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Managing Airports
Anne Graham
Cover image: © Getty Images
Sixth edition published 2023
by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
and by Routledge
605 Third Avenue, New York, NY 10158
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2023 Anne Graham
The right of Anne Graham to be identified as author of this work
has been asserted in accordance with sections 77 and 78 of the
Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted
or reproduced or utilised in any form or by any electronic,
mechanical, or other means, now known or hereafter invented,
including photocopying and recording, or in any information
storage or retrieval system, without permission in writing from
the publishers.
Trademark notice: Product or corporate names may be trademarks
or registered trademarks, and are used only for identification and
explanation without intent to infringe.
First edition published by Elsevier 2001
Fifth edition published by Routledge 2018
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging-in-Publication Data
Names: Graham, Anne, 1958– author.
Title: Managing airports : an international perspective/Anne
Graham.
Description: Sixth Edition. | New York, NY : Routledge, 2023. |
Revised edition of the author’s Managing airports, 2018. |
Includes bibliographical references and index. |
Identifiers: LCCN 2022039997 (print) | LCCN 2022039998
(ebook) | ISBN 9781032216409 (hardback) | ISBN
9781032216386 (paperback) | ISBN 9781003269359 (ebook)
Subjects: LCSH: Airports—Management.
Classification: LCC TL725.3.M2 G73 2023 (print) | LCC
TL725.3.M2 (ebook) | DDC 387.7/36068—dc23/eng/20220819
LC record available at https://lccn.loc.gov/2022039997
LC ebook record available at https://lccn.loc.gov/2022039998
1 Introduction 1
Index 565
v
Figures
vii
FIGURES
viii
FIGURES
ix
Tables
xii
TA B L E S
xiii
CASE STUDIES
xv
Preface
When the first edition of this book was published in 2001, the airport indus-
try had received relatively little attention in the published literature and had
been very much overshadowed by the airline sector. Hence this was the moti-
vation for writing this book. Shortly after publication, the airport sector had
to cope with the unparalleled consequences of the events of 9/11, the Iraq
War, the outbreak of severe acute respiratory distress (SARS) and the continuing
threat of terrorism. These issues were consequently considered in the book’s
second edition, which was published in 2003. Five years on, the third edition
in 2008 concluded that 9/11 had been a significant turning point for the indus-
try and since then it had been operating in a much more unstable environ-
ment. This was not just due to security concerns but also because of changing
airline structures and increased environmental pressures. Another five years
passed, and the world experienced a severe global economic crisis, political
unrest and a number of natural disasters. So again this was the backdrop for
the fourth edition of this book. The fifth edition followed amidst heightened
fears of terrorism attacks, unpredicted political change and geopolitical events,
the unprecedented occurrence of extreme weather events and rapid economic
development in various emerging economies. However, since then the airport
industry has arguably faced the most significant global crisis ever with the
COVID-19 pandemic. At the same time airports have come under more pres-
sure than ever to adopt sustainable development goals and set net zero targets,
and there have been advances in technology enabling the unimaginable to
happen. These developments and others have necessitated this sixth edition of
this book to ensure that all current and significant challenges faced by airports
are covered.
Over the last 20 years there has been considerably more written about the
airport industry, but there is still limited coverage in one place of all the impor-
tant managerial and business aspects of running an airport and how these link
together. Therefore the aim of this book, as in previous editions, is to provide a
comprehensive appreciation of the key management issues facing modern-day
airport operators. As well as providing an up-to date review of all latest develop-
ments, there are discussions concerning key trends, particularly in the areas of
sustainable development, the passenger experience, diversification and techno-
logical innovations. The impacts and implications of COVID-19 and recovery
strategies are examined in detail. At the same time other themes such as airport
privatisation, competition and economic regulation have been revisited, given
the changing airport–airline relationship and external environment.
xvii
P R E FA C E
xviii
Acknowledgements
xix
Abbreviations
xxi
A B B R E V I AT I O N S
xxii
A B B R E V I AT I O N S
xxiii
A B B R E V I AT I O N S
xxiv
A B B R E V I AT I O N S
xxv
1 Introduction
Airports are an essential part of the air transport system. They provide all the
infrastructure needed to enable passengers and cargo to transfer from surface
to air modes of transport and to allow airlines to take off and land. The basic
airport infrastructure consists of runways, taxiways, apron space, gates, pas-
senger and freight terminals and ground transport interchanges. Airports bring
together a wide range of facilities and services in order to fulfil their role within
the air transport industry. These services include air traffic management (ATM),
security and fire and rescue in the airfield. Handling facilities are provided so
that passengers, their baggage and cargo can be transferred successfully between
aircraft and terminals and processed within the terminal. Airports also offer an
increasingly wide variety of commercial facilities ranging from shops and res-
taurants to hotels, wellbeing services, conference spaces and business parks.
As well as playing a crucial role within the air transport sector, airports have a
strategic importance to the regions they serve. In a number of countries they
are increasingly becoming integrated within the overall transport system by
establishing links to high-speed rail and key road networks. Airports can bring
greater wealth, provide substantial employment opportunities and encourage
economic development – and can be a lifeline to isolated communities. How-
ever, they do have a very significant effect, both on the environment in which
they are located and on the quality of life of residents living nearby. Intensi-
fied awareness of general environmental issues, especially in relation to global
warming, has heightened environmental concerns about airports.
The focus of this book is on management issues facing airport operators. These
operators vary considerably in their ownership, governance, management
structure and style, degree of autonomy and funding. Typically, airport opera-
tors themselves provide only a small proportion of an airport’s facilities and
services. The rest of these activities are undertaken by airlines, handling agents,
government agencies, concessionaires and other specialist organisations. The
way in which operators choose to provide the diverse range of airport facilities
can have a major impact on their economic and operational performance and
on their relationship with their customers.
Each airport operator will thus have a unique identity, but all have to assume
overall control and responsibility at the airport. Each will be faced with the
challenging task of coordinating all the services to enable the airport sys-
tem to work efficiently. The providers of services are just some of the airport
DOI: 10.4324/9781003269359-1 1
CHAPTER 1 INTRODUCTION
The airport industry had been growing virtually continuously since the Sec-
ond World War, with periodic fluctuations due to economic recessions or other
external factors such as the Gulf War in 1991 and 9/11. Since 2000 and up until
2019, the airport industry experienced a number of volatile years, with further
incidents including the outbreaks of SARS (2003) and swine flu (2009), the
Eyjafjallajökull ash cloud (2010) and the Arab Spring uprisings (2010–2012).
These events and others had varying impacts in different world regions, but
overall there was still global growth except for a marginal decline in 2009
because of the world economic recession. In 2019, total traffic numbers peaked
with 9.1 billion passengers, 119 million cargo tonnes and 102 million aircraft
movements. However in 2020 COVID-19 spread to all parts of the world and
arguably became the most significant global crisis ever faced by the airport
industry. By 2021 the total passenger numbers were only 4.6 billion, which
was an increase of 28.3 per cent from 2020, but still a drop of 49.5 per cent
on the 2019 levels. This volume of traffic was in fact similar to what had been
experienced in 2004 (Figure 1.1). Air cargo was less impacted by COVID-19,
primarily because of growth in e-commerce and in the demand for online con-
sumer goods and pharmaceutical products (such as personal protective equip-
ment and vaccines). However, there was a shift from carrying the cargo in the
10
9
8
7
Passengers (bns)
6
5
4
3
2
1
0
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Figure 1.1
Passengers at world airports, 2004–2021
Data sources: ACI traffic reports
2
INTRODUCTION CHAPTER 1
Asia-Pacific
37%
North America
22%
Europe
27%
Figure 1.2
Airport passengers by world region, 2019
Data source: ACI (2020a)
Asia-Pacific
39%
North America
29%
Europe
18%
Figure 1.3
Airport cargo tonnes by world region, 2019
Data source: ACI (2020a)
3
CHAPTER 1 INTRODUCTION
The importance of these three global regions in 2019 was reflected in the indi-
vidual traffic figures of the various airports. Out of the 20 largest global air-
ports, 6 were US airports, 10 were Asia Pacific/Middle Eastern airports and 4
were European (Figure 1.4). Not all the major cargo airports coincide with the
major passenger airports. Memphis is the world’s second largest cargo airport
because FedEx is based there. Similarly, UPS has its base at Louisville (Figure
1.5). In terms of aircraft movements, North American airports tend to have
comparatively high numbers because the average size of aircraft is smaller
due to competitive pressures and the dominance of domestic traffic. The
4
INTRODUCTION CHAPTER 1
Amsterdam
London LHR
Chicago
Guangzhou Americas
Beijing PEK Europe
Singapore
Asia/Middle East
Frankfurt
Los Angeles
Miami
Paris CDG
Toyko NRT
Taipei
Doha
Dubai
Anchorage
Incheon
Louisville
Shanghai PVG
Memphis
Hong Kong
larger-than-average aircraft size in Asia meant that none of the 10 busiest air-
ports in terms of movements were situated in this region, with the exception
of Beijing Capital (Figure 1.6).
5
CHAPTER 1 INTRODUCTION
Phoenix
Tokyo HND
San Francisco
Americas
Mexico City
New Delhi Europe
London LHR Asia/Middle East
Houston
Paris CDG
Guangzhou
Shanghai PVG
Frankfurt
Amsterdam
Las Vegas
Charlotte
Beijing PEK
Denver
Los Angeles
Dallas FW
Atlanta
Chicago
0 100 200 300 400 500 600 700 800 900 1000
Aircraft movements (000s)
Figure 1.6
The world’s 20 largest airports by aircraft movements, 2019
Data source: ACI (2020b)
Looking back more long-term, the growth in demand for air transport has had
very significant economic and environmental consequences for both the air-
line and airport industries. Moreover, since the 1970s there have been major
regulatory and structural developments, which have profoundly affected the
way in which the two industries operate. Initially most change was experienced
within the airline sector as a consequence of airline deregulation, privatisation
and globalisation trends. The pace of change was slower in the airport industry,
but now this sector, too, has developed into a fundamentally different business.
The trend towards airline deregulation began in 1978 with the deregulation of
the US domestic market. Many more markets were subsequently liberalised or
deregulated, initially as the result of the adoption of more liberal bilateral air ser-
vice agreements. In the European Union (EU), deregulation was achieved with a
multi-lateral policy that evolved over a number of years with the introduction of
three deregulation packages in 1987, 1990 and 1993. The 1993 package, which
did not become fully operational until 1997, was the most significant and had
the most far-reaching impact. This European deregulation allowed a large low-
cost carrier (LCC) industry to develop, which has had major consequences for
many airports. This deregulation trend continued in other parts of the world.
6
INTRODUCTION CHAPTER 1
At the same time that the airline industry was being deregulated, airline own-
ership patterns changed. Most carriers, with the notable exception of those in
the United States, traditionally were state owned and often were subsidised by
their government owners. However, this situation changed substantially as an
increasing number of governments opted for partially or totally private-sector
airline ownership, primarily to reduce the burden on public-sector expenditure
and to encourage greater operating efficiency. It needs to be noted, though,
that the devasting impacts that COVID-19 had on the financial health of air-
lines actually resulted in a reversal of this privatisation trend for some airlines,
7
CHAPTER 1 INTRODUCTION
8
INTRODUCTION CHAPTER 1
fundamentally changed the airline industry. Three key developments were wit-
nessed within the airport sector, as follows:
9
CHAPTER 1 INTRODUCTION
This book discusses the implications of the development of the airport sec-
tor, which has moved from an industry characterised by public-sector owner-
ship and national requirements into a transformed era of airport management
where the private sector and international airport companies play a key role.
Airports are now complex enterprises that require a wide range of business
competencies and skills – just as any other industry. Airports no longer see their
purpose simply as providers of infrastructure, but rather as providing facilities
to meet the needs of their users.
As the airport sector has evolved, it has focused on serving the needs of dif-
ferent types of customers, rather than offering a more generic product that
appeals to all. This is discussed in Chapter 5, as are regulatory and technologi-
cal developments that are occurring in essential passenger processes such as
security, border control and check-in. The consequences of these developments
are assessed in Chapter 6, which considers the ‘passenger experience’ and the
challenges in achieving overall passenger satisfaction, which is a major con-
cern for many airports.
The remaining chapters take a broader view of the airport business and con-
sider the role airports play in the environment and surrounding communities.
This needs to be clearly understood if future and sustainable growth in the
airport industry is to continue. Chapter 9 discusses the economic and social
impacts of airports and how they can act as catalysts for business and tourism
10
INTRODUCTION CHAPTER 1
At the time of writing (August 2022) the industry was still very much recover-
ing from COVID-19. As a result, huge uncertainties and challenges remained,
which are discussed in the various chapters. In addition, airports have come
under more pressure than ever before to adopt sustainable development goals,
not only in terms of the environment (especially related to climate change) but
also in economic and social areas. Moreover, technological and digital devel-
opments have progressed at a very fast pace affecting most areas of airport
management. Hence these three areas, namely COVID-19, sustainability and
technology, are dominant key themes that flow through all the chapters.
References
ACI (2020a) ‘ACI’s World releases most comprehensive airport traffic dataset’,
Press Release, 20 July, Montreal: ACI.
ACI (2020b) ‘ACI reveals top 20 airports for passenger traffic, cargo, and aircraft
movements’, Press Release, 19 May, Montreal: ACI.
ACI (2021) ‘ACI World data reveals COVID-19’s impact on world’s busiest air-
ports’, Press Release, 22 April, Montreal: ACI.
ACI (2022) ‘Final data released: Top 20 busiest airports confirmed’, Press Release,
25 July, Montreal: ACI.
11
2 The structure of the
airport industry
The aim of this chapter is to discuss the structure of the airport industry, particu-
larly in terms of the ownership and governance models that are used. It traces
the development of the airport sector as it has moved from an industry character-
ised by public-sector ownership and national requirements into a modern-day
era of airport management, where the private sector and international com-
panies play a key role. It identifies the reasons for why airport privatisation
has occurred and provides a timetable of key developments, including COVID-
19. It discusses the advantages and disadvantages of the different privatisa-
tion models that have used, namely share flotations, trade sales, concessions,
build–operate–transfers (BOTs) and management contracts. It then moves to
consider who is buying and operating airports and the reasons for these invest-
ment decisions and developments. This leads to a discussion of the benefits of
international multi-airport groups.
With a number of airports, there may have been both local and national govern-
ment interest. For example, Frankfurt airport was jointly owned by the state of
DOI: 10.4324/9781003269359-2 13
CHAPTER 2 THE STRUCTURE OF THE AIRPORT INDUSTRY
Hesse (45 per cent), the city of Frankfurt (29 per cent) and the federal government
(26 per cent). Similarly, Amsterdam was owned by the national government (76
per cent) and the municipalities of Amsterdam (22 per cent) and Rotterdam
(2 per cent). Vienna airport was another example, owned by the Republic of
Austria (50 per cent), the Province of Lower Austria (25 per cent) and the city
of Vienna (25 per cent). Basel–Mulhouse, or EuroAirport, situated on the border
between Switzerland and France, was (and still is) a unique airport, being jointly
owned by the national governments of both Switzerland and France.
It was only in the 1990s that there started to be a significant presence of privately
(or partially privately) owned airports. Before this, the only privately owned air-
ports were small general aviation (GA) or aeroclub airports, and so the influ-
ence of the private sector on the airport industry was very limited. Thus public
ownership, at a local and/or national level, used to be the norm. However, the
way in which the government owners chose to operate or manage the airports
varied quite significantly and had a major impact on the airport’s degree of inde-
pendence and autonomy. The strictest form of control existed when the airport
was operated directly by a government department, typically the Civil Aviation
Authority (CAA), Ministry of Transport or, in a few cases, the military. This was
the common practice for airports in areas such as Asia, the Middle East, Africa
and South America. In Canada, the National Department of Transport directly
operated the 150 commercial Canadian airports. Within Europe, Greece was a
good example of a country where airports were effectively run by the CAA.
There were also a few examples of airports being operated on a concession basis
for the central government. At the larger Italian airports (e.g. Venice, Milan),
companies with public (usually local) shareholdings and perhaps some minor-
ity private shareholdings as well held the operating concession for a long-term
period, such as 60 years at Milan airport. The concession could cover manage-
ment of the total airport and handling services (e.g. Milan, Turin) or just some
of the services such as terminal management and handling (e.g. Palermo). At
French regional airports, the concessions were given to the local chambers of
commerce, with the national government retaining some control over the
airfield facilities. At Zurich airport, the Zurich Airport Authority, which was
owned by the Canton of Zurich, was responsible for the planning and overall
14
THE STRUCTURE OF THE AIRPORT INDUSTRY CHAPTER 2
operation of the airport and the airfield infrastructure, while a mixed public-
private company, FIG, managed and constructed the terminal infrastructure.
There had always been a number of airports, such as Amsterdam and Frankfurt,
which had been run by airport corporations or companies. However, chang-
ing attitudes led to many more airport authorities and companies being estab-
lished. For example, in 1972 the International Airports Authority of India was
established to manage the country’s four international airports, while in 1986
the domestic airports came under the control of the National Airports Author-
ity. These two authorities merged in 1995. In Indonesia, two organisations,
Angkasa Pura I and II, in charge of the airports in the east and west of the
country, respectively, became public enterprises in 1987 and limited liability
companies in 1993. Other examples included the Polish Airport State Enter-
prise established in 1987; the Federal Airport Corporation of Australia set up
in 1988; Aeropuertos Espanoles y Navegacion Aerea (AENA) in Spain and the
Kenya Airports Authority, both formed in 1991; and Avinor in Norway in 2003.
In some cases, such as Copenhagen airport in 1991, the South African airports
in 1994 and Narita airport in 2004, the establishment of an airport corporation
was undertaken primarily as an interim step towards airport privatisation. Like-
wise legislation was passed in 2005 which enabled a number of the larger 12
French regional airports to become companies, with the aim of future possible
private involvement.
15
CHAPTER 2 THE STRUCTURE OF THE AIRPORT INDUSTRY
The airport industry historically had played a rather passive role towards
marketing and responded to customer needs only when necessary. A more
business-like approach to airport management, coupled with a more commer-
cially driven and competitive airline industry, encouraged airports to play a
much more proactive role. In the United Kingdom, for example, many airports
set up marketing departments, started to use pricing tactics and promotional
campaigns to attract new customers and began to undertake market research
(Humphreys, 1999).
16
THE STRUCTURE OF THE AIRPORT INDUSTRY CHAPTER 2
Why privatisation?
While the 1970s and 1980s were dominated by airport commercialisation, the
1990s was the decade when airport privatisation became a reality. But what is
meant by ‘airport privatisation’? It is a vague term that can have various mean-
ings. In its broadest sense, it is usually associated with the transfer of economic
activity or control from the public to the private sector. This involves the trans-
fer of management to private hands, but not always ownership.
17
CHAPTER 2 THE STRUCTURE OF THE AIRPORT INDUSTRY
18
Another random document with
no related content on Scribd:
One other thing, the oysters at Kurrachee are not bad, particularly
when you know you won’t get any for five years to come.
We were much struck with the beauty and cheapness of the black-
wood furniture here. This beautiful carved furniture is now, so they
told us, out of fashion in India, and may be had for a song; the worst
of it is, it is brittle and bulky. We went to one of the dealers and
bought a hundred pounds’ worth, and for this sum our Persian home
would have been sumptuously furnished; we made a contract with
the seller, in writing, to pay him ten per cent. extra for the whole to be
delivered free on board, in cases not weighing over three hundred
pounds each, and not measuring more than four by three feet; if
otherwise as to size and weight, the bargain to be off. The afternoon
before the Arcot left, we, on our return from our drive, found the
dealer on board, and he smilingly informed us that the furniture was
all in the hold; he then presented his bill. I smelt a rat, as I had told
him I must see the cases and weigh them before shipment. Luckily I
did not trust the fellow, for some of the cases weighed eight hundred
pounds, and of course could not have gone up country in Persia. I
refused to take delivery, and was threatened with the law. But it
appears that the dealer, on showing his contract to a solicitor, was
told he had no case, and reluctantly removed his packages. I was
sorry the man lost by the affair, but packages of huge size and
weight were useless for mule carriage. So we lost our black-wood
furniture.
We had ten days of the coast of Belūchistan and the Persian Gulf,
stopping at Linga, Bunder Abbas, etc., though we did not go ashore,
having no desire for some hours’ pull, in the sun, in an open native
boat on a very rough sea.
At length Bushire was reached, and after a seven weeks’ voyage
from the time we left London, we landed in Persia; and were
hospitably entertained at the Residency, where Colonel Prideaux,
one of the whilom captives of King Theodore, was Acting Political
Resident in the Persian Gulf; Colonel Ross being at home on leave.
I was anxious to draw pay again, which I could only do on
reaching my station, Shiraz; and to escape the rains: so I engaged a
muleteer, and finding two of my old servants and a boy in Bushire,
we started with thirty mules, ourselves riding muleteers’ ponies.
Our stay in Bushire lasted only four days, and at some personal
discomfort we started, hoping to avoid the rains which were due in a
fortnight.
CHAPTER XXXII.
FROM THE PERSIAN GULF TO ISPAHAN.