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FOREWORD
By Olivier Jankovec, Director General ACI EUROPE
The past 15 years have seen any extraordinary shift in the way European airports see
themselves as well as in the way they operate. Through the spread of more open
skies, the rise of new airline business models as well as the corporatisation of airports
and the arrival of new shareholders, the airport business has changed irrevocably.
These changes also coincided with the rise of the internet and more recently, the
emergence of the so-called empowered passenger.
For all of these reasons, airports in Europe know that their future lies in attracting a
broad mix of airlines and routes, and in making every effort to ensure that passengers
feel welcome. Independent analysis has shown that over 65% of passengers now have
a choice of 2 or more airports they can fly from proof of how much airports are
competing with each other.
As a result, airports are no longer just B-to-B businesses but have also become B-to-C
businesses firmly putting passengers front and centre of their strategy. By pouring
energy and investment into diversifying their services and offerings, European airports
are seeking to enhance the passenger experience through efficient operations, an
ever-increasing array of communications platforms and creative concepts to inspire.
On the basis of these developments, the Board of ACI EUROPE requested that the
passenger experience should become one of the key policies of the association.
Our Facilitation and Customer Services Committee took the initiative and created a
Task Force on the Passenger Experience1 to devise and draft this publication, the
Guidelines for Passenger Services at European Airports.
These Guidelines represent a unique repository of Europes airports best practices and
essential components of passenger services. As part of ACI EUROPEs mission to
advance best practices in airport management, these Guidelines provide airports of all
sizes with the relevant tools and appropriate information that will help them enhance
the services they offer to their passengers.
I hope you find them useful.
1 The
following members took part in the ACI EUROPE Task Force on the Passenger Experience: FINAVIA (Pirjo
Lhteel, Head of Service and Systems Development), SEA Milano (Giorgio Medici, Head of Customer Care),
SWEDAVIA (Gerd Englund, Manager Operational Development), Zurich Airport (Pawel A. Kolatorski, Planning
& Engineering Senior Project Leader), Amsterdam Airport Schiphol (Eric van den Dobbelsteen, Senior
Manager Passenger Services), TH Airport Consulting (Torsten Hentschel, Managing Director), TMT
Management GmbH (Max Schintlemeister, Managing Director) and ACI EUROPE (Federico Bonaudi, Manager:
Facilitation, Parliamentary Affairs & Regional Airports). SITA (Nick Gates, Portfolio Director) and Morpho
(Olivier Touret, Market Manager for Border Control) also gave a valuable contribution to these Guidelines.
ACI EUROPE would like to thank all the aforementioned professionals.
03
CONTENTS
FOREWORD
03
07
2. A CHANGING WORLD
09
04
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ANNEXES
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PICTURES
1
2
3
4
5
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7
8
9
10
11
12
LEVEL OF INFLUENCE
PYRAMID OF PASSENGER PERCEPTION LEVELS
THE 3Ps FORMING THE PASSENGER EXPERIENCE
THE PASSENGER JOURNEY STRESS CHART
PYRAMID OF PASSENGER PERCEPTION LEVELS ON PREMISES
PYRAMID OF PASSENGER PERCEPTION LEVELS ON PROCESSES
THE DEPARTING PASSENGER PROCESS CHART
THE ARRIVING PASSENGER PROCESS CHART
THE CONNECTING PASSENGER PROCESS CHART
SECURITY CONTROL PROCESS CHART
PYRAMID OF PASSENGER PERCEPTION LEVELS ON PEOPLE
MEASURES TO ENHANCE THE PASSENGER EXPERIENCE WITH SOCIAL MEDIA
14
28
30
32
33
47
48
49
49
55
64
70
TABLES
1
2
3
22
26
51
06
1
HOW TO USE
THESE GUIDELINES
The guidelines will show how to evaluate the quality of the passenger services and
processes and how to identify means and measures to enhance the passenger
experience at an airport.
Although we recommend reading the document as a whole, each chapter can be
approached independently, taking into account individual needs, size, traffic, location,
and bearing in mind that one size does not fit all.
Graphically, the guidelines aim to evoke airport signage and atmosphere by means of
a recognisable colour scheme and iconography that not only enhance the visual
appeal of the document but also contribute to making it more accessible and
enjoyable. Therefore, you, the reader, will find a series of icons that identify specific
elements: pictures, tables, recommendations yellow boxes and Recommended
Practice blue boxes.
These icons should be decoded as follows:
08
2
A CHANGING
WORLD
A CHANGING WORLD
Airports have evolved from being mere infrastructure providers to businesses on their
own. The liberalisation of the European market in the 90s and the ever growing
airport competition led to differentiation through the development of destinations
served, access, airport facilities landside and airside and passenger services.
As part of this dynamic process, the evolution continues beyond physical
infrastructure and the provision of more and better services. Different actors within
airport boundaries need to be coordinated and their cooperation enhanced in order
to deliver more efficiency, comply with regulations as well as passengers demands
and higher expectations.
The role of European airports as Ground Coordinators should be recognised and
strengthened in order to guarantee the quality of the services offered by suppliers, air
carriers, ground handling service providers and air navigation service providers.
Regulators should provide the framework required to achieve this objective.
Each airport may be different located in a different country or region, have a
different mix of traffic or passengers or even regard itself as a seasonal airport. But
they all have one thing in common: people as passengers or guests, regardless of their
cultural background, age or experience in flying. Although each passenger perceives
the world differently, human beings share many innate reactions.
Thousands of years of evolution mean that we all react similarly to certain situations,
events and incidents which can trigger stress and discomfort. Most people feel
insecure in the dark, when subject to high noise, undue cold or heat, visual glare or
distraction, unclear or confusing information, crowded areas, or whenever affected,
either consciously or unconsciously, by other external physical influences beyond our
control. In addition, psychological factors, such as expectations and fears, may
increase uncertainty.
There is much room for debate on the subject of perceptions and expectations
which are always subjective and a survey of 1000 people is likely to produce 1000
different opinions and views. Therefore it is advisable to rely on scientific studies and
reports of experiences from other sources in the same industry or in related sectors.
From an Airport Managing Bodys point of view, this requires a new approach. Airports
must be designed, built and operated with the passenger at their core. Coordination,
cooperation and information flow amongst different partners are crucial in order to
ensure the overall quality of the passenger experience.
10
11
12
3
AIRPORT
MANAGING BODIES
WITHIN THE
AIRPORT SYSTEM
SMOOTH
PASSENGER
JOURNEY
REQUIRES
COLLABORATION
BETWEEN
ALL PLAYERS
Subcontractors
= DIRECT
INFLUENCE
DECREASES
14
Airport
Managing
Body
Airports recognise that they are no longer mere infrastructure providers but also
enablers of various services and facilities within their premises. As airports
acknowledge passengers as their guests and share responsibility for the overall
passenger experience, they should seek to coordinate the different actors involved.
This goal is partly tackled by the introduction of Airport Collaborative Decision Making
(A-CDM) initiatives and now being likewise applied to passenger processes within the
airport boundaries. In the future, the scope could also encompass landside access
modes (for instance regional, high-speed train or bus).
Passenger services provided by Airport Managing Bodies own staff or subcontracted
to a third party often include information desks, maintenance and cleaning of public
areas, as well as PRM (Passengers with Reduced Mobility) assistance and security
services. They may also include lost & found in the terminals, Wi-Fi or communications,
waiting areas, entertainment, etc. These services, whether provided free of charge or
on a commercial basis, need to be maintained under effective supervision of the
Airport Managing Body both with regard to operational and quality aspects.
3.2. SUBCONTRACTORS
In their relationship with subcontractors, it is important for Airport Managing
Bodies to clearly define terms such as:
15
16
introduced by some air carriers limiting the cabin baggage allowance to a single piece
while charging extra for any additional item, such as airport shopping. These restrictions
undermine the passenger experience causing considerable emotional distress and
anxiety at boarding gates where passengers are forced to choose between paying
penalties or forfeiting possessions. This has caused a number of incidents at airports
leading to a deterioration of the quality of service for passengers. Furthermore, the
passengers freedom of choice when shopping is clearly reduced as their airport
purchases, in addition to their one bag allowance are subject to a hefty fee. These
restrictions also threaten the economic model of European airports and their viability.
Indeed, 42.5% of European airports were loss making in 2011 and this proportion
increased to 65% for airports below 1 million passengers. In the same year, nonaeronautical revenues accounted for 41%, on average, of total airport revenues. Given
the importance of commercial revenues for airports and the increasing role these
revenues play in funding airport modernisation and development, a widespread
implementation of the one bag rule by air carriers would inevitably lead to higher
airport charges.
The revision of the Air Passenger Rights Regulations will, hopefully, put an end to these
abusive practices in the European Union in the near future. European airports, however,
are encouraged to implement the ACI EUROPE Recommended Practice 01/10:
17
Air Traffic Control whether operated by Air Navigation Service Providers or by the
Airport Managing Body, form a crucial part of the passenger journey and in the end the
passenger experience. On time performance in all phases of the journey has been
tackled by Airport Collaborative Decision Making, which is based on 16 milestones on
the principle best planned, best served. All partners - airlines, ground handling service
providers, ATM providers - are obliged to deliver true and honest data to provide a
seamless process from an aircraft leaving the stand to arriving at the stand without
unnecessary waiting times either on ground or in the air. At present, the A-CDM process
only covers the airside process but there are a number of further timestamps (check-in,
baggage clearing, security check point entrance and gate) that could be used to include
the terminal processes in order to achieve Total Airport Management.
Increase of throughput.
Reduction of waiting times.
Introduction of standards regarding friendliness/competence of staff.
Resource/staff allocation in accordance to flight schedules and actual queuing times.
More information on how to control the quality of the airport processes can be
found in Chapter 5.2.4.
18
4
THE PASSENGER
AT THE HEART
OF THE AIRPORT
BUSINESS
Dublin Airport
20
Airport websites.
Airport social media.
Smartphone applications.
Displays and information counters in Terminals, Parking sites, Intermodal terminals for train
and bus, Hotels.
Information counters (virtual or staffed).
Mobile guides.
Airport Managing Bodies are also encouraged to work with air carriers to share
information with the passengers prior to disembarkation.
21
However, care must be taken to ensure that the passenger experience is genuinely
enhanced by adding such services. The overall impact of such technologies should be
a positive one.
22
IMPLICATION
Airline products
First class
Business
Economy
Low cost
travellers
Personal needs
UM
Elderly
Cultural
background
PRM
Travel frequency
Frequent
flyers
Few times
a year
Seldom
First time
travellers
Number of people
Groups
Family
Cruise hub
Alone
Process oriented
Arriving
Departing
Transfer
Multimodal
Airports may differentiate passenger flows, depending on the time the passenger
requires at different service points. For most airports there are less than 30 % of
passengers travelling alone. For example, families and groups easily create a crowd, as
they speak to each other and incline to stand closer together and require space in
another way than people travelling alone.
Airport facilities are often designed for a single passenger at the time. If an airport is a
cruise hub or charter destination, the airport's facilities have to be in line with that.
A process perspective is another way of categorisation. Passengers expectations may
vary in each and every step of the process. And of course, a single person may fit in
many of these categories.
23
New generation passengers want to customise their own travel; they want full
flexibility to fit the needs of the moment. They are not followers; they want to do their
own thing, in their own way.
It is essential to understand what kind of travellers are your airports most valuable
guests!
Segmentation is based primarily on peoples attitudes and values, not just their
behaviour at the airports
Identify which group of people spend time and money at your airport and
develop your offers, communications media and physical environment from that
platform
24
EFFICIENT COMMUTERS
12% of passengers
26% of all flights
19% of spending
15% of passengers
12% of all flights
15% of spending
Segmentation can be based on peoples behaviours, but that is only one dimension
which can be attached to a passenger experience. Examples of dimensions relevant to
designing the passenger experience could be the following:
Passengers arriving at the airport a short time before departure expect efficient
processes, reduced operations at the airport (hand baggage, web check-in, mobile
boarding pass), and will use a few of the commercial offers
Passengers arriving at the airport long time before departure could accept longer
process time, and expect comfortable waiting and relax areas, stimulating
commercial offers, communication services and possibly innovative leisure
activities
Three nights out seems to be a separating factor for different passenger clusters,
as far as airport processes are concerned
Below this limit, hand baggage seems to be enough to fit the needed personal
belongings for the trip; parking is usually considered affordable; online check-in is
the most suitable method and security check is the first engagement with
airport processes
Above this limit a bagdrop or traditional manned check-in desk becomes most
possibly the first airport experience for the passenger; public transport or taxi
could be a cheaper way to reach the airport; commercial offering is a possibility to
purchase items useful for the stay at destination
Frankfurt Airport
25
Any of the mapped attributes can be interrelated and are linked to the more usual
passenger profile attributes: age, gender, education, occupation, reason to travel,
domicile, etc.
Each Airport Managing Body should analyse its passenger community in order to
identify the most suitable model of categorisation to describe the main demand
profiles which describe more properly the reference market.
26
Once an Airport Managing Body has identified what categories of passengers are likely
to use their terminal facilities, it is time to determine based also on the type of traffic
(international, domestic, etc.) and applicable regulatory requirements, what services
shall be offered.
Airports can be operated at the minimum level, complying with the local, regional,
national and international regulations. However, in order to differentiate their services,
the minimum level may not be enough. We have identified three levels of passenger
experience: required, expected and valued. These levels can be used as tools to set
goals for passenger services.
Firstly, the required level consists of the must-do mandatory processes and
requirements to facilities either set by authorities, airport operators or customers.
Secondly, the expected level in customers mind implies a series of services the airport
must be able to deliver in order to be considered a good airport. Thirdly, the valued
level consists of services that surprise passengers in a positive way. These three levels
can differ from airport to airport and from terminal to terminal within the same
airport, depending on the airports operational approach and the customers currently
relevant needs.
REQUIRED
The airport offers basic services to enable passenger traffic. This could be a
regional airport with point to point traffic and often low cost carriers
Level of service meeting regulatory requirements and basic passenger needs
Premises are clean, the processes meet the official requirements and the traffic
mix is supported by the necessary services
EXPECTED
The airport wants to support a varied mix of traffic and is in competition with
surrounding airports or other modes of traffic
The airport may be the countrys main airport, has been performing well in the
past and needs to maintain a good level of overall service
This level presupposes that there are already some high-level services in place,
in particular in the commercial offer
VALUED
27
The picture below shows some examples of these levels of passenger experiences and
expectations at a general level.
In the next chapters we look at the passenger experience in relation to these three
levels but also from three different angles. The passenger experience is a sum of interrelated but not inter-changeable factors; the look and feel of the Premises, efficient
and passenger focused Processes and encounters between People.
PREMISES
Design, from just another airport to
an airport with a character of its own
Functionality
- Facilities are purpose built,
not drag and drop
- Wayfinding is instinctive, natural
Agility, the ability to adopt new
technologies and processes
28
PROCESSES
Smooth and
measured processes
Service design
Working together
PEOPLE
Friendly and smiling
Going the extra mile
The whole airport
community working
in the benefit of the
customer
5
ENHANCING
THE PASSENGER
EXPERIENCE
THROUGH THE
3P APPROACH
PREMISES
PROCESSES
PEOPLE
=
PASSENGER EXPERIENCE AT THE AIRPORT
30
Zurich Airport
The following sections discuss the three elements and describe how the Pyramid of
Passenger Perception Levels can be used. For each of the 3Ps (Premises, Processes and
People) an example of how airports can use the pyramid to define their goals for
achieving the desired level of passenger experience is given at the beginning of the
section. The pyramid approach can be applied to smaller or bigger service points in
accordance with the airports needs.
31
32
33
Provide information on transfer to the airport and from the arrival airport to final destination
prior to the trip.
Facilitate access for air passenger (e.g. typically, luggage storage space on-board trains are
not large enough for air travellers).
On board aircraft, on arrival, there could be an announcement on airport-city transfer, when
the crew makes announcements on connecting flights.
Signage within terminals should be visible.
Infrastructure is important but the level of service should be adequate (e.g. early enough/late
enough to accommodate 1st and last flight and frequency).
5.1.2. TERMINALS
In this section, we will use examples and insights to highlight those factors governing
the management of airport terminals and possibilities for improving them. We will
discuss what elements should be taken into account to guarantee passenger comfort
and well-being, and ensure that time spent at an airport is remembered positively.
More than a collection of do's and don'ts, we offer some individual examples and
food for thought about how certain circumstances can be optimised.
The following issues influencing the passenger experience will be highlighted:
34
Walking distances
Natural wayfinding
Ambience
Cleanliness and Maintenance
Passengers should be kept informed of walking distances, since many of them may
not be familiar with the terminal premises. Therefore walking times to the gate could
be displayed at certain orientation points in the terminal. Passengers who still have
enough time to reach their gate will then have the possibility to use the service
facilities at the airport longer and enjoy a more relaxed airport experience.
35
Lisbon Airport
Natural wayfinding could be incorporated into the design of terminals while having a
smooth passenger flow in mind. The minimisation of levels and direction changes as
well as the number of decision points for orientation of passengers on their way
through the terminal should be one of the design objectives.
Fundamentally, process-oriented layouts in the shape and structure of buildings
should promote natural wayfinding. This means that a fairly straightforward
progression from parking or drop-off to the ticket office and onward to check-in,
boarding card checkpoint, security check and shopping, then to the gate eases
natural orientation and gives passengers the feeling that they are doing the right
thing, since they never have to deviate from their course, which follows a logical route.
36
Sounds, surrounding noise levels, smells and sources of light are perceived more
intensively and processed through the brain. The more diffuse and intense this
mixture, the higher the stress level and the greater the release of adrenaline. How can
we counteract this? How can natural or intuitive wayfinding support passengers?
37
Zurich Airport
Most airports, if not all, have already implemented these principles successfully.
However, considering signage concepts from the international passengers point of
view gives a different perspective. Global travellers go through different airports,
where they must repeatedly deal with subconscious confusion,
adapt and re-orient themselves to the signage of each airport. Wouldn't it be helpful
as regards recognition, reduced uncertainty and stress and natural wayfinding to
make signage the same in all airports? Yes, indeed! But the individuality and
exclusivity of each airport brand would be lost in the process, as signage is often a key
element in the context of the overall appearance of an airport.
Information psychology tells us that our short-term memory can store a maximum of
only seven visual or acoustic elements or pieces of information (in our case, directional
information or signs) at any one time. "Short-term" here means a storage duration of
an average of 20 to a maximum of 30 seconds. Only a repetition of this information
creates a link to long-term memory and the confidence that we are acting correctly (a
well-known effect in advertising, in which the company or product name is mentioned
several times during a 30-second spot so that we remember it well and positively).
38
Another aspect of predictability is spatial overview. Here, spatial orientation and the
processing of available information play a role. Is the available information logical and
plausible, or does it confuse the viewer even more? Does it provide clear guidance, or
do signs point toward closed doors, hallways that are not immediately visible or other
obstacles? After information has been absorbed, it must be ensured that the path to
the next piece of information is free of barriers, at least visually.
Helsinki-Vantaa Airport
COMMERCIAL SERVICES
Airports are also struggling with the need to increase commercial income without
compromising the flow of the terminal or wayfinding and orientation in general. On
one hand, from a commercial point of view we need to make sure that the airport
visitor is going through every corner of a shop, but on the other hand the process
paths need to be smooth and self-explanatory. While the tendency is to place retail
outlets so that people must go through the shop (walk through layout), there should
be an area where passengers can orientate themselves. That area should have flightrelated paths through the shops and also help passengers keep track of time. A good
guideline for placing commercial services in terminal is on the way, not in the way.
Retail areas are at best one part of a good airport experience.
39
Four of these categories contain physical, structural and design variables. The fifth
category makes it clear that people also play a role in shaping atmosphere.
40
Passengers perceive all these things, and they process, interpret and absorb them in
conjunction with their expectations, fears and anticipations of travel or flying. Here as
well, the greater the discrepancy between the passengers inner and outer images, the
higher the stress level.
But how can an airport influence these aspects for the passenger? The answer is
simple and worth repeating: through conscious, deliberately chosen and rigorous
positioning:
The airport already has a reputation or would like to develop a specific one and
both the exterior and interior ambience must be adapted in line with it. If a positive
ambience is created and communicated appropriately, it will directly influence the
expectations and fears of future passengers and thus influence their stress levels when
travelling a situation to strive for as part of the passenger experience.
41
INTERIOR DESIGN
This category comprises the interior appearance of the airport, i.e. all impressions that
can be seen, heard, smelled or felt, for which also the term ambient design can be
used. They include, for example, the temperature, ventilation, brightness, noise level,
colour spectrum, ease of navigation and especially cleanliness.
An environment feature increasingly found at airports in recent years is background
music, familiar to many from shopping centres. Slow music leads people to walk more
slowly, which can stimulate passengers' consumer or buying behaviour in commercial
zones (spontaneous purchases). Fast music, on the other hand, encourages people
subconsciously to move faster in time to the beat. However, the application of this
effect at airports has more than just commercial motives; in certain areas, it also
reduces passenger stress.
Waiting areas are a typical location for the use of quiet, relaxing, slow background
music at airports. In the check-in zone the impatience and time pressure experienced
by those waiting there must be reduced. In the security area, it is important to ease
nervousness prior to the security check conducted by authorised personnel who,
from some passengers point of view, are already predisposed to regard passengers as
potential threats.
In both of these areas, airports which have implemented this measure have noted its
positive effects on passengers, staff and ultimately on the efficiency of the process
steps conducted there. But there are other means besides background music for
achieving the objectives of relaxation, well-being, or other moods. Soundscapes such
as wind, birdsong or other animal sounds, flowing water, forest sounds and many
other possibilities help to create a specific ambience.
42
Colour is another widely used means for creating moods. However, here it is important
to consider cultural factors, for colours affect people very differently. Specific colours
do not have the same meaning in every culture and can provoke unintended
emotions in passengers. Light is likewise a tool which can be used to create desired
moods. Whether concentrated, uniform, alternating, highlighting, subdued, and warm
or dim, lighting has a very strong influence on people's psychological and physical
states. This principle is already applied in a wide variety of sectors, and light appears
to be the tool with the least cost and greatest influence when generating moods.
Natural mood enhancers include daylight, plants and even aquariums. Since these are
familiar to us, their presence will repeatedly trigger the same mood responses, based
in most cases on calm, relaxation and confidence. That may sound strange, but it is
important to bear in mind that most people have a healthy relationship to nature from
childhood onwards. They welcome and appreciate it in their surroundings even when
they do not consciously register it. Climatic factors are just as important as acoustic,
olfactory or visual ones, but we will not go into greater detail here, since they should
be designed with specific circumstances and cultures in mind.
ceilings which are too low and give people the feeling of being boxed in, and
overly narrow passageways in which oncoming or passing traffic disturbs the
flow (and yet the absence of opportunities to overtake others deprives people of
their decision-making freedom and can lead to inner dissatisfaction and
agitation)
43
DECOR
Signage, product displays, pictures, wallpaper, sculptures and plants are among the
objects in this category. They are the seasoning which adds interest to the dish. Here
the small things, or just a few things, can create the desired mood. If you want to
emphasise an area or lend it some individuality, decorative elements are invaluable
aids.
Helsinki-Vantaa Airport
44
HUMAN VARIABLES
People also contribute to the creation of a specific atmosphere. The variety of guests
at an airport creates a specific atmosphere: attire or appearance, language or cultural
background. An airport can then choose to increase its local feeling or be focused on
strengthening its international orientation. However, the airport's staff and other
personnel employed there, represent the airport through their uniforms, their social
behaviour and their commitment to the airport, and can thus shape the image of the
airport and influence its guests experiences.
45
Cleanliness should already be incorporated in the design of the terminal since certain
materials (e.g. with plain surfaces) are easier to be cleaned than others. Corners and
areas where access of cleaning staff might be difficult should be avoided. Glass walls
and ceilings must be accessible through specially designed equipment.
Maintenance although often underestimated also contributes to the passenger
experience at the terminal. Elevators, escalators or moving walkways which are out of
order can cause major nuisance to passengers especially when they are running out of
time to reach a flight. Elder passengers or PRM would not be able to reach their gate
without help and even the PRM service provider would not be able to provide a good
service.
Technical systems of the building (e.g. air conditioning, heating) cause a bad
passenger experience when they are not working properly. Other systems at the
airport are essential for operations (e.g. BHS, FIDS, IT-Systems) and can lead to delays
and interruptions of the airport traffic when out of work.
Well maintained facilities and systems are less prone to failure or disruption.
Nevertheless, if failure occurs the time for reaction and repair should be kept to a
minimum and passengers should be properly informed. Technical staff of airports or
external contractors should be informed about any failure through clear and timely
communication and be available at short notice. SLAs on failure rates and reaction
times with maintenance service providers help to enhance the technical liability of the
terminal premises.
46
Airport Managing Bodies should look at the passenger experience through the airport
as directing a movie with highlights and calmer areas, the highlights being the wowmoments preferably at the most stressful point of the journey. The picture below gives
examples of what the passenger experience means for the processes.
By processes, we mean the procedures, actions or steps taking place throughout the
airport terminals on departure, arrival or transfer.
47
The passenger journey can be described from three angles: departing, arriving and
connecting passenger flows. For the purposes of this document we will concentrate
on the departing passenger journey. It is important to note that the stress level of
passengers varies during the journey (PICTURE 4, Page 32) and the most stressful
experiences can be identified and tackled airport by airport through the process of
getting to know your customers.
For each process part, examples of the experience elements can be described
in a chart form to identify the differentiation or wow factors for the airports
chosen goals.
48
The way in which these objectives are fulfilled depends on how changes in technology
and market demand influence customer expectations and allow new service provision
methods. We also need to cooperate with airlines and other stakeholders to achieve
our goals.
49
50
Mandatory parameters must be measured and controlled (same for performance and quality
indicators), as far as any service charters, contracts or economic regulations in place.
Additional indicators will be added to match specific local airport features and services to
support analyses aimed to improve them.
Benchmarking needs will lead to including all the indicators which make the airports
comparable to other similar ones in the adopted parameter set, chosen on the principle of best
in class.
No.
Passenger
Journey
KPIs to measure
Passenger Experience
Passenger @ home
3.1
3.2
3.3
Orientation &
Wayfinding
Methods of
Measurement
Measures to improve
Passenger Experience
- Ease of wayfinding
- ASQ Survey
- Indoor navigation
systems
Number of orientation
points, level changes
- Analysis of passenger
flow
- Optimisation of terminal
layout
- Passengers Surveys
- Provision of tailor-made
services to specific
passenger categories
- ASQ Survey
- Free Wi-Fi
- ASQ Survey
- Measurement of
queuing time (e.g.
camera surveillance)
- ASQ Survey
- Hospitality programs
Services before
security
Check-In /
bagdrop
Passenger @ airside
Passenger @ boarding
51
Rovaniemi Airport
52
Measurements refer to average values within a period, while targets are defined as
a percentage of observations or time within which the minimum standard must
be met (typically 90%, but also 85%, 95%, 98% are assumed)
Often a minimum standard is set as a limit which must be met at all times without
exception. This is known as a minimum level of service, used as an alarm to
detect serious problems in service delivery
To sum up, an indicator should be linked to three target values with different
meanings and use:
Average value within a given period (e.g. average first baggage delivery time, month or year
based).
Maximum value within a given period, for a given percentage of time or observations (e.g. first
baggage highest delivery time in 90% of measured cases, monthly or yearly basis).
Maximum allowed value (e.g. first baggage delivery time not to be exceeded in 100% of cases).
Average value and Maximum value in a percentage of events will be used to set general
performance standards.
Maximum allowed values, inclusive of all the events measured never to be exceeded, with
breaches of the standard requiring immediate recovery.
Actions and possible penalties.
All of the above could be used to define service standards and to manage Service
Providers. The last parameter in particular is what is usually defined as a minimum in
all discussions with and about ground handling service providers. Minima have to be
considered as the service levels constraints which any Commercial Agreements
among Airlines and Service Providers at an Airport must comply with in order to be
valid.
53
In any case, if Airport Managing Bodies want to manage the level of services under
their own responsibility or services provided by other airport users, the nature of the
methodology adopted must correctly represent the service delivery process in
question - including customers actual expectations, as well as external constraints.
Continuous improvement, claimed sometimes as a goal by regulators cannot be
mandatory. A good level of service which is stable even when traffic grows is a great
result and systematically looking for the increment of improvements is clearly
unreasonable - most probably cost ineffective and/or possibly not even requested by
customers. Whether measurements are based on sampled or continuous data
collection, the following conditions must be ensured:
BENCHMARKING
Target values for performance indexes ought to be fixed considering not only local
conditions but also service level targets at comparable airports. As mentioned above,
Airport Managing Bodies usually do not communicate performance targets and this
can make a comparison quite challenging. Airport Managing Bodies should agree on a
minimum set of parameters (the six listed?) and the set of criteria which would allow
an easy comparison. The ACI ASQ Survey benchmarking programme allows every
participant airport to benchmark with other airports around the world. In addition,
ASQ participants can establish a benchmarking panel of up to ten other airports of
their choice to create a comprehensive benchmarking scale. For more information on
the ACI ASQ Survey programme, please check http://www.aci.aero/Airport-ServiceQuality/About-ASQ/ASQ-Survey.
ASQ is a strong tool for Airport Managing Bodies, and a useful basis for service level
negotiations with air carriers and Civil Aviation Authorities. A critical issue when
performance measures are addressed in negotiations among airports and National
Enforcement Bodies is a common assessment of results. An agreement on criteria to
define comparable airports has to be found in order to support the correct evaluation
methodology. Linking customer satisfaction to the related performance could help:
queuing times of 5 minutes at a small airport can be positively considered by
passengers as well as 10 minutes at a large airport.
54
55
Allow for a smooth flow of passengers with the aim of getting passengers through as quickly
as possible.
Be designed to accommodate peak passenger flows to meet required service level
agreements, while allowing for traffic growth.
Be enhanced by ambient lighting and the use of different coloured screening equipment to
make the area less sterile looking.
Allow for sufficient space for divestment and re-packing, noting that re-packing takes longer
than divesting and needs more space; this should include chairs, tables and suitable benches
away from the checkpoint.
Use mature and cost-effective technological developments to reduce the amount of
divestment for the passenger (security scanners) and their cabin baggage (advanced cabin
baggage systems), although the overall space requirement is likely to remain unchanged
because new equipment tends to be larger than the equipment it replaces.
Where space allows, create special family/PRM checkpoints or lanes with appropriate fittings
(for example Gatwick South Terminal).
Take into account the possible introduction of low risk lanes for trusted travellers requiring
a different equipment set-up (subject to regulatory requirements).
56
With regard to the eGates and space requirements, their footprint should be
minimised in length and width in order to maximise the number of Gates used in
parallel and hence facilitation for passengers and efficiency gains for airport
operations.
Lengths of eGates should not exceed 2.5 metres. With regard to width, the minimum
passage width may vary according to local regulations and the need to be compatible
in a given airport some or all the eGates with wheelchairs. Taking this into
consideration, the requirement should be that no more than 450mm (0.45m) in width
should be added to the inner passage width in order to obtain the total outside width
of the eGates. For instance, for a typical standard passage width of 650mm, the total
outside width of the eGate should not exceed 1100mm (1.1m).
Also, from a perception point of view, the design of eGates should allow for a minimal
clutter of the visual field. It is recommended in this regard that eGates designs should
use as much as possible transparent materials, for the lateral panels as well as for the
doors.
57
The eGates shall have a modular architecture allowing easy upgrades or evolutions by
replacement of given modules within the same original footprint (e.g. upgrade of
document reader or biometric capturing device or installation of an additional
biometric technology).
Lastly, in order to prevent the buildup of queues that crowd the Border Control space
(but also to increase the return on investment), the technologies used in eGates
should maximise passenger throughputs and use ergonomic interfaces and signage to
guide the passenger in all the steps of the process.
Particular attention should be paid to the passport insertion and reading process, a
step reported to generate a substantial number of failures in using eGates. The
interfaces pertaining to insertion and reading of passports should encompass a live
visual feedback to the passenger informing her/him whether the passport is properly
positioned and guiding her/him to achieve proper positioning.
58
SUDDEN
EVENTS
EVENTS FORESEEN
48 HOURS
Remote air disaster
Terrorist act in airport
of origin
Hijacking
Remote Weather/
Geological event
Remote contamination
or radiation
B) TYPES OF DISRUPTION
CATEGORY
TYPE OF DISRUPTION
Operational logistics
Airside
Operational logistics
Terminal - Passengers
Operational logistics
Terminal - Baggage
Control centres
Communications
and ICT
59
C) TYPES OF CRISIS
TYPE OF CRISIS
CATEGORY
Traffic and transport
Aviation accident
Railway accident or major disturbance in railway underpass
Serious accident involving a bus
Road accident involving the transport of explosive, flammable,
toxic or other dangerous substances
Accident involving high-pressure natural gas and kerosene
pipelines
Location-specific
crises
External crises
Munich Airport
60
INFORMATION:
General information on passenger rights (via posters, leaflets provided by the
European Commission), communication to passengers, visitors and media via
public address calls, FIDS screens, ad hoc communication via social media,
corporate communication via media (TV, radio), website update, operational
info and updates of the airport operational blog (blog available for operational
stakeholders with on-time info on status and actions at the airport).
b.
ASSISTANCE:
Provide meal vouchers, distribute bottles of water, provide accommodation or
sleeping facilities (stretchers + blankets), provide shower and toilet kits,
provide health services if necessary.
c.
OTHER:
Facilitate temporary visa, facilitate contacts with embassies or other officials,
facilitate evacuation of passengers (buses, extra public transport capacity),
increase 24h security by police/security services.
61
The evacuation of passengers deserves special attention. ACI EUROPE and the
Community of European Railway and Infrastructure Companies (CER) agreed on the
following Recommended Practice:
1.
2.
3.
4.
62
5.
6.
7.
8.
9.
STEP 6 - COMMUNICATE:
Communicate the contents of the contingency plan and any amendment to it to the National
Enforcement Body defined by each European Member State according to Regulation 261/2004
and its revision.
63
Airports are places where many actors take an active part in the process and
contribute to safe, secure and timely journeys. From a passengers point of view, it is
impossible to separate the role and responsibilities of each of the different
stakeholders. If one part of the chain is weak, performing less than expected, the
customers value of the overall airport experience drops dramatically.
To be able to add true value for passengers, all stakeholders must cooperate and work
together with the same goal; a good passenger experience. This is a window of
opportunity for all people working at an airport being a part of the creation of a
friendly and proactive interaction with the passenger.
64
Broaden the perspective and include all stakeholders at the airport, and create a cooperation
system with airport partners.
Identify long-term goals for customer satisfaction on a reachable level, regularly
communicated to all employees at the airport.
Review of Organisational Structure, in order to support customer service quality, such as:
roles, responsibilities, duties, qualifications, information flow, processes, i.e. recruiting
process, records management (procedures, check-lists etc.)
Incorporate hospitality as an important skill in the profiles of executives and leaders and
implement training programmes for management teams in order to get further
development.
Offer training programmes focusing on the ability to interact with guests and encourage staff
to attend them on a regular basis. Special training including disability awareness should be
provided to all staff and not only the PRM Service Providers.
Add measurements of customer service quality to the performance appraisal programmes
and KPIs, including all employees at the airport.
65
Yet a good customer service is not merely a function of training and proactive
employees; quantity matters as much as quality. Having the right number of
employees in those positions is a big challenge. Well-trained, friendly personnel may
be the key to success, but insufficient numbers of employees have a negative
influence on passengers' perception of their experience when waiting times become
too long. The right balance depends on the responsible duty scheduler's experience
and required targets as well as the appearance the airport wants to project. Labour is a
huge part of the cost base for any service industry.
Chapter 6 will look at the increasing role of automation in the relationship with the
passenger. But what about the human touch? And what shape will the role of airport
staff take beyond 2020?
Admittedly air travel can be a potentially stressful event and whilst passengers
welcome technology to customise services and manage each aspect of their journey,
they still need to know that behind automatic processes there is still a human being
who is looking after them.
Automation will never be capable of covering every single situation a passenger could
be faced with; when problems strike humans prefer and indeed need other humans,
able to provide a solution. Being able to look someone in the eye provides a comfort
zone that technology cannot replace.
66
6
AIRPORT MANAGING
BODIES AND THEIR
INTERACTION WITH
PASSENGERS
68
Retail enablement Coupons, discount updates and promotions for airport tenant
shops can be highlighted driving traffic to stores. Highlighting the offers of the airlines
serving the airport strengthens the awareness of the destination.
Customer loyalty Building brand advocates allows for ongoing engagement with
passengers and allows airports to differentiate themselves. Offering loyalty rewards
and recognition via social media or treating customers and amplifying the story on
and offline all have proved very successful in generating this advocacy.
Destination marketing Route launches, airlines promotions, information on the
area to business and casual travellers builds awareness and loyalty.
Business intelligence An airport active in social media has greater direct access to
guests information and data, something that was the airlines domain in the past. Data
mining of these insights allow airports to communicate and market more effectively
directly with their passengers and build a base of social advocates.
69
With increased interaction also comes a greater risk for reputational damage due to
delays, outages, poor customer service and the like. Airport Managing Bodies must
ensure transparency, authentic responses and timely communications to mitigate this
risk.
There are many, many examples of European airports successfully utilising social
media. For more information on this, see ACI EUROPE Digital Report 2012.
70
Smartphones are mobile phones which have significant computing power and which
support small programmes known as applications or apps. It is reasonably cheap
and easy to produce a high quality app, and all European airports are forecast to have
launched their own airport app within the next couple of years, according to the SITA
& ACI Airport IT Trends Survey 2013.
The advantage of an app is that the customer can access relevant information at any
time. For example, most airports provide flight status updates through their app,
which enables passengers to stay informed while en route to the airport or before they
leave home. Other common services provided by airports through their app include
airport status updates and retail promotions, while the purchase of airport services,
such car park payments, are also expected to become increasingly common as
m-commerce gains traction.
71
72
In summary, as well as giving valuable planning data, tracking the change in time and
location of a signal as a passenger walks through the terminal also produces
information which is valuable to passengers. E.g. increasingly those airports using
bluetooth/Wi-Fi to extrapolate expected queue times at security screening are then
able to display these wait times on screens visible to passengers informing them of the
waiting times.
73
74
Additionally, many Airport Managing Bodies are utilising an Airport Operations Control Centre
(AOCC) to improve process control. Through an AOCC, the airport co-locates critical players in
the airport and airspace management chain to enable transparency and to better integrate
work flows. The AOCC concept breaks down communication barriers between airport
operators, airlines, and other key stakeholders.
Additionally, data integration solutions are often used to facilitate data sharing from various
stakeholders to create awareness and intelligence amongst the key players. A variety of tools,
techniques, and processes can be used to facilitate data sharing and there are several industry
initiatives ongoing to improve data sharing among players (such as ACRIS and AIDX).
Frankfurt Airport
6.4. INFORMATION/WAYFINDING
Providing accurate and relevant information to the traveller and other stakeholders has always
been a key element to an effective and efficient airport operation. Visual information display
screens have been employed in airports for more than 30 years, but in recent times the airport
and airlines have more than this channel for communicating with passengers, staff, and other
interested parties. Smartphone applications, computers, tablets, and other electronic devices
can provide an access point to communicate relevant and timely information to the passenger,
not only for flight updates, but also to provide way-finding information (how do I get to...?),
service and promotional information (club pricing, information on concessions, fast-track
options), parking information, and general airport status (queuing times, stand-by information,
walking times, etc.).
Even for the traveller without smartphone capabilities, SMS messages can be used to
communicate key information, such as gate changes, delays, and cancellations.
Kiosks provide another option to communicate with the passengers. Traditionally, kiosks were
used to facilitate check-in and lost baggage reporting, but now kiosks are being used to
provide wayfinding information, best path routing through an airport, flight specific
information based on a users boarding pass, as well as other commercial information shared
by the airport or airline.
75
76
7
CONCLUSION:
SHAPING
THE PASSENGER
EXPERIENCE
78
ANNEXES
1-4
EXAMPLES OF PYRAMIDS OF
PASSENGER PERCEPTION LEVELS
The following pictures are examples of the use of the pyramids in defining the
passenger experiences in a few parts of the passenger journey. The journey can be
broken into several parts which can be looked at the different levels of expectations
Required, Expected and Valued.
79
80
81
82
83
Toulouse-Blagnac Airport
84
2
7
1.7/
m2
6.00
1.5/
m2
6.00
1.3/
m2
6.00
PAX
PAX
PAX
36.00
11
PAX
1.1/
m2
6.00
24.00
13
0.9/
m2
6.00
17
0.7/
m2
6.00
PAX
PAX
85
Sofia Airport
The next issue when identifying the space requirements is to identify the time, how
long the maximum number of passengers occur in the queue. If this is only for a short
time, a lower space offer per passenger may be acceptable.
Depending on the time when passengers arrive to the airport for Check-in the number
of waiting passengers and the average waiting time changes substantially.
In the following different scenarios for an aircraft with 180 passengers are
demonstrated (assuming that all passengers need to use a Check-in counter).
Case 1: Incoming Tourists (Tourists going home): Incoming Tourists are normally
transported to the airport by bus and tend to be at the airport very early:
170
160
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
10
%
10
%
10
%
20
%
10
%
10
%
10
%
20
%
0
%
0
%
0
%
10
%
20
%
10
%
10
%
0
%
0
%
0
%
DISTRIBUTION
86
30
25
20
15
10
5
0
180 170 160 150 140 130 120 110 100
90
80
70
60
50
40
30
20
10
50
40
30
20
10
If Check-in starts 120 minutes before departure the picture is completely different:
140
120
100
80
60
40
20
0
180 170 160 150 140 130 120 110 100
90
80
70
60
87
In the latter case the maximum number of waiting passengers is 140 and there are
more than 100 passengers waiting for about an hour.
In this case the necessary space should be able to accommodate about 120
passengers.
The next case is the typical Low Cost case: Passengers arrive at the airport quite early
and Check-in starts 120 minutes before departure.
70
60
50
40
30
20
10
0
180 170 160 150 140 130 120 110 100
90
80
70
60
50
40
30
20
10
170
160
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
10
%
10
%
10
%
10
%
10
%
10
%
20
%
10
%
10
%
0
%
0
%
0
%
DISTRIBUTION
88
16
14
12
10
8
6
4
2
0
180 170 160 150 140 130 120 110 100
90
80
70
60
50
40
30
20
10
To sum it up, the quantity of waiting passengers depends on the type of flight since
this influences the time when passengers arrive at the airport. The second determinant
for the number of waiting passengers is the time when check-in starts and the third
will be the average processing time. Furthermore the number of passengers using the
Check-in needs to be identified.
TYPE OF
FLIGHTS
NUMBER
OF PAX
USING
CHECK-IN
MAX
NUMBER
OF PAX
PAX
WAITING
> 30
MINUTES
SPACE
PER PAX
IATA
LEVEL C
SPACE
REQUIRED,
MAX PAX
SPACE
REQUIRED,
PAX WAITING
30 MIN
Tourism*
180
140
120
1.7
238
204
Low Cost
180
72
56
1.7
122
95
Business**
180
16
1.7
27
89
After having analysed the amount of passenger waiting for Check-in, the required
space per passenger can be adjusted according to the individual situation at the
airport.
For example for the tourist segment 1 m2 per passenger may be sufficient for the
number of waiting pax occurring for more than 30 minutes and 0.8 m2 for the
passenger peak can be considered as the minimum during the maximum peak.
The same figure may be applicable for Low Cost Passengers as they carry a lower
number of bags.
Business passengers should get 1.7 m2 for the maximum peak as there is a high
amount of individual travelers.
After the adjustment the space requirement will be as follows:
TYPE OF FLIGHT
SPACE REQUIRED
(BASIS MAX PAX)
SPACE REQUIRED
(BASIS PAX WAITING 30 MIN)
Tourism*
112
120
Low Cost
58
56
Business**
27.2
The final issue when deciding on the service level of different market segments is to
identify the frequency the peaks occur. If certain flights only happen during a limited
period of time, an airport may choose operational measures rather than to provide
space only for some days a year in order to avoid over-capacities.
Tourism airports for example may have peak days that differ strongly from normal
days. Planning the airport for such peak days may result in substantial over-capacity
outside of the season.
90
91
92
REGULATORY FRAMEWORK ON
AIR PASSENGER RIGHTS
LEGISLATION
REGARDING
NATURE
PASSENGERS
RIGHTS
Regulation (EC)
965/2012 (5
October 2012).
Laying down
technical
requirements
and
administrative
procedures
related to air
operations.
Regulation.
Immediately
enforceable as law
in all Member
States simultaneously from 28
October 2012
(Member States
may decide not to
apply the provisions of Annexes I
to V until 28
October 2014).
Safety,
carriage of
special
categories of
passengers
(SCPs) including PRM,
UM and
deportees,
inadmissible
passengers
or prisoners
in custody.
Air carrier.
Regulation (EC)
1008/2008 (24
September
2008).
Common
rules for the
operation of air
services in the
Community.
Regulation.
Immediately
enforceable as law
in all Member
States simultaneously from
1 November 2008
(Self-executing,
not requiring any
implementing
measures).
Transparent
information
on price.
Air carrier.
Regulation (EC)
1107/2006
(5 July 2006).
Concerning the
rights of
disabled
persons and
persons with
reduced
mobility when
travelling by
air.
Regulation.
Immediately
enforceable as law
in all Member
States simultaneously from 26
July 2008, except
Articles 3 and 4
which applied
with effect from
26 July 2007
(Self-executing,
not requiring any
implementing
measures).
Assistance
to PRM.
Airport
Managing
Body,
Air carrier.
RESPONSIBLE
REGULATORY FRAMEWORK ON
AIR PASSENGER RIGHTS
PASSENGERS
RIGHTS
LEGISLATION
REGARDING
NATURE
Regulation (EC)
2111/2005 (14
December
2005).
On the establishment of a
Community list
of air carriers
subject to an
operating ban
within the
Community
and on
informing air
transport
passengers of
the identity of
the operating
air carrier (list
of air carrier
amended by
Commission
Regulation (EC)
273/2010).
Regulation.
Immediately
enforceable as law
in all Member
States simultaneously from
15 January 2006.
Articles 10,11 and
12 apply from
16 July 2006 and
Article 13 applies
from 16 January
2007
(Self-executing,
not requiring any
implementing
measures).
Information
on the
identity of
the airline.
Air carriage
contractor.
Regulation (EC)
261/2004 (11
February 2004).
(under revision)
Common rules
on compensation and
assistance to
passengers in
the event of
denied
boarding, and
of cancellation
or long delay of
flights.
Regulation.
Immediately
enforceable as law
in all Member
States simultaneously from 17
February 2005
(Self-executing,
not requiring any
implementing
measures).
Information,
Assistance,
Re-routing,
Reimbursement,
Financial
compensation.
Air carrier.
Montral
Convention.
(28 May 1999)
transposed into
European
legislation
by Regulation
2027/97.
(under revision)
Unification of
certain rules for
international
carriage by air.
Treaty.
Ratification
needed. Effective
from 4 November
2003.
Compensation for
Injuries,
Lost,
delayed or
damaged
luggage.
Air carrier.
RESPONSIBLE
93
LEGISLATION
94
REGULATORY FRAMEWORK ON
AIR PASSENGER RIGHTS
PASSENGERS
RIGHTS
REGARDING
NATURE
RESPONSIBLE
Council
Directive
90/314 (13
June 1990).
On package
travel, package
holidays and
package tours.
Directive. Binding,
as to the result to
be achieved, upon
each Member
State to which it is
addressed, but
leaving to the
national
authorities the
choice of form
and methods.
Deadline for
transposal into
national law: 31
December 1992.
Information,
Performance
of services
offered,
Withdrawal,
Assistance,
Compensation
(including
insolvency).
Organiser
and/ or
retailer.
Guidelines on
the application
of Regulation
(EC) 1107/2006
(14 June 2012).
Concerning
the rights of
disabled
persons and
persons with
reduced
mobility when
travelling by
air.
EC interpretation
of Regulation
1107/2006
(addressed mostly
to National
Enforcement
Bodies).
Assistance
to PRM.
Airport
Managing
Body, Air
carrier,
passengers.
ECAC Doc 30
and annexes.
Policy
Statement in
the field of civil
aviation.
Recommendation:
provisions,
specifications and
guidance
material.
Facilitation
of transport
of persons
and their
baggage,
Facilitation
of transport
of PRM,
Limitation of
the amount
of hand
luggage.
Airport
Managing
Bodies, Air
carriers, Civil
Aviation
Authorities.
ACI EUROPE and its member airports support and participate in the European Commissions information campaigns on
Air Passenger Rights.
95
A new airport signage manual was published in 2012. This document contains
guidelines to be applied in all airports of AENA Aeropuertos for PRM assistance,
including evacuation routes and areas for assisting and rescuing PRM, new pictograms
associated with PRM service and Braille signage.
With the aim of improving the passenger experience at the airport, AENA Aeropuertos
has launched several testing projects on self-service baggage check-in at Adolfo
Surez, Barcelona-El Prat and Alicante-Elche Airports.
Special attention is focused on Adolfo Surez Madrid-Barajas Airport, where AENA
Aeropuertos is collaborating with Iberia to develop Agora project on passenger
process automation and quality service improvement. Amongst other activities, a
virtual assistant provides information on self-check kiosks and fastdelivery baggage
counters, security access control, boarding process, and on the products and services
offered by the company: VIP rooms, fast track service. The new self-check-in
application incorporated more intuitive software for identification and baggage
processing. Excess baggage can be paid by credit card. Quick Customer Services
Points, with multimedia totems, have been displayed on boarding areas and arrivals of
T4 and T4S, providing information to improve passenger experience.
96
Iberia has also launched a Family Pass to facilitate transit through the Adolfo Surez
Madrid-Barajas Airport T4 for those travelling with children. Specifically, the airline
agent accompanies the family to safeguards through a unique shortcut, called Fast
Track, and, hence, to boarding their fight or to the assigned area.
97
PRM
MyWay is a personalised support service for disabled passengers travelling in an EU
Member State. It provides mobility lifts, escalators and moving walkways, elevators,
appropriate signage and guidance and qualified professionals providing full
assistance.
FAMILIES
Family Airport consists of a set of services for all the family. Except where indicated all
services listed are free and available daily, 24 hours, to passengers travelling with all
airlines.
FREQUENT FLYER
Premium, with the comfort and convenience of frequent flyers in mind, those who
have chosen an enhanced experience can enjoy a range of services to make their trip
as enjoyable and successful as possible. Lounges and Business Assistance.
GROUPS
For business or for leisure groups, ANA provides relations assistants to help and direct
you and make your travel experience more comfortable and productive.
LIVING SPOT
Discover the right place for the final preparations.
Porto Airport
98
WI-FI SERVICE
Free Wi-Fi at Lisbon Airport - Using "Boingo Hotspot", Lisbon Airport now offers
passengers 30 minutes of free Wi-Fi internet access per every 12 hour period. In order
to use this service, a one-time registry with Boingo is needed. For legal reasons and
security measures, a credit card will be required for registration.
RELAX AREA
Located near gates 19 and 20, the Relax Area allows passengers to get the best value
for their free time, by resting, watching the planes land and take off on the runway or
entertaining themselves in this comfortable space with recumbent chairs.
MOBILE APPLICATIONS
Check your flight status, plan your trip and get to know the commercial and
entertainment solutions at the airport. Last minute or in advance.
Lisbon Airport
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VIDEO WALLS
Large video walls are located in 10 departure gates. Airlines can display their corporate
or destination videos, as well as images and text on destination tips. The destinations
weather forecast is also displayed.
The content of screens is updated to follow the flight schedule in order to capture the
target audience of the specific airline that serves the particular destination. Passengers
are informed and entertained while waiting to board, plus airlines directly address
their customers in an innovative way. Through this customisation of AIAs departure
gates, the passengers travel experience is enhanced and at the same time airlines
services and brand image are effectively exposed to their target audience.
REAL-TIME UPDATES
Passengers are advised of an estimate of the time needed to reach their departure
gate. Expected Time to Gate is provided to passengers in real-time, via eight
monitors located in both Schengen and Non-Schengen areas of the terminal building.
The provided content is dynamic and refreshed every minute. Through this new
service, passengers are informed based on the current location of the monitor and in
this way avoid any possible delays. Additionally, through this service, the queuing is
decreased and smooth and efficient terminal operations are guaranteed.
VIRTUAL ASSISTANTS
Two Holographic Announcers/Virtual Assistants are located in both Schengen and
Non-Schengen areas. Pre-recorded videos are played, providing useful information to
transfer passengers. In the future, Athens International Airport plans to use them for
the provision of additional information such as security tips and shopping promotions.
WORLDTRACER KIOSKS
Located throughout the Baggage Claim area, enable passengers to report their own
missing luggage by scanning the bar code on their tag.
E-LOUNGE
At the Arrivals public area, opposite to our own new Information Office, the new eLounge creates a warm and attractive environment blending a lounge atmosphere
with the digital services within the Main Terminal Building. It has a modern look and
feel, with renovated layout, ceiling, materials, lights and equipment upgrades, that
are aesthetically consistent with neighbouring areas, while also providing unmanned
and fully automated services. The e-Lounge offers, on a 24hrs basis: wireless Internet
connection (free 60 minutes), free PC access with 15 minutes free internet, mobile
phone and laptop charging. The user could also use a specially designed laptop bar
and TV appliance.
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INTERNET ISLAND
Located at the Departures Schengen area.
Passengers can enjoy a visit to the e-Island, a former seating area which was upgraded
into an Internet Island, a new welcoming area, which includes new design features
with user-friendly and appealing materials, and curvilinear design. This new
welcoming space was created by applying the new clustered seating concept.
Passengers can benefit from the advanced technological facilities on offer, such as
wireless internet, information monitors, mobile phone charging and free PC access on
specially designed laptop bars.
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RESTROOM RENOVATION
Restroom Renovation is included in this aesthetic and functional upgrade, through the
creation of a modern atmosphere with enhanced hygiene facilities, new sanitary
equipment.
SECURITY SCREENING RENOVATION
Upgrade of Schengen Security Screening Area by creating separate entrance point for
Fast Track passengers, increasing the overall queuing area and separate lane for
families & PRM.
CHILDRENS CREATIVE ENTERTAINMENT AREA
AIA aiming to fully meet the needs of travelling families, created in cooperation with
the non-profitable organisation "The Smile of the Child" a friendly, safe and innovative
area for children. This innovative service, supervised by specially trained staff, enables
children to creatively occupy themselves.
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BABY ROOMS
In an effort to cover family needs, AIA has outfitted bathrooms and specially equipped
baby rooms, ideal for feed and changing babies, at various locations (both public and
passenger areas) throughout the Terminals as indicated by the baby care symbol.
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AIRPORT OFFICE
A wealth of useful services is available at the Airport Office, Airport Plaza, arrivals level:
Hotel reservations
Tourist information
Shower
Hamburg Card
Daily tours with the catamaran HSC "Halunder Jet" to Cuxhaven and Heligoland
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AIRPORT LOUNGE
The airports own Airport Lounge offers passengers a spectacular view over both the
apron and the Airport Plaza. Amenities include a bar serving a wide range of soft
drinks, alcoholic beverages and snacks, TV screens and a comprehensive selection of
international newspapers.
Monitors showing the latest passenger information, comfortable desks, Internet access
and Wireless LAN are also provided.
The Lounge is available to all passengers in possession of a valid boarding pass, at a
price of 30 or via direct payment in the Lounge using a credit card. There is also the
possibility of offering a voucher to visit the Airport Lounge. Vouchers are available in
packs of 10 and 25.
Hamburg Airport
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PRM
A wide range of special services is available at Hamburg Airport for visitors and
passengers with reduced mobility. The service personnel will do all they can to make
their journey or visit at Hamburg Airport as easy and as comfortable as possible.
INTERNET POINT
The new Internet Point in the Arrivals area of the Airport Plaza commenced operation
at the beginning of March 2012. Six internet desks and a printer are available for
passengers use (price: 0.10/minute).
Other locations:
Terminal 2, Arrivals: 2 workstations
Pier Gate A19: 2 workstations
Pier Gate A37: 2 workstations
Pier Info: 2 workstations
Non-Schengen, southern Pier: 2 workstations
FREE WIRELESS LAN ACCESS
Passengers can check their emails quickly on their laptop, tablet PC or smartphone
before they fly, book a hotel at their destination or just pass the time waiting for their
flight by surfing the web. With immediate effect, passengers and visitors can use the
WLAN service from Hamburg Airport, free of charge for one hour.
How it works:
Activate WLAN in the settings of your device and view the list of available WLAN
networks. Select the Hamburg Airport Free WLAN. One hour of free surfing then
begins immediately. After this period, the connection is automatically terminated. The
user then has the option of paying to use the WLAN provided by BBG Global AG.
A telephone hotline is available free of charge for questions relating to WLAN access:
(0800) 0 629466.
PRAYER ROOM
The prayer room at Hamburg Airport is a modern room for Christian contemplation.
Passengers are invited to write their thoughts, problems and wishes in the visitor and
prayer book. A Bible and prayer books are provided for their personal prayers.
Information about ecclesiastical life in Hamburg is also provided.
The Airport Prayer Room is located in Terminal 1 on Level 2 (behind the travel agents
hall); it is open from 06.00am-22.00pm.
If passengers would like to speak to someone, share a prayer or receive a blessing for a
journey, Hamburg airport chaplain Bjrn Kranefu will be happy to receive them. The
chaplain is a pastor in the Protestant Lutheran church and he gives travellers, visitors
and employees of all the companies working at the airport advice on church matters,
social and personal questions. He can be contacted from all internal telephones on the
internal number -1857 or by mobile phone on +49 (179) 1 06 82 95. Passengers can
also ask at the Airport Office or any information counter.
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Munich Airport offers a wide range of services designed to make the passengers stay
at the airport as pleasant as possible:
WIRELESS LAN
Wireless LAN is offered in both terminals at Munich Airport, 30 minutes are free of
charge.
WORKSTATIONS / INTERNET TERMINALS
Passengers can use workstations with internet access, Microsoft Office and laser
printers on payment of a small fee (24h).
AIRPORT TV
Passengers can keep abreast of the latest news, events, culture and sports results with
over 120 monitors, located in the public and non-public areas of the airport.
MOBILE APP
Smart phone users can check the latest arrival and departure information and find out
about shopping, dining and services at Munich Airport wherever they go.
Munich Airport
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Munich Airport
INFORMATION SERVICES
Maps, tips and information about the airport, local transportation and the surrounding
areas are provided in order to help passenger as well as in any way possible.
Furthermore tickets for city tours and excursions to sights in Munich and the
surrounding area are sold and hotel reservations are arranged.
GAMBLING HALLS
Passengers can make a short stopover feel even shorter with a fun visit to one of our
gaming arcades.
SHOWERS
Just steps from the arrivals area in terminal 2, six exclusive shower units are waiting,
each equipped with a shower, toilet, sink and plenty of space to put belongings.
Naturally, fresh towels are provided along with shower gel and shampoo. The price to
use the showers is 15. Additional showers are located in the Central Area next to the
Service centre (for men) and next to the parking office (for women).
MASSAGE CHAIRS
Massage chairs await the passengers in the non-public areas of both terminal 1 and
terminal 2.
AIRPORT LOUNGES
There are two common user lounges (operated by Munich Airport) and several airline
dedicated lounges in T1 and T2, offering reception services, snacks and beverages,
modern shower facilities, en-suite toilets and separated smoking areas.
MEET AND ASSIST SERVICE
On request, trained staff will accompany passengers during their time at the airport,
whether on arrival, before departure, or while waiting for a connecting flight. This
meet and assist service can be tailored to individual needs. It may also include help
with overcoming language barriers, when checking in or picking up luggage and
finding the way around the airport.
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CONFERENCE CENTRE
Munich Airport is operating a conference centre with 40 meeting rooms for 5200
people, located in the centre of the airport.
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FAMILLE PLUS
Nice Cte d'Azur Airport is labelled Famille Plus", offering a wide range of services
specifically dedicated to families, including:
Children's play areas in boarding lounges and outside Terminal 2, where children
can enjoy themselves in complete safety while waiting to board their flight
Catering outlets providing special childrens services (children's menu, high chairs,
etc.)
Dedicated passenger screening security points during school holiday periods for
families with children
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VISITORS LOUNGE
The airport lounges promote the Cte d'Azur's top destinations via murals, screens,
interactive terminals (operating from tourist office databases) and specialised staff.
Visitors have all the information they need on venues in Nice and Monaco at their
fingertips, not to mention real-time hotel availability.
Also worth noting are lounge opening hours: a team of approximately 10 staffers is
here to welcome you 365 days a year, from 9am to 6pm in winter and until 8pm in
high season.
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SERVICE CENTRES
The Nice Cte dAzur Airport Service Centres do their utmost to make life easier for
passengers. 7 days a week, from 8am to 8pm. Here travellers can send faxes, purchase
tickets for access to Salons Clubs (VIP lounges), consult Lost & Found, letters drop off,
or print documents from a USB flash drive. Service Centres are present in both
terminals, providing a wide range of minor and more significant services.
Services provided:
Left luggage
Drop off and pick up point for objects not allowed in the cabin
Luggage strapping
Dry cleaning
Bicycle boxes
Business centres at each terminal with meeting rooms and offices for rent
Art exhibitions
MOBILE PHONE CHARGING TERMINALS
Mobile phone charging terminals are available for use near the internet areas in
Terminal 1 and 2 boarding zones.
BAGGAGE PROTECTION
Baggage protection from damage, rain, theft and accidental opening using a 100%
recyclable ultra-resistant plastic film.
HAIRDRESSER CORNER
A fast quality haircut is available at the hairdresser corner in the public area of T2.
VIP LOUNGE
For those travelling, Nice Cte dAzur Airport now offers access to its VIP Lounges in
the departure zone of each terminal.
ONLINE SERVICES
New at Nice Cte dAzur airport: after online car park and Club lounge booking, VALET
PARKING is the new Premium service extending this range intended to make life easier
for airport passengers.
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FLY VIAMILANO
The innovative assistance to self-hubbers provided by SEA in Malpensa is taking off.
The year 2012 closed with 204,432 passengers managed using links between airlines
without commercial agreement for transit passenger (typically LCC vs legacy carriers
or LCC vs LCC). Some major airline started to promote the service as an opportunity to
increase traffic on intercontinental flights, American Airlines and Emirates are two
good examples (www.flyviamilano.eu).
MOBILE TECHNOLOGY TO EMPOWER THE PASSENGER
Malpensa and Linate Apps provide a tool to support the passenger experience from
home to gate. Not only updated information about flights and connections to the
airport are provided; the new release of SEA Apps will give mobile e-commerce
services to buy access to parkings, lounges, fast track and pay for use Wi-Fi contents.
FREE WI-FI ACCESS
Available since October 2013, make Malpensa and Linate as one of the first major
airports in Europe allowing a completely open Wi-Fi access; this is considered a key
issue to complete the strategy to make the passenger more connected and
empowered at Milan Airports.
FREE BAGGAGE KART SERVICE
Since October 2013 baggage karts are available free to Malpensa passengers
(previously provided at 2) in order to have a more smooth process for passenger on
arrival. This is particularly important for Non-Schengen passenger who met problems
when paying service by foreign currency.
FAMILY FRIENDLY AIRPORT
Initiative successful at Malpensa - Family Lanes, brochure for kids, dedicate menus and
play areas resulted as wow factors for travelling families experience in Malpensa.
Security Lanes dedicated to specific passenger categories and destinations bring
significant advantages to airport process and a better passenger satisfaction. Some
65,000 passengers used this service in July and August this year giving positive feedbacks.
CHINESE FRIENDLY AIRPORT
This project is also moving its first steps, giving evidence of how passengers coming
from China would welcome dedicated commercial offers and customer care,
increasing their shopping attitude. SEA is developing this focused B2C approach in
cooperation with Italia China Foundation and other multicultural organisations.
A Chinese version of the newest Airport App is available since February 2014,
providing special functions to translate airport signage by taking a picture of it.
INDOOR VIRTUAL AIRPORT NAVIGATION
A complete virtual indoor navigation is available for Milan Malpensa and Linate airport
terminals. This allows passenger to visually walk across airport facilities to see
locations and discover commercial offer. This is available on website and soon on
mobile apps. An off-line mode is available to allow terminal navigation on flight.
VIRTUAL DESK
Five virtual desks in Malpensa and one in Linate connect passengers to a multilingual
airport employee able to provide real-time information on departures, arrivals,
terminals, shops and transportation to Milan. A 46 touch screen is used for video
communication and two high resolution cameras allow the scanning of documents or
boarding passes. It is also possible to print the requested information as map with
directions.
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BUSINESS CLASS
A dedicated security fast track is provided for business class passengers and eligible
loyalty card holders.
There are three airport operated business lounges (two in Schengen and one in NonSchengen area), two of which are common use and one is dedicated for Star Alliance.
All three lounges offer reception services, en-suite restroom facilities, a wide choice of
snacks and beverages, free Wi-Fi, a choice of electronic and paper newspapers and
magazines. Additionally, the Star Alliance dedicated lounge has a separate area
assigned for children and offers full check-in services for passengers in case of flight
irregularities.
VIP/STATE/HEAD
The terminal complex holds a VIP Lounge with separate road access and car park.
Passengers can enjoy individual check-in, immigration control, customs clearance and
a discreet security screening. Services include wide selection of snacks and beverages,
TV, free internet access, limousine transfers to/from the aircraft, a la carte dining, lavish
bathroom facilities and possibilities to organise meetings or conferences.
The Terminal for General Aviation is a separate building located on the north side of
the airport with easy road access.
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FAMILIES
Families can use a dedicated priority lane through security queue.
Children can occupy themselves at playgrounds equipped with entertainment
facilities including Disney TV. These playgrounds are located in the transfer area.
For convenience, fully equipped baby rooms are available throughout the terminal.
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Opening of a new airport lounge: a lounge owned by the airport for special VIP,
politicians and royalties. The lounge opened in December 2013.
Coffee&book store: a wide open bookstore at the airside with the possibility to sit
down and read a book. Target group: passengers with some leisure time at the
airport. Coffee&book has been open since summer 2013.
Zurich Airport
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ACI EUROPE is the European region of Airports Council International, the only worldwide professional
association of airport operators. ACI EUROPE represents over 450 airports in 44 European countries.
In 2012, member airports handled 90% of commercial air traffic in Europe, welcoming over 1.6 billion
passengers, 16.7 million tonnes of freight and more than 16 million aircraft movements.
www.aci-europe.org
Twitter: @ACI_EUROPE
For more information contact:
Federico BONAUDI,
Manager: Facilitation, Parliamentary Affairs & Regional Airports
ACI EUROPE (Airports Council International)
6 square de Mees, 1000 Brussels, Belgium
tel: +32 (0)2 552 09 76 fax: +32 (0)2 502 56 37
e-mail: federico.bonaudi@aci-europe.org
Produced by ACI EUROPE. Designed by Caroline Terree.
Copyright ACI EUROPE 2014