Keeping up with the Ngs
ACI’s senior manager for environment, Xavier Oh, takes a closer look at some of the many environmental initiatives taking place at airports across the Asia-Pacific region.
As a child I remember playing with a small plastic moulded toy and on its base was printed ‘Made in Japan’.
I was only about seven and living in Australia, and at the time this meant to me that the toy was cheap and poorly made.
How times have changed.
Japanese manufacturing now has a well earned reputation for quality, innovation and pioneering new concepts and ideas in a number of different industries.
Clearly Japan and many other Asian nations have demonstrated the ability to move from being imitators and followers to becoming leaders and trendsetters.
The same can be said for environmental management at airports.
When conducting research for this article, I asked a number of ACI Asia-Pacific member airports for information on any ongoing environmental initiatives at their gateways and was positively inundated with details about a host of achievements of the highest quality.
The news will probably come as a surprise to the vast majority of travellers who pass through these gateways each year blissfully unaware of the efforts being made by airports to reduce aviation’s impact on the environment.
So, for the record, I would like to outline just a few of them.
Singapore Changi Singapore Changi’s new Terminal 3 has many energy saving features incorporated into its design.
They include 919 skylights in the roof, which boast computer-controlled butterfly-shaped reflectors to admit finely controlled levels of sunlight.
This achieves the difficult balance between optimal interior natural lighting and the avoidance of excessive solar heat load.
In addition, the air conditioning system in the departure hall features low level jet diffusers to deliver cooled air at floor level and thus avoid excessive cooling.
The airport is also facilitating the introduction of compressed natural gas (CNG) tractors for Changi’s ground handling subsidiary.
CNG burns cleaner than traditional diesel thus providing local air quality and occupational health benefits for the workers.
The airport’s investment in CNG delivery infrastructure is complemented by its mandating the use of only hybrid tractors in the Terminal 3 baggage sorting area.
Changi’s new Budget Terminal will feature 2,500sqm of photovoltaic panels expected to generate 280,000 kWh of electricity per year – equivalent to 140 tonnes of CO2 per annum – when it opens in 2010.
Elsewhere civil works now use recycled materials to rehabilitate taxiway pavement while recycled concrete is used for roadways, pavements, drains and kerbs.
Bangkok–Suvarnabhumi Heating Ventilation and Air Conditioning (HVAC) energy management is also a key feature of the new Bangkok–Suvarnabhumi International Airport where the outside temperatures are often humid and exceed mid-30°C.
The building envelope of the concourse features innovative use of materials that include shading trellis blades, fritted glass and translucent membranes that diffuse light and reduce the thermal load.
This is coupled with chilled water floor cooling and floor-level cooled air supply.
The result is an induced thermal stratification where occupied floor areas have a comfortable temperature and humidity, while high-level empty spaces are allowed to get as hot as outdoors.
Delhi–Indira Gandhi One of the outstanding environmental efforts at Delhi–Indira Gandhi International Airport is its water management programme and planning for staggering rates of growth.
In 2006 the airport handled 16mppa and water consumption was 11 million litres per day.
By 2012, with the completion of a new runway and Terminal 3, 37mppa are expected to use the gateway and the projected water consumption will be 20 million litres per day.
This will represent a 130% increase in throughput for an 80% increase in water.
By 2012, 50% of the water will be drawn from ground source and 15% from municipal supplies.
Around seven million litres per day or 35% will come from the treatment and recycling of wastewater and will mainly be used for HVAC and landscaping purposes.
Pressure on water (and all other) environmental resources will continue to grow as passenger numbers are expected to double again to 76mppa by 2024.
While not a glamourous highlight of airport management, water treatment is a crucial component of airport operation and growth.
Beijing Capital With economic and passenger growth and water scarcity issues similar to India’s, Beijing Capital International Airport has just opened a new sewage treatment plant that is capable of processing 80 tonnes of sewage to produce 10 million litres of water per day.
The so-called ‘grey water’ is used for toilet flushing, landscaping and cooling at the airport’s power station.
Other environmental initiatives at Beijing include solid waste management and recycling; energy audits and savings projects; modernisation and reduction of ground base noise sources; and ISO 14001 Environment Management System certification.
Seoul–Incheon In South Korea, Incheon International Airport provides us with many examples of infrastructure investments on a range of scales, following its Green Growth Strategy to become one of the best green airports in the world.
Its Phase 3 development to 2015 includes a new terminal building and a Maglev passenger train to neighbouring business districts and theme parks; 5% of its development costs have been allocated to renewable energy including wind and solar.
Other initiatives include the purchase of electric powered vehicles for airside operations and gates fitted with fixed electrical ground power to replace aircraft APU use.
On a slightly smaller scale in terms of the investment but no less impressive is the creation of more than 18 kilometres of bicycle paths for staff, tenants and maybe passengers.
Efficient LEDs (light emitting diodes) will replace traditional bulbs throughout the airport buildings between now and 2015.
In the parking lots, systemic parking control assists drivers to find empty spaces effectively, reducing time and fuel spent in searching for spaces.
Hong Kong Another innovator in the region, Hong Kong International Airport, has an Environmental and Health Management System in place.
This is a formalised structure that applies to all areas of business and operational activities and effectively ensures that it considers the social, economic and environmental impact of all activity at the airport and any planned future developments.
Recent land and marine care projects include extensive landscape planting; research and facilitation of a conservation plan for the Romer’s tree frog in Hong Kong and the local Chinese White Dolphin population; and contributions to the mangrove replanting and a local marine park.
Other environmental projects include water and air quality monitoring, wastewater recycling, solid waste management and composting, and the establishment of an energy management committee.
The airport’s fleet vehicle replacement policy favours electric and low-emissions vehicles.
It is developing bio-diesel supply from waste cooling oil from tenants as well as LPG and vehicle charging stations.
Social projects include community service projects, airport visit programmes, environmental competitions, the creation of an ‘Airport Trail’ for jogging or walking, showcasing archaeological relics and the HKIA Historical Garden.
The airport has initiated an Airport Wide Carbon Audit and is assisting airport tenants with carbon audit guidance.
By the end of 2009 the airport will develop an airport community–wide pledge, which will include commitments and CO2 reduction targets.
Conclusion Clearly these examples are just a tiny sample of the environmental activities and initiatives of airports in the Asia-Pacific region.
Indeed, to some extent, all the region’s gateways deal with the issues of noise, local air quality, water quality, soil, waste management, recycling and habitat.
These actions are helping boost Asia’s environmental image, which has suffered somewhat in recent years as it has become a global economic growth engine.
With their breathtaking traffic growth forecasts and matching commitment to investment and environmental stewardship, the gateways that I’ve highlighted – and certainly many others in the region – can certainly provide inspiration to airports all over the world.
Asia-Pacific Airport 2009 Issue 4
Cream of the crop
Marketing managers are supposed to pitch their product, although it’s not only duty that calls Frances Cream, newly crowned ACI Asia-Pacific’s Young Executive of the Year, to wax lyrical about the joys of Australia’s Gold Coast.
“What’s not to like?” asks the 31-year-old marketing manager at Gold Coast Airport in Queensland.
“I live opposite the beach, and the airport overlooks the beach.
I can walk along the sand every morning, and swim in the ocean most months of the year.
I can’t imagine a more beautiful place to live and work,” she says.
Cream, an ex-Sydneysider, espouses the Gold Coast Airport’s mantra that “you feel like you’re on holiday the minute you arrive”.
She has held her current position for two years, after Cream and husband Glenn decided on a sea-change.
“I was living in the heart of Sydney, while Glenn, from Tasmania (an island, and Australia’s southern most state) is not really the city type.
When we got married we wanted a different lifestyle, and the Gold Coast seemed perfect.”
Cream had always been drawn to travel and tourism.
Originally a travel agent, she went back to study a masters degree in marketing, starting her new career at Tourism Australia.
Her arrival on the Gold Coast two years ago coincided with its airport needing a new marketing manager, a role Cream considers to be her dream job.
of it all, and the way it brings people together from all over the world.
“We have an internal word for people who are into aviation – aerosexuals – and that’s me, so this job is a perfect fit.”
When she first arrived, Cream explains, the Gold Coast Airport was already a powerful brand.
It’s the aviation home of Australia’s favourite seaside playground, world renowned for its glorious subtropical climate, seemingly endless kilometres of golden surf beaches, spectacular hinterland, award-winning restaurants, great shopping and thrilling theme park attractions.
With a A$100 million terminal redevelopment then about to begin (and now in its final stages, due for completion in March 2010), Cream’s goal was to ramp up the marketing to cement Gold Coast Airport as a first-choice destination for southeast Queensland.
“My aim was to get more locals to use it, and having Brisbane people look at the Gold Coast as their airport as well – even for (some) international departures,” says Cream.
How? “Well Gold Coast is a more affordable option for outbound passengers, with lower car-parking costs and lower fees,” she explains.
“And with our nearly completed terminal extension bringing a wide choice of retail and F&B offerings, it’s no longer a small-town airport.”
For arriving passengers, Cream adds, the airport, with its stylish interior design and views over the surrounding hinterland, will be “part of their Gold Coast experience”.
Being from the new school of marketing, Cream has drawn on technology to help spread the word: in addition to traditional media, she leverages the cost effective, broad-reaching online environment, including Facebook, news feeds, email alerts, even Twitter.
“To my knowledge, we are the first airport in Australia to have a Twitter site,” she says.
As a result, the Gold Coast Airport’s website hits are up 50%–70% from last year.
Cream’s marketing strategy has also focused on working with airline partners to develop new routes and restore flight frequency that was cut during the economic slowdown.
Marketing co-operatives were formed so the airport could join hands with airlines and the tourism industry to do larger campaigns, and the results again are proven.
Last financial year the Gold Coast Airport recorded over 4.6 million passengers, up 11.6% on the previous year, including a 97% jump in international numbers.
And the numbers so far this year look promising, too.
Working with the airline’s research department and passenger focus groups to propose new routes has also paid off, notably with Virgin Blue’s new Gold Coast–Townsville service, and the introduction of new carrier Airnorth with a Gold Coast–Mount Isa–Darwin route.
“I don’t think Virgin Blue would have thought to go to Townsville if not for that,” Cream says.
Low-cost carriers (LCCs) were targeted to give the airport a competitive edge.
When the new terminal is finished, it will be the largest purpose-built facility for LCCs in Australia, streamlining efficiency for carriers and their passengers by having a common check-in for all airlines, self-service kiosks, a single baggage collection and screening point and one main departures and arrivals area.
Cream saw her entry in the ACI Asia-Pacific Young Executive of the Year award as a way of contributing her ideas on how the airport industry can rise above the challenges of the financial crisis.
Despite the intensity of the current economic climate, she stresses the need not to lose sight of long-term sustainability.
To this end, Cream feels airports must be more strategic and innovative, becoming “more accountable for the fate of the airport user, whether it is the airline, or airline customer or concessionary owner”.
Her solution, as evidenced in initiatives at the Gold Coast Airport, involves all stakeholders in aviation business pulling together in an integrated approach.
“It is during these tough times that airports have opportunities to grow and develop partnerships and work collaboratively yet competitively to ensure sustainability and growth in the ever changing aviation industry,” Cream says.
“By knowing their position in the market, who their key customers are and understanding their needs, airports can continue to manage infrastructure costs with revenue while facilitating growth for airlines.”
Cream will be presented with her award on November 3 in Kuala Lumpur at the 19th ACI World & Asia-Pacific Conference and Exhibition.
Her $1,000 prize money won’t be spent on flying lessons, or even more trips abroad – indeed, after Kuala Lumpur, Cream will be grounded for a while as she prepares for her next challenge: the birth of her first child, due early next year.
But no doubt, during her happy time ahead while on maternity leave, at least part of this young executive’s head will be in the clouds, still dreaming of ever new heights and clever new marketing ideas for her beloved aviation business.
Asia-Pacific Airports 2009 Issue 4
Exciting times
It has been both a privilege and a pleasure for me to serve as the inaugural president of ACI’s Asia-Pacific region.
I am also fortunate enough to be a past president of the former ACI Pacific region, and would like to place on record my sincere thanks for the strong support I received from my Executive Board on each occasion.
The Pacific region, of course, includes many of the world’s great airports and its chief executives, in particular, have provided tremendous support and leadership.
Indeed, they have greatly benefited the development of ACI and the region as a whole.
Undoubtedly the highlight of my period in office has been the successful merger of the ACI Asia and ACI Pacific regions, as it has enabled a new, fully integrated region to be created for the fastest growing aviation markets in the world.
I was particularly fortunate that the leadership of both the Asia and the Pacific regions were committed to the positive development and integration of our two regional organisations for the mutual benefit of all of our members.
I stated at the time that I thought the merger would facilitate the sharing of resources, new technology and management experience across the region, and nothing that has happened since has made me change my mind.
Airports are vital engines of economic growth and we need to do all that we can to ensure that they thrive and prosper.
Without doubt the creation of the Asia-Pacific region has facilitated the growth of ACI services to our regional members both large and small.
In this regard, we have been very fortunate to have a dynamic regional office under the management of Maggie Kwok.
In fact Maggie and her team have developed a number of major new projects over the past three years that include the launch of our regional magazine Asia-Pacific Airports, new training and development initiatives such as the ACI Asia-Pacific Young Executive of the Year Award (see page 22 for details about the 2009 winner) and the launch of the ‘We Care’ Airport Service Coordinator Program.
Whilst airports across Asia-Pacific are currently facing a number of major challenges due to the global financial crisis, I have no doubt that the region will resume its growth trajectory and continuing infrastructure development.
The Gulf States will certainly be equipped to meet future demand if the number of development projects currently going on across the region are anything to go by.
I am very impressed with the huge development of airports and aviation related industries in the various Gulf States.
They have realised that as individual city-states, it is vital to their economic development to outlay capital expenditure to provide aviation infrastructure.
Undoubtedly they have taken account of the earlier development of major aviation facilities in city-states such as Singapore and Hong Kong.
Whilst the amount of capital expended probably exceeds current demand, the Gulf States have recognised that they need to provide world-class facilities, which will grow an entirely new market in their region.
As previously mentioned, I am lucky to have been supported by a very positive executive board made up of some of the leading lights in the global airport industry.
We also have a very professional regional secretariat, which is just as well, as our region faces a number of major challenges in the future.
For example, we need to pay particular attention to the training needs of the major new growth markets of China and India.
We also need to be responsible leaders in adjusting to a new global framework for sustainable environmental development of airports and aviation.
Asia-Pacific gateways will need to adapt to the new world order and become more environmentally friendly, despite the current financial uncertainties, while all new builds will have to meet new global requirements for sustainable environmental operations.
Indeed, airports in our region are already actively engaged in addressing the challenges of improving our environmental footprint.
For instance, Christchurch International Airport is the first airport in the Southern Hemisphere to achieve carbon neutral certification.
As you will read later in this issue, Kuala Lumpur International Airport has become the first environmentally friendly airport with Green Globe 21 certification.
Elsewhere, Hyderabad International Airport has become the first gateway in Asia to be awarded the prestigious Leadership in Energy and Environmental Design New Construction (LEED NC) Silver Rating by the US Green Building Council for its eco-friendly design.
Sydney Airport, a gateway close to my heart, is investing in a new A$10 million water treatment plant designed to save up to one million litres of fresh drinking water every day for the next 20 years.
The plant will treat and clean wastewater using a series of physical, chemical and biological processes before it is used again in air conditioning cooling towers, toilet flushing and landscaping.
So in this ever-demanding world, what makes a ‘good airport’ in my eyes? A good airport in my view is an organisation that has a clear view of its strategic situation within its local and national community.
Airports are capital-intensive assets, which provide valuable support to a whole range of other industries, particularly tourism and logistics management.
It is vital that airport management have a clear focus on the needs to service their markets in the most effective and efficient manner in the interest of all of their stakeholders, including airlines, tourist interests and local communities.
I have been involved in national government for approximately 30 years, mainly in the trade and industry areas of the Australian Government, which included a period in international aviation.
In particular, I was appointed vice chairman of Australian Airlines, a major domestic airline, for a period in the 1980s during which major reforms were taking place in Australian aviation.
Following my retirement as head of the Australian Prime Minister’s Department, I was asked to become executive chairman of the Sydney Airport Corporation, with a remit to bring private sector management to Australia’s largest international and domestic airport.
In addition to my management role at Sydney Airport, I have since been appointed as chairman of Macquarie Airports and deputy chairman of Copenhagen Airport.
What advice would I give to anyone who was considering airport management as a career today? I can thoroughly recommend the exciting opportunities for ambitious executives to participate in the management of airports in our region and throughout the world.
Aviation is one of the major drivers of economic development and will continue to be one of the most dynamic sectors of economic growth into the future.
I have no doubt that the ACI Asia-Pacific region will continue to be the fastest growing region in ACI and that our leadership will continue to take a proactive and forward looking approach to the challenges of the future.
Asia-Pacific Airports 2009 Issue 04
Clean sweep
ACI’s annual Airport Service Quality (ASQ) survey shows that Asia-Pacific gateways once again lead the way when it comes to customer service.
BEST AIRPORTS WORLDWIDE
1 Incheon (ICN)
2 Singapore (SIN)
3 Hong Kong (HKG)
4 Beijing (PEK)
5 Hyderabad (HYD)
BEST AIRPORT BY REGION
Asia-Pacific
1 Incheon (ICN)
2 Singapore (SIN)
3 Hong Kong (HKG)
4 Beijing (PEK)
5 Hyderabad (HYD)
BEST IMPROVEMENT BY REGION
Asia Pacific: New Delhi (DEL)
Middle East: Abu Dhabi (AUH)
BEST AIRPORT BY SIZE OF AIRPORT
5–15 million passengers
1 Hyderabad (HYD)
2 Austin (AUS)
3 Cancún (CUN)
4 Nagoya (NGO)
5 Jacksonville (JAX)
15–25 million passengers
1 Baltimore/Washington (BWI)
2 Taipei (TPE)
3 Shenzhen (SZX)
4 New Delhi ( DEL )
5 Salt Lake City (SLC)
25–40 million passengers
1 Incheon (ICN)
2 Singapore (SIN)
3 Tokyo Narita (NRT)
4 Kuala Lumpur (KUL)
5 Shanghai Pudong (PVG)
Over 40 million
1 Hong Kong (HKG)
2 Beijing (PEK)
3 Denver (DEN)
4 Dallas/Fort Worth (DFW)
5 Houston George Bush (IAH)
In another stand out year for Asia-Pacific, ACI has announced that the top five airports in the world all come from the region.
Incheon International Airport was named as ‘Best Airport Worldwide’ for the fifth successive year while Singapore Changi and Hong Kong International Airport – themselves no stranger to picking up customer satisfaction awards – finished second and third respectively for the second year running.
However, newcomers Beijing Capital and Hyderabad–Rajiv Gandhi edged out Nagoya (Central Japan) to claim fourth and fifth positions in the top category in the 2009 Airport Service Quality (ASQ) awards.
“All hail from ACI’s Asia-Pacific region, a reflection of the region’s strong customer service culture, airport management commitment to service delivery and the high quality of modern passenger facilities at each of these airports,” says ACI director general, Angela Gittens.
“I congratulate Incheon for its singular performance, having garnered the top spot for five years running. This record is no accident, nor for the others who year after year continue to receive top honours. All have learned to focus on key performance factors that their passengers most appreciate.
All demonstrate that they fully understand that what pleases a passenger today becomes tomorrow’s expectation, and that to stay at the top, an airport must continuously refresh its offer and introduce new innovations that continue to delight the passenger on subsequent trips.
”Quite simply, no other airport in the history of the annual passenger satisfaction survey has got anywhere near matching all conquering Incheon’s winning streak, the airport also securing top spot in the 25-40mppa and Asia-Pacific categories.
In the other by size categories, ACI Asia-Pacific airports picking up awards included Hyderabad, (5-15mppa) and Hong Kong (over 40mppa) while New Delhi (Asia-Pacific) and Abu Dhabi (Middle East) won ‘Best Improvement Awards’.
Abu Dhabi International Airport actually ranked top in eight customer service categories for the Middle East region.
“Naturally, we thank our customers and passengers for affording us these ratings. They clearly vindicate the hard-work of all our staff and related agencies at the airport who are striving to ensure Abu Dhabi offers some of the world’s best airport environments,” enthuses Abu Dhabi Airports Company’s senior vice president of airport operations, Ahmad Al Haddabi.
“I thank and congratulate the whole team for their continued efforts and can promise our customers we will continue to work even harder during the coming year.
”Hyderabad International Airport operator, GHIAL, is also already thinking about further improving services to ensure that it retains its 5-15mppa category title next year.
CEO, P Sripathy, muses: “What next for us? We are motivated to continue to raise the bar when it comes to service quality and wish to create new benchmarks in the coming years.”
Also doing well, but missing out on the top awards this time, were Nagoya (4th 5-15mppa); Taipei, Shenzhen and New Delhi (runners-up 15-25mppa); Singapore Changi, Tokyo–Narita, Kuala Lumpur and Shanghai Pudong (runners-up 25-40mppa); and Dubai, Abu Dhabi, Doha and Muscat which finished behind Tel Aviv in the Middle East region.
Beijing Capital – which handled a record 65.3 million passengers during 2009 – also finished runner-up in the over 40mppa category.
Receiving an outstanding score of 4.99 points with 5 denoting a perfect score, Incheon International Airport garnered the top spot with the highest points ever awarded in the survey’s history.
Incheon’s president and CEO, CW Lee, says: “Winning the top honour in the ACI survey as the best airport in the world for five consecutive years is the result of the combined efforts of the government and 35,000 airport employees who have consistently
delivered excellent service every year.
“This will burnish the reputation of the airport as well as boost the standings of Korea on the international stage.” Lee indicated that Incheon will do all that it can to hold on to its title in 2010 and that efforts to enhance its reputation would involve offering a number of “unique services” designed to ensure that the gateway stands out from other international airports.
A faster and simpler customs procedure is now in operation at the airport, which recently expanded the use of self-service check-in technology and introduced an automated immigration clearance system.
The airport has also championed the concept of ‘sense of place’ with a mounting focus on cultural and arts facilities and performances. Arguably its prize asset is its Korean Cultural Museum – operated in conjunction with the National Museum of Korea – where visitors can view ancient artifacts and enjoy traditional music and artwork.
Other customer friendly features at Incheon include its ‘indoor gardens’ – which house a variety of flora and fauna – and facilities such as its own casino, golf course, spa and private ‘sleeping rooms’.
Singapore Changi’s Terminal 3 is one of the most impressive in the Asia-Pacific region and its January 2008 opening appears to have once again made the gateway a firm favourite of transit passengers.
The gateway boasts a total of 300 retail and F&B outlets spread across a total of 40,000sqm of commercial space making it possibly the largest shopping destination in Singapore.
Other facilities/services popular with visitors include a children’s playground, hair and beauty salons and a supermarket.
Hong Kong International Airport is also a shopper’s paradise courtesy of 240 retail outlets and 70 F&B facilities spread across its two terminals. In addition to shopping and eating, visitors can also experience a range of entertainment in Terminal 2 that include a 4D Extreme Screen, Aviation Discovery Centre and Asia Hollywood.
The airport also has its own SkyCity Nine Eagles Golf Course for those wanting to get some exercise in the big outdoors.
Last year’s ASQ survey was the most fiercely competitive yet, with the results based on the findings of 275,000 passenger interviews at 118 airports across the globe.
A reliable monitor of airport service, ASQ is used by many airports as one of the key performance indicators of the airport’s service.
“The awards recognise those airports having made the most progress in improving service quality,” says ASQ programme director, Craig Bradbrook. “The 2009 passenger ratings show that despite the economic crisis, overall satisfaction at airports
increased by almost 3% worldwide compared to 2008. It is gratifying to see that 82% of the airports were rated with stable or improved performance.”
Leading airports recognise that the most important aspect of providing great service in an airport is the provision of a spotlessly clean terminal and a relaxed, open, friendly ambience.
They also recognise that it is vital to address the basics first. Ten factors identified as essential for high customer service ratings are, by order of importance: the ambience of the airport; cleanliness of the terminal; comfort of the waiting areas; availability of washrooms; cleanliness of washrooms; courtesy and helpfulness of the airport staff; business lounges; ease of making connections; passport/ID inspection experience; and good shopping facilities.
The award ceremony will take place at the 5th ACI Asia-Pacific Regional Assembly, Conference and Exhibition that will be held in Hainan, China, on May 13.
Asia-Pacific Airports 2010 Issue 1