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The AviAlliance Magazine | 05-2014 | #07
Trends
Sustainability
Integrated services
Unrecognized staff
Airports with reduced carbon footprint
AviAlliance: Go-ahead for Krasnoyarsk
T O P S T O RY
ow Tirana International Airport
H
coped with the loss of its home carrier
contents
E d ito r ia l
03
Sustainable airport management
04
E y e c at c h e r
Appearances are deceptive ...
T O P S T O RY
06How Tirana International Airport
06
coped with the loss of its home carrier
PORTFOLIO
How Tirana International
Airport coped with the
loss of its home carrier
10Easyjet with another German
base in Hamburg
11Passenger numbers in 2013 remain
at 2012 levels
12News
Trends
12
14How airports can prepare for future
capacity shortfalls
18Investment partnership – platform for
ANA offers new direct
flights to Tokyo
efficient interaction on equal terms
20
Unrecognized staff
S u s tai n a b i l it y
22
Airports with reduced carbon footprint
23Weather forecasts help Düsseldorf
Airport save energy
23New tool helps reduce energy
consumption at airports by 20 percent
I N T EGR A T ED SERV I CES
20
24AviAlliance Integrated Services – at
home throughout the world
26AviAlliance: Go-ahead for
Unrecognized staff
Krasnoyarsk
26AviAlliance supports Nice Airport
with retail tender strategy
F i g u r e s t h at c o u n t
27
26
Economic factor airport
viAlliance: Go-ahead for
A
Krasnoyarsk
27Imprint
2
ED I T O R I A L
Sustainable
airport management
AviAlliance (formerly HOCHTIEF AirPort) is one of
the world’s leading private industrial airport investors.
It participates in privatizations, acquires concessions
and provides consulting services. Drawing on its long
years of experience in financing, developing and operating airports, the company has built up an attractive
and well-balanced portfolio of shareholdings. It has
stakes in the airports of Athens, Budapest, Düsseldorf,
Hamburg and Tirana.
AviAlliance is run by Holger Linkweiler (left) and Gerhard Schroeder.
Photo: AviAlliance/Christian Schlüter
Dear Readers,
The end of 2013 brought consternation for Tirana Interna-
AviAlliance also actively drives discussions and deliberations
tional Airport, located on the periphery of Albania’s capital
on the future of aviation – even outside of our own portfolio.
city. The airport’s future seemed in danger after the November grounding of its main airline, Belle Air. Luckily, damage
A good example of this is the TAM Symposium, which we
was held to a minimum, thanks to the commitment of the
launched in order to improve cooperation between air-
on-site airport team and long-term planning on the part of
lines, airports and ground handlers. Only when all parties
AviAlliance. Exactly those prior measures made it possible
decide to work together more actively than in the past –
to obtain new airlines to take over the abandoned routes,
for example, with a timely exchange of information – can
just one day after the grounding. In the end, the fiscal year
this lead to an improvement of passenger experience. At
closed with a passenger increase of five percent.
the last congress, which took place in October in Braunschweig, Germany, Lufthansa pilot and doctoral candidate
In this issue of CONTACT we provide a detailed report about
Jorgen von der Brelie presented his research scheme to
this dramatic time for the airport. We are doing so because
solve capacity constraints. We are pleased that we were
we are pleased about this success. But also because it is a
able to secure him to explain this approach to CONTACT.
testament to how we understand sustainable airport management. Since investing in Athens International Airport in
We hope you enjoy reading this issue of our magazine.
1996, AviAlliance (at that time still HOCHTIEF) has regarded
itself as an operational airport shareholder. We not only want
Sincerely yours,
to invest in airports, but also to be familiar with all associated
business aspects and to help develop long-term solutions
and perspectives.
Holger Linkweiler and Gerhard Schroeder
3
Photo: Michael Penner
E y e c at c h e r
4
Appearances
are Deceptive ...
... because what
looks like a bustling evening at
Hamburg Airport
is in reality a still
image of Knuffingen
airport.
Knuffingen? You’ve never heard of it? This international airport was opened in 2011 after only six
years of construction and boasts the very latest
standards. It is located directly between the Harz
Mountains and Switzerland and encompasses
an area of ​​125 square meters. That’s right, 125
square meters. Because Knuffingen is part of the
famous Miniatur Wunderland (Miniature Wonderland) in Hamburg, to which not only die-hard fans
of model trains make the long pilgrimage. In this
continually expanding leisure facility the following can be currently admired: Austria, Hamburg,
America, Scandinavia, Switzerland and – exactly
– Knuffingen Airport.
Hamburg Airport stood in as “visual godfather”
during construction of the airport. In 130 thousand
working hours the builders copied northern Germany’s biggest airport down to the last detail: In
addition to 45 aircraft, 4,500 cars, 15,000 plastic
figures and 75 buildings, the realistic impression is
strengthened with the help of 40,000 LED lights.
The world’s only simulated flight operations rely
on the help of small satellites for ground traffic as
well as for takeoffs and landings.
And Hamburg Airport’s little brother is also economical: Knuffingen Airport cost only 3.5 million
euros to complete.
yVICES
I N T E G TR op
A T ESto
D Sr
ER
Against
all
odds how Tirana
International
Airport
coped with
the loss of its
home carrier
6
yVICES
I N T E G TR op
A T ESto
D Sr
ER
As the bulk of traveling passengers are
Aviation at AviAlliance. In the following year,
VFR, traffic at TIA is highly seasonal, with
the airport returned to positive growth and
the summer months experiencing much
has since successfully repositioned itself as
more traffic than the winter months. This of
an airport catering to low-cost and full-ser-
course also means that summer is the most
vice carriers alike.
attractive season for all carriers serving the
T
Albanian market.
Unfortunately, Belle Air had already been
compound
annual growth
rate 2008 – 2012:
6.8%
experiencing financial troubles for some
he lessons learned from this project
turned out to be incredibly helpful in
establishing a manual for Tirana In-
ternational Airport on how to deal with the
time. As these financial uncertainties did
grounding of a home carrier. Unfortunately,
not recede, but worsened in 2013, the air-
but not unexpectedly, such a manual was
port management decided to include AviAl-
needed on November 25, 2013, as Belle
liance’s Aviation Team in the development
Air was eventually grounded. Together with
of a crisis response plan.
the management of TIA, and in particular
with CEO Rolf Castro-Vasquez, AviAlliance
Sufficient experience was available: Back in
developed a plan focusing on two major is-
early 2012, Budapest Airport was in a similar
sues: preparing to deal with the grounding
situation. The financial state of its home car-
on an operational basis and recovering traf-
rier Malév worsened and led to the ground-
fic as soon as possible.
ing of the airline in February. With its demise, Budapest Airport’s transfer services
To realize this, they followed a three-tiered
disappeared virtually overnight. Fortunately,
approach:
however, AviAlliance had prepared a manual
ƒƒ First, the situation was analyzed.
that precisely laid out how to deal with the
ƒƒ Second, the impact was assessed.
situation of a grounding – covering every-
ƒƒ Third, a response strategy was
thing from immediate response to recovery
developed.
of traffic. It was highly successful: Disruption
of operations was kept to a minimum and
This was achieved for all operational, legal,
n late November 2013, the financial in-
the airport noted a total passenger loss of
financial and traffic aspects of the airport.
stability of Albanian carrier Belle Air led
only 4.7 percent, in spite of Malév’s more
Rolf Castro-Vasquez summarized: “As a re-
to its grounding. Shortly after, its subsid-
than one third market share. “The O&D busi-
sult, we developed a manual that greatly
iary Belle Air Europe was also affected. As
ness to and from BUD actually grew that
supported our team once the grounding ac-
both carriers had a market share in excess
year,” explained Christian Kunsch, Director
tually occurred.”
I
of 50 percent at Tirana International Airport
(TIA), the initial outlook for the airport was
grim. However, thanks to thorough planning
and swift management reaction, the effect
was successfully limited.
Belle Air was TIA’s home carrier and domi-
After the grounding of Belle Air (left) various carriers offered
stranded passengers connections to Italy at special rates.
Photos: Tirana International Airport/Armand Habazaj
nant airline for many years. The extraordinary development of Tirana International Airport (compound annual growth rate
2008 – 2012: 6.8 percent) was largely based
on the development of Belle Air. With its fleet
of six aircraft, it provided connections to a
large number of destinations with a strong
focus on Italy. The VFR (visiting friends and
relatives) passengers are, to this day, the
backbone of traffic development at the airport and historic as well as business ties to
Italy are particularly strong. In addition, Belle
Air also provided connections to several major European airports, thereby focusing on
O&D (origin and destination) traffic.
7
yVICES
I N T E G TR op
A T ESto
D Sr
ER
P
reparation is key – which is why the
The airport managed to contain the some-
soon available. No later than the next day,
experts developed a ready-to-imple-
what chaotic situation that immediately
Italian carrier Blue Panorama offered strand-
ment action list. It covered all neces-
followed the decision to ground the air-
ed Belle Air passengers connections to Italy
sary actions sorted by priority and gave ad-
line. While, strictly speaking, not respon-
at special rates.
vice on some issues that may be prepared
sible for the airline, the airport acted as
in advance. For example, the airport’s airline
an interface between all parties, including
Interestingly, the overall impact of this
marketing team could use the traffic analysis
passengers and authorities. A focus was
grounding was very limited. Authorities
and recovery recommendations to assess
placed on informing passengers (e.g., per-
praised the way TIA handled the crisis, and
the most likely candidates to replace Belle
sonally through staff in the terminal) as well
the airport finished the year with a 5.5 per-
Air and quickly contact them. Similarly, the
as on the continuation of safe and orderly
cent increase in passenger traffic. Even in
communications department was also able
operations. Fortunately, the marketing ef-
November, the month of the grounding itself,
to prepare for the event.
forts paid off and replacement carriers were
the loss of passengers was less than one
percent and in December the airport was
back on its growth track. While the number
of destinations is now lower than before –
Belle Air previously served very small as well
“
The airport indeed experienced a shift
in its traffic profile, but it was far from what
was initially feared – clearly demonstrating
the positive effect of the preparatory work
and the professional approach.”
as larger airports in Italy – many airlines such
Christian Kunsch
referring to operations management and
as Blue Panorama, Alitalia, Meridiana and
Livingston have started taking over routes.
“The airport indeed experienced a shift in its
traffic profile, but it was far from what was
initially feared – clearly demonstrating the
positive effect of the preparatory work and
the professional approach,” said Kunsch,
route recovery efforts.
1.8
Point of intersection
in southeast Europe:
Tirana International
Airport
million
passengers
were handled by Tirana
International Airport in 2013
Tirana International Airport is the most important transportation
center in Albania and the country’s only international airport.
In 2013, the airport handled 1.8 million passengers.
Since 2005, operational responsibility and management of
the airport have been in the hands of Tirana International
21.3%
Airport SHPK (TIA). In addition to airport investor and
47.0%
manager AviAlliance (47 percent), the operating company
TIA is comprised of DEG (Deutsche Investitions- und
Entwicklungsgesellschaft, 31.7 percent), a member of the
Tirana International
SHPK shareholders
KfW banking group, and the Albanian-American Enterprise
Fund (AAEF, 21.3 percent). The latter is an organization
31.7%
founded by the US administration to support the development
of private enterprise in Albania.
AAEF
8
DEG
AviAlliance
yVICES
I N T E G TR op
A T ESto
D Sr
ER
What were the first measures you initiated in relation to the closure?
First, we took care of Belle Air’s stranded
passengers in the terminal and informed
them of the facts as well as we could.
Many were completely surprised and were
accordingly disappointed. At the same time,
we really immediately started to work with
the manual. The priority here was to find
replacement carriers. For travelers to Bologna and Milan destinations we were able
to win, for example, Blue Panorama, which
took over the route already on the next day.
How does the long-term perspective
Interview
look?
Rolf Castro-Vasquez took over as the new
Tirana has mainly O&D traffic. In gener-
Chief Executive Officer of Tirana Interna-
al, this can be more easily replaced than
tional Airport (TIA) in June 2013. Before his
transfer traffic. Due to our rapid interven-
assignment Mr. Castro-Vasquez was Chief
tion, we succeeded in avoiding damage.
Operations Officer at TIA since 2005. He
I expect that we can record an up to 5 per-
now has responsibility for the company’s
cent growth in the current year.
overall development and strategy.
What had you originally intended to
Before coming to TIA, Mr Castro-Vasquez
accomplish when you took over as
spent 23 years in the air traffic industry. His
CEO for the airport? Can you imple-
career extended over various positions,
ment this nonetheless?
such as the Managing Director Operations
of the three Berlin airports Tegel, Schönefeld
It is my intention to prepare the airport,
and Tempelhof, Vice President Operation of
also with respect to service, to meet the
Hannover Airport and Managing Director of
demands of the future. That is what I had
Globe Ground Berlin.
decided to do and can carry out in spite of
the Belle Air difficulties. Under the title “Fit
He spoke with CONTACT about the ground-
for Future”, we have set up a whole pro-
ing of Belle Air and its consequences.
gram and are training our employees. We
are looking forward to the future with con-
CONTACT: Mr. Castro-Vasquez, you
fidence.
took over management of the airGreat challenge for Rolf
Castro-Vasquez: Shortly
after assuming his post as
CEO of the airport, its most
important airline ceased
operations.
Photo: Tirana International Airport
port in the middle of last year. A few
months later the airport’s main airline,
Belle Air, stopped operations. Where
were you when you received the message? Was it a shock?
On that day I was consulting with my team
in the airport’s crisis center. We had more
or less expected the grounding of Belle Air.
The airline had been troubled for quite some
time and I had spoken on their behalf to
the responsible Albanian minister Edmond
Haxhinasto shortly before. But even if one
is prepared – for the CEO of an airport it is
of course not a cause for celebration when
the most important customer is lost.
9
“
It is my intention to
prepare the airport, also with
respect to service, to meet
the demands of the future.”
Rolf Castro-Vasquez
P o r tfo l io
Easyjet opened its second base
at the end of March in Hamburg,
Germany. It now operates 170
flights per week over 16 routes.
The airline has been active in
Hamburg since 2005. As a longterm and strategic partner, in the
past twelve months Easyjet has
transported 626,000 passengers
from Hamburg – 28 percent more
than compared to the previous year.
Photos: Michael Penner
Easyjet with another
German base in Hamburg
Since the end of March, Hamburg Airport is the new base for the British airline Easyjet.
The Hanseatic city is now – in addition to Berlin-Schönefeld – the second location of
the airline in Germany. Two Airbus 319 aircraft are stationed in Hamburg; in November
another will follow.
ƒƒ Last year Easyjet transported 60.5 m
W
ith this development, the number
Currently, one in five of the airline’s pas-
of the airline’s passengers from
sengers travels from Hamburg on business.
Hamburg has doubled to more
New routes such as Copenhagen, Milan
than one million, which corresponds to an
and Nice are especially popular business
seat occupation factor of 89.2%.
increase of 60 percent over the previous
destinations. In addition, flights on selected
ƒƒ The airline currently flies 612 routes
year. According to the airline, due to the
routes will be offered during early morning
in more than 30 countries with a fleet
additional aircraft, up to 1.75 million pas-
and late night hours, so that business trav-
of 212 machines.
sengers will be transported in 2015.
elers can fly to appointments in the morning
passengers. This corresponds to a
and fly back home on the evening of the
ƒƒ Around 8,000 people are employed
by the airline, including 2,000 pilots
The new flight offerings are intended for lei-
same day. At the same time, the frequen-
and 4,500 cabin staff.
sure and business travelers alike. Easyjet
cies of key routes such as Hamburg-Basel
has affirmed its aim to win more business
will be increased from eleven to 16 flights
travelers in the future.
weekly.
ƒƒ 300 million people live within a onehour drive of an Easyjet airport.
10
INTEGP
Ro
Ar
T Etfo
D Sl Eio
RVICES
T
The new Hamburg base is a positive milestone for the airport. Air Berlin – besides
Lufthansa/Germanwings the most important
he current flight offerings at Hamburg Airport and its attractive
neighboring areas were crucial
airline there – has greatly reduced its capaci-
to the decision of the airline. Pradeep
ties since 2012 in the wake of economic dif-
Pinakatt, Asset Manager at AviAlliance
ficulties. This has naturally affected Hamburg
and responsible – among others – for
Airport. Easyjet can now make use of the resulting opening. Michael Eggenschwiler, CEO
of Hamburg Airport, observes, “We are all
convinced that Easyjet will be successful in
The current average
age of bookers
on the database is
41.5 years old.
Hamburg Airport, said, “Hamburg has a relatively modest offering of low-cost airlines.
That makes it attractive for Easyjet, with its
route network, to deploy more machines
Hamburg. The great strength of the airline is
here.” He continued, “And we appreciate
that they manage to favorably sell Hamburg
the expanded offering. Our experience has
throughout Europe. In other words: low-cost
shown that three competitors lead to an
providers strengthen Hamburg as a tourist
destination abroad. With the help of Easyjet,
many people across Europe will be able to
reach Hamburg more easily.”
Passenger
numbers
in 2013 remain
at 2012 levels
The oldest come from the
UK (42.6 years) and the
youngest from Germany
(38.2 years).
overall improvement in services and lower
prices for the passengers.” Easyjet is therefore also a strategically important partner
for the airport.
Tirana International Airport was noticeably
In contrast to the preceding year, Hamburg
impacted by the closure of the Albanian air-
Airport recorded a slight 1.4 percent de-
line Belle Air in November 2013. Neverthe-
crease in passenger numbers to 13.5 million.
less, with 1.8 million passengers, the airport
However, at all five AviAlliance airports there
saw a significant 5.5 percent increase over
were fewer aircraft movements last year than
the previous year.
in the year before. The number of movements
was reduced by 176,434 to 455,047. At
In 2013, Athens International Airport pro-
Budapest Airport in 2013, for example, take-
cessed 12.5 million passengers – 3.2 per-
offs and landings totaled 83,330 – 4.3 per-
cent less than in 2012. The airport is still
cent less than in 2012. At Hamburg Airport
With 57.5 million passengers in 2013, air-
suffering from the difficult economic situ-
the number of aircraft movements declined
ports in the portfolio of AviAlliance were just
ation in Greece. However, it was able to
by 5.9 percent to 143,802, and is thus at the
about at the previous year’s traffic levels.
return to the path of growth in the fourth
level of the year 1994 when, with 7.7 million,
While Budapest, Düsseldorf and Tirana were
quarter. In December 2013, compared to
there were significantly fewer passengers.
able to appreciate slight increases, Athens
the previous December, the number of pas-
The reasons for this are mainly better utili-
and Hamburg suffered minor losses. At
sengers grew by 4.6 percent. This positive
zation of flights – that is, there were more
fault were the difficult economic situation in
trend continued during the first months of
passengers transported per flight – and the
Greece and – in addition to some strike and
this year.
use of larger aircraft.
storm days – Air Berlin’s route reductions in
northern Germany.
Passengers (in millions)
2011
2012
2013
The year was particularly pleasing for Düsseldorf Airport: With 21.2 million passengers
it reached a new record. The number of air
travelers at Germany’s third largest airport
grew by 1.9 percent compared to 2012.
This was significantly higher than the average passenger increase at German airports,
which stood at only 0.7 percent in 2013.
The year 2013 was one of consolidation for
Budapest Airport. The number of passen-
14.4 12.9 12.5
8.9
8.5
8.5
20.3 20.8 21.2
13.6 13.7 13.5
DUS
HAM
1.8
1.7
gers increased over the previous year by
0.2 percent.
ATH
BUD
11
TIA
1.8
P o r tfo l io
News
DUS
New Supervisory
Board Chairman
Gerhard Schroeder
Gerhard Schroeder, Managing Director of AviAlliance GmbH, took over the post of chairman
of the supervisory board of Flughafen Düsseldorf
GmbH at the beginning of the year. The position
rotates every two years between members of the
state capital of Düsseldorf and private shareholders. Lord Mayor Dirk Elbers was elected by
the supervisory board as second deputy chairman. Peter Büddicker from the Vereinte Dienstleistungsgewerkschaft ver.di (United Services
Union ver.di – a trade union) has remained as
DUS
Topping Out
Ceremony for
New Düsseldorf
Airport
Headquarters
first deputy chairman. The state capital Düsseldorf holds a 50 percent stake in Flughafen
Düsseldorf GmbH. The other half is owned by
Airport Partners GmbH, a shareholder consortium of AviAlliance GmbH, AviAlliance Capital
GmbH & Co. KGaA and the Irish airport operator Aer Rianta International PLC.
The future Düsseldorf Airport administration offices at Airport City were recently celebrated with
a topping out ceremony to mark a milestone in
construction. The six-story building should be
completed by the end of the year, so that some
500 employees can move into the new complex
at the start of 2015. Currently, employees are
HAM
Hamburg Airport
Builds New Cargo Center
spread across various locations on the airport
grounds. The existing offices date from the 40s
Hamburg Airport is investing 45 million euros to re-
and no longer meet the daily demands of a con-
place its existing cargo center with a new building.
temporary administrative center.
The new Hamburg Airport Cargo Center (HACC) is
scheduled to open in the summer of 2015.
“Düsseldorf Airport has been modernized piece
Airport CEO Thomas
Schnalke, Supervisory
Board Chairman Gerhard Schroeder and
Düsseldorf’s Lord Mayor
Dirk Elbers, under the
eyes of HOCHTIEF foreman Michael Schadll
(from left), hammer the
symbolic last nail into
the woodwork.
Photos: Düsseldorf Airport
by piece and with great enthusiasm in recent
The future HACC consists of cargo handling
years, and has thus been transformed into a
halls and offices and is designed to accommo-
modern and efficient service center for air travel.
date a maximum annual air freight capacity of
The new airport building aptly drives this devel-
150,000 tons. The building’s areas are broken
opment. It combines economy and efficiency
down as follows: A total of about 6,000 square
with outstanding architecture and offers airport
meters are assigned to office space – so-called
employees a modern working environment,”
pavilions – with approximately 20,000 square
said Gerhard Schroeder, Supervisory Board
meters reserved for logistics areas for freight
Chairman of Flughafen Düsseldorf GmbH and
handling and freight forwarding companies.
Managing Director of AviAlliance.
There are also up to 40 loading ramps for trucks
and about 36 parking spaces for tractor-trail-
Construction has been planned with an eye to
ers. In addition, cargo planes such as the large
the certification guidelines set by the German
freighter Antonov 124 can be loaded and un-
Sustainable Building Council (DGNB). Up to 50
loaded directly from the cargo center.
sustainability criteria from topics such as ecology, economics, technology or processes are
The airport had a high occupancy rate even be-
evaluated prior to awarding the gold standard
fore construction started: Contracts for around
certification. The airport is investing around 50
85 percent of the space have already been
million euros in the new building.
signed or negotiated.
12
P o r tfo l io
BUD
Budapest Airport Best in Eastern Europe
“And the winner is… Budapest Airport for ‘Best
elers helping to decide the end results, this
Airport – Eastern Europe!’” That announcement
acknowledgement is a tribute to the hard work
was made during the 2014 Skytrax World Air-
and support involved in the continuance of high
port Awards ceremony on March 27. This is an
standards across all departments and staff at
especially coveted transport industry award,
our airport.”
since airport passengers choose the recipient
themselves. Over 160 countries took part in the
The independent UK company Skytrax has op-
world’s largest airline customer satisfaction sur-
erated the world airline surveys for 15 years. The
vey and gave the highest overall points in East-
awards are considered a global benchmark of
ern Europe to Budapest Airport.
airline excellence. For the survey, airports are
evaluated across 39 service and product fea-
Jost Lammers, CEO of Budapest Airport, was
tures. Over the last four years Budapest Airport
on hand to personally accept the award at the
has repeatedly held second or third place before
Passenger Terminal Expo 2014 conference
progressing to the highest status in 2014 – a
center in Barcelona, Spain. He said, “It is a
testimony to the steady advances it has made.
Jost Lammers (l.), CEO Budapest Airport, accepting
the award from Skytrax.
Photo: Budapest Airport
great honor to accept this award on behalf of
Budapest Airport. With over 12 million air trav-
DUS
ANA Offers New Direct Flights to Tokyo
Since March 30, daily, non-stop flights between
“Traditionally, close economic ties exist be-
Amsterdam, Frankfurt or Munich. With the open-
Düsseldorf and Tokyo are now possible with All
tween the two economic areas of North Rhine-
ing of the new route in March, ANA will stop its
Nippon Airways (ANA), Japan’s largest airline. It
Westphalia and Tokyo. There are 500 Japanese
shuttle service to Frankfurt Airport. ANA will fly
is the first direct connection between Japan and
companies based in the region,” said Pradeep
the route with the Boeing 787, the so-called
Düsseldorf in 23 years.
Pinakatt, who is in charge of AviAlliance share-
Dreamliner. This is a new type of twin-engine,
holdings in Düsseldorf Airport. “A direct Düs-
long-haul aircraft, whose fuselage is made up to
seldorf-Tokyo connection is therefore a logical
a large extent from carbon fiber reinforced plas-
step.” Last year, around 50,000 people trav-
tic. The Dreamliner is noted for its reduced fuel
eled from the area served by Düsseldorf Airport
consumption and lower noise emissions during
to Japan – until now mainly via Paris, London,
takeoff and landing.
Since the end of March ANA again connects the state capital of Düsseldorf with Tokyo.
13
Photos: Düsseldorf Airport
Trends
How airports can prepare
for future capacity
shortfalls
Air traffic is expected to continue its growth path, which presents a challenge for
airports that are already operating at their limits. Especially during capacity shortfalls,
smart capacity management is advisable. Value Based Departure Sequencing
as part of Total Airport Management presents a concept to optimize the use of
remaining capacity and even offers a possibility for airlines to express their priorities.
By Jorgen von der Brelie
M
obility is a basic need of modern
For Europe and its larger metropolises, this
Total Airport Management – as a possible
societies and its significance will
means that the stakeholders involved in air
solution to this challenge – is an approach
grow in an increasingly globalized
traffic have to cooperate more intensively
to strengthen the cooperation of the part-
world. To enable this mobility over larger
in order to participate in the growth and
ners involved in air traffic (airports, air traffic
distances is one of the major tasks of air
to meet the goals formulated in the report
control, airlines, etc.), in which collaborative
traffic and the stakeholders involved, who
Flightpath 2015 Europe’s Vision for Avia-
decision-making is to be achieved through
will benefit from this development as ser-
tion. The constant growth of air traffic on the
common situational awareness and jointly
vice providers. Due to demographic factors
one hand, and the inability of airport infra-
agreed objectives.
as well as political decisions and capacity
structure to keep pace with this trend on the
constraints, this growth will not take place
other hand, will make even more airports the
One way this can be achieved is to gather
homogeneously, but with distinctive regional
bottlenecks of future air traffic. Total Airport
agents from all relevant stakeholders in one
differences. Airbus estimates a world annual
Management (TAM) presents one possible
central place, so that a common situational
traffic growth of 4.7 percent over the next
solution to this challenge.
awareness is assured and communication is fa-
20 years, which would again result in the
cilitated. This key infrastructure of TAM is called
doubling of air traffic every 15 years as has
the Airport Operations Center (APOC). It usu-
taken place in the past decades.
1
Total Airport
Management
ally incorporates a major video screen, which
displays all relevant information for the agents,
thus ensuring an equal information baseline.
However, the majority of this growth will
occur in expanding regions (China, India,
Middle East, etc.) with over six percent.2 In
Assuming the limited infrastructural augmen-
The agents will jointly negotiate performance
addition to this heterogeneous traffic growth
tation and the continuing constant traffic
targets (e.g., punctuality, output, stability,
by region, growth is also very much focused
growth as a given fact, Europe’s large hubs
etc.), which will be further broken down
on a few aviation mega-cities. Airbus esti-
like LHR, CDG or FRA have to develop smart
to more detailed target levels. Via a con-
mates that by 2031 over 95 percent of the
ways to deal with the development resulting
trol loop, feedback from the organizations
world’s long-haul traffic will be processed by
from an increasing air traffic demand. Espe-
is sent back to the APOC and if necessary
92 aviation mega-cities,3 approximately half
cially with only little buffer capacity during
adjustments can be made. 4 Additionally,
of them existing today (mostly in the western
normal operation, small interruptions may
other types of APOCs are developed, like a
world). For these airports the growth chal-
lead to severe disturbances if no counter-
decentralized APOC where the agents are
lenge is tremendous.
measures are taken early enough.
only virtually connected.
1
Airbus Global Market Forecast, Airbus, p.52, 2012 // 2 Boeing Current Market Outlook, Boeing, p. 14, 2012 // 3 Airbus Global Market Forecast, Airbus, p.40, 2012
4
Total Airport Management Operational Concept & Logical Architecture, Dr. Christoph Meier, Peter Eriksen et.al., Eurocontrol/DLR, pp.27ff., 2006
14
Trends
T
he new aspect of TAM is the holistic
approach. TAM tries to optimize the
airport as an entire system instead of
improving specific processes or specific areas (e.g., landside, airside, etc.). The overall
performance of the airport is the main objective, as good overall performance of the airports is seen as a prerequisite for good performance of the entire ATM network. Apart
from overall performance, the incorporation
of stakeholder priorities is another major objective. Establishing a transparent system to
react to degraded situations and thereby
incorporate stakeholder interests should improve stakeholder understanding of the situation and increase stakeholder satisfaction.
However, integration of the airlines is a
particularly challenging aspect, because
normally competing parties must cooperate together to optimize the overall system. Whereas other stakeholders like ATC
can be well represented by one agent, the
contradictory interests of airlines are very
difficult to be represented by one agent.
Therefore a concept called Value Based Departure Sequencing was developed.
Airline Transport Pilot Jorgen von
der Brelie (33) flies for the German
airline Lufthansa as First Officer
on the Airbus 340. Concurrent to
his professional career, the aviation engineer researched the integration of airlines into the Total
Airport Management concept as
part of his doctoral thesis at the
Technical University of Clausthal.
Photo: Marek Kruszewski
airline voluntarily cancels a flight for the benefit of the overall system which includes its
competitors. VBDS overcomes exactly this
missing incentive, by rewarding early demand reductions with credit points.
The governing rule hereby is the compensation principle, which states that if the overall
system benefits from a demand reduction of
Value Based Departure
Sequencing
an airline, then this airline shall therefore be
compensated from the overall system. The
amount of credit points is determined by
the severity of the capacity reduction. The
Value Based Departure Sequencing (VBDS)
more the overall system benefits, the more
as a first step is a concept to integrate air-
points are awarded.
lines into TAM, but its capability reaches
even further. VBDS presents a transparent
and fair process to optimize flight scheduling
and sequencing, especially but not limited
to degraded situations.
Usually, capacity reductions are anticipated in
advance, but as all airlines will try to operate
as many of their flights as possible, a rather
uncontrolled situation (ad hoc cancellations,
missed connections, stranded passengers,
etc.) evolves the next day. On the contrary,
an early demand reduction (e.g., cancellation)
would have prevented this uncontrolled situation. The effect of a single cancellation at an
early stage increases with the severity of the
capacity reduction, as more and more flights
become part of the queue.
4.7%
Airbus estimates
a world annual
traffic growth of
4.7 percent over
the next 20 years,
which would again
result in the
doubling of air
traffic every
15 years as has
taken place in the
past decades.
The airline in return can now use these credit
points to prioritize their remaining flights. To
prioritize a flight, again the compensation
principle is applied: The more capacity-critical the time interval of the desired flight is,
the more points have to be used.
The day of operation is subdivided into several intervals. The length of the intervals depends on the traffic density at the airport
and could be, for example, 30 minutes of
duration. During the pre-tactical phase (e.g.,
the day before the day of operation) the operational capacity for every single interval is
determined in the APOC. The operational
capacity may vary amongst the intervals
(e.g., a predicted strike in the afternoon will
downgrade the operational capacity in the
Thus, a large amount of flights can benefit
interval concerned, but will have limited in-
from a single cancellation. But naturally no
fluence on the preceding intervals).
15
Trends
Thereafter, all flights will be allocated with a
(higher value) the better are the chances that
a smart VBDS optimization, a total of only
standard value. The standard value depends
the flight will be prioritized in comparison to
four interval delays are distributed across
on the destination of the flight (domestic,
other flights in the pre-departure sequence,
only three flights, which suffer a delay. The
continental, intercontinental) and has three
especially if the actual capacity during the
total number of cancellations (one deliber-
values. This pre-selection takes into account
day of operation is less than expected. This
ate and one forced) will remain the same, as
the fact that generally a cancelled domestic
VBDS mechanism allows airlines not only to
VBDS does not increase capacity, but uses
flight usually has less impact for passengers
operate their remaining flights, but also to
it in an optimized way.
as well as for the airline compared to an in-
operate them as punctually as possible.
S
tercontinental flight. In addition to that, an
airline has nearly no options to swap flights
A number of factors and parameters pre-
at its classic long-range destination, as it
vent the misuse of the system and the un-
normally has only one flight.
fair treatment of the other participants. In
till, the airlines of course determine
which flights they want to reprioritize, but the value factor is the high-
est in the second interval. Therefore, an air-
this way VBDS integrates airlines into Total
line would receive the most credit points if
At this point a new parameter has to be in-
Airport Management and establishes a pro-
they reduce their demand in this interval.
troduced – the value factor. The value factor
cess that deals with capacity issues before-
This way, VBDS incentivizes airlines to act in
is calculated to assure the compensation
hand and prevents unnecessary aggrega-
order to achieve an overall optimum.
principle. If the value factor for an interval
tion of the situation to optimize the use of
were high, then the overall system would
the existing infrastructure.
benefit a lot from a demand reduction in this
Outlook
interval. If, on the contrary, the value factor
In the example case, the depicted time
is zero, then the operational capacity of the
comprises seven intervals and the sched-
interval is larger than the demand and no
uled capacity is three flights per interval.
Expressing priorities with credit points might
flights are in the queue. The overall system
During the APOC negotiation the operation-
only be a first step. Although VBDS is still
would not benefit from a demand reduction
al capacity was reduced in the second, third
in the development stage there are already
in this interval and therefore an airline would
and sixth intervals. This leads to a situation
indications that there is a lot more poten-
not get any credits. In this way, the compen-
as shown in Figure 1. In the first interval the
tial within the system. The ideas range from
sation principle is implemented.
operational capacity matches the demand
trading of credit points between airlines to
A
and as no queue exists, all values become
using it like a currency, where credit points
t this stage all flights have their al-
zero, indicating that a demand reduction in
could be received by an auction. A short-
located base value (standard value
the first interval will have no positive influ-
term vision is the usage of existing airline al-
multiplied by the value factor). The
ence on the overall system.
liances to improve positioning at an airport.
An airline having one long-range flight can
airlines may now express their priorities by
shifting credit points between flights on their
In the second interval, however, the oper-
only participate in a limited way in VBDS,
account. If an airline wants to prioritize a
ational capacity is zero and therefore the
but with the help of partner airlines, credit
flight it either has to take credit points from
value factor becomes one. The fourth in-
points might be pooled and thus strategic
the account or reprioritize another flight –
terval in itself is not critical, but a cancella-
positioning would strongly improve. How-
always considering the value factor. In this
tion in this interval would still be beneficial
ever, these and other ideas are not yet test-
way the flights receive their report value.
as there are flights in the queue. The sixth
ed sufficiently. Apart from that, a complex
interval represents a rebound and therefore
system like VBDS has to be adapted to the
the value factor increases again.
specific characteristics of the airport (e.g.,
The flights are then sequenced according
the proportion between domestic, continen-
to their value. The flights exceeding the operational capacity will be postponed in the
Figure 2 shows the resulting delay situation if
subsequent interval or even be cancelled.
all airlines try to operate their flights and only
With this VBDS process a reduced sched-
the standard value is taken into
ule for the next day is developed and the
account. In sum, five flights en-
implementation, but one fact is
chance of a more orderly traffic flow is sig-
counter a total of nine interval
for sure: If airports that are lim-
nificantly improved.
delays and two flights are actu-
ited in their capacity expansion
ally postponed into the seventh
want to participate in the up-
tal and intercontinental values).
So there is still a way ahead until
In addition to scheduling during the pre-tac-
interval, which in case of night
coming growth of air traffic, they
tical phase, sequencing on the day of op-
curfew would lead to a cancel-
will have to develop new con-
eration will automatically take place. Here,
lation.
cepts to use the existing capacity
more wisely – TAM combined with
the reported values from the day before will
be an advantage in the pre-departure se-
The effect of a single demand re-
quence, which includes the order in which
duction in the second interval would
aircraft will be given the start-up clearance.
lead to a dramatically different result
The more credit points a flight has received
as shown in Figure 3. As a result of
16
VBDS presents such a concept.
I N T E G R AT Tr Ee Dn dSsE R V I C E S
Capacity
Fig.1
Determination of
the operational
capacity
Time Interval
Capacity
Fig.2
Resulting delay
situation without
demand reduction
Time Interval
Capacity
Fig.3
Resulting delay
situation after
VBDS optimization
Time Interval
0
Domestic
Continental
Intercontinental
1
0.6
Value Factor (VF)
17
0.2
0.1
0.3
0
Trends
Investment partnership
Platform for efficient
interaction on equal terms
Today, almost no day passes without the trade press in Europe and North America
reporting on the launch of new infrastructure funds with substantial volumes.
As in the past, access today is still difficult for
Three main factors are responsible for this development:
institutional investors with large and diverse
investment portfolios in a variety of sectors.
Their infrastructure teams typically lack the
necessary in-depth expertise required for
The high investment required for the infrastructure of growing economies is in direct
the management of specific assets. Indeed,
conflict with the narrow margins of public budgets.
investment objects are uniquely individual,
necessitate ongoing assessment through
In the low interest rate environment that has been ongoing for a number of years,
industrial proficiency and demand a great
institutional investors are searching for long-term, stable and yet attractive
amount of support.
sources of income in order to ensure regular payment obligations for the pension
The same high-level, extensive knowledge
funds entrusted to them.
is necessary in the airport sector. Airports
Infrastructure investment, as a long-term opportunity, has become established within
are certainly among the most attractive eco-
the rather conservative investment environment of institutional investors.
nomic investment opportunities in the infrastructure area. However, these are usually
offered through highly competitive tender
processes, which require knowledge of spe-
With these influences, an expansive devel-
typical division in investment and operating
cific national characteristics and expecta-
opment of the market should be expected.
phase cannot necessarily be assumed?
tions of the individual vendor. To successfully address such tender offers, they require,
However, it seems the lack of appropriate
infrastructure projects and not the scarcity
Airports run in contrast to conventional in-
in addition to pure capital strength and sec-
of investment-seeking capital are limiting
frastructure development cycles, where de-
tor expertise, many years of transaction ex-
growth.
velopment and operational phases are per-
perience by a well-versed team.
manently connected. Here, intricately linked
To a certain extent, this is due to the infra-
processes come together, which must con-
AviAlliance can look back on more than a
structure projects themselves. They require
sider the legally regulated operation of tech-
decade of successful investment history.
large investment volumes in the high-risk
nically complex systems for air traffic as well
phase of implementation, followed by a less
as the design of attractive market offerings
complex operational phase with contractu-
for airport users.
ally fixed income structures. This later phase
The establishment
of AviAlliance Capital
in 2005
of operation is, not surprisingly, of particular
Thriving airports efficiently manage these
interest to those seeking durable investment
numerous and varied interests – while at the
in the institutional area. However, this does
same time maintaining the important bal-
not resolve the necessity for high-risk initial
ance between efficient performance and
What prompted AviAlliance to establish one
investment at the start.
appropriate service fees. Important contri-
of the first investment partnerships in this
butions to success are made by the long-
market segment in 2005 with four institu-
How, then, to classify investments in airports,
term presence of industrial expertise at the
tional investors from Australia, Canada and
which occupy a special position in compari-
shareholder level as well as the supervisory
Germany and a portion of their former air-
son to conventional infrastructures, since the
bodies of the airports.
port portfolio as a starting basis?
18
I N T E G R AT Tr Ee Dn dSsE R V I C E S
As can be clearly seen in the diagram, the
parties pursued two main objectives with
Structure AviAlliance Capital
AviAlliance Capital.
Improved access
to future airport
acquisitions
UTA
(Australia)
AviAlliance
(Germany)
IAI (Germany)
100%
With AviAlliance Capital, a platform was
created to jointly address future acquisi-
Future Fund
(Australia)
50%
AviAlliance
Capital Verwaltung
General Partner Portfolio Manager
0%
Caisse
de dépôt
(Canada)
KfW IPEX
(Germany)
40%
10%
AviAlliance
Capital GmbH & Co. KGaA
tions in this market. It was accomplished by
pooling the financial strengths of long-term
investors and the sector-specific expertise
of AviAlliance. The consortia structure was
defined by prior agreement and has made
it possible to focus on the actual acquisition process and so foster the successful
20.0%
DUS
10.0%
34.8%
HAM
14.2%
26.7%
ATH
13.3%
realization of an investment opportunity.
Investment management
with strong
industrial expertise
AviAlliance prepared for their asset man-
whether to acquire an investment taken
agement body last year alone, speak for
out of their hands. Ursula Tölke, Managing
themselves. In contrast, four meetings of
Director AviAlliance Capital, is convinced
the investors’ committee and one reporting
that “a partnership offers significantly high-
system, tailored to the needs of the insti-
er flexibility to accommodate these require-
With the airport investments made in 2005
tutional investors, made it possible – with
ments and still, with united forces, suc-
by AviAlliance Capital, asset management
existing capacities – to adequately follow
cessfully pursue acquisitions that might
remained the responsibility of AviAlliance,
the business performance of the assets.
otherwise be excluded.”
so that it could continue to successfully act
as a link between the airports and the insti-
Since AviAlliance still holds interests in these
tutional investors.
airports, asset management in the view of
Result
institutional investors not only benefits from
The partnership thus provided investors
industrial expertise but also from the clear
with access to this asset class without hav-
direction of an experienced investor, which
With the establishment of AviAlliance Capital
ing to build up extensive support capacities
ensures the equal alignment of the interests
in 2005, AviAlliance anticipated a neces-
and industrial expertise within their own or-
of all partners.
sary market development. The partnership
ganizations. The almost 100 meetings that
focuses on the permanent presence of in-
Partnership
structure of
AviAlliance Capital
dustrial sector expertise in management,
together with the synergies of shared interests between the partners and AviAlliance
as manager and co-shareholder of the jointly
held assets.
Why was a partnership structure for AviAlliance
Our experience so far also shows that as-
Capital given preference in 2005?
set management under the leadership of a
partner and co-shareholders with in-house
Ursula Tölke is Managing
Director of AviAlliance
Capital, one of the first
investment partnerships
in the aviation market.
Photo: AviAlliance/Mike
Henning
The uniqueness of assets, their national dis-
industry expertise makes growth more likely
tinctions and the general conditions of the
than would be possible with case-by-case
bidding process hardly allow in advance for
involvement of external consultants. Espe-
a standardization of investment criteria with-
cially in this asset class it is clear that fi-
out having to exclude a variety of attractive
nancial engineering reflects only part of the
opportunities. Furthermore, institutional in-
spectrum of possible optimization and in
vestors in this particular market segment
fact requires long-term support with indus-
are reluctant to have the final decision on
trial expertise.
19
Whether dog, falcon or bee – when it
comes to safety at the airport or during
flight operations, animals are routinely on
duty at many airports around the world.
This is also true for the shareholdings of
AviAlliance. Let us introduce some of our
trotting and flying employees:
rf A irp
seldo
Photo
: Düs
Unrecognized
staff
ort
I N T E G R AT Tr Ee Dn dSsE R V I C E S
Bees as
detectives
At Düsseldorf Airport there is a different kind of environmental monitoring program: In collaboration
Harris hawks
at Budapest Airport
with a beekeeping club, four beehives have been placed right next
to the airport fence. In the early
summer of 2006, the first “airport
honey” was harvested. Since then,
As an integral part of Budapest Airport’s drive to
Budapest Airport usually hires falconers for
the collected honey is regularly ex-
minimize bird-strike hazards for aircraft, Budapest
three months in spring (March, April, May)
amined to ensure that it stands up
Airport uses falconers to keep other birds away
and three months in autumn (September,
to the strict quality requirements of
from the runways. This type of anti-bird defense is
October, November), which are the main
the German Beekeepers Associa-
one of a network of actions aimed at minimizing the
bird-migration seasons. Hawks and fal-
tion (DIB).
chance of bird-strike. Other activities include sound
cons are employed in the morning and be-
cannons, traps, catching and relocating gophers
fore sunset in the late afternoon when other
In the search for food, bees cov-
(the main source of meat for predator birds like
birds are most active. The mere appearance
er an area of up to 30 square
eagles, owls, buzzards, etc.). The falconers mainly
of these quick predators causes other birds
kilometers around the hive.
use hawks that come from states in the south of
like doves, crows, starlings or blackbirds to
That means that the grounds of
the USA, such as Texas and Arizona, or from the
immediately flee.
Düsseldorf Airport and a large part
of the neighborhood to the north
northern parts of Mexico.
The use of birds is not really unusual. Dogs
are within the routinely flown terri-
(Hungarian vizslas and border collies) are
tory. By examining the honey and
also engaged to keep rabbits away from
the bees themselves, calculations
the runways and taxiways. Experts at
can be made about possible risk
Budapest Airport closely scrutinize the ef-
factors in the area. The bee project
fectiveness of each method and try to work
is intended as a supplement to the
out the best possible mix to guarantee the
many other measurement systems
safety of flights.
at the airport.
Photo: Budapest Airport/Mihály Hardy
20
I N T E G R AT Tr Ee Dn dSsE R V I C E S
Photo: Armand Habazaj
Sleuthhound
in service
Biological
grass eradicators
Zoo animals love fresh, clean grass.
Whether bison, elephant, giraffe or
But it’s usually hard to get. In or-
alpaca – the vegetarians among the
der to accommodate their charg-
zoo residents at least indirectly help
es in the summer, employees of
with landscape maintenance at the
Whether drugs or other illegal contraband:
Hamburg’s Hagenbeck animal park
airport.
Rosi is reliable! This sweet pooch is one of
get freshly cut green on a daily ba-
six police dogs currently doing duty at Tirana
sis from the city’s largest contigu-
Airport. They especially support officers in the
ous green space. And that is the
search for drugs. For where the eye – per-
Hanseatic city’s airport!
nner
haps by good packaging – can be deceived,
a e l Pe
the nose of a trained dog cannot be outwitted. Drugs in chocolates or artfully blended
/Mich
with other materials: The dogs sniff them out
Photo
s : Ha
m
irport
burg A
and raise the alarm.
21
I N T SE uG sR tai
A T EnDa bS iElRit
V IyC E S
Airports
with
reduced
carbon
footprint
For its higher rating level, Hamburg Airport has not only validated the reduction of its own emissions, but also
raised that of its partners at the airport.
Photo: Hamburg Airport/Michael Penner
H
aving already been accredited at the
take-off cycle, emissions associated with
plains Udo Bradersen from the environmental
“Mapping” and “Reduction” levels,
how personnel and passengers gain access
department of Hamburg Airport. “In addition
Athens International Airport (AIA)
to the airport, emissions from ground sup-
to aircraft emissions, the driving habits of em-
and Hamburg Airport recently took a new,
port equipment, etc.) and engaging other
ployees and the travel of passengers to the
significant step toward addressing the chal-
stakeholders on the airport site in minimizing
airport, for example, are taken into account.”
lenge of climate change. Within the frame-
CO2 emissions. From 2005 to 2012 Athens
work of Airport Carbon Accreditation, both
International Airport achieved an 18 percent
The reduction of CO2 emissions at Hamburg
airports were upgraded to Level 3 (Optimi-
reduction in carbon emissions due to its ac-
Airport also includes the gradual conversion
zation), a level also recently reached by the
tivities (12,000 tons of CO2).
of the fleet to alternative driving systems.
airports in London, Brussels and Paris.
By 2020, more than half of all vehicles of
For its higher rating level, Hamburg Airport
Hamburg Airport Group should be run with
AIA earned the Optimization level by ex-
has not only validated the reduction of its
alternative energy. A complete exchange of
panding its carbon footprint calculations to
own emissions, but also raised that of its
standard vehicles is aimed for.
include further indirect sources (e.g., emis-
partners at the airport. “The determination
sions from aircraft during the landing and
of these emissions is extremely complex,” ex-
Düsseldorf Airport has also been recertified.
Its CO2 reduction and consistent pursuit of
the reduction target were successfully demonstrated. The CO2 emissions due to direct
sources from Düsseldorf Airport decreased
CERTIFICATE
N
of ACCREDITATIO
of July 2014
inistration
n, under the adm
on Accreditatio
ment
that Airport Carb
carbon manage
ify
This is to cert
confirms that the
Ltd,
rgy
Ene
ment &
of WSP Environ
at
s
processe
PORT
Valid until the 2nd
ATIONAL AIR
ATHENS INTERN
al Airport
Athens Internation
implemented by
of their
N, in recognition
l of OPTIMISATIO
lders on
accreditation leve
g other stakeho
have earned the
cing and engagin
redu
airport
n
g,
pea
agin
k in man
of the Euro
exemplar y wor
emissions as part
in minimising CO2
Change.
the airport site,
lenge of Climate
chal
the
to
e
industry’s respons
Olivier Jankovec
Director General
ACI EUROPE
onacc
www.airportcarb
Simon Clouston
Global Director
& Energy
WSP Environment
AIA earned the
Optimization level by
expanding its carbon
footprint calculations
to include indirect
sources and engaging other stakeholders on the airport
site in minimizing
CO2 emissions. From
2005 to 2012 the airport has achieved an
18 percent reduction
in carbon emissions
due to its activities.
from 2011 to 2012 from approximately
61,000 tons to 57,000 tons. By 2020, the
CO2 emissions are expected to be reduced
from 2.83 kg to 2.55 kg per traffic unit.
The certification program initiated by the
umbrella association of European airports,
ACI Europe, recognizes a total of four consecutively increasing levels of accreditation:
Mapping, Reduction, Optimization and Neutrality. It enjoys high worldwide recognition
and requires ongoing environmental commitment and continuous improvement from
the certified companies.
reditation.org
22
S u s tai n a b i l it y
Weather
forecasts
help
Düsseldorf
Airport
save energy
S
ince the end of 2011,
Düsseldorf Airport has
made use of a weather
forecast control system (WVS),
which helps it to save on energy
and operating costs. Since launching the system, costs have fallen
by up to 40 percent in the building
concerned.
The six-story administrative building, which lies to the east of
Düsseldorf Airport, was expanded
in the mid-90s and reopened in the
spring of 2002. The 9,200 square
meter complex today serves airport management as a modern office and handling building.
New tool
helps reduce
energy
consumption
at airports
by
The intelligent weather forecast
control system evaluates local
weather data and the retention
capacity of the building, in order
to proactively heat or cool. The
physical properties are specified
in a mathematical model so that
changes in room temperature and
the necessary energy input can be
precisely calculated.
A
20%
t times, airports consume as much
the energy-consuming products at the air-
energy as small cities. Under the
port that are handled by the building control
direction of the Fraunhofer Institute
system – for example, air conditioning, heat
ISE in Freiburg, Germany, an energy man-
stations as well as power supply systems
agement tool will be launched later this year
and lighting.
Taken into consideration is the
that helps airports reduce their consumption
heat generated by people, lights
by up to 20 percent. AviAlliance is involved
The Fraunhofer Institute is supported in
and computers, as well as the in-
in this EU funded project – called Cascade –
development and implementation by vari-
fluence of sunlight through win-
as an independent observer within the proj-
ous project partners, including the National
dows. Several times daily, based
ect advisory committee.
University of Ireland as well as the two Ital-
on high-resolution local weather
ian airports Rome Fiumicino and Milan Mal-
data, the optimum temperature for
Anette Stavridis, Head of Environmental Af-
pensa. Cascade is already being tested at
the next few days is determined
fairs at AviAlliance, carries out this function.
these locations.
by simulation and sent to a simple
She stated, “Under the direction of Nicolas
control module which is installed in
Rehault, the Fraunhofer Institute develops
More information is available
the building control system. The
hardware as well as software that can be
on the project website:
technical adaptation to the exist-
integrated into the automatic control sys-
ing building control system takes
tems of an airport building. With their help
about three months. Based on the
we will be able, for example, to detect and
positive results, Düsseldorf Airport
counteract power supply problems as early
is now planning to expand the sys-
as possible.” The Cascade tool covers all
tem to other buildings.
23
http://www.cascade-eu.org
I N T EGR A T ED SERV I CES
AviAlliance
AirPort
Integrated
Services
at home
throughout
the world
Hamburg, Germany
Car parking capacity study
and revenue forecast for
Hamburg Airport, including high-level assessment
of potential capacity development options, 2013
The name says it all: “Integrated
Services.” Since 2002, this has been
the credo under which AviAlliance
(formerly HOCHTIEF AirPort) helps
its clients to position themselves in
the aviation market – throughout the
world. Our map gives an impressive
overview of where we have been
active as consultants in recent years.
AviAlliance is one of just a very few
consultancy firms which can draw
on experience gained from its own
investments and its own operations.
So the advice we give our clients is
practice-proven. This really sets us
apart from others in this field.
Budapest, Hungary
Advertising business strategy and development of
alternative business models for Budapest Airport,
2012 – 2013
Nice, France
Peer review of terminal
development concept and
retail revenue forecast for
Nice Côte d’Azur Airport,
2013
Geneva, Switzerland
Get in touch with us
Master plan and support for
the Aile EST project of Aéro-
AviAlliance GmbH
Alfredstr. 236
45133 Essen
Germany
port International de Genève,
2009 – 2011
Tel.: +49 201 824-1249
Fax: +49 201 824-1838
consulting@avialliance.com
www.avialliance.com
24
I N T EGR A T ED SERV I CES
Airports
AsiA
Ekaterinburg, Russia
Cargo feasibility study for Ekaterinburg
Airport SVX, development of entirely
new cargo terminal, 2010 – 2012
Krasnoyarsk, Russia
Master and business plan and permit design management for Krasnoyarsk Airport Yemelyanovo for
the state enterprise of Krasnoyarsk
territory region “Center of Transport
Logistics”, 2010 – 2014
Novosibirsk, Russia
Airline marketing strategy for OVB
Novosibirsk Airport including a highlevel action plan to increase hub
attractiveness, 2012
AE Abu Dhabi AUH
AM Yerevan EVN
BHBahrain BAH
KZAlmaty ALA
MY Kuala Lumpur KUL
Senai JHB
PHCebu CEB
QADoha DOH
RUAnapa AAQ
Ekaterinburg SVX
Gelendzhik GDZ
Krasnodar KRR
Krasnoyarsk KJA
Mineralnye Vody MRV
Novosibirsk OVB
Omsk OMS
Sochi AER
Stavropol STW
Surgut SGC
Tyumen TJM
SYAleppo ALP
TMAshgabat ASB
australia
AUSydney SYD
Europe
AL Tirana TIA
BGRuse ROU
CHBasel BSL
Geneva GVA
Zurich ZRH
D
Berlin TXL, SXF, THF, BBI
Cologne CGN
Düsseldorf DUS
Essen
Hamburg HAM
Hanover HAJ
Leipzig LEJ
FR Nice NCE
GR Athens ATH
HR Dubrovnik DBV
Zagreb ZAG
HU Budapest BUD
Gyor QGY
LV Riga RIX
MD Kishinev KIV
PLMazury SZY
Warsaw WAW
PTFaro FAO
Lisbon LIS
Porto OPO
ROArad ARW
Bucharest OTP
Timisoara TSR
RSBelgrade BEG
RUMoscow DME, SVO
Nizhny Novgorod GOJ
Rostov/Don ROV
Samara KUF
St. Petersburg LED
SILjubljana LJU
Maribor MBX
Sydney, Australia
Various consulting mandates
Cebu, Philippines
Technical advisory services for Zurich
Airport consortium consisting of Zurich
Airport, SM Holdings and Citadel (both
Philippines) regarding the privatization of
Mactan Cebu International Airport, 2013
Americas
CHI Santiago de Chile SCL
AviAlliance Headquarters
AviAlliance’s shareholdings
AviAlliance Integrated Services
25
I N T EGR
E G R A T ED
E D SERV
S E R V I CES
CES
[1] Successful collaboration to start off
the terminal design: Alexander Volkov,
Anna Garmanchuk, Victor Aleksinm
Tofik Ragimov and Irina Petrova from the
Russian planning team and AviAlliance
Project Manager Frank Holzapfel (third
from right).
[ 2] Green light for the new terminal:
The Russian Federal Authority has issued
its approval for the new passenger terminal at Yemelyanovo International Airport.
Photo: AviAlliance
2
1
AviAlliance: go ahead for
terminal design in Krasnoyarsk
Good news from Krasnoyarsk in Siberia:
Following the conclusion of the master
The company’s experience in the Russian
The project team headed by AviAlliance has
plan, AviAlliance is supporting the client
market is lengthy. They have worked in plac-
been awarded the permit design for the new
to implement the pending construction
es that may well sound exotic to Western
passenger terminal at Yemelyanovo Inter-
project of a 42,000 square meter passen-
European ears. In addition to St. Peters-
national Airport by the responsible Russian
ger terminal.
burg, Yekaterinburg, Krasnodar and Sochi,
AviAlliance specialists have been active,
Federal Authority (Glavgosexpertise).
AviAlliance has established a long-term
for instance, in Anapa, Nizhny Novgorod,
At several points during the complex
relationship with the client in Krasnoyarsk
Omsk, Samara, Tyumen and Rostov-on-
approval process, the authorities required
since the development of the master plan in
Don. In thinly populated Russia, these cit-
clarification. Thanks to the professional
2011. It indicated that Yemelyanovo Airport
ies form important regional centers and their
team and excellent support from the client,
will almost triple its passenger numbers in
airports are vital to the prosperity of local
all open issues were successfully resolved.
the next 20 years.
economies.
AviAlliance Supports Nice Airport
with Retail Tender Strategy
N
ice airport was again pleased to
to develop a retail tender strategy for termi-
note an increase in passengers
nals 1 and 2 by April of this year. “Nice Air-
during the last fiscal year. To cope
port officials intend to go to market with its
with this development, the operating com-
tender project by the end of the year”, said
pany Aéroports de la Côte d’Azur Nice
Dr. Poungias. “Until then, they must have
Airport intends to significantly expand and
made a future retail business approach.
invest in the entire retail sector in its two
It was our task to develop and present
terminals over the next years. The aim is
various alternatives.” Clearly, the manner
to increase revenues in this area by nearly
in which a call to tender is presented not
50 percent.
only affects the future retail structure of an
AviAlliance has once again advised the Nice
Airport in its aim to reshape its complete retail
sector in the coming years.
Photo: Aéroports de la Côte d’Azur
airport, but also the participating compa-
Under the direction of Chief Commercial
In order to achieve this goal the airport
nies. Dr. Poungias noted the necessity of
Officer Filip Soete and Valérie Chuong,
again asked for support from AviAlliance.
creating sensible packages and developing
Head of Development & Commercial Ac-
It commissioned Dr. Peter Poungias, Ex-
schedules that will make the bid invitation
tivities, the airport will now decide on the
ecutive Director Commercial and Property
as attractive as possible for the best opera-
final structure of the tender process and
Activities at AviAlliance, to provide an offer
tors and brands in the market.
its timeframe.
26
c Vo IuCnEtS
I FNiTgEuGrReAsT Et Dh at
SER
Economic factor
airport
Airport level
A
1.95
viation is a significant contributor to
the economic strength of a country.
That includes airports, which also
bn added value
provide some of the most important job
engines in their respective regions.
Athens International Airport wanted these
Greek Economy
assertions to be substantiated with scientific support. Therefore, the Athens University of Economics and Business was again
asked to examine the economic implications
of airports. The results, determined under
the direction of Prof. Dr. Gregory Prastacos,
are extremely satisfactory: Despite the financial crisis in Greece, the capital’s airport is
the one of the key drivers of the national
economy.
5.1
corresponds to
1.01
percent of Greek GDP
bn added value
13,160
corresponds to
jobs created
2.63
corresponds to
percent of Greek GDP
99,987
0.32
percent employment
of Greece
jobs created
corresponds to
2.5
percent employment
of Greece
Imprint
Source: The Contribution of Athens International Airport
to the Greek economy; An economic impact study 2013,
Athens University of Economics and Business
Responsible:
Donatella Gasser
Publisher:
AviAlliance GmbH
Project management and copy:
Communications
Donatella Gasser, Anne Langensiepen
Alfredstr. 236
45133 Essen
Design:
Germany
heureka GmbH – einfach kommunizieren., Essen
Tel.: +49 201 824-1249
Printed by:
Fax: +49 201 824-1838
druckpartner, Druck- und Medienhaus GmbH, Essen
info@avialliance.com
www.avialliance.com
© 2014 AviAlliance
27
Keeping
an EYE on
the BIG PICTURE.