Volume 19 (2024-25)

Each volume of Journal of Airport Management consists of four, quarterly 100-page issues published both in print and online. The articles published in Volume 19 are listed below:

Volume 19 Number 2

Editorial
Simon Beckett, Publishing Editor, Journal of Airport Management
Case Studies
Case study: Vienna Airport’s south terminal expansion project
Philipp Ahrens, Senior Vice President Center Management and Stefan Kovacs, Senior Executive President, Vienna Airport

This paper describes the collaboration between two airport departments that depend on each other to develop a commercial terminal area. It outlines the new opportunities that building information modelling (BIM) planning brings to the planning and construction of a new terminal building at Vienna Airport. It describes how this digital planning tool is helping to facilitate the development of a virtual reality (VR) tool for use by the commercial department in discussions with possible new tenants. Further, it discusses the importance of developing non-aviation commercial revenues, which currently not only contribute to passenger satisfaction but also provide airports with a considerable volume of income to fund infrastructural developments. The paper not only describes new planning tools and the importance of travel retail and food and beverage (F&B) offers, but also how synergies within one company can be used to reduce costs in the process — here specifically in a lower investment for the development of the VR tool.
Keywords: IM; construction; terminal expansion; openBIM
Assessing physical climate risks at airports: A case study of Rome
Lorenzo Rinaldi, Chief Risk Officer – Vice President, Risk Governance and Compliance, Aeroporti di Roma and Roberto Mezzalama, Senior Project Director, WSP Italia

The paper explores the multifaceted risks posed by climate change to airport infrastructures and the strategic planning required to mitigate these risks. Climate change, driven by greenhouse gas (GHG) emissions, leads to increased global temperatures and extreme weather events, which significantly impact critical infrastructure systems, including airports The paper highlights the importance of addressing climate stress on infrastructure to ensure long-term sustainability. Airports are particularly vulnerable to weather-related disruptions, such as storms, sea level rise and changes in climatic patterns, which can affect operations and safety. The authors emphasise the need for systematic and comprehensive climate risk assessments, as recommended by international organisations like the United Nations and the European Union. Aeroporti di Roma (ADR) conducted a comprehensive climate risk assessment for its two airports, Leonardo Da Vinci in Rome-Fiumicino (FCO) and G. B. Pastine in Rome-Ciampino (CIA). The assessment involved screening relevant climate hazards, scoping critical assets and dynamic modelling of risks. The methodology used included the classification of climate-related hazards, analysis of past and future climate conditions and the development of a climate atlas for easy retrieval and graphical representation of data. The key results of the assessment were presented through a Hazard Assessment Atlas and an Assets Scorecard, which detailed the exposure, vulnerability, mitigation measures and risks for each asset. The mitigation measures identified were grouped into four main categories: design, integration/extension of control models, integration/ extension of monitoring and maintenance plans and infrastructure resilience. The paper concludes that the comprehensive climate risk assessment allowed ADR to develop a detailed understanding of the vulnerability and resilience of its airport infrastructures. This understanding enabled the preparation of a Climate Adaptation Plan, which includes short, medium and long-term mitigation measures to reduce the impact of risks and increase asset resilience. The plan is integrated into the Airport Development Plan and the ADR Business Plan.
Keywords: climate change; airport infrastructure; risk assessment; mitigation measures; vulnerability; resilience; climate adaptation; hazard assessment; strategic planning
Practice Papers
Environmental, social and governance principles in airports: Drivers, pushback and a way forward
Alex Chapman

This paper describes the origins of environmental, social and governance (ESG) in compliance and brand building, and its evolution into a topic of significant strategic importance to airports owing to the stakeholders driving it forward: finance, government, employees and the airport organisational ecosystem. The paper describes factors acting to resist the growth of the ESG trend, while underscoring the importance of ESG as a risk management tool and a way to maintain the airport’s social licence to operate. It describes the approach that Vantage Group has employed to address ESG at its airports, including establishing an indicator framework drawing on widely accepted standards, gathering data to establish a baseline for those indicators, setting goals and embarking on a journey of continuous improvement to enhance ESG performance.
Keywords: ESG; environment; social; governance; climate; sustainability
The role of regional airports in the context of regional development
Joanna Fornalczyk, Partner, COMPER Fornalczyk & Partners and Anna Midera, President of the Board and CEO, Lodz Airport

Regional airports serve as vital connections between regions, both domestically and internationally. It is essential to view airports as key infrastructure that supports the economic and social growth of their respective regions. As the entry point to a region, an airport’s success is not solely reliant on the expertise of its managers in creating effective governance, infrastructure, operations, and workforce development, but also on the attractiveness of the region itself to potential investors, contractors, and tourists. Consequently, a regional airport’s lack of profitability may not stem from poor management decisions, but rather from the broader economic conditions of the region it serves. Public funding or government ownership often covers the financial losses of these airports, which is typically considered state aid. However, this should be supported by a solid legal framework that permits the provision of compatible state aid in appropriate circumstances, ensuring the alignment of development across various regions within the European Union (EU). This approach would foster better communication between regions, promoting their development and convergence. While regional airports may not be profitable, their contribution to the well-being of European society is paramount.
Keywords: airports profitability factors; State aid for airports and airlines; Polish regional airports
Airport board orientation and training
Kim Kenville, Professor, Dept of Aviation, University of North Dakota

In the US, public-use airports are typically owned and operated/governed by local government — meaning cities, counties or state-authorised authorities (airport or port). Whichever type of governance structure the airport has, there is likely a board, either advisory or authority. Airport board membership is typically determined by the governing body (council or commission); the number of members and the term of service may vary. Members who join the board often bring new, innovative ideas with the best intentions but may not have a thorough understanding of the intricacies of the airport industry. The people appointed or elected to boards are usually energetic and successful in their fields and want to use that knowledge effectively elsewhere in the community. It is important to harness this new energy and provide detailed airport and aviation industry training, enabling the board to make effective decisions and function at the highest level. This paper provides a customisable foundation for an airport to use for its board orientation and ongoing training sessions. Essential elements for orientation and training include understanding the members’ role on the board, their level of authority, expectations of the members and of meetings, meeting etiquette and the specialised nature of the airport industry. Lastly, a compilation of important documents and information is provided to assist airport executives in developing and implementing meaningful airport board orientation and training.
Keywords: board of directors; orientation; training; airport
Can small airports ever be profitable?
Jani Jolkkonen, Senior Vice President, Airport Network and Deputy CEO, Finavia

This paper discusses the future of small airports that struggle with profitability. According to international studies, profitable operations require up to 1 million passengers per year. The paper showcases the situation at small airports in Finland, from hundreds of thousands to only tens of thousands of passengers per year. The airport company Finavia operates a total of 20 airports throughout Finland. Finnish airports can be divided into three categories: growing, stable and decreasing, based on their current situation. The paper discusses the global and local trends affecting profitability, cost structures and future possibilities for small airports.
Keywords: profitability; network airports; airports; small airport; state support
Looking at the bigger picture: Total cost of ownership considerations for baggage handling systems
Larry Studdiford, President, Studdiford Technical Solutions

There is ever-increasing pressure on airlines and airports to provide a positive customer experience for travellers. Coupled with the imposition of fees for baggage, the expectation of efficient and effective service is high. Yet, airport baggage handling systems (BHS) are often overlooked in large terminal projects. BHS design and procurement decisions are frequently based solely on capital investment considerations, without a holistic analysis of the life cycle cost of the system. Encouraging stakeholders to look at the project through a total cost of ownership (TCO) lens involves diving into design decisions, equipment selection, construction planning, operations and maintenance strategies, as well as the impact of various procurement methods. This paper offers a framework for engaging in a broader analysis of the considerations and trade-offs across the BHS project life cycle. Engaging all stakeholders from the beginning and helping them understand the impact of their choices during each phase of a BHS project can not only reduce costs, but uncover opportunities for innovation, energy efficiency and automation.
Keywords: baggage handling; total cost of ownership; BHS; equipment cost; procurement
Why collaboration is necessary if federal partners continue to impose security funding on airports
Sarah Demory, Assistant Aviation Director/Chief Operating Officer, City of Phoenix Aviation Department

Airports are critical economic engines and employment generators for their communities. Above all they place emphasis on the safety and security of their facilities, operations and customers. The Transportation Security Administration (TSA) is an organisation responsible for ensuring the security of transport systems in the US and, like other regulatory bodies, often proposes new rules or amendments to meet changing security standards, following a Notice of Proposed Rulemaking, which permits stakeholders to provide valuable feedback to influence the future of airport operations. In April 2023, the TSA issued its Airport Security Program National Amendment (TSA-NA-23-02), which requires airports to implement a costly and impractical employee screening policy without any financial or operational support. As of late September 2024, airports were required to conduct random physical screening of aviation workers entering certain access points in terminal buildings and will eventually be required to procure and use explosive detection screening equipment to conduct the screening. The lack of collaboration, coordination and input from the aviation industry on this proposed unfunded mandate produces significant impacts to airport operators. This paper describes the importance of collaboration, as industry organisations, including the American Association of Airport Executives (AAAE) and Airports Council International – North America (ACI-NA), are calling on federal agencies to broaden public participation in the regulatory process. In order to ensure a continued safe and secure aviation system, it is critical that the TSA and federal partners work more collaboratively with airports.
Keywords: unfunded mandate; security; employee screening; regulatory; rulemaking
ACI World News: A roundup of latest announcements

Volume 19 Number 1

Editorial
Simon Beckett, Publishing Editor, Journal of Airport Management
Case Studies
The intersection of data and human behaviour in aviation
Dionne Crutchley, General Manager, Terminal Operations, The Calgary Airport Authority

This paper explores the critical intersection of data analytics and human behaviour within the aviation industry, emphasising the need for a balanced approach to enhance operational efficiency and passenger experience. As airports increasingly rely on data-driven decision making, the paper identifies key areas where data can optimise operations while also highlighting the importance of understanding human stressors in dynamic airport environments. Readers can expect to gain insights into how various stressors influence traveller behaviour and decision making. By employing a human-centred design approach and recognising the complexities of passenger experiences, stakeholders can develop strategies that effectively address both operational goals and individual needs. The paper illustrates the significance of context in interpreting data and the necessity of collaboration among diverse teams to create guest-centric solutions. Ultimately, it underscores that integrating human understanding with data analytics is essential for navigating the challenges of modern air travel, ensuring that advancements truly enhance the travel experience rather than complicate it.
Keywords: data analytics; passenger experience; human behaviour; operational efficiency; collaboration
Case study: Automated staff assignment with LiDAR tracking for security control at Munich Airport
Robert Götze, Senior Security Manager, Corporate Security, Aviation Security Policy, Munich Airport and Andreas Hofmann, Director Business Development, Amorph Systems

Munich International Airport (MUC) is a major European hub that, in 2023, served 219 destinations in 64 countries by 99 airlines. Like many airports throughout the industry, MUC has been affected by staff shortages and has explored ways to improve efficiencies while maintaining safety and security. This paper describes a project to automate a process for random assignment of airport staff and airline crews to alternative screening areas at a control point. The paper explains the approach taken from concept design through implementation, including the challenges faced, the lessons learned and ultimately, the success achieved.
Keywords: automated staff assignment; tracking; LiDAR; process design; visual walkthrough
A data-driven approach to elevating airport experiences: Insights from Ontario International Airport’s journey mapping analysis
Tiffany Sanders, Director of Customer Experience, Ontario International Airport, Samantha Flores, Director of Hugo, and Melissa Hoelting, Assistant Director of Hugo, Corgan

At Ontario International Airport (ONT), elevating the customer experience goes beyond increasing operational efficiency. By using a comprehensive, data-driven approach to creating a customer journey map, ONT gains a clear and comprehensive understanding of a passenger’s experience throughout the airport. This paper identifies key problems, areas of success and opportunities for improvement, leading to informed decision making and strategic investments that elevate overall customer satisfaction. Readers will learn the purpose and application of a customer journey map, including how to identify critical touchpoints and visualise the user experience from start to finish. The paper also introduces behavioural science tools, such as retina-scanning glasses, which help benchmark current experiences and uncover gaps in service. Additionally, it highlights the role of data-driven insights in influencing future design strategies, considering spatial features, emerging trends, policy changes and technology integration. The paper describes how to analyse and prioritise recommendations across each touchpoint, fostering cross-organisational consensus and guiding strategic investments in enhancing the airport experience. This knowledge is vital for professionals looking to innovate in service and infrastructure improvements, ensuring a world-class experience for airport passengers.
Keywords: passenger journey mapping; user experience; environmental quality; Ontario International Airport (ONT); wayfinding
Navigating the PFAS landscape and successfully transitioning away from aqueous film-forming foams
Noah J. Karberg, Airport Manager and Cameron M. Woods, Environmental Coordinator, Nantucket Memorial Airport

Per- and polyfluoroalkyl substances (PFAS) are a class of synthetic compounds that are ubiquitous in many consumer and industrial products, including certain fire-fighting foams such as aqueous film-forming foam (AFFF) required by the Federal Aviation Administration (FAA) until 2024 for incident response and readiness. Recent regulatory changes, public health concerns and liability implications are likely to result in the discontinuation in the supply of AFFF; use of AFFF may also no longer be a tenable option for many airports based on its potential impact on public health via groundwater and public drinking water supplies. Transitioning from AFFF to a fluorine-free (F3) product involves assessment of liability, planning capital acquisitions and implementing the change successfully across airport lines of business. This paper specifically explores the successful PFAS management and transition strategy at Nantucket Memorial Airport.
Keywords: per- and polyfluoroalkyl substances (PFAS); fluorine-free foam (F3); aqueous film forming foam (AFFF) transition; decontamination; capital planning
From bricks to bytes: AI-based airport digital transformation in practice
Robert Rauch, Innovation Manager, Fraport Slovenija and Christiaan Hen, Chief Executive Officer, Assaia International, Switzerland

Air travel is one of the most developed and advanced forms of transport, the success of which is reflected in a high level of innovation and the safety and comfort of passengers. In the context of long-term growth in air travel, constant cost and capacity pressures at airports and rapid advancements in innovative technologies, numerous opportunities arise. The greatest risk for any airport would be to neglect digital transformation. Technological improvements based on innovative, sustainably oriented technologies have significant potential. This paper discusses how to address current challenges at airports using evolving technologies and artificial intelligence (AI). It examines the dynamics of ground handling operations and highlights the transformative impact of technology and innovation. Unlike landside operations, many airside processes at most airports remain manual and inefficient. The paper introduces an advanced solution for monitoring aircraft ground handling, enabling proactive management of flight delays and resource shortages due to changes in flight schedules. This tool offers insights into potential efficiency gains by using a system of cameras and AI for the automatic recognition of the start and end of aircraft turnaround processes, without human intervention in the process itself.
Keywords: aircraft turnaround; ground handling; artificial intelligence
Practice Papers
Don’t be left at the gate: A practical guide to AI adoption for airports
Chris Crist, Senior Deputy General Manager, Chief Technology Officer, Hartsfield-Jackson Atlanta International Airport

Modern airports face increasing challenges due to the growing number of passengers and evolving security threats. The successful operation of an airport requires a delicate balance between efficiency, security and passenger satisfaction. Artificial intelligence (AI) offers the potential to revolutionise airport operations by improving passenger experience, enhancing security and optimising efficiency. Implementing AI presents challenges, however, including the need for a strong data foundation and a focused approach. Organisations should avoid trying to do too much at once and focus on specific AI applications. Building a data-driven culture and investing in data teams and chief data officers (CDOs) are essential for successful AI adoption. By addressing these challenges and embracing AI, airports can create a more efficient, secure and passenger-friendly environment.
Keywords: artificial intelligence; AI; data-driven decision making; passenger experience; future airports; airport technology; airport management
Data governance best practices for the AI-ready airport
Trevor Strome, Director, Information Technology, Winnipeg Airports Authority

Airports generate vast amounts of data across various systems that are crucial for operational efficiency, safety and enhanced passenger experience. As airports increasingly rely on this data in order to adapt to evolving passenger experience demands, business environments and regulatory requirements, data governance becomes essential for managing, safeguarding and leveraging data effectively. A robust data governance framework provides the structure for ensuring data quality, security and compliance while enabling airports to harness data for artificial intelligence (AI) applications such as predictive maintenance and passenger flow management. By starting with a clear scope, objectives and policies, airports can build a data governance framework that addresses both current needs and future challenges. This paper explores the role of data governance in making airports AI-ready, outlining best practices for implementing a governance programme. It highlights the importance of tools such as data lineage tracking and the need for strong data security measures to comply with regulations such as General Data Protection Regulation (GDPR). The paper also emphasises the need for a culture of accountability, outlining key roles such as data stewards and chief data officers (CDOs) to ensure consistent, robust data management. As AI adoption grows, airports must focus on maintaining data integrity, fostering transparency and ensuring regulatory compliance to unlock the full potential of their data assets while safeguarding privacy and building stakeholder trust.
Keywords: data governance; artificial intelligence; AI; data privacy and security; regulatory compliance
ACI World News: A roundup of latest announcements