{"id":2608,"date":"2018-09-20T04:23:17","date_gmt":"2018-09-20T04:23:17","guid":{"rendered":"https:\/\/dev.airportscouncil.org\/?p=2608"},"modified":"2018-09-20T04:23:17","modified_gmt":"2018-09-20T04:23:17","slug":"airports-seek-new-efficiencies-to-go-with-the-flow","status":"publish","type":"post","link":"https:\/\/airportscouncil.org\/2018\/09\/20\/airports-seek-new-efficiencies-to-go-with-the-flow\/","title":{"rendered":"Airports Seek New Efficiencies to Go with the Flow"},"content":{"rendered":"

By Sandra Arnoult<\/em><\/p>\n

Anyone who frequents an airport doesn\u2019t need to be told they are usually a work in progress. Airports, their airline and tenant partners, and their terminal designers and architects are constantly on the hunt for new and better ways ways to serve customers and streamline the passenger processing experience.<\/p>\n

A tall order, indeed, as any and all of these changes must be carried out at the same time thousands of passengers and employees use these busy terminals. Nonetheless, airports have shown they are up to that and more as they continue to pursue better, more creative ways of conducting business.<\/p>\n

\u201cTo play on the world stage and continue to accelerate the growth we are experiencing, it\u2019s critical that we work with agencies and business partners to ensure our processes are competitive on a worldwide scale,\u201d said Howard Eng, President and CEO of the Greater Toronto Airports Authority. Toronto Pearson, which served 47 million passengers in 2017, estimates that by the mid-2030s, the airport may serve as many as 85 million passengers.<\/p>\n

Eng has a straightforward approach to customer satisfaction: Remove factors that make the experience stressful and provide the help and information they need to enable them to enjoy the airport amenities.<\/p>\n

As with all airports, safety and security are top priorities. Eng said the airport is working with the Canadian Air Transport Security Agency (CATSA) to roll out the latest CATSA Plus technology.<\/p>\n

\u201cThese modern new security screening lines feature parallel divest stations, a bin tracking system, continuous X-ray belts, remote X-ray image review, motorized and improved repack areas,\u201d Eng explained. \u201cThese improvements can as much as double passenger throughput, enhance security and contribute to a more relaxed passenger experience through this critical process.\u201d<\/p>\n

Over the past five years, Pearson\u2019s redevelopment program spanned two terminals. New restaurants were integrated into gate lounges, branches of well-known Toronto brands have been added and outdated waiting and concessions spaces have been \u201creconceived\u201d to make them more passenger friendly, he pointed out.<\/p>\n

\u201cWe know the airport is never the final destination,\u201d Eng said. \u201cWe need to connect people on the ground with the same success we\u2019ve had at connecting them in the air.\u201d<\/p>\n

A proposed Regional Transit and Passenger Processing Centre would serve to connect passengers to a variety of ground transportation options. GTAA announced it is working with Metrolinx, the agency that oversees public transit, to study ways to integrate the airport with existing transit operations. This would include connections with local high speed rail, Toronto light rail transit (LRT) and various local bus services.<\/p>\n

Toronto Pearson is on the right path, Eng believes, supported by their recent recognition by the Airport Service Quality program as the best large airport (over 40 million passengers) in North America. \u201cPassenger feedback tells us that people like the feeling they get when they\u2019re at the airport,\u201d he said. \u201cWe\u2019re hearing that passengers understand that the temporary pain of construction has led to a real benefit in the ambiance in areas where redevelopment has taken place.\u201d<\/p>\n

MAKING THE CONNECTION AT LAX<\/h4>\n

Los Angeles International Airport is on the threshold of a multi-billion dollar Landside Access Modernization Program (LAMP) that will include upgraded and expanded facilities, a new automated people mover (APM) and the construction of three terminal cores with staircases, escalators, elevators and walkways.<\/p>\n

\u201cLAX has been researching ways to improve access to and from the terminals for many years. We looked at the evolution of transportation and travel and how it continues to affect the airport and its neighbors,\u201d said Mark Waier, Director of Communications for LAMP. \u201cWe have visited numerous airports to learn about the various systems in use and looked closely at our imprint and what was possible in our available space.\u201d<\/p>\n

Project components include a consolidated rental car facility, public parking and the Metro regional rail system as well as planned roadway improvements at multiple locations.<\/p>\n

On the new APM, guests will be carried to and from the terminals every two minutes, with a total ride time end-to-end of 10 minutes, Waier pointed out. At peak times, it can take a car 30-45 minutes to drive through the terminal loop area. The APM will be capable of handling up to 87.7 million passengers per year.<\/p>\n

\u201cMitigation of traffic is a key component of the LAMP project and a key focus of LAX as we move through our modernization efforts,\u201d said Waier. \u201cWe work closely with the contractors and builders on a daily basis to ensure coordination of construction efforts and create targeted messages to communicate the scope of work and its impacts.\u201d<\/p>\n

In April, the Los Angeles World Airports (LAWA) Board of Commissioners approved a $4.9 billion, 30-year contract with LINX, an integrated team able to provide design, engineering, construction, maintenance and operating systems for the APM.<\/p>\n

Key to the project is the ability to keep everyone informed, including airport workers, police and security personnel as well as passengers, Waier said. \u201cAs guests arrive at LAX they will find clear signage to help them get to where they need to be quickly and efficiently.\u201d<\/p>\n

In 2017, LAX served more than 84.6 million passengers, a 4.6 percent increase over the previous year. It is the fourth busiest airport in the world, second in the United States. LAX offers 737 daily nonstop flights to 100 cities in the U.S. and 1,386 weekly nonstop flights to 88 cities in 44 countries on 73 commercial air carriers.<\/p>\n

IMPROVING THE PATHWAY<\/h4>\n

Memphis International Airport is in the midst of a renaissance of sorts with an ambitious modernization project of its Terminal B, which will feature moving sidewalks, wider corridors, larger boarding areas, higher ceilings and natural lighting. The project will also include a children\u2019s play area, a stage for live music in the rotunda area, additional lounge areas with charging stations and more retail and restaurant options. All four baggage carousels at the airport will be replaced.<\/p>\n

While the work is being done, two of the carousels at a time will remain open. The airport was able to shift traffic to gates in terminals A and C to accommodate the renovation work.<\/p>\n

\u201cHaving gates available on A and C enabled us to close B for construction rather than keep part of it operational while it\u2019s actively under construction,\u201d said MEM President and CEO Scott Brockman. \u201cWe estimate that will save a year in construction time.\u201d<\/p>\n

Five years ago, Delta Airlines shut down its hub operation at MEM, dropping about three dozen flights and 230 airline jobs. MEM is just 370 miles east of Delta\u2019s main hub in Atlanta.<\/p>\n

\u201cOur modernization project reflects our airport\u2019s reinvention from hub operations to origin and destination,\u201d said Brockman. \u201cIt\u2019s been nearly five years since Delta removed the hub, and we have already transitioned to nearly 100 percent O&D passenger traffic. We need an airport that, from an operations standpoint, serves the O&D base.\u201d\u00a0 <<\/strong><\/p>\n

BUILDING FLEXIBILITY INTO YOUR FUTURE<\/h4>\n

Any airport improvement project faces high hurdles. There\u2019s the multi-million dollar cost, the requisite regulatory approval process and the ability to balance the needs of the passengers, the airport and the airlines all at the same time. That\u2019s the challenge that airports face as they seek a pathfinder, a master planning organization \u2013 a wizard of sorts \u2013 who can bring all the elements of design, technology, construction and IT planning together.<\/p>\n

For more than 50 years, Arup has partnered with airports and airlines to help with their projects \u2013 from the planning process and design through engineering to the operations phase. \u201cWe come from different places but are all seeking similar objectives \u2013 creating an experience that makes customers want to come back and use that airport over and over,\u201d said Regine Weston, Airport Planning Leader at Arup. \u201cOne size doesn\u2019t fit all in a single airport. It is important to understand that airports consist of different kinds of passengers. You have to think of it as various market segments.\u201d Passengers have different needs and expectations, said Weston. \u201cSome of it is demographics and some of it is econometrics.<\/p>\n

Arup worked with JetBlue to map out the carrier\u2019s Terminal 5 project at New York\u2019s JFK International Airport. They needed to accommodate the existing passenger base but be flexible enough to accommodate future growth.<\/p>\n

The initial Terminal 5 opened in 2008, but since that time Arup continued to work with JetBlue and the airport to upgrade the space. The design successfully melded the old with the new to accommodate international existing flights and JetBlue partners. A new U.S. Customs and Border Protection inspection facility, 40 automated passport control kiosks along with 10 Global Entry kiosks were added, as well.<\/p>\n

Arup also worked with Toronto Pearson International Airport to provide master planning for a $4.4 billion airport development project. It provided consultation for engineering services for a new Terminal 1, which consolidated two older and dated existing terminals. Arup continues to work with the airport on planning for future expansion.<\/p>\n

\u201cThere\u2019s no question that there\u2019s a healthy tension between airports and airlines around some issues,\u201d said Weston. \u201cThose tend to be about money. But customer experience is something they all stand behind.\u201d<\/p>\n

FINDING THE RIGHT FIT<\/h4>\n

There\u2019s good news and bad news for airports. The strength of the global economy has bolstered an increase in the demand for more air travel. The challenge for airports is to find a way to keep up with that growth.<\/p>\n

\u201cIn many cases, this growth is happening far more rapidly than facilities can be expanded, when there is room and the financial resources to do so,\u201d said Jim Jarvis, a Senior Vice President at Ricondo, an aviation consulting firm that provides airport master planning, as well as airfield and airspace analyses.<\/p>\n

Extensive reconstruction or redevelopment is not always feasible in terms of time and money, so it may be more effective to consider the augmentation of existing systems and less extensive physical improvements.<\/p>\n

Ricondo uses micro simulation modeling to test how potential changes or modifications in one area could impact flow and congestion in another area.<\/p>\n

\u201cMicro simulation modeling is, however, only a tool and cannot supplant effective planning,\u201d said Doug Trezise, PE, a Senior Vice President at Ricondo. There must be a \u201cholistic approach to planning\u201d that recognizes the interconnection of the airport to planes to terminals to curbs and roads.<\/p>\n

He admitted that it can be a challenge to reach consensus given the different interests of the various stakeholders in an airport. Early agreement on constraint and goals and relying on data and analysis to drive decision-making are key to the planning process, said Trezise.<\/p>\n

The road to reconciliation is not always easy. Currently, Ricondo is working on a terminal and landside project that is not balanced with airfield capacity.<\/p>\n

\u201cTo make matters worse, the airport is landlocked with no ability to expand,\u201d said Jarvis, who is familiar with the project. He explained that everything must fit within the existing footprint and supporting landside facilities. \u201cIn this case we are developing capacity enhancement alternatives that rely solely on operations, technological and demand management solutions.\u201d<\/p>\n

This may mean repurposing certain facilities such as parking garages to serve as auxiliary terminal hubs, developing strategies to influence passenger arrivals and departures from the airport and reallocating underutilized space to another use that is space constrained.<\/p>\n

\u201cThere is no silver bullet, rather a series of programmatic and small capacity and efficiency improvements that will culminate in improved airport operations and customer service,\u201d said Jarvis. \u201cThe reward for a project like this is satisfaction of being engaged by a client willing to work collaboratively between departments to develop solutions. It takes strong leadership and willingness to compromise to find the best solution \u2013 not just the solution that best meets the objective of a single operating unit.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

By Sandra Arnoult Anyone who frequents an airport doesn\u2019t need to be told they are usually a work in progress. Airports, their airline and tenant partners, and their terminal designers […]<\/p>\n","protected":false},"author":9,"featured_media":661,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[25,46,48,27,51,52,32,33,50],"tags":[],"class_list":["post-2608","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-information-technology","category-commercial-management","category-committee-news","category-facilitation","category-large-airports","category-medium-hub","category-operations","category-security","category-small-airports"],"acf":[],"yoast_head":"\nAirports Seek New Efficiencies to Go with the Flow - Airports Council International - North America<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/airportscouncil.org\/2018\/09\/20\/airports-seek-new-efficiencies-to-go-with-the-flow\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Airports Seek New Efficiencies to Go with the Flow - Airports Council International - North America\" \/>\n<meta property=\"og:description\" content=\"By Sandra Arnoult Anyone who frequents an airport doesn\u2019t need to be told they are usually a work in progress. 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