6.06% resulting in over 29 million bags As Hock Lye Lee, Vice President, Products and
being delayed and a $3 billion cost to the industry. Services, Star Alliance, explained: “This industry-first
Given that there was a 10.4% rise in passenger system uses existing baggage messages to track the bag
numbers last year and that over 300,000 flights were from origin, through the transfer process, and on to the
cancelled, it was not a bad performance. In fact, final destination. It tracks the progress of the bag along
baggage management has been steadily improving the entire journey, even within the baggage mishand
since 2007 when over 42 million bags were mishandled. ling systems and warns of potential baggage mishand
There is still a lot of room for improvement particu lings before they occur. The system also suggests
larly on transfer baggage which is where 51% of the potential solutions based on the situation at hand.”
mishandlings occur in any one year. Among the top 80
airports where most of the mishandling problems occur, n Workforce mobility
up to 15% of mishandled baggage can be classified as The Intelligent Airport strategy focuses on harnessing
“unknown” in the Baggage Information System which mobile solutions for operational efficiency while
means there was no incoming Baggage Source Message reducing costs. In airport ground operations the major
(BSM) received. cost driver is employee related; 65% to 75% of the
This usually results in a lot of manual re-working, overall cost is tied to salaries and time compensation so
missed connections or bags left behind on sortation productivity can be enhanced using mobile work
belts. SITA will launch BagConnect later this year which solutions. These can deliver optimized planning,
X
allows the generation of a duplicate BSM to be sent to rostering, staff management, resource allocation, real-
Baggage
the transfer airport in order to allow the bag to be time situation awareness and mobile device-enabled management is a
sorted to the correct flight. service registration capabilities. key concern but
mishandling rates
SITA is taking self-service to a new operational level Better planning and automated processes can result have fallen since
through its collaboration with bag drop specialists to in up to 25% cost reductions; more intelligent rosters 2007.
develop a single customer touch-point which will

integrate check-in, bag tag printing, excess luggage
payment and bag drop all at one place. It will have a
standard check-in desk and allow common use by
several airlines. The recent IATA agreement on Self-
Tagging Recommended Practice means that the way is
now clear for airlines to make real progress in this area.
Self-service bag drop counters can work 24/7.
The extension of WorldTracer to mobile devices
enables airline staff to assist passengers upon arrival
either at the baggage carousel or in the customs hall.
Delayed Baggage Reports can be initiated immediately
and airline costs can be reduced by dealing with more
mishandled bags in a shorter space of time.
Following a successful pilot at London Heathrow
with the Star Alliance, SITA is launching a decision
support system called BagSmart which will have a
Ho w t h e I n t e l l i g e n t A i r p o r t W i l l M a n a g e D i s r u p t i o n
allocated up to 20% more resource at peak times in

peak areas using the system, giving us a lot more work
out of the same or less people.”
n Flight information
A vital part of disruption management and driving
efficiencies depends on good communications with the
passenger. SITA’s Airport Management Solutions (AMS)
offers a suite of integrated operations software that
supports operational planning and tracking for real-time
and irregular operations, flight information displays,
aeronautical and non aeronautical billing and reporting.
And disruption can be managed in a way that least
affects travellers, thanks to visual, audio and SMS
targeted contact with passengers within an airport, on
website and at off-airport locations.
At Bermuda’s L.F. Wade Airport for example, a simple
gate reallocation in the AMS programme can set in
motion a cascade of communications including updated
FIDS screens, audible announcements and textual
accompaniments. By simply automating three and a half
minutes of boarding announcements per flight, airlines
can recapture one man day of productivity per 150
departures.
n Improving productivity
Business Intelligence is the key driver for the Intelligent
Airport. It is a switched-on environment capable of
predicting the flow of passengers to make more
informed decisions and communicating information in
Z can mean 10% to 40% less overtime; and automation real-time to all stakeholders including passengers.
Enhancing the
flow of
and ability to handle larger work scope can mean 50% Operational performance will improve because of a
information to less resources for dispatching. better airport operations intelligence and behavioural
passengers
By bringing together its Resource Management understanding of key logistical questions such as how
reduces delays.
System and global wireless communication capabilities long passengers spend landside, the time security takes,
(Wi-Fi – 3G), SITA is now able to deliver an end-to-end and how much time is spend in retail areas. Airports will
mobile solution to the airport and ground-handling vastly improve their forecasting and early warning of
workforce endorsed by companies such as easyJet, delays to improve staff productivity.
Groupe Europe Handling and Havas Ground Handling. The future is here already, it’s just not evenly
David Henderson, Sharjah Aviation Services, said: “In distributed!
terms of optimization, the staff planner and manager
has generated an almost 10% saving in total manpower, Ilya Gutlin is Vice President, SITA Airport Solutions
but far more importantly for us we are now able to (www.sita.aero).
I T – T h e E n a b l e r
IT – The Enabler
The View from the Standing The most recent Airport IT Trends Survey
Committee was launched at the ACI World Annual General
Since ACI was founded, the role of IT in Assembly in Bermuda in November 2010 and
airport operations has evolved. Once seen as was based on the highest number of survey
a support function, IT is now acknowledged responses to date: 128 airport operators,
as a key driver of efficiency and service representing the views of 220 airports
improvements. To reflect this, the ACI World worldwide. It found that “reducing the cost
Governing Board approved the establishment of business” is the top investment driver for
of the World IT Standing Committee in 2008, airports (52%) followed by “improving
IT having previously been dealt with by a sub- customer service” (48%).
committee of the facilitation and services Strongest areas of growth were in
standing committee. It is chaired by Kees Jans, Asia-Pacific and the Middle East and Africa,
Chief Information Officer of Schiphol Group. with more cautious levels of investment
Over the last 20 years Jans has seen in Europe and North America. The outlook
airports become more efficient and introduce for 2011 is positive with 78% of airports
Kees Jans.
new products and services for their customers expecting budgets either to remain the
ranging from automated border controls to “From an airport point of view it’s important same or increase.
self-service check-in. “Basically, IT is an enabler to optimize the utilization of your assets,” Top of the investment list for airports are
for these services,” he says. he says, “and for airlines too, particularly at upgrades to network infrastructure with
Jans also highlights how civil aviation remote locations.” virtualization and VoIP featuring high on airport
stakeholders have moved from concentrating The current focus is on mobile applications CIOs’ priorities. Both technologies are seen as
on optimizing processes within their own as passengers increasingly expect to be able to key to driving down IT costs so it is not a
organizations to a broader approach based access information – such as directions, flight surprise that four out of five airports are
on working together more closely. information and gate numbers – that speeds planning to invest in VoIP in the next three
“Increasingly the emphasis is on improving their progress through an airport via their years with 70% planning to deploy some form
the overall process and not only looking at smart phones or other devices. of virtualization by 2013.
the part that you are responsible for,” he Looking forward, Jans sees the key IT Passenger self-service has truly come of
says, “because passengers don’t just use challenge as striking a balance between the age with 60% of respondents having already
the airline processes but also the processes things that the airlines think are important and implemented kiosks for check-in. Kiosks are not
of the airport or the handler or whatever the things that the airports want to achieve in just used for check-in, half of respondents plan
stakeholder is there.” order to improve efficiency. He highlights the to introduce new services such as bag tag
A good example of this broader approach issue of branding as common use applications printing, flight transfers, and scanning of
is the industry’s collaborative decision-making are developed further: “It’s very challenging for passports by 2013. Airports are also starting
(CDM) initiative. One of the main objectives airports in general but also for IT.” to use self-boarding e-gates to automate the
of this initiative is to get all the parties involved For Jans the solution to finding the balance processing of passengers at boarding and
to agree to use not just the same information between common use and branding issues lies security check-points.
but also the same definitions of that infor in offering dynamic as opposed to static Up to 30% of airports surveyed are using
mation. “For example, all stakeholders have branding. “Bringing in this dynamic is an social media channels today and over half
to agree on definitions of time stamps and then important role of IT,” he declares. will take advantage of these new networks
they are able to use exactly the same to communicate with passengers and
information regarding these time stamps,” Airport IT Trends Survey public communities.
explains Jans. Over the last seven years ACI and SITA have The survey also shows strong interest (32%
Common use applications were an enjoyed a unique collaboration in producing already, and 22% planning to implement by
early product of collaboration, and Jans the annual bellwether Airports IT Trends 2013) in the implementation of “Shared Airport
sees the combination of self-service check- Survey which provides the only compre- Operations Centres” where various stakeholders
in and common use as key innovations hensive analysis of airport investment in can convene and have access to integrated data
that were driven by IT developments. IT infrastructure. and real-time communications.
Oman Airports Management Company
Muscat International Airport Salalah Airport Ad Duqm Airport

Muscat International Airport is the Salalah is the second largest city in Ad Duqm is located in the Al
main gateway to Oman and the base Oman, located in the south of the Wusta region, the airport is part of
for national carrier Oman Air. The country, Salalah Airport is the main a larger plan to set up and build
airport is directly connected with gateway to the Dhofar region. The large infrastructure projects such
56 destinations in 27 countries and airport handled 455,000 passengers as a seaport, dry dock, industrial
is served by 27 international airlines. in 2010. zone, free zone, integrated tourism
Muscat International handled The new Salalah Airport will be resorts, residential township, local
5.7 million passengers in 2010. completed by 2014 and will be able industries zone and a fishing
In recent years the airport has to handle 1 million passengers per harbour. The airport will have
experienced a healthy increase in annum, the terminal will have the capacity to handle 500,000
passenger numbers, this positive 8 boarding air bridges, 12 remote passengers per annum.
trend is expected to continue for the aircraft stands, 24 check-in counters
foreseeable future, in response to and 4 e-check-in counters, a new Ras Al Had Airport
these significant increases in 4,000 metre runway and a cargo Located near the town of Sur in the
passenger numbers and to allow the terminal to handle 100,000 tonnes Ash Sharqiyah region, the airport is
airport to maintain appropriate levels annually. part of a larger plan for integrated
of service to its customers, a number eco-tourism projects related to the
of improvement projects have been Four Regional Airports endangered greenback turtles. The
initiated to deliver additional in Oman airport will have the capacity to
capacity until the new terminal The Government of the Sultanate handle 500,000 passengers per
building is operational. of Oman is building four new annum.
The new terminal at Muscat regional airports that will link other
International Airport will be regions with Muscat and meet the Sohar Airport
completed by 2014 and will have increasing travel demand from Sohar is the largest town in the Al
the capacity to handle 12 million tourism, business and local Batinah region, located between the
passengers annually, the new communities. These airports will main cities of Muscat and Dubai.
terminal building will have be completed by 2014. Sohar and the wider Batinah region
29 boarding air bridges, 10 bus have in recent years attracted
boarding lounges, 30 remote aircraft Adam Airport industrial and commercial infra
stands, 86 check-in counters and Adam Airport, the smallest of these structure investments such as the
20 e-check-in counters, a second projects and the first in the interior Sohar industrial area, Sohar port and
new runway with a length of 4,000 region, will be situated 30km from Sohar free zone. The airport will
metres, the original runway will be Adam town in the Ad Dakhliyah have the capacity to handle 500,000
extended to 4,000 metres and a region. The airport will have the passengers per annum.
cargo terminal to handle 260,000 capacity to handle 250,000
tonnes annually. passengers per annum.
Looking to Long-term Uplift
By Karen Thomas
A
ir freight plays a vital role in global supply chains And cargo is a major revenue stream for airports.
and volumes have more than doubled in the last Customers range from integrators such as FedEx, UPS
20 years. Although economic downturn has made and DHL to smaller regional or industry-specialist
the last two years difficult, the industry is looking carriers, to major airlines’ cargo divisions, whose
forward to mid- to long-term growth. freighters supplement bellyhold capacity.
When ACI launched in 1991, just five airports – Demand for air freight is closely linked to business
Tokyo Narita, New York’s John F. Kennedy, Memphis, confidence and to shippers’ need to move high-value
Frankfurt and Los Angeles – handled more than goods quickly and securely; and the industry has had a
1 million tonnes of cargo a year. The figures include roller-coaster ride over the last three years.
freight and mail. Last year, ACI statistics for the world’s ACI members handled a record 88.6 million tonnes of
top 10 cargo airports (see table) put Hong Kong at cargo in 2007, but the first signs of a slow-down came in
number one with a throughput of nearly 4.2 million May 2008. The year-end results showed a decline of 3.7%
tonnes. Even 10th-placed Louisville handled over and the trend accelerated in 2009 with a fall of 7.9%
2 million tonnes. – never before had air freight volumes fallen for two con
Today, in value terms, about a third of the world’s secutive years. An upturn began in late 2009, with signs
cargo travels by air. IATA says the average mainline of recovery in industrial production, particularly in Asia.
carrier earns 11% of its revenue from cargo, although Preliminary ACI figures show growth of 15% for 2010.
for some the figure is much higher. For Dubai-based
X Emirates it is 16%, for Santiago-based LAN 24% and for n Priorities
The cargo terminal Taipei-based China Airlines 37%. Meanwhile, all-freight While volumes are recovering yields continue to be
at Tokyo Narita
– Asia-Pacific is the
Federal Express with a turnover of $21.5 billion is the under pressure, and the air freight industry is pushing
top cargo market. world’s fourth-largest airline in revenue terms. to make the supply chain more efficient and compe
L o o k i n g t o L o n g - t e r m U p l i f t
titive. This, along with security and safety, is now a

priority. The International Air Cargo Association (TIACA)
is pressing airports to address speed and efficiency in
customs clearance and to introduce or modernize their
automated systems.
Post-9/11, air freight has had to meet stringent new
security criteria but the industry feels universal cargo
screening is unrealistic, arguing instead for better
supply-chain security, scanning technology and use of
electronic information.
“It is not possible to effectively screen bulk consign
ments of cargo,” says Craig Bradbrook, ACI Director of
Security and Facilitation. “Explosives detection systems
C
cannot handle such large consignments. In our view, a
Automated
secure supply chain is the only viable option, esta storage systems
blishing the integrity of the shipment at point of origin like Hong Kong’s
make it difficult
... then maintaining the chain of custody through to to interfere
loading onto an aircraft.” with cargo.
Bradbrook argues that there are other ways to

determine airlines’ cargo security. “A good indication cargo markets include Latin America-Caribbean, and
can be seen in how many reports [they receive] about particularly Brazil. Mature markets in Europe and North
theft or interference with cargo,” he says. “As air cargo America will deliver slower growth.
deals with more valuable consignments such as But although countries such as Brazil, Russia, India
electronics, it is an attractive target for criminals. and China will drive volume growth, observers say these
“If there are many cases of pilferage or theft, it is a markets need to maximize their cargo potential.
sign that the air cargo is vulnerable to terrorism. So best According to Hermann Ude, former Chief Executive of
practice air cargo security starts with physical security of DHL Global Forwarding, these emerging economies
cargo facilities, access control to prevent unauthorized
access and provide an audit trail of authorized persons World’s Top 10 Cargo Airports in 2010
moving within the facility.
Airport Tonnes Change
“Automated cargo storage systems like the ones at over 2009
Hong Kong Air Cargo Terminals Ltd make it very difficult Hong Kong 4,168,394 +23.2%
to access and interfere with cargo. Robust controls Memphis 3,916,937 +5.9%
covering the acceptance and release of cargo shipments Shanghai Pudong 3,227,914 +27.1%
should maintain the chain of custody.” Seoul Incheon 2,684,500 +16.1%
Anchorage 2,578,396 +33.1%

n Positive outlook Paris CDG 2,399,067 +16.8%
Looking ahead, ACI expects cargo growth to outstrip Frankfurt 2,275,106 +20.5%
passenger growth, with annual average growth of 4.8% Dubai 2,270,498 +17.8%
taking global volume to 203 million tonnes by 2029. Tokyo Narita 2,167,843 +17.1%
The Asia-Pacific region is expected to grow more Louisville 2,166,226 +11.1%
than 6% a year during this period, as Chinese and Source: ACI
Indian manufacturing gathers pace. Other emerging
Lo o k i n g t o L o n g - t e r m U p l i f t
V
FedEx has its main
hub at Memphis
making the airport
the world’s
number two
for cargo.
urgently need to streamline their customs and security Cargolux, offering maximum uplift of 140 tonnes.
procedures. Boeing has amassed orders for more than 100 B747-
Doing so would reduce transit times by up to 65% 8Fs, but the freighter version of the Airbus A380 has
and logistics costs by nearly a third. Inefficient pro been put on hold.
cedures act as a barrier to trade growth; Ude says the
four BRIC economies generate twice as much import/ n Trends
export paperwork than more developed economies. When it comes to volume growth, mature markets
Airlines will have to adjust their capacity to reflect Europe and North America have had a challenging
changing trade patterns. The number of freighters couple of years.
deployed worldwide has fallen 10% from its peak in This is particularly evident in France, where two
2007. “Traditional airlines have shifted from cargo Paris airports have had markedly different experiences
operations to mixed operations that utilize bellyhold in freight performance. Paris Charles de Gaulle is
capacity,” says Andreas Schimm, ACI’s Director of Europe’s leading freight hub. In 2010, it handled
Economics and Programme Development. 2.4 million tonnes of cargo, representing annual growth
As demand hardens, airlines may take a fresh look at of nearly 17%. The airport won new business from Air
adding dedicated freight capacity. Indeed, Boeing China Cargo, Lebanon’s TransMediterranean Airways
expects the world freighter fleet to expand from 1,755 and AirBridge Cargo last year and handles 16 all-cargo
cargo aircraft in 2009 to 2,967 by 2029. Growth will see airlines. It aims to boost momentum this year,
large freighters account for a third of all cargo planes by upgrading clearance procedures and improving track-
2029, Boeing predicts, up from 27% in 2009. and-trace services. In contrast, Vatry Airport has
The second half of this year sees the first B747-8 struggled, as cargo carriers concentrate at fewer,
freighter enter service with Luxembourg-based larger hubs.
L o o k i n g t o L o n g - t e r m U p l i f t
Ireland’s economy has suffered over the past two

years, but now there is a project to boost cargo business
at Shannon International Airport. Texas-based airport
real estate developer Lynxs plans to reposition Shannon
as a hub for high-value pharmaceutical and bio-medical
shipments and as a base for disaster relief operations.
Lynxs hopes to finalize a deal this summer to invest an
initial $22 million in Shannon's infrastructure, with
10,000m2 of high security, ambient handling space.
Meanwhile, German airports have achieved some
notable successes, reflecting Germany’s position as the
EU’s economic powerhouse. In 2010, the country’s top
hub Frankfurt increased its freight traffic by 20.5% to
2.3 million tonnes, while Frankfurt Hahn’s traffic surged
55% to 167,157 tonnes.
In North America, the third biggest cargo airport
after the FedEx and UPS hubs at Memphis and Louisville
is Miami. In 2010, Miami's cargo grew 20% to 16 million
tonnes. And Anchorage’s Ted Stevens International
Airport saw volumes boom in the last year.
In 2010, Anchorage handled nearly 2.6 million
tonnes of cargo, representing annual growth of more “There are constraints when it comes to increasing Z
Frankfurt’s freight
than 33%. A hub for trans-Pacific flights, Anchorage cargo capacity at Dubai International Airport, and we traffic reflects
customers include FedEx, UPS and Northwest Airlines. are not planning any significant investment in cargo Germany’s
position as the
FedEx has invested $38 million in expanding its parcels here. All our new cargo investment is concentrated at
EU’s economic
sorting depot at Anchorage. the new airport: its location makes it the ideal powerhouse.
Airfreight demand has proved particularly resilient in multimodal cargo hub.”
the world’s emerging economies. Here, airport expansion By 2025, Al Maktoum International will be able to
is moving forward, boosted by cargo demand. Countries handle 12 million tonnes of cargo. Freight is central to
in the Middle East will invest around $100 billion in its development, Dubai Logistics City creating a dedi
airport expansion, with growth concentrated in the cated 25km2 site for airfreight companies. Confirmed
Arabian Gulf. tenants include Jordanian integrator Aramex and
Dubai Airports expects cargo demand to increase German forwarder, Kuehne & Nagel.
from 2.3 million tonnes in 2010 to 3 million tonnes by Latin America is seeing another boom. Brazil is the
2015. Dubai has built a second airport next to Jebel Ali region’s tiger economy, boasting the world’s eighth
port. Valued at $10 billion for phases one and two, Al largest GDP. But for a country of its size and potential,
Maktoum International Airport aims to maximize sea-air it must urgently expand and modernize its airports, not
cargo growth. just for the influx of passengers around the 2014 World
The airport opened for cargo flights in June 2010. Cup and the 2016 Olympics, but to handle increased
“Dubai International Airport has capacity for 2.5 million imports and exports.
tonnes of cargo,” says Dubai Airports Vice President National airport authority Infraero has launched a
cargo and logistics, Andrew Walsh. “A lot of this arrives $5.75 billion airport investment programme to 2014.
as bellyhold cargo on passenger flights. However, analysts estimate that the country needs to
Lo o k i n g t o L o n g - t e r m U p l i f t
Campinas International Airport (also known as

Viracopos) will be developed to relieve pressure on the
cargo facilities.
Cargo traffic at Campinas soared 38% in 2010 to
255,000 tonnes. Its customers include Lufthansa Cargo,
FedEx, UPS, Cargolux and Atlas Air. The airport is
earmarked for a major upgrade and by 2025 is expected
to overtake Guarulhos as the country’s largest cargo
hub, able to handle up to 720,000 tonnes a year and
with storage for 300,000 tonnes.
At Latin America’s busiest freight hub, Bogota’s
El Dorado Airport, work was completed last year on
renovating and expanding the international cargo
terminal, while refurbishment of the domestic cargo
terminal will be completed in 2012. Bogota’s cargo
traffic was badly hit in 2009 but is now recovering with
Z invest closer to $20 billion in upgrading infrastructure an increase of 17% in 2010 to 527,000 tonnes.
A landside view of
Bogota’s expanded
to support economic growth. In March, President Dilma In Africa, recent months have seen a flurry of
international cargo Roussef announced that Brazil would open airport forwarders and logistics companies move into
terminal.
investment to private companies. countries east of the continent. Cargo companies
The country’s leading hub, São Paulo Guarulhos are excited about opportunities in Kenya, Uganda,
X
handled 430,000 tonnes of cargo in 2010, a growth Tanzania and Mozambique, based on a boom in hotel
Nairobi’s Jomo
Kenyatta rate of 12.6%. But the airport is in urgent need of construction, inward investment, oil exploration and
International expansion. A $760 million investment programme will agricultural exports.
Airport has
boosted cargo
add a third passenger terminal in time for the World Kenya Airports Authority, in particular, is investing in
capacity. Cup. This will ease passenger bottlenecks while expansion. Nairobi’s Jomo Kenyatta International
R u n n i n g h e a d f e a t u r e R H P
Airport has extended its cargo ramp to accommodate

up to nine wide-body freighters at a time and built a
new Transglobal Cargo Centre which started operations
in April. Although cargo traffic fell in 2010 by 13% to
230,000 tonnes, the medium-term outlook is good
and the airport plans to increase annual capacity to
1 million tonnes.
Kenya Airports Authority is also upgrading Kisumu
Airport as an international airport. Kenya’s third city
is a major port on Lake Victoria. It is being positioned
as a hub for intraregional travel and trade between
East African Community members Kenya, Tanzania
and Uganda.
In Asia, China is seeing a boom in airfreight, after
a 19% increase in airfreight volumes in 2010. To keep
pace with demand, the federal authorities are looking
to private investors. Civil Aviation Administration
officials estimate that China needs to add 45 new
airports by 2016, bringing its total to 220.
Xinjiang province alone will invest nearly $4.6 billion
in airport expansion in 2011-2015. This includes new
airports at Tazhong, Shache, Loulan and Tumshuq, part
of a pledge to increase the number of civilian airports
in China’s western-most region from 16 to 22.
China’s emergence as a global powerhouse is
reflected in the performance of Hong Kong airport.
During ACI’s lifetime, Hong Kong has risen from eighth
largest cargo airport to the world’s leading cargo hub. Fairbanks
Work is now underway on an expansion programme to International
increase capacity to 6 million tonnes a year. This year, Airport
Hong Kong opens public consultations around phase two
of its 2030 Master Plan, which will focus on expanding
capacity to meet projected growth beyond 2020.
With mid- to long-term prospects looking hopeful
after a difficult couple of years, these projects send out
a strong signal that airports – particularly in the world’s
emerging economies – are kick-starting new cargo
expansion. There are signs, at last, of better times
to come.
Karen Thomas is a freelance journalist who writes

for a range of international transport and business
publications.
139
The World Business Partners Programme
By Catherine E. Mayer
A
s ACI celebrates its 20th anniversary, we have the
opportunity to look back at the Airports Council
International World Business Partners (WBP)
programme’s evolution and growth over the past two
decades. Whether referred to as Associates or Business
Partners over the years, we are proud of our long
tradition of significant contributions to the ACI
organization, both through our industry experience
and financially.
Just as the aviation industry evolved and changed
over the years, our own programme did too. In 1991,
when ACI was created, the Regional Associate (RA)
programme was started. This initial programme
V
Catherine E. targeted companies doing business in a specific region
Mayer: we are
and invited airport-related companies and suppliers to
proud of our long
tradition of become members. The programme was very effective in
significant providing networking and business opportunities. After
contributions to
the ACI
a few years there was interest from RA members,
organization. especially those doing business in more than one
region, to have a second “world” programme, bringing
together the individual RA communities. With the help understanding of specific issues, so in January 2010 the
and support of ACI World, the World Business Partners programme moved from central to regional manage
programme was launched in 1994. ment. ACI World still coordinates the overall programme
Over the next eight years the Regional and World and the WBP Advisory Board acts as the body respons
programmes continued to grow, adding initiatives and ible for formulating and articulating the collective WBP
activities that benefited the Airport and Associate programme “voice” to ACI and the aviation industry.
Members as well as the industry as a whole. As
technology brought the world even closer together and n Solid mission
the regions shared more information, we realized the Throughout the WBP programme evolution, our mission
benefits of discussing common challenges, best has remained solid: to provide a mechanism whereby
practices and working together. There was common we can assist airports worldwide in meeting their
interest to strengthen the WBP “voice” through the objectives, while serving as a networking resource for
creation of one global programme rather than multiple businesses and individuals who provide products and
regional ones. In 2002, a proposal was made and services to commercial aviation. Our key programme
accepted by the ACI World Governing Board to objectives include facilitating the exchange of infor
consolidate all programmes over a three-year period. mation and business opportunities for all WBPs,
Since this time, the WBP Board, which I have had the highlighting our expertise and experience to help define
honour of Chairing since 2006, has worked hard to industry policies, standards and improve airport
ensure that the programme continues to provide operations, business, safety, security, the environment
increased value to our members while delivering even and customer service.
more benefits to all ACI Members and the industry. One There is one contribution worth highlighting that
such consideration was to provide more regional has added to ACI’s success over the years, and that is
administrative support, including personal contact and the numerous hours volunteered by WBPs on task
T h e Wo r l d B u s i n e s s Pa r t n e r s P r o g r a m m e
forces, working groups, regional and world committees,

The World Business Partner Advisory Board
World Standing Committees, contributing research and
Jo Lary (Chair) of Pavement Consultants
white papers, and helping to define industry standards
Donald Andrews of RS&H
and policies. Additionally we participate on the ACI
Olivier Berni of H-Reinier
North America, ACI Asia-Pacific and ACI Europe Airport
Andrew Ford of DFS Group
Boards, as well as the World Governing Board. We
Greg Fordham of Airbiz Aviation Strategies
actively contribute and exchange information, resulting
John London of Chauntry Corporation
in a more informed industry, having a positive impact
Catherine Mayer of SITA
for all stakeholders.
Randy Pope of Burns & McDonnell
As we all know, aviation is an industry of constant
change so predicting just how much our WBP
programme will grow over the next 20 years is difficult
to say. However one thing is certain, the potential is On behalf of the over 430 World Business Partners,
unlimited thanks to the broad experience, expertise and and the World Business Partner Advisory Board, I too X
leadership skills our WBPs bring to ACI. I am a true would like to congratulate ACI on the celebration of its Part of the WBP
mission is to work
believer that active participation not only drives return 20th anniversary and look forward to continuing our
with airports
on membership investment, but helps to ensure a safe, strong partnership for many more years to come. to improve
secure, efficient and financially sound industry. So there operations with
innovations such
is no doubt, it is our WBP collective responsibility to Catherine E. Mayer is the Immediate Past Chair of the as self-service
actively contribute. World Business Partner Advisory Board. check-in.
Interview with Dufry CEO Julián Díaz
What importance does ACI Hermès and Mont Blanc for more
have for Dufry? than 50 years. Our company was
First of all I would like to congratu one of the first travel retail operators
late Airport Council International opening the second duty free shop
(ACI) on its 20th anniversary and in the world in 1951, at Paris Le
Dufry is honoured to be part of this Bourget airport.
jubilee publication. As the most
important representative and voice What are the target markets
of the global airport industry, ACI and market share?
is not only contributing to the Dufry is active in the most important
development of the airport and travel retail markets, with a specific
aviation industry in general but focus on emerging markets, tourist
also provides valuable insights for destinations and any other market
aviation-related fields, such as in with a significant growth potential.
our core business, travel retail. Dufry generates around 60% of its
Dufry is a special member of ACI turnover and 70% of its EBITDA in
as it is a leading global travel retailer, Julián Díaz, Chief Executive Officer, these types of markets. Dufry is the
Dufry Group.
with retail space in around 140 leading player in the travel retail
airports worldwide. Some 87% of from a broad nationality base, with industry and has a global market
Dufry’s revenue comes from its Switzerland, Brazil, USA and UK share of around 6%.
airport activities. as the most represented countries.
Dufry is considered an equity What is unique about Dufry?
Please give an introduction and growth company by the financial Dufry’s commercial model is flexible
overview of the company? markets. and takes into consideration
Dufry is a global travel retailer and travellers all over the world, whether
a publicly listed company. We are What are Dufry’s core products they are using airports, cruise lines,
currently operating over 1,130 shops and brands? railway stations, and border shops,
in 41 countries around the globe. Dufry provides its customers with travel retail down town shops or
We have around 12,000 employees prestigious brands from more than seaport shops. At the same time
to serve the needs of our customers. 1,500 suppliers of all product Dufry offers travellers and landlords
The company is headquartered in categories, including traditional duty the most comprehensive commercial
Basel, Switzerland and organized free merchandise assortments such offering, including airside shopping
into six operational Regions: Europe, as tobacco, spirits, perfumes and mall concepts, general merchandise
Africa, Eurasia, Central America & cosmetics, confectionery, fashion, duty free shops, specialized shops by
Caribbean, South America and jewellery, watches, electronics and product category, branded shops,
North America. much more. Furthermore, Dufry has and one of the most successful
Dufry is publicly listed in Zurich had relationships with international global convenience store concept in
and Sao Paulo. Shareholders come brands such as Bulgari, Chanel, travel retail: Hudson News.
Dufry has demonstrated over Mexico, Guadeloupe and the How important are arrival
the years that it has been the best United States, which means duty-free shops at airports
partnership option for airport that we significantly strengthened for Dufry?
authorities, cruise line operators, our leading position in the Arrival shops offer a good oppor
government bodies and private Americas. Overall, Dufry has tunity to expand the business.
institutions related to the travel opened 29 new shops so far Dufry is already operating arrival
industry. Partnerships are based on this year, and we expect to open shops in several countries, and we
a variety of legal structures: joint additional shops with a total have been pleased with the results
venture companies, concession space of 9,600m² by year end. so far. We believe that arrivals are
contracts, rent contracts etc. Dufry We also have a strong pipeline: a unique opportunity and are
works successfully within each of around 42,000m² that we hope interesting to airports, shop
these frameworks. to materialize over the next operators and, above all, travellers.
18 months. They can add considerable
What are the drivers and convenience when travelling.
trends affecting your core There is a tremendous
business and how is the amount of new travel retail What is the short term vision
company now favourably space coming on line over for Dufry?
positioned to capitalize on the next year – what Dufry has a clear and focused
these factors? developments do you strategy, namely of profitable
The most important driver is the think are particularly growth, and we want to continue
increase in passenger numbers. significant? with the same level of performance
According to ACI, the number of Airports are increasingly focused that we have achieved over the
potential customers will grow by an on commercial revenues, so retail past few years. Our company is a
average 4% annually over the next has become a significant part of dynamic and flexible organization
20 years. Dufry’s goal is to capture income for them. Additionally, so we are always looking for ways
this growth potential and on top of new airports continue to be built to revise and enhance our com-
the organic growth, to continue and existing ones are extended pany structure, systems and
expanding its business through or modernized. processes. Implementation of
winning new concessions and We will continue participating such new initiatives as “Dufry Plus
acquisitions. in expansion projects and looking One” and “One Dufry” are good
for new acquisitions if they meet examples of our ability to adapt,
Can you give us an impression our internal criteria. This new change and improve efficiency.
of how fast you will grow? retail space is a great opportunity Both projects were launched in
In the first quarter of 2011, for Dufry to further grow and 2010 and will run over a 3-year
Dufry has already added net expand its brand and business period. The improvement of our
new retail space of 3,000m². model. Any opportunity able to execution capabilities will maintain
The most important expansion generate profitable growth for the level of performance we all
projects this year have been in Dufry is going to be targeted. are expecting.
ACI Africa
In Africa ACI has 58 regular members operating 260 airports in 49 countries.
The ACI Africa regional office is in Casablanca.
Africa’s Top 10 Airports for Passengers Africa’s Top 10 Airports for Cargo Africa’s Top 10 Airports for Movements
in 2010 in 2010 in 2010
Airport Passengers Change Airport Tonnes Change Airport Movements Change
over 2009 over 2009 over 2009
Johannesburg 18,565,250 +5.4% Johannesburg 311,032 +23.4% Johannesburg 211,237 +4.4%
Cairo 16,135,898 +12.2% Cairo 310,903 +8.8% Cairo 154,832 +8.8%
Sharm El Sheikh 8,682,367 +17% Nairobi 229,850 -12.6% Lagos 96,394 +15.9%
Cape Town 8,108,727 +5% Lagos 172,811 -1.7% Cape Town 93,686 +0.5%
Hurghada 8,059,559 +19.8% Kinshasa 75,718 +12.1% Nairobi 87,337 +8.9%
Casablanca 7,243,471 +13.3% Entebbe 49,678 -6.8% Casablanca 79,634 +9.5%
Lagos 6,299,227 +11.4% Casablanca 49,603 -7.8% Port Elizabeth 73,719 -4.1%
Nairobi 5,485,771 +8% Accra 45,815 +0.3% Sharm El Sheikh 64,336 +14.5%
Durban 4,751,206 +10.2% Saint-Denis 34,593 +4.4% Dar Es Salaam 62,620 +8.4%
Tunis 4,601,338 +8.1% Dakar 23,803 +10.3% Tunis 62,205 +7.3%

Source: ACI
ACI Members in Africa
Algeria Congo (Dem. Republic) Guinea Senegal

Etablissement de Gestion des Régie des Voies Aériennes SOGEAC – Aéroport de Conakry Aéroport International Léopold
Services Aéroportuaires – G’Bessia Sédar Senghor
Congo (Republic of)
EGSA d’Alger
Agence Nationale de l’Aviation Kenya Seychelles
Etablissement de Gestion des
Civile (ANAC) Kenya Airports Authority Seychelles Civil Aviation Authority
Services Aéroportuaires –
(SCAA)
EGSA d’Constantine Côte d’Ivoire La Réunion
Société de Gestion des Services et Aéroport International d’Abidjan CCI Réunion Sierra Leone
Infrastructures Aéroportuaires (AERIA) Sierra Leone Airports Authority

Liberia
(SGSIA) – Aéroport d’Alger Société d’Exploitation et de
Roberts International Airport South Africa
Développement Aéroportuaire,
Angola Airports Company South Africa
Aéronautique et Météorologique Madagascar
Aeroporto 4 de Fevereiro (ACSA)
(SODEXAM) Aéroports de Madagascar –
Primkop Airport Management
Benin ADEMA
Djibouti
Aéroport International de Cotonou/ Sudan
Aéroport International de Djibouti Malawi
Cadjéhoun Sudan Civil Aviation Authority
Airport Developments Ltd
Egypt
Botswana Swaziland
Egyptian Holding Company for Mali
Department of Civil Aviation Ministry of Transport and
Airport and Air Navigation Aéroports du Mali
Communications, Mbabane
Burkina Faso (EHCAAN) – Cairo Airport Mauritania
Aéroport de Ouagadougou Company Tanzania
Société des Aéroports de
Egyptian Holding Company for Kilimanjaro Airports Development
Burundi Mauritanie
Airport and Air Navigation Company Ltd
Régie des Services Aéronautiques Mauritius
(EHCAAN) – Egyptian Airports Tanzania Airports Authority
(RSA) Airports of Mauritius Co Ltd
Company Zanzibar International Airport/
Cameroon Morocco Department of Aviation
Equatorial Guinea
Aéroports du Cameroun (ADC) Office National des Aéroports
Malabo International Airport Togo
Cape Verde (ONDA) Aéroport International de
Eritrea
ASA Empresa Nacional de Mozambique Niamotougou
Asmara International Airport
Aeroportos e Segurança Aeroportos de Moçambique, EP Société Aéroportuaire de Lomé-
Management
Aerea EP Tokoin (SALT)
Namibia
Ethiopia
Central African Republic Namibia Airports Company Limited Tunisia
Ethiopian Airports Enterprise
Aéroport de Bangui M’Poko Office de l’Aviation Civile et des
Niger
Gabon Aéroports (OACA)
Chad Aéroport de Niamey
Société Anonyme Aéroport de
Administration Déléguée pour la Uganda
Libreville – ADL Nigeria
Gestion des Activiés Civil Aviation Authority (Uganda)
Bi-Courtney Aviation Services
Aéronautiques Nationales du Gambia
Federal Airports Authority of Zambia
Tchad Gambia Civil Aviation Authority
Nigeria (FAAN) National Airports Corporation
Comoros Ghana Limited
Rwanda
Etablissement Public Aéroport Ghana Airports Company Ltd
Rwanda Civil Aviation Authority Zimbabwe
International Moroni
(RCAA) Civil Aviation Authority of
Zimbabwe
Introducing Lomé-Tokoin Airport
Authority (SALT)
Lomé-Tokoin Airport Authority A total of 4,961 aircraft move Gnassingbé Eyadéma

is a joint venture that has ments carried 383,184 passengers International Airport has great
been managing Gnassingbé and 9,084 tonnes of freight in 2010. assets for private investment.
Eyadéma International Airport Gnassingbé Eyadéma SALT’s short-term projects
since 1987. International Airport offers are:
Gnassingbé Eyadéma comfort and a warm welcome l a bigger new terminal with
International Airport handles through its VIP and CIP lounges, air bridges;
wide-body aircraft and is the hub as well as duty free shops with l a 50,000-ton cargo terminal;
for ASKY airlines, a regional high quality products at l a high-standing hotel near
company. affordable prices. the airport.
ACI Africa Intensifies its Efforts
By Monhla Hlahla
L
et me first start by congratulating ACI as it cele
brates 20 years of existence as the voice of the
world’s airports. It is an important milestone,
which gives us an opportunity to reflect on some of the
recent gains as well as contextualize plans for the years
ahead.
Building on the success of the previous years, 2010
marked a positive turning point for the ACI Africa
Region, with increasing membership and solid traffic
growth for many of our members in both passenger
V
and cargo categories.
Monhla Hlahla:
2010 marked With two new recruits (Seychelles and Swaziland) in
a positive 2010, the region has now grown to 58 members in 49
turning point
for ACI Africa.
countries, operating 260 airports. In this huge region,
X
characterized by on-going privatization and the intro
South Africa’s duction of a number of new operators, ACI Africa will
successful hosting
continue to attract new members and to strengthen the
of the 2010
World Cup paves regional representation in all sub-regions. Governments
the way for the are increasingly recognizing the importance of com
whole region
to host more
mercializing their airports in order to make them less
global events. reliant on State funding.
ACI Africa has intensified its marketing efforts in

order to attract more members. We have also launched
a regional business partner programme, with support
ing marketing material. By the end of 2010, ACI Africa
had enlisted five business partners. Plans are in place for
continuous improvement.
These achievements are encouraging, particularly
when considering the fact that the continent is also
showing signs of recovery, following the global financial
crisis. Passenger traffic grew by 9.5% to 126.4 million,
aircraft movements by 4% to 1.96 million and cargo by
9% to 1.96 million tonnes.
With this growing traffic, as well as the need to
operate safely and efficiently, African nations recognize
airport infrastructure as a valuable platform for contri
buting to world market integration, business develop
ment and increased economic stability. Safe and secure
operations that meet the highest international stan
dards, environmental compatibility and responsibility,
and improved customer care are thus central priorities
for the region’s airports.
A C I A f r i c a I n t e n s i f i e s i t s E f f o r t s
In line with these matters, to be able to better serve been chosen and is being assisted to apply standards
the needs of its membership, the Board of ACI Africa and recommended practices in order to gradually
recently approved the following key objectives: improve safety as well as establish a safety management
n Restoring the financial situation and developing system. The learning from the project will be shared
resources; with other airports across the continent so as to ensure
n Satisfying members’ needs in the field of safety, that the insights gained are used to improve safety in
security and the environment; and general.
n Developing a communication strategy to enhance In closing, Africa has just hosted a FIFA World Cup
the image of ACI as the voice of the African airports. for the first time, and done so with distinction.
Whilst work is being done to deliver on these Although the events actually took place in South Africa,
objectives, it is pleasing to note that there is progress the world was evaluating Africa’s ability to host a
X
already in the area of safety. ACI Africa in collaboration tournament of this magnitude and its success portends ACI Africa’s
with ACI World has started a project aimed at improving auspiciously for the continent’s ability to secure more annual conference
and exhibition
airport safety in cooperation with ICAO. This initiative and more events involving global participation.
was held in Abuja
aims to ensure that airports contribute proactively to in 2010. Pictured
the demands of a safe and secure air transport system. Monhla Hlahla is the President of ACI Africa (www.aci- is a meeting of
the economic
A roadmap was developed by experts (African safety africa.aero) and the Managing Director of Airports and environment
core team). A pilot airport with high accident rates has Company South Africa. committee.
Cairo Redevelops
By Adrian Giddings
C
airo International Airport is nearing the completion
of a major redevelopment to boost the airport’s
passenger capacity to 25 million as part of a
strategy to become a hub serving North Africa and the
Middle East. The airport’s masterplan foresees eventual
expansion to 50 million.
Africa’s second busiest airport is run by the Cairo
Airport Company, a subsidiary of the Egyptian Holding
Company for Airport and Air Navigation. Following an
V
Terminal 1 has
international tender, it has been managed by Fraport
been refurbished. under an eight-year management contract which
started in February 2005.
While the airport’s original Terminal 1 dating back to due to enter service by the end of 2011. In the first
1963 was most recently refurbished in 2007 and can stage Terminal 3 entered service in April 2009 to handle
handle 6.5 million passengers a year, the centrepiece of flag carrier EgyptAir and its Star Alliance partners. The
the redevelopment is a new complex comprising 205,000m2 facility has 23 contact gates, two of which
Terminal 2, which opened in 1984, and the new can handle A380s, and an annual capacity for 11 million
Terminal 3. Also under construction is a people mover passengers. A 350-room hotel to be operated by Le
system to link Terminal 1 to the 2/3 complex, which is Méridien is being built in front of the terminal and is
V
Cairo now has
three parallel
runways.
C a i r o R e d e v e l o p s
21st ACI World/Africa Annual General

Assembly
The joint ACI World and ACI Africa Region Annual General
Assembly in ACI’s 20th anniversary year was originally
going to be held in Cairo. Given the political situation in
Egypt, Cairo International Airport and ACI agreed that it
would be best to reschedule the annual event in Egypt to
a later date. The Moroccan Office National des Aéroports
(ONDA) will now host the 2011 event at the Palais des
Congrés de la Palmeraie near Marrakech from 31 October
to 2 November.
Morocco is one of the fastest growing aviation
markets in Africa, and ONDA, the State-owned company
responsible for the operation of the national airport
system and air traffic control, is today handling 10 million
passengers and 95,000 aircraft movements annually. To ZCX
accommodate additional growth, ONDA is planning Terminal 3 is the
several new terminals at airports across the country Cairo base for
EgyptAir and its
including Marrakech Menara Airport.
Star Alliance
With the theme “Forward to Basics – How resilient is
partners.
your business?” the conference will investigate the
economics, safety and customer service facets of business
resilience so critical to ACI members worldwide. Two
workshops will examine emergency preparedness and
non-aeronautical revenues in more detail. For more
information visit the ACI website www.aci.aero.
scheduled to open in March 2012, while a multi-storey

car park is also being built.
The second stage is now underway. Terminal 2 closed
for redevelopment in April 2010 under a $400 million
project which will see it refurbished, expanded and
connected to Terminal 3. Upon completion in early
2014, the upgraded Terminal 2 will have 14 gates and
an annual capacity of 7.5 million passengers.
Meanwhile, the airport’s airfield has been reconfig
ured to offer three parallel runways by building a new
one of 4,000m and converting runway 16/34 into a
taxiway. The new runway entered service in January
2011. A new cargo city is also being developed.
There are plans to extend the Cairo metro to
the airport.
Adrian Giddings is a contributing editor at ISC. For more

information, visit www.cairo-airport.com.
A New Airport for Durban
By Colin Naidoo
D
urban’s new King Shaka International Airport By the late 1990s, expanding Durban’s airport
(KSIA) is a ground-breaking cooperative project capacity was back on the agenda, and the alternatives
of South Africa’s Department of Transport, the of upgrading the existing airport or building anew were
Government of KwaZulu-Natal, the provincial evaluated. In July 2006, it was finally concluded that
Department of Economic Development and Airports restarting the new airport project and developing it in
Company South Africa (ACSA). It is also the first conjunction with a freight logistics facility was the best
greenfield airport to be built in the past 50 years in option. It was decided that ACSA would develop,
South Africa. manage and own the new airport with Dube TradePort
KSIA is situated some 35 kilometres north of the city (Pty) Ltd responsible for the freight facility.
centre and replaced the old Durban International KSIA was designed by Osmond Lange Architects and
Airport (DIA) on 1 May 2010, just over a month before Planners and built by the 55% Black-owned Ilembe
the start of the 2010 FIFA World Cup. Passenger traffic Consortium comprising Group Five, Mvelaphanda Hold
has continued to grow since the World Cup boost and ings and WBHO Construction, supported by construction
was up 11% in the first quarter of 2011. ACSA is and management consultants, Turner Townsend. Work
working closely with local stakeholders to attract more began in late August 2007, as soon as the Environmental
flights and to enhance KSIA’s contribution to the Impact Assessment (EIA) had been approved.
economy of Durban and KwaZulu-Natal. The EIA revealed a possible threat to the bird popu
lation in the vicinity, in particular the three million barn
X
n Background swallows that migrate every year from Eastern Europe
Durban’s King
Shaka A brand new airport for Durban was first mooted to roost in an area close to the airport. Concerns raised
International in the 1970s. Some initial site work was carried out, not only included the possible disturbance of the bird
Airport opened
to traffic on
but the project was halted in 1982 due to the colony on the ground, but also the possible hazard of
1 May 2010. economic recession. birds in flight putting aircraft safety at risk. The solution
was to install a special bird detection radar, the first
time a system of this kind has been used in South Africa.
As construction of KSIA neared completion in late
2009, staff familiarization started followed by a
comprehensive programme of trials. Non-essential
ground equipment started to be moved over to KSIA
during the last week of operations at DIA, which closed
on 30 April 2010. Overnighting aircraft and the
remaining ground equipment were ferried over to KSIA
for operations to start there on 1 May. From 1 to 9 May,
ACSA ran a free shuttle service for passengers returning
to KSIA who had left their cars parked at DIA.
The old airport site was temporarily handed over to
the South African Air Force and was used for military
operations during the World Cup. Afterwards the
runway was closed and decommissioning started. A task
force with representatives from ACSA, national and
provincial government, the Department of Trade and
Industry and eThekwini Municipality is reviewing the
best options for reuse of the site.
A N e w A i r p o r t f o r D u r b a n
n KSIA today
2010 Statistics
The first phase of KSIA’s development has cost R7.2
Durban’s air traffic in 2010 (for the first four months at
billion ($1 billion) and comprises a runway of 3,700
DIA and thereafter at KSIA) totalled 4.75 million
metres, a 103,000m2 passenger terminal with an passengers (+10.2%), 5,318 tonnes of freight (+9.6%)
annual capacity of 7.5 million and 160,000m2 of cargo and 54,771 movements (+4.6%).
facilities. There is a system of roads feeding into the
airport and Dube TradePort’s road circulation
networks, with principle access off the main collector corporate sector as well as the suppliers of services and
road that links the N2 and the R102. tourist accommodation through the provision of offices,
Dube TradePort occupies a 2,060ha site adjacent to buildings, conference and entertainment facilities, while
KSIA, which offers easy access to the ports of Durban the agri-zone will involve the cultivation of high-value
and Richards Bay and the rail and road links with farming products for export.
Gauteng. Wholly funded by the KwaZulu-Natal KSIA has got off to a good start being declared
Department of Economic Development, Dube Best Regional Airport in Africa in the Skytrax 2011
TradePort aims to attract a wide range of activities World Airport Awards, while in ACI’s 2010 Airport
that will stimulate economic advancement in the Service Quality survey KSIA was ranked fourth in the
region and is divided into three sections: a trade zone, Africa region.
an agri-zone and a support zone (the latter a joint The airport’s masterplan foresees an ultimate
venture with ACSA). expansion to handle 45 million passengers a year
The trade zone, which includes the cargo terminal by 2060.
at KSIA, will stimulate the import and export of high-
value goods by air to and from KwaZulu Natal. The Colin Naidoo is Manager Communications and Branding
support zone is being developed to cater to the at Airports Company South Africa (www.airports.co.za).
C
KSIA’s passenger
terminal has
14 gates equipped
with loading
bridges and a total
of 36 aircraft
stands.
ACI Members in Asia-Pacific
American Samoa Sichuan Province Airport Group Co. Korea Philippines

American Samoa Government Ltd Incheon International Airport Manila International Airport
Xiamen International Airport Group Corporation – IIAC Authority
Australia
Co. Ltd Korea Airports Corporation
Adelaide Airport Limited Qatar
Yunnan Airport Group Co. Ltd
Australia Pacific Airports Kuwait Civil Aviation Authority, Qatar
Zhengzhou Xinzheng Int'l Airport
Corporation Limited Directorate General of Civil Aviation
Management Co. Ltd Samoa
Brisbane Airport Corporation Pty
Lebanon Samoa Airport Authority
Limited Chinese Taipei
Directorate General of Civil Aviation
Canberra Airport Kaohsiung International Airport, CAA Saudi Arabia
Newcastle Airport Limited Taoyuan International Airport Macau, China General Authority of Civil Aviation
North Queensland Airports Corporation Ltd CAM-Macau International Airport

Singapore
Operations Pty Ltd Company Limited
Cook Islands Changi Airport Group (Singapore)
Northern Territory Airports Pty Ltd Malayisa Pte Ltd
Airport Authority Cook Islands
Queensland Airports Limited Malaysia Airports Holdings Berhad
Fiji Sri Lanka
Rockhampton Regional Council
Airports Fiji Ltd Maldives Airport & Aviation Services (Sri
Sydney Airport Corporation Limited
GMR Male International Airport Lanka) Limited
Sunshine Coast Regional Council Guam
Pvt Ltd
Westralia Airports Corporation Pty A. B. Won Pat International Airport Thailand
Ltd Marshall Islands Airports of Thailand Public
Hong Kong, China
RMI Ports Authority Company Limited
Bahrain Airport Authority Hong Kong
Bahrain Airport Company SPC Micronesia Tonga
India
Pohnpei Port Authority Tonga Airports Limited
Bangladesh Airports Authority of India
Civil Aviation Authority Bangladesh Bangalore International Airport Mongolia UAE
Limited Civil Aviation Authority of Abu Dhabi Airports Company

Brunei
Cochin International Airport Mongolia Department of Civil Aviation
Department of Civil Aviation (Brunei)
Limited (Fujairah)
Nepal
Cambodia Dubai Airports
Delhi International Airport (P) Civil Aviation Authority of Nepal
Société Concessionnaire des Ras Al Khaimah Airport
Limited
Aéroports New Caledonia Sharjah Airport Authority
GMR Hyderabad International
Chambre de Commerce et
China Airport Limited USA
d’Industrie de Nouvelle
Beijing Capital International Airport Mumbai International Airport Pvt Ltd Hawaii Department of
Caledonie
Co. Ltd Transportation*
Indonesia
China West Airport Group New Zealand
PT (Persero) Angkasa Pura I Uzbekistan
Chongqing Airport Group Co. Ltd Auckland International Airport
PT (Persero) Angkasa Pura II State Unitary Enterprise
Dalian Zhoushuizi International Limited
Airport Group Iran Christchurch International Airport Vanuatu
Guangdong Airport Management Iran Airports Company Ltd Airports Vanuatu Ltd
Corporation Iraq Dunedin International Airport Ltd
Vietnam
HNA Airport Group Co. Ltd Iraqi Civil Aviation Authority Queenstown Airport
Middle Airports Authority
Hangzhou Xiaoshan International Wellington International Airport
Japan Northern Airports Corporation
Airport Co. Ltd Ltd
Central Japan International Airport Southern Airports Authority
Hubei Airport Group Company Northern Mariana Islands
Co. Ltd Yemen
Hunan Airport Management Group Commonwealth Ports Authority
Japan Airport Terminal Co. Ltd Civil Aviation & Meteorology
Nanjing Lukou International Airport
Kansai International Airport Co. Ltd Oman Authority
Co. Ltd
Narita International Airport Oman Airports Management
Qingdao International Airport
Corporation Company
Group Co. Ltd
Shanghai Airport Authority Jordan Palestinian Authority
Shenzhen Airport (Group) Airport International Group Palestinian Civil Aviation Authority *Is a regular member of both ACI Asia-Pacific and
Company Jordan Airports Company PSC. ACI North America
ACI Asia-Pacific
In Asia-Pacific ACI has 96 regular members operating 483 airports in 46 countries
and territories. The ACI Asia-Pacific regional office is in Hong Kong. For the purposes
of airport statistics the Middle East is split out.
Asia-Pacific’s Top 10 Airports for Asia-Pacific’s Top 10 Airports for Cargo Asia-Pacific’s Top 10 Airports for
Passengers in 2010 in 2010 Movements in 2010
Beijing 73,913,402 +13.1% Hong Kong 4,168,492 +23.2% Beijing 517,582 +6%
Tokyo Haneda 64,069,098 +3.4% Shanghai Pudong 3,227,914 +27.1% Tokyo Haneda 342,804 +2.1%
Hong Kong 50,407,537 +10.6% Seoul Incheon 2,684,500 +16.1% Guangzhou 329,210 +6.6%
Jakarta Soekarno-Hatta 43,981,022 +18.4% Tokyo Narita 2,167,853 +17.1% Shanghai Pudong 328,507 +14.2%
Bangkok Suvarnabhumi 42,784,967 +5.6% Singapore 1,841,004 +10.9% Hong Kong 316,003 +9.7%
Singapore 42,038,777 +13% Taipei Taoyuan 1,767,075 +30.1% Jakarta Soekarno-Hatta 309,966 +13.6%
Guangzhou 40,975,253 +10.6% Beijing 1,549,502 +5% Sydney 308,425 +6.4%
Shanghai Pudong 40,582,356 +27.2% Bangkok Suvarnabhumi 1,310,146 +25.4% Bangkok Suvarnabhumi 270,296 +4.8%
Sydney 35,992,170 +7.6% Guangzhou 1,144,458 +19.8% Singapore 268,526 +9.6%
Kuala Lumpur 34,087,636 +14.8% Shenzhen 809,363 +33.6% New Delhi 266,481 +8.9%
Middle East’s Top 10 Airports for Middle East’s Top 10 Airports for Cargo Middle East’s Top 10 Airports for
Dubai International 47,180,628 +15.4% Dubai International 2,270,498 +17.8% Dubai International 307,283 +9.3%
Jeddah 17,880,829 +11.8% Abu Dhabi International 442,326 +15.6% Jeddah 146,957 +7.2%
Riyadh 14,233,412 +7.8% Sharjah 397,518 -5.7% Riyadh 130,128 +1.9%
Tel Aviv 12,159,582 +11% Bahrain 329,939 -3.7% Abu Dhabi International 112,009 +9.7%
Abu Dhabi International 10,855,091 +12.2% Tel Aviv 315,511 +15.2% Bahrain 106,556 +2.7%
Bahrain 8,898,272 -1.7% Jeddah 230,609 +5.8% Kuwait 94,276 -4.4%
Kuwait 8,398,869 +2.5% Riyadh 229,128 +11.2% Tel Aviv 86,242 +5.5%
Sharjah 6,306,698 +9.4% Kuwait 208,879 +5.3% Sharjah 68,111 +5.9%
Muscat 5,751,516 +26.2% Muscat 96,391 +49.6% Muscat 67,160 +21.4%
Amman Queen Alia 5,422,350 +13.7% Amman Queen Alia 92,254 +12.3% Amman Queen Alia 62,863 +8.8%
Note: Statistics for Doha were not available at presstime Note: Statistics for Doha were not available at presstime Note: Statistics for Doha were not available at presstime
Source: ACI
ACI Fosters Greater Cooperation in Asia-Pacific
By Tan Sri Bashir Ahmad Abdul Majid
T
he merger of two former regions, namely ACI Asia
and ACI Pacific paved the way for the creation of
the ACI Asia-Pacific Region which is geographically
the largest ACI region spanning from the Middle East to
the Pacific Islands. It represents a great diversity of
airports from small airfields handling less than 2 million
passengers to mega hubs welcoming more than 70
million passengers per year.
The idea of integration was first mooted in the year
2000 as a strategy to create synergy between the two
regional associations. Since the formal completion of
the merger in January 2008, the Region’s membership
has grown steadily with new members from Australia,
V China, India and the Middle East. ACI Asia-Pacific Region
Tan Sri Bashir
currently has 96 members representing 483 airports in
Ahmad Abdul
Majid: Asia-Pacific 46 countries and territories that handled 1.29 billion
is the fastest passengers in 2010.
growing aviation
market in
With the merger the Regional Office was relocated
the world. to Hong Kong and has since evolved from its previously
small structure. Apart from secretarial functions, the
Regional Office actively engages to address members’ impact of climate change on airport planning
issues. With the steady growth of airport membership in and operations.
the Region, the Regional Office has invited experts from Asia-Pacific is the fastest growing aviation market in
the member airports to participate in the newly formed the world. We fully understand that our member
Regional Committees. Currently, the Region has three airports have been facing the challenge of recruiting,
Committees, namely, Safety, Security and Human retaining and developing qualified and experienced
Resources. There are also two Liaison Groups for Airport aviation employees to keep up with the pace of the
IT and Environment. traffic growth in recent years. We cannot underestimate
The Regional Operational Safety Committee has the role that a strong airport team plays in running
recently completed drafting a handbook on airside airport operations smoothly and safely. Employees are
driving to help members train workers drive safely on the critical assets that enable airports to capitalize on
the apron and reduce accidents. The Regional Aviation the many business opportunities here while maintaining
Security Committee has been working with airlines and high levels of safety, security and customer service.
regulators to devise a more effective passenger Realizing the importance of human capital, a regional
screening process. HR network formed in 2007 has led to the establish
The two Liaison Groups on IT and Environmental ment of the Regional HR Committee, which currently
Management were established in 2009. The IT group drives HR initiatives in the Region.
has been participating in the creation of IT standards The Regional Office has also launched the Young
that promise to reduce the cost of connecting airline Executive Award of the Year, the first of its kind. It was
and airport IT systems and further enhance the airport conceived with the aim of encouraging innovation and
experience for passengers. The Environmental Group new ideas among young airport executives in airport
is working on best practices in environmental man management. Since its launch in 2009, there have been
agement and guidelines that will help us adapt to the several outstanding presentations from promising
A C I Fo s t e r s G r e a t e r C o o p e r a t i o n i n A s i a - Pa c i f i c
young executives. We foresee that they have the laid with the other regional aviation organizations such
potential to drive the industry to greater heights. We as the Association of Asia-Pacific Airlines, the Asia &
recognize the importance of grooming future leaders to Pacific Regional Office of ICAO and the regional travel
help maintain the sustainability of the aviation industry. retail associations. Compared to other parts of the
In support of this philosophy, Asia-Pacific Region has world, the aviation community in Asia-Pacific Region is
almost half of the 12 ACI training centres worldwide. relatively fragmented though there are a few regional
Located in Abu Dhabi, Dubai, Incheon, Hyderabad and cooperation initiatives. I would like to call for a region-
Kuala Lumpur, they are all ready to fulfill the training wide technical cooperation among the airports in the
and development needs of our members in the Region. Region. I believe that only through our joint effort in
Following the successful regionalization of the World formulating and implementing industry standards and
Business Partner (WBP) programme last January, Asia- best practices, and the sharing of experience among
Pacific Region has managed to almost double the airports, will we be able to enhance the overall aviation
programme’s membership to over 40 in its first year standards of the Region on the safety, security and
alone. We are confident that the programme will environmental protection fronts. Together we will better
continue to grow as more and more aviation service serve the travelling public, airlines, cargo shippers and
providers in the region see the benefits. other airport stakeholders by promoting cooperation
It is indeed my honour to have served on the Asia- among ACI members and other stakeholders to achieve
Pacific Regional Board and the World Governing Board greater success of the members and the industry. X
ACI Asia-Pacific’s
since May 2006. As the regional President, I am very
6th Regional
pleased to see the evolution of Asia-Pacific Region over Tan Sri Bashir Ahmad Abdul Majid is the President Assembly,
the years especially in providing support to ACI World in of ACI Asia-Pacific (www.aci-asiapac.aero) and Conference and
Exhibition was
areas of developing global technical standards, policies the Managing Director of Malaysia Airports held in New Delhi
and recommended practices. My special thanks go to Holdings Berhad. in April.
the small but dedicated team in the Regional Office

which has been working hard to grow the membership,
run the regional committees and provide excellent
member services over the last few years. We have a
diverse group of Board members including those from
among the best airports in the world. With the Board
members’ guidance and conviction, I am confident that
the Regional Office will continue to introduce new
initiatives and create added values to the members in
the region.
Looking ahead, global air traffic will continue to
grow to surpass 11 billion by 2030. Much of this
growth will be seen in Asia-Pacific and the Middle East.
As such, the airports in the Region have no choice but
to gear up adequate capacity development, innovative
technologies and people development so as to be well-
prepared for the many challenges that will come with
the remarkable traffic growth in the future.
Last but not least, I urge ACI Asia-Pacific Region to
continue building upon the foundations that have been
AAI Enhances Prospects of “Destination India”
Manifold
By Mr V P Agrawal, Chairman, AAI.
As an outcome of the influx of air traffic Management) separation management

in the past decade, AAI embarked upon system.The aim being to provide a safe,
a laudable plan to modernize and efficient, cost-effective and environment
upgrade its airports with a dual aim, friendly ATM services, applying gate-to-
firstly, to match or outpace this increase gate approach and to achieve a
in density, both of aircraft and passenger “collaborative and coordinated global
numbers, and secondly, to provide the approach” to ensure the harmonization
country with world-class airports. and adoption of technological solutions.
Accordingly, 60 airports including To ensure that appropriate returns
Kolkata and Chennai were identified accrue, AAI stepped on the marketing
for modernization or upgrade work, the gas pedal by taking a conscientious
rationale being to develop the airports decision to take advantage of forums
in state capitals and other places which such as RDG and have put 16 of AAI’s
have the potential to attract tourist and airports on the Routes Online website
business travellers who would mean which is frequently visited by major
ingfully contribute towards the econo airlines and other global aviation
mic growth of the state. The task stakeholders. AAI also participated in a
involved was of such scale and cost Mr V P Agrawal, Chairman, AAI. big way in the RDG Forum 2010 held at
intensity that the magnitude can well be Vancouver, Canada, to market its
gauged from the fact that AAI’s capital modernization and upgrading is a airports and announce its arrival in the
expenditure in its 10th Five Year Plan continuous process, to stay on par with global aviation arena. It was also our
was Rs. 35 billion, whereas in the 11th other airports the world over. good fortune that we had the oppor
Five Year plan it was Rs. 130 billion, an In addition to ground-based airport tunity to host, for the first ever time in
increase of almost 300%. Modernization infrastructure, AAI has taken many India, the 6th ACI Asia-Pacific Regional
of Kolkata and Chennai Airports cost Rs. strides in modernizing its CNS-ATM Assembly, Conference and Exhibition.
43 billion (Rs. 23 billion for Kolkata and facilities. AAI has drawn up a masterplan This was indeed a unique forum for us
Rs. 20 billion for Chennai). Most of the for the implementation of FANS (Future to showcase our strengths and expertise
airport infrastructure projects have been Air Navigation System), this includes to nearly 400 delegates from across
completed or are near completion, shifting from voice communication to the globe.
leaving AAI standing in good stead, as digital data communication, from It would only be apt if I were to
the facilities provided are not only user- ground-based navigation to satellite- conclude on an optimistic note by
friendly but also of world-class based navigation (i.e. GAGAN-Indian assuring all air travellers coming to
standards, based on the latest state-of- SBAS), modern radar coverage with India that we at AAI are managing
the-art technology. Therefore, I can state ADS-B, multilateration etc. The 125 airports and the whole of the
with confidence that the infrastructure implementation of the CNS-ATM Indian and adjoining oceanic airspace
facilities at Indian airports are looking masterplan will put India amongst the as identified by ICAO. Thus, you are
upwards. At present there are no real elite group of countries having an not only in safe hands but will also
problem areas which demand immediate efficient ATM system supported by a enjoy our hospitality in keeping with
attention for the simple reason that all strong and robust CNS infrastructure the true Indian traditions at our
critical areas have been well taken care consisting of a digital data unit, ian modern, world-class airports, making
of in our modernization plans. However, ntegrated ATM automation network and your visit more meaningful, pleasant
we are fully conscious of the fact that a SWIM (System Wide Information and memorable.
125 NOT MERE
NUMBERS...
But steps to put India on top

SRINAGAR
KOLKATA
THIRUVANANTHAPURAM
AHMEDABAD
11 8 81 25
INTERNATIONAL
AIRPORTS
CUSTOMS
AIRPORT
DOMESTIC
AIRPORTS
CIVIL ENCLAVES AT
DEFENCE AIRFIELDS
Fly out of top-of-the-line airports to the furthest corners of the

country and anywhere in the world.
PAC
K YO
UR BA
G.
WIT
H A LI
TTLE
HELP
F ROM
FLY AWAY.
AIRPORTS AUTHORITY OF INDIA

Haneda Expands into Tokyo Bay
By Katsuji Doi
T
okyo International Airport, which is known as
Haneda Airport, celebrates its 80th anniversary this
year. Originally built on a 53ha site on the edge of
Tokyo Bay, Haneda has been completely redeveloped on
reclaimed land. It is Asia-Pacific’s second busiest airport
in passenger terms and ranks fifth in the world.
Haneda opened on 25 August 1931 as Japan’s first
national civil airport. After World War II, the Japanese
government decided to bring in a private terminal
operator while retaining responsibility for airfield
operations. The airport then had two runways. Japan
Airport Terminal Co., Ltd. (JATCO) was established in
1953 and commissioned to construct and manage the
first permanent post-war passenger terminal in
cooperation with Japan’s leading companies. The
terminal opened in May 1955.
Haneda played a great role both internationally and
V
Katsuji Doi: domestically during the years of rapid economic growth
grateful for ACI in Japan, with a new international terminal and a third
support.
runway entering service in 1970. But additional capacity
was needed and work started on a second airport for
Tokyo. Narita International Airport opened in May 1978 expansion of Terminal 2 and Runway D (2,500m). The
and almost all international flights were transferred latter was built partly on reclaimed land and partly on a
there in order to reduce congestion at Haneda. piled elevated platform so as not to obstruct the flow of
the Tamagawa River.
n Masterplan Indeed, 2010 was a milestone in the history of
To reinforce Haneda’s role as a domestic hub, the Haneda Airport as it was fully reopened to scheduled
Japanese government developed a masterplan for international flights on 31 October. Previously there had
seaward expansion with new runways and terminals been some charter and regional flights, but now
built in stages on reclaimed land to replace the Haneda is a gateway to Asia – connecting to Bangkok,
original facilities. Beijing, Hong Kong, Seoul, Shanghai, Singapore, Taipei
Work started in 1984 and the first new runway (A of and three points in Malaysia – and to Europe and the
3,000m) entered service in July 1988, followed by US with destinations including Detroit, Honolulu,
Terminal 1 in September 1993, Runway B (2,500m) in London, Los Angeles, New York, Paris and San Francisco.
March 1997 and Runway C (3,000m) in March 2000. To cater for these flights there is a new international
Along with the expansion of the airport, traffic increased passenger terminal which was built and is operated by
and annual passengers reached 60 million in 2000. Tokyo International Air Terminal Corporation (TIAT)
The next stage of development was the opening of under a private finance initiative. TIAT is owned by a
Terminal 2 in December 2004. Terminal 2 was built consortium of companies led by JATCO. The terminal is
according to the design concept of “sea” featuring a a five-story structure of 154,000m2 under a sweeping
glass atrium filled with natural light. roof with 10 contact gates and 10 remote stands. As
The latest developments entered service in October the new gateway to Tokyo, it has a “Made in Japan”
last year with a new international terminal, an theme and showcases both old and new Japan. Shops
H a n e d a E x p a n d s i n t o To k y o B a y
and a restaurant arcade referencing the Edo period

(1603-1868) are located on the fourth floor, and on the
fifth floor passengers can enjoy Japanese pop culture
and a planetarium café.
Meanwhile, domestic Terminal 2 has been almost
doubled in area. Improvements include two new
security check points in the southern departure lobby to
reduce waiting time and provide fast access to the
southern boarding gates. And, for the first time at an
airport in Japan, there is a museum with free admission
exhibiting the cultural treasures of the Hosokawa family,
the lords of the former Kumamoto domain.
We are serious about the environment and strive to
be an eco-friendly airport with several energy-saving
measures in operation at the three passenger terminals.
Solar panels have been installed in six areas on the roofs As for future development, we started work on a Z
This light-filled
of the domestic terminals and one car park reducing remodelling of Terminal 1 in February and aim to com atrium is a focal
CO2 emissions by around 440 tonnes a year. In addition, plete this by the end of September. Another plan we point of
Terminal 2.
the universal design principle to ensure access to people have is the addition of three gates at Terminal 2. If
with disabilities has been adopted following guidelines demand continues to grow, a fifth runway and expan
set by the government. sion of international passenger terminal might be an
C
Haneda Airport
has been
completely
redeveloped on
reclaimed land in
Tokyo Bay.
Han e d a E x p a n d s i n t o To k y o B a y
V
Haneda’s new
international
terminal awaits its
first passengers –
the terminal
opened in October
2010.
option to increase capacity. As one of the few 24-hour executives from different regions and airports. I have
airports in Japan, which is only 15 kilometres from the made very good friends through ACI activities
centre of Tokyo and less than 20 minutes by train, especially during my period as a board member, and
Haneda Airport has yet more potential to be the friendships continue today.
developed. However, we understand that it is essential Even though eastern Japan has been devastated
for us to continue cooperating and collaborating with by the earthquake and tsunami that hit us on
Narita Airport in order to ensure efficient and 11 March, reconstruction has already started and
customer-oriented airport operations for Tokyo. nationwide recovery efforts are taking place. We
are confident that Japan will overcome this disaster
n Working with ACI and stand up again. We are truly thankful to ACI
We have benefited greatly since we joined ACI in for immediately establishing airport employee relief
1998. The exchange of information with airports all funds and would like to ask for continued under
over the world regarding the latest developments in standing and support from ACI and members
security measures, universal design, traffic trends and of ACI.
other areas of airport operations is highly valued. It Lastly, I would like to express my sincere gratitude
has also been a unique experience getting to know for all the support ACI has extended to Haneda and
our company over the years. I trust that ACI will
2010 Statistics continue to develop and grow in the future.

Congratulations on the 20th anniversary!
Haneda handled 64.1 million passengers (+3.4%),
817,834 tonnes of cargo (+3.5%) and 342,804
movements (+2.1%) in 2010. Katsuji Doi is Executive Vice President of Japan Airport
Terminal Co., Ltd (www.tokyo-airport-bldg.co.jp).
ADB Airfield Solutions in China
ADB Airfield Solutions is the world facturing and R&D facilities in Co-operation with the Civil
market leader in the airfield lighting Brussels, Belgium and Columbus, Aviation University of China (CAUC)
industry, providing solutions and Ohio with new 4,500m2 facilities, and others will ensure that the
products for over 2,000 airports ADB Airfield Technologies Ltd, in development and manufacture of
worldwide. As a technology innovator Tianjin, China, inaugurated on 10 products and solutions undertaken by
ADB has led the way over the past May 2011. This multi-million euro ADB Tianjin will be suitable for local
64 years with its development of investment will primarily serve the markets. In addition, ADB and CAUC
technology solutions for Aviation Chinese, Indian and Asia Pacific have established an AGL Training
Ground Lighting (AGL). Recent regions with high quality, cost School to train the increasing numbers
developments include the replace- effective products and solutions, of technicians required for this
ment of traditional lamps with LEDs, including R&D, manufacturing, booming market, technical compe
low harmonic constant current local service and support. After six tency is essential for reliable and safe
regulators, modular AGL control years of building relationships of installations.
systems, runway incursion detection co-operation with the industry and With these developments in
and many other solutions. the regulatory authority in China Tianjin, ADB plans to further
Due to the rapid development this investment will strengthen consolidate its position as world
of air travel in the Far East, ADB these relationships to the benefit market leader not only in sales but
decided to augment their manu of everyone. also in technical innovation.
Welcome home
ADB has been a significant player in the airfield lighting business since the early days of aviation. More than 2,000 airports around
the world - ranging from small regional airfields to international hubs - have put their trust in ADB. Today we’re committed even more
to our vocation: providing the most reliable state-of-the-art visual guidance, supported by the highest levels of customer service.
Why? In a time of growing air traffic with ever larger aircraft, reliability, sustainability and efficiency are of utmost importance for airports,
airlines and passengers. ADB is visibly more than just guiding aircraft. Our airfield solutions ensure optimal safety during the most critical
phases of the flight. Have a safe trip and … Welcome home!
www.adb-airfieldsolutions.com
Shanghai goes from Strength to Strength
By Adrian Giddings
T
he last 20 years have seen tremendous investment a 4,000m runway with two parallel taxiways. The initial
in China’s airports and Shanghai Pudong has been annual capacity was for 20 million passengers and
a key greenfield development. Shanghai Pudong International Airport opened in
As China’s largest city and the country’s commercial October 1999. Meanwhile, to facilitate the development
and financial hub, Shanghai is a major generator of air of both of the city’s airports, the Shanghai Airport
traffic. It is the home of China Eastern Airlines and its sub Authority (SAA) was set up in March 1998.
sidiary Shanghai Airlines and a focus city for Air China. Expansion of Pudong focused on runway and cargo
Shanghai’s original airport at Longhua was sup capacity initially. A parallel runway of 3,800m and a
planted by Hongqiao in the 1950s, but by the 1990s second cargo handling area opened in 2005. Work then
Hongqiao was reaching capacity with little room for progressed in tandem on a third runway of 3,400m and
expansion. A site for a new airport was chosen in the a second passenger terminal, with both entering service
Pudong New Area some 30km to the east of the city on in 2008. Under the airport’s revised masterplan two
partly reclaimed land obtained from deliberate silting of more runways, a third cargo handling area, a third
the local coastal plain area. The location minimized the passenger terminal and two satellites will be built
potential for noise problems and offered room for boosting annual capacity to 100 million passengers
expansion; the new airport’s masterplan forsaw an and seven million tonnes of cargo.
ultimate capacity for 80 million passengers and six Ground access to Pudong was initially only by
X million tonnes of cargo a year. road, but in 2004 the Transrapid rail link to Longyang
Shanghai Pudong’s
Terminal 2 opened
Work started in 1997 on the first phase comprising a Road station in Shanghai opened. Using magnetic
in 2008. passenger terminal, 50 aircraft stands, a cargo area and levitation technology, this is the world’s fastest train
S h a n g h a i g o e s f r o m S t r e n g t h t o S t r e n g t h
service with a top speed of 431km/h. The journey time is

just under seven and a half minutes. In 2010, the
Shanghai metro was extended to both Pudong and
Hongqiao airports.
n Delivering passenger satisfaction

Shanghai Pudong was rated fifth in the world in ACI’s
2010 Airport Service Quality Awards. It was highlighted
that, alongside the improvements that had been made,
Pudong had been the host airport for World EXPO 2010
which had attracted over 73 million visitors in its six-
month run (though, of course, not all had arrived via
the airport). Pudong also welcomes the annual inter
national audience for the Shanghai Grand Prix. In the
previous year, the airport had come fifth in the category
for airports of between 25 and 40 million passengers vitality. We believe there is much to be gained by Z
The innovative
but had not been honoured in the regional or overall working together to advance our shared vision for design of Terminal 2
categories, which demonstrates the strides made in urban and economic growth with a focus on reduces transit times
for passengers.
delivering a high level of passenger satisfaction. sustainability for our airports.”
From its inception to the present, Shanghai Pudong X
The Transrapid
n International cooperation International Airport has developed rapidly. Fostering provides not just
On 25 March 2011 a Memorandum of Understanding links with other industry leaders will set it in good stead the quickest link to
Shanghai but the
was signed in Shanghai between the Chicago for the years ahead.
quickest train
Department of Aviation Commissioner, Rosemarie journey in the world.
S. Andolino and the President of the Shanghai Airport Adrian Giddings is a contributing editor at ISC. For more Terminal 1 is on the
right in the picture
Authority, Mr Li De Run to form a “Sister Airport” information on Shanghai Pudong International Airport, and Terminal 2 on
relationship. The agreement sets out a process to visit www.shanghaiairport.com. the left.
facilitate the sharing of commercial, environmental

and technical best practices and the formation of
joint working groups in the fields of airport manage
ment, construction, IT, operations, planning and
sustainable development.
The commissioner stated: “On behalf of Mayor
Richard M. Daley, we are honoured and proud to
establish this new partnership with Shanghai Airport
Authority. In Chicago and Shanghai, the aviation
sector is a key component of each city’s economic
2010 Statistics
Shanghai Pudong’s air traffic in 2010 totalled
40.6 million passengers (+27.2%), 3,227,914 tonnes of
freight (+27.1%) and 328,507 movements (+14.2%).
Dubai International: 50 years of Growth and Vision
By Anita Mehra
T
he industry celebrates many milestones and freight movement was up 17.7% to 2.27 million tonnes.
achievements each year. And this year is no Dubai International’s performance in 2010 surpassed
exception as we mark the 20th anniversary of ACI, the initial projections of 46 million passengers and 2
an organization that has played an instrumental role in million tonnes of freight for the year.
the development of aviation around the globe.
Dubai Airports likewise recently celebrated a land n Golden jubilee
mark year with the 50th anniversary of Dubai Interna Starting with annual traffic of a few thousand
tional, which opened in 1960. Indeed, 2010-2011 will passengers during its first year of operation, Dubai
go down as one of the most memorable and action- International reached one million passengers in 1974,
filled periods in its history. with the five million passenger mark achieved 16 years
When 2010 began, most airports around the world later in 1990. Passenger traffic surpassed 10 million in
were just beginning to see traffic slowly creep its way 1999. Operating at full capacity and experiencing
towards 2008 levels, while Dubai, with a year-on-year unrelenting growth, Dubai International welcomed the
growth rate of 9.2% and 40.9 million passengers, was turn of the century with a major addition to its
celebrating its new achievement as the fastest growing infrastructure in the form of Sheikh Rashid Terminal,
airport for international passengers among the top 50 also known as Concourse 1 in April 2000, more than
airports as ranked by ACI in 2009. Connected to over doubling the airport’s annual capacity from 10 million
220 destinations across six continents through 150 to 23 million passengers.
scheduled airlines, Dubai International was the fourth Continued growth spurred on by Dubai’s economic
busiest airport in the world both in terms of interna boom and the network expansion of Emirates Airline,
X tional passenger and cargo traffic. soon caught up with capacity when the airport sur
Dubai’s air
traffic is growing
The growth story continued with annual passenger passed 20 million passengers in 2004. A mere three
strongly. traffic reaching 47.2 million, up 15.3% over 2009, while years later that total ballooned by another 14 million to
top 34 million passengers. To accommodate the rapid
expansion, on 14 October 2008, Dubai Airports turned
heads globally with the flawless opening of the world’s
single largest terminal building, Dubai International
Emirates Terminal 3. Built for the exclusive use of
Dubai’s flagship carrier Emirates Airline and including
Concourse 2, Terminal 3 boosted the airport’s capacity
to 60 million passengers.
The year 2010 also witnessed Terminal 3 welcome its
50 millionth passenger in September – a month shy of
the terminal’s second birthday. At that point Terminal 3
had handled more than 197,920 flight movements
(departures and arrivals), 50 million passengers and
some 70 million pieces of luggage.
n Terminal 3
The terminal is the world’s largest yet its unique design
coupled with state-of-the-art people transportation
solutions such as travelators effectively shorten the
distance from kerbside to the aircraft. Currently some
D u b a i I n t e r n a t i o n a l : 5 0 y e a r s o f G r o w t h a n d V i s i o n
X
Dubai International’s
Concourse 2 and
Terminal 3 opened
in October 2008.
85,000 passengers pass through this terminal every day, 2011 with Al Futtaim Services Company as the
and that number continues to grow. launch customer. X
Meanwhile, work is on track to build what will be Phase 1 of the airport features one A380 capable Al Maktoum
International
the world’s largest A380 dedicated facility to continue runway, 64 remote stands, one cargo terminal with Airport opened
the airport’s proud tradition of keeping pace with traffic annual capacity for 250,000 tonnes of cargo and a in June 2010.
expansion. Part of the larger Terminal 3 complex,

Concourse 3 will have a total of 20 contact gates, all of
which will serve Emirates Airline’s growing fleet of
A380s. Upon its completion at the end of 2012, C3 will
increase Dubai International’s capacity from the current
60 million to 75 million passengers per annum.
n Dubai World Central – Al Maktoum

International
The single most important highlight of 2010 for Dubai
Airports came on 27 June when, with the opening of
Dubai World Central – Al Maktoum International (DWC),
a new chapter in Dubai’s aviation history was opened.
Dubai’s airport of the future is at the heart of a
major airport-city project just 40 kilometres away from
Dubai International. The first phase of the project
opened for cargo operations on 27 June 2010 while
General Aviation operations were opened on 1 March
Dub a i I n t e r n a t i o n a l : 5 0 y e a r s o f G r o w t h a n d V i s i o n
Z passenger terminal building designed to accommodate It is an ambitious project whose goal is to position
Dubai’s metro
serves Dubai
five million passengers per year. the emirate as a leading international trade centre and a
International Dubai World Central – Al Maktoum International will global logistics hub. Occupying an area of 140 square
Airport and there
increase Dubai’s airport capacity to accommodate the kilometres in Jebel Ali, DWC is located next to the UAE’s
are plans to
extend the metro 48% increase in cargo volumes from 1.9 to 3 million largest free zones (JAFZA) and the Jebel Ali Sea Port, the
network to tonnes that is anticipated by 2015. In the long term it sixth largest container terminal in the world. In addition
Al Maktoum
International
will serve as a multi-modal logistics hub for 12 million to the dedicated link to Jebel Ali Sea Port, it features
Airport. tonnes of freight and a global gateway for the 150 links to all major UAE motorways with Al Maktoum
million passengers per annum that are expected to pass International to serve as the main gateway for aviation
through Dubai by 2030. and logistics companies that have already chosen DWC
The airport mega-airport is at the heart of Dubai as their base.
World Central aerotropolis that comprises Dubai If DWC is Dubai’s vision for the next 50 years,
Logistics City, Commercial City, Residential City, Aviation its opening could not have come during a more his
City and Golf City – and considered Dubai’s biggest torically important year, for it was 50 years previously
undertaking to date. on 30 September 1960 that the visionary leader of
Dubai, Sheikh Rashid Bin Saeed Al Maktoum opened
2010 Statistics Dubai International.
Dubai International handled 47.2 million passengers

(+15.3%), 2,270,498 tonnes of cargo (+17.7%) and Anita Mehra is Vice President of Marketing and
307,283 movements (+9.3%) in 2010. Corporate Communications at Dubai Airports
(www.dubaiairport.com).
The role of airports in Finland
is vital
The economic centres of gravity in the networks with other transportation
world are changing: Europe needs to providers as well.
adapt quickly. Globalization and Finavia runs a network of 25 airports
especially the rapid economic develop to the benefit of Finnish society and
ment in Asia are underlining the impor travellers using Helsinki Airport for fast
tance of the aviation sector for European connection between Asia and Europe.
competitiveness. As the infrastructure of The Helsinki Airport gateway links
the global economy, European airports 50 European destinations to 10
are providing the mobility for European destinations in North-east Asia and
companies and its citizens to be present India. This gateway position benefits
in the growing markets. The role of Finnish society as a whole.
airports is vital and cannot be replaced. The choice of destinations and
Airports, both at present and in the frequencies is essential for the Finnish
future, need to operate in a secure, regions which have their global link and
profitable and most importantly, presence through the network of Finavia
customer-oriented way. Passengers airports. Finland is dependent on easy
demand the shortest door-to-door access to global markets and Helsinki
transportation lead times and seek for Airport is one of the cornerstones for the
the highest customer satisfaction competitiveness of Finland. It is
throughout their entire travel process at significant that Helsinki Airport is
the lowest cost. In providing access to responsible for 3.2% of Finnish GNP.
the world, airports need to become Our mission is to provide good
more creative and establish closer Samuli Haapasalo, CEO of Finavia. connectivity, smoothly.
Via Finland, The East is

closer than you think.
Helsinki Airport is the natural hub between east
and west providing some of the shortest and fastest
routes available. Get off to a flying start on your journey
to the lands of the rising sun from one of the most
modern and convenient airports in Europe today.
Finavia manages 25 airports throughout Finland.
www.finavia.fi
Japani_ATTI_ilmo_puolisivu_183x115.indd 1 9/24/10 11:25 AM

ACI Europe
ACI Europe has 180 regular members operating 400 airports
in 46 countries. The office is in Brussels, Belgium.
Europe’s Top 10 Airports for Passengers Europe’s Top 10 Airports for Cargo Europe’s Top 10 Airports for Movements
in 2010 in 2010 in 2010
London Heathrow 65,884,143 -0.2% Paris Charles de Gaulle 2,399,067 +16.8% Paris Charles de Gaulle 499,997 -4.8%
Paris Charles de Gaulle 58,167,062 +0.5% Frankfurt 2,275,106 +20.5% Frankfurt 464,432 +0.3%
Frankfurt 53,009,221 +4.1% London Heathrow 1,551,405 +15% London Heathrow 454,883 -2.5%
Madrid 49,804,482 +2.9% Amsterdam 1,538,135 +16.8% Madrid 433,683 -0.3%
Amsterdam 45,211,749 +3.8% Luxembourg 705,370 +12.2% Ámsterdam 402,374 -1.1%
Rome Fiumicino 36,228,490 +7.4% Cologne 644,029 +16.6% Munich 389,939 -1.7%
Munich 34,721,605 +6.2% Liege 639,669 +32.7% Rome Fiumicino 329,269 +1.5%
Istanbul Atatürk 32,165,817 +7.7% Leipzig 638,491 +25.9% Istanbul Atatürk 288,243 +1.5%
London Gatwick 31,378,644 -3.2% Istanbul Atatürk 466,553 +22.4% Barcelona 277,832 -0.4%
Barcelona 29,197,135 +6.9% Brussels 441,442 +7.2% Zurich 268,775 +2.5%

Source: ACI
ACI Members in Europe
Albania Denmark Germany Airgest SpA

Tirana International Airport SHPK Billund Lufthavn A/S Airport Lahr GmbH GESAC Aeroporto di Capodichino
Københavns Lufthavne A/S Allgaü Airport GmbH & Co. KG GESAP Aeroporto di Palermo-
Armenia
Berlin Brandenburg Flughafen Puntaraisi
Armenia International Airports CJSC Estonia
Holding SACBO SpA (Milano – Orio Al Serio
Tallinn Airport Ltd
Austria Flughafen Bremen GmbH Intl Airport)
Flughafen Graz Betriebs GmbH Finland Flughafen Dortmund GmbH SAVE “Marco Polo” Di Venezia
Flughafen Linz GmbH FINAVIA Corporation Flughafen Dresden GmbH Tessera
Flughafen Wien AG Flughafen Düsseldorf GmbH SEA SpA
France
Salzburger Flughafen GmbH Flughafen Friedrichshafen GmbH Verona Airports System
Aéroport de Bordeaux Mérignac SA
Tiroler Flughafenbetriebsgesellschaft Flughafen Hamburg GmbH
Aéroport Châteauroux-Centre Kosovo
mbH Flughafen Hannover-Langenhagen
Aéroports de Lyon SA Prishtina International Airport JSC
Belarus Aéroports de Paris (ADP) GmbH
Flughagen Leipzig/Halle GmbH Latvia
Minsk National Airport CCI d’Ajaccio et de la Corse-du-Sud
Flughafen München GmbH Riga International Airport JSC
CCI d’Angoulême
Belgium
CCI d’Avignon et du Vaucluse Flughafen Münster/Osnabrück Lithuania
Antwerp Airport
CCI de Bastia et de la Haute-Corse GmbH SE Kaunas Airport
The Brussels Airport Company NV/
CCI de Brest Flughafen Nürnberg GmbH SE Palanga Airport
SA
CCI de Caen Flughafen Rostock-Laage-Güstrow SE Vilnius International Airport
Brussels South Charleroi Airport SA
CCI de Dijon GmbH
Liège Airport SA Luxembourg
CCI de La Rochelle Flughafen Stuttgart GmbH
Ostend-Bruges International Airport Société de l’Aéroport de
CCI du Havre Fraport AG
Luxembourg SA
Bosnia and Herzegovina CCI de Limoges Greece
Aerodrom Mostar d.o.o. CCI de Marseille Provence Macedonia (The Former Yugoslav
Athens International Airport SA
Airports of the Republika Srpska CCI de Pau Republic of)
Hellenic Civil Aviation Authority
a.d. CCI de Perpignan & Pyrénées TAV Airports Holding Co.
Sarajevo International Airport Hungary
Orientales Malta
(BHDCA) Budapest Ferihegy International
CCI de Reims & Epernay Malta International Airport plc
Airport Operating Plc
Bulgaria CCI de Strasbourg et du Bas-Rhin
Moldavia
Fraport Twin Star Airport CCI du Var Iceland
SE Chisinau International Airport
Management AD Keolis Airport Keflavik Isavia Ltd
Plovdiv Airport EAD SA Toulouse-Blagnac Monaco
Ireland
Sofia Airport EAD Société Aéroports de la Côte d’Azur Service de l’Aviation Civile, Héliport
Connaught Airport Development
Société Concessionnaire « Aéroports de Monaco-Fontvieille
Croatia Company Ltd
Du Grand Ouest » Montenegro
Dubrovnik Airport Ltd Corrib Airport Ltd
Société d’Exploitation de L’Aéroport Airports of Montenegro
Osijek Airport Ltd Dublin Airport Authority
de Chambéry Aix
Pula Airport Ltd Israel Netherlands
Société d’Exploitation de l’Aéroport
Rijeka Airport Ltd Israel Airports Authority Amsterdam Airport Schiphol
de Grenoble
Split Airport Ltd Eindhoven Airport NV
Société d’Exploitation de l’Aéroport Italy
Zadar Airport Ltd Groningen Airport Eelde NV
de Tarbes Lourdes Pyrénées Aerdorica SpA
Zagreb Airport Ltd Maastricht Aachen Airport BV
Société d’Exploitation de Vatry Aeroporti di Puglia SpA
Cyprus (HBLM)
Europort (SEVE) Aeroporti di Roma SpA
Hermes Airports Ltd Rotterdam The Hague Airport
Société de Gestion de l’Aéroport de Aeroporto Cagliari-Elmas – SOGAER
Czech Republic la Région de Lille SpA Norway
Brno Airport Brno Ltd Syndicat Mixte de l’Aérodrome Aeroporto di Firenze SpA AVINOR AS
Letiště Ostrava, a.s. – Joint Stock Biarritz Anglet Bayonne Aeroporto Friuli-Venezia Giulia SpA Skien Lufthavn AS
Company Ostrava Airport Veolia Transport Aéroport Nîmes Aeroporto G. Marconi Di Bologna Poland
Letiště Praha, a.s. – Joint Stock Georgia SpA Airport Lodz Wladyslawa Reymonta
Company Prague Airport TAV Airports Holding Co. Aeroporto Torino, SAGAT Sp.zo.o.
John Paul II International Airport RA Aeroportul Cluj Napoca Slovenia Sabiha Gökçen Sabiha Gökçen
Krakow – Balice RA Aeroportul Sibiu Airport Ljubljana, d.d. International Airport (ISGIA)
Polish Airports State Enterprise SN Aeroportul International Mihail Airport Maribor d.o.o. TAV Airports Holding Co.
Port Lotniczy Lublin SA Kogalniceanu Constanta SA
Spain Ukraine
Poznan Lawica Airport Ltd Satu Mare International Airport
AENA Kiev-Borispil Airport
Upper Silesian Aviation Group Timişoara Traian Vuia International
Aeroports de Catalunya
(GTL SA) Airport United Kingdom
Wroclaw Airport Co. Sweden BAA Plc

Russia
Jönköping Airport AB Birmingham International Airport
Portugal JSC Ufa International Airport
Swedavia AB plc
Aeroportos da Madeira SA (ANAM) JSC Vnukovo Airport
Bristol Airport plc
Aeroportos de Portugal SA (ANA) Koltsovo International Airport Switzerland
Exeter and Devon Airport Ltd
Kurumoch International Airport Aéroport de Genève
Romania Gatwick Airport Limited
Moscow Domodedovo Airport Euroairport Basel–Mulhouse–
Aeroportul Bacau – SC Blueaero SRL Isle of Man Airport
Pulkovo Airport Freiburg
Aeroportul Transilvania Târgu Mureş Jersey Airport
Sheremetyevo International Airport Flughafen Bern-Belp – Alpar AG
Aeroporturi Bucuresti SA London City Airport Ltd
Flughafen Zürich AG
Aeroportul Oradea RA Serbia The Manchester Airports Group
Lugano Airport SA
Arad International Airport Belgrade Nikola Tesla Airport PE (MAG)
Baia Mare International Airport JP Airport Nis Turkey TAG Farnborough Airport Ltd
Craiova International Airport Fraport IC İ çtaş Antalya Airport
Slovakia
(Consiliul Judet‚ean Dolj) Terminal Investment and
Bratislava Airport Bratislava, a.s. (BTS)
RA Aeroport Iasi Management Inc.
Paris Charles de Gaulle operated by Aéroports de Paris is Europe’s busiest airport in terms of cargo and movements and number two for passengers after London Heathrow.
Portuguese “Smart Luggage” may be adopted
by airports worldwide
The Portuguese “Mala Segura”, or Safe bags per week and 3 million per
Luggage Consortium has developed month worldwide, translating into
a smart, global luggage location a €3 billion cost to airlines.
and monitoring system based on At the invitation of IATA,
the incorporation into the suitcase the Safe Luggage Consortium
shell of RFID (Radio Frequency presented its solution at the
Identification), WSN (Wireless IATA Baggage Working Group’s
Sensor Network), and GPS/GSM annual meeting – involving airports
(Global Positioning System) tags. and airlines at a global level –
The system allows users to track which took place on 22 and
the location of their bags – for 23 March 2011.
example, to determine whether The Safe Luggage solution was
they have been loaded into the In January 2011, the Safe Luggage presented as a new vision in the
aircraft, train or coach – by means of Consortium submitted a patent appli implementation of RFID baggage
a simple mobile phone application. cation to the Portuguese Institute for tracking, and has the potential to give
The project was carried out by Intellectual Property (INPI) with a renewed impetus to this trend, which
ANA – Aeroportos de Portugal in view to obtaining protection for the had effectively slowed to a halt as a
partnership with three companies system. The project had a duration of result of the high cost of solutions
and two R&D academic institutes: 30 months and a budget of €2.5 based on throwaway RFID labels.
SETSA – Sociedade de Engenharia e million. It was partially funded by a IATA has requested the consortium
Transformação, Critical Software, Tecmic QREN (Quadro de Referência to present a further in-depth study of
– Tecnologias de Microeletrónica, Estratégica Nacional) grant of its solution – taking into account the
INOV-Inesc Inovação, and University €1.5 million. involvement of the luggage manu
of Minho’s PIEP – Pólo de Inovação In 2009, 10,000 bags went missing facturers and airline industry – at the
em Engenharia de Polímeros. every day at airports across the EU, next IATA Baggage Working Group
The solution was developed and 90,000 worldwide, or 600,000 scheduled for October 2011.
according to IATA specifications, the
organization supporting the use of
RFID for baggage tracking worldwide.
A few selected airports already use
the technology, with self-adhesive
RFID labels attached to the bags’
outer case. Each label cost approxi
mately €0.10 per passenger, and the
cost is embedded in the air fare. So,
it’s not hard to undestand that by
incorporating the tag into the actual
suitcase, that cost will be incurred
only once i.e. at the time of purchase
of the bag. The Safe Luggage initiative aims to make the costly problem of lost luggage a thing of the past.
An Evolving Role for ACI Europe
By Ad Rutten
L
ooking back at the 20 years that have passed since
the establishment of Airports Council International
as the voice of airports, the differences are stark.
Consider this – in 1991 – here in Europe, there were
only a handful of privatized airports and most airports
were mere infrastructure providers focused exclusively
on the needs of their home carrier. And at that time, the
only signs we had seen of the scheduled low-cost model
were the short-lived transatlantic efforts of Freddie
V Laker in 1980s.
Ad Rutten: airports In 1991, aviation security was still living in what
have evolved into
fully-fledged
could universally be deemed “the good old days”,
businesses in their passengers experienced minimal hassle or limitations in
own right.
the goods or liquids they could bring on board a flight.
X
In fact, aviation in Europe still had progress to make
ACI Europe’s
annual conference in terms of liberalization and the European Union was
and exhibition was still called the European Economic Community, with
held in Milan in
2010. This year the
only 12 Member States at the time. Skip forward two
venue is Lisbon. decades and consider that European Union now has 27
Member States, a single currency in use in 16 of those

countries and a fully liberalized aviation market in which
airlines and airports have been set free to compete. For
the passenger, the European aviation market has made
a quantum leap in those two decades.
Today, a growing number of airports in Europe are
privatized, with some 48% of European passengers
going through airports with private shareholders. The
introduction of economic regulation on airport charges
has seen enormous changes, as has the legislation in
effect concerning ground handling, airport slots, air
passenger rights and many other relevant sub-sections
of airport operations. Low-cost carriers now account for
over 40% of European passenger traffic – a percentage
that is rising every year.
Airports have evolved into fully-fledged businesses in
their own right, with corporate strategies to attract new
airlines, boost non-aeronautical revenues and enhance
the passenger experience. They are branded, marketed
and promoted, with the same ethical and fiscal
discipline demanded of any well run business. They have
360° environmental management programmes and
increasingly invest in research.
A n E v o l v i n g R o l e f o r A C I E u r o p e
This vast landscape of changes – this business of transformation, stepping out from the shadows of
transformation – is also a reflection of what ACI repre our airline partners.
sents in the region of Europe. With this shift in the We coordinate our efforts and share knowledge on
airport industry, our role has evolved too. Alongside so many aspects of the airport business, whether it
representing their interests to various European insti concerns international aviation security measures, the
tutions and national authorities, we collaborate and fall out from the many external shocks and crises to
partner with our counterparts in airline associations, which our industry is often exposed or the negotiation
air traffic control agencies and other industry stake of international liberalization agreements between
holders. We continue to do our utmost to guide our governments.
member airports – of all sizes – through the twists and In the next 20 years, air traffic in Europe is predicted
turns of regulation, the storms of today and tomorrow to nearly double, so we will have close to 2.8 billion
and to keep them informed of the latest innovations passengers in Europe by 2030 – but with that kind of
and best practices. growth comes many challenges, so the work of ACI
Aviation has become more accessible, the world’s looks set to gain further importance in the decades to
first truly globally integrated industry. In this regard, come. Happy Birthday ACI!
X
the foundation of ACI in 1991 was timely – esta- In the next 20
blishing family ties between airports in each conti- Ad Rutten is the President of ACI Europe years, air traffic
in Europe is
nent – and allowing us to better coordinate our (www.aci-europe.org) and Executive Vice President predicted to
work on their behalf, as an industry in the midst & Chief Operating Officer of Schiphol Group. nearly double.
A Regional Airport Perspective
By Tonči Peović
Through deregulation and liberalization regional airports in the coming years. The
market forces have been introduced to all ACI Regional Airports Forum is the only
sectors of the aviation industry apart from air platform where regional airports can discuss
traffic management. This new approach has their problems, offer solutions and
brought competition to the market, communicate with regulators to make
increasing its size and opening it up to a regional airports healthy and sustainable for
wider range of players. New partnerships the future.
with players from other industries and the In my chairmanship I will concentrate on
latest information technology are integrating collecting and analyzing the performance of
airports into the global economy. regional airports, in terms of revenue and
Hub airports need additional resources to cost efficiency. I will work to understand and
cope with growing demand for services, both develop regional airports’ requirements,
airside and within terminals. But many face standards and best practice guidelines. The
constraints on capacity that restrict their industry needs flexible regulations that will
ability to grow and develop. This in turn help regional airports to become as
increases the premium placed on their slots. productive as possible.
Tonči Peović : regional airports generate
Hub airports command bargaining power passengers for hub airports.
The Regional Airport Forum must also
over the airlines, and will become stronger in send a clear message to regulators requiring a
future, because they enjoy high unit standards. They must screen all passengers ban on measures that weaken regional
revenues and high utilization of labour and and baggage, collect advance passenger airports in an effort to promote alternative
equipment keeps unit costs low. information, issue boarding passes for modes of transport such as rail and road.
While hub airports serve their local transfer flights via other airports and carry Regional airports serve the local economy
communities they are also by definition out immigration checks. Meanwhile, by connecting it to the wider EU economies
transfer points and transfer passenger traffic opportunities for commercial activity are and contribute to European aviation growth.
forms an important part of their business. restricted, because passengers spend a One mile of road takes us nowhere; one mile
Many of these passengers originate at relatively short time at regional airports, but of runway takes us everywhere. We need
regional airports. may spend several hours at a hub airport new efficient, flexible and protective airport
Thus, regional airports generate waiting for an onward flight. policies to ensure that regional airports offer
passengers for hub airports. Although they Regulators make no allowances for sustainable, safe, secure and high-quality
handle fewer passengers than hubs, they the extra burdens that regional airports service in the long term.
require the same runway systems, safety and face in meeting security, safety and labour Without such policies, airports will
security standards, rescue and fire-fighting requirements, and this puts regional airport struggle to generate income to cover their
capabilities and ability to staff peak-hour managers in a difficult position with only costs and to provide the capital expenditure
operations. But regional airports’ lower limited resources to meet these that our users require.
utilization results in higher unit costs and requirements.
lower unit income and reduces their A further issue is that some airlines have Tonči Peović is the Chairman of the ACI
bargaining power with the airlines. introduced a new policy for cabin baggage Regional Airports Forum and General Manager
Because they are not as attractive as hubs, called “the one bag rule”. This policy of Zagreb Airport (www.zagreb-airport.hr).
regional airports depend on a smaller requires that ground handlers charge each
number of airline customers and have to passengers having more than one piece of
offer a competitive “visit cost” as opposed to hand baggage and ground handlers receive a The Regional Airports Forum now
following ICAO’s charging policy, based on percentage of the fee. In this new business comprises some 138 ACI Europe
full recovery of costs. Moreover, they may model, non-aeronautical revenue from members (some of which manage more
have to contribute to additional price airside retail sales is limited, damaging than one airport) plus six national
incentives for existing or new routes on the airport business plans based on income from airport associations and 10 World
one hand, while on the other they may have retail activities. Business Partners. The Forum seeks to
to levy government-controlled fees (e.g. highlight the challenges and opportu
environmental charges) which are not under ACI Regional Airports Forum nities which are specific to regional
the control of airport management. Europe needs its regional airports. Without airports and has raised their visibility
At the same time, regional airports cannot them, it will not be fully integrated and with EU institutions.
cut back on passenger service and security connected. We need a stronger focus on
HAPPY
BIRTHDAY
ACI!
You are not getting older,

you are getting better.
Wishing you all the best

for your 20th anniversary!
www.zagreb-airport.hr
Record Growth for Munich
By Michael Kerkloh
A
s ACI was being set up, Munich was nearing transport hub marked a new high point in this rapid
completion of Europe’s first major greenfield upward trend.
airport in two decades. A new airport to replace Last year Munich Airport handled a record 34.7
Riem with its single runway was needed to provide million passengers. The gain of 2 million passengers over
capacity for growth. the previous year represents a 6.2% increase. This is
Munich Airport is owned and operated by Flughafen significantly stronger than the industry average achieved
München GmbH (FMG), which was founded in 1949 by other German and European airports, where
and is owned by three shareholders: the State of Bavaria passenger traffic was up by just 4.7% and 4.2%,
has a majority share with 51%; the Federal Republic of respectively. As a result, among its cohorts in the list of
Germany holds 26%, and the City of Munich has a 23% Europe’s busiest passenger airports, Munich is yet again
stake. Munich Airport, located approximately 30 kilo among the top group in terms of growth. As for the total
metres north-east of the Bavarian capital, opened in passenger count, Munich Airport was number seven in
1992 with two 4,000m runways. FMG staff and moving the list of Europe’s top 10, as in the previous year.
crews performed the prodigious task of relocating an An important move for the future development of
entire airport operation overnight from Riem to the new our airport was made in December 2010 when the
site on 16-17 May 1992. Lufthansa and FMG boards cleared the way for the
Munich has surged ahead in recent years to become realization of the terminal satellite on the eastern apron.
a driving force behind the growth of the European air With this decision, we can now – pending approval by
X
transport sector by posting growth rates unrivalled by the responsible committees of our shareholders – start
An aerial view of
Munich showing any other German airport, and is the only airport in construction in the fall.
the original Germany to gain and hold a place alongside Frankfurt We will implement this capacity expansion project
terminal on the
left and Terminal 2
on the worldwide aviation map. The initiation in 1995 under a joint venture with Lufthansa like the one that
on the right. of Munich Airport’s development as an international air proved successful in the planning and operation of
R e c o r d G r o w t h f o r M u n i c h
C
The hub operation
of Lufthansa and
its Star Alliance
partners is driving
Munich’s growth.
Terminal 2, which opened in June 2003. As with the various traffic flows in the short-, medium- and
Terminal 2, FMG and Lufthansa will share ownership long-haul segments. From the travellers’ standpoint this
and costs related to the construction of the satellite on means having a wide selection of connecting flights
a 60:40 basis. After receiving approval from the two available shortly after arriving in Munich to take them
boards we immediately began to plan the implemen to their final destinations. In 2010, the Munich hub
tation of the project. The satellite terminal is scheduled offered this high level of connectivity with a total of 242
to go into operation in 2015 and will then give us destinations in 69 countries. By comparison in 1995 –
additional handling capacity for 11 million passengers a
year. With this increase in capacity we are gaining 52 Munich Salutes ACI on 20th Anniversary
gates and 27 aircraft parking positions with direct
Dr Michael Kerkloh, Munich
access to the terminal building. Airport CEO, congratulates ACI,
While the satellite has already received official saying: “For our global airport
planning permission, we are still awaiting the final industry it is important to have a
ruling from the District Government of Upper Bavaria on partner, who not only combines
the interests of all major airports
planning permission for a third runway. A ruling in our
worldwide, but also enables us
favour would actually automatically entail permission to
to speak with one voice. Thus ACI
begin construction immediately. However, we expect a will help us to cope with the
legal challenge to be filed against this ruling, and challenges increasing air traffic
therefore do not want to start until the matter is settled will bring in the future.”
in court and the appropriate committee resolutions are

passed by our shareholders.
The decisive characteristic of a high-performance air
transportation hub is its ability to efficiently network
Rec o r d G r o w t h f o r M u n i c h
Z the first year of our hub development – we had just 189 carbon dioxide emissions. The Level 3 accreditation
An artist’s
impression of the
destinations. The efforts to build up Munich’s route granted to the airport corresponds to the “Optimization”
new satellite network are beneficial first and foremost to individuals performance level. Under the ACI categories, the
terminal
and the overall economy in Bavaria, as travellers from Optimization standard is recognized for airports that
(foreground)
which is due for Munich gain access to an ever-increasing number of demonstrate effective and sustainable efforts to avoid
completion in non-stop destinations. CO2 emissions. Munich is the first airport in Germany to
2015.
The systematic and continual development of hub receive this accreditation level from ACI.
traffic at our airport over the past 15 years has led not The Munich Airport of tomorrow, where we would
only to an increase in quantity, but has also enhanced like to welcome the athletes and spectators of the
the quality of hub traffic here. In other words: Munich Winter Olympics in 2018, is thus taking shape. After
has consolidated its status as a European hub. The successfully rounding off 2010 with important steps for
connecting and feeder flights to the European regions our company’s future, we can look forward to fully
are no longer operated with 50-seat turboprop planes; utilizing the enormous opportunities and possibilities
now they are served with modern jets with up to three now open to Munich Airport. Last year was also marked
times that capacity. Long-haul destinations previously by Munich winning Best Airport in Europe in the 2010
served only three or four times a week from Munich Skytrax Airport Awards survey, an accolade the airport
now appear on the timetable every day, and sometimes had captured several times already.
even have two or three daily flights. With a strategic location at the heart of Europe and
Lufthansa, which managed the early stages of its unique partnership with Lufthansa, Munich Airport’s
Munich’s hub development from Frankfurt, treating it as mission is to become the most efficient and most
something of a side project, now bases a fleet of 125 attractive large hub in Europe.
aircraft in Munich, and operates a separate traffic centre
here. This is equivalent to 50% more aircraft than are Dr Michael Kerkloh is the CEO of Flughafen München
operated by such carriers as Austrian Airlines or Swiss in GmbH (www.munich-airport.de).
their home countries.
2010 Statistics
n Environmental sustainability
Munich handled 34.7 million passengers (+6.2%),
Munich Airport undertakes a range of efforts to save 286,820 tonnes of freight (+25.2%) and 389,939
energy and reduce pollution. ACI Europe has officially movements (-1.7%) in 2010.
certified Munich Airport’s successful measures to reduce
Madrid – Prepared for the Future
T
wo decades ago the Berlin Wall had recently fallen, the current T4 and its satellite building, T4S, opened.
the front pages of major newspapers around the The numerous prizes awarded to the facilities prove the
world dealt with the first Gulf War, mobile phones quality of the infrastructure and the efficiency of its
were brick-sized devices available to relatively few and operation. They include Best European Airport 2008
hardly anyone knew the internet existed. In Spain, the (over 25 million passengers category), granted by ACI
country was devoting its best energies to preparing for Europe, and the 2006 RIBA Stirling Prize awarded by the
the Olympic Games in Barcelona and the Universal Royal Institute of British Architects, which is commonly
Exhibition in Seville. They were both held in 1992, the known as the Nobel Prize of Architecture.
year Madrid hosted the 2nd ACI World General Assembly.
Since then, the world has witnessed an extraordinary n Looking forward
succession of changes. As the Canadian Marshall One of the areas for improvement that Madrid-Barajas
McLuhan said, the planet has become a huge global Aiport has defined as strategic for the coming years is
village whose inhabitants share, increasingly, common the increase of its connectivity with other means of
interests and needs that go beyond all kinds of borders. transportation. Thus, the easy access to the airport by
The evolution of communication systems and air private car and the wide range of public transportation
transport occupies a key place in this transformation. (by Metro it is possible to reach Madrid’s city centre in
Over the last 20 years, Madrid-Barajas Airport has less than 15 minutes and for only €2) is going to be
become the natural bridge between Europe and Latin reinforced by the arrival of the high-speed train (AVE) in
America, having reinforced its position as a hub airport 2012, which will help to promote intermodality.
with nearly 200 direct connections to destinations Another strategic aim for Madrid-Barajas is the
worldwide. Aena (Aeropuertos Españoles y Navegación responsible integration of the airport in its surround
Aérea) has invested $8.8 billion at Madrid-Barajas to ings, minimizing its impact on the environment and
boost capacity to 70 million passengers annually and promoting climate protection. Indeed, Madrid-Barajas
120 movements per hour (currently 50 million passengers was the first of Aena’s airports to implement so-called
a year and 98 movements per hour are handled). The “green landings”, the continuous descent approach
airport was the fastest growing in Europe in the period
2000-2010 and is now ranked fourth in terms of C
The redevelopment
passenger traffic and aircraft movements.
of Madrid-Barajas
Back in the early 1990s, Madrid was handling 16 has given the
million passengers a year and had two intersecting airport two sets of
parallel runways
runways which limited capacity. A masterplan was and a second
developed under which one of these runways would be terminal complex.
closed and three new ones built. The airfield expansion

went hand-in-hand with the development of a second
passenger terminal complex designed by Richard
Rodgers and Carlos Lamela comprising a main building
and a satellite reached by underground people mover.
Madrid was privileged in having space to expand given
that the airports of many European capital cities face
significant limitations on their growth.
The first of the new runways opened in 1998 together
with a new control tower and the others followed in
2004. Then in 2006, the new terminal area that includes
Ma d r i d – P r e p a r e d f o r t h e Fu t u r e
Z which reduces CO2 emissions and fuel consumption by Passenger service is an area of the highest rele-
Madrid’s award-
winning Terminal 4
an average of 25% for each landing as well as reducing vance for the airport. Following Aena’s guidelines,
opened in 2006. noise. In addition, Aena has invested close to €163 Madrid-Barajas offers a high-quality service for
million in sound insulation of some 13,000 dwellings in passengers with reduced mobility. This commitment
the vicinity of the airport. to the disabled has been recognized this year by the
Telefonica Ability Awards handed to Aena in the
Aena Salutes ACI on 20th Anniversary category of public institutions. In relation to the
information process, Madrid-Barajas is implementing
Juan Ignacio Lema Devesa,
President of Spanish Airports and a new passenger service called “Virtual Hostess”. This
Air Navigation, Aena, a public project includes a network of touch screens distributed
company that manages 47 throughout the airport, offering passengers the
airports, two heliports and opportunity to manage their personal questions or,
Spanish air navigation services,
if they prefer, contact with a personal agent via
says: “ACI and Aena have followed
videoconference.
parallel paths. Both were created
in 1991 and have been leading Thanks to the efforts of the past years, Madrid-
players in the vertiginous Barajas has innovative and attractive facilities equipped
evolution of air transport during with the latest technology to offer passengers greater
these last 20 years. ACI has played mobility, speed and efficiency, which together with the
a major role representing the
modern baggage handling systems, shopping areas and
airports’ voice at the international
the expansion of the airfield, make Madrid one of the
regulatory organizations and its
influence has been key to support the promotion of an increasingly liberalized air premier airport capitals of the 21st century. Aena has
transport system that simultaneously has to be safe, secure and environmentally done its homework, and the airport is ready to
friendly. In other words, ACI has helped lay the foundations that have allowed accommodate the increased demand expected in the
Aena grow in an orderly manner to become the biggest airport operator coming years. In this new phase of growth of air
worldwide in terms of passenger traffic. I congratulate ACI for its work and wish
transport, Madrid-Barajas will focus its efforts on
the organization another 20 years of success that will be also successful years for
improving levels of safety, quality and service for its
the whole international airport community.”
passengers and customers in all areas.
YOUR JOURNEY BEGINS AT THE AIRPORT
At Aena we strive to make our passengers’ experiences
at our airports pleasant and full of possibilities.
This is why we are constantly improving our facilities

to offer better infrastructures and services.
All so that you can enjoy trouble-free travel and all that
our airports have to offer.
Find out about everything necessary for your journey through

the information sources we make available to you.
Be informed before travelling: Follow us on:
902 404 704

(+34) 91 321 10 00 www.aena.es @aenainformacion
SHORTENING DISTANCES. BRINGING PEOPLE CLOSER.

www.fomento.es
ACI Latin America-
Caribbean
In Latin America-Caribbean ACI has 60 regular members operating over 200 airports
in 35 countries. The ACI Latin America-Caribbean regional office is in Quito.
Latin America-Caribbean’s Top 10 Airports Latin America-Caribbean’s Top 10 Airports Latin America-Caribbean’s Top 10 Airports
for Passengers in 2010 for Cargo in 2010 for Movements in 2010
São Paulo Guarulhos 27,432,346 +22.8% Bogota 526,844 +17% Mexico City 339,898 -2.3%
Mexico City 24,130,535 -1.1% São Paulo Guarulhos 430,850 +12.6% São Paulo Guarulhos 250,493 +19.5%
Bogota 18,762,502 +26.8% Mexico City 397,142 +22.3% Bogota 240,527 +14.8%
São Paulo Congonhas 15,441,789 +13.2% Santiago 285,436 +11.6% São Paulo Congonhas 204,943 +6%
Brasilia 14,824,113 +17.2% Lima 271,794 +17% Brasilia 176,326 +8.6%
Rio de Janeiro Galeão 12,605,637 +4.1% Campinas 255,008 +38% San Juan 159,584 -3.6%
Cancun 12,571,713 +11% Buenos Aires Ezeiza 212,890 +30.8% Caracas 139,727 -3.7%
Santiago 10,315,319 +14.3% San Juan 181,703 -7.8% Guadalajara 133,323 +1.2%
Lima 10,281,369 +17% Quito 169,571 +19.2% Rio de Janeiro Galeão 122,945 +3.1%
Caracas 8,830,688 +0.7% Manaus 157,157 +10.2% Lima 120,497 +14.8%

Source: ACI
ACI Members in Latin America-Caribbean
Antigua & Barbuda Sociedad Aeroportuaria de la Costa Haiti Panama

V. C. Bird International Airport SA – SACSA Autorité Aéroportuaire Nationale Tocumen SA
– AAN
Argentina Costa Rica Paraguay
Aeropuertos Argentina 2000 SA Aeris Holdings SA Honduras Dirección Nacional de Aeronáutica
– AA2000 Interairports SA Civil – DINAC
Cuba
Aeropuerto de Bahia Blanca
Empresa Cubana de Aeropuertos y Jamaica Peru
Aeropuertos del Neuquen SA
Servicios Aeronáuticas SA Airports Authority of Jamaica – AAJ Aeropuertos Andinos del Perú
(ANSA)
(ECASA) MBJ Airports Limited (AAP)
London Supply SACIFI
Aeropuertos del Perú (ADP)
Dominican Republic Martinique
Bahamas Lima Airport Partners SRL (LAP)
Aeropuertos Dominicanos Siglo XXI Chambre de Commerce et
Nassau Airport Development
SA – Aerodrom d’Industrie de la Martinique Saint Lucia
Company
Aeropuerto Internacional del Cibao Saint Lucia Air & Sea Ports
Mexico
Barbados La Romana International Airport Authority
Administradora Mexiquense del
Grantley Adams International Punta Cana International Airport
Aeropuerto Internacional de la St Christopher & Nevis
Airport Inc. – GAIA
Dutch Caribbean Ciudad de Toluca – AMAIT Nevis Air & Sea Ports Authority
Bermuda Aruba Airport Authority NV Aeropuerto de Chichén Itzá St Christopher Air & Sea Ports
Bermuda Government Department Aeropuertos del Sureste – ASUR Authority
Ecuador
of Operations – BIA Aeropuertos y Servicios Auxiliares
Corporación Aeroportuaria de St Vincent & the Grenadines
(ASA)
Brazil Cuenca – CORPAC Airports Department of St Vincent
Grupo Aeroportuario de la Ciudad
Costa do Sol Operadora Corporación Quiport SA & the Grenadines
de México SA CV (AICM)
Aeroportuária SA Terminales Aeroportuarias de
Servicios Aeroportuarias del Centro Surinam
Empresa Brasileira de Infra- Guayaquil SA – TAGSA
Norte SA DE CV – OMA Airport Management
estrutura Aeroportuária –
El Salvador Servicios a la Infraestructura
INFRAERO Trinidad & Tobago
Comisión Ejecutiva Portuaria Aeroportuaria del Pacífico SA DE
Sinart Sociedade Nacional de Apoio Airports Authority of Trinidad &
Autónoma – CEPA CV – GAP
Rod. Tur. Ltda Tobago
French Guiana Netherlands Antilles
Cayman Islands Uruguay
Chambre de Commerce et Curaçao Airport Partners NV
Cayman Islands Airports Authority Aeropuerto Internacional de Punta
d’Industrie de Guyane Flamingo Airport del Este
Chile Princess Juliana International
Guadeloupe Aeropuerto Internacional General
Aeropuerto Internacional Arturo Airport NV
Chambre de Commerce et Césareo L. Berisso
Merino Benitez
d’Industrie de Pointe-à-Pitre Nicaragua USA
Colombia Empresa Administradora de
Guyana Miami-Dade Aviation Department*
Aeropuertos del Caribe SA – ACSA Aeropuertos Internacionales
Cheddi Jagan International Airport
Aeropuerto Internacional El Dorado
Corporation *Is a regular member of both ACI Latin America-
Opain SA Caribbean and ACI North America
Great Opportunities and Challenges for ACI-LAC
By Philippe Baril
T
his is a time of great opportunities and challenges
for the airport industry in Latin America and the
Caribbean, and of great significance for the future
of our organization.
It is encouraging to note that the recent global fin
ancial crisis which gravely affected the whole industry
has turned into an opportunity for airports in the
region. This economic contingency forced many of
our airports to adopt more efficient procedures and
V
Philippe Baril: practices that allowed operational costs to be
financial crisis has reduced without undermining the quality of the
turned into an
opportunity for
service provided.
airports. With a general recovery underway, this is an
X auspicious moment to look back at past developments
ACI-LAC’s annual
and consider the future – a future which will not be free
assembly and
exhibition was held of problems but which is undoubtedly promising.
in Bermuda in In recent years, our region has experienced positive
2010. This year
the venue will be
economic growth and social development, which has
Montego Bay. been reflected in sustainable traffic performances in
passenger, cargo and aircraft movements. Continuing

growth means that airports need to make new
investments, modernize services and improve passenger
and cargo operations.
ACI-LAC, the Airports Council International Latin
America and the Caribbean, as the organization that
represents airports in the region, has developed a series
of initiatives to support and contribute to the wide
range of services that this complex industry demands.
Since its establishment 20 years ago, our organization
has contributed to the development of the airport
industry, a key element for the wellbeing and progress
of our peoples throughout the continent.
During this remarkable period, ACI-LAC has served
the airport and aviation industry by means of a variety
of services including training opportunities, industry
conferences, publications, traffic reports, advocating
and representing the airports’ position in aviation
regulatory meetings, among others.
At ACI-LAC our work is based on a strategy with four
core objectives:
n To promote greater regional airport participation in
order to show that being part of our organization is
G r e a t O p p o r t u n i t i e s a n d C h a l l e n g e s f o r A C I - L A C
a valuable asset, thus increasing ACI membership – This four-point strategy seeks to foster further
reincorporating members or including new ones. development in the airport industry, not only with
n To implement a strategic plan for ACI-LAC that our region in mind, but on a global scale as our
defines relevant activities in which the organization contribution to the advancement of ACI.
should actively take part and strategies aligned with At ACI-LAC we are committed to the future of our
the objective of defending our regional airports’ organization at a regional and global level, since ACI
interests and serving their needs. is a key player in the international air transport
n To enhance the ACI-LAC committees in order to system with a proactive and influential voice. We
become active in airport and aviation industry policy have strengthened our organization’s goals and
making. The main objective is to promote the strategy in a very solid way, orienting them towards
participation of airport specialists in committee the development of a safe, efficient and sustainable
meetings. To accomplish this we will find the most airport system that will benefit the community of air
X
pragmatic solutions and follow the examples of transport users as a whole. To mark the
other ACI regions. In closing, I would like to join all airport members inauguration of
the new ACI-LAC
n To reinforce training programmes in order to guaran of ACI in celebrating this 20th Anniversary.
offices in Quito in
tee that the region will always have affordable pro 2010, an Aviation
fessional-grade courses oriented towards our airports Philippe Baril is the President of ACI Latin America- Industry Round
Table was held to
readily available. These training courses will always Caribbean (www.aci-lac.aero) and President of discuss regional
be coordinated in conjunction with ACI World. Corporación Quiport S.A. collaboration.
reserved for ad – panama tocumen
reserved for ad – panama tocumen
A Successful Redevelopment for Mexico City
By Héctor Velázquez y Corona
M
exico City’s Benito Juárez International Airport
(AICM) is Mexico’s main gateway and, because of
its geographical location at the heart of the
Americas, guarantees superb connectivity with countries
around the world and especially with the United States
of America.
The airport’s origins go back to the late 1920s when
it was known as Balbuena. After World War II, it was
redeveloped and a new passenger terminal opened in
1952. This has been steadily expanded and a second
terminal entered service in November 2007, while the
capacity of the taxiways and aprons has been increased.
The airport was renamed after Mexico’s 19th century
V President Benito Juárez in 2006.
Héctor Velázquez y Today, the AICM infrastructure comprises two
Corona: AICM
benefits as a
parallel runways which can handle up to 61 movements
member of ACI. an hour, the two passenger terminals and 97 aircraft
stands (56 contact and 41 remote).
To ease passenger transfers between the two ter The extra space afforded by Terminal 2 provides a
minals there is an automated people mover known as much more comfortable experience for both passengers
X Aerotrén. This has a total length of 3km with a journey and staff and has allowed us to increase service effici
Aerotrén has been time of 4.5 minutes and was used by more than ency at the airport compared to the previous single
a great success in
aiding passenger
1.3 million passengers last year. The system can be terminal configuration.
transfers. upgraded in order to cope with future demand. It’s also important to highlight the new safety
programmes initiated by AICM’s management, which
have decreased the potential for criminal activity to take
place in the airport to the benefit and protection of all
our customers.
The redeveloped infrastructure offers sufficient
capacity to cater for an increase in annual passenger
traffic to 32 million compared to the 24.1 million
passengers handled in 2010. This makes AICM the
number two passenger airport in ACI’s Latin America-
Caribbean region although it is the busiest in terms
of aircraft movements. Meanwhile, cargo traffic is
growing strongly.
AICM has become an important economic sector in
its own right. Around 250,000 people walk through the
facilities every day; everyone from passengers, visitors
and employees can enjoy large and comfortable waiting
rooms, five star hotels, handicapped-accessible facilities,
VIP lounges, phone booths and internet, three parking
lots with a capacity for 6,500 cars, areas for cultural
A S u cc e s s f u l R e d e v e l o p m e n t f o r M e x i c o C i t y
2010 Statistics Other programmes developed by ACI have

contributed to the improvement of services offered
Mexico City handled 24.1 million passengers (-1.1%),
397,142 tonnes of cargo (+22.3%) and 339,898 to airport users. We have also had the opportunity to
movements (-2.3%) in 2010. participate in specific studies, organized by the ASQ
and international forums, into service quality in
airport environments.
XX
exhibitions, banks and carrier services, and both The spacious
restaurants and fast food areas. Héctor Velázquez y Corona is the Managing Terminal 2 has
enabled increases
For those whose onward journey is within Mexico Director of Mexico City International Airport in service efficiency
the airport offers excellent ground links. For journeys (www.aicm.com.mx). and comfort.
within the city limits 1,485 taxis from six different cab
companies are on hand, averaging 6,000 trips each day
serving more than 20,000 people. The airport is con
nected to the metro system and there is also bus
transportation available for those travelling to cities in
nearby states such as Cuernavaca, Pachuca, Puebla,
Querétaro, Tlaxcala and Toluca.
n AICM benefits as a member of ACI

As an ACI member, AICM draws benefit from ACI’s
reports on the worldwide airport industry, such as
airport flow statistics and operational data, and from
publications containing information relating to the
experiences, projects and innovations of other airports
in safety, operational and commercial matters. This
information has been of great value to AICM, represen
ting an essential tool for improving decision making
within the airport’s administration. ACI membership
also allows us to participate in a range forums and
international conferences with excellent opportunities
to meet and share experiences with airport executives
from around the world.
Also worth mentioning are the different programmes
ACI has implemented, such as the Airport Service Quality
(ASQ) programme, a benchmarking study that evaluates
the service quality that airports offer to their passengers,
which AICM has been a member of since 2006.
Through this programme, it has been possible to
measure and quantify the service quality that AICM
offers in relation to the airport industry as a whole, and
several air terminals around the world in particular,
allowing us to identify both strengths and opportunities
for improvement.
A New Modern Airport in the Andes
By Benjamín Ortiz
C
orporación Quiport is an international consortium 1,500ha site is 400m lower and 10 times bigger than
of Canadian, Brazilian and American enterprises the existing airport, which will free airlines from the
that are leaders in the airport business. As of 2005, current operational constraints. Once NQIA opens its
it has been managing and operating Mariscal Sucre doors, the Mariscal Sucre site will be turned into a park.
International Airport in Quito, the capital of Ecuador, NQIA’s 4,100m runway will offer airlines improved
through a concession granted by the Ecuadorian take-off performance with more payload and fuel
Government. Quiport is also in charge of the develop capacity, avoiding the need for a refuelling stop on
ment, design, financing, construction, operation and long-haul flights. And the fact that the runway
management of the New Quito International Airport approaches will no longer be over populated areas will
(NQIA), which is being built on a greenfield site and is ensure safer operations. The 41m-high control tower
due to open in 2012. – the highest in South America – will be equipped with
The $640 million NQIA project aims to develop the state-of-the-art air traffic control technology.
airport industry not only in Ecuador, but in the whole A single passenger terminal for domestic and
region as a business centre with significant commercial, international passengers will offer enhanced levels of
tourism and export activities. Traffic handled at Mariscal service and comfort as well as operational efficiencies
Sucre International Airport has increased steadily in the compared to the current facilities. Passengers will find a
past few years, but the airport is hemmed in by the city variety of exclusive quality products and services in a
with no scope for further expansion. Moreover, its high comfortable environment, with first class service. The
altitude (2,800m) and a runway length of 3,120m mean terminal is being constructed with fire-resistant tech
that long-haul flights face weight restrictions on take-off. niques and materials that will also withstand high-
NQIA is being built in a valley about 23km from intensity earthquakes. The 38,000m² building will have
Quito to the highest international standards. The six gates with loading bridges in the first phase and has
V
NQIA is nearing
completion and
will open in 2012.
A N e w M o d e r n A i r p o r t i n t h e A n d e s
been designed for modular expansion. There are 45

parking stands in total.
The cargo area is strategically located close to areas
of flower cultivation (cut flowers are one of Ecuador’s
major exports) and a future industrial free trade zone.
The cargo terminal has been designed to allow cross-
docking from the trucks to the cold rooms, and then to
the aircraft. It has greater refrigerated storage capacity
than is available at Mariscal Sucre, while the ramp and
taxiway layout will allow more efficient aircraft man
oeuvring. With round-the-clock operations, exporters
and importers will be able schedule more convenient
times for their shipments.
also programmes in place for storm water management Z
NQIA’s control
n Environmental standards and control of dust raised during construction activities tower will be the
NQIA is a remarkable enterprise that meets the highest in the dry plains of the Andes. highest in South
America.
technical standards with an extensive effort focused on The New Quito International Airport will be a first
the development and welfare of the community, as well class infrastructure that will include an efficient and safe
as on environmental care. runway, a new road system, a free trade zone, complement
Prior to the start of work on the new airport a full ary services and related installations. This greenfield air
environmental and social impact assessment was carried port will be much more than an airfield; Quito’s new air
out. Since construction started, strict environmental port will be a catalyst of economic and social progress that
standards have been observed and good relationships will promote growth of tourism and exports, increase
maintained with neighbouring communities. As a result, employment opportunities and boost national pride. X
the United Nations has honoured Quiport with two Quito’s Mariscal
Sucre International
international awards for its care for the environment Benjamín Ortiz is the Director of External Communi Airport has no
and its corporate social responsibility programmes. cations at Corporación Quiport S.A. (www.quiport.com). room to grow.
In line with Quiport’s recognition of the importance

of environmental protection, 2,600 Acacia saplings
(Acacia Macarantha) have been planted surrounding the
new airport. These trees are native to dry forests in the
Ecuadorian Andes and will compensate for the 2,360
trees removed from the area of the new airfield.
In regards to noise pollution caused by normal
airport operations, Quiport has developed a plan to
place sound sensors with a limit of 65 decibels in order
to reduce the impact of airport operations. There are
2010 Statistics
Quito handled 5 million passengers (+6.3%), 169,571
tonnes of cargo (+19.2%) and 83,786 movements
(+1.6%) in 2010.
Facing the Challenge of Growth at São Paulo Guarulhos
By Edvaldo Pereira Lima
T
he pressures are mounting on Brazil’s top As a result, the Brazilian President, Dilma Rousseff,
passenger and cargo gateway and ACI-LAC’s has announced that the management and development
busiest airport in terms of passengers, São Paulo of Guarulhos and two other major airports (Campinas-
Guarulhos “Governor André Franco Montoro” Viracopos and Brasília) will be privatized with Infraero
International Airport. A $760 million redevelopment retaining a 49% share. The details are being worked out
programme will provide relief and part-privatization is and the bidding process is to be announced by the end
now being planned. of 2011. The Federal government is also studying the
Guarulhos is one of three airports serving Greater possibility of privatizing Rio de Janeiro Galeão and Belo
São Paulo, which is the largest metropolitan area of Horizonte Confins.
Brazil with a population of 19.6 million people and its
main business and industrial powerhouse. Congonhas is n A glimpse back in time
São Paulo’s original airport, just 8km from downtown Back in 1940, the Federal government decided to build an
and number two in Brazil for passengers, while 99km air base to protect the city of São Paulo, then rapidly grow
away from the city lies Viracopos International Airport ing as the major business centre of Brazil. The wealthy
– Campinas, ranked 11th for passengers and number Ribeiro and Guinle families donated part of a farm at
two for cargo. the nearby city of Guarulhos (some 25km from down
Brazil’s air traffic is booming. At Guarulhos both town São Paulo) and so the São Paulo Air Base became
domestic and international passengers increased by over operational in 1941; it was popularly known as Cumbica.
21% in 2010, and the country’s hosting of a series of Meanwhile, commercial aviation operations used
major global events including the FIFA World Cup in Congonhas. By the late 1950s, it became clear that lack
2014 and the Olympic Games in 2016 will boost traffic of space meant Congonhas could not be expanded to
further. Infraero, the Federal government company in handle large jet aircraft so the existing airport at
charge of managing the top 67 airports of Brazil, has a Campinas was redeveloped with a 3,240m runway.
$5.75 billion programme for the 2010-2014 period but Cumbica handled some early jet operations until
more investment in airport infrastructure is needed to Viracopos International Airport was able to take over
handle the growth. São Paulo’s long-haul operations from October 1960.
V
São Paulo
Guarulhos currently
has two passenger
terminals.
Fa c i n g t h e C h a l l e n g e o f G r o w t h a t S ã o Pa u l o G u a r u l h o s
At the time, Brazil’s major international hub was Rio 14,000m2 terminal, but the Ministry of Defence has
de Janeiro Galeão. decided that a third runway is not to be built.
However, 1960 was also the year the Federal capital Work on the necessary ramp and taxiway upgrades is
moved from Rio de Janeiro to Brasília, which would in currently in hand under a technical and finance
time reduce Rio’s traffic potential. In contrast, São Paulo agreement signed with the Brazilian Army. The Army is
maintained a strong pace of growth and the long to finish phase one of the upgrade by January 2012. The
surface journey to Viracopos – up to a two-hour drive agreement also encompasses earthmoving work for the
from downtown – became increasingly inconvenient. third passenger terminal.
The decision was taken in 1977 to develop Cumbica The new cargo terminal will be ready later in 2011
into a new airport while retaining the São Paulo Air while phase one of Terminal 3’s construction is
Base. Local engineering company IESA prepared a scheduled to be completed by November 2013. An
master plan calling for two parallel runways and two additional car parking garage will also be built to more
passenger terminals each with an annual capacity of 7.5 than triple capacity to just under 10,000 cars.
million passengers. A third runway and two more In the meantime, a new international boarding area
passenger terminals were proposed for future expansion. was opened in April 2011 at Terminal 1, allowing an
Work began in August 1980 on the first stage of the increase from 14 to 20 immigration service booths and
plan, involving construction of a 3,000m runway similar expansion is scheduled for Terminal 2. Three
(09R/27L) and Terminal 1 by a consortium of Camargo temporary operating modules are also being built, and
Corrêa and Constran. Guarulhos opened on 20 January the first with a capacity of 1 million passengers/year is
1985 when a Varig Boeing 747-200 arrived from New expected to be fully operational by the end of 2011.
York JFK. Gradually airlines transferred international The Brazilian boom has strained Guarulhos’s infra
flights from Viracopos, while domestic operations structure but the opening of Terminal 3 will allow
started in August 1985. service levels to be enhanced.
Under phase two of development, the second X
The airport has
runway of 3,700m (09L/27R) entered service in 1989 Edvaldo Pereira Lima is an international aviation writer two parallel
and Terminal 2 opened in July 1993. based in Brazil. runways.
n Growing traffic
Beginning in 1994, Brazil stabilized its economy, paving
the way for solid growth throughout the rest of the
decade. Traffic at Guarulhos fell back in 2001-2003 but
then grew strongly. It surpassed the original design
capacity of 15 million passengers in 2005 and the two
terminals’ gate concourses were extended to cope.
Low-cost carriers such as Gol have stimulated the
domestic market, while Brazil’s growing international
importance has attracted new entrants such as Air
China, El Al, Emirates, Qatar Airways, Singapore Airlines
and Turkish Airlines.
The central element of the $760 million Guarulhos
redevelopment programme is a third passenger terminal
with an annual capacity for 15 million passengers.
Cargo capacity is also being increased with a new
1,650 AIRPORTS. 179 COUNTRIES. 1 VOICE.
Celebrating 20 years of bringing the world’s airpor ts together.
Thank you, Airports Council International, for your unwavering commitment to promote
the common interests and per formance excellence of airpor ts around the globe.
SAN DIEGO INTERNATIONAL AIRPORT
SAN.ORG
© 2011 San Diego County Regional Airport Authority. All rights reserved.
ACI North America
In North America ACI has 186 regular members operating over 300 airports in
two countries. The ACI North America regional office is in Washington DC.
North America Top 10 Airports for North America’s Top 10 Airports for Cargo North America’s Top 10 Airports for
Atlanta 89,318,779 +1.5% Memphis 3,916,937 +5.9% Atlanta 950,119 -2.1%
Chicago O’Hare 66,665,204 +3.3% Anchorage* 2,591,249 +33.8% Chicago O’Hare 882,614 +6.4%
Los Angeles 58,914,922 +4.2% Louisville 2,166,226 +11.1% Dallas/Fort Worth 652,261 +2.1%
Dallas/Fort Worth 56,905,066 +1.6% Miami 1,835,793 +17.9% Denver 630,077 +3.8%
Denver 52,210,972 +4.1% Los Angeles 1,823,570 +16.3% Los Angeles 575,835 +5.3%
New York JFK 46,450,167 +1.3% Chicago O’Hare 1,424,073 +30% Houston Intercontinental 531,347 -1.3%
Houston Intercontinental 40,475,058 +1.2% New York JFK 1,344,617 +17.5% Charlotte 529,101 +3.9%
Las Vegas 39,397,359 -2.6% Indianapolis 947,279 +5.2% Las Vegas 505,591 -1.1%
San Francisco 39,254,002 +5.1% Newark 858,831 +10.2% Philadelphia 460,779 -2.5%
Phoenix 38,552,409 +1.9% Atlanta 659,129 +17.1% Detroit Metro 452,616 +4.6%
Source: ACI * Anchorage data include transit freight
ACI Members in North America
Canada Sudbury Airport Community City of Bangor Airport Department Houston Airport System
Aéroport de Québec Inc. Development Corporation City of Dallas Department of Huntsville-Madison County Airport
Aéroports de Montréal Sydney Airport Authority Aviation Authority
Aerospace North Bay Terrace-Kitimat Airport Society City of Dayton Department of Indianapolis Airport Authority
Calgary Airport Authority Thunder Bay International Airports Aviation Jackson Municipal Airport Authority
Charlottetown Airport Authority, Inc. City of Dubuque Department of Jacksonville Aviation Authority
Authority Inc. Toronto Port Authority Aviation John Wayne Airport Orange County
City of Abbotsford Vancouver Airport Authority City of Des Moines Department Juneau International Airport
Comox Valley Airport Commission Victoria Airport Authority of Aviation Kansas City Aviation Department
Deer Lake Regional Airport Winnipeg Airports Authority Inc. City of El Paso Kent County Aeronautics Board
Edmonton Regional Airports Your Quick Gateway (Windsor) Inc. City of Fresno – Airports Lafayette Airport Commission
Authority City of Naples Airport Authority Lee County Port Authority
Fort McMurray Airport USA City of Phoenix Aviation Lehigh-Northampton Airport
Fredericton International Airport Akron-Canton Airport Department Authority
Authority, Inc. Albany County Airport Authority City of Redding Airports Division Lexington-Fayette Urban County
Gander International Airport Albuquerque International Sunport City of San Antonio Aviation Airport Board
Authority Inc. Allegheny County Airport Authority Department Lincoln Airport Authority
Goose Bay Airport Corporation Arnold Palmer Regional Airport City of San Jose Airport Department Little Rock National Airport
Government of Yukon Aviation and Asheville Regional Airport Authority City of Springfield Airport Board Long Beach Airport
Marine Branch Barkley Regional Airport Authority Clark County Department of Los Angeles World Airports
Government of the Northwest Birmingham Airport Authority Aviation Louisville Regional Airport Authority
Territories DOT, Airports Division Boise Airport Cleveland Airport System MBS International Airport
Grande Prairie Airport Commission Broward County Aviation Colorado Springs Airport Commission
Greater London International Department Columbia Metropolitan Airport Manchester-Boston Regional Airport
Airport Authority Brown County Columbus Regional Airport Maryland Aviation Administration
Greater Moncton International Brownsville South Padre Island Authority Massachusetts Port Authority
Airport Authority Inc. International Airport Connecticut DOT Bureau of Aviation (Massport)
Greater Toronto Airports Authority Buffalo Niagara International and Ports Melbourne International Airport
(GTAA) Airport Dallas/Fort Worth International Memphis-Shelby County Airport
Halifax International Airport Burbank-Glendale-Pasadena Airport Airport Authority
Authority Authority Dane County Regional Airport Metropolitan Airport Authority of
Hamilton International Airport Burlington International Airport Elmira Corning Regional Airport Peoria
Limited Capital Region Airport Authority Evansville-Vanderburgh Airport Metropolitan Airport Authority of
Kamloops Airport Central West Virginia Regional Authority District Rock Island County
Kelowna International Airport Airport Authority Fairbanks International Airport Metropolitan Knoxville Airport
Kingston [Norman Rogers] Airport Charleston County Aviation Flathead Municipal Airport Authority
Medicine Hat Regional Airport Authority Authority Metropolitan Nashville Airport
Nanaimo Airport Commission Charlotte County Airport Authority Fort Wayne-Allen County Airport Authority
Nunavut Airports Division Charlottesville – Albemarle Airport Authority Metropolitan Topeka Airport
Ottawa Macdonald-Cartier Chattanooga Metropolitan Airport Gary Chicago International Airport Authority
International Airport Authority Authority Greater Baton Rouge Airport District Metropolitan Washington Airports
Prince George Airport Authority Chicago Department of Aviation Greater Orlando Aviation Authority Authority
Regina Airport Authority Inc. Cincinnati/Northern Kentucky Greenbrier Valley Airport Miami-Dade Aviation Department*
Region of Waterloo International International Airport Greenville-Spartanburg Milwaukee County Department of
Airport City and County of Denver International Airport Public Works – Airports Division
Saint John Airport Inc. City of Abilene Department of Gulfport-Biloxi Regional Airport Minneapolis-St Paul Metropolitan
Saskatoon Airport Authority Aviation Authority Airports Commission (MAC)
Sault Ste. Marie Airport City of Atlanta Department of Hawaii Department of Monterey Peninsula Airport District
St John’s International Airport Aviation Transportation* Myrtle Beach International
Authority City of Austin Department of
*Is a regular member of both ACI Asia-Pacific and *Is a regular member of both ACI Latin America-
Stephenville Airport Corporation Aviation ACI North America Caribbean and ACI North America
New Orleans Aviation Board Piedmont Triad Airport Authority San Bernardino International Tallahassee Regional Airport
Norfolk Airport Authority Port Authority of New York & New Airport Authority Tampa International Airport
Northwest Florida Regional Airport Jersey San Diego County Regional Airport Ted Stevens Anchorage
Oklahoma City Airport Trust Port of Oakland Authority International Airport
Omaha Airport Authority Port of Pasco San Francisco Airport Commission The South Jersey Transportation
Palm Springs International Airport Port of Portland Sanford Airport Authority Authority
Panama City – Bay County Port of Seattle Sarasota Manatee Airport Authority Tri-Cities Airport Commission
International Airport Raleigh-Durham Airport Authority Savannah Airport Commission Tucson Airport Authority
Pease International Development Reno-Tahoe Airport Authority Snohomish County Airport Tulsa Airport Authority
Authority Rhode Island Airport Corporation Spokane International Airport Tweed-New Haven Regional Airport
Peninsula Airport Commission Roanoke Regional Airport Springfield Airport Authority Ventura County Department of
Pensacola Gulf Coast Regional Commission St. Augustine/St. Johns County Airports
Airport Sacramento County Airport System Airport Authority Wayne County Airport Authority
Philadelphia Division of Aviation Salt Lake City Department of St. Louis Airport Authority Wichita Airport Authority
Phoenix-Mesa Gateway Airport Airports St. Petersburg-Clearwater
Authority International Airport
The Perspective from North America
By Frank Miller
O
ver the last 20 years airports in North America and
across the globe have benefited from ACI’s repre
sentation of airport issues before international
organizations including the International Civil Aviation
Organization (ICAO), the World Health Organization
(WHO) and the World Tourism Organization (WTO). The
importance of harmonization of regulations and
standards, whether for safety or security, is increasingly
recognized for the benefits provided to passengers,
airlines, airports and governments. The difficult task is
to ensure that mandates also contain the necessary
flexibility to allow airport proprietors to tailor their
operations to meet the needs of their communities and
the travelling public. But this work is increasingly
V
critical, given the role airports play in generating
Frank Miller:
airport proprietor economic activity and commerce, as well as ensuring
rights have been the safety and security of passengers and cargo.
the focus of ACI-
NA’s work over the
Airport proprietor rights have been the focus of ACI-
last 20 years. NA’s work over the last 20 years. In the United States in
1990 we were successful in working with Congress to
establish the Passenger Facility Charge (PFC), a pass the AIF for the 27 airports included in Canada’s National
enger user fee that prevented airlines from blocking Airport System also required the payment of “rent”
necessary infrastructure improvements to retain market to the government, amounting to more than C$2.5
share. Airports have a responsibility to their commu billion. That is more than the total book value of the
nities to ensure price and service competition and in airport assets at the time of the transfer more than
many cases, low fare competition would not have been 19 years ago.
accommodated without the new terminals, runways The challenge now is to update the systems in both
and taxiways that the PFC helped build. While this user countries to allow airports to truly meet the needs of
fee is capped by federal fiat, initially at $3.00 and now their communities. In the United States that means
at $4.50, it remains a predominant source of capital and eliminating the federal shackles that prevent local
continues to fund infrastructure providing travellers and communities from investing in local infrastructure and
communities with more air service, lower fares and creating local jobs by using local resources. In Canada, it
economic growth. means ending the obligation to pay millions of dollars
This importance of an independent funding stream every year to the federal government in rent and
was also recognized in Canada beginning in 1992 when, determining the right model for airport ownership
as part of the transfer from federal to local manage going forward. The common element is the long-
ment of most airports, the Airport Improvement Fee overdue recognition that airports do not need this level
(AIF) was established. The good news is that unlike in of government control and mandates, but should be
the United States, this user fee is not constrained, but is permitted to operate like the well-managed, financially-
established based on the costs of the capital improve responsible businesses that they are.
ment project. It has been widely successful, delivering No discussion of the challenges facing airports over
more than C$10 billion in Canadian airport infrastruc the last 20 years would be complete without addressing
ture. The bad news is the same process that established security. Airports in both the United States and Canada
T h e Pe r s p e c t i v e f r o m N o r t h A m e r i c a
work hard to balance the need for passenger and cargo we are reaching out to the airports and World Business
security with the importance of facilitating travel and Partners/Associates to address these issues. We are
commerce and providing a pleasant travel experience. implementing our environmental goals and measuring
We are coming up on a tragic anniversary – 10 years progress through our comprehensive environmental
since the September 11, 2001 attacks that shook the benchmarking survey. Additionally, we continue to work
global aviation system. The Christmas 2009 attack with the airlines domestically and internationally, along
against a US passenger aircraft and the October 2010 with organizations representing air navigation services,
attack on US cargo airlines remind us that aviation to not only provide a lower environmental footprint but
remains a target. We must continue to work together also for increased efficiency and capacity.
as an industry and with our respective governments ACI-NA remains focused on the bedrock issues of
to shape security policy into more of a risk-based, finance, security and the environment, working dili
harmonized system that takes advantage of technology gently to advance financial, operational, security and
where appropriate. Better sharing of intelligence policy agendas for a better aviation system. Working
between government and airports is also key as we together we are stronger, not only in North America X
ACI-NA’s annual
build a more robust and sustainable security system. but throughout the world.
conference and
While environmental issues are not currently at the exhibition was
forefront of North American issues, we remain cogni Frank Miller is the Chair of ACI North America (www. held in Pittsburgh
in 2010. This year
zant of the need to be proactive on noise, emission and aci-na.org) and Director of the San Antonio Aviation the venue will be
water quality issues. As a member-driven organization, Department. San Diego.
Dallas/Fort Worth (DFW) International Airport
Salutes Airports Council International On Its
Twentieth Anniversary
Dallas/Fort Worth (DFW) International on Qantas Airways. DFW has also vations will serve to further DFW’s
Airport congratulates Airports Council added service to Rio de Janeiro and overall goals of remaining customer-
International on its twentieth anniverary, Barbados on American Airlines, as well focused, cost-competitive and
and looks forward to cooperating with as new domestic service from Virgin operationally efficient.
the world’s airports in the ACI mission America and Spirit Airlines within the DFW has also made great strides in
of fostering cooperation throughout the past several months. capturing more of the cargo market over
airport industry. DFW is proud to For five consecutive years, DFW has the past two decades. DFW’s cargo
participate actively in many ACI ranked in the top five for customer segment has grown almost five-fold
initiatives on issues such as airport service among large airports worldwide since 1993, and is now a major source
safety, sustainability and best practices in passenger surveys conducted by of revenue to the Airport. DFW’s
for passengers and customer service. Airports Council International. The ACI international cargo network now serves
Located halfway between the cities of surveys show that DFW Airport’s new 13 major air cargo hubs throughout the
Dallas and Fort Worth, DFW International International Terminal D, which opened world, and its reach into Asian cargo
Airport is the world’s third busiest in 2005, has emerged as one of the markets is rapidly expanding.
airport, with nearly 1,800 flights per day finest passenger terminals in the world, First opened on January 13, 1974,
and 57 million passengers annually. with over five million international DFW has grown to impact the Dallas/
DFW provides non-stop flights to 144 passengers visiting annually. Fort Worth economy by an estimated
domestic and 47 international destina In February 2011, the airport $16.6 billion annually, according to the
tions, with service from 18 commercial launched its Terminal Renewal and Texas Department of Transportation.
passenger airlines including seven inter Improvement Programme (TRIP) DFW and its associated businesses also
national carriers. DFW is the highest designed to renovate DFW’s four legacy support 305,000 jobs and $7.6 billion
capacity commercial airport in the terminals and to better accommodate in payroll. Additionally, the Airport
world, boasting seven active runways modern passenger desires, better brings an estimated 16.3 million visitors
and 155 active gates. passenger flow, sustainability and green to the Dallas/Fort Worth area each year,
DFW is raising its international technology and much better efficiency. supporting approximately 178,500
profile significantly in 2011, by adding a The phased project has begun with visitor-related jobs and $3.7 billion in
total of nine new international destina renovations in about one third of payroll. Visitor expenditures are also
tions in the fiscal year, highlighted by Terminal A, and is scheduled for responsible for $6.5 billion in direct
the start of non-stop service to Australia completion in 2017. These reno- economic output.
DFW Airport’s new International Terminal D.

Redeveloping New York JFK
By Mark Blacklock
B
ack in 1991 when ACI was formed, New York’s co-generation plant to produce electricity. The new
John F. Kennedy International Airport (JFK) was plant started operating in February 1995. Following
passing through difficult times. A redevelopment a series of buyouts the private operator is now
programme known as JFK 2000 had been scrapped Calpine Corporation.
the year before, traffic was plummeting and major Then the Port Authority agreed a deal with a
airlines were going bankrupt. Fast forward to 2011 consortium of Air France, Japan Airlines, Korean Air
and the airport has been transformed by $10 billion and Lufthansa to build a new international terminal
of investment with traffic reaching record levels. to replace the former Eastern Air Lines domestic
The key to JFK’s successful redevelopment has been terminal. Originally opened in 1959, this was under-
a series of partnerships between the Port Authority of utilised following Eastern’s withdrawal from the JFK
New York & New Jersey, which operates the airport market and subsequent bankruptcy. The consortium
under a lease with the City of New York, its tenants worked on an 11-gate, 59,000m2 facility with a
and private sector companies. budget of $467 million, while the Port Authority
On the utilities front, in 1993 the Port Authority invested separately in roadway improvements and
signed a 25-year, $244 million deal with private energy a parking garage.
companies to take over the central heating and Demolition of the old terminal started in 1994
refrigeration plant, redevelop it and build a gas-fired and its replacement, called Terminal 1 under the
Port Authority’s new numbering scheme, opened in
Port Authority Salutes ACI on 20th May 1998. The design by William Nicholas Bodouva
Anniversary & Associates (WNB+A) marked the inauguration
Susan M. Baer, Director of Aviation for the Port Authority of a new standard for light and airy terminals at
of New York & New Jersey, which operates JFK JFK with natural light flooding in through a great
International, Newark Liberty International, LaGuardia,
glazed frontage, steel and glass curtain walls
Stewart International and Teterboro airports, says: “You
and skylights.
cannot overstate how critical it is to have a strong
advocate for our airports, and we’ve seen firsthand here
The next development involved the privatization of
in the New York-New Jersey metropolitan region how the International Arrivals Building and its Wings
invaluable it is for the airport industry to speak with one (Terminal 4). In May 1997, the Port Authority handed
voice. We congratulate ACI on reaching this important over operation of Terminal 4 to a consortium of
milestone, and wish the best for the organization, its
Amsterdam’s Schiphol Airport, real estate developer
leaders and its membership.”
LCOR and Lehman Brothers called JFK International Air
Terminal (JFK IAT LLC). The consortium then started
work on building a new 140,000m2 terminal, cleverly-
designed by SOM on a north-south axis so it could be
built while maintaining operations in the old complex,
which was oriented east-west. Like all the best
concepts at heart a simple one, its implementation
was intricate. Some temporary facilities had to be
provided, utilities re-routed, selective demolition
carried out and passenger routes through the complex
changed as construction advanced.
SOM also came up with an innovative solution to
the aesthetic problem of arrivals. Where departures
and arrivals areas are stacked in a terminal, typically
R e d e v e l o p i n g N e w Yo r k J F K
the lower arrivals level has been the poor relation in Rail Transit Consortium of Bombardier, Skanska and Z
This aerial view of
design terms. At Terminal 4 there is a classic grand Perini agreed a design-build-operate-maintain (DBOM) JFK airport shows
departures hall while the arrivals level continues under contract with the Port Authority and AirTrain opened the central
terminal area with
the departures roadway and then surges up in a in December 2003. There are two sections, one
Terminals 1 to 8
dramatic crest. comprising a loop around the passenger terminals arranged anti
Representing an investment of $1.4 billion, the with a spur to the car rental lots, long-term parking clockwise from the
top of the picture.
new Terminal 4 opened in May 2001 with 16 contact and Howard Beach subway station, and the other
gates plus a bus gate to serve remote stands. In 2010, connecting to Jamaica interchange station.
Schiphol USA acquired 100% of JFK IAT. Also completed in 2003 was a refurbishment and
Meanwhile, work had started in 1998 on a $1.9 expansion of Terminal 7 to add 6,000m2 by British
billion light rail system to reduce air pollution from Airways, while the Port Authority improved road
shuttle buses and improve passenger service. The Air access and added parking.
Red e v e l o p i n g N e w Yo r k J F K
n Carriers change position JetBlue and the Port Authority are now work-
Throughout the 1990s, American Airlines, which had ing on plans to demolish Terminal 6 and expand
become JFK’s largest carrier in both passenger and Terminal 5 with a new international concourse.
freight terms, was looking at redevelopment plans. Meanwhile, the Port Authority has carried out a
In November 1999, it broke ground on a new complex restoration programme on the Saarinen building
to replace Terminals 8 (originally built for American in and requested proposals for its reuse as part of
1960) and 9 (the adjacent former United terminal, a hotel.
subsequently taken over by American). After 9/11 Last year Delta, thanks to both organic growth
this project was downscaled by about a third to and its merger with Northwest, pushed JetBlue
147,000m2. DMJM Harris was the lead architect. into the number two passenger slot and agreed a
Like the JFK IAT consortium, American faced the $1.2 billion redevelopment project with the Port
challenge of building a new terminal while operations Authority and JFK IAT. Delta’s operations are
continued in the original facilities, and there was a currently split between Terminals 2 and 3 (which
multi-phased construction plan. The $1.3 billion it leases directly from the Port Authority) and 4
terminal was completed in 2007 with 36 gates (where it leases four gates from JFK IAT).
distributed around the main building and an island The project involves the expansion of
concourse reached by a tunnel. The Port Authority Terminal 4 to accommodate more Delta flights
built a parking garage in front of the new terminal as and improvements which will benefit all tenants.
a separate project. A new central security checkpoint will replace
A challenge of a different sort was faced by separate facilities for the two concourses and
JetBlue, which had started operations in 2000 in result in the retail and catering mall becoming
Terminal 6 and was running out of space by mid- post-security. An in-line hold baggage screening
decade. Indeed, in 2003 it overtook American as JFK’s system will also be installed. For Delta,
top passenger carrier. The adjacent Terminal 5 Concourse B will be extended with nine new
designed by Eero Saarinen for TWA was lying empty, gates and a Sky Club, international arrivals
but its main building was protected with landmark capacity will be boosted 60%, check-in desks
status. JetBlue worked with the Port Authority on a added and a connector built to Terminal 2.
scheme which saw the former TWA satellites In total, there will be 37,000m2 of new con
demolished to free up a site for which Gensler struction. Upon completion in 2013, Terminal 3
designed a low-profile, 59,000m2 terminal, while the will be demolished and the site cleared for
Port Authority committed to restore the Saarinen aircraft parking.
building. Site clearance started in the summer of 2005 Looking beyond 2013, Terminal 4 still has
and the new Terminal 5 entered service in October scope to grow, there are JetBlue’s plans to build
2008. It has 26 gates and cost $875 million with an out Terminal 5 and the developing transatlantic
adjacent parking garage adding $80 million to partnership between American, British Airways
the investment. and Iberia could see them co-locating in an
expanded Terminal 8. There will certainly be
2010 Statistics plenty to report on from JFK for ACI’s 30th

anniversary publication.
According to the latest statistics filed with ACI, JFK
handled 46.5 million passengers (+1.4%), 1,344,126
tonnes of freight (+17.5%) and 399,626 movements Mark Blacklock is the editor-in-chief of ISC Ltd and
(-4.2%) in 2010. the author of Recapturing the Dream: A Design
History of New York’s JFK Airport.
Denver and ACI – A Partnership for Success
By Kim Day
D
enver International Airport (DEN) opened in 1995,
just four years after the birth of ACI. It is nothing
short of remarkable how far both organizations
have come in such a relatively short period of time.
DEN, which was built on a greenfield site to replace
Stapleton International Airport, is now the 5th-busiest
airport in the USA and the 10th-busiest in the world,
while ACI has earned the well-deserved international
reputation as the “voice of the world’s airports”. Our
partnership with ACI has contributed to the success of
C
this airport in many ways, including helping us explore
Kim Day: as we
new financial strategies and working with us to build face our future,
a culture of safety. We’ve also worked together in the we will continue
to benefit from
national arena to develop and guide aviation policy our participation
and legislation. in ACI.
Recently, DEN completed a 10-year financial strategy.

This is the first time in the history of our airport that we process, our finance team benefited from input and X
An aerial view of
have an integrated financial strategy. Through the advice from ACI as well as from other associations’ Denver International
members. Through this process, we were able to test Airport shows the
A Gates, passenger
assumptions, verify our strategies, and benchmark our
bridge and the iconic
financial progress. Jeppesen Terminal
Our strategy sets out five main goals: fiscal stability (i n s e t ), named after
aviation safety
and growth; maintaining competitive operating costs pioneer Elrey
for our airline partners; optimizing existing resources; Jeppesen.
Den v e r a n d A C I – A Pa r t n e r s h i p f o r S u c c e s s
V
Michael Singer’s
public art garden,
located above the
train platform,
is a spectacular
installation at
DEN’s C Gates.
A Learjet formerly
belonging to the
late cable
television magnate
Bill Daniels hangs
from the ceiling to
the rear.
improving transparency; and, providing information for consistency and adoption, and researching ways we can
decision-making. It also represents our long-term look reduce human errors.
at five key areas that impact financial performance for Once the rulemaking is finalized for the FAA’s Safety
airports: passenger growth; revenue generation; Management System (SMS) initiative, we hope the task
operating expenses; existing debt structure; and, our force’s work will be used toward a fully implemented
capital improvement programme. The plan is a key tool SMS at DEN. I believe through this collaborative effort
that we will use to implement our long-term strategy we can achieve significant, positive results that will help
for the airport. It sets the foundation for us to measure Denver International Airport move toward an even safer
our performance and integrate strong financial metrics environment than what we have today.
for everything we do at DEN.
n Maximizing revenue
n Safety and security We have many issues and initiatives facing the future
Clearly financial health is a critical ingredient in any of airports in the near future. As an industry, we are
successful airport, but at the top of any airport’s beginning to understand that not only are airports
priorities are safety and security. Recently DEN began essential to the economic health of the community
a candid, systemic evaluation of all our airfield safety but they also must operate in a more business-like
and training programmes. We have formed a joint task manner. We must look for every opportunity to
force with the FAA, National Transportation Safety maximize revenue.
Board, the airlines and ACI. This task force will look at Recently, DEN began the process of master planning
many different aspects of safety, including making sure for commercial development on our massive 138 km2
our current policies and procedures align with the of airport property. Our goal is to work in a transparent
FAA’s regulations, looking at our training systems for manner with our airport neighbours to develop a plan
D e n v e r a n d A C I – A Pa r t n e r s h i p f o r S u c c e s s
for compatible land use around our airport and smart C

A pump operates
development on airport property. We plan to use the
at one of the many
network of ACI members to look at what others have active oil wells on
done, learn from them, and determine what may be the DEN property.
Natural gas is also
best applications for land development in our local harvested on site.
dynamic market.
As DEN and all airports look at ways and processes
to maximize assets, such as land development, we must
begin to think of sustainability in broad terms that
include protecting not just the environment around our
airports but also our financial and physical assets as
well. We must optimize all our resources during a time
when our traditional methods of financing airport
development are being revisited.
n Looking forward
How will we keep costs competitive and still add
capacity to meet the expected growth in passenger X
traffic over the next 20 years? How do we work to be Renewable energy
in the form of
sure the national aviation system benefits from the
9,200 solar panels,
tremendous advantages of NextGen as expeditiously located just south
of Jeppesen
as possible, considering the budget pressures on the 2010 Statistics Terminal, provides
FAA? Is privatization a solution that works for some power for
Denver’s air traffic in 2010 totalled 52.2 million
all airport partners? the airport saving
passengers (+4.1%), 251,828 tonnes of freight (+12.2%)
almost 2,270
These are complex issues and vitally important to the and 635,435 movements (+3.8%). tonnes of carbon
future of aviation. Solutions will be found only through emissions per year.
a thorough, thoughtful and inclusive process.

Through ACI, I, along with other airport CEOs, are
exploring ways we can continue to grow our facilities,
be the economic engines for our communities, keep our
costs competitive for our airlines, and do all this with
diminishing federal funding.
As we face our future, we will continue to benefit
from our participation in ACI, whose members will
help us to navigate our future course. We gain
significantly from the worldview this organization
provides. And, we learn immeasurably from the
expertise and innovations of other airports, which
become more readily available through ACI’s seminars
and conferences.
Kim Day is Manager of Aviation at Denver International

Airport (www.flydenver.com).
Building Excitement at Edmonton
International Airport
Edmonton International Airport’s (EIA)
Expansion 2012 began as a C$1 billion
terminal development program to
address the reality that the airport was
under-capacity and operating at approxi
mately one million passengers over its
design capacity. The expansion project
also allows the airport, which is a key
engine for regional economic develop
ment, to continue to facilitate the
region’s significant growth.
With the first in a series of phased
openings scheduled for December 2011,
EIA’s Expansion 2012 continues on
time and approximately 25% under An aerial view of Edmonton International Airport’s Expansion 2012
budget thanks to an economic slow
down, outstanding project manage- of aircraft apron will have been added especially during peak times. Expansion
ment and a shrewd procurement to the airport terminal since the project 2012 will add up to 13 more aircraft
strategy. By the time Expansion 2012 began in 2009. We recognize that air gates – ensuring EIA can easily handle
is completed, more than 50,000m2 lines choose airports that can facilitate more flights to more destinations with
of terminal space and 190,000m2 movement of their aircraft efficiently, no waiting.
An artist’s rendering of Edmonton International Airport’s iconic combined control and office tower, scheduled to open in 2012.
From an environmental standpoint, to the airport. The hotel, which is being late 2011 and will be completed
we’re also proud of the fact that more constructed at the north-east end of the throughout 2012.
than 97% of the construction waste terminal, will feature regular, executive In support of one of our other core
from the new terminal and approxi and presidential suites; 929m2 of businesses, Edmonton Airports has also
mately 88% from the combined office banquet and meeting space; a full- invested significantly to facilitate further
and control tower have been diverted service restaurant and lounge; fitness development of its general aviation
from landfill. Additionally, we have facility, indoor pool and whirlpool spa; facilities that support the movement of
applied for Leadership in Energy and wired and wireless Internet; and airline work crews bound for Alberta’s massive
Environmental Design (LEED) certifi check-in kiosks. Oil Sands. Overall, EIA has inked agree
cation for the new terminal and LEED Expansion 2012 will allow EIA to ments for several new general aviation
Silver for the new tower. As the global address its current capacity constraints and cargo-related facilities, which will
benchmark in sustainable building creating ample room for further growth. add close to a 46,500m2 of new hangar,
design, pursuing LEED affirms our Passengers and visitors can look forward office and warehouse space to the
commitment to achieving high environ to increased convenience – with an airport over the next year.
mental standards for an airport setting. extensive range of new food, beverage In short, EIA is bustling with activity in
EIA has also partnered with a local and retail services – and unprecedented support of the community we serve. If you
hotel developer to build a 210-room comfort. Expansion 2012 is set to want to know more about our Expansion
Courtyard by Marriott hotel connected launch with phased openings starting in 2012 program, please visit us at flyeia.com.
Here’s to 20 years. From 1,607 NM due West.

Some things are worth celebrating. Edmonton International Airport congratulates Airports Council International
on 20 high-flying years and welcomes ACI Global Headquarters to its new home in Montréal. Cheers. flyeia.com
Forecasting Future Traffic Trends
By François Dormoy and Catherine Harmel-Tourneur
W
hen ACI’s forecasters looked ahead at the time potential for freight traffic which they predicted
of the 10th anniversary they predicted would increase at an annual average of 5%; it ended
passenger traffic would grow at an annual up growing 2.5%.
X average of 4% to 2010. And despite significant short- Looking ahead from the 20th anniversary, today’s
Global passenger
traffic is forecast to
term fluctuations as a series of political, economic and forecasting team of experts from ACI and DKMA see
reach 10.8 billion natural events impacted air traffic, they got it right passenger traffic doubling to 10.8 billion by 2029 with
in 2029.
over the decade. freight traffic doubling slightly earlier. And they point
XX
Forecasting is vital to help airports plan for the out that all sectors of the industry – airports, airlines
Asia-Pacific will
become the largest future but, although models are constantly being and air traffic control – will need to develop capacity
passenger market and refined to improve accuracy, at the end of the day a to cope. Here are the highlights of their latest report.
North America will
drop to the number
forecast is a guide not a blueprint. Indeed, the fore
three position. casters of 2001 were over-optimistic about the n Passengers
Globally, over the next two decades annual growth is
Global Passenger Traffic Forecast to 2029 expected to average 4.1%. This means traffic will
double to 10.8 billion passengers by 2029.
International traffic growth at 4.3% a year will be
Passengers (millions)
12000
higher than domestic growth of 4% despite important

10000
growth in China, India and Brazil. With a volume of
6.2 billion passengers in 2029, domestic markets will
8000
remain larger than international which will account for
6000 4.6 billion travellers.
With the exception of Asia-Pacific and Latin
4000
America-Caribbean, international growth will outpace
2000
domestic growth in all regions over the next 20 years.
Several factors contribute to this: the relative maturity
0 of domestic markets, lower potential for growth due
2011 2012 2013 2014 2019 2029
to the geography of a country or the existence of
Source: DKMA Year
efficient alternative modes of transport. The potential
for domestic traffic is very high in Asia-Pacific since
Regional Market Share Passenger Forecasts 2011 and 2029 several economies in the region are emerging
economic powerhouses with vast territories and
Market share 2011 Market share 2029
relatively limited alternative forms of transport. These
3.3% 3.7%
countries are expected to develop their domestic
21.4%
markets before growing the international markets.
29%
27.7% Throughout the forecast Asia-Pacific led by China
4%
38.5% and India is expected to be the fastest growing region,
and by 2013 it will become the largest aviation
9.3%
4% market. This represents a challenge for several
emerging Asian countries which will need to add
8%
capacity quickly.
28% 23.1%
In the Middle East (although part of ACI’s Asia-
Africa Asia-Pacific Europe Latin America-Caribbean Middle East North America
Pacific region the Middle East is analyzed separately
Source: DKMA
for forecasting purposes) the UAE is expected to
Fo r e c a s t i n g Fu t u r e Tr a f f i c Tr e n d s
X
Asia-Pacific is already the top freight market and
will soon be number one for passengers too.
n Freight
Economic activity is expected to remain the main driver
of growth in freight. Domestic demand typically drives X
freight activity and globalization boosts international Global freight
traffic is forecast
freight operations as trade expands. to surpass 200
Freight operations should grow faster than million tonnes
by 2029.
passenger operations at an average of 4.8% a year to
XX
reach about 203 million tonnes by 2029.
While the regional
Asia-Pacific, already the largest freight market in the rankings are not
world, is forecast to grow the fastest, averaging 6.2% a expected to
change, Asia-
year due to strong manufacturing in China and India. Pacific will increase
Latin America-Caribbean will grow steadily as emerging its market share.
Global Freight Traffic Forecast to 2029
250000
Freight (thousand metric tons)
200000
150000
100000
50000
0
remain the largest aviation market over the next 20 2011 2012 2013 2014 2019 2029
years. However, several other countries have Year
Source: DKMA
ambitious plans for economic development in which
the tourism sector is a priority and overall growth is
expected to outpace the world average. Regional Market Share Freight Forecasts 2011 and 2029
Growth in Latin America-Caribbean is also
Market share 2011 Market share 2029
expected to be higher than average as a result of
2.2% 2.1%
economic growth and infrastructure investments.
Some of the countries with the fastest growth are 30.6%
25.5%
expected to be Peru, Brazil and Chile. 36.3%
And Africa’s potential for air traffic development

45.1%
should at last be realized. Africa accounted for 3% of
7%
total world airport traffic in 2009 and this share is
6.6%
expected to increase to 3.7% by 2029. 5.8%
North America and Europe, currently the two 5.2%

19.1% 14.4%
largest aviation markets, are considered more mature
and will see slower growth rates. Within Europe the
Source: DKMA
eastern countries will increase their market share.
Fo r e c a s t i n g Fu t u r e Tr a f fi c Tr e n d s
Global Commercial and Non-commercial Aircraft Movement freight, reflecting increasing demand but tempered by
Forecast to 2029 increasing average aircraft size and load factors.
Total movements should nearly double, requiring not
140000
Aircraft movements (thousands)
only new airport infrastructure but also investments in

120000 en-route and terminal air traffic control systems. Over
the next two decades movements are set to increase by
100000
2.8% a year reaching 129 million by 2029.
80000
Once again Asia-Pacific will be the motor for growth
60000 averaging 5.2% a year during the forecast. By 2029,
Asian airports will handle nearly three times more
40000
aircraft movements than in 2009.
20000 At the other end of the spectrum, Europe and North
America are forecast to grow respectively by 2.1% and
0
2011 2012 2013 2014 2019 2029 1.5% per annum over the next 20 years. Despite this
Year
slow growth North America will remain the largest
Source: DKMA
world region in terms of movements.
Z markets, most notably Brazil, develop their economies. n Aircraft size

Total aircraft
movements are
The Middle East is also expected to see higher than The average number of passengers per flight varies
forecast to reach average growth. greatly by world region reflecting the airline network
129 million in 2029.
Due to their relative maturity, North America and structure and market profiles.
X
North America will
Europe are likely to grow at slower rates than other The average aircraft size will remain the highest in
remain the largest world regions averaging respectively 3.6% and 3.2% Asia-Pacific reflecting the relative importance of long-
world region in
per annum. haul flights as well as the high density of some domestic
terms of
movements but routes. North America will continue to have the lowest
Asia-Pacific will n Aircraft movements due to the strong influence of domestic operations
overtake Europe in
the number two
Aircraft movements (commercial and non-commercial) (over 85% of total passengers) and regional aircraft
position. are expected to mirror the forecasts for passengers and operators.
Forecast Regional Breakdown of Aircraft Movements 2011 n Methodology

and 2029 Since 1997, ACI has surveyed its members for their
Market share 2011 Market share 2029 views on the short-, medium- and long-term outlook of
3.7% 4.3% the global aviation passenger and cargo markets. The
16.8%
results of this survey, cross-checked against historical
24.5%
32.7% trends and data from other sources, provide the
41.3% foundation for the 20-year forecast which has been

created by the ACI/DKMA forecasting team.
25.1%
2.9% François Dormoy and Catherine Harmel-Tourneur are
23%
directors of DKMA which is a leading market analysis
2.6% 12.6%
10.5% and forecasting specialist dedicated to providing
research and analysis solutions for the aviation industry.
Source: DKMA
For more information visit www.dkma.com.
A I R P O R T–
ACC H E P R E F E R R RA ED
T HUB Centrally located in the world on the Greenwich attract further investment in the sector and the
Meridian and close to the Equator, Kotoka project is expected to be completed by the end of 2011.
International Airport (KIA) is fast becoming
one of the favourite airports in West Africa. l Rescue and Fire Fighting Services
The airport is managed by the Ghana Airports The Rescue and Fire Fighting Service (RFFS) has
Company Ltd (GACL). In addition to KIA, GACL also undergone tremendous transformation since its
manages three domestic airports namely Kumasi, inception and a new fire station has been built to the
Tamale, Sunyani as well as various airstrips. GACL was north-east of the runway. Its elevated watchroom is
Both the land Z and air sides X of the born from a restructuring of the Ghana Civil Aviation equipped with the latest technology including an air
airport are undergoing redevelopment.
Authority (GCAA) in January 2007. traffic management system which can be used by
KIA occupies 651ha about 10km from the centre ATC as a second watchtower. Additionally, it offers
of Accra and is equipped with a 3,403m runway with 10 appliance bays that house dual-purpose crash
a width of 60m including 7.5m paved shoulders. rescue fire fighting tenders and other specialized
support vehicles. The service further boasts a training
l Airlines centre, established in 2003, which organizes courses
The number of scheduled airlines operating to and in for both national institutions and internationally for
Ghana has increased from 13 in the 1990s to 30 in countries such as the Gambia, Guinea, Sierra Leone
recent years. While some of the airlines already and Liberia. RFFS also provides worldwide aircraft
operating into Ghana are requesting increased recovery services with equipment capable of
frequencies, four new carriers, United Airlines, Virgin recovering all disabled aircraft up to the Boeing 747-
Atlantic, Brussels and Turkish Airlines commenced 400 and has successfully conducted nine aircraft
flights operations in 2010. Passenger traffic has seen a recovery operations on various aircraft types in Ghana
significant increase since the beginning of the decade and its neighbours such as Benin.
with the airport servicing 1,430,431 passengers in
2010 to about 26 destinations. l Future
The vision of GACL is to make Kotoka International
l Infrastructure West Africa’s preferred aviation hub and the gateway
KIA’s development began in the 1950s and the airport to the region. To this end a master plan programme
has since witnessed extensive redevelopment. Phase has been initiated with a vision for the next 20 years
III is currently in progress and under this programme to be funded by a Public/Private partnership. Design
all essential airside infrastructure and cargo facili work is currently on-going for the remodelling of the
tation equipment is being rehabilitated. To ensure entire terminal building to ease traffic and provide
Z The new fire station can also double as a conformity with International Civil Aviation 13 aerobridges to facilitate boarding of passengers.
second control tower.
Organization (ICAO) standards heavy investments The proposed improvement programme includes
have been made in building a formidable airport an expanded international passenger terminal with
infrastructure, acquiring equipment and training a split-level linear design, accommodating all
personnel to meet world class standards. terminal functions within a three-storey building.
Currently KIA has five boarding gates at the
l Cargo Terminal international terminal.
There has been steady growth in cargo throughput The plan also takes care of the provision of main
at KIA, making it a major player in the cargo business tenance, repair and overhaul services, fixed-based
in West Africa. The construction of a freight terminal operations and other specialized terminals. Fuel
was initiated in 1991 and the current cargo area is supply capacity will also be greatly increased.
approximately 6,285m². To support the provision KIA is constructing seven additional aircraft park
Z The aircraft recovery service works of a world class Global Cargo Village at KIA GACL is ing bays to be completed by the end of 2011 bringing
internationally.
developing projects to enhance cargo operation. One the total to 20. Other ongoing projects include
major facility identified as critical to the growth and reconstruction of the taxiway, rehabilitation of the
transformation of Ghana’s horticultural export main passenger apron and the runway touch down
business is the construction of a perishable cargo zone, provision of aeronautical ground lighting and
centre at the airport. This facility will allow Ghana to the provision of a pavement management system.
Tomorrow’s Airports
By Karen Thomas
G
rowing passenger and freight demand will put become ever busier, the potential for disruption inc
airport capacity and resources under more reases and thus any departure from normal operations
pressure than ever in future. ACI’s forecasts to has a bigger knock-on impact because response times
2029 see global passenger traffic reaching 10.8 billion also become shorter. This represents a huge challenge
and freight topping 200 million tonnes. for the industry.”
The world’s airports will have to work harder to cope Real-time airport operations will rely on new tech
with future demand. Not all will be able to invest in nology. New systems will transform the way that
new terminals or runways, however. Constraints on airports work. Historically, airports have acted like
capacity will force many of tomorrow’s airports to landlords, hosting airlines’ and other customers’
operate more efficiently. The good news is that many proprietary systems. In future, advances in technology
are already developing the technology and approaches will turn airports into hubs for improved communi
that will make that possible. cations, whether business to business or business
“Essentially, airport management is all about flow to customer.
management – managing flows of people, cargo, “Open, standardized infrastructure will become the
information and aircraft,” says Craig Bradbrook, ACI norm, allowing different players to plug and play,”
Director of Security and Facilitation. “Moves are under Bradbrook says. “Service-oriented architecture will make
way to cope with growing throughput using existing it possible for these organizations to communicate and
infrastructure. The challenge is to reduce inefficiencies exchange information and improve business to cus
in the pipeline to maximize those flows in areas such as tomer connectivity. At the moment, many good ideas
passenger security or cargo screening. cannot be put into operation.
“Airports are moving towards real-time operations “Now, one airport company might operate valet car
and these are hugely complex, time critical operations parking, while another manages a pay-per-use depart
with less time available for decision-making. As they ure lounge. Both these businesses probably cater to the
V
Growing demand
will put airport
capacity under
more pressure
than ever in
future, particularly
in fast-growing
regions such as
Africa.
To m o r r o w ’ s A i r p o r t s
C
Streamlined
communications
are the way
forward – London
Heathrow’s
Terminal 5 has
an integrated
communications
system linking
airport operator
BAA with British
Airways.
same customer, but at present they have no contact baggage control and security. Hong Kong’s integrated
with each other. To create a communications interface control centre is particularly effective in minimizing
would require hiring a specialist programmer, which disruption from severe weather, including typhoons.
would be expensive. Bradbrook points also to Terminal Five at London
“That means that there is currently no business case Heathrow Airport, which built in integrated communi
to support such a move. But in future, service-oriented cation systems between sole customer BA and airport
airport architecture will make it easier for the valet operator BAA from the outset. However, Terminal Five
parking service and the private business lounge to work is unusual, having been built for a single carrier, and
X
together to transfer information about their common may not be the easiest business model for other air-
Airports are
client to work seamlessly together.” ports to adopt. introducing
There are signs already that airports are moving Streamlined services will also accelerate a trend that differentiated
services such as
towards a more joined-up service for premium-paying is already shaping many of the world’s airports; the Amsterdam
customers. In the Netherlands, Amsterdam Schiphol widening service gap between low-cost carrier no-frills Schiphol’s Privium.
Airport runs a frequent-flyer service known as the

Privium Programme. For €185 ($260) a year, full privi
leges include priority parking, a private club lounge and
a membership card that incorporates iris scanning
technology. The cards offer fast-track crossing to
members at every border post in the Netherlands.
In future, airports will integrate their control centres,
bringing together airside and landside and terminal
operations. Such systems will streamline airport
management, airlines, handling agents and air traffic
control. Coordinated communication will speed up
flows of information and aim to shorten the command
structure. “Often,” Bradbrook says, “it’s the human
element that weakens the command chain.”
One airport moving towards such streamlined
communications is Hong Kong International, which
operates extensive RFID systems in areas including
find ways to pass these on to the customer in the form

of optional services.”
Passengers who can’t or won’t pay premium charges
for services such as valet parking, priority screening,
boarding and baggage will have to do more for them
selves in future.
In tomorrow’s airports, passengers will not nec
essarily have to turn up at the airport three hours early
to navigate check-in queues, customs and immigration
and security. But passengers will have to take more
responsibility for ensuring that their flight will be
seamless. Airports want to automate as many pro
cedures as possible, to strip out costs, but also to iron
out delays and improve efficiency.
V
Trialling GBAS at
In future, the passenger will complete advance
Sydney – GBAS will check-in and baggage drop-off, and pre-order seating
become an
arrangements and inflight meals online before setting
integral
component of foot in the airport. “Passengers will need to be more
Australia’s next- disciplined to work with tighter time margins,”
generation,
satellite-based air
Bradbrook says.
navigation system. Security procedures will change too. In future,
there will be fewer random security and customs
services and paid-for premium services. Increasingly, checks. Instead, new security screening technology
a two-tier passenger system is emerging, in which will use intelligence to generate individual risk assess
X
customers get what they are willing to pay for. ments. This may well determine whether or not a
Testing of EGNOS is
underway and “In future, we will see a move towards premium passenger is stopped and searched while passing
commercial services airport services for paying customers, including things through the airport.
should be using the
system by the end
like priority security channels,” Bradbrook says. “Airlines
of 2011. continue to strip out costs from their operations and to n Smarter moves
New technology will change airside operations too. The
future is in satellite-based navigation systems. These will
benefit small airports and those that have to battle bad
weather in particular, says ACI Director of Safety,
Technical and Administration, David Gamper. Satellite
navigation can provide the safety benefit of precision
approach to runways that do not have an ILS, at lesser
cost and with greater flexibility than ILS.
“Munich and Sydney were early experimenters with
ground-based augmentation of satellite navigation,”
Gamper says. “Such systems will be expensive, but
many airports are already putting together transition
plans. They will recover the costs of setting up satellite
systems through landing charges to the airlines.”
European Union Member States are working together

on the European Geostationary Navigation Overlay
Service (EGNOS), which aims to improve the reliability
and accuracy of existing global navigation satellite
systems. After nearly six years of trials, the system won
certification in March this year. Commercial service is
now being tested, and should be available by year-end.
Japan and North America have set up similar services.
Individual airports, meanwhile, are moving towards
more sophisicated advanced surface movement
guidance, control and surveillance (A-SMGCS) systems.
Advances in technology will improve airside safety.
Likely future developments include universal adoption
of cockpits fitted with moving maps and other measures
to ensure safe positioning of aircraft. Long-term, airlines billion a year more on ATM than other world regions. Z
A-SMGCS systems
and ATC may introduce fully automated systems to “ACDM will help airports to manage passenger flows will further
guide aircraft while taxiing. and constraints on gate allocations,” Gamper says. “It improve safety.
“These new systems will improve levels of safety,” allocates aircraft slots, improves planning of slots and
Gamper says. “Moving map technology is not yet fully creates automated gate plans under a single system...
mature, although it is undergoing trials through the FAA ACDM is especially promising for airports that find it
in the United States. It will be possible, in many cases, to difficult to manage their capacity.
retro-fit such systems into older aircraft. New aircraft will “It is difficult, financially and politically, to expand X
As part of the
adopt new technologies as they come to market. airports and particularly to build new runways. And so
Single European
“However, airlines and airports have yet to agree ACDM will help airports to maximize the capacity they Sky programme
that the industry needs the newest surface guidance have. The challenge is that all the forecasts predict Eurocontrol aims
to strip out costs
control systems and – more importantly – they need to increased capacity in the air: the question is how to through better
agree who should pay for it. The economic downturn match that with new capacity on the ground. efficiency.
has affected take-up for new technologies. Airlines have

been hit particularly hard by the downturn and have
less money available for long-term investment as fuel
price increases eat into their profit margins.”
Region by region, airports are also looking to set up
integrated air traffic management (ATM) systems.
Airport collaborative decision-making (ACDM) systems
aim to create en-route to en-route control, maximizing
capacity by actively managing departure and arrival
times to improve planning of slots and create optimal
flight plans.
Europe’s ATM systems handle around 26,000 flights
a day, but this is expected to double by the end of the
decade. As part of the Single European Sky programme
Eurocontrol aims to strip out costs through better
efficiency: analysts estimate that Europe spends over $4
“ACDM systems will deliver cost savings for airlines, of North America and Europe to the developing econo
in terms of improved turnaround. But they will also mies of Asia, the Middle East, Africa and Latin America.
offer huge savings for airports, slowing the need to Growth across the developing world is creating a new
build new terminals and other capacity.” middle class hungry for international travel, whether for
Other technical advances will improve airfield safety. business or for holidays.
Vancouver Airport and London Heathrow have been early At the same time, demographic factors will see
adopters of automated systems to detect foreign object growth in older travellers from North America and
debris (FOD) on runways. These use precision scans that Europe, while the continued expansion of low-cost
can detect and identify stray objects and judge what risk carriers will open up travel to those who could not
they present. Most airports still detect foreign objects afford it before. In future, airports will need to cater
manually, and have to shut down their runways several to a greater range of ages, ethnic backgrounds and
times a day so that inspections can take place. income requirements.
US researchers are developing radar systems to “In the past, only the middle and upper classes were
detect birds in the vicinity of airports and flight paths, able to travel,” Schimm says. “Now, cheaper travel has
while around 40 US airports are using new runway end expanded the income spectrum of passengers. Not every
arrestor systems. ICAO looks set to approve the tech passenger in future will be looking to buy a $5,000
nology this year, Gamper says, as it has already watch in the duty free shop. Some may want little more
“achieved half a dozen saves”. than a cheap snack before boarding the plane.
“Airports are very progressive and keen to adopt new “Airports will have to meet the needs of all kinds of
things,” he concludes, “but there is always a cost issue. passengers, and that is not easy. They will need to tailor
Any new technologies have to be integrated into the air their services, from retail to food and beverages, to
port’s long-term development plan. New airports are more meet the needs of first-class passengers, business
likely to build in the new technology from the outset.” travellers, holiday makers and low income passengers.
It will become increasingly tricky for airports to target
n Money talks specific travel niches.
And costs, of course remain critical. The last two “Instead, airports will need to be flexible to avoid
decades have seen airports pour their energies into being vulnerable to changes in any one market segment
building up their commercial revenues, as earnings from of the travel market. The airport of the future will need
aviation generate a dwindling proportion of revenues. to deal with a diversified customer base.”
Looking ahead Andreas Schimm, ACI’s Director of Meanwhile, the airline industry is evolving. Two
Economics and Programme Development, believes that decades of mergers, acquisitions and strategic alliances
this trend will accelerate in future. mean that fewer, larger players dominate global avia
“We are seeing a shift away from airlines paying user tion today. Because the surviving airlines command an
fees for airport facilities and towards passengers paying ever larger market share, both individually and as mem
to use airport facilities, effectively subsidizing runway bers of strategic alliances, the balance of power has
and airfield operations,” Schimm says. “That means we shifted from airports to carriers.
will see a shift away from airlines paying fees that are “An alliance that represents 80-90% of all traffic
calculated by weight, instead becoming agents who through a particular airport is an alliance that has
collect fees for the airport from the passenger through significant power,” Schimm says. “This makes airports
ticketing and other charges.” vulnerable, putting them under ever greater pressure to
In future, Schimm believes, airports will also need keep the customer happy or risk that carrier moving
to serve a more diverse customer base. The next two away. But with airports ever more vulnerable, it
decades will see growth shift from the mature markets becomes harder to plan future growth.
We’re in it
for the long haul
Like Airports Council International, Adelaide Airport Limited has enjoyed unprecedented growth in recent years.
Since AAL took over operations from the Australian Government, we’ve overseen significant passenger growth, and attracted
new domestic and international carriers. Now, just five years since constructing Australia’s most modern and innovative
terminal, we’re already expanding further with more car parking and plans to extend the new terminal.
Adelaide Airport in South Australia features modern multi-user integrated facilities and excellent weather characteristics.
We have available slots for international traffic to grow our network of non-stop connections to major international hubs.
CONGRATULATIONS TO ACI ON 20 YEARS CHAMPIONING THE AVIATION INDUSTRY
Adelaide
New Carpark and Pedestrian Plaza

“As more carriers are taken over or join larger alliances, “That means building residential districts that can
they will want to join their partner or parent airline. This attract businesses and services. And this, in turn, is how
means airports have to find space for that airline in a airport cities develop. In future, airports must be more
particular terminal or check-in zone. That can make life flexible. Changing demands from passengers and from
difficult for airports with constraints on space, and the airlines will keep them on their toes. This will change
problem will only escalate as alliances further consolidate. the way that airports are designed, financed and built.”
Airports will need to be flexible to be able to cope.” New airport construction slowed during the econo
That said, airports themselves are getting bigger, mic downturn of late 2008-2009. But Schimm argues
more complicated, less focused on airside activities, that the scale of growth expected over the next two
and are evolving into stand-alone destinations. The decades means that airports must plan ahead, adding
biggest gateway airports have become airport cities: capacity before it is needed to avoid congestion later.
players such as Atlanta Hartsield, Hong Kong Inter “It is ACI’s job to make sure that our members are not
national, Amsterdam Schiphol, Seoul Incheon and cautious when it comes to investing in growth,” he says.
Frankfurt are centres for global commerce, business “Our forecasts are very optimistic, for freight and for
and retail that employ tens of thousands of people passenger growth... Aircraft manufacturers expect the
and support growing local communities. size of the world’s fleet to double by 2030. There is a
“This is natural evolution, not something that air very realistic case for future airport growth and
ports will need to enforce,” Schimm says. “It makes expansion now. We cannot wait for the demand to
sense for airport cities to evolve, because an airport is a arrive: airports need to anticipate growth and build
crossroads that brings together many different ways of ahead to optimize their growth.”
life and business requirements. Modern life is increas
ingly concentrated around airports, so it makes sense to Karen Thomas is a freelance journalist who writes for a
wrap business life around those airports. range of international transport and business publications.
V
The biggest
gateway airports
such as Atlanta
have become
airport cities.
Minneapolis-St. Paul International Airport
Minneapolis-St. Paul International is the airport noise mitigation programmes in New cargo and aircraft de-icing facilities
15th busiest airport in North America the world, providing noise insulation for as well as storm water retention ponds
and the second busiest domestic hub homes well beyond the federal standard. aimed at reducing environmental
for Delta Air Lines. The airport is served A $3.2 billion expansion programme impacts on the nearby Minnesota and
by nearly every major carrier, with direct was recently completed at MSP, Mississippi rivers were also developed.
service to 135 domestic and enhancing virtually every aspect of the Located in the heart of the Twin
international markets. MSP is among the facility. A new, fourth runway, four new Cities metropolitan area, MSP
most efficiently operated large US parking ramps, improved roadway International is a 15-minute drive from
airports, with a cost per enplanement systems, and new car rental and transit downtown Minneapolis and downtown
among the lower third of large hub facilities – including connections to St. Paul and five minutes from the Mall
airports, providing a competitive edge in downtown Minneapolis and the Mall of of America, the nation’s largest indoor
attracting and maintaining air service. America by light rail – add to the shopping, dining and entertainment
An award-winning concessions airport’s efficiency and accessibility. experience. For more information, visit
programme features more than 100 Improvements also included a new www.mspairport.com, download the
restaurants, shops and service providers Terminal 2-Humphrey and expanded mobile app goHow Airport on your
dedicated to meeting a wide variety of Terminal 1-Lindbergh, providing smartphone, or follow us at www.twitter.
traveller needs. In addition, the airport comfortable, spacious, modern facilities com/mspairport or www.facebook.com/
administers one of the most extensive for airline operations and travellers alike. mspairport.
Congratulations to Airports Council International for
of Global Aviation Leadership

Acknowledgements
For ACI: The Airports of ACI World’s New Host City: Mentzos/Wunderman/Lufthansa (127 lower),
Nancy Gautier, Director Communications Aéroports de Montréal. Avinor AS (128), Fraport AG (129), Aéroports de
Jenny Waddell, Manager Communications Geneva Airport – ACI’s Host for the First
Paris (130), Schiphol Group (131).
For ISC: 20 Years: Geneva Airport (56 & 57 upper), Looking to Long-term Uplift: Narita
Editor-in-Chief: Mark Blacklock ACI World (57 lower). International Airport Corporation (134), Hong
Copy & Picture Editor: Adrian Giddings ACI – Dedicated to Airport Safety: Narita
Kong Air Cargo terminals Ltd (135), FedEx
Publisher: Nigel Ruddin International Airport Corporation (60), CANSO
(136), Fraport AG (137), Lynxs Group LLC (138
Publications Director: Robert Miskin (61), Copenhagen Airports A/S (62 upper),
upper), Kenya Airports Authority (138 lower).
Finance Director: Yvonne O’Donnell ACI World (62 lower), Airports Company South The World Business Partners Programme: SITA
Finance Assistants: Maria Picardo, Anita Africa (63 upper), Port Authority of New York & (140), British Airways plc/Newscast (141).
d’Souza New Jersey (63 lower), Dubai Airports (64), ACI Africa Intensifies its Efforts: Airports
Senior Consultants: Derek Armandias, Jeffrey Greater Toronto Airports Authority (65). Company South Africa (148 upper), Andreas
Fearnside, Michael Gaskell, Karin Hawksley,
APEX Focuses on Runway Safety: Houston Meier/Reuters/Corbis (149 lower), ACI
William Innes, John Taylor
Airport System (68), ACI World (69 upper), Africa (149).
Art and Design Director: Michael Morey EASAT Antennas Ltd (69 lower), Aeroportos da Cairo Redevelops: Cairo Airport Company.
Printed by: Buxton Press Ltd Madeira (70), Agência Brasil [CC BY 2.5 Brazil]
A New Airport for Durban: Airports Company
(72), Denver International Airport (73).
ACI and ISC would like to express their thanks South Africa.
to all those who helped in the preparation of Twenty Years of Airport Security: Rapiscan
ACI Fosters Greater Cooperation in Asia-Pacific:
this publication. Thanks are also due to the Systems (76 left), L3 Security and Detection
Malaysia Airports (158), ACI Asia-Pacific (159).
following companies, people and organizations Systems (76 right), Smiths Detection (78),
for providing pictures. The credits are listed by Iomniscient (80 main), Daniel Lobo [CC BY 2.0] Haneda Expands into Tokyo Bay: Japan Airport
article. Where the pictures for an article came (80 inset), Sydney Airport (82). Terminal Co., Ltd.
from a variety of sources, the appropriate page Developing Airport Service Quality: Malaysia Shanghai goes from Strength to Strength:
numbers are given in brackets after each source. Airports (84 & 86), Dubai Airports (85 upper), Shanghai Airport Authority.
Cover: ACI, Aéroports de Paris/Philippe Stroppa San Francisco International Airport (85 lower), Dubai International: 50 years of Growth and
– Studio Pons, CEIA SpA, Changi Airport Group, Incheon International Airport Company (88), Vision: Dubai Airports.
Fraport AG. Dubai Airports (89 upper left), Indianapolis
ACI Europe: Aéroports de Paris.
Airport Authority (89 upper right), Malta
Messages from the Chair and Director General:
International Airport plc (89 middle left), An Evolving Role for ACI Europe: Schiphol
Sydney Airport (8), ACI (9, 10 & 11 lower),
(89 middle right), Airports Company South Group (178 upper), ACI Europe (178 lower),
Narita International Airport Corporation
Africa (89 lower). Fraport AG (179).
(11 upper).
Developing New Revenue Streams: Sydney Record Growth for Munich: Flughafen
The Voice of the World’s Airports: ACI-NA
Airport (92 & 98), Shanghai Airport Authority München GmbH.
(14 left), ACI World (14 right, 23 lower right,
(93), Aéroports de Paris/Emile Luider − Madrid: Prepared for the Future: Aena.
24 upper right, 27 lower, 29, 30 & 31), Hong
La Company (94 left), San Francisco Inter
Kong International Airport (15 upper), Great Opportunities and Challenges for ACI-
national Airport (94 right), Fraport AG (96),
Hartsfield-Jackson Atlanta International Airport LAC: Corporación Quiport SA (192 upper),
TAV Airports Holding (99).
(15 lower), Kansai International Airport (16 ACI-LAC: (192 lower & 193).
left), Denver International Airport (16 right), Airports and the Environment – A Sustainable
A Successful Redevelopment for Mexico City:
Espen Solli/Oslo Lufthavn AS (17 left), General Approach: Port of Seattle (102), Fraport AG
Aeropuerto Internacional de la Ciudad de
Authority of Civil Aviation, Saudi Arabia (103 upper), East Midlands International
México.
(17 right), Incheon International Airport Airport (103 lower), San Francisco International
Corporation (18 left), Central Japan Inter Airport (104), Malaysia Airports (105), A New Modern Airport in the Andes:
national Airport (18 right), Airports of Thailand Vancouver Airport Authority (106), British Corporación Quiport SA.
(19 left), TAV Airports Holding (19 right), Airways plc/Newscast (108). Facing the Challenge of Growth at São Paulo
ICAO (22 upper), Los Angeles World Airports The ACI Global Training Programme: Aéroports Guarulhos: Infraero.
(22 lower), Tampa International Airport de Paris/Philippe Stroppa – Studio Pons (110), The Perspective from North America: ACI-NA.
(23 upper & middle), Lim Hock San (24 upper Fraport AG (111), ACI World (112 & 119 upper
left), Changi Airport Group (24 lower), Redeveloping New York JFK: Port Authority of
left), Tocumen International Airport (119 upper
Alexander Strahl (25), Aéroports de Montréal New York & New Jersey.
right), Athens International Airport
(26 left), Copenhagen Airports A/S (26 right), (119 middle), Airports Authority of Trinidad Denver and ACI – A Partnership for Success:
Sharjah Airport Authority (27 upper), Paul B. and Tobago (119 lower), TAV (122 upper left), Denver International Airport.
Gaines (28 left), Jack F. Moffatt (28 right). Fraport AG (122 upper right), Airports Forecasting Future Traffic Trends: Nippon Cargo
Messages from ICAO, IATA, CANSO, IFALPA and Company South Africa (122 middle), Gulf Airlines.
ATAG: ICAO (34 & 35), IATA (36), Kansai Centre for Aviation Studies (122 lower), Dubai
Tomorrow’s Airports: Kenya Airports Authority
International Airport (37), CANSO (40 & 41), Airports (123 upper left), Incheon International
(222), BAA plc (223 upper), Schiphol Group
IFALPA (43), ATAG (46 & 47). Airport Company (123 upper right), GMR
(223 lower), Airservices Australia (224 upper &
Aviation Academy (123 lower left), Malaysia
ACI Move Confirms Montreal as the World 225 upper), Direction générale de l’Aviation
Air[ports (123 lower right).
Capital of Civil Aviation: Montréal International. civile, France (224), Eurocontrol (225 lower),
How the Intelligent Airport Will Manage Flickr User: Doc Searls [CC BY 2.0] (228).
Disruption: SITA (126 & 127 upper), Dominik
Libreville airport: a gateway to the world
Libreville, the capital of Gabon, has had

an international airport since the 1950s.
Successive upgrades have allowed for
the reception of all types of aircraft with
adaptations required to accommodate
very large aircraft (Boeing 747s) dating
from the end of the 1960s.
Airline navigation and landing
equipment conform to international
specifications, allowing access to the
airport in all weathers.
The present terminal dates back to
1991 and is built to receive several
million passengers a year. Automated
fingers allow for direct access from
planes to the lounge area. 1998), construction of two aircraft program of modernization and capacity
In 22 years the main investments hangars (1995 and 1997) and the building of the Libreville airport, and
were: the passenger terminal (1991), the rehabilitation of all facilities from continue with the installation of two
resurfacing of the runway (1998), work 2006. These investments have been new roundabouts, new parking, and
on aircraft parking (1989, 1991 and established under the investment police accommodation.
Mumbai International Airport Pvt. Ltd. (MIAL)
Mumbai International Airport Pvt. Ltd. airside enhancements include the “Best Airport in India” award instituted
(MIAL), a joint venture between the commissioning of new taxiways and by the Air Passengers Association of
GVK-led consortium (74%) and Airports aprons, reconstruction of the runway India, consecutively in both 2007 and
Authority of India (26%), was awarded intersection and the reconstruction of 2008. CSIA is also the first airport in
the mandate of modernizing and both the main runway 09/27 and the India to certify to International
upgrading Mumbai’s Chhatrapati Shivaji secondary runway 14/32. This has lead Standards for Passenger Complaint
International Airport (CSIA) in February to a considerable reduction in runway Handling and has received the ISO
2006. GVK currently has a shareholding occupancy time for aircraft landing and 10002:2004 Certification. Additionally
of 50.3% in MIAL. taking off, thereby increasing the CSIA’s proposed Air Traffic Control
CSIA is one of India’s busiest airports efficiency of runway operations. Tower designed by global architectural
having recorded passenger traffic of 29.1 With an ongoing focus on passenger firm, HOK International Limited was
million in 2010-11, along with cargo convenience and comfort in the long conferred the prestigious “Autodesk
traffic of 670,235 tonnes. term, MIAL introduced a number of Hong Kong Building Information
MIAL is currently implementing a changes in the last four years. Some of Modelling (BIM) Award 2009”. CSIA
master plan that has been designed to these include a world-class duty-free was rated the second best airport
have an integrated passenger terminal at area at the international terminal, a worldwide in the 15-25 million
Sahar with state-of-the-art infrastructure variety of food and beverage and passengers per annum category for the
and facilities to cater to passenger traffic wellness facilities at both the inter year 2010 in the ASQ (Airport Service
of 40 million per annum. national and domestic terminals, a Quality) survey carried out by Airports
MIAL’s vision is to transform CSIA website with real-time updates on flight Council International . It was also
into one of the world’s best airports that schedules, entertainment facilities at the recently voted the “Best Brown Field
consistently delights customers and to international terminal, faster immi Airport in Public-Private Partnership” for
be the pride of Mumbai. For this gration, a monthly magazine for the year 2009 in a survey conducted by
purpose, MIAL has engaged well-known passengers called MUMBAI the Air Passengers Association of India
international experts in airport design TOUCHDOWN, efficient kerbside jointly with the Consumers Association
and operations. management and better streamlining of of India.
The transformation of CSIA is a transport facilities outside the terminals. With an objective of giving CSIA a
unique infrastructural project, unlike MIAL also initiated the rollout of state- unique identity, MIAL has designed a
any other airport development project. of-the-art technology to improve new logo for the airport. Derived from
Since taking over operations, MIAL has operational efficiency. the shape of a peacock feather into
brought about significant improvements In the last four years, MIAL has which the acronym ‘CSIA’ is woven
in the operations of the airport. Some of received international and national seamlessly, the logo captures three
the key highlights include the recognition for its efforts. CSIA is the essential attributes: Pride in India,
refurbishment of domestic terminals 1A first international airport to be conferred People and Service and Global
& 1B, international terminals 2B & 2C with the 2008 Frost & Sullivan Standards. This is the first time that an
and the opening of a brand new Aeronautical Excellence “Airport of the airport in India has been given an
domestic terminal 1C. Some significant Year” Award. It has also received the identity of its own.

SNI Marka Rambu

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

SNI Marka Rambu

Uploaded by

Copyright:

Available Formats

AI RPO RTS

ISC ACI World

ACI: Mission, Objectives, Structure 6 ACI Africa 145

guidelines, industry statistics, operational surveys, Europe (7) Asia-Pacific

embraced by the modern airport manager. The Airport

resources, drawing on the AACC staff and resources in

Timeline – Airport Openings and ACI Milestones

Year Airport Openings ACI Milestones

Kansai opened in 1994. Denver International opened in 1995.

Year Airport Openings ACI Milestones

Timeline – Airport Openings and ACI Milestones

Year Airport Openings ACI Milestones

Year Airport Openings ACI Milestones

Key Figures in ACI’s History

Clifton A. Moore. A panorama of LAX following the 1960s redevelopment.

full support,” continues Dr Kotaite. At first the George J. Bean (1924–2004)

in the discussions. Dr Kotaite says that over the

Stanton, of a textbook on airport management

Key Figures in ACI’s History

Lim Hock San

Key Figures in ACI’s History

A Message from ACI World’s Immediate

Key Figures in ACI’s History

special that takes into account those who are

General Jean Fleury was ACI World Chair 1998-1999

An Interview with ACI World’s Chair

ACI liaison office in Montreal during 1994. That

Jack F. Moffatt was ACI World Chair 1992-1995

Key Figures in ACI’s History – The First Three Directors General

1991–1997: Getting the Organization Up

Avinor’s airports are among the to improve results that has

increase costs to regulators, airports, airlines and,

The destination of your search for more passengers –

V to continue building on the progress made so far.

Runway Safety Teams. In fact, since 2003, we have

IFALPA in Brief with ACI as industry stakeholders in vital developments

Dorval remained Canada’s main international gateway,

n Major modernization programme

Proud member of ACI since 1992!

When it comes to airport management, Aéroports de Montréal has

Geneva Salutes ACI on 20th Anniversary

An integrated railway station was

the airport’s corporate identity. The new identity

Athens International Airport proven by an Athens University

n Today’s global picture

n Airport safety today

resources and experience necessary to regulate airport

The worst aviation accident in history was the result

Safety and Technical – An Interview with the Chair

transport departments all over the world, setting out all

again has the potential to cause a serious accident

flourishing in decades to come. As we celebrate Schiphol’s 95th anniversary this

While ACI continually works with ICAO to achieve

Total Airport Solutions

interference with civil aviation; disruptive passengers

also the additional challenge of

Security – An Interview with the Chair

Facilitation and Services – from the Chair

We would like to take this opportunity to show appreciation

We wish ACI continued success in the future.

Nepal Tourism Year 2011

The 2010 ASQ Awards

Best Airports Worldwide Best Airport by Size

5 Porto 5 Austin 5 Shenzhen 5 Kuala Lumpur 5 Bangkok

ICAO noise certification standards require manu

Lomé-Tokoin Airport Authority A total of 4,961 aircraft move Gnassingbé Eyadéma