144859875 iata airport development reference manual jan 2004

IATA

Airport DevelopmentReference Manual

9th EditionEffective January 2004

I n t e r n a t i o n a l A i r T r a n s p o r t A s s o c i a t i o n

NOTICE

DISCLAIMER. The information contained in thispublication is subject to constant review in the light ofchanging government requirements and regulations. Nosubscriber or other reader should act on the basis of anysuch information without referring to applicable laws andregulations and/or without taking appropriate professionaladvice. Although every effort has been made to ensureaccuracy, the International Air Transport Association shallnot be held responsible for loss or damage caused byerrors, omissions, misprints or misinterpretation of thecontents hereof. Furthermore, the International AirTransport Association expressly disclaims all and anyliability to any person, whether a purchaser of thispublication or not, in respect of anything done or omitted,and the consequences of anything done or omitted, by anysuch person in reliance on the contents of this publication.

Opinions expressed in advertisements appearing in thispublication are the advertiser's opinions and do notnecessarily reflect those of IATA. The mention of specificcompanies or products in advertisement does not implythat they are endorsed or recommended by IATA inpreference to others of a similar nature which are not

Airport Development Reference ManualRef. No: 9044-09ISBN 92-9195-086-6© 2004 International Air Transport Association. All rights reserved.Montreal — Geneva

ÊATA

TABLE OF CONTENTS

Page

Acknowledgement ................................................................................................................................. vii

Chapter A — Introduction

Section A1: lATA's Role................................................................................................................... 3

Section A2: Purpose of the Manual ................................................................................................. 5

Chapter B — Planning

Section B1: Major Planning Processes............................................................................................ 11

Section B2: The Planning Process .................................................................................................. 37

Chapter C — Master Planning

Section C1: Principles ..................................................................................................................... 43

Section C2: Forecasting................................................................................................................... 88

Section C3: Land Use Planning ....................................................................................................... 98

Section C4: Control Towers ............................................................................................................ 103

Chapter D — Airport Economics

Section D1: Airport Management..................................................................................................... 109

Section D2: Airport Cost Structures and Revenue Sources............................................................. 114

Section D3: Airport Investment Decisions and Financing................................................................. 116

Section D4: Aeronautical Charge Policies ....................................................................................... 120

Section D5: International Cost Variations ........................................................................................ 130

Chapter E — Environmental Issues

Section E1: Main Issues................................................................................................................... 137

Section E2: Social and Political Considerations .............................................................................. 141

Section E3: Noise............................................................................................................................. 146

Section E4: Emissions ..................................................................................................................... 152

Section E5: Waste Management...................................................................................................... 155

Chapter F — Airport Capacity

Section F1: Capacity and Level of Service....................................................................................... 159

Section F2: Capacity Definitions ..................................................................................................... 161

Section F3: Airport Systems............................................................................................................. 162

Section F4: Planning Schedule ....................................................................................................... 165

Section F5: Runway Systems ......................................................................................................... 166

Section F6: Taxiway......................................................................................................................... 171

Section F7: Apron ........................................................................................................................... 173

Section F8: Aircraft Stand ............................................................................................................... 174

Section F9: Passenger Terminal Facilities....................................................................................... 178

Page

Section F10: The Airport Scheduling Process ................................................................................. 213

Section F11: Computational Fluid Dynamics.................................................................................... 216

Chapter G — Airport Flight Operations Issues

Section G1: Aircraft Characteristics ................................................................................................ 221

Section G2: Visual Aids.................................................................................................................... 234

Section G3: Non-Visual Aids............................................................................................................ 239

Chapter H — Airport Security

Section H1: General Principles ....................................................................................................... 245

Section H2: Passenger Operations.................................................................................................. 246

Section H3: Cargo Operations ........................................................................................................ 260

Chapter I — Airport Access

Section 11: Roads ........................................................................................................................... 269

Section 12: Rail ............................................................................................................................... 277

Section 13: Intermodality and Airport Access .................................................................................. 282

Chapter J — Passenger Terminal

Section J1: Outline of Principle Functions ....................................................................................... 289

Section J2: Categories of Passenger Terminal ............................................................................... 301

Section J3: Small Airport Terminals................................................................................................. 318

Section J4: Common Systems CUTE & CUSS ............................................................................... 320

Section J5: Airline Communications Networks ................................................................................ 325

Section J6: Passenger Processing Facilities Planning .................................................................... 331

Section J7: Concession Planning..................................................................................................... 340

Section J8: Maintenance ................................................................................................................. 344

Section J9: Check-In ....................................................................................................................... 348

Section J10: People Mover Systems ............................................................................................... 356

Section J11: Passenger Boarding Bridges ...................................................................................... 362

Section J12: Signage ...................................................................................................................... 370

Chapter K — Passenger Facilitation

Section K1: Principles ..................................................................................................................... 385

Section K2: Roles and Responsibilities of Governments/Airlines..................................................... 386

Section K3: Immigration Processes ................................................................................................ 388

Section K4: Customs Processes...................................................................................................... 392

Section K5: Simplifying Passenger Travel ...................................................................................... 396

Section K6: Disabled Passengers and Staff..................................................................................... 400

iATA Airport Development Reference Manual

IATA Table of Contents

Page

Chapter L — Aircraft Parking Aprons

Section L1: Current and Future Aircraft Types ................................................................................ 407

Section L2: Physical and Functional Requirements ........................................................................ 409

Section L3: Gate Stands and Remote Stands.................................................................................. 419

Section L4: Ground Handling Equipment......................................................................................... 426

Section L5: Service Roads & Storage Areas.................................................................................... 433

Section L6: Distributed Electrical Power & Air.................................................................................. 438

Section L7: Aircraft De/Anti-lcing Facilities ...................................................................................... 445

Chapter M — Aviation Fuel Systems

Section M1: Safety Issues................................................................................................................ 453

Section M2: Delivery to Apron ......................................................................................................... 456

Section M3: Storage Distribution Facilities & Processes.................................................................. 458

Chapter N — Contingency Management

Section N1: Aviation Crisis Management......................................................................................... 463

Chapter O — Cargo & Separate Express Facilities Terminal

Section 01: Planning Principles........................................................................................................ 469

Section 02: Forecasting and Sizing.................................................................................................. 471

Section 03: Flows and Controls ....................................................................................................... 487

Section 04: Expedited & Express Cargo Processing........................................................................ 492

Section 05: Perishable Cargo........................................................................................................... 501

Section 06: Mail Faciltities................................................................................................................ 507

Chapter P — Airport Support/Ancillary Facilities

Section P1: Aircraft In-Flight Catering Facilties ............................................................................... 513

Section P2: Aircraft Maintenance..................................................................................................... 516

Section P3: Hotels and Business Centers ....................................................................................... 519

Chapter Q — Landside Facilities

Section Q1: Road System and Curb Arrangements......................................................................... 525

Section Q2: Traffic Studies & Parking ............................................................................................. 530

Chapter R — Airport Commissioning

Section R1: Checklist for the Successful Opening of a New Airport................................................. 537

Chapter S — Future Technologies & Miscellaneous

Section S1: Future Technology Systems......................................................................................... 549

Section S2: Developing & Adopting Future Technology................................................................... 551

Section S3: Interfaces — People & Cultural Issues ........................................................................ 553

Page

Chapter T — Airport ProcessesSection T1: Terminal Processes ..................................................................................................... 557

Section T2: Apron Processes........................................................................................................... 560

Section T3: Support Processes........................................................................................................ 562

Chapter U — Airport Baggage HandlingSection U1: Baggage System User Requirements........................................................................... 567

Section U2: Departures Systems .................................................................................................... 573

Section U3: Transfer Systems ......................................................................................................... 613

Section U4: Early Baggage Processes............................................................................................ 618

Section U5: Arrivals Baggage Systems ........................................................................................... 622

Section U6: Control Systems .......................................................................................................... 631

Section U7: Management Information Systems (MIS)..................................................................... 634

Section U8: Oversized Baggage...................................................................................................... 638

Section U9: Sort Allocation Computer (SAC) .................................................................................. 641

Section U10: Baggage Hall Design.................................................................................................. 647

Section U11: Hold Baggage Screening ........................................................................................... 651

Section U12: Passenger & Hand Baggage Screening .................................................................... 659

Chapter V — IATA Airport Project ProcessSection V1: Concept/Feasibility/Detail Design/Commissioning/Handover....................................... 669

Section V2: Project Cost Management............................................................................................. 677

Chapter W — Anti-Terrorism and Police FacilitiesSection W1: Terminal Building Considerations................................................................................ 685

Section W2: Pier Area Considerations............................................................................................. 688

Section W3: Airfield Area Considerations........................................................................................ 690

Section W4: Airport Police Facilities ................................................................................................ 692

Chapter X — Airport Fire ServicesSection X1: Fire Response Category............................................................................................... 697

Section X2: Fire Response Services & Equipment ......................................................................... 699

Chapter Y — NetworksSection Y1: Frontline Operational and Security................................................................................ 705

Section Y2: Building Services ......................................................................................................... 710


ilk_________________________________________________

ACKNOWLEDGEMENT

IATA gratefully acknowledges the technical assistance and input provided by IATA Members and the

IATA Members Document Review Panel:

Air France

American Airlines

British Airways

FEDEX

KLM

LOT Polish Airlines

Northwest Airlines

Qantas

Swiss International Air Lines Ltd.

Text and Diagram Contributions:

Airbus Industries

Airport Design Associates (ADA)

APS Aviation Inc.

ARINC

Boeing Aircraft Corp.

Davis Langdon Everest

Fabricom Airport Systems

HDP Group

International Air Rail Organisation

Mott MacDonald Consultancy

Netherlands Airport Consultants B.V.

(NACO)

Norman Shanks Associates International

Ove Arup & Partners

SITA

Swiss International Air Line Ltd.

Sypher Mueller

Ms. Catherine Lafond

Mr. Eduardo Juranovic

Mr. John Conlon

Mr. Jim Sartin

Mr. Hans Smeets

Mr. Dariusz R.Sawicki

Mr. Bob Lamansky & Ms. Yasuko

Hashimoto

Mr. Derek Sharp

Mr. Davor Frank

Mr. Sebastien Lavina

Mr. Rick Stevens & Mr. Alan Clayton

Mr. Jean Valiquette & Mr. John D'Avirro

Mr. Edward King

Mr. Brad Bachtel

Mr. Tony Potter

Mr. David Reynolds & Mr. Chris Owens

Mr. David Langlois & Mr. Jeremy Hill

Mr. Andrew Sharpe

Mr. Chris Chalk

Mr. Huib Heukelom

Mr. Norman Shanks

Mr. Graham Bolton & Mr. Tony Barker

Mr. Graham McLachlan &

Mr. Peter Dalaway & Mr. Rene Azoulai

Mr. Davor Frank

Mr. Gordon Hamilton

8

IATA Airport Development Reference Manual

9

IATA

Chapter A — Introduction

Section A1: lATA's Role

A1.1 IATA......................................................................................................... 3

A1.2 IATA Airports Activities ............................................................................ 3

A1.3 Other IATA Airports Activities................................................................... 4

Section A2: Purpose of the Manual

A2.1 Scope of the Airport Development Reference Manual ............................ 5

A2.2 How to Use the Manual............................................................................. 6

ÊATA Airport Development Reference Manual

11

IATA

CHAPTER A — INTRODUCTION

SECTION A1: lATA'S ROLE

A1.1 IATA

International air transport is one of the most dynamic and fastest-changing industries in the world. Itneeds a responsive, forward-looking and universal trade association, operating at the highestprofessional standards. IATA is that association.

Originally founded in 1919, IATA brings together approximately 280 airlines, including the world'slargest. Flights by these airlines comprise more than 98 percent of all international scheduled airtraffic.

Since these airlines face a rapidly changing world, they must cooperate in order to offer a seamlessservice of the highest possible standard to passengers and cargo shippers. Much of that cooperationis expressed through IATA, whose mission is to "represent, lead and serve the airline industry".

Continual efforts by IATA ensure that people, freight and mail can move around the vast global airlinenetwork as easily as if they were on a single airline in a single country. In addition, IATA helps toensure that Members' aircraft can operate safely, securely, efficiently and economically under clearlydefined and understood rules.

IATA is pro-active in supporting the joint industry action essential for the efficient development of theair transport system. lATA's role isto identify issues, help establish industry positions and communicatethese to governments and other relevant authorities.

The Airports and Infrastructure Consultancy Services section of IATA, positioned in the SO&I Division,works to put this theory into practice.

A1.2 IATA AIRPORTS ACTIVITIES

IATA Airports and Infrastructure Consultancy Services is responsible for influencing airport planningand development projects worldwide to ensure that airline requirements are met with respect toappropriateness, efficiency and cost-effectiveness.

It produces guidelines on airport planning and design, such as this manual, and actively promotesairline user requirements to airport authorities through Airport Consultative Committee (ACC) activityand commercial airport consultancy services on airport projects worldwide.

The section works to assist airlines in the development of airport facilities that will meet airlinerequirements in a cost-effective manner. The mandate of the section is:

To take a leadership role in influencing airport planning and development worldwide in order toachieve safe and efficient, capacity balanced, cost-effective, functional and user-friendly airports.

Major activities of the section are defined within subsequent clauses A1.2.1 through to A1.2.3 inclusive.

A1.2.1 Airport Consultative Committees

Consultation with airport authorities via the Airport Consultative Committee (ACC) mechanism bringstogether the airlines' airport planning expertise, together with the IATA secretariat, in meetings withairport authorities worldwide. ACCs serve as a focal point for consultation between airlines and airportauthorities concerning the planning of major airport expansions or the development of new airports.The airports selected for such intervention are determined by Regional Airport Steering Groups inAsia/Pacific and Europe.


A1.2.2 Airport Consultancy Services

IATA offers a wide range of Airport Planning and Development Consultancy services. It brings aglobal perspective to the projects it undertakes, drawing on its extensive in-house expertise and itsunique access to airline experts and other specialists. Typical clients include airport authorities, privateairport owners, airlines, governments, manufacturers, suppliers to the industry, consulting firms andother parties involved in airport infrastructure decisions.

IATA can act as an independent consultant or provide a review of detailed work undertaken byspecialised consulting firms.

A1.2.3 International Industry Working Group

The IIWG brings together IATA, Airports Council International (ACI) and the International CoordinatingCouncil of Aerospace Industries Associations (ICCAIA). The IIWG was founded in 1970 and its maingoal is to review airport/aircraft compatibility issues which might improve the development of the airtransport system.

A1.3 OTHER IATA AIRPORTS ACTIVITIES

In addition to the Airport Planning and Development activities of IATA, which this Manual addresses,IATA is active in many other Airport related areas such as User Charges, Fuel, Ground Handling,Security, Passenger Services and Environment.

For more information on the full range of lATA's Airport related activities, please visitwww.iata.org/airports.htm

Consulting enquiries should be addressed to: [email protected]

http://www.iata.org/airports.htm

mailto:[email protected]

13

IATA Introduction

SECTION A2: PURPOSE OF THE MANUAL

A2.1 SCOPE OF THE AIRPORT DEVELOPMENT REFERENCE MANUAL

The IATA Airport Development Reference Manual (ADRM) is the industry's most important guide forairlines, airports, government authorities, architects and engineering consultants who are eitherplanning new or extending existing airport facilities. The ADRM's information is an invaluableconsolidation of best industry practice with respect to the development of world class airports throughbetter design. Its content represents the consolidated recommendations of world-renowned industryspecialists and organizations seeking to promote the development of world-class airport facilities.

The ADRM has been completely revised since the previous (8th) edition. These revisions and newcontent additions reflect recent changes within the civil aviation industry, and include entirely newchapters dedicated to security and anti-terrorism issues in particular. In addition to this, specificcommercial issues have been discussed and recommended practices for running airport projectshave been developed. These address the need for authorities to run projects efficiently as they seekto create unique airport environments through world class design. Environmental issues have alsobeen updated, primarily to promote savings in operational costs for airports which would then bepassed-on to lATA's member airlines.

This latest evolution of the ADRM also incorporates IATA Recommendations (IRs) at the end of eachcontent section. These recommendations have been included to focus the airport operator anddesigner on lATA-determined best practice design principles, and to help convey the expectationsof the world's major airlines with respect to the development or refurbishing of airport facilities.

To foster overall ease-of-use and help the airport planner to locate key information within the ADRM,the six chapters of the previous edition document have now been divided into twenty five more concisecontent sections.

The following new chapters with multiple sections have been included to broaden the coverage andscope of the publication and provide further essential airport planning guidance:

• Airport economics.• Contingency management.

• Airport commissioning.

• Future technology & miscellaneous items.

• Airport processes.

• IATA airport project process.

• Anti-terrorism and police facilities.• Airport fire services.

• Networks.

A2.2 HOW TO USE THE MANUAL

This ADRM should be used by airport planners worldwide as the primary source of best practiceairport design guidance. In certain instances specified within the relevant clauses of this ADRM, it isadvised by IATA to refer to further external supplementary international or national publications toaid the airport planner. Seeking additional guidance from the sources listed below will help the airportplanner to ensure that best and safe practices are adhered to and built into the airport design andthat national standards are observed and implemented where appropriate.

IATA recognizes that national standards will vary from region to region across the world. While theADRM should be the initial source of design guidance for airport developments, the airport designershould seek to clarify national mandatory standards and decide appropriately on any potentiallyconflicting standards. Professional engineering and architectural guidance should be used to assessand resolve areas of conflict between the ADRM standards stated herein and any supplementarynational standards.

In the event that professional guidance is not sought and used for this adjudication, which is not arecommended course of action, then the designer should seek to use the higher more onerousstandards in areas of uncertainty. Particular reference should be made to national air transport andnationally recognized design standards, as well as to any pertinent national legislation or constructioncodes, as deemed applicable within the region.

The ADRM should be used in conjunction with the national legislation pertaining to the country wherethe airport resides. Examples of typical national legislation for consideration for the countries ofCanada, United States of America and the United Kingdom include:

• International and national government aviation and security authorities, to include (but not limitedto):

International Civil Aviation Authority (ICAO), European Civil Aviation Conference (ECAC)Federal Aviation Authority-Transport Security Administration (FAA-TSA), United KingdomDepartment for Transport (DfT) and Transport Canada-Canadian Air Transport SecurityAuthority (CATSA).

• National and international legislation defining best design engineering practice to include (but notlimited to) standards published by:

American National Standards Institute (ANSI), British Standards Institute (BSI), InternationalStandardization Organization (ISO).

• Engineering Standards Codes of Best Practices published by:

Architectural: Royal Institute of British Architects (RIBA).

Engineering: Institute of Civil Engineers, Institute of Structural Engineers (IStructE), Institutionof Mechanical Engineers (IMechE).

Building Services: The Chartered Institution of Building Services Engineers (CIBSE).

Fire Mitigation Engineering: Institution of Fire Engineers (United Kingdom/Canada).

14

MTA Airport Development Reference Manual

For general information regarding the standards defined within this manual please refer to:

Mike O'BrienDirector, Airport Development and Infrastructure Consultancy ServicesInternational Air Transport Association (IATA)800 Place Victoria, P.O. Box 113Montreal Quebec Canada.airportdev @ iata.orgFax+1 (514) 874 2662

For consultancy assistance please refer inquiries to:

Chris MirfinDirector, Infrastructure Consultancy ServicesInternational Air Transport Association (IATA)800 Place Victoria, P.O. Box 113Montreal Quebec [email protected] +1 (514) 874 2662

15

IATA Introduction


http://iata.org/

17

IATA

Chapter B — Planning

Section B1: Major Planning Processes

B1.1 Airline Participation................................................................................. 11

B1.2 Airport Consultative Committee (ACC) ..................................................... 11

B1.3 Key Planning Items .................................................................................. 15

B1.4 "World-Class" Airports .............................................................................. 23

B1.5 Typical Features of World-Class Hub Airport ............................................ 24

B1.6 IATA Global Airport Monitor ..................................................................... 31

B1.7 IATA Facilities Planning Questionnaire..................................................... 32

B1.8 IATA Recommendations............................................................................ 36

Section B2: The Planning Process

B2.1 National Planning Considerations ........................................................... 37

B2.2 Regional Planning Considerations ........................................................... 38

B2.3 The Airport Master Plan ............................................................................ 38

B2.4 Local Community Issues .......................................................................... 39

B2.5 IATA Recommendations............................................................................ 39

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19

CHAPTER B — PLANNING

SECTION B1: MAJOR PLANNING PROCESSES

B1.1 AIRLINE PARTICIPATION

As airlines are the primary users of airports and are a major source of revenue for airport authorities,it is essential that their requirements in respect of airport development projects are met effectivelyand at an acceptable cost. Experience has shown that the most useful and mutually beneficial courseof action when considering airport development projects is to establish full, joint consultation betweenthe airlines and an airport authority and its consultants. This should be undertaken as early as possiblein the planning and design process, in order to allow operational impact assessments and/or costbenefit analysis to be determined and, if required, alternative solutions to be presented and discussed.The IATA forum for this consultation is the Airport Consultative Committee (ACC).

IATA has forecast that passenger traffic will double in the next 12-15 years and it is estimated thatover $400 billion will be spent worldwide to expand and upgrade airport facilities. The IATA ACCprocess is effective in ensuring that as many new airport facilities as possible are efficient, capacitybalanced, cost effective, functional and user-friendly. In 2003, about two dozen ACCs were activemainly in Europe and Asia Pacific.

IATA strives to obtain information as soon as possible regarding any proposed international airportdevelopment projects from Airline Operators Committees (AOC), Board of Airline Representatives(BAR), and other sources. Upon receipt of such information, IATA will contact the national airline andthe planning specialists of the major airlines operating to that airport to determine if there is sufficientinterest in the proposed airport project. If there is sufficient interest, IATA will endeavour to obtainthe agreement of the airport or government authority concerned for consultation with the airlines onall aspects of the proposed development. Once the principle of joint consultation has been agreed,an ACC will be established.

If it is not practicable to establish a formal ACC, the principle of airline and airport authority consultationon a local level are still valid. In such consultation, the principles and practices outlined in this manualshould still be followed.

B1.2 AIRPORT CONSULTATIVE COMMITTEE (ACC)

B1.2.1 ACC Objective

The objective of an ACC is to consolidate airline views and to provide a focal point for consultationbetween the airlines and the airport authority concerning the planning of a major airport expansionor a new airport in order to input airline functional requirements.

The ACC will consolidate airline views and provide a focal point for consultation between the airlinesand airport authorities concerned in the planning of major airport expansion projects or new airportsin order to input airline considerations. When considering proposals for new or additional airportfacilities, ACC members must constantly bear in mind that capital and subsequent maintenance andoperating costs of airport developments will be ultimately reflected in user charges. Furthermore,airline operating costs are often adversely affected by inefficient airport design orterminal construction.In the analysis of an airport development project, the ACC will ensure that it provides additionalcapacity to meet present and projected demand in a cost-effective manner.

B1.2.2 ACC Formation

An ACC will normally be formed under the guidance of IATA in consultation with the Regional AirportsSteering Group (RASG) and the Regional Co-ordinating Group (RCG — where flight operationsrelated matters are concerned, e.g. a new runway or new airport). If there are only one or two airlinesinterested in the development of a particular airport, an IATA Mission may be conducted to the specificlocation instead of convening an ACC. Normally, IATA will participate directly in ACC meetings andwill maintain close contact with its activities at all times.

It should be noted that ACC activity must be separate from AOC activity because of the scale of theprojects involved and the facility planning expertise required.

B1.2.3 ACC Membership

Membership on the ACC is open to all airlines serving the airport involved. Airline Headquarters willbe invited to nominate either a suitably qualified planning specialist or their local representative toparticipate in ACC meetings. The level of expertise required will be dependent upon the scope of theproject concerned. If the number of airline representatives attending an ACC meeting is very large,the Committee may elect a limited number of delegates to meet with the airport authority and act onbehalf of all carriers.

Today, nearly all airlines are engaged in some form of partnership, code share, or marketingagreement. These have led to the formation of alliances among the world's major carriers. Four orfive global alliances dominate the airline industry, each with a need to rationalise its requirements tocreate the most efficient airport operations possible. In order to best achieve their needs, globalalliances may consider the appointment of a single representative to oversee the needs of thatalliance.

To ensure that local airline views and requirements are included in the ACC proposals and effectappropriate co-ordination, the AOC will be invited to nominate a representative to participate in allACC meetings. It will be the duty of this AOC representative (usually the AOC Chairman) to keepthe full AOC informed of all ACC deliberations. At airports with multiple terminal operations, individualterminal AOC Chairman will be invited to participate.

The local Board of Airline Representatives (BAR) will be invited to nominate a representative toparticipate in all ACC meetings.

Because the ACC is the primary forum for consultation with the airport authority on all aspects ofairport expansion programs, it may be necessary to obtain participation of airline representatives fromother related disciplines where specific problems exist, as follows:

• Facilitation — Facilitation representatives may be requested to participate regarding Customsand Immigration matters that affect airport terminal design and passenger/cargo flow.

• Security — A security advisor is assigned to an ACC early in the terminal planning process toprovide input on security matters, which may affect terminal design.

• Flight Operations — If ACC discussions are likely to involve flight operations matters (e.g. newrunway, taxiways, docking guidance systems, etc.), the respective IATA Regional CoordinatingGroup will be requested to nominate a suitably qualified representative to participate in ACCmeetings. A specialist working group of the ACC may be formed to undertake detailed studiesof flight operational matters.

• Fuel — Efforts in this area are directed at monitoring jet fuel costs world-wide and trying to securereductions — particularly in cases where costs are inflated by local supply or handling monopolies,or by government taxation.

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21

IATA Planning

• Cargo — Expertise is available pertaining to all air cargo areas.

• User Charges — As airport development projects normally impact on airport user charges, arepresentative of the User Charges Panel (UCP), may be requested to participate in the earlyplanning stages of major airport projects. Airport Development and User Charges staff jointlyliaise regarding locations where UCP participation is appropriate.

• Air Transport Action Group (ATAG)

The Air Transport Action Group (ATAG) is a coalition of organisations from the air transportindustry, formed to press for economically beneficial aviation capacity improvements. ATAG is aleading proponent of aviation infrastructure development, advocating the economic benefits ofair transport, the industry's excellent environmental performance, and the need for majorimprovements in airport surface access and air traffic management capacity.

ATAG's worldwide membership includes airlines, airports, manufacturers, air traffic controlauthorities, airline pilot and air traffic control authorities, chambers of commerce, tourism andtravel associations, investment organisations, ground transport and communication providers.

Recognising that its goals need to be consistent with environmental expectations, ATAG:

• Emphasizes the air transport industry's progress in minimising environmental impact.

• Promotes the environmentally responsible growth and development of air transport.

B1.2.4 ACC Scope

The ACC is mainly concerned with airport infrastructure developments, strategic planning issues andthe associated capital expenditure (CAPEX) programme of the airport. These include, but are notlimited to:

• Airport Master Plan — includes airport layout and land use.

• Aircraft Parking Apron — aircraft layout and related docking guidance systems.

• Passenger Terminal — planning and design of new terminals or major expansions of existingterminals.

• Airside and Landside Infrastructure & Surface Access Systems.

• Cargo Terminal Developments — air freight and air express facilities.

• Airport Support Facilities — e.g. cargo terminals and flight kitchens.

ACCs will concentrate on achieving a rational balance between:

• The level of service provided for both passenger and cargo in their respective terminal areas andfields of operation.

• The long term facility footprint and land area requirements for all parties operating at an airport.

• The need for efficient, cost-effective ground handling operations and the increased facility,resource and equipment requirements to support multiple handlers.

• Increasing demand and airport capacity improvement programmes.

• The impact and need to allocate global airline alliances within a single operating area or terminal.

• The proposed capital investment and the resultant operating cost to airlines over an agreedperiod.

• The need to increase concession areas and resulting revenues, and the potential impact onpassenger flows and airline operations.

22


• The differing needs of international carriers compared with those of domestic carriers, chartersand emerging low-cost carriers (LCCs).

ACC activity will include an assessment of the capacity of existing facilities and a comparison againstcurrent and projected demand. The ACC will seek as much financial information as possible tofacilitate an economic assessment of various planning options in terms of layout, space requirements,labour, equipment, etc.

B1.2.5 ACC Method of Operation

Once consultation between the airlines and airport authority has been agreed, IATA will requestcopies of the proposed airport development plans to circulate to participants in advance of the firstACC meeting. If this is not possible, then the initial ACC meeting with the airport authorities includesa detailed presentation of the proposed plans.

The ACC will then meet independently to analyze the plans and develop an airline position includingalternative proposals regarding the proposed project. The ACC recommendations, which reflect themajority point of view, are presented verbally to the airport authority following the internal closedsession. Every effort is made to resolve airline differences of opinion and to agree to a joint unifiedposition. Presentation of the airline position is made by a suitably qualified spokesperson or if desired,by the IATA representative. The ACC recommendations are subsequently confirmed to the airportauthority in writing by IATA.

ACC meetings normally take place at the location of the proposed project. In certain circumstances,it may be preferable for a working group meeting to be conducted at an alternative site, which isconvenient to a majority of participants. The dates of all proposed ACC meetings are usually co-ordinated to ensure adequate airline representation.

The ACC shall decide if and when specialist ACC working groups, and/or sub-consultants should beemployed to study and resolve detailed problems. This is particularly important where very largeairport development projects are concerned (i.e. new airports) and specialist expertise is required forspecific subject areas (i.e. terminals, apron/operations, baggage handling and cargo working groups).Each working group is expected to develop its own routine and procedures, however it is responsibleto the full ACC and must report to the ACC through the Chairman and IATA . IATA will only participatewhere this is felt to be necessary to progress activity. If working group proposals vary significantlyfrom that approved by the ACC, details and reasons for such must be substantiated by the group tothe next ACC so that they may discuss and resolve differences of opinion. These WGs will be dissolvedwhen a solution is found or when a satisfactory answer to a problem cannot be found.

IATA can employ ACC Project Managers on behalf of member airlines to more effectively monitorairport authority Capital Expenditure programmes. This position recognises the need for continuousairline consultation, as distinct from what may be limited consultation provided by formal and infrequentACC meetings. The airlines may request the creation of an ACC PM position through the ACC, whowill discuss the arrangements for airline funding and the budget to be allocated for the position.

B1.2.6 Regional Airports Steering Groups (RASG)

IATA Regional Airports Steering Groups are multi-disciplinary bodies of airline representativesestablished in Europe and Asia/Pacific. They meet twice a year to review airport developments withintheir regions. The review includes:

• Review of airport development activity in the region.

• Updating the Core Document, which contains a profile of the main airports in the region.

• Status report of ACC activity within the region.

• Review of proposals for new ACCs.

• Determining the need for an IATA Mission as a first step in establishing an ACC.

• Determining the need for airport traffic forecasts.

• Setting the priorities for future ACC activity in the region.

Membership of the RASG meetings is taken from active participants in the regions' ACC activities.This includes representation from airport planning, operations and scheduling disciplines. In addition,the RCG Chairman, User Charges Panel (UCP), Facilitation, Fuel, Environment and Securitydisciplines, and selected industry working groups such as ATAG, may also be invited to participate.

B1.2.7 Co-ordination with Other Groups

The User Charges Panel is responsible for representing the IATA airlines in negotiations with airportauthorities regarding the charges for the use of the airport, including but not limited to landingfees, terminal building charges, passenger-related elements, lighting charges, air traffic control andmonopoly-type user charges. It is therefore very important that the activities of ACCs and the UCPare closely co-ordinated so that the UCP is fully aware of costs emerging from ACC discussions toassist them in future negotiations with airport authorities regarding user charges.

Airport authorities often misunderstand the difference between an ACC and an AOC. For informationon the establishment of an AOC please see the guidelines for the establishment of the AOC in theIATA Airport Handling Manual AHM 073. These committees are concerned with the day-to-dayoperation of the airport for which they are established. Usually, information concerning a proposedairport development is first received from the airport authority at AOC meetings

Liaison between the AOC and ACC is continuous and therefore the chairman or a representative ofthe AOC is invited to be a member of the ACC and participate regularly in all ACC meetings. ACCrepresentatives must ensure that their local airport managers are fully briefed regarding the workcovered at each ACC meeting and the planned action for future meetings.

B1.3 KEY PLANNING ITEMS

This section provides an initial overview of the main considerations in any airport planning anddevelopment activity. Further detail on each of these elements is provided in later sections of themanual. These items impact the airport layout and the passenger terminal design and are consideredto be of major importance by the airlines. These key planning items include:

1. Runway/Taxiway Layout.

2. Road/Rail Access.

3. Terminal Design.

4. Check-in Hall.

5. CUTE.

6. Signage.

7. Security.

8. Baggage Handling System (BHS) including Hold Baggage Screening (HBS).

9. Airline Offices.

10.Airline CIP Lounges.

11.Terminal Retail Space.

12.Departure Gate Lounges.

13.Baggage Claim Hall.

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IATA Planning

1. Meeter/Greeter Hall.

2. Apron Layout.

3. Aircraft Servicing Installations.

4. Location of Support Facilities.

B1.3.1 Runway / Taxiway Layout

Runway capacity is the most critical component at an airport. It largely depends upon the number ofrunways and their layout and spacing, the runway occupancy times of successive aircraft and theapproach spacing applied by ATC to successive aircraft in the traffic mix.

The key items that affect runway capacity are a combination of:

• Availability of exit taxiways particularly Rapid Exit Taxiways (RETs) to minimise runway occupancytimes.

• Availability of a dual taxiway system.

• Appropriate taxiway, holding bays and access.

• Aircraft mix/performance.

• ATC procedures and wake vortex approach spacing.

• Availability of A-SMGS systems during low visibility operations.

Where there are two or more runways, capacity is critically dependent upon the following aspects ofthe utilisation and configuration:

• The spacing between parallel runways.

• The mode of operation; i.e. segregated or mixed.

• The intersecting point of intersecting runways.

B1.3.2 Access to the Passenger Terminal

The public road system and the non-public or service road system should be planned carefully inorder to avoid congestion near the passenger terminal. Traffic for the support facility areas of theairport should be handled on a separate road system so that truck traffic can be kept away from themain road to/from the passenger terminal.

All public roads should be clearly signposted. Clearly visible signs should be positioned on the roadsand on the terminal curbside areas well in advance of desired destinations to allow drivers to makethe necessary adjustments without abrupt changes. Signs should be properly lighted for night useand lettering and background colours should enhance clarity and visibility. Messages should beconcise, quickly identifiable and easily understood. Colour coding for multi-terminals, airlines, carparks, etc. is recommended.

Car park locations should be close to the passenger terminal. The connection between the car parkand the terminal should have weather protection and provide a safe environment with adequatelighting.

Arrival and departure curbside should provide large weather protected areas for passengers gettingout of and into vehicles. It should provide dedicated areas for taxis and buses. Curbside check-infacilities may be required in some airports.

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High speed rail systems should be considered for airport access. The increasing use of rail systemsshould be encouraged by making it as widely available and as attractive as possible in terms ofrelative speed, reliability, price, convenience, safety and comfort. The airport rail station should beabove ground, if possible.

If the airport is located close to the city centre and the city already has a subway system, thenconsideration should be given to extending it to connect the airport to the existing public transportationsystem.

B1.3.3 Basic Considerations of Terminal Design

The design of passenger terminals must be related to the runway/taxiway system, apron configurationand the airport access system. The extent and location of these areas are governed by the masterplan of the airport.

Certain basic criteria should be observed in the planning of passenger terminals and the selectionof a terminal concept. All terminals should be interconnected to allow for horizontal passenger flows,and where walking distances may be too long for fast transfers then provision of powered walkwaysor other people mover systems should be considered.

Provision for multi-alliance hubbing should be respected, allowing for different alliances to be locatedstrategically under a one-roof terminal concept. As alliances are not a stable element in planning, anappropriate factor of flexibility will need to be incorporated into any terminal space planning. Insituations where future growth or even the diminution of a terminal's size can be accommodated,tremendous advantages in operational continuity will be seen.

Other terminal design criteria include:

• Easy orientation for the travelling public approaching the terminal and within the buildings (self-explanatory traffic flow and human dimensions).

• Shortest possible walking distances from car parks and rail station to the terminals and moreimportantly, from passenger/baggage processing facilities to the aircraft and vice versa.

• Minimum level changes for passengers within the terminal buildings.

• Avoidance of passenger cross-flows.

• Shortest possible distance for the transportation of passengers and their baggage between theterminals and the aircraft parking positions when walking is not possible.

• Compatibility of all facilities with existing aircraft characteristics and built-in flexibility to acceptfuture generations of aircraft, as far as possible.

• Design should be modular to cope with future expansion of each subsystem, or to allow evolutionin regulations and changes in the nature of passenger flows and alliance groupings.

• Terminal design must meet all regulations for handling disabled persons.

B1.3.4 Check-in Hall

The passenger terminal layout is largely influenced by the check-in concept, which is designed andinstalled by the airport authority. It is essential therefore that airlines and handling agents be consultedat an early stage in the planning process.

The airlines' acceptance of passengers and their checked baggage takes place at the check-in facility,which consists of a number of check-in counters with appropriate outbound baggage conveyancefacilities. Check-in counters may be either of the frontal type or of the island type. Within each of thetwo main types of counters, several variants exist.

25

IATA Planning

Frontal type counters may be arranged in an uninterrupted, linear layout or be spaced so as to allowpassengers to pass between the counters after check-in (pass-through layout).

Island type counters are suitable for centralised check-in. Each island, the axis of which is orientatedparallel to the flow of passengers through the terminal concourse, may consist of up to 16-18 individualcheck-in counters. The number of check-in counters per island can be doubled if two main baggageconveyor belts are installed in parallel back to back. Normally 26m separation (face-to-face) betweenadjacent islands is recommended.

The distance passengers must carry their baggage to the closest terminal check-in point should bekept to a minimum.

Baggage trolleys should be available on the curbside, in the car park and at the railway station.

Departure flight information displays must be available within the check-in area as well as informationkiosks.

Consideration should be given to the latest automatic self-service check-in kiosks with a view tomaximising security, using biometrics, and minimising passenger check-in wait times.

B1.3.5 CUTE (Common Use Terminal Equipment)

Common Use Terminal Equipment (CUTE) is an airline industry term for a facility, which allowsindividual users to access their host computer(s). The basic idea of the CUTE concept is to enableairlines at an airport to share passenger terminal handling facilities. This includes such areas ascheck-in and gate counters on a common use basis, enabling airlines to use their own host computerapplications for departure control, reservations, ticketing, boarding pass and baggage tag issuance,etc., at such counters. CUTE may also be installed in airline offices (if cost justified).

CUTE provides potential savings to the airlines and airport authorities by increased utilisation ofcheck-in counters and gate space, thus lessening the need for airports to build additional countersand gates. It may also permit an airline to automate its check-in and departure control functions whencosts of installing its own equipment would be either too high or precluded by another system orequipment already installed, or not permitted by the airport authority.

The CUTE vendor should be selected in cooperation with the airlines. The system may be providedeither by the airport authority or directly to the airlines.

A Flight Information Display System (FIDS), connected to an Airport Operational Database (AODB)should be provided and should be connected to the airlines host computer in order to provide all theusers at the airport with accurate real time information.

A powerful Local Area Network (LAN) infrastructure should be provided to allow data, video and voicetransmission in both public and administrative areas of the passenger terminal.

B1.3.6 Signage

A well-conceived signposting system will contribute considerably to the efficient flow of passengersand traffic at the airport. It is therefore essential to consider the signposting system in the earlyplanning and concept evaluation stages. The signage system may be a combination of fixed (boards,panels) and dynamic (monitors) signage. The signage system should be clearly separate fromadvertising.

Airline brand name and logos should be clearly visible, allowing passengers to easily find the airlinecheck-in or ticketing facilities.

Ideally, the passenger terminal building should incorporate self-evident passenger-flow routes throughthe building, but where signs are required they must provide a continuous indication of direction.

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IATA Planning

The primary purpose of an airport signposting system is to move the travelling public through a myriadof roadways and corridors using a concise and comprehensible system of directional, informational,regulatory, and identification messages.

Consistent use of standard terminology in airports (including pictograms) will simplify the process ofmaking the transition from the ground mode to the air mode (and vice versa) for the travelling public.

It is important for signposting systems to adhere to a basic guideline of copy styles and sizes,consistent terminology, recognisable and universally acceptable symbols, and uniform colours forstandard functions. Message content must be understandable by the unsophisticated as well as thesophisticated traveller. Signposting should be in "mother tongue" and English.

B1.3.7 Security

Security requirements must be taken into account in all new development, re-development andrefurbishment of airports, as stated in ICAO Annex 17. To do this, it is necessary to have cleargovernment security standards which can be used by airport planners in such a way as to maintainthe integrity of the local security programme, yet allow sufficient flexibility for them to be matched to thecircumstances of each airport and its operations. Security requirements must be realistic, economicallyviable and allow for a balance to be made between the needs of aviation security, safety, operationalrequirements and passenger facilitation.

Airlines and airport authorities should take note of the latest information on this subject in the IATASecurity Manual and should ensure that due allowance for the related requirements, including costs,is made in all airport terminal and apron development plans.

A centralized or semi-centralized passenger and carry-on baggage security check point design isfavoured. They must be properly sized, and manned, in order to avoid long queues.

The design of the outbound baggage handling system must account for 100% Hold Baggage Screening(HBS).

B1.3.8 Baggage Handling System

Baggage handling has become such a significant element of passenger processing that the baggagesystem is of major importance to a smooth airline operation at the airport. The baggage handlingsystem must be able to sort large numbers of bags quickly and with a high degree of performancereliability. With larger capacity aircraft anticipated in the next few years, the automated baggagesystem will become the most critical system in the airport terminal.

The baggage system to be installed must be considered early in the passenger terminal designprocess. Certain terminal concepts may require highly automated and costly systems, while othersmay need only simple conveyor belts. Where automated distribution and sorting systems arecontemplated, it is generally desirable to select the baggage handling systems supplier early in theproject. This will enable the baggage handling supplier to participate in the system and facility designprocess, thereby avoiding expensive redesign and time consuming delays during construction andcommissioning.

The following principles will contribute to an efficient baggage handling system:

• Baggage flow should be rapid, simple and involve a minimum number of handling operations.

• Baggage handling arrangements within the building should be consistent with apron arrangementsand with the type and volume of traffic expected.

• Baggage handling systems should incorporate the minimum number of turns and level changesas is practicable within the terminal design.

• Baggage flow should not conflict with the flow of passengers, cargo, crews or vehicles.

efe-fATA Airport Development Reference Manual

Provision should be made for the forwarding of transfer baggage to the departure baggage sortingareas.

Flow on the apron should not be impeded by any form of physical control or check.

Space for 100% HBS should be provided.

Facilities for oversized baggage must be provided.

Check-in take away conveyors should be provided at each counter.

Plans for fallback handling in case of failure should be provided with all baggage handling systems.

B1.3.9 Airline Offices

Airline passenger processing support offices are required in close proximity to the check-in counters.The amount of space required by each airline and/or handling agency will vary depending upon suchfactors as volume of traffic ortype of handling service performed. Airlines will also require administrativeand additional offices located in other areas of the terminal with convenient access to the passengerprocessing areas. Airline support offices are also required in the airside concourses close to theiraircraft operation areas. The individual airline space requirements may be obtained using thequestionnaire and procedure shown in Figure B1.3 at the end of this section.

B1.3.10 Airline CIP Lounges

At many international as well as domestic airports, the airlines have a marketing requirement toprovide special lounges to accommodate their Commercially Important Passengers (CIP). This airlinerequirement has grown significantly in recent years to become a major customer service element inthe way airlines handle their CIP passengers and set themselves apart from their competitors. Mostairlines will require generously sized spaces for their exclusive use lounges. These lounges shouldbe located on the airside of the terminal building and preferably on the departures level, with convenientaccess to the airlines' departure gates.

Larger airlines will tend to combine their exclusive requirements into multiple function roomsdifferentiated by passenger categories (First Class, Business Class and others). These larger spacesnormally require their own exclusive toilets and showers, and access by elevators and/or escalators.Also it should be noted that with the growth of airline alliances many future CIP mega-lounges willbe shared by several airlines. Details of the airline space requirements for such lounges at a specificairport may be obtained using the questionnaire and procedure shown in Figure B1.3.

B1.3.11 Terminal Retail Space

Recent surveys on airports show that passengers want, and expect to see, shopping facilities atairports where they can browse when they have sufficient time. At some larger airports up to 10-12%of the terminal area is now dedicated to airport shops. With passengers willing to spend large amountsof money on airport shopping, concession revenues can provide the airport with up to 50-60% oftheir total airport revenues. The airlines support the airport authorities in their plans to expand airportconcessions provided:

• The commercial revenue earned by the airport authority is used to reduce aeronautical charges.

• The accessibility and accommodation for these facilities must be arranged so that maximumexposure to the passenger and visitor can be accomplished without interfering with the flow ofpassenger traffic in the terminal. 70-80% of retail concessions should be located airside.

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B1.3.12 Departure Gate Lounges

The departure gate lounge area should be an open area, allowing passenger circulation. There shouldbe seating in the area for 70% of passengers. This includes seating at F&B (food & beverage)concessions. It should be a quiet environment, with an apron view, where passengers can relax,work or enjoy themselves. It should include facilities such as working positions with modem/internetand power connections, TV sets, smoking areas, children's play areas and retail and food concessions.

B1.3.13 Baggage Claim Hall

The baggage claim hall is the area in the terminal where passengers reclaim their baggage off arrivingflights. Claim units of a re-circulating type allow the passengers to remain stationary, while their bagsare delivered to them. Separate claim units should be available for over-sized baggage.

Passengers have high expectations that baggage delivery will be efficient and they will not have towait an unreasonable amount of time to collect their bags. Once the first bag is delivered on thecarousel or racetrack, passengers expect a steady flow of bags until the last bag is delivered on theclaim unit.

An 11-13m separation between baggage claim units is recommended to allow enough space forpassengers, trolley storage and circulation. A sufficient number of baggage trolleys should be availableat the entry to the baggage claim hall.

When passengers off international flights leave the baggage claim hall, they will pass through customsinspection. Customs should use red/green channels to speed up the flow of exiting passengers.

B1.3.14 Meeter Greeter Hall

Once passengers have claimed their bags and passed through Customs formalities, they enter theMeeter/Greeter Hall where they can get organized before leaving the terminal. A well-designedentranceway or corridor out of Customs in to the Meeter/Greeter Hall is required to allow arrivingpassengers to avoid the congestion of greeters around the exit doors. Once in the hall, arrivingpassengers may purchase local currency before proceeding to the curbside, car park or the trainstation. Many arriving passengers are welcomed on arrival by friends or family and a meeting pointshould be part of the design for the meeter/greeter hall. Important features of the meeter/greeter hallinclude:

• Meeting Point.

• Toilets.

• Currency Exchanges.

• Food and Beverage (F&B) facilities.

• Car Rental counters.

• Hotel and Tourist Information counters.

• Bus and Rail Information counters.

• Clear signage to taxis, buses, rail station and car parks.

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IATA Planning

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B1.3.15 Apron Layout

The key aspects of aircraft stand availability are:

• The number of stands provided for different types/sizes of aircraft.

• The availability of these stands as influenced by occupancy times.

• The flexibility of stands to handle different types/sizes of aircraft throughout the day.

• The ease of aircraft circulation and manoeuvring, including push back.

Other important issues, relating to service standards, are:

• Which terminal(s) are served by the aircraft stands.

• Whether the aircraft stands are terminal contact or remote.

Increasing importance is placed by airlines upon terminal gate stands because they provide for morerapid and comfortable handling of passengers, avoid the need for buses, and enable faster turnaroundsand shorter connection times.

Service roadways should be clearly marked, with the width of each lane able to accommodate thewidest piece of ground equipment.

Areas such as equipment staging and parking must also be clearly marked.

B1.3.16 Aircraft Servicing Installations

Fixed aircraft servicing installations reduce apron congestion and permit shorter servicing periods.However, where the apron is used by a variety of aircraft, and with wide variations in aircraft servicingpoints, it is recommended that only the basic services catering to the majority of aircraft be provided.Initial installation cost and the difficulty in adapting to changes in aircraft design preclude morecomprehensive installations, except possibly in the case of certain aircraft stands used exclusivelyby one airline.

Hydrant fuelling systems are preferred over mobile tankers, as they permit faster turnarounds.However, a decision to install any fixed aircraft servicing system should take place only after a carefuland comprehensive appraisal of the economic (return on investment) prospects has been made. Theeconomic viability of such systems depends on a large variety of operational factors and should beassessed only in close co-operation and agreement with the headquarters specialists of the airlinesserving the airport.

The following is a list of fixed aircraft servicing installations:

• Hydrant fuelling system.

• Electric power system (400 Hz).

• Electric power system (50/60 Hz).

In the provision of fixed installations, the following should be borne in mind:

• Cables/hoses between the aircraft and the installation should be as short as possible and shouldnot cross one another.

• Operation of the fixed installations should in no way impede other aircraft servicing functions.

• Pits, hydrants and other facilities connected with the fixed installations should not impede theflow of apron traffic.

• Fixed service installations should, as far as possible, be located close to the corresponding outletson the aircraft and there must be close liaison between the airlines, the airport authority, thefuelling companies and other suppliers concerning all aspects of design and installation.

B1.3.17 Location of Support Facilities

Cargo terminals, flight kitchens, and aircraft maintenance facilities should be located close to theterminal apron area so that service vehicles will travel relatively short distances. The location ofsupport facilities must take into account future expansion plans of the airport as shown in the airportmaster plan.

B1.4 "World-Class" AIRPORTS

The IATA Global Airport Monitor (see section B1.6) and several other Passenger Surveys, which arepublished annually, show how passengers have rated major airports around the world. The top ratedairports usually have airport layouts that allow for efficient airline operations and passenger terminaldesigns that are passenger-friendly. These airports are called "World-Class" Airports.

B1.4.1 Key Characteristics of a World-Class Airport

A world-class airport should meet the needs of its customers — the passengers and the airlines. Thefollowing lists show the items that passengers and the airlines consider important when rating anairport.

B1.4.2 A Passenger Viewpoint:

1. Easy access to/from the airport by road and rail.

2. Short walking distances from curbside to check-in and from check-in to aircraft gate, with no levelchanges. Similarly short walking distances from the aircraft to the baggage claim area and thenfrom Customs to the curbside or the rail station.

3. Attractive architecture and landscaping to provide a pleasant, relaxing atmosphere.

4. Short queues at all check points such as check-in, security, passport control and boarding.

5. Good aircraft on-time departure performance.

6. Fast baggage delivery and ample baggage trolleys.

7. Clear and concise signage.

8. Good variety of retailers.

9. Attractive CIP lounges conveniently located near the aircraft gate.

10.Good selection of moderately priced eating establishments.

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IATA Planning

B1.4.3 An Airline Viewpoint:

1. A master plan that optimises the location of key functions on the airport and allows for orderlyexpansion.

2. A runway layout that maximises runway capacity and allows adequate space for apron andterminal expansion.

3. A runway and taxiway layout that minimises aircraft taxing distances.

4. An apron layout with energy efficient aircraft ground support equipment, sufficient and well-locatedstaging areas for baggage, cargo and ground equipment with enough space for several groundhandlers, and no cul de sacs (dead ends) that impede aircraft manoeuvring.

5. An attractive work place for airline staff, but with a terminal that doesn't put architectural designahead of an efficient airline operation and a terminal that provides sufficient and suitably locatedairline accommodation space including the needs of alliance airlines.

6. A passenger terminal building with an efficient outbound/transfer baggage sortation system thatalso supports short MCTs (minimum connecting times).

7. A passenger terminal that allows 90% of passengers to use passenger boarding bridges, withaircraft parking on remote stands using buses to meet peak demand, and short walking distancesfor commuter aircraft.

8. Excellent airport shopping for airline passengers that doesn't interfere with passenger flowsbetween the check-in area and the aircraft gate, and yet provides the airport with commercialrevenues that help reduce airline user charges.

9. An airport with reasonable user charges.

10.An airport authority that can see the mutual benefits of working with the airlines in planning majorfacility changes.

B1.5 TYPICAL FEATURES OF WORLD-CLASS HUB AIRPORT

It should be noted that for an airport to become a world-class airport more than just good facilitiesare required. The airport staff should be friendly and the public areas of the passenger terminals,especially toilets, must be clean. Also, airline and government processes must allow passengers tomove quickly through the terminal building, from the departures curbside to the aircraft door and fromthe aircraft door to the arrivals curbside.

To guide airport authorities towards becoming a world-class hub airport, the following is a checklistof generic criteria that must be met:

B1.5.1 Geographic / Political Location

• A medium to large sized airport with international, regional and domestic traffic.

• Regionally competitive in terms of costs, facilities and convenience.

• Geographically situated along a major world air-route, or at the cross roads of more than oneworld air route.

• Geographically located in a catchment area of substantial O&D traffic.

• Healthy regional and national economic growth.

• No political restraints to commercially acceptable bilateral agreements.

• No environmental constraints on aircraft operations.

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B1.5.2 Airspace / ATC (Air Traffic Control)

No restrictions on airspace capacity.

No conflict with other close airports or military traffic restrictions.

No threat to schedule integrity or reliability from airspace or ATC issues.

Airfield and Infrastructure

Runways and other airfield facilities able to handle all traffic demands.

Runway capacity routinely in excess of 75 movements per hour.

No limiting curfews.

All-weather operations.

Regular and reliable transport links to closest major city; a rapid rail service is the preferredoption, if economically viable.

Adequate private car parking at reasonable cost — including long-term parking with shuttle busservice.

Capacity to handle large traffic peaks with high activity during the peaks.

Reliable airport services/utilities such as power supply, water supply, fuel supply.

Spacing of runways, taxiways, taxilanes to allow Code F aircraft operations.

Dedicated locations for competing ground equipment parking and container storage racking.

Passenger Terminals

Sufficient airport and terminal facilities to allow airlines to meet their own airline service standardsat a reasonable cost (see Figure B2.1 for airline service standards that need to be converted intophysical airport facilities).

IATA Level of Service C or better should be attained (subject to acceptable capital cost andresultant operational cost limitations) — Refer to Section F9.1.2

Apron configuration and capacity to not inhibit scheduling and to allow airline alliance proximityparking for hubbing operations.

Apron services available — aircraft fuelling, ground power.

Competitive MCTs (Minimum Connecting Times). MCTs must be competitive with competingregional airports. Adequate facilities to allow single airlines or alliance airlines to complex flightswithin published MCT.

Sufficient aircraft stands to meet peak demands — buses to remote stands. 90-95% of passengers(on an annual basis) should be served by a passenger boarding bridge.

Terminal facilities to accommodate complex peak demand.

Inter-terminal passenger and baggage transfer systems.

Intra-terminal walking distances minimized.

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IATA Planning

34


• A choice of competing passenger, baggage, ramp and engineering handling agencies.

• Ability to allow airlines to self-handle if required.

• Government agency processing times to world standards.

• Automated baggage sortation systems with high peak hour reliability and flexibility to cope withhigh levels of transfer baggage. In-line HBS system is preferred option.

• FIDS systems throughout terminal.

• CUTE systems at check-in areas as well as at the boarding gates.

• Airside and landside retail outlets at High Street prices, or better.

• Sufficient terminal space to allow airline alliances to consolidate their space requirements.

• Logical flow and proximity between check-in counters, airline CIP lounges, and departure gates.

• Sufficient space for airlines to lease administrative offices, CIP lounges and staff amenities.

B1.5.5 Air Cargo & Air Express Terminals

• A choice of competing freight and catering handling agencies.

• Direct access from the cargo and express terminals to the cargo apron.

• Sufficient freighter parking positions, with tether pits (nose wheel tie-down to maintain aircraftbalance during loading and unloading).

B1.5.6 User Charges

• Sufficient airport and terminal facilities to allow airlines to meet airline service standards at areasonable cost.

• Transparent pricing mechanisms on "single till" basis (refer to Chapter D).

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Planning

B1.5.7 Conclusions

It is a challenge for an airport authority to meet all of the planning criteria required to become a 'world-class' airport. Nevertheless, it is important that airport authorities and their airport planning consultantsare aware of the airline industry's views on airport service/planning excellence.

The following tables on Airport Passenger Terminal Planning Standards summarize airlinerequirements for a 'world-class' passenger terminal:

FIG. B1.1: AIRPORT PASSENGER TERMINAL PLANNING STANDARDSAIRPORT PASSENGER TERMINAL PLANNING STANDARDS

Planning Element Planning Standard

for Typical Busy Day

Recommended

PracticeAirport Access 90% of passengers can access the

airportwithin 30 - 45 minutes of the CBD.

Express train service should be availableevery 15 - 20 minutes.Employee transportation plan is

Check-in Hall Business Class - Maximum Queuing Timeof 3-5 min.Economy Class - Maximum Queuing Timeof 15-20 min.Tourist (Charter/ No Frills) Class -Maximum Queuing Time of 25-30 min.For additional information on minimum andmaximum check-in waiting times, refer toSection F.9.8 Table 9.7.Space - for passengers waiting up to 30minutes. 1.8 m2 per internationalpassenger. 1.3 m2 for domesticpassengers, Incl. Inter-queue space andbaggage trolleys. Refer to Section F9.1.3.Seating for 5% of passengers.

Island layout is preferred. 16-18 countersper side.Separation distance between islands of 24-26m.T1 JFK counters - a "benchmark" design.CUTE (Common Use Terminal Equipment)system where a clear financial rationale forits implementation is apparent.Special counters for handling over sizebaggage.Automated baggage system using IATA 10digit LP bar code tags or RFID (RadioFrequency Identification) tags.In-line HBS (Hold Baggage Screening)system. BRS (Baggage ReconciliationSystem) preferred.Ticket counters at head of each island, orlocated close-by, with space for back office& safe.Security Screening Maximum Queuing Time of 3-5 min.

Space for passengers waiting up to 10minutes. 1.0 m2 per passenger.Refer to Section F9.10.3

Outbound Passport Control Maximum Queuing Time of 5 min.Space - for passengers waiting up to 10minutes. 1.0 m2 per passenger.Refer to Section F9.10.2

Introduction of biometrics will speed upprocessing.

CIP Lounges 4m2 per passenger Preferred location for lounges is airside innormal passenger flow between check-inand aircraft gates. Size sufficient to beshared by Alliance partners

Departures Lounge Space - 1.2m2 per passenger standing &1.7m2 per passenger seated.Seating for 10% of passengers wherepassengers do not have to wait; 60% wherepassengers do have to wait.

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FIG. B1.1 Continued: AIRPORT PASSENGER TERMINAL PLANNING STANDARDSAIRPORT PASSENGER TERMINAL PLANNING STANDARDS



Recommended

PracticeDeparture Gate Lounges Space - 1.2m2 per passenger standing

&1.7 m2 per passenger seatedSeating - 70% of passengers should haveaccess to seating, including seating at F&B(food & beverage) concessions.Walking Distance Maximums of 250 -300m unaided & 650m with movingwalkways (of which not more than 200munaided).APMs for travel over 500m.

WB aircraft should be parked close to themain PTB to reduce the walking distancesfor largest numbers of passengers.Gate lounge should include podium counterclose entrance to PBB & include CUTEsystem with 2 boarding pass readers foraircraft larger than type C, a documentprinter & boarding pass printer.Shared baggage facility (shutes/freightelevator to apron level) at the gate

Passenger Boarding Bridges 90 - 95% of passengers (on an annualbasis) will be served by a passengerboarding bridge.PBB justified with minimum of 4-6 aircraftoperations/day.

Apron drive bridges with 400 Hz fixedground power, air conditioning & potablewater attached.Glass-walled bridge preferred.Code 'E' aircraft - one or two bridges'NLA' aircraft - one bridge to upper deck &one bridge to main deck.Aircraft docking guidance system.Ramps (with slope not exceeding 1:12)should be used to connect the PBB with thedepartures gate lounge (upper level) and

Aircraft On-Time Performance Sufficient land for twin independent (1,800-2,000m separation) staggered parallelrunways (3500 - 4000m length x 60mwidth) with space for 2 additional closeparallel runways.

Inbound Passport Control Maximum Queuing Time of 10 min.Space - for passengers waiting up to 30minutes. 1.0 m2 per passenger.Refer to Section F9.10.2

Introduction of biometrics will speed upprocessing.




Recommended

PracticeBaggage Claim Hall Wheel stop to Last Bag -

Business Class

NB-15mln.

WB-20 min.

Economy Class

NB - 25 min.

WB - 40 min.Space -1.7m2 per passenger (excludingbaggage claim unit)Refer to Section F9.10.6

Sufficient numbers to be provided toallocate at least one 85m baggage claimunit per B747 flight. Refer to Section U.5.3Separate device(s) for handling over sizebaggage.An 11-13m separation between baggageclaim unitsSufficient baggage trolleys to be availableon entry to the baggage claim hall.ATMs (Automated Teller Machines) located

Inbound Customs Recommended use of Red/GreenChannels.Meeter Greeter Hall Space -1.7m2 per passenger &

greeter.

20% of space for seating.

Easy access to train station

Passenger Arrival- Wheel stop toCurbside

ICAO recommended practice

is 45 minutes

Business Class - passenger on thecurbside 20-25 minutes after aircraftarrival.Economy Class - passengers on thecurbside 40-45 minutes after aircraft

Wayfinding The PTB should incorporate self-evidentpassenger flow routes through the building,but where signs are required they mustprovide a continuous indication of direction.Signposting system should use a concise &comprehensive system of directional,informational, regulatory & identificationmessages. It should adhere to a basicguideline of copy styles & sizes, Airline Offices 10m2 per staff member

Rule of Thumb -# check-in counters x 100 m2

Sufficient space to lease to airlines &Alliances.Located landside reasonably close tocheck-in.Clearly signposted.

37

IATA Planning




Recommended

Practice

Passengers with Disabilities Airport facilities must comply with nationallaws and regulations.Retail/Concessions Airport Authority should obtain 50 -

60% oftotal airport revenue fromretail/concessions.70-80% of retail concessions should belocated airside.Retail/concession facilities should notinterfere with passengers flows betweencheck-in and the departure gate MCT - (Minimum Connecting Time) Domestic-Domestic - 35-45 min.

Domestic-International - 35-45 min.

International-Domestic - 45-60 min.

International-International - 45-60 min.Refer to Section U1.2.6 for specificbaggage connecting times.Transfer Counter - Maximum QueuingTime of 5-10 min.Space - for passengers waiting up to 30minutes. 1.2 m2 per passenger, incl. inter-queue space and baggage trolleys.

Refer to Section F9.1.3.

Seating for 5% of passengers.

38


B1.6 IATA GLOBAL AIRPORT MONITOR

The Global Airport Monitor is a customer satisfaction benchmarking programme that analyses theperceptions of international, domestic and transborder travelers and provides an up-to-date marketingindex to measure the service quality of participating airports. This benchmarking tool explorespassengers' 'on-the-day' experience of an airport on a wide range of service elements on a worldwidebasis.

The questionnaire is distributed to passengers in the departure lounges (airside) 30-45 minutes priorto departure. Each airport receives approximately 350 questionnaires per quarter. If an airport needsa more robust sample by segment, e.g. Transborder/Domestic or per terminal for more detailedanalysis, an increased sample size is constructed. The survey is carried out according to a precisesampling plan constructed with the airport management, ensuring the sample is representative of theairport's traffic mix.

The questionnaire covers 24 airport service attributes and 4 airline service elements as well asdemographic/ travel and connecting passenger profile. The 24 airport service attributes include:

1. Ease of finding your way through the airport/ signposting.

2. Flight information screens.

3. Availability of flights to other cities.

4. Ease of making connections with other flights.

5. Availability of baggage carts.

6. Courtesy, helpfulness of airport staff (excluding check-in).

7. Restaurant/ eating facilities.

8. Shopping facilities.

9. Business facilities (i.e. computers, internet).

10.Washrooms.

11.Passport and Visa inspection.

12.Security inspection.

13.Customs inspection.

14.Comfortable waiting/ gate areas.

15.Cleanliness of airport terminal.

16.Speed of baggage delivery service, (previous experience).

17.Ground transportation to/ from airport.

18.Parking facilities.

19.Sense of security.

20.Ambience of the airport.

21.Overall satisfaction with airport.

22.Value for money for restaurant/eating facilities.

23.Value for money for shopping facilities.

24.Value for money for parking facilities.

39

IATA Planning

Each year IATA publishes the results of the Global Airport Monitor surveys conducted at major airportsaround the world. Figure B1-2 shows the rankings of the Top 10 Airports from 1998-2002.

Figure B1-2: Rankings of Top 10 Airports from 1998-2002

10

SingaporeHelsinkiManchesterMelbourneGenevaZurichAmsterdamCopenhagenMontreal MirabelOrlando

CopenhagenSingaporeHelsinkiVancouverManchesterKuala LumpurCincinnatiPerthAmsterdamHong Kong

SingaporeSydneyHelsinkiHong KongCopenhagenMinneapolis St. PaulManchesterViennaBirminghamVancouver

DubaiSingaporeCopenhagenSeoul IncheonHelsinkiSydneyAthensHong KongBermudaVancouver

DubaiSingaporeHong KongCopenhagenKuala LumpurSeoul IncheonAthensVancouverCincinnatiSydney_________

For information on the IATA Global Airport Monitor contact [email protected].

B1.7 IATA FACILITIES PLANNING QUESTIONNAIRE

At an early stage in an airport project, specific airline space and facility requirements must bedetermined. The recommended document for obtaining this required information is the IATA FacilitiesPlanning Questionnaire. See FIG. B1.3 at the end of this chapter.

It must be anticipated that the contents of the questionnaire may not be completely applicable at allairports, but it is expected that the basic document can be used at all locations, with suitable notesindicating items which should be ignored, deleted or possibly added. Therefore, before circulation,the airlines and the airport authority should agree both on the sections to be used, and any variationin their content. IATA will arrange the circulation of the questionnaire to all airlines operating at thatairport, and to non-airline handling agencies (where applicable) requesting completion in as muchdetail as possible and return to IATA for consolidation and subsequent presentation to the airportauthority. Responses from each airline are kept confidential.

Estimates of rental rates for leasing space should be available to the airlines early in the planningprocess. The rental rates usually affect the amount of space that an airline will request. If rates arehigh, the airline may reduce its space requirements.

At airports where more than one terminal building is involved, it may be necessary to completeseparate questionnaire sections for each building.

Requirements associated directly with staff numbers should be based on the maximum number ofstaff on duty on a particular shift. Care should be taken not to use cumulative figures of total staffemployed, although provision must be included for shift changeover, when assessing car parkingrequirements, locker room areas, etc.

40



Figure B1-3: IATA Facilities Planning Questionnaire

Estimates for planning purposes only — not a commitment to rent the required space

Airline:_________________________________ Planning Years_____________to ______________

Airport:_________________________________

1. HANDLING ARRANGEMENTS

1.1 Passenger Baggage Handling

Do you intend to perform your own passenger baggage handling function? YES / NO

— If "NO" state name of handling agency/airline now used__________________________________

— If "YES" indicate whether in full or part. FULL / PART

— If "PART' indicate which functions you intend to perform and which are to be performed by thehandling agency/airline:

Function Peformed by Handling AgencyIf Self If Yes Name ofHandling Agency/

Function Tick (✓) Tick (✓) AirlineTicket SalesPassenger Check-inSeat AllocationLoad ControlPassenger Boarding ControlBaggage SortingFlight OperationsCrew Briefing

1.2 Apron Handling

Do you intend to perform your own apron handling function? YES / NO

— If "NO" state name of handling agency/airline now used

— If "YES" indicate whether in full or part. FULL / PART

— If "PART' indicate which functions you intend to perform and which are to be performed by the

FunctionIf Self Handling

Tick (✓)

Function Peformed by Handling Agency

If Yes

Tick (✓)

Name ofAgency/Airline

Baggage/CargoLoading/UnloadingAircraft Push-backAircraft CateringAircraft CleaningAircraft Toilet Service


1.3 Cargo Handling

Do you intend to perform your own cargo handling function? YES / NO

— If "NO" state name of handling agency/airline now used

— If "YES" indicate whether in full or part. FULL / PART— If "PART' indicate which functions you intend to perform and which are to be performed by thehandling agency/airline:

Function If Self-HandlingTick (✓)

Function Performed by Handling Agency

If YeTick K)Name ofAgency/Airline

ExportGoods acceptance/paperworkCargo processingContainer/Pallet build-upAircraft loading

ImportAircraft unloadingContainer/Pallet breakdownCargo processingCustomer contact/paperwork

43

IATA Planning

2. SPACE/FACILITY REQUIREMENTS

2.1 Passenger Terminal

State your existing facilities and requirements for the forecast years specified above. Airlines intendingto be handled by third parties should only specify those requirements which would not be providedby the handling agent.

FunctionStaff DesiredLocation

ExistingFacilities

RequirementsYear

RequirementsYear

No. Check-in Counters

No. Self-ServiceCountersNo. CUSS KiosksCheck-inSupport Offices

___7

No. Ticket/SalesCounters(not included above)Administrative Offices m' m' m*Operations Offices nf nf m'VIP/CIP Lounge m^ nV m<CommunicationsFacilities (specify)

nrr* m< m*

Line MaintenanceOffices/Stores

m< m< rtf

Ground EquipmentParking

m' m<

Other (specify)

Joint Use of Facilities

Indicate below whether your airline is prepared to share any of the facilities below with another airlineor agency.

Facilities Tick K) if Prepared to ShareYes No

Check-in CountersTicket/Sales CountersDeparture Baggage SystemVIP/CIP Lounge

44


2.2 Support Facilities

Function Staff DesiredLocation

ExistingFacilities

RequirementsYear

RequirementsYear

Aircraft Maintenance m m m^Ground EquipmentMaintenanceOffices/Workshops

m m tvf

Aircraft Catering m mOther (specify) —im m

2.3 Cargo Terminal (Exclusive Airline Space Only)

Function Staff DesiredLocation

ExistingFacilities

RequirementsYear

RequirementsYear

Storage Area ITf m n?Processing Area m* m nfULD/EquipmentStorage Area

rrf rtf ttf

Office Space m< m<Bonded Area m _m mJ

Other (specify) m m m/

B1.8 IATA RECOMMENDATIONS

B1.IR1

Experience has shown that the most effective and mutually beneficial course of action for theairlines is to establish consultation with the aiiport authority and its consultants as early aspossible to explore alternative airport plans and terminal concepts. An ACC (Airport ConsultativeCommittee) is the forum to consolidate airline views and to provide a focal point for consultationbetween the airlines and the airport authority concerning the planning of a major airport expansionor a nf;w airport, in order to input airline functional requirements. A successful ACC has majorbenefits for both the airlines and the airport authority. Where formation of an ACC is not practicaldue to resource limitations, airports should still have a regular detailed dialogue with the relevantairlines and handling agents

B1.IR2

The Aiiport Passenger Terminal Planning Standards table summarizes airline requirementsfor a "world-class" passenger terminal. An airport authority should ensure that its consultantsplanning the airport terminal incorporate these planning standards and recommended practicesinto the design of the airport passenger terminal.

SECTION B2: THE PLANNING PROCESS

B2.1 NATIONAL PLANNING CONSIDERATIONS

It is advisable for national governments to develop a strategic planning objective for the medium andlong-term development of airports within their national jurisdiction. The strategic proposal should lookat existing air traffic control as well as runway and terminal capacities and then should define strategicobjectives for the phased expansion or development of new or existing airports.

An example whereby this holistic strategic approach has been well adopted can be cited by the Britishgovernment (Department for Transport), which created and developed The South East and East ofEngland Regional Consultation Document. This specific paper was based on the results of the SouthEast and East of England Regional Air Services (SERAS) Study. This document included proposalsfor different amounts of new runway capacity as well as options that limit development in the SouthEast of England at a strategic level. While the SERAS document is specific to the region in question,it does demonstrate the necessary level of governmental strategic thinking that is required andrepresents an excellent benchmark in this regard for governments worldwide.

Generally the formal planning sequence which is followed is denoted by the following stages. It shouldbe noted that national government planning sequence variations are likely to occur:

Stage 1. Review of Governmental National Planning Strategy for ATC/Runways/Airport Infrastructure.

Stage 2. Preparation of Initial Master Plan for Proposed International/Regional Airport.

Stage 3. Review of Local Community's Sensitivities.

Stage 4. Refinement of Master Plan.

Stage 5. Planning Application.

Stage 6. Planning Appeal (as necessary).

Stage 7. Planning Decision.

The national plan should be developed in consultation with all airport operators, national andinternational commercial interests, airlines and IATA, and should address the following issues for theperceived 30 year development period:

• National commercial and political objectives where government and financial institutions seek toexpand regions within a nation for development or continued expansion.

• Existing airline routes and the viability of new routes.

• Ecological and environmental impact of airport and flight operations to new or expanded existingairports.

• Commercial impact studies on existing airports, airlines and handling agents, including thosepertaining to cargo operations.

• Rail and road impact studies.

• Impact on existing and future aircraft traffic movements.

• Commercial impact on local businesses and employment rate variations.

• Social impact on residential areas surrounding the airport.

• Identification and impact on areas of natural beauty, historic sites and religious monuments.

45

IATA Planning

Methods that may be employed to access the national airport planning document should be publishedin appropriate press and government information sources. The document itself should be a realisticinterpretation of the facts developed by a wide cross section of the airport and airline industry, aswell as local community representatives. The document should include but should not be limited tothe following detailed sections:

• Statement of airport development needs for the nation.

• National and regional business development needs.

• Social needs and relevant impact statement.

• ATM national development plan.

• Airport to rail and road national development position statement.

• National airport development plan.

• High level funding options for national airport development alternatives.

• List of contributors to the text.

B2.2 REGIONAL PLANNING CONSIDERATIONS

The regional planning paper should be a more regionally focused and detailed derivation of thenational planning document. Typically, a regional area would contain no more than two large ormedium sized airports within its boundary. The concepts presented need not be detailed constructionsolutions, although expert civil, structural and specialist engineering advice is still required so thatany solutions proposed can be realistically developed when need be. These might include:

Statement of airport development needs for the region.

Regional business development needs.

Regional social needs and impact statement.

ATM regional plan and national overview.

Rail and road infrastructure solutions to aid airport development plan.

Regional airport development plan and study (concept options).

Airport regional development plan objectives and option recommendations.

Regional airport development funding options.

List of contributors to the text.

B2.3 THE AIRPORT MASTER PLAN

The airport master plan is an airport-specific document which fulfills the objectives and requirementsof the national and especially the regional airports plan. The concept option recommendations withinthe regional plan are produced for a specific airport, and should technically be more developed andexpanded upon. Typically, the master plan document should be developed as a 30 year forecast ofdevelopment options which would include the following topics:

• Airport development long term phased objectives.

• Concept variations (normally 3 or more sub options developed).

• Social and environmental impact statement and recommendations.

• Runway development plan and recommendations.

46


47

IATA Planning

• Cost plan restraint objectives.

• Construction programme constraints.

• Energy consumption targets.

The airport master plan should be used as a tool in the earlier stages of negotiations with the localplanning authority to explain the level of impact the various options would have, and to help generatea forum for the authority's concerns as well as those of the local community. The document shouldsupport the subsequent formal planning application produced during the ensuing feasibility designstage.

B2.4 LOCAL COMMUNITY ISSUES

The local community will be concerned with a variety of issues and will include groups in favor ofand less than amenable to future airport development. It is important that the developer addressesand listens to the concerns and issues raised by the community. The developer should endeavourto reduce uncertainty and misunderstanding by engendering regular and clear communicationchannels with local community groups. Often the local community can make valuable suggestionswhich, although simply a fine detail to the airport master planner, may be very important to the localcommunity as a whole. Indeed, detailed suggestions can and often are put forward by communitygroups which might have little cost impact, but which can also dramatically improve living and workingconditions in the area.

The following issues should be addressed via regular discussion with local community groups:

• Confirmation of night flight movement schedules resulting from proposed development plans.

• Development of further runway plans.

• Development of terminal and infrastructure facilities.

• Noise reduction plans.

• Environmentally sensitive land issues.

• Construction period strategies to minimize disturbance.

B2.5 IATA RECOMMENDATIONS

B2.IR1 National and Regional Planning Documentation

It is recommended that governments develop National and Regional planning documents inaccordance with clause B2.1 and clause B2.2 respectively.

Regional planning documents should be a natural progression from any National planningstrategy documentation developed in consultation with all interested parties.

B2.IR2 Master Plan

When developing and producing airport master plans it is recommended that airport developersfollow the philosophy and approach defined within clause B2.3 and that economic and localcommunity issuon are discussed and fully addressed

48


B2.IR3 Local Communications

The developer should endeavour to reduce uncertainty and misunderstanding by maintainingopen, clear and courteous channels of communication with representatives from affected localcommunities

IATA

Chapter C — Master Planning

Section C1: Principles

C1.1 Introduction........................................................................................... 43

C1.2 The Master Plan — Ten Step Sequence .................................................. 46

C1.3 Step 1 — Stakeholders and Objectives................................................... 47

C1.4 Step 2 — Site Evaluation ....................................................................... 47

C1.5 Step 3 — Airfield Configuration ............................................................... 51

C1.6 Step 4 — Runway Orientation ................................................................ 67

C1.7 Step 5 —Aprons....................................................................................... 68

C1.8 Step 6 — Taxiway Systems..................................................................... 70

C1.9 Step 7 — Passenger Terminal/Apron Complex Configurations ............... 74

C1.10 Step 8 — Alignment of Terminal Building and Piers to Service Stands .. 76

C1.11 Step 9 — Alignment and Provision of Support Processes...................... 77

C1.12 Step 10 — Aircraft Maintenance.............................................................. 77

C1.12 Step 10a —Cargo ................................................................................... 78

C1.13 Master Plan Deliverable — Preliminary Land-Use Layouts ..................... 78

C1.14 IATA Recommendations.......................................................................... 86

Section C2: Forecasting

C2.1 Introduction and Forecasting Definition ................................................ 88

C2.2 Objectives of Forecasting....................................................................... 88

C2.3 Forecast Data......................................................................................... 89

C2.4 Segmentation ........................................................................................ 91

C2.5 Demands and Trends.............................................................................. 92

C2.6 Forecasting Methodology....................................................................... 94

C2.7 IATA Recommendations ......................................................................... 97

Section C3: Land Use Planning

C3.1 General Introduction.............................................................................. 98

C3.2 Long Term Vision ................................................................................... 98

C3.3 Assessing Noise....................................................................................... 99

C3.4 Land Use Within Noise Zones ................................................................ 99

49

C3.5 Land Use Management........................................................................... 99

C3.6 Land Use Control ................................................................................... 100

C3.7 Airport Land Use Planning ...................................................................... 101


Section C4: Control Towers

C4.1 Purpose Overview.................................................................................. 103

C4.2 Design Characteristics ........................................................................... 103

C4.3 Control Tower Position............................................................................ 105


50


IATA

CHAPTER C — MASTER PLANNING

SECTION CI: PRINCIPLES

C1.1 INTRODUCTION

The airport master plan is created to guide the future development expectations of airports and toestablish their ability to expand and develop in a logical, sustainable and cost effective manner. Airlinemarket forces are discernibly linked to the master plan development proposal; i.e. as airport trafficincreases the facility's development and operations should be phased to provide the appropriateairport processes and sized infrastructure. Should an airline's operations fluctuate, then the masterplan should also contain the flexibility to be able to respond accordingly.

Master plans can be created for new or existing airport locations and should be considered as active,live documents which should be systematically reviewed at least every 5 years. This regular reviewand update process should address variations in market forces and the operational requirements of thefacility's airline clients. Existing master plans can be revised to accommodate unforeseen commercialvariations to the airport's or airline's operations.

The master plan will provide a detailed and accurate assessment of how an airport should deliver itsservices to its airline and ground handling clients in an effective and controlled manner, with dueconsideration for safety, development costs and the resultant realistic cost and profit recoverymechanisms.

In this section the major attributes and details of an airport master plan are discussed. The masterplan ten point staged sequence is also provided for planners who may find themselves faced with'blank canvas' airport development proposals. This sequence has been compiled to help airportplanners systematically construct the master plan, giving due attention to the primary and secondaryfacilities being proposed and their subsequent placement on the airport site.

C1.1.1 Development Restrictions

There can be both natural and artificial restrictions which may limit the extent of future airportdevelopment. These need to be determined at the beginning of the planning process so that all partiesare aware of any constraints that may impact on future capacity development.

Restrictions may cover environmental boundaries on over-flight of neighboring countries or towns,political limitations on adjacent airport growth that may adversely distort or influence development,planning conditions that may limit airline and aircraft operations, restrictions that may determineaircraft type or time of operation, or limits on noise and quantity of emission levels that should notbe exceeded.

There may also be topographical or man-made features that restrict operations or impose payloadlimits on certain aircraft types. Such restrictions can be removed but this usually comes at a significantcost.

C1.1.2 Capacity Constraints and Developments

It is important for airport operators to know what currently constrains their airport capacity. If theconstraint is an operational process deficiency or an infrastructure provision deficiency or both, it needsto be understood fully before the decision to expand or change the airport process or infrastructure ismade. If no constraints currently exist then they must look to the future and predict when individualfacilities or support infrastructure will fail to provide the required level of service. The reality is thatimproving and expanding facilities can often be very costly. As airport operational costs will ultimatelybe cascaded to the primary business partners of the facility, airport development expenditure shouldbe justified with a detailed supporting business case defining the reasons why airport growth shouldbe provided.

51


C1.1.3 Planning Horizons

Traditionally, the long-term planning horizon for airports extended no further than 20 years. IATA nowviews this as being too short-sighted. Airport authorities should always endeavour to look to theultimate development potential and capacity of their site. Ultimate development potential may bedetermined when the runway system is saturated, though in other instances stand availability or thecapacity limits of passenger terminals, support facilities or land-side access systems may be thedetermining factor. Local considerations may confine development ambitions within the boundariesof the airport perimeter.

Airport authorities and companies must determine the maximum or ultimate capacity possible thatcan be adequately served by the existing and potential future apron and terminal provision. Thisknowledge should be at the core of the airport master plan for each airport.

C1.1.4 Improving Operational Efficiency and Flexibility

Airport operators and airlines should in the fist instance look at the extension of existing facilitiesrather than the construction of separate new facilities that may duplicate all or part of their currentoperations.

The design of new facilities should be as flexible as practically possible, with a building's layout andconstruction techniques promoting variations in the operational usage of the building at some pointin the future. The design of building envelopes should aid the expansion of the facility, which is almostinevitable, through the use of modular design solutions where practical. Modular design solutions canallow airports to modify their operations with minimum impact on airport clients, and the benefits ofthis approach should be explored fully. All new airport facilities should be planned with future expansionin mind to support the ultimate development potential of the airport.

Base carriers generally need to have a single point of operation in order for them to provide anefficient and effective hub. By operating from one base, the base carrier can increase its percentageof the transfer market by maximising the number of city pairs served. Any situation where they arecoerced into operating from two airports will weaken their ability to compete, as two operational baseswill result in unnecessarily duplicated costs. Airport authorities and companies should liase regularlywith the relevant airlines to establish their operational and business objectives so as to align thedesign of their airport accordingly.

Multi-airport systems may only exist where there is no possibility of operating from a single base. Amulti-airport system needs to have sufficient traffic volume (20 to 30 mppa) to support entirelyindependent operations. Success will be heavily dependent on each facility securing the support ofa major network carrier or an alliance grouping, and many high-volume individual routes operatingto both airports would be needed.

C1.1.5 Political Considerations

It is often the case that local political interests will seek to manipulate market conditions by restrictingor forcing airlines to fly certain types of traffic from particular airports. This is principally apparent incities where a new airport project would likely cause the closure of an existing facility, and is generallypracticed to appease a local populace fearful of losing the economic conditions and benefits that areassociated with large airports. The serious operational and financial implications that this course ofaction can have on the airlines in question should be fully appreciated by airport authorities andcompanies, as these factors can ultimately impact on the basic viability of the region's air travelmarket.

53

IATA Master Planning

C1.1.6 Financial Considerations

For all airport developments large or small, the eventual benefits to the various stakeholder groupsmust be positive and outweigh the cost of the development; e.g. a thorough cost benefit analysisshould be undertaken to support all capital expenditure (CAPEX). A financial model should beestablished which shows the proposed method and time scales for cost recovery, which will in turnallow the airlines to determine what the proposed impact may be on their yields and operating costs.

Where relocation of the entire airfield is being considered to a new 'green-field' or 'blue-sea' location,financial support will be required from governments to offset the political costs of re-establishinginfrastructure at the new site. This is particularly true of large-scale developments that include surfaceaccess system provision, primary utility supply and distribution networks, and preliminary sitepreparation works that may be essential to support operations in the new location. It should also benoted that any proceeds accruing from the sale of land or facilities at the former site should be usedto offset the cost of new facilities.

For further information on financial matters pertaining to airport development, please refer to ChapterD, Sections D1 to D4 inclusive.

C1.1.7 Existing Airports

No two existing airports are identical. While there may be similarities in certain facilities created byparticular runway configurations, each will possess several unique characteristics — often createdthrough compromise.

The main problem with existing airports concerns how to expand facilities that have run out of roomto develop in their present locations. A common operational dilemma may arise in these circumstanceswhereby the airlines using an existing airport will usually want to continue to operate from that location,and yet this in turn may prevent the facility from sufficiently limiting its operations to allow for therequired expansion and redevelopment. Airport operators in this case tend to take the view that theexisting operation should be expanded towards its limit, while in parallel a process is begun to developa replacement facility. The existing airport is then capable of possibly being redeveloped at a laterstage for a different aviation market, or indeed sold off as general real estate once decommissioned.

CI .1.8 New Airports

At 'green-field' or 'blue-sea' sites the planner essentially has a blank canvass upon which to composetheir airport master plan, which should ideally follow the ten step sequence defined within clauseC1.2 below. This sequence defines the primary and logical steps that all airport developers shouldfollow when creating a master plan. As with existing airports, the travel distance and accessibility tothe new airport site are primary requirements, and the apron area tends to be the central pivot pointof a balanced design approach. Refer to the development zones identified within Figures C1-1 to C1-6 inclusive for further details in this regard.

The primary business functions and markets of the airport will need to be clearly identified andbalanced so that the correct functional emphasis can be placed on their development. Each proposedfunction of the airport should be ranked and this should in part dictate the positioning of the processwithin the airfield. It sounds obvious, but passenger processing functions should be highly rankedwithin passengers airports. Similarly, cargo and mail processing functions should be highly rankedwithin predominantly cargo and mail airport operations.

There are various permutations on how these functions can be aligned but the solution has to beoperationally viable from day one through to the ultimate phase. This may result in some masterplans, particularly in their early phases, looking somewhat generous in their approach to land useplanning. All other non-essential activities can then be positioned so that they do not interfere witheither the circulation routes or expansion zones of the primary facilities.

54


C1.2 THE MASTER PLAN — TEN STEP SEQUENCE

The following sequence should be followed when developing a master plan for a typical internationalor domestic airport passenger terminal and apron airport operation. Step 7 and step 10 should beexchanged in sequence when a predominantly cargo and express processing facility is proposed, asthe commercial and provisional bias switches accordingly.

Step 1 Determine the peak aircraft movements and resulting peak passenger movements requiredin the final master plan design year (Refer to Section C2 for Forecasting Techniques).

Step 2 Collect via survey: geographical, geological, meteorological and environmental datapertaining to the proposed airport site location.

Step 3 Select the runway configuration(s) which best matches the aircraft type and movementrequirements, ATC capability, geological limitations and meteorological conditions, andwhich satisfies the environmental requirements as closely as possible.

Step 4 Align the proposed runway(s) to coincide with the prevailing wind directions.

Step 5 Determine and locate the number of aircraft stands required and the stand type (remoteor gate serviced) needed to meet the service standard.

Step 6 Provide the correct configuration and quantity of taxiways, ensuring that the runway(s) andstands are serviced adequately, with due consideration to the dynamics of the aircraft onthe apron.

Step 7 Size and position the ultimate terminal building(s), pier(s) and control tower within theappropriate development zone(s) (refer to Figures C1-1 to C1-6 inclusive). The spacerequirement for the terminal building will be heavily dependent on the processes requiredas defined within Chapter T, and the functional space requirements defined within Chapter F— Airport Capacity, Section F9 — Passenger Terminal Facilities, and Chapter U — AirportBaggage Handling.

Step 8 Align the ultimate terminal building and piers to service the aircraft stands accordingly.Position fire services within the apron complex appropriately.

Step 9 Size and position airport support processes such as (but not limited to) rail, bus, coachand passenger car access and parking facilities. See Chapter T for potential processesto be considered and included.

StepIO Position secondary Cargo and Separate Express Facilities Terminal and stands, aircraftmaintenance hangars as required within the surplus development zone(s) (refer to FiguresC1-1 to C1-6 inclusive).

Historically, few airports worried about running out of space. Airfields were often located in relativelyisolated countryside positions and had multiple runways occupying vast tracks of land. The jet ageplaced a reduced need on crosswind runways and as a result runways made way for aprons, smallfinger piers and terminals. Development tended to be piecemeal and lacked co-ordination Terminalbuildings and airport support facilities merely spread out as required, with little or no thought for thefuture. Expansion of existing facilities was not normally considered, so newer, multiple terminalsolutions were added. This situation, rather surprisingly, lasted until the late eighties. It is for thesereasons that the ten point master planning sequence described above should be adopted by airportdevelopers, so that logical airport developments can be designed and implemented in the mostappropriate and efficient manner.

All airports, regardless of their size, can no longer ignore their impact on surrounding communities,who unfortunately in some instances may have been allowed (by the lack of land-use controls) toencroach upon the airport's boundary. Sustainability now needs to be considered and a greateremphasis needs to be placed on the airport as a junction for modal interchange.

A master plan is required so that all air-side, land-side and airport support facilities can develop,expand and improve the operational flexibility and efficiency of their business in a structured, balancedand orderly fashion, without adversely impacting on the business of their neighbours on or adjacentto the airport. In so doing, the potential of the available land and the capacity of the airport's runwaysystem can be maximized.

C1.3 STEP 1 — STAKEHOLDERS AND OBJECTIVES

C1.3.1 STEP 1a — Stakeholder Consultation

Meaningful and effective consultation with all interested people, community groups, parties andorganisations (airlines, major tenants, the travelling public, surrounding communities, Civil AviationAuthorities and support agencies) that may be impacted by the airport development is essential.

For further details on what groups should be consulted and what staged please refer to Sections B1and V1.

C1.3.2 STEP 1b — Background Statistical Data

All successful master plans are based on a combination of robust assumptions and facts. These mustbe assembled and recorded with great care in order that they can stand up to external scrutiny bythose who may or may not wish that airport development should take place. Of particular importancewill be the forecasted data pertaining to relevant airlines and the base carrier(s). This will serve asa sound base from which aviation market forecasts can then, at a later stage, be extrapolated.

•

C1.3.3 STEP 1c — Future Demand Aviation Market Forecast

A forecast of future aviation demand is required in order to determine if and when additional capacityshould be developed. It should not be used to determine the overall scale of the airport required, asfacility requirements should be closely matched against the chosen site's ultimate developmentpotential so that all facility development is geared to reaching the ultimate level while maintainingbalance within the overall operational system. For further details on forecasting please refer to SectionC2 for Forecasting Techniques.

C1.4 STEP 2 — SITE EVALUATION

C1.4.1 STEP 2a — Data Collection and Analysis (site visit)

A thorough study should be made of either the existing or proposed sites to determine their suitabilityto accommodate future traffic. All relevant and available facts should be recorded. This should include &cover:

• Utility Provisions — primary supplies, the position of end nodes and transition point of supplyresponsibility.

• Retrieval Systems — sewage, surface water and effluent retrieval systems.

• Adjacent primary and secondary surface access systems.

• Location, size, capacity, condition and age of all air-side, land-side and airport support facilities.

• Condition of runways, taxiways and aprons.

55


• Meteorological conditions.

• Geology and topography.

• Obstacles and terrain.

• Surrounding development & land use.

In this way, later stage evaluations can be carried out should existing facilities be considered forrefurbishment, expansion or demolition to make way for development as foreseen in the master plan.

C1.4.2 STEP 2b — Geology and Topography

Significant variations in site levels will need to be recorded as these will determine the amount ofmaterial that will be required to be excavated, transported or filled in order to produce a graded sitecapable of supporting aircraft operations.

Soil conditions, particularly the ability of the site's various terrains and substrata to safely andadequately support the loads imposed by aircraft, vehicular traffic movements and building structuresneed to be determined.

Some terrain may be of low bearing quality and may influence the planner's choice as to where bestlocate a major runway without incurring additional construction costs. Runways, if not constructedproperly, risk early cracks due to structural damage and resulting high maintenance costs. Soil analysisand borings will be very important to determine which areas to map out for runway development. Soilcomposition quality plays an important cost factor in determining the type of construction materialsrequired. The presence or absence of water on the site is also an important element to take intoconsideration.

C1.4.3 STEP 2c — Surrounding Development & Land Use

It is important to determine what use is currently being made of the surrounding land, what developmentplans are proposed and what zoning procedures have been set in place to ensure that incompatibledevelopments are not permitted adjacent to the site. Particular attention should be paid to noisesensitive developments, especially if these are located in close proximity to the airport and/or on theline of existing runways and their respective aircraft approach and departure paths. For further detailsplease refer to Section C3 of this manual.

C1.4.4 STEP 2d — Site Selection Criteria

The following site selection criteria should be considered by airport planners:

• Financial considerations.

• Adjacent airports, ATC, airspace and routes.

• Environmental considerations.

• Operational & technical considerations.

• Social considerations.

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C1.4.5 STEP 2e — Methodology

There are a number of basic steps that have to be taken in turn to determine which site offers themost potential to satisfy the growth requirements of both airlines and airport authorities alike. Thefollowing need to be determined:

1. The size of site required to satisfy forecast demand.

2. Which site(s) fulfil the basic area requirement.

3. Data collection and analysis from each possible site.

4. Review of site selection criteria that affect airport location.

5. Operational relationships.

6. Preliminary land use layouts.

7. Evaluation of criteria.

8. Recommendation of which site(s) should be considered in the second stage evaluation process.

C1.4.6 STEP 2f — Site and Facility Sizing

For existing and proposed airports, the land available for development either between or adjacent tothe runways, when coupled with the annual capacity of the runway system, will determine the ultimatecapacity of the airport. If land availability is not an issue then runway capacity is the factor thatdetermines ultimate capacity. The total area available for development is fixed by the site's existingor proposed boundary.

In order for airport planners and airport authorities to understand the scale of the site required forairport infrastructure development, the following tables have been assembled. These cover the primaryfacilities exclusively and should be used for rough estimation purposes only.

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C1.4.7 STEP 2g — Approximate Land Area Requirement

The following table highlights the land availability at 25 airports throughout Europe, North Americaand the Asia Pacific regions.

LAND AREA REQUIREMENTS

port No. ofRunways

TotalAnnualMvts.

TotalAnnual

Passenger(mppa)

TotalAnnual

Caw

Land Area(ha)

CDG 4 517,657 48.1 1,610,484 3,238

LHR 3 466,815 64.2 1,402,000 1,117

FRA 3 458,731 49.3 (2001)1,613,292

1,900

AMS 5 432,480 39.2 1,222,594 2,678

BRU 3 326,050 21.5 687,384 1,245

ZRH 3 325,622 22.4 545,423 783

MUC 2 302,412 22.9 148,018 1,500

FCO 4 283,449 26.2 202,400 1,600

ARN 2 279,383 18.2 120,535 3,100

LGW 1 260,858 31.9 338,246 683

ORY 3 243,586 25.3 120,638 1,530

OSL 2 204,275 14.2 82,383 1,300

MAN 2 191,846 18.4 122,143 883

ATH 2 186,05B (2000) 13.3

123,397 1,700

North America

ATL 4 915,454 80.1 655,983 1,518

ORD 6 908,989 71.6 1,468,553 2,833

DFW 5 837,779 60.4 904,994 7,658

LAX 4 783,433 65.5 2,038,784 1,443

YYZ 4 426,506 28.9 344,463 1,810

JFK 4 345,094 32.8 1,864,423 1,995

Asia & Pacific

SYD 3 307,058 25.7 573,880 887

HKG 2 193,895 32.7 2,240,585 1,255

SIN 2 184,533 28.6 1,680,000 1,300

NRT 2 133,396 27.3 1,932,694 1,084

KIX 1 122,916 19.4 999,692 510

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59


C1.4.8 STEP 2h — Social Considerations

The placement of airports within populated areas will have a significant social impact which must befully assessed by airport planners. Please refer to Sections E2 and S3 of this manual for furtherdetails in this regard.

C1.4.9 STEP 2i-Environmental Considerations

It is almost essential and certainly recommended for airport developers to create a detailedenvironmental impact study for a proposed new airport development site. The considerations whichshould be taken in account are detailed particularly within Sections E1, E3 and E4 of this manual.

CI .4.10 STEP 2j — Economic Considerations

It will be essential for airport planners to consider the economic viability of the proposed site interms of the constructions costs associated within the region and resultant payback period for thedevelopment. Additionally, the regional stability of the country where the airport is to reside will beimportant to understand. Inflation and cost of borrowing within the region may preclude certaindesirable development options from being considered for the proposed airport. Some countries providespecial economic zones where major developments may benefit from less governmental taxation.These factors need to be explored and considered fully.

C1.5 STEP 3 — AIRFIELD CONFIGURATION

C1.5.1 STEP 3a — Airfield Configuration Overview

The airport authority and the airport planning team must have a comprehensive understanding of theairfield configuration options that exist. There are essentially six airfield configurations for airportplanners to choose from, all of which are defined within the following Clauses and Figures C1-1through C1-6 inclusive. These all have various operational advantages and disadvantages, and itshould be noted that while six airfield configurations exist to choose from, only four are deemedrecommended by IATA for green-field or blue-sea situations. Please refer to the table within ClauseC1.5.8 for further information.

Airfield configurations are determined by the number, position and orientation of existing and proposedrunways and their support taxiway networks. This factor will greatly influence the position of all otherprimary and secondary support facilities.

When determining the position of new runways, several related factors need to be assessed in orderthat the new infrastructure can make best use of the existing or proposed new site's unique conditions.

C1.5.2 STEP 3b — Adjacent Airports, ATC, Airspace & Routes

Each airport has to coexist and operate within much larger national or international air traffic systems.Individual airports utilise vast tracks of airspace in order to accommodate the procedures required toallow aircraft to approach, hold, land and take-off. As a result, any extensive growth plan should bediscussed and carefully co-ordinated with the relevant air traffic control authority, such that feasiblerecommendations can be developed and impractical concepts eliminated. Other factors may alsocome into play, including coordination with military controlled airspace and aircraft movements.

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C1.5.1 STEP 3c — Meteorological Conditions and Runway-Wind Orientation

The main criteria for the orientation of runways are the prevailing winds. Historical data will have tobe retrieved to determine their direction, frequency and strength. As a general rule, the principal trafficrunway at an airport should be oriented as closely as practicable in the direction of the prevailingwinds.

ICAO specifies that runways should be oriented so aircraft may land with crosswind components of20km/hr or less at least 95 percent of the time for runways of 1500m or more. Optimum runwaydirections are determined by using a wind-rose.

C1.5.2 STEP 3d — Visual Conditions

Visibility and ceiling heights are very much affected by weather conditions and will influence thechoice of runway operations; e.g. whether to select for operations under all weather or visual conditionsonly. Fog, turbulence and abnormal rainfall may at times also reduce the capacity of runways.

In order for airlines to maintain regular schedules during adverse weather conditions, airports areequipped with approach aids. The category of these aids depends on both the sophistication of theequipment installed at the airport and on board the aircraft. This determines the minimum visibilityrequired for an aircraft to be able to land.

Type of Approach Minimum DecisionHeight

Visibility Runway Visual Range(RVR)

Non-precision (300 ft)

Precision Cat I 200 ft 800m >550m

Cat II 100 ft >350m

Cat IIIA 50 ft >200m

Cat NIB <50ft >50m

Cat MIC <50 ft <50m

The minima herein are acceptable only when full facilities are installed and no objects penetrateobstacle clearance surfaces. Category III requires much more sophisticated equipment, which is notcommonly installed at airports or in the aircraft using them. Given the small benefit that Category IIIgives compared to its costs, it is usually not installed at most airports. Cat III is most prevalent inEurope where it is a necessity for the airlines to maintain normal schedules in poor weather conditions.

C1.5.4 STEP 3f-Average Temperature and Altitude Considerations

In general terms, high temperatures will impact on the length of runway required, the rapid exit taxiwaypositions and the distances that can be traversed by aircraft while taxiing.

High temperatures result in lower air densities which in turn cause lower engine thrust. Whendetermining runway length a correction factor needs to be applied on temperatures above 15 degreesC or 59 degrees F.

Airports that experience excessively high temperatures during the day may find that their operationsare restricted due to insufficient runway length being available to support maximum possible take-offweights. In these instances, cargo volumes and/or passenger numbers may be restricted or operationsmay only be cost effective during cooler early morning or late evening periods.

Altitude, and its resulting effects upon air pressure and other temperature factors also plays animportant role in determining the most effective runway configuration for a given facility.

C1.5.5 STEP 3g — Obstacles/Terrain

Obstacles often represent serious constraints to an optimal layout of runways or may in somecircumstances have a negative influence on the operation to/from a runway. ICAO Annex 14 specifiesthat airspace around airports should remain free of obstacles so as to permit the intended aircraftoperations at the airport to be conducted safely and to prevent the airport from becoming unusableby the growth of the obstacles around the airport.

Criteria for evaluating such obstacles are contained in the ICAO document Procedures for AirNavigation Services — Aircraft Operations (PANS OPS).

Features within the natural landscape may also influence the orientation or length of proposed runways.While small obstructions can be removed, cost and the subsequent additional benefits obtained willbe the determining factors when considering removal.

C1.5.6 STEP 3h — Obstacle Limitation Requirements

The requirements for obstacle limitation surfaces are specified by the intended use of a runway (i.e.takeoff or landing and type of approach) and are intended to be applied when such use is made ofthe runway.

In many countries all approaches and departures are conducted under Instrument Flight Rules (IFR)and limited straight-in approaches and defined departure routes.

C1.5.7 STEP 3i — Runway Configuration Options

Where figures are stated in this chapter outlining possible aircraft movement rates per hour, it should benoted that the figure quoted is heavily dependent on the composition of the aircraft mix, meteorologicalconditions, the navigation aids available, and ATC separation standards of the country in question.

For more information on runway capacity please refer to Section F5.

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C1.5.8 STEP 3j — Runway Configuration and Movement/CapacityAssumptions

Runway capacity is fundamentally driven by three factors these are defined as follows:-

1. Aircraft type and mix This influences aircraft spacing on final approach or departure wherewake vortices occur, as well as runway occupancy time, where aircraft weight and stoppingdistances are important factors.

2. Runway design Includes the length available, access to taxiways for entry and exit from runways,the availability of high speed exits and entrances, etc.

3. Aerodrome design Considers the support infrastructure, including terminal design and accessto gates, and taxiway design, which can influence the ability to get to or from a runway, or tochange runways when weather or other conditions require. This factor also includes access toprecision landing or departure guidance, runway and taxiway lighting, etc.

4. Engineered Runway Capacity This is the number of movements (landings and/or departures)that can be expected to occur on a particular runway, or set of runways, assuming that there areno physical or practical constraints to accessing the runway(s). This means that aircraft are ableto vacate a runway at a stopping point, or roll directly onto a runway without stopping. It does,however, factor the predicted wake vortex spacing for a known or assumed traffic mix, andassumes known or assumed runway occupancy times for landing or departing aircraft. It is anideal figure, and cannot generally be achieved or sustained.

5. Operational Runway Capacity This is the maximum number of movements that a runway canachieve and sustain in normal operating conditions. Note: "Mvts/Hr" denotes Aircraft MovementsPer Hour.

Runway Configuration Assessment Table

RunwayConfiguration

RunwayLayoutFigure

Configuration Advantages Configuration Disadvantages ConfigurationOperationalRunwayCapacity

SingleRunway

Fig C1-1 - Lesser impact onenvironment due to reducedapron area and reduced aircraftmovements per hour.- Runway utilization often high.- Recommended choice ofIATA (subject to capacity

- Airport capacity restricted bysingle runway traffic movementscapability.- Runway emergencies andmaintenance more difficult tomanage.- Cross wind take off and

36-55 Mvts/Hr

Open "V" to"L" Runways

Fig C1-2 - Increased runway Mvts/Hryields increased airport ultimatecapacity.- Varied runway orientationscan overcome seasonalprevailing cross wind problems.- Runway emergencies andmaintenance easier to manage(subject to case).- Both runways can be usedsimultaneously (subject to ATCcontrol limitations)

- Not a recommended choice ofIATA.- Open "V" to "L" has largerimpact on environment than asingle runway and some parallelrunway configurations.- Open "V" to "L" layoutoccupies larger apron plan area.- Open 'V" layout does notnaturally lend itself to efficientapron expansion.- One runway will always bemore compromised to prevailing

85-90 Mvts/Hr

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Runway Configuration Assessment Table (cont'd)

RunwayConfiguration

RunwayLayoutFigure


IntersectingRunways

Fig C1-3 - Varied runway orientationscan overcome seasonalprevailing cross wind problems.- Runway emergencies andmaintenance easier to manage(subject to case).

- Not a recommended choice ofIATA.- Both runways cannot be usedsimultaneously.- Intersecting runway layout haslarger impact on environmentthan parallel runway as apronarea increased.- Intersecting runway layoutoccupies larger apron plan areathan single runway or parallelrunway configurations.- Intersecting runway layoutdoes not naturally lend itself toefficient apron expansion.- One runway will always bemore compromised to

70-75 Mvts/HrQualification:Movements perhour based ontwo intersectingrunways

StaggeredRunways

Fig C1-4 - Runway utilization can behigh.- Runway emergencies andmaintenance easier to manage.- Dedicated takeoff anddedicated landing runwayoperations promotes safermultiple runway operations.- Runway layout naturallylends itself to efficient apronexpansion.- Recommended choice ofIATA (subject to capacityrequirements).

- Cross wind take off andlanding can present problems.

60 Mvts/Hr

Dual Parallel Fig C1-5 - Runway utilization can behigh.- Runway emergencies andmaintenance easier to manage.- Dedicated takeoff anddedicated landing runwayoperations promotes safermultiple runway operations.- Runway layout naturallylends itself to efficient apronexpansion.- Recommended choice ofIATA (subject to capacityrequirements).

- Cross wind take off andlanding can present problems

84-105 Mvts/Hr

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64

n9W IATA Airport Development Reference Manual

Runway Configuration Assessment Table (cont'd)

RunwayConfiguration

RunwayLayoutFigure


MultipleParallel

Fig C1-6 - Runway utilization can behigh.- Runway emergencies andmaintenance easier to manage.- Dedicated takeoff anddedicated landing runwayoperations promotes safermultiple runway operations.- Runway layout naturallylends itself to efficient apronexpansion.- Recommended choice ofIATA (subject to capacityrequirements).

- Cross wind take off andlanding can present problems

120-168 Mvts/Hr

C1.5.9 STEP 3k — Runway Use

Runways and their supporting taxiway connections should observe the following characteristics:

• Be linked to an efficient airspace system.

• Be supported by an air traffic control service provider that can maximize the potential of anygiven runway system.

• Reduce, to a safe working minimum, runway occupancy times through the provision of strategicallypositioned rapid exit taxiways.

• Provide for the shortest possible taxiing times between runways and aircraft parking positionsfor both arriving and departing aircraft.

• Avoid the need for aircraft to cross active runways.

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Cl5.10 STEP 3I — Runway Elements

Runways are made up of seven elements, all of which perform a different function. The table belowprovides the formal ICAO definition of the stated apron elements.

Runway Elements Definition Table

Apron Element ICAO Annex 14 Definition

Runway A defined rectangular area on a land aerodrome prepared for thelanding and takeoff of aircraft.Shoulder An area adjacent to the end of the pavement so prepared so as toprovide a transition between the pavement and the adjacent Taxiway strip An area including a taxiway intended to protect an aircraft operating onthe taxiway and to reduce the risk of damage to an aircraft accidentallyMovement Area The part of an aerodrome to be used for the take off, landing andtaxiing of aircraft, consisting of the manoeuvring area.Manoeuvring Area The part of an aerodrome to be used for the take off, landing andtaxiing of aircraft, excluding the aprons.Runway Holding Position A designated position intended to protect a runway, an obstaclelimitation surface, or an ILS/MLS critically sensitive area at whichtaxiing aircraft and vehicles shall stop and hold, unless Stopway A defined rectangular area on the ground at the end of take runavailable prepared as suitable area in which an aircraft can be stoppedin the case of an abandoned takeoff.

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CI5.11 Definition — The Single Runway

Figure C1-1: Typical Single Runway Zone Diagram

VSSSl DENOTES PRIMARY DEVELOPMENT ZONE

DENOTES TAXIWAY SYSTEM

DENOTES SECONDARY DEVELOPMENT ZONE

DENOTES TERMINAL OR CARGO INFRASTRUCTURE

DENOTES LIKELY DEVELOPMENT EXPANSION

DIRECTION

CI5.12 Definition — Two-Runway Configuration — Open "V" To "L"Shape

Note:

(i) Capacity changes downward when a mixed mode configuration is adopted. The main constraintis the need to protect the possible overshoot or missed approach area for a landing aircraft inrelation to a departing aircraft on the second runway.

(ii) With respect to the table within Clause C1.5.8, the capacity estimates for this runway configurationassume that the terminal facilities lie between the runways within the development zones definedwithin Figure C1-2 below.

Figure C1-2: Typical Open "V" To "L" Shape Runway Zone Diagram

V/SSX DENOTES PRIMARY DEVELOPMENT ZONE

: :: :: : I DENOTES TAXIWAY SYSTEM

SSMSl DENOTES SECONDARY DEVELOPMENT ZONE


I \ DENOTES LIKELY DEVELOPMENT EXPANSION DIRECTION

Master Planning

CI.5.13 Definition — Intersecting Runways

Note:

(i) Intersecting runways are necessary when relatively strong winds blow from more than onedirection, resulting in excessive crosswinds if only one runway is provided. When the winds arestrong, only one runway of a pair of intersecting runways can be used, reducing the capacity ofthe airfield substantially. If the winds are relatively light, both runways can be used simultaneously.

(ii) The capacity of two intersecting runways depends a great deal on the location of the intersection(e.g. midway or near the ends) and on the way the runways are operated. The further theintersection is from the takeoff end of the runway and the landing threshold, the lower is thecapacity.

Figure C1-3: Typical Intersecting Runway Zone Diagram

ps/si DENOTES PRIMARY DEVELOPMENT ZONEE±g51 DENOTES TAXIWAY SYSTEM


I^MI DENOTES TERMINAL OR CARGO INFRASTRUCTURE

| \ DENOTES LIKELY DEVELOPMENT EXPANSION DIRECTION

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C1.5.14 Definition — Staggered Runways

Note:

(i) In many circumstances it will be advantageous from an aircraft operational viewpoint to staggerthe thresholds of parallel runways in line with the requirements defined within ICAO Annex 14.

Airports that do not possess the capability to lay out widely-spaced parallels may opt for a closeparallel alternative. In these situations the minimum amount of stagger is predetermined byrecommendations as laid down by ICAO in Annex 14. The distance between the runways should,if possible, allow for aircraft to manoeuvre and hold prior to take off or to cross the other activerunway. This type of staggering may be necessary because of the limited land available forrunway construction.

(ii) From an operational point of view, the staggering of runways is only required when the separationdistance falls below 760m. For segregated parallel operations to continue ICAO recommendsthat the specified minimum distance may be decreased by 30m for each 150m that the arrivalrunway is staggered toward the arriving aircraft, to a minimum of 300m, and should be increasedby 30m for each 150m that the arrival runway is staggered away from the arriving aircraft. Formore detailed information please see ICAO Annex 14.

DENOTES PRIMARY DEVELOPMENT ZONE

IM-v-va DENOTES TAXIWAY SYSTEM

ESSSS DENOTES SECONDARY DEVELOPMENT ZONE


I *S DENOTES LIKELY DEVELOPMENT EXPANSION DIRECTION

Master Planning

CI5.15 Definition — Parallel Runways

Note:

(i) Provided parallel runways are spaced by at least one nautical mile, they may be treated as twoindependent runways. Runways closer than 1NM apart become "dependent" — i.e. the operationon one runway affects the operation on the adjacent parallel. Procedures and equipment [suchas Precision Runway Monitoring] can allow the runways to operate semi-independently up to1034 metres apart

On the condition that runways are spaced by at least 1034 metres, and are not staged by morethan approximately 1000 metres, they may be treated as independent or semi-independent.

Runways closer than 1034 metres are effectively the same runway in IMC — however, in VMC, maybe used to achieved capacity higher than a single runway — i.e., land on one runway, depart on theclose spaced parallel. A displaced instrument approach procedure and landing threshold on a closespaced parallel runway can achieve a slight increase in arrival rates.

Figure C1-5: Typical Parallel Runway Zone Diagram

WSSl DENOTES PRIMARY DEVELOPMENT ZONEItassa DENOTES TAXIWAY SYSTEMiW-?-fll DENOTES SECONDARY DEVELOPMENT ZONE


I DENOTES LIKELY DEVELOPMENT EXPANSION DIRECTION

70


V//A DENOTES PRIMARY DEVELOPMENT ZONE3 DENOTES

TAXIWAY SYSTEM

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C1.5.16 Definition — Multiple Parallel Runways

Note:

(i) The capacity of multiple parallel runway configurations depends primarily on the number ofrunways and on the spacing between the runways.

(ii) Airports with more than four parallel runways will represent the exception, as few locations cangenerate the demand to match the capacity of five or more parallel runways. Furthermore, theability of the air traffic control systems to supply five or more runways at the same time becomesprogressively more difficult, and the airspace requirement becomes very large.

Figure C1-6:Typical Multiple Parallel Runway Zone Diagram

H

M

mm


B^H DENOTES TERMINAL OR CARGO INFRASTRUCTURE

I y DENOTES LIKELY DEVELOPMENT EXPANSION DIRECTION

CI5.17 STEP 3m — Runway Capacity

The following table can be used as a basis for comparing differing runway options. There are anumber of factors that can impact on an airport's ability to reach its theoretical maximum potential.These can include operating restrictions (night curfews or environmental limits), infrastructuredeficiencies (insufficient or poorly positioned Rapid Exit Taxiway (RET) and/or holding bays) andairport layout weaknesses (crossing of active runways).

Hourly and Per Annum Movement Capacities of Runway Combinations

Runway Configuration Realistic Mvts/Hr Realistic 70%Mvts/Annum

Theoretical 100%Mvts/Annum

Single runway, segregatedmode

48 202,000 289,000

Single runway, mixed mode 55 232,000 331,000

Dependant close parallel,segregated

84 354,000 506,000

Dependant close parallel, mixedmode

97 409,000 584,000

Independent parallel,segregated

105 442,000 632,000

3 runways — 2 segregated, 1mixed mode

(105+55)=160 675,000 964,000

3 runways: all independent,mixed mode

(55x3)=165 696,000 994,000

4 runways; 2 pairs of closeparallels

(84x2)=168 708,000 1,012,000

• Mixed mode is assumed to add -15% to segregated mode capacity.

• Actual achieved runway capacities vary with aircraft mix. A large proportion of large aircraft or awide range of aircraft sizes will reduce total movement capacity.

• The inability to clear runways to allow following aircraft to land (insufficient or poorly positionedRETs), to reposition aircraft prior to take-off (inadequate holding bays) and the need to crossactive runways will significantly reduced assumed movement maximums.

• Mvts/Hr denotes aircraft movements per hour.

• Mvts/Annum denotes aircraft movements per annum.

• Annual movement figs, derived by taking realistic hourly movement assumptions.

• 16.5 hour operating day (06:00 to 10:30), 365 day operation assumed.

• The theoretical annual maximum figures stated are based on a 100% take up of slots over eachday and throughout the year. 100% take up of slots is not possible or desirable. A more realistic

C1.5.18 STEP 3n — Spacing between Runways

The spacing between parallel runways dictates the mode of runway operation under IFR and VFRand hence the capacity that can be obtained. The following table summarises the separation distancesof parallel runways:

Separation of Parallel Runways

Minimum Separation Distance(Between Centrelines)

Simultaneous Use Of ParallelInstrument Runways

1,035 Independent parallel approaches

915 Dependent parallel approaches

760 Independent parallel departures

760 Segregated parallel operations

Minimum Separation Distance(Between Centrelines)

Simultaneous Use Of Parallel Non-Instrument Runways

210 Where the higher code is 3 or 4

150 Where the higher code is 2

120 Where the higher code is 1

All dimensions in metres

Note:

(i) As a design consideration, to sustain independent parallel approaches in all weather conditionsthe runways should be separated by at least 1.035m. If this cannot be achieved then dependentapproaches or segregated operations have to be applied, thus offering lower runway capacities.

(ii) Runways may be operated in mixed mode (e.g. arrivals and departures on the same runway) orsegregated mode (e.g. arrivals on one runway and departures on the other runway). Segregatedmode is a simpler operation with parallel runways, but because of wake vortices from heavy jetsit achieves less capacity. Mixed mode has to be used on single runways. On widely spacedparallel runways it produces an increase in capacity providing independent approaches anddepartures can be established.

(iii) Data sourced from ICAO Annex 14.

CI.5.19 STEP 3o — Runway and Taxiway Systems

The land area required to support the movement of aircraft on and around an airfield can often bein excess of 50% of the total area requirement for an airport. The following table outlines theapproximate area required given twin parallel taxiways with associated clearance to object (withcode F separation) for a single runway of varying lengths:

Runway Length 2000 2500 3000 3500 4000

Area Required (ha) 104.9 129.6 154.4 179.1 203.9

Note:

(i) The above table excludes the areas required to support RESA, approach/departure & missedapproach surfaces, glide slope area & airside roads.

Runway Length Requirements

AIRCRAFT ICA'OIER'OD'ROMEREFERENCE CODE -

CODEELEMENT 2

MAX TAKEOFF WEIGHT

(KG)LENGTH (M) AT

ISA +A300-600 D 170,500 2,645A310-300 D 164,021 2,450

A319 C 64,000 2,080A320-200 C 77,021 2,105

A321 C 83,000 2,286

A330-200 E 233,013 2,590A330-300 E 233,013 2,657A340-200 E 275,016 3,260A340-300 E 275,016 3,230

A380-800 F 592,000 "3,600A360-800F F 590,000 " 3,050

B717-200 C 54,885 1,840B737-600 C 65,091 1,960B737-700 C 70,080 2,160B737-800 C 79,016 2,640B737-900 C 79,016 ____2,860

B757-200 D 115,666 2,660B757-300 D 123,831 2,820

B767- D 151,953(179,1 2,200 (2,640)B767-300ER D 186,880 2,920B767-400ER D 204,117 3,580

B777-200 E 247,208 2,620B777-200ER E 297,557 3,480

B777-300 E 299,371 3,500B777-300ER E 344,549 3,160

B747-200 E 377,842 3,720B747-400 E 396,893 3,220

B747-400ER E 412,769 3,560

DC-10-30 D 263,084 3,820MD-11 D 288,031 3,560

Notes:

(i) MTOW, ISA +20°C/Sea Level, no wind & a dry runway, FAA add 15% for a wet runway. ** MTOW, ISA+15°C/Sea level. When considering new runways at existing airports, it is important to consider the existingand projected traffic mix. In this way the proposed runway length can be tailored to suit the predominanttraffic type so that planned capacity enhancements suit the largest percentage of forecast movements.

(ii) Boeing aircraft data courtesy of Boeing Aircraft Company Inc. Airbus data courtesy of Airbus Industrieswebsite, via published Airplane Characteristics Manuals.

(iii) The runway lengths listed do not consider the effects of aerodrome elevation, runway slope, wind or obstacles.Airport planners should refer to the document types listed below, which are provided by the relevant aircraftmanufacturer(s), and which also details the recommended landing and departing runway length data:

1) Airplane Characteristics for Airport Planning Document.

C1.6 STEP 4 — RUNWAY ORIENTATION

Runways also need to be orientated (see figure C1-7) so that aircraft may land at least 95% of thetime while experiencing varying crosswind strengths. Varying crosswind conditions can beaccommodated but these are dependent on the Aerodrome reference field length available. A lowvisibility wind analysis should also be undertaken.

The number of runways required is dependent on the peak hour number of aircraft movements tobe accommodated, the mix of aircraft types and the anticipated annual volume of passenger to behandled.

Wherever possible, land should be reserved and protected to allow airports to extend their runwaysystems so as to avoid imposition of aircraft operating restrictions (max. permissible take-off weight)and to accommodate changing fleet mix and traffic type, without having to impact on surroundingcommunities.

Figure C1-7: Generic Staggered Parallel Runway Configuration

(rotated to prevailing wind direction)

The layout in figure C1 -7 also provides an indication of the large areas taken up by the primaryinfrastructure systems. Here the runway separation is 2,250m, the runway stagger is 1,500m and thetotal site area is 1,297.5 ha. The cross-over taxiways are separated by 195m. This dimension allowsa further code F taxiway to be inserted between the two shown at some later date. In this examplethe area required to support the movement of aircraft represents approximately 53% of the total areaavailable.

Cross-over Taxiways

The area required for a twin parallel cross-over taxiway system with associated clearance to object(with code F separation) between parallel runways with varying separations is approximately:

Runway Separation 1500 1750 2000 2250 2500

Area Required (ha) 17.2 22.5 27.8 33.1 38.4

C1.7 STEP 5 — APRONS

An apron is an airside area intended to support an aircraft as it loads and unloads passengers andcargo or awaits entry into an aircraft maintenance facility. It also serves as a platform from which allground support vehicles, including refuelling, catering, baggage conveyors, toilet service, groundpower units, cargo loaders and transfer platforms can operate from.

C1.7.1 STEP 5a — Apron Sizing

The size and extent of aircraft aprons is dependent on the forecast fleet mix. Examination of the fleet-mix by type of traffic (charter, domestic, international, etc.) will provide guidance as to the numberand type of aircraft to be accommodated in the peak hour, their principal dimensions and the clearancesrequired. Gate occupancy times will also have to be factored in at this stage.

Flexible-parking configurations or Multiple Aircraft Ramp System (MARS) aircraft stands should beused, as outlined in Sections G1 and L3. A degree of flexibility also needs to be built into the depthof the stand dimension to accommodate unforeseen expansion of the terminal/pier/satellite in laterstages.

C1.7.2 STEP 5b — Apron Positioning

In airport planning, apron areas and passenger terminal facilities go hand in hand, both heavilydependent on the other. As such, both must be planned together. When considering the location ofaircraft aprons the following factors should be considered:

• Aprons should be located as close to the runways as possible in order that taxiing distances andthe amount of time an aircraft spends on the ground is reduced to the absolute minimum.

• The apron should allow for clearances and separation distances as indicated in ICAO Annex 14.

• Aprons should provide maximum flexibility to accommodate varying aircraft types at differingtimes of the same day.

• Aprons should be sized to allow for differing aircraft types on individual routes as a result ofseasonal variations in demand that require increases or decreases in capacity.

• Aprons should be planned such that the largest aircraft are positioned as close to the mainpassenger processing complex as possible.

• Aprons should be laid out such that aircraft always have one route in and one separate routeout, thereby reducing the need to stop and hold to allow aircraft to enter or exit parking positions.

• Aprons should be capable of accommodating all associated ground equipment, aircraft servicingvehicles and forward staging areas for baggage and cargo.

77

Master Planning

C1.7.3 STEP 5c — Apron Servicing

Aircraft, when parked on stands, require quick and efficient servicing by a wide variety of groundhandling equipment, services and vehicle types (refer to Section L5 and Fig L5-1). All vehicles mustbe able to manoeuvre around aircraft on and off stand, between stands, and between stands andterminals. As such adequate service road provision is essential.

In order to reduce delays and the potential for accidents between aircraft and vehicles traversingbehind stands, IATA recommends that service road locations should be restricted to the head ofstand.

C1.7.4 STEP 5d — Aprons Areas

The area required for aircraft aprons, both contact and remote, with associated taxiway clearance toobject for aircraft with varying wingspans is approximately:

ICAO Ref. Code B C D E F

Area Required (ha) 0.22 0.41 0.75 1.14 1.50

Contact

ICAO Ref. Code B C D E F

Area Required (ha) 0.19 0.37 0.69 1.07 1.42Remote

C1.7.5 STEP 5e — Aircraft Stand Dimensions

The table below provides the generic space requirements which should be typically allowed on anapron to accommodate the indicated aircraft types.

□ A

ero

dro

me

Iere

nce

Co

de

pan

Cri

teri

a

Air

craf

t

if S

tan

d A

cce

ss1

& P

ush

Bac

kck

Cle

aran

ce

y C

entr

e L

ine

To

way

Cen

trel

ine

Tax

iway

. O

ther

Th

anA

ircr

aft

Sta

nd

Tax

i-L

ana,

Cen

tre

Lin

e T

o

Ob

ject

tan

d D

epth

Jf S

tan

d A

cces

s>

ush

Bac

k T

ruck

ice

& E

xpan

sio

ne

Fo

r S

atel

lite

i&*

Sími f

■S

to

I1"

a .c

lS

IN

HI1 II

|| CDType Length Span a b c d e f g

B 15 m up to butnot including24 m

CRJ 26.78 21.21 20.00 33.50 21.50 30.00 30.00 25 -35 3.00

C 24 m up to butnot including36 m

A319A320-200B737-800

33.8437.5739.50

34.1034.1034.30

20.00 44.00 26.00 45.00 30.00 25 -35 4.50

D 36 m up to butnot Including52 m

A310-300B757-200B767-300ER

46.6647.3354.94

43.9038,0647.57

20.00 66.50 40.50 55.00 30.00 25 -35 7.50

E 52 m up to butnot including65m

A340-600B777-200B747-400

75.3063.7370.67

63.4560.9564.94

20.00 80.00 47.50 80,00 30.00 25 -35 7.50

F 65 m up to butnot including80 m

A380 73.00 79.80 20.00 97.50 57.50 85.00 30.00 25 -35 7.50

All dimensions in metres form.

These areas are based on the recommended separation distances for taxiways/aprons as outlinedby ICAO, and head of stand dimensions as recommended by IATA. It should be noted that IATAdoes not recommend that a rear of stand service access road be provided for either contact or remotestands. This aids in avoiding the potential for collisions between ground support equipment and aircraftis removed.

C1.8 STEP 6 — TAXIWAY SYSTEMS

The principal function of taxiways is to provide access for aircraft moving between runways andpassenger terminal areas, cargo areas and maintenance hangars. Taxiways should be arranged sothat arriving aircraft do not obstruct and delay departing aircraft.

The extent of taxiway layouts is determined by the volume and frequency of traffic to be handled inthe peak hour. Should peak hour movements not require a full parallel then a partial parallel layoutcan suffice. In so doing construction costs can be minimised.

Taxiway layouts should not be unnecessarily complicated and should provide easy to follow, shortestpossible routes between runway ends and aircraft parking positions.

Simulation models will assist planners in determining exact taxiway system requirements.

For more information on runway capacity please refer to Section F6.

Figure C1-8: Generic Apron Stand Reference Dimensions

78


C1.8.1 STEP 6a — Taxiway Minimum Separation Distances

The following diagram and tables highlight separation distances as recommended by ICAO Annex 14.

Taxiway Minimum Separation Distances Table (All Dimensions in Metres)

Distance between taxiway centreline Taxiway Taxiway, other Aircraft stand& runway centreline centre line to than aircraft taxl-lane centre

ln?:rument runways Non-instrument runways taxiway stand taxi-lane, line to object

Code Code Number

Code Number

centreline centre lin© toletter 1 2 3 4 1 2 3 4 object

(D (2) (3) i (51 (6) (71 I S ) (9) (10) £111 t12)A 82 5 825 37.5 475 23 75 16.25 1200B 87.0 87.0 - - 42.0 52.0 - - 33.50 21.50 16.50C - - 168.0 - - - 93.0 - 44.00 26.00 24.50D - 176.0 176.0 - - 101.0 101.0 66.50 40.50 36.00E - - - 182.5 - - - 107.5 80.00 47.50 42.50F - - 190.0 - - - 115.0 97.50 57.50 50.50

192.5 103.00 60.00 53.00

Ref. - ICAO Annex14 - Table

Notes:

(i) The separation distances shown in columns (2) to (9) represent ordinary combinations of runwaysand taxiways. The basis for development of these distances is given in the ICAO's AerodromeDesign Manual, Part 2.

(ii) The distances in columns (2) to (9) do not guarantee sufficient clearance behind a holding aircraftto permit the passing of another aircraft on a parallel taxiway. See the Aerodrome Design Manual,Part 2.

(Hi) For further information pertaining to Code F aircraft taxiway clearances please refer to ICAO NewLarge Aircraft Circular (Published Dec 2003).

Separation Distances Table

ICAO i e ween

Taxiway CentrelineA RunwayCentrelineInstrument

Runway.

TaxiwayCentre LineTo TaxfwayCes .reline

Taxiway, Other

i

AerodromeReference

Cods?

Span Criteria Aircraft Than AircraftStand Taxilane,Centre Line To

Object

Type Length Spen a b c

B 15 m up to but not

CRJ 26.78 21.21 87.0 33.50 21.50including 24 m

C 24 m up to but notincluding 36 m

A319A320-200B737-800

33.8437.5739.50

34.1034.1034.30

168.0 44.00 26.00

D 36 m up to but notIncluding 52 m

A310-300B757-200

B767-300ER

46.6647.3354.94

43.9038.0647.57

176.0 68.50 40.50

E 52 m up to but notincluding 65 m

A340-600B777-200B747-400

75.3063.7370.67

63.4550.9564.94

182.5 80.00 47.50

F 65 m up to but notIncluding 80 m

A380 73.00 79.60 190.0 97.50 57.50

All dimensions in metres.79

Master Planning

80

IÃTA Airport Development Reference Manual

Figure C1-9: Separation Distance Reference Diagram

ie

a I"& n

W P T

17

C1.8.2 STEP 6b — Taxiway Capacity

The following table provides broad guidelines as to the range of hourly movements that can beachieved from taxiways.

Taxiway Capacity Table

Number of taxiways Taxiway capacity (movements per hour)

0 0 — 1 5

1 16 — 20

2 Maximum capacity of the runway system would be the limiting factor. Ifrunway was not limiting then capacity would be approximately Landing only 50 — 55

Take-off only 30

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C1.8.3 STEP 6c — Exit Taxiways

Exit taxiways allow landing aircraft to leave a runway so that it is then clear for use by other arrivingand departing aircraft. At airports with peak traffic periods and continuous flows of arriving and/ordeparting aircraft, the capacity of the runway is dependent to a large degree on how quickly landingaircraft can exit the runway. An aircraft that has landed delays succeeding aircraft until it has clearedthe runway. Taxiways at right-angles are possible but this geometry restricts the speed of exit andhence increases runway occupancy time. A RET, with exit angles between 25 and 45 degrees, permitshigher exit speeds. This in turn allows succeeding landing aircraft to be more closed spaced in termsof time, or it might allow a takeoff to be sandwiched in between two successive landings.

The precise location of the Optimal Turn-off Segment (OTS) should be determined after considering:

•For which operational conditions runway capacity should be enhanced; i.e. peak period, specialweather conditions, particular group of aircraft, mixed mode.

•The representative fleet-mix that the exit is intended to serve after eliminating those with lessthan 5 or 10% of the total.

•The separation distance between runway and taxiway; i.e. on non-instrument runways theseparation distances may not allow for design of a satisfactory RET.

•The characteristics of aircraft concerning threshold speed, braking ability and turn off speed fordiffering wind conditions.

Should the above highlight more than one OTS, it may be necessary to consider construction of twoor more rapid exits. Note that a distance between exits of approximately 450m should be observed.The OTS position should be closely related to the position of link taxiways.

Reference should be made to Annex 14 to determine the precise geometry required for radii of turn-off curves and fillets, straight distance after turn-off and the intersection angle of the rapid exit taxiway.

C1.8.4 STEP 6d — Dual Parallel Taxiways

When planning new runways, sufficient space should always be allowed for a dual parallel taxiwaysystem to be located adjacent and parallel to all runways. Where availability of land does not permitdual parallel taxiways, the airport planner should note that the capacity of the single taxiway couldthen be the factor that determines runway capacity.

Dual parallel taxiways, unless constructed for replacement airports that will assume all existingmovements, should be constructed in phases, as demand requires. The absence of full dual paralleltaxiways would not prevent individual airports from functioning to their fullest potential. It would merelyreduce the efficiency of aircraft movements on the ground.

Dual parallel taxiways should also be incorporated into a master plan to cross between two widelyspaced parallel runways. The number of crossover taxiways should be related to the ultimatedevelopment potential of the site and should be checked using a simulation model.

C1.8.5 STEP 6e — Taxi-lanes

Taxi-lanes are routes, bounded on either one or two sides by aircraft parking positions, by whichaircraft can only gain access to these parking positions. It should be noted that for taxi-lanes theseparation distances as outlined in clause C1.8.1 are less than those for the equivalent taxiwayseparations.

When planning new airports, aircraft stand layouts that allow for only a single entry/exit taxi-lane orcul-de-sac should be avoided. The resultant delays due to constriction of free movement would placeunnecessary financial inefficiencies on airline operations.

C1.8.6 STEP 6f — Holding Bays

Holding bays are designated positions intended to protect a runway, an obstacle limitation surfaceor an ILS/MLS critically sensitive area, where aircraft hold.

At runway ends a holding position allows queuing aircraft awaiting take-off to be re-ordered asdetermined by ATC. This optimised re-sequencing of aircraft (with airline approval) can assist inrelieving climb and en-route ATC constraints. The holding position should be designed to accommodatetwo to four aircraft and allow sufficient space for one aircraft to bypass another. The area allotted fora waiting aircraft will depend on its size and manoeuvrability. Holding aircraft should be placed outsidethe bypass route so that the blast from the holding aircraft will not be directed toward the bypassroute.

Whenever possible, runway end holding positions should be orientated to permit aircraft departingthem to access the runway at an angle of less than 90. These runway access points can allow aircrafta rolling start to their take-off and thereby reduce runway occupancy time. For aircraft operating ator near maximum take-off weight, the entry point should be as close to the end of the runway aspossible. Small and medium sized aircraft that do not require the full extent of the available runway'slength may be permitted to access the runway at intermediate access points leading up to the runwayend. This provides another means by which ATC can re-order departing aircraft. Such access pointsshould also have intermediate holding positions with all the associated and required clearances.

Peak traffic volumes at many airports may exceed the capacity of a holding position, resulting inaircraft queuing on the taxiway leading to the runway end.

C1.8.7 STEP 6g — Holding Aprons

Holding aprons can be placed at a convenient location on the airport for the temporary storage ofaircraft. These can be required at large airports where the number of gates is insufficient to handledemand during peak periods of the day. If this is the case, aircraft are routed by air traffic control tothe holding apron and are held there until a gate becomes available.

Holding aprons can also permit a departing flight to vacate a needed gate and to wait near the runwaywithout obstructing either the arriving aircraft onto stand or the departure flow, pending receipt ofATC/ATFM (slot) en-route clearance. They can also be used for aircraft with long turnaround times,where staying on stand would unnecessarily tie up capacity. This is particularly true of airports wherecontact stands are limited.

Holding aprons are not usually required if capacity slightly exceeds demand. However fluctuationsin future demand are difficult to predict, and therefore a temporary holding facility may be necessary.

C1.9 STEP 7 — PASSENGER TERMINAL/APRON COMPLEXCONFIGURATIONS

The area available for the passenger terminal/apron complex is heavily dependent on the runwayconfiguration, the land available between or adjacent to the chosen runway configuration, and theability to handle the forecast mix of aircraft anticipated to use the airport. At existing airports, terminal/apron options may be restricted by the type of development that has gone before or be limited bythe nature and extent of support infrastructure. The choice may be limited to a few basic conceptsgoverned mainly by the ability to park as many aircraft as possible in a limited space and still allowfor aircraft to manoeuvre on their own power to and from contact stands.

At new airports this should not to be the case, with the chosen configuration having been determinedby the requirements of preceding sub-sections in this chapter. To understand what has happened tolater generation 'green-field' and 'blue-sea' airports requires a careful analysis of the genesis of theseconcepts. Some new airports have adopted generous and flexible concepts of various types, withscope for built-in changes.

82


'Green-field' or 'blue-sea' airports have emerged in the past few years and most have the ability tobecome 'mega' airports. These new airports are sized in the 400,000 sq. m range and will generallyopen with an initial capacity of approximately 30 MPPA. Each airport has been designed to be a hubairport and to grow in a modular fashion, with some planned to eventually handle up to 100 MPPA.

The size and extent of the terminal/apron complex will be determined by demand and, in the laterstages, by the capacity of the airport's runway system. All facilities on site should be developed inbalance so that the capacity in one facility is not disproportionate to others within the overall airportprocessing system. The airport will be capable of expansion until one of the primary facilities withinthe system fails to satisfy the demands imposed upon it.

There are many differing types of passenger terminal/apron complex concepts. These are explainedin detail within Section J2.

Figure C1-10: Hong Kong Master Plan Layout

83


84


C1.9.1 STEP 7a — Passenger Terminal/Satellites

Experience has shown that, when designing facilities for purely domestic or charter passengers, thecorresponding maximum sq. m/PHP figure should not exceed 25.0 sq. m and 30.0 sq. m respectively.To determine approximate building footprint requirements, the tabulated values below can be reducedby 50%; e.g. where two floors are required.

Historical Airport Floor Area / Passenger Data

Asia & Pacific - Region

. PHP as % of AnnualPassenger 0.004

MPPA Floor Area SQM/MPPA ! .Assumed PHP

Assumed Floor Area

SQM/PHP

Brisbane 3.9 53,000 13,590 975 34,125 54

ShenYang Taoxian 6.1 58,000 9,508 1,525 53,375 38

Chongqing Jianbei (China)

7.0 60,000 8,571 1,750 61,250 34

MNLT3 10.0 150,000 15,000 2,500 87,500 60

PHP as % of Annual

SYD (Int.) 15.0 204,000 13,600 4,266 150,000 48

NRTT2 17.0 284,000 16,706 4,857 170,000 58

TPET2 17.0 308,000 18,118 4,857 170,000 63

PVG 20.0 280,000 14,000 5,714 200,000 49

N60 20.0 220,000 11,000 5,714 200,000 39

SINT3 20.0 350,000 17,500 5,714 200,000 61

PHP as % of Annual

SINT1 21.0 276,100 13,148 7,000 245,000 39

SINT2 23.0 358,000 15,565 7,667 268,333 47

KIX 27.0 293,000 10,852 9,000 315,000 33

PEKT2 27.0 320,000 11,852 9,000 315,000 36

ICN 27.0 496,000 18,370 9,000 315,000 55

KUL 35.0 480,000 13,714 11,667 408,333 41

BKK 45.0 560,000 12,444 15,000 525,000 37

HKG 47.0 550,000 11,702 15,667 548,333 35

PEK(2010) 55.0 730,000 13,273 18,333 641,667 40

PEK(2013) 68.0 900,000 13,235 22,667 793,333 40

PEK(2016) 60.0 1,000,000 12,500 26,667 933,333 38

HKG (2020) 87.0 1,035,700 11,905 29,000 1,015,000 36

Average Figs:

13,462 45

C1.10 STEP 8 — ALIGNMENT OF TERMINAL BUILDING AND PIERS TOSERVICE STANDS

Once the desired runway configuration has been selected and the runway has been aligned andorientated correctly, the primary terminal and pier infrastructure should be located. The processesthat are required which will influence the size and proximity of the terminal and pier buildings willtypically included those defined within Chapter T. Section T1 deals with the terminal processes andsection T2 deals with the apron processes. All of these activities need to be considered, applied andaccommodated where appropriate within the correct zone as identified within figures C1-1 to C1-6inclusive.

The piers should be sized and positioned to facilitate efficient aircraft movements and passenger andbaggage connection times. It will be important to 'timeline' parallel processes, which are inherentlydependent upon one another. The objective should be to ensure the synchronisation of walkingdistances and connection times for passengers, passenger baggage movement connection times,as well as the movement times for aircraft to and from the stand.

85


In practice the distances and the location of core terminal and pier functions can be 90% accuratelylocated within a master plan proposal without the need to perform simulations. It is however far moreeffective to analyse the true dynamics and obtain the 100% confirmed best position of infrastructureelements by using simulation tools at the earliest possible stage. While simulation activity has a cost,the long term advantages of having the correct infrastructure placed in precisely the most effectiveposition can be very significant. The multiple parallel processes that interact within one another shouldbe dynamically understood and then the terminal buildings and piers should be aligned and sized toachieve the optimum configuration, giving due consideration to the service standards that should beobserved.

The control tower and fire services provisions should be positioned to align with the recommendationsdefined within ICAO Annex 14 and with Section C4 and Section X1 respectively.

The ground transportation processes need to be very carefully assessed within the master plan andthe facilities required will need to balanced against the requirements of locating the terminal buildingand stands. The cost to provide links from national rail and road infrastructure should be of primeconcern to the airport planner, as these will have a dominant cost and environmental impact. With asound business behind it and the rail and road processes correctly matched to an efficient terminaland apron layout, the result is likely to be an airport which is favoured by both passengers and airlinesalike, which should be the primary objective.

C1.11 STEP 9 — ALIGNMENT AND PROVISION OF SUPPORTPROCESSES

Airport planners should also take into account the numerous associated and inter-related facilitiesthat support the operation of the passenger terminal building and the apron services. Section T3 ofthis manual defines some of the typical airport support processes.

The location and provision of general services can have a significant impact on airport masterplans. The ability to provide the correct quantity and location of electrical power, gas, water andtelecommunication infrastructure can often steer airports planners to develop a terminal and piers ina particular manner. This is because of the very high costs associated within expansion of thesefundamental services.

The airport planner will need to understand if the existing services have the capability to provide thecapacity which would be required for a new or significantly expanded airport. Major airports can becompared to small towns in their ability to consume power, water and to generate sewage and generalwaste. The airport planner will need to establish if the national supporting networks have the abilityto meet the capacity and processing challenge. If the national supporting networks do not have thecapacity, then the airport planner would need to assess the cost and practicality of installing thenecessary support infrastructure.

As another example, the security management systems used within airport complexes are vital tothe support and effective operation and resultant planning of most airport terminals and pier facilities.The airport planner will need to account and plan for the inclusion of these systems within theirdesigns both at a master planning level and during the detailed design stages which shall help locateand shape the final proposal.

C1.12 STEP 10 — AIRCRAFT MAINTENANCE

Airports and aircraft maintenance bases have a relationship of interdependency. The maintenancecapabilities of an airport play an important part in determining it's attractiveness to aircraft operators.To build up these capabilities, airports depend on the services provided by airline maintenancedivisions and independent engineering companies who in turn rely on the airport's infrastructure togain access to the aircraft that need servicing.

At large airports, with widely dispersed terminal locations and apron positions, there may be a needto strategically locate smaller line maintenance facilities in more central areas to reduce the timerequired for towing between operational stands and maintenance areas.

86


The scale of the required maintenance operation is dependent on several factors. These can include:

• If the operation is restricted to a single carrier or open to others.

• The availability of certified engineering staff.

• Access to spare part holdings.

• If the facility is to offer a one-stop service including engine test and paint spraying.

• Fleet composition in busy hour, percentage assumed to be maintained, number of aircraftmaintained per maintenance bay, annual utilisation rate, level of maintenance check performed(A, B, C or D).

C1.12 STEP 10a — CARGO

It is important that the need for a strategic link between cargo facilities and aircraft parking positionsis established at an early stage in the planning process. While at larger hub airports dedicated cargoaircraft may be accommodated on a frequent, perhaps daily basis, it is normal to find a high percentageof cargo transported solely on routine passenger flights. As such there is a strong interdependencybetween cargo handling and passenger processing facilities, as well as a need for the two areas tobe located adjacent to one another in order that transfer distances are reduced to a workable minimum.However this adjacency requirement creates a dilemma in so far as each requires significant land toexpand and exploit their full potential. Therefore for smaller airports, with less than 1.0 MPPA or50,000 tonnes of cargo throughput, the individual facilities should be positioned apart such that eachcan expand without restricting the growth potential of the other. In the short term this may result inseparation distances between the two being somewhat greater than appears necessary. Howeverairports should allow for unrestricted expansion to the ultimate stage wherever possible.

The distance between cargo processing facilities and dedicated cargo stands should be less than 1km. The distance between cargo processing facilities and passenger stands (where passenger aircraftwill be used for the shipment of cargo) should be less than 2.5km.

It is also important to note the differing types of cargo that may need to be accommodated. Thesecan include general freight, express freight, airmail and freight forwarders. Please refer to Chapter O,Cargo, for further clarification.

C1.13 MASTER PLAN DELIVERABLE — PRELIMINARY LAND-USELAYOUTS

After the airport perimeter has been established, either for a new airport or for an existing airport(where the perimeter has been redefined), it is important to double check that all major componentsand airport support facilities can be properly located and accommodated within the overall airportboundary. Each facility should be able to expand through to the ultimate phase of the airport. Theland use layout proposal should be balanced and the development strategy should be focused onoptimising the land use in the most efficient and logical manner throughout the various expansionphases.

Prior to assessing individual functional requirements within an airport master plan, it is necessary tosubdivide the overall area into optimal sub areas, each capable of supporting an individual facility'sgrowth towards the maximum capacity of the airport.

It is important to note that detailed layout information pertaining to individual facilities is not requiredat this conceptual layout stage. All the individual pieces of the development jigsaw need to fit andbe correctly assembled and have the right interdependencies within the operational area. Howeverat this stage the detailed operational characteristics of each facility are not required.

Airport characteristics, as shown on the Airport Land Use Plans, should be the guiding tool for localand regional authorities when determining the suitability of development on land surrounding theairport.

C1.13.1 Master Plan Deliverable — Weighting Factors And Points

IATA uses the following method when carrying out evaluations of either the Master Plan or TerminalDevelopment Options on behalf of airport authorities or member airlines. The weighting factors andpoints are defined in a table entitled the "Master Plan Deliverable-Weighting Criteria Table". Whenthis table is completed it shall reflect the airport planners assessment with regards to their optimumsite.

1. Assign weighting factors to all of the evaluation criteria (column 4).

Factors are assigned such that the total adds up to 100. Each factor can then be viewed as apercentage of the total. The size of the figure allocated reflects the importance of that criterionwithin the overall evaluation process.

2. A second subset of weighting points is then assigned to sub-criteria (column 5).

IATA uses the following range of weighting points:

Weighting or Importance (scores 1 to 10): 1 (minor); 5 (important); 10 (critical).

All of the above figures are specific to the criteria and sub-criteria and should not be used in orderto compare one set of criteria to another. As the importance and number of sub-criteria vary, the totalscore possible (column 6) for each criterion will also vary.

From the example given columns 7, 10, 13, 16 & 19 reflect the basic score given to each site. Ifpossible the score should reflect the ranking of each site as given by the evaluation team for eachsub-criterion. Sites can be given equal scores. The scores given cannot exceed the maximum givenin column 5.

Using site A as an example, the weighted score is obtained by dividing the figure in column 7 by thesub-total in column 6 multiplied by the weighting factor for the criteria in column 4. This exercise isrepeated for all scores and for all sub-criteria.

Individual scores for each sub-criterion should be explained within the evaluation report. This isnecessary as the evaluation process can:

• Be time-consuming (2 to 4 weeks on average); i.e. the reasoning should be recorded immediatelyafter the scoring has been determined.

• Involve multi-disciplined teams with individual members working in relative isolation.

• Be open to question and scrutiny by clients, site owners and competing airport planners.

CI.13.2 Master Plan Deliverable — Land Use Report

This interim report should be submitted such that base assumptions with respect to facility sizing,surrounding land-use and operational relationships can be reviewed and tested. The report shouldbe concise & give a clear indication of any outstanding strengths & weaknesses. Recommendationsfor future actions should also be given.

It is important to stress that information at this conceptual stage need not contain high levels of detail.The information provided need only be sufficient to allow comparative analysis; i.e. to determinewhich option moves forward into the next stage. As such, hand drawn information is acceptable,providing the concept is easily recognised and understood by a broad, perhaps non-technical reviewteam. In this way preparation time and costs can be minimised.

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Master Planning

C1.13.3 Master Plan Deliverable — Land Use Concepts

Airport Land Use Plans drawn to scale should depict existing and phased development (includingintended land uses) up to and including the ultimate development stage. These should include:

• Airside infrastructure, including runways (all runway elements, taxiways, holding bays, aircraftaprons (including de/anti-icing)), engine test enclosures, location & specification of navigationalaids, vehicle parking areas, staging areas, access roads, runway lighting & markings, primaryutility routes, segmented circle, wind indicators and beacon and associated buildings.

• Landside infrastructure, including passenger and cargo terminals, ground transport interchanges,hotels, primary and secondary access roads and parking structures (at grade and multi-storey),rail lines, vehicle fuelling stations.

• Airport support infrastructure, including in-flight catering, aircraft maintenance, G.H. maintenance,airport maintenance, police and security facilities, administration buildings, meteorologicalcompounds, rescue and fire fighting facilities, general aviation, fixed base operations, helicopteroperations, containment & treatment facilities and aircraft refuelling facilities.

• Areas reserved for aviation related revenue producing development, such as industrial areas,duty free zones, etc.

• Non-aviation related property and land with the current status and use specified.

• Facilities that are to be demolished.

• Airport site boundary or perimeter, facility and property boundaries, security fence lines andcontrol post positions.

• Runway clear zones, associated approach surfaces.

• True azimuth of runways (measured from the true north).

• North point.

• Pertinent dimensional data such as runway lengths, parallel runway and runway-taxiwayseparation.

• Prominent natural and man made features such as wooded areas, rivers, lakes, coastlines, rockoutcrops, protected areas, etc.

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72"1" I " I 4 J7 | 89 ' 10 [ Í112ft j u11Airport CriteriaWeightingMax. Weighting.PojntSite AStteBStteCSite DSrteE1Financial Considerations152Adjacent airports, ATC, Airspace & Routes.5Approach a Departure Traffic Patterns871.5940.9130.6640.9140.91Contingency Departure Routes520.4530.S840.9120.4540.91Local Traffic Integration651.1420.4510.2371.5971.59223.182.061.822.963.413Meteorological Conditions54Obstacles & Terrain5Geology & Topography5Surrounding Development & Land Use56Surface Access Systems5RoadRailSea7Runway, Taxiway, Holding Bay S Apron15Capacity PotentialPercentage of Remote v Contact Stands8Passenger Terminal - Apron Complex Configurations15Capacity PotentialPassenger ConvenienceAlliance CompatibilityConnections (passenger & baggage)9Environmental Impact1010Operational Efficiency1011Social Considerations512Site Conditions5Availability of Primary UtilitiesAvailability of Drainage, surface water & effluent

retrieval systems100

Criteria & figures are given as an example only

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CI.13.4 Master Plan Deliverable — Airport Layout

This stage sees the development of the preferred concept into a detailed, workable master plan. Herethe optimal layout is established. All users and stakeholders will have been consulted at regularintervals as the plan developed from the initial pre-planning period to this final stage in line with theIATA Project process requirements defined within Section V1.

The continuous process of reviewing and testing assumptions should continue after the plan ispublished. It is essential to do this, as no master plan should be viewed as the perfect solution. Thechanging nature of the airline business will ensure that the current solution will soon become outdated.As such, master planning must be viewed as a near continuous process, with fundamental reviewsundertaken at regular intervals. The maximum assumed period between reviews should therefore beno more than 5 years, however it is hoped that the main backbone assumptions hold true and standthe test of time.

CI.135 Master Plan Deliverable — Phase 1 Operational Cost

It is important that all users or air service providers of the airport are provided with estimated rentalrates for the facilities that they may occupy or use in phase 1.

In order to do this, the airport authority or the cost airport planner working on its behalf must possessa robust financial model that contains and defines:

• How overall project financing is resolved.

• All terminals and other primary and secondary revenue and cost centres, their breakdown revenuetargets and cost estimates for each cost centre.

• Final estimated airport capital, maintenance and operating costs and related pricing policies forairlines and other user space requirements.

• Income from non-aeronautical sources.

Existing airports should possess a 10-year CAPEX document that shows their intended programmeof works over two consecutive 5-year periods. The programme should be reassessed annually afterconsultation with the airline/IATA airport development specialists. The resultant impact of thedevelopment programme on user charges should be discussed and agreed with lATA's User ChargesPanel.

In so doing the users can see that charges are:

• Cost related, taking into consideration the operation of the 'single till'.

• Transparent and justified.

• Fairly and equitably applied, without discrimination or cross-subsidisation.

• Agreed after consultation.

Airlines, the principal users at airports, will be particularly interested in rental rates for land-side offices,ramp level accommodation, gate hold rooms, check-in positions, common user terminal equipmentfacilities, baggage handling systems, airline service desks and information counters. Security costsshould be assessed and accounted for. In many instances airport security costs should be borne bythe state.

Particular attention needs to be paid when new or alternate methods of operation are proposed. Asan example, when a new airport proposes to switch from a 100% remote stand operation to onewhere 100% contact is possible, airlines, particularly if they operate within the charter or low-frillsmarkets, may have difficulty in accommodating the additional ground handling charges resulting fromthe need to push back and perhaps use air-bridges. Airport operators must therefore be subject tothe discipline of assuring that user charges do not drive away carriers working on the margin ofprofitability.

Should the review of proposed operating costs indicate that the proposed development hassubstantially reduced the ability for users to make an adequate return, then the preferred conceptshould be re-evaluated to determine if there is scope for CAPEX reductions and Operating Expenditure(OPEX) savings.

In extreme cases, this may require base assumptions to be re-examined and alternative, more simpleand less expensive facility solutions to be brought forward.

CI.13.6 Master Plan Deliverable — Conceptual Layouts

Conceptual layouts should clearly demonstrate how:

• All users can operate efficient, effective and profitable operations within the proposed plan.

• Long term sustainable development can be achieved.

• Projected growth in all types of traffic can be accommodated throughout the entire life of theproject until saturation is achieved in the ultimate stage.

• The environmental impact on surrounding communities and stakeholders will be minimised andmaintained at acceptable levels.

• Additional capacity can be brought into play without negatively impacting on current useroperations.

• Associated surface access infrastructure systems will be introduced in staged developments tosupport forecast traffic levels and demand.

• Public transport systems can be introduced to increase the percentage of trips made by passengersand staff when accessing the airport.

C1.13.7 Master Plan Deliverable — Development Phasing

If we assume that basic planning principals have been observed, then facility phasing and constructionshould be determined by demand. Facilities should be expanded in a modular fashion and at intervalsto keep slightly ahead of demand and to maintain pre-determined and required levels of service.

Phased expansion should allow for periods where individual facilities can settle into routines suchthat operational efficiencies can be maximised. In general terms this period should extend for aminimum of 4 to 5 years after project completion. Longer periods of construction inactivity will be theresult of the over provisioning of facilities, with associated cost penalties that would invariably bepassed on through airport charges.

As master plans are drawn up, they should show the existing airport layout and as a minimum theplans showing the first phase and/or development in years 5, 10, 20 as well as the ultimate stage.

Short term plans covering a ten year period should be supported by a rolling development programmethat is reviewed annually by the airlines and supported by a CAPEX document. IATA has developedspecific guidelines in relation to CAPEX documentation. Such guidelines are available on request.

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C1.1&8 Master Plan Deliverable — The Master Plan Report

A final master plan report should be submitted showing how the land-use option has been developed.The report should be concise and give a clear indication of any outstanding strengths and weaknesses.Recommendations for future actions should also be given.

For this report, drawn information needs to be of a higher quality, with precise dimensions clearlynoted such that the operational viability can be clearly demonstrated. The information must be capableof standing up to intense scrutiny and questioning.

The report should identify how the phased implementation of the airport master plan will satisfy thestrategic brief for the region. The main elements defined within Clause C1.2, The Master Plan — TenStep Sequence should be clearly explained within the report.

The final master plan report should at least contain:

Definition of the strategic objectives for the region.

Executive summary.

Statement on how the master plan shall meet strategic objectives.

Financial Plan (development financing proposal & cost recovery and payback periods).

Environmental impact.

Economic impact.

ATC impact.

Qualifications of master planning team.

Explanation of how The Master Plan — Ten Step Sequence was observed.

Provision of master plan phasing diagrams to ultimate airport development (in 5 year increments).

Conclusions and recommendations statements.

Supporting forecasting/environmental/financial data.

Prospective Airline User statements.

Further Information.

Final reports may be subject to comparative analysis; i.e. to determine which airport planner's masterplan option is ultimately successful and moves forward into the final stage. Again the master planmust be easily recognised and understood by a broad, perhaps non-technical review team. It is forthis reason that airport master plans should adopt a consistent format so that comparison of masterplans can be done on a like for like assessment basis.

C1.13.9 Master Plan Deliverable — Location Map

This is a map drawn to a suitable scale (e.g. approximately 1:50,000) sufficient to depict the airport,city or cities near the airport, rail lines, major roads, major obstructions, terrain and geographicalboundaries within 15-20km of the airport. It is also important for environmental and politicalconsiderations. A sectional aeronautical chart may be used. This may be shown on the title page inlieu of the ALP.

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C1.13.10 Master Plan Deliverable — Basic Data Tables

These tables contain data on airport conditions and information on existing and proposed runwayswhere applicable. The following table is an illustrative example.

Master Plan Deliverable — Basic Data Tables

Runway Data

Runway 12 - 30Existing Ultimate

Effective runway gradient (in %) 0.19 Same% Wind Coverage 91.4 SameDesignated Instrument Runway(s) / /Runway length (metres) 3,600 3,900Pavement Strength (see note 1) 605, 80D. 145DT SamePavement type (sod, asphalt, concrete).Approach Slopes & Clear Zones 50:1 SameLighting HIRL SameMarking All Weather SameNavigation & Visual Aids ILS, ALS, VASI SameRETs (rapid exit taxiways) & RATs (rapid access taxiways).

Notes:

1. Values given are gross aircraft weight in 1,000' and type of main gear — Single (S) Dual (D) &Dual Tandem (DT) Gear aircraft using the CAN-PCN system as appropriate.

Master Plan Deliverable — Basic Data Tables

Airport Data

Airport magnetic variationAirport Elevation (highest point of the useable landing area) 850.0' SameAirport Reference Point (ARP) Co-ordinates (WGS-84) 30* 40* 31' SameAirport & Terminal NAV aids 111*20'3ff SameSMR/SMGCS (surface movement radar/surface movement guidance & control system)Mean Max. Temperature of Hottest Month 80 F Same

Notes:

Miscellaneous Facilities — taxiway edge: lighting, centreline and sign system.

Remarks: Trees to Northwest of runway 12 to be removed when runway is extended.

C1.13.11 Master Plan Deliverable — Building List

All buildings should be described and numbered.

C1.13.12 Master Plan Deliverable — Meteorological Information.

A wind rose should be presented, with the runway orientations superimposed. This should indicatethe data source and for what period the records cover.

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C1.13.13 Master Plan Deliverable — Main Title Block

A title block should show:

• Drawing Description.

• Who was responsible for creating the plan.

• Who prepared, checked and approved the plan.

• The drawing reference number, the date drawn, scale and number of associated sheets.

• Revision details including number, description, who revised, who approved change and date.

C1.14 IATA RECOMMENDATIONS

C1 .IR1 Master Plan Development

Airport planners should observe and follow The Master Plan — Ten Step Sequence, definedwithin Clause C1.2.of this section. The master plan report deliverable should observe thedocument mm&htation requirements defined within Clause C1-14 of this section.

C1 IR2 Land Use Concepts

All airports should develop land use concepts that allow all airport users to develop and expandtheir business in a structured, orderly fashion, without adversely impacting on the business oftheir neighbours on or adjacent to the airport.

C1.IR3 Master Plan

All airports should possess a thoroughly vetted master plan that indicates how additional capacitycan be provided in a sustainable, cost efficient, modular and flexible manner when demand isshown.

A master plan is required so that all air-side, land-side and airport support facilities can develop,expand and improve the operational flexibility and efficiency of their business in a structured,

balanced and orderly fashion without adversely impacting on the business of theiron or adjacent to the airport. In so doing the potential of the available land and the capacity of

the airport's runway system can be maximised:V_________________________________________________J

C1 .IR4 Master Plan — Phased Development Strategy

Master plans should include a phased development strategy that allows for expansion of allfacilities in a way that does not impact on the operational viability of neighbouring facilities. Assuch, layouts at 5, 10 and 20-year intervals leading up-to an ultimate long-term strategic viewshould be provided.

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C1.IR5 Master Plan Assumptions

All master plan assumptions should be thorougnly reviewed and tested every five years.

C1 .IR6 Stakeholder Consultation

Adequate and meaningful consultation with stakeholders should be undertaken prior to andduring the master plan review period.

C1.IR7 CAPEX Plan — Documentation

Existing airports should possess a 10-year CAPEX document that shows their intendedprogramme of works over two consecutive 5-year periods. The programme should be reassessedannually after consultation with the airline/I ATA airport development specialists. The resultantimpact of the development programme on user charges should be discussed and agreed withlATA's User Charges Panel.

________________;__________________......................_______________éi_____________J

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SECTION C2: FORECASTING

C2.1 INTRODUCTION AND FORECASTING DEFINITION

Airport traffic forecast studies use a combination of trend analysis, data extrapolation, expectationsurveys and professional statistical judgement. Extensive operational knowledge and a comprehensiveunderstanding of how the local environment in which the airport is situated is required. A close workingrelationship with planning and forecasting experts of all major airlines operating at the subject airportwill also be necessary.

Particular attention is also given to comments and forecast inputs from other sectors of the travelindustry (e.g. tourist boards, tour operators, financial institutions, etc.) whenever possible to ensurethat the forecasts incorporate a wide range and broad base of views. As a result, any forecastproduced should reflect the views of the travel industry concerning future traffic development andlikely changes in operating patterns.

Air transport activity generates typical peak period demand that reflects user's characteristics andvolume for a normal busy period. Traffic forecasts often are presented using the followingrecommended projection periods:

• Short Term (> 1 Year < 5 Year Projection).

• Long Term (> 5 Years < 30 Year Projection).

• Annual (12 Month Projection).

• Peak Period (Selected Months Within An Operational Year).

C2.2 OBJECTIVES OF FORECASTING

C2.2.1 Capacity Planning

An important input to the capacity planning process is the airport traffic forecast. An accurate forecastis essential since the sizing and the phasing of the airport project is dependant on its data. If theforecast understates demand, the facilities will be built too small and the airport will experience acapacity problem. If the forecast overstates the demand, the facilities will be over-sized and theairlines will needlessly pay for under-utilised facilities. It is therefore critical to capture the correct datafrom the airlines and trie IATA user groups at the earliest opportunity. Please refer to clause C2.6.2Data Availability, which confirms some credible sources for this data.

C2.2.2 Financial and Cost Benefit Studies

Forecasts can also provide inputs for financial planning. At most airports, landing fees are determinedon the basis of a unit charge that is multiplied by the aircraft maximum take-off weight (MTOW)tonnage of the aircraft. With an understanding of the likely aircraft movements it will be necessary tocompile a comprehensive financial and cost benefit study to support the forecast material.

The financial plan should include but should not be limited to the following data/factors:

• Landing Fee Projection.

• Local Community Benefits.

• Likely Airport Operational Costs.

• Alternative Transport Provision Costs.

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C2.3 FORECAST DATA

There are essentially three parameters that need to be covered in the annual traffic forecast: (a)passengers and baggage volumes; (b) cargo; and (c) aircraft movements. To obtain this data willrequire a clear understanding of the airline user requirements and calculated usage of the facility.

C2.3.1 Passenger and Baggage

The originating, domestic and transfer passenger volumes will be used to determine the planningrequirements of airport terminal facilities and support infrastructure. The number of passengerscollectively within the building will be derived from the flight schedules and corresponding load factorswhich collectively shall provide the volumes of the passengers within the building at any instance intime.

Since various categories of passenger traffic will use different facilities in the airport, it will be necessaryto forecast each passenger category separately in order to determine future requirements forpassenger facilities. Accordingly, IATA forecasts three types of passenger traffic:

• Embarking.

• Disembarking.

• Direct Transit.

These categories are further subdivided between scheduled and non-scheduled passenger traffic,for which separate forecasts should be produced.

Following the implementation of 24-hour landside shopping, the terminal retail complex will also seegrowth from the local community and casual visitors to the airport. This volume of the general publicshould be added to the volume attributed to the traveling passenger.

The baggage forecast data will be derived by multiplying the passenger processing rates by thepassenger bag ratios for the various categories of passengers within the terminal. In practice thefollowing steps are used in this regards:

Step 1 — Flight Schedule Determined for Design Year.

Step 2 — Flight Loadings Determined.

Step 3 — Number of Passengers Witnessed Determined as Passenger Rate/Hr.

Step 4 — Passenger Bag Ratio(s) Applied to Passenger Rate(s) to determine Total Bag Rate/Hr.

For existing airports, airport planners should use passenger to bag ratios determined through surveysat the relevant airport. In the absence of this data the following bag to passenger design ratios shouldbe adopted. It should be noted that this is only useful as a first cut forecast for the master planswhere the data is not readily available. Planners are advised to carefully review this data at subsequentand more detailed design levels.

Table C2-1: Typical Bag to Passenger Ratios forHigh Level Forecasting Purposes

Type of Pax.Traffic

Europe Asia/Africa USA Rest of theWorld

International Pax. 1.0-1.5 Bags/Pax 2 Bags/Pax 2 Bags/Pax 1.5 Bags/Pax

Domestic Pax. 0.5-1.0 Bags/Pax 1.0-2.0 Bags/Pax 1.0 Bags/Pax 1.0 Bags/Pax

Transfer Pax. 1-1.5 Bags/Pax 1-2 Bags/Pax 1-2 Bags/Pax 1-1.5 Bags/Pax

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C2.3.2 Commercial Aircraft Movement

The forecast of aircraft movements (i.e., aircraft landing and take-off movements) determines theplanning requirements of airport airside facilities.

Aircraft movements include all commercial scheduled operations. Non-scheduled, general aviationand military aircraft movements usually have little influence on the planning of runway and aproncapacity. These are generally excluded from forecasts unless their impact is deemed appropriatelysignificant.

C2.3.3 Cargo

When forecasting the perceived cargo tonnage it will be important to distinguish between the categoriesof cargo goods. Cargo is the combination of freight and mail and these in turn are comprised asfollows:

Freight Includes express and diplomatic bags but not a passenger's checked baggage.

Mail Refers to correspondence and other objects tendered by and intended for deliveryto postal administrations.

In the forecast, the combined number of tonnes of freight and mail handled at the airport are taken intoconsideration. Also, in general, scheduled and non-scheduled cargo traffic are considered together, asboth are handled in the same cargo terminal area.

The forecast should differentiate between passenger and all-cargo operations, as each will have aspecific influence in respect of apron use. Express freight, for example, will have a dedicated facilityand apron area just as will perishable goods, and so it will be necessary to understand the splitbetween these categories of cargo volume.

Some of the key factors that influence the demand in cargo traffic are economic growth (both on aregional and global level) as well as the costs associated with air cargo.

The GDP indicator has demonstrated a strong link to demand for aviation services, in cargo as wellas passenger transport. On a regional analysis there must be an assessment of the catchment area,and what type of market segment can be captured if there is competition for the same service. Asthe global marketplace expands, there is also a need to assess factors on the movement of goodson a broader base, such as domestic trade policies, elimination of tariffs, etc., on a worldwide level.

Other factors, such as the 'Just in time' philosophy, increase the demand for a faster air cargo service.The growth in e-commerce has also produced a new demand segment for the movement of productsand the dynamic tracking of goods. Forecasters should seek data from freight forwarding and freightprocessing companies to understand market trends and cargo type distinctions.

For airport planning purposes, cargo forecasts must be broken down into sectors differentiating themeans by which the cargo is transported:

• Passenger and Combi Aircraft.

• All-Cargo Aircraft.

It is essential to make this split in the forecast as each sector has different operating requirements,such as: apron requirements; type of terminal facility; type of aircraft stand; etc. This type of informationis crucial to the planning of cargo facilities where an understanding of client's usage is required.

The combined tonnage of freight and mail handled at the airport should also be taken into considerationin a cargo forecast. Scheduled and non-scheduled cargo traffic are generally considered together,as both are handled in the same cargo terminal area. It's generally not recommended to produce acargo forecast by origin-destination or by route area, but rather by inbound and outbound cargo traffic.

Because the distinction between freight carried on aircraft and freight carried on trucks is not alwaysclear, any analysis of cargo traffic must be made with great caution. There are cases when freight

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tonnes carried on trucks are included in air freight statistics due to this freight being covered by thesame airwaybill as pure air freight.

C2.3.5 Aircraft movements

There are two ways of projecting passenger aircraft movements. One way is to project an averagenumber of passengers per flight and apply this parameter to the projection of passenger traffic toderive the resulting movements.

The second way is to project the passenger load factor and the average aircraft size as two separatesteps. This approach provides a more solid projection of aircraft movements than the first one, butit requires the construction of passenger load factors for the base year for each route area. Theseare then projected for the whole forecast period and must reflect the potential room for improvementsin airline productivity.

The next step is to apply the projections of the load factors to passenger traffic projections in orderto derive the projection of total seats. Following this, forecasters will need to project the averageaircraft size to reflect as much as possible the expected evolution of airline fleet mix as well as airlines'strategy to either intensify frequencies, to the detriment of aircraft size, or utilise bigger aircraft if thelevel of frequencies is found to be suitable. In applying the average aircraft size to the projection oftotal seats, we obtain a projection of aircraft movements.

It becomes important that, within each route area to be forecast, the projected evolution of aircraftmix by size category remains compatible with the projected evolution of the average aircraft sizewhich is expected to take place. For example, if one projects the average aircraft size to declineduring a five-year period, the projection of the mix during that period should not reflect an increasedshare of aircraft of the higher size categories.

In regard to cargo aircraft movements, the forecast needs a different approach. It should be basedon the projection of the share of total cargo likely to be carried on these cargo aircraft, and determiningan assumed average number of tonnes per flight, this would lead to the construction of cargo aircraftmovements. This however requires that the statistics are made available by the airport authorities inquestion. A distinction in cargo tonnage carried on the passenger aircraft versus cargo carried oncargo aircraft is required.

C2.4 SEGMENTATION

C2.4.1 Traffic Sectors

It is also important to distinguish between the different traffic sectors. Each individual airport will havedifferent traffic sectorisation comprised from the list below:

• Long Haul International.

• Short Haul International.

• Domestic.

• Schengen.

• Transborder.

C2.4.2 Passenger Characteristics

Originating, terminating and transfer passengers should be further subdivided between scheduledand non-scheduled passenger traffic, especially with the growing market of the low cost carriers.Given that air travel is a derived demand, it is essential to identify the different passenger characteristicsto have a better appreciation of the impact on the future development of the different terminal facilitiessuch as check-in, passport control, baggage handling system, business lounge, etc.

C2.5 DEMANDS AND TRENDS

C2.5.1 Annual to Peak Period Demand

For the purpose of facilities planning it is essential to know the likely requirements on an hour-by-hour basis. Annual or even weekly forecast figures can be almost meaningless in this respect.The relationship of annual traffic to peak period will depend on seasonal variations and passengercharacteristics. This relationship is projected separately for domestic and international traffic andwithin each category for each route area.

C2.5.2 Seasonal Trends

Seasonal variation affects the relationship of peak month to annual traffic. Common influencing factorsin this regard include:

• Effect of economic growth on business or holiday market sectors (leisure traffic usually createspeaks at certain periods of the year different from the peak created by business traffic).

• Whether airlines increase capacity during peak periods.

C2.5.3 Special Events

Peaks associated with special occurrences such as national holidays, religious festivals, and sportingevents should be excluded from forecasts. Plan to accommodate this above planning peak demandat a lower level of service, by means of contingency plans, schedule coordination and other sounddemand/capacity management practices.

C2.5.4 Assessment Methods

Having established the magnitude and frequency of the forecasted data, it will be necessary to assessit using proven assessment rules which will be used for the sizing of airport facilities. One approachis to use a proportion (85th percentile) of the forecast profile as the basis to plan airport infrastructure.Another approach is to select frequently occurring peak days or busy hour periods which are chosenas the basis on which to plan airport facilities. These approaches can be summarised as follows:

• 85th percentile.

• 40th busy hour or day of the year (see CDG example of this method in Table C2-2 below).

• 30th busy hour or day of the year.

• The second busiest day in an average week during the peak month — an average weekly patternof traffic is then calculated for that month.

It is important that one the above techniques is used as it is inappropriate to plan the design of airportinfrastructure on the occurrence of either an isolated peak day forecast or an isolated peak hour rate.

Busy Day Schedule: Determining airport capacity largely depends on predicting the impact ofprojected airline schedules on the various airport facilities. Capacity and level of service are basedon operating conditions and rules, but also upon the particular demand profiles created by the mixof flights and flight sector for a typical busy day. The amalgamated airline schedules for a typicalbusy day reflects the airlines strategy for an airport and how an airport is connected to the world.

The production of a single day forecast requires a detailed assessment of all the operational parametersthat underlie airline schedules: the operational suitability of aircraft types for given route structures;reasonable aircraft roistering compatible with a high level of aircraft utilisation; and use of commerciallyfeasible arrival and departure timings throughout a route structure. This assessment is thenincorporated to form the amalgamated airline forecast schedule.

Selection of a 'Busy' Day: A typical 'busy' day is the second busiest day in an average week duringthe peak month. An average weekly pattern of passenger traffic is calculated for that month, and

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peaks associated with special events such as religious festivals, trade fairs, conventions and sportevents are excluded. This single day analysis should assess:

• Operational suitability of an aircraft type for a given route structure.

• Aircraft rotations compatible with a high level of utilisation.

• Use of commercially feasible arrival and departure timings throughout the route structure.

• Airport curfews and other limitations.

The 'busy day' data for the base year is 'actual' and should come from the airport control tower (ATC)log. It should cover each aircraft movement during the 'busy' day with indication of the followingattributes:

• Airline Name.• Flight Number.• Aircraft Type.• Aircraft Registration.• Seating Capacity.• Origin Of Flight.• Arrival Time.• Terminal Used.• Passengers Disembarked.• Direct Transit Passengers (If Applicable).• Departure Time.• Destination Of Flight.• Embarking Passengers.

The busy day should be more than just a single witnessed statistical hour or a day within an operationalcalendar. The busy day should be representative of a frequently occurring 'model' busy period,representative of a realistic day within a weekly schedule.

Table C2-2: CDG Peak Passenger Traffic Analysis

CDG Airport Passenger Traffic Analysis

Punngin 2000 1999 1998 1897 199t 1995 1994 TTL

Par Year 48,246,137 43.597,194 38,628,916 35,327,039 31.724,035 28,356.470 28,880,214 254,559,006Per Peak Month 4,887,000

4.258,00 3,877,000 3,487,000 3.057.000 2,798.000 2,778.807 24,940,807

0.Peek Month to Year 0.10 0.10

0.10 0.10 0.10 0.10 0.10 0.10Per Peek Day* 179,519 168,248 151,461 137,809 128.951 114,283 108274 988,545

.04;Peak Day to Peak Month 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04Per Peak Hour 16.791 16,474 12.927 12,699 12.085 8,915 9,148 89,039

MPeak Hour to Peak Day 0.09 0.10 0.09 0.09 0.09 0.08 0.08 0.09Per 40th Peak Hour 14,599 13,492 10,980 10,697 10,146 7,760 7,874 75,548

.08 0.08 0.08 0.07 0.08 0,08 0.07 0.07 0.08

Peak Month to Yeat 10%Peak Day to Peak Month 4%

Peak Hour to Peak Day 9% 0.0003840th Peak Hour to Peak Day 8% 0.00032

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Table C2-3: Estimate of Peak Passenger TrafficBased on MPPA Forecast

Passengers/Year 1,000,000 2,500,000 5,000,000 10,000,000 12,500,000 15,000,000

Passengers/Peak Month 100,000 250,000 500,000 1,000,000 1,250,000 1,500,000

Passengers/Peak Day 4,000 10,000 20,000 40,000 50,000 60,000

Passengsrs/Peak Hour 3S0 900 1,800 3,600 4,500 5,400

Passengers/Year 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 50,000,000

Passengers/Peak Month 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 5,000,000

Passengers/Peak Day 80,000 100,000 120,000 140,000 160,000 200,000

Passengers/Peak Hour 7,200 9,000 10,800 12,600 14,400 18,000

C2.6 FORECASTING METHODOLOGY

C2.6.1 Study Objectives

The objectives of the forecast study should be clearly identified prior to the collation of data. Informeddecisions should be made and forecasters should be focused on having the correct representativestatistics rather than a convenient series of numbers which perhaps do not convey the true behaviouralpatterns of the airport and its traffic in the foreseeable future. Forecasters should aim to satisfy thefollowing high level study objectives:

• There should be three sets of statistics provided by the airport facility forecaster, which shouldrepresent the low, medium and high magnitude data obtained and assessed. The forecaster mustspecify which influencing factors have the largest level of uncertainty in regard to their futureevolution, in order to justify having both low and high projections.

• Operational and business assumptions should be clarified in every regard on forecastedinformation with qualifications as regard their impact on the forecasted data.

• Data should be auditable whereby the forecaster should be able to trace the history of themanipulation of data and to confirm the logic for the decisions made in every regard.

• Consultation groups should be identified along with their terms of reference. All of which shouldbe clarified in the record and the presented data produced by forecasters.

C2.6.2 Data Availability

There are three main credible sources of data for forecasters to access. This includes but it is notexclusively limited to:

1. Historical Site Data

Historical Site data may originate from various sources within the airport organisation and or theairlines. Care should be observed with historical data because as the name suggests it is basedon past trends and may not be representative of how the existing airport or airline may functionbased on a changing fleet or changes in business processes. Historical data is useful in theassessment of process times and historical processing trends.

2. IATA World Wide Survey

This data is sourced by IATA following extensive world wide surveys of key airline and airportinfrastructures/organisations (see clause C2.6.3 Method 2 for further details).

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3. User Forecasted New Data

This data is created by the airline or airport from first principles and may reflect a combinationof historical data and new operational objectives on the use of newer aircraft or new airportprocesses.

C2.6.3 Methods Of Forecasting Passenger Traffic And Aircraft Movements

A combination of several methods forms the core of the traffic forecasting approach, these are definedas follows:

Method 1: Computerised Regression

This analysis pertains to the relationship between traffic (to/from an airport) and the major indicatorsof socio-economic activity in the airport's country (e.g. IATA has a comprehensive database ofprojections of the major economic indicators of world countries).

The forecasts should draw on the wealth of experience and local knowledge available withinairlines serving or likely to serve an airport. A forecast based on an econometric model shouldgenerally be revised to reflect carriers' views and the team's experience in dealing with theforecasting process.

The contribution of airline yields is becoming increasingly important in determining traffic growth,although GDP remains usually the most important factor. Unfortunately, statistics on yield trendson a per country basis are generally hard to obtain.

Econometric models do not take into account non-quantifiable factors which are of primeimportance in conditioning future traffic development, therefore it is recommended not to relyentirely on a purely model-driven forecast.

The use of models implies some continuity in the level of influence of the factors consideredthroughout the forecast period. Forecasting experience demonstrates that this is not always thecase.

Method 2: The IATA World-Wide Traffic Forecast Survey

This global survey is undertaken every year in August-September and covers all traffic flowsaround the world (nearly 2,000 unduplicated country-pairs). This survey reflects the opinions ofall IATA member airlines serving these country-pairs concerning the future development ofpassenger and cargo traffic during the next 15 years. It takes into account the influence of themajor economic variables as well as airline strategies that are intended to respond to futuredemand. Airlines are asked to provide their opinion on total market growth trends and not simplytheir own traffic.

Method 3: Special Survey-Based Forecasts

These are customised for specific airport traffic forecast projects. This consists of approachingeach of the key airlines and tour operators to obtain their forecasts of growth trends for a particulardestination compared with other similar destinations. It is important that their survey is not onlyrestricted to the travel markets where direct services now exist, or to airlines or tour operators,but also includes other experts in the travel industry (e.g. tourist authorities and hotel chains).

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Method 4: Judgmental Forecast

This method permits a wide range of information to be brought to the forefront of the forecast(national trends, political situations, etc.). It is useful in conjunction with the other methods, wherethere are a large number of variables for which little information is available, or where non-quantifiable factors are expected to play a major role. The judgmental element is a particularlyhigh-value component to the traffic forecast since the team member will have gained substantialexperience in dealing with airport traffic forecasts for small as well as large airports all aroundthe world.

Extrapolations of Past Trends

Extrapolations of historical data can be used typically where long-term trends are likely to continue.Care should be observed with this principle as changes in operational processes, improvementsdue to new technology and changes in legislation can seriously undermine the projection of datainto what can be realistically the 'unforeseeable' future. Extrapolated data:

• Fits a mathematical line to the historical data and then a projection of this line is given totrend the data into the future. Growth patterns are fitted to smooth out data.

• Assumes there is an underlying pattern in historical data.

• Assumes that all factors influencing air traffic in the past will continue to operate in the sameway in the future.

Causal Methods (econometric models, regressions, gravity models)

This approach relies on the assessment of socio-economic variables that can cause air trafficgrowth or decline. With this approach it will be necessary to:

• Identify the socio-economic variable(s) cause(s) changes and ensure that historical trendsfor these variables are available.

• Determine how the variable(s) is (are) related to air traffic demand (model, equation) assumingno capacity constraints and structural changes?econometric models, equations, gravitymodels.

• Forecast/predict socio-economic changes.

• Adjust forecasts when underlying causal factors develop differently from the originalassumptions.

• Do NOT directly correlate two long term trends.

Qualitative Techniques (market and industry surveys)

This technique uses predominantly surveyed or historic data which is then subjectively assessed.The subjective assessment may take into account a wide range of real process changes,technology changes and logical factors which might affect the forecast. In summary:

• Human judgment and ratings are turned into quantitative estimates.

• Market research, industry surveys and historical analogy is used.

• When data is scarce or when there are data philosophy changes it is difficult to predict theirimpact.

• Delphi Technique: bring together data in a logical, unbiased and systematic way such thatall information and judgements related to growth/decline can be calculated and assessed.

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C2.IR1 Forecasting Periods

ipata forecasts should be presented using any one or more of the forecasting period durationsdefined within clause C2.1.

%____________________________________________________________________________J

C2.IR2 Forecasting Data

When designing terminal building infrastructure, forecasting data should be presented whichrelates to passengers and baggage volumes and ui; craft movement data, as defined withinclause C2.3.1 Similarly cargo forecast data should in most cases be produced where terminalsare going to process any form of cargo, whether it be freight or mail subdivisions. Aircraftmovement data forecasts must be provided prior to the planning of apron and runwayinfrastructure.

Data should be obtained from any of the recommended data sources as defined within clause

C2.IR3 Data Assessment Techniques

Forecasters should evaluate the merits of each of the assessment techniques defined withinclauses C2.5 and C2.6 and select the philosophy and approaa •ich best fits the needs ofthe project forecast brief and then should present forecasting data accordingly.

Because the distinction between freight carried on aircraft and freight carried on trucks is notalways clear, any analysis of cargo traffic must be made with great caution. There are caseswhen freight tonnes earned on trucks are included in air freight statistics due to this freight beingcovered by the same airwaybill as pure air freight.

C2.IR4 Freight Analysis Precautions

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SECTION C3: LAND USE PLANNING

C3.1 GENERAL INTRODUCTION

The need for control of development in the vicinity of airports has been recognised from the verybeginning of commercial aviation. Initially, concerns concentrated on controlling the height of potentialhazards or obstacles. These centred on incompatible activities that could cause:

• Electrical interference with radio communications and navigational aids.

• Confusion of pilots by lights on approach.

• Reduced visibility due to the production of smoke or vapour clouds.

• Birds to accumulate in critical operational areas.

All of the above are still pertinent today. Noise did not enter into the equation until the introductionof turbo-jet operations in the early 1960s, and there are various measures available to alleviate noisearound airports, including: reduction in aircraft noise at source; land-use planning; developmentcontrol or management; operational noise abatement procedures (when permitted by air traffic controlauthorities); and local noise related operating restrictions.

Land-use planning is central to the overall process. Properly managed, it will effectively protect publichealth and safety by minimising exposure to emissions and excessive noise. These managementprinciples need to be coupled with supportive legislation. Legislative frameworks regulatingsurrounding land-use outside of the airfield boundary should be provided by National Governments,as they are ultimately responsible for ensuring that the airport is interwoven into the regional andnational socio-economic fabric. These should set the broad policy context within which local authoritiescan work, and ideally there should also be a consultation process by which the various stakeholdergroups (surrounding community, airport operators, and airline representatives) can comment on andsuggest changes to draft policies. The airport operator should also be consulted on monitoring theeffective application of the legislation.

The sustainability of air transport is heavily dependent on controlling environmental impact, with a/cbeing noise the largest factor to be considered when undertaking land-use planning within and around

C3.2 LONG TERM VISION

Many of the available solutions to mitigate against noise in the vicinity of airports, including thoseobtainable from land-use planning, can often only be realised in the longer term. However this shouldnot be seen as a reason by those responsible for seeking reductions in noise levels to apply minimaleffort. This particularly holds true for existing airports where the ability to make immediate changesin land-use is limited.

For existing airports it is also important that a/c source noise reductions and the resultant contractionof noise contours and population numbers impacted do not allow local authorities to relax their guardagainst encroachment upon the airport boundary. It should also be noted that in this regard airlineshave made significant contributions by requesting efficiency gains from a/c manufacturers. Jet aircraftare now significantly quieter than when they first entered into service over 40 years ago.

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Master Planning

C3.3 ASSESSING NOISE

Many factors influence noise level exposure. These include sound pressure levels, broadbandfrequency distribution, spectral irregularities, duration, SIDS and STARS, frequency of operations,application of operational noise abatement procedures, a/c mix, mode of runway operation, andprevalent meteorological conditions.

Sensitivity to a/c noise will vary from one country or location to the next, and be dependent onmany factors. These can include land-use, building use, type of construction, distance from source,background noise levels, sociological factors, the amount of diffraction/refraction/reflection due tobuildings and topography encountered on site, and the meteorological conditions prevalent at thetime of exposure.

All of the above can be modelled to determine anticipated noise exposure and community response.

C3.4 LAND USE WITHIN NOISE ZONES

The establishment of noise zones surrounding an airport is an important step when determining futureland-use. The number of zones, noise descriptors and noise exposure calculation methods used varyfrom one country to the next. As a result the approach used is dependent on the individual countryconcerned.

Whatever approach is applied it is important that local authorities apply strict controls over proposeddevelopment in the zones around the airport. It is important to stress that the zones should becalculated and based on the ultimate achievable throughput of the airport, i.e. when the runway issaturated, such that long term development flexibility is ensured.

As an example, three zones could be established as follows:

• Zone 1 — Where most land uses and developments are not permitted.

• Zone 2 — Where some restrictions apply.

• Zone 3 — Where no restrictions apply.

Noise zoning serves two purposes: to protect the airport from encroachment and to protect

residents.

A single authority should have overall responsibility for developing land-use criteria. Zoning plansshould be created as a first step when establishing an airport, as retrospective steps are difficult ifnot impossible to achieve.

In general terms noise sensitive development such as housing, schools, hospitals, offices and banksshould not be permitted in the first zone. It should be noted that building construction can be utilisedas a means to reduce noise exposure.

C3.5 LAND USE MANAGEMENT

There are many methods for regulating development or for modifying existing land uses in order toachieve compatibility between the airport and surrounding communities. Building or land acquisitioncan be employed, but this tends to be an expensive solution exercised in extreme cases only. Asnoted above, zoning and building controls should be applied in the first instance.

Uncontrolled development within established airport noise zones will debase local authority controland may impact on the long term development potential of individual airports. Short-term gainsresulting from the either the owner or developer's desire to increase the rate of return from propertyand land or by increased taxes to the Government should be avoided.

C3.6 LAND USE CONTROL

Numerous strategies can be applied to control the use of land surrounding airports. Developmentrestrictions within pre-defined zones can secure the longer-term vision for new airports. Retrospectivenoise insulation measures may go some way to redressing the balance for commercial and residentialproperties of long standing at existing airports. However the means of control, regulation and financewill vary from country to country and be dependent on national and local characteristics. There arethree differing forms of control, as outlined below.

C3.6.1 Planning

A comprehensive development or layout plan should be provided to local authorities and should beused as a guide by authorities when establishing development restrictions and controls. For existingairports this will assist in determining the compatibility of development proposals with Governmentpolicy.

C3.6.2 Mitigation

Measures can be employed that will help to alleviate the problems of aircraft noise. For newconstruction, building regulations can ensure that building type, structure and materials provide anadequate level of sound insulation.

Noise insulation programmes can also assist properties of long standing that are adversely impactedby the development of existing or new airports. However the cost of applying adequate sound insulationpackages to housing can in some instances exceed the resale value or possible benefit from increasedrent. Also, additional sound insulation measures produce increases in construction and operatingcosts and reduce flexibility of use to within the controlled building environment.

In extreme cases, land acquisition and relocation is a policy that can be explored by airport authorities.However it is expensive and used primarily when no alternative will provide a satisfactory solution.It may also in some instances have negative social implications.

Barriers can also be used to mitigate noise generated by manoeuvring aircraft or by ground handlingequipment. Barriers can be in the form of earth mounds located adjacent to runway thresholds andholding aprons. Alternatively building structures, particularly those of main terminal buildings andfinger piers or satellites can be used, and sound attenuation barriers can also be employed. Aparticularly good example is the reinforced concrete panels bordering the apron area to the westernside of T4 at London Heathrow. These have been attractively landscaped and in parts are now totallyenveloped by climbing plants and shrubbery. Such barriers can also contribute by doubling as securitybarriers, particularly as these often occur in critical operational areas.

C3.6.3 Financial

Construction of new development in the immediate surrounds to the airport can be encouraged bythe existence of support infrastructure such as roads, utilities and community based facilities andservices. Similarly the absence of such capital improvement programmes can have the reverse effect.

Government tax incentives or reduction programmes can also direct development towards areaswhere these are welcomed and away from those areas where it is not.

Noise related airport-charging systems could also be employed. For more information in this areasee section D.

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C3.7 AIRPORT LAND USE PLANNING

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After the airport perimeter has been established, either for a new airport or for an existing airport(were the perimeter has been redefined), it is important to double check that all major componentsand airport support facilities can be properly located and accommodated within the overall airportboundary. Each facility should be able to expand up to the ultimate phase of the airport. Balancedoptimised development, throughout the various expansion phases, is essential.

Prior to assessing individual functional requirements within an airport master plan, it is necessary tosubdivide the overall area into optimal sub areas, each capable of supporting growth towards themaximum capacity of the airport. Airport facilities, in terms of building area, footprint and land arearequired to support development, should be sized from an analysis of the maximum number of aircraftmovements and associated daily and peak hour passenger flows that the proposed runway systemcan generate.

It is important to note that detailed layout information pertaining to individual facilities is not requiredat this conceptual layout stage. All the individual pieces of the development jigsaw need to fit andbe correctly assembled and have the right interdependencies within the operational area. Howeverat this stage detailed operational characteristics of each facility are not required.

Airport characteristics, as shown on the Airport Land Use Plans, should represent the guiding toolfor local authorities when determining the suitability of development on land surrounding the airport.

C3.7.1 Airfield Configuration

The extent of this key operational area depends on the chosen runway configuration. See Section C1.3for specific details.

C3.7.2 Facility Location StrategyOnce specific facility and functional areas have been identified they must be positioned on and aroundthe airport. The optimum location of these facilities must take into account the operational relationshipsof the different facilities. One of the primary aims when positioning airport facilities should be tominimise aircraft, passenger, baggage and vehicular movements. For specific operational relationshipssee Section C1.4.5.

C3.7.3 Airport Land Use Plans

Airport Land Use Plans drawn to scale should depict existing and phased development (includingintended land uses) up to and including the ultimate development stage; i.e. when the runway issaturated. The plans should include:

• Airside infrastructure including runways (including all runway elements — see section C1.3.7.2),taxiways, holding bays, aircraft aprons (including de-icing), engine test enclosures, location &specification of navigational aids, vehicle parking areas, staging areas, access roads, runwaylighting & markings.

• Landside infrastructure including passenger and cargo terminals, ground transport interchanges,hotels, primary and secondary access roads and parking structures (at grade and multi-storey),rail lines, vehicle fuelling stations.

• Airport support infrastructure including in-flight catering, aircraft maintenance, G.H. maintenance,airport maintenance, police and security facilities, administration buildings, meteorologicalcompounds, rescue and fire fighting facilities, general aviation, fixed base operations, helicopteroperations, containment & treatment facilities and aircraft refuelling facilities.

• Areas reserved for aviation related revenue producing development such as industrial areas,duty-free zones, etc.

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Master Planning

• Control tower placement within the airfield (line of sight requirements).

• IT systems provision and infrastructure.

• ATC access control provision.

• ATC staff car parking (if different to general staff car parks).

• Systems commissioning requirements.

ATC radar and airborne aircraft communications buildings are often provided away from the airportand in dedicated facilities. Where this facility is to be integral to the control tower facility, airportbuilding and apron designers should consult national ATC legislative bodies for precise size andfacility performance requirements

FIG. C4-1 shows the internal detail of a modern control tower with views overlooking the apron.

Figure C4-1: Control Tower Facility — Internal View

Photo Courtesy ofAlenia Marconi Systems Limited (UK)

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C4.3 CONTROL TOWER POSITION

The position of the control tower on the apron is vital to the safe operation of the aircraft. Groundaircraft controllers need to be able to see all stand perimeters, taxiways and runways and finalapproaches. One of the more challenging aspects of control tower design is the operationalrequirement to permit controllers to see the stand areas and taxiways so that they can control andcoordinate push back operations where pilots are effectively blind in this regard. The control towerstaff must be able to provide clear guidance to pilots by being able to know the clearance status ofthe stand and taxiways visually and through communications. Apron areas are often vast and canbe interlaced within intricate building infrastructure.

Apron, runway and taxiway control rooms should, wherever possible, be consolidated into a singleelevated apron control room, with 360° unobstructed panoramic vision of the areas mentioned (subjectto the requirements of the national ATC provider and local operator). Dual elevated apron controlrooms maybe used (subject to the requirements of the national ATC provider and local operator)where any one of more of the following situations have been met:

• Taxiways and runways are placed extra long distances away from the terminal apron stand areas,which results in the need to raise the control tower for this purpose only.

• More controllers will have a better vision of specific areas of the apron.

(II) H2 - Denotes Secondary Apron Control Room HeightDimension Is dependent on Terminal Building Design ATC visual requirements

(III) All stand perimeters, runways and taxiways to be visible from apron controlroom(s)

pv) A single Apron Control Room solution is genertcally a preferred solution tnougnthis ATC dependent (Designer should consultnational ATC provider/operator)

Typical Control Tower Considerations

Angle of Vision Dependent on NationalATC Provider Requirements

Notts(i) H1 - Denotes Primary Full Apron Control Room Height

Dimension Is dependent on Terminal Building Design ATC visual requirements

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C4.IR1 Control Tower resign Consultation:

Terminal building and apron designers must liase with national ATC providers and operators atthe earliest opportunity to understand the precise operational specifications of the control tower.Designers should also consult ICAO Annex 14.

\ ___________.___________J

C4.IR2 Control Tower Desigl Considerations

Terminal building and apron designers must observe the design characteristics stipulated withinC4.2 and the control tower positioning requirements defined within clause C4.3

C4.IR3 Visual and Non-Visual Aids Reference Material

Designers embarking on the development of control towers should refer to sections G2 VisualAids and section G3 Non Visual Aids of this manual.

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A

Chapter D — Airport Economics

Section D1: Airport Management

D1.1 General Airport Management — Economics ........................................... 109

D1.2 Meeting the Capacity Demand................................................................. 109

D1.3 Financing Airport Capacity Expansion ..................................................... 109

D1.4 The Privatization Trend ............................................................................ 110

D1.5 The Need for Economic Regulation .......................................................... 111

D1.6 Airport Performance and Efficiency .......................................................... 112

D1.7 IATA Recommendations .......................................................................... 113

Section D2: Airport Cost Structures and Revenue Sources

D2.1 Airport Cost Structures............................................................................ 114

D2.2 Airport Revenue Sources ......................................................................... 114


Section D3: Airport Investment Decisions and Financing

D3.1 Airport Investment Decision-Making ....................................................... 116

D3.2 Airport Financing Options — Debt vs. Equity ........................................... 116

D3.3 Airport Financing Options — Pre-Funding Through Charges .................... 118


Section D4: Aeronautical Charge Policies

D4.1 Aeronautical Charges.............................................................................. 120

D4.2 Determining the Cost Base for Aeronautical Charges.............................. 120

D4.3 Aeronautical Charging Policies ................................................................ 124

D4.4 Market-Based Options.............................................................................. 125

D4.5 Consultation with Users ........................................................................... 128

D4.6 IATA Recommendations ......................................................................... 128

Section D5: International Cost Variations

D5.1 Airport Benchmarking Data .................................................................... 130

D5.2 IATA Recommendations ......................................................................... 133

113

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CHAPTER D — AIRPORT ECONOMICS

SECTION D1: AIRPORT MANAGEMENT

D1.1 GENERAL AIRPORT MANAGEMENT — ECONOMICS

Up until the late 1970s, airports were seen as nothing more than an extension of government. Sincethen, however, the links with government have progressively loosened and the pressure for airportsto become commercially viable enterprises has grown. This viability included running the airport asa business, able not only to cover its costs (including capital costs) through revenues, but also toarrange for the necessary financing of airport development programmes.

Invariably, this challenge has been met with much success. Airports have generally been able togenerate substantial profits and secure private sector financing for airport development programmes,usually at a low cost of capital. Further, airports have been able to do this despite the fact that thedemand for airport capacity, facilities and services is derived indirectly from airline scheduling plans.While an airline's operating plan is more tactical, with scheduling decisions being made based onshort-term traffic forecasts covering the next 6-18 months, the airport planning cycle is more strategicand long-term where the time frame from initial conception to completion may take 5-10 years.

This then is the primary challenge for airport management — matching capacity provision with demandwhile maintaining financial viability or profitability and an acceptable level of service.

D1.1.1 Issues Relating to Airport Management

In recent years government policy-makers and airport planners alike have generally been contendingwith two main issues:

1. How to meet the long-term growth in traffic demand with the necessary runway capacity andterminal facilities.

2. How best to finance airport expansion in view of limited government budgets.

With respect to this latter point there has been an increased focus on developing the commercialside of an airport and improving airport financial performance, while encouraging the involvement ofthe private sector in both the management and financing of airport infrastructure.

D1.2 MEETING THE CAPACITY DEMAND

Apart from the short-term influences of the economic cycle, growth in air travel demand has generallybeen outstripping the supply of infrastructure and will continue to do so for the foreseeable future.However, passenger growth can be accommodated through higher load factors, increased aircraftsize, or increased frequencies. The primary capacity concern to airport managers therefore is thecomposition of traffic in terms of aircraft operations; this will have an impact both in terms of theinfrastructure needed and the cost recovery of related expenditures. As already discussed in thechapter on forecasting, how an airline will meet the demand through its operational plan is of significantimportance to airport planners.

D1.3 FINANCING AIRPORT CAPACITY EXPANSION

Traditionally, the vast majority of airports around the world were directly owned and operated bynational, regional or local governments. In most cases the civil aviation authority or department, beingpart of the transport ministry, operated the airport(s), and in some cases the CAA would also be, responsible for providing air traffic control and aeronautical meteorological services.

ICAO has, for a long time, promoted the concept of an autonomous authority that has managerialand financial autonomy from government, yet is wholly owned by government. Aside from reducing

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the financial burden on governments, autonomous authorities have the advantage of creating abusiness culture — improving financial performance and quality of service.

With professional management in place that is both financially accountable and able to undertakeand implement long-term development plans, the government-owned autonomous airport authorityhas in a number of cases been a precursor to the privatized airport. Such was the case with theBritish Airport Authority, established in 1966, which later became a limited company (BAA Pic) withthe Airports Act of 1986, owning seven airports. Shares in BAA Pic were subsequently floated on theLondon Stock Exchange in 1987.

IATA POLICY POSITION

The airline industry generally favours the trend what is commonly referred toas the privatisation of airport and air navigation entities in that the facilities andservices may be provided in a more cost efficient and effective manner. It isconcerned, however, that the process often leads to increases in the cost basefor charges, and thus, higher user charges. The requisites for industry supportfor privatisation are: meaningful consultation with the user community prior to andduring the privatisation process; appropriate legislation obligating observance bythe commercialised/privatised entity of the ICAO Policies on Charges; and thedesignation of an effective and independent economic regulatory mechanismproviding oversight of charging practices.

D1.4 THE PRIVATIZATION TREND

Privatization1 of, or private participation in airport management has usually taken the form of a long-term lease of all or part of the airport facilities and services, with the responsibility for their expansionand development resting with the concessionaire. Such leasing arrangements can take the form ofbuild-operate-transfer (BOT), build-own-operate-transfer (BOOT), build-transfer-operate (BTO), andother variants thereof.

Lease payments can take the form of an annual royalty payment or down payment toward an eventualprivatization. Examples of these airport leasing arrangements are most prevalent in Latin America,although we also find examples in Africa, Australia and Canada. The problem with such leasingarrangements is that government is in a position of strength vis-à-vis the concessionaire when itcomes to negotiating rights to operate facilities that have no alternative use and charge monopolyrents. With the concessionaire in most cases being given the right to set aeronautical charges, in theabsence of effective price regulation, he can recover this cost from the users of the airports facilitiesand services. The incentive for the concessionaire to negotiate the best deal possible with thegovernment is therefore low.

Commercialisation factors

Ownership:

Accounting Methodology:

Capital Financing Options:

Employee Status:

Legal Status:

Entrepreneurialism:

Management Reports to:

Taxation:

Management Focus:

0% <------

100% State owned

Cash accounts

State budget

Civil servants

Government

Little

Political

Low

Government policies

100%

100% Public Shares

Commercial practices

All options

Corporate

Private

Considerable

Board of Directors

As private companies

Profits/Share Value

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Airport Economics

Private participation can also take the form of a transfer of minority ownership through the sale ofshares to a strategic partner or through a public issue. This has typically been the European model,although we also find examples in Asia and South Africa. With the notable exception of BAA picand a few others, a fully privatized airport is a rarity. Governments have generally demonstratedapprehension toward giving up full control of their airports to the private sector.

In summary, faced with budgetary constraints and the increasing financial resources required to fundairport operations and development plans, governments have felt that airports could be better operatedand managed as commercially autonomous entities, having access to private sector capital. Moreover,private participation and privatization in the provision of airport services has been seen as a sourceof revenue.

Although the large majority of airports still remain under government or public ownership, either inentirety or through a majority holding, indications are that private involvement in the ownership andmanagement will continue to increase. As the need for airport development funding continues togrow, with governments being increasingly reluctant to contribute funds, the pressures to privatizeairports will continue. These pressures will not only come from governments, but also from the airportmanagement that desires full managerial and financial autonomy from government interference.Typically, those airports already operating profitably as private companies are seen as maturecandidates for full privatization.


Economic regulation is essential to improving airport efficiency and counteringthe potential abuse in the setting of charges. In order to gain support from theuser community for the privatization of airports, it is imperative that Statesinstitute an effective and independent economic regulatory mechanism.

D1.5 THE NEED FOR ECONOMIC REGULATION

Due to the non-competitive nature of airports, it has long been argued and recognized that regulationof airport charges is essential, especially when the airport is privately owned and motivated by theprofit imperative. Economic regulation can range from hard and administratively burdensome (forboth the airport and users alike), to soft regulation—where the authorities rely on industry approachesbased on consultation and contractual arrangements (most prevalent in North America).

In the case of BAA, tight controls were imposed:

• It has to produce more detailed accounts consistent with the Companies Act.

• The CAA, working in conjunction with the Monopolies and Mergers Commission (MMC), caninvestigate complaints of discrimination or abuse of monopoly position.

• Aeronautical charges, in terms of revenue per passenger, could increase by no more than theretail price index (RPI) less an estimate of the expected increase in productivity, a negotiated Xper cent.

The significance of this latter condition — the "RPI minus X" formula that would be revised every fiveyears — is that it would force BAA to become more efficient and diversify into other revenue generatingactivities that are not subject to price controls. Thus, through the 'single till' rate-setting methodology,aeronautical charges could be kept within a targeted range. However, this so-called 'single till'regulatory mechanism has come under increased criticism and is not seen as shareholder friendlyas airport charges at Heathrow — one of the world's most congested facilities — were expected tofall 30% in real terms by March 2003 (the end of the regulatory review period).

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efficiently in the first place). Other regulatory schemes are contractual, whereby the airport comes toan agreement with the user community to cap charges at a certain level for a fixed term. Such is thecase at Copenhagen.

In other States a regulator may have been appointed to monitor the behavior of the concessionaireof an autonomous airport authority, but is largely ineffective in carrying out its mandate. The mainreason for this is that the regulatory authority may not be sufficiently independent and entrusted withthe necessary enforcement powers. In many such situations the concessionaire has the lobbyingpower to sway government officials and politicians, rendering the CAA virtually powerless. Howeverin the vast majority of cases of private participation or privatization of airports, examples of effectiveand truly independent regulatory mechanisms do not really exist.

D1.6 AIRPORT PERFORMANCE AND EFFICIENCY

As airports are increasingly operated on a commercial basis, and the trend toward airport privatizationcontinues, the need for and interest in information on financial performance will grow. Since airportsenjoy a quasi-monopolistic position, demand for airport services is relatively inelastic and the potentialexists for abuse in extracting high revenues from airport customers. Airport profitability, therefore,does not necessarily equate to airport efficiency. Aside from measuring airport quality of servicestandards, airport managers will therefore have to measure an airport's economic efficiency byassessing the relationship between inputs (labour, capital, etc.) and outputs (passengers, aircraftmovements, work-load units, etc.) Not only are airport performance indicators useful to airportmanagers for making decisions on the best use of resources, users will insist on them and regulatoryauthorities may well impose them as a means to gauge whether the commercialization process isdelivering on the efficiency promise.

While performance indicators can be used to analyze and monitor past and current performance,they can also be used to give an indication of the overall quality of performance when compared toa standard that reflects industry best practice. However data comparability problems make inter-airport comparisons difficult to calculate and interpret. Every airport has its own method for chargingfor its facilities and services, making it difficult to assess the relevant charge and its underlying costbase. Aside from currency differences, accounting practices differ from airport to airport; some airportsare recipients of government subsidies, while others have to arrange for their own financing.

Nevertheless, knowledge about performance benchmarks and information on relative levels ofefficiency between airports will continue to grow, and appropriate analytical techniques need to bedeveloped. At present there exists no industry standard for measuring airport performance, althoughthe Transport Research Laboratory (TRL) of the UK is currently the only firm doing work in the areaof Airport Performance Indicators and Airport Charges comparisons.

Some examples of indicators for measuring airport performance are:

• Total revenue per air traffic movement (ATM), passenger, or employee.

• Aeronautical revenue per ATM, passenger, or employee.

• Aeronautical revenue as a percentage to total revenue, or total cost.

• Non-aeronautical revenue per ATM, passenger, or employee.

• Non-aeronautical revenue as a percentage to total revenue, or total cost.

• Total cost per ATM, passenger, or employee.

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IATA Airport Economics

D1.7 IATA RECOMMENDATIONS

D1.IR1 Privatisation Policy Statement 1The airline industry generally favours the commercialisation and/or privatisation of airport andair navigation entities in that the facilities and services may be provided in a more cost efficientand effective manner. It is concerned, however, that the process often leads to increases in thecost base for charges, and thus, higher user charges. The requisites for industry support forprivatisation are: meaningful consultation with the user community prior to and during thecommercialisation/privatisation process; appropriate legislation obligating observance by thecommercialised/privatised entity of the ICAO Policies on Charges; and the designation of aneffective and independent economic regulatory mechanism providing oversight of chargingpractices.

V _ _ __________________________________.____________________________________________ _ J

D1.IR2 Economic Regulation Statement

Economic regulation is essential to improving airport efficiency and countering the potentialabuse in the setting of charges. In order to gain support from the user community for airportcommercialization/privatization, it is imperative that States that will or have alreadycommercialized or privatized their airports institute an effective and independent economicregulatory mechanism.


SECTION D2: AIRPORT COST STRUCTURES AND REVENUE SOURCES

D2.1 AIRPORT COST STRUCTURES

Capital charges (interest expense, depreciation and amortization) relating to investments in theinfrastructure represent a large portion of an airport's total costs. For established airports withcontinuous expansion plans, capital charges account for about 25-50% of total costs. For new "greenfield" airports, investment-related costs are significant, with capital charges accounting for as muchas 90% of total costs.

In the earlier years of civil aviation, suitable land was more readily available, and the capital costsrelated to the construction of basic infrastructure — runways, taxiways, and terminal and supportfacilities — were more affordable compared to today's standards. Airports were simply built where itwas cheapest to construct. Today, after decades of continued urbanization and environmentalrestriction, there is a lack of suitable land close to the city center. New airport sites are further fromthe cities they serve, requiring new road and mass transit infrastructure to be built for easy access.These sites are usually of poor quality, such that the pre-construction or site preparation phase hasbecome a major component of the investment. This phase could, for example, involve levelingsurrounding hills or creating a man-made island. The most extreme example of such an airportis Kansai (Osaka), in Japan. Together with the complex nature of today's airport facilities, theseconsiderations make construction of new airports prohibitively expensive and almost always in needof some form of government financial support.

Operations and maintenance costs — the costs to operate and maintain the investments ininfrastructure in good shape to prevent so-called capital deterioration — typically make up a third ofthe total cost structure. Staff costs can make up as much as 40% or as little as 20% of total airportcosts, depending on the region and the airport in question. Staff costs as a proportion of total coststend to be low for US airports because they do not get involved in air traffic control or handlingactivities, and because the airlines are much more involved in the operational activities of US airports.Thus the unique economic, operational and financial characteristics of US airports sets them apartfrom their peers in other parts of the world.

As pointed out in the chapter dealing with airport planning, an efficient, well-planned airport can savethe airlines money. The goal of reducing capital costs in order to be more cost-effective is too restrictivean approach. The goal should be to minimize the sum of airport user charges and airline operationalcosts. Optimizing a master plan by organizing the runway and terminal area layout whereby taxidistances and times are minimized is recognized as good airport planning. Airline operating costsalso need to be considered when determining the terminal design — a sound approach to whichpermits optimum airline staffing and quicker aircraft turnaround times.

Proper timing and phasing of an airport development programme is just as critical due to the effectthis has on airport unit costs. Investments in airport infrastructure, by their very nature, are lumpyand have the tendency to produce a 'step climb' in capacity. Unit costs increase sharply and decreaseagain over time as traffic builds up and the facilities are better utilized. To keep unit costs low or atreasonable levels, airports may be inclined to hold off on development plans until such time thatincreased congestion results in an increase in related costs; e.g. the cost of busing to remote aircraftboarding sites. Furthermore, due to economies of scale, high utilization of limited capacity will also■ make an airport more profitable. A rather extreme example of this effect is Heathrow.

D2.2 AIRPORT REVENUE SOURCES

The two main sources of airport revenue come from aeronautical or traffic-related activities (i.e.landing fees, passenger service charges, etc.) and non-aeronautical or commercial activities (i.e.office-space rent, car parking, duty-free shopping concessions, handling agent concession fees, etc.).Airports have traditionally relied more heavily on aeronautical revenue sources as their main form ofincome — typically about 50-70%, while 30-50% comes from commercial activities such as leases,duty free, car parking, airport ground handling services, etc. The smaller the airport and the more anairport relies on domestic passenger traffic, the more dependent it will likely be on aeronautical

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revenues as its main source of revenue. However, if such an airport is to attract, retain and developtraffic, it will have to set charges at reasonable levels. It is likely that these domestically-orientedairports will not achieve full cost recovery and typically will rely on some form of subsidization. However,as discussed in the section dealing with privatization, government subsidies are running dry andairports have been pressured to become financially viable through the development of other revenuesources.

ICAO has therefore recommended for some time that airports fully develop their non-aeronauticalrevenue sources. Lesser reliance on aeronautical revenues is also one of the reasons why IATA hassupported airport commercialization. However the development of additional revenue sources throughconcessions that are directly associated with the operation of air transport services; e.g. fuel through-put fees, catering concession fees, aircraft handling concession fees, etc., should not be consideredas opportunities for revenue enhancement since this only increases the cost to operate at an airportand is therefore considered no different from increasing aeronautical charges.


Airports should refrain from imposing non-cost-related levies on aeronauticalactivities directly associated with the operation of air transport services. Suchlevies only increase the cost of airline operations at an airport and could havediscriminatory effects.

The development of commercial activities has proven to be particularly profitable for certain airports,leading some to take on more risky ventures or to get involved in non-airport-related activities. Asidefrom offering consulting services, some airports have been making investments in other airports orairport development projects, or getting involved in the provision of discotheques, casinos, or otherreal estate projects.

The concern here is the potential for management distraction away from the core business of runningefficient and cost effective airport facilities and services. An equally significant concern is the potentialthat users of the airport are exposed to the financial risk related to such ventures. Nevertheless, thedevelopment of revenues from non-aeronautical activities has become the principle means by whicha growing number of airports have been able to recover their total costs in the case where lossesare made on the aeronautical side of the business. Under a 'single-till' rate-setting methodology,charges can therefore be moderated and kept at reasonable levels. Further discussion on this topicis included in the sections dealing with airport cost allocation and rate-setting methodologies.


D2.IR1 Airport Revenue Policy Statement

Airports should refrain from imposing non-cost-related levies on aeronautical activities directlyassociated with the operation of air transport services. Such levies only increase the cost ofairline operations at an airport and could have discriminatory effects

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SECTION D3: AIRPORT INVESTMENT DECISIONS AND FINANCING

D3.1 AIRPORT INVESTMENT DECISION-MAKING

A detailed business plan has to be drawn up as part of any airport development programme. It shouldcontain financial projections and forecasts of future activity at the airport. The basic elements thatshould be included in this type of business plan are:

• Forecast and composition of air traffic demand.

• Scope of and business case for the airport development programme.

• Feasibility analysis; i.e.: will the airport's overall financial performance be acceptable; can theairport manage the additional cash flow requirements; will the proposed programme produce anacceptable return on investment; etc.

• Financial analysis of costs and revenues, including: an operating budget; a financing plan; a cashflow forecast; a debt servicing schedule; pro forma balance sheets and income statements;financial ratio analysis; etc.

• Risk mitigation assessment, the primary areas being: technical risk relating to constructioncompletion; commercial risk relating to changes in traffic demand; cost risk relating to changesin construction or capital and operational costs; financial risk relating to currency exchange,inflation and interests rate changes.

For investment purposes, the next step is to draw up a financing plan. Critical to this plan is ananalysis of the airport's ability to generate sufficient revenues to make the required payments foroperating & maintenance expenses, debt service, and other funding requirements that may be requiredby bondholders or other creditors.

In most cases, airport management would do well by contracting with a reputable consultant withexpertise in project feasibility studies and airport financing programmes. Once a detailed businessand investment plan has been drawn up, an evaluation of the investment financing options can begin.

D3.2 AIRPORT FINANCING OPTIONS — DEBT vs. EQUITY

In order for airports to gain access to private finance, certain institutional and legal changes will firsthave to take place, usually by way of an airports act. Once these changes have occurred, an airportwill have the same choices to make about capital structure as any other private firm would. Theoptimal or target capital structure is the desired mix of debt, preferred shares, and common equitythat will cause a firm's share price to be maximized and its weighted average cost of capital (WACC) 1

to be minimized.

This optimal balance between debt and equity financing has been the central question in corporatefinance for some time. All-debt financing typically provides a lower average cost of capital and, inany case, for most airports the choice may be limited solely to debt. This is the case in the US whereairports have access to tax-free revenue bonds.

1 The Weighted Average Cost of Capital is defined as the weighted average of the cost of debt, rB, and the cost of equity, rs. Takingcorporate taxes into account, the appropriate cost of debt is the after-tax cost of debt since interest is tax deductible. The formula fordetermining the WACC is:

S B ,. T sTwacc- g^g- rs + g-Tfg- rB U - Ic)

where rB (1 - T0) is the after-tax cost of debt.

For regulated industries like gas, power, telephone, or railways, the cost of capital has been used to set prices so that the utility earnsthis rate of return. If the cost of capital is set too low, then the company will not be able to attract sufficient capital to

Nevertheless, there appear to be some compelling reasons for airports to take on more debt vs.equity. Profitable enterprises with stable, predictable cash flows and safe, tangible assets can affordto take on more debt; unprofitable, risky firms with intangible assets less so. Utilities, such as airports,typically can afford much greater leverage.

There is also a certain order in which firms go about seeking financing. New capital will first comefrom retained earnings. Only after this option is exhausted or becomes difficult due to imposedlimitations on the build up of reserves, will a firm turn to lenders — whether the banks for loans orlines of credit and/or the bond market. Only as a last resort does the firm turn to the equity market.

This being said, it has been observed that airports have surprisingly low levels of financial leverageand, more importantly, they have significantly less debt than their peers; i.e. utility companies.

Bonds issued by airports can come in a variety of forms:

General obligation bonds — General obligation bonds are backed by the issuing government andsecured and serviced out of general tax receipts. They are sold at relatively low interest rates.Total general obligation indebtedness of the relevant government may be a limiting factor in theuse of general obligation bonds.

Self-liquidating general obligation bonds — A variation of general obligation bonds are self-liquidating general obligation bonds, which are secured by the good faith and credit of the issuinggovernment, but are serviced from airport revenues. They have the advantage of the low interestcost, but are not subjected to debt restrictions and do not compete with other public works projectsfor capital funding.

Airport revenue bonds — Airport revenue bonds, for which debt service is paid out of airportrevenue, have been the major financing mechanism at large and medium size airports in the US.They are sold at slightly higher rates of interest due to greater perceived risk. Essentially, theairport pledges that its future income will be sufficient to cover the interest and capital repaymentover the period of the bond issue. The coverage ratio typically ranges between 1.2-1.5 and levelof risk will be dependent on this coverage ratio.

Lease or special facility bonds — These bonds are guaranteed by the future rental or leasepayments of the airline or group of airlines that are going to use the facility, and are secured byway of long-term lease/use agreements.

Bond Rating Agencies

Since bond rating agencies determine how bonds are priced, it is important to understand how airportbonds are perceived. In general, bond rating agencies have historically rated airport revenue bondsquite highly. A 1990 ACI survey of 31 airports found that 8 of the airports surveyed had the bestpossible rating (Aaa on Moody's Credit Rating Scale), and 12 had high ratings (Aa). It is an airport'sstatus as a critical public utility generally lacking significant competition for local traffic, as well as itsability to recover its costs, that have lifted airport ratings up to investment-grade levels.

Growth of the airport sector in the bond and bank debt markets will depend heavily on the extent towhich borrowers and lenders can identify and control credit risk. Credit analysis is important and willbe a key element in the long-term growth of airport debt. An evaluation of an airport's credit positioninvolves a fundamental analysis of its business and competitive position and its operations. As such,the perceived credit quality of an airport is the product of its performance in a number of analyticalareas:

• Competitive position — O&D airports tend to carry less risk than do hub airports that rely heavilyon transfer traffic.

• Finances — operational comparables, benchmarks and financial ratios are used to assess anairport's strengths and weaknesses.

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• Rate-setting methodology employed — a key consideration since it fundamentally determineswho assumes the risk for the airport's financial operations and who has control over airport capitaldecisions.

• Debt profile — the amount, type and structure of the debt being issued are reviewed whenassessing an airport's credit position.

• Ownership structure — generally speaking, direct government ownership that provides for aguarantee against default improves an airport's ability to access capital markets.

• Management — aside from an assessment of the strength and quality of the airport management,the nature of its relations with the airlines is also considered.

• Environmental issues — noise restrictions on runway usage have become a significant issue,particularly for western European airports, as this can hamper growth and expansion. From acredit perspective, the extent to which operational restrictions and opposition to expansion willaffect an airport's position and impact its financial and strategic position needs to be assessed.


Pre-funding or forward financing vehicles are becoming more prominent,increasing the cost of air transportation. In essence, the airlines and/or thepassenger are made to pay for facilities that are not yet in use. It is acknowledgedthat major capital investments will require external financing, the cost of whichshould only be included in the cost base for charging purposes when the facilities

D3.3 AIRPORT FINANCING OPTIONS — PRE-FUNDING THROUGHCHARGES

When the forementioned financing options are limited or unavailable, airports may turn to pre-fundingthrough charges as a means of financing capital investment projects. Pre-funding through chargessuch as the US passenger facility charge (PFC) goes against the fundamental principles of costrecovery, as does the build up of reserves from an excess of revenues over expenses. This wasrecognized during the ICAO Conference on the Economics of Airports and Air Navigation Services(ANSConf 2000).

However, during the Conference discussion there was general support for pre-funding under specificcircumstances where it is determined that it is the most appropriate or only source of funding providedthat strict safeguards are in place for users who will be paying for facilities they do not use. Suchsafeguards should include effective and independent economic regulation, substantive consultationand general agreement with users, limited time of application of the pre-funding charge, andtransparency of accounts to ensure the funds are used toward the agreed upon project.

For accounting purposes, care should be taken that once the facilities become operational the related

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D3.IR1 Airport Financing Policy Statement

Pre-funding or forward financing vehicles are becoming more prominent, increasing the cost ofair transportation. In essence, the airlines and/a the passenger are made to pay for facilitiesthat are not yet in use. It is acknowledged that major capital investments will require externalfinancing, the cost of which should only be included in the cost base for charging purposeswhen the facilities in question are operational

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SECTION D4: AERONAUTICAL CHARGE POLICIES

D4.1 AERONAUTICAL CHARGES

For most airports, aeronautical charges continue to generate well over half of their total revenues.On the part of the airlines, airport charges are critical because they have a direct impact on operatingcosts. However, due to a variety of factors, airport charges impact different airlines differently.

For a short-haul carrier with a high frequency hub feeder operation, airport charges can be significant— as much as 20-25% as a proportion of total operating costs. For a long-haul carrier operating largeaircraft, airport charges can account for about 5% of total operating costs. Depending on the regionof the world, this figure can increase to 10-12% or be as little as 2-3%. In absolute terms airportcharges have more than doubled, and as new airport facilities and services become operational insome regions of the world higher user charges can be expected.

In summary, since airport charges are an uncontrollable cost as compared to other costs, and havebeen escalating faster than any other airline cost over the last decade, they will continue to be amajor cause of concern for airline management. It is for this reason that the topic of User Chargeshas been among the top three priorities for IATA in recent time.

Figure D4-1: Cost Breakdown Schedule

2001 vs.^ATA Operating Cost 11 2JD m 1991

IATA International Scheduled services US cents US cents

per % of per % of % changeCockpit Crew 3.3 8.4% 2.8 7.1% -15.2%

Fuel & Oil 6.1 15.4% 6.1 15.4% 0.0%

SAircraft Insurance, Depreciation &

Leases

4.9 12.4% 4.9 12.4% 0.0%

Maintenance & Overhaul 4.8 12.2% 4.0 10.1% -16.7%

Airport Landing & Related Charges 2.1 5.3% 2.0 5.1% -4.8%

Air Navigation Charges 1.4 3.5% 1.9 4.8% 35.7%Station & Ground costs 5.6 14.2% 4.4 11.1% -21.4%Cabin Crew & Passenger Service 6.0 15.2% 5.5 13.9% -8.3%Ticketing, Sales & Promotion 8.9 22.5% 5.9 14.9% -33.7%General and Administrative 2.7 6.8% 2.0 5.1% -25.9%

Total 45.8 115.9% 39.5 100.0% -13.8%

nsc" Mlíón

Airport Landing & Related Charges 4.2 7.8 85.7%

Air Navigation Charges 2.8 7.4 164.3%

7.0 15.2 117.1%

D4.2 DETERMINING THE COST BASE FOR AERONAUTICAL CHARGES

Paragraph 22(i) of ICAO's Policies on Charges (Doc 9082/6) states that:

'The cost to be shared is the full cost of providing the airport and its essential ancillaryservices, including appropriate amounts for cost of capital and depreciation of assets, as wellas the cost of maintenance and operation, and management and administration expenses,but allowing for all aeronautical revenues plus contributions from non-aeronautical revenuesaccruing from the operation of the airport to its operators."

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The paragraph captures two important concepts for determining the cost base for airport charges.First, the meaning ascribed to the terms 'full cost' emanates from the 1991 ICAO Conference onAirport and Route Facility Management (CARFM) during which it was agreed to delete the word'economic' between the words full' and 'cost' from previous version Doc 9082/4, '...to emphasize theprinciple that only the costs actually incurred by the providers of airport and air traffic control facilitiesand services should be charged...'

This recommendation was meantto reflect the growing trend toward airport autonomy and privatization,and to indicate that the ICAO Statements by the Council on Airport Charges (Doc 9082/4) was onlyto provide guidance on the cost recovery of the facilities and services provided to air traffic.

Rate-setting methodologies

The second concept is the application of the 'single-till' principle, in that the cost base for chargesshould be based on the cost of the airport facilities and services provided, net of contributions fromnon-aeronautical revenue sources.

How much of a contribution should be considered has been the subject of much debate and contentionbetween airports and airlines. The airline industry has historically been of the opinion that airportsexist to facilitate air transportation services and that revenue from all commercial activities within theairport perimeter should therefore contribute to the 'single-till' in the determination of the cost basefor charging purposes.

Further, considering that airports are increasingly developing their commercial potential throughinvolvement in non-core activities, it is also felt that the airline community should be consulted priorto such initiatives in regards to what extent users should be exposed to the risk involved under a'single-till' rate-setting methodology.

In the US, this trade-off between risk exposure and user-say has been captured in airline airport useagreements. The residual approach1 to setting airport charges guarantees the airport will break-even, although some airports will ensure that an adequate surplus is made. In this case, the airlinestake the financial risk, but usually have veto power over airport investment decisions by way of a'majority-in-interest' (MM) clause, which gives airlines veto power over airport-development plans.

The other rate-setting methodology is the compensatory approach2, which on a total airport basis isnot set to necessarily break-even. A profit or loss can be made depending on the level of traffic andcommercial activity that is generated. In this case, the airport assumes the financial risk, but receivesthe benefits of the concession revenues, usually during periods of traffic growth.

Airports employing this methodology have tended to produce larger surpluses and would also be ina better position to use retained earnings for investment purposes. However, US legislation limits thelevel of profit allowed and there have been cases when airlines have sued airports for the accumulatedsurpluses. Nevertheless there has been a tendency for airports to move away from the residualapproach to adopt the compensatory or hybrid approach, which employs a mix of the twomethodologies, usually airside residual and landside compensatory.

Under the 'single till' or 'global residual' approach to rate setting, which IATA favours, big incomestreams from areas like parking and retail have,the effect of lowering airport charges to airlines, whilethe airlines, in turn, assume the financial risk and ensure the airport is kept whole. However, the'single till' has become a topic of heated debate, with the airports arguing that it is an economicperversity since it subsidizes the airlines, especially so during times of capacity constraint, and createsa disincentive to develop new sources of non-aeronautical revenue.

1 Residual Methodology — under this approach, which can be applied on a cost centre or total airport basis, non-airline revenues arecredited against costs to determine the net revenue required, which is then apportioned back to the airlines.

2 Compensatory Methodology — under this approach, rates and charges are calculated to fully recover the airlines' share of operating andcapital costs without any credit for non-airline revenues. The airlines' share of costs exclude concession and public areas,

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Another paragraph of importance is 22(vii) which states that:

"Airports may produce sufficient revenues to exceed all direct and indirect operating costs(including general administration, etc.) and so provide for a reasonable return on assets ata sufficient level to secure financing on favorable terms in capital markets for the purpose ofinvesting in new or expanded airport infrastructure and, where relevant, to remunerateadequately holders of airport equity."

In the context of airport privatization, airlines are of the opinion that they should not be made to payfor the (at times) speculative returns sought by equity holders. Airport management will be temptedto take on more risky ventures (e.g. international expansion through equity holdings) in order to attractand retain investors. Further, the temptation would be to reduce the contributions of non-aeronauticalrevenues to the cost base for aeronautical charges or abandon the 'single till' concept altogether.This is therefore yet another reason for the need of an independent and effective economic regulatorymechanism to help mitigate user exposure to such risk.

Given the debate surrounding the 'single till' principle to rate-setting and its link to the regulated returnan airport can generate, ACI and IATA developed a joint interpretation of sub-paragraphs 22(i) and22(vii) which is reproduced below:

ACI/IATA JOINT INTERPRETATION OFSUB-PARAGRAPHS 22(i) AND 22(vii) IN

ICAO'S POLICIES ON CHARGES FOR AIRPORTS ANDAIR NAVIGATION SERVICES (DOC 9082/6)

In interpreting these two sub-paragraphs, the following should apply:

1. The existence of air traffic activity is a necessary precondition for the generation of airport non-aeronautical revenues. Such revenues are then generated through management initiatives inoffering suitable products and prices. All aeronautical and non-aeronautical revenues from theoperation of an airport accrue, in the first instance, to the airport. Reaching a commonunderstanding on the contributions of non-aeronautical revenues to defray the cost base forcharges is an acknowledgement of the partnership between airports and users.

2. The non-aeronautical revenues in question do not normally include revenues earned by airportoperators from activities undertaken off-airport, or those undertaken by the airport in fullcompetition with other suppliers.

3. Given the different local circumstances and fast changing conditions, with respect to airportownership and management, as well as regulatory regimes, there are likely to be a range ofdifferent appropriate treatments of non-aeronautical income by airports.

4. When determining the contributions from non-aeronautical revenues, high priority should be givento the investment needs of airports, taking into account paragraph 24 of Doc 9082/6, whichaddresses pre-funding of projects, while recognizing that there may be many alternatives tofinance infrastructure development.

5. The appropriate return on aeronautical activities should reflect differences in the level of risk fromnon-aeronautical activities. Further, iniorder to provide incentives to the airport operator, highlevels of service and efficiency in aeronautical activities may be rewarded with higher returns andvice versa.

6. When defining the contributions from non-aeronautical revenues, an accounting system shouldbe in place to identify the relationship between costs and revenues of non-aeronautical andaeronautical activities (Doc 9082/6, sub-paragraph 17(vi) refers).

7. As stated in point 4 above, it may he appropriate for airports to retain non-aeronautical revenuesrather than use such revenues to defray charges. However, there is no requirement for airportsto do so and, in appropriate circumstances, there may be solid grounds for charges to be lower,consistent with Doc 9082/6, sub-paragraph 22(viii).

8. None of the foregoing should be interpreted as encouragement to airports to exploit unreasonablytheir market position relative to users.

Agreed to February, 2001

As a final point, in the event that aeronautical charges are determined without any contributions fromnon-aeronautical revenue sources, then the cost allocation between aeronautical and non-aeronauticalfunctions and among landing (runways and taxi ways), parking/apron and terminal facilities shouldbe based on an accurate and appropriate methodology that is deemed to be reasonable and equitableto users.

Cost accounting

It should be evident from the foregoing that a proper cost accounting system is an essential tool,both in providing the basis for determining the cost base for charges, but also for providing informationto airport management in its assessment of operating performance from a financial perspective. Thecost accounting system should help achieve the following objectives:

• Determine the costs of specific services, programmes, and activities.

• Understand the composition of these costs and what the cost drivers are.

• Determine the efforts and accomplishments associated with programmes and delivery of servicesand their changes over time in relation to costs.

• Measure the efficiency and effectiveness of the organization's management of services,programmes, and assets.

In the determination of the cost base for charges, special attention needs to be given to the issue ofcost allocation, because so many of an airport's costs are joint costs. First, the total costs by majorcost item (operating & maintenance, marketing, administrative, capital charges, etc.) have to bedetermined. The second step involves allocating these functional costs to the various airport areasor services and this will involve allocating certain costs that are attributable to two or more areas orservices by employing a sound cost allocation methodology such as activity based costing (ABC).For example, there are many areas and facilities that are used both for passenger handling andcommercial purposes, and care must be taken to allocate costs fairly and equitably betweenaeronautical and non-aeronautical activities. Likewise, in the case of airport networks, appropriateamounts of overhead costs need to be allocated among the relevant airports. The principles of cost-related and site-specific charges must be maintained.


IATA has no objection to airport networks and airport cross-ownership oralliances charging practices as long as airport charges are cost-related and site-specific. IATA considers that there should be no cross-subsidization betweenairports and finances should be strictly separated.

Finally, arriving at an equitable cost base for charges will require an allocation of costs among differentuser groups or categories, i.e. general aviation, military, and international and domestic civil traffic.

Once the costs attributable to civil air traffic have been established, the cost base for individualcharges can be estimated by determining the costs of the facilities and/or services the charge is tocover. The relevant rate for a given charge (landing fee, parking fee, passenger service charge, etc.)is then determined by dividing the relevant cost base by the estimated number of charging units. Thenumber of charging units in the case of a landing fee is generally the aggregate aircraft MTOW thatis estimated to take-off from the airport in the relevant year, or the number of departing passengersin the case of a passenger service charge.

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D4.3 AERONAUTICAL CHARGING POLICIES

The User Charges Panel (UCP) is the group that leads the IATA approach to user charges issues.Its objective is to ensure charges are reasonable, cost-related, non-discriminatory and equitablyapplied, and the panel enters into consultations with government and their designated chargingauthorities for this purpose. The UCP operates within the framework of a terms of reference set by theIATA Financial Committee, to which it reports, and consists of 10 airline experts who are geographicallyrepresentative of the IATA Membership.

ICAO Policies on Charges

While the UCP has developed IATA policies on User Charges issues ranging from privatization tomarket-based options to counter congestion and delays, much of its work is based on ICAO's Policieson Charges for Airports and Air Navigation Services (Doc 9082/6). These Policies on Charges areupdated from time-to-time and contain the recommendations and conclusions of the ICAO Councilon charges issues. They are intended for guidance to ICAO contracting States, however, IATAconsiders that States and their designated charging authorities have a moral obligation to observethe Policies on Charges. To assist States in the implementation of the Policies on Charges, ICAOhas also developed and maintains two manuals: the Airport Economics Manual (Doc 9562) and theManual on Air Navigation Services Economics (Doc 9161/3), which are updated from time-to-time bythe Airport Economics Panel (AEP) and the ANS Economics Panel (ANSEP) to which IATA is anactive member.

The principles for the setting of aeronautical charges as contained in the Policies on Charges havetheir origin in Article 15 — Airport and Similar Charges of the Convention on International Civil Aviation(a.k.a. the 'Chicago' Convention). Article 15 of the Convention requires of a contracting State that:uniform conditions shall apply to the use of airports and air navigation facilities by aircraft of othercontracting States; and charges imposed for use of such facilities shall not be higher for aircraft ofother contracting States than those paid by its national aircraft engaged in similar internationaloperations.

Average cost pricing

The requirements that airports be open to users under uniform conditions and that charges be non-discriminatory form the basic underlying philosophy to airport charging policies. These basic principlescan also be found in bilateral air services agreements between States. It has also been widelyaccepted that airports are public utilities and that air transport is a service of national importance.Thus, traditional charging policies have also been based on recouping solely the costs of the facilitiesand services provided. These principles have lead to an average cost pricing approach to charging.

However it was clear that larger, heavier aircraft needed longer and stronger runways and largerhandling facilities and thus imposed a higher cost on an airport. Further, larger aircraft with theirhigher payloads were found to be better able to bear higher charges — the ability to pay principle.Thus, many airports introduced specific charges for facilities and services such as aerobridges andsecurity and apron services. In the case of landing fees, an aircraft weight element (usually MTOW)was included in the formula as a proxy for the cost it imposed on the airport. However, in the caseof terminal navaid (approach control) and other air navigation services charges, it was recognizedthat larger aircraft are more efficient, able to transport more people in a single movement and requiringno more air traffic management effort than was required for a small aircraft. In the case of suchcharges, the practice has been to employ the square root of the weight factor as a trade-off betweenthe ability to pay and aircraft efficiency.

Rebates, discounts and incentives

Of late, a number of airports have offered discounts on charges, or rebates, as a marketing tool toincrease traffic volume or attract new air routes. Some such incentives are officially published, whileothers are not. The argument in favor of such discounts is that they are aimed at increasing the totalbusiness, thereby benefiting all users, especially where the 'single-till' principle to rate-setting is

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applied. Airline start-up costs for a new route can be significant, and therefore airport assistancethrough incentives for a limited time is acceptable and appreciated by the airline industry. IATA,however, only supports rebates or discounts that are non-discriminatory and do not contravene Article15 of the Chicago Convention. The non-discriminatory element should include the requirement forsuch incentives to be published.


A number of airports offer discounts or rebates, mainly as incentives to stimulatenew or increased traffic. lATA's view is that discounts or rebates are acceptableonly if they comply with the following principles:

• Non-discriminatory — any discount or rebate offered must be available toall operators under the same conditions.

• Do not distort competition.

• Are time-limited.

• Are not funded through increases in existing user charges.

• Should be published.

IATA publishes the Airport & Air Navigation Charges Manual, which is a complete compilation of up-to-date information on airport and air navigation charges world-wide and is available for sale in printand CD-ROM format.

IATA

D4.4 MARKET-BASED OPTIONS

In light of the more commercially oriented environment in which airports now operate, there has beensome debate in recent years as to whether the traditional airport charging schemes result in theefficient allocation of resources, and generate sufficient revenues to provide for an adequate returnon investment.

The traditional airport charging systems, that have developed under the auspices of ICAO guidance,aim solely to recover the cost of providing the facilities or services through a combination of averagecost pricing and ability to pay, and do not provide adequate signaling mechanisms about the costsairlines impose on an airport. This debate has become particularly acute in the case of congestedairports and environmental mitigation.

It is argued that average cost pricing offers little inducement to operators of new aircraft types tominimize the cost they impose on the airport in terms of new facilities that are required. All users endup contributing to the cost for accommodating the new aircraft type. It has been further argued thataverage cost pricing offers no incentive for operators to move from peak to off-peak periods. Finally,under an average cost pricing regime, the more congested an airport gets, the cheaper it gets tooperate.

These arguments have lead airport managers and regulators alike to explore the introduction ofeconomic pricing principles and marginal cost pricing — the cost that would be incurred to produceone additional unit of output. Economists have long argued that the pricing policy that leads to themost efficient allocation of resources is one where the price of a good or service is set to the marginalcost of providing that good or service.

However, can such pricing policies be implemented in the airport environment and will they have thedesired effect? So called market-based options have been promoted as having a possible role toplay in relieving airline flight delays and congestion at busy airports, thereby improving airport capacitymanagement, enhancing competition and promoting the efficiency of the overall aviation system.

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Market-based options would therefore include all market pricing regimes that could encourage aircarriers to use limited capacity in a more efficient manner, potentially bringing into balance currentsupply (airport capacity) and demand (number of flight operations) while longer-term capacityexpansion is pursued. Such market-based options could include:

• Auctions, which would allocate a fixed number of operations for some particular period of time.

• Congestion pricing, which contemplates charging air carriers not only for the costs they imposeon an airport, but also the delay costs they impose on other airport users.

• Peak period pricing, which contemplates imposing fees based on the higher costs an airportincurs to accommodate demand during peak hours, or the cost an airport does not incur becauseflights are shifted from busy periods of the day to less busy periods.

• Flat fees, which would restructure existing weight-based landing fees so that total airfield costsare recovered through a higher average fee, thereby affecting the mix of aircraft that operate atan airport.

IATA has held the view that in order to relieve airport congestion and delay, the primary objectiveshould be to improve the utilization of existing capacity and make available additional capacity, ratherthan ration demand through market-based options that have not proven to be effective. In regardsto the specific options mentioned, lATA's views are as follows:

Auctions — Auctions, which would allocate a fixed number of operations for some particularperiod of time, would result in significantly higher costs for airlines and would not be practicablein an international context, due to issues relating to reciprocity. The current process of allocatinglimited capacity is done by way of slot allocation programmes in place at certain congestedairports. The processes to deal with congestion problems at airports need to be fair and equitablefor all air operators. Therefore, the current process of applying for and assigning internationalslots is being done on similar terms at all airports. Slot applications are typically assigned asrequested. Auctions, on the other hand, entail a degree of uncertainty as to whether or not a slotwill become available, aside from the inflated price that will have to be paid. However, neither asystem of auctions or a slot allocation programme would do anything to reduce congestion, unlessthe number of operations are effectively capped.

Congestion pricing — Congestion pricing, which contemplates charging air carriers not only forthe costs they impose on an airport, but also the delay costs they impose on other airport users,relies on the correct and accurate identification of externalities. These are difficult if not impossibleto assess with any degree of accuracy, or to impose based on general agreement amongstakeholders. It would be difficult to demonstrate that congestion prices are cost-based, afundamental principle any airport charging scheme should adhere to as per ICAO guidance (referto Doc 9082/6). Further, what this concept appears to assume is that air carriers do not incurdelay costs. The fact is that air carriers incur significant delay costs, including the cost of extrafuel burn, catering, hotel accommodation for inconvenienced passengers, etc.

Peak period pricing — Peak period pricing schemes contemplate imposing fees based on thehigher costs an airport incurs to accommodate peak hour demand, and lower fees based on thecost an airport does not incur during less busy periods. Such a charging scheme should inherentlybe revenue-neutral, however this has not been demonstrated where such schemes have beenin place. Due to difficulties associated with cost identification and allocation, airports have notbeen able to identify with any great level of accuracy what their costs are at different times ofthe day.

These supposed 'demand-altering' pricing schemes could only have an effect if operators had fullcontrol over their demand patterns. This is not the case. An airline's scheduling and fleet allocationdecisions are based in large part on the demand for air travel at particular times of the day. An airlinehas therefore limited ability to adjust, in an efficient way, to a system of peak/off-peak charging dueto the complex task of scheduling its operations. Scheduling is one of the most difficult tasks anairline has — trying to optimize aircraft utilization within the constraints of airport curfews, increasingenvironmental restrictions, crew availability, and many other factors.

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Peak charges have therefore only increased the cost for those air carriers operating during the peakperiods and raises concerns of equity and discrimination. Furthermore, at most (congested) airportsit has become impossible to differentiate between peak and off-peak hours of the day — peak hourscould well constitute the entire operating day making it impossible to implement a peak period pricingscheme. Experience has shown that where peak/off-peak charges have existed, it has not had asignificant effect on the distribution of traffic from peak periods to off-peak periods. The result hasbeen that, while a few airports around the world have introduced peak/off-peak charging schemes,others have abandoned them. ICAO has similarly concluded, on the basis of a survey it conductedin preparation for the Conference on the Economics of Airports and Air Navigation Services (ANSConf2000), that "...peak pricing has proved to be of limited effectiveness for capacity management." It isfor these reasons that IATA has strongly opposed any such system of peak/off-peak charging.


IATA objects to any system of peak period pricing, a scheme that arbitrarilyredistributes costs between different users. An airline faced with peak periodcharges has no real opportunity to adjust to such a pricing scheme in an efficientway due mainly to the limited flexibility it has in the scheduling of its operations.

It is clear that the three previously mentioned market-based options will have the effect of increasingair carrier operating costs. Since air carrier demand for airport capacity is in fact derived demand,the question is whether air carriers operating in a competitive market can effectively pass on theincreased operating cost to the ultimate consumer of air transportation services, and thus, influencehis/her behavior.

While the demand profile of a business passenger is relatively inelastic to that of a leisure passenger,the air travel market has also demonstrated that it has a voracious appetite for cheaper fares. Thishas been the basis for success of the low cost carrier and any attempt by certain carriers to raisefares is not met with similar fare increases by other carriers. It is a known fact that airfares reflectwhat an individual passenger is willing to pay and not a certain margin over an airline's costs —effective market segmentation and the law of supply and demand dictates airfares. Thus, whatthese market-based approaches would accomplish is an increase in airline operating cost, with littleopportunity of recovering this cost through the fare structure.

Flat fees —A flat fee that would recover total airfield costs through a higher average fee, or alternatively,a high minimum charge, has proven to be more effective in moving aircraft of a certain lower weight-class from congested airports to secondary, reliever airports. This was confirmed as a result of thesame ICAO survey noted above. However, such a pricing scheme obviously results in limiting airportaccess to a certain group of users and raises concerns of equal access.

Attempts to alter current average cost charging schemes with the introduction of market-based optionsshould consider capacity costs as joint costs to all airport users. All airport users benefit jointly fromthe availability of an airport — it has not been developed for any single user group. All users contributetheir fair share of the joint costs. An average cost pricing regime, as employed in general practice,is therefore considered to be the most fair, transparent and equitable charging regime. Market-basedoptions and any other demand-management mechanisms will distort the equity principle, inevitablytreating airport users differently, while not really addressing what is essentially a supply-side capacityproblem. Strategic, long-term airport development planning is therefore key to solving the capacityproblem.

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IATA Airport Development Reference

D4.5 CONSULTATION WITH USERS

Consultation is the cornerstone to a meaningful relationship between an airport and its user community.The ICAO Council, in its Policies on Charges for Airports and Air Navigation Services, has recognizedthis. The underlying philosophy of the consultative process is transparency of information and therational of decisions. The goal of consultation should be to reach consensus between the participants,and this requires a spirit of openness and understanding from both sides. The timely provision bythe airport of financial information, including projections, and forecasts of future traffic activity, togetherwith other relevant supplementary data or information should serve as a prerequisite for a meaningfulconsultative process. On their part, airlines should provide medium-to-long-term schedulinginformation to an airport.

The ICAO Policies on Charges do state that failing agreement on charges issues, an airport wouldbe free to impose new or revised charges. While it is recognized that agreement cannot always beachieved, decisions made by an airport on the imposition of charges should take into account airlineviews and concerns. In the case where airline views are not acted on, the reasons for this should beexplained. In case of disagreement, and failing reasonable explanation, users should have the rightof referral to the competent regulatory authority.

Where significant new or revised charges are being contemplated, consultation should take placewell in advance, i.e. 4-6 months prior to implementation, and may require several meetings before afinal decision is made. It is important to note that consultation is a process and not an event wherea decision already made is merely announced and subsequently implemented. The airport shouldseek comments on a proposal, take these comments into consideration and eventually come to aninformed decision. Ideally, a proposal should be framed as a number of possible options or scenarios.

Month 4

I60-day consttation periodMonth 1

Month 2

Month 3

Firstconsultation

meeting

Possible other meetings tobe held and exchange of

correspondence during

this 60-day period

Final notice ofnew or revisedcharges

(30-day lead-

time)

Initial proposaland notice ofmeeting (30-day lead-time)

Implementationof new or

revised charges

The benefit to the airlines of a meaningful consultation process is that they get to know what theyare paying for and have their opinions heard. The benefit to the airport is that it will implement changesto their charging scheme based on a well-informed decision.


D4.IR1 Airport Charges Policy Statement

IATA has no objection to airport networks and airport cross-ownership or alliances chargingpractices as long as airport charges are cost-related and site-specific. IATA considers that thereshould be no cross-subsidization between airports, and that finances should be strictly separated.

V___________________________________________________________________________________________________________________________________________________________________________________________ J134

D4.IR2 Discount and Rebite Policy Statement

A number of airports offer discounts or rebates, mainly as incentives to stimulate new or increasedtraffic. lATA's view is that discounts or rebates are acceptable only if they comply with thefollowing principles:

;«6 Non-discriminatory—any discount or rebate offered must be available to all operators underthe same conditions.

• Do not distort competition.

» Are time-limited,

• Are not funded through increases in existing user charges.

• Should be published.

D4.IR3 Pricing Policy

IATA objects to any^tem of peak period pricing, a scheme that arbitrarily redistributes costsbetween different users. An airline faced with peak period charges has no real opportunity toadjust to such a pricing scheme in an efficient way due mainly to the limited flexibility it has inthe scheduling of its operatiWs.

V. ______________________^_____________________........................_________________.

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SECTION D5: INTERNATIONAL COST VARIATIONS

D5.1 AIRPORT BENCHMARKING DATA

The purpose and objective of this section is to provide a series of broad, indicative construction costsfor the primary facility components of an airport campus.

The given costs are drawn from historic data compiled from major aviation projects, undertaken inboth the UK and internationally. All costs have been reconciled to 4th quarter 2003 rates for the UKconstruction market.

The given costs relate to new build construction work in an environment that is not excessivelyaffected by operational restrictions and logistical constraints. Such constraints can generate significantadditional costs — typically issues such as imposed phasing of the works, abnormal working hours,operational safety and security requirements and working in an airside environment.

The main driver of construction cost levels for passenger buildings tends to be relate to prescribedpassenger service levels and the envisaged passenger experience. A 'budget style' regional airportcan easily cost less than 50% of the £/m2 rate of a high profile international facility.

There is a massive difference in the cost of constructing 'identical' facilities across the globe. Wehave provided a conversion schedule for global adjustment from the given UK construction cost levels.The adjusting factors take cognisance of labour costs, material costs, specifications and industrystandards.

Fourth Quarter 2003

Facility DescriptionUnitRangeTerminal BuildingsRegional Airports£/m2 GFA1300-2000International Airports£/m2 GFA2200-3000Cargo Handling Bases£/m2 GFA570-850Distribution Centres£/m2 GFA350-500Visual Control Towers£k/m stalk75-200Hangars (Types C and D)£/m2 GFA1050-1350Car ParkingSurface£/space1200-1500Multi-storey£/space6700-8100Taxiways and Runways£/m2170-205Stands£/m2150-180HotelsBudget£/m2 GFA900-1100Mid Market£/m2 GFA1500-1750Air Conditioned Offices£/m2 GFA1100-1500

Data provided courtesy of Davis Langdon Everest (UK)

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Notes:

• These cost ranges relate to construction work in the South East of England in 4th Quarter 2003;

• The costs relate to new-build construction work in an environment which is not excessively affectedby operational restrictions and logistical constraints;

• GFA denotes Gross Floor Area.

• For international comparison, these costs (which represent 100%) should be adjusted inaccordance with the attached International Cost Factors identified within clause D5.1.1.

D5.1.1 International Construction Cost Factors — Fourth Quarter 2003

The table of construction cost factors listed within this clause have been broken down into majorcontinents and then subdivided into the various countries within those continents. Select the factorfor the correct region of the world and then multiple that factor by the cost description identified

Continent Country Factor (UK = 100)

Africa Algeria 55

Africa Cameroon 67

Africa Chad 66

Africa Cote d'lvoire 71

Africa Gabon 67

Africa Gambia 74

Africa Ghana 80

Africa Nigeria 65

Africa Senegal 67

Africa South Africa 26

Africa Zambia 45

Asia Brunei 40Asia China 56

Asia Hong Kong 72

Asia India 19

Asia Indonesia 47

Asia Japan 110

Asia Malaysia 29

Asia Philippines 37

Asia Singapore 59

Asia South Korea 66

Asia Sri Lanka 21

Asia Taiwan 62

Asia Thailand 43

Asia Vietnam 47

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Ar


International Construction Cost Factors — Fourth Quarter 2003 (cont'd)


C America Costa Rica 59

C America Mexico 70

Caribbean Bahamas 84

Caribbean Jamaica 65

Caribbean Puerto Rico 78

Europe Austria 80

Europe Belgium 84

Europe Cyprus 46

Europe Czech Rep 51

Europe Finland 80

Europe France 80

Europe Germany 72

Europe Greece 51

Europe Ireland 96

Europe Italy 73

Europe Netherlands 79

Europe Poland 56

Europe Portugal 52

Europe Romania 30

Europe Slovak Rep 33

Europe Spain 60

Europe Switzerland 89

Middle East Bahrain 68

Middle East Egypt 57

Middle East Israel 45

Middle East Jordan 60

Middle East Kuwait 66

Middle East Lebanon 66

Middle East Oman 62

Middle East Qatar 66

Middle East Saudi Arabia 57

N America Canada 56

N America USA 65

Oceania Australia 54

Oceania New Zealand 51

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International Construction Cost Factors — Fourth Quarter 2003 (cont'd)


S America

S America

S America

S America

S America

S America

S America

S America

Argentina

Brazil

Chile

Colombia

French Guiana

Guyana

Peru

Venezuela

20

49

43

57

84

65

53

37

Data provided courtesy of Davis Langdon Everest (UK)

Notes:

• The factors relate to the materials, specifications and standards that are normal in the countryand this should be fully understood and appreciated when comparing costs;

• Factors relate to national averages and regional variations will apply. Construction costs in primary


D5.IR1 Cost Evaluations And Comparisons

Airport cost consultants should refer to the tables listed within this section when evaluating andcomparing the cost of providing airport infrastructure facilities.

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TATA Airport Development Reference Manual

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IATA

Chapter E — Environmental Issues

Section E1: Main Issues

E1.1 Introduction ............................................................................................ 137

E1.2 Environmental Management Plan ............................................................ 138

E1.3 IATA Recommendations............................................................................ 140

Section E2: Social and Political Considerations

E2.1 Introduction ............................................................................................ 141

E2.2 The Importance of Partnerships................................................................. 141

E2.3 Sustainable Development......................................................................... 142

E2.4 Airport Stakeholder Partnerships and Initiatives ....................................... 143


Section E3: Noise

E3.1 Introduction ............................................................................................ 146

E3.2 Aircraft Noise ........................................................................................... 146


Section E4: Emissions

E4.1 Introduction ............................................................................................ 152

E4.2 Airport Emissions from Aircraft.................................................................. 152


Section E5: Waste Management

E5.1 General ................................................................................................... 155

E5.2 Waste Treatment ..................................................................................... 156


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IATACHAPTER E — ENVIRONMENTAL ISSUES

SECTION E1: MAIN ISSUES

E1.1 INTRODUCTION

Since the second World War, air transport has grown into one of the world's most important andinnovative industries, driving economic and social progress. It has brought employment and prosperityto millions of people while expanding world trade and increasing opportunities for travel and tourism.

The air transport industry is committed to meeting its customers' growing demands in a sustainablemanner, thereby maintaining an optimal balance between economic progress, social developmentand environmental responsibility. This means balancing the needs of passengers, society, theeconomy and the environment, as well as making the best use of existing facilities while addressingthe challenge of new developments.

In delivering these benefits, air transport has had less of an impact on the world's environment thanmost people realise. Indeed, by continually improving its fuel efficiency, reducing noise and introducingnew, more sustainable technologies, airtransport has been able to reduce or contain its environmentalimpact:

• Carbon dioxide (C02) emissions: Continuous improvements in aircraft engine technology havereduced C02 emissions per passenger-kilometre (pkm) by 70% since the advent of the first jetsin the 1960s, to the extent that the fuel consumption of most modern aircraft does not exceed3.5 litres per 100 pkm. Industry research efforts are aiming to achieve a further 50% reductionin C02 emissions for equipment entering service in 2020.

• Nitrogen oxide (NOx) and other emissions: Improved fuel efficiency has also meant that otheremissions (such as carbon monoxide, hydro-carbons and smoke) have come down by some90% or more. The higher temperatures required to achieve these improvements have, however,prevented similar progress from being achieved in the reduction of NOx emissions, which haveimplications for both local air quality and climate change. Ambitious research goals in the EuropeanUnion and elsewhere are targeting a reduction of NOx emissions of future aircraft by 70% within10 years, and by 80% within 25 years.

• Noise: Today's aircraft are typically 75% quieter at take-off or landing than the first jets in the1960s. Research efforts are targeting a further 30% reduction within 10 years and a 50% reductionby 2020.

• Land use: Air transport generally uses less land than other transport modes. For example, perpassenger-kilometre, air transport uses less than 1 % of the land required for the entire transportnetwork in the European Union.

In spite of these achievements, and the technological progress that lays ahead, the continuous andgrowing demand for air travel tends to increase air transport's absolute contribution to climate change.Aviation emissions presently account for some 3.5% of man's contribution to global warming andcould grow to 5% in 2050, according to the most probable scenario as identified by the IPCC1.

1 United Nations Intergovernmental Panel on Climate Change

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E1.2 ENVIRONMENTAL MANAGEMENT PLAN

Airports are increasingly being held to account for their energy use, emissions and effects on theenvironment, and many are introducing efficiency measures in the context of planning. Anenvironmental management plan is the first step for airports seeking to implement environmentalimprovements, as it provides the framework for an airport's environmental management activities.

The purpose of such a plan is to ensure that activities undertaken at the airport are carried out in anenvironmentally-responsible manner; ensuring compliance with applicable laws, regulations and bestmanagement practices, as well as with respect for community and public concerns.

The following are environmental considerations to be taken into account when developing a newairport or an environmental management plan:

Airport design: The design of an airport is important, since each airport and its correspondinginfrastructure is designed for specific passenger or aircraft movement capacities. Legislation andairport slot allocation subsequently control that capacity. The scope for environmentalimprovement at an airport is determined by its physical layout in terms of the terminal and airportbuildings, facilities, taxiways, runways and their associated infrastructure.

For example, the provision of high-speed aircraft exits shortens aircraft taxiing time, and therebyhelps to prevent ground congestion — while the provision of fixed electrical ground power (FEGP)and ground power units (GPUs) at gates and maintenance areas helps to reduce noise andemissions. Rail access to airports can help take cars off the road, thereby reducing local emissionsand improving the environmental balance.

Ecology and natural habitat: Airports are often located in greenbelt areas. They therefore havea role to play in the preservation and enhancement of the biodiversity of their surrounding areasby maintaining and restoring these habitats and creating new ones where they have beendamaged. This could include, for example, involving local schools in a tree-planting scheme, orcomplementing local authorities' work in the local community.

Emissions: Managing local emissions involves both technical and operational changes relatingmainly to road vehicles and to aircraft operations at, and close to, the airport. Solutions caninclude:

• Modifying road access to the airport to minimise congestion, or to provide dedicated publictransport routes.

• Discouraging private vehicle use through the construction of remote or centralised car parks.

• Encouraging greater use of public transport, providing electric charging stations for vehicles,etc.

Energy consumption: Energy reductions within airports can be achieved in a variety of ways,including technical improvements and raising staff and business partner awareness throughenvironmental campaigns. The former can include:

• The removal of older, outdated equipment in buildings and its replacement with new energy-efficient technology.

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IATA Environmental Issues

• Monitoring electricity consumption of baggage handling systems, passenger conveyor belts,escalators, air conditioning systems and lighting, etc.

Global climate change: Airports can work to reduce energy and ground fleet fuel consumptionthat has a beneficial effect on C02 and other emissions affecting climate change. Airports canalso influence the sources and types of energy and fuel, design for lower consumption, andmanage their use and storage of ozone depleting substances. For example, all CFC equipmentat airports can be removed and replaced by more modern equipment.

Noise: Managing and finding solutions to aircraft and ground noise is an important priority forairports. Addressing aircraft noise requires working in partnership with airlines, air traffic control,aircraft and engine manufacturers, national governments, international organisations and the localcommunity. Voluntary agreements with partners can be successful, as can developing technicaland operational measures to improve the noise environment (such as installing effective noisemeasuring instruments).

Managing ground noise involves technical improvements to equipment. This can include: theprovision of fixed servicing equipment, which avoids the use of aircraft auxiliary power units andground power units, and; management instructions and controls to ensure that correct use ismade of equipment and that construction activities do not produce excessive noise. It can alsoinclude the construction of special 'noise suppression facilities' used for engine ground running andengine testing; and the construction of 'sound walls' to reduce noise disturbance for neighbouringcommunities.

Land-use planning and zoning, land acquisition, noise protection or insulation programmes alsohelp to optimise the benefits from quieter aircraft, and to prevent the unnecessary encroachmentof residential development into noise sensitive airport areas.

Land use planning and management: Noise nuisance from overflight, take-off or landing isprimarily due to the absence of adequate land-use planning and management in and aroundairports. In many countries, land-use planning and zoning is the responsibility of national, regionaland local municipalities. Each airport has its own geographical, political, economic and historicalcharacteristics and there is no single land-use planning and management approach. Compatibleland-use planning and management helps to minimise noise impact around airports and tosafeguard traffic growth.

Landscaping: Landscaping can improve the quality of the environment for people who work at,travel to, or live near an airport. It can also play a role in integrating the airport into the surroundingcommunity if partnerships are developed with local communities, local authorities, environmentalcharities and land owners.

Materials: Particular care must be taken over the management and treatment of hazardous wasteand chemicals. Environmentally hazardous materials like toxic chemicals, heavy metals, etc.should, where possible, be replaced by more responsible alternatives.

Water consumption: The reduction of water consumption at an airport can be achieved byinstalling equipment that is water efficient (e.g. replacing old sanitary equipment) and findingways to influence or provide incentives to airport tenants and other airport users to lower theirconsumption of water. Another option is to make use of rainwater or to re-circulate/recycle water.

Water quality: Water quality management and the avoidance of water contamination can beachieved in a number of ways. Large infrastructure projects can be developed that protect localwatercourses from flood and pollution. Staff awareness and training programmes are importantto prevent careless behaviour and accidents, and clear instructions and controls can ensure thatpotential contaminants are properly disposed of and that drainage systems are used correctly.

146


Waste management: Solutions to waste management must generally involve the airport'sbusiness partners, since many airports handle waste on behalf of airlines, retailers and tenants.These partners need to be encouraged to reduce waste generation and to recycle where it isoperationally practical. Other measures for consideration are how the recycled material and wasteis disposed of after collection — as well as specialised training and awareness programmes tominimise the risk of air, ground and water contamination from fuel, chemical waste, dangerousmaterials and oil spills.

E1.3 IATA RECOMMENDATIONS

E1.IR1 Environmental Policy

1 ATA fully recognises society's expectations towards furthei environmental progress ancommitted to achieving such progress through all possible means such as technologicaladvances, more stringent standards, and operational improvements. Good practices andvoluntary measures are also encouraged, as well as assessing the role of emissions tradingschemes in the longer term. The industry is, however, strongly opposed to the use ofenvironmental taxes and charges that are considered both economically and environmentallyinefficient and may even be contrary to international law.

E l . icient Apron Design Characteristics

In an effort 0 reduce fuel consumption and emissions from aircraft, the length and geographicalposition of runways should be optimised wherever possible. The objective should be to maximiseaircraft efficiency during take-off and landing procedures.

Particular attention should be given to the design of rapid exit taxiways, which should be designedin accordance with ICAO Annex 14 clause 3.8. Particular attention should be observed to therequirements of Figure 3-2, Rapid Exit Taxiway.

E1.IR3 Business Partner Environmental Strategy

Airport operators should actively work with their business partners, such as the airlines, theground handlers, the aircraft fuel suppliers, as well as the water companies and the buildingelectricity and gas suppliers etc, to ensure that all hazardous materials are properly used anddisposed of while at the airport

The airport operator and alt its business partners should collectively work together to ensureo-- 'dl efficiency of the airport by developing specific energy efficiency targets.

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Environmental Issues

SECTION E2: SOCIAL AND POLITICAL CONSIDERATIONS

IATA

E2.1 INTRODUCTION

Airports worldwide must be ready to handle current and future demand. However, many areincreasingly operating at full capacity. As a result, traffic must be transferred to neighbouring secondaryairports to free up capacity, new runways and terminals must be built, or brand new airport sites mustbe found.

When a new airport is planned or a major expansion envisaged, it is important to consider not onlywhat effect the change will have on the airport within its boundaries, but also to consider what theimpact will be on the surrounding community. Airports can satisfactorily be integrated into the localcommunity fabric if due care is taken. For example, studies into private and public road traffic generatedby airport activities (e.g. passengers, cargo, staff, etc.) must be undertaken and the surrounding roadnetwork designed to minimise negative effects on residential areas. Indeed, it is recognised that thenegative effects (noise and pollution) of airport road traffic are often worse than the more knownadverse effects of aircraft traffic.

The implementation of new airport projects is becoming more and more difficult despite the fact thatthe lack of airport capacity is now identified as the main obstacle to future air transport growth. Thisis mainly because of growing opposition from local residents surrounding airports, as well as pressuregroups that force governments to introduce complex approval procedures. As a result, air transportcapacity lags behind demand, thereby increasing congestion and delays, energy use, costs andemissions, as well as undermining consumer satisfaction.

Conflicting situations when developing an airport are quite often the consequence of a lack of properland-use planning and management. Governments and local municipalities have the responsibility toprevent residential areas from being built around airports to avoid future problem — despite theattraction to new residents of good communications and other facilities. A delicate balance musttherefore be found between the interests of those affected by increased air traffic, the related effectson the environment, and the recognised and quantifiable benefits that an airport brings to a regionin terms of economic wealth and employment.

Long-term planning, management and careful advocacy are required by airports to ensure that theyare able to secure capacity and meet demand through safe and sustainable growth. Furthermore,

E2.2 THE IMPORTANCE OF PARTNERSHIPS

Given that air transport is one of the fastest growing sectors of the economy, the challenge for theentire industry, and for airports in particular, is to ensure that aviation grows in a sustainable mannerwith a proper balance between economic, environmental and social considerations (see E2.3Sustainable Development).

Environmental issues arising from air transport growth are multi-faceted and complex. For this reason,joint participation in decision-making is essential, as it helps to resolve local, regional and globaltrade-off situations. Solutions are most likely to be found through coordinated action and partnershipsbetween as many relevant stakeholders as possible. Stakeholders in the air transport sector arediverse and include manufacturers, airlines, airport operators, air navigation services providers,governments, civil society (neighbouring associations and NGOs), architects, planners and researchorganisations.

A variety of partnerships can be formed between these stakeholders to address different issues atdifferent levels. The following are some examples:

• Local partnerships with communities around airports in order to further reduce environmentalimpacts and to better distribute air transport's socio-economic benefits (in terms of employment,creation of commercial activities, cultural sponsorships, etc.).

• Regional partnerships with other transport modes in order to develop seamless intermodalsolutions, in particular between rail and air. Dedicated rail links can greatly facilitate ground accessto airports and also reduce road traffic emissions, while the complementary and coordinatedoperations of short haul flights and high speed trains leads to the most rational use of existingfacilities.

• Global partnerships with other industries in order to reduce greenhouse gas emissions on aglobal scale. Open emissions trading schemes among industries have been identified by ICAOas a potential long-term solution for aviation, subject to further assessment.

• Universal partnerships for development in order to improve transport accessibility and mobilityin the developing world. Air transport is indispensable for the development of tourism and trade,which play a fundamental role in eradicating poverty.

By combining the complementary skills of different stakeholders and eliminating duplication of effortthrough partnerships, substantial results can be achieved that will enable aviation to grow in asustainable manner.

E2.3 SUSTAINABLE DEVELOPMENT

The issue of sustainable development is gathering growing social and political importance amongstairports, airlines and governments that are conscious of the need to respond to this major publicissue. In modern society we all face the sustainability challenge that requires maintaining a properbalance between economic growth, social progress and environmental responsibility — the threepillars of sustainability.

The air transport industry is a good example of an industry that provides a valuable and uniquecontribution to the sustainable development of our global society. It includes efficient and affordable- access to markets — thereby improving living standards and fostering economic growth — which, inturn, alleviates poverty and results in less environmental degradation and a more sustainable world.

Sustainable development policies require that airports conduct their operations and undertakedevelopment in ways that "...meet the need of the present without compromising the ability of futuregenerations to meet their own needs1". This means that, for example, airport capacity cannot bedefined solely in technical terms, and must take into account the need for environmental and socialacceptance of airport infrastructure and operating decisions.

Airports today, therefore, must plan for the future and take account of their sustainable developmentopportunities and challenges rather than proceeding with unchecked capacity expansion.

The 'three pillars of sustainability' apply to airports in different ways, as outlined below. Airports shouldmake sustainable development a high priority and assume a leadership role in its promotion andintegration into airport policies, programmes and operations.

E2.3.1 Social Sustainability

Social sustainability:

• Recognises direct impacts on daily quality of life: Air transport is a key ingredient in thequality of life of many people — accordingly, air transport policies have a direct effect on peopleand must take into account the characteristics of different communities and regions.

1 Definition of sustainable development according to the World Commission on Environment and Development, Brundtland Report, 1987.

• Promotes greater access and choice: Air transport should provide people with a reasonablemeans of access to other places, goods and services — which implies the promotion of improvedand diversified air services, including additional frequencies and routes, improved services, morediversified air carriers, etc.

E2.3.2 Economic Sustainability

Economic Sustainability:

• Recognises the need for an air transport Industry that is as efficient as possible to supportthe national economy — which implies that airport policies, programmes and practices shouldbe innovative to support the economy and industry's efficiency and competitiveness.

• Recognises the need for an air transport Industry that is affordable for the movement ofpeople and goods — which implies that airport policies, programmes and practices should seekinnovative financing and implement cost-effective solutions that will ensure that airport facilitiesand services are affordable.

• Recognises the need for an air transport Industry that is priced to reflect the full costsand benefits of facilities and services provided to users and society.

E2.3.3 Environmental Sustainability

Environmental Sustainability:

• Recognises the importance of protecting and conserving natural resources—which impliesthat airports must apply sound environmental and conservation practices, and that airportdevelopment must make efficient use of land, water, energy and other natural resources, andpreserve vital natural habitats, maintain biodiversity and repair damage.

• Recognises the importance of preventing noise, emissions and pollution before it occurs— which implies that airports should work to ensure that the industry's needs are met in a waythat avoids or minimises pollutants and waste; and reduces the overall risk to human health,global warming and the environment.

• Recognises the importance for airport management that is led by example andenvironmental stewardship — which implies that airports should continually refine theirenvironmental management systems so that internal operational practices support sustainabledevelopment. Furthermore, airports should consider the potential environmental impacts of newundertakings, and apply risk management and due diligence practices to their real property assets.

E2.4 AIRPORT STAKEHOLDER PARTNERSHIPS AND INITIATIVES

The sustainability debate at the local level is the most important one for airports, since preservinggood relations with the local resident population — in order to maintain their acceptance — directlyimpacts upon airport and airline development.

Airports produce positive effects to the surrounding community in terms of increased employmentand increased economic activity. If well integrated, airports can contribute to the healthy growth oftheir surrounding communities. It is very important for the very survival of an airport within an areathat the positive aspects be highlighted and made publicly known; e.g. advantages that would otherwisenot exist without the presence of the airport.

The partnerships that are of most importance to airports, therefore, are those addressing local levelconcerns; e.g. partnerships between airports, local communities, NGOs and other interest groups.Local level concerns can include, for example, public concerns regarding the environment (local airemissions and noise), a desire to further reduce environmental impacts, or a better distribution of airtransport's socio-economic benefits to surrounding communities (in terms of employment, creationof commercial activities, cultural sponsorships, etc.).

In order to improve the local communities acceptance, several airports have launched specificinitiatives to address this issue, especially in Europe where in recent years sensitivity to noise andemissions has increased. The following are some examples of typical local-level solutions to local-level concerns:

• Innovative participation procedures: these involve relevant local stakeholders, in order toovercome the trade-off between capacity improvements and noise protection measures.Discussions, mediation procedures and compensation are the main instruments used.

• Compensation schemes: these involve generating jobs and implementing new fund-raisingmechanisms (for example via airport and related air transport revenues) to provide compensationto neighbouring communities around airports.

• Land use management and planning: the airport operator should be given the means to"neutralise" enough land in order to protect the airport from new residents who would be likelyto complain about noise.

• Improving rail connections to airports: access to airports by road increases local pollution.Airport operators should explore improving their rail connections.

• Developing community initiatives: airports can provide support to local cultural and sportingevents, facilitate sponsorship opportunities, provide scholarships for local children, provide


"------~------ jumuyfe-----------Wàyt ~W ~E2.IR1 Business Partnering Programs — Shared Airport Capacity andResources

By combining complemented skills and services and eliminating duplication of effort throughpartnerships, substantial results can be achieved that will enable aviation to grow in a sustainablemanner.

Airport operators arid their direct business partners should work together to share airport servicesin an effort to ensure that airport equipment usage, space and efficiency is maximised. A goodexample is the use of airport ground transport vehiciesé These vehicles can often be shared,and initiatives and business relationships should be developed to allow airiines and groundhandling agents to do so.

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E2.IR2 Sustainable Development

Airports must plan for their future using a sustainable development strategy. Airports should notjust be expanded to meet year-on-year growth forecasts. Before airports embark on increasingthe size and ultimate complexity of their operation they should be looking to rationalise processesand common tasks. Efficiencies in the undertaking of airport processes tasks should be refinedand streamlined on an ongoing basis before the last option (to build more infrastructure) ischosen.

Airports and their primary business partners should be looking to work in partnership to optimisethe airport operation, in order that when true capacity expansion is required it can be provided.It should be noted that this course of action is also good commercial sense for the airport andall of its users.

SECTION E3: NOISE

E3.1 INTRODUCTION

Noise annoyance is a subjective matter and can be considered to have only a local impact on thecommunity surrounding an airport. Aircraft movements such as landings, takeoffs and taxiing, as wellas ground handling activities, contribute to the airport's environmental noise impact. Efforts to reduceand mitigate the airport's overall noise impact should be managed and implemented in a balancedway by considering and evaluating all available measures.

E3.2 AIRCRAFT NOISE

The development of suitable ICAO standards and recommended practices (SARPS) is important to theaviation industry as it assures and maintains consistency in manufacturers' and carriers' requirementsaround the world.

International noise standards for the certification of subsonic jet aeroplanes were first introduced byICAO in 1969 and published as Volume I of Annex 16 to the Chicago Convention. The Chapter 2standard was complemented in 1976 by the introduction of a more severe Chapter 3 standard. Anew Chapter 4 standard was adopted in 2001 for application to new aircraft types as from 2006.Moreover, the ICAO Assembly agreed to give individual States the right to introduce the progressivephase out of Chapter 2 aircraft between 1995 and 2002.

As with emissions, ICAO's international certification regime for aircraft noise has brought aboutsignificant improvements in the noise performance of aircraft through the progressive tightening ofstandards. Since the 1970s, noise from aircraft has come down by at least 75% and industry continuesto look for further reduction.

It is internationally recognised that for noise management purposes, the noise surrounding an airportshould be assessed based on "objective, measurable criteria and other relevant factors1." The resultsof this assessment should be handled in a manner that takes into account the methodology of theBalanced Approach for noise management at airports.

Airports experiencing noise problems may levy noise related airport charges. Such charges shouldbe based upon the aircraft certificated noise performance and should not recover more than the costsfor noise mitigation and prevention measures. The application of noise-related charges should followthe specific principles developed by ICAO and contained in the ICAO's Policies on Charges forAirports and Air Navigation Services (Doc 9082), paragraph 30.

E3.2.1 Noise Management

The ICAO Balanced Approach concept provides airports with an agreed methodology to be used toaddress and manage aircraft noise problems at individual airports in an environmentally responsiveand economically responsible way.

The Balanced Approach to noise management encompasses four principal elements:

1 ICAO Assembly Resolution A33-7, Appendix C, Paragraph 2(b)

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It consists of an assessment of an individual airport noise situation, identification of potential measuresavailable to reduce the noise impact, a comparative economic and environmental assessment toestablish the most cost-effective solution among those measures, full consultation with stakeholders,adequate public notification of intended actions, oversight by national authorities, and a mechanismfor dispute resolution involving all interested parties. Specifically, the goal is to address noise problemson an individual airport basis, by choosing the most cost-effective measure or measures under thefour elements, using objective criteria.

Reduction of Noise at the source is recommended to be regulated in accordance with thestandards and recommended practices provided in ICAO Annex 8, Airworthiness of Aircraft, andAnnex 16, Environmental Protection Volume 1 Aircraft Noise, to the Convention on International CivilAviation. The ICAO environmental standards look to incorporate available technology on the aircraftand are stated in terms of aircraft performance — that is to say whether an aircraft's measured noisereaches a stated level for a defined aircraft mass1.

Reduction of noise at the source is not limited to the development of new standards, or new, quieteraircraft types. It can also be achieved as a result of technological improvement during the life cycleof an aircraft type. Furthermore, by taking into account the pace of fleet modernisation and itsintegration by the operators at an airport, it will result in improving the overall noise performance ofthe fleet at that airport. The noise performance trend and fleet mix operating at an airport needtherefore to be considered in any noise assessment.

Land use planning and management aims to direct incompatible land use such as housing, schoolsand hospitals away from the airport environs, and to encourage compatible land use such as industrialand commercial development.

The problem of noise in the vicinity of airports can only be solved by pursuing all possible means forits alleviation, and the benefits which can be derived from proper land use planning can contributematerially to the solution. Efforts to correct situations detrimental to proper land use around airportscannot be ignored simply because of the time required for such measures to be effective. This isparticularly appropriate to applications of land use planning to existing airports, where it is recognizedthat the ability to make immediate land-use changes is limited, but where it is also important to preventadditional encroachment of incompatible land uses as aircraft source noise decreases and noisecontours retreat closer to the airport boundary.

There are substantial benefits to be gained from the correct application of land use planning techniquesto the development of new airports. The value to be derived from proper land use planning andmanagement should not be underestimated and it is believed that more attention should be paid tothis useful tool.

Proper zoning of the airport environs is essential if encroachment is to be minimised and environmentalbenefits maintained. Close coordination is required with local and regional authorities, as zoning doesnot normally fall under the competence of the airport. Zoning will be subject to the noise index selectedby the airport, the noise contours developed and projected, and the number of people affected bynoise.

Available land use planning and management measures can be categorized as:

1 Aircraft mass is normally the maximum take-off weight (MTOW) for the aircraft however there are occasions where the maximum landingweight (MLW) could be used

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Noise abatement operational procedures, both in-flight and on the ground, authorities should aimto minimise the number of people affected by noise by reducing the level of perceived noise atparticular locations around an airport. These procedures can be used to optimize the noise contour(according to the population distribution around the airport) by changing the shape and size of thecontours.

Safety remains the highest priority in aviation, and besides the use of approved noise abatementoperational procedures, airports must ensure that the necessary safety of flight is maintained byconsidering all factors that might affect a particular operation. These include, but are not limited to,weather, topography, runway conditions, available navigation aids, etc.

Where a noise problem has been confirmed, the available noise abatement operational procedurescan include, but are not limited to, the use of the following, provided it is consistent with the adviceprovided in ICAO PANS OPS1:

(a) Preferential runways.

(b) Displaced thresholds.

(c) Noise preferential routes.

(d) Noise abatement take-off and approach procedures.

(e) Descent profiles such as Continuous Descent Approach (CDA).

(f) Minimising the use of reverse thrust on landing.

When selecting procedures it should be noted that environmental benefits may vary due to thepotential variation in noise distribution as a result of the type of procedure used. This may result ingenerating new problems elsewhere, especially if complementary measures are not taken to safeguardenvironmental gains. It is essential therefore that the stakeholders — airports, airlines, air navigationservice providers and local communities — are in agreement with the noise objectives and resultingprocedures.

Operating restrictions are defined as any noise-related action that limits or reduces an aircraft'saccess to an airport. On assessing the identified noise problem at the airport, operating restrictionsmay be part of a set of measures to be implemented to mitigate the noise problem. However, beforeimplementing or updating operating restrictions, the possible benefits to be gained from other measuresshould be fully considered. The competent authority should ensure that any operating restrictions beadopted only where such action is supported by a prior assessment of anticipated benefits and ofpossible adverse impacts.

It is recognised that operating restrictions can improve the noise climate in the short term as theylead to the limitation or prohibition of movements of the noisiest aircraft at an airport. However, inorder not to offset the benefits gained through operating restrictions, additional preventive measures,such as land-use management measures, should be taken at the same time. This combination ofmeasures is the condition to durably improve the noise climate around an airport. Indeed, thesemeasures will be ineffective if lack of land-use planning and management measures enable urbanencroachment to continue as operating restrictions improve the noise climate.

As for other measures, operating restrictions should be assessed in a coherent and objective mannerwith respect to the basic principles of transparency, cost-effectiveness, non-discrimination, andavoidance of competitive distortion. Particular attention should be given to the potential impact oncurrent and future airline fleets. International policies and guidelines must be respected; i.e. ICAOAssembly Resolution A33-7, which contains the unanimous agreement by States not to introduceany operating restrictions aimed at the withdrawal of aircraft that comply with the noise standards inVolume I, Chapter 4 of Annex 16.

1 See ICAO document titled, Procedures for Air Navigation Services, Aircraft Operations, Volume 1, Part V (ICAO Doc 8168)

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Operating restrictions can be partial, global or progressive and may be classified in two categories:

(a) Restrictions of traffic such as night curfews, or a cap on movements or noise energy.

(b) Restrictions on the use of aircraft with a particular noise, technical, or performance

characteristic.

Ground Measures, although covered under the principal elements of the Balanced Approach, aregenerally considered and implemented separately. They can include, but are not limited to, thefollowing measures:

(a) Limitation of engine ground running.

(b) Designated areas for engine ground running.

(c) Minimised APU operation.

(d) Minimised taxi times and routing.

(e) Noise barriers.

E3.2.2 Noise Assessment

The noise assessment should identify the level of noise from the airport to which the nearby communityis exposed. Whether a noise 'problem' exists depends on whether noise is worsening based on theparticular standard that the airport and/or the competent authority in which it resides currently employ.

The noise-related standard, or noise objective that is meant to be achieved, should be identified anddefined before the assessment is to begin. The baseline is the noise situation currently experiencedby the community surrounding the airport and projected into defined points in the future, taking intoaccount existing plans without revising current mitigation measures or providing additional measures.If the baseline noise situation does not meet the noise objective that has been identified, a noiseproblem may be determined to exist. Under the balanced approach program, in such a case, possiblenew or revised noise mitigation measures under the elements of the balanced approach — sometimesreferred to as 'action scenarios' — would be considered.

To determine whether any such measure under an 'action scenario' might improve the noise situation,the competent authority or airport undertaking the assessment would compare the baseline noisesituation with the noise situation that would occur were the new or revised measures adopted.

In light of the many factors contributing to the noise situation at a particular airport, methods tomeasure the noise from single aircraft events or single points in time are not considered to describethe noise situation at an airport. Instead, a noise index or equivalent parameter, comprised ofaggregated noise information, often is recommended. Although a calculated noise index for a particularairport is a means of reflecting noise information, by itself it is not considered sufficient to describethe noise situation at the airport. Usually one would want to place the information from the calculatednoise index into a larger context, so that the exposure of people to significant levels of noise may beassessed over a given time period (preferably at least one year). One way of determining the

! ICAO Circular 2054, "Recommended Method for Computing Noise Contours Around Airports," other useful documents for reference oncontours are ECAC Document 29 and SAE A21 Document AIR1845

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Noise Monitoring: Although noise annoyance generally is a subjective matter, it is recognized thatthe noise surrounding an airport should be assessed based on objective, measurable criteria andother relevant factors.

The noise at points on the ground, caused by aircraft flying into and out of a nearby airport, dependson a number of factors. These include the types of aircraft using the airport, the overall number oftakeoffs and landings, the time of day the aircraft operations occur, the runways that are used, weatherconditions, and airport-specific flight procedures that affect the noise produced. Single, point-in-timenoise measurements cannot be expected to represent the overall noise situation at an airport. Instead,noise monitoring and/or noise modelling may be necessary.

To the extent noise monitoring is used, it should be undertaken over time to reflect noise at the airportunder different conditions. A one-year monitoring period would be expected to provide noise datathat is representative of the periodicity of the traffic schedule, operational characteristics such aspayload changes, and meteorological data. The noise monitoring equipment should be capable ofcapturing noise from aircraft alone, or a method should be employed for screening out non-aircraftnoise. Placement of noise monitors at different distances can identify noise energy in different areasaround the airport. However their placement should not be nearer to the airport than as defined fornoise certification in order to ensure at least proper measurement at the three-certification points.

Identification and Assessment of Measures: When identifying the noise problem at an airport andanalyzing the various measures available to reduce noise through the exploration of the four principalelements of the Balanced Approach (noise reduction at source, land-use planning and management,noise abatement operational procedures and operating restrictions), the goal is to address the noiseproblem using objective criteria in the most cost-effective manner.

On implementing the concept of the balanced approach to noise management, particular attentionshall be given to the principal elements and the analytical and methodological tools that might beneeded to assess and compare those elements. Steps taken by airports to address local noise issuesshould be consistent with the principal elements and ensure that the relationship between them —in particular in the area of noise and emission trade-offs, the impact of short term versus long termsolutions, as well as local versus regional solutions — are fully addressed.

Environmental benefits (in terms of reduction of numbers of inhabitants severely affected by noise)associated to the measures considered should then be compared to their respective cost ofimplementation through the use of the cost-effectiveness analysis methodology. The measures willbe ranked both by potential environmental benefits and cost of implementation. For each measurethis will enable the definition of a unit cost per inhabitant that will not be further affected by noise inthe future.

This process will provide stakeholders with an assessment of benefits and costs associated witheach of the measures being considered. The appropriate measure, or a combination of appropriatemeasures, should then be chosen from among the measures assessed, in consideration of theobjectives set forth at the beginning of the process.

Transparent Process: When developing or updating a noise mitigation program there is a need fora transparent process which will include, but is not necessarily limited to, the following:

(a) Assessment of the noise situation including the evolution of the problem and expectedimprovements resulting from current measures and fleet renewal.

(b) Definition of the noise objectives.

(c) Identification of available measures.

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(e) Cost effectiveness analysis of the available measures.

(f) Selection of measures with the goal to achieve maximum environmental benefits most costeffectively.

(g) Notification and coordination in the implementation of measures.

(h) Dispute resolution for stakeholders.


E3.IR1 Noise Abatement Policy

Although noise annoyance is a subjective matter and noise mitigation programs are wellestablished at many international airports, IATA recommends that airports, when assessing tbaitnoise climate for either updating existing measures or for the introduction of new measures,take into account the methodology for the Balanced Approach. In addition, IATA re-emphasisesthe ICAO policy in Resolution A33-7 where States have agreed not to permit the introductionof any operating restrictions aimed at the withdrawal of aircraft that comply with the noisestandards in Volume I, Chapter 4 of Annex 16.

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SECTION E4: EMISSIONS

E4.1 INTRODUCTION

Airport emissions affect the environment in a variety of ways, most of them on a local scale. Aircraftlandings and takeoffs, taxiing, ground handling, maintenance, power generation, office buildings androad traffic at and around the airport all contribute to the airport's environmental footprint. Efforts toreduce the airport's overall impact should, therefore, ideally address all sources in a balanced way.

E4.2 AIRPORT EMISSIONS FROM AIRCRAFT

In the immediate vicinity of airports, aircraft emissions of nitrogen oxides (NO x) unburned hydrocarbons(HC), carbon monoxide (CO) and particulate matter (PM, including visible smoke) contribute to localair quality concerns. The effects on local air quality of other minor trace species such as sulphurdioxide (S02), hydroxyl radicals (OH), nitrous and nitric acids, and chemi-ions are negligible andmostly poorly understood. In spite of the relatively low levels, airport emissions are increasingly linkedto respiratory health problems among the local population.

As with noise, ICAO's international certification regime for aircraft emissions has brought aboutsignificant improvements in the emissions performance of aircraft through the progressive tighteningof standards. Since the 1960s, emissions of HC, CO and smoke from aircraft have come down byat least 90%, to the extent that further mitigating efforts are no longer seen as a priority by regulators.The combustion conditions required to achieve these reductions as well as noise reductions have,however, led to a simultaneous increase in NOx emissions.

International emission standards for the certification of turbo-jet and turbo-fan engines were firstintroduced by ICAO in June 1981, and published as Volume II of Annex 16 to the Chicago Convention.The ICAO standard-setting process is important to the industry because it maintains consistency inmanufacturers' and carriers' requirements around the world. In 1993 ICAO subsequently increasedthe NO, stringency limit by 20% (effective 1995) and by another 16% in 1999 (effective 2004). ICAO'sCommittee on Aviation Environmental Protection (CAEP) is currently evaluating the potential for afurther increase in NOx stringency for new engines.

Additional reductions in aircraft NOx emissions require careful development and deployment of morecomplex and more expensive combustor designs. Major industry research programmes focus on NOx

reductions of 70% for future aircraft within 10 years, and 80% within 25 years. These efforts will helpto meet new NOx standards in the future, such as the European Union limits regarding NOx

emissionsaround Community airports, expected to come into force in 2010.

Besides the continuous introduction of new engine technologies in their fleets (like, for example,the DAC engine), airlines further minimise ground level emissions through a variety of operationaltechniques, such as one-engine taxiing, being towed instead of taxiing, minimal APU-use, pilot shut-down of engines during ground delays, and delayed engine start.

As a consequence of the steadily growing number of aircraft movements at airports around the world,authorities are, however, increasingly obliged to respond to local public and political pressures tocurb airport activities. For this reason, local NOx emissions are quickly emerging as a potentialconstraint for airport capacity expansion.

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Environmental Issues

E4.2.1 Airport Emissions from Other Sources

Contrary to what is often assumed, it is not only aircraft that are responsible for NO x and other gasemissions around airports. Other important emission sources can be found within and outside theairport perimeter, such as airside vehicles, Ground Support Equipment (GSE), landside vehicles (cars,taxis, busses, trains, etc.), and stationary power generation plants. Minor sources include regularmaintenance and handling activities. Ongoing monitoring and research suggests that the proportionof aircraft-related NOx emissions is relatively small compared to the total amount generated by otherairport activities and road traffic around airports. The contribution from aircraft also decreases rapidlymoving away from the runway.

Given the multi-source contribution to local air quality around airports, and the fact that aircraft arenot the major contributors, it would seem appropriate that a balanced approach is used to improvelocal air quality around airports, using a range of measures and involving all sources. Source-specificcontributions to local emission levels must be accurately measured and monitored in order to separateaircraft emissions from other sources and to identify the appropriate basis for mitigation goals andmeasures in a balanced way.

E4.2.2 Reducing Emissions Around Airports

Airports can themselves contribute to the reduction of NOx and other emissions by taking a varietyof measures, such as:

• Lighting and heating/cooling of terminals, hangars, parkings, and offices.

• Ground transportation of staff, passengers and cargo to and from terminals and aircraft.

• Powering of ground service equipment and aircraft at the gate.

Action in the following areas would help to reduce airport emissions, either through energy savingsor the use of cleaner energy sources:

• Optimised airport design to reduce taxi times, unnecessary idling of aircraft and waiting at thegate.

• Cleaner and more efficient GSE operations through enhanced maintenance of equipment,optimising logistics, installation of catalytic converters, introduction of electrically powered vehiclesand fuel cell technology, and conversion to fixed electrical ground power at gates.

• Clean airport access for passengers, visitors and staff by promoting use of public transport, trainsand other electric vehicles (buses), and even bicycles; encourage employee car-pooling.

• Monitoring electricity consumption of baggage handling systems, passenger conveyer belts,escalators, air conditioning systems and lighting.

• Alternative heating methods such as the use of geothermal energy, incineration of non-recyclable



E4.IR1 Air Quality Taxation

Local air quality is determined by a variety of sources a? and around the airport, including aircraft.Efforts to reduce the airports overall iftipact should therefore address all sources in a balancedway, using a range of measures aimed at encouraging improvements in environmentalperformance in the most cost-effective way. IATA considers inappropriate the levying of taxesor charges aimed at reducing aircraft emissions.

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SECTION E5: WASTE MANAGEMENT

E5.1 GENERAL

The volume of waste in many industrialised countries has considerably increased in recent years,accompanied by an increase in the volume of materials harmful to the environment. In light of thesedevelopments, airlines and airports regard better waste management as a major concern.

Waste can be classified into 2 categories, namely:

Category 1 — Toxins

Toxins cannot be degraded by the environment naturally and should be treated before releaseto ensure that no harmful particulates are retained. Treatment of toxins should be in accordancewith national regulations. Examples of a category 1 waste are aircraft fuel spills which must bechemically treated before controlled release into the environment, so complying with national andbest practice legislation.

Category 2 — Biodegradable

Biodegradable chemicals and produces can be naturally broken down by the environment anddo not represent a hazard to the environment upon their controlled release. Again, nationalregulations on the volume and rate of release should be observed.

Major sources of Category 1 airline and airport waste at an airport include but are not limited tothe following:

• Aircraft spent fuels and lubricants.

• Fuel farm and apron fuel dispensing equipment.

• Maintenance hangers and workshops.

• Apron vehicles.

• Air-bridge lubricants.

• Refrigeration plants.

• Flight kitchens.

• Airport power plants.

• Aircraft lubricant dispensing vehicles.

• Airport development materials.

Major sources of Category 2 airline and airport waste at an airport include but are not limited tothe following:

• Waste water and sewage.

• Food waste.

E5.1.1 Prevention of Waste

A detailed understanding of the component parts of the waste cycle is critical to the successfulprevention of waste. Having a total understanding of the composite parts mapped to mechanisms forreducing the use of first generation materials and the use of recycling initiatives will be essential. Allorganisations operating within the airport environment should seek to actively utilise recycled materials

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Staff and organisations should be made aware of how their individual contributions will aid the planto reduce waste, and should be given the necessary tools to achieve the reduction targets. In thecontext of staff within the office, paper recycling initiatives should be carried out. Drivers of apronvehicles should plan their routes to ensure that travel distances and dwell periods on the apron withengines or electric motors running will be minimised.

Designers should seek in the preliminary stages to produce energy efficient facility designs whichare less dependant on fossil fuel sources for seasonal heating and cooling. Buildings should becommissioned with thermal imaging cameras to confirm areas of undesirable heat loss giving rise toexcessive consumption of heating fuels or electricity.

Airport operators should seek to reduce energy consumption by employing smart systems on devicessuch as escalators, conveyor motors and lighting systems, where power down cycles should beemployed in times of low or non usage.

E5.2 WASTE TREATMENT

Waste is by definition any material which cannot be further used or recycled. Usually waste can becategorized in the following main divisions:

• Disposed waste (incineration).

• Recycling material (paper, wood, organic waste, polymers, metals).

• Hazardous waste.

The separation of waste is essential to reduce it. Therefore a whole network of collecting pointsacross the airport with different bins for separation is necessary. A management of these collectingpoints will be necessary to achieve sustainable results.

Cabin waste originating from international flights must be removed and destroyed in conformity withlocal health codes and airport authority regulations. Usually this involves incineration of the cabinwaste in a properly designed facility. Local environmental rules and regulations must be adhered towith respect to emissions and proper disposal of the residue.


E5.IR1 Energy Efficient System

Airport operators should employ energy efficient and monitored electrical systetns to ensurethat power management strategies are employed.

rE5.IR2 Collection of Reusable Waste

Airport operators and airlines should train staff and employ initiatives to collect waste materialsthat can be reused. A target figure of at least 20% of office waste should be collected, sorted,managed and declared suitable for recycling. This waste should then be subsequentlyreprocessed.

IATA

Chapter F — Airport Capacity

Section F1: Capacity and Level of Service

F1.1 Introduction .......................................................................................... 159

F1.2 IATA Recommendations.......................................................................... 160

Section F2: Capacity Definitions

F2.1 Capacity Measurement Overview.......................................................... 161

Section F3: Airport Systems

F3.1 Airport Systems Overview ..................................................................... 162


Section F4: Planning Schedule

F4.1 Planning Schedule Overview.................................................................. 165

F4.2 Schedule Input Requirements ................................................................ 165


Section F5: Runway Systems

F5.1 Runway Systems Overview.................................................................... 166

F5.2 Runway Capacity.................................................................................... 166

F5.3 Capacity Calculations ............................................................................. 167

F5.4 Runway Movement Simulation ............................................................... 169

F5.5 Rules of Thumb ...................................................................................... 170


Section F6: Taxiway

F6.1 Taxiway Overview.................................................................................. 171

F6.2 Taxiway Functionality ............................................................................. 171

F6.3 Simulation .............................................................................................. 172


Section F7: Apron

F7.1 Apron Overview .................................................................................... 173


163

Section F8: Aircraft Stand

F8.1 Aircraft Stand Overview.......................................................................... 174

F8.2 Aircraft Stand Capacity........................................................................... 174

F8.3 Improved Stand Capacity ...................................................................... 175

F8.4 Gate and Stand Assesments................................................................... 176


Section F9: Passenger Terminal Facilities

F9.1 Passenger Terminal Design: Introduction .............................................. 178

F9.2 Passenger Behaviour ............................................................................. 181

F9.3 Passport Control .................................................................................... 185

F9.4 Hold Room ............................................................................................. 186

F9.5 The Loading Area ................................................................................... 186

F9.6 Baggage Claim Unit................................................................................ 187

F9.7 Level of Service Balance......................................................................... 188

F9.8 Maximum Queuing Time ........................................................................ 189

F9.9 Capacity and Level of Service Assessment............................................. 189

F9.10 Rules of Thumb....................................................................................... 193


Section F10: The Airport Scheduling Process

F10.1 Airport Capacity and Traffic Congestion ................................................ 213

F10.2 Levels of Airport Activity ........................................................................ 214


Section F11: Computational Fluid Dynamics

F11.1 Computational Fluid Dynamics: Overview .............................................. 216

F11.2 When to Use CFD Software Effectively ................................................... 216


164


IAT

ACHAPTER F — AIRPORT CAPACITY

SECTION F1: CAPACITY AND LEVEL OF SERVICE

F1.1 INTRODUCTION

The problem of traffic peaking at airports has been the subject of increasing concern by airlines andairport operators around the world. This problem is a complex one and has tended to defy easy orwidespread solution. Extreme traffic peaking at airports generates congestion and severe economicpenalties, or delays to aircraft and passengers.

These problems may become even more acute if the timely expansion of airport facilities toaccommodate increasing levels of traffic cannot be undertaken, for whatever reason, but especiallydue to environmentally imposed runway/airport curfews. Curfews do not directly affect hourly capacitycomputations, but they do affect the total airport capacity. While a principal objective should be toincrease airport capacity to meet increasing demand, in the interim the need to maximize the utilizationof existing airport and airline resources is becoming more critical than ever before. Effectively managingavailable airport capacity/demand in such an environment presents a major challenge to airportoperators and airlines alike.

Every reasonable effort should be made by the airlines, airport operators, and involved governmentagencies to identify airport capacity limitations and potential congestion problems well before theseproblems actually occur. Co-ordinated efforts can then be undertaken to avoid such problems to thebenefit of all concerned, and will require continuing and open communications and cooperationbetween all parties involved. Demand/capacity and level-of-service investigations at airports wherecongestion exists or is anticipated can be arranged in this type of co-operative climate in order to:

(a) Establish the time, degree and cause of congestion.

(a) Seek to agree on a methodology for determining the capacity of the airport, taking into accountthe levels of service to be provided, and compare this with typical peak demand to identify capacitylimitations.

(b) Consider means of removing such limitations in the short term, at a relatively small cost, takingaccount of the effect of any related delay factor. It is often possible to increase capacitiessignificantly through relatively inexpensive changes in procedures or personnel deployment.

(c) Where larger expansion is not possible, consider other temporary expedients, such as minorconstruction or lower service levels, pending improvements in capacity in the longer term or asignificant infrastructure expenditure.

(d) Where capacity can only be increased in the longer term or at significant cost, produce estimatesof those measures required to increase appropriate capacity, and consider whether the capacityshould be increased either to a higher level, or to a lower level involving either increased delaysor the adjustment of schedules.

Although various alternative methods of managing demand to match capacity limitations have beenconsidered in the past, the most satisfactory one is that of schedule co-ordination. Such schedule

165


F1.2 IATA RECOMMENDATIONS

F1.IR1 Use of schedule co-ordination to manage capacity demand

In general, schedule co-ordination represents the most effective means of managing capacitydemand issues. Schedule adjustments should be made in an international forum where pertinetindustry representatives can discuss the changes required at any airport concurrently with theirvarying repercussive effects at other airports.

167

IATA Airport Capacity

SECTION F2: CAPACITY DEFINITIONS

F2.1 CAPACITY MEASUREMENT OVERVIEW

Capacity measurements vary from one subsystem to another. The term capacity has many definitions,but it generally makes reference to a limit, when reached or exceeded, which affects an airport'soperations and level of service.

Capacity is often use to describe the variable measurement of a specific airport system or subsystem'sthroughput, or the system's capability to accommodate a designated level of demand. Comprehensivecapacity assessments are based on five fundamental measurements, noted in the following sub-headings.

F2.1.1 Dynamic Capacity

Dynamic Capacity refers to the maximum processing or flow rate of persons (i.e. occupants)

F2.1.2 Static Capacity

Static Capacity is used to describe the storage potential of a facility or area, and is usually expressedas the number of occupants that a given area will accommodate at any one moment. It is a functionof the total useable space available and the level of service to be provided; i.e., the amount of spaceeach occupant may occupy. Static capacity standards are stated as square meters per occupant(m2/occ.) for each level of service.

F2.1.3 Sustained Capacity

Sustained Capacity is used to describe the overall capacity of a subsystem to accommodate trafficdemand, over a sustained period within the space and time standards of a particular level of service.It is thus a measure of the combined dynamic and static capacities of the processors, reservoirs andlinks. IATA recommends using level of service C to determine the sustainable capacity. The definitionfor level of service C is shown in section F9.1.2.

F2.1.4 Maximum Capacity

Maximum Capacity refers to the maximum traffic flow which can be achieved for the chosen timeunit only, but not sustained for a longer period, in accordance with safety requirements and regardlessof delay or level of service.

F2.1.5 Declared Capacity

Declared Capacity refers to site specific limiting capacities, in numeric terms, of individual facilitiesand resources. These capacities are forwarded to the appropriate bodies to be used in the preparationof flight schedules.

168


SECTION F3: AIRPORT SYSTEMS

F3.1 AIRPORT SYSTEMS OVERVIEW

An airport is more than a large paved area, a set of plans or an architectural concept. An airportshould be seen and planned as a dynamic system that handles the flow of pedestrians, vehicles,aircraft, baggage, cargo and mail. The passengers, baggage, greeters & well-wishers, vehicles andaircraft must pass through inter-related systems to be queued, processed and circulated on variouslinks such as taxiways, corridors, escalators, etc.

F3.1.1 Airport Facilities/Systems

Airport facilities should be planned according to the following principles:

• Airports should be developed to operate in an efficient manner, taking into account the safety ofthe users and clients.

• Aircraft flows should be designed to operate with maximum efficiency across the airside subsystems; i.e. the gate, apron, taxiways, runways, and airspace.

• Passenger flows should be designed to minimize inconvenience and confusion as passengersproceed through the network of terminal subsystems.

• Baggage systems should be designed to provide an efficient, fast, reliable and cost-effective flowof hold baggage from check-in to aircraft, from aircraft to aircraft, and from aircraft to baggagereclamation. See chapter U for information on Baggage Handling Systems (BHS).

• Vehicular flows should be designed to provide an efficient and reliable access/egress to theterminal facilities.

• The passenger terminal building should be designed to provide an efficient and seamless flowbetween the landside and airside elements.

• Airports should be designed to offer a balanced flow through the interface points of the system.

• Each system should be flexible enough to accommodate future requirements in order to maintainthe balance of the overall airport system.

An airport can be subdivided into several main, interrelated systems. The airside network has a largerspace requirement, while the terminal building represents the transfer portion of the overall systemthrough which passengers move from their ground access modes to the apron, vice versa, or alternatelybetween flights.

The ground access/terminal building transition point is at the curb, while the apron/terminal buildingtransition point occurs at the bridge/gate. These transition or interface points between the systemsmark the points where the nature of the flow changes. In the deplaning process, for example,

This relationship is shown in the following schematic diagram:

J

_L

J

Arriving Vehicles Occupants

IAircraft

Deplaning

I

Departing Vehicles Occupants Aircraft Deplaning

F3.1.2 Capacity Balance

A primary objective of the planning process is to find the correct, balanced capacity and level ofservice between facilities, operations, rules & procedures and airline schedules. Balancing capacityis primarily required to avoid displacing a bottleneck to another critical facility. It often means ensuringthe terminal, gate and apron systems do not limit the runway throughput. Six major system studiesare considered when balancing capacity and determining the reliable throughput of the airport. Thesebeing:

Terminal Airspace

Terminal airspace studies are undertaken to determine when existing capacity and limiting factorsrequire improvement prior to considering investment in new facilities. The maximum reliableterminal airspace throughput for landings and departures is determined separately.

Runway/Taxiway

A runway capacity study is undertaken to determine the exiting and maximum reliable runwaycapacity. The runway system is a critical component to the overall system, and runway capacityultimately determines a given airport's maximum capacity. Every effort should be made to ensurethat other airport facilities are not limiting runway throughput and performance.

Apron

Simulation is often required to ensure that the apron acts as an effective link between the gateand the runway systems and does not become a bottleneck.

Gate

The number of stands and aircraft parking positions for different types/sizes of aircraft is calculatedto meet the current and future year requirements up to the ultimate runway capacity. This,information is essential to develop realistic and cost-effective airport concepts.

Passenger Terminal

The number of counters/processors, a building's reservoir (holding) potential, levels of service,and requirements by facility or area are calculated for the passenger and greeter/well-wisherflows for the passenger terminal.

Enplaning passengers must pass through some or all of a series of subsystems, while deplaningpassengers must pass through some or all of a separate series. In some cases, the samesubsystems are used by both flows. Additionally transfer passengers must be considered sincethey utilize some of the subsystems of both passenger flows. In the case of 'hub' airports, thevolume of transfer passengers may be very significant. Passenger terminals also process baggageflows. See chapter U for information on baggage handling systems.

169

TATA* Airport Capacity

Passenger Flow Routes

A general aircraft baggage and passenger flow chart should be established. It is usually essentialto show originating, terminating, transfer and transit passengers, split by domestic and internationalpassenger flow, in order to properly analyse passenger terminals. The passenger flow routesshould be flexible and should:

• Be as short and straight as possible, unimpeded by obstructions from cross-flows or

Be capable of use by all airlines and not restricted to individual aircraft loads.

Govern control positions in order to avoid bottlenecks.

Be sufficiently flexible to permit the establishment of temporary channels which can be usedas by-pass routes by other passengers (e.g., for individual health control processing of aparticular arriving aircraft passenger load) or to permit regulation evolution.

Permit processing of passengers individually or in groups.

Introduce a minimum number of level changes.

Allow flow separations for government regulations or security reasons.

Provide one flow route for departing domestic passengers and one for internationalpassengers.

One flow route for arriving domestic passengers and one for international passengers.

Separate departing passengers from those arriving after security check-points.


F3.2 IR1 Airport as a Dynamic System

An airport should be seen and planned as a dynamic system that handles flow of pedestrians,vehicles, aircraft and baggage going through inter-related systems.

F3.2 IR2 Airport Facilities

Airports in general should be planned in accordance with the principles defined within ClauseF3.1.1. ~

F3.2 IR3 Balancing Capacity

Balancing capacity is required to avoid displacing a bottleneck to another critical facilityconsidering runway capacity ultimately determines the maximum capacity of an airport.

F3.2 IR4 Passenger Flow

Passenger flow should be planned in accordance with the principles in clause F3.1.2.

171


SECTION F4: PLANNING SCHEDULE

F4.1 PLANNING SCHEDULE OVERVIEW

Determining airport capacity and requirements largely depends on predicting the impact of projectedairline schedules on the various airport facilities. Requirements, capacity and level of service arebased not only on operating conditions and rules, but also upon the particular demand profiles createdby the mix of flights and flight sectors for a typical busy day.

Typical peak period or peak hour demand should be used wherever possible for planning purposes,rather than annual figures. The typical peak is the maximum level of traffic, lower than the absolutepeak, reached in busy periods of a typical busy day. The second busiest day in the busiest or secondbusiest week of normal airport traffic is a good example of a typical 'peak day', specifically excludingpeaks associated with, for example, religious or other holiday festivals.

De-seasonalized time series can thus be used to segregate monthly passenger and aircraft movementdata into their major cycle, trend, seasonal and random constituents. It is useful to identify repeatablepeak passenger and aircraft days of the week, distinguishing hard trends from random fluctuations.

Historical peak period statistics such as the 30th busiest hour in the year, the 90th percentile of

F4.2 SCHEDULE INPUT REQUIREMENTS

Detailed planning, concept validation, level of service assessment, facility optimization and designstudies should be conducted with site-specific planning schedules as a key input. Baseline planningschedule(s) by cargo and passenger traffic sector should be developed and adapted from actualschedules to reflect the existing and future fleet mix and route structure.

Planning schedules should reflect the basic traffic characteristics of the users of the systems beingstudied. A passenger flow study would typically require more information than a runway capacitystudy, including:

Airline flown.

Aircraft type.

Aircraft ID.

Departure and arrival time.

Origin/Destination passenger volumes, transfer passenger volumes, transit volumes.

Traffic sector (International, Domestic, Schengen, etc.).

Gate assignment (gating).


F4.IR1 Site-specific Planning Schedules

Detailed planning, concept validation, level of service assessment, facility optimization anddesign should be based on site-specific planning schedules reflecting the basic trafficcharacteristics as a key input.

F5.3.3 ATC Procedures and Equipment

The performance of radar equipment and ATC limitations sometimes impose a separation greaterthan the minima shown in Table F5.1. These limitations should be dealt with prior to consideringinvesting in new runways.

F5.3.4 The Mix of Aircraft

As shown in Table F5.1, separation between aircraft depends on the aircraft category. Therefore, themix of successive aircraft operating will have an impact on the overall separation and the runwaycapacity. For example, an airport operating with a majority of medium size aircraft will have an averagearrival separation of 3NM. The same airport serving a mix of small, medium and heavy aircraft willhave a separation of 3 to 6NM, depending on the sequence of arrivals, and will have a significantlyreduced runway capacity.

F5.3.5 The Mix of Arrivals and Departures

An airport is part of a network and has a mix of arrivals and departures during the day. Aircraft thatland at an airport will eventually take-off. The distribution of arrivals and departures has an impacton runway capacity. ATC not only needs to consider separation between successive arrivals andsuccessive departures, but also gaps between arrivals preceded or followed by departures.

F5.3.6 The Mixed or Segregated Mode

Airports with two or more runways sometimes dedicate runways to departures and runways to arrivals.However, the arrival and departure peaks rarely coincide, and the separation between successivearrivals and successive departures are different. This results in gaps on one runway when anotheris at capacity; in these situations mixing arrivals and departures as if operating with a single runwaycan increase capacity.

F5.3.7 Runway Configuration

Parallel runways with adequate spacing (1035 m or more) can process independent arrivals. Interactionbetween runways is a constraint that limits capacity when the distance between runways does notmeet the minimum distance requirement or runways intersect. Independent parallel runways arerecommended for that reason.

The layout of an airport and the runway configuration is another factor having an impact on aircraft

F5.3.8 Precision Runway Monitor (FAA)

The PRM is a surveillance radar that updates essential aircraft target information 4 to 5 times moreoften than conventional radar equipment. PRM also predicts the aircraft track and provides alarmswhen an aircraft is within ten seconds of penetrating the non-transgression zone. Use of the PRMallows air traffic controllers to ensure safe separation of aircraft on the parallel approach courses andmaintain an efficient rate of aircraft landings during adverse weather conditions. In December 2001,the FAA determined that the Traffic Alert and Collision Avoidance System (TCAS) may be operatedin the resolution advisory (RA) mode when conducting a PRM approach.

The FAA has commissioned PRMs at Minneapolis and St. Louis, and at Philadelphia InternationalAirport in September 2001. PRM's were scheduled for commissioning at San Francisco and John F.Kennedy in late-2002, Cleveland in late-2004, and Atlanta in 2006, coincident with the completion ofthe fifth parallel runway. The FAA has also approved procedures using a PRM to allow simultaneousinstrument approaches in adverse weather.

172


F5.3.9 Simultaneous Offset Instrument Approaches (FAA)

The SOIA procedure would allow simultaneous approaches to parallel runways spaced from 230 m(750 feet) to 910 m (3,000 feet) apart. It requires the use of a PRM, a straight-in ILS approach toone runway, and an offset Localizer Directional Aid (LDA) with glide slope approach to the otherrunway.

The SOIA concept involves the pairing of aircraft along adjacent approach courses separated by atleast 910 m (3,000 feet) with a designated missed approach point approximately 3.5 nautical milesfrom the runway threshold. The pilot on the offset approach would fly a straight-but-angled approachuntil descending below the cloud cover. At that point, the pilot would have a period of time to visuallyacquire the traffic on the other approach before continuing to the runway. If the pilot does not seethe other aircraft before reaching the missed approach point, the approach would be discontinued.

San Francisco International Airport (SFO) and Lambert-St. Louis International Airport (STL) are thefirst candidate airports for SOIA. At SFO the arrival rate is 60 aircraft per hour in clear weather usingboth parallel runways, which are 230 m (750 feet) apart. In times of heavy fog and low-ceilingconditions, aircraft are placed in-trail to one runway, reducing the airport arrival rate by half. TheSOIA procedure will enable SFO to maintain an arrival rate of up to 40 aircraft per hour with a cloudbase as low as 490 m (1,600 feet) and four miles of visibility.

F5.4 RUNWAY MOVEMENT SIMULATION

Simulations are strongly recommended to determine the runway capacity before and after proposedimprovements, procedures and rules are implemented. Delays (including where and why they occur)are a primary indicator of level of service and that capacity is being reached or exceeded.

Simulation models, such as Total AirportSim developed by IATA, are effective to predict the impactof projected airline schedules on the various airport facilities. They can be used to identify the nature,location and degree of congestion and to measure delays. Care must be exercised in the provisionof accurate data and it must be recognized that operation of such software should be entrusted tohighly skilled and experienced operators who fully understand airport operations.

The sustainable runway throughput at airports not currently at capacity is calculated by increasingthe daily demand until the runway system is saturated, and by assuming the same hourly distributionof traffic and fleet mix. Unlimited gate supply should be assumed.

Figure F5.1 shows an example where departure delays are greater than the arrival delays. Departureis therefore the limiting factor.

♦ Landings

■ Departures

30

2005 2006 2007 2008 2009 2010 2011 2012 2013

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174

ÊATA Airport Development Reference Manual

Figure F5.2 shows the excessive queuing associated with peak departure demand exceedingdeparture capacity. The number of aircraft queuing increases rapidly when runway capacity is reachedand typically takes a long time to dissipate.

Figure F5.2 — Example of Departure Bottleneck

(Location and Degree of Congestion)

F5.5 RULES OF THUMB

IATA proposes the following rules of thumb based on the ICAO departure and landing wake vortexseparation and assuming a runway occupancy time of 50 seconds or less.

Table F5.2 — Typical Maximum Hourly Runway Throughput— Segregated Mode

% Heavy % Medium Departures Landings(1> Landings<2>

25 75 48 39 +5

50 50 40 37 +3

75 25 34 36 +2

(1)based on the wake vortex separation shown in table 1

(2)additional capacity assuming a 2.5 NM separation for medium size aircraft

Fr ER1 Runway Simulation

The simulation of runway movements is recommended as defined within the ADRiV C' useF5.4 ^SEÉilC Éil

175


SECTION F6: TAXIWAY

F6.1 TAXIWAY OVERVIEW

Taxiways provide the necessary link between various parts of the airport, including to the gate/apronand the runway system. As such, the individual elements constitute a network serving access andaircraft movement functions.

Figure F6.1 — shows schematically the basic functions served. The taxiways should be designed(dimensions) according ICAO Annex 14 requirements for the future critical aircraft to operate at theairport.

Figure F6.1 — Functional Design of a Taxiway System

Access to CargoMain Parallel and G.A., etc. AreaTaxiways \

/ I Passenger Terminal Area \

R.E.T.s (Heavy,Medium and Light) Multiple Queuingfor Aircraft Sequencingat Departure

F6.2 TAXIWAY FUNCTIONALITY

The taxiway system should be designed so as to optimise runway throughput. Implementation oftaxiway functionality such as Rapid Exit Taxiways (RETs), parallel taxiways and departing multiplequeuing taxiways improve the system capacity.

RET vacate landing aircraft from the runway. They are designed to minimize runway occupancy timeand therefore create the necessary conditions to optimise runway utilization, since a succeedingaircraft can't touch down until the preceding aircraft clears the runway. They can provide the necessaryconditions for High Intensity Runway Operation (HIRO), minimizing the occurrence of 'go-around'and enabling departures in-between continuous in-coming traffic in mixed mode operation. The numberand location of RETs depends on the aircraft fleet mix, the distance from the threshold to touchdown,the aircraft speed at touchdown, the initial exit speed and the rate of deceleration.

De-icing pads are an integral part of taxiway systems at many airports. It is important to design andlocate de-icing pads to accommodate the peak demand and to match the maximum runway throughputin bad weather conditions.

F6.3 SIMULATION

Runways and taxiways are inter-related systems. The runway simulations described in section F5should include the taxiways to get from/to the gate or aircraft stand in the model. Figure F6.2 showsan example of 'where' departing taxiing aircraft are delayed from an aircraft flow simulation. Taxiingdistance and delays should be carefully studied considering their significant impact on operation costsand performance.

Figure F6.2 — Example of Identification ofPotential Bottlenecks from Simulation


F6.IR.1 Taxiway System

The taxiway system should be designed to maximize runway throughput, minimize taxiingdistance and delays and improve aircraft flow and operations.

F6.IR.2 Runway Simulations

Runway simulations should include the taxiway network.

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ÈATA Airport Development Reference Manual

SECTION F7: APRON

F7.1 APRON OVERVIEW

The apron provides direct access to aircraft stands for purposes of loading and unloading passengers,mail or cargo, or for fuelling, parking or maintenance. An apron's taxilanes serve two main functions:

(I) The aircraft stand taxilane, intended to provide access to the aircraft stand only.

(II) Apron taxiways, intended to provide a through route across the apron.

Apron and gate design should reflect the various characteristics and volume of traffic to be handled.Significant ground delays can be experienced on aprons as they are an aircraft flow merging pointand provide an entry/exit point to aircraft for pushing back and powering up engines. The trafficvolume and characteristics can also change over time.

Single aircraft stand taxilanes giving access to more than 6-8 high-turnover cul-de-sac gates shouldbe avoided. Apron taxiways providing through taxi routes should be included in the ground aircraftflow simulation for runway capacity studies in order to avoid displacing a bottleneck to the next link.

An apron aircraft flow simulation, including realistic gate assignment and push-back procedures, is


F7.IR.1 Apron and Gate Design

Apron and gate design should reflect the various charactenstics and volume of traffic to behandled.

F7.IR.2 Single TAXILANES

A single taxilane giving access to more than &to 8 cul-de-sac gatvs should be avoided

F7.IR.3 Aircraft Fiow Simulation

An aircraft flow simulation should be considered to verify the functionality of apron layouts.

F7.IR.4 Apron Location

The apron should be located in such a way as to minimize or eliminate the need for crossingrunways.

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178


SECTION F8: AIRCRAFT STAND

F8.1 AIRCRAFT STAND OVERVIEW

An aircraft stand is a designated area intended for parking an aircraft where passengers can beloaded/unloaded with a bridge or by bus. The aircraft stand system is effectively an interface betweenpassenger and aircraft flow; i.e. where passenger/baggage flow become aircraft flow and vice versa.

This system should be carefully planned so as not to become a limiting factor of runways. Gate supplyshould be calculated to match the runway throughput, and ultimately the runway saturation scheduleplus the overnight parking requirements. Stands should not be used as a buffer for late arrivals/departures due to ATC delays. At some airports, aircraft subject to an ATC departure delay willactually vacate their stands at their scheduled departure time and absorb the delay on speciallydesigned remote stands near the runway.

Gate (contact) stands have a significant impact on the quality of service to users because they providefor more rapid and comfortable handling of passengers, avoid the need for buses, and enable betterturnaround times. Contact gates are often essential to improve the quality of service and reliableMCTs, in support of airlines commercial objectives — especially at hub airports. Contact gates arerequired at airports with frequent adverse weather conditions, and designers should keep in mindthat an airport is part of airline network and therefore linked to operational commercial objectives.

F8.2 AIRCRAFT STAND CAPACITY

The capacity of the runway, taxiway and apron systems is dynamic, as it relates to the ability toprocess flows. The capacity of the aircraft stand system is related to the ability to accumulate aircraft,which is a static capacity. The number of stands and aircraft parking positions by different types/sizes of aircraft is calculated to meet the current and future year requirements. This information isessential to develop realistic and cost-effective airport concepts and to ensure capacity balance.

Some schedules, particularly long-haul flights, require that aircraft remain for several hours. Home-based aircraft are likely to remain at their stands overnight, however the majority of flights seek arapid turnaround.

There could be a shortage of gates either (i) because of demand exceeds capacity (ii) because thereis a higher than expected large aircraft demand or (iii) because aircraft remain in occupancy for anextended number of hours or because of the current operations and rules applied. This highlightsthat the key aspects of stand availability are:

• The number of stands provided for different types/sizes of aircraft.

• The availability of these stands as influenced by occupancy times (possibly ranging from lessthan an hour to in excess of 6 hours).

• Availability of multiple aircraft ramp stands.

• Which terminal(s) are served by the stands.

Table F8-1: Typical Aircraft Processing andServicing Time (In minutes) at Gate

AircraftType

PaxLoad

LoadPassenger

UnloadPassengers

AircraftServicing

ThroughFlight

TurnaroundFlight

B 40 10 5 10 - 25

C 130 20 10 15 25 45

D 250 30 15 30 45 75

E

1 DOOR 350 40 25 45 45 110

2 DOORS 350 25 15 45 45 85

F

1 DOORO

470 55 30 80 60 165

2 DOORSn

470 30 20 80 60 130

(*) IATA Recommends two doors wherever possible for Code F aircraft. (**) A third door reduces theturnaround time by only 10-15 minutes to a total of approximately 115 minutes. The boarding anddeboarding processing times are no longer in the critical path. The catering process is on the criticalpath because of the high number of trolleys to be loaded and off-loaded.

F8.3 IMPROVED STAND CAPACITY

Possibilities for flexible use of aircraft operational stands (e.g. two small aircraft on one large aircraftstand) should be kept in mind when assessing the maximum capability of a layout. The parkingconfiguration adopted, for example nose-in versus self manoeuvring, may not impact on stand capacitybut could have a significant impact upon the apron capacity. Availability of facilities such as hydrantrefuelling, loading bridges etc., which help to reduce congestion, should also be considered.

Gate (contact) stands have a significant impact on the quality of service to users because they providefor more rapid and comfortable handling of passengers, avoiding the need for buses and enablingbetter turnaround times.

179


1GH 17H

G_F€£tLS 223 A33(W('2D£='13.«3&(W

F8.4 GATE AND STAND ASSESMENTS

While there is a physical limit on the number of aircraft which can be simultaneously accommodatedat the airport, operational factors such as gate assignment policy, exclusive/preferential use,sectorization, and operational parameters impact the practical capacity of the system. The inputsrequired to conduct a gate assignment study include:

• Busy day flight schedule.

• An apron plan indicating all contact gates and remote stands.

• List of all contact gates and stands by range of aircraft accommodated and sectors accepted/preferred.

• Policy regarding exclusive and/or preferential use.

• Operational parameters, such as the buffer time between flights using the same gate (either ona gate by gate basis or globally), minimum tow-on and tow-off time by aircraft, and minimumground time before an aircraft is considered a candidate for towing.

Gate assignment study results (i.e. the number of gates by class of aircraft and by sector) and gate

Figure F8-2: Example of Gate Assignment Chart

Sahp I H^ute| StatttUct| M«tug«| Hsporl Gan»Chat|

_________ ________ 3i 10H 11H'_, Gate F1

Concourse AGateF2Concourse AGateF3

Concourse AGateF4Concourse A

Gate F5Concourse AGateF6Concourse AGate 12Concourse CGate 13Concourse CGate 14Concourse CGate 15Concourse CGate 16Concourse CGate 17Concourse CGate 24Concourse E

-TkmOlfsatjO _Ú

180



F8.IR.1 Gate Supply

Gate supply should be calculated to match the runway throughput and ultimately the runwaysaturation schedule plus the overnight parking requirements.

s-------rr^------------------------

f

F8.IR.2Contact Gates

r

Gafes (contact) should be considered to improve the quality of service to users and to providefor more rapid and comfortable handling of passengers, avoiding the need for buses.

F8.IR.3 Gate/stand Planning

When planning gate/stands, they should be designed with full consideration of the instructionsstipulated in Clause F8.2.

F8.IR.4 Gate Percentage

A high percentage of contact gates is required when an airline's strategy requiresW§§tumaroundtimes, good quality of service, short and reliable MCTs and dealing with frequent adverse weatherconditions. Designers should keep in mind an airport is part of airline network and therefore is


SECTION F9: PASSENGER TERMINAL FACILITIES

F9.1 PASSENGER TERMINAL DESIGN: INTRODUCTION

Terminal design and level of service should reflect the various characteristics and volume ofpassengers and baggage to be handled. Managing terminal capacity and designing with level ofservice in mind are key requirements in the development of competitive airports, and have long-termfinancial and operational implications for passenger facilities. Once a terminal is built, its size andfeatures tend to be effectively permanent unless major additional investments are made withcommensurate financial commitments.

Planners and decision-makers must keep in mind that passengers visit an airport for one primaryreason: to catch a flight. Passengers' expectations and needs should be at the very heart of theplanning process. The mark of a successful airport is its natural and unobstructed passenger flowbetween objectives, easy navigation through the terminal, simplicity and cost-effectiveness.

Unfortunately, terminals are not always designed to take passenger attitudes and user needs intoconsideration. This is partly related to how decisions are made. Too often, a maquette or elaborate3-D drawings presenting the basic aesthetic approach or 'look' are presented to the selectioncommittee, and a given design will be chosen before airport specialists and operations consultantscan properly appraise it for effectiveness and efficiency. Changes to the chosen concept then tendto be resisted and compromises only reluctantly considered. The result is often new terminals withoutthe required capacity and with an expensive juxtaposition of subsystems that leave users with adisappointing passenger experience.

F9.1.1 Passenger Characteristics

Different flight segments have different characteristics and needs. The amount of individual passengerspace required for comfort and adequate level of service is examined from the point of view ofchanging passenger behaviours and perceptions. The space standards developed in the 1970's,for example, are currently being expanded to reflect newer segmented passenger behaviour andcharacteristics.

Changes like these affect design attributes such as how much more queuing space might be requiredfor passengers who use luggage carts and tend to carry a certain amount of luggage (this variesdepending on their passenger segment). Demand always exceeds capacity at some point, andproviding space for the formation of a queue is part of terminal design. A fundamental question is:How much space is required to offer an economical level of comfort?

The answer should go beyond the study of operations research specialists and should be done withpassengers behaviour and expectations in mind. Passengers are one source of uncertainty and thusof fluctuation not only in demand but in capacity as well. Queuing phenomena at check-in countersis a good example of this. The arrival pattern may change from flight to flight and from day to day.The time to process passengers also fluctuates and is not entirely under the control of the agent.

Different passenger segments have different characteristics and needs. Space standards for a

Source: Davis and Braaksma (1987)

F9.1.2 Level of Service

Level of service can be considered as a range of values, or as assessments of the ability of supplyto meet demand. To allow comparison among the various systems and subsystems of the airportand to reflect the dynamic nature of demand upon a facility, a range of level of service measuresfrom A through to F may be used, similar to the standard employed in highway traffic engineering.The evaluation criteria and actual standards for each subsystem are developed separately.

Table F9.1 — Level of Service Framework

A — An Excellent level of service. Conditions of free flow, no delays and excellent levels ofcomfort.

B — High level of service. Conditions of stable flow, very few delays and high levels of comfort.

C — Good level of service. Conditions of stable flow, acceptable delays and good levels ofcomfort.

D — Adequate level of service. Conditions of unstable flow, acceptable delays for short periodsof time and adequate levels of comfort.

E — Inadequate level of service. Conditions of unstable flow, unacceptable delays andinadequate levels of comfort.

F — Unacceptable level of service. Conditions of cross-flows, system breakdowns andunacceptable delays; an unacceptable level of comfort.

Figure F9.3: Pedestrian Dimensions

183


Since the traffic demand at each airport is dynamic and varies according to such factors as schedule,flight sector, and aircraft size and load factor, the level of service measures must reflect these dynamicaspects. In this sense, the nature of the traffic demand plays an important role in affecting the levelof service experienced by a passenger.

On the supply side there are various systems and services which comprise the airport complex. Levelof service space can be considered as a range of values, or as an assessment of the ability of supplyto meet demand, and combines both qualitative and quantitative measures of relative comfort andconvenience.

The framework of level of service measures permits comparison between often unrelated subsystemswithin the airport complex. This aids management in the evaluation of airport components throughthe use of common terminology. It is much easier to describe level of service in this manner and toachieve capacity balance.

Level of Service C is recommended as the minimum design objective, as it denotes good service ata reasonable cost. Level of service A is seen as having no upper bound. The total number ofpassengers in an area provided for queuing tends to be fairly constant for any given flight. The spaceper occupant when the queue overflows is seen by IATA as the frontier between level of service Cand D. Passengers manage to avoid experiencing a level of service lower than C unless forced to.Passengers queuing in corridors that are sharing space with passengers walking through can howeverexperience a lower level of service.

F9.1.3 Check-In Queue Area

Table F9.2: Level of Service Space Standards(sq. Meter/Occupant) at Check-In for Single Queue

A B C D E

1. Few carts and few passengers with check-inluggage (row width 1.2m).

1,7 1,4 1,2 1,1 0,9

2. Few carts and 1 or 2 pieces of luggage perpassenger (row width 1.2m).

1.8 1,5 1.3 1,2 1,1

3. High percentage of passengers using carts (rowwidth 1.4m).

2,3 1,9 1,7 1,6 1,5

4. 'Heavy' flights with 2 or more items per passengerand a high percentage of passengers using carts(row width 1.4m).

2,6 2,3 2,0 1,9 1,8


F9.2 PASSENGER BEHAVIOUR

Many factors, such as passenger behaviour patterns, cultural backgrounds, psychologicalrequirements and passenger comfort can affect the space required in relation to the occupancy time.

Passengers don't necessarily use all the space available to them at certain key points in the terminalprocess, and they manage to secure a good level of space comfort even under congested conditions,unless they are prevented to do so by a physical constraint or the threat to lose their priority in thequeue. Figure F9.1 and F9.2 illustrate that point for 8 economy-class counters served by a single

Figure F9.1: A Queuing System not at Capacity

CQ3

ft

50

T3T cos eoJ ■53 ~5Õ5 ix& «t

In their attempt to maintain a comfort zone, passengers do not use all the space available for queuing.The number of passengers divided by the total area for queuing may represent a level of servicebetter than C but in reality passengers occupy the space for a good level of comfort and experiencea space level of service C.

185


cos tos

~ccg 63"

186


Figure F9.2 (below) shows the situation when the system is congested. The passengers waiting inthe queuing space area do not squeeze in, thereby lowering their level of service, to make space forthe passengers waiting behind in the corridor. Instead, the queue tends to overflow. This behaviouris consistent with research showing that humans tend to maintain a buffer zone to prevent the chanceof intimate contact.

Figure F9.2: Queuing System Exceeding Capacity

_

CC

This observation regarding unconstrained environments has a practical application on determiningperformance, capacity, level of service and requirements.

Figure. F9.4: Queuing at Check-In Based on Physical Characteristics of

Passengers and a Maximum Queuing Time of 30 MinutesCase2

—s->->

*< *fr som;

rti-^rr^-rWSi

Case3

anâiili fornam,

jm& MJ 'aiD «D »* run

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The peak demand load and the level of service C standards are translated into recommended planningdimensions. As shown in figure F9.5, IATA recommends a 24 to 26 meter separation between adjacentislands (32 — 34 meters per module) to provide 2.5 meters for processing and circulating in front ofthe desk, 7.5 to 8.5 meters for queuing and 4 meters for circulation and passenger queue overflow.Twenty-four (24) meters provides enough space for a maximum queuing time of roughly 30 to 35minutes for the case 1,2 and 3 of table F9.2. Twenty-six (26) meters provides the flexibility to processheavy flights, or is required when the maximum queuing time exceeds 30 — 35 minutes on a regularbasis. More than 26 meters may be considered after a comprehensive demand/capacity study isconducted to reflect site-specific particularities. Twenty-two (22) meters is sufficient at airports withmaximum queuing time of 30 minutes or less and for case 1 and 2 (see Table F9.2).

Figure F9.5: Recommended Dimensions for Check-In Island with Single

IHIHIPIIHIMIB

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E

3CO

CDCM

CM

Queuing

Corridor and Queue overflow

E

in

CM

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\jE5E F9.2.1 Frontal Type Check-in Counters

Figure F9.6: Recommended Dimensions for Frontal Type Check-InMaximum Queuing Time of 30-35 Minutes

2.5 m

E

o

in

8.5

Processing[and ..Circulating __\_| Queuing |

fBuilding facade

4.0 m

F9.2.2 Wait/Circulation Area

Walking distances for passengers should be as short as possible. In determining the distance betweenmajor functions in the terminal, the planner must consider whether baggage is to be carried or not,the availability of baggage trolleys, changes in levels, and the accessibility of the aircraft withoutresorting to ground transport.

The suggested maximum walking distance between the major functions (i.e., car park to check-in/baggage claim; check-in/baggage claim to gate lounge) is 300m.

Greater distances can be accepted provided a form of mechanical assistance is made readily availableto passengers. Such systems are costly and therefore a full cost/benefit analysis is necessary beforeinstallation. In all terminals where progressive expansion must incorporate a people-mover system,due provision for the necessary right-of-way and other related factors must be included in the originalplanning.

If passengers are required to change levels when walking, escalators or moving ramps should beprovided, at least in the upward direction. Passengers should not be required to move baggage otherthan hand baggage between levels. Experience has shown that the use of elevators to enablepassengers, other than disabled passengers, to change levels is not satisfactory from a capacitypoint of view.

Pedestrians adapt their walking speed to the environment based on the following variables:

• The occupancy or flow in the corridor.

• The proportion of passengers with baggage and carts.

Table F9.3: Space and Speed for Level of Service C

Space (mVpax) Speed (m/s)

Airside — no carts 1,5 1,3

Public area after check-in — few carts 1,8 1,1

Departure before check-in — carts 2,3 0,9

189


F9.3 PASSPORT CONTROL

Passport control systems are similar to check-in systems. The generic comments for the check-insystem apply to passport control inbound and outbound traffic.

Figure F9.7: Passport Control Desks and Queuing Space Requirements

Multiple Queues (Lines) Single (Bank) Queue

0 0 0 -w- 0

IBIBIBIBIB

BI ÉBIBIBIBIB

L=MAX*Qx0.9/#PCDWhere:MAX#Q is the maximum number of pax queuing#PCD is the number of passport control desks staffed

L = Max#Q x LOS Standard / WWhere:MAX#Q is the maximum number of pax queuingLOS Standard: see table F9.4(see sections F9.9.2 and F9.9.5 for details)

The main criterion for determining the queue length for multiple queue systems is the average distancebetween two individuals waiting in the same line (inter-person spacing). The comfort distance variesfrom person to person and from culture to culture. IATA recommends using 0.8 to 0.9 metres if site-specific standards are not available. Less than 0.8 metres is possible, but could conflict with otherpassengers or carry-on luggage.

190


Space requirements for a single queue at passport control is based on the space standards shownin table F9.4.

Table F9.4: Level of Service (A to E) for aSingle (Bank) Queue at Passport Control

A B C D E

Passport Control (sqm) 1.4 1.2 1.0 0.8 0.6

F9.4 HOLD ROOM

A distinction should be made between space requirements for standing or seated passengers. 1.7m2 is assumed for seated passengers and 1.2 m2 for standing passengers. The occupancy rate isused to measure the level of service.

Table F9.5: Level of Service A to E in Hold Rooms

A B C D E

Maximum Occupancy rate 40% 50% 65% 80% 95%

Note: 100% = maximum capacity

F9.5 THE LOADING AREA

The flow of passengers between the terminal building and the aircraft should be smooth anduncomplicated, with clearly defined flow routes which are safe and operationally acceptable.Passengers should be able to enter and leave the aircraft without steep changes in floor level andunder protection from weather, blast and noise.

Use of loading bridges is favoured by the airlines where they can be justified by traffic requirements,commercial strategies and weather conditions. Bridges foster smooth, undirected, embarkation anddisembarkation of passengers. They have proven particularly advantageous with high capacity aircraft.

At airports where loading bridges are not installed, and the aircraft is not parked in front of the exitfrom the terminal building, transporters (buses, mobile lounges) should be used to convey passengersdirectly between the aircraft and the terminal.

Having groups of passengers conducted across the apron is not encouraged by the airlines, aspassengers are exposed to the effects of weather and aircraft blast or noise. However in the caseof small commuter aircraft which are unable to use loading bridges, or where the latter are unavailable,to minimise danger it is essential that passenger movement on the apron be constrained to clearlymarked walkways with a minimum number of access points onto the apron, and that such movement

F9.6 BAGGAGE CLAIM UNIT

The space around a baggage claim unit serves distinct functions. Figure F9.8 shows a typical layout.The baggage claim unit frontage provides the required positions or channels for the passenger towait and collect their luggage. The retrieval area is effectively the space required for the motion ofretrieving a suitcase. The peripheral area is used: to wait for an opening in the retrieval area; for apassenger waiting for a spouse or friend to collect their luggage; to park the cart; and to circulate in/out of the retrieval area.

The retrieval and peripheral area is a roughly 3.5 meter wide band around the unit. This area is usedto measure the level of service for the passengers waiting around the carrousel and the static capacity(accumulation) of the unit. The capacity is determined by dividing the total area by the level of serviceC space standard shown in table F9.6. An 11 to 13 meter separation is recommended to processpassengers, to circulate, and to store carts.

Table F9.6: Level of Service (A to E) for Baggage Claim Unit

A B C D E

Space standard (nf/occupant) 2.6 2.0 1.7 1.3 1.0

Note 1: Sustainable capacity is at level of service C.Note 2: Assuming 40% use of trolleys.

191


F9.7 LEVEL OF SERVICE BALANCE

Passenger departure and arrival facilities are often on different levels of the same building. Thebuilding grid/structural design may become a constraint when selecting the module's dimensions toachieve level of service C at check-in counters and baggage claim. It is recommended to select themodule's width or grid to achieve level of service balance with the objective of providing level ofservice C at the critical sub-systems. The impact of the building grid on a module's width is shownin figure F9.9.

Figure F9.9: Building Grid and Module Dimensions

Check-in

1 I" H I— .1 I*'

h-

)m

h

Baggage Claim

11.0 m

i- 17.0 m

12.0 m

■- 18.0

m

192


F9.8 MAXIMUM QUEUING TIME

The occupancy patterns in various subsystems change rapidly and thereby affect the space availableto occupants. In addition, the occupancy time for a subsystem can vary, resulting in a change incomfort. For this reason, time is a significant factor in determining the quality of service and must beconsidered as a primary variable in level of service measures. It is very difficult to establish a precise,quantified relationship between available space, time, and level of service. This may explain whytime is often neglected as a factor of level of service and standards are sometimes set purely tospace requirements.

ICAO has set a goal of 45 minutes for the clearance of arriving passengers, from disembarkation toexit from the airport, for all passengers requiring not more than normal inspection at internationalairports (ICAO Annex 9, ninth edition, recommended practice 6.28). Although this includes time takenby government inspection services, it provides an indication of an acceptable time framework.

Table F9.7 shows maximum queuing time guidelines. It is however recommended to use site- andairline-specific standards when available.

Short to acceptable Acceptable to long

Check-in Economy 0 — 12 12 — 30

Check-in Business Class 0 — 3 3 — 5

Passport Control Inbound 0 — 7 7 — 15

Passport Control Outbound 0 — 5 5 — 10

Baggage Claim 0 — 12 12 — 18

Security 0 — 3 3 — 7

F9.9 CAPACITY AND LEVEL OF SERVICE ASSESSMENT

Capacity is a measure of throughput or system capability. Since a terminal system is capable ofoperating at varying degrees of congestion and delay, capacity must be related to the level of servicebeing provided.

Capacity and level of service calculation is a key step in the following airport development

processes:

1. Airline strategy, traffic assignments and forecasts.

2. Planning peak period demand and planning schedules.

3. Facility requirements and level of service assessments.

4. Balance capacity and evaluate concepts.

5. Design, land use plan, masterplan.

6. Programming.

7. Construction.

Unlike the runway, where the laws of physics are used to calculate the capacity, the capacity of apassenger terminal relates directly to the extent of congestion that will be tolerated. The sustainablecapacity should be based on the level of service C standard for each subsystem for the busiest 10-minute period of a typical busy day.

Pedestrian flows in the terminal building are comprised of both passengers in the enplaning ordeplaning process, and greeters/well-wishers. Enplaning passengers must pass through some or allof a series of subsystems, while deplaning passengers must pass through some or all of a separateseries. In some cases the same subsystems are used by both flows. Additionally, transfer passengersmust be considered since they utilize some of the subsystems of both passenger flows. In the caseof hub airports, the volume of transfer passengers may be very significant.

It should be noted that these surges tend to be sector-specific for both enplaning and deplaningactivity. Studies have shown that sector-specific behaviour patterns are generally stable and cantherefore be predicted. In this way, it is possible to calculate the maximum load before causingsaturation.

F9.9.1 Terminal Sub-systems and Demand/Capacity Characteristics

Terminal design should reflect the various characteristics and volume of passengers to be handled.Managing terminal capacity and designing with level of service in mind are key issues in optimisingterminal capacity with long-term financial and operational implications.

A passenger terminal capacity and level of service study normally includes the following systems:• Departure facilities, including check-in, passport control, security, departure/bus lounges and holdrooms.

• Arrival facilities, including immigration, customs, baggage reclaim, and a well-wishers/greetershall.

• Transfer facilities which typically include security.

• People movers and bus operations.

• Baggage handling in the areas, which directly relates to passenger processing.

Performance and level of service are based on operating conditions and rules, but also upon usercharacteristics. Passengers and other users are a source of uncertainty and thus of fluctuation notonly in demand but in capacity as well. Demand/capacity characteristics form the basis of the analyticalwork needed to get a realistic evaluation of the requirements, performance and level of service.

The basic characteristics by segment include:

• Passenger arrival patterns.

• Processing class type.

• Processing rates.

• Passenger/bag ratio.

• Time of delivery of the first baggage.

• Transfer passenger ratios.

• Passenger path by class or type of passenger.

• Gate assignment.

• Personnel deployment schedule.

Individual subsystems can either be designed against a given level of service, or evaluated to

195

Airport Capacity

F9.9.2 Simulation

When a flight arrives or departs at the terminal building, there is a surge of occupants into thesubsystems. As long as the arrival rate of passengers does not exceed the dynamic capacity of thevarious components, there will be minimal delay and queuing. However congestion will occur whendemand is systematically greater than the sustainable capacity, and only simulation can properlyreflect the complex dynamic overflow/saturation interaction.

Airport capacity and level of service problems are usually simple to comprehend but may be difficultto solve because of the inter-related systems and flows considered. Many tools are available, includinglATA's Total AirportSim aircraft and passenger flow model, to predict the impact of an airline scheduleon the various airport facilities. The model was developed to reflect lATA's worldwide experience andexpertise.

Simulation is used to analyse passenger flow throughout the selected planning period to determinethe performance, bottlenecks, level of service, Mean Connection Time (MCTs), total time in theterminal, etc. Flights are assigned to facilities and the passenger demand pushed or pulled throughthe inbound and outbound steps in the terminal according to the planning schedules. Informationregarding passenger arrival patterns, processing rates, discretionary time use, passenger/bag ratio,rules for system operation such as the level of common check-in, rules for allocation of flights tochutes/make up belts, and information regarding terminal area allocations are considered.

The first and often the most valuable benefit of conducting a simulation study is that it forces specialistsand management to closely look into the functional and physical passenger flows, into the rules andprocedures to define the causal problems, and to assess the impact on both upstream and downstreamprocesses to avoid displacing the problem. The maximum reliable throughput, level of service, limitingfactors and requirements of the major processors, reservoirs and links in the passenger paths canthus be identified.

The terminal arrival and departure systems should be reviewed qualitatively to identify any areas inwhich the layout could be negatively impacted by the configuration of facilities, and through simulationto quantify the capacity of the various elements as well as the system as a whole. Where necessary,the base year busy schedule can be augmented to represent future demand volumes to push aconcept or design to its limit and to optimise existing facilities.

It is natural to make the basic assumption in the calculations that flow between individual elementsis natural and unobstructed. However, the integrity of the capacity assessment can be compromisedand result usefulness diminished if the assumption is not realistic. Good simulation models, unlikerules of thumb, do not require the making of such assumptions. Simulation should be able to considerif the pattern is disrupted by the introduction of any obstruction in the flow, such as ill-conceivedconcession locations and passenger cross-flows.

The information usually required to conduct a passenger flow simulation study is:

• Typical busy day schedule including arriving, departing and transfer passenger volumes persector of flights.

• Floor plans in electronic format.

• Passenger flow chart (path).

• Information regarding passenger arrival patterns, processing rates, discretionary time use,passenger/bag ratio, passenger/visitor ratio, greeter arrival patterns, and transfer passenger


A graphic interface providing real time editing, simulation, and animation (including speed control) isan asset. Reports and graphs on time, accumulation, flow, etc., should be built into the model toprovide instant results and an easy way to identify problems and bottlenecks, as well as reducingthe time to develop new 'what if scenarios.

Using simulation tools to design or improve facilities requires expertise knowledge. A multi-disciplinaryteam including demand/capacity experts, operations personnel and users is recommended.

197


F9.10 RULES OF THUMB

The methodologies used to conduct capacity and level of service assessments can be more or lesselaborate, depending on the complexity of the system and the problem studied. Mathematical capacityassessment methods can be employed to determine relevant facility requirements if actual or forecastthroughput figures are known. The capacity assessment of the elements of a terminal building is ahighly complex exercise involving elements such as queuing theory, simulation and statistical analysis,together with detailed studies of people movement patterns to, within, and between these elements.Those responsible for initiating a capacity analysis, or for sizing facilities, should carry out the exercisein as much detail as possible in order to eliminate likely sources of error and bias that can result fromneglecting interaction from and to upstream and downstream systems.

However in some instances it may be necessary to obtain fairly quickly some idea of either thecapacity of an existing facility or the size that a facility needs to be in order to handle a given throughput.A variety of simplified formulae have been developed for this purpose. The equilibrium betweensupply, demand and level of service is expressed in these formulae.

It must be emphasized that such formulae employ many simplifications and approximations and arenot intended as a substitute for the detailed evaluation referred to above. Not all formulae will beapplicable to all airports since not all local factors are included.

2.

3.

Passport control departures.

Centralised security check.

4. Gate hold room.

5.

6.

Passport control arrivals.

Baggage claim units.

7. Arrival hall.

F9.10.1 Check-in Counter Requirement

The departure flight schedule generates originating passengers arriving at the terminal from severalminutes to several hours before departure time. The originating passengers are first processed atthe check-in counters or at electronic check-in servers. The passenger outflow from the check-in sub-system regulates the demand on the subsequent sub-system (i.e. the maximum throughput fromcheck-in is 10 pax/min, therefore the 10pax/min is the peak demand at the next sub-system).

Check-in counters are key facilities with huge footprints and significant impact on level of service,terminal development costs and operations. The following rule of thumb determines the requirementsfor common use check-in counters.

Step A

Step B

Step C

Step D

Step E

Calculate the peak 30 minute demand at check-in.

Determine the intermediate result using the chart provided.

Calculate the number of economy class (common use) check-in counters.

Calculate the total number of check-in counters (including business class).

Make adjustment for dedicated facilities.

Step A: Calculate the peak 30-minute demand at check-in.

The peak 30-minute demand is a good predictor of the performance and requirements at check-in.It should be based on the site-specific planning schedule and hourly distribution of passengersarriving at check-in. The following procedure is recommended if the site-specific demand/capacitycharacteristics required to determine the peak 30-minute load are not available:

Peak 30-minute at check-in = PHP economy class x F1 x F2 1Where:

PHP = Peak hour originating passengers — economy class.

F1 = % of the PHP in the peak 30-minute from table 1.

F2 = Additional demand generated by the flights departing before and after the peak hourperiod from table 2.

Number of flights duringDomestic/Schengen/Long-Haulthe peak hour periodShort-haul InternationalInternational139%29%236%28%333%26%4 or more30%25%

Table 1 — F1: Peak 30-Minute at Check-In as aPercentage of the Peak Hour Period

Step B: Determine intermediate result, S, which takes into account the MQT usingthe following charts:

Where:

X = Peak-30 minute at check-in.

S = Intermediate result.

MQT = Maximum Queuing Time (minutes).

Average passenger load in thehour before and after the peak hour

period in % of the PHPDomesticSchengen/Short-haulInternationalLong-haul

International90%1.371.431.6280%1.311.401.5470%1.261.351.4760%1.221.301.4050%1.181.251.3340%1.141.201.2630%1.111.151.1920%1.071.101.1210%1.03

1.061.06

Table 2 — F2: Additional Demand Generated by theFlights Departing Before and After the Peak Hour Period

o o o o o o o o o o o o o o o o o o o o o o oo o oo o o o o o o o o o o o o o o o o o o o o o oo oT- c N c o ^ - m c D i ^ a a c n o -í- C N c o -sí-i o c D r ^ o o o o T - c M c o ^ r i oT - i - T - T - ^ - ^ - T - T - ^ - T - C N C N t N C N C N t NX


Step C: Calculate the number of check-in servers: economy class, common useduring peak period.

Where:

#CIY = Number of economy class check-in servers assuming common use.

PTci = Average processing time at check-in in seconds.

201

Airport Capacity

Step D: Calculate the number of check-in servers including desks dedicated tobusiness class passengers.

#CIJ = #CIYx20%

#CI = #CIY + #CIJ

Where:

#CI = Number of check-in servers including business class counters assuming common use.


#CIJ = Number of business class check-in servers.

Step E: Dedicated facilities

Due to the widely varying applications of dedicated facilities from airport to airport, it is difficult todevelop a general rule to account for the impact of dedicated facilities on supply. Experience showsthe total number of check-in positions should be increased by 30 to 40% for dedicated facilities.Alternatively, planners may calculate and add up the number of check-in servers per alliance or usergroup if the individual peak loads are known.

Example

Determine the number of check-in counters for a group of airlines processing 2500 peak houroriginating passengers on 10 international flights and a maximum queuing time of 30 minutes. Thehour before the peak hour has 1900 passengers (80% of PHP). The demand in the hour after thepeak period is 1500 passengers (60% of PHP). Most flights have business class passengersrepresenting about 15% of all passengers. The average processing time is 150 seconds. All check-in facilities are common use.

Step A: Peak 30-minute economy class demand at check-in.

No site-specific information is available for the peak 30-minute at check-in. lATA's rules formulaeshould be used. The average passenger load in the hour before and after the peak hour period is:

Peak 30-minute demand =2500 (PHP) x 85% (Y class pax) x 25% (from table 1) x 1.47 (from table 2)

Peak 30-minute demand = 781 passengers

iata

202

IATA Airport Development Reference Manual•

Step B: Determine intermediate result S, using the chart.

MOT = 30 min

S = 31

150

140

130

120

110

100

90

80

70

60

50

40

30

20

10

0c

I

MQT10

^MQT 20

^MQT 30

^MQT 40

r

^—

_ —

I

—----1-----L

, I

10

02

00

30

04

00

50

06

00

70

08

00

90

01

00

011

00

120

013

00

140

015

00

160

017

00

180

019

00

200

021

00

220

023

00

240

025

00

Step C: Number of check-in servers: economy class and common use.

#c,v = sx(^)

#C,Y = 31 x (150^C0°ndS)

#CIY = 38.7 = 39

39 economy class counters

Step D: Number of check-in servers including the desks for business classpassengers.

#CIJ = #CIY x 0.2

#CIJ = 7.6 = 8 business class counters

#CI = 39 + 8 = 47

47 total counters including business class

203


F9.10.2 Passport Control Departures

The peak 10-minute number of passengers exiting check-in is used to estimate the peak inbounddemand at passport control departure.

The following rule to thumb is used to determine the number of passport control desks required fordeparting passengers:

Step A: Calculate the peak 10-minute check-in throughput.

Step B: Calculate the number of passport control desks required.

Step C: Calculate the number of maximum number of passengers in queue assuming a single(bank) queue.

Step A: Calculate the peak 10-minute check-in throughput.

Where:



%J = % of business class passengers.

Step B: Calculate the number of passport control desks.

#PCD = Peak 10-minute demand from A x

Where:

#PCD = Number of passport control desks.

PTpcd = Average processing time at passport control in seconds.

204


Step C: Calculate the maximum number of passenger queuing (Max # Q)assuming a single (bank) queue:

.. (MQT x #PCD x 60)M a X # Q = i-------------Pfjicd--------1

Where:

MQT = Maximum queuing time in minutes.


PTpcd = Average processing time at passport control in seconds.

Example

Step A: Peak 10-minute check-in throughput.

We know from the previous example that 39 economy class desks are required and 15% of thepassengers travel business class.

Peak 10-minute demand = #CIY x x (1+%J)

Peak 10-minute demand = 39 x x (1.15)


Step B: Number of passport control desks.

The average processing time (PTpcd) is 15 seconds

#PCD = Peak 10-minute demand from A x ^QQQ^

#PCD = 175

#PCD = 4.5 = 5 desks

x(eol)

Step C: Maximum number of passengers queuing (Max # Q) assuming a singlequeue and for a maximum queuing time of 5 minutes.

Max#Q = ÍMQTx#PCDxA0)PTpc

d

(5 x 5 x 60) Max # Q =

15

Max # Q = 100 passengers

F9.10.3 Centralized security check

The centralized security check system is also designed to process the check-in maximum throughputto ensure overall capacity balance.

The rule of thumb is used to determine the number of security servers required. The followingprocedure is used:

Step A: Calculate the peak 10-minute check-in counters throughput.

Step B: Calculate the number of security check servers.

Step C: Calculate the maximum number of passengers queuing (Max # Q) assuming a single(bank)

Step A: Calculate the peak 10-minute check-in counters throughput.

Where:



%J = % of business class passengers.

Step B: Calculate the number of security check servers.

#SC = Peak 10-minute demand from Step A) x

Where:

#SC = Number of security servers.

PTsc = Average processing time at security check in seconds.

Step C: Calculate the maximum number of passenger queuing (Max # Q)assuming a single queue:

Where:

MQT = Maximum queuing time in minutes.

#SC = Number of security servers.

PTsc = Average processing time at security check in seconds.

Example

Step A: Peak 10-minute check-in throughput.

As calculated in the previous example, the 39 economy class desks plus the business class desksgenerate a peak 10-minute demand of 175 originating passengers. The average processing time is12 seconds.

Peak 10-minute demand = #CIY x x (1 + %J)

Peak 10-minute demand = 39 x (^^j x (1.15)


Step B: Number of security check servers

/PTsc\#SC = Peak 10-minute demand from A) x l"õõõ~)

#SC = 180 x

#SC = 3.6 = 4 servers

\600)

Step C: Maximum number of passenger queuing (Max # Q) assuming a singlequeue a maximum queuing time of 3 minutes.

„ _ (MQT x#SCx 60)Max # Q =----------==------------

PTsc

.. u r s (3 x 4 x 60)Max # Q =-------Y2-

Max # Q = 60 passengers

F9.10.4 Gate Hold Room

The Gate hold room space requirement is based on passenger load, the percentage of passengersseated, and the percentage of passengers standing. The rule of thumb calculates the area requiredbased on aircraft capacity.

Gate hold room space required in m2 =(80% aircraft capacity x 80% seated pax x 1.7) +(80% aircraft capacity x 20% standing pax x 1.2)

Example

Assuming an aircraft capacity of 420 passengers, 80% of the passengers seated and 20% standing.

Gate hold room space required in m2 =

(80% x aircraft capacity x % passengers seated x 1.7) + (80% x aircraft capacity x % passengersstanding x 1.2)

Gate hold room space required in m2 =(80% x 420 x 80% x 1.7) + (80% x 420 x 20% x 1.2)

Gate hold room space required = 538 m2

Note: IATA does not recommend enclosed single flight holdrooms. IATA recommends open spacesallowing shared space between multiple gates. The 80% aircraft capacity expressed within the equationabove should be replaced by the peak accumulation for an open hold room.

209


F9.10.5 Passport control arrivals

Arrival flights generate a sudden flow of terminating and transfer passengers at the opening of theaircraft door, while transfer passengers are processed at transfer desks or go directly to a lounge ortheir connecting flights.

The terminating passengers demand arriving at passport control is concentrated over a short periodof time; i.e. the time required to exit the aircraft and to walk to passport control.

The number of terminating passengers and the sum of the number of exit doors from all the flightsduring the peak hour are the key demand inputs. The methodology to determine the number ofpassport control desks is:

Step A: Determine intermediate result S using chart provided.


Step C: Calculate the maximum number of passengers queuing (Max#Q).

Step A: Determine intermediate result, S, using the following chart.

(PHP x # doors used to exit the aircrafts)100

Where:

S = Intermediate result.

PHP = Terminating peak hour passengers.

MQT = Maximum queuing time.

0 -f^

0 200 400 600 800 1000 1200 1400 1600 1800 2000

X


Where:


Ptpca = Average processing time at passport control in seconds.

#PCD = S x

210


Step C: Calculate the maximum number of passenger queuing (Max#Q) assuminga single (bank) queue is:

Max#Q = < M Q T x * P C D x 6 0 > PTpca

Where:

MQT

#PCD

PTpca

Maximum queuing time in minutes.

Number of passport control desks.

Average processing time at passport control arrival in seconds.

Example

Determine the number of passport control desks for 2400 terminating passengers (PHP) on 12 flightsfor a maximum queuing time of 10 minutes. The average processing time (PTpca) is 30 seconds.One flight is a wide-body aircraft with two exiting doors. The total number of exiting door is thereforel 3.

Step A: Determine S.

Y _ (2400 terminating passengers x 13)X _ 100

X = 312

S = 13 (see chart)

200 400 600 800 1000 1200 1400 1600 1800 2000

211


212


Step B: Number of passport control desks.

.PCD = Sx(^)

#PCD = 13 x

#PCD = 19.5 = 20 desks

Step C: Maximum number of passenger queuing (Max#Q) assuming a singlequeue.

„_ (MQT x #PCD x 60)Max#Q = J--------==-------------

PTpca

„_ (10x20x60)- ^----30--- -

Max#Q = 400 passengers

213


F9.10.6 Number of Baggage Claim Units

The number of baggage claim units is determined as follows:

Wide-body aircraft

(PHP x PWB x CDW)(60 X NWB)

Narrow-body aircraft

(PHP x PNB x CDN)(60 x NNB)

Where:

PHP = Peak hour number of terminating passengers, international/domestic transferpassengers, where applicable.

PWB = Proportion of passengers arriving by wide-body aircraft.

PNB = Proportion of passengers arriving by narrow-body aircraft.

CDW = Average claim device occupancy time per wide-body aircraft (minutes) or assume45 minutes.

CDN = Average claim device occupancy time per narrow-body aircraft (minutes) or assume20 minutes.

NWB = Number of passengers per wide-body aircraft at 80% load factor or assume 320passengers.

NNB = Number of passengers per narrow-body aircraft at 80% load factor or assume 100passengers.

"Please refer to Chapter U — Baggage Handling Systems — Clause U5.3 for confirmation ofbaggage reclaim sizes for wide body and narrow body aircraft."

Example

Assume 2375 terminating passengers, 80% of these passengers on wide-body aircraft and 20% onnarrow body aircraft.

Wide-body aircraft

(PHP x PWB x CDW)BC =

(60 x NWB)

(2400 x 80% x 45)= 4.5 = 5 devices

(60 x 320)

Narrow-body aircraft

BC

BC =(PHP x PNB x CDN)

(60 x NNB)

D „ (2400 x 20% x 20) . _ _ . .BC = (60x 100) = 1 6 = 2 deV,CeS

F9.10.7 Arrival Hall

The rule of thumb to determine the arrival hall space requirement for greeters and passengers,excluding concessions, is:

A = SPP xAOV x PHP x VPP

60

Where:

PHP = Peak hour number of terminating passengers.

AOP = Average occupancy time per passenger (minutes) or assume 5 minutes.

AOV = Average occupancy time per visitor (minutes) or assume 30 minutes.

SPP = Space required per person (m2) for level of service C or assume 2.0 m2.

VPP = Number of visitors per passenger.

Example

Assume 2400 terminating passengers and 0.7 greeters per passenger.

A = 2080 m2

216



F9.IR. I

Due consideration for passenger expectations, needs, characteristics and behaviour should betaken into account when planning facilities and determining level of service.

F9.IR.2

L ■:■■-■■:< of sen/ica C should be used as the lower limit to design facilities and to determine thesustainable capacity for the end of the design year.

F9.IÍ.3

The level of service A to E framework should be used to balance capacity between unrelatedsub-systems.

F9.ÍR.4

IATA s space and time standards should be used when site-specific standards are not available.

F9.IR.5

Facilities should be designed with full copsideration of the dimensions stipulated in clauses 9.2to 9.5, unless a site-specific comprehensive study shows they can be modified to provide therequired level of service.

F .IR.6

Passei' ffow simulation as stipulated in clause 9.8.2 should be used to optimise existingfacilities, to validate concepts, '§0, when saturation or interaction between subsystems andoverflow conditions are expected.

F9.IR.7

The passenger formulae defined in Clause F9.10 should be used as preliminary calculationreference.

\

SECTION F10: THE AIRPORT SCHEDULING PROCESS

F10.1 AIRPORT CAPACITY AND TRAFFIC CONGESTION

The capacity of an airport is dependent on the demand for one or more of its limiting components,such as the runway system, aircraft parking positions, gates, passenger terminal throughput (e.g.check-in and baggage delivery) and surface access. Good management of these components willdetermine the extent to which the airport can reach its full capacity potential.

The increasing demand for air transport services implies that all facilities at an airport will remainunder constant pressure to expand. The problems associated with expansion are complicated by thefact that services must be provided to the maximum possible extent at times when the public requiresthem. This causes demand peaks in certain seasons of the year, on certain days of the week andat certain hours of the day.

Without an expansion in capacity or resolution of the problem by other means, an airport becomescongested at certain times. This occurs when the demand for one or more of its limiting componentsexceeds capacity in a certain time period.

To resolve the situation, airports, ATC authorities, governments and the airlines must continually findthe means to develop the capacity of their own elements of the system to satisfy public demand.Increases in capacity should be undertaken to the point where the cost of doing so becomesunreasonable, or where political, sociological or environmental factors form insurmountable barriers.Additionally, all appropriate measures to mitigate congestion by making more efficient use of facilitiesshould be taken.

Overall, there are relatively few airports where all components of the facility infrastructure are fullyutilised over extended periods of the day. While these airports can generally meet the needs of theircustomers, there are others that do not have the facilities or infrastructure to meet demand. Beforeembarking on costly ventures to expand capacity, airports need to regularly assess the actual capacity

217


F10.2 LEVELS OF AIRPORT ACTIVITY

While airports will continue to come under pressure to maximise their capacity potential, the aviationindustry must deal with the realities of airport congestion and find ways to minimise its impact.Depending on the level of activity at airports, certain procedures to ensure acceptance of airlineschedules have been developed to cover various situations.

For the purposes of schedule clearance, there are three broad categories of airports:

Level 1

Those airports whose capacities are adequate enough to meet the demands of users. Suchairports are recognised from a schedule clearance viewpoint as non-coordinated.

Level 2

Airports where the demand is approaching capacity and a more formal level of co-operation isrequired to avoid reaching, if at all possible, an over-capacity situation. These airports are referredto as schedules facilitated.

Level 3

Those airports where demand exceeds capacity during the relevant period and it is impossibleto resolve the problem through voluntary co-operation between airlines, and where afterconsultation with all the parties involved there are no possibilities of resolving the serious problemsin the short term. In this scenario, formal procedures need to be implemented at the airport toallocate available capacity and coordinate schedules. Airports with such high levels of congestionare referred to as fully coordinated.

218



F10.IR1 Change of Level Status

Level 1 to Level 2

Having Level 1 status at an airport is the ideal situation for airlines and in the event of facilitiescoming under pressure from increased demand, any move to change to Level 2 must bediscouraged until all practical opportunities for facilities expansion have been exhausted}

When after a thorough capacity analysis and full consultation, it is necessary to change thestatus from Level 1 to Level 2, the relevant authority should notify all interested parties (airlines,airport managing body, government, IATA Manager of Scheduling Services) as soon as adecision is reached to change the status. In any event, that notification in the change of statusshould be made no later than April 1 for the next Northern Hemisphere Winter Season andSeptember 1 for the next Northern Hemisphere Summer Season. A change in status fromLevel 1 to Level 2 should only be made after a thorough capacity analysis has beencompleted by the relevant authority and there has been full consultation with the airlines,ground handling agents, immigration, customs and the airport authority.

Level 2 to Level 3

if elements of the airport infrastructure come under pressure from increasethe schedules facilitator is unable to persuade tcope with capacity limitations, the question ofchmay arise.

In such a situation, the following will apply:

'affic ievels. or ifairlines to adjust their schedules in order tojf/ng the activity level of the airport to Level 3

(a) when incumbem airlines representing more than half of the operations at an airport, and/orthe airport managing body, consider that the capacity is insufficient for actual or plannedoperations at certain opriods or

(b) when airlines wishing to operate through the airport for the first time encounter seriousproblems in securing acceptable timings at the airport in question or

(c) when the government responsible for the airport considers it necessary,then the government concerned should emas soon as possible, organised by the airp\methods for capacity assessment.

The analysis should examine the critical sub-systems and consider the practicalities of removingcapacity constraints through infrastructure or operational changes, with estimates of time andcost required to resolve the problems.

In the process of this analysis, the government concerned should ensure that z Mines, groundhandling agents, immigration, customs and the airport authority are consulted on thecapacity situation. If there is no possibility of resolving the problems in the short-term, eitherthrough removal of capacity constraints or by voluntary adjustment of airline schedules, thenthe airport concerned should be designated as a fully co-ordinated airport.

It is imperative that every opportunity is explored to avoid this situation.

However, once the decision has been made to change the status of the airport, the governmentconcerned should notify the airport authority, the Co-ordination Committee, the airlines usingthe airport and the IATA Manager Scheduling Services. In any event, thai notification shouldJ

ure that a thorough capacity analysis is carried out

219


SECTION F11: COMPUTATIONAL FLUID DYNAMICS

F11.1 COMPUTATIONAL FLUID DYNAMICS: OVERVIEW

Computational Fluid Dynamics (CFD) analysis can add tremendous value to the design of airportterminal buildings, where the internal and external environments can be predicted well before theairport building ever gets built. This can allow the designer to refine designs to optimize the buildingperformance, safety and energy characteristics.

CFD is extensively used to predict the behavior of fires in or around a building. Fire prediction andfire spread scenarios can be evaluated to determine the time it takes a fire to reach a critical pointin a building and how long people have to escape a building before heat and smoke takes totalcontrol. It is possible to model the effects of sprinkler systems and their effectiveness using CFDsoftware. It is also possible to model the effectiveness of fire escape signage and lighting systemsusing CFD where it can predict the time it takes for such items to be obscured by smoke.

CFD has been extensively used to model the behavior of CO2 from heating and cooling plants andthe affects of airborne emissions from aircraft engines, in an attempt to fine tune airports to have theminimal impact on the local community and the environment.

Where advantageous the environmental performance of airport buildings should be evaluated usingCFD software, as it gives an approximation of running costs and extreme condition performancecharacteristics of airport terminal buildings.

F11.2 WHEN TO USE CFD SOFTWARE EFFECTIVELY

Figure F11-1 shows a typical medium sized departures hall and the resultant CFD study graphicaloutput (3D visualization is available) where a fire source has been placed in the airside lounge. CFDsoftware is used to statistically and graphically represent the behavior of the fire and the 3D spreadof smoke within the terminal. The results have been frozen at a specific time interval sometime afterthe start of the fire. As well, a people movement evacuation simulation has been produced and frozenat the same time interval, and both sets of data have been overlaid. The combined diagram explainswhere the smoke would be, its intensity, and what the effectiveness of the size and location of theemergency exits would be. It is likely these terminal exit variables would be changed to assess thebest evacuation sequence for the terminal. This use of CFD software is recommended for terminaldesign.

CFD software can also be used in the following areas of terminal and support infrastructure design.Please refer to the table below for areas where CFD software can be utilized effectively.

VENT

SMOKE PROPAGATIONPROFILE

PASSENGER MOVEMENT DATA OVERLAYFROM SEPARATE SIMULATION AT SAMETIME INTERVALFIRE

SOURCE

CFD TYPICAL STATISTICS OBTAINABLESPOT TEMPERATUES T1 ,T2,T3 ETCTIME SET AT 4 MINUTES POST FIRE STARTVOLUME OF GASES AT POINTS V1.V2 V3 ETCGAS TYPE AND DENSITY

Table F11-1: Analysis of CFD Effectiveness on Infrastructure

Study Area Objective of Study Comments

Fire StrategyStudy

To determine the effectiveness of thefire strategy for the building. Tounderstand what could happen withinthe building in a fire situation.

Highly recommended. Useful touse with a people movementsimulation developed in parallel.

Heating andVentilation SystemDesign Study

To understand the effectiveness ofthe position of the heating andventilation vents and the mass flowrates of the air and the resultanttemperature and water saturationcontent.

Optional. Useful to airportwishing to minimise long termoperational costs.

EnvironmentalImpact Study

The C02 emissions from heating,ventilation and general power plantscan be assessed. Useful tounderstand the effect of de-icingagents on the environment and inparticular local rivers.

Recommended. Useful whereenvironmental issues are highlysensitive.

Building FabricPerformanceStudy

The thermal performance of thebuilding envelop can be assessed,taking account of the internal andexternal air conditions surroundingthe building.

Optional — Can produce usefulenergy saving designmodification options.

Figure F11-1: Example of CFD Fire and Smoke Propagation Study

AIRSIDE


F11 .IR1 Use of CFD Software

Fire prediction and fire evacuation scenarios should be evaluated using CFD software todetermine safer terminal operation of existing terminals and better design of new terminalbuildings.

Where it can be demonstrated that CFD studies will provide useful data, which might ultimatelyimprove the design and operation of the airport facility, then environmental performance ofairport buildings should be evaluated using CFD software.

223

IAT

A

Chapter G — Airport Flight Operations Issues

Section G1: Aircraft Characteristics

G1.1 Planning Parameters............................................................................... 221

G1.2 Ground Servicing Equipment ................................................................... 232

G1.3 IATA Recommendations .......................................................................... 233

Section G2: Visual Aids

G2.1 Visual Aids: Introduction ......................................................................... 234

G2.2 Facilities and Requirements for Non-Precision Approach and LandingOperations.............................................................................................. 234

G2.3 Facitities and Requirements for Precision Approach and LandingOperations (Cat I) .................................................................................. 235

G2.4 Additional Facilities and Requirements for Precision Approach and Landing

Operations (Cat I l/l 11) .......................................................................... 236

G2.5 Visual Docking Guidance Systems........................................................... 237


Section G3: Non-Visual Aids

G3.1 General — Non-Visual Aids...................................................................... 239

G3.2 Facilities and Requirements for Non-Precision Approach and LandingOperations.............................................................................................. 239

G3.3 Facilities and Requirements for Precision Approach and Landing Operations(Cat I) ..................................................................................................... 239

G3.4 Additional Facilities and Requirements for Precision Approach and LandingOperations (Cat I l/l 11) .......................................................................... 241


224


225

IATA

CHAPTER G — AIRPORT FLIGHT OPERATIONS ISSUES

SECTION G1: AIRCRAFT CHARACTERISTICS

G1.1 PLANNING PARAMETERS

The layout of the apron and aircraft stands is dependent on many factors, both technical and financial.With respect to the financial objective of an aircraft stand, it is essential for an airport to be as flexibleas possible so that the stand layout can accommodate the optimum number of foreseeable parkedaircraft combinations.

The planning of the aircraft stand may allow for either dedicated narrow or wide body aircraft.Alternatively, certain modes of operation may require the stands to be configured to permit the mixingof wide body and narrow body aircraft on a single Multi Aircraft Ramping1 Stand (MARS) layout. Alllayouts must be technically in accordance with ICAO stand and taxiway layout directives as defined

Figure G1-1: Typical MARS Arrangement Figure G1-2: Comparable Single Stand

It is essential that the airport can provide the necessary number of stand centerlines, and of thecorrect type, to accommodate the perceived business forecast and need. To this extent the use offuture flight schedules to assess the 'on ground, within stand' times and aircraft types is a necessity.The mix of parked aircraft on the ground and the perceived forecasted growth all then attribute tolayout requirements. These requirements are then mapped to the technical limitations of the location,both from an availability of stand area, and to the more technically demanding assessment of soilmechanics. Community environmental issues will need to be addressed and the impact envelope ofexhaust and noise emissions from aircraft approaching and parking on the stands will all need toaccounted for. Only when all of this information has been analysed can the decision to accommodatea specific stand geometry be concluded.

1 Ramping refers to the centerline of the stand where the nose wheels are driven and ultimately parked.

The aircraft apron is part of the terminal complex and is greatly influenced by the choice of terminalconcept. However it must also be considered in relation to the taxiway and runway system. The aproncan be divided into the following aircraft movement areas:

• Aircraft Contact Stands (Terminal gate or remote positions) — The area on the apron designatedfor parking of aircraft.

• Apron Taxiways — A portion of a taxiway system located on an apron and intended to providea through taxi route across the apron.

• Aircraft Stand Taxilanes — A portion of an apron designated as a taxiway and intended toprovide access to aircraft stands only.

• Apron Service Roads — Routes designated for the movement of service vehicles within theapron area.

The apron must be planned in relation to the taxiway and runway system, as well as the terminalbuildings, to ensure maximum efficiency, operational safety and allow operational users to providecost effective standards of service.

G1.1.1 General

The airport apron and airside concourse designer should review the following items and factor themin when embarking on the design of future stand layouts:

• Required aircraft stand combinations.

• Available stand area.

• Aircraft clearance criteria.

• Aircraft manoeuvring capabilities.

• Airports future master plan development strategy.

• The requirement to serve aircraft via airbridges.

• Capital costs.

• Airline operating schedules.

• Airport geology/soil mechanics.

• Control tower line of sight requirements.

• Pilots line of sight for all aircraft considered.

• Design standards recommended by ICAO Annex 14, Part 1.

• Position of runway, taxiway and service road locations.

• Type of push back equipment available.

• Position of sub soil ground fuel pipelines and hydrants.

• Local community environmental issues (impact, planning and noise considerations).

• International and state safety regulations governing airline and airport operations (e.g. FAA, DfTand ACI publications).

• Aircraft dimensions plus resultant static and dynamic aircraft weights.

• The architectural concept design of airside concourse and terminal buildings.

226


227

IATA Airport Flight Operations Issues

• Aircraft ground servicing equipment.

• Fixed servicing installations.

• Jet blast screening requirements.

G1.1.2 Aircraft Characteristics

For every aircraft type manufactured in the world, the aircraft manufacturer publishes a documententitled Aircraft Characteristics for Airport Planning. This document, which may be obtained directlyfrom the respective aircraft manufacturers, contains the minimum aircraft data required for generalairport planning.

The data presented by manufacturers on aircraft manoeuvring represent the maximum capability interms of the geometry of each aircraft type. Since airline operational practices vary, it is alwaysnecessary for this information to be modified in consultation with user airlines, in order to determinevalues which are appropriate to the planned function of the apron prior to commencement of detaileddesign.

The following figures listed within this section show the type of planning material that is readily availablefrom the Aircraft Characteristics for Airport Planning documents from most aircraft manufacturers:

• Aircraft Characteristics (FIG. G1-3a).

• Aircraft Servicing Arrangement — Typical Turnaround (FIG. G1-4. & FIG G1-5).

• Aircraft Servicing Points (FIG. G1-6).

• Theoretical Aircraft Turning Radii (FIG. G1-8).

228


Figure G1-3a: Airbus and Boeing Commercial Aircraft

Key Characteristics

229

Airport Flight Operations Issues

Figure G1-4: Example of Terminal Operations

— Turnaround Station for B777 200LR


Figure G1-5: Example of Aircraft Servicing Arrangement

— Typical Turnaround for B777 200LR

. NOTE: : IF THE APU IS USED, ELECTRICAL....................... -. -. — ----.......-..

PNUEMATIC AND AIR CONDITIONING TRUCKS ARE NOT REQUIRED

ISCALE

0 10 20 30 40

231


Figure G1-6: Table of Aircraft Ground Handling Equipment

Type of Equipment IATAAHM

Number

Length(m)

Width(m)

Area(m)

Height(m)

TurningRadius

(m)

Main Deck Loader 932 12.0 4.5 54.0 3.0 20.0

Lower Deck Loader 931 8.5 3.5 29.7 2.9 12.0

Transporter 969 6.5 3.5 22.8 1.5 5.5

Aircraft Tow Tractor (WideBody)

9.0 2.8 25.2 2.0 7.5

Aircraft Tow Tractor (NarrowBody)

5.5 2.5 13.7 2.3 5.5

Pallet Dolley — Side Loading(End Towing)

966 4.5 2.6 11.7 3.0 5.5

Pallet Dolley — End Loading(Side Towing)

966 3.8 3.4 14.4 3.0 5.5

6m ULD Dolly 967 8.0 2.6 20.8 3.5 8.0

Container Dolly 965 4.0 1.8 7.2 2.2 4.5

Baggage Cart 963 3.5 1.5 5.3 2.0 6.0

Belt Conveyor 925 7.5 2.0 15.0 1.0 7.6

Passenger Stairs (Wide Body) 920 10.0 2.5 25.0 4.0 12.2

Catering Truck (Wide Body) 927 9.0 2.5 22.5 4.0 12.2

Air Conditioning Unit 6.5 2.5 16.3 2.5 6.5

Lavatory Vehicle 971 6.5 2.5 16.3 2.2 6.5

Potable Water Vehicle 970 6.5 2.5 16.3 2.2 8.0

ULD Transport Semi-Trailer(4 Pallet)

960 16.0 2.5 40.0 4.0 9.0

Tugs (Ramp Tractors) 968 2.5 1.3 6.5 1.7 2.5

The IATA Ramp Services and Equipment Group has developed the above table of dimensions oftypical aircraft ground handling equipment for use in producing the layout of airport terminal aprons.Numerous models of each type of ground handling equipment are produced by many manufacturersin at least a dozen countries. The dimensions provided should be considered as typical of each typeof equipment and should be used as a 'rule of thumb' for general airport planning purposes.

Airport Planning Documents published by the aircraft manufacturers give for each model typicalservicing arrangements (in composite drawings) identifying each service vehicle. See FIG. G1-5

Figure G1-7: Example of Aircraft Servicing Points — B777 200LR

232


Figure G1-8: Example of Turning Radii, No Slip,

and Line of Sight B777 200LR

NOTES: DATA SHOWN FOR AIRPLANE WITH AFT AXLE STEERINGACTUAL OPERATING TURNING RADI MAY BE GREATER THAN SHOWNCONSULT WITH AIRLINE FOR SPECIFIC OPERATING PROCEDUREDIMENSIONS ROUNDED TO NEAREST 0.1 FOOT AND 0.1 METER

STEERINGANGLE

R1INNERGEAR

R2OUTERGEAR

R3NOSEGEAR

R4WINGTIP

R5NOSE

R6TAIL

(DEG) FT M FT M FT M FT M FT M FT M30 122.4 37.3 164.8 50.2 168.8 51.5 253.0 77.1 177.4 54.1 207.4 63.235 97.2 29.6 139.6 42.5 147.7 45.0 228.1 69.5 157.7 48.1 186.1 56.740 77.6 23.7 120.0 36.6 132.3 40.3 208.8 63.7 143.6 43.8 170.3 51.945 61.7 18.8 104.1 31.7 120.7 36.8 193.3 58.9 133.2 40.6 158.0 48.250 48.4 14.7 90.8 27.7 111.8 34.1 180.2 54.9 125.3 38.2 148.3 45.255 36.8 11.2 79.2 24.2 104.8 32.0 169.0 51.5 119.3 36.4 140.4 42.860 26.7 8.1 69.1 21.0 99.5 30.3 169.1 48.5 114.7 35.0 133.9 40.865 17.5 5.3 59.9 18.2 95.3 29.0 150.2 45.8 111.1 33.9 128.3 39.1

70 (MAX) 9.0 2.7 51.4 15.7 92.1 28.1 142.0 43.3 108.5 33.1 123.7 37.7

233



G1.1.3 Future Aircraft Development Data

The introduction of new aircraft types can have a significant effect on apron and stand design andoperations at airports. Please refer to Section L1, Current and Future Aircraft Types, of this documentfor further details. For comprehensive details on aircraft manoeuvring and aircraft parking capabilitiesplease refer to the aircraft manufacturers directly. The implementation of full length of fuselage dualdeck aircraft, such as the ICAO code F rated A380, will have a large impact on the planningrequirements of aprons and of stands layouts. The following table details some of the differences in

AircraftCharacteristic

B747(400)

B777(300)

A340(600)

A380(800)

A380(900)

Aircraft Length (m) 70.7(Part Double

Deck)

73.9(SingleDeck)

75.3(SingleDeck)

72.7(Full Double

Deck)

79m(Full Double

Deck)

Wingspan (m) 64.4 60.9 63.45 79.6m 79.8m

Height (m) 19.4 18.5 17.3 24.1m 24.1m

PassengerCapacity (3 classConfiguration)

421 386 380 555 656

Ramp/StandWeight (Mass —Kg) MaximumRamp

385,400 340,194 365,009 562,000 602,000

235


The following table is replicated from ICAO Annex 14, Table 3.1, and defines the taxiway minimumseparation distances for the various code letters.

Distance between taxiway center lineand runway center line (metres) Taxiway

center lineto taxiwaycenter line(metres)

other than Aircraft

CodeLetter

1Instrument runways

Code number

2 3 4

Non-instrument runways

Code number

1 2 3

4

aircraftstand

taxilane,center lineto object(metres)

standtaxilane

center lineto object

(metres)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12)

A 82.5 82.5 - - 37.5 47.5 23.75 16.25 12

B 87 87 - - 42 52 - 33.5 21.5 16.5

C - - 168 - 93 44 26 24.5

D - - 176 176 101 101 66.5 40.5 36

E - - - 182.5 107.5 80 47.5 42.5

F_ _

190 115 97.5 57.5 50.5

Note /. - The separation distances shown in columns (2) to (9) represent ordinary combinations of runways and taxiways. Thebasis for development of these distances is given in the Aerodrome Design Manual, Part 2.

Note 2. - The distances in columns (2) to (9) do not guarantee sufficient clearance behind a holding aeroplane to permit the

G1.2 GROUND SERVICING EQUIPMENT

The apron must also provide for the manoeuvring and parking requirements of the various units ofground equipment employed in connection with aircraft handling and servicing. Please refer to FIG.G1-6 for a summary listing of the more common ground equipment types and sizes. For morecomprehensive details in this regard please refer to the IATA Airport Handling Manual.

Aircraft ground servicing equipment varies considerably according to the types of aircraft and airlinemethods of operations. Ground servicing equipment includes the following:

• Passenger boarding — All the devices used to transfer passengers between the terminal andaircraft; e.g. airbridges, stairs and transporters.

• Baggage, cargo and mail processing — All equipment used to transport baggage, cargo andmail between the terminals and aircraft or for loading or unloading at the aircraft. Among themost widely used are tugs and baggage carts, container and pallet dollies, belt conveyors,transporters, loaders and trucks.

• Aircraft catering and cleaning — All equipment used to provision the aircraft for passenger in-flight service; e.g. hi-lift catering trucks, lavatory service trucks, water trucks, cabin service vehicles.

• Aircraft towing — Tow tractors used for aircraft towing and push-out operations. The size andweight of this equipment is related to the size of the aircraft handled.

• Aircraft fuelling — Including mobile tankers as well as hydrant dispensers.

• Other equipment — Including fixed facilities and mobile equipment such as ground power units,air starters, air conditioners, de-icing vehicles, etc.

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G1.3 IATA RECOMMENDATIONS

iata

V

G1.IR1 Reference Material

The tables and diagrams provided within this section pertaining to the B777 200LR aircraft istypical of the comprehensive data that is made available by the various aircraft manufacturersacross the world, and observe the factors defined within clause G1.1.1.

IA TA recommends that airport planners review the airport planning data provided by the specificaircraft manufacturers of interest. The designer should in all instances refer to the manufacturer'slatest infomiation.

Useful typical aircraft manufacturer's information can be obtained by viewing the following websites:

www.boeing.com

G1.IR2 Apron Design Considerations

Items such as ground handling equipment types} e.g. catering vehicles employed at airports,should be discussed with the operators of this equipment. Items such as the power and potablewater provision equipment should also be specifically accounted|pf:by make, model and usage.

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http://www.boeing.com/

SECTION G2: VISUAL AIDS

G2.1 VISUAL AIDS: INTRODUCTION

Visual aids are designed to increase the conspicuity of the runway, provide visual reference in thefinal stages of the approach and landing, and to expedite ground movement. Their importanceincreases as visibility becomes limited. There are three basic groupings of visual aids used by pilotsfor specific types of positional reference:

• Approach lighting, runway centre line, and runway edge lighting and markings allow pilots toassess lateral position and cross track velocity.

• Approach lighting and threshold lighting and markings provide a roll reference.

• Touchdown zone (TDZ) lighting and markings indicate the plane of the runway surface and showthe touchdown area providing vertical and longitudinal reference.

The visual guidance derived from runway lights and/or markings should be sufficient to ensureadequate take-off alignment and directional control for take-off and stopping, whether after landingor in an emergency. Although additional instruments, such as head-up displays, may enhance thesafety of the operation, reference to visual aids is a primary requirement even when some form ofground run monitor and displays based on the use of external non-visual guidance are being used.The criteria for approach lighting, runway lighting and runway markings are contained in Annex 14,Volume I.

Visual aids are also important for the safe and expeditious guidance and control of taxiing aeroplanes.Special attention is required for taxiway lighting, stop bars and signs. Annex 14, Volume I, containsspecifications for markings, lights, mandatory- and information- signs (see Annex 14 Figure 5-6Taxiway marking, Figure 5-7 Runway Hold Position Markings) and markers. Requirements may vary,but they consist of markings and signs supplemented by taxi holding position lights to denote holdingpositions, taxiing guidance signs and markings on the centre lines and edges of taxiways.

G2.2 FACILITIES AND REQUIREMENTS FOR NON-PRECISIONAPPROACH AND LANDING OPERATIONS

For non-precision approach and landing operations the visual aids for paved instrument runwaysrequired by Annex 14, Volume I are:

(a) Markings:

• Runway designation.

• Runway centre line.

• Threshold.

• Fixed distance.

• Runway side stripe, where there is a lack of contrast.

• Taxiway centre line markings, from the runway centre line.

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(b) Lights:

• Approach slope indicator system (PAPI, VASIS).

• Simple approach lighting system.

• Runway edge lights, where the runway is intended for use at night.

• Stopway lights, where a stopway is provided.

G2.3 FACILITIES AND REQUIREMENTS FOR PRECISION APPROACHAND LANDING OPERATIONS (CAT I)

For Category I precision approach and landing operations the visual aids for paved instrument runwaysrequired by Annex 14, Volume I, are:

(a) Markings:

• Runway designation.

• Runway centre line.

• Threshold.

• Fixed distance.

• Touchdown zone.

• Runway side stripe, where there is a lack of contrast.

• Taxiway centre line markings, from the runway centre line.

• Taxi-holding position marking.

(b) Lights:

• Approach slope indicator system (PAPI, VASIS).

• Precision approach Category I lighting system.

• Runway edge, threshold and end lights.

For Category I precision approach and landing operations the following visual aids are alsorecommended by Annex 14, Volume I:

(a) Markings:

• Runway side stripe.

(b) Lights:

• Runway centre line lights, under specified conditions.

• Taxi-holding position lights, where there is a need to improve the conspicuity of the lightingof the holding position.

G2.4 ADDITIONAL FACILITIES AND REQUIREMENTS FOR PRECISIONAPPROACH AND LANDING OPERATIONS (CAT ll/lll)

Approach, threshold, touchdown zone, runway edge, centre line, runway end and other aerodromelights are required in compliance with Annex 14, Volume I, appropriate to the category of operationfor which a runway is intended. Where the runway may in future be upgraded so as to be suitablefor Category II and III operations, it is advantageous to provide the necessary improved lighting duringthe initial construction or resurfacing of precision approach runways. This would eliminate the needfor extensive future modifications.

For daylight operations, experience has shown that surface markings are an effective means ofindicating the centre lines of taxiways and holding positions. A holding position sign is required at allCategory II and III holding positions.

Signs may also be needed to identify taxiways. Taxiway centre line lights or taxiway edge lights andcentre line markings providing adequate guidance are required for Category II and III operations. Theconspicuity of runway markings and taxiway markings deteriorates rapidly, particularly at airportswith higher movement rates. Frequent inspection and maintenance of markings cannot be over-emphasised, especially for Category II and III operations.

Stop bars can also make a valuable contribution to safety and ground traffic flow control in low visibilityoperations. The primary safety function of the stop bar is the prevention of inadvertent penetrationsof active runways and Obstacle Free Zones by aircraft and vehicles in such conditions. Stop barswhen provided should be used at least in visibility conditions corresponding to RVRs to less than350 metres (CAT III). They also may contribute, in conjunction with other elements of the SMGCS,to effective traffic flow when low visibility prevents ATC from effecting optimum flow and groundseparation by visual reference.

It may also be advantageous to partly automate the operation of selected stop bars so that the airtraffic controller will not be required to operate them manually every time, thus avoiding possiblehuman errors. For example, manual switch-off of a stop bar after issuance of a movement clearancewould be followed by an automatic re-illumination by the crossing aeroplane. Or a 'limited visibility'setting on the control panel would automatically illuminate stop bars across taxiways which are notto be used in limited visibilities.

It will be possible that some lights in a particular system may fail, but if such failures are distributedin a manner that does not confuse the lighting pattern, the system may be regarded as serviceable.It is both difficult and expensive to provide monitoring of individual lights, except by regular inspectionof all sections of the lighting system, and consideration may, therefore, be given to monitoring onlythe lighting circuits. To help safeguard recognisable patterns in the event of failure of a single circuit,circuits should be interleaved so that the failure of adjacent lights or clusters of lights will be avoided.

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G2.5 VISUAL DOCKING GUIDANCE SYSTEMS

With the adoption of nose-in parking and use of aircraft loading bridges, it is necessary to provide aguidance system to assist the pilot in positioning his aircraft accurately. The Civil Aviation Publication(CAP) 637 entitled Visual Aids Handbook, produced by the Civil Aviation Authority in the UnitedKingdom, should be referred to as current best industry practice on AGNIS/PAPA installations andtheir subsequent usefulness.

The following are topics which must be addressed during the planning and development of visualdocking guidance systems:

Pilot Responsibility

The pilot should be provided with a system which guides him accurately to the final parkingposition for his aircraft without ambiguity, and indicates to him his rate of closure with the desiredstopping position.

Accuracy

The system must provide the accuracy of parking which is required on the particular airport orapron, and this should be established by airport authorities and airlines jointly. Points to beconsidered include:

• The clearances involved. For some aircraft this includes distances between the pitot tubeprobes and the forward edge of the passenger door when open (i.e. B737).

• The performance of the loading bridges.

• The positions of fuelling hydrants and dispenser hose lengths available.

• The space required for all apron servicing activities including ULD loading/unloading.

When fixed loading bridges are installed, the docking guidance system must be particularly reliableas the accuracy of this system must match the tolerance of the proposed fixed bridge. On apronsserviced by apron-drive loading bridges, parking accuracy requirements may be less stringent.

Multi-Aircraft Type Capability

The system must accommodate as many different aircraft types as are likely to operate and thisfactor should be established by airport authorities and airlines in joint consultation. In a multi-aircraft system the problem of providing stopping guidance is more difficult and it is importantthat the correct stopping position for the specific aircraft type using the stand should be clearlyidentifiable by the pilot, irrespective of his height above apron level.

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G2.IR1 ICAO Annex 14 Parts 1 and 2

IATA recommends the application of the ICAO Annex 14 Standards and RecommendedPractices, pertaining to the design of runways, taxiways and parked aircraft stands.

V

1

G2.IR2 Precision Approach Path Indicators

Precision Approach Path Indicator (PAPI) installations should supersede or replace other visualapproach síêPg indicator systems as soon as practically possible. Where a visual approachslope indicator system is installed on an ILS runway, it is recognised that the signals receivedfrom the (non-precision) visual system may conflict with the ILS signals in such a manner as tocast doubt on the safety or validity of the precision approach guidance being provided by theILS.

IATA endorses the visual approach slope indicator systems specified in Annex 14, as follows:

Precision Approach Path Indicator (PAPI) — As the ICAO International Standard, replacingthe present VASIS Standard after January 1, 1995.

VASIS and 3-bar VASIS — Specified in Annex 14 as the International Standard untilJanuary 1, 1995.

Regardless of the protection date of January 1, 1995, for VASIS and 3-bar VASIS, IATAadvocates the immediate installation of PAPI.

V___________________________________ . ___________________________>

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SECTION G3: NON-VISUAL AIDS

G3.1 GENERAL — NON-VISUAL AIDS

The term 'non-visual aids' refers to the approved radio and radar aids used to assist the pilot incarrying out approach and landing under cloud or other visibility-impairing conditions. In conditionsof moderate cloud base and visibility, the purpose of the aid is to establish the aircraft in a positionfrom which the pilot can safely complete the approach and landing by visual means, and in suchconditions a relatively simple aid may well suffice. In very low cloud base and/or visibility conditions,visual contact may not be available to the pilot and a much more accurate and reliable system willbe required to effectively locate the aircraft.

Specifications for radio and radar aids are given in ICAO Annex 10, Volume I. The criteria for terminalarea fixes and information on the construction of instrument approach procedures are given in PANS-OPS (Doc 8168), Volume II.

The non-visual aids for which standards have been defined range from non-precision aids such asVDF, NDB, VOR, surveillance radar, ILS localizer only and MLS azimuth only, to the precisionapproach aids PAR and complete ILS/MLS. In general terms the non-visual aids can support operationsin decreasing cloud base and visibility conditions in the order listed.

G3.2 FACILITIES AND REQUIREMENTS FOR NON-PRECISIONAPPROACH AND LANDING OPERATIONS

Non-precision approach aids provide azimuth and/or distance information only. When using a singlenon-precision aid for an instrument approach, the position of the aircraft can only be fixed by over-flying the facility. Position fixes may also be obtained by an intersection of bearings or radiais frommore than one navigational facility, or by the use of DME or marker beacons in association withazimuth guidance. En-route surveillance radar generally may be used to provide fixes prior to thefinal approach fix. Terminal area radar may be used to identify any terminal area fix including stepdown fixes after the final approach fix.

It is essential that all non-precision aids be ground- and flight-checked at the time of commissioning,and at regular intervals thereafter.

G3.3 FACILITIES AND REQUIREMENTS FOR PRECISION APPROACHAND LANDING OPERATIONS (CAT I)

Precision approach aids provide vertical (i.e. glide path) information in addition to azimuth guidanceand, possibly, distance information. The ICAO standard non-visual precision approach aids are ILSand MLS.

ILS is the aid in common use while MLS is in the process of evaluation/introduction. PAR is alsorecognised as a precision approach aid. ILS ground equipment comprises a localizer, a glide pathand at least two marker beacons, or, where the siting of marker beacons is impracticable, a suitablysited DME, provided that the distance information so obtained is operationally equivalent to thatfurnished by marker beacons. ILS may be used for ail categories of operations, but the beam structurespecifications, monitoring requirements and continuity of service requirements are more stringent forCategory II and III operations (see clause G3.4).

MLS ground equipment comprises azimuth and elevation transmitters, DME and for some

It is essential that all ILS/MLS installations be ground- and flight-checked at the time of commissioningand at regular intervals in accordance with the requirements of Annex 10, Volume I, Part I, to ensurean adequate and uniform standard of non-visual guidance. In the event that a facility fails to meetthe requirements for which it was commissioned, or if a routine flight test cannot be completed withinthe appropriate time interval, its status must be reviewed and the facility downgraded as necessary.Users should be advised of changes in ILS/MLS status through the AIS. Guidance material on flighttesting is contained in the Manual on Testing of Radio Navigation Aids.

To ensure that the integrity of the guidance signal radiated by the ILS/MLS is maintained duringaircraft approaches, all vehicles and aircraft on the ground must remain outside the ILS/MLS criticalareas as described in Annex 10, Volume I, Attachment C to Part I. If a vehicle or aircraft is withinthe critical area it will cause reflection and/or diffraction of the ILS/MLS signals which may result insignificant disturbances to the guidance signals on the approach path.

Diffraction and/or reflection may also be caused by one or more large aircraft or vehicles in the vicinityof the runway. This may affect both the glide path elevation and localizer azimuth signals. Thisadditional area, outside the critical area, is called the sensitive area\ The extent of the sensitiveareas will vary with the characteristics of the ILS/MLS and the category of operations. It is essentialto establish the level of interference caused by aircraft and vehicles at various positions on the airportso that the boundaries of the sensitive areas may be determined.

Critical areas must be protected if the weather conditions are less than 800 ft (250 m) cloud base or3000 m visibility when instrument approach operations are being carried out.

Various ILS ground installations of suitable quality are routinely used to gain automatic approach andlanding experience in visibility conditions permitting visual monitoring of the operation by the pilot.They should therefore be protected by interlocks from interference due to the simultaneous radiationof opposite direction localizer beams (Annex 10, Volume I, Part I). Where this is impracticable fortechnical or operational reasons, and both localizers radiate simultaneously, pilots should be notifiedby the appropriate ATS unit, by ATIS broadcast, by NOTAM, or in the relevant part of the AIP.

Similar harmful interference can occur if aircraft in the final phase of approach or roll-out pass closelyin front of the ILS localizer antenna serving another runway. The provisions listed above shouldtherefore be applied to any such installations where experience shows this to be necessary. Theinterim policy for MLS protection should be the same as that outlined for ILS mentioned above, untilsuch time as more definite information is available and has been operationally validated.

It is possible for ILS signals in space to be affected by the presence of signals from radio and televisiontransmitters, citizen band radios, industrial plasma welders, spark erosion equipment, etc. The MLSsystem design and signal spectrum protection have been selected to protect against interference.Periodic measurements should be made, the level of any signals detected, and then these can becompared with an accepted maximum. Such measurements can be made by positioning a widefrequency band receiver in the vicinity of the middle marker.

Complaints by flight crews of signal disturbances should be investigated, and special flight checks

1 Terminology and protection criteria for ILS/MLS critical and sensitive areas may vary between States. For example, some States use theterm 'critical area' to refer to both ICAO critical and sensitive areas as specified in Annex 10. Thus, when terms used or protection provided

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G3.4 ADDITIONAL FACILITIES AND REQUIREMENTS FOR PRECISIONAPPROACH AND LANDING OPERATIONS (CAT ll/lll)

The ILS ground equipment must meet the facility performance requirements specified in Annex 10,Volume I, Part I. The guidance material in Attachment C to Part I of that document also providesinformation for the planning and implementation of the ILS.

The Manual of Testing of Radio Navigation Aids (Doc 8071) provides guidance on ground and flighttesting of radio navigation aids; Volume II of the manual is concerned with ILS facilities. The qualityof the ILS signals in space is not determined solely by the quality of the ground equipment; thesuitability of the site, including the influence of reflection from objects illuminated by the ILS signalsand the manner in which the ground equipment is adjusted and maintained, also has significant effecton the quality of the signal received at the aircraft. It is essential that the ILS signal in space is flight-checked in order to confirm that is meets in all respects the appropriate standards of Annex 10,Volume I, Part I.

All facilities associated with the ILS ground equipment must be monitored in accordance with therequirement of Annex 10, Volume I, Part I. Guidance material on monitoring is contained in AttachmentC to Part I of Annex 10, Volume I.

ILS critical and sensitive areas must always be protected if the weather conditions are lower than60 m (200 ft) cloud base or 600 m RVR (i.e. CAT ll/lll conditions) when instrument approach operationsare being carried out. In the latter case, aircraft which will overfly the localizer transmitter antennaafter take-off should be past the antenna before an aircraft making an approach has descended toa height of 60 m (200 ft) above the runway.

Similarly, an aircraft manoeuvring on the ground, for example when clearing the runway after landing,should be clear of the critical and sensitive areas before an aircraft approaching to land has descendedto a height of 60 m (200 ft) above the runway. The protection of these areas when the weatherconditions are better than the minimum specified above will facilitate the use of automatic approachand landing systems, and will provide a safeguard in deteriorating weather conditions and whenactual weather conditions are lower than is reported.

To ensure that the integrity of the guidance signal radiated by the ILS is maintained during aircraftapproaches, all vehicles and aircraft on the ground must remain outside the ILS critical and sensitiveareas as described in Annex 10, Volume I, Attachment C to Part I, when the aircraft on final approachhas passed the outer marker. If a vehicle or aircraft is within the critical area it will cause reflectionand/or diffraction of the ILS signals which may result in significant disturbances to the guidancesignals on the approach path. Additional longitudinal separation between successively landing aircraftcontributes to the integrity of ILS guidance signals.

Diffraction and/or reflection may also be caused by large aircraft in the vicinity of the runway whichmay affect both the glide path and the localizer signals. This additional area, outside the critical

1 Some States do not distinguish between critical and sensitive areas as defined in Annex 10. These States define instead an area, largerthan that defined in Annex 10, but still called the critical area. In addition, this area is protected when an arriving aircraft is within themiddle marker, or when cloud and visibility conditions are below specified values. This affords protection equivalent to that describedabove.

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The reliability of the ILS ground equipment is a measure of the frequency of unscheduled outageswhich may be experienced. Reliability will be increased by providing on-line standby equipment andby duplication or triplication of key functions, including power supplies. The lowest value of operatingminima can only be achieved with ILS that have high standards of reliability. The specifications inAnnex 10, Volume I, Part I, indicate the total maximum periods of time allowed outside the specifiedperformance limits for each ILS facility performance requirement.

For Category III operations it is requested to publish the classification of the ILS ground equipmentin the Aeronautical Information Publication


G3.IR1 ICAO Annex 10

Specifications for radio and radar aids are given in ICAO Annex 10, Volume I. The criteria forterminal area fixes and information on the construction of instrument approach procedures aregiven in PANS-OPS (Doc 8168), Volume II.

G3.IR2 Specification Between ILS Critical and Sensitive Areas

Certain States fail to distinguish between critical areas and sensitive areas, or else employ theseterms not fully in accordance with the definitions specified in, ICAO Annex 10. When terms usedor protection provided require clarification, information should be made precisely clear betweenrelevant operators or States.

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IAT

A

Chapter H — Airport Security

Section H1: General Principles

H1.1 Airport Security: Introduction................................................................ 245

H1.2 IATA Recommendations ........................................................................ 245

Section H2: Passenger Operations

H2.1 Introduction and General Principles...................................................... 246

H2.2 Site Evaluation and Layout of Facilities.................................................. 246

H2.3 Isolated Aircraft Parking Positions ......................................................... 247

H2.4 Support Operations ............................................................................... 248

H2.5 General Aviation .................................................................................... 248

H2.6 Minimising the Effects of an Explosion .................................................. 248

H2.7 Minimising the Effect of an Attack Upon People .................................... 251

H2.8 Passenger Terminal Building ................................................................. 251

H2.9 Access Control ....................................................................................... 254

H2.10 Passenger Security Screening Areas ..................................................... 255

H2.11 VIP Facilities.......................................................................................... 255

H2.12 Perimeter Security................................................................................. 256

H2.13 Vulnerable Points ................................................................................... 257

H2.14 Security Lighting.................................................................................... 257

H2.15 Closed Circuit Television (CCTV) ........................................................... 257


Section H3: Cargo Operations

H3.1 Cargo Security Overview ...................................................................... 260

H3.2 Regulated Agent Status ........................................................................ 260

H3.3 Known Shipper/Consignor ..................................................................... 261

H3.4 Valuable Cargo........................................................................................ 262

H3.5 Post Office Mail ...................................................................................... 262

H3.6 Courier and Express Parcel Consignments............................................. 263

H3.7 Unknown Cargo...................................................................................... 263

H3.8 Unknown Shippers ................................................................................ 263

H3.9 Unaccompanied Baggage ..................................................................... 265


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IATA

CHAPTER H — AIRPORT SECURITY

SECTION H1: GENERAL PRINCIPLES

H1.1 AIRPORT SECURITY: INTRODUCTION

ICAO Annex 17 to the Chicago Convention requires that the architectural and infrastructurerequirements necessary for the optimum implementation of civil aviation security measures areintegrated into the design and construction of new facilities, as well as into any alterations that mightbe undertook to existing facilities. . .•:

To take adequate account of aviation security requirements in all new facilities, redevelopment ofexisting facilities and redevelopment of airports, it is recommended that the appropriate authorityestablish national criteria which should be used in planning and design so as to maintain the integrityof the nation's civil aviation security programme. The criteria should allow the architects and designerssufficient flexibility to respond to the circumstances of each airport and its operations (accomplishedby allowing a range of options for achieving the desired objective), and by encouraging architectsand designers to identify innovative approaches.

There is also need to consider and judge the degree of exposure or risk to which a building or facilitymay be subjected if the threat level increases, and the steps that may become necessary to upgradebuildings or facilities and their operation to meet the increased threat.

In establishing any criteria, it is essential that the security requirements be kept realistic andeconomically viable, and that they be able to allow for the appropriate balance between the needsof aviation security, safety, operational requirements and facilitation. The criteria should also includeprovisions to ensure that the airport design facilitates the implementation of contingency measures.

Once the criteria are established it is essential that they be made available to designers, who willneed to understand the security problem and the manner in which the criteria meet the requirements.While the designers may not be fully informed about the basis of the threat analysis, they do need

H1.2 IATA RECOMMENDATIONS

H1.IR1 Airport Security Programme

Each airport should develop a security development rolling master programme. This workingdocument is intended to reflect the changes in national and international threat levels on aquarterly basis. The programme should include any field trials of new technology in theoperational environment, and also propose the strategically placed updating of newer securitytechnology and protocols within the airport. This could include but may not be limited to HoldBaggage Screening development plans and the integration of biometric technologies.

H1.IR2 Security Programme and Trial Results

Each airport is required to establish and implement a written airport security programme inaccordance with the ICAO Annex 17 Standard, and should issue a report of the technicalconclusions of any field trials. Field trial results of security equipment should be e-mailed to:[email protected]

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SECTION H2: PASSENGER OPERATIONS

H2.1 INTRODUCTION AND GENERAL PRINCIPLES

As discussed in section H1.1, an effective airport security plan should be the extension of nationallyconceived and adopted aviation security criteria, and will benefit from designers and planners beingable to integrate the principles of a nation's aviation security programme into the structural as wellas operational parameters guiding the development of an airport's passenger systems and otherinfrastructure.

Key security concerns that need to be considered in the planning, design and enhancement of over-all airport security should include the following:

(a) Preventing the introduction of weapons, explosive or dangerous devices by any means into theairport or aircraft by:

• Detection.

• Ensuring the security of channels by which passengers, baggage, personnel, cargo, mail andother goods and vehicles access aircraft.

• Ensuring the segregation of passengers who have been screened from those who have not.

• Controlling access to and movement within the airside and security restricted areas.

(b) Facilitating implementation of the airport emergency plan during a crisis such as a bomb alert,act of unlawful seizure or an aircraft disaster.

(c) Minimising the effect of an explosion or incendiary device on persons or facilities by incorporatingdesign features to limit casualties and damage.

H2.2 SITE EVALUATION AND LAYOUT OF FACILITIES

When designing or redesigning airport facilities, there are many factors which could influence siteevaluation and the layout of facilities. When designing or redesigning airport facilities the securityconsiderations and implications should take into account:

• The airport location.

• The size and topography of the airport site.

• The location of adjacent transport and support facilities.

H2.2.1 Terminal Building (Landside Area)

In deciding the layout of the terminal building landside area, special security consideration should begiven to the following:

Road layout.

Access control posts.

Car parks.

Landscaping and boundaries.

Terminal forecourts.

Lighting and signage.

Emergency services access.

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251

Airport Security

H2.2.2 Airside Development

Airside development should provide for the following security measures:

• Physical security measures for the airport perimeter and restricted security areas.

• Perimeter roadways and other access roads for patrol purposes.

• Security and apron lighting.

• Perimeter and security area vehicle and pedestrian access points, including automatic accesscontrol systems.

• Electronic intruder detection systems.

• Isolated aircraft parking positions for searching aircraft subject to a specific threat or an act ofunlawful seizure.

• A blast containment area for suspect explosive devices.

• Explosive detection equipment for cargo containers and pallets.

• Facilities for the kenneling and training of explosive detecting patrol dogs.

• A simulation chamber.

If the installation of an automatic access control system is envisaged at a later stage of airportdevelopment, provision should be made at the earliest stages of runway and taxiway constructionfor an automatic access control system power supply, as well as data transmission trenches andconduits. Similar provisions for the future installation of intrusion detection systems, electronic alarms,and video and data transmission networks should also be made in terminal buildings and at vulnerablepoint locations.

H2.3 ISOLATED AIRCRAFT PARKING POSITIONS

An isolated aircraft parking position should be located at the maximum distance possible from otheraircraft parking positions, buildings or public areas, and the airport perimeter. Planners should keepin mind that the isolated aircraft parking position can also be used in the event of an aircraft hijackingor bomb threat. If taxiways or runways pass within this area, they may have to be closed to normaloperations when a 'suspect' aircraft is in the area. Planners should seek input on ideal locations forthese positions from the security or law enforcement agencies which would respond to such incidents.

The isolated aircraft parking position may also serve as a 'security parking area', where an aircraftthreatened with unlawful interference may be parked as long as necessary, or else positioned for theloading or unloading of passengers. It may also be necessary to remove and examine cargo, mailand stores from an aircraft during bomb threat conditions.

Care should be taken to ensure that the position is not located over underground utilities such asgasoline or aviation fuel networks, water mains, or electrical or communications cables. Such parkingareas would ideally be located so as to eliminate the possibility of unauthorized persons physically

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H2.4 SUPPORT OPERATIONS

A precise inventory of support operations and other non-aviation activities should be drawn up at theinitial planning stage so that a decision can be made concerning the location of each of these activities.The following basic principles should govern this decision:

(a) Except for those which have a direct and permanent link with air transport operations, the numberof non- and para-aviation activities located on the airside should be restricted as much as possible.Hotels and freight forwarders' buildings and facilities should not be located on the airside.

(b) When facilities for support operations and other non-aviation activities do have to be located onthe airside (for example to enable them to have access to the runways), they should:

• Be located away from the airport's passenger and cargo buildings and vulnerable points.

• Whenever possible, be isolated within the airside area.

(c) Private airside access points through those buildings or facilities should:

H2.5 GENERAL AVIATION

Here the security principle to be followed is that of segregation; the purpose of which is to keepmovement of persons and vehicles between the general aviation area and the main terminal areasto the strict minimum. These movements relate mainly to fuelling operations, meteorological servicesand the airport control reporting office.

H2.6 MINIMISING THE EFFECTS OF AN EXPLOSION

An explosive or incendiary device brought into the vicinity of a terminal or infiltrated onto an aircraftis likely to contain up to 5 kilograms of high-performance military explosive. Such a device can beconcealed in a wide variety of containers.

Explosive devices produce two types of fragments: primary and secondary. Primary fragments arecreated from the device and its containers (timing mechanisms, buckles and zips of bags, locks andhinges of briefcases, waste bins and their contents, etc.). The primary fragmentation effect can beenhanced by the inclusion in the device of metal objects (bolts, screws, nails, etc.). Secondaryfragments are created by the blast wave destroying friable materials (glazing, masonry, false ceilings,lightweight partitions, etc.) as it travels out from the explosion's source.

Typically, the distance over which primary fragments can cause casualties is approximately twicethat of secondary fragments. Therefore, to be reasonably certain of preventing casualties from thefragmentation effect of a device introduced by hand into a public area, a clear zone greater than 60metres in radius would have to be formed around the suspect object.

While prevention is the ideal, it is for practical operational purposes almost impossible to achieve ina normal airport environment. The most practical position is to accept the possibility that, despitesurveillance, patrolling, security awareness of all staff and the public, an explosive or incendiarydevice may still be brought into a public area of a terminal and a detonation can still occur. It is,however, possible to minimize the effects of, and reduce the casualties resulting from, theconsequential explosion or fire by:

• Designing the terminal areas accessible to passengers and the public to facilitate patrols andsurveillance, and to reduce or eliminate places where explosive or incendiary devices may beconcealed

• Using the appropriate glazing securely fixed into robust frames or mullions and transoms withsufficient rebate depth. The frames or glazing support systems to be securely fixed to the structure.

• Ensuring that roofing, cladding, false ceilings, etc., are securely fixed, as large panels or itemswhich become detached can cause considerable injury and damage.

• Employing materials used in the internal fitting-out of the public and retail areas of the terminalthat will minimise casualties and damage following an explosion, or fail in such a way which willminimise the formation of secondary fragments.

• Ensuring that items such as waste receptacles are portable, so that they can be removed in theevent of an increase in threat, or be of a type which will facilitate inspection to ensure that nothingdangerous has been concealed inside. Alternatively, litter receptacles may be constructed intowalls in a manner which would allow garbage to be deposited into an external container.

• Ensuring that materials used within terminal buildings, for example as upholstery on seating andfor false ceilings, are fire resistant and do not give off toxic fumes or smoke.

A vehicle bomb is likely to contain large amounts of explosive. It is difficult to prescribe practicalmeasures to strengthen a structure to withstand totally the force of such an explosive device. Some

Distance of explosivedevice from building

Effect on a building usingmodern framed construction

Effect on load-bearingmasonry

up to 5 Severe damage to facade,possible local collapse in somebuildings

Total collapse

5 — 10 Severe damage to facade, insome buildings local to bomb

Major collapse

10 — 15 Moderate damage to facade Damaged beyond repair

15 — 20 Minor damage to facade Serious damage (butrepairable)

20 — 30 Superficial damage Moderate damage

It is apparent that a building of modern framed construction will experience less damage. The keyelements of modern frame construction are:

(a) The building is of frame construction, having reinforced concrete or structural steel and concretefloor slabs (precast concrete frames and floor slabs should be avoided).

(b) The frame is designed to be sufficiently robust whatever the building height. The horizontal shearforces at a given floor level should be calculated as an equivalent of a minimum of five storeysabove.

(c) In the case of steel frame construction, beam/column connections should be designed for loadreversals).

(d) Additional robustness for steel frame construction can be achieved by encasing the perimeterbeams and columns in concrete.

(e) Generally, the construction of the roof should be similar to that of the floor slabs. Architectural

Windows may be broken at distances of up to 120 metres, although glass may fall from a buildingat a distance of 60 metres. Unprotected normal annealed glass can break at a distance of up to 50metres from ground zero. This distance can be reduced to 30 metres by the application of anti-shatterfilm, which has the further advantage of reducing the time required to clean up, since large quantitiesof the glass remain glued to the film.

While some terminal designs minimize the use of glazing on their outer skin, most normally incorporatethe maximum use of such materials and so it is essential to understand the failure mechanism ofglass types. While it is not practical to undertake substantial re-glazing of existing facilities, there area variety of steps which can be taken to reduce the risk of injury caused by flying glass.

It is preferable that the external landside aspect of the terminal building be as low as possible andhave as little glazing and cladding as possible. This may be achieved by having offices or similarfacilities backing onto this aspect. It is recognized that such an arrangement is unlikely to be practicalfor many locations, and that many such aspects will continue to contain a great deal of cladding andglazing. Where forecourt areas are covered by canopies it is recommended that they be so constructedthat structural components will remain in place in the event of an explosion, but that the

All vehicles should be kept at least 50 metres away from the frontage of the terminal. Ideally, theforecourt roads should be at a lower level, creating a sloping ramp which would act as a blast deflectorshould a car bomb be detonated. However, this solution usually conflicts with facilitation and designand is therefore unlikely to be adopted in most locations. An alternative is to ensure that no short-or long-term vehicle parking is allowed within 50 metres of the terminal and that the forecourt roadsare sufficiently policed to ensure that no unattended or unauthorized vehicle is allowed to be left onthem. Efficient response and rapid vehicle removal are required, especially when short-term vehicleparking is permitted at the passenger terminal curbs. The pavement area of the forecourt shouldhave solid posts placed at intervals or some form of barrier system to prevent any vehicle frommounting the pavement or entering the terminal.

H2.6.1 Materials

When fitting out the public areas of the terminal, materials should be used that will fail following anexplosion in such a way as to minimise the formation of secondary fragments and thus casualtiesand damage. The following actions should be taken:

• Avoid brittle materials such as glass or rigid plastics which can break into sharp fragments.

• Use materials which are flexible and strong (e.g. polycarbonate, metal sheet and possiblytoughened glass), ductile (metal sheet, laminated glass), or weak and soft (plasterboard,hardboard wood wool, foam-filled sandwiches).

• Provide appropriately strong fixings, ideally with the same resistance capacity as the materialbeing secured. This may mean recommending that inner sheets (away from a blast) be screwedrather than nailed or screwed through additional surface plates or battens to prevent screws beingtorn out.

• Minimise opportunity for collapse of light structures. This may mean that booths, concessionaryaccommodation, etc., should be designed to resist blast loads even though they will be withinthe sheltered concourse.

H2.7 MINIMISING THE EFFECT OF AN ATTACK UPON PEOPLE

The concern addressed here is that of an attack against a specific group of passengers or staff, eitherbecause of their nationality or the nationality of the carrier with which they intend travelling. Such anattack would probably use automatic weapons and grenades. It is also possible for such an attackto be indiscriminate.

Within multi-storey terminal buildings, the likelihood of having landside balconies overlooking check-in areas is high. It is equally likely that the public has access to them and that commercial exploitationdemands that the facilities available on the first floor or balcony area be readily seen from the groundfloor or check-in area. Unrestricted access to areas overlooking a check-in zone should therefore notprovide a line of fire or the ability to throw grenades. As it is an unrestricted public area, theconsiderations already discussed in relation to glazing and building materials also apply.

To allow natural light to enter the building, and so as not to diminish unnecessarily the visual impactof the balcony facilities, screening should normally be of glass, the choice being between toughenedor laminated toughened. Ideally, the glazing should reach from floor to ceiling but, where this is notpossible, the minimum height of such screening should be 2.3 metres. The space between the topof the screen and ceiling should be filled so as to prevent the lobbing of explosives. The manner inwhich this can be achieved will depend upon environmental and ventilation needs, weight constraints,aesthetics and cost. Access to the first floor or balcony from the ground floor or check-in area shouldbe similarly protected from the balcony level down to a height above the lower floor at which line ofsight and fire is no longer possible. A suitably designed 'glazed cage' can achieve the required resultsif the glazing is of the necessary standard.

At major airports and those handling certain high-risk flights, there is a need to protect designatedcheck-in operations against attack, by means of either a permanent, protected facility or temporary/portable screening which can be moved into place. The screening of high-risk flights should haveprotective qualities capable of minimizing the effects of an attack which may involve the use of firearmsand grenades as well as suitcase bombs. A normal check-in area can be converted into a protectedcheck-in area by means of ceiling-hung bullet/blast resistant screens, which can be pulled into placewhen needed.

The check-in screening should be opaque, lightweight, durable and easy to store, and should wherepossible be of specifications that would limit the possible use of lobbed explosives (at least 2.3 metreshigh with netting suspended from the ceiling down to the top of the screens). With advances inmaterials, it may be that adequate protection can be afforded by ballistic screens or curtains made

H2.8 PASSENGER TERMINAL BUILDING

To attain the general objectives of security planning, as well as those of over-all airport planning, thekey to success is the simplicity resulting from the following principles:

• Passenger and baggage flow routes should be simple and self-evident.

• Transit and transfer passenger and cargo flows, preferably in both domestic and internationaloperations, should be physically separated.

• The number of security checkpoints should be minimized (this can be achieved by centralizingthe screening points at a spot where the passenger and baggage flow routes converge).

• The number of points where pedestrians can have access to the airside area and, particularly,the security restricted areas should be minimized (this can be done after a rigorous analysis ofground personnel flow routes and by applying the basic principle of developing the over-all planfor the permit system).

• All passenger departure areas between the screening checkpoint and the aircraft are to beconsidered a security restricted area into which access must be controlled.

The following considerations should be given to any landside public spectator terraces or areas whichoverlook aircraft parked on the apron or passenger handling operations:

• Access must be controlled or the area supervised by guards.

• The areas should be enclosed, or contain barriers to prevent unauthorized access or the throwingof objects at parked aircraft or into security restricted areas.

• Access control features should enable them to be secured and closed to the public when required.

Each baggage storage facility to which passengers and the public have access should be constructedin such a way as to minimize the effects of an explosion occurring in an item being handled or stored,and should be capable of being secured when not manned. Provision should be made for the handsearch or screening of all items by X-ray by trained staff before they are accepted for storage.

The airside and security restricted areas should be designed and constructed to prevent the passageof articles from non-sterile areas. For example, links or connections between plumbing, air vents,drains, utility tunnels or other fixtures in restricted security area restrooms and restrooms in non-sterile areas should be avoided to limit the possibility of articles being passed from one area to theother. When planning the construction of non-restricted or public access suspended walkways orbalconies over or adjacent to sterile areas, it is critical to ensure that they not facilitate the passingof items into those areas.

The maintenance of the security integrity of passenger areas can be enhanced by designing built-infixtures such as railings, pillars, benches, ashtrays, etc., to prevent concealment of weapons ordangerous devices. This could help reduce the difficulties and costs associated with monitoring suchareas, which also includes closets, utility rooms, restrooms, lockers, storage areas, stairwells, recesseshousing fire extinguishers, and fire hose storage cabinets. Closets and utility rooms should be capableof being locked when not in use.

The objectives of fire safety and crowd control provisions and those of security provisions may appearcontradictory. Optimum safety aims at enabling people to be evacuated in the event of danger,while security aims at controlling people's movements and limiting their access to certain areas.Reconciliation of these objectives should be based on a search for a preferred airside to landsideevacuation direction. Each airport area should be the subject of specific evacuation planning to ensuresecurity is not compromised.

In evacuating the landside area, including those areas not freely accessible to the public, evacuationshould be done towards the landside curb. If architectural constraints require evacuation in theopposite direction, the emergency exits to the airside should be secured when not in use.

Evacuation from the airside area to the landside area is preferred, but an effort should be made tokeep the number of emergency exits and points of passage to the minimum required for safetyreasons. Evacuation should only be done towards the airside area if architectural constraints or the

Signs should be installed along the curb indicating that parking is limited to the time needed to offloadpassengers. It is recommended that the positions reserved for private vehicles be separated fromthose reserved for buses and taxis. Bus and taxi parking positions should be placed away from themanoeuvring lanes to permit them to load and offload their passengers along the curb.

If the airport is served by rail, outdoor or underground stations should preferably be located awayfrom the passenger building and be connected with it by pedestrian walkways.

In planning and designing passenger buildings, provision should be made for the installation of thefollowing airport security features:

• Hold baggage screening points.

• Passenger and cabin baggage screening points.

• Flight crew screening points.

• Staff screening points.

• Central security control centre.

• Emergency operations centre (EOC) and isolated aircraft parking position.

• Hold baggage control system centralized control room(s).

• Space required to question passengers before they reach the check-in counters.

• Hold baggage search room(s).

• The security service's offices and premises.

All security posts, offices or premises should be located so as to minimize response time to an incidentand thus ensure maximum security service efficiency.

H2.8.1 Secured Passenger Routes

Secured passenger flow routes extend from the screening point to the aircraft door. Depending onthe circumstances, they may cross the following areas and points:

(a) Immigration control point.

(b) Departures concourse, which may include:

• Rest lounges.

• Food and beverage facilities.

• Airline service counters.

• Duty-free shops and other retail establishments.

• Washroom facilities.

• VIP lounges.

(c) Departure lounges.

(d) Connections between the passenger building and the aircraft.

In planning and designing the flow route described above, the following elements should be takeninto account:

(a) All doors giving access to the different areas of the departures concourse should be consideredsecurity doors and should be capable of being locked when these areas are not in use.

(b) When an automatic access control system is provided for, the following doors and exits shouldbe secured and controlled:

• Departures concourse landside and airside entrance and exit doors.

• Access doors to the offices of the policing authorities and security service.

• Departure lounge access doors and exits.

• Passenger loading bridge access doors and exits.

(c) Emergency exits to the airside and/or landside should be secured.

(d) Departure lounge partitions should reach the ceiling to prevent objects from being thrown overthem or, if that is not possible for reasons of ventilation, protective nets should be installed.

(e) Restaurants and rest areas should in no case have terraces overlooking the aircraft parking areasunless they are equipped with fixed and sturdy windows.

H2.9 ACCESS CONTROL

Maintaining the integrity of airside/landside boundaries plays a critical role in deterring unauthorizedaccess to, or attacks on an airport or an aircraft. Effective airside security relies heavily on theintegrated application of physical barriers, identification and access control systems, surveillance anddetection equipment, and on the implementation of security procedures.

Consideration should be given to reducing to a minimum the number of access control points, bothinside and outside, to airside and other security areas. Effective access control can be achieved by:

(a) Having plant and maintenance facilities landside (but with controlled access) and, where ducting,piping, cabling, other plant or inspection panels (such as those provided in toilet areas) passthrough the security restricted area boundary, ensuring that they cannot afford unauthorizedaccess.

(b) Planning kitchen and catering facilities carefully. Increasingly, airports are planning one cateringfacility to serve airside and landside. Where this is so, the facility should be situated landside,with the means to service airside areas via security airlock hatches rather than having staff movingbetween landside and airside.

(c) Having baggage reclaim areas outside the security restricted area to reduce the risk of passengersbacktracking through the exit doors. To meet customs requirements for international reclaimareas, these should be non-public areas and serve as a buffer to protect the security restrictedarea.

(d) Providing adequate facilities for staff within the security restricted area in order to reduce thenumber of times they need to pass control points in the course of their duties.

(e) Co-ordinating landside, non-public access and airside/security restricted area access control.This can be achieved by having one strategically placed point to control access to the apron,elevators to plant rooms on the roof and, by the use of parallel corridors (one landside, oneairside), all landside and airside deliveries.

(f) Having a single, suitably located access point for staff. This should, where possible, be a dedicatedfacility not encumbered by other forms of traffic or other distractions.

(i) Wherever possible, avoiding locating landside toilets back-to-back with security restricted areatoilets, or ensuring that, if they are, they are designed and constructed so that it would be difficultto penetrate the airside boundary through the walls or roofs.

Wherever possible, maintenance areas, service areas, miscellaneous activities areas, and buildingsor controlled areas should be located landside with controlled access to airside.

To prevent unauthorized access, doors or gates leading from landside to airside security restrictedareas and to controlled areas which are not under surveillance should be equipped with locks and/or alarms.

Buildings and other fixed structures may be used as a part of the physical barrier and be incorporatedinto the fence line, as long as measures are taken to restrict unauthorized passage through them.Care should also be taken to ensure that roofs or other structures do not provide an easily accessibleroute for unauthorized access to the airside.

H2.10 PASSENGER SECURITY SCREENING AREAS

In the selection of suitable locations for passenger security screening areas at which walk-throughmetal detectors and X-ray equipment are to be used, it is essential that sufficient reliable poweroutlets be provided. It is also necessary to consider the possible effects of electrical fields generatedby other types of equipment such as elevators, conveyor belts, etc. The mass of structural steel interminal buildings may also have an adverse effect. It is not possible to recommend minimum distancesfrom sources of such interference because of the variables of each location. Further guidance is bestobtained from the manufacturer of the equipment to be used.

The location and size of passenger security screening areas will be dictated primarily by passengervolume. Careful attention should be given to the number, type, configuration and positioning ofscreening areas so as to facilitate the flow of passengers through the terminal. Consideration willneed to be given to the issues of queuing, physical search, and passengers requiring additionalprocessing.

Generally, international and domestic passenger flows are kept separate. However, this is not alwayspossible, particularly at small and medium-sized airports. In such situations, passenger screeningareas may be combined and the passenger flows controlled by either a door or a partitioning systemto direct passengers to their boarding lounges. The international boarding lounge may be preceded

H2.11 VIP FACILITIES

VIP facilities require careful consideration as the individuals using them may be subject to a highlevel of personal threat. Facilities should allow for control of the VIPs and those involved with theirreception and departure procedures. The facilities should incorporate a dedicated screening area forcheck-in and processing passengers, and for keeping cabin baggage and hold baggage separatefrom the normal passenger operations.

Where for ease of use the facilities straddle the landside/airside boundary, the standard of accesscontrol should be no less than at other access points and arrangements for the use of these facilitiesshould ensure the integrity of the boundary between the landside and the airside. VIP facilities mustbe secured when not in use.

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H2.12 PERIMETER SECURITY

In deciding what form of perimeter or restricted area security is required, many factors need to betaken into account. These might include national and local threat assessment, vulnerabilities andasset values. The topography of the site should be one of the foremost considerations, together withgeneral location, areas to be protected and the life expectancy of any materials used. It is importantto note also that the physical components of perimeter security (fences, perimeter intruder detectionsystems, closed circuit television, etc.) should not be viewed in isolation but rather as an integratedwhole.

The following perimeter detection technologies should be considered and their merits evaluated asa minimum:

• Radar Based Systems.

• Infra-red Systems.

• Microwave System.

• Thermal Imaging Systems.

• CCTV Systems.

• Taut Wire Detection Systems.

The following fence types should considered:

• Chain Link.

• Welded Mesh.

• Vertical Pressed or Rolled Steel (Painted or Galvanised).

Where airport perimeters are close to public walkways, roads or rivers, the perimeter should be undersurveillance either by patrol or by automated detection system. Signs should be placed at 50mintervals which clearly advise the public that perimeters are under surveillance. Airport perimetersshould be complete and to a consistent standard throughout the whole perimeter. Areas within theterminal complex which border with vulnerable areas such as vehicle and staff gate posts should bemonitored with CCTV systems with data recorded on 24hour 365 days a year digital recordings.

Other vulnerable areas recommended for CCTV surveillance which may bridge the perimeter includebut are not limited to:

• Airside/land-side gate post positions for vehicles and staff.

• Rivers bridging the perimeter.

• Power plants.

• Fuel farms.

• Control tower.

• Centralised air conditioning facilities.

• Aircraft approach lighting.

• Emergency access routes.

• Drinking water reservoirs (within the perimeter and serving the airport terminal and

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A When designing security systems for airport perimeters the detection systems should have fullredundancy capability. If a single component fails within a system the systems overall integrity shouldremain intact. Field devices such as fence detectors should provide indication to the central controlroom that failure has occurred and where the failed field device resides.

Waterways which intersect the perimeter boundary should be protected and it should not be possiblefor unauthorised access beneath runway or terminal complexes without prior detection.

H2.13 VULNERABLE POINTS

A vulnerable point is any facility on or connected with an airport, which, if damaged or destroyed,would seriously impair the functioning of the airport.

Control towers, communication facilities, radio navigation aids, power transformers, primary andsecondary power supplies and fuel installations both on and off an airport must therefore be consideredas vulnerable points. Communication and radio navigation aids which, if tampered with, could givefalse signals for the guidance of aircraft need to be afforded a higher level of security.

Where such installations cannot be adequately protected by physical security measures and intrusiondetection systems, they should be visited frequently by the relevant maintenance technicians orsecurity staff. Manned installations should have strict control of access measures and admission tothe installation should include the requirement to produce valid identification cards.

H2.14 SECURITY LIGHTING

Security lighting can offer a high degree of deterrence to a potential intruder in addition to providingthe illumination necessary for effective surveillance either directly by the guards or indirectly througha CCTV system. Security Lighting can make an important contribution to physical security but,incorrectly applied, it can assist intruders more than guard forces. Good security lighting should:

• Allow guards to see intruders before they reach their objectives.

• Conceal the guards from intruders.

• Deter intruders or hinder them in their purpose.

Security lighting acts as a particularly good low-cost deterrent. Even a low level of illumination willdeter most potential intruders and vandals. If CCTV is installed, the lighting level and uniformity mustbe such that it helps to present a clear monitor picture to security guards.

H2.15 CLOSED CIRCUIT TELEVISION (CCTV)

The use of closed circuit television (CCTV) for surveillance can save manpower, especially whenused in conjunction with intruder detection and automatic access control systems and may supplement,extend and make more effective an existing security system. It also enhances the effectiveness ofperimeter security, particularly if used to verify the alarms signalled by a perimeter intruder detectionsystem (PIDS). It can also lead to improved working conditions for security guards who may not need

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H2.IR1 Terminal Clearance Distance

To minimise the effects of an explosive device contained within a hold or hand bag or carrierbag. placed within the terminal complex (eg. Concourse area) a minimum clearance radius of60m should be maintained. This clearance should be maintained upon identification that apotential explosive device exists. Typically, the distance over which prirnary fragments can causecasualties is approximately twice that of secondary fragments. Please refer to clause H2.6 forfurther details and clarification.

H2.IR2 Use of Secure Terminal Fixings

To limit the effects of an explosive device located within the terminal complex it is important toensure that terminal infrastructure is manufactured from appropriate materials and installedsecurely using appropriate quality fasteners. Roof cladding systems should be sized to ensurethat in the event of them falling due to an explosion they are far less likely to fatally injureperson(s). Ensure that the use of brittle materials such as carbori based polymer mixes or fibrereinforced structures is limited unless used in such a way as to protect against explosions (e.g.explosion proof containers).

H2.IR3 Glazed Panels

Glazed panels i .sed as eithe part of the terminal complex or within the terminal complex shouldwherever possible be of the anti-shatter type. Where the performance of gldzed panels detersfrom this recommendation for whatever reason the use of anti-shatter flame r&tardant films isrecommended to be used.

H2.IR4 Flame Retardam terials and Terminals

Terminal structures and infrastructure should be manufactured and assembled using flameretardant and fire rated materials wherever possible. All beams and columns should be fire ratedand structures strategically designed to withstand the placement of s passengers sized singlebag containing an explosive device. These strategic structural considerations should be sufficientfor baggage containing explosives being in any passenger area 01 any areas which hold

H2.IR5 Steel Frame Constructions

In the case of steel frame construction beam/column connections should be designed for loadreversals to account for damage / displacement caused by explosion or impact damage.

H2.IR6 Perimeter Detection Systems

The perimeter of international airports should be fitted with intruder detection equipment andsurveillance equipment. All vulnerable areas (see clause H2.12) should be monitored 24 hoursa day 365 days a year by CCTV systems. To limit false alarms CCTV systems should be usedin parallel to perimeter intruder detection systems.

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H2.IR7 Land-side / Airside Checkpoints

The number of security checkpoints within the terminal and residing upon the perimeter shouldbe practically minimised.

H2.IR8 Reconciliation of Safety and Security provisions

The objectives of fire safety and crowd control may on occasion appear contradictory withrespect to security goals. Optimum safety aims at enabling people to be evacuated in the eventof danger, while security aims at controlling people's movements and limiting their access tocertain areas. Reconciliation of these objectives should be based on a search for a preferredairside to landside evacuation direction. Each airport area should be the subject of specificevacuation planning that includes adequate security measures.

SECTION H3: CARGO OPERATIONS

H3.1 CARGO SECURITY OVERVIEW

The term air cargo, in the context of aviation security, includes normal freight, consolidations,transhipments, unaccompanied courier items, postal mail, diplomatic mail, company stores, andunaccompanied baggage shipped as freight on a passenger-carrying aircraft. Known shippers/consignors, regulated agents, and their operations are closely linked to civil aviation as the expedientmethod of transporting cargo, globally from point to point.

Cargo can be tendered for carriage by:

• Another airline.

• A regulated agent.

• Courier service company.

• Postal service.

• Express parcel company.

A freight forwarder.

• A direct shipper.

Whatever source tenders the cargo for carriage, action needs to be taken to prevent the introductionof explosives or incendiary devices into air cargo. Airlines reserve the right to examine, or cause tobe examined, the packaging and contents of all cargo, courier and express parcel consignments andto enquire into the correctness or sufficiency of information or documentation tendered in respect ofany consignment. The right to examine the contents of consignments does not extend to post officemail.

ICAO Annex 17 requires (Standards 4.5.2 and 4.5.3) Member States to secure the operations ofregulated agents concept, freight forwarders and airlines. This is achieved through the provision ofthe Airline Security Programme and the Regulated Agent Security Programme.

Reference is made throughout this Section to regulated agents, freight forwarders, courier servicecompanies and airlines. Although that is the case, airline operations that are away from the homebase are generally handled by agents or contractors. The airline is responsible for the cargo operationregardless of what the handling arrangements might be.

H3.2 REGULATED AGENT STATUS

For a freight forwarder to be designated as a 'regulated agent', that status must be obtained throughthe appropriate authority within the State where the business is conducted. To achieve this status itrequests the production and continued compliance with a Regulated Agent's Security Programme.

These programmes may be in one of two forms:

(1) Regulated Agent's Security Programme, written by the freight forwarder, courier service company,etc., and its compliance acknowledged by the appropriate authority.

(2) Manuscript Security Programme, published by the appropriate authority for acceptance by thefreight forwarder, courier service company, etc.

The programme details methods of meeting the provisions of Annex 17. Arising from the programme,freight forwarders, courier service companies, airlines, etc., when meeting set standards, may beregistered/listed by the appropriate authority as 'regulated agents'.

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Although reference is made to cargo, it should be understood that cargo also includes within itsdefinition unaccompanied baggage, mail, courier and express parcels. Cargo consigned directly toan airline and not via a freight forwarder needs to be dealt with by virtue of the provisions of theAirline's Freight Forwarder Security Programme. In the case of airlines, they will also be bound bythe provisions of the National Aviation Security Programme.

H3.3 KNOWN SHIPPER/CONSIGNOR

A Known Shipper/Consignor is the originator of property for transportation by air for the individual'sown account, and who has established business with a regulated agent or an airline on the basis ofthe following criteria:

• Establishing and registering the individual's identity and address, as well as the agent authorisedto carry out deliveries on the individual's behalf.

• Declaring that the individual:

(a) Prepares consignments in secure premises.

(b) Employs reliable staff in preparing the consignments.

(a) Protects the consignments against unauthorised interference during preparation, storage andtransportation.

(b) Certifies in writing that the consignment does not contain any prohibited articles as listed inthe ICAO Security Manual — Prohibited Goods.

(c) Accepts that the packaging and contents of the consignment may be examined for securityreasons.

Once a shipper/consignor meets the necessary requirements, the regulated agent may declare theperson or corporation a 'known shipper/consignor' and add the name to an official list held by theagent. The list shows the known shipper/consignor's name and address.

Cargo from shippers that meet the known shipper/consignor status may be security cleared (accepted)under certain conditions:

(a) The employee accepting the cargo is satisfied that the person delivering the cargo is or representsthe regular customer.

(b) There is no sign of tampering with the cargo.

Cargo from regulated agents may be security cleared (accepted) under the following conditions:

(a) The employee receiving the cargo has examined the regulated agent's ID of the person deliveringthe cargo and there is no sign of tampering with the cargo.

(b) If the consignor delivers, or arranges delivery of the cargo, the employee receiving the cargoacknowledges it was delivered by the person nominated on a security declaration and there isno sign of tampering with the cargo.

(c) The regulated agent has provided a security declaration that the cargo has been cleared inaccordance with the Regulated Agents Security Programme.

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Partially cleared cargo may be accepted from other regulated agents or forwarded to airlines forsecurity clearance. Details of the partial clearance shall accompany the air waybill. The screeningprocess may include X-ray, other approved technology or procedures including physical inspection.

It is usual for an appropriate authority to introduce an audit programme for the purpose of examiningcompliance with the Regulated Agent's Security Programme. This should include the physicalinspection of the agent's premises and an examination of the known shipper/consignor client list andother documentation.

H3.4 VALUABLE CARGO

Valuable cargo is defined in IATA Cargo Services Conference Resolution 012. Generally it includesgold bullion and other precious metals, precious stones, bank notes, valuable securities, works ofart, etc. Blank airline documents, such as miscellaneous charges orders (MCOs), air waybills (AWBs)and ticket stock, should also be dealt with as valuable cargo.

Valuable cargo, by the nature of its contents, should be subject to a close inspection on the part ofthe airline and checked against the details on the air waybill. The airline should adopt securitymeasures for handling valuable cargo in cargo terminals, during aircraft loading, unloading and groundtransportation.

Local security regulations should be instituted as the result of a review carried out by the chief securityofficer of the airline and the cargo terminal management. This review should be ongoing and takeinto consideration various levels of threat in and around the airport. As a general rule, valuable cargomust be booked with the airline and any special arrangements made for it prior to its acceptance.Details of value, contents, routing and storage must be kept confidential.

H3.5 POST OFFICE MAIL

Mail carried on passenger aircraft shall be subjected to security controls by airlines and/or regulatedpostal authorities before being placed on board an aircraft. Global postal services are members ofthe Universal Postal Union, which, in turn, is a sub-committee of the United Nations (same status asthat of ICAO).

The Universal Postal Union Convention (UPU Convention) sets security standards for the protectionof mail services and specifies the standard of forms to be used for the purpose of forwarding themail. Such forms will be completed by the post office.

A postal service regulated by the UPU Convention shall:

(a) Deliver mail to the airline in a prescribed UPU mail bag.

(b) Such mail bags will be tagged with 'airmail bag labels' and secured with the prescribed secureties.

(c) A 'delivery bill' will accompany all airmail shipments.

(d) A copy of the 'delivery bill' will be signed by the airline and returned to the postal authority, othercopies of the document will be retained by the airline as a form of quittance (proof of payment/receipt).

Airlines should take certain actions to ensure the integrity of the mail delivered to an airport mailcentre before loading onto a flight. Those actions are:

(a) Ensure the number of bags stated in the delivery bill coincides with the number bags receivedfrom the postal authority.

(a) Make a visual inspection of the mail bags to ensure they have not been subjected to tampering.

(b) Assure that the integrity of the mail bags and seals should be verified upon the receipt of themail.

(b) The mail should be stored in a dedicated secure area.

(c) Ensure that only persons with the necessary form of ID card and a reason to be there be permittedinto the mail storage area.

Documents handed to airlines by post offices or handed over at the point of transfer should be stowedin the flight portfolio or where flight documents are kept. They should be extracted immediately uponarrival of the aircraft at its destination.

Although the airline or its agent does not normally have the right to examine the mail, the airline mayrefuse uplift during times of increased threat. The mail, which also incorporates 'registered parcelsand registered letters', is attractive to a person intent on dishonesty and should be subject to specialsecurity handling from the point of acceptance to the point of delivery.

Those involved in the movement of time definite mail should not provide booking details to shippersunless they are known shippers/consignors or regulated agents.

H3.6 COURIER AND EXPRESS PARCEL CONSIGNMENTS

It is usual that courier and express parcel corporations are regulated agents. Such corporations wouldbe expected to meet the same standards as those of other regulated agents. Courier and expressparcel consignments should have an affixed courier baggage identification label.

Although airlines may have IATA Recommended Security Standards within their programmes, itshould be understood that Member States of ICAO can impose more stringent standards. Individual

H3.7 UNKNOWN CARGO

The uncontrolled acceptance of cargo from persons unknown to the regulated agent, and itssubsequent carriage on an international passenger carrying aircraft, is a security risk. Although it isnot feasible that all cargo can originate from known shippers, there is a need to control the risk factorswhen considering the carriage of the cargo of unknown shippers.

H3.8 UNKNOWN SHIPPERS

Shippers not known to the regulated agent and/or carrier should be called upon to provide proof ofidentity and submit the consignment to a prescribed method of screening. Proof of identity will entailthe unknown shipper providing a valid form of identification, which may include:

• A valid passport.

• A driver's license with photograph.

• A photograph identification card issued by a government department or agency.

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Screening of cargo includes:

(a) Screening by X-ray, such that:

• The equipment used must be of a type approved by the responsible authority.

• The equipment should be regularly maintained and meet manufacturer and other regulatoryspecifications.

• The screeners must be competent in screening techniques and be trained to a standardrequired by the responsible authority.

• The regulated agent will keep a record of the operatives and their training in screeningtechniques.

(b) Hand searching:

• Those involved in the hand search of cargo are experienced in identifying dangerous itemsand explosive materials.

• It is preferred that the shipper/consignor or their representative should be present at the timeof hand search if possible.

(c) By other means:

• The use of X-ray, enhanced X-ray and other detection bio-sensory technologies; i.e. centrifugalspectrum analysis.

• Trace detection.

• The use of simulation or pressure chamber.

• The use of trained 'sniffer' dogs.

• And in some cases hold for a specified period of time (e.g. 24 hrs or flight time plus 2 hours,etc.).

(d) The multiple use of the above means of search may be best to achieve the necessary degreeof satisfaction that the cargo is not a danger for carriage on passenger aircraft.

(e) The search shall be as thorough as possible to verify the consignment is consistent with thedescription in the accompanying documents.

(f) Cargo shall be protected against unauthorised interference during preparation, storage andtransportation.

Once the consignment of an unknown shipper is screened to the satisfaction of the Regulated Agent'sSecurity Programme, a declaration should accompany the airway bill, which contains all relevantinformation. Cargo from unknown shippers may be exempt from screening under specialcircumstances. These circumstances will need to be ascribed to by the responsible authority andshould be contained in the Regulated Agent's Aviation Security Programme. Those circumstancesmay include:

• The package is less than 5mm thick.

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• Vaccines and other perishable medical use items.

• A diplomatic bag.

• Human remains and necessary packaging, if the shipper/consignor is a bona fide funeral directorand a copy of a death certificate has been examined.

H3.9 UNACCOMPANIED BAGGAGE

Unaccompanied Baggage is defined as baggage that is transported as cargo and is not carried onthe same aircraft with the person to whom it belongs. There are obvious dangers in transportingunaccompanied baggage on passenger carrying aircraft. Stringent standards must be implementedto overcome these dangers and the shipper/consignor of the baggage will be considered as anunknown shipper.

The following security measures should be implemented for unaccompanied baggage that is being

• The baggage will be subjected to the same security checks as that of an unknown shipper.

• The shipper/consignor must be the holder of a valid airline ticket to the destination to which thebaggage is directed.

• The baggage will be handled by a regulated agent or directly checked into the cargo terminal ofthe airline on which the passenger will travel.

In some cases States may exempt unaccompanied baggage from additional security screening if thepassenger had no control over being separated from their baggage. This is provided the baggage


H3.I11 Random Checks on Protocols

Whatever source is used for the transportation and storage of cargo at or between airports,proactive action needs to be taken to prevent the introduction of explosives or incendiary devicesinto air cargo. Appropriate failsafe protocols need to be produced and actively monitored byspot random checks to ensure that cargo is safely transported and that only permitted items1

are transferred between international and internal national boundaries.

H3.IR2 Compliance with Annex 17 Provision

Cargo process and system designers should observe the mandatory requirements setout instandards 4.5.1 to 4.5.4 inclusive of ICAO Annex 17. It is recommended that as a minimum allInternational cargo should be accounted for by a regulated agents system or screened usingappropriate screening technology, which complies with the local national screening standard(eg DfT or TSA, etc.) or those recommended for use by Airports Council International. Protocolsshould be developed to ensure that complete end to end verification of security status of cargocan be assured.

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AChapter I — Airport Access

Section 11: Roads

11.1 General Airport Road Considerations: Introduction.................................. 269

11.2 Environmental and Security Factors Associated with Traffic ................... 270

11.3 Traffic Data .............................................................................................. 270

11.4 Road System Planning Requirements....................................................... 271

11.5 Commercial Landside Vehicles ................................................................ 274

11.6 IATA Recommendations ........................................................................... 275

Section 12: Rail

12.1 General Considerations ........................................................................... 277

12.2 Typology................................................................................................... 277

12.3 Geography and Economics ...................................................................... 278

12.4 System Characteristics ............................................................................ 279

12.5 Good Practice .......................................................................................... 280

12.6 Cargo and Rail ......................................................................................... 280

12.7 Objectives and Benefits ........................................................................... 280


Section 13: Intermodality and Airport Access

13.1 Principle of Intermodal Travel................................................................... 282

13.2 Ferry and Jetfoil Services ......................................................................... 283

13.3 Interfaces ................................................................................................ 285


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ACHAPTER I — AIRPORT ACCESS

SECTION 11: ROADS

11.1 GENERAL AIRPORT ROAD CONSIDERATIONS: INTRODUCTION

Traffic generated by the airport is a major influence on the surrounding environs. The influenceincreases with the size and throughput of the airport and its proximity to the built up residential area.Fast, convenient, economic access is essential for the airport to function properly, but it needs toimpinge on the neighbouring locality with as little disturbance as possible.

At the planning stage, a full analysis of the airport access system is required, with the capacity ofthe system needing to match the terminal and airside capacity. Close co-ordination between airportplanners, local planning authorities and local transportation providers is necessary to ensure thatproper and timely provision for the requirements, current and projected, is in the local or regionaltransportation plan and in the appropriate capital expenditure programmes.

The demand for ground transportation between the airport and the metropolitan area it serves isgenerated by: originating and terminating passengers; meeters and greeters and other visitors(including those shopping or on business at the airport); airport and airline industry employees; cargo,express services and mail; and airport support and supply services.

Advance planning is highly important. Surface access development plans should be part of the airportmasterplans and development plans for the surrounding area. The forecast modal split — betweenrail-based access and road-based access (private car, taxi, bus and other) — can either be an inputto or an output from these plans. If the airport or local planning authority have a specific target splitfor a specific reason, it will be an input: if it emerges from constraints on transport infrastructureelements, it is more in the nature of an output.

Planning for the road network will need a traffic model to forecast vehicle trips by vehicle type andtheir origins and destinations, as well as the peak volumes. From this will come the need for highwaycapacity — on access roads, airport roads and on key junctions outside the airport.

11.1.1 Responsibilities

Responsibilities for access provision can be divided, and can rest with organisations other than theairport authority. Hence there is the potential for a clash of priorities on the timing of capacity provision.This needs to be taken into account, and appropriate steps should be taken to ensure that construction

11.1.2 Objectives

The objective of surface improvements needs to be accepted and understood. It can be to encouragea particular modal split (and therefore the use of public transport rather than the car), improved linksto terminals (enhancing the attractiveness of the airport for passenger or cargo traffic), or merelyaccommodating growth in demand. The objective, especially if it is the first, needs to be an integralpart of the masterplan.

Surface access links are best improved in an integrated way, and in a way which furthers the objective.The most successful plans are those which improve access for both public and private modes, bothroad and non-road. The design of all of the facilities needs to recognise the alternatives of minimisingcapital expenditure, minimising running costs, or minimising construction time. An appropriate

As surface access is upgraded, increased use of public transport should be encouraged by makingit as widely available and as attractive as possible in terms of speed, image, reliability, convenience,safety, comfort and cost. The transportation network provided for access will also be attractive to nonairport users. In the planning stage, this needs full consideration, namely: will all demands be met,or will the design and the pricing structure be geared to discouraging non-airport traffic?

Within the airport boundary, traffic is generated by the airport itself. The amount will vary in natureand volume with the size and type of airport. It will include transfer passengers where there is morethan one terminal, and adequate transfer systems (moving walkways, buses and shuttles, automatedpeople movers) need to be evaluated and developed.

11.2 ENVIRONMENTAL AND SECURITY FACTORS ASSOCIATED WITHTRAFFIC

Measures to meet surface access requirements should balance the need for capacity withenvironmental and security concerns, at both local and global levels. The airport can only grow withthe consent of its neighbours, who have legitimate concerns about pollution, noise and congestion.Airport access traffic is a significant part of local traffic: ground traffic is responsible for a significantpart of the total pollution from the airport. Separate road access for passenger and cargo facilitiesmay be beneficial.

To encourage use of environmentally responsible modes, an appropriate mix of incentives anddisincentives should be used: passengers can be attracted by speed, reliability and comfort; employeesby pricing (especially by travelcard schemes, demonstrating clear value for money for leisure as wellas work trips), and also by car sharing and car pooling initiatives.

Electric or low emission vehicles should be considered for on-airport traffic and for aircraft servicing.Off-airport consolidation of deliveries has also been successfully used to reduce traffic. Road designcan reduce noise, severance and congestion impacts, and pedestrian routes which are designed ina way which encourages their use are more beneficial than those merely designed to minimise theinteraction between foot and wheeled traffic.

Security concerns may restrict vehicular access. A general rule of thumb is that unexamined vehiclesshould not be allowed to park within 300 feet (100 metres) of a terminal building, although this maybe modified according to the specific design of the terminal (would it be screened from a blast froma bomb in a car park, or conversely are there large exposed areas of highly lethal glass?). Suchconsiderations are less relevant with public transport access: passengers on public transport are farmore likely to be under surveillance than car drivers, and have a far lower capacity for bringing inbombs. The movement of public transport vehicles is also far less predictable and far less controllable

11.3 TRAFFIC DATA

A significant proportion of airport ground transport demand is from originating and terminatingpassengers. However as a rule of thumb, there are about 1000 employees for each million passengersthrough the airport each year, and each employee makes around 10 trips a week. So a millionpassengers equates to approximately 4000 passenger trips and 2000 employee trips a day. Employeetraffic volumes and peaks will reflect on-airport employment situations; for instance, is it only relatedto day to day operations, or is there, for example, a major maintenance facility? Is it strongly peakedby time of day, days of the week, or season of the year? Is there a curfew or is it a 24 hour airport?

Delivery traffic can be significant especially if the airport has a large retail and catering operation.Cargo traffic will vary with the amount of cargo through the airport, and much air cargo, especiallyshort haul, travels by surface mode anyway.

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Meeters and greeters may create a significant amount of traffic, according to local custom: shoppers,spotters, sightseers and business partners all contribute too. On-airport traffic — hotel and car rentalcourtesy vehicles, transfer passengers — can also be significant. If the airport is a public transportinterchange point, or a convenient park and ride point, there can also be large volumes of non-airporttraffic.

11.3.1 Data Required

For calculations of passenger-related vehicular traffic and the resulting facilities and capacity needed,the design year average day and peak hour forecasts will provide figures for volumes of originatingand terminating passengers, as well as for transfer passengers for inter- and intra-terminal traffic. Toestimate volumes of vehicular passenger traffic entering or leaving the airport, there is a need forforecasts of:

• Arrival rates for arriving and departing passengers for the average day of the peak month. Peakhour and peak minute information may also be required. Factors can be applied to each vehicularmode if necessary: for example the number of goods vehicles or buses, which take up morespace than cars, may need to be weighted more than cars and taxis.

• The percentage of passengers by type of vehicle (park and ride, kiss and ride, taxi, bus, rail,water) to determine the transport mix.

• Meeters and greeters — which can be significant according to the local culture and customs.

• Occupancy of each vehicle (occupants: car) relevant for vehicle numbers and curb requirements.

Total passenger related vehicle trips by mode can be estimated and added to other trips to determine

11.3.2 Stationary Traffic

Additional data are required for specific requirements like parking and curb space. Average dwelltimes at the curb — which will vary depending on whether or not there is curb check in, for example— and the number of vehicles parked by meeters and greeters and kiss and ride (compared withpark and ride) visitors is needed for this.

In general, short term parking (less than 8 hours) should be reasonably close to the terminals Longterm (over 8 hours) can be remote, with shuttle bus or people mover access. Pricing policies canhave interesting and sometimes unintended effects: increasing car park charges to improve the useof public transport and decrease car trips, for instance, can backfire by encouraging kiss and ride(4 trips) rather than park and ride (2 trips).

Incentives are needed. For example, ensuring that passengers leaving terminals see the train stationbefore they see car parking and taxi/car hire areas is a valuable indicator of the priority the airportascribes to the rail mode. Much of the necessary information can only be obtained from surveys —of passengers, employees, cargo handlers and support services.

11.4 ROAD SYSTEM PLANNING REQUIREMENTS

Planning of airport roads, especially for high volume airports, is a specialised subject and expertadvice should be sought. At all airports there will be public (landside) roads open to all traffic, andnon-public (airside) service roads restricted to authorised vehicles (for cargo, catering, maintenance,fire and rescue, fuel, baggage, security and the like).

At large airports, it is preferable to separate service-related traffic long before arriving at the passengerterminal curbside area. This results in a double network of roads: those for passengers, visitors andprobably employees; and those for delivery of goods, services, cargo, kitchen supplies and so on.

11.4.1 Public (Landside) Airport Roads

The landside road system serves a number of categories of traffic, namely:

• Passengers.

• Private cars.

• Taxis.

• Shuttle and courtesy vehicles for hotels, car rental and car parks.

• Inter terminal shuttles.

• Public transport buses including group minibuses and charter/tour buses.

• Limousine services.

• Cargo and mail.

• Light vans, pickup trucks and trailer trucks.

• Airline and airport personnel.

• Crew buses and staff vehicles (who can, of course, constitute a significant blockage at airsideentry points because of the need to screen their baggage).

• Airport service vehicles.

It also needs to satisfy certain basic criteria:

• Basic planning requirements for landside roads.

• They should be designed to accommodate peak traffic volumes and have adequate expansioncapacity (unless the airport takes the conscious decision not to cater for peak flows).

• All public roads should be clearly signposted. Clearly visible signs should be positioned on theroads and on the terminal curbside areas well in advance of desired destinations to allow driversto make any necessary changes without abrupt changes of lane and direction. Signs should beproperly lighted for night use, and lettering and background colours should enhance clarity andvisibility. Messages should be concise, quickly identifiable and easily understood. Colour codingfor multiple terminals, for specific airlines, or for major facilities like car parks, is recommended.

• Links between the external public road system and the non-public or service road system shouldbe planned carefully in order to avoid either congestion or reductions in the potential for futureexpansion.

• Main through roads should bypass the road along the face of the terminal building.

• Roads running along the face of the terminal building should be wide enough to permit passingof stopped vehicles and should have a minimum of three lanes. These should be wide enoughto allow space for loading and unloading bags.

• There should be no access to the apron, taxiways or runways from public roads.

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Where the public road system accommodates service vehicles, it should connect with terminalsfor delivery of goods at designated locations only.

Roads connected to cargo areas must have sufficient height and clearances to accommodateexisting and projected cargo carrying vehicles.

At large airports, special lanes may be reserved for high-occupancy vehicles, and the curbsidearea should segregate buses and taxis (inner lanes) from private vehicles (outer lanes).

Provision should be made for a future people mover system (note that such systems can beelevated above highways).

Adequate facilities for two-wheeled vehicles should be provided: secure parking spaces shouldbe available near work areas and public transport stops. Safety can be improved by the provisionof a segregated network for two wheeled or un-powered vehicles.

Specialist vehicles like tow tractors or main deck loaders are not normally operated on publicroads but are used extensively airside. Occasionally they are required to operate on landside roadsand therefore proper consideration should be given to their non-standard physical dimensions.

11.4.2 Non Public (Airside) Airport Service Roads

Basic planning requirements for airside roads are:

• Access to the non-public road network must be effectively restricted to service vehicles directlylinked with aircraft handling activities.

• The service roads must be capable of accepting ULD transporter equipment between the cargoterminal and the aircraft.

• Adequate bearing strength, height clearances and turning radii must be provided to accommodateexisting and projected service and ground support equipment, including tow tractors, whereapplicable.

• Airport service roads should have a minimum width of 10m, preferably 12m, and a clearanceheight of 4.2m, but preferably 4.6m. The latter is of particular concern with regard to serviceroads directly located in front of parking positions which pass under sections of the terminalbuilding and/or passenger loading bridges. It should be noted that the figures provided are designguidelines and should be adjusted to the local situation prevailing at the specific airport concerned.Service roads should be designed to accommodate self-propelled equipment with a swept turnradius of at least 8m.

• Adequate separation in accordance with ICAO Annex 14 must be provided from runways, taxiwaysor other areas where aircraft manoeuvre.

• Where necessary, adequate roadway width to permit overtaking of slow-moving ground supportequipment must be provided.

In planning for airside road systems it must be recognized that many restrictions exist especially inthose areas where aircraft ground handling activities are in progress. Safety and security aspectstogether with the special needs of slow traffic (e.g. tugs and dollies), wide and very high vehicles, allneed to be taken into account. Exclusive use of part of the system by some categories may benecessary. Special attention should be given to:

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• The use of private cars airside should be restricted.

• Aircraft tow tractors may have to operate at right angles to service roads. Special provisions maybe necessary.

There are two possible locations for the service road:

• Behind the aircraft.

• Between the front of the aircraft stand and the terminal building.

Each location has its advantages and disadvantages. Since a lot of operational activity tends to occuraround the forward portion of the aircraft, a frontal service road is sometimes preferred. However thedisadvantage with this type of service road is that the clearance height necessary to allow certaintypes of service vehicles, i.e. aircraft catering, to pass underneath may create a major problem withthe height or slope of the passenger boardng bridge or the elevation of the departure gate lounge.

When the service road is located in front of the terminal building adequate room must be providedfor the aircraft push-back tractor to manoeuvre, i.e. the tractor which is at 90° must not encroach intothe service road. However this often occurs and traffic congestion on the service road follows.

Though not a recommended solution by IATA, it may therefore be in certain instances moreadvantageous to locate the service road to the rear of the aircraft stands. In this case the serviceroad should be very clearly marked and must not be allowed to infringe on apron taxiway operations.Proper clearance must be defined and maintained from the rear of the aircraft to the service road tothe apron taxiway. Rear service roads will involve traffic coming off the service road past the aircraftwings and engines when approaching the front of the aircraft. Movement around aircraft wings, etc.,

11.5 COMMERCIAL LANDSIDE VEHICLES■

11.5.1 Taxis

The requirement to provide a continual supply of taxis to the arrivals curbside loading area can beaccommodated by creating a taxi pool staging area. This needs to be reasonably close to the terminalarea, and provision for orderly staging and sequential dispatch of taxis to the curb is necessary. Ameans of alerting drivers to the need for taxis at the curb (and, in multi-terminal airports, which curb),is also needed.

11.5.2 Buses & Coaches

There are various types of buses and coaches, all of which have different needs to be catered for,namely:

• Charter and tour buses need dedicated curb space. This is often provided at the end of theterminals or in a dedicated transportation centre. There is also a need for waiting and parkingspace, ideally with some form of communication for drivers meeting inbound passengers.

• Hotel shuttles. These also need dedicated curb space for loading and unloading, and facilitiesfor waiting passengers (including phones for communications with hotels). In order to reduce on-airport traffic, some airports have consolidated hotel shuttles into a number of fixed route services,each one serving a number of local hotels.

• Long distance buses and coaches. These are usually accommodated at a dedicated transportationcentre. This can be a valuable facility for local residents, who generally are more likely to needa bus than a plane. A dedicated transportation centre needs a good walking route or a people

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• Local buses. These are particularly valuable for employees. A number of airports have provideda direct subsidy, start-up funding, or assistance with marketing for buses on core routes, especiallythose operating 24 hours a day. Some are demand-responsive, deviating from a fixed route ifpre-booked — a useful answer to personal security concerns. Some airports have introducedfree or discounted travel schemes for employees to reduce car traffic and to increase their poolof labour. The reputation of the airport depends in part on the quality of (often low paid) retailand cleaning staff, and increasing the ability of all shifts to get to work at an acceptable price isuseful. A few large airports have negotiated free-fare zones around the airport to encourageemployees to use the bus for travel between on-airport sites (for example to meetings) ratherthan to use a car.

11. IATA RECOMMENDATIONS

11 .IR1 Airport Access Capacity Requirements

t the planning stage, a full analysis of the airport access system is required: the capacity ofthe system needs to match the terminal and airside capacity. Close co-ordination betweenairport planners, local planning authorities and local transportation providers is necessary andrecommended.

11 .IR2 Airport Road Function Requirements

The airport road planner should detail the routes needed for tl if? various vehicles on and aroun:the airport complex, A traffic computer simulation model should be created to forecast vehicletrips by vehicles by type, detailing their origins and destinations, and the peak volumes. Theairport road planner shall then be able to quantify road sizes and provisions accordingly.

"A

11 jil Public Transpôs t Provisions

For existing airports wanting to expand, studies or surveys should be undertaken to establishthe percentage of passengers using public transport to get to the airport and the reasons fortheir choice. If enhancements to tfie existing public transport infrastructure were made, ii ten theusage by passengers should also be evaluated via passenger surveys. The passenger growthiates should then be factored into the expectations of the usage of facilities, it is important thatcomputer simulation and forecasting models realistically represent the capabilities of expensivenon-airport-owned rail infrastructure.

r11 .IR4 Reducing Vehicular Airport Emissions

Electric or low emission vehicles should be considered for on-airport traffic and for aircraftservicing.

|1 .IRS Lane Demarcation

At large airports, the allocation of special lanes may be considered and reserved for higffoccupancy vehicles, and the curbside area should segregate buses and taxis (inner lanes) fromprivate vehicles (outer lanes)

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I1.IR6 Airside Service Road Sizes

Airport service roads should have a minimum width of 10m, ideally 12m. This width is for theprovision of two lanes of traffic. The preferred height clearance for these roads should be >4.2m<4.6m. The upper limit of 4.6m should be observed where airside vehicles are to travel beneathsections of the terminal building or pier or beneath the link bridges connecting the passengerboarding bridges rotundas with the terminal/pier infrastructure. It should be noted that the figuresprovided are design guidelines and should be adjusted to the local situation prevailing at thespecific airport concerned. Service roads should be designed to accommodate self-propelledequipment with a swept turn radius of at least 8m:

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SECTION 12: RAIL

12.1 GENERAL CONSIDERATIONS

In the planning stage, a full analysis of the airport rail access system is required: the capacity of thesystem needs to match the terminal and airside capacity. Close co-ordination between airport planners,local planning authorities and local transportation providers is necessary to ensure that proper andtimely provision for the requirements, current and projected, is in the local or regional transportationplan and in the appropriate capital expenditure programmes.

The demand for rail ground transportation between the airport and the metropolitan area it serves isgenerated by: originating and terminating passengers; meeters and greeters and other visitors(including those shopping or on business at the airport); airport and airline industry employees; cargo,express services and mail; and airport support and supply services.

Advance planning is highly important. Surface rail access development plans should be part of theairport masterplans and development plans for the surrounding area. The forecast modal split —between rail based access and road based access (private car, taxi, bus and other), can either be

I2.2 TYPOLOGY

There are several different types of rail access:

• Metro rail.

• High speed dedicated.

• Regional and national.

• Light rail.

The characteristics of each type should be reviewed to decide which is best for the transfer processesin hand. Each type has evolved to meet local requirements.

12.2.1 Metro Rail System

The most common types of metro rail system are the subway, metro extension or station on a localcommuter network. These are particularly good for employee access (because they are usually partof a network serving residential areas, and because the fare structure is geared to frequent travellers).An advantage to the railway operator is that many employees — and air passengers — travel out ofor against the local peaks and therefore make good use of the spare capacity inherent in a commuteroperation.

However some North American variants of commuter rail only have a few peak trips in the peakdirection only. Clearly this is unsuited to airport traffic and an expansion of service (to both directions,reverse commute, and trips throughout the day) would be required.

This type is less good for air passengers — especially those travelling long haul, with much baggage.There may not be appropriate accommodation on the trains, and the airport needs to be alert forproblems and to be ready to liaise if necessary with the transport provider. There is a need for


12.2.2 High Speed Dedicated

The most popular type among passengers is the high quality dedicated airport express. There areabout a dozen of these around the world, characterised by high speed limited stop services, andtrains with a business class ambience and purpose built luggage accommodation. In some casesthese provide in-town check-in. Many make a commitment to punctuality and reliability, with a schemeoffering compensation for delays. In a number of cases, the timetable is such that there is always atrain waiting for passengers — they can wait for departure in the train rather than on the platform.

12.2.3 Regional

A regional rail service is valuable for increasing the airport catchment area as it can feed in trafficfrom nearby towns and cities. Frequency may be an issue, especially at hub airports; because trainsserve a larger market than the airport, timings may not suit the classic hub and spoke operation withwaves of inbound and outbound connecting flights.

-

12.2.4 Light Rail

Light rail is increasingly becoming a solution to the airport access problem, although as with suburbanand metro systems it is more suited to employees than air passengers due to the types of rail carriagesprovided and their ability to deal with cumbersome baggage. However those passengers with onlyhand baggage especially may find its penetration into the conurbation valuable.

12.3 GEOGRAPHY AND ECONOMICS

All types of rail access require investment plus the correct geography. If a rail line runs nearby, howeasy would it be to connect it to the airport? If there is not an existing railway nearby, how can railbest be used to access the conurbation centre? New construction is costly and significant new buildwould require either a large airport or long distances from the centre (where the speed advantage ismost beneficial) to justify the outlay. But when built, it can be highly attractive — rail has a betterimage than bus and is therefore more efficient in changing modal share. A key lesson is that it needsto go where people want to go — although if the airport is big enough and the service good enough,commercial development will be attracted to the city terminal area, making it a destination in its ownright.

The economic viability of different types of public transport — bus, light and heavy rail — will varywith the size of the market, local transportation policy and the nature of the market:

• If the majority of users live locally, for example, they will be more likely to know about the publictransport alternatives but are more likely to have a car available.

• If the majority are inbound tourists they will not have a car available.

• If the majority are on inclusive tours, they are more likely to have buses pre-arranged for onwardtravel.

The potential market share for public transport can be as high as 50%, although this needs dedicationand excellence — not least in marketing. Travel time on a dedicated high speed link can be significantly

12.4 SYSTEM CHARACTERISTICS

There are a number of characteristics which airport planners should consider for the implementationof train systems. The assessment of the following characteristics should include:

(i) The number of vehicles or carriages required to process the demand,

(ii) The speed and frequency of the train operations required to meet the demand,

(iii) Track and signal operating limitations,

(iv) Compatibility with other train operating and station systems,

(v)

(vi)

Operational flexibility of the train operating systems,

Technology suitability.

12.4.1 Airport Station Characteristics

The location of the station(s) to serve the airport is important, especially if there is more than oneterminal. If there is more than one station, there is a need for good signage and communications;although the railway can then be used for inter-terminal transport. Stations for cargo, maintenance,sightseeing or hotel areas are all possible, according to geography and demand. Here above allfuture expansion plans need to be borne in mind to ensure that the station — a relatively fixed point— will not be rendered out of date (or at least to ensure that the railway can continue to serve theairport efficiently).

When planning the station, there is a need to consider the capacity of the access system. Provisionfor change of level needs to be appropriate for the numbers likely to be using them — the likelyvolumes of passengers and baggage from peak trains.

Facilities include:

• Baggage trolleys. This can be an issue between the railway and airport. For understandablesafety reasons, train companies prefer those where the brake is on unless released by a user.Many airports prefer those where the user is actually required to apply the brake when necessary.

• Accommodation for change of level can include moving walkways, although here and on escalatorstrolley policy needs to be considered. Convenience and safety need to be balanced. Lifts/elevatorsare valuable especially for those with reduced mobility: they need to be designed to carry astretcher if necessary. Ideally a choice should be provided — some people are claustrophobicin lifts.

• Check-in, away from the platforms but on the natural route from the platforms to the terminals,is valuable. It will facilitate passenger circulation and relieve stress by disencumbering them oftheir bags as early as possible. It reduces the need for trolleys and for circulation space on theroute to the terminals, and may even reduce the need for check-in space in the terminals.

• ln-town check-in — and in-town check-out — needs to be considered for the downtown terminalor at major interchanges. The facilities can range from self-service machines for those with justhand baggage via baggage drop systems, to full hold baggage check-in. Although thesealternatives are popular among passengers, so far the economic case for them has been difficultto make. Everyone benefits, but matching the flow of costs and the flow of benefits can be

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12.5 GOOD PRACTICE

Good examples are in Madrid and Stuttgart (subway/metro); Heathrow, Oslo, Stockholm, Hong Kongand Kuala Lumpur (high speed dedicated); Frankfurt and Paris Roissy-Charles de Gaulle (high speednetwork); Zurich, Geneve and Southampton (regional); and Portland (Oregon), Baltimore-WashingtonInternational and Bremen (light rail).

Many high speed dedicated services charge a premium fare to reflect the premium product they areproviding. There is little significant customer resistance to this, especially if there is a choice of railservice and especially if the airport has a high proportion of business users (who value their timehighly). A premium fare for a non-premium service — cashing in on a captive market — does leadto customer resentment and resistance.

Except in special cases (code-sharing, and airports with limited numbers of flights) it is not generallyworthwhile attempting to co-ordinate flight times with train times. There is an unpredictable amountof time between the scheduled flight arrival time and arriving passengers finding the train — flightscan arrive early or late, and the need to reclaim baggage and complete arrival formalities are keyfactors. It is better to provide good information and a frequent service — at least hourly for regionaland high speed network, every 1 0 — 1 5 minutes for high speed dedicated and more frequent stillfor metro, suburban and light rail.

12.6 CARGO AND RAIL

The scope for the use of rail for air cargo varies. Rail is well suited to carrying high bulk, low valueproducts like building materials — and most airports are building sites.

Rail is valuable for bringing in fuel, where the choice is often between a pipeline (highly capitalintensive but with low running costs) and a railway (lower capital cost, higher running cost).

The use for pure air cargo is more complex. There have been few successes, usually where air cargoand domestic cargo can be consolidated on a single train. There is rarely enough air cargo betweentwo points to cover the costs of a dedicated rail service: it needs to be combined and this tends toneed the skills of a consolidator.

12.7 OBJECTIVES AND BENEFITS

A good rail system will ease the journeys of passengers and employees, will reduce traffic on

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12.8 IATA RECOMMENDATIONS

I2.IR1 Sound Business and Environmental Case

The investment needed to provide dedicated airport rail provision can be very substantial. Thebusiness case should consider:

• Cosf to the airport to provide the rail system.

• Cost to the airport not to provide the rail system.

• Public perception of the usefulness of the rail infrastructure proposed

;» State of readiness from competing taxi and bus infrastructure and degree of market salesshare likely.

• Assessment of travel times for all comparative modes of transport during normal and peaktimes.

The environmental impact of providing or not providing a rait system should be evaluated. Theeffects to the local community in either situation should be established and informed decisionsmade accordingly.

I2.IR2 Complimentary Services

The rail services proposed and provided should compliment airline short and long haul operations.Their should be no commercial conflict of interests on high speed long distance rail provisionsserving the airport. )

.IR Promotion of Pail Services over Conventional Modes of Transport

Rail services should aim to attract staff and the travelling public by providing both cost effectiveand (^gyenient travel to and from airport facilities through the operational day and night period.

12.IR4 Integrated Approach

Designers should provide rail facilities that:

• Have the capability with further investment in some cases to meet the operational requirementsof the airport for the next 30 years.

'eet the needs of the passengers and the local community on opening.

• Offer in-town or remote hotel check-in coordination, providing mechanisms, systems andrailway carriages dedicated for moving and handling passenger check-in baggage and handcabin sized baggage.

• Design systems which interact with one another thereby providing passengers seamlesstransition from the rail system to the airport environment.

J


SECTION 13: INTERMODALITY AND AIRPORT ACCESS

13.1 PRINCIPLE OF INTERMODAL TRAVEL

Passenger and staff travel via car to the airport is both attractive and convenient. Intermodal travel,which in this context means the principle of using one or more modes of transport to supplement thesingle mode of vehicular transport travel to and from the airport complex, is actively promoted byIATA. It is advantageous to the short and long term aspirations of airports to progress plans ofintermodal travel, since it offers the airport complex the following advantages:

• Passenger and staff car parking facilities become far less onerous in size and complexity.

• Traffic congestion and therefore road infrastructure can be correspondingly downsized.

• The resulting volume of road traffic and the environment impacted upon is lessened.

• Car parking road space saved can be used for expansion plans by the airport operator.

13.1.1 Incentives Schemes

It is difficult to change the mindset of passengers and staff, who often own expensive cars, to foregothe convenience of their own vehicles for multiple modes of public transport to get to and from theairport. Clearly, to make this change viable, certain incentives should be made as a policy for thetravelling staff and public:

• Staff traveling at peak times could be offered discounted rail travel as an incentive.

• Staff which sign up to airport managed car sharing schemes could be given priority parkingpositions closer to the airport. Care is needed with these schemes to ensure that vehicles havethe correct level of maintenance and insurance coverage.

• Passengers could be offered total door to door services with the use of integrated taxi and trainticket packages.

13.1.2 Disincentive Schemes

Similarly, to make this change viable, certain disincentives should also be made policy for stafftravelling to and from the airport complex:

• Passenger parking rates can be raised (though there are realistic limits to this, as high rates canultimately deter passenger from travelling via aircraft).

• Staff car parks can be located on the airport perimeter, rather than close to passenger short andlong term car parks, with bus links to the terminal.

• Staff APM car parking facilities can be offered to staff, but only with a payment.

• Other bonus schemes can be developed providing staff with a financial incentive to leave theAPM car at home.

13.1.3 Developing an Intermodal Strategy

The airport operator must work with the local community, as well as with local transport companies thatsupport the operational airport, to ensure together that a network and fare structure is advantageous tostaff and passengers.

The key attributes of well developed intermodal airport strategies can include:

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• Total commuter and passenger travel solutions — the door-to-door approach.

• Optimization of all resources and facilities.

• A strategy than aligns with the masterplan aspirations for the developing and expanding airportoperation.

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13.2 FERRY AND JETFOIL SERVICES

This is valuable for airport access where water exists and where the geography is favourable. Thereis often little congestion and it is a popular way to get around — especially with tourists. Boats, ferriesand hovercraft are even efficient for crossing estuaries or significant volumes of water. It is importantto include and consider all potential modes of transport to and from the airport and, where facets ofthe airport perimeter are waterways, the use of these facilities can be a favourable option for reducingroad and rail traffic.

Since ferry and jetfoil services require little infrastructure and no track, they are often a cheaperalternative to rail or road provision but should not be considered as options on there own. The effectsof tides, adverse currents and weather can have a negative affect on services, and supplementaryroad and rail access provisions should be the primary mode of transport, especially for airports wherepassenger traffic exceeds 1 MPPA.

Ferry and Jetfoil services should be co-ordinated and controlled by harbour masters and suitablewater navigational services, incorporating equipment to aid safe travel to and from the airport complex.

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Figure 13-1: Current Modal Split at Various International

AiiportDistanceto center

km

Trainlink

Journey timerrtn

Rankfreqrhr

Ml pass2001

Est 2005

Mod plltfn%: CarParks

Total pkspâcosRail Bus | Taxi | Car |

EuropeAmsterdam 15 yes 10 4 7,685,00

09,000,00

033% 4% 16% 46

%3 29,900

Brussels 12 yes 20 4 2,342,816

13% 2% 20% 54%

11% 6 9,900Copenhagen 8 yes 12 6 3,000,00

03,500,00

037% 4% 33% 26

%13 6,550

Frankfurt 15 yes 10 4to6 3,076,000

27% 6% 19% 47%

2 36,500LondonGtw 45 yes 30 4 21% 9% 17% 50

%3% 4 27,000

London Hrw 24 yes 16 4 8,800,000

22% 12%

26% 39%

1% 9 18,220Madrid 13 yes 12 12 4,000,00

06,000,00

014% 7% 40% 33

%6% 13 15,217

Manchester 15 yes 13 6 1,350,000

2,200,000

6% 11%

28% 55%

10 17,461Munich 30 yes 40 6 28% 7% 12% 53

%37 31,500

Paris CDG 27 yes 29 4 9,548,248

9,600,000

20% 10%

37% 30%

7 15,970Paris CRY 14 yes 34 5 2,945,40

113% 16

%27% 43

%7 14,891

Rome 25 yes 35 15 27% 5% 32% 36%

16,500Stockholm 35 yes 20 4 2,500,00

02,500,00

015% 17

%16% 27

%25% 5 16,000

Zurich 11 yes 10 12 7,000,000

8,000,000

4200%

5% 10% 40%

3% 7 20,000

North Atlanta 18 yes 15 15 12

%6% 52

%30% 5

Baltimore 23 yes 34 3 283,660 379,860 1% 14%

7% 77%

1% 9 25,400Chicago ORD 29 yes 45 6 4% 8% 21% 65

%5 43,127

and rati no 0% 1% 96%

2 11,500Dallas 28 no 33

%12% 55

%20 31,100

Denver 35 no 40 25%

5% 70%

5 27,400Honolulu 6 no 5% 10% 80

%5% 15 7,600

Las Vegas 3 no 10%

50% 40%

4 12,868Los Angeles 24 yes 45 12 0% 16

%13% 71

%25,653

Marri 11 no 20 0% 21%

23% 56%

2 7,650Mnreapdis 9 no 9% 10% 81

%5 16,800

Newark 26 yes 40 4 290,000 6% 4% 29% 60%

1% 8 20.000NY JFK 24 yes 60 4 800,000 3,800,00

02% 8% 42% 46

%2% 8 12000

NY Laguardia 15 no 7% 52% 41%

8 10,400Orlando 15 no 23

%8% 69

%6 18,800

SanFrandsco 20 no 28 8% 11% 51%

30% 536Seattle 19 no 1% 3% 58

%38% 1 11,232

Toronto 27 no 14%

32% 54%

4 14788

) ' ' ~mm

Bangkok 24 yes 3 9,024Beijing 25 no 34

%35% 31

%1 5,616

Hong Kong 34 yes 23 6 24% 33%

15% 28%

5 4,200Osaka 38 29 10 15,000,0

0044% 14

%40%

5,553Seoul 17 yes 55 3 6,502,12

430% 35

%6% 29

%7 6,460

Sydney 8 yes 10 6to12 8% 18%

16% 51%

7% 5 7,573Tokyo HND 20 yes 16 20Tokyo NRT 66 yes 60 7,400,00

025 8,405

| Mexico City 10 | yes | 15 5 | 10% I 15%| 25%| 50%| | 4 | 5,902

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13.3 INTERFACES

13.3.1 Cars Buses And Taxis

Private cars, taxis and buses will need to interface with the terminals at the curbside. A major issueis curbside capacity and the potential for congestion, as well as the avoidance of queues and accidents.

The following curbside facilities should be provided at the terminal complex:

• Departure passengers drop off — temporary stop, offload and go areas for cars and taxis.

• Departures passengers drop off — accommodating park and ride bus schemes.

• Arriving passengers pick up — temporary stop on load and go areas for cars and taxis.

• Arriving passengers pick up — accommodating park and ride bus schemes.

It is essential that signage is clear to all passengers and that simple routes to and from the areasdedicated to the above functions are adequately sized and positioned. Buses usually use fixedstopping points: there is a need to ensure that these are reasonably convenient for terminals.

It is advantageous to accommodate taxi standby parking remotely (off airport) and provide a dedicatedholding area for taxis so that the terminal complex does not become congested with competing taxitraffic. Taxis can be controlled into the airport complex by on-demand flow management processes.This ensures the taxi areas are adequately supplied with taxis at the correct time and that all taxicompanies with licences to operate at the private airport have equal opportunity to pick up fares. The

I3.4 IATA RECOMMENDATIONS

I3.IR1 Intermodality Strategy

Airport Planners md operators shouldWevelop co-ordinated intermodality stiategy plans. Theseshould present the opportunity to reduce normal road traffic by no less than 10% if implementedsuccessfully, which should be the objective.

13.162 Taxi Processes

Airport Planners and operators should consider the provision of coordinated taxi flow monitoring^schemes, ensunng that unused taxis are held in rank on the airport perimeter rather man adjacentto the airport terminal itself. Taxis should be called from a taxi rank on the airport perimeter,

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Chapter J — Passenger Terminal

Section J1: Outline of Principle FunctionsJ1.1 General Introduction............................................................................... 289J 1.2 Terminal Concept..................................................................................... 290J 1.3 Major Functional Areas ........................................................................... 293J 1.4 IATA Recommendations ......................................................................... 300

Section J2: Categories of Passenger TerminalJ2.1 Centralized vs. Decentralised Facilities .................................................. 301J2.2 Description of Terminal Concepts............................................................ 304J2.3 Processing Levels .................................................................................... 315J2.4 Design and Construction.......................................................................... 316J2.5 IATA Recommendations .......................................................................... 317

Section J3: Small Airport TerminalsJ3.1 Small Airport Terminals Overview .......................................................... 318J3.2 Terminal Space & Functionality............................................................... 319J3.3 Development of Small Airports ............................................................... 319J3.4 IATA Recommendations .......................................................................... 319

Section J4: Common Systems CUTE & CUSSJ4.1 Automated Passenger Processing........................................................... 320J4.2 CUTE........................................................................................................ 320J4.3 CUSS ....................................................................................................... 323J4.4 IATA Recommendations .......................................................................... 324

Section J5: Airline Communications NetworksJ5.1 Internet Connectivity ............................................................................. 325J5.2 Shared Extranet Connectivity ................................................................. 326J5.3 Integrated Wide Area Networks (WAN) & Local Area Networks (LAN) .... 326J5.4 CUTE Type Systems Connectivity............................................................. 328J5.5 Wireless Communications......................................................................... 329J5.6 IATA Recommended Practice................................................................... 330

Section J6: Passenger Processing Facilities PlanningJ6.1 Passenger Flows..................................................................................... 331J6.2 Flow Routes ............................................................................................ 335J6.3 IATA Recommendations .......................................................................... 339

Section J7: Concession PlanningJ7.1 Public Terminal Retail Concession Service Areas ................................... 340J7.2 Location of Retail Facilities ..................................................................... 341J7.3 Sizing Retail Concessions ......................................................................... 342J7.4 Concession Servicing & Storage ............................................................. 343J7.5 IATA Recommendations .......................................................................... 343

Section J8: MaintenanceJ8.1 ICAO Requirements ................................................................................ 344J8.2 Preventative Maintenance Strategies ................................................... 345J8.3 Typical Structural / Infrastructure Faults................................................... 346J8.4 IATA Recommendations .......................................................................... 347

Section J9: Check-InJ9.1 General................................................................................................... 348J9.2 Typical Check-In Concepts ....................................................................... 348J9.3 Check-In Hall............................................................................................ 349J9.4 Check-In Counter Design.......................................................................... 351J9.5 IATA Recommendations .......................................................................... 355

Section J10: People Mover SystemsJ 10.1 Automated People Movers (APM) ........................................................ 356J10.2 APM Applications at Airports ................................................................. 357J 10.3 APM Planning Considerations ................................................................ 358J10.4 Level of Service Criteria......................................................................... 358J10.5 Type of APM Car Occupants.................................................................... 358J 10.6 APM Car Occupancy Demand................................................................ 359J 10.7 Characteristics of APM Car Occupants ................................................. 359J10.8 APM Configurations/Operational Modes.................................................. 359J10.9 APM Technologies ................................................................................. 360

J10.10 APM System Integration Into Facilities.................................................... 360J10.11 IATA Recommendations ....................................................................... 361

Section J11: Passenger Boarding BridgesJ 11.1 Objectives of Passenger Boarding Bridges .......................................... 362J11.2 Types of Passenger Boarding Bridge...................................................... 363J11.3 The Rotunda/Link Bridge/Emergency Escape.......................................... 364J11.4 The Telescopic Tunnel Slope .................................................................. 366J11.5 Stand Setting Out Configurations ......................................................... 367J11.6 The Apron Slope Effect........................................................................... 367J11.7 IATA Recommendations ........................................................................ 368

Section J12: SignageJ 12.1 General Signage Philosophy: Overview .............................................. 370J12.2 Principles............................................................................................... 371J12.3 Wayfinding.............................................................................................. 373J12.4 Electronic Visual Information Systems (EVIDS) ..................................... 374J 12.5 Types of EVIDS ..................................................................................... 376J 12.6 Types of Display Technologies............................................................... 378J12.7 Reference Documents .......................................................................... 380J 12.8 IATA Recommendations ....................................................................... 380

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IATA

CHAPTER J — PASSENGER TERMINAL

SECTION J1: OUTLINE OF PRINCIPLE FUNCTIONS

J1.1 GENERAL INTRODUCTION

The main objective of this chapter is to identify the principal considerations in planning the passengerterminal complex, to describe the factors which can impact on the passenger experience and levelof service provided, and to offer criteria and terms for evaluation of the inputs necessary for theplanning process.

The terminal building, and its surrounding apron, is the primary processing interface that lies betweenthe various modes of surface access and airside infrastructure systems; i.e. taxiways and runways.The level of satisfaction gained while passing through the structure when departing, transferring orarriving will, to a large extent, impact on the willingness of the passenger to repeat the experienceof flying through that country and airport again. The experience gained will also in part influence thepassenger's view of the airline flown, as the two are inextricably linked.

From a passenger's viewpoint, base expectations rarely exceed the provision of quick, easy andcomfortable transfers from one point in the terminal to another. Building aesthetics, while important,are just one of many factors that have secondary influence on the overall terminal experience.

To the airline the terminal building is a much more complex facility. The speed in which their passengersare processed is fundamental to their overall operational effectiveness. While airlines can controldelays attributable to check-in and (to some extent) on time departures and arrivals, they must alsobe prepared for any possible variance with respect to passenger processing at customs and passportcontrol.

The behind-the-scenes baggage-handling capabilities also influence an airline's ability to provideadequate levels of service to its passengers. Baggage that does not travel in tandem with thepassenger is an expensive fault to rectify. Central to all of this is the need to keep aircraft ground-time to a safe and workable minimum.

To many airport authorities the terminal building is the vehicle by which they can extract valuedrevenue from the airport users; namely the airlines and their passengers. While the airlines recogniseand accept that a degree of commercialisation is required, particularly if this is implemented withina 'single till' user charges framework, they have difficulty in coming to terms with facilities that havethe ability to adversely impact on the efficiency or effectiveness of their routine operations, or thatdetract from the airport level of service anticipated by their passengers.

Finally, to many consultants and airport authorities, the terminal building can be viewed as an

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J1.2 TERMINAL CONCEPT

J1.2.1 Basic Considerations

The design of passenger terminals must be related closely to the runway/taxiway system, apronconfiguration and the airport access system. The requirements of the major airline users should befully understood. The base carrier and/or airline alliance group strategies should be equally evaluatedand considered. This will play an important role in the layout and flexibility of the airport terminalbuilding. The types and category of aircraft that can be accommodated by the runway system willdictate the permissible terminal concept layouts. The terminal concept will also relate closely to thetype of airline and passenger business markets proposing to use the facility.

The overall extent and location of the terminal building will be governed by the ultimate developmentpotential of the airport, as contained within the airport's master plan. The size of the individual phasesleading up to the ultimate development stage is determined through an analysis of the schedules of allthe airlines serving the airport, their annual movements, the average passenger per aircraft movementmeasurement and the resultant total peak hour flows for departing, transfer and arriving passengers.

As developed further in this chapter, certain basic criteria should be observed in the planning ofpassenger terminals and the selection of a terminal concept. The criteria include those considerationsoutlined below.

J1.2.1.1 Building Sub-systems

The passenger terminal complex should be considered as a series of interconnected subsystems,each capable of expansion when demand dictates. These are:

• The main passenger processor. For departing passengers this comprises the departuresconcourse and main check-in areas. For arriving passengers this comprises the baggage reclaimand arrivals concourse areas.

• Outbound and inbound government inspection services (passport control, security checks, healthchecks & customs control).

• Primary & centralised holding areas; i.e. the main departure lounge.

• Secondary & dispersed holding areas; i.e. finger piers and/or satellites containing gate hold

rooms.

• Concession areas: both land-side and airside.

J1.2.1.2 Modularity & Expandability

A modular design philosophy is required such that capacity enhancements can be easily added to

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Passenger Terminal

J1.2.1.3 Wayfinding and Passenger Orientation

Following from the previous criteria, it is important to mention the difficulties that can be experiencedby passengers when they're presented with multiple choices in terms of the directions to be taken.

In order to simplify the process as much as possible, the number of choices available needs to bereduced to an absolute minimum; e.g. one passenger terminal complex. In this way passengers andtheir meeters and greeters have no alternatives to choose from. Consider the difficulties inherent infacilities where passengers have multiple terminal departure variables to choose from at a singleairport.

Passenger orientation within the terminal can be greatly enhanced by adopting a transparent buildingphilosophy. There is no simpler way to orientate passengers than to allow them to see their finalterminal destination. For departing or transfer passengers this means partial or unobstructed viewsof aircraft. For arriving passengers this means sight lines towards land-side surface access systemsand/or meeter/greeter areas. The clear glass approach can only be applauded in this respect.Passengers can be effectively led from one area to another through the passenger handling processwithout the need for extensive and expensive signage systems. Directional information should onlybe needed to support ancillary facilities that may be away from the primary, clearly evident circulationroutes; i.e. to information/transfer counters, to CIP lounges, to toilets and associated support functions,etc.

Passengers should not be subjected to changes in direction greater than 90 degrees and should notbe made to perform repeated 90 degree turns within a short distance. In no instance should passengers

J1.2.1.4 Passenger Cross-flows

Situations where passenger flow routes cross should be avoided, as these will cause confusion and,in instances where disabled or assisted vehicular passenger transfers are also present, may bedangerous as well.

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J1.2.1.5 Compatibility & Flexibility

Gate hold rooms in piers and satellites should be sized to accommodate the largest aircraft envisagedto be handled on the apron. Parking positions and particularly contact stands for aircraft should bedesigned with built-in flexibility to accommodate larger future generation aircraft. Current longer lengthvariants such as the B737-900, A340-600 and B777-300 need to be considered.

Piers and satellites should have expansion zones reserved in order to allow for this degree of flexibility.

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JT.2.1.6 Short Travel Distances

The distances between aircraft for transfers, and between differing modes of surface access systemsand aircraft for both departing and arriving passengers, should be kept to a minimum. Distances inexcess of 300 metres should be provided with moving walkways.

At all times where departing and arriving passengers are with hold baggage they should be providedwith assistance in the form of baggage trolleys. Terminal systems (lifts, escalators and movingwalkways) should permit passenger movement without the need to off-load and reload trolleys whenchanging levels. They should also permit other passengers to overtake, with or without baggagetrolleys.

On the airside of the passenger terminal complex, baggage trolleys should be smaller, more userfriendly and reflect the need to only carry permitted cabin baggage. They should be capable of beingaccommodated within all concession outlets.

Passenger flow routes should not be deliberately manipulated such that they are redirected throughconcession areas, especially when shorter, more direct routes are possible. Passengers who wishto make quick, easy and direct routings through terminals should be allowed to do so. Dedicatedfast-track procedures, especially for premium traffic, may be warranted.

J1.2.1.7 Minimal Level Changes

If possible, departing and arriving passengers should not be required to change levels. If changesare required then these should be limited to a single level.

In extreme cases, where difficult site conditions, existing operations or building structures leave noalternative, then multiple level changes are certainly required and should be achieved by unbrokenescalators. Multiple escalators deliberately designed and configured to route passengers throughconcession areas should not be viewed as good practice.

J1.2.1.8 Safe and Secure Environment

Passengers transferring between aircraft or beginning or ending their journey, should at all times bevisible and monitored within a controlled, safe and secure environment.

Parking structures and bus and rail interchange stations should be well lit, with short, direct, easily-observed links to terminal buildings. Payment areas and/or cash dispensing outlets should be easilyrecognised and be located within the main terminal building. Remote and isolated payment stationsshould not be considered.

J1.2.1.9 Cost Effective Design Solutions

Capital expenditure proposals to extend or construct new passenger terminal facilities should besubstantiated by a business case and cost benefit analysis that has been vetted and agreed with theusers. The business case must demonstrate clear benefits in terms of increased capacity to satisfyexisting and projected demand and improved operational efficiency that result in cost savings to theuser.

As outlined in section J1.2.1.2., it would be preferred if new construction could be viewed as anadditional module to be added to an existing but expandable operational system. Design, managementand construction costs should be minimised by adopting a repetitive, low risk approach which shouldnot adversely impact on existing airline operations. Expensive, above-average cost solutions withunique architectural fixtures and fittings or engineering features should be avoided. Simple,

J1.2.1.10 Passenger Segregation

When developing plans for expanded terminal capacity, either through an extension to an existingfacility or construction of a new terminal area, the requirement to physically separate non-securearriving and transfer passengers from departing security screened passengers must be taken intoconsideration.

This is particularly important where piers and satellites (that achieve segregation by positioning arrivingand departing passengers on separate levels) also afford the opportunity to airport authorities toachieve a high degree of flexibility — especially when needing to serve different markets and/orpercentages of traffic types at differing times of the same day.

For more detailed information on passenger security and screening considerations, please refer toChapters H and K in this manual.

J1.2.1.11 Centralisation

In the process of planning a terminal concept, airport authorities and/or their consultants mustdetermine the degree of centralisation of the processing activity required, or the degree that can beaccommodated by the base carrier, alliance partnerships and other carriers.

In centralised concepts all the major components — including surface access systems, passengerprocessing and baggage handling systems — are all located in a single passenger terminal complex,independent of any particular traffic segment. In this type of configuration airlines and alliances canavoid unnecessary duplication of activities, common facilities can be shared and associated CAPEXand level-of-user charges can therefore be reduced.

As the degree of centralisation decreases the individual components become more dispersed, withfunctions spread out over a number of self-contained centres. In a completely decentralised

J1.3 MAJOR FUNCTIONAL AREAS

J1.3.1 Curb

(See Chapter Q for details).

J1.3.2 Departures Concourse or Check-in Hall

The departures concourse consists of various public and non-public areas. These include circulationand waiting areas, public facilities, airline ticket sales & service counters and check-in facilities(passenger and baggage).

J1.3.2.1 Circulation and Waiting Areas

The circulation and waiting areas extend from the front facade of the terminal up to the front of, orin some cases immediately behind, the check-in facilities. The total area includes a general circulationarea parallel to the facade, a public seating area, a queuing area for passengers in front of the check-in counters, and an additional passenger circulation area either in front of or behind the check-incounters depending upon the actual check-in counter layout (linear or pass-through). This area shouldbe completely open so that passengers arriving through the entrance doors have an unobstructedview of the check-in area and can easily locate where they should proceed for check-in. In an ideal

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J1.3.2.2 Public Facilities

Public facilities include the concessions, telephones, airport information desks, toilets, etc. Suchfacilities should be located in areas which are not contiguous to the check-in facilities, in order topromote the most efficient and uniform utilisation of the concourse areas. This policy will also assistplanners in expanding the check-in hall by adding further modules to either side of the check-in area.In countries with high visitor-to-passenger ratios, appropriate arrangements should be provided toprevent the non-travelling public from approaching the check-in facilities. Directional and informationsignage should be prominently located in the public areas.

J1.3.2.3 Airline Ticket Sales and Service Counters

Ticket sales and service counters are required for passengers who have not purchased tickets priorto arrival at the airport, and for passengers who wish to change reservations, flight class or pay forexcess baggage. Such counters should be orientated along the normal line of passenger flow, butwithout inhibiting the flow of passengers at check-in. A good location for ticket sales and servicecounters is parallel to the front facade of the terminal between the entrance doorways, and on thesame level within the terminal as the main check-in counter concourse. Unlike common check-incounters, airlines usually require their own dedicated ticket sales and service counters. These countersprovide each airline with a sales presence in the terminal.

J1.3.2.4 Check-in Facilities

For maximum flexibility, space should be allocated for two inter-linked take-away belts within eachcheck-in island. Each belt should be capable of supporting up to 20 desks (maximum). The tworeversible belts should be linked by means of a 180-degree turn, thereby providing maximum flexibilityand a high degree of redundancy (should feed conveyors with the BHS fail or be off-line for maintenanceor repair).

Check-in facilities should also take into account the needs of passengers travelling on e-tickets. Self-service counters need to be conveniently located, with some requiring direct feeds for self taggedbags onto baggage conveyors. See sections J9 and U2 for further details.

J1.3.2.5 Airline Offices

Airline passenger processing support offices are required in close proximity to the check-in area. Theamount of space required by each airline and/or handling agency will vary depending upon suchfactors as the volume of traffic or the type of handling service performed. Airlines will also requireadditional administrative offices, which may be located in other areas of the terminal but with convenientaccess to the passenger processing areas. Airline support offices are also required in the airsideconcourses close to their aircraft operation areas.

J1.3.2.6 Special Facilities

Special facilities may be required, depending on the kind of traffic. These may include but not belimited to:

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J1.3.2.7 Area Requirements

Area requirements for circulation, queuing and waiting and for the various facilities within the departureconcourse are influenced by the following:

• Number of peak hour departing passengers (including the number of transfer passengers notprocessed airside).

• Airline schedules and procedures.

• Type of traffic (international, domestic, charter, low frills; long, medium or short haul).

• Check-in counter configuration & the percentage of passengers using e-tickets).

• Level of service required, including area allowed per passenger and permissible max. queuingtime.

• Visitor-to-passenger ratio.

• Average processing time.

J1.3.3 Baggage Handling Systems

J1.3.4 Passport Control — Outbound & Inbound

See Chapter K for details.

J1.3.5 Security Positions

See Chapter H for details.

J1.3.6 Departure Lounges

J1.3.6.1 General

Common departure lounges, gate lounges and transit lounges may occur in terminals as three separateareas, in combination, or as one. The design layout depends greatly on the traffic characteristics,government controls and airline procedures, as they apply to the three main categories of passengerswho use departure lounge facilities, namely:

• Originating passengers arriving from the landside.

• Transfer passengers arriving at the airside and transferring to another flight who should beprocessed on the airside.

• Transit passengers arriving at the airside and continuing their trip on the same flight, who shouldalways remain on the airside.

When determining the various departure lounge requirements, duplication of space and manpowershould be avoided by giving full consideration to combining, where possible, the various loungefunctions. Similarly, a lounge combination will facilitate the consolidation of concessions, which may

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J1.3.6.2 Common Departure Lounge

At most international airports, a common departure lounge should be provided to accommodateoriginating passengers who have checked-in early and have cleared government controls, but whostill await their boarding gate details. Transit and transfer passengers with long connecting times alsotend to dwell in this area.

At small-scale airports it may not be cost-effective to provide separate departure lounge and gatelounge facilities. At these airports it will, however, be necessary to delineate parts of the commonlounge as boarding areas for specific flights (i.e. gate lounges within the common departure lounge).

The following functions should be considered for inclusion in the common departure lounge:

• Adequate seating to accommodate the forecast passenger loads; this requirement varies withthe boarding procedures to be used by individual airlines.

• Flight information displays to indicate the departure time, gate, and boarding status of each flight.

• Airline information desks to provide assistance to passengers; these may include processingcounters for transfer passengers.

• Concessions; including restaurants, bars, shops and duty-free.

• Toilet facilities.

• Public address systems to announce gate variations and/or delays.

In order to determine the size requirements of the departure lounge, it is recommended that apassenger flow model be developed which takes into account flow rates, transit and transfer passengerrequirements, availability of gate lounges, average load factors, etc. Using the passenger figuresderived from the model, the space calculation for the departure lounge area (excluding concessionsexcept bar/restaurant/snack bar) should be based on the passenger space provisions referred to inSection F9, Fig. F9.3.

At airports with a large percentage of transfer and/or transit passengers, the required space allocationwill be considerable.

Requirements for government controls, as well as the location of these controls (landside/airside)and their effect on passenger flow must also be considered.

It will be important for the main individual airport processes (check-in/immigration/passport control/

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J1.3.6.3 Gate Lounge

Gate lounges and their associated circulation space are the main components of both finger piersand satellites. The maximum size of aircraft handled, the maximum number of gates proposed andthe maximum assumed peak hour flows of arriving, departing, transfer and transit passengers in theultimate stage will determine the width required to support assumed flows.

The gate lounge is provided as an assembly area for passengers in transition between the mainprocessor and the aircraft, and under certain conditions for passengers in transit. Usually, concessionsare not located in the individual lounges, but may be located within the pier or satellite. Where a gatelounge is designed to serve high capacity aircraft which will be boarded through more than one door,access to the lounge should be arranged so as to allow passenger a direct and simple flow throughto the appropriate door.

Passengers usually have access to the passenger loading bridge through a security door, after havingtheir boarding pass checked and automatically recorded by an airline agent as part of a passenger/baggage reconciliation process. Because of the requirement to separate departing and arrivinginternational passengers, a ramp is often used to move passengers from the gate lounge level downto a bridge node at a lower level before entering the loading bridge. The use of escalators to movepassengers from the gate lounge on one level, to the entrance, to the passenger boarding bridge ona lower level is not acceptable for safety reasons. Passenger queues will form at the entrance to thepassenger boarding bridge and passengers coming down the escalator may be injured due tocongestion problems at the foot of the escalator.

The gate lounge may serve multiple aircraft positions and be divisible into separate areas forpassengers (separation according to airline boarding procedures). In such cases, some concessionsmay be located in the combined lounge area.

When required, the gate lounge may include those facilities necessary for the operation of a gatecheck-in system; e.g. communications, check-in desks, baggage acceptance, etc.

Toilets are not normally required in each gate lounge but should be in a general area, convenientlylocated with respect to each lounge. If, however, a decentralised gate security check is to beimplemented, it will be necessary to construct toilets in each gate lounge.

The following table is offered as guidance in assessing the space requirements for individual departuregate lounges. The following assumptions are made:

• Only 70% of passengers will be accommodated in the gate lounge simultaneously (column 2).

• IATA level of service A @ 1.4 sqm/passenger (column 4).

• 20% of available gate width is used for circulation, toilets, building services and structure(column 9).

Note: IATA level of service A @ 1.4 sqm/passenger was used instead of Level of service C @ 1.0sqm/passenger such that a worst case scenario could be established in terms of pier width.

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Figure J1-1: Table Defining Pier/Gate Lounge Widths

aircraft

code

& type

No.of

PAX

% Max.no ofPAX

Level ofservicescrnPAX

Floorareareq.

Max.aircraft

span

Clearancebetweenaircraft

Max.width

of gate

% Widthavailable

Depthof gate

req.

(D (2) (3) (4) (5) (6) (7) (8) (9) (10) (11)

C(A320-200)

150 70 105 1.4 147 36 7.5 40.5 20 26.4 5.6

D(B767-300ER)

281 70 183 1.4 256 52 7.5 59.5 20 40.6 6.3

E(B747-400)

400 70 260 1.4 392 65 7.5 72.5 20 51.0 7.7

F(A380)

555 70 389 1.4 544 80 4.5 87.5 20 61.0 8.9

All dimensions in metres. Please also refer to Section F9.10.4

J1.3.6.4 Transit Lounges

At most airports, transit passengers who disembark from their aircraft during servicing areaccommodated in either the gate lounge or the common departure lounge. If local requirements makeit necessary to provide a separate lounge for transit passengers, the area should be commensuratewith demand and be equipped in a similar manner to other types of lounges.

J1.3.7 Airline CIP Lounges

At many international as well as domestic airports, the airlines have a marketing requirement toprovide special lounges to accommodate their Commercially Important Passengers (CIPs). Thisrequirement has grown significantly in recent years to become a major customer service element,and most airlines will require generously sized space for their exclusive use. These lounges shouldbe located on the airside of the terminal building and preferably on the departures level, with viewsand convenient access to the airline's departure gates. Larger airlines will tend to combine theirexclusive requirements into multiple function rooms by passenger category (First Class, BusinessClass and others). These larger spaces normally require their own exclusive toilets, showers andkitchens, and access by elevators and/or escalators, for which the airlines are generally willing topay a reasonable rate.

Airlines may also request facilities for arriving premium passengers. These are generally locatedland-side, adjacent to the arrivals concourse.

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J1.3.8 Airside Circulation

The airside corridor, if any, is the walkway by which passengers move between aircraft, betweenaircraft and the baggage reclaim area on arrival, or between the lounges and aircraft on departure.The corridor should be large enough to accommodate forecast volumes of departing and/or arrivingpassengers and should be unencumbered with distractions, such as displays or advertising thatdetract from pertinent information regarding departure or arrival areas. The design of an appropriatenumber of exits from the departure lounge, as well as entrances to the government control and otherarrival areas, must be part of the airside corridor analysis.

At airports with a large percentage of transfer traffic, provision must be made to permit the directtransfer of passengers between two international flights without a requirement to clear governmentcontrols.

Circulation areas may narrow as the extremity of the pier/satellite is reached. Pier/satellite circulationareas should allow for moving walkways (one in each direction when distances exceed 300m) andsufficient space to accommodate walking passengers with baggage trolleys, wheelchairs and vehiculartraffic on either side. 8 — 10m is an assumed maximum width for this circulation zone. In piers andsatellites, moving walkway lengths should be determined with convenient gate access points in mind.

J1.3.9 Airline Operations Area

The Operations Area is frequently the designation given to the area occupied by airlines and groundhandling personnel who handle the aircraft while it is on the ground. It is usually located near theapron and includes the area required for the flight crew and flight attendants as well as airline andground handling personnel assigned to ground service operations. Certain amenities for personnel;e.g. wash rooms, lunchrooms, locker rooms, together with support areas for stores, are also locatedin this area.

The area for flight crew and flight attendants may also include facilities for flight planning, weather,and flight information. This accommodation, which is usually provided within a pier, satellite or in themain processor, is not required at every airport. However, depending upon the number of flights perday and the type of aircraft (an aircraft may have as many as 18 crew members), the size andcomplexity of these facilities will be more or less as described above.

The area for ground service personnel may consist of separate areas related to cabin service,line maintenance, sanitation and ground servicing equipment. Such areas may include storage andworkshop facilities. Secure areas for fragile or valuable items and for the storage of volatiles (withappropriate safeguards) may also be required. Normally, it will not be necessary to locate some ofthe foregoing (e.g. equipment maintenance shops) in the vicinity of the aircraft parking position.

Current and forecast requirements for the airlines in the operational area should be carefully evaluatedin relation to the areas available or projected. Expansion requirements beyond the initial area providedare generally small.

J1.3.10 Baggage Re-claim Area

To assist wayfinding and passenger orientation, consideration should be given to having glazedpartitions between reclaim areas and the meeter/greeter area.

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J1.3.11 Arrivals Concourse

This facility provides a short-term waiting area for the meeters and greeters awaiting passengers,together with a separate circulating area.

Information and ground transportation concession facilities should be provided for those passengersrequiring such services. Facilities for car rental, hotel reservations, currency exchange, and cashwithdrawals should also be available.

Area requirements are based on exit flow rates and airline schedules, greeter/passenger ratios andthe geometry and relationship of waiting-to-exit areas. This latter criterion requires schematic designevaluation for comparison purposes. Further reference in this regard should be made to Chapters Uand F in this manual.

J1.4 IATA RECOMMENDATIONS

J1.IR1 Passenger Terminal Design

The Passenger Terminal Complex should be designed in a modular fashion such that expansionof the terminal's inter-connected sub-systems can be easily and cost effectively achieved, withoutnegatively impacting upon existing airline operations.

J1 .IR2 Passenger Considerations

The Passenger Terminal Complex should be planned such that passengers can easily orientatethemselves within the building complex, without need or reference to signage systems. Atransparent building philosophy should be adopted. The design should promote compatibilityand flexibility to accommodate the changing needs of the airlines, should be compact to reducetravel distances, have minimal level changes and feel safe and secure to the passenger.

J1.IR3 Passenger Segregation

Authorities should seek and take advice from their State and make reference to pertinent ICAOmaterial, including Annex 17 and their Security Manual, when considering the need to adoptpolicy with respect to passenger segregation. Appropriate Regional legislation should also befollowed.

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SECTION J2: CATEGORIES OF PASSENGER TERMINAL

J2.1 CENTRALIZED VS. DECENTRALISED FACILITIES

J2.1.1 Introduction

The primary question to be answered at the beginning of the conceptual design process is whetherto have a single centralised passenger processing area, or a series of multiple terminal units. Thedecision is influenced by many factors, including the need:

• To provide and maintain facilities that allow comparable levels of service to be provided;

• Of the dominant base carrier(s) and of competing alliance partnerships;

• Of the market and the passenger types to be served;

• To be flexible to accommodate the changing needs of the primary user; i.e. the airlines;

• To recognise the economies of scale.

While airlines do compete for market share, they do so increasingly by working together from commonoperational platforms. While they prefer to work from facilities that advertise their location and corporateidentity, this does not automatically mean stand-alone facilities. Airlines need a connections systemcapable of delivering transfer passengers efficiently and effortlessly. The passenger of today respectsno boundaries and will freely switch between airlines in a relentless pursuit of cheaper fares andbetter levels of service. In the same way the regular passenger will not suffer poor facilities and willquickly switch his or her preference from one transfer airport to another.

J2.1.2 Centralised System

A centralised system is usually comprised of an area that provides the processing for all passengersand baggage regardless of their originating airline. For large airlines, particularly if they are the basecarrier with all-day operations, dedicated check-in facilities will be established which will in turn beused by their alliance partners. Separate shared facilities will also be provided for those airlines withinfrequent operations, and services and concessions are also centralised both land-side and airside.

Passengers proceed to gates via airside corridors or passenger transport systems (TTS and/or bus).The main advantage of this system is the economies of scale achieved by the intensive use of services(check-in desks, Government Inspection Services, baggage reclaim, etc.) within the main processor.The cost effectiveness of the terminal is increased by the maximum use of space that is only possiblewith each airline contributing into the overall system. This achieves one of the basic planning objectives,to maximise the use of all facilities. As a consequence, it is difficult to argue in favour of decentralisedfacilities due to the inherent benefits and economies of working under one roof or operating withoutthe need to duplicate facilities or operating systems.

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J2.1.3 De-Centralised System

The decentralised system provides very short distances from the car park or curb to the aircraft door.The epitome of this system is the Gate-Arrival system. This system benefits commuters, who canget in and out of the airport in a short time. Passenger services (check-in, baggage claim) are usuallyprovided at, or in close vicinity to each gate.

The disadvantages of this system include separate service facilities (check-in desks, GovernmentInspection Services, baggage reclaim etc.) for one or a small number of gates. This increases thecost of equipment and personnel. The layout is linearly distributed resulting in long distances betweengates. This can be frustrating for transfer passengers at larger airports.

J2.1.4 Corporate Identity

A major factor in deciding upon the exact type of facility is the issue of corporate identification. Manyairlines, in attempting to advertise and promote themselves, choose to use exclusive facilities whichrange from check-in counters, CIP & VIP lounges and dedicated gate hold rooms. In North America,airlines have traditionally located themselves in unique stand-alone facilities built to support thecontinent's hub and spoke system. Within Europe there are moves to co-locate all alliance facilitiesunder one roof or within one easily identifiable area, such that the alliance can monitor and maintainagreed service levels.

It is therefore essential for the planners to know what the airlines require. Effective and meaningfulconsultation is a prerequisite in the preparation of conceptual terminal designs. Inadequate or non-existent levels of consultation may result in abortive work, programme delays, disputes or unnecessaryexpense to accommodate design alterations during later stages of the design process.

J2.1.5 Alliance Strategies

A current trend that is positively affecting the sharing of facilities are airline alliances and code sharingagreements between airlines. In this scenario, all airlines publicise the flight under their corporatelogo, however only one aircraft is used and the check-in for both airlines is undertaken at one counter(usually done at the more dominant airline's counter). If this is the only flight for the 'minor' airline,individual counter space may not be required at that airport. Another positive trend is that airlinesare combining resources in order to build cost effective and functional terminals suited to their needs.Air France, Japan Airlines and Korean Air have developed a terminal that they jointly manage andoperate out of.

J2.1.6 Passenger Needs

From the passenger's viewpoint, it is important to note what makes one terminal better than another.

307


J2.1.6.1 Ease Of Making Connections With Other Flights

Increased competitive strategies have encouraged airlines to form global alliances and streamlinetheir route operations. More and more, passengers are therefore being directed through airline hubs.This makes the transfer process and hence the ease of making connections with other flights asignificant factor for travellers. This is especially true when transfer times are limited, which is oftenthe case in sophisticated 'hub and spoke' airline networks.

Ranking Under IS IS - 25 ?':) - w Over 40 mppa

1 Dubai Copenhagen Singapore Changi Atlanta Hartsfield2 Athens Eleftherious Sydney Minneapolis/St Paul's Chicago3 Vienna Incheon Amsterdam Dallas Fort Worth

J2.1.6.2 Comfortable Waiting/Gate Areas

With travellers spending a great deal of time at the airport before their flights depart, there is a needfor a relaxing environment to ease travel stress and promote the enjoyment of the travel experience.Comfortable waiting/gate areas can make the time at airports more pleasant and enhance the overalltravel experience.

Under IS 15-25 25-40)', :<>i> UUIPP.i

1 Dubai Incheon Singapore Changi Ailanta Hartsfield2 Athens Sydney Hong Kong Dallas Fort Worth3 Bermuda Vancouver Minneapolis/St Paul's Chicago

J2.1.6.3 Ground Transportation To/From The Airport

Accessibility, transportation systems and intermodality are some of the major challenges facingairports. A first-rate, integrated transportation system can improve travelling to the airport, and in sodoing the airport will also help to expand their catchment area. It should be noted that the recenttightening of airport security measures has slowed down the development of rail and airportcollaborations, such as rail station check-in.

MIEI'iMIW P,'.„r.w -i-i - > j 25-40 Over 44 mppa1 Dubai Copenhagen Singapore Changi Atlanta Hartsfield

2 Bermuda Zurich Hong Kong Frankfurt3 Geneva Stockholm Arlanda London Gatwick Chicago

J2.1.6.4 Parking Facilities

Over the last decade, air travel has increased significantly and put more pressure on airports as theycontinue to try to support passengers and provide at least the same level of service as before. Parkingfacilities are directly affected by increased passenger numbers and represents another opportunity

Ranking Under 15 16-25 25-40 Over 40 mppa

1 Dubai Copenhagen Singapore Changi Frankfurt2 Bermuda Taipei Hong Kong Chicago3 Athens Eleftherious Vancouver Amsterdam Dallas Fort Worth


J2.1.6.5 Summary of Findings & Other Categories

Atlanta, Singapore Changi, Copenhagen and Dubai rank top in their respective size categories forOverall Passenger Satisfaction.

Other categories include Flight Information Displays, Availability of Flights to Cities in the Same orOther Continents, Baggage Carts, Washrooms, Government Inspection Services, Cleanliness ofAirport Terminal, Speed of Baggage Delivery, Sense of Security and Ambience of the Airport.

J2.2 DESCRIPTION OF TERMINAL CONCEPTS

Each airport has it own individual design characteristics. However, all these designs can be narroweddown into 5 distinctive terminal concepts:

• Pier/finger.

• Linear.

• Open apron.

• Satellite.

• Compact module unit terminal.

A description and a tabulation of the major advantages and disadvantages of each of the aboveconcepts is given in the following sub-sections. It should be noted that there are many variations inthe respective shape of each of the noted major categories.

In the past, airport authorities satisfied demand for new passenger processing facilities by constructingunit terminal systems. These consisted of a combination of the above concepts (i.e. satellites, piers/fingers, linear, etc.) in various shapes and sizes. Previous thinking was that each unit could functionindependently. This has proven not to be the case.

While in the past space was not at a premium and facilities could be placed on demand and withease within a site, this is no longer the case. Greater attention needs now to be paid to how theairport should be planned efficiently and effectively in the longer term (see Chapter C — MasterPlanning).

In recent years there has been a tendency, certainly at 'Greenfield' and 'Bluesea' airports, to movetowards mega terminal systems (e.g. Hong Kong CLK at 87 mppa). Economies of scale, functionaldesign, compact single operational systems, modularity and expandability are now the fundamentaldriving forces behind modern day terminal design.

309

Passenger TerminalW&éWIATA

J2.2.1 Pier/Finger Concept

Figure J2-1: Central Terminal Area of Amsterdam Schiphol Airport (AMS),

The Netherlands

Description

The Pier/Finger Terminal Concept consists of a main centralised passenger processor and a seriesof piers (airside concourses). In large examples of this type, such as Amsterdam Schiphol (shownabove) with approx. 39.6 mppa in the year 2000, the main processor may consist of several semi-centralised check-in/baggage reclaim areas fed by a common departures/arrivals curb.

All Originating & Departing passengers and baggage are directed through the central processingarea to and from the aircraft parking positions, which are connected to the central building by piers(airside concourses).

Departing passengers are processed at centralised check-in facilities and walk to the respectivegates, assisted by moving sidewalks installed in the piers.

Baggage of all departing passengers is collected at the central check-in counters and conveyed tothe baggage sorting areas from where it is transported to the aircraft by mobile apron equipment orfixed conveying systems.

Arriving passengers and their baggage are processed in the reverse flow.

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Pier/Finger Terminal Possible Advantages

A high percentage of passengers can be accommodated under one roof.

Permits low Mean Connecting Time (MCT) if flight pairs are properly co-ordinated.

Allows variable expansion possibilities of the piers, independent of the main processor.

Expansion can be undertaken in small incremental steps as demand requires.

Centralisation of airline and government inspection services staff.

Permits centralisation of major concession outlets (i.e. restaurants, duty-free, etc.).

Permits use of relatively simple flight information display systems.

Facilitates control of passengers, if required.

Ease of movement for transfer passengers.

Pier/Finger Terminal Possible Disadvantages

Long walking distances, especially for transfer passengers.

May require airlines to have secondary CIP facilities in piers to accommodate individual trafficsegments.

May require secondary concession outlets in piers.

Curbside congestion in peak periods.

Long taxiway routes to/from runways.

If insufficient space is allowed between piers, resulting taxiway cul-de-sacs may restrict the free-flow of aircraft.

Requirement to segregate arriving/departing passengers may result in need to build a secondarypassenger circulation level in some piers. This in turn may increase walking distances for transferpassengers.

Early check-in and close-out times.

High capital, operating and maintenance costs for passenger conveyance and baggage handlingsystems.

Potential for baggage mishandling.

Clear signage systems required to overcome passenger way-finding and orientation difficulties.

Unless independent development of supporting airside and landside infrastructure is possibleand pre-planned, expansion of this operating system beyond a 55 mppa level will be difficult toachieve.

• The area of land required to support pier/gate development is large due to the need to incorporatedual taxi-lanes between sets of piers that can accommodate in excess of 10 — 12 aircraft total.

Other examples: Bangkok, London Heathrow T3 and Zurich.

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Notes: The site for T4 is constrained on all sides by one of the primary runways, the cross-windrunway and by the primary road access system. As such, expansion of the terminal has only beenpossible by the addition of a remote single sided pier at some considerable distance from the mainprocessor.

Description

The Linear Terminal Concept consists of a main centralised passenger processor with expansioncapability to either side. On the front or airside face of the processor is a finger type concourse whichmay be straight or in another geometrical form. Aircraft are parked at the face and in some instancesthe rear of the concourse. An airside corridor may be located parallel to the terminal face with accessto the terminal and gate positions.

Departing passenger and baggage processing can take place either in a central area or at semi-centralised groups of check-in counters.

J2.2.2 Linear Concept

Figure J2-2: Terminal 4 of London Heathrow (LHR),

Depending on the internal layout, the walking distance between the car park and the aircraft can bereasonably short, but in the case of a centralised processing system the distance may becomeunacceptably long.

The size of baggage conveying and sorting systems depends on the internal layout of the building.This concept is mainly used if there is only confined space available between the landside roadsystem and the runway.

Possible Advantages

• Minimum walking distances if check-in facilities are semi-centralised.

• Easy passenger orientation.

• Simple construction of the main terminal with relatively easy incremental expansion.

• If required, separation of arriving and departing passengers is relatively easy using two levels.

• Adequate curb length.

• Reasonable check-in and close-out times.

• Compact baggage conveying/sorting systems if remote drop points are not utilised in

concourses.

Possible Disadvantages

• If system is decentralised, will require duplication of terminal facilities/amenities (i.e. restaurant,duty free, etc.) and staff.

• Long walking distances especially for passengers transferring between extreme ends ofconcourses.

• Long walking distances if passenger processing is centralised and the pier system (airside corridor)is extended.

• High capital, operating and maintenance cost if centralised passenger/baggage processingfacilities are employed.

• Special logistics may be required for handling of transfer baggage depending upon size of building;i.e. remote baggage drop-off points required.

• May require airlines to have secondary CIP facilities in concourses to accommodate dispersedtraffic segments.

• Aircraft movements to the rear of the concourse may be restricted due to the need to reduceengine noise levels.


J2.2.3 Open Apron Concept

Figure J2-3: Montreal Mirabel (YMX), Canada

Wore; Mirabel (YMX) is predicted to cease commerical passenger operations from Autumn 2004.

Description

The Open Apron Terminal Concept consists of a main passenger processor with expansion capabilityon either side. Passenger transfers between the main processor and remote aircraft positions areaccommodated by the use of apron drive busses or mobile lounges. There is no direct connectionbetween the processor and aircraft parking positions.

Departing passengers are processed at the central processing area and proceed through GovernmentInspection Services to a common departure lounge. From this point passengers can be handled inone of two ways:

• They can be called to remote gate hold rooms, usually located at apron level, and then transportedto the aircraft by bus.

• Or they can be called into mobile lounges which double as gate hold rooms and as transportersbetween the building and the aircraft parked at remote apron positions. The mobile lounges workwith a scissor lift system that enables the lounge to operate at varying floor and aircraft sill levels.

Baggage for all departing passengers is accepted at central check-in counters and conveyed to thebaggage sorting area from where it is transported to the aircraft by mobile apron equipment. 313


314


Possible Advantages

• Constant compatibility of terminal/apron geometry to accommodate new generation large aircraft.

• Ease of aircraft manoeuvrability (i.e. power-in, power-out operation).

• Simplified passenger movement/orientation.

• Reduced walking distances.

• Ease of expansion capability for aircraft stands.

• Low cost expansion capability.

• Operations can be expanded without significantly impacting on the existing main processor.

• A simpler, smaller and more efficient central processor.

• Separation of arriving and departing passengers can easily be achieved.

• Could be used as a low cost first phase option prior to constructing remote satellites in order toincrease percentage of contact stands served.


• Very low percentage of contact stands.

• Increased loading/unloading processing times.

• Very early close-out times required.

• Very limited last minute boarding capability.

• High capital, maintenance and operating costs of busses and transporters.

• Requires right of way/control of transporters due to high collision potential of transporters &aircraft.

• Curbside congestion in peak hours.

• Additional cost for larger number of ground vehicles for crew and baggage transport.

• Increased minimum connecting times.

• Additional airline staff required.

• Creates demand surges at arrival Government Inspection Services control positions.

Other examples: Washington Dulles & Paris Charles de Gaulle (CDG). Note CDG no longer mobilelounges.

315


J2.2.4 Satellite Concept

Figure J2-4: Denver (DEN), USA

Description

The Satellite Terminal Concept consists of a central processing building for passengers and baggageand remote concourses around which aircraft are parked. The remote concourses or satellites areconnected to the main terminal by above- or below-ground links to facilitate the movement ofpassengers between the satellites and the main terminal. These links can be formed by either APM(Automated People Mover) systems or by underground walkways with travelators.

Baggage from departing passengers is collected at the central check-in counters and conveyed tothe baggage sorting area from where it is transported to the aircraft by mobile apron equipment ormechanical systems.

Arriving passengers and their baggage are processed in a reciprocal flow.

Possible Advantages

• Normally provides for the centralisation of airline and government inspection services staff.

• Permits short minimum connecting times within individual satellites.

• Variety of incremental expansion possibilities to both the main processor and piers.

• Permits centralisation of major concession outlets (i.e. restaurants, duty-free, etc).

• Permits relatively simple flight information display system.

• Linear satellites permit direct aircraft routing between stands & runways.

• Separation of arriving & departing passengers within satellites can be easily achieved if required.

• Facilitates control of passengers, if required.

• Short walking distances (to/from APM).

• Additional satellites can be designed to accommodate future aircraft design developments.


• High.capital, operating and maintenance costs of the APM system between the main terminaland satellites, especially if these are below ground.

• High capital, operating and maintenance costs of baggage conveying/sorting systems withpotential for baggage mishandling.

• May require airlines to have secondary or multiple CIP facilities in satellites to accommodateindividual traffic segments.

• Requires secondary concession outlets in satellites.

• Curbside congestion in peak hours if percentage of Originating Departures traffic is high.

• Expansion capability of the main processor is limited to either side.

• Due to distance and need to locate, wait and use APM system, minimum connecting timesbetween flights in different satellites are increased.

• Early check-in and close-out times.

Other examples: Atlanta, Paris CDG T1, Tokyo Narita 12.


Description

The Compact Module Unit Terminal Concept is a system witnessed in the past at small, medium andlarge airports. In the USA it has proved popular at airports where individual modules could be owned,occupied, dedicated or assigned to individual carriers. Within Europe it has sometimes been utilisedto differentiate between individual traffic segments, i.e. Schengen or Non-Schengen. However, thehubbing needs of base carriers and/or the major airline alliances has resulted in this type of solutionbecoming increasingly unpopular or obsolete with partnerships preferring collocation under one roof.

Expansion is demand driven and carried out through construction of additional modules. The transitionof passenger and baggage from landside to airside and vice versa is directed through a compactfacility which provides the shortest possible distance from the car park to the aircraft.

Departing passengers and their baggage are processed either at a gate check-in or a semi-centralizedflight check-in facility. Passenger moving equipment and outbound baggage sorting devices areusually not required within each module. The gate check-in procedure allows a very late check-inand close-out time.

Arriving passengers and their baggage are processed in the vicinity of the gate in the reverse flowon the lower level.

J2.2.5 Compact Module Unit Terminal Concept

Figure J2-5: Paris Charles de Gaulle (CDG),Terminals 2A, B, C & D — France

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Possible Advantages

• Short walking distances from check-in to aircraft.

• Late check-in and close-out times (last minute baggage/passenger acceptance capability).

• Greater curb lengths are provided than for centralised processing terminal units.

• Capital investment is commensurate with demand.

• Construction of additional units in medium and large airports can be tailored to suit demand.

• Construction may not impact on existing airline operations.

• Moving walkways to assist passenger movement within each module are not required.

• Only simple baggage handling systems are required within each module. As a consequence thepercentage of mishandled bags is low.

• Within the terminal, only a simple flight information display system is required.


These occur when there is more than one terminal and include:

• Low percentage of contact stands.

• Difficulties in accommodating large volumes of passengers.

• Individual terminal units are inflexible & incapable of major expansion.

• A requirement for comprehensive flight information display and sign-posting systems, includingsignage along the airport access routes to orient departing passengers and/or meeters & greetersto the correct terminal.

• A complicated system is required to transfer passengers and baggage between terminals.Depending upon volumes & the number of terminals, the high costs of such a system may alsobe an adverse factor.

• Higher manpower requirement — airline and government staff members will increase in order tooperate multiple terminals. This also requires more careful allocation of all manpower.

• Reduced ability to offer industry competitive minimum connecting times due to high number oftransfer (terminal) variables & the distance between modules.

• An adverse impact on any high speed rail access system (local or international) due to the inabilityor need to serve multiple stations, the varied and complex transfer routings and the increasedtransfer times from/to and between inter-modal access points and terminals.

• The complexity of land-side road access systems.

Other examples: Budapest, Dallas Forth Worth & Hanover.

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J2.3 PROCESSING LEVELS

Three arrangements of passenger processing systems are possible.

J2.3.1 Single Level

This system is represented by a single level roadway/curb/terminal building with all arrival anddeparture processing provided at grade (ground) level. In general terms departing passengers occupyone side of the building while arrivals occupy the other. Passengers move between the main processorand remote aircraft parking positions by either walking (along controlled/supervised routes), by busor APM.

This type of operation is normally restricted to small-scale operations under 5 mppa. The exceptionto this broad rule would be London Stansted airport, which employs many unique features (APM toremote satellites, fully automated BHS, building services and building supplies/servicing all locatedon levels beneath the single passenger level). Stansted's single level terminal building was expandedin 2002 to accommodate 16 mppa.

J2.3.2 11/2 Level

This system is represented by a single level roadway/curb serving both arrival and departingpassengers. The terminal building is predominantly single level, although the airside face has twolevels with the arrivals level located either above or below the departures level. The two levels onthe airside face can be restricted to an arrivals corridor with simple airbridge connections to aircraftstands located along the front edge of the terminal. Alternatively the two levels can extend out ontothe apron by means of twin level piers.

In rare circumstances, single-level roadways can support two level terminals. Examples of this typeof design solution can be found at London Heathrow in both T2 and T3. In T2 there is also a uniquefeature insofar as the arrivals and departures post check-in facilities are located at a level above theroad access. Check-in is performed at road level and passengers move upstairs to process throughoutbound passport control and security channels to the gate.

J2.3.3 Two Level

This system is represented by a two level roadway/curb/terminal building with arrival and departureprocessing separated vertically on two levels. The upper level is usually the departure level withthe lower level accommodating arrivals. This arrangement should be considered where volumes ofpassengers, baggage and vehicles justify vertical separation. The two levels can extend out into thepiers or satellites, but this is dependent on the degree and extent of passenger segregation

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J2.3.4 Levels within Piers and Satellites

With segregation of arriving and departing international passengers recommended by ICAO (seeICAO Annex 17 Clause 4.3.3 and clause K3.2 of this manual) it is becoming increasingly commonfor airport authorities to make provision for at least two processing levels in piers and satellites. Toprovide for greater flexibility, authorities may provide a third processing corridor to allow passengersto transfer in isolation between international and domestic traffic segments (refer to Chapter K forfurther details). In this way individual gate positions can accept aircraft serving both types of trafficwithout the need to push back and reposition aircraft as they switch from serving international todomestic or from domestic to international routes.

With two or three levels possible within piers and satellites, safe, efficient and cost effective ways ofdelivering passengers to the required entry level to the passenger boarding bridge must be found.There are two ways of achieving this.

The first relies on a combination of mechanical systems (lifts and escalators) and stairs (as a fallback in the event of mechanical failure), to transfer passengers between levels. However thesesystems are expensive to install, operate and maintain. All three systems are generally provided forby the necessity to provide unrestricted access to wheelchairs.

A simpler solution is to rely on ramps. In this way installation, operation and maintenance costs arekept to an absolute minimum. The ramps can lie either parallel or perpendicular to the face of thepier or satellite. Perpendicular solutions have two advantages. Firstly, they do not obscure sight linesfrom within the building onto the aircraft apron. Secondly, they can allow differing rotunda off-loadlevels, thereby allowing varying bridge configurations to be employed from the same ramp and pierlayouts.

J2.4 DESIGN AND CONSTRUCTION

The building should be designed to ensure functionality, maximum operational efficiency, passengerconvenience at a reasonable cost, and be capable of further modular and incremental expansion.Such considerations as space for concessions and facilities for the general public should always besubordinate to the passenger space for processing and flow requirements.

Extravagant architectural statements and/or unique structural systems should not elevate sqm ratesor unit costs above accepted industry norms.

The structural elements of the building should be such that it is relatively easy to undertake internalmodification or overall expansion in order to meet changing demands without major interruption todaily operations. The main functional elements in the terminal building should be arranged in sucha manner that the expansion of one element does not necessitate the relocation of other elementswhich may not require expansion. For instance, expansion of the departure baggage area should notrequire relocation of the check-in lobby or the baggage claim area.

Wherever economically feasible, terminal design should encompass a two-level structure to shortenwalking distances and allow direct access to the aircraft without change of level. Passenger boarding

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J2.IR1 Passenger Terminal Concept

The chosen passenger terminal concept should provide a simple, functional, cost effective,expandable and user friendly solution that allows airlines to undertake efficient and profitableoperations in one location until the airport reaches saturation in the ultimate phase.

J2.IR2 Passenger Terminal Type

The type of passenger terminal concept to be used should only be determined after the airlineshave input their functional/operational requirements into the conceptual design process.

V________________________________________________________________________________________________________________________________________________________________________________________________________________________J

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J2.IR3 Passenger Transfer from Piers/Satellites to Aircraft

Rather than relying on mechanical systems (lifts and escalators) to transfer passenger betweenlevels a series of ramps should be used. In this way installation, operation and maintenancecosts can kept to an absolute minimum.

SECTION J3: SMALL AIRPORT TERMINALS

J3.1 SMALL AIRPORT TERMINALS OVERVIEW

The standards defined within ICAO Annex 14 and Annex 17, as well as those noted in this manual,will need to be observed by small airports and large airports alike. These types of facilities willgenerally make use of the same high-level processes, though with reduced capacity, throughput andinfrastructure characteristics due to the difference in the scale of the equipment being utilised.

Small airports often deal with higher volumes of propeller driven commercial and privately ownedaircraft. As commercial propeller (turboprop) aircraft require less automated passenger dockingequipment than commercial jet aircraft, support infrastructure such as push back tugs are infrequentlyused since the aircraft are generally less connected to the terminal infrastructure and utilize more'remote' stand philosophies (see Section L3). Passengers are often bused or even walk between thegate room areas and the aircraft and vice versa, using dedicated apron walk routes and staff supervisedprotocols.

While commercial propeller driven aircraft will require tarmac runways, there is the possibility ofadjacent grass runways that can be made use of, predominantly for non-commercial light aircraft.Small jet powered aircraft will also use small airports, provided that the runway specifications andsupport infrastructure is adequately in place. Runway management protocols and equipment shouldbe developed and provided respectively in accordance with the requirements at larger airports, befittingthe code category of aircraft being accommodated.

All smaller airports will require effective and well-placed control tower facilities, which should enablethem to function safely and in a commercially viable manner for the ground movement of aircraft andaircraft approach guidance.

Baggage handling facilities can be limited and geared around the processing of a specific flight ratherthan the processing of multiple outbound and inbound flights baggage simultaneously, as is thesituation in larger airports. The processes and protocols for these smaller installations will still requireto be modeled on the recommendations defined within Chapter U, Airport Baggage Handling, includingthe same level of integrity for hand and hold baggage security screening hardware and operationalpractices.

Ground transportation at small-scale airports can be scaled down to the requirements of the airportflight traffic requirements, which can mean less equipment redundancy in the event of transportationfailure. This needs to be carefully balanced to ensure that correct service standards are maintained.

Information displays may be less frequent and located at critical areas only, as passenger way findingshould theoretically be less arduous given the smaller infrastructure. The flight information displaysignage standard should be aligned with the requirements defined within Section J12. Able anddisabled passenger processing will also be required in the facility.

The small airport will likely need to provide limited retail, restaurant and passenger and staff publicrest areas and public toilets. Limited retail will be useful for passengers and will enable small airportsto create parallel revenue streams to support and help grow their airport operation.

Emergency response and emergency management should be completely aligned with the


Aircraft fueling at smaller airports will likely be accommodated by fuel container and dispensingvehicles. Please refer to Chapter M, Aviation Fuel Systems, for clarification of physical requirementsand protocols to adopt.

J3.1.1 Definition of Small Airport (<1MPPA)

A small airport is defined by its capability to process flights and passengers through its runway andterminal infrastructure provision. Typically, a facility described as a 'small' airport will be capable ofprocessing up-to 1 Million Passengers Per Annum (MPPA).

J3.2 TERMINAL SPACE & FUNCTIONALITY

The terminal building in the small airport will be sized in accordance with the recommendations definedwithin Chapter F, Airport Capacity. Section F9 will define the space requirements for the criticalterminal building functions such as check-in, passport control, passenger hold rooms, passengercentralized security and baggage claim areas, etc. A listing of the processes in operation at airportscan be found within Chapter T. Section T1, Terminal Processes, is a guide for airport plannersembarking on the design of large and small airport terminals.

Whilst rare, there will be situations where smaller airports will exploit a terminal space or equipmentfor multiple functions so as to maximize their utilization. An example of this is where inbound transferflight baggage may be processed through predominantly departures screening equipment usingagreed protocols. In this situation it should be noted that passengers and their baggage should beprocessed in accordance with the requirements defined within Chapter K, Passenger Facilitation,

J3.3 DEVELOPMENT OF SMALL AIRPORTS

The small airport should create an airport master plan, which should align to the requirements of theairlines and the traveling public communities. This master plan should be fully developed in accordancewith the requirements defined within Chapter C, Master Planning, where applicable. Small airportsshould be designed to align with the long-term aspirations developed within the master plan.Development zones should be safeguarded accordingly.


J3.IR1 Consistent Airport Terminai Apron and Support Processes

When planning and designing small airports the airport planner should look to consider andinclude airport processes as defined within Chapter T (all sections). Where an airport processor protocol is required it should align to the mandatory requirements defined within ICAO Annex14 and Annex 17, as well as to the processes and equipment configurations defined within thismanual

J3.IR2 Consistent Airport Terminal Apron and Support Infrastructure SizingPhilosophy

Airport terminals, aprons and support infrastructure should be sized in accordance within theguidance and recommendations made within Chapters C, F, H J, K, L, O.P, Q, U, W and X ofthis manual.

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SECTION J4: COMMON SYSTEMS CUTE & CUSS

J4.1 AUTOMATED PASSENGER PROCESSING

The degree of automation required for passenger processing and baggage handling systems at aparticular airport will be determined by the extent of the individual airline system-wide operation, aswell as other criteria such as size of terminals, economic evaluations, etc.

Automation implies installation of computers, printers (document printers and specific printers fortickets, boarding passes, baggage tags) at many points along a passenger's route. These may include:

• Ticket/sales counters.

• Check-in counters.

• Boarding gates.

• Transfer counters.

• Information desks.

Each airline needs to connect this equipment to its own central reservations system.

The requirements for self-handled airlines to use check-in counters only a few hours a day can leadto a requirement for extra check-in counters. To avoid over supply of check-in desks, the concept ofCUTE (Common Use Terminal Equipment) was established. CUTE does not eliminate dedicatedairline check-in counters but does enable the sharing of counters when airline schedules permit.Rental rates for the check-in area are very expensive so the airlines need to ensure this area isoptimally utlized.

J4.2 CUTE

Common Use Terminal Equipment (CUTE) is a generic airline industry term (not to be related tovendors' products and services) for a facility which allows individual users to access their hostcomputers). CUTE undertakes all airline EDP functions, using the same entries and getting the sameresponses as they would through their own terminal equipment.

The basic idea of the CUTE concept is to enable airlines at an airport to share passenger terminalhandling facilities. This includes such areas as check-in and gate counters on a common use basis,enabling airlines to use their own host computer EDP applications for departure control, reservations,ticketing, boarding pass and baggage tag issuance, etc.

CUTE provides potential savings to the airlines and airport authorities by increased utilization ofcheck-in counters and gate space, thus lessening the need for airports to build additional countersand gates. It may also permit an airline to automate its check-in and departure control functions whenthe costs of installing its own equipment would be: too high; precluded by another system or equipmentalready installed; not permitted by the airport authority.

The major benefits of CUTE are:

• Airlines access their own applications systems from CUTE work stations.

• Transparency of CUTE terminals to each airline EDP system.

• Possibility for agents to use the transaction formats of the system they are accessing.

• Optimum use of airport facilities with no need to dedicate special areas for different airlines.

• Security of access.

• Use of airline system software.

• Accessibility to various systems from any CUTE terminal.

• No preliminary investment for the airlines.

• Shared running costs.

• Improved passenger service.

• Permits airlines to control their own reservations, check-in and departure control functions, thusnot requiring them to use systems provided by airport authorities or handling agents which mightnot be compatible with their host computer systems.

J4.2.1 Initial Considerations

The Airport Consultative Committee (ACC) and the Airport Operating Committee (AOC) will definethe exact problem areas as early as possible using the following questions as guidelines:

e Is there a need or desire for users to share EDP equipment now? In the future?

• If so, in which areas/locations? Gates? Check-in? Transfer desks? Other?

Once the particular local automation issues have been defined, the possible technical solutions whichwould best solve these problems for the carriers concerned must then be evaluated, both functionallyand economically.

Because of the highly technical nature of each of these solutions, and also to ensure considerationof carriers' longer term planning not known to local airline managers, it is imperative that this evaluationis carried out by head office specialists in data processing, communications, terminal planning andhandling procedures.

Therefore the members of the ACC or AOC must refer the local automation problems which theyhave defined to the respective department(s) in their head office as early as possible. In turn, thehead offices of these carriers will then instruct their local managers on the course of action they

J4.2.2 CUTE Local User Board (CUTE Club)

Based on the instructions which the local managers have received from their head offices, a CUTELocal User Board should be established at the airport by the AOC. The board shall be comprised ofall carriers engaged in the definition of local automation issues, and must include head office specialistsin terminal and handling facilities planning, data processing, communications, costs/charges andhandling procedures. This CUTE Local User Board shall then undertake the following steps:

• Decide if the airport authority, in its capacity as landlord and/or handling agent, should be invitedto become a full member, or alternatively an observer of the working group.

• Inform the airport authority officially about the intention of the group.

• Prepare a work plan.

• Specify short-term and long-term requirements of the system by written documentation, giving

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• Consider and agree on potential general contractors/administrators for the total local CUTEsystem.

• Draft and release a Request For Proposal (RFP) to such bidders.

• Adopt a terms of reference.

J4.2.3 Equipment

The nature of the CUTE workstation equipment at an airport will depend on the specific total systemspecifications agreed for a local CUTE system. The type and manufacturers of such equipment mayvary from airport to airport, subject to agreement between the users and the contractor/administrator.Equipment configuration requirements may vary at different airport locations. Typical CUTEworkstation equipment types can be (but are not limited to):

• VDU/CRT.

• Boarding pass and/or ATB (automated ticket and boarding pass).

• Baggage tag printer.

• Ticket printer.

• General purpose printer.

■

• Readers.

J4.2.4 Request for Proposal

A proposal shall include a quotation on the price of the provision, operation and administration of thetotal system, broken down as follows;

(a) Investments:

• Terminal equipment.

• Telecommunications equipment.

• Installations and cabling, contingency, taxes.

(b) Operating Costs:

• Depreciation.

• Financing charges.

• Premises and circuit rental.

• Operation and maintenance.

• Contingency.

An initial contract should last five years.326


J4.3 cussCommon Use Self-Service (CUSS) is a facility that allows the provision of self-service applications(e.g. check-in) to customers on a shared kiosk. The CUSS platform accesses the airline's own selfservice application directly from their host computer(s).

The basic idea of the CUSS concept is to enable airlines to share self-service facilities (e.g. kiosks),without having to install and run proprietary hardware. Certified IATA CUSS compliant applicationscan be run on any IATA CUSS certified platform. The platforms can be equipped with a variety ofhardware devices, including biometrics, according to local requirements.

CUSS provides potential savings to the airlines by increasing the availability of self-service applicationsthroughout their network. It also permits an airline to provide self-service functions when the costsof installing its own equipment would be either too high or not permitted by the airport authority.

CUSS reduces the need for airports to provide space for individual airline kiosks in common useareas. As the kiosks can be located anywhere (e.g. car parks, railway stations, etc.) the check-inprocess can be de-centralised.

The major benefits of CUSS are:

• Passengers can access the airline's own applications from CUSS platforms.

• Decentralisation of check-in is possible.

• Optimum use of airport facilities with no need to dedicate special areas for different airline

kiosks.

• Certified CUSS applications can be run on any CUSS platform, anywhere.

• Use of airline system software.

• Little preliminary investment for the airlines — CUSS certified application required.

• Shared running costs.

• Improved passenger service.

• Supports any CUSS certified application (e.g. car hire, hotel reservations, etc.).

J4.3.1 IATA CUSS MANUAL

The IATA CUSS Manual is a web-based publication available on subscription fromwww.iataonline.com. The CUSS Manual comprises three parts:

• Technical specifications.

• Certification requirements.

• Service Level Agreement template.

Information on Certified CUSS platforms and airline applications are also published on the CUSS

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http://www.iataonline.com/


J4.IR1 Terminal Check-in Equipment

The layout and integral design of departing and transfet baggage check-in desk facilities withinterminal complexes should promote the use of CUTE and CUSS technology. CUTE technologyprovision should be in accordance with clause J4.2.3.

J4.IR2 Use of CUSS

When designing departures and transfer check-in facilities the designer should aim to incorporateCUSS equipment. The designer should be made aware of the objectives of the airlines withrespect to their commercial need to use CUSS equipment within the airport. The CUSS equipmentdemand and usage requirements should be reviewed annually.

Where CUSS equipment is required, it should be located evenly across the check-in areas. Asthe use of CUSS check-in facilities becomes more and more commonplace, the replacementof traditional check-in facilities With newer CU&S facilities will be required. It is thereforerecommended that when designing check-in systems for traditional check-in arrangements, theretrofitting of CUSS equipment should be considered both in terms of the design of the mechanicallayout and the resultant control systems infrastructure.

When providing departing concourse CUSS check-in facilities, which do not have in-built selfservice conveyors, the furthest distance from any CUSS check-in desk to the airtine manned

J4.IR3 CUSS Cost and Operational Effectiveness

CUSS equipment usage should be considered only when it provides improved terminal capacityand operational advantages and reduces costs to users,

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SECTION J5: AIRLINE COMMUNICATIONS NETWORKS

Note: The airport /airline communications services described within this section are typical of theservices often provided by organisations such as, but not limited to, SITA and ARINC. Factors affectingthe selection of an airline communications service provider will include:

• Ability To Meet Technical Requirements and Experience.

• Service Costs and Performance Standards.

• Services Compatibility.

• Services Protocols.

J5.1 INTERNET CONNECTIVITYFunctionality:

It is technically possible to provide a general-purpose, multi-use, often remotely managed applicationplatform for airport and airline desktops and peripherals including operational check-in printers,scanners and boarding gate readers that provides a single infrastructure for both common use anddedicated areas. The platform can focus on supporting Web Services and CUSS applications andprovides support for multi-channel applications and client types such as PC, kiosk, thin client (reducedservices) and PDA's. Security devices can also supported such as optical scanners and biometricdevices. Support for IP printing and ATI specific peripherals is provided while the platform alsoaccesses an industry standard CUTE peripheral manager. Device profiles allow devices to becontrolled by remote management systems, and the platform includes sophisticated statistics andbilling interfaces with a high level of built in authentication and security. Other features can includeSingle Sign On (SSO) and the ability to deploy applications in standard software containers that donot require certification in a multi-user environment.

Typical Platform:

A Wintel based platform, uses fast gigabit Ethernet campus connectivity linked to external gatewaysfor VPN and Wide Area Network access. Devices may be connected using both IP or USB connections

J5.1.1 Considerations When Implementing A System Into An Airport

These platforms can also support Voice over IP, Voice, PABX, Video and Data, Wireless 802.11,WISP and ISP connectivity. All these services can in some instances be combined into a seamlessservice package. Local regulations may affect the ability to offer some services and Airport Plannersand Engineers should check for this.

The platform may be used as a transport and integration layer for other airport sub-systems thatutilize the airport's campus backbone, such as Access Control, Public Address, Fire Detection andCCTV.

J5.2 SHARED EXTRANET CONNECTIVITY

Functionality:

The shared extranet type system can provide access to airline hosts for DCS, check in, reservations,ticketing, other back office applications and access to airport applications, such as CUTE, Bag SystemMessaging (BSMs) and Baggage Management System (BRS) and alert text messaging tools. Inaddition to providing end-to-end TCP/IP support these type of systems can also support legacy airlineprotocol support for P1024B/C, IP, AX25, EMTOX and MATIP. Features can include fully redundantlinks into the service provider networks and can feature a high level of security provided by firewalls.The firewall service can be fully managed and monitored remotely by a specialist security group. Theextranet provides end-to-end IP with security and traffic prioritization using Cisco ALPS technology.

Typical Platform:

A pair of Cisco routers (CS26xx or CS36xx) with dual Checkpoint Firewalls connected via dual framerelay links to dual service provider centers (where possible).


It will be important to consider the availability of a digital infrastructure to support IP and access tothe service providers backbone network via Frame-Relay. Implementing the systems can simplify theintroduction of Airline IP VPN's to an airport. Since the migration from legacy airline protocols to TCP/IP has started, airlines have had to provide their own tail circuits and provide their own routers fordeployment in the airport comms rooms. Since the provision of dual tail circuits and redundant, secure,VPN connections is expensive many airlines cannot afford this and the provision of a secure, redundantmanaged extranet can be an ideal solution.

J5.3 INTEGRATED WIDE AREA NETWORKS (WAN) & LOCAL AREANETWORKS (LAN)

Functionality

The objective of this arrangement is to integrate the dedicated service provider wide area networkswith airport and airline local area networks. The service providers aim is to link airport networks anddesktop portfolios and bring them together and make them available to the airport user in a coordinatedand effective manner.

WAN Services

• Carrier Access

Depending on the local telecom regulations, an airport can use the service provider to act as awholesaler of PTT services to airport tenants and provide planning and co-ordination for localaccess and long distance service, including the provision of data and voice circuits.

• Data Services

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— VPN Integration: Provides a VPN termination point so that devices on the campus networkcan join and leave tenants wide area virtual private networks (VPN) securely. Both dedicated(VLAN) or shared (VPN) connected devices can access the WAN VPN and data, voice andvideo is supported.

— Internet Access: Can be secure managed internet access for all airport tenants and VASproviders. Services are available for both operational, non operational and consumer access,providing a single, resilient access to the internet for all fixed and wireless Internet accessneeds. For smaller applications, services for operational data can also be made available viathe Internet using secure access VPNs from a single workstations where no LAN exists.

LAN Services

• Provision of LAN connections to support multiple quality of service (QOS). Using QOS supportsdata, voice and video applications and provides usage feeds to enable capacity managementand billing, which can be down to the device level.

• Support for VLAN and VPN security segmentation, supporting applications in tenant dedicatedand shared environments.

Voice Services

• PBX access: Provides basic airport PABX access and facilities with options to access tenantsown PABX systems.

• Handsets: Provision of a variety of handsets to support internal and external applications with achoice of analogue, digital or VoIP phones.

• Integrated VoIP: Provide VoIP solutions which, when the phone is positioned with a sharedworkstation, are tied into the user id used to logon. Supports download of dial plans associatedwith logon and access to legacy PABX as well as CISCO call manager.

• Voicemail: Provision of voice mail systems for digital and VoIP phones.

• Broadcast: Broadcast voice systems for general and targeted announcements and paging,including automated messaging.

Video Services

• Surveillance: Provision of surveillance infrastructure including cameras and control rooms basedon video over IP technology. Provide integration facilities for existing CCTV technology.

• Broadcast: Video broadcast facilities for use with intelligent signage including information andadvertising material. Management and billing for broadcast content.

Wireless Services

• Provision of a single, managed wireless infrastructure for the airport including providing segmentedcapacity for operational data, operational voice (2 way radio and wireless VoIP) and consumerdata.

• Provision of the operational network management element for public wireless services at theairport.

• Provision of spectrum management and policing of usage policies within the airport 331

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Security Services

• Access control — Integration of access control systems and management of the central servercomplexes. Access control systems can be installed with biometric support that will also beintegrated. Single Sign On (SSO) can also be supported.

• Government control authority interfaces can be provided over this infrastructure allowing airportplanners to design for convergence of passenger and staff security processing.

• Managed Firewall — The service provider, can provide a managed firewall service as part asthe managed Internet access. This can be supplemented with a managed firewall service withinthe LAN environment to segregate various parts of the LAN.


The primary consideration for the WAN services and external voice elements of the services will bethe regulations regarding the re-sale of local PTT services. In some countries this may not be possible.Other considerations to be made include the commercial model of the airport.

J5.4 CUTE TYPE SYSTEMS CONNECTIVITY

Functionality:

CUTE type systems are intended for airports wishing to maximize the use of scarce check-in andgate infrastructure facilities by providing a common use platform to run airline host-connected andstand-alone applications. CUTE type systems can provide a workstation environment with attachedATB, BTP, BGR and other ATI specific peripherals. The CUTE software allows the airline applicationsto interact, in a standard way, with the ATI specific peripherals. Please refer to clause J4.2 for generaloveriew of CUTE systems.

CUTE type systems can provide a secure environment allowing multiple users to share oneworkstation. This is enforced by processes, application certification, software containers and directoryservices based on remote management. CUTE platforms are made additionally secure by the useof dedicated VLANs that allow secure transactions on an airport provided network access airline hostconnections or IPSEC clients on the workstation allowing for a secure IP tunnel through the airport-shared space to the airline's application server.

CUTE type systems can allow airline applications to access their host DCS systems via a legacyCUTE gateway supporting P1024B, P1024C and X.25 and direct IP connections, in addition to theextranet. Current CUTE systems support fat Windows clients (preferably Win32), web services clientsand CUSS agent-facing applications.

Typical Platform:

CUTE type systems can be based upon the Windows range of operating systems and therefore theWorkstation and Server hardware will likely be Windows XP and 2003 Server compatible.


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J5.5 WIRELESS COMMUNICATIONS

iata

Functionality:

Wireless is the shared communications network at an airport based on Wireless Local Area Network(WLAN) or WiFi technology. Solutions can be based on IEEE 802.11b WLAN standard as this is acommon and appropriate solution in many cases. Support for the higher speed standards, 802.11aand 802.11 g is also available. Wireless communication can accommodate local as well as wide areanetwork connectivity and allows access to air transport applications and passenger communicationservices via standards-based, commercially available wireless devices. Wireless communications isoffered as a comprehensive service that covers the design, installation, operation and maintenanceof wireless access points, the WLAN infrastructure, and the ongoing management of the airportwireless environment.

Typical Platform:

Wireless communications can be based on CISCO or Symbol wireless access points supportingVLAN technology, and can be built on a switched Ethernet VLAN based network utilizing a radiusserver, firewall router, HP Openview and other systems determined by the design requirements.


Many factors are examined before placing a wireless infrastructure into an airport. Important factorscan include:

• RF Coverage: Determining the placement of access points for coverage to minimize interferenceis a key technical consideration.

• Wireless Applications: Support for known and expected wireless applications and theirrequirements need to be considered in the design. These would include performance, coverageand security requirements.

• Public vs. Private use: The requirement from the airport may be for either of both of these options.Public use would allow the passenger to use the wireless network to access services and theInternet, while private use allows only the airport and its tenants use of the network.

• Accounting: Accounting and billing requirements need to be considered.

• Spectrum Management: This should also be considered as a necessary element of an airport'swireless service.

• Security: Includes intrusion detection, firewalls, authentication, logging, and other needs.

• Neutral Host: Most Airports require a neutral host environment where tenants and the public canhave equal access into the network within a given priority level of access. For example eachwireless ISP (WISP) doing business at the airport would be able to provide service at the airportfor their subscribers.

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J5.6 IATA RECOMMENDED PRACTICE

J5.1R1 Internet Connectivity Solutions

Internet based systems as defined within clause J5.1 should be considered where an airportwishes to support a variety of airline and other tenants who use different protocols andapplications on their desktop. It is a flexible, open environment suitable for supplemental, charterand low cost carrier functions, as well as for major carriers and airline alliances who may havemore sophisticated desktop requirements. It should be specified where an airport wishes toappoint a third party to manage its campus operations and develop a broad range of IT servicesto resell to its tenants.

J5.IR2 Shared Extranet Connectivity Solutions

Shared extranet connectivity solutions should be specified as an option for airlines and othertenants (Retail POS. Handling Agents, etc.) who have 'light' traffic needs such as those foundat out-stations (a main operator or a hub site tenant would need dedicated VPN access). Theservice provider can provide an infrastructure for supporting legacy and IP protocols providingthe airpod with flexibility.

J5.IR3 TCP/IP Integration

Service provides now offer new generation LAN and WAN services offering TCP/IP integration,voice and video over IP in a highly secure environments These should be evaluated andconsidered by the airport planner.

J5.IR4 CUTE

CUTE type systems are an ideal solution for an airport implementing a workstation environmentin a shared enyifçnment (an environmmt different airlines share the same check-in desksand gates). These check-in desks can either be shared over a short space of time (i.e. multipleusers in 24 hours) or give the airport the flexibility to move airlines around over longer timeirames.

J5.IRS RF Site Survey and 3rd Party Considerations

Airports should perform an RF Site Survey, gathering customer requirements for theconsiderations listed above, incorporating governmental regulations and airport policies, andthen producing a technical design and implementation plan as well as standard operatingprocedures. The practice includes careful planning of integration requirements for 3rd partiesused in installation and maintenance, in addition to processes and systems necessary to supportWISPs for public access. A spectrum management plan should also be provided.

SECTION J6: PASSENGER PROCESSING FACILITIES PLANNING

J6.1 PASSENGER FLOWS

J6.1.1 Flow Rates General Flow Chart

General flow charts should be established showing originating, destination, transfer and transitpassengers, split by all traffic types (no-frills, charter, scheduled) by sector (domestic, international,European Community, Non-European Community, etc.) and by short/medium and long haul routes.(See Fig. J6-1 & Fig. J6-2). These are determined from statistical data and air traffic forecasts andshould be prepared for existing and projected traffic covering years 0, 5, 10 and 20 of the forecastperiod.

In this way forecast data can be translated into annual and peak hour flows such that an understandingof the scale and scope of the facilities can be realised.

J6.1.2 Originating Passengers and Baggage

The rate at which originating passengers arrive with their baggage at various points of the terminal,e.g., curb, check-in counters, government inspection services, etc., forms an important part of theplanning process in determining the size and capacity of the main functional areas. These passengerflow rates should therefore be carefully analysed, particularly where volumes are large. As thecharacteristics of domestic and international passengers are frequently different, the volumes andpatterns of each category, if significant, should be recorded separately.

This type of analysis may be produced in a format similar to that shown below where the passengerflow rate at the check-in counters is recorded for the design day in increments of 10 minutes,commencing approximately two hours prior to the first aircraft departure. The data given below isonly an example and similar data must be obtained for each specific terminal in order that therecommended analyses can be conducted.

Historical Data

Historical open and closed flight times can be obtained from the overall baggage handling ManagementInformation Systems (MISs) and from airline specific Departures Control Systems (DCSs) which isthe best and recommended source of historical data. Most modern MISs and DCSs are able toprovide data output in the form of spreadsheets/data tables which can be graphed/mapped into theconventional flight schedules as depicted within Fig. J6-1.

The modern MIS can also present Standard Time of Departure (STD) 'minus time periods' associatedwith the processing of early passengers and their baggage. It should be noted that MIS data is usuallynot airline specific. It should also be noted that the use of MIS data is dependent on the manner atwhich passengers are processed prior to check-in. Concourse screening versus in-line screening willpresent variations in passenger arrival profiles.

Where the recommended airline specific DCS historical data is used, this information can be collated

335


The following is a step by step guide which should be used when establishing passenger profilesresulting from departing flights:

Step 1:

Establish typical flight check-in pattern(s) for the terminal in question. Note that different check-inpatterns may apply to different periods of the day, and different type of flights (long-haul, short-haul,charter or no-frills). It must also take into account grouped originating passengers arriving by rail orbus.

Period

of

Day

Percentage of passenger per flight arriving at the

Check-in counters by 10-minute periods prior to flight

departure.120-110 110-100

100-90

90-80 80-70 70-60 60-50

50-40 40-30 30-20 20-10 10-0

06:00- 10:00 0 0 1 2 6 10 20 26 20 12 3 0

10:00-18:00 0 1 3 8 11 15 17 18 15 10 2 0

18:00 - 24:00

3 4 6 9 11 14 15 15 15 7 1 0

Step 2:

Apply appropriate check-in patterns to the design day forecast passenger load per flight.

Time 06:00 06:30

I07:00 07:30 08:00

|08:30 09:00

I09 30

AB 111 280 Passenger

CD 222 320 Passenger

3 6 17 28 56 73 56 33 8 0 3 6 19 32 64 83 64 39 10 0

"__LEF333 180

PassengerAB444 94

Passenger2 4 11 18 36 47 36 21 5 0 1 2 7 11 22 29 22

GH555 90 Passenger

1 2 5 9 18 24 18 11 2 0

EF666 130 Passenger

1 3 8 13 26 34 26 15 4 0

Total 0 3 6 19 32 67 92 94 85 54 42 37 34 43 55 59 81 94 75 61 39 22 0

336


Figure J6-1: Annual Flow Rates

Flow Chart (Annual Movements)

EC

4,5

N

ECS/M.H.

N EC

L.H.

Sohoduled (8.88) ÍEC I N EC S/M.H.

2.20 I 1.65 I I______0.31

Dom.1.10EC2.01

Total

(14.94

)

No

Frill!

(3.11Q.10

0.2

t.1Q 2.01

Originating & Destination Traffic (12.02)

Loaend tjotfj

Dom. Domestic

EC European Community

NEC Non European Community

S/M. H. Short-Medium Haul

L.H. Long-Haul

Transfers & Transit counted twice.

Annual Passenger Movements (x 1,000,000).

Transfers from same segment to same segment counted

once.

Figures derived from Passenger Forecast.

Traffic Split & Figures are given for illustration purposes only.

337


Figure J6-2: Peak Hour Flow Rates

Flow Chart (Peak Hour Movements) - Part OnlyAirside

Dom. N EC LH

Arrival

a a a

1_JN

Departure

1_J

Arrival Departun

sa

Arrival

3 9. S

Departure

s 1 a s

Arrival

a a

Departure

I a a a

Originating & Destination Traffic

Land side

Lgflind

Dom. Domestic

EC European Community

NEC Non European Community

S/M.H. Short-Medium Haul

L.H. Long-Haul

Transfers & Transit counted twice.

Figures derived from Passenger Forecast.

Traffic Split & Figures are given for illustration purposes only.

J6.1.3 Destination Passengers and Baggage

The flow rate of destination passenger and baggage is different from the originating flow rate justdescribed. These passengers will enter the terminal upon aircraft arrival in groups directly related tothe aircraft capacity, discharge rate (e.g. one or two passenger boarding bridges) and passengerload factor. As a consequence, the flow rate of passengers and baggage is directly related to theaircraft arrival rate and passenger load factors. For further information please refer to Chapter F ofthis manual, Section F6.

J6.1.4 Transit and Transfer Passengers

At airports where the volume of transit and transfer passengers is large, the flow rates of thesecategories of passengers will also require careful analysis. As in the case of destination, the flowrates of transit and transfer passengers are directly related to the aircraft arrival rate, discharge rateand passenger load factors.

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J6.1.5 Aircraft Type

The number and size of aircraft must be taken into account with respect to both arriving and departingpassenger and baggage flow. The forecast mix of aircraft may change with the growth of passengertraffic (especially the ratio of wide-body aircraft processed at the airport) and can have a significantimpact on the passenger terminal complex. If large aircraft predominate, the possibility of largersurges of passengers in all functional areas of the passenger terminal area is greater than with smalleraircraft.

J6.1.6 Well Wishers and Meeters/Greeters

In public areas, mainly the check-in and arrival concourses, well wishers and meeters/greeters mustbe taken into account. The number of well wishers will vary depending on individual cultures and thetype of flight (scheduled/charter, business/leisure, pilgrimage).

J6.2 FLOW ROUTES

J6.2.1 General

In accordance with the outline philosophy defined within Chapter K (Sections K1 to K6 inclusive)passenger flow routes should:

• Be as shod, straight and direct as possible, unimpeded by obstructions from passenger cross-flows or concession facilities.

• Be capable of use by all airlines and not restricted to individual aircraft loads.

• Permit multiple routings and be designed to give passengers a choice of government controlpositions in order to avoid bottlenecks.

• Be sufficiently flexible to permit establishment of temporary channels which can be by-passedby other passengers (e.g., for individual health control processing of a particular arriving aircraftpassenger load) or to permit regulation evolution.

• Permit processing of passengers individually or in groups.

• Introduce a minimum number of level changes.

Government regulations or security reasons should require flow separations; i.e.:

• One flow route for departing domestic passengers and one for international passengers.

• One flow route for arriving domestic passengers and one for international passengers.

• Departing passengers after security check-points must be physically separated from arrivingpassengers.

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J6.2.2 Flow In Terminal Area

A number of factors which affect passenger flow in the terminal area should be taken into accountas design targets; these include:

(a) Walking Distances

Walking distances for passengers should be as short as possible. In determining the distance betweenmajor functions in the terminal, the planner must consider whether baggage is to be carried or not,the type and availability of baggage trolleys, changes in level, and the accessibility of the aircraftwithout resorting to ground transport.

The suggested maximum walking distance between the major functions (i.e., car park to check-in/baggage claim and check-in/baggage claim to gate lounge) is 300m.

Greater distances can be accepted provided a form of mechanical assistance is made readily availableto passengers. Such systems are costly and therefore a full cost/benefit analysis is necessary beforeinstallation. In all terminals where progressive expansion is envisaged, incorporation of a people-mover system, and due provision for the necessary right-of-way and other related factors must be

(b) Separation of International and Domestic Traffic

In line with the requirements of Section K3, and where control requirements make it necessary,provision must be made for the separation of international and domestic passengers on the airsideof terminals. However, a flexible arrangement should be incorporated whenever possible, so that allor specified gates can be used as required for either category of passengers, and to allow regulationevolution (this is particularly true for countries on the fringes of Europe who may or may not join thecommon community).

This is an important objective in the planning of terminal layouts, and the co-operation of controlauthorities must be sought in the reduction of restrictive regulations, which could prevent optimumuse of facilities.

(c) Separation of Arriving and Departing Passengers

In line with the requirements of Section K3 and for domestic traffic, separation should not necessarilybe mandatory, but under certain circumstances or regulations, arriving and departing passengersmay have to be separated (Refer to Section K3 for further details).

For international traffic, in all terminals, originating passengers have to be separated from their friends,from domestic passengers and from arriving passengers at the point where the security check iscarried out.

(d) Changes in Level

If passengers are required to change levels when walking, escalators or moving ramps should beprovided, at least in the upward direction. Passengers should not be required to move baggage otherthan hand baggage between levels. Experience has shown that the use of elevators to enablepassengers (other than disabled passengers) to change levels is not satisfactory from a capacitypoint of view.

The use of escalators to transfer departing passengers to lower levels at confined air bridge rotundasis not recommended.

(e) Facilities for Disabled Passengers

Refer to Section K6 — Disabled Passengers

(f) Integrated Public Information

Passenger flows can be greatly expedited by providing an integrated public information system,including standardised internal sign posting, flight arrival and departure information, and an adequateselective public address system. Advertising posters and displays must not be permitted to detractfrom sign posting provided for information purposes.

(g) Concession Location

Special care should be taken to ensure that concessions are conveniently located and do not interferewith the passenger flow.

Passengers should not be intentionally routed through concession areas, especially when more directroutes are possible.

(h) CIP Lounge Location

In line with the functional requirements of business lounges defined within Section P3 — Hotels &Business Centers, airline CIP/business lounges should be located in a central position on orimmediately above primary passenger circulation routes. Direct access to concession areas may alsobe advantageous.

(i) Check-In Area Layout

The area around the check-in facility should be large enough to accommodate the friends and familyof passengers without interference to the check-in process. If this is not the case, then considerationshould be given to excluding friends and family from the check-in concourse. Please refer to SectionJ9 — Check-in Systems and Section U2 — Departures Systems.

(j) Boarding Area Layout

The boarding card reader/check-point should be as close to the aircraft as possible,

(k) Arrival Area Layout

Terminating International passengers should be able to join meeter/greeters immediately outside thepoint where they clear the final inbound controls. To assist the orientation of both parties, considerationshould be given to providing a transparent screen between the reclaim area and the arrivals concourse.

(I) Transit and Transfer Passengers

In line with the requirements of Chapter K (Sections K1-K4 inclusive), the terminal design must permit

341


J6.2.3 Flow to Aircraft

The flow of passengers between the terminal building and the aircraft should be direct anduncomplicated, with clearly defined flow routes which are safe and operationally acceptable.Passengers should be able to enter and leave the aircraft without steep changes in floor levels andunder protection from weather, blast and noise.

Passenger flow at the aircraft will obviously be affected by the apron system and layout employed.The following points are pertinent to this aspect:

(a) Passenger Boarding Bridges

In line with the requirements of Section J11 — Passenger Boarding Bridges, this system is favouredby the airlines where it is justified and supported by a cost/benefit analysis which demonstrates anachievable high utilisation rate. Passenger boarding bridges foster smooth, relatively uncontrolledindividual embarkation and disembarkation of passengers. Passenger boarding bridges have provedparticularly advantageous with high capacity aircraft.

For Code E aircraft, consideration should be given to the provision of two bridges, to improve therate of passenger flows.

For Code F aircraft, and in particular the A380 with two main decks, consideration should be givento the provision of two bridges, one to both levels, to improve the rate of passenger flows. A thirdbridge may also be employed depending upon individual airline requirements.

(b) Apron Transport

At airports where loading bridges are not installed and the aircraft are parked remotely, buses shouldbe used to convey passengers directly between the aircraft and the terminal.

(c) Direct Apron Access

This system is not generally encouraged by the airlines as passengers are exposed to the effects ofweather, aircraft blast and noise. However, for low frills carriers, whose business models cannotsupport additional on-costs, expenses related to air bridges are often not permitted. Also, it is essentialthat passenger movement on the apron is constrained to clearly marked walkways with a minimumnumber of access points onto the apron, and that such movement is always strictly supervised. Thisis particularly relevant for small commuter aircraft (particularly in the case of a running engine) whichare unable to use loading bridges, or where bridges are unavailable. Passenger proceeding betweenthe aircraft and the terminal building should never be allowed to walk across taxi-lanes or taxiways.

J6.2.4 Access Control

When planning new airports, or major redevelopments to existing ones, consideration should be givento reducing to the minimum the number of staff, authorised persons and vehicles requiring accessto the airside areas. In this way the number of access control points inside and outside all buildingscan also be reduced to the minimum. This can be achieved by:

• Having plant and maintenance facilities landside.

• Providing adequate facilities for staff within the restricted zones (RZ) to reduce the number oftimes they need to enter and leave it in the course of their duties.

• Co-ordinating landside, non-public access and airside/RZ access control.

342



J6.IR1 Flow Charts

All airports should establish flow charts that clearly show originating, destination, transfer andtransit passengers, split by all traffic types (no-frills, charter, scheduled) by sector (domestic,international. Schengen, Non-Schengen, etc.), and by short/medium and long-haul routes. Theseare determined from statistical data and air traffic forecasts and should be prepared for existingand projected traffic covering years 0, 5, 10 and 20 of the forecast period.

J6.IR2 Flow Routes

Flow routes for passengers should be as short and straight as possible, with few if.any changesin level, in order to minimise the time taken to travel to, from and between aircraft.

^------------------------------------------------------..............__________________________________

JIIR3 Separation and Segregation of Passengers: ■■":< 'CXts'. '■'■'X'.'

Flow routes should allow for the separation of international and domestic passengers and/orarriving and departing international passengers as required by ICAO and/or individualgovernment regulations. Please also refer to Section K3 and in particular K3.IR1 for furtherclarification.

JS.IR4 Barriers to Passenger Movement

Passenger flow routes should not be deliberately manipulated such that passengers are re-routed through concession areas, especially were direct routes are possible. Please also referto Section J7 — Concession Planning.

343



SECTION J7: CONCESSION PLANNING

J7.1 PUBLIC TERMINAL RETAIL CONCESSION SERVICE AREAS

Surveys on airports show that passengers want, and expect to see, retail and food concession facilitiesat airports where they can shop and dine. At some larger airports up to 20% of the terminal area canbe dedicated to airport shops in often purpose-built retail lounges, although 8%-12% is more typical.

With passengers willing to spend large amounts of money on airport shopping, concession revenuescan provide the airport with up to 30-50% of their total airport revenues. IATA and its airline memberssupport the airport authorities in their plans to develop or expand airport concessions provided that:

• The commercial revenue earned by the airport authority is used to reduce airline user charges.

• Airports should operate a 'single till policy' for all revenue sales from airport and subsidiarycompanies. This form of trading should be fully open book to enable airlines to readily evaluaterevenues from all forms of airport operator trading activities.

• The accessibility and accommodation for these facilities must be arranged so that maximumexposure to the passenger and visitor can be accomplished without interfering with the flow ofpassenger traffic in the terminal. See Clause J7.2.1.

For planning purposes, concessions are typically categorized in six groups:

• Duty Free.

• Specialty, duty paid retail.

• Convenience retail.

• Food & beverage.

• Services.

SERVICESCONVENIENCE — news standsBanks, ATM's*FOOD & BEVERAGEInsurance SalesCoffee bars, snack shops*Post OfficeRestaurants*Barber shop/beauty salonCocktail LoungeMassageCafeteriaNurseryFood courts*Day RoomsDUTY FREEFitness centre, pool, saunaSPECIALTY RETAILCurrency Exchange*GiftsObservation areaClothingPay phones*ShoesBaggage wrapping, storage*Personal care products*Medical services*BooksShoe ShineWine/liquor (duty paid)Business centre*Greeting cardsCommon use CIP lounges*ADVERTISINGVideo arcades, casinosWall mounted advertisingGeneral information, tourism information*Displays, event areas

*Denotes recommended.

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J7.2 LOCATION OF RETAIL FACILITIES

J7.2.1 Passenger Flow

Concession sales are governed heavily by the principle of passing trade and advertising. Successfulconcession programs are employed primarily on enplaning passenger flows, but without impedingthese flows or causing complex routings. Passenger dwell times tend to be longer than they were inthe past, leaving many passengers ample time for shopping and dining.

FIG. J7.1 — Passenger Flow Through Retailand Food Concession Areas

PIER/SATÉLITE

FOOD

RETAIL

RETAILSEATING

SEATING

1T

PRIMARY PASSENGERDEPARTURES ROUTE

RETAIL RETAIL

RETAIL RETAIL

XRETAIL RETAIL/

FOODRETAIL

SEATING

FOODSEATING

RETAIL RETAIL RETAIL FOOD

PASSPORT CONTROL

NOTES

SECURITY CONTROL

DEPARTURES CHECK-IN

DENOTES PASSENGERFLOW

DENOTES EMERGENCYEXIST (Observe NationalMandatory Requirement)

It is fairly common for enplaning passengers to locate their gate and then return to concession loungesonce they have a clear understanding of the time that they have available.

Concession areas that complement efficient and operationally successful terminals usually:

• Have a clear distinction between directional signage and concession signage or advertising.

• Have flight information displays at frequent intervals in the concession areas so that passengers

can judge their timelines appropriately.

• Have clusters of concessions in areas differentiated from the remainder of the terminal.

During concession planning, the convenience retail (news stands) are separated from other duty paidretail, because these units tend to be repeated throughout the terminal, often are located near gates,and are viewed as both a concession and an important passenger service. In larger terminals, thereis often a core area of food, including restaurants and a food court, but also satellite food and beverageunits in gate areas. Concessions to serve arriving passengers and greeters tend to be more limited.Arriving passengers are focused on leaving the terminal as quickly as possible.

J7.2.2 Landside Retail

Landside concession facilities should incorporate both retail and food concession facilities. The sizeof these facilities should be aligned to cater for the volume of passengers, landside staff and well-wishers/greeters that are likely to use the facilities. The retail element of this facility will typicallyaccount for 20%-30% of the total retail space provided within the terminal. This reduced percentageof retail entices passengers to progress through security and immigration as quickly as possible, andthen proceed to duty free or duty free priced sales areas.

J7.2.3 Airside Retail

It is recommended that airside concessions should account for 70%- 80% of the total concessionspace within the terminal. Retail facilities should be sensitive to cater for national and internationalpassengers. Successful airside retail areas are well illuminated, heated and ventilated (refer to SectionY2 for recommended lighting and heating levels), providing a suitably wide cross spectrum of productsales. It is essential that airside retail sales do not impair the functional characteristics of the passengerterminal.

Use of airside concessions by passengers reduces space demands on hold rooms, and 25-40% ofthe seating provided in airside restaurants and food courts can be counted as contributing to availableairside seating.

J7.2.4 Restricted Retail Goods

Some products are inappropriate to be sold within the airport terminal because of securityrequirements. Harmful goods may include pen-knives, scissors, letter openers, etc. Reference shouldalso be made to the IATA Security Manual, which defines products that are inappropriate to be soldwithin airports. No goods which could be used in a harmful way should be sold within airport shops,landside or airside. Particular attention should be given to those products sold airside, as theseproducts may fail to be screened.

J7.3 SIZING RETAIL CONCESSIONS

Retail concessions are planned based on supportable space. Using market research, comparisonswith successful concession programs at other airports of similar size and traffic characteristics, andhistorical concession performance at the airport, sales per enplanement (SPE) in the six concessioncategories are forecast. These annual SPE's are then combined with forecast annual enplanementsand typical concession sales productivity (sales per unit area) to arrive at supportable concessionspace.

Concession rents are typically calculated on the basis of percentage of gross sales. Where concessionsare appropriately sized and competitively tendered, these rents will typically deliver 3 to 5 times theannualized floorspace cost of the terminal (considering terminal capital and operations) and providean excellent source of revenue to the airport.

J7.4 CONCESSION SERVICING & STORAGE

Terminal planners should consider concessions servicing and storage during terminal planning anddesign, including:

• Secure truck bays for the delivery of supplies and stock to concessions and the removal of

waste.

• Security screening points at the truck bays to screen concession goods.

• Waste storage and compaction facilities at or near the truck bays.

• Storage areas for concession goods within the terminal.

• Back of house service corridors and service elevators so that food, food waste and retail stock


J7.IR1 Landside: Airside Retail Proportions

70%-80% of concession space within airports should bW located ahside. The remaining 20%-30% of airport retail sales should be located land-side.

J7.IR2 Functional Requirements

The primary functions of the departures lounge should not be compromised by ine inclusion ofconcession facilities. Clear* straight passenger routes through the concession space should beprovided. Concession spaces should be differentiated from the balance of the airside area, andconcession signage should be different in color and format from directional or emergencysignage.

1_____________________

J7.IR3 Passenger Seating

25-40% of the seating within airside restaurants, bars and food courts can be used as conU ibutingto the required airside seating.

The size of concessions should be determined through development of supportable spaocalculations, considering market research on passengers needs/wants, and the performance ofother successful concession programs.

J7.IR4 Retail Spatial Considerations

SECTION J8: MAINTENANCE

J8.1 ICAO REQUIREMENTS

Clauses 9.4.1 to 9.4.32 inclusive from ICAO Annex 14 explain the mandatory requirements for allmember state airports to have maintenance programs in place and fully operational to ensure thatairport buildings, aprons and support infrastructure systems are maintained appropriately anddiligently. Sample ICAO Annex 14 Chapter 9.4 text includes:

"9.4 Maintenance General

9.4.1 Recommendation.

A maintenance programme, including preventive maintenance where appropriate, should beestablished at an aerodrome to maintain facilities in a condition which does not impair the safety,regularity or efficiency of air navigation.

Note 1. Preventive maintenance is programmed maintenance work done in order to prevent afailure or degradation of facilities.

Note 2. "Facilities" are intended to include such items as pavement, visual aids, fencing, drainagesystems and buildings.

9.4.2 Recommendation.

The design and application of the maintenance programme should observe Human Factors principles".

In addition to ICAO International legislation, there can be and often is national legislation which requiresairports to instigate maintenance programs with similar mandatory objectives. Airport designers arerecommended to design facilities which can be maintained safely and easily.

J8.1.1 Objectives Of Airport Asset Maintenance

All building structures will require some form of maintenance to ensure that they remain capable offunctioning safely and appropriately. The level of maintenance will depend on many factors, whichmay include but is not limited to:

• Building or infrastructure materials used.

• Building of infrastructure usage (baggage hall vs passenger hall vs airfield lighting systems).

• Age of the building or infrastructure asset (older assets usually require more frequentmaintenance).

The following assets should, as a minimum, be included within airport active maintenance programmes(where applicable). Other airport assets may need to be assessed and maintained and included.Airport designers should design airport assets which allow airport operators to maintain assets easily.Airport designers are recommended to liaise with airport operators at project handover to providesuitable inventories of assets and maintenance schedules for the assets listed below:

Terminal Buildings

• Building structure

• Heating and ventilation systems.

• Lighting systems.

• Roads and tunnels infrastructure.

• Staff and passenger fire escapes.

• Passenger boarding bridges.

• IT infrastructure systems.

• Baggage systems.

• Fire escapes.

• Road/Aircraft bridges.

• Etc.

Apron Systems

• Taxiway lighting and control.

• Runway lighting and control.

• Perimeter fencing and security detection.

• Access control systems.

• Fire services systems.

• Sewage treatment and disbursal systems.

• Fuel farm and fuel delivery systems.

• Etc.

J8.2 PREVENTATIVE MAINTENANCE STRATEGIES

Preventative maintenance is used as a tool to retain service levels of equipment and infrastructurewhile minimizing the operational impact of system downtime on the airport. This is achieved byconducting servicing in planned non-operational periods for the airport and its clients. While allairports should develop preventative maintenance strategies, the precise details of aiiport maintenancestrategies will vary from airport to airport, according to the size and complexity and the operationalduty of the airport.

Preventative maintenance strategies should learn from historical data on items such as Mean TimeBefore Failure (MTBF) for equipment and infrastructure. Equipment should be replaced or maintainedbefore the next MTBF occurs. There are maintenance scheduling software packages available whichare able to predict and list actions and trends on equipment which can reduce long term operationalmaintenance costs in parallel to improving performance of airports and availability and safety

The maintenance fixes are prioritized according to commercial and safety risk, and by asset MTBFdate/time which is managed by the computer and the maintenance software.

J8.3 TYPICAL STRUCTURAL / INFRASTRUCTURE FAULTS

There is a wide range of faults that can occur within an operational airport that can be avoided bycorrectly applied preventative maintenance. Some faults are predictable, some are not, and certainfaults will be associated with poor design, poor installation or poor historical maintenance. Ofteninternal building systems (HVAC, etc.) are properly maintained, while the actual building structure isoverlooked (most steel and concrete structures require regular maintenance).

One of the most common and most serious structural maintenance faults is associated with thedamage of building internal or external columns which are hit by airside vehicles. Concrete columnprotection footings and/or steel column protectors can often be frequently hit by airside vehicles, suchas baggage tugs, aircraft towing tractors, airside passenger buses, etc. While the occasional lightercontact (though not recommended) can be usually accommodated by good structural design, wherethis type of contact is frequently occurring and protection systems are degraded over time, seriousstructural problems can result. Airports operators should consult a qualified structural engineer inareas of any doubt.

Concrete degradation is common, particularly where climates necessitate the use of road salts fornegative weather temperatures. Delaminating steel beams and columns are frequently observed inwetter climates where water dispersal within the structure is poorly designed. Expert structuralevaluation is required on a case by case basis to ensure that structures can withstand the intendeddesign loads and usage requirements. It is recommended that designers should produce structureswhich promote ease of maintenance inspections and adequate water drainage systems.

Asset Code/NameLast RepairDate/Durationof FixPredictedremaining timebefore failureDate/TimeStaff Skills andMaintenance CostMaintenanceKit/DocumentationRequiredID 3014PassengerBoardingBridgeGOLF 2215th July 2002(2 hours)31st January2003Passenger BoardingBridge1x Certified ServiceTechnicianGBP 950Kit3014-B1Rotunda HingePivots GreasingID 1077Baggage HallColumnProtectors1st June 20024 Hours1st February2003General StructuralTechniciansX3GBP 5750Kit 1077-D1Building ColumnProtective BarrierRepair

The table below is a sample of a typical maintenance scheduling report output:


J8 IR1 Airport Maintenance Strategies

In line with the requirements of ICAO Annex 14 Chapter 9.4, airports should have a fullyimplemented and airport wide systems maintenance strategy.

J8.IR2 Design for Maintenance

Airport facilities and infrastructure should be designed in such a way as to promote ease formaintenance inspections and general routine maintenance activities from authorized personnel.As a small limited example, plant rooms should be adequately sized, illuminated and ventilated.Slmilariy, water drainage systems should be adequately and safely accessible for regular cleaningactivities. IT infrastructure should be accessible and designed to aid hardware and softwaremaintenance activities.

J8.1R3 Design for Maintenance

All maintenance works at the airport should be carried out with cWÉ scheduling and operationaljot miiion between the airport and the AOC. Airlines should be Informed in advance aboutmajor maintenance works, especially when these works could influence their operationalprocesses.

SECTION J9: CHECK-IN

J9.1 GENERAL

The layout of the check-in hall in the passenger terminal is largely influenced by the check-in conceptplanned by the airport authority. It is essential therefore that the airlines and handling agents areconsulted early in the terminal planning process to ensure optimal operational effectiveness.

The allocation of check-in counters to the various airlines and alliances should be considered earlyin the planning process. There should be a logical flow for all passengers, and particularly alliancepassengers, between check-in, CIP lounge and the departure gate lounge.

J9.2 TYPICAL CHECK-IN CONCEPTS

There are three typical check-in concepts that can be selected:

1. Centralized Check-in.

2. Split Check-in.

3. Gate Check-in.

J9.2.1 Centralized Check-in

Passengers and baggage are processed at check-in counters located in a common, central area —usually the departure level of the terminal. The counters may be divided into sections specificallydesignated for individual airlines or flights or, alternatively, passengers may be free to check-in atany counter position. If the latter option is chosen, particular attention must be paid to the baggagesorting implications, which at large airports may necessitate sophisticated and costly systems. Thecheck-in counter configuration chosen will govern the width and the depth of the terminal building.

J9.2.2 Split Check-in

The check-in function is split between two or more locations within the terminal complex. For example,passengers and baggage may be accepted at central check-in counters, or alternatively at otherlocations around the airport including but not limited to:

• Check-in area located in the train station.

• Check-in area located in the car park.

• Check-in area located in a commercial building located on the airport.

• The entrance to the gate lounge.

■ Downtown check-in.

Attention must be paid to baggage acceptance at these remote locations. It is much more complexto take baggage from remote locations to the central sortation hall.

The physical layout of terminals with split check-in systems varies widely because of the variety oftypes of procedures available.

The airlines prefer a centralized check-in layout since split check-in layouts require additional airlinecheck-in staff.

J9.2.3 Gate Check-in

Passengers proceed with their baggage directly to the gate and are processed at check-in countersimmediately in front of the appropriate gate lounge. A good example of this type of check-in layoutis Hanover, Germany. This concept:

• Simplifies check-in handling procedures.

• Shortens passenger walking distances within the terminal.

• Reduces passenger reporting time.

• Reduces baggage sorting requirements.

• Could generate more staff requirements.

J9.3 CHECK-IN HALL

The airlines acceptance of passengers and their checked baggage takes place in the check-in hall,which consists of a number of check-in counters with appropriate baggage conveyance facilities.Check-in counters may be placed in either a linear type layout or an island type layout. Within eachof the two main types of counter layouts, several variants exist.

The distance a passenger must carry his/her baggage to the closest terminal check-in point shouldbe kept to a minimum.

Most check-in layouts now include a CUTE system (see Section J4).

The layout of the check-in hall is changing quickly to accommodate an increasing number of self-service kiosks. The airlines are introducing these kiosks as a means to speed up the check-in process,lower costs by reducing the number of passenger agents required, and increase security at counters.It is estimated that 33-50% of check-in counters will be self-service based on recent experience inEurope and North America (see clause J4.3). Approximately half the self-service kiosks are designedfor passengers with baggage.

Where traditional check-in counter layouts (island or linear) are required in a contemporary airportdesign, provision should be made to allow for the gradual replacement of these counters with self-service kiosks. The baggage system planned for should also contain a similar degree of flexibility.

Limited seating should be included in the check-in hall for some well-wishers to use while passengersare checking-in.

Baggage trolleys and related storage areas need to be provided.

Many airlines now use stanchions in front of the check-in counters so passengers can be processedin a single queue or a few queues separated by class of service rather than processing passengersin multiple queues.

Most typically, an airline will use 8 check-in counters to process passengers for a 747-400 flight. Onecounter is used for first class; two counters for business class and the remaining five counters foreconomy class.

Departure flight information displays (FIDS) must be available within the check-in hall. The FIDSmonitors should show which airlines are operating from which check-in counters.

Appropriate systems for the conveyance of passengers' baggage from the check-in counters to thebaggage make-up area must be provided. The type of system may include a number of transitionsand can be relatively complex, as is the case with centralized check-in, or very simple in the case ofgate check-in. The maximum number of check-in counters per baggage conveyor belt must be


flow from each feeder belt, so as to prevent congestion or jamming of bags when they merge on themain conveyor. Automatic controls to ensure that bags from any counter have equal opportunity ofaccess to the main conveyor may also need to be incorporated.

Specially designated counters are required for the acceptance of oversized baggage. These countersmay be located in each check-in island at clearly identified positions, usually one per check-in island,or they may be located at the head of the check-in hall at one or several positions. These check-inpositions will have wider baggage belts with a straight feed down to the outbound baggage room.They usually also have easy access to a freight elevator that will allow large pieces of baggage tobe placed on a cart and taken down to the outbound baggage room.

J9.3.1 Linear Type Check-in Layout

Linear type layouts may be used both for centralized check-in and for gate check-in. The countersmay be arranged in an uninterrupted, linear layout or be spaced so as to allow passengers to passbetween the counters after check-in (pass-through layout). This type of check-in layout is not favouredsince the check-in hall becomes long and narrow when a large number of counters are required. Thislayout usually tends to promote congestion in the check-in hall.

J9.3.2 island Type Check-in Layout

Island type layouts are suitable for centralized check-in. Each island, where the axis is orientatedparallel to the flow of passengers through the terminal concourse, may consist of 10-20 individualcheck-in counters on each side. This number of counters on each side of the check-in island willrequire two main baggage conveyor belts installed in parallel back to back. Commonly 20-30mseparation between adjacent islands is evident. The IATA recommended distance is 24-26m. Theisland check-in layout is favoured by ACCs over the linear check-in counter layout.

The head of each check-in island should be used for airline sales, ticketing and information counters.

Each side of each check-in island should be identified with a letter or number. In some cases thearea between two check-in islands is identified.

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J9.4 CHECK-IN COUNTER DESIGN

Airlines/handling agents must be consulted in the design phase of the check-in counters, as the layoutof the counters will depend on the procedures they will use for passenger check-in and baggagehandling.

The check-in counter design must consider the ergonomic requirements of both passengers and theairline staff. The computer monitor and keyboard should be adjustable to suit different sizes of airlinestaff. A mock-up of the check-in desk should be built and airline check-in staff encouraged to testthe mock-up model before the new counters are manufactured.

In designing the check-in counter, adequate space must be provided for all possible airline computerequipment. The dimensions and exact location of such equipment should be determined by consultingthe airlines/handling agencies concerned at each specific airport. Computer equipment dimensionsare constantly changing, therefore flexibility is required in the design of areas in/on the counter wherethe equipment will be placed.

Figure J9-4: JFK T1 Counters as a Benchmark for Counter Design

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J9.4.1 Check-in Equipment

The equipment which will be housed in the check-in counter includes:

• Computer monitor (flat panel preferred), keyboard and CPU.

• Boarding pass printer.

• Baggage tag printer.

• Document/itinerary printer.

• Passport reader.

• Telephone/interphone.

• Conveyor controls.

• Baggage scale readout.

The PC and printer equipment is usually supplied by the CUTE supplier.

J9.4.2 Check-in Signage

Good signage is required over each check-in counter so passengers can easily identify the airlineoperating from that counter. The signage should also identify:

• The type of service (First class, Business class or Economy class).

• The flight number.

• The destination(s).

There are several types of monitors that are used for check-in signage. These include:

• TFT-LCD display monitors.

• Plasma display monitors.

J9.4.3 General Counter Design Requirements

Some of the general requirements that need to be considered in designing the check-in counter are:

• A suitable stool with adjustable height and 5 prong base.

• Keyboard shelf with adjustable height as an option to having the keyboard placed on the desktop.

• Palmrest for the keyboard.

• Adjustable footrest.

• Waste basket.

• Counter identification number.

• Selection of materials that provide ease of maintenance, possibility of future modifications, reducedglare (matte finish) and resilient enough to withstand heavy wear and tear.

• Exposed counter edges should be rounded.

• Suitable location for baggage identification tags and airline timetables.

• Easy access to the CPU.

• If equipment is to be located within the counter, printers should be on a shelf which pulls out foreasy refilling and maintenance. The pull-out shelf should be lockable.

• Good cabling management should provide easy access from the back side of the counter forrepair/replacement of computer equipment.

• Adequate space/drawers should be provided so that the desk looks neat and organized at alltimes.

• For security reasons all drawers and pigeon hole arrangements containing baggage tags, ticketstock, boarding passes, etc. should be lockable.

• Adequate ventilation is required for computer equipment in the counter.

• Lighting for the check-in counter must be carefully considered so that sufficient working light isprovided without excessive glare preventing reading of the computer screen.

• Where possible, the desks should be based on a modular system of basic units.

Figure J9-3: Example of Check-In Counter Designi«--------------*

h—°—H

SECTION C-CSECTION B-B

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Combined Standing/Seated Agent Position

Table of Dimensions

Element Dimensions (cm)

A Counter Height 122-128

B Desk Working Height 92-100

C Counter Depth 80-90

D Depth of Counter Top 25-30

E Tagging Belt Height 40-45

F Weigh Belt Height at Passenger Side 30-35

G Shelf Depth 10-15

H Shelf Height 70-80

J Height of Waste Basket (optional) approx. 15

K Protrusion of Weighing Belt in Front of Counter 25-35

L Length Tagging Belt 80-90

M Front of Belt to Back of Counter 15-20

N Counter Width 120-130

0 Net Conveyor/Scale Width 50-60

P Space Between Counters 58-68

Q Clear Space Below Work Surface 87-95

R Width Agent Knee Space min. 60

S Depth of Cut-out for Agents Knees approx. 30

T Clear Space Above Work Surface 25-30

U Storage/Equipment Space According to Local Airline Requirements

V Depth of Free Area for Inst. & Cabling approx. 15

Notes:1.Dimensions based upon an average passenger eye level of 1.60 m.2.Dimensions C + G should be max. 1.00 m.3.Provision of shelf at passenger side of desk is optional.4.Provision of feeder belt system is optional. If scale/platform used, dimensions E, F, K, L and M are not applicable.5.Careful attention should be paid to slope of weighing belt (max. 10%).6.Optional waste basket shown at bottom of agent knee well. This only valid for combined standing/seated agent position.

7. Where double counters are proposed which will be used by a single airline, and that carrier chooses to share equipment, counter storage/equipment space can be less than twice the requirement for a single counter.

Figure J9-4: Example of Check-In Counter Design (cont'd)

SECTION A-A

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■

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Figure J9-5: Self Service Kiosks in Munich Terminal 2


J9.IR1 The favoured Check-In Hall layout includes Island Check-in

with:

I / 0-20 counters per side.

• Double main baggage collector conveyor belts.

26m separation between islands.

A CUTE system.

fpf JFK check-in counters used as the benchmark design.

A mock-up counter tested by airline check-in staff.

Increased availability of self-service kiosks (see Figure J9-5).

SECTION J10: PEOPLE MOVER SYSTEMS

J10.1 AUTOMATED PEOPLE MOVERS (APM)

Automated People Mover (APM) equipment has become more and more commonplace, particularlywithin the confines of the airport perimeter. APM systems are a transportation alternative often usedto transport passengers travelling greater distances within airports. An APM system is basically anautomated driver-less train, in which individual vehicles or trains operate at frequent intervals ondedicated guideways. APM systems are designed to carry large numbers of passengers within highdensity activity areas such as airports.

Figure J10-1 — Typical APM

As new airports are developed and existing airports are expanded to accommodate theserequirements, the distances which passengers must travel within the airport increase. Conventionalpedestrian modes such as moving walkways are acceptable for short distances, but do not providea sufficient level of service to passengers when greater distances are involved.

APMs offer lower cost alternatives to traditional rail provision as drivers are rarely if at all needed(APMs can be operated often in manual mode with a driver on-board). Track infrastructure is bothcheaper and easier to install with fewer track-placed signals.

The basic building blocks of APMs are:

Rail rolling stock of light gauge.

Track infrastructure and controls.

CCTV systems.

Air conditioning/heating systems.

Centralized track and rolling stock control facility.

Power distribution network via track and transformers.

08

Planning for new and existing airports continues to indicate the need to accommodate additionalaircraft and greater numbers of passengers. More gates and/or reconfigured gate layouts are oftenrequired to accommodate these aircraft.

The reasons that APMs are used extensively on the airport complex include:

• The volume of people being moved is relatively small: typically 150 people at a time though up-to 500 passengers is possible.

• Often the travel distances are relatively short, with distances below 1km being common.

• The frequency of people movement is often high.

• The destinations or the drop-off and loading points for passengers are limited, often less than 5destinations on a single track and commonly only 2 destinations are provided.

These combined factors steer the designer away from manned services, such as full gauge rail andbuses, and lean them toward APM technology. Planners of almost all large airports envision theimplementation of an APM system at some point in its development. Even at airports which do notinitially anticipate an APM system, space and rights-of-way should be reserved so that APM systemscan be accommodated if needed in the future.

J10.2 APM APPLICATIONS AT AIRPORTS

APM systems can be planned to satisfy several different transportation requirements at airports. Theprincipal applications for APM systems can be classified in the following groups:

• Terminal to gate connections — APM systems connecting main terminal processing areas toaircraft gates in satellites or piers.

• Landside connections — APM systems connecting unit terminals and landside airport functionssuch as remote parking and car rental facilities.

• Intra-terminal connections — APM systems serving as connections between aircraft gates withinone terminal or satellite to facilitate the movement of intra-line transfer passengers.

Atlanta, Georgia, USA London-Stansted Airport, UK

Chicago, Illinois, USA Miami, Florida, USA

Cincinnati, Ohio, USA Newark, New Jersey, USA

Dallas-Fort Worth, Texas, USA Orlando, Florida, USA

Denver, Colorado, USA Osaka-Kansai, Japan

Frankfurt, Germany Pittsburgh, Pennsylvania, USA

Hong Kong, China Seattle-Tacoma, Washington, USA

Houston, Texas, USA Singapore

Kuala Lumpur, Malaysia Tampa, Florida, USA

Las Vegas, Nevada, USA Tokyo-Narita Airport, Japan

London-Gatwick Airport, UK

J10.3 APM PLANNING CONSIDERATIONS

After identifying potential APM applications at an airport, it is important to define the service to beprovided by the system and to identify and analyze its APM car occupancy characteristics and demand.The airport elements which require interconnection should be identified. These points of service caninclude:

• Satellites or piers and a main terminal, in the case of terminal to gate connections.

• Unit terminals, parking areas, car rental facilities or other landside functions, in the case of landsideconnections.

• Groups of gates in an intra-terminal connection.

• Off airport transit stations or intermodal facilities in transit connections.

The potential station locations within each element can be developed later, based on the physicalconfiguration of the elements, level of service criteria, and the demographics of the potential APMcar occupancy .

Goals should be established for the level of service to be provided to passengers. The key criteriaaffecting APM system planning are maximum walk distance, minimum connection times, andpassenger waiting time for trains. Many other airport level of service criteria also apply to the planningof APM systems, including criteria such as minimizing passenger level changes, minimizing transfersbetween trains, and maximizing the visibility of the system to passengers.

J10.5 TYPE OF APM CAR OCCUPANTS

All categories of potential APM car occupants should be identified. It is important to identify eachcategory separately so that different demand, peaking times, and characteristics can be applied toeach category. Categories vary for each airport and application, however, typical categories includethe following:

• Passengers:

• Arriving international.

• International to international transfers.

• Departing international.

• Arriving and departing domestic.

• Domestic to international transfers.

• International to domestic transfers (after processing).

• Domestic to domestic transfers.

• Flight Crews

• same as with passenger list.

• Employees

• Airline.

• Other.

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Passenger Terminal

• Visitors

• Meeters/Greeters.

• Well Wishes.

• Other.

J10.6 APM CAR OCCUPANCY DEMAND

For each category of APM car occupant, the demand should be analyzed. The APM car occupancydemand analysis should be performed on a consistent basis with the other airport forecasts andanalyses. The APM car occupancy analysis should account for the possibility of varying peak timesfor different categories of APM car occupants, such as international vs. domestic peaks, and peakswithin airlines or groups of gates. If airport design hour forecasts are used, a surge factor should beapplied to account for the uneven distribution of passengers throughout the design hour.

The APM car occupancy demand numbers can later be applied to alternative system configurationsto determine the capacity requirements of the APM system.

J10.7 CHARACTERISTICS OF APM CAR OCCUPANTS

The characteristics and special requirements for each type of APM car occupant should be identified.Some key characteristics include the following:

• The need for separation between types of APM car occupants, such as sterile and non-sterile,or secure and non-secure passengers must be defined.

• The space requirements for each APM car occupant category can vary greatly depending uponthe amount of baggage present. Landside systems, in which passengers have baggage whichwill be checked or has been claimed, have a much higher space requirement than passengerswith APM carry-on baggage only. International passengers generally have higher spacerequirements than domestic passengers. Employees typically have a lower space requirementthan passengers.

These key APM planning considerations, together with the unique requirements of each application,can be used to develop and evaluate alternative APM system configurations.

J10.8 APM CONFIGURATIONS/OPERATIONAL MODES

In planning a new airport or the expansion of an existing airport, it is very important to address theAPM systems in the earliest stages. An efficient and cost effective APM system configuration can bea key factor in determining the feasibility of some types of airport layouts.

In early planning, alternative APM configurations and operational modes should be developed,analyzed, and evaluated. These early planning analyses will assure that adequate rights-of-way andspace provisions are made for the APM system, and that the selected airport and APM configurationsare compatible.

Numerous variations and combinations of APM configurations can be developed. Some systems usemultiple overlapping routes with off-line stations, or switching and crossovers between shuttle systems.The best APM system is usually the simplest system which will satisfy the planning criteria. Addedcomplexity can increase the cost and reduce the reliability and availability of an APM system.

The APM configurations and operational modes can be different for each airport layout. The most

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J10.9 APM TECHNOLOGIES

In airport and terminal planning, it is important to develop configurations and operational conceptswhich reflect the capabilities of proven APM technologies. Also, since there are a relatively limitednumber of APM suppliers, accommodating as many technologies as possible in the planning phasewill help to assure a competitive source for the APM system in the procurement phase of the project.

The term APM applies to a diverse group of technologies with a wide range of physical and operatingcharacteristics. New technologies are constantly being developed and marketed, and existingtechnologies are refined with each new application.

Technologies vary in size, performance, propulsion type, suspension type, appearance, and numerousother aspects. For planning purposes the key characteristics are as follows:

• Size — Technologies vary in vehicle size and train length, from single vehicle trains of 8-12passenger capacity, to 4 to 6 vehicle trains of 75-100 passengers per vehicle.

• Speed— The maximum cruise speed of various APM technologies ranges from 25 to 100kmper hour. In applications where the distances between stations are very short, the differences inspeed make very little difference in the overall travel times. In layouts with longer distancesbetween stations, the higher speed technologies can reduce the travel times significantly.

• Propulsion type — APM technologies can be classified into 2 general groups, self-propelledand cable propelled. Self-propelled technologies include those propelled by convention or linearinduction motors located either on board the vehicles or continuously along the guideway. Cablepropelled technologies use passive vehicles attached to a cable which is propelled by driveequipment at a single point along the guideway.

• Suspension type — APM technologies have a wide range of suspension types, including rubbertired, monorail, steel wheel/steel rail, air levitated, and magnetically levitated technologies.

For planning purposes, APM technologies can be placed in general groups with similar performance,capacity, and physical space requirements. These general groups can then be analyzed and evaluatedto determine whether they satisfy the APM planning criteria. Provisions can then be made in theairport and terminal layout to accommodate the physical requirements of the appropriate generictechnology groups.

J10.10 APM SYSTEM INTEGRATION INTO FACILITIES

The most successful APM systems are those which are well integrated into the airport and terminalfacilities. Since the planning and design of the airport and terminal facilities is normally started beforean APM supplier is selected, the integration should begin by using physical requirements of theappropriate generic technology groups. The use of simulation tools is also useful to determine bymodelling the frequency and track movement dynamics.

Specific APM facilities which should be integrated include the following:

• Passenger stations.

• Guideway.

• Maintenance facilities.

• Central control facility.

• Propulsion power substations.


J10.IR1 APM Installations

The use of APM systems for transporting passenger and airport staff traffic around the airportcomplex should be considered when any one of the following conditions are evident:

ê The distance between airside security boundary and remote satellites or piers is more than0.75Km.

• More than 3000 persons per hour need to be transported between a distance of no less than0.75Km on the airport complex.

If the cost of installing, running and maintaining an APM's is less than the cost to providealternatives modes of transport when totally calculated over a 15 year period with appropria..*depreciation etc.

If the use of an APM dramatically removes an internal airside road traffic congestion problem.

Where Mean Connection Time (MCT) for passengers need to be reduced or improved.

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http://J10.11/

SECTION J11: PASSENGER BOARDING BRIDGES

J11.1 OBJECTIVES OF PASSENGER BOARDING BRIDGES

The passenger boarding bridge is used by large and smaller airports worldwide. It can be used toassist the airport operation by:

• Reducing the Passenger Disembark/Embarkation Time.

• Improving Staff and Passenger Safety.

• Improving Passenger Experience.

• Improving Disabled Access.

• Providing a means of escape from the aircraft in case of an emergency.

FIG. J11-1: Typical 2 Section Apron DrivePassenger Boarding Bridge

The passenger boarding bridge can significantly reduce disembarkation and embarkation times whencompared to conventional steps and vehicle lifts. Passengers typically move nearly 25% faster throughpassenger boarding bridges than compared to other alternative processes, since the process doesnot incorporate movement of buses with corresponding passenger dwell periods.

Passenger and staff are also less likely to injure themselves using a passenger boarding bridge

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Passenger boarding bridges improve the passenger experience particularly in more extreme climates,since the passenger can be transferred to and from the aircraft in controlled climates and away fromadverse weather such as rain, snow and extreme humidity and sunshine.

Passenger boarding bridges offer improved access for disabled passengers and reduce injuries tostaff handling disabled passengers that would normally use alternative, non-automated means ofaccess.

J11.2 TYPES OF PASSENGER BOARDING BRIDGE

There are three types of passenger boarding bridge:

• The apron drive passenger boarding bridge.

• The nose loader passenger boarding bridge.

• The cantilever passenger boarding bridge.

J11.2.1 The Apron Drive Passenger Boarding Bridge

The apron drive passenger boarding bridge provides the greatest flexibility for airports wishing toserve a wide range of aircraft, as it moves in 3 axis degrees of freedom, namely:

• Axis 1 — Vertically up and down about the pivot point on the rotunda.

• Axis 2 — Laterally in and out via the telescopic section movement.

• Axis 3 — On an arc rotating about the rotunda.

It is typically possible to serve smaller or lower aircraft such as the Fokker 28/100 series, through tothe large higher aircraft such as the Boeing 747 series and Airbus A380 aircraft using the apron driveunit. The apron drive unit usually comprises two or three telescopic tunnel sections attached to therotunda unit. It is affixed close to the terminal link bridge and has a rotating cab at the aircraft end.

Three section tunnel apron drive units are recommended to be used where the range of aircraft heightdifferential varies the most. It is a common fact that, the greater the slope length, then the shallowerthe resultant slope gradient will be on all passenger boarding bridges.

The cab which docks with the aircraft comes in two variants: non-leveling and self-leveling. Selfleveling cab units are recommended, even though they produce the less effective slope length, asthey are safer for passengers and staff particularly when the telescopic sections are on a maximumgradient.

The apron drive passenger boarding bridge is more flexible, in that misaligned aircraft can be moreeasily accommodated because the cab can be moved to account for the parking error (rather thanhaving to move the aircraft, which is the requirement with nose loader passenger boarding bridges).

J11.2.2 The Nose Loader Passenger Boarding Bridge

The nose loader passenger boarding bridge is most commonly used to support aircraft which sharesimilar or closer door sill heights, as the nose loader passenger boarding bridge can only move intwo axis of freedom, namely:

• Axis 1 — Vertically up and down about the pivot point on the rotunda.

• Axis 2 — Laterally in and out via the telescopic section movement.

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Since the distance from the rotunda pivot point to the cab is usually limited to being (significantly)less than half the stand width, the effective slope length then also becomes limited, which in turnrestricts the permissible aircraft height range.

It is common and recommended for the nose loader passenger boarding bridge to be used in situationswhere the aircraft to be served are: small only, small to medium, medium only, medium to large, orlarge only, as the rotunda height can be set accordingly. It is possible to serve small to large aircraftranges using the nose loader passenger boarding bridge, but the usual result is that the telescopictunnel gradient becomes excessively steep or multiple parallel stand center lines are required.

The nose loader passenger boarding bridge requires that the aircraft need to be stopped veryaccurately since the cab cannot be moved down the length of the stand centre-line.

J11.2.3 The Cantilever Passenger Boarding Bridge

The cantilever airbridge is rarer than most passenger boarding bridges and used mainly to expeditepassengers more quickly from large aircraft such as the Boeing 747 series or the Airbus A380 usingthe aircraft's aft port door positions. The cantilever passenger boarding bridge is usually used alongsidea conventional apron drive unit serving the forward door positions. A nose loader combination ispossible, though this is a very rare as it is also very restrictive.

The cantilever passenger boarding bridge extends over the port wing and engine(s) to reach the aftport door on the aircraft. The cantilever structure is used since the weight of the telescopic sectionscannot in this extension be supported by ground driven powered wheel assemblies. The load isinstead transferred across the upper bracing structure which is predominately in tension, where themain weight and dynamic moments of the assembly are transferred to the upper sections of therotunda.

The use of the cantilever passenger boarding bridge is not a preferred or a recommended solution.Where two passenger boarding bridges are required the alternative recommended solution is toprovide dual conventional apron drive passenger boarding bridges to expedite passengers servingthe forward lower first door, lower second door, or the upper deck doors.

J11.3 THE ROTUNDA/LINK BRIDGE/EMERGENCY ESCAPE

The rotunda is the main support mechanism for all passenger boarding bridges and is a fixed entityon the stand. The location of the rotunda is the single most critical unit on the stand as every othercomponent including the aircraft will be positioned around the location chosen for the rotunda. It isimportant to select a position for the rotunda which will permit the Passenger boarding bridges to:

• Reach all the aircraft.

• Be parked such that they do not clash with building structures or other aircraft.

• Create a link bridge clearance which permits vehicles to pass beneath them.

When setting the rotunda height it is good practice and recommended to initially set the finished floorlevel of the rotunda in accordance with the levels defined within the table seen in Fig J11-3. It willbe necessary to use a computer program to calculate the optimum rotunda height and plan positiontaking into account the parked position of all aircraft, the permissible bridge slope, the number oftelescopic tunnel sections, and the apron slope characteristics.

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FIG. J11-2: TABLE OF RANGE OF AIRCRAFT DOOR SILL LEVELS

Typical Aircraft Sill Height (Level 1) Height Type

B737-700 2.67m Low A/C

A320-200 3.39m Low A/C

B767-300 4.13m Medium A/C

A340-300 4.40m Medium A/C

B777-200 4.72m High A/C

B747-400 4.65m High A/C

A380-800 5.13m High A/C

FIG. J11-3: TABLE POSSIBLE ROTUNDA LEVELSAGAINST AIRCRAFT RANGE

Aircraft Service Range Possible Rotunda Level (m) Range

Low Aircraft Only > 3.75 < 4

Low to Medium Aircraft > 4 < 4.5

Medium Aircraft Only > 4.5 < 5

Medium to High Aircraft > 4.5 < 5.5

High Aircraft Only > 4.5 < 6

FIG. J11-4: TABLE DEFINING CLASSIFICATION OFAIRCRAFT DOOR SILL LEVELS

Classification of Aircraft Door Sill Levels A/C Sill Height Range

Low A/C have door sills < 3.75m

Medium A/C have door sills > 3.75m < 4.5m

High A/C have door sills >4.5m

The link bridge connects the fixed rotunda to the terminal building. It is good practice and recommendedto be able to separate the flows of arriving passengers and departing passengers, by provision ofalternative passenger routes, starting at the point where the rotunda connects to the link bridge. It isalso good practice and recommended to provide means of escape for passengers and staff at thepoint where the rotunda meets the link bridge.

As a result, if an individual were standing where the rotunda meets with the link bridge, that individualshould be able to follow any of the following potentially available routes:

1. Access to the aircraft.

2. Access to the terminal — Departing Passenger Route.

3. Access to the Terminal — Arriving Passenger Route.

4. Access to the Apron — Emergency Evacuation or Staff Access.

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Figure J11-5: Typical Link Bridge Connection— Preferred Ramps Configuration

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771/ /AÉÀ

1 1s / m 1 Í_____

— (or -S

1

T4

At any one time, only three of the four routes possible should be available to passengers at therotunda — link bridge merge position, depending on whether that passenger is departing or arrivingon the aircraft.

J11.3.1 Emergency and Other Safety Considerations

In the common situation where passenger boarding bridge emergency escape stairs are fitted it isrecommended that they do not move with the rotation of the cab, and instead they remain parallelat all times within the length of the telescopic sections.

Consideration must be given to the fire protection properties of the loading bridges. Where the relevantauthority agrees that such protection is necessary, the passenger boarding bridges must maintaintheir integrity and provide a means of escape from the aircraft in the event of a fuel spillage firecommensurate with the requirements of NFPA 415 Standard of Airport terminal Buildings, FuellingRamp Drainage and Loading Walkways.

All floor finishes within the loading bridge must be non-slip, with means provided to minimise anytripping or slipping hazards.

A means of communicating with passengers queuing between the gate and aircraft must be providedto direct passengers back to the gate in the event of an emergency at the aircraft or an incident within

J11.4 THE TELESCOPIC TUNNEL SLOPE

It is recommended that a slope of 1:10 (1 unit up or down for every 10 units parallel to the apron) isused for all types of passenger boarding bridge. The slope should be measured from the rotundapivot point in all instances to:

(i) The cab to aircraft interface for non-leveling apron drive cabs.

(ii) The end of the telescopic sections of the self-leveling apron drive variant.

(iii) The cab to aircraft interface for nose loader and cantilever variants.

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Passenger Terminal

J11.5 STAND SETTING OUT CONFIGURATIONS

When configuring a single or multi aircraft ramp stand (MARS), the following factors should beconsidered when aiming to serve all aircraft:

• Preference should be given to the use of two section apron drives over three section variants inthe first instance.

• Aircraft should not be positioned with hydrants beneath the engines.

• The distance from the furthest most feature of the aircraft tail assembly, when viewed in plan,should not be less than 4.5 m from the back of stand perimeter marking.

• The minimum wing tip clearance to the stand perimeter should be 2 m.

• Bridge parking locations should be designed to aid the movement of aircraft support vehicles.

• The positioning of fixed or mobile auxiliary aircraft ground power provision should be assessedand accounted for.

• Terminal gate room evacuation routes via the rotunda and link bridge emergency stairs shouldbe accounted for, as should the space needed to accommodate passengers.

• The potential provision for automated arrival baggage system conveyors should be consideredfor selected operations.

• Aircraft misalignment (badly parked) tolerances should considered.

• PAPA Boards and AGNIS equipment space should be safeguarded.

• Equipment area zones should be identified and likely space requirements accounted for.

J11.6 THE APRON SLOPE EFFECT

The slope of the apron can have a significant affect on the ability of the passenger boarding bridgeto serve the desired aircraft, and affects the safe operation of the stand in general. The slope willaffect drainage and the resultant height of the aircraft and hence the slope of the tunnels of thepassenger boarding bridge.

The correct recommended balance is to set the apron slope such that it should decline away fromthe head of stand line at a gradient of 1:100 (1 unit down for every 100 units running parallel to thestand center-line). Where possible, it is recommended to try to set the position of the rear mainundercarriage assemblies of the aircraft such that they will naturally roll away from the terminalstructure and toward the taxiway. This will ensure that push back loads are minimized.


Photos courtesy of Airport Design Associates (ADA) UK


J11 .IR1 Passenger Boarding Bridge Cab

Self levelling cab units are recommended, even though they produce the less effective slopelength, as they are safer for passengers and staff particularly when the telescopic sections areon a maximum gradient. Cab stairs, where fitted, should remain parallel to the telescopic tunnelsections at all times.

J11.IR2 Use of the Nose Loader Passenger Boarding Bridge

It is recommended for the nose loader passenger boarding bridge to be used in situations whenthe aircraft to be served are: small only; small to medium; medium only; medium to large; orlarge only, as the rotunda height canoe set accordingly.

J11.IR3 Apron Drive Variant Selection

Where the attributes of the apron drive unit are favoured over the nose loader unit, the twosection tunnel apron drive passenger boarding bridge should be selected as the first choice. Ifthe two section tunnel bridge cannot meet the operational requirements then the three sectiontunnel apron drive unit is recommended to be used.

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J11.IR4 Use of Multiple Passenger Boarding Bridges Per Stand Perimeter

Where it can be demonstrated that multiple passenger boarding bridges are required to aidpassenger embarkation and disembarkation, the recommended solution is to provide multipleconventional apron drive passenger boarding bridges to expedite passengers serving at leastthe forward lower first door, lower second door or the upper deck doors. Rear door serviceslS&ld be provided only by special agreement of all parties concerned.

J11.IR5 Rotunda Height

When setting the rotunda height it is good practice and recommended to initially set the finishedfloor level of the rotunda in accordance with the levels defined within the table seen in Fig J11-3. Fine tuning of these dimensions will be required to accommodate all aircraft to be served,and the permitted clearances of the link bridge over the stand road.

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J11.IR6 Access and Passenger Route Separation

The link bridge connects the fixed rotunda to the terminal building. It is good practice andrecommended to be able to separate the flows of arriving passengers and departing passengersby provision of alternative passenger routes, starting at the point where the rotunda connectsto the link bridge. It is also good practice and recommended to provide means of escape forpassengers ánâ staff at the point where the rotunda meets with the link bridge, as fully definedwithin clause 11.3 of this section.

J11.IR7 Telescopic Passenger Boarding Bridge Slope

It is recommended that a slope of 1:10 (1 unit up or down for every 10 units parallel to theapron) is used for all types of passenger boarding bridges.

J

J11.IR8 Apron Slope

The correct recommended balance is to set the apron slope such that it should decline awayfrom the head of the stand line at a gradient of 1:100 (1 unit down for every 100 units runningparallel to the stand center-line). Where possible, it is recommended to try to set the positionof the rear main undercarriage assemblies of the aircraft such that they will naturally roll awayfrom the terminal structure and toward the taxiway.

-Mi?


SECTION J12: SIGNAGE

J12.1 GENERAL SIGNAGE PHILOSOPHY: OVERVIEW

A well-conceived signage system can contribute considerably to the efficient flow of passengers andtraffic at the airport. It is therefore essential to consider the signage system in the early planning andconcept evaluation stages, and to endeavour to design a system which is easy to understand, concise,and logically placed in the various facilities within the passenger terminal buildings and surroundingareas.

The primary purpose of an airport signage system is to move the travelling public through a myriadof roadways and corridors using a concise and comprehensible system of directional, informational,regulatory, and identification messages. Ideally, the passenger terminal building will incorporatewayfinding elements into its basic design, including self-evident passenger-flow routes, memorablelandmarks at key junctions and information points, floor and wall finishes that are consistent in differentwaiting area or corridor types, etc. It should be recognized that a given terminal concept can have asignificant impact upon the eventual signage system, particularly at large airports where several

Passenger signage should be clearly segregated and should include:

Signage Description Display Type Text/Background Group (see J12.2.4)

Airport Information Static & Dynamic 2

Departures Signage Static & Dynamic 1

Arrivals Signage Static & Dynamic 1

Transfer Signage Static & Dynamic 1

Baggage Signage Static & Dynamic 1

Emergency Signage Static 3

Concourse In-Ground Lighting Dynamic N/A

It is important for signage systems to adhere to a basic guideline of copy styles and sizes, consistentterminology, recognizable and universally acceptable symbols, and uniform colours for standardfunctions. Message content must be in layman's language, understandable by the unsophisticatedas well as the sophisticated traveller, and should be designed to accommodate the needs of disabledpassengers. Use of standard terminology can help to simplify the process of making the transitionfrom the ground mode to the air mode ( and vice versa) for the travelling public.

Even though no signage system can satisfy everyone's needs and questions, signs must be designedwith the objective of developing a concise and informative series of non-verbal messages which willaid the majority of passengers. The basic criteria for an effective communications system includesthe thorough programming of all aspects of vehicular and pedestrian traffic flow, and the appropriatedelivery of all pertinent information to the traveller, visitor, or employee. It is important for the followingthree categories of messages to be communicated through signing and graphics.

J12.1.1 Directional Signage

Directional signage is of greatest importance in an airport terminal complex. All other designs aresubordinate. Proper directional signs are necessary because the rapid movement of vehicles, peopleand particularly passengers is essential for maximum utilization for the airport. At any transition pointbetween air and ground transportation, success or failure of the terminal operations and its signageis largely measured by the ease, speed, and comfort of access to and from the various destinations

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In addition to traditional signage considerations for the conventional passenger, directional signageis paramount to those persons arriving late for a flight, persons with disabilities, foreign visitors, non-English speaking passengers, and those passengers experiencing the disorientation which can becommon after entering larger passenger terminals or transportation centres.

J12.1.2 Informational Signposting

Informational signage is of considerably less importance than directional signage. These signs providespecific details about airport services and functions such as: restaurants; toilets; telephones; snackbars; gift shops; news-stands; post office; operational offices; police; and many others. The intent ofthese signs is to help individuals satisfy needs not directly related to aircraft boarding, baggage claim

J12.1.3 Tertiary Signage

Regulatory, advertising and identification signage fall into a tertiary level of message priority.Regulatory signs relate to government requirements and recommendations for providing passengerswith travel advice. Designated advertising display areas help to communicate promotional informationfor tenants and various off-airport businesses, as well as establish a source of revenue for the airport.Identification signs provide the tenants with appropriate public exposure in leased space and otherareas established by the airport authority.

J12.2 PRINCIPLES

There is a need to establish a uniform hierarchy of messages and information throughout the airportterminal complex. Clear and concise information, presented by either 'primary' or 'secondary' signsystems greatly improves the efficient passenger flow, both on the roadway and within the terminal.Care in developing a system for organizing information is critical to the success of any sign programme.Two successful methods for determining a hierarchy of information are:

• The use of larger character heights for primary information.

• A total separation of the type or classification of information from one sign panel to the next.

Both techniques are successful in airports that consistently implement and maintain either one ofthese methods.

The following principles should be observed with any signposting system.

J12.2.1 Simplicity

• The layout and wording of signs should be as simple as possible.

• The emphasis should be placed on the reduction of signs and sign content where possible.

J12.2.2 Grouping of Information

A uniform standard of terminal message and information hierarchy should be established to assistthe travelling public. The need for visual continuity among messages and information is critical to thesmooth flow of passengers, helping to eliminate any elements which may interrupt the scheme orcause possible confusion.

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J12.2.3 Visibility

The importance of an effective typography style for airport signage cannot be overemphasized. Theultimate presentation of all other aspects of signing is embodied in the message itself and the letterstyle (typeface) which is used. The use of a well chosen airport typeface can communicate 'the imageof the airport' to the passenger and promote efficient traffic flow.

A conservative ratio to use as a minimum would be 3m of viewing distance for each 1cm of capitalor upper case letter height. Thus a 15cm upper case letter and its associated lower case would berecognized easily by most passengers at a distance of 45m. Experience indicates that otherrequirements, such as message dominance, often dictate that the actual size be larger than minimumviewing standards.

It is also recommended that 1.6cm be considered the minimum size for letter-types, regardless ofthe viewing distance. Tests of the various type sizes being considered by an airport, under actual orsimulated field conditions, are recommended. The interior design, vertical clearances, clear horizontalviewing distances and basic message requirements have a significant impact on the copy height.

The airport planner is still left with the task of deciding what might be considered an appropriateviewing distance based on circulation and passenger flow. In certain instances this will be determinedby the architectural space in which the sign is located. In other situations, such as an airport concourseor a long corridor, viewing distance can be difficult to determine because of other tenant obstructions.In such a situation, where space is otherwise unrestricted, the design community would recommend23m (7.6cm cap height) as a minimum.

Choice of a type style should take into account legibility and compatibility with the symbols and theenvironment. Lettering and word spacing affect the legibility and appearance of different letteringstyles in varying ways at different distance. Colour and lighting also affect spacing needs. Generallythe following rules of thumb are useful:

• White lettering on a dark background requires more letter spacing than does black on white.

• Internally lighted letters may require greater letter spacing depending upon the intensity of light.

• Open letter spacing increases legibility from great distance.

• Many type styles suffer aesthetically when open letter spacing is used.

• Well executed optical letter spacing is better than mechanical letter spacing.

J12.2.4 Colour

The three specific colour groups that are highly recommended are:

• Group 1: Black Text — Yellow Background

• Group 2: Dark Blue Text — White Background

• Group 3: Red Text — White Background

Colour definitions are classified as:

Colour Hue: Saturation: Luminance:

Yellow 41 255 122

Dark Blue 170 255 84

Red 8 255 122

Jl3IATA

J12.2.5 Aviation Symbol Signs

Symbol signs are most effective when incorporated as an integral part of the total signage system.The use of short verbal messages along with symbols is more effective than the use of symbolsalone.

Symbol signs are most effective when they represent a service or concession that can be representedby an object, such as a bus or coffee cup. They are much less effective when used to represent aprocess or activity, such as ticket purchase, because these are complex interactions that can varyfrom airline to airline. It is more confusing to over-sign than to under-sign.

It is important to note that the use of too many symbols or arrows at any one particular location canbe counter-productive. However, when properly used and blended into the overall signage system,symbols can play an important role in facilitating communication and orientation in airport facilities.

J12.2.6 Siting

One of the most important aspects of good signage is siting. The closer to one's natural line of sight,the better. A useful rule of thumb is to avoid exceeding a 10° angle from the natural line of vision. Ifconditions require that the viewing angle exceeds 10°, the size and distance relationship may haveto be adjusted. Legibility varies greatly from one symbol to another, or from one type style to another.Colour relationships, lighting, spacing and viewing angle may also affect legibility. Pragmatic testingof symbols and lettering on-site, or in simulated on-site conditions, is required.

Local Considerations

• Local terminology will govern the text of certain signs e.g. petrol/gasoline, left-luggage/baggagelockers, etc.

• Airport road signs should be the same as those used on roads outside the airport in the countryconcerned.

Language

Signs at international airports should be displayed in:

• The language of the country concerned.

• English (the international aviation language).

• Additional languages (only where justified by the volume of such passengers).

J12.3 WAYFINDING

The ability to orient yourself and navigate through places is fundamental to a sense of security andconfidence. An effective information system for wayfinding provides for:

• The ability to effectively locate and orient oneself in the airport or terminal.

• The ability to determine possible destinations and opportunities around you.

• The ability to confidently determine the route to a desired destination.

An airport needs to provide sufficient information for passengers in order to give them a quick workingknowledge of the facility. Signage is used to provide information about the facility when it is toocomplex to be conveyed by the architecture, or when other sources of information in the space areinsufficient or unreliable. Sources of wayfinding information include:

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Passenger Terminal

• Terminology and graphics.

• Architecture.

• Directories ("You are here" signs).

• Maps and brochures.

• Facility operations and maintenance.

• Directions given by staff.

The primary objective of directories in airports is to provide the passenger with an overall orientationwith respect to the terminal and its facilities. Another objective of a directory is to help the movementof passengers to and from their destination with ease and efficiency (thus reducing dependence onairline and airport staff as information sources). In most cases the directory is a supplement to theexisting sign system. It is important that the individual needs of each specific airport be consideredin the planning of directory information units.

A major problem with some directory map layout designs is the improper orientation of the maps forthe person needing the information. When an individual is standing in front of a directory, the mapshould be oriented according to the actual building layout and the traffic flow as experienced in thatlocation.

It should also be noted that passengers are becoming increasingly reliant on electronic visual mediafor information, direction and communication in airport and other facilities. Efficiently moving, informingand managing the travelling public, as well as preventing unnecessary delays or misdirection ofpassengers through the airport terminal can generally be assisted by effective Electronic VisualInformation Systems (EVIDS) utilizing dynamic displays.

J12.4 ELECTRONIC VISUAL INFORMATION SYSTEMS (EVIDS)

Implementation of EVIDS is easier now than ever before. Their manufacturing cost has decreasedfor both the cost of one pixel (point) of display and the cost of supporting computer systems. Thisincreased cost effectiveness will contribute to the continuing growth of EVIDS in airport and airlineoperation. One of the contributing factors is that the new display technologies are designed andmanufactured with their own memory and self-controlling capability, thus standardizing the openarchitecture system design.

In addition, the development of wireless controllers allows an easy add-on system design for smalllocally-controlled systems, such as airline counter, gate podium or back screen displays. Utilizationof the communication backbone concept for overall systems integration (called the Universal CableSystem (UCS)) provides an excellent opportunity to integrate EVIDS with other information technologysystems. Increased acceptance of a CUTE solution also provides a technological opportunity tointegrate airport operated systems with airline operated systems using flight record information datafrom EVIDS.

Design specifications and criteria for the application of EVIDS are mainly determined by consultantsand designers specializing in that particular segment. There is a movement among the governingaviation organizations to standardize EVIDS in the area of message size, character size, displayformat and colour of displayed messages. A joint policy document by ACI and IATA — AirportAutomation — the Way Ahead, provides an excellent reference for such standardization. Theseguidelines and standards for electronic displays incorporate the input of not only the end users, butalso designers and manufacturers. As the importance of EVIDS continues to grow, more guidelineswill be developed and greater standardization across national boundaries is expected.

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The following is an overview of the applications of electronic/dynamic systems at a typical airport.

J12.4.1 EVIDS and Roadways

Dynamic signage can be used to inform travelling passengers and meeter/greeters of the location ofa particular airline at certain terminals or entrances, the availability of car parks, and even providepublic service messages for the community where the airport is located.

J12.4.2 EVIDS and The Departures Check-in Hall

In addition to traditional FIDS, EVIDS technology can be located above individual ticket and check-in counters to provide agents and passengers with information related to the latest flight and/orservices provided by the airline at that particular counter.

J12.4.3 EVIDS and The Departure/Gate Lounge Area

Dynamic displays can be used to indicate the most current departures at the gate, to inform passengersabout scheduled changes, and to reassure passengers that they are entering the proper loadingbridge by displaying the flight above the entrance. Dynamic signage can also direct arriving passengers

J12.4.4 EVIDS and The Baggage Claim Hall

Baggage claim belt directory location, individual baggage claim flight information, and special serviceannouncements such as silent paging are the most important arrival area applications for dynamicsignage. This creates an opportunity to use EVIDS as a welcoming tool, and to provide informationregarding public transportation, lodging, events and other services in multi-language presentations.For specific services an interactive dynamic display media such as a touch screen can be used. Suchsystems may also include a printing device for maps and directions as well as direct reservationtelephone lines.

J 12.4.5 EVIDS and Transfer Passengers

Dynamic displays can enhance services provided to passengers regarding transfer flights, emergencyannouncements and public or private messages.

J12.4.6 EVIDS and The Airside/Apron

Use of dynamic signage provides a means of communicating important information regarding parkedaircraft to ground services groups; i.e. the most current flight number in the event of a change, newdepartures times, type of cargo, the catering service, and other functions.

J12.4.7 EVIDS and Emergency Areas

The placement of suitably located emergency and fire exit signage will be critical to passengersneeding to evacuate a terminal building particularly in a crowded situation. The precise location ofsuch emergency/fire exit signage should align with national legislation.

Signage should not be obstructed by obstacles such as building infrastructure or equipment. Line ofsight considerations for all modes of operation of the building should be considered. Situations wherethe line of sight is impaired and visibility possibly reduced due to smoke propagation should also be

Figure J12-1: Fire Exit Signage Positionand In-Floor Exit Location Lighting

FIRE EXIT IN FLOOR LIGHTINGDEFINES ROUTE TO EMERGENCYEXITS

J12.5 TYPES OF EVIDS

J12.5.1 ANDS — Airline Name Display Systems

ANDS provide the identity of the occupant airline and its particular flight information at any one ofthe assigned ticket or check-in counter positions. The minimum includes one airline total flightinformation per counter position, one airline logo per counter position and optional flight informationfor the airline daily schedule. Information displayed is activated by airline personnel tending thecounter positions using either CUTE 2 or the ANDS input device.

J12.5.2 BCD — Baggage Claim Directory

The BCD provides the arriving passenger with the airline flight number under the correspondingheader to the assigned baggage claim device. Minimum capacity should include up to two flights perbaggage claim device. Information displayed should be inputted by airport/airline personnelresponsible for baggage claim assignment; this can be a real-time system with advanced

J12.5.3 BIDS — Baggage Information Display System

BIDS provides specific baggage related information to arriving passengers and airline personnelwithin the assigned baggage claim facility. Information displayed is based on scheduled baggageinformation with an override operation by airport and airline personnel.

J12.5.4 BLD — Baggage Loading Directory

The BLD provides specific baggage belt assignments for each corresponding flight to the baggagetractor driver. Minimum capacity should include one flight per loading belt. System input is by theairport/airline personnel responsible for the baggage belt assignment.

FIRE EXIT SIGNAGE

FIRE EXIT SIZED ANDPOSITIONED TO LOCALLEGISLATION STANDARD

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J12.5.5 EGIDS — Electronic Gate Information Display System

The EGIDS provides airline identity and flight information at each gate podium and loading bridgeentrance location. Minimum capacity should include up to one airline and one flight information foreach gate podium and loading bridge entrance. Information displayed is activated by airline personnelusing the CUTE system and/or gate input device at each gate podium position.

J12.5.6 FIDS — Flight Information Display System

The FIDS provides complete flight related information regarding arrivals and departures to the travellingpassengers, the general public and airport/airline personnel. A real-time system with a master flightschedule and active flight schedule is interfaced between airport and airlines and CUTE if applicable.One of the most popular applications of EVIDS is the arrival and departure board displays which providepublic information on scheduled airline flights. The airline industry has a standardized recommendedpractice, RP1785, concerning FIDS. Two examples of departure board legends are shown in FiguresJ12-2 and J12-3. All dynamic legends should align with ICAO Document 9249

J12.5.7 GTIDS — Ground Transportation Information Display System

The GTIDS provides ground transportation information from the airport to surrounding communities forarriving passengers. This particular information is limited to availability from participating transportationagencies.

J12.5.8 IIS — Interactive Information System

The IIS provides a passenger with the ability, on an individual basis, to access available informationabout flights, local transportation, lodging and events in designated areas of the airport terminal.

J12.5.9 RIDS — Ramp Information Display System

The RIDS provides information pertaining to the most recent flight assigned to a particular gate

I Departures| Flight No.

Destination DepartureTime

Status

BA295 London Heathrow 18:30 Boarding

BA607 Lisbon 18:35 Go to Gate 12KL3905 Amsterdam 18:40 Go to Gate 40 .AC3001 Orlando 18:50 Go to Gate 15EA400 San Francisco 18:55 Go to Gate 20AF2999 Geneva 19:10 Check Zone A

I KL6578 Bangkok 19:20 Wait

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J125.10 VPDS — Visual Paging Display System

The VPDS provides a method of displaying visual paging messages and other emergency informationto people with hearing impairments via electronic display media. Operation of VPDS is an automatedevent-based and menu-driven system, operated by the airport paging communication centre. Allmessages are pre-formatted with the international symbol for hearing loss.

J12.6 TYPES OF DISPLAY TECHNOLOGIES

J12.6.1 Cathode Ray Tube (CRT)

CRTs are applicable to all systems for close viewing and indoor environments. Although historicallycommonplace they are being phased out and replaced with Plasma or LCD technology. Thedisadvantages with CRT displays are:

• The phosphor on the inside of the tube display can become burnt over longer periods and stainedby the repetition of the same or similar images.

• CRT monitors are traditionally quite bulky units, though this has improved.

J12.6.2 Electro Luminescent (EL)

EL is a less popular display technology, available from only a few manufacturers. Applicable for allsystems requiring large character messages in an indoor environment.

J12.6.3 Fibre Optics (FO)

Fibre Optics provides an application for the old principle of the transmission of light via fibre cable.Applicable for airfield-type displays and roadway information systems in an outdoor environment.

J12.6.4 Thin Film Transistor Liquid Crystal Display (TFT-LCD)

TFT-LCD are an attractive display technology, due to excellent contrast, character configuration andfull colour range. Applicable for large character information systems and line-oriented displays in anindoor environment, a TFT-LCD display refresh horizontal and vertical frequency should be in theregion of 50Hz = > 120Hz. Graphics are driven by computer software so they present a very flexiblecommunication technology. The readable display viewing range is more limited, and screen resolutionsnot as high as the newer plasma screen technologies. TFT-LCD technology is currently cheaper thanIATA recommended plasma-based counterparts.

J12.6.5 Light Emitting Diode (LED)

LED is a very popular display technology, offering excellent graphics presentation with high density.Applicable to all types of information systems utilizing small and large characters, they are usedmostly in an indoor environment with limited application for outdoor use.

J12.6.6 Incandescent Lamps. (IL)

A traditional display technology, incandescent lamps are popular for their brightness and the simplicityof their driving circuitry. Applications include large character information systems mainly in an outdoor

J12.6.7 Reflective Disk (RD)

Reflective disk is a display technology with the most choices in display media by size, shape, positioningof the reflective element with vertical or horizontal rotations, and optional back lighting features. Usedfor large character information systems and is suitable for both indoor and outdoor environments.

J12.6.8 Split Flap (SF)

Split Flap is one of the first electromechanical display technologies. It is being phased out andsurpassed by other newer more graphical technologies. Applicable to large character informationsystems, it was suitable for both indoor and outdoor environments. Display graphics are limited andare difficult to update once the graphic set is chosen (the display needs to be mechanically dismantled).

J12.6.9 Plasma Screens

Plasma screen technology offers very high resolution graphics and a full colour sprectrum plus totalflexibility in signage application through software-based interfaces. This technology is now being usedextensively inside terminals to communicate flight information and passenger messaging information(such as emergency evacuation instructions), and it is commonplace to use the same screen forvarious messaging tasks depending on priorities within the terminal building at particular times. Forexample a plasma screen used 98% of the time to display flight information can be used to displayemergency messaging in emergency situations.

Plasma screens have become much more reliable and cheaper than early variants of the technology.The technology benefits from thin screen assemblies which can be placed within the terminal readilyand which are not bulky. Multiple screens can be connected via software enabling total wall sizemessaging for both flight announcements and limited advertising.

Plasma screens typically allow a 160 degree viewing angle (80 degrees each way about the centerof the screen). Their placement and line of sight alignment is important but not as critical whencompared to LCD screens. High ambient lighting can particularly effect this type of unit, thoughcontrasting flexibility is available and units can be fitted with ambient light intensity sensors whichthen adjust display contacts automatically.

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J12.6.10 In-Floor Emergency Route Lighting

Although not commonplace, the safety advantages of this simple technology are very apparent.Basically the floor of departures and arrivals areas including the pier and satellite buildings are fittedwith flush, durable lighting along clear paths which lead to emergency exits. The lighting system isactivated only when the building needs to be evacuated and directional lighting is required. Thistechnology can be used where ceilings are low and where signage could become obstructed in theevent of a fire by smoke. In-floor emergency lighting, where used, should be fitted with a 2 hour localbattery standby.

J1Z6.11 Fire and Emergency Exit Displays

Unless specified in local national mandatory legislation, emergency and fire exit signage should bepermanently illuminated and fitted with a 2 hour local battery standby.

J12.7 REFERENCE DOCUMENTS

Additional reference should be made to the publication "Guidelines for Airport Signing and Graphics"produced by the American Association of Airport Executives (AAAE), the Airports Council International(ACI), and the Air Transport Association of America (ATA). This publication includes information onthe latest technology available with regard to airport signage. Copies may be purchased from:

ATA Distribution CenterP.O. Box 511Annapolis JunctionMaryland 20701USA

Full information regarding the format and data which should be included in both visual and publicaddress systems, together with related operating procedures, is contained in the IATA PassengerServices Conference Resolutions Manual (Recommended Practice No. 1785).

Planners should also refer to the ICAO Document on Dynamic Flight-Related Public InformationDisplays (Doc. 9249).

J12.IR1 Development of Signage Masterplan

The development of a clear, concise and a consistent signage strategy is paramount. It shouldbe noted that signage will not compensate for poor building design and resultant passengerflow. It is therefore recommended that signage masterpians are developed at the earliest possible

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J12.IR2 Dynamic Signage Technology

■J12.IR3 Low Ceiling Emergency Exit Technology

Where ceilings are low (<3m floor to ceiling) and in areas densely populated with passengersthe use of emergency exit in-floor lighting guidance systems snould be used.

... í 2.1||4 Emergency and Exit Signage and LightingThe placement of suitably located eniej^my and fire exit signage and directional lighting willbe critical to passengers needing to evacuate a terminal building — particulariy in a crowdedsituation. All emergency exit and in-floor directional emergency lighting systems should besupplied with a local 2 hour standby power source. The precise specifications and location ofsuch emergency/fire exit sign q should align with national legislation.

\

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IATA

Chapter K — Passenger Facilitation

Section K1: Principles

K1.1 General Security Considerations............................................................. 385

K1.2 General Facilitation Considerations ......................................................... 385

K1.3 IATA Recommendations............................................................................ 385

Section K2: Roles and Responsibilities of Governments/Airlines

K2.1 lATA/Airline Participation ........................................................................ 386

K2.2 ICAO ....................................................................................................... 386

K2.3 Governments ........................................................................................... 386


Section K3: Immigration Processes

K3.1 The Role of Immigration.......................................................................... 388

K3.2 Passenger Type Separation...................................................................... 388

K3.3 Departures Immigration Control Requirements........................................ 389

K3.4 Passenger Arrival Immigration Requirements.......................................... 390

K3.5 Diplomatic Immigration Channels............................................................ 390

K3.6 Future Immigration Channels .................................................................. 390


Section K4: Customs Processes

K4.1 General Considerations........................................................................... 392

K4.2 Legislation and Recommended Practice Requirements ........................... 392

K4.3 Government Controls ............................................................................... 393


Section K5: Simplifying Passenger Travel

K5.1 Introduction: A Vision for the Future ....................................................... 396

K5.2 Industry Standards as Components to Reach the SPT Vision................... 396


Section K6: Disabled Passengers and Staff

K6.1 Designing for the Needs of Disabled Passengers and Staff .................... 400


388


389

CHAPTER K — PASSENGER FACILITATION

SECTION K1: PRINCIPLES

K1.1 GENERAL SECURITY CONSIDERATIONS

In order to ensure a safe environment in which to operate, security requirements and appropriatedesign must be taken into account in all new development, re-development and refurbishment ofairport facilities as clearly described in ICAO Annex 17.

To provide the necessary framework, governments must develop and consistently implement preciseairport security standards. Such standards should ensure that the integrity of the local securityprogramme is maintained, while at the same time offering sufficient flexibility to meet the specificoperational circumstances of each airport.

Security requirements must be realistic, economically viable and allow for a balance between aviationsecurity and safety on the one hand, and the need to ensure that the benefits associated withmovements of persons and goods by air are protected to the fullest extent possible on the other.They should also, to the greatest practicable extent, be harmonised with internationally-agreedstandards and norms to enhance operational efficiencies of government agencies, airlines and

K1.2 GENERAL FACILITATION CONSIDERATIONS

The rapid, orderly and predictable movement of persons and goods through airport facilities is asimportant to airline operations as effective security measures. Appropriate facility designs incorporatedinto arrival, departure, baggage reclaim and cargo handling areas are essential for efficient operation.The needs of various governmental control agencies, such as Customs, Immigration, Agricultureand Quarantine must also be addressed, as should the needs for enhanced telecommunicationscapabilities. ICAO Annex 9 and the World Customs Organisation's Kyoto Convention, amongst arange of official publications, provide significant guidance as to international standards and bestpractices developed to reduce unnecessary barriers and facilitate movement.

K1.3 IATA RECOMMENDATIONS

K1 .IR1 Document Awareness

Airlines and airport authorities should take note of the latest information on horn subjects definedwithin K1.1 andK1.2, and should ensure that due allowance for all related requirements, includingcosts, is made in all airport terminal and apron development plans. In this respect, it should benoted that techniques, procedures and equipment employed will vary by location, and are subject

K1.IR2 Design Layout of Passport Control Facilities

Passport/Immigration facilities should be designed with throughput and spatial planningrequirements as defined within ADRM clauses:

• F9.3 PASSPORT CONTROL.

• F9.10.2 Passport Control Departures.

• F9.10.5 Passport Control Arrivals.

iata

SECTION K2: ROLES AND RESPONSIBILITIES OF GOVERNMENTS/AIRLINES

K2.1 IATA/AIRLINE PARTICIPATION

When a major airport development project is proposed by an airport authority, experience has shownthat the most effective and mutually beneficial course of action is to establish communications withthe airport authorities and their consultants as early as possible to explore alternative airport plansand terminal concepts to benefit all concerned. The IATA forum for this consultation is the AirportConsultative Committee (ACC).

K2.2 ICAO

The International Civil Aviation Organization (ICAO) is a division of the United Nations, and wasformed in 1944 pursuant to the signing of the Convention on International Civil Aviation. ICAO createshigh-level legislative principles for international civil air transport in order to ensure the highest possibledegree of uniformity in regulations and standards, procedures and organisation regarding civil aviationmatters. Standards and Recommended Practices on Facilitation are provided for in Annex 9 to theConvention. This document contains Standards and Recommended Practices or SARPs, whichContracting States are urged to adopt, and as far as practicable, include in their own national legislation.

The airport development designer and airport operator should obtain ICAO published documents toconfirm the legislative standards by which airlines and airports must function.

K2.3 GOVERNMENTS

National standards vary from country to country, with the main exception being those pertaining toEuropean Union (EU) Member States, whereby each Member State enacts national legislation inorder to implement EU Directives and Regulations. The Joint Aviation Authorities (JAA) founded bythe European Civil Aviation Conference (ECAC) represents the civil aviation regulatory authorities ofa number of European States who have agreed to co-operate in developing and implementing commonregulatory standards and procedures. These are known as Joint Aviation Requirements (JAR). TheJARs should be consulted for common EU safety and regulatory procedures.

Non-EU governments set policy for security and general passenger facilitation issues on a nationalbasis while attempting to harmonize standards for international travel.

In the context of passenger facilitation, governments employ trained staff at border control pointswithin the airport terminal building — Immigration (Arrivals and/or Departures) and Customs (Arrivals).


K2.IR1 Passenger Facilitation Consultative Group

Airport planners are urged to consult with lATA's passenger facilitation teams to developcoordinated and efficient passenger processing areas within their airports.

Please visit lATA's website at: www.iata.org/soi/securityfacilitationrfacilitation/index for furthercontact information concerning this subject matter.

390


http://www.iata.org/soi/securityfacilitationrfacilitation/index

391

IATA Passenger Facilitation

K2.IR2 Supporting International and National Documentation

Airport planners within Contracting States or wishing to connect with Contracting States shouldobtain Annex 17 to the Convention on International Civil Aviation — Security. This Annex detailsthe security requirements with which Contracting States should comply. Please refer to ICAO'swebsite at: www.icao.int

Other useful documents which should be obtained by authorized organizations include but arenot limited to:

• ECAC Document 30 (Restricted Access), which was ratified in July 03, should be similarlyobtained to verify the requirements of EU states.

• IATA Security Manual.• ICAO\ ! Manual.

.J

http://www.icao.int/

SECTION K3: IMMIGRATION PROCESSES

K3.1 THE ROLE OF IMMIGRATION

Immigration services are provided by governments in order to examine aliens on arrival/departureat/from ports of entry in order to establish whether on arrival (i) aliens are properly documented and(ii) they have a right of entry to that territory. On departure, the authorities track when the alien departsthe territory, and verify that the alien should not be prevented from departing for reasons of lawenforcement. Passengers and crew should present the required travel documents (passports/visas/identity papers as applicable) on arrival at the primary inspection line. Some countries may alsoinspect documentation on exit from the territory.

Immigration agents use dedicated national and, where possible, international databases to validatebona fide travelers. Some Immigration authorities emphasise pre-entry and on-entry control, whileothers concentrate on after-entry activities.

However there has been a shift toward international co-operation on immigration issues and manystates are moving towards a multilateral approach to passenger processing. This approach has beenfacilitated by the increase in the use of machine-readable passports and the capture and verificationof biometric data. For further information in this regard please refer to Section K5: SimplifyingPassenger Travel, Clause K5.2.2, which provides more information on the latest International CivilAviation Organization (ICAO) standards pertaining to Machine Readable Travel Documents (MRTD)and to the use of Biometrics to facilitate border clearance.

The airport planner should refer to Chapter F, and in particular to Section F9.3 for further details onthe sizing requirements for immigration/passport control facilities.

K3.2 PASSENGER TYPE SEPARATION

In accordance with ICAO Annex 17 clause 4.3.3, the separation of departing and arriving passengersis essential where departing passengers have entered the airside environment after undergoingsecurity and immigration inspections. It is subsequently recommended by IATA that all departinginternational airside passengers must NOT be permitted to mingle with arriving passengers in commonareas.

Option 1 (Preferred Option) Passengers must be segregated by means of a physical barrier, whichmust NOT be capable of being breached by passengers. The structure must be considered to bepermanently fixed and of sufficient height and fixture to prevent cross filtration of flows of passengersand/or goods between departing and arriving passengers.

Option 2 (Temporary Solution) Where the option 1 solution cannot be met in the short term, alldeparting and arriving international passengers must be separated. This should be facilitated by

Figure K3-1: Departing and Arriving Passenger Separation

Where necessary

Option 1 - PreferredPermanent BarrierInterlocked DoorsAs Appropriate

DepartingOriginatingPassengers 0% r ( j § r - -

Departing Passengersd£ _d$

Arriving / § _Passengers \ • w Arriving & Transfer Passengers _^a" I

DepartingTransfer

Passengers

-^d Denotes Departing Passenger

■^a Denotes Arriving Passenger

■^s Option 2 - Denotes Airport Security staff usagewhere no barrier present and used on occasionsof terminal evacuation as necessary

Process Variations / Presence Will Occur Depending on Local LegislationNOTE: ICAO Annex 17 Standard 4.3.2 Should Be ObservedSecurity Process Dependent on Transfer Flight Origin / Passenger Separation IntegrityNOTE: ICAO Annex 17 Standard 4.3.2 Should Be Observed

K3.3 DEPARTURES IMMIGRATION CONTROL REQUIREMENTS

Immigration staff located within the departure point need to have access to dedicated databases tovalidate the bona fides of, in this case, the outbound traveler. Passengers who are improperlydocumented will be stopped by immigration staff and may be taken off line for further scrutiny.

Where required, terminal developers should provide suitably sized departure immigration controldesks/kiosks as advised within Section F9 of this manual. In addition to the main outbound immigrationprocessing channels, common immigration administration offices should be provided.

Departing passenger interview rooms should also be provided in a landside location and should beconsidered as secure rooms. The fit out (with customary heating and ventilation systems, lightingand water provision) of the departing passenger immigration interview rooms and the administrationoffices should be determined following consultation with local government immigration departments.

Standard Processes: Each government has its own domestic legislative provisions regarding outboundcontrols of passengers and their baggage. Many governments, in light of perceived threats to borderintegrity, require routine inspection of some or all baggage of departing passengers. Screeningbaggage for explosive material is also commonplace, and permanent but flexible infrastructure shouldallow airlines to carry out such inspection where required. Please refer to Sections U11 (Hold BaggageScreening and U12 (Hand Baggage Screening) for further details in this regard.

Future Possibilities/Technologies: Intelligence gained through Advance Passenger Information (API)systems and/or Interactive Advance Passenger Information systems can be used in conjunction withRFID labels to the standard as defined by IATA resolution 1740c to ensure baggage is adequately

K3.4 PASSENGER ARRIVAL IMMIGRATION REQUIREMENTS

Standard Processes: Passport/document controls for arriving passengers are required, except in thecase of pre-inspection at the airport of departure. Consideration should be given to the availability ofmultiple channels based on nationality, traveler status (i.e. passenger/airline crew/diplomat), and theavailability of API and Advance Passenger Processing. Health controls for arriving passengers area permanent feature in only a few countries, however flexibility is required in this area in case of apublic health emergency of international concern. Terminal designers should account for the provisionof medical examination rooms for this purpose and these should be sized according to the perceivedflow rate of passengers that will be required to use the facilities.

Immigration staff located within the arrival point need the same information technology as providedat the departures point, namely the use of dedicated databases to validate the bona fides of, in thiscase, the inbound arriving traveler.

Terminal developers should provide suitably sized arrivals immigration control desks/kiosks as detailedwithin Section F9. In addition to the main inbound arriving passenger immigration processing channels,arriving passenger interview rooms should be provided. Arriving passenger immigration interviewrooms should be located airside and should be considered as secure rooms. The fit out (with customaryheating and ventilation systems, lighting and water provision) of the arrival immigration interviewrooms should be determined following consultation with local government immigration departments.

K3.5 DIPLOMATIC IMMIGRATION CHANNELS

Airports which experience higher than average volumes of diplomatic or semi diplomatic passengersshould develop dedicated passenger routes, more applicable equipment infrastructure, as well asoperational protocols to permit the efficient processing of this category of traveler. The airport developershould seek clarification from local immigration departments in this regard.

K3.6 FUTURE IMMIGRATION CHANNELS

Airports and immigration departments should strive to improve the efficiency of immigration channelswhere possible by providing faster and more effective processing of travelers. In an attempt to achieve


K3IR1 Passenger Type Separation Solution

Departing and arriving international passengers should be separated within the airsideenvironment as defined and in accordance with clause K3.2. Wherever practically possible thedefined Option 1 (Preferred Option) should be adopted to perform adequate departing andamving passenger separation. Where the option 1 solution cannot be applied immediately, theOption 2 solution should be adopted as a temporary solution. Implementation of Option 1 shouldbe the aspiration for all airports.

K3.1R2 Departing Immigration Facilities

Departure immigration control facilities should be designed in accordance with clause K3.3, withdue consideration of the processing and sizing recommendations defined within Section F9.

K3.IR3 Arriving Immigration Facilities

Amving immigration control facilities should be designed in accordance with clause K3.4, withdue consideration of the processing and sizing recommendations defined within Section F9.

SECTION K4: CUSTOMS PROCESSES

K4.1 GENERAL CONSIDERATIONS

At most international airports, government clearance requirements are in force for internationalpassengers. In co-ordination with the government inspection agencies (e.g. HM Customs & Excisein the UK and the US Bureau of Customs & Border Protection (BCP), etc.), these requirements mustbe taken into account in the early stages of planning the airport terminal facilities.

In facility planning, government controls should not be regarded as unchangeable: a certain degreeof flexibility is required, dependent upon the border agency's perception of the level of threat to borderintegrity. Even if a control requirement remains unchanged, the technique used to enforce it maychange, with corresponding changes in related space and facility requirements.

During early discussions it may be found that government authorities are not aware of new conceptsin clearance procedures. Where this is the case, the airline representatives should ensure that theappropriate agencies and/or authorities are made aware of these developments. The IATA FacilitationRepresentative for the country concerned is responsible for keeping the government inspectionagencies informed on such matters.

The object of the IATA Facilitation Programme is to eliminate or simplify government clearancerequirements. While this is not always possible, facilitating the rapid flow of passengers and goodsthrough the airport is a necessity for border agencies, airlines and airport operators. Success in thisfield can alter the nature of the space and facilities which may be required by the governmentalcontrol agencies as well as by airlines for traffic handling purposes. It is important that those planningnew or re-designed airport terminal facilities should be made aware of actual and anticipatedimprovements in facilitation before alterations or new constructions are commenced. Contacts withthe National Facilitation Representative, the IATA Facilitation Representative, the IATA RegionalFacilitation Co-ordinator or the IATA Facilitation Secretariat should be made at this stage.

It should be recognized that government border control agencies may maintain some requirements(e.g. for the airlines to present passenger manifests) because they feel that the airport design doesnot provide adequate assurance that all passengers will present themselves for inspection.

Alternatively, the provision of Advance Passenger Information (API) or other automated borderprocedures may enable border control agencies to segregate arriving passengers into those with andthose without such data. Careful attention to design aspects, particularly within the airport terminalbuilding, can ensure that passengers will proceed through the government control areas wherenecessary, and thus minimize requirements for government authorities to maintain certain controldocuments and procedures.

K4.2 LEGISLATION AND RECOMMENDED PRACTICEREQUIREMENTS

Airport designers should observe the following legislative requirements when planning the functionalareas associated with the layout of Customs facilities for the processing of passengers, cargo andmail and express parcels where appropriate:

• National Government Legislation — e.g. DfT (UK) /CATSA (Canada) /DHS (USA), etc.

• European Union (EU) Directives.

• ECAC Document 30.

• ICAO Security Manual.

• IATA Guide To Facilitation.

Aside note: The Joint Aviation Authorities (JAA) founded by the European Civil Aviation Conference(ECAC) represents the civil aviation regulatory authorities of a number of European States who haveagreed to co-operate in developing and implementing common safety regulatory standards andprocedures. These are known as Joint Aviation Requirements (JARs). The JARs should be consultedfor common EU safety and regulatory procedures.

K4.3 GOVERNMENT CONTROLS

K4.3.1 Customs Control Facilities & Equipment

In addition to arriving passenger processing facilities, international cargo, occasionally domestic cargo,and in all cases, passengers' checked and hand-carried baggage requires customs control andclearance of imported and exported items.

The airline/operator/known shipper must provide: (i) customs checking facilities (ii) check goods and(iii) provide appropriate Customs documents at the checkpoints. Customs facilities maybe located atthe following airport passenger and cargo processing checkpoint areas:

• Customs control kiosks/checkpoints in airside passenger arrival facilities (See Section F9 forsizing requirements).

• Publicly accessible Customs declaration offices located in landside passenger pre-departurefacilities, (allows passengers to document goods for which local excise duty has been paid orthose being re-exported, etc.).

• Cargo processing buildings, operated by the customs administration, by individual airlines and,in certain instances, customs brokers or freight forwarder operators.

All cargo handling and/or clearance procedures occurring within the cargo facility or elsewhere incontrolled areas of the airport facility must comply with specific national customs regulations. Theseinclude, but are not limited to requirements for the safeguarding of goods in operator's custody, thekeeping of transport records, transfer of goods to other airlines, and delivery to consignees.

The airport developer should work with the local government customs representative to establish aninventory of necessary infrastructure to be provided by the airport developer, operator or freighthandling entities (airlines, brokers, forwarders, etc.) that are resident at the airport. The following shouldbe used as checklist for designers to verify the requirements with the local customs representative:

• Customs inspection tables and IT LAN/WAN interface specifications.

• Securable customs interview / detailed search room.

• Customs administration offices requirements and IT LAN/WAN interface specifications.

• Customs staff accommodation areas — complete functional requirements.

• Customs & excise duty payment facilities and IT LAN/WAN interface specifications.

• Customs security screening equipment specifications and spatial requirements to accommodateX-Ray machines /metal detectors/particle analysis machines and other specialist customsequipment.

• Kennels for K9's used for detecting drugs and general contraband in passenger luggage andcargo consignments.


K4.3.2 Customs Bonded Warehouses

Bonded warehouse facilities are used to hold goods which must be accessed by authorised airsidepersonnel on a regular basis, and for which national customs duties are not normally applicable orcollected. Examples of goods which fall into this category are cigarettes, alcohol, etc., which are forsale on aircraft and within duty free airside shops. Additionally, bonded warehouse facilities arefrequently used for the temporary controlled storage of goods in transit to another country or anotherairport within the same country where formal customs formalities will occur.

Designers should liaise with airlines and cargo freight processors to establish the extent of such storagefacilities that maybe required. Designers should also liaise with government customs representatives toestablish any special customs clearance infrastructure considerations and/or requirements.

Bonded warehouse facilities must be secure and provide environments that are appropriate for thegoods they are intended to hold. Bonded warehouse facilities intended to hold goods to be sold withinthe terminal should ideally be located as close as practicable to that terminal; bearing in mind anyfuture potential terminal expansion areas.

K4.3.3 Transfer Passenger Baggage Customs Clearance

Regulations in some countries require that the customs authority inspect and clear transfer passengersand their accompanied goods (hand carried and hold checked baggage) in the same manner ascontrols applied to persons entering the country. Where such inspection of transfer passengers andtheir possessions is required, the airport must make provision for the passenger to be reunited withtheir hold baggage prior to physical presentation before a customs official.

K4.3.4 Customs Sampling — Terminal Design Implications

There has been a gradual reduction in the degree of customs inspection of terminating passengers'baggage. In most countries today, some form of sampling or selective inspection is practiced wherebyonly randomly-selected passengers may be inspected or where only a portion of bags carried on agiven flight are physically examined. This situation will vary from country to country. Terminal buildingdesigners should liaise with the government customs representative to confirm what inspectionmethodologies are or will be employed, and seek to establish typical or average processing timesfor customs inspections. This information, when used with the recommendations in Section F9, willallow terminal building designers to correctly calculate the flow of passengers in customs facilities,and calculate the resultant space needed for customs activities. Designers should refer to SectionF9 for further generic information pertaining to the spatial planning of customs facilities.

Multi-Channel Customs: The random sampling concept is usually applied within multi-channelcustoms facility layouts. The typical passenger customs clearance area is normally situated adjacentto and immediately after terminating passengers (and transferring passengers where required undernational customs regulation) have reclaimed their checked or hold baggage.

The dual-channel (red/green) system is, in some regions of the world, expanded to provide a thirdchannel which maybe used for special regulations.

RED CHANNEL: Passengers with articles to declare proceed through a channel indicated by a redsign in the form of a square, where their baggage is inspected and appropriate duties assessed.

GREEN CHANNEL: Passengers with nothing to declare proceed through a channel indicated by agreen sign in the form of an octagon where they are generally not inspected, although customsauthorities normally reserve the right to make a spot check of passengers proceeding though this

399


BLUE CHANNEL: A separate customs channel is used in certain circumstances, and where nationalregulations allow, to further segregate arriving passenger clearance processes. As an example, theblue lane process has been used to facilitate the clearance of persons travelling between two airportslocated within the European Union, and for which customs inspections are not required. In othersituations, special customs regulations are applicable for this channel, when used. The provision ofthis channel is optional and dependent on the local national government legislation requirementsand/or international agreements in place. Airport designers should liaise with their local customsrepresentative for clarification.

The number of processing lanes in each of the coloured categories shall vary in accordance with thetype and volume of passenger traffic being handled, and local governmental regulatory requirements.

Aside Operational Consideration Note: Government agencies (Health, Immigration, Customs,Agriculture) should be urged to consider the possibility of using one official to carry out inspectionson behalf of several agencies. This not only results in cost savings, but can also expedite thepassenger's journey through the inspection facility. Such combined inspection processes are alreadyin effect in Canada and Australia, and since the inception of the Department of Homeland Security,this will eventually be the case in the United States as well.

K4.IR1 Customs Legislativa Requirements

Designers of terminai buildings, cargo processing/storage, and mail/express items processingand clearance facilities àhould refer to the legislation and best practice documentation listedwithin clause K4.2 whenglanning the customs facilities in these respective areas within airports.

R2 Customs Facilities & Equipment

representa■■■■'< ■ jif&meí'

faf&r to clauses K4.3.l,and:K4,3.4, and should liase with their local customsdetermine the precis® customs facilities and equipment accommodation'•layout plans. 1™

SECTION K5: SIMPLIFYING PASSENGER TRAVEL

K5.1 INTRODUCTION: A VISION FOR THE FUTURE

Making passenger flows in airports more user-friendly benefits not only passengers, but also airlines,airports, government authorities and travel agents. Automated technologies are available which canbe cost-efficiently implemented, and the primary concern of the Simplifying Passenger Travel (SPT)Program is that these technologies and their related processes and procedures are implemented withglobal interoperability to ensure maximised security and efficiency for all concerned.

Various trials have and are taking place world-wide in these areas, and related-standards are emerging.Certainly some attention in airport planning needs to be given to current and up-coming developmentsin implementing new technologies, for example: common-use self-service (CUSS) check-in; real-timecommunications of passenger information between the service partners; biometrics for automatedidentification of passengers; and radio frequency identification (RFID) of check-in baggage.

K5.1.1 The Key Concept

The aim of the SPT Program is to improve the passenger travel experience by replacing repetitivechecks of passengers and their documents with a newer, more streamlined system. The new systemwill collect the information once, and then share it electronically with subsequent service providers.A one-stop check prior to departure will clear the passenger through their entire journey.

When founded in 1998, the SPT Program's prime driver was capacity limitations, and this continuesto be an important incentive to work towards the SPT vision. SPT represents the industry's bestattempt to cope with the increased projected number of passengers by utlising airport space moreefficiently. It is felt that this goal should be achieved without the need to resort to large capitalexpenditures.

With recent increases in security concerns, the SPT Interest Group (a self-funded membership)recognised that the concept of collecting all passenger information prior to departure and enablingits live exchange between service providers would also facilitate security enhancements in airtransport.For further details please refer to:

www.simplifying-travel.org

K5.2 INDUSTRY STANDARDS AS COMPONENTS TO REACH THE SPTVISION

There are several standard-setting groups working in unison with the SPT interest Group to developan international structure enabling interoperability of Simplified Passenger Travel. These are areasto explore when investigating the future uses of airport terminals.

K5.2.1 Common-Use Self Service (CUSS) Check-in Kiosks

The IATA CUSS Manual contains the standard specification for the CUSS kiosk. The business modelfor implementation will likely be that airports will own the kiosks and lease them by time or usage toairlines.

http://www.simplifying-travel.org/

This sharing of infrastructure by airlines is essential to ensuring that departure halls do not becomecongested with airline-owned kiosks. In addition, this business model will enable airlines that operatelimited flights into an airport to also benefit from using self-service check-in. The brand-ability of thekiosks will be imperative in attracting airlines to their use. For further details please refer to:

www.iata.org/CUSS

K5.2.2 Pre-clearance of Government Authority Requirements UsingBiometrics

Real-time messages providing passenger information to government authorities prior to departureenables response messages to be sent guiding the airline whether or not to board a passenger. Thisreal-time messaging, known as Advanced Passenger Processing (APP), is an extension of AdvancedPassenger Information (API) — see Sections K1 to K4 inclusive. Experience of real-time immigrationpre-clearance has been accumulated over the years and, being successful, has created interest byother governments who are working towards this model.

In parallel, the International Civil Aviation Organisation (ICAO) has developed standards for themachine-readable zone (MRZ) in travel documents (passports, visas and identity cards). ICAO hasalso endorsed a global, harmonized 'blueprint' for the integration of biometric identification informationinto passports and other machine readable travel documents (MRTDs). Facial recognition has beenselected as the biometric to be used world wide for machine-assisted identity confirmation and Stateshave the option of using one or two secondardy biometrics if they so wish. Four technical papershave also been published which guide States on how to implement biometrics in MRTDs. Specificallythe papers include:

• Biometrics Deployment,

• Logical Data Storage,

• Use of Contactless Integrated Circuits, and

• PKI Digital Signatures.

The technical papers can be found at:

http://www.icao.int/cgi/goto_atb.pl7icao/en/atb/fal/mrtd/overview.htm

The result will improve the risk in conducting preliminary immigration checks remotely and front linechecks on arrival automatically. For further details please refer to:

www.icao.int/cgi/goto_atb.pl?icao/en/atb/fal/mrtd/overview.htm

Many projects are being conducted by government authorities which are building support for the

K5.2.3 Opportunity for Security Check

Security professionals are provided on a local basis to screen passengers prior to boarding. It wouldtherefore be possible with the information collected prior to boarding pass issuance for pertinent datato be transmitted to the security check for pre-assessment of the degree of screening necessary.This would assist with the resourcing of both equipment and staff at security checkpoints.

http://www.icao.int/cgi/goto_atb.pl?icao/en/atb/fal/mrtd/overview.htm

http://www.icao.int/cgi/goto_atb.pl7icao/en/atb/fal/mrtd/overview.htm

http://www.iata.org/CUSS

K5.2.4 Baggage Handling

Having established a process for passengers to speed through traditional airport checks, it is importantthat the baggage does not then delay them. Radio Frequency Identification (RFID) technology canbe applied to baggage handling to increase the accuracy of identifying check-in baggage andreconciliation with passengers. Alternatively, an overnight courier concept can be built into thepassenger journey such that the passenger's bags are collected and delivered to the passenger'sdoorstep.

Whichever business model is used, a modified IATA Recommended Practice 1740c (RP 1740c)defines the radio frequency wave length. For further details please refer to:

www.iata.org on RFID group

K5.2.5 Market DifferentiationThe aim of the SPT program is to cater to the needs of a significant proportion of the travelling publicthat the service providers already 'know' prior to departure. Catering to a significant proportion of thepassengers in this manner enables the service providers to focus their attention and resources onthe other 'unknown' passengers. By knowing passengers, the service providers can also tailor theiroffers to the customised needs.

Personalised messaging services from service providers to passengers can be constructed upontechnologically-enabled services. In addition, automated systems can enable service providers torecord passage through check-in, security and boarding points so as to know the passenger's statusin their journey and thereby best assist them through the airport.

Remote tools can also be developed to take the one-stop check off the airport site through remote


(f.

K5.IR1 Departure Halls

Consider the impact on departure hall space allocation of the following services for a proportionof the passengers, but only where economically viable and operationally advantageous:

• CUSS check-in.

• RFID bag tags.

§ Real-time verification of advanced passenger information.

• Intelligent security checks.

• One-stop check on departure,

and in a second phase:

• Home pick-up of baggage with RFID tags.

• Remote CUSS check-in by internet, PDA or WAP and 3rd Generation Internet Enabled phonesfor those without baggage.

http://www.iata.org/

K5.IR2 Arrival HillsConsider the impact of RFID on the passengers and government arrivals procedures wherepassengers are approved prior to departure and their baggage is delivered door~to~door. Theseprocesses will have significant effect on arrivals halls and carousel areas.

SECTION K6: DISABLED PASSENGERS AND STAFF

K6.1 DESIGNING FOR THE NEEDS OF DISABLED PASSENGERS ANDSTAFF

The number of disabled passengers or visitors using an airport can be very significant. Airport facilitiesshould be adequately designed to permit easy access, mobility and movement under informed directionthroughout the terminal complex.

The main categories of disabled persons for airports designers to account for can include but maynot be limited to:

1. Vision impaired or totally blind passengers.

2. Deaf or hard of hearing passengers.

3. Mobility impaired passengers.

4. Reading Impaired passengers (dyslexic, etc).

During the design period, the airport planners and designers should evaluate the capability of theirdesigns to permit the travel of these passengers, with the provision of suitable specialist equipmentand a total appreciation of the difficulties faced by the disabled travelling public and the disabled staff

K6.1.1 Countering for Vision Impairments or Blindness Disabilities

Signage should be clear and concise and as defined within Section J12. Where signage is providedat major corridor junctions, suitably sized Braille wall mounted panels or Braille impregnated handrails should also be provided. Braille characters should be used for signage directing passengers topier or terminal connections, passenger facilities, customs, immigration, emergency exists, phones,retail, seating, information centres, and for toilets if deemed necessary.

As well as Braille indicators, signs may also include a secondary typeface that repeats the textmessage carried by the standard sign, but in letters that are 'raised out' of the surface of the panel.This lettering should appear on the same panel as the adjoining Braille impregnations, be of the samecolour as the background (so as not to clutter the information seen by sighted passengers), andshould generally consist of lettering that is somewhat spaced apart and light, as opposed to bold, inappearance.

Arrival and Departing flight information normally displayed on FIDS should be repeated in certainlocations by digital voice messaging or provision should be made at the information desks to caterfor disabled passengers needing up to the minute arrival and departure information.

At least one flight information display within each respective zone of the airport should have doubledfont sized text compared to normal FID's, in order to permit visually impaired (not blind) passengersto read the messages more easily.

Lifts, should be fitted with digital speech messaging systems to advise passengers of lift level anddoor opening and door closing status. They should also be fitted with buttons that have Braille eitheron the buttons themselves or alongside the floor level and emergency buttons.

Travelators (moving walkways) and escalators should be fitted with audible warning or digital speechmessaging to warn of entry and exit points for these units.

Transit systems should be fitted with digital speech messaging systems to advise passengers of

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Passenger Facilitation

K6.1.2 Countering for Deaf or Hearing Disabilities

When a voice message is given within a terminal complex a visual message defining the sameinformation should be displayed at the same time at the appropriate location(s).

Public address systems should be clear and audible, with speakers adequately positioned within allpassenger and staff zones of the airport terminal building.

Each set of public telephones should have at least one clearly marked telephone that is equippedwith a volume control or sound booster device for persons with a hearing impairment.

K6.1.3 Countering for Mobility Impairment Disabilities

Doorways and passageways, of adequate width and without thresholds, should be provided.

Ramps and/or elevators should be provided to allow wheelchair passengers to follow the normalpassenger flow routes and to use all general facilities. Many larger airports feature particularly longwalking distances between check-in counters and gate areas. Motorised carts, lightweight strollerunits and other means of assisting fatigued or mobility-impaired passengers must also be easilyaccessible in these areas (for specific design considerations please refer to K6.IR1, below).

Specific arrangements should be made in toilet facilities for the disabled, and these should be properlyidentified and of a suitable internal design that provides easy access and aid bars. Passenger indistress alarms should also be fitted.

Telephones need to be accessible to a person using a wheelchair, and pertinent counter heightsshould also be designed with practical wheelchair user specifications in mind.

Car parking spaces for the disabled should be designed and placed closer to the entrance of theterminal. Several spaces adjacent to the terminal building entrance, separated from the main flow oftraffic and clearly marked, should be made available for the loading and unloading of passengerswith disabilities from automobiles. These spaces should allow individuals with wheelchairs, bracesor crutches to get in and out of automobiles easily and onto a level surface suitable for wheeling andwalking. The international accessibility symbol should be displayed at accessible entrances to theterminal.

Where possible, stretcher cases should be able to by-pass the normal passenger flow routes (e.g.by permitting ambulances to proceed directly to the aircraft through appropriate security equipmentand protocols).

406



K6.IR1 Areas for Special Consideration

The following main areas on Mch terminal design has to be adapted are listed below:

:«.Ct-c:■}:-■,■; § i...:;:-<-ãvel óheck-in counters oi desks are a desirable feature for wfteelcha-.passengers, or for passengers needing to be seated while being served.

• Security—The processing of disabled passengers through security checkpoints will normallyrequire access doors to allow wheelchairs to by-pass the metal detectors. Hand-check facilitieswill be required in these cases or prevision of particle analysers, as deemed necessary bythe national security authority. (Refer to Section U12).

• Baggage Reclaims (Arriving Passengers) — The baggage reclaim areas must be accessibleto persons with disabilities and the facility designed to allow for efficient handling and retrievalof baggage by all persons. jfl^^mCheck-in to Gate Pióorn — Where appropriate, electric can* can tie pmwjm on 'rsidcconcourses to transport mobility impaired passengers. From a terminal design pair it of view,

•"planning for these vehicles will require consideration of power supply for baÈery recharge,safety whenpaffied, parking zones"cut of main passenger flows, floor stresses to cope W0§:vehicle weigf^^jrnaintenance zones separate from passenger areas.

• At the Gate — Boarding through the passenger loading bridge is the preferred method forpassengers with &/5âMífVes. Disabled passengers travelling with ih&irgwn wheelchairs preferto stay in their chairs until they must transfer to iheir sear on boato t:u raft. On arrivalthey again prefer to transfer from the aircraft seat into their own wheelchair. The wheelchairmay be a light-weight push type or it mayim a heavy electric wheelchair. In either case, thechair (and the batteries) must be transported from the gate lounge down to the aircraft apronso it can be loaded on the: . 0 ^ ! § ie lifting device in the gate area is. JneWmrbtransport wheelchairs between levels. This lifting device can also be used for handling

Changes in Level: The design of passengers access ramps, excluding passenger boardingbridges, should ensure that a gradient is not any steeper than 1:12. Ramps with gradientsgreater than this will cause difficulty for staff assisting wheelchair passengers when using theramps.

Passengers Requiring Physical Assistance — 'Mfhen aircraft do not interface directly withterminals, disabled passengers will require trmspoa. They should be moved from the aircraftthe terminal by a lifting vehicle and shouldpe introduced into the main terminal passengertreams whenever possible. This may require-doors into the terminal m the arrivals lèv<MsVom apron level to arrivals level. Departing passengers will require sitriilar facilities fromthe departurdSem. U db&rs are required into the arrivals or departure levels, space mustbe allowed tor the lifting vehicles to manoeuvre between the aircraft to mate with the terminalbuilding. ifW

I 7* \

407


K6.IR2 Disabled Access Assessment Plan

Airport designers should produce Disabled Access Assessment Plans for designs proposedwhich will impact on both the staff and passengers who use them. The Disabled AccessAssessment Plan should be a holistic evaluation of the practical needs of disabled staff andpassengers. Design should be measured in performance and designers should aim to providethe service levels indicated in the system described below.

Gold STAR: Airports with more than 12 ■*

Silver S AR: Airports with more than 7 k

Bronze STAR Airports with more than 5 +

Less than 5 Recommended that the Airport Disabled Access Assessment Plan needsreviewing, and improvements to the airport facility provided accordingly.

STARS AWARDED

Disabled-friendly Check-in, Security and Immigration Designs ***

Provision of Ramps in Parallel to Stairs -kk

Provision of Braille Signage at low level at building junctions -k-k

Provision of Lifts in parallel to Escalators k-k

Provision of Braille Data on or close to Lift Buttons k

Provision of Audible or Voice Messages on Travetators k

Provision of Electric Vehicles for Disabled Passenger Movement *

Provision of Disabled Toiletes for staff and Passengers -k

Provision of Disabled Person Parking Facilities closer to the Terminal *

Provision of Airbridges or transfer vehicles for disabled passengers k

408

1

ÍATA Airport Development Reference Manual

IAT

AChapter L — Aircraft Parking Aprons

Section L1: Current and Future Aircraft Types

L1.1 Current and Future Aircraft Types Overview............................................ 407

L1.2 Boeing 25 Year Vision Statement ............................................................. 407

L1.3 Airbus 25 Year Vision Statement .............................................................. 408

Section L2: Physical and Functional Requirements

L2.1 Introduction and General Considerations ................................................ 409

L2.2 Basic Apron Layouts................................................................................. 409

L2.3 Blast Fences and Barriers ........................................................................ 412

L2.4 Apron Perimeter......................................................................................... 416

L2.5 The Cargo Apron ...................................................................................... 417

L2.6 IATA Recommendations ........................................................................... 418

Section L3: Gate Stands and Remote Stands

L3.1 Gate and Remote Stands: Introduction ................................................... 419

L3.2 Gate Stands ............................................................................................. 419

L3.3 Remote Stands ........................................................................................ 420

L3.4 Equipment Parking and Maintenance....................................................... 422

L3.5 Expansion Capabilities.............................................................................. 422

L3.6 Parking Clearances................................................................................... 423


Section L4: Ground Handling Equipment

L4.1 Ground Handling Vehicles ....................................................................... 426

L4.2 Passenger Loading Step Vehicles............................................................. 428

L4.3 Potable Water Supply Vehicles ................................................................ 429

L4.4 Catering Vehicles...................................................................................... 429

L4.5 Aircraft Push Back Tugs ............................................................................ 430


410


Section L5: Service Roads & Storage Areas

L5.1 Service Roads: Introduction..................................................................... 433

L5.2 Pedestrian Pathways ................................................................................ 435

L5.3 Equipment Restraint Lines........................................................................ 435

L5.4 No Parking Areas...................................................................................... 435

L5.5 Typical Ground Equipment Layouts .......................................................... 435


Section L6: Distributed Electrical Power & Air

L6.1 400Hz Electric Power Systems ................................................................ 438

L6.2 50/60Hz Electric Power Systems .............................................................. 439

L6.3 Pre-Conditioned Air Systems..................................................................... 440

L6.4 Pneumatic Air Systems............................................................................. 442


Section L7: Aircraft De/Anti-lcing Facilities

L7.1 Introduction ............................................................................................ 445

L7.2 Siting Considerations ............................................................................... 447

L7.3 De-Icing Facility Design and Construction ............................................... 447

L7.4 Environmental Considerations ................................................................. 447

L7.5 Operational Considerations ..................................................................... 447


IAT

ACHAPTER L — AIRCRAFT PARKING APRONS

SECTION L1: CURRENT AND FUTURE AIRCRAFT TYPES

L1.1 CURRENT AND FUTURE AIRCRAFT TYPES OVERVIEW

This section has been compiled with the kind assistance of Airbus and Boeing. Its objective is to helpairport operators and designers appreciate the business drivers associated with the development ofnewer commercial aircraft, reflecting current trends and operational requirements and how thesemight impact on long term airport master plans.

A series of questions were posed to both Airbus and Boeing and a 25 year vision statement of theaviation industry was requested. The text provided in clauses L1.2 and L1.3 has been reproducedverbatim from Boeing and Airbus respectfully in answer to the IATA request.

L1.2 BOEING 25 YEAR VISION STATEMENT

The driving forces in the aircraft industry will be operating cost, environmental impact, and capacity.

Lower operating cost could provide consolidation pressure to increase aircraft size, especially in somehub-to-hub markets. Longer, direct flights, to avoid the cost of the passenger transfer and increaseairplane utilization, could increase the fragmentation of the airlines' route structure and requiredincreased operating weights. Increased usage of the lower holds for revenue cargo may also increasethe operating weights of aircraft. Lower costs could also provide pressure for unique features thatdecreases fuel burn (canards, more aft loading via tail fuel tanks, increase wing span/winglets, etc.)that would require more flexibility in gate layout. Greater utilization, to reduce the impact of ownershipcost, will require reduced turn times and could extend the normal operating window to earlier/latertimes of the day/night.

Aircraft changes, to address environmental issues, will primarily be internal to the engines and theAPU. Engines will increase in by-pass ratio, which will increase the nacelle diameter, reducing groundclearance and increasing the potential for damage. Reducing community noise may require increasedwingspan and thrust to improve climb performance as well as detail refinements to reduce airframenoise. Future airplanes will be 'more electric', and with pressure to reduce APU operation will increasethe demand for electrical power from the terminal grid while parked.

Demand for capacity will increase. Some of the increase will come from larger sized aircraft, but mostwill result from increased frequencies and additional destinations. Both the increased frequenciesand destinations will require additional gates as well as better utilization of gates.

In the future, airplanes may:

411

L1.3 AIRBUS 25 YEAR VISION STATEMENT

Air transport driving forces remain world economic liberalization and growth, international tradedevelopment, population growth and migration, and fares relative decrease allowed by continuousproductivity gain from all actors of the industry. Air transport is becoming a commodity product, whereefficient and value for money services are key for survival.

Growth factors as well as historical ability of this industry to adapt should allow air traffic to morethan triple in the next 25 years. As developing countries, especially in Asia, are poised to be worldeconomy and population locomotives for the next decades, air transport leadership should haveswitched from North America to Asia by 2020.

Economics, population concentration and air transport congestion will drive the need for larger,cheaper and more efficient aircraft. While the need for point to point connections will develop.

The need to connect non-stop all economic and population areas will lead to increasing aircraft rangerequirements; for domestic or regional routes where US transcontinental has become the referencefor smaller and smaller jet aircraft; as well as for long international routes, where transpacific today'sstandard may grow up to Europe-Australasia capability. However, ultra long range flight developmentcould be hampered by economic viability and health issues.

Such aircraft evolution will require specialised and optimised propulsion systems able to meetincreasing economic challenges on short and medium range operations and take-off and speed issueson longer routes. Ever more demanding environmental constraints (noise and emissions) will addanother complexity to engine development challenges.

2025 aircraft fleet requirements to transport billions of passengers, on longer but also more denseroutes will certainly necessitate larger aircraft than today: A380 will be a dominant player on majorintercontinental trunk routes and even saturated regional ones. As well, larger medium size aircraftwill be needed to replace today's single aisle aircraft in short and medium range markets, down toregional markets where larger small jets will take over current 30/50 seaters.

The real technical challenges for the aircraft industry are directly linked to this traffic increase, whichshould be coped with by absolute improvements in the key technical parameters:

• Safety, with an overall reduction on total number of accidents.

• Environment, reducing in substantial amounts all aircraft emissions.

• Air Transport capacity, including more efficient and bigger aircraft.

• Affordability, through absolute reductions on ticket price.

• Quality of flight, by improving overall comfort and punctuality.

Tomorrow's air transport infrastructure, including airports, will have to accommodate the predictedlevel of traffic with increased flexibility, from very large aircraft to small jets. Most importantly,

412


413

IATA Aircraft Parking Aprons

SECTION L2: PHYSICAL AND FUNCTIONAL REQUIREMENTS

L2.1 INTRODUCTION AND GENERAL CONSIDERATIONS

The aircraft apron is considered part of the terminal complex and will therefore be greatly influencedby the choice of terminal concept. However it must also be considered in relation to the taxiway andrunway system. The Apron can be defined as the area on the airside of the terminal buildingswhere aircraft manoeuvre and park, and where loading, unloading and aircraft servicing activities areperformed.

The apron can be divided in to the following aircraft movement areas:

• Aircraft Stands (terminal gate or remote positions) — The area on the apron designated forparking of aircraft.

• Apron Taxiways — A portion of a taxiway system located on an apron and intended to providea through taxi route across the apron.

• Aircraft Stand Taxilanes — A portion of an apron designated as a taxiway and intended toprovide access to aircraft stands only.

• Apron Service Roads — Routes designated for the movement of service vehicles within theapron area.

The apron must be planned in relation to the taxiway and runway system as well as the terminalIn addition to the physical constraints summarized in Section G1 of this manual, the apron designmust also make due allowance for:

• Applicable International and State Safety Regulations governing airline and airport operations;particular reference should be made to ICAO Annex 14, Aerodromes, which stipulates clearancedistances associated with all categories of airport operations.

• Expansion capability.

L2.2 BASIC APRON LAYOUTS

L2.2.1 General

Figure L2-1 illustrates two basic aircraft parking layout principles, namely taxi-in/push-out and taxi-in/taxi-out. Figure L2-2 shows typical apron elevations for a selected aircraft range. The variationsobserved will be part of the analysis, leading to the decision as to the preferred method of operations.

L2.2.2 Elements Of Comparison Between Taxi-Out And Push-Out

While no fixed commercial rule has emerged regarding the choice between taxi-in/taxi-out parkingconfigurations, it can clearly be seen from a comparison of diagrams within Fig. L2-1 that there areconsiderable disadvantages to the use of taxi-in and taxi out apron configurations, namely:

• Far more stand/apron space is required.

• Blast affects from turning aircraft can be a limiting factor when planning aprons.

• Passenger boarding bridges cannot be used.

The trend is clearly in favour of push-out configurations at high volume airports utilising larger aircraft,and taxi-out configurations at lower volume airports using the smaller regional type of aircraft (wheremanoeuvring space is less restricted). In all cases a study must be conducted considering presentand foreseeable conditions which may influence aircraft parking configurations.

The main advantages of the taxi-in/push-out configuration are:

• Reduction in apron congestion due to the ability to position ground equipment immediately adjacentto the aircraft parking position prior to aircraft arrival. Additionally, at aircraft departure there is areduced requirement to remove equipment from the apron area.

• Ability to load passengers or baggage, almost up to the scheduled time of departure.

• Clearances between adjacent aircraft, ground equipment and fixed obstacles are less critical.

• Aircraft parking guidance systems can be relatively simple.

• The effects of jet blast on equipment, personnel and terminal facilities is substantially lessenedand the requirement for blast fences are reduced or eliminated.

• The effect of fumes and noise are similarly reduced.

• Simple and correspondingly less costly passenger loading bridges can be employed.

• The total area of the apron pavement area and related costs is kept to the minimum.

A disadvantage with the taxi-in/push-out configuration is that it requires additional aircraft tow tractorsand associated personnel to effect the push-out. Aircraft tow tractors are costly, especially thosedesigned to handle wide-body aircraft. Provision and operating costs plus frequency of usage must

L2.2.3 Power-back

At certain locations, some airlines have elected to power-back their aircraft using reverse thrust. Thisoperation has been authorized for certain aircraft operated by a very limited number of airlines, understrict operating conditions and at selected airports. This practice should not be considered as part ofnormal operations; if adopted it could have an adverse noise impact on the communities close to

L2.2.4 Flexibility

To achieve the optimum utilization of facilities it is desirable to match, as closely as possible, thecapacity of the apron with the forecast aircraft mix. The use of MARS stands provides this flexibilitywhen stands are required to accommodate both wide-bodied and narrow-bodied aircraft in varyingmixes.

Where feasible, the apron should be designed to accommodate the appropriate number of largeaircraft expected during the peak period. At other times, smaller aircraft can use the same standcentrelines. This solution makes possible the implementation of simple aircraft guidance systems,loading bridges, hydrant fuelling systems, etc.

414


Figure L2-1: Basic Aircraft Parking Layout Principles

Parking Limit Line

Taxi-In - Push Out

Aircraft Stand Taxi Lane

Taxi-In - Taxi Out

415


When the aircraft mix varies throughout the day (i.e. when a majority of small aircraft alternate witha majority of large aircraft and space is limited), consideration should be given to a more flexibleutilization of the apron. Examples of flexible parking layouts are illustrated in Section L3 — FigureL3.1 and Figure L3.2; however it should be noted that other combinations are possible.

It is imperative that the degree of flexibility remains compatible with efficient and safe stand utilization.Identification of each aircraft stand by the pilot should present no ambiguity, while access should befacilitated by the provision of appropriate apron markings and guidance systems. Loading bridgesand hydrant systems are likely to be more complicated and the extra costs involved should becompared with the savings realized by providing a smaller number of stands overall.

L2.3 BLAST FENCES AND BARRIERS

L2.3.1 General — Blast Effects

As jet blast can have a significant impact upon the procedures adopted for the handling of aircraft interminal apron areas, it is essential that this factor be one of the fundamental considerations in theplanning of new apron layouts.

The acceptability of varying apron layouts should be considered in terms of blast effect in relation to:

• Health and safety of passengers and operational personnel.

• Design of buildings and fixed facilities.

• Risk of damage to mobile equipment.

• Risk of damage to other aircraft.

Figure L2-2: Typical Stand Elevations for Selected Aircraft

Example of Passenger Boarding Bridge

Service Levels B747-400/B777-200/MD87 Range

417

Aircraft Parking Aprons

Engine exhaust velocity and temperature characteristics are generally published by manufacturersin the form of constant value contours plotted in the horizontal and vertical planes (see Fig. L2-3).

The engine thrust required for taxiing is proportional to the aircraft weight; aircraft design, airlineoperating practices and apron slope conditions. Airlines should be consulted when the jet blastimplications of specific apron layouts are being evaluated.

Jet blast levels are likely to be greater than normal minimum values due to:

• Upward sloping apron.

• Wind, altitude and temperature effects.

• Aircraft making turns (particularly where asymmetric power is used or one or more engines shutdown).

• Mechanical malfunction (e.g. brake friction).

• Human factors.

The experience of airlines and airport authorities has indicated that blast velocities should not

L2.3.2 Blast Fences

When assessing jet blast effects related to a proposed apron layout, the use of blast fences may beconsidered as a means for dissipating or deflecting jet blast away from vulnerable areas.

Blast fences can be used to protect ground equipment, personnel and buildings from the blast ofmanoeuvring aircraft. Their function is to deflect the exhaust wake of aircraft jet engines upwards.Blast fences are constructed of modules which can be combined to produce the most suitable layouts.These structures may be attached to the ground or alternatively weighted to resist the overturningstresses from jet blast. In the latter case, they can be relocated relatively easily.

The height of the fences varies with the type of aircraft. In the case of large aircraft with tail mountedengines, construction of a blast fence may not be cost-effective and therefore start-up proceduresfor that engine may have to be restricted.

Blast fences are regularly used in terminal apron areas where aircraft are operated on a taxi-in/taxi-out procedure. Occasionally they are also required where aircraft move away under power on anaircraft stand taxilane, having been pushed back from a nose-in stand. (See Fig. L2-4)

The location of blast fences must be related to the aircraft manoeuvring pattern and the areas orfacilities requiring protection. The dimensions of the blast fence and the design of the surfaces exposedto the blast effects can be determined from the operating characteristics of the aircraft types to beemployed.

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418


Figure L2-3: Jet Engine Exhaust Velocity Contours — Boeing 777at Take Off Thrust Setting and Break Away Thrust Setting

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Figure L2-4: Example of a Typical Blast Fence Installations

: I í ■ s I Shown! W I W '-----------------

L2.4 APRON PERIMETER

The airport perimeter will often encompass both natural and human-engineered features. Theperimeter may weave in and out of fixed features, cross rivers, and provide vehicle and staff accesspoints. It is essential that the perimeter is engineered to provide security and ease of access foremergency and permitted vehicles and staff only.

Where airport perimeters run parallel to public roads, the actual perimeters should be fitted on theinner face of the fencing system with vision obstruction barriers. Vision obstruction barriers have twomajor benefits: they will deter both legitimate plane spotters and would-be terrorists using planespotting groups as a cover; they will reduce vehicle accidents on the adjacent public roads due tocasual plane spotting by vehicle drivers. For more comprehensive information on security and fencingsystems please refer to Section H Clause H2.12 Perimeter Security.

Figure L2-5: Apron Perimeter Fencing — Visual Obstruction Barriers

When developing the apron perimeter it is useful to consider using the natural features of the landscapeto benefit the sound insulation properties of the environment. Where the environment has no naturalsound insulating properties it is of benefit to consider creating man made contours and developinga terrain to aid sound insulation and reduce local visual impact of the apron. Figure L2-6 defines theICAO Document 9184 AN/902 Airport Planning Manual recommendation for the use of such manmade terrain.

L2.5 THE CARGO APRON

The following requirements must be considered when planning cargo aprons:

• They must be considered as a continuation of the cargo facility. An apron immediately adjacentto the cargo facility fulfils this requirement and should be used by all-cargo/freighter aircraft, thusproviding for short distance transportation and access between aircraft and facility.

• Expansion of the cargo apron must be feasible, in order to accommodate increases in peak hourdemand for aircraft stands or increased aircraft sizes. Parking configuration depends on localrequirements and constraints, and must also allow for the necessary ground handling equipment.

• A cargo apron design should also provide, at each aircraft stand, adjacent staging areas for theequipment needed for loading and transportation of arriving and departing ULDs.

• Parking of handling equipment should be possible between the airside cargo road and apron,and/or along the outer edges of the apron, without impeding aircraft manoeuvring on or offthe apron. Power-in/power-out aircraft parking requires more space for each stand, and extraprecautions against blast.

• Several factors must be considered when fixed loading bridges are planned to connect all-cargo/freighter aircraft to ETV storage systems within the cargo facility. Justification for loading bridgeswill depend on utilization potential, impact on staffing requirements, processing/turnaround time,and frequency of extreme weather conditions. As with passenger loading bridges, cross-utilizationbetween wide-body and narrow-body aircraft, as well as within certain types of narrow-bodyaircraft, may be limited. In addition, aircraft cargo door configurations (nose, side forward, sideaft) will impact utilization potential.

Figure L2-6: Cross Section of Sound Insulating Forest

Runway

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• Fixed aircraft servicing equipment, such as hydrant refuelling and power, are only appropriate toaircraft stands with high utilization.

• Lighting on the apron should provide sufficient illumination to permit the reading of cargodocuments and labels at the aircraft parking stand. However, such lighting should not be allowedto adversely affect crew visibility when taxiing aircraft.

• On the apron, cargo service roads should be separate from the apron taxiway.

• An analysis of the peak hour stand requirements and the related volume of air cargo to betransported and processed is necessary in order to determine the size of the apron and adjacent

L2.6 IATA RECOMMENDATIONS

rL2.IR1 Taxi-in And Push-Out Apron Configurations

The use of taxi-in and push-out apron stands configurations should be selected as (he preferredstand planning solution.

L2.IR2 MARS Stand Configurations

The use of MARS stands provides flexibility when stands are required to accommodate bothwide-bodied and narrow-bodied aircraft in varying mixes. When flight schedules dictate, theoption to configure stands in the MARS format should be considered. In such situations theMARS format is the IATA preferred stand configuration solution, as it maximises utilisation ofthe stand areas to their full potential and can reduce infrastructure costs.

L2.IR3 Blast Screens

Blast screens should be used to protect buildings, mobile apron devices and operational staffworking in adjacent areas to the location of jet exhaust velocities and jet high temperature areas.Blast screens should be positioned in accordance with clause L2.3.2.

423


SECTION L3: GATE STANDS AND REMOTE STANDS

iata

L3.1 GATE AND REMOTE STANDS: INTRODUCTION

In recent years increasing importance has been placed by airlines upon terminal gate stands, primarilybecause they provide for more rapid and comfortable handling of passengers, avoid the need forbuses, and enable better turnaround times. In general, airports should seek to handle as muchcapacity as possible with terminal gate stands incorporating passenger boarding bridges, as thisrepresents by far the most comfortable, effective and cost-efficient means of enplaning and deplaningpassengers.

Where necessary, however, remote stands can offer facilities an effective and economical alternativeto terminal expansion when capacity demand begins to exceed expectations on an occasional orpermanent basis. It should be noted that any remote stand expansion or construction needs toincorporate contingencies for general apron operations (including but not limited to taxilanes andrunway clearance requirements), remote transportation vehicles, the expansion of related passenger

L3.2 GATE STANDS

The gate stand can be used in conjunction with passenger boarding bridges, with aircraft loadingvehicles, or even with apron stairs. However the objective and recommendation with gate standsshould be for them to be used with passenger boarding bridges wherever possible to improve customerservice standards. For further details on passenger boarding bridges please refer to Section J11.

The gate stand is usually an integral part of the pier, satellite or main terminal departure lounge. Thegate stand is comprised of the following interconnected components:

1. Link bridge from terminal or pier structure to rotunda (Departures + Arrivals Dedicated Routes).Or

1a. Link bridge from terminal or pier structure to rotunda (Departures + Arrivals SINGLE MIXEDRoute).

2. Emergency Stair Node.

3. Gate Apron Stand Area.

4. Passenger boarding bridge(s).

The gate apron stand is the preferred solution for airlines, passengers and staff. It is more economicalto operate than a comparably sized and served remote stand due the reduction in connection vehicleequipment, fuel, staff and time. The gate stand can also be configured to be used in conjunction withall three types of passenger boarding bridges (see Section J11).

Having established the mix of aircraft required to meet the flight schedule criteria, it will then benecessary to accommodate those aircraft types physically on the available apron area. It is essentialthat correct volume and type of aircraft are understood with contingency consideration for late aircraftturnaround. The gate stands should be considered prime real estate on the apron and gate servedapron stands should be allocated accordingly.

Gate stands should be used to serve the major volume of aircraft traffic which should be determinedfrom the flight schedule. This is not necessarily the larger aircraft, as a domestic traffic biased airportcould require the serving of small to medium sized jets predominantly with only the occasional largejets such as the Boeing 747-series and A380 aircraft being served.

424


Gate stands should be as flexible as possible and should serve a wide a range of aircraft rangingtypically from, in order of preference (i) large to small aircraft; (ii) large to medium aircraft; (iii) mediumto small aircraft; (iv) large aircraft; (v) medium aircraft only or (vi) small aircraft only, though muchdepends on the operational requirements of the terminal and the flight schedule.

The use of a single passenger boarding bridge per gate stand should be used wherever possible forall aircraft of size smaller than the full double deck A380 series, except when especially rapid aircraftturnarounds may be required.

Where the A380 series aircraft are to be served it is recommended that the gate should be providedwith the dual passenger boarding bridges to facilitate the more rapid disembarkation of passengersserving the forward first lower port door and the forward second upper port door. Occasionally a thirdbridge may also be used for this aircraft only (see Figure L3-1 below).

Figure L3-1: Passenger Boarding Bridge Quantities by Aircraft Type

Number of Passenger Boarding Bridges:

Aircraft Recommended Maximum

B747 (Series) 1 2

A380 (Series) 2 3

Other Aircraft 1 (2 under special agreement)

It should be noted that many medium sized aircraft have dual forward door positions which can beserved. Wherever possible the forward door should be served by the passenger boarding bridge.

The capital costs associated within the use of passenger boarding bridges means that whereverpossible 2 section passenger boarding bridges (nose loader or apron drive) should be used as thefirst choice over the use of 3 section passenger boarding bridges.

L3.3 REMOTE STANDS

The provision of aircraft stands remote from the terminal building is an economical way of increasingterminal capacity, particularly in relation to limited periods of apron congestion which occur eitherdaily or periodically.

The total airport terminal building capacity must however remain in balance. Expansion of aircraftstands, whether in number or size, must be matched by an expansion of certain elements of theterminal building. When considering the introduction of remote stands the following factors should beconsidered:

• The layout of remote parking stands must not interfere with apron taxilanes or runway clearancerequirements.

• Aircraft manoeuvring considerations for terminal gate stands also apply to remote stands.

• Since remote stands are often located in close proximity to active taxiways, careful considerationmust be given to entrance and exiting procedures and the effects of jet blast.

• Apron drainage must be in conformity with the local building codes as well as environmentalregulations. For example, special treatment may be required for spills of aircraft fuel or de-icingfluid See ICAO Annex 14 Clauses 3.14.10 and 3.14.11.

• The economic viability of providing remote stands as opposed to gate stands must be established.

• Remote stands give more flexibility in assigning an aircraft stand, especially for flights with longturnaround times, over night stays, technical delays, or flights having special security requirements.

• At the outset it must be clearly established what aircraft types will operate on the remote standsso they may be appropriately sized.

• Since, by definition, these stands are remote from the main terminal area, consideration must begiven to the most effective utilization of ground equipment. Consideration should be given tostaging ground servicing equipment nearby. Consideration should also be given to requirementsfor aircraft hydrant fuelling, ground power, air conditioning and de-icing.

• For a safe operation it is important to have good apron lighting and lampposts should beappropriately placed.

B737-400/500 MARS Configuration

All Aircraft Passenger Boarding Bridge Served

425


L3.4 EQUIPMENT PARKING AND MAINTENANCE

Ground servicing equipment must be parked in areas adjacent to the aircraft stands to be readilyavailable when required. If required turnaround times are to be achieved, it is essential that suchequipment is conveniently located in reasonably close proximity to its regular place of use and isreadily accessible to ground handling staff. Such areas should be sized to accommodate all equipmentused on a regular basis to support aircraft servicing for all types of aircraft usually served in a particularapron sector. Such areas should be clearly defined by appropriate apron markings.

Long-term parking facilities must be provided for ramp equipment with convenient access to the apronarea. At airports with harsh winter weather conditions, a heated ground equipment shelter will be

L3.5 EXPANSION CAPABILITIES

Expansion of the apron will become necessary in two instances:

• When the number of aircraft stands is less than the demand.

• When the size of the stands must be increased to accommodate a larger size of aircraft.

Expansion of aircraft stands, whether in number or in size, may be matched by an expansion of theterminal, and this will be different for each of the possible terminal concepts. This expansion mustbe planned from the outset to avoid unnecessary waste in capital investment.

Figure L3-2: Example of Flexible Parking Configurations

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L3.6 PARKING CLEARANCES

L3.6.1 General

The application of adequate clearance margins in the development of apron layouts is essential toensure acceptability by airport authorities.

The apron with associated fixed equipment, as well as aircraft which are parked on the apron, is partof the total airport system which in operational terms is subject to the requirements for the safe conductof flight operations. These requirements (in the form of Standards and Recommended Practices) arecontained in ICAO Annex 14 — Aerodromes, and associated publications, particular attention shouldbe made to Chapter 3 of ICAO Annex 14, clauses, 3.8.3, 3.8.4 and 3.8.5 (Table 3.1).

Clearances recommended by the airlines for planning use have achieved universal acceptance asgood aircraft operating practice. They recognize the need to conduct operations in a broad field ofcircumstances while achieving an acceptable level of performance and safety.

Clearances in the following categories must be taken into account in the planning and design of apronlayouts:

• Flight Operations.

Ground service equipment operation.

L3.6.2 Flight Operations

The practical effect of these requirements on apron planning is to provide adequate separationbetween apron areas, active taxiways and active runways, and thereafter to restrict the height offixed apron equipment and parked aircraft according to their distance from the runway and theirposition relative to it. These limitations are stated in Table 4-1, ICAO Annex 14. If apron developmentis being considered at existing airports which could result in the infringement of these clearancerequirements by existing buildings or fixed facilities, the situation should be brought to the attentionof the ACC and the Airport Licensing Authority.

L3.6.3 Aircraft Ground MovementThe layout of apron areas must provide for the clearance requirements of aircraft moving over thetaxiway system between the runway system and the aircraft parking stands.

Clearances should be provided for aircraft on the basis that they are capable of following the taxiwaycentreline, due regard being given to the ability of the aircraft type having the longest wheel base tofollow curved guidelines and the tendency of the wing tip on the outside of the turn to cover a greaterarea than when proceeding in a straight line (the wing tip of a 747-400 extends an additional 3.5m).

An aircraft manoeuvring onto a stand under its own power should normally be allowed a minimumclearance of 7.5m between it and other parked aircraft, buildings or fixed obstructions (see FigureL5-1 for further clarification).

Where an aircraft taxies into a nose-in position in front of a building structure, a minimum clearanceof 4.5m between the structure and the nose of the aircraft will be sufficient, provided an effectivestopping guidance system is available. In such cases it will be necessary to increase this clearanceat apron level to facilitate the manoeuvring of an aircraft tow tractor into position for the push-backoperation. 427


For a B747 (with tow tractor and tow bar), a distance of 20m (15m plus 5m for tractor manoeuvring)is required between the aircraft nose gear and the building structure. If a service road is located infront of the aircraft and can be used for tow tractor manoeuvring, a distance of 15m is requiredbetween the aircraft nose gear and the service road. On apron taxiways and aircraft stand taxilanesthe minimum clearance between taxiing aircraft and parked aircraft, buildings or fixed obstructionsshould be as given in ICAO Annex 14 Table 3.1 (e.g. for a B747-400 on aircraft stand taxilanes, awing tip clearance of 10m is required; on apron taxiways a wing tip clearance of 16.5m is required).

The design of apron taxiways should include a minimum number of changes in direction. Where achange of direction is unavoidable, this should be accomplished by means of a transitional curvehaving a large radius. Aircraft stands and apron taxiway layouts should not be developed on thebasis of the aircraft making minimum radius turns. Where aircraft are required to turn from the aprontaxiway onto a stand centreline, a distance of at least half the length of the aircraft should be providedin order to achieve alignment following completion of the planned turn.

L3.6.4 Ground Service Equipment Operation

As the type, quantity and method of operation of ground service equipment will vary widely fromairport to airport, it is essential that local requirements for space and clearances are established byconsultation with the airlines.

In favourable situations, the clearances required for the operation of ground service equipment onthe aircraft stand around the aircraft can be contained within the overall dimensions of the aircraftand the surrounding aircraft ground movement clearances (See Section L4).

In less favourable situations, the above will not apply. Additional space or clearances may be requiredwhen:

• Transporters (e.g. buses, mobile lounges or other specialized vehicles) are used to conveypassengers between the passenger terminal and aircraft on remote stands.

• Mobile tankers are used in the absence of hydrant fuelling.

• Other items of equipment, either individually or collectively, are exceptionally large or unwieldy.

• Large exchanges of baggage, cargo or mail are required during short turnaround or transitoperations (this is particularly relevant with the operation of combi-aircraft).

• The cargo terminal is located a long distance from the passenger terminal apron.

• The overall aircraft size or wingspan is limited.

The table below defines the recommended clearances as defined within ICAO Annex 14 Chapter 3for taxiway verge to aircraft aft wheel assemblies. These distances should be carefully consideredwhen planning out the clearance criteria for remote and gate stands.

Figure L3-3: Taxiway Aircraft Wheel Clearances

"X-

Taxiway Wheel Cleanness

"Y" Minimum WheelClearance

X/2

------fr.--------0---------&-------Or

# Denotes Lighting System on Taxiway Center Line

Width of TaxiwayCode LetterABCDE

Dimension X7.5m10.5m15m-18m*118m-23m *123m25m

PimY1.5m2.25m3m-4.5m *4.5m4.5m4.5m

Denotes Refer to ICAO Annex 17 Clause 3.8.4Denotes Refer to ICAO Annex 17 Clause 3.8.3


L3.IR1 Preferred Use of Gate Stands

The objective with gate stands should be for them to be used with passenger boarding bridgeswherever possible to improve customer service WÈhjâàrds and to reduce airtine operationalcosts.

L3.IR2 Gate Stand Flexibility

Gate stands should be as flexible as possible and should serve a wide a range of aircraft rangingtypically from, in order of preference (i) large to small aircraft; (ii) large to medium aircraft; (Hi)medium to small aircraft; (iv) large aircraft; (v) medium aircraft only or (vi) small aircraft only,though much depends on the operational requirements of the terminal and the-flight schedulerequirements.

L3.IR3 Stand Placement — Taxiway Consideration

Since remote stands are often located in close proximity to active taxiways. careful considerationmust be given to entrance and exiting procedures and th& effects of jet blast and taxiway turningpaths.

SECTION L4: GROUND HANDLING EQUIPMENT

L4.1 GROUND HANDLING VEHICLES

Ground handling vehicles are used to service aircraft while they are parked on the apron. They serviceall aspects of the aircraft and numerous vehicles will approach and be parked next to the aircraft anyone time. It is therefore essential that these vehicles are compliant with recommendations containedwithin this chapter and those stipulated within the IATA Airport Handling Manual Chapter 9 — AirportHandling Ground Support Specifications. The placement of vehicles will vary according to the aircraftmake and model variant, therefore reference to the aircraft manufacturer's airport interface manualsis essential.

The ground handling vehicles will in some instances be required to drive on public roads, as well ason the apron within the service roads and the stand areas. Where vehicles are required to be drivenon the national highway they shall need to be compliant with local national legislation as well as theinternational recommendations stipulated within this manual and the IATA Airport Handling Manual.Please refer to Figure L4-9 for a sample list of the current Ground Handling Equipment specificationsdefined within the IATA Airport Handling Manual.

L4.1.1 Baggage Handling Vehicles

Baggage handling vehicles will be located airside and will travel frequently to most aircraft stands,to the airport baggage departures halls, and to baggage arrival halls. It is important that the vehiclesare efficient, reliable and safe to operate, both for staff and for the environment.

Battery, petrol and diesel powered tugs can be used, though wherever possible the use of batterypowered baggage tugs should be the preferred choice. The use of battery powered tugs will improvethe working environment of the departures and arrivals baggage halls. If petrol or diesel baggagetugs are used then the ventilation systems within the baggage hall environment should be designedto adequately and safely disperse the vehicle fumes, particularly in areas of where baggage handlingoperators reside.

Figure L4-1: Modern Battery Powered Tug

Photo Courtesy of aviance UK Ground Handling

Baggage handling dollies are towed by baggage tugs and used to transport departing and arrivingbaggage within the airport complex. Baggage handling dollies are often linked together in trains ofdollies which are driven directly to and away from aircraft.

At large busy International airports, dolly trains should be restricted in length, with no more than 5dollies being connected at any one time, subject to the recommendations of the both the dolly andtug manufacturers. Vehicle turning circles on some dolly units can be restrictive and can clash withbuilding columns when connected in long multiple dolly trains. The braking distances for dolly trainswith more than 3 dolly trains which are fully laden can be dangerously too long and difficult to control,particularly in wet conditions. Recommendations from the manufacturer of the baggage tug withrespect to load carrying practices should be sought.

Figure L4-2 details a typical open sided dolly unit which is used to transport loose baggage. Theseare often fitted with side nets (not shown). Figure L4-3 details a typical LD container dolly unit fittedwith free running rollers. The use of ball table mounted to these types of dollies is also commonplace.

Figure L4-2: Typical Open Sided Baggage Dolly

Figure L4-3: Typical LD Container Dolly


L4.1.2 LD Container Sizes

The use of LD sized containers is commonplace and practiced by many airlines to protect the aircraftand improve the loading and unloading of baggage and cargo on the apron. Baggage is better retainedwhen using LD containers, and subsequently can be driven to and from the aircraft while being lesslikely to fall out and become damaged on the road way. The following LD specifications are commonlyused:

LD7 (Cargo Applications) LD8

L4.2 PASSENGER LOADING STEP VEHICLES

There is a wide range of passenger stair vehicles commercially available. Aircraft docking stairs canbe towed or can be self-propelled, covered and uncovered. They are suitable for boarding passengersand crew personnel as well as for maintenance and aircraft servicing purposes, particularly wherestands are remotely positioned away from terminal building infrastructure. Mobile passenger stairsshould be fitted with canopies to improve customer service standards.

Self propelled and towed mobile stair variants can be used on small to large aircraft types, thoughfor large aircraft it is best practice to use passenger boarding bridges. Passenger stairs should beused where terminal building infrastructure does not exist or where a passenger boarding bridgemalfunction has occurred. The precise functional and design requirements of passenger loading stepvehicles can be found within the IATA Airport Handling Manual — Clause 920 — FunctionalSpecification for Self-Propelled Passenger Loading Steps, and Clause 920A — FunctionalSpecification for Towed Passenger Steps.

Photo Courtesy ofACCESSAIR Systems Inc.

L4.3 POTABLE WATER SUPPLY VEHICLES

Potable water is delivered to aircraft via dedicated potable water vehicles or via hydrants with outletsplaced above ground level and on the stand perimeter. It is more usual for potable water to be suppliedvia vehicles. Please refer to Section G1, Fig. G1-5: Example of Aircraft Servicing Arrangement —Typical Turnaround for B777 200LR. The typical location on the apron for a potable water vehicle isshown. The precise functional and design requirements of potable water vehicles can be found withinthe IATA Airport Handling Manual — Clause AHM 970 Functional Specification for a Self-PropelledPotable Water Vehicle.

Care should be taken to ensure that potable water supplies delivered to the apron do not becomecontaminated by fuel hydrants or fuel dispensers, for this purpose potable water stand hydrants mustnot be located in a pit below apron surface level.

L4.4 CATERING VEHICLES

Catering vehicles service aircraft's on-board catering requirements. When they approach the servicedaircraft the storage area is raised to service the aircraft in accordance with the aircraft manufacturesrecommendations. The precise functional and design requirements of catering vehicles can be foundwithin the IATA Airport Handling Manual — Clause AHM 927 Functional Specification for a Catering

Figure L4-5: Typical Passenger Stair Vehicle

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L4.5 AIRCRAFT PUSH BACK TUGS

There are 2 types of push back tugs:

• Type 1 (see Figure L4.7) those which require the use of tow bars.

• Type 2 (see Figure L4.8) those which latch to the aircraft nose wheel assembly directly andencase the wheel whilst coupled.

Type 2 push back tugs are cheaper to operate as they do not generally need two operators to usethem, whereas Type 1 push back tugs generally do require 2 operators.

Type 1 Push back tugs are generally used for smaller aircraft since the clearances beneath the aircraftare more restricted. Medium and Large aircraft also commonly use tow bars and Type 1 push backtugs to maneuver. Both Type 1 and Type 2 tugs are generally able, subject to tug manufacturersspecifications, to maneuver all types of aircraft over long distances at reasonable speeds. Type 2tugs are generally able to taxi aircraft at higher speeds. No technical preference exists between Type1 and Type 2 push back tugs.

Figure L4-7: Type 1 Aircraft Towing Tractor

Photo Courtesy of Aviance UK Ground Handling

Figure L4-8: Type 2 Aircraft Towing Tractor


Figure L4-9: IATA Airport Ground Handling Manual — Sample Listing(Full List Extends from AHM 900-996)

AHM 900 ~

EQUIPMENT SPECIFICATIONS — ISSUE AND REVISION DATES

EQUIPMENT SPECIFICATIONS — ISSUE AND REVISION DATES BYAHM NUMERICAL SEQUENCE

Shown below is a table containing the original and latest issue dates for all the AHM 900 Series.AHM

NumberTitle Original

IssueDate

LatestRevisionDate

900 Equipment Specifications — Issue and Revision Dates Dec 74 Jan 02

901 Functional Specifications Dec 74 Jan 01902 Environmental Impact on the Use of Ground Support Equipment April 95 Jan 03

904 Aircraft Doors, Servicing Points and System Requirements for the Use of GroundSupport Equipment

April 75 Jan 02

905 Reference Material for Civil Aircraft Ground Support Equipment Oct 78 Jan 01905A Document Cross Reference Report Jan 00 Jan 00909 Summary Of Unit Load Device Capacity And Dimensions April 75 Jan 01

910 Basic Requirements for Aircraft Ground Support Equipment August 75 Jan 99

911 Ground Support Equipment Requirements for Compatibility with Aircraft Unit LoadDevices

May 79 Jan 01

912 Standard Forklift Pockets Dimensions and Characteristics for Forkliftable GeneralSupport Equipment Intended for Palletisation

April 85 Jan 01

913 Basic Safety Requirements for Aircraft Ground Support Equipment Jan 77 Jan 01

914 Compatibility of Ground Support Equipment with Aircraft Types Sept 95 Jan 03

915 Standard Controls June 78 Jan 99916 Basic Requirements for Ground Support Equipment Towing Interface Feb 82 Jan 01

917 Guideman Hand Signals April 86 Jan 99918 Basic Requirements for Battery-Powered Ground Support Equipment April 92 Jan 99

920 Functional Specification for Self-Propelled Telescopic Passenger Stairs

Nov 73 Jan 03920A Functional Specification for Towed Passenger Steps Jan 98921 Functional Specification for Incapacitated Passenger

Boarding/Deboarding VehicleJan 77 Jan 03

922 Basic Requirements for Passenger Boarding Bridge Aircraft Interface April 84 Jan 01

923 Functional Specification for Elevating Passenger Transfer Vehicle Oct 92 Jan 01924 Functional Specification for Heavy Item Lift Platform June 79 Jan 99925 Functional Specification for Self-Propelled Conveyor-Belt Loader Feb 82 Jan 99

927 Functional Specification for a Catering Vehicle Feb 82 Jan 03931 Functional Specification for Lower Deck Container/Pallet Loader August 75 Jan 02

932 Functional Specification for Main Deck Container/Pallet Loader August 75 Jan 02933 Functional Specification of a Powered Extension Platform to Lower

Deck/Container/Pallet Loader

April 89 Jan 99

934 Functional Specification for a Narrow Body Lower Deck Single Platform Loader April 92 Jan 01

436



4..ÍR1 Use of Bakery Powered Baggage TugsBattery and dieset powered tugs can bé used, though wherever possible the use of bairn,-?powered baggage tugs should be the preferred choice.

L4.IR2 Baggage Dol ly Trains

At large busy international airports, dotty trains should be restricted in length wilt} no more than5 dollies being connected at any one time, subject to the recommendations ot both the dollyand tug manufacturers. BLaagaB

L4.1R3 Passenger Loading Step Vehicles

Wherever deemed necessary to use, mobile passenger loading steps should be fitted withcanopies to improve customerservice standards, particularly in countr i es where ad<m, tconditions are commonplace.

SECTION L5: SERVICE ROADS & STORAGE AREAS

L5.1 SERVICE ROADS: INTRODUCTION

Basic planning requirements for airside roads are:

• Access to the non-public road network must be effectively restricted to service vehicles directlylinked with aircraft handling activities.

• The service roads must be capable of accepting ULD transporter equipment between the cargoterminal and the aircraft.

• Adequate bearing strength, height clearances and turning radii must be provided to accommodateexisting and projected service and ground support equipment, including tow tractors, whenapplicable.

• To comply with the requirements stated within the joint IATA/ACI publication entitled: ApronMarkings and Signs Handbook.

• Airport service roads should have a minimum width of 10m, preferably 12m, and a clearanceheight of 4.2m, but preferably 4.6m. The latter is of particular concern with regard to serviceroads directly located in front of parking positions which pass under sections of the terminalbuilding and/or passenger loading bridges. It should be noted that the figures provided are designguidelines and should be adjusted to the local situation prevailing at the specific airport concerned.Service roads should be designed to accommodate self-propelled equipment with a swept turnradius of at least 8m.

• Adequate separation in accordance with ICAO Annex 14, Chapter 3, and in particular clauses3.8 (Table 3-1) and Fig 3-2, must be provided from runways, taxiways or other areas whereaircraft manoeuvre.

• Where necessary, adequate roadway width to permit overtaking of slow-moving ground supportequipment must be provided.

In planning for airside road systems it must be recognized that many restrictions exist, especially inthose areas where aircraft ground handling activities are in progress. Safety and security aspects,together with the special needs of slow traffic (e.g. tug and dollies), as well as wide and very highvehicles, all need to be taken into account. Exclusive use of part of the system by some categoriesmay be necessary. Special attention should be given to:

• Ground handling equipment should be moved via service roads and not across aprons. Designatedhandling and parking areas should be properly marked. The size of aircraft loaders, passengerbuses, mobile lounges, fire fighting equipment and fuel tankers may require special arrangementsfor manoeuvring and storage.

• The use of private cars on the airside should be restricted.

• Aircraft tow tractors may have to operate at right angles to service roads. Special provisions maybe necessary.

437


Each location has its advantages and disadvantages. Since a lot of operational activity tends to occuraround the forward portion of the aircraft, a frontal service road is sometimes preferred. However thedisadvantage with this type of service road is that the clearance height necessary to allow certaintypes of service vehicles (i.e. aircraft catering vehicles) to pass underneath may create a majorproblem with the height or slope of the passenger loading bridge or the elevation of the departuregate lounge.

When the service road is located in front of the terminal building, adequate room must be providedfor the aircraft push-back tractor to manoeuvre; i.e. the tractor which is at 90° must not encroach intothe service road. This often occurs however, and traffic congestion on the service road follows.

In situations where a service road can only be located behind the aircraft and outside of the standperimeter, the service road should then be very clearly marked and must not be allowed to infringeon apron taxiway operations. Proper clearance must be defined and maintained, from the rear of theaircraft to the service road and to the apron taxiway. Rear service roads will involve traffic comingoff the service road and past the aircraft wings and engines when approaching the front of the aircraft.Movement around aircraft wings, etc., must be done with extreme caution.

L5.1.1 Marking Characteristics

The marking characteristics are:

• Double line: do not cross.

• Single line: cross with caution.

• Broken line: a roadway centre-line.

• Dotted line: yield/give way.

• Colour: the colour shades must be of high visibility (e.g. reflective material and consistent withevery-day off-airport use), but must not conflict with the yellow colour already established foraircraft movement on the apron (ICAO Annex 14, Para 5.2.1.5). Recommended colours are REDfor safety and WHITE for traffic markings.

L5.1.2 Service Road Marking Standard

Service Roadway markings should be painted white and should consist of double solid outer lineswhich indicate that crossing is not permitted. A single solid outer line should mark the areas wherecrossing is permitted. In the case of two opposing directions of travel, there should be a centre(broken) line to divide traffic. The width of each lane of a road shall be of a minimum width toaccommodate the widest vehicle in use at that location. It is recommended that the following minimumspecifications be adopted:

• Width of line: 10cm.

• Gap between lines: 5cm.

• Broken line: 1.5m.

• A STOP line: 20cm.

• Directional signs should be in the form of a white arrow painted on the roadway surface. An

438


L5.2 PEDESTRIAN PATHWAYS

Pedestrian pathways should be provided across service roads and be painted with white stripesacross the roadway surface to the following specifications:

• Width of line — 0.5m.

• Length of line — 2.0m.

• Gap between lines — 0.8m.

Pedestrian walkways should be clearly indicated and designed so as to keep the pedestrians clearof hazards.

L5.3 EQUIPMENT RESTRAINT LINES

These are lines behind which ground support equipment is kept during the movement of an aircraftonto or off the aircraft parking position; also as a safety stop for all ground support equipment priorto final approach to the aircraft and as a safety zone to allow for jet engine intake and/or propellerclearance.

This restraint marking should be defined by an unbroken red line with a white line inside the aircraftparking area indicating the boundary of the aircraft parking area. The line must be painted so as toallow for the safe movement of the largest aircraft onto or off the parking position. The minimumwidth of line is 10cm.

L5.4 NO PARKING AREAS

Prohibited parking areas on the apron include such zones as the apron drive loading bridge movementarea, fuelling pits, etc. These areas should be marked by red hatch lines and bordered by a solidline of the same colour and width as per the following specifications:

• Minimum width of lines: 10cm.

• Gap between lines: 20cm.

The lines must be painted at 45° in reference to the aircraft parking position centre line.

L5.4.1 Equipment Parking Areas

These are specific areas set aside for the parking of ground handling equipment, and include:.

• Long term parking.

• Short term parking.

• Staging areas.

The lines delineating these areas should be painted white, with a minimum line width of 10cm.

When designing equipment parking areas consideration should be given to co-ordinating the longterm, short term and staging area requirements, including the size and type of equipment. Particularattention should be paid to the staging areas close to the aircraft.

L5.5 TYPICAL GROUND EQUIPMENT LAYOUTS

Figure L5-1 illustrates the ground equipment movement and parking areas around a typical aircraftparking position. It should be noted that the parked position of all aircraft served should be taken intoaccount when determining the position and plan profile of the apron safety line, which should beindicated on the apron using a solid red line.

439


440



L5.IR1 Service Roads

Service roads should be designed in accordance with clause L5.1 of this section and ICAOAnnex 14 — Aerodromes.

L5.IR2 Ground Equipment Parking

Apron ground equipment areas and zones should designed in accordance clauses L5.2, L5.3L5.4, and Figure L5*1 of this ^section as well as ICAO Annex 14 — Aerodromes. Particularattention should be made to apron marking standards which should be in compliance with ICAOclauses 5.2.

441


SECTION L6: DISTRIBUTED ELECTRICAL POWER & AIR

L6.1 400Hz ELECTRIC POWER SYSTEMS

Power required on aircraft can be supplied by either a fixed installation directly, providing 400 Hzpower to each stand, or by providing 50/60 Hz industrial type power which can be converted into 400Hz for the aircraft by means of mobile converters (the latter solution has broader applications; e.g.heating or air conditioning).

L6.1.1 Available Technologies

Fixed installations for supplying 200 V/400 Hz AC electric power to aircraft include a variety of availabletechniques, such as:

• Centralized systems distributing 400 Hz power to a number of stands, based on either a pair ofhigh capacity rotary converters or static converters located in an electrical room in the terminal.

• Decentralized or point-of-use solid-state units mounted on the passenger loading bridge near theaircraft closure or at remote stands.

Also, the supply of 200 V/400 Hz AC electric power to aircraft can be accomplished by means ofmobile, plug-in, electric converters connected to a 50/60 Hz power outlet of sufficient capacity,

L6.1.2 Design Guidance

Detailed technical information concerning the design and evaluation of the various types of 400 Hzsystems is contained in the Air Transport Association of America "ATA 400 Hz Fixed Power SystemsDesign Guidebook".

The engineering advice provided in this design guidebook has been established jointly by the airlineand equipment manufacturing industry's best specialists, and should be followed in order to evaluate

L6.1.3 Economic Justification

The economic justification for a fixed 400 Hz installation must be established versus the use of eitheraircraft APUs or mobile ground power units (GPUs) with a diesel engine, or mobile electric convertersconnected to 50/60 Hz power outlets at each stand. Such justification usually depends on how manyhours a day, in yearly average, a typical stand will be occupied by an active (being serviced) aircraft.

It should be noted that wherever the local climate requires aircraft air conditioning for a significantpart of the year, there may be little or no economic justification for a fixed 400 Hz installation alone,since for such period it would also be necessary to run the APUs for air conditioning purposes. In

L6.1.4 Distribution to Aircraft

The final 400 Hz mode of distribution to the aircraft is critical because of potential apron congestionand aircraft servicing constraints. It is recommended that no 400 Hz distribution cable should run onthe ground except within a maximum distance of 3m from the aircraft inlet. Even in this case, thecable should run perpendicular to the aircraft fuselage and not parallel to it, and should not be locatedin the way of, or constitute an obstacle to, aircraft servicing and loading vehicles. Additionally, wheneverpossible, distribution by pits should be avoided. The following distribution systems are recommended:

• Stands equipped with a passenger loading bridge or bridges: the cable should run to the headof the (most forward) bridge (pantograph or equivalent system for the telescopic part of the

442


443


• Nose-in stands without a passenger bridge: a general feeder cable should run in a trench alongthe front line of the stands and should include a series of connection points where service postscan be installed according to any changes in aircraft layout. This is in order to provide flexibilityin future airport developments.

• Taxi-in/power-out stands without a passenger bridge: installation of a fixed 400 Hz distributionsystem is generally not recommended, since such stand arrangements are generally used forlow or relatively low frequencies of stand utilization.

L6.2 50/60HZ ELECTRIC POWER SYSTEMS

L6.2.1 General

An alternate solution to providing 200 V/400 Hz AC electric power outlets, which frequently offersmore flexibility and a lower mean operating cost, is to provide multi-purpose 50/60 Hz industrial poweroutlets on each stand. The same outlets, or a set of outlets on the same distribution system, may beused for a variety of requirements, such as:

• Supplying 200 V/400 Hz AC electric power to aircraft by means of mobile plug-in electric converters.Such units are usually significantly smaller, cheaper and require less maintenance thanconventional GPUs with a diesel engine.

• Heating the aircraft in cold weather by means of mobile, plug-in electric heaters. Such units,again, are usually significantly smaller, cheaper and more free from maintenance problems thandiesel powered heating units. They present the additional advantage that they can be safely leftoperating (e.g. during night stops to avoid the risk of water circuits freezing) without staffsupervision, which is necessary for diesel units. Note: this also depends upon the local cost ofdiesel fuel versus electrical power.

• Cooling the aircraft in hot weather by means of mobile, plug-in, electrical air conditioning units(ACUs). Similarly, electric ACUs are usually significantly smaller, cheaper and more maintenance-free than diesel operating units.

• For possible future applications, supplying power to plug-in type electric loading equipment suchas container/pallet loaders, ULD transport vehicles, roller beds, etc. (Refer to paragraph (d) belowregarding standard connectors).


No specific technical design information is currently available for industrial power supply at an airport'sstands, as such guidance is basically contained within the rules of the art for general purpose electricalengineering. However, the following may be used as general guidelines for first step evaluations:

• The power to be used should be the local standard for industrial applications; e.g. 380 V/3 phase/50 Hz AC in Europe, or 230 V/3 phase/60 Hz AC in North America.

• Power requirements in kVA per stand for aircraft power supply should be estimated accordingto the "ATA 400 Hz Fixed Power Systems Design Guidebook".



The economic justification of a fixed 50/60 Hz installation must be established versus the use of eitheraircraft APUs or a conjunction of the diesel powered units (GPUs, ACUs, heaters, etc.) requiredaccording to local conditions. An estimate of purchasing and operating costs for electric plug-in unitsas compared to diesel powered ones must also be included in any evaluation.

Additionally, an economic comparison must be established between a multi-purpose 50/60 Hzinstallation and a conjunction of specialized fixed aircraft servicing facilities such as, typically, a 400Hz power system and an air conditioning (pre-cooled air) system. The lower initial investment costand higher flexibility of a multi-purpose 50/60 Hz installation may often result in significantly loweroverall costs. The cost per kwh of local electrical power varies widely and must, of course, be takeninto consideration as part of this study.


The distribution requirements for 50/60 Hz industrial power at a stand are basically similar to thosefor a 400 Hz system:

• Care should be taken to reduce the distance power cables run on the ground between the fixedoutlets and mobile plug-in units, and to minimize potential interference with aircraft servicing andloading vehicles.

• Whenever possible, distribution by pits should be avoided.

• When a 50/60 Hz industrial power plug-in facility is used for aircraft air conditioning or heating,preference should be given to mobile units in order to minimize the length of hose, with theadvantages of increased system efficiency, reduced ramp congestion and less hose wear.

• In addition, in order to benefit fully from the system's flexibility, care should be taken to standardizethe connectors used in order to allow any mobile unit to plug in.

• Standard connectors, such as described in the IATA Airport Handling Manual AHM 960Appendices C (for use on the North American continent, 230 V/3 phase/60 Hz AC) or D (for useon the European continent, 380 V/3 phase/50 Hz AC. Also refer to The Society of AutomotiveEngineers (SAE) Aerospace Recommended Practice ARP 1372A, and International StandardISO 7715 which are equivalent), should be used whenever compatible with the maximum kVA

L6.3 PRE-CONDITIONED AIR SYSTEMS

L6.3.1 Available Technologies

Fixed installations for supplying low pressure pre-conditioned (i.e. heated or cooled) air to aircraftinclude a variety of available techniques, such as:

• Centralized systems distributing low pressure pre-conditioned air to a number of stands from aheating or cooling plant located in a central technical room. The heating plant may be independent(e.g. electrical, ice storage, peak shaving, etc., technologies) or based on heat exchangers fedby the terminal building's own hot or chilled water distribution system.

• Decentralized systems including a fixed air conditioning/heating unit at each stand, with a heatexchanger fed by the hot or chilled water distribution system of the terminal building or anindependent system (e.g. electrical, ice storage, peak shaving, etc. technologies).

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• Decentralized systems including an independent fixed air conditioning/heating unit at each stand,operating from electric power distribution.

Also, pre-conditioned air supply to aircraft can be accomplished by means of mobile, plug-in, electricACUs or heaters connected to a 50/60 Hz power outlet of sufficient capacity, when provided at eachstand.


General technical information concerning design and evaluation of the various types of pre-conditionedair systems is contained in the Air Transport Association of America "ATA Spec 101: Ground EquipmentTechnical Data publication and Facility Planning Guidelines publication". The engineering andeconomic evaluation advice provided in the ATA publications has been established jointly by the mostqualified specialists of the airline and equipment manufacturing industries, and should be followed inorder to evaluate or to study any proposed system.


The economic justification of a fixed, pre-conditioned air supply installation must be established versusthe use of either aircraft APUs or mobile ACUs with a diesel engine, or mobile electric ACUs connectedto 50/60 Hz power outlets at each stand. It usually depends on the combined result of how manyhours per day, in yearly average, a typical stand will be occupied by an active (being serviced) aircraft,and how many days per year heating or cooling the aircraft cabin will be considered necessaryaccording to local weather averages.

Usually, the economic justification needs to be assessed together with a fixed 400 Hz power system,since obviously the main purpose of a pre-conditioned air installation is to eliminate or reduce theuse of aircraft APUs.


The final mode of distribution of pre-conditioned air to the aircraft low pressure air inlet is particularlycritical in relation to apron congestion and aircraft servicing constraints, due to the large size (usuallyminimum 20cm diameter) of the required hose. Based on the general objectives in the planning ofapron fixed facilities, it is recommended that:

• The hose should run perpendicular to the aircraft fuselage rather than parallel to it, and shouldnot be located in the way of, or constitute an obstacle to, aircraft servicing or loading vehicles.If this arrangement is made impossible by the stand layout for a given type of aircraft, the hoseshould run on the ground as close as possible to the aircraft centreline, and side transfer loadingequipment and methods should be eliminated for this type of aircraft.

• The hose length should be minimized in all circumstances in order to reduce the loss of pressureand improve air conditioning efficiency. When a stand serves aircraft types with either a forwardor aft located air conditioning inlet, the hose length should be determined for those aircraft typeswith a forward inlet location, and an extension hose should be used for the types with an aft inletlocation. It should be noted that many systems are experiencing significant wear and tear on thehose resulting in frequent replacement, which adds to operating and maintenance costs.

For stands without a passenger bridge, however, fixed preconditioned air installations are generallynot recommended. In these cases consideration should be given to the use of mobile electric ACUsor heaters connected to a 50/60 Hz power outlet, since the connecting power cable creates muchless interference with servicing vehicles than an air conditioning hose of comparable length.

L6.4 PNEUMATIC AIR SYSTEMS

L6.4.1 General

Pneumatic generation and distribution systems for high pressure air supply to aircraft are primarilyintended to provide the compressed air necessary to start jet engines on the stands. This is a shortduration requirement at each stand, since all the engines of an aircraft can be started within a periodof between 1 and 5 minutes depending on the aircraft type.

In addition, such systems are sometimes used or considered as a means of continuously running aflow of high pressure air into the aircraft in order to operate the aircraft on-board air conditioningpacks to either heat or cool the cabin. In this case, the system would be used in place of low pressurepre-conditioned air systems.

However, doubts have been expressed by a number of engineering specialists regarding the effectof this type of operation on the technical condition of on-board air conditioning packs, and experiencehas not yet allowed determination with certainty as to whether it may result in a significant reductionof mean time between failure (MTBF) of the packs, which would adversely affect both aircraft in-flightreliability and maintenance costs.

Therefore it is necessary, before considering the use of a high pressure pneumatic system for aircraftair conditioning, to make sure that the principle and characteristics (flow, pressure, temperature,moisture amount, etc.) of the system have been fully approved by all airframe manufacturers as wellas the aircraft engineering departments of the airlines involved.

Technically, pneumatic generation systems are always based on a number of high performancecompressor units (several types of compressor design are available) located in a central technicalplant. The size, length and layout of the distribution ducts are critical for system performance andpotential loss of pressure, and must therefore be carefully engineered.

Due to the high peak of power consumption (flow + pressure) required, no decentralized alternative(except conventional mobile ASUs of either the diesel or the turbine powered type) has up to nowbeen made available.



In general, installation of a pneumatic system is considered when it is a requirement to start theaircraft on the stand. In this case it will usually prove to be economical to use the system for cabinconditioning as well (depending on local weather conditions). The economic justification of a fixedcompressed air supply installation must be established versus the use of either aircraft APUs runningfor a few minutes in order to start the engines, or mobile ASUs with either a diesel or a turbine engine.If the system is also to be used for cabin conditioning, then the system justification must also takeinto consideration the elements stated in clause L6.2.3. Furthermore, if an airline or a group of airlinesare considering power back operations with their aircraft, this would have an important effect on theresults of this study.

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It should be noted that:

• The decision to use a pneumatic system for engine start should not be based upon environmentalconsiderations, since the starting of aircraft engines creates much more noise and air pollutionthan the APU or ASU.

• On the contrary, economic evaluation should take into account the fact that a fixed compressedair supply results in starting the engines on the stand before push back, where as most airlinestoday in fact start the aircraft engines from the APU during (or even partially after) push back.Using a fixed installation, therefore, may result in increased fuel consumption and noise due tojet engines running before and during push back, as well as additional aircraft and engine runningtime — which may also affect crew salaries. Such factors of increased expense for the airlineshould be taken into account in the economic evaluation.

• When the use of a compressed air supply installation is contemplated for both air start and cabinconditioning purposes, assessment by airline engineering departments as to the use of this systemfor cabin conditioning is necessary in order to evaluate the economic viability of the system.


The mode of distribution of compressed air to the aircraft high pressure air inlets depends on theuses being foreseen:

• If compressed air is used only for engine start, the hose location is relatively secondary, sinceat that time most servicing operations on an aircraft have ended. However, consideration shouldbe given to minimizing the length of the hose in order to reduce pressure loss and increasesystem efficiency. A powered hose retrieval and storage system should be provided for any fixeddistribution using hose lengths over approximately 9m.

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L6.IR1 400 Hz Systems

In addition to the design guidance defined within ADRM clauses L6.1 and L6.2, further detailedtechnical information concerning the design and evaluation of the various types of 400 Hzsystems is contained in tfie Air Transport Association of America "ATA 400 Hz Fixed PowerSystems Design Guidebook". This further reference material should be used in the designplanning of 400 Hz fixed power systems used on the apron/stand areas.

The economic justification for a fixed 400 Hz installation must be established versus the use ofeither aircraft APUs or mobile ground power units (GPUs) with a diesel engine, or mobile electricconverters connected to 50/60 Hz power outlets at each stand. A full justification is required toaccess the benefits of providing 400Hz equipment at the head of stand.

V._____________________________________________________________________________J

L6.IR2 Pre-conditioned Air and Pneumatic Systems

In addition to the design guidance defined within clauses L6.3 and L6.4, further detailed technicalinformation concerning design and evaluation of the various types of pre-conditioned air systemsand pneumatic systems is contained in the Air Transport Association of America "ATA AircraftGround Support Air Systems Planning Guidebook". This further reference material should beused in the design planning of pre-conditioned air and general pneumatic systems used on theapron/stand areas.

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SECTION L7: AIRCRAFT DE/ANTI-ICING FACILITIES

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L7.1 INTRODUCTION

Safe and efficient aircraft operations are of primary importance in the development of any aircraft de-icing facility, and the requirements for a de-icing operation will differ greatly for each airport. Whileremote primary de-icing may be desirable at one airport, gate de-icing with or without remote secondaryfacilities is appropriate at others. Operational and Air Traffic Control (ATC) matters may be paramountat one airport, while environmental concerns may predominate at another. These are just some ofthe many options to be chosen between where de-icing operations are concerned, but in an overallsense it is important to keep in mind that each airport will have varying priorities, and that manyfactors will need to be weighed before responsible, safe and efficient decisions can be arrived at.

The manner in which the ATC system operates during icing conditions is critical. If the ATC systemimposes significant delays before take-off, the de-icing problem is increased, not only because of theneed to de-ice again, but also because of the extra taxiing required. In addition to the concerns forsafety, the airlines and the airport authorities must work with ATC to minimize delays.

The first and most important task for designers contemplating the development of de-icing facilitiesis to evaluate the type of facility best suited to the airport needs. This evaluation will entail anassessment of the actual physical layout, the operational requirements and the environmentalsensitivity of the airport. This means aircraft movement flows, frequency and severity of icing events,realistic capacity need in snow/ice conditions, the physical space available, the length of routes tothe departure points, the available and potential drainage, the kinds of fluid (Type 1, 2, 3 or 4, seedefinition below within clause L.7.1.1) in use, and fluid collection/retention/recycling possibilities, etc.,must be considered.

It is important to recognize that the requirements for and economics of recycling and reuse varywidely. The environmental circumstances, ranging from the proximity of the airport to rivers and watersources, the runoff patterns to be expected, the types of receiving water and the movement rates ofwater bodies all impact the problem. Another variable is the type of soil and the potential for soilcontamination.

L7.1.1 The Types of De-icing Operations

In general, there are four types of de-icing operations:

(1) At passenger terminal gates, where aircraft are de-iced just before departure after passengersand baggage/cargo are loaded.

(1) At designated de-icing areas at or near the passenger terminal ramp.

(2) At designated remote de-icing areas en-route to the departure runway.

(3) At a specially designed centralized de-icing centre.

Facilities for these operations progress in level of sophistication from (1) to (4), although they all mustsatisfy the airport considerations noted above. Because option (1) does not usually entail additionalfacility development, but principally relies on mobile equipment, only options (2) to (4) are furtherdiscussed.

Historically, the principal method of de-icing has involved the application of heated freeze depressantfluids. In recent years, new thickened fluids have been implemented which offer extended protectiontimes (fluid holdover times). Other new developments need to be considered, including the applicationof infra-red heat.


L7.1.2 Designated De-icing Area at or Near the Terminal

For some airports, decentralized de-icing facilities at or adjacent to terminals can adequately meetthe demands of the airlines, while still allowing acceptable taxiing time to the departure runwaysunder varying weather conditions. Improvements to or expansion of the facilities at terminal standsshould include apron drainage areas that collect glycol runoff for proper disposal or recycling.Alternatively, de-icing run-off should be collected on the spot by sweeper/vacuum cleaning vehicles.The collected slush is either stored or directly transported to disposal/recycling contractors.

L7.1.3 Remote De-icing Facilities

Remote de-icing facilities located near departure runway ends or along taxiways are recommendedwhen taxiing times from terminals frequently exceed holdover times. Under changing weatherconditions they can compensate for icing conditions or blowing snow expected to occur along thetaxi route taken by the aircraft to the departure runway. These facilities can improve flow control bypermitting retreatment of aircraft without having the aircraft return to a more distant de-icing pad.Remote de-icing facilities have the following components:

Aircraft de-icing pad(s) for the manoeuvring of aircraft and mobile de-icing vehicles.

Bypass taxiing capability.

Aircraft de-icing pad(s) for the manoeuvring of aircraft and de-icing gantry or mobile de-icingvehicles.

Environmental runoff mitigation measures.

Portable lighting system.

L7.1.4 Centralized De-icing Facilities

Centralized de-icing facilities off the terminal are recommended when terminal de-icing facilitiesexperience excessive gate delays, taxiing times, or suffer from severe weather conditions conduciveto aircraft icing conditions. Terminals whose de-icing gates lack permanent environmental runoffstructures are candidates for off-terminal de-icing facilities, as the construction costs for runoffmitigation is not cost-effective. Centralized de-icing facilities usually have the following components:

• Aircraft de-icing pad(s) for the manoeuvring of aircraft and mobile de-icing vehicles.

• Bypass taxiing capability.

• Environmental runoff mitigation measures.

• Permanent or portable night-time lighting system.

• Support facilities that include:

• Storage tanks, transfer systems for aircraft de/anti-icing fluids.

• De-icing crew shelter.

• Fixed fluid applicator.

Considerable reference on the various considerations that must be examined regardless of the levelof sophistication of the proposed de-icing facility can be found in Reference 1, SAE ARP4902. Anoverview of those considerations follows.

L7.2 SITING CONSIDERATIONS

Thoughtful siting of de-icing facilities is critical in order to maximize the benefits of the de/anti-icingprocess while minimizing the potential adverse impacts on airfield efficiency, safety and operations.Certain considerations in siting de-icing facilities facilitate compliance with the 'clean aircraft' concept.Foremost among such considerations is the need to site de-icing facilities so that the maximum timeinterval between the start of the last step of the de/anti-icing process, subsequent taxiing, and thestart of takeoff does not exceed the estimated holdover times of the applied fluids. Other majorconsiderations include the need to site de-icing facilities so that aircraft, de-icing facility structures,and mobile de-icing vehicles or fixed de-icing equipment does not penetrate the object clearing criteriaor airway facility critical areas.

L7.3 DE-ICING FACILITY DESIGN AND CONSTRUCTION

A de-icing facility has to be properly planned, designed and constructed to perform as intended.Elements of these preparations include such items as facility siting, number and size of de-icing pads,pad configuration and layout, visual guidance considerations, construction phased implementation,construction materials, drainage facilities, and other related components.

Most of the design criteria for these components are addressed in FAA advisory circulars and otheraccepted industry design guidelines and standards. A de-icing facility is intended to provide an areafor parking of aircraft to receive de/anti-icing treatment. To perform this function, the de-icing padrequires a pavement system that supports the anticipated loads and a positive drainage system tocollect runoff containing spent de-icing fluids.

L7.4 ENVIRONMENTAL CONSIDERATIONS

Since de/anti-icing fluids are chemical products with environmental consequences, de-icing facilitiesshall have runoff mitigating structures. The recommended structures are those that comprise amitigating alternative that collects and retains runoff for proper disposal or recycling. In terms ofstructural best management practices (BMPs), this approach to 'control the source' offers airportmanagers an effective and economical means to comply with storm water permitting requirements.

L7.5 OPERATIONAL CONSIDERATIONS

There are a number of operational issues associated with off-gate de-icing facilities. These issuesshould be addressed prior to the design of the facility to insure that the intended benefits will beachieved in an operationally efficient and cost-effective manner.

Typically, de-icing facilities are common use facilities available to any user of the airport, and thusmust be designed and operated to ensure equal access to the facility by all airport users. A coordinatedapproach to facility operation and use is necessary to ensure that the de-icing facility

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Figure L7-1: Ground De-Icing Operation at Central De-Icing Facility

Photo Courtesy of APS Aviation, Canada & Transport Canada.


453



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rL7.IR1

For proper standards, specifications, and guidance for designing aircraft de-icing facilities,reference should also be made to:

• SAE International, Aerospace Recommended Practice, ARP4902, "Design and Operation ofAircraft De-icing Facilities", November 13, 2000.

• US Department of Transportation, Federal Aviation Administration Advisory Circular, 150/5300-14, "Design of Aircraft De-icing Facilities'', August 23, 1993 <http://www.faa.gov/arp/150acs.cfm>. This circular provides standards, specifications, and guidance for designingaircraft de-icing facilities.

• US Department of Transportation. Federal Aviation Administration Advisory Circular, 150/5300-14 Change 1, "Design of Aircraft De-icing Facilities'', August 13, 1999. This changeupdates the definitions of aircraft de-icing facilities and holdover times of fluids, design criteriafor aircraft de/anti-icing fluid storage and transfer systems, information concerning recyclingof glycols, and references.

• US Department of Transportation, Federal Aviation Administration Advisory Circular, 150/5300-14 Change 2, 'Design of Aircraft De-icing Facilities". August 31, 2000. This changeprovides standards and recommendations to build infra-red aircraft de-icing facilities, andadds anaerobic bioremediation as an alternative method to mitigate the runoff effects of de/anti-icing products.

• International Civil Aviation Organization, International Standards and Recommended

http://www.faa.gov/arp/150acs.cfm

http://www.faa.gov/arp/150acs.cfm

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ÊATA

Chapter M — Aviation Fuel Systems

Section M1: Safety Issues

M1.1 Fuel System Safety: Introduction............................................................ 453

M1.2 Fire Extinguishers ................................................................................... 453

M1.3 Grounding ............................................................................................... 453

M1.4 Stand Design to Aid Fueling..................................................................... 453

M1.5 Hydrant System Low Point Drains............................................................ 454

M1.6 IATA Recommendations .......................................................................... 455

Section M2: Delivery to Apron

M2.1 Fuel Operations: Driving and Positioning of Vehicles ............................. 456


Section M3: Storage Distribution Facilities & Processes

M3.1 Fuel Depot Facilities: Introduction and Design Requirements ................ 458

M3.2 Tankage .................................................................................................. 458

M3.3 Pipework ................................................................................................. 458

M3.4 Cathodic Protection.................................................................................. 459

M3.5 Hydrant Dispenser .................................................................................. 459

M3.6 Tank Safety Distance Summary................................................................ 459


Airport Development Reference Manual

457

IATA

CHAPTER M — AVIATION FUEL SYSTEMS

SECTION M1: SAFETY ISSUES

M1.1 FUEL SYSTEM SAFETY: INTRODUCTION

Whether an airport fuel depot is processing thousands or millions of gallons of fuel per day, it isimperative that participants in the facility establish clear, effective safety guidelines to ensure the wellbeing of staff and the operational viability of the depot and the aircraft/airport it serves. Both designand operational directives must be established and carefully adhered to in the course of thedevelopment and functioning of the facility, covering everything from fuel hydrant design and locationto emergency shut down systems and even fire extinguisher placement.

The following design parameters and operational procedures are presented as a starting point forthe development of an effective fuel system safety programme. As always, designers and participantsneed to review these guidelines based on the specific requirements and challenges of their particularlocation, and to adapt them accordingly.

M1.2 FIRE EXTINGUISHERS

At least two fire extinguishers, of a type suitable to extinguish aviation fuel fires, should be presenton every stand. One extinguisher should be mounted at the head of stand as close as practicallypossible to the main stand center line. The second extinguisher should be located within a 20m radiusof the fuel ground hydrant (if present), or as practically close to the nominal center of the wing fuellocations of the various aircraft accommodated.

Alternatively the second fire extinguisher may remain on the fuelling vehicle, provided it is carried inopen housing or in racks with quick-opening fasteners. Fire extinguishers should be located inaccessible places and clear signage provided at suitable locations which should not interfere withthe safe operational and normal use of the stand.

M1.3 GROUNDING

Grounding of aircraft is not recommended. However, where authorities require grounding the fuellingequipment and aircraft should be grounded by means of a 'V grounding cable and NOT through thefuelling vehicle. Hydrant pits or hydrant pit internals shall NOT be used as grounding connections.

Where used, the grounding provision should be designed specifically for the task of earth connectionand should not be used for any other duty. The center of the 'Y' earth connection should be suchthat it is located on the stand, forward of the engines, and away from the engine intake danger zones.

M1.4 STAND DESIGN TO AID FUELING

Generally:

(a) Reflective NO SMOKING signs should be displayed in prominent positions at the head of standnear the aircraft and fuelling vehicles, or at least throughout the fuelling operation. Alternatively,reflective no smoking signs/symbols may be affixed onto the sides of the fuelling vehicles.

458


(c) Operational problems can be caused by unsuitable positioning of the aircraft, caused primarilyby misalignment of the aircraft in the parking bay, or by inappropriately located hydrant pits.Where possible, the location of hydrant pits should account for potentially misaligned aircraft.Hydrants should not be located beneath any of the served aircraft, and preferably aft of all enginepositions by a minimum clearance 1.5m.

M1.5 HYDRANT SYSTEM LOW POINT DRAINS

All low points of the hydrant need to be flushed at a high velocity thoroughly and regularly, with theline under pressure to ensure removal of any water or sediment, until a clear fuel sample is obtained.Hydrant low point drain positioning and design should therefore facilitate this functional requirement.

M 1.5.1 Hydrant Pits

Hydrant pits should be designed to facilitate ease of cleaning and drainage. Pits should safely disperseall fluids and vapor in a controlled manner taking into account environmental considerations.

M1.5.2 Emergency Shut Down System

The Fuel Hydrant Emergency Stop Buttons (ESBs) must be clearly identified. Clear access to thesebuttons should be maintained at all times. Identification signs should be reflective and located suchthat they remain visible at all times.

Two ESBs should be fitted to each stand perimeter. One ESB should be located close to the headof stand and as practically close as permitted to the main stand center line. The second ESB shouldbe located within a radius of 20m of a fuel hydrant if fitted. If ground fuel hydrants are not fitted thenthe second ESB should be located on the inside edge of the port perimeter stand line, thoughmaintaining a 2m true clearance from all aircraft at all times (including situations of misaligned aircraft).

M1.5.3 Safety Pre-Entry into Deep Pits

Mechanical guarding should be provided to ensure safety of personnel working close to deep

M1.6 IATA RECOMMENDATIONS

M1.IR1 Fuel Safety Signage

NO SMOKING signs should be present on each head of stand. The infonnation contained onthese signs should be visible and legible to any person standing either within the stand perimeteror on the adjacent inter-stand road.

M1.IR2 Fuel Hydrant Emergency Stop Button Provision

Where fuel hydrants are installed, at least two fuel hydrant ESBs should be fitted to each standperimeter in accordance with clause M 1.5.2.

M1.ÍR3 Grounding

Where deemed appropriate and used locally, the grounding provision should be designedspecifically for the task of earth connection and should not be used for any other duty andshould be regularly maintained. The cegtre of the 'Y' earth connection should be located suchthat it is mounted forward of the engines and away from the engine intake danger zones.

M1.IR4 Reference Documents

The safety requirements set out in the Institute of Petroleum (UK) /American Petroleum InstituteDocument 1540 Design, Construction, Operation and Maintenance ofAviaiion Fuelling Facilities,should be observed.

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IATA Aviation Fuel Systems

SECTION M2: DELIVERY TO APRON

M2.1 FUEL OPERATIONS: DRIVING AND POSITIONING OF VEHICLES

M2.1.1 Airside Speed Limits & Signage

Where no national or local regulations exist, a limit of 25 kilometers per hour must be enforced onthe apron for general purposes, which includes the movement of aircraft fuel or vehicle dispensersassociated with fueling. Speed limit reflective signage must be displayed at no less than 150m intervalson the head of stand roads and on the inter-stand roads. Speed limit signage maybe mounted onbuilding structures, on vertical structures designed to support signs, or painted on the apron road(see Fig M2-1).

M2.1.2 Positioning Parked Fuel Vehicles

Vehicles should be positioned safely, taking account of the following:

(a) The position of the parked aircraft and the clearances which must be maintained as defined withinICAO Annex 14. The fuel vehicle stop position(s) should be clearly marked on the apron. Theposition of fuel vehicle stop box should be denoted by a yellow painted border with yellow internalhatching and should be large enough to encompass the total area used by either the hydrantdispenser unit or the combined fuel tanker/dispenser unit (see Fig M2-1).

(b) The exit route must be in a forward direction from the fuel vehicle stop box, away from the aircraft,and should be free of any obstructions upon exit.

(c) Aircraft vent pipe safety zones (minimum 3 meter radius), APU exhaust efflux or other dangerareas should be avoided.

(d) When positioning the fuel vehicle stop box, full account should be taken of the potential aircraftsettlement so as to avoid the possibility of the aircraft wing, flaps or other surfaces bearing down

460


HEAD OF STAN

Figure M2-1: Apron Fuel Vehicle Signage and Stand

General Apron Vehicle Max. Speed Restrictionsand Fuel Vehicle Stop Box Position Detail


—-----------------:---------—------------------

IfotRlSpeed limits and signage pertaining to the control and management of fuel vehicles on theapron should be in accordance with clause M2.1,1.

V__________________ ____III_________

M2JR2

The position of fuel vehicle stop boxes should be clearly marked and should be in accordancewith clause M2.1. h

s

YellowBox

-YellowHatchDenotes

VehicleFront Position

Airside Vehicle Speed LimitRedBoarder(25_ Black

NumbersDenote

KilometersI WhiteBackground

Fuel Vehicle Stop BoxColour to ICAO Annax 14 Clause6.Z1.6 Standard.

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IATA Aviation Fuel Systems

SECTION M3: STORAGE DISTRIBUTION FACILITIES & PROCESSES

M3.1 FUEL DEPOT FACILITIES: INTRODUCTION AND DESIGNREQUIREMENTS

Observance of certain fundamental practices in the design of fuel facilities is considered essential toensure that fuel product quality and depot safety standards are maintained. In general, any newinstallation or alteration to an existing fuel facility must be previously approved by its customers aswell as its management, and all facilities utilised for the handling or delivering of aviation fuels needto be fully grade-segregated.

With respect to the materials restricted from use in depot infrastructure construction, no zinc-richinternal coatings may be used for any piping or tankage, and the following are not to be used in mainpiping:

• Copper or cadmium alloys.

• Cadmium plating.

• Galvanised steel.

• Plastic.

M3.2 TANKAGE

The number and size of tanks should be sufficient to provide adequate working capacity, taking intoaccount peak period airport requirements, supply replenishment arrangements and emergency stockcoverage. Allowance must also be made for settling, testing and tank cleaning requirements.

Aviation fuels should be stored in horizontal or fixed-roof vertical tanks. New tanks shall be constructedand installed to avoid ingress of water and dirt, and to provide a positive low point to collect waterand sediment for ease of removal. To achieve this, horizontal tanks should be installed with a minimumslope of 1:50, and vertical tanks should have a cone-down bottom with a minimum slope of 1:30 toa centre sump.

New tanks should be located away from main public roads by a distance of at least 100m. Roadswithin this 100m radius should be secure and classified as airside.

Where new or existing above ground tanks are closer than 100m to public roads, solid physicalbarriers made from brick or steel should surround tank facilities on the side of the public road. Tankswill also be required to provide for the following functional characteristics:

(a) Provision for a running sample to be taken from the drain line that runs between the tank andthe sample's receiving vessel. The running sample may be collected into an open container ora closed system, made of a suitable glass, as agreed by the participants.

(b) Manholes to facilitate entry for gas freeing and cleaning.

(c) Gauge hatches to provide means of sampling and tank dipping.

(d) Prominently numbering and 'grade stored' demarcations (API designation).

(e) A physical design such that their profile will not impair or effect ground radar operations.

M3.3 PIPEWORK

Each grade of aviation fuel must be handled in a completely segregated system. There shall be no

M3.4 CATHODIC PROTECTION

Hydrant pipelinesstorage tanks, and distributor systems should be protected from corrosion by acathodic system. Cathodic protection essentially reduces or eliminates corrosion on a metal surfaceby forcing the metal to become a cathode. The two general types of cathodic protection systems thatcan be considered are:

1. Impressed current.

2. Sacrificial cathodic.

Both types of systems can effectively transfer the corrosion reaction (oxidation) from the metal surfaceto an external anode. If all exposed parts of a structure become cathodic with respect to the electrolyte,corrosion of the structure is eliminated.

Special care is required with the design of impressed current cathodic fuel corrosion protectionsystems, but it should be noted that they are only required under specific circumstances. The followingrequirements represent a starting point in the installation of a proper impressed current cathodicsystem:

• Sacrificial metal should be affixed to the fuel system pipe work and pumping equipment securelyat suitable intervals.

• The pipe-cathode should be insulated from all other steel structures or pipelines in the vicinitywhich are not protected by the same system. There should be no possibility of sparking betweendissimilar metals at any time whatsoever.

• The size, material selection for sacrificial metals and the frequency of their placement should bedesigned by the fuel system supply designer.

M3.5 HYDRANT DISPENSER

The following dispenser systems should be considered by airport apron designers:

Hydrant dispenser: these are powered vehicles fitted with fuel dispensing equipment and bondingequipment.

Hydrant dispenser dolley: these vehicles are towed to the stand area on demand and includepump dispersing and bonding equipment.

M3.6 TANK SAFETY DISTANCE SUMMARY

It is difficult to stipulate tank safety distances in international publications, as many countries havediffering fire safety regulations. In general, distances can be reduced or increased by utilising theresults of specific risk assessments of local facilities. If some guidance is sought by designersbeforehand, the following publications could likely prove helpful:

1. NFPA 30 Flammable and Combustible Liquids Code — USA and many other countries in theAmericas.

2. IP Model Code of Safe Practice Part 2 (Design Construction & Operation of DistributionInstallations) — International.

3. HSG 176 The Storage of Flammable Liquids — UK.

4. Other design standards are in issue all over the world (France, Germany etc.) and some nationalstandard requirements are often increased by local bye-laws.

Tank safety distances are determined through the evaluation of the following key factors:

Type of tank (horizontal or vertical).

Tank situation (buried, semi-buried, above-ground).

Tank construction (single skin, double-skin, fire-safe).

Tank volume (single tank basis or total volume of a group of tanks).

Fire safety systems (boundary/tank cooling, tank foam suppression, water/foam cannons, etc.).

Risk assessment of fire scenarios.

Distance of tank from surrounding buildings.

Arbitrary distances for all tanks irrespective of volume (e.g. 75m for all third party buildings fromabove ground tanks irrespective of volume).


M3.IR1 Fuel Tank Design

Fuel storage tanks should be designed and configured in such a way as to not impair groundradar performance.

M3.IR2 Tank Location (New and Existing Installations)

Fuel storage tanks should be located in accordance with clause M3.2.

M3.IR3 Pipework Corrosion Protection Systems

Fuel pipework should be dedicated to fuel only and even a specified grade of fuel. Aviation fuelshould not be mixed with any other type of fuel, fluid or compound.

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Chapter N — Contingency Management

Section N1: Aviation Crisis Management

N1.1 Crisis Management Strategy: Introduction.............................................. 463

N1.2 Emergency Response Planning................................................................ 463

N1.3 Crisis Communications............................................................................. 464

N1.4 IATA Recommendations .......................................................................... 464

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CHAPTER N — CONTINGENCY MANAGEMENT

SECTION N1: AVIATION CRISIS MANAGEMENT

N1.1 CRISIS MANAGEMENT STRATEGY: INTRODUCTION

Crisis management in aviation comprises the following three elements:

• Risk analysis.

• Contingency Planning.

• Consequence Management

Failure to address either one of these three elements may result in an incomplete crisis managementstrategy, one without depth or logical flow. You cannot plan unless you know what you are planningto avoid or mitigate, and you cannot manage the consequences effectively unless you have planned(and trained and exercised) for such eventualities.

The complex challenges of aviation crises demand a robust and sophisticated resilience strategy toensure that a rapid return to business as usual can be accomplished. Accordingly, the FUNCTIONSthat are common to each of the three elements above are:

=> Personnel

=> Intelligence

=> Operations

=> Logistics

=> Communications

These functions are the cornerstone of any crisis management strategy and the principal on whichto build effective contingency plans.

N1.1.1 Protocols and Working Relationships

Any crisis management strategy can only be determined in close co-operation with business partners.It is essential that airlines, airports, ground handling agents, local authorities and emergency serviceswork together to ensure adequate plans and an effective response. Too often in aviation, agenciesdo not plan or exercise together and are then 'surprised' when emergencies occur and events do notturn out the way they were expected. There is no excuse for insufficient plans — think 'CompleteCrisis Management' and think 'Integrated Crisis Management Mitigation'.

N1.2 EMERGENCY RESPONSE PLANNING

Classically, Emergency Response Planning (ERP) has been the domain of airlines to ensure anappropriate response to aircraft accidents, near-accidents and incidents. This has involved the twinbut complimentary activities of operational response and family/victim assistance. Increasingly, airportsare now becoming more aware of their own role to support ER activities and develop crisis centresand other specialist facilities and procedures.

It should be noted that in any aircraft emergency there will always be at least two airports affected.Effective ER programmes are not cheap or easy options but neither is the management of anemergency when it occurs. Ultimately, the existence of plans, procedures and well-drilled teams of

| then make contingency

N1.3 CRISIS COMMUNICATIONS

In times of crisis, an airport's reputation can be damaged or destroyed in a matter of days by negativeor hostile media coverage. In the aftermath of a major accident, every word and action will be closelyscrutinised by reporters looking for evidence of negligence or incompetence, and anxious to apportionblame.

In the event of a major accident or incident, senior executives at head office, or front-line managersnearest to the scene, may be required to act as spokespeople in briefing the news media. Theseindividuals may have no previous experience of dealing with the media, but will be expected to projectan image of competence and credibility and to reassure key external and internal audiences that theairport is responding in an appropriate manner. Some of the important and often forgotten factors toconsider in respect of crisis communications are as follows:

• What are your airline customers saying? Have you established communication protocols?

• How resilient are your communication facilities and do you have backup systems?

What message is your website displaying to outside world — can it be changed and how What level of media training have your duty station personnel received, what about any agentsempowered to act on your behalf?

N1.4 IATA RECOMMENDATIONS

N1 .IR1 Crisis Éjanagement Recommendations

• Conduct an analysis of your criticai business processes and determine io wnis at risk and how the risks might be manifested.

• From the identified risks decide which risks^youhave to, acceptplans for managing the consequences.

• Build the contingency plans to be consistent and easy M^ò&pw — check lists and prompts^Srather than huge volumes are easier to assimilate for staff in the chaos of a crisis.

• Select your crisis teams carefully — the best managers do not always make the best leaders^in a crisis. Ensure such teams are fully aware of their responsibiiitiesund capable of exercisingthem under the most extreme conditions possible.

• Determine robust joint-operating protocols with airline and other bu*(r*&$& partners

• Plan and exercise airport risk mitigation strategies — the best possible preparation is topractice averting a crisis.


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Contingency Management

N1.IR2 Emergency Response Recommendations

• Appoint a manager with specific responsibility for emergency response. Have that managerjoin one or more industry professional groups to network and share best practice (e.g. theIATA Emergency Response Planning Working Group).

• Determine appropriate crisis management facilities and ensure that staff can operate fromthese facilities effectively with the correct support tools.

• Look carefully at the emergency response capabilities of your airline, retail and support system(ground handling, catering, etc.) partners. What are your expectations of their ability and arex

they aware, trained or even contracted to meet these expectations?

N1.IR3 Crisis Communications Recommendations

• Commission an independent and comprehensive audit of your crisis communicationscapability to provide a gap analysis.

• Provide a cascading system of media training for staff from head office, corporatecommunications, front-line and route station staff.

• Ensure that the crisis communications plan is consistent and communicated internally to alldepartments.

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IATA

Chapter O — Cargo & Separate Express Facilities Terminal

Section 01: Planning Principles

01.1 Planning: Introduction ............................................................................ 469

01.2 Cargo Apron Planning............................................................................. 469

01.3 IATA Recommendations ......................................................................... 470

Section 02: Forecasting and Sizing

02.1 Cargo Traffic .......................................................................................... 471

02.2 Necessity for Cargo Traffic Studies ........................................................ 471

02.3 Transfer Cargo/Passenger Terminal Cargo Transfer Areas ..................... 471

02.4 Planeside Cargo Traffic Forecast ............................................................ 471

02.5 Operational Cargo Forecasts................................................................... 474

02.6 Sizing Parameters................................................................................... 474

02.7 Cargo Design Considerations: Scope of Evaluation ................................ 478


Section 03: Flows and Controls

03.1 Typical Cargo Flows ............................................................................... 487

03.2 Cargo Communication Controls.............................................................. 487

03.3 Cargo Control Regulations...................................................................... 489

03.4 Cargo Security Controls.......................................................................... 489

03.5 Cargo Safety Controls............................................................................. 489

03.6 Cargo Government Controls.................................................................... 490

03.7 Cargo Facilitation ................................................................................... 490

03.8 Cargo Customs ....................................................................................... 490


Section 04: Expedited & Express Cargo Processing

04.1 General Express Cargo Processing Considerations ................................ 492

04.2 Pre-Design Considerations ..................................................................... 492

04.3 The Express Cargo Process..................................................................... 493

04.4 Typical Express Cargo Product Flow at Express Cargo Facilities............. 493

04.5 Express Facility Design Parameters........................................................ 494

04.1 Express Cargo Project Management and Control.................................... 497

04.2 Testing and Trials .................................................................................. 498


Section 05: Perishable Cargo

05.1 Types of Perishables Handling Facilities................................................. 501

05.2 The Essential Components of a Perishable Centre ................................. 501

05.3 Other Features of Perishable Cargo Facilities ........................................ 503


Section 06: Mail Facilities

06.1 Airmail Facilities: Introduction ............................................................... 507

06.2 Pre-Design Considerations ..................................................................... 507

06.3 Mail Processing Facility Objectives ........................................................ 507

06.4 Mail Processing Requirements ............................................................... 508

06.5 Mail Handling Systems ........................................................................... 508

06.6 Locating the Mail Facility ....................................................................... 508


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CHAPTER O — CARGO & SEPARATE EXPRESS FACILITIES TERMINALSECTION 01: PLANNING PRINCIPLES

01.1 PLANNING: INTRODUCTION

The organisation that initiates the preliminary investigation leading to the construction of new, modifiedor enlarged air cargo facilities should also generate the policy objective establishing the need for theproject, the source of funding, the planned life of the facility and the time period during which theproject can be completed. It should also ensure that all possible alternatives are investigated priorto determining the ultimate course of action.

The following is a cargo development document check-list (listed in the order they should be produced).Please also refer to Section V1 — IATA Airport Project Process, for further details on recommendedairport project management and process definitions:

1. Cargo forecast schedule.

2. Revaluation of existing processes and equipment with risk assessments.

3. Statement of need for new development agreed by all interested parties.

4. Project development brief.

5. Project development, management and funding programme.

01.1.1 Airlines and Authorities Involvement

The development of a cargo facility or multi-tenant terminal complex is normally not the unilateralprerogative or responsibility of only one authority or terminal operator. Airport and governmentauthorities, together with the airlines and terminal operators concerned must together establish theirpolicies, objectives, requirements and projections.

Development must be the subject of extensive consultation, and requires proper co-ordination ofresponsibilities, plans, timetables, construction and procurement.

The major parties involved are:

Airport authorities.

Airlines.

Terminal operators, agents operating the facilities.

Government agencies concerned in development and operations.

01.2 CARGO APRON PLANNING

The following requirements must be considered when planning cargo aprons:

• To ensure efficient cargo handling, the apron must be considered as a continuation of the cargofacility. An apron immediately adjacent to the cargo facility fulfils this requirement and should beused by all-cargo/freighter aircraft, thus providing for short distance transportation and accessbetween aircraft and facility.

• Expansion of the cargo apron must be feasible, in order to accommodate increases in peak hourdemand for aircraft stands or increased aircraft sizes. Parking configuration depends on localrequirements and constraints, and must also allow for the necessary ground handling equipment.

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IATA

• A cargo apron design should also provide, at each aircraft stand, adjacent staging areas forequipment needed for loading and transportation of arriving and departing ULDs.

• Parking of handling equipment should be possible between the airside cargo road and apronand/or along the outer edges of the apron, without impeding aircraft manoeuvring on or offthe apron. Power-in/power-out aircraft parking requires more space for each stand, and extraprecautions against blast.

• Several factors must be considered when fixed loading bridges are planned to connect all-cargo/freighter aircraft to ETV storage systems within the cargo facility. Justification for loading bridgeswill depend on utilization potential, impact on staffing requirements, processing/turnaround time,and frequency of extreme weather conditions. As with passenger loading bridges, cross-utilizationbetween wide-body and narrow-body aircraft as well as within certain types of narrow-body aircraftmay be limited. In addition, aircraft cargo door configurations (nose, side forward, side aft) willimpact utilization potential.

• The cargo carrier's fleet mix, type of cargo and operational factors will weigh heavily in the decisionas to whether specialised loading bridges or flexible mobile loading systems are preferred. Basedon airline experience, fewer carriers are using fixed loading bridges.

• Fixed aircraft servicing equipment, such as hydrant refuelling and power, are only appropriate toaircraft stands with high utilization.

• Lighting on the apron should be sufficient to permit the reading of cargo documents and labelsat the aircraft parking stand. However, such lighting should not be allowed to adversely affectcrew visibility when taxiing and parking the aircraft.

• On the apron, cargo service roads should be separate from the apron taxiway.

01.IR1 Cargo Facility Development Documentation

When embarking on the expansion of a new or revised cargo development project it isrecommended that the documentation as defined within clause 01.1 should be produced.

01 IR2 Cargo Service Roads and Apron Parking Areas

It is recommended that cargo service roads should be separate from the apron taxiway. Parkingof cargo handling equipment should be possible between the airside cargo road and apron and/or along the outer edges of the apron, without impeding aircraft manoeuvring on or off the apron.

01.IR3 Airline and Partner Consultations

It is recommended that airlines and other parties are properly informed and included in theplanning process via proper consultations. Expert airline assistance can be best obtained fromthe establishment of an IATA Airport Consultative Committee (ACC).

____________________________________________■ :: ........ __________________.______________________________________________________________________________________________________________________________________„

-—,—. .

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SECTION 02: FORECASTING AND SIZING

02.1 CARGO TRAFFIC

Cargo traffic may be carried either on pure freighter aircraft, on combi aircraft (where the main deckis shared between passengers and cargo), or in the belly holds of passenger aircraft. Since thisaffects the requirements for apron facilities, IATA forecasts differentiate between these transportmethods.

In the forecast, the combined number of tonnes of freight and mail handled at the airport are takeninto consideration. Usually scheduled and non-scheduled cargo traffic are considered together asboth are handled in the same cargo terminal area. The forecast differentiates between passengerand all-cargo operations, as each will have a specific influence in respect of apron use.

02.2 NECESSITY FOR CARGO TRAFFIC STUDIES

The handling of increased amounts of cargo in larger terminal facilities entails complex physical anddocument handling systems (for both airlines and handling operators). Comprehensive studies arean essential basis for such systems which will maximise handling efficiency at the lowest cost.

Based on forecasts, the project can then be developed by planners representing both authorities andoperators and, if required, with the assistance of external experts.

02.3 TRANSFER CARGO/PASSENGER TERMINAL CARGO TRANSFERAREAS

Not all import cargo will terminate at the station. The methodology for handling on-line transfer cargomust be determined, and space must be provided for that portion which returns to the warehouse forre-processing. This may require additional bulk cargo breakdown space, export bulk cargo stagingarea and build-up work area. For ULDs transferring intact (no breakdown or build-up required),additional staging and storage space may be required, and cargo transferring to and from otherairlines must also be evaluated.

When transfer cargo is not governed by customs requirements and same day transfer routing ispossible, it may be possible to establish a transfer function at the passenger terminal. This functionis responsible for capturing transfer cargo at the arrival of an inbound flight and delivering the shipmentsdirectly to the outbound departing flight. The degree of transfer will depend on staffing as well asfacilities available and required at the passenger terminal. The impact on cargo facility sizing can besignificant if transfer accounts for a sizeable amount of total cargo boarded.

Proposals should take into account the need for a rapid turnaround and the transporter's need tominimize the connecting time without compromising security measures.

02.4 PLANESIDE CARGO TRAFFIC FORECAST

• Planeside volumes are normally the most common available — they represent enplaned anddeplaned cargo for all aircraft and over-the-road movements.

• The planeside forecast generally represents the big picture of cargo types that are processedthrough the warehouse (e.g. general freight, priority freight, small packages, company material,mail, etc.).

• The forecasts must correspond with or be converted to the prescribed peak facility design volume(e.g. cargo processed on the peak day of the average week of the peak month, or the maximumvolume occurring on 95% of the days in the peak months, etc.).

• Planeside volumes should be further categorized to reflect how much is carried in containersversus how much is carried as bulk (narrow-body and wide-body bulk holds).

• It is necessary to ensure volumes for all third party handling arrangements are quantified.

• The planeside cargo forecasting methodology technique relies on determining the averagehistorical cargo carried by an aircraft equipment type (e.g. A300, B747, B767, DC-10, A320,B757, etc.) and by market (Atlantic, Pacific, Latin America, North America, etc.). These averagesare then applied to future aircraft schedules. When new aircraft types are included in futureschedules, estimates based on available cargo capacity and range will need to be determined.

Figures 02-1 and 02-2 provide survey format forms to quantify planeside volumes and describe agrowth rate approach to forecasting.

Figure 02-1: Annual Arriving/Departing Cargo Volume

— Past, Present & FutureCargo Volume (Tonnes)

Year Terminating Transhipment Total

Current19(Previous 19six i gYears) ^191 Q

Annual Growth Forecast

1st 5 years (19________- 19_________):_______%

2nd 5 years (19________- 19_________):_______%

3rd 5 years (19________- 19_________):_______%

Atofe 1: Terminating Cargo + Arriving transhipment = Total Arriving cargo.

Note 2: Originating cargo + Departure transhipment = Total Departing cargo.

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Figure 02-2: Typical Survey Form to Quantify Planeside Volumes

Monthly Departing Flight Cargo VolumeDay 1 to 7 of Peak Month

Month:__________________________________ Year:_________

Legend: ETA — Estimated Time of ArrivalULD — Unit Load DevicesLD — Lower DeckMD — Main Deck

Volume (Tonnes)

Fit. No. ETA (a) Direct Delivery (b) Cargo Requiring Storage (c) Transhipment (d) Total No. of ULDsfor breakdown

LD MD

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02.5 OPERATIONAL CARGO FORECASTS

Operational cargo forecasts are intended to translate the previously developed planeside forecastinto volumes that correspond with each function or operation in the material handling process.

The level of statistical detail for each airline cargo operation may vary significantly. As a result, thesource and availability of data to define each cargo operation may differ. However, the need to quantifyeach function remains the same.

02.6 SIZING PARAMETERS

Besides cargo volumes, there are several other cargo handling characteristics that impact the sizeof a cargo facility. This section will address many of the factors that will be required by a cargofacilities planner to determine the sizing requirements. Since there are several methodologies to cargofacility sizing, the task of quantifying the space requirements will be left up to qualified airline cargofacility planners, their designers and consultants.

Before actual facility sizing can begin, the planner must first evaluate several factors:

• Understand the current operation(s) and then define the operational objectives for the future.

• Define present constraints that need improvement.

• Decide on common objectives and policies to be realized in the new or extended area (e.g. fasterhandling, function as transfer centre for international cargo, efficient transfer air/road).

• Establish processing requirements and applicable standards of handling with the airlines andoperators concerned.

• Determine the extent to which each operating function will be performed outside on a routinebasis. This will have a direct affect on the size of the facility required. It is common for mostmaterial handling functions to be performed inside, while some staging and storage functionscan be managed outside depending on the availability of space, security and weather issues.

Once the above factors have been evaluated, the planner will have an idea of the functions that willneed to be sized. The ultimate objective of the facility planner will be to convert each operationalcargo volume defined earlier into space requirements through the development of various conversionfactors and processing rates. Some of these are discussed below.

02.6.1 Cargo Terminal Building

The size of the cargo terminal building facility is derived from the total annual cargo movementestimates. The space required is a function of the facility's proposed processing capability. The

Low Automation (mostly manual) 5 tonnes per square metre

Automated (Average) 10 tonnes per square metre

Highly Automated 17 tonnes per square metre

A critical element of the cargo terminal is the location and width of the airside access doors. Thebasic module elevation has a span of 18 metres, is commonly used and provides 3 airside doors(without column interference). Each door should typically have a width of 5m and can accommodateside-loaded pallets and dollies (4.05m), as well as the wider self powered transport dollies. Modulesbuilt with 15-16 metre spans can accommodate 3 airside doors that provide clearance for 2.45m widedollies.

1

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Figure 02-3: Typical Cargo Terminal Building

22 m ^

57 m

35 m

1 1 N i O O A O i O O O I O O

Truck loading / unloading

Handling, storage and from 65 to 90

Expansion for ETV

02.6.2 Cargo Ramp Area

As a general rule, the apron size for all cargo facilities lies in the range of 4 to 5 times that of thecargo terminal building area. This includes aircraft stands, internal taxilanes, airside roads, groundservice equipment parking as well as processing zones on the apron.

If more defined data is not available, the following procedure can be used to size the ramp area. Thetonnage per annum is used to derive the number of aircraft per day and thus enabling the plannerto size the ramp accordingly. The annual tonnage + 250 (days) provides the daily tonnage. Theaverage load per aircraft (all cargo) is 50-55 tonnes. The typical fleet mix for an all cargo operationis as follows:

Aircraft Fleet Mix Average Load

Code E 70-75% 60 tonnes

Code D 20-25% 30 tonnes

CodeC 5% 10 tonnes

Two other important factors in facility sizing are the hours of operation, as well as the averageturnaround time per aircraft. All cargo facilities typically operate no less than 20 hours a day, with atypical turnaround time of 4 to 7 hours per aircraft. Facility planners should seek operationalconfirmation of the turnaround time expectation and plan accordingly.

Figure 02-4:Typical All Cargo Apron/Building Plan

Cargo Terminal

02.6.3 Dwell Time

Dwell time is a term used to reflect how much time import and export shipments reside in thewarehouse. Dwell time will need to be quantified for each of the operational staging and storagefunctions. Remember, the volumes developed earlier generally represent those processed during thepeak design day. If international import shipments reside for three days, the facility will need to besized to manage three days of storage.

02.6.4 Average Weights

Average weights are required generally whenever a processing rate or sizing conversion factor isdefined in terms other than weight. For instance, the processing rate to determine the number ofULD receiving and pick-up docks may be ULDs per hour. As a result, the volumes representing theamount of cargo received or picked-up will need to be converted to ULDs received or picked-up. Thiswould be accomplished by determining the average weight per originating and terminating shipperloaded ULD.

Typical average weights that may be required include:

• Weight per terminating domestic bulk shipment.

• Weight per originating domestic bulk shipment.

• Weight per terminating international bulk shipment.

• Weight per originating international bulk shipment.

• Weight per terminating domestic ULD shipment.

• Weight per originating domestic ULD shipment.

• Weight per originating international ULD shipment.

• Weight per terminating international ULD shipment.

• Weight per originating shipper loaded container.

• Weight per terminating shipper loaded container.

02.6.3 Processing/Conversion Rates

Cargo facility planners will often utilize historical processing rates that correspond with the airline'sdegree of mechanisation to accomplish much of the sizing. In addition, on-site sampling may berequired to quantify some conversion rates. Some common processing and conversion rates that

Import dock ULD shipment processing rate.

Export dock ULD shipment processing rate.

Import dock bulk shipment processing rate.

Export dock bulk shipment processing rate.

Bulk cart/ULD breakdown processing rate.

Bulk cart/ULD build-up processing rate.

Bulk domestic/international import/export shipments per wooden skid.

02.6.4 Circulation Parameters/Equipment Sizes

Besides volume related factors, the size of a cargo facility will depend significantly on circulation andequipment size requirements. Examples of some factors include:

• Forklift manoeuvrability between bulk cargo storage racks.

• Turning radii and physical dimensions of cargo transport equipment.

• Aisle size requirements for performing build-up and breakdown in a cart/dolly environment.

• Physical dimensions of bulk and ULD storage systems.

• Location and size of other circulation aisles.

02.7 CARGO DESIGN CONSIDERATIONS: SCOPE OF EVALUATION

The guidelines contained within this section should be considered in the planning of multi-tenantcargo terminal complexes under any of the following three development scenarios:

• Entirely or substantially new cargo terminals to be built at an airport where it is expected that all-cargo/freighter aircraft will be operated in addition to cargo-carrying passenger aircraft. The chosencargo complex site should include provision for later expansion of all facilities.

• Extensions or modifications of existing cargo facilities which cannot entirely meet the guidelinerecommendations. In this case, the layout and design guidelines should be considered insofaras is practicable given the existing constraints. The recommendations stated within Chapter 0should be systematically considered in relation to the choice of the extension or modificationlayout, even if the existing constraints do not permit full compliance with the details of the guidelinerecommendations.

In neither of the above situations do these guidelines recommend constructing the cargo facilityto the foreseen ultimate requirements. They essentially recommend that these ultimaterequirements be defined in the long term, and that the space provisions and reservations bemade to accommodate them if and when the need arises, thus avoiding the risk of the facilitybecoming obsolete at some point in time.

• Building or extension of a shared, or potentially shared, (multi-user, multi-agency) cargo terminal.Although these guidelines may also be useful when designing a dedicated single-user facility, itis obvious that in such a case only one of the flexibility requirements (i.e. modular expansion tokeep in line with traffic development) applies, and not the other one (i.e. handling agencies/spacesharing flexibility). Hence the designer of a single-user cargo facility may find it advantageous tooccasionally deviate from these guidelines.

In this section cargo terminals within the typical size range (from 1,000 to 10,000m 2 and from10,000 to 50,000m2 covered space) are primarily considered (this refers to the total coveredspace involved in a project or a set of buildings jointly planned and developed). It is felt that thissize range covers most of the foreseeable requirements for international multi-user cargoterminals. Smaller or larger buildings (e.g. 500 or 100,000m2) may require different design orlayout solutions to be applied, but the basic objectives should remain the same.

It should be kept in mind that, even where a significant portion of the total cargo volume is carriedby all-cargo/freighter aircraft, the majority is usually carried on passenger aircraft. Hence, although

02.7.1 Design Consideration Objectives

In compliance with ICAO Annex 9 — Facilitation, Recommended Practice 6.4, and the IATA CargoFacilitation policy, the design, layout or access of buildings should in no way be detrimental to thepossibility of any aircraft operating on the airport to have choice of self-handling. Alternatively, it maybe handled by another airline, or by a handling agent, or eventually by a common-user/co-operativetype of handling agency, as felt appropriate, for the handling and storage of its cargo.

The direct commercial impact of cargo warehouse handling makes it an essential factor of cost/quality-of-service competition. Therefore, in addition to world-wide agreed facilitation objectives, anyrestriction on the choice of handling organization, dictated by the cargo building layout or otherwise,would have an adverse effect on airline competitiveness and, ultimately, the shipping public's interest.

The general building layout should consequently leave all possibilities open for the choice of handlingarrangements:

• The space and installation requirements in a cargo facility may, and usually do, vary considerablybetween the different airlines operating at a given airport, and for airlines individually over a periodof time (e.g. evolving development, change of schedules, aircraft types, traffic patterns, etc.). Forinstance, some may. operate all-cargo/freighter aircraft whereas others may not. Some may betotally ULD oriented whereas others may operate only with bulk cargo. Some may wish to improveproductivity with a high degree of mechanisation, whereas others may be satisfied with the mostsimple terminal-and-dollies arrangement, etc.

• Experience demonstrates that the physical division of customs areas (import/export/transit) insidewarehouses is significantly detrimental to space utilization (i.e. building cost) and flexible cargo-handling methods (i.e. efficiency of cargo handling), and results in prolonged dwell time in thewarehouse, thereby adversely affecting building costs and the shipping public's interests.

• Design of the cargo facility should therefore be based on prior agreement with local customsauthorities that, preferably, will permit a free flow within each warehouse (import and export cargobeing controlled by Customs staff at the boundary of the bonded area and the landside acceptanceand delivery area). If absolutely unachievable, at the most two separate storage areas (importand export) should be considered.

02.7.2 Siting

In choosing a site for the cargo facilities/terminal and support facilities, the following should be takeninto account:

• The site should be in accordance with the long range masterplan for the entire airport, whichshould be reviewed and updated at periodic intervals keeping in mind both passenger and cargofacilities expansion.

• Sufficient land area should be provided for the planned initial facilities, and for future expansionfor the specified planning period.

• A high quality airside road is required for transportation of cargo directly between aircraft on thepassenger terminal apron and the cargo facility.

• The site should include adequate space for a cargo apron adjacent to the main cargo facility for

The area adjacent to the cargo apron should be designated only for cargo processing facilities,with each facility having its own expansion capability.

Other cargo related facilities, such as agents/forwarders facilities, bonded stores, customs officesand other office blocks, as well as free-trade zone facilities, should be accommodated on thelandside areas of the terminal complex, without impeding cargo flow, traffic and parking.

When insufficient area is available in the cargo terminal complex for these functions, space shouldbe reserved on a conveniently located site, with direct access to the cargo terminal, thus facilitatingtransfer operations.

If a railway or underground link to the airport is foreseen or already exists, an intermediate stationor an extension to the cargo terminal area should be considered for staff transportation.

When a cargo terminal area is separated from the passenger area by a taxiway or runway, orotherwise located at such a distance that the average duration of airside transportation for atypical train of ULD dollies would exceed 15 minutes, or a maximum 20 minutes, considerationshould be given to:

Providing an adequate tunnel in order to shorten the airside distance. Should this solutionbe adopted, the ramps in the tunnel should at no point exceed a 4% slope, and the clearheight at any point in the tunnel should be in excess of 4.6m in order to allow the use oftrucks to carry ULDs up to 3m in height. If a tunnel is considered, restrictions for use mustbe reviewed by all cargo airlines that will use the tunnel, as several operating restrictionsmay apply (such as for the transportation of dangerous goods through the tunnel).

• The cargo buildings and apron must be sited so as to avoid infringement of flight operationsclearance standards, and they must not cause interference with navigational aids. Taxi distancesto and from the cargo apron should be as short as possible.

• Adequate services, involving power and other utilities, as well as telecommunications and dataconnections will be required for the cargo terminal complex and related facilities, and should becapable of future expansion.

• Where possible, the prevailing wind and rain or snow directions in inclement weather should beconsidered in relation to the general orientation of the cargo facilities in the master plan. This isto avoid potential hindrance and damage to cargo and equipment, particularly on the airside.

Site restrictions may force planners to reduce their requirements, but this should never compromiseflow or the primary cargo facility, as well as provision for their subsequent expansion along theairside and cargo aircraft apron. Off-airport space should be developed for secondary functionsand facilities when site restrictions dictate.

It should be recognised that off-airport space may be viewed as a more economical alternativeas long as customer service objectives can be maintained from the off-site location.

02.7.3 Infrastructure/Roads

The infrastructure (roads, loading area, parking) should be designed for the planned capacity andallow for future expansion. The airside and landside road systems should accommodate vehicle sizesboth for individual facilities and the total cargo area, with particular consideration for large vehicleaccess.

The roads in the cargo terminal complex must be integrated with public road systems and otherairport road systems and include adequate (possibly separate) access to the existing and future roadnetwork.

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Although moving cargo to and from the passenger terminal(s) should in all circumstances remain abasic consideration, it should be only a secondary objective when selecting the cargo terminal location.Experience indicates that ground transportation of cargo is much more sensitive to the quality of theroadway used (in terms of duration, potential damage to pallet contours and economics) than to itslength.

Airside Roads

At least one airside, (fully customs-bonded), two-lane roadway must be provided between the cargoterminal(s) area and any of the passenger terminals. This road should meet the following criteria:

• Minimum usable width is 10 m, preferably 12 m, to allow crossing of wide-type pallet dolly trainsand/or overwidth ULD transfer vehicles.

• Strong vehicle-grade pavement, designed to stand up to 1,500 kPa (15 bar) local footprint pressurewith a typical load up to 10,000 kg per axle, to withstand the worst cases encountered withtransportation of air cargo pallets on dollies.

• Up and down gradients should be avoided if possible, and should never exceed 4% at anylocation, including any necessary tunnels or underpasses.

• The number of turns should be minimized, and ample turn radii, in excess of 20m at any location,should be provided where a turn is necessary.

• Insofar as is practicable, crossings which include a STOP signal, and particularly any crossingsof an aircraft taxiway, should be avoided.

• A paved shoulder, 3m wide and of sufficient bearing strength, should be provided on each sideto allow for an emergency stop by unserviceable transportation vehicles without impeding othertraffic.

Landside Roads

• At least one landside, two-lane public roadway of 10 m minimum width must be provided to giveaccess to each part of the cargo terminal complex landside (truck docking area).

• It is also recommended that, in order to accommodate the frequent occurrence of standby trucks

02.7.4 Cargo Terminal Concept

A cargo terminal designed in a linear (modular) plan layout, with the possibility of allocating parts(modules) to as many airlines/handling agents as necessary, and the potential for expansion atpreferably both, but at least one end(s) of the building, will have many advantages, particularly inview of the following objectives:

• A free choice of handling organization.

• The fact that a cargo terminal is essentially a physical transitory sorting facility, between airsideand landside, where a large number of vehicles need to have free access as close as possibleto the essential warehouse portion.

• The requirement for any cargo terminal to be capable of later (phased) development/extensionwhich should not necessitate destruction or significant change of the parts already built.

It should also be noted that offices, technical service areas, and special storage facilities should bepositioned without detriment to normal cargo flow and future expansion.

In order to provide each user airline with the required possibility of conducting its own commercialcargo activity (i.e. customer contact, document handling and processing, etc.), it is essential that thecargo terminal complex design provides proportional office space in each individual section (module)allocated, including, in the event of later expansion or reassignment of the modules to other operators,a re-arrangement capability.

The easiest way to provide this flexibility, without detriment to normal cargo flow and future expansion,is to design continuous office space at a mezzanine level above the landside dock area (importdelivery and export acceptance) over the whole terminal transverse width.

Transverse Layout

A cargo terminal complex building should be designed so the module proportions, width and depth,provide sufficient linear facades and doorways for trucks and vehicles to dock, and sufficient area toperform all other cargo processing and storage functions.

The space allotment to the various operators and handling agents should be via modules which areas flexible in dimensions as possible; defined, for example, by the pitch of columns in the construction.Each allotted module should have access to both airside and landside. Permanent dividing wallsshould be avoided in favour of a system of demountable partitions which can be relocated, when theneed arises, thus facilitating changes in space allotments within the terminal complex. The partitionsshould provide adequate security between airlines.

Where customs regulations make it mandatory for each warehouse to have separate import andexport storage, this requirement should be taken into account to define modules, space allotmentand partition systems for each operator's warehouse.

Depth Layout

The building depth should be established only once the operational requirements of all tenants aredefined. In general, the building depth should be as short as practicable, but the dimensions shouldbe large enough to accommodate all areas and processing functions in a natural and direct flowbetween the landside and airside faces. Points to be noted include:

• The objective of operational flexibility.

• The requirement to allow phased development through various stages, allowing space utilizationand capital spending to increase in step with the operator's expanded activity.

• Provision for the space and functional requirements of the Boeing 747F all cargo/freighter aircraft,as well as the latest high productivity mechanized cargo handling systems, should be made inany new cargo terminal development. In order to avoid potential obsolescence, adequate spaceshould be protected in the overall plan for future wide-body operations.

02.7.5 Facilities

02.7.5.1 Doors and Entrances

The following points should be considered when designing access to and from the cargo warehouse:

• Access from landside and airside should be direct through large doors of a size compatible with

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• Proper locking mechanisms on all doors are required for security purposes.

• Canopies are typical for weather protection, but special curtains or high speed folding doors inopen doorways may also be required under severe inclement weather conditions. The designshould include such provisions without imposing undue constraints on cargo flow.

• In the case of two-way traffic through one door, a one-way flow route or traffic light may berequired.

• Appropriate door signs or numbers, clearly visible and similar both inside and out, will facilitateefficient customer and cargo handling.

• Manual operation of large doors is both slow and cumbersome. Mechanical or electrical drivesimprove the operation, but should always incorporate required manual override and safetyprovisions.

• Normal and emergency exists for personnel by man doors should meet local requirements.

• A direct interface between airside transport equipment or landside shipper vehicles and a containerhandling system may be included in the design.

• Airside doors should not be located so that traffic entering/exiting the building would impede orinterfere with aircraft parking or aircraft interface.

02.7.5.2 Column Spacing/Obstructions

Fixed obstructions such as utilities, special facilities and offices should not impede cargo flow andprocessing. For the same reason the building column grid should be as large as possible withoutexceeding economical levels.

A freespan for cargo handling would be ideal. However, this is only possible occasionally and inspecial cases. Construction costs and beam considerations generally make columns necessary. Insuch cases the widest column spacing achievable is most desirable; generally the spacing can bein excess of 15m. The planned operational and storage systems, and the main aisles and entrancedoors should be considered when designing the column grid. Another basic consideration is futureflexibility.

When a 6m ULD depth is used, with related storage and transfer vehicles in a ULD storage systemon airside, the freespan should be a minimum of 22m from the outside wall containing the storagesystem.

To protect columns from damage by vehicles and cargo, strong surrounding protection is required inthe operational manoeuvring areas.

02.7.5.3 Free-Height Requirements

Depending upon the layout, and future storage area size, provision for the various heights must beincorporated in the terminal design. Utilities, lighting, beams, fire protection, etc., must be installedand constructed so as to clear calculated free heights.

In order to arrive at the most acceptable design decisions, it is essential that 'trade-off' studies, whichevaluate various storage systems versus required facility size and efficiency, are carried out, inconjunction with the airlines and handling operators.

In the basic cargo operation, bulk shipments are normally moved from place to place with forklifts.The minimum clear height where forklifts operate should be 5m to allow for normal lift capacities. Asforklift extension depends on the model and manufacturer, the cargo facility planner should verifyequipment utilization with the airline or cargo operator.

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As most cargo is delivered or received to/from clients in bulk, to be consolidated into, or broken downfrom aircraft load units at another time, interim storage by shipment or destination is required in thecargo facility along the planned lines of flow.

Floor storage will require more space than vertical storage systems if comparable circulation isprovided. Whereas storage systems provide an adequate constant space between racks for lift vehiclemanoeuvrability, the tendency with floor storage is for aisles to decrease in size and number as cargovolumes increase. As a consequence, multiple handling of shipments increase and inventory controlbecomes more difficult. At this point, vertical storage may not significantly enhance space utilizationbut it will improve productivity and customer service.

When storage systems are utilised, the clear height will be defined by the number of storage levels,the distance between each level, and the clearance requirement above cargo stored on the top rack.

Use of high storage systems can reduce the required storage floor space, but investment in equipmentand systems is necessary in both the primary and subsequent development phases. When designingthe cargo terminal facility, either floor space should be planned to permit later expansion, or thefacility must be constructed with the correct height, floor strength, etc., in the appropriate areas inwhich these installations will be located.

Bulk Freight Storage

Bulk freight is often placed on industrial wooden skids or equivalent. The skids provide an effectiveway to transport and store bulk shipments within the warehouse. Typical stacking height on a skidis approximately 1.5m, allowing a shipment on a skid to be placed directly into lower deck containers.Stacking height may exceed this for shipments placed in main deck and high stack ULDs. If thepreponderance of cargo is received in lower deck containers, then a reasonable distance betweenbulk freight storage racks would be 1.5m.

Typical storage racking for a forklift operation is three levels. Mechanized lift equipment may permitadditional levels. The actual mix of freight stored should be evaluated and racking systems shouldbe developed to accommodate the specific height requirements. If the racking system can only providefor storage of the smallest shipment received, it will be necessary for cargo personnel to reduce theshipments heights or use floor space.

ULD Storage

When an ETV and pallet/container storage system is planned, the distance between stacking levelswill depend on ULD height. ULDs generally fall into three categories; lower deck 1.7m, main deck2.4m and full-contour 3m. Overall clear height will depend on the mix of 1.7, 2.4 and 3m storagerequirements. Three tiers of 3m storage will require a clear height of 12m.

Building height should be considered as an economical method of achieving future expansion. Initialconstruction of a tall warehouse may allow a tenant to expand vertically to meet storage expansionrequirements before it is necessary to expand transversely.

Long-Term Storage

On occasion, lengthy storage times for cargo may occur as a result of slow clearance or handlingand/or lack of aircraft capacity. Such storage is detrimental to fast and efficient space utilization. Tocombat this problem, higher storage charges for longer periods can be implemented, together withmandatory transfer of the cargo to secondary storage spaces. Reserve capacity in the terminal facility,

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• Lighting at dock areas and entrances should allow normal reading of marks or labels on cargoand units handled. It should also be adequate for security surveillance requirements.

• Inside the terminal, general lighting should be adequate for normal handling operations and trafficflow.

• Extra lighting is required at work stations and storage areas to facilitate document and labelreading.

• 200-300 lux at floor level should be available.

• All lighting shall allow true colour reading.

• Offices and control areas require the applicable standard light intensity.

• The layout of the lighting system should allow for the special requirements of PC/CRT operation.

• Offices should have windows which admit daylight. Where possible, work areas in the terminalshould also have access to daylight through windows, along the tops of walls or in the roof. Thiswill reduce energy costs and improve working conditions.

02.7.5.5 Staff Facilities

Staff facilities such as washrooms, toilets, and canteens should be available for all staff working interminals and offices and should be easily accessible to disabled persons. Special toilets should beavailable. Public conveniences, light refreshment concessions, etc., can be provided centrally or perterminal facility, on the landside.

02.7.5.6 Technical Facilities

Technical areas for repair or overhaul of equipment and systems, including battery charge or changefacilities, should be located in or near the cargo terminals.

02.7.5.7 Special Facilities

Special facilities in the cargo terminals to handle particular commodities require specific positioningand construction according to their particular standards. The most important facilities are:

• Vaults and safes to store valuable shipments.

• Radioactive room for safe storage of radioactive shipments.

• Coolers, refrigerators and freezers for perishables.

• Animal and house pets storage, with quarantine facility if so required.

• Human remains storage.

• Dangerous goods storage and handling area.

02.7.5.8 Bypass

Large and special shipments of valuables, perishables and livestock should bypass the cargo facility,and be transferred directly between aircraft and road vehicle on the apron or between the groundhandling equipment and road vehicle. Access to the bypass must be restricted and meet all airport



02.IR1 General Cargo Forecasting

When forecasting cargo traffic demands the combined number of tonnes of freight and mailhandled at the airport should be taken into consideration and used as the initial dominant sizingfactors in planning the processing footprint for facilities.

02.IR2 On-Line Transfers

The methodology for handling on-line transfer cargo must be determined, and space must beprovided for that portion which returns to the warehouse for re-processing. This may requireadditional bulk cargo breakdown space, an export bulk cargo staging area and a build-up workarea.

02.IR3 Planeside Cargo Forecast

The planeside cargo forecasts must correspond with or be converted to the prescribed peakfacility design volume (e.g. cargo processed on the peak day of the average week of the peakmonth), or the facility should be sized to handle the maximum volume occurring on 95% of thedays in the peak months.

02 IR4 Ramp Size

It is recommended that, in sizing the ramp, consideration should be given to aircraft that remainon the ground for an extended period of time (e.g. 24 hrs).

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SECTION 03: FLOWS AND CONTROLS

03.1 TYPICAL CARGO FLOWS

A typical flow of documents and communications and goods, both arriving and departing, in a cargoterminal facility, is shown in Fig. 03-1.

03.1.1 Dynamic Communications

The rapid developments in communications, data processing and automation have made it possibleto establish direct connections locally and world-wide via Local Area Networks and Wide Area Networksfor all parties concerned with cargo processing. Co-ordination and transmission of information usingthese connections results in faster handling and clearance of cargo, and tracking of items dynamicallyhas become a reality with users accessing cargo inventories via the web and monitoring real timeprogress of goods through the cargo process.

03.2 CARGO COMMUNICATION CONTROLS

Provision for good communications, between and within cargo complexes and terminals is essentialfor efficient operations. The scope and types of communication facilities must therefore be includedin the planning. These will include cables, ducts, conduits etc., as well as facilities forthe transportationof documents. At one time or another, in addition to telephone and telex, any of the following systemsmay be required:

• Ground-to-air radio/telex, 2-way personnel radio, public address.

• Data processing via world-wide networks and satellite communications.

• Closed circuit television (CCTV).

• Facsimile, document and message conveyors.

• Pneumatic tube systems or document transporters.

• All offices and terminal areas should have access to the communications required for processcontrol.

To ensure that the cargo processing time matches the speed of air transport, an efficient, integratedsystem of communications is required. This involves the interrelation of customs, including customsbrokers, airlines or handling operators, freight forwarders functions in all communications, anddocumentation systems related to the dispatch of air cargo with covering documents.

In the planning of communications systems which may be required in relation to local situations,company procedures, or larger cargo volumes, it is recommended that only those systems requiredfor immediate use in the early years of growth be installed at the outset. However, in this relation itis also essential to ensure that due provision (with consideration given to the quantity and quality ofsuch provisions to ensure future use as technology changes) for the subsequent installation of more

Figure 03-1: Typical Cargo Process Flow Diagram

""■jf Airside ">JÍKPASSENGERAIRCRAFT

EXPORT OUTPUT

CARGOAIRCRAFT

EXPORT OUTPUT

CARGO

IMPORT INPUT

-------------- ......--4--

......

D

CARGO SORT ATI ON□AND CHECK INO

\7

VPRE FLIGHT ASSEMBLYVadAOMJNEt+tCONNECTIONANDHOLDlAREAoVCARGO TDfREFLIGHT ASSEMBLY

FLIGHT ASSEMBLYPASSENGERAKCRAFT

O

INTERUNEtCONNECTIONTOTíJTHERSHOLD AREA -INTERUNE"f*DELIVERY

D

O

DOMESTICPRE-OELWEHYHOLD AREA

____o

CUSTOMSEXAMINATION ANDCLEARANCE

O

8t

CLEARED BONDHOLD AREA D

iCLEARED BONODELIVERY O O

□t LABELOi i INSPECT COUNTIDENTIFYoAORIGINATINGCARGORECEIVINGo...A

EXPORT INPUT

D

Landside IMPORT OUTPUT <3>

S 9* According to local circumstances, this may apply to airside, landside or both.

Note: With respect to the figure above it should be remembered that there are other airside directcargo transfer combinations also possible (i.e. passenger aircraft to passenger aircraft, passengeraircraft to cargo aircraft and cargo aircraft to passenger aircraft).

KEY TO SYMBOLS

OPERATION

INSPECTION

TRANSPORTATION

DELAY

STORAGE

An Operation occurs when a unit of cargo is lifted up or put down or^ moved during a process. Marking and labelling is considered an0 operation. An operation also occurs when information is given or

received or when planning or calculating takes place (e.g. input orextraction of information from/to EDP Systems).

1 I An Inspection occurs when a unit of cargo is examined to determine'—' proper packaging, acceptability for carriage, weighed, measured, etc.

N A Transportation occurs when a unit of cargo is moved from one placeL / to another beyond the limited movements which occur during someoperations and inspections.

r~\ A Delay occurs to a unit of cargo when it is prevented form progressing'—^ to its next planned activity.

T-J Storage occurs when a unit of cargo is staged, prior to assembly,V assembled, pending dispatch to aircraft, or held pending breakdownand/or Customs examination and/or delivery.

SOURCE: American Society of Mechanical Engineers (A.S.M.E.) Symbols

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03.3 CARGO CONTROL REGULATIONS

Compliance with all government (particularly customs), safety and security regulations must beincluded in the terminal design, layout and cargo terminal operations to ensure an approved basisof cargo handling in all facilities. This compliance should be without detriment to the facilitation ofcargo handling procedures.

In the planning phase, approvals must be obtained from all authorities concerned, particularly fromcustoms officials with respect to cargo processing and combined control and checkpoints on theestablished customs boundary.

03.4 CARGO SECURITY CONTROLS

Security responsibility lies with the airport authority, airlines and terminal operators to safeguard theairside, the aircraft, and the cargo stored and processed in the area. The necessary controls andprovisions must be incorporated in the plans. Air cargo contains a large percentage of high-valuegoods and valuables that require special attention during transport, storage and ground handling byairlines/operators. Besides special storage in vaults in the terminal facility, additional escort and guardservices to protect against theft and fraud should be considered.

Access to the operational section of the terminal facility (which is under the control of the terminaloperator), and to the adjacent airside area, should be controlled by the security services of the operatoror the airport authority. Entry to this area should be restricted to personnel belonging to the airlines,terminal operator and customs. In certain cases, due to the risk from theft, continual surveillance ofthe total cargo terminal area may be necessary.

Security related to cargo acceptance requirements must also be considered. Under certaincircumstances security regulations may have a direct impact on facility size, layout and equipment(e.g. X-ray).

More details of precautions and security procedures can be obtained from the IATA Security Manual.

03.5 CARGO SAFETY CONTROLS

Fire prevention and protection for the terminals, the handling systems and the goods stored therein,as well as the staff, must be incorporated in compliance with local regulations.

Dangerous goods such as inflammables, explosives, corrosives and radio-active materials should behandled and stored in accordance with IATA regulations and moreover in accordance with localnational regulations (e.g. issues related to fire extinguishing systems for certain dangerous goods,specifications for storage facilities etc.).

High rise cargo-storage systems generally require additional, integrated, fire protection (sprinklersystem).

Working conditions and safety provisions for the facilities, systems and equipment used must complywith national standards and industrial practices. All mechanical systems must incorporate built-in

03.6 CARGO GOVERNMENT CONTROLS

For international cargo and sometimes for domestic cargo, customs control of import and export isrequired. The airline/operator/shipper must provide customs with the goods and related documentsat established check-points.

All cargo handling in the cargo facility, and on the airside of the airport, must comply with specificcustoms regulations, like those relating to the safeguarding of goods in an operator's custody andrecords of the air transportation, transfer to other airlines, or delivery to consignees.

03.7 CARGO FACILITATION

Efficient handling, with minimum obstruction by government control checks, and short storage timein the airport terminal facilities can only be achieved through facilitation agreements and with theapproval of the facility design by customs and other authorities.

03.8 CARGO CUSTOMS

Often the modification of long-standing customs regulations will need to be obtained to facilitateoperations in the new situation. These may include:

• Delegation to the airline terminal operator of control over the process area behind a customsboundary, inside the cargo facility, and the adjacent apron area, based on good in-house inventorycontrol and security. Spot checks can be made by customs in this area at any time.

• An agreed customs boundary between the landside area, open to forwarders and shippers foracceptance and delivery of cargo, and the airside processing and operating area which is onlyopen to operational staff. Appraisal space for customs checks in the boundary area providesrequired control of cargo flows. Operational customs offices should be located in this area.

• Temporary enclosed storage of import cargo, if required. This should be arranged in an areaadjacent to the import flow in the cargo facility.

• A separate bonded warehouse, on the landside of the cargo handling facilities, if complex clearanceprocedures result in import cargo being stored longer than 1 to 2 weeks at the airport. All goodsto be held longer than operationally acceptable can be transferred to this warehouse, and thusfree the cargo facilities for their main function of fast cargo processing.

In the wake of advances in technology and integrated databases, customs clearance is becomingmore automated. A few governmental agencies have developed automated customs clearanceprogrammes. Connection or integration with systems for airlines/handling operators and agents willsignificantly improve processing and clearance of cargo.

03.8.2 Other Customs Areas

Where the airport masterplan foresees freezones for the handling of international transfer cargo, orhandling or production of export goods without duty, these area should be developed adjacent tocargo facilities and the related expansion area. In conjunction with customs, a common bonded areacan then be designated to facilitate cargo movements between areas.

03.8.3 Additional Controls

Other government controls to be expected, with their separate requirements, are animal quarantinefor all live animals, as well as food and plant control for produce shipments. Additional controls maybe instituted to meet other requirements which may arise.


03.IR1 Integrated Communication Solutions

Provision for good communications between and within cargo complexes and terminals (securitydepartments and customs and immigration) is essential for efficient operations. During theclearance process the name of the shipper and owner of goods within the cargo manifest shouldbe cross-checked against any available security database to identify any potential high riskindividuals or companies or organisations that are known.

03.IR2 Cargo Legislation

The processing of cargo should observe the requirements of international and national legislationdefined by:

• ICAO Annex 17.

• National Government Legislation.

The processes developed and adopted by the cargo systems designer should permit internationaland domestic cargo to be processed efficiently and in accordance with this above legal

SECTION 04: EXPEDITED & EXPRESS CARGO PROCESSING

04.1 GENERAL EXPRESS CARGO PROCESSING CONSIDERATIONS

04.1.1 Introduction

Express processing facilities are in many ways closer to a passenger terminal in function than theyare to a cargo building. The concept presented within this section should provide guidance for theplanning and design of future express cargo processing facilities.

It is important to keep in mind that the express company is directly responsible to the customer andis held responsible for any failures. It's therefore important that the express company be able toexercise 'custodial control'.

04.1.2 Express Cargo Scope

This chapter only provides general information and guidance. The focus will be on the commonprocesses, facilities and services that are necessary to support this activity. The content addressesthe international movement of express cargo and is thus involved with complex variations of nationaleconomies, commercial and legal considerations, as well as local infrastructure and regulatoryrequirements and the conflict they face with standards required for a world wide system.

04.1.3 Express Cargo Development Philosophy

Each express operator has a unique processing system—there is no market for 'speculative' facilities.The only source of needs is from the individual company and is determined by them. The factors tobe considered in determining the scope of any facilities include:

• Will the facility be a hub, a gateway, or an O&D point, and what relationship does it have tosurface transportation?

• What kind of volume will be processed?

• What functions will be performed on-airport and what will be performed off-airport?

• What are the processing times required (sort windows)?

• How many destinations are involved (splits)?

• What processing procedures are required by the local authorities?

04.2 PRE-DESIGN CONSIDERATIONS

Airports should understand the needs of the express industry and must not treat such facilities asjust another cargo warehouse. Because the express industry is relatively new, quite often expressmust be made to fit within the parameters of the traditional air cargo system.

It is not only critical to have specific express facilities, it is also important that specific clearance andhandling procedures are instituted. It is pointless for an express company to invest in an expresshandling facility if the custom authorities will treat the express product as regular cargo.

Determining who will build the facility and how it is financed is often subject to more debate than thefacility itself. Parties that need to be involved with facility development are:

• The airport.

• Government agencies concerned with bi-lateral and self-handling rights.

• Customs.

• Security agencies.

• Government agencies concerned with commercial trucking and delivery.

• Government agencies concerned with business and operating licenses.

• Slot Co-ordinators.

04.3 THE EXPRESS CARGO PROCESS

The relative role of the express operator vs. the cargo operator can be quite different although someof the processes for express operations are similar to those of traditional air cargo. The expresscompany is solely responsible for the early phases of the following:

• Data Collection.

• Analyses and Studies.

• Decision on scope and role of the operation.

One aspect of data collection that differentiates express from other operations is that volume figuresfor express operations are not considered as single source per airport. Critical in the considerationof the scope and impact of an express operation on an airport is the regulatory flexibility by both theairport and relevant government agencies.

There are many kinds of specific operations within the express industry, and in some cases withinthe same company. It is generally divided into four types of operations:

1. Ramps or Origination & Destination (O&D) points: serves a metropolitan area and its immediatesurrounding.

2. Gateways: a service point serving a larger area. Arriving express is transloaded into other feederaircraft or commercial line haul, or into trucks for shipment to other cities.

3. Hubs: Major facilities where the bulk of the express is not destined for the local area. These aremajor sort facilities with heavy aircraft activity. Tracking and sorting are major activities. Customclearance cannot be an issue.

4. Co-locations: It is common to find a ramp located adjacent to a gateway or hub. These would

04.4 TYPICAL EXPRESS CARGO PRODUCT FLOW AT EXPRESSCARGO FACILITIES

Each express company will take the minimal requirements described below and add onto them morescans involving greater detail, additional channels, special clearance and handling enhancements,etc. The processing facility has to be able to accommodate redesigns and changes as they willhappen over time.

04.4.1 Express Item Arrival

The arrival process needs to begin before the shipment arrives. Arrangements should be made withCustoms to pre-clear any arriving shipments. Arrangements should be made in advance to guaranteethat Customs can advise which shipments they want to examine before the plane lands.

When the aircraft arrives the shipments are separated into their respective channels for processing.Those that need to be cleared are identified, scanned and sent to the inspection area. Customs willinsist on having the right to inspect any shipment, even those that were previously pre-cleared.


Some ULDs will come off an airplane and be loaded immediately onto another. This transfer needsto be done quickly, therefore there is no need to brings these ULDs inside the facility. A canopy wouldbe desirable in rainy and snowy climates.

Other ULDs will be off-loaded from the aircraft and loaded onto large trucks. This practice is especiallypopular in the Americas. The trucks are allowed on the ramp and receive the ULD directly off theaircraft. In other airports ULDs have to travel through the facility to be loaded on a truck waiting atthe dock.

For a hub, most ULDs must be brought into the facility, broken down, sorted and rebuilt before beingsent to their next destination. The time this takes is known as the sort window. It is vital to the expresscompanies' operation to have Customs procedures in place that allow through shipments destinedfor another country to proceed without impediment. In airports that restrict the express companies'rights to self-handle or require common clearance, it can be very difficult to do adequate tracking.

04.4.2 Express Item Departure

In a sort transfer operation, the arrival and departure is the same process. The airport processingfacility is not the point of origination of the shipment, it is merely a way point on its journey.

Departure customs requirements are usually much simpler than on arrival. The importantdocumentation is the manifest for the next arrival destination. There may be many different finaldestinations on a single aircraft and thus different manifests are required. This can be a complicatedtask simplified if a standardised pre-selection manifest is not used.

04.5 EXPRESS FACILITY DESIGN PARAMETERS

04.5.1 The Express Ramp

Usually the express operator will share a ramp unless the operation is large enough for a singleoperator. All express operations operate at close to the same time, therefore the ramp needs to bebuilt for peak operations. Express operators look at the airport as a way-point and not a destination,therefore they will be interested in having the shipments moving quickly. Accommodating trucks onthe ramp as well as the use of racks and dollies will all contribute to faster shipment movements.

Three further items need to be considered when designing a ramp: tether pits, drainage and lighting:

1. Tether pits are now being used in most cargo terminals to avoid having aircraft sitting on theirtail. Most modern cargo planes have their main loading door in front of the wing, which meansthat the rear of the plane is loaded first. Tail stands used to be the norm for this situation, howeverthey've been known to cause structural damage to aircraft, and require inspections to be performedwhich can delay aircraft departure. Airports are encouraged to install a tether pit at each cargoaircraft parking position. Specs have to be followed exactly, otherwise the pit will be rendereduseless.

If tether pits are refused an alternative is a weight cart. Usually a reinforced dolly stacked withsteel, it can be a good substitute provided it does not have to be moved. If an aircraft needs apushback, the weight cart will have to be moved. Its very small wheel and large weight willdamage the ramp in no time.

2. When considering drainage two factors have to be kept in mind. The slope for drainage cannotexceed one degree, otherwise it might impede on the loading and unloading of the containerson the aircraft's roller deck floor. Secondly, provisions need to be made for the containment and

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04.5.2 Express Processing Facility Considerations

The following need to be considered:

• The site needs to be in accordance with the airport masterplan The plan needs to allow for theunique requirements of an express facility.

• Remote location from passenger and cargo operations.

• Sufficient land for future expansion, in line with forecasts considering the strong historical growthrate.

• Ground transportation network capable of accommodating large trucks.

• Airside access road to passenger and cargo complexes for commercial line haul transfer.

• Ramp should be dedicated only to express aircraft with exclusive or preferential rights.

• The ramp needs to be conveniently located close to the runways and taxiways in accordancewith ICAO Annex 14.

• The area adjacent to the ramp should be reserved for express operations only.

• Sufficient land for employee parking and dedicated bus or train stops if applicable.

• GSE and ULD storage facilities located airside.

• Easy access to electricity and telecommunication. Heavy usage is the norm in express

operations.

04.5.3 Express Processing Facility Structural Considerations

The functional capability and flexibility of the express processing facility building is more importantthan the architectural details. The following factors should be considered:

• It needs to be a simple functional building, no elaborate decor or design.

• The operation needs to be kept as much as possible on a single level, though mezzanine levelsare commonly used for locating sortation equipment.

• It must be located at ramp level on the airside so tugs and dollies have easy access.

• It needs to be adjacent to the ramp adhering to the apron planning requirements of ICAO Annex

14.

• On the ground side of the facility there will be a requirement for truck docks and ramps.

• The ventilation system needs to be designed for the building type, size and usage, all of whichdiffers from conventional cargo facilities which often have much higher ceilings and a very differentusage.

• Lighting LUX levels must be designed to provide staff with suitable levels of light. Working areasand rest will require different LUX levels. A specialist should propose the correct LUX levels forthe various building functional areas.

• Due to the high volume of staff used within the express processing facility, the provision for restrooms, toilets and showers needs to be adequately provided.

04.5.4 Express Facility Sizing and Functional Considerations

The size of the facility will be determined by the expected volume of express the facility will handle.The sort window will determine how many shipments can be handled within a specific time frameand will subsequently determine the size of the facility needed. The amount of bypass that can avoidthe system will also greatly affect the size of the facility.

Once the sort operation has been determined and designed there must be accommodation of othernecessary functions:

• Customs, immigration, quarantine (CIQ) accommodation.

• Oversize shipment handling.

• Hazardous material processing.

• Aircraft line maintenance facilities.

• Aircraft ground service equipment maintenance.

• Traditional air freight processing and storage.

• Pilot accommodation.

Finally, it is good to provide for the processing of a traditional freight operation if there is sufficientroom.

Clarification: Shippers/Integrators tend to use multiples of 3000 parcels per day particularly whendesigning a sortation systems. However, forecasts and aircraft load information are based andexpressed in tonnage. As a result, the sizing information has been derived from and expressed interms of tonnage.

In order to size the express terminal facility tonnes per annum figures are used. The amount of spacerequired is associated with the facilities' processing capability. The planning ratios in the following

Regional Hub/Gateway 7 tonnes per sq. m per year

Reliever Hub 5 tonnes per sq. m per year

04.5.5 Express Apron Area

As a general rule of thumb, the apron size for express facilities lies within the range of 8 to 10 timesthe size of the express building. This includes aircraft stands, internal taxilanes, airside roads, groundservice equipment parking as well as processing zones on apron.

If more defined data is not available the following procedure can be used to size the ramp area.Again, as with all cargo facilities, integrator facilities can use the tonnage per annum to calculate thenumber of aircraft per day. This enables the planner to size the ramp accordingly.

The annual tonnage + 250 (days) provides the daily tonnage. The average load factor per aircraft(integrator) varies according to the classification of the facility. A regional hub/gateway has averageloads of 20-25 tonnes per aircraft, with 2/3 of all aircraft being Code D. A reliever hub has averageloads of 15-20 tonnes per aircraft, with 2/3 of all aircraft being Code C.

Important issues when planning integrator facilities are: understanding the type of operation; the hoursof operation; as well as the turnaround times. An integrator typically operates between 2 and 12 hoursper day, with 2 hours being the low end for a reliever hub, and 12 hours being the high end for aregional hub. Aircraft servicing the facility arrive and depart in a wave with the majority of all aircraft

500


Figure 04-1: Typical Express Facility Apron Layout

12 m

18m

_______

Staging Area

_ _ .

Length of critical

4

Single or Dual Taxilane

17 ICAO Annex 14 -Table 3.1

V

04.6 EXPRESS CARGO PROJECT MANAGEMENT AND CONTROL

04.6.1 Design Approval

The express company needs to approve the final designs of both the building structure and the interiorsystem and fit-up. Design details cannot be finalised until customs clearance procedures are known.

04.6.2 Express Cargo Project Management Structure

A simple structure that is flexible and leaves room for expansion is best. It is important to note thatthe developer should allow four to six months for the installation of the sort system and three monthsfor offices, the bulk going to the implementation of telecommunication tools. The structure must havethe sort area enclosed and useable power provided to allow for the sort system installation.

04.6.3 Express Cargo Project Management — Apron

It is preferable that the apron be built by the airport, since they will normally insist on controlling theapron. If the apron is exclusive and part of the leased area, the developer may have to be the

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04.6.4 Project Management — Sort System

The sort system will typically belong to the express company and should usually be managed solelyby the express company. The airport needs to allow the express company the freedom of choice ofsupplier when it comes to building the sort system.

04.7 TESTING AND TRIALS

Once the facility and the systems are installed, they need be subjected to testing and trial runs beforebeing considered fully operational. The elements to be included in trial runs are:

• The apron, including tether pits, lighting fuelling and handling. A real aircraft containing real cargoshould be brought in.

• The structure including all utilities and HVAC.

• The sort system: all belts, readers, rollers and lifts.

• Telecommunications.

• All the personnel, including the CIS personnel involved with the clearance operation.

A trial run must be a live run, not a dummy run involving a few staff member and a few packages.The facility needs to be able to function as if it was a peak period. A minimum of three trial runsshould be performed.

04.8 IATA RECOMMENDATIONS04.IR1 Development of a Building User Requirement Specification

Express cargo facilities have unique operational attributes. The operational needs of the user(s)should be fully explored and understood. Bespoke facilities should be provided to ensureappropriate processing capability. It is recommended that a building user requirementsspecification be developed and endorsed by the user(s), one which should detail and capturethe specific operational and building requirements and contingencies;

r04.IR2 Design Approval "IThe following organisations and persons should be consulted through the design process when

embarking on the design of a new or extended express processing facility.

• Airport Operator.

§ Government agencies concerned with bi-lateral and self-handling rights.

• Customs.

• Security agencies.

• Government agencies concerned with commercial trucking and delivery.

« Government agencies concerned with business and operating licenses.

• Slot Co-oidinators.J

04.IR3 Expansion Capability

The express sort system designer should ensure that, upon opening, the provided space andsystems within the facility can cope with the following conditions:

• Meet the operational protocols defined within the agreed building user requirementspecification.

• Meet the throughput expected for the forecasted and agreed final design year for the facility,plus provide a further 25% contingency express processing hall space to account for anyabnonval growth in traffic forecast potential. Future ramp expansion requirements must alsobe factored in.

• Operational express cargo infrastructure IT systems should have a redundancy capability asagreed in the building user requirement specification.

04.114 Installation of Tether Pits

Airports are encourage to install a tether pit at each cargo aircraft parking position. Specs haveto be followed exactly otherwise the pit will be useless.

04.IR5 Cargo Stand Slopes

The slope fpM drainage on express cargo stands should not exceed one degree otherwise itmight impede on the loading and unloading of the containers on the aircraft's roller deck floor.

04.IR6 Office Space Provision

When designing a new facility or refitting an existing Express Cargo facility, the proportion ofoffice space should be no less than 20nf per 100rrf of actual Express Cargo processing floorarea.

04.IR7 Space Requirements

Refer to clause 04.5.4 and 04.5.5 when setting out the apron and the processing facilities forexpress parcel facilities the following table should be used in determining the plan areas on theapron and within the express parcel facilities.

04.IR8 Ground Service Equipment (GSE) Space Provision.

The amount of ground service equipment on station is in direct correlation to the amount ofoperational aircraft stands as well as some additional equipment. Adequate space must beprovided to accommodate all the GSE.

- — . \

04.IR9 Empty ULD Storage Facilities/Space

The volume and turnaround of ULD equipment is significant at express processing facilities.There is likely to be a need to store empty ULD equipment either in purpose built storage anddispensing plant or within an area outside of the building designed and dedicated for this use.

O4.IR10 Floor Loadings

All building structural loadings should be assessed and facilities designed by a qualified Structuralpesign Engineer. The floor loadings of an express processing plant should take account of thereduced static and dynamic toads associated with express processing equipment when compared

04.IR11 Aircraft and GSE Maintenance Parts

A protected perimeter area close to the Express processing building should be provided for thestorage of Express height aircraft and GSE parts. Certain parts should be stored within heatedand ventilated structures. The Express facility designer should seek clarification on the specificrequirements of the parts to be stored and the appropriate environment and space to be provided.The maintenance area is likely to require a fully fitted workshop though clarification from theExpress facility operator should be sought in this regard.

SECTION 05: PERISHABLE CARGO

05.1 TYPES OF PERISHABLES HANDLING FACILITIES

There are two main types of handling facilities for transit or total distribution of perishable cargo.These facilities are usually designed and constructed to perform certain specific functions to meetthe needs of the airport users. The most recent information about perishables and perishable facilitiesis contained in the IATA Perishable Cargo Manual and is updated by the IATA Live Animals andPerishables Board.

Definition

A transit facility can be defined as a processing centre with established infrastructure and operationalunits that: facilitate the loading and unloading of perishable shipments to and from the aircraft; enableswift connections within the airport handling facilities; and interface with surface transport. The processmay also include import formalities such as health inspection and customs control. The primaryfunction of a transit facility is to move perishable goods quickly and efficiently with the coordinationof all parties involved and supported by modern technologies and tracking systems.

A total distribution facility provides the same services as a transit centre and in addition it offers othervalue-added services, such as: repackaging; pre-cooling; cold storage; quarantine; quality control;customer and information services; as well as the logistics and movements of goods from origin tothe final destination.

05.2.1 Processing Area

Different kinds of products are categorized and processed separately. Fruits and vegetables areprocessed separately from other products such as seafood, fish and meat. Although flowers may beprocessed within the same area with fruits and vegetables, they should be separated whereverpossible.

05.2.2 Working Area

Working areas are specifically assigned locations within a perishable centre with controlledenvironments for specific loads. Each working area has its own temperature control and is largeenough for ULD build-up, goods sorting, repackaging and quality control. The area protects the goodsfrom exposure to harmful conditions.

Fruits, Vegetables and Flowers Working Areas

The ideal working temperature for these products is from 4 to 6°C with a humidity of about 85%.Considering that the products may stay inside in a working area for a couple of hours, special attentionshould be made to minimize condensation on the products. It is a known factor that any load that isexposed to near zero temperatures is susceptible to condensation on its surface. Condensationcauses irreversible damage to products such as berries. A well contained working area can preventthe condensation problem. Short exposure to low temperatures does not affect products such astropical fruits.

There is increasing concern about ethylene contamination on products. New technologies, such asthe use of potassium permanganate or ozone in the ventilation system to help prevent ethylene arebeing evaluated for commercial application.

Seafood and Fish Working Areas

A suitable working area for seafood and fish should have high humidity (near 100%) but a very lowtemperature (near 0°C). This type of controlled environment ensures no dehydration of the productand keeps pathogen growth as low as possible. Repackaging and re-icing should be handled inseparate working areas to ensure sanitary control. In some cases, using ozone in the ventilationsystem may be considered to remove bad odors.

Meat Working Areas

Meat must be handled in accordance with the health regulations of the country of origin and destination.There are also other requirements that are more stringent than those for general perishable products.It is strongly recommended that the national health authority and the local government be consultedprior to the planning of a perishable centre, and especially the meat working areas therein.

05.2.3 Loading Areas (Truck)

Prior to the loading and unloading of products at the perishable centre, certain conditions that affectthe quality of the products may take place.

Most perishable products are transported from the shipper's premises to the perishable centre at theairport (or from the airport to the consignee's premises) in refrigerated trucks. These trucks areequipped with refrigeration systems that are designed to maintain certain temperatures within thecargo compartment, but in most cases these mobile systems are not capable of cooling the productinside. If the temperature of the perishable loading and unloading area, as well as the working area,is set to align with the product, condensation on the product will not occur and the quality of theproduct is thereby maintained.

Curtains should be used between the loading area and the working area in order to prevent draft.Excessive air movement can be caused by imperfect interface between the truck and the loadingdock.

05.2.4 Transit Areas for ULD

Prolonged exposure to sun, wind, rain, snow or extreme temperatures are known factors that causedamages and loss to perishable shipments. The key to a successful perishable centre depends onits temperature controlled storage/ holding capacity for palletised and containerised perishable loads.When the transit area for ULDs is not fully temperature controlled, it should provide the load withadequate protection from extreme weather conditions. Well packed loads are unlikely to deterioraterapidly when they are kept in a temperature controlled environment. The critical path is between thetransit area and the aircraft, where exposure to all kinds of weather conditions can expedite thedeterioration of the product.

05.2.5 Inspection and Customs Areas

Inspection by local authorities is a routine formality for all perishable shipments. Ideally, specificinspection teams and facilities should be assigned to inspect specific commodities. The inspectionof fruits, vegetables and flowers should take place in a dedicated area isolated from seafood, fish

05.3 OTHER FEATURES OF PERISHABLE CARGO FACILITIES

05.3.1 Cold Rooms

Fruit and Vegetable Cold Rooms

Two different kinds of cold rooms for fruits and vegetables should be used in a perishable centre:one at 0-2°C and the other at 12-15°C, with humidity in both near saturation. These temperatureswill meet the requirements of all kinds of fruits and vegetables. The control of ethylene levels usingprescribed technologies will further reduce the rate of deterioration of the products.

Flower Cold Rooms

Flowers should be stored in low temperature (near 0°C), and high humidity as well as control ofethylene levels are essential. However in the case of tropical flowers the room temperature shouldbe maintained at around 15°C.

Seafood, Fish and Meat Cold Rooms

Generally the cold room temperature for these commodities should be set at 0°C. If they are frozen,deep freeze coolers designed to maintain a temperature of at least -18°C is required.

05.3.2 Pre-coolers

Maintaining the appropriate temperature for fresh fruits, vegetables and flowers can be difficult duringtransportation, primarily because they produce their own heat. In many cases, even with appropriatepackaging and handling, these products raise their own temperatures significantly. Since highertemperatures can shorten the shelf life of these products, it is imperative to cool down the productsimmediately upon their arrival at the perishable centre.

Fruit and Vegetable Pre-coolers

Many facilities use vacuum pre-coolers to cool products. The technique is to drop the pressure untilthe water inside the product starts to boil at a near zero temperature. This technique is only suitablefor products with large surface and in small volume such as lettuce. The disadvantage of this techniqueis too much water being evaporated from the product while it is cooled. For a long journey andexposure to various weather conditions, further loss of water from the product can significantly reduceits marketability. A method which is broadly used by the growers is to shower the product prior tovacuum cooling. But this technique can hardly be applied within a perishable centre.

Another technique which has been commonly used is forced air cooling. This technique employs aforced air system to send cool air through to penetrate the boxes. This technique is affordable andworks for any kind of fruit or vegetable.

Flower Pre-coolers

The technique used to cool flowers is similar to the forced air cooling method. Vacuum cooling shouldnever be used for flowers since it decreases their shelf life significantly.

05.3.3 Treatment Rooms

Different kinds of treatments should be available at the perishable centre as a service to the

customers.

Quarantine Treatment Rooms:

Ripening Treatment Rooms:

Many products such as tomatoes, bananas and tropical fruits are shipped green and need to beexposed to ethylene in order to start the ripening process. This ripening treatment can be performedin a forced air pre-cooling room with injection of ethylene and an increase of temperature. Any leakof ethylene must be controlled in order to avoid contaminating the facilities.

05.3.4 Repackaging Room

When perishable loads are delivered to the airport, some customers may need a service to removeor repackage the damaged packages prior to departure. Modern perishable facilities should be capableto provide such services.

Fruit and Vegetable Repackaging Rooms

Poor packaging often results in the loss of a certain percentage of the entire shipment. Repackagingthe damaged packages will unavoidably reduce the content or weight of the shipment, but will certainlyhelp reduce further loss and contamination of the remaining stock. This service should be performedin a special sanitary room.

Flower Repackaging Rooms

Flowers can benefit from repackaging, however in most cases, flowers must be packed in a specificway by trained and highly qualified personnel only.

Seafood and fish Repackaging Rooms

Repackaging marine products usually requires re-icing and the application of strict processingstandards. Re-icing a fish that has undergone extreme temperatures may be in breach of the foodsafety law in some countries. Therefore only highly trained personnel should be allowed to performthis service, in a special sanitary room.

05.3.5 Quality Control

Quality control helps to determine what kind of treatment, such as re-icing, pre-cooling or fumigation, isnecessary for the load. It provides advisory service to customers for maintaining consistent standards.Quality control sometimes includes temperature monitoring of loads and of the environments of thevarious locations inside the perishable centre.

05.3.6 Tracking Systems

A reliable tracking system is an essential service to the customers. It enables the customers to obtainreal time information of their shipments. Customs can also access the data to perform advanceclearance of shipments. Typical tracking systems use barcode technology and many are nowaccessible through the internet.

05.3.7 Distribution Services

Figure 05-1: Product Flow Process Schematic

PERISHABLES FROM AIRCRAFT

CHECK BY PERISHABLEfHANDLING AGENT

PERISHABLES HANDLINGCENTRE

TEMPERATURECONTROL

FLOW OF DATA

PIECEtCONTROL

DATACUSTOMS OFFICE

STORAGE BY CATEGORYfOF GOODS

INSPECTION OF GOODS

INSPECTION

SORTING OF GOODS

INSPECTION CLEARANCE

PREPARING FOR DELIVERY

LOADING

DELIVERY

The illustrations above shows the typical flow of a product in a perishable handling centre. Variationsin the process may occur and are subject to local legislation.


05.IR1 Reference Publications Pertaining to Perishable Cargo

For further details about perishables and perishable facilities, please consultthe IATA PerishableCargo Manual which is updated by tfje IATA Live Animais and Perishables Board.

05.IR2 Perishable Cargo Facility Attributes

Perishable cargo handling facilities should have two distinct areas defined, namely: (i) theprocessing area and; (ii) the working area.

Wherever possible the processing of flowers should be separated from the processing ofvegetables, fruits and meats. The processing and working areas should have temperature andhumidity controlled environments to suit the products being processed as defined within thissection.

05.IR3 Safo Working and Environmental Issues

At all times a safe working environment should be maintained for all staff operating within theboundary and the immediate locality of the perishable cargo centre. Particular attention shouldbe paid to temperature and humidity control systems. Active monitoring processes and protocolsshould be used/adopted to avoid the presence and contamination of dangerous bacteria createdby heating and ventilation systems, such as but not limited to legionella pneumophila, otherwiseknown as Legionnaires Disease.

The chemicals used within the perishable cargo facility should not inflict any adverse negativeimpact on the immediate or surrounding environment resulting from the storage, use or disposalof the said chemicals. The selection, the storage, the use and the disposal of the chemicalsshould be in line within local legislation.

05.IR4 Facility Design

Extensive review of the likely perishable cargo needed to be processed is required. The designershould define the process attributes in fine detail and then clarify likely process flows of goods.This will determine the correct sizing of the facility for the processing of flowers and fmit/vegetable

_y

SECTION 06: MAIL FACILITIES

06.1 AIRMAIL FACILITIES: INTRODUCTION

Airmail is a valuable commodity, requiring fast airport processing and air transportation with lastminute close-out time for acceptance. It has the highest priority of all goods to be transported. Routingsare decided by postal authorities based on the first scheduled airline to destination, and paymentsto the airlines are based on the documents proving carriage over particular route segments. Suchdocuments are essential for billing the mail departments concerned.

Airports processing mail shall require the secure means to accept mail onto the airport, allocate themail to the correct aircraft (flight/country sortation), and in some instances screen the mail and thendispatch the mail to the aircraft. Where screening of selected mail for explosives or toxic substancesis required by the country or province in question, this should be conducted in facilities designed,fitted-out and operated by the national mail processing organization (e.g. Royal Mail (UK); UnitedStates Postal Service; etc., or licensed and authorised agents).

06.2 PRE-DESIGN CONSIDERATIONS

The following criteria will decide the need for an airport air mail facility:

• Volume of airmail (import/export/transfer).

• Safety, speed and service requirements for airmail categories.

• Airmail distribution function for several national mail centres.

• Inadequate airline facilities in cargo/baggage areas.

• Efficiency requirements.

Siting of the mail facility is optimized by providing:

• Fast airside connection for mail with scheduled (mostly passenger) flights on the apron.

• Good landside access and docking facilities for mail trucks.

• Positioning on customs boundary between airside and landside with minimum customs control.

• Flexibility for future expansion and additional services.

06.3 MAIL PROCESSING FACILITY OBJECTIVES

The main objectives of an airmail facility are:

• Fast and accurate processing at airport of mail and documents (First Class mail within 2 to 3hours after delivery; Second Class mail within 24 hours after delivery).

• Minimum duplication of sorting/manifesting at the airport by using segregated mail delivery anddocumentation between postal centres where possible.

• Efficient sorting by destination, flight and category, with bypasses for special and pre-sorted mail.

• Checking and recording weight for aircraft safety and charging for outgoing mail.

• Optimal use of pre-information regarding shipments between airports, and also with relatedcommunity mail centres.

• Implementation of automation involving national postal communication and documentation toimprove handling speed.

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14TA Airport Development Reference Manual

• Maximum security in view of the valuable nature of most airmail. Vaults should be provided forhigh risk mail, such as gold bullion, precious stones, etc.

High risk locations will provide facilities for the screening of explosives and toxic materials to aidsecurity. All facilities will take into consideration the protection of the mail from prevailing weatherconditions.

06.4 MAIL PROCESSING REQUIREMENTS

The main functions to be performed in the mail facility are:

• Landside acceptance and delivery from trucks, in units or bulk.

• Airside acceptance and delivery of mail in airline carts or in aircraft unit load devices on dollies.

• Checking, sorting, weighing and distribution per flight or truck of the various categories of mail.

• Temporary storage of mail prior to dispatch, preferably in airline or postal transport units.

• Documentation and communication of shipment data, re-routing of mail and tracing.

06.5 MAIL HANDLING SYSTEMS

Depending on the volume of mail, availability of labour, and the transport equipment used by postalauthorities as well as airlines, processing varies from manual handling to mechanised handling.However, fast handling remains the major objective.

Where unitised delivery from mail centres exists, special unloading provisions are required on thelandside.

Mechanized equipment to unload transport units onto a sorting system will speed up sorting.

Adequate space around the sortation devices is required for ramp carts and dollies to fill the unitsfor departing flights.

Adjacent space is required to store lower priority mail leaving later. Incoming mail is normally receivedafter the outgoing mail has been processed, and can therefore be sorted on the same sorter. Largevolumes require more complex sorting systems.

Outgoing mail on carts should be weighed to verify the total weight, by mail category, leaving perflight.

Where it is necessary to automate the processing of mail handling within the confines of the airportperimeter, the designer should work closely with the mail processing companies. This includes theairlines, customs authorities, as well as traditional mail processing organisations, in order to ensurethat system demand profiles are fully understood and that adequate flight carrier sortation facilitiesare provided.

06.6 LOCATING THE MAIL FACILITY

After completing the study of the proposed physical handling, flows and volumes, as well as therequired space for communications facilities and documentation, a decision as to site and size canbe made, having regard also to future expansion. The location and design of the facility will ensurethat no unauthorised person will have access to the mail.

The mail facility can be situated in any one of three locations:

• Next to the baggage handling area, with mail truck access to the airside for delivery andacceptance. Since most first class mail is transported on passenger aircraft, integration with fast,and last-minute baggage transport will contribute to efficient mail transportation on the apron.

513


• In the cargo complex, adjacent to a cargo terminal which normally provides adequate space forprocessing inside and around the facility. In this solution, special airside transportation of mail tothe passenger apron is then required in view of the last-minute delivery requirement. If a largevolume of transfer mail is to be handled in a short period, a secondary mail section in the passengerarea may be required.

• A separate mail facility with its own infrastructure situated between the passenger and cargoareas, with optimum distances to both. This will mainly apply to the handling of large volumes ofairmail. However, integration with other surface mail handling should be discouraged in view ofextra landside traffic not related to the airport. With a separate location, special airsidetransportation is required between the aircraft and the mail terminal.


06.IR1 Mail Processing Delivery Standard

In most cases, delivery and retrieval times will be an integral part of bi-lateral agreementsbetween the postal administration and the air carrier. Where mail is processed by airports, theprocessing time from point of entry into the airport to aircraft departure time should be as follows:

• First Class mail: 2 to 3 hours after delivery.

• Second Class mail: 24 hours after delivery.

06.IR2 Specialist Mail Sub Processes

Where screening of selected mail for explosives or toxic substances is required by the countryor province in question, this should be conducted in facilities designed, fitted-out and operatedby the national mail processing organization (e.g. Royal Mail (UK); United States Postal Service;etc., or licensed and authorised agents).

Consideration should be given to providing an area for mail that is taken out of the direct flowsby drug interdiction authorities. This would facilitate inspection at destination or transit points,and would apply to mail originating in countries where narcotics or prohibited drugs are knownto be produced.

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IATA

Chapter P — Airport Support/Ancillary Facilities

Section P1: Aircraft In-Flight Catering Facilties

P1.1 Aircraft In-Flight Catering: Introduction .................................................. 513

P1.2 Design Requirements .............................................................................. 513

P1.3 IATA Recommendations............................................................................ 515

Section P2: Aircraft Maintenance

P2.1 Aircraft Maintenance: Introduction.......................................................... 516

P2.2 Functional Requirements of Maintenance Hangars.................................. 516

P2.3 Location of Maintenance Hangars ............................................................ 517


Section P3: Hotels and Business Centers

P3.1 Hotels Overview ..................................................................................... 519

P3.2 Functional Requirements of Airport Based Hotels.................................... 519

P3.3 Location of Hotels at the Airport Complex ............................................... 520

P3.4 Business Centers ..................................................................................... 521


516


517

CHAPTER P — AIRPORT SUPPORT/ANCILLARY FACILITIES

SECTION PI: AIRCRAFT IN-FLIGHT CATERING FACILTIES

P1.1 AIRCRAFT IN-FLIGHT CATERING: INTRODUCTION

Catering units provide pre-prepared in-flight food and drink provisions for many originating departuresand some transfer flights from airports. Consequently, in-flight flight catering facilities are required.The size and capability of these catering facilities will need to be sized to align with the requirementsof the airlines and their flight schedules.

Aircraft catering units should be separate from but located as close as possible to the terminal building.The aircraft in-flight catering units should preferably be airside at apron level, with ready access toboth airside and landside zones. It is important that the location of the catering facilities do not infringeon the areas dedicated to possible expansion of the terminal building and apron areas at some futuredate.

P1.2 DESIGN REQUIREMENTS

It is commonplace for airline companies to have competing catering companies located close to theairport perimeter providing the capability to supply food to their aircraft. The design of the in-flightaircraft catering facility should be balanced to align with current and foreseen airline catering contracts,and subsequently will need to be sized to deal with the peak demand from those contracts. It is alsocommon for in-flight catering facilities to be sized with a small amount of spare capacity, but with the

Figure P1-1: Typical Catering Facility Plan

iata

AJi j^'Ovens/ StovesUtensilCleaning

UnitAdmin/OfficesFood Preparation AreasBondedStores

A*•Truck Loading / Unloading| Bay| 10Bay

9BayBayBay pf §ay

*A/ "t\

\' _ _ 7_)j_t_ Vehicle Maneuvering

NOTES------- DENOTES GROWTH EXPANSION CAPABILITYCATERING PLANT SHOULD NOT BE LOCATED IN TERMINAL ORAPRON MASTER PLAN FUTURE DEVELOPMENT ZONES

518

IAT& Airport Development Reference Manual

The typical in-flight aircraft catering facility will, as a minimum, contain the following functional

facilities:

Vehicle maneuvering space for catering trucks and supply trucks.

Multiple catering vehicle loading and un-loading bays.

Fully fitted industrial quality food and drink kitchens with stoves and ovens.

Food preparation areas.

Utensil cleaning units.

Certified bonded store areas.

Drainage.

Heating, ventilation/cooling systems (particular care is needed with respect to the type of ventilationsystem used — ensuring proper ventilation and/or air conditioning of catering units to avoid foodcontamination by fumes from the apron).

Garbage disposal (including foreign garbage, according to local health requirements).

Storage and disposal of empty bottles, containers and waste material.

Washing facilities for catering personnel.

Refrigeration units.

Fire protection and alarm system.

Adequate parking facilities for catering and clerical staff.

Figure P1-2: Example of Modern Catering Facility (Truck Dock

519

IATA Airport Support/Ancillary Facilities

P1.3 IATA RECOMMENDATIONS

P1.IJR1 Location of In-Flight Catering Facilities

The location of in-flight catering facilities at the airport must not infringe on the areas dedicated topossible expansion of the terminal building and apron areas. The airport and runway developmentmasterplan strategy should be given due consideration.

P1.IR2 Capability of In-Flight Catering Facilities

In-flight catering facilities should be sized to align with the peak daily flight schedule requirementfor day one of opening plus 5 years. Major further space provision should be safeguarded forincremental in-flight catering facility growth.

SECTION P2: AIRCRAFT MAINTENANCE

P2.1 AIRCRAFT MAINTENANCE: INTRODUCTION

Aircraft maintenance is required at most airports, in various degrees of sophistication, to enableaircraft to fly safely and within the appropriate levels of maintenance service standards. Maintenanceis comprised of general routine servicing and major overhaul servicing activities.

Virtually all airports will be required to permit routine maintenance activities. Major servicing of aircraftis usually completed at major airports where airlines are based, and it is common for multiple alliancepartner airlines to share the servicing facilities. Routine servicing can in some instances be completedon apron areas or within dedicated aircraft hangars. Hangars are commonly used to accommodatemajor servicing activities of aircraft which can include but are not limited to activities such as:

• Wiring investigations and modifications.

• Software checks and upgrades to aircraft control systems.

• Main thrust engines and APU engine replacements.

• Interior refit.

• Control surfaces servicing.

• Aircraft surfaces, impact damage servicing.

• Hydraulic systems servicing.

• Lubricant replacement.

• Landing gear tire and brake replacements etc.

Routine servicing activities can include but again may not be limited to:

• Lubricant topping up.

• Hydraulic fluid topping up.

• Fuel line checks.

• Control surfaces operational checks.

• Turbine starter unit replacement and checks.

Hangars provide protection from the elements in carefully controlled environments and house specialistequipment and tooling. Dust filtration ventilation systems are commonly provided and are particularlyuseful when environments present servicing problems.

P2.2 FUNCTIONAL REQUIREMENTS OF MAINTENANCE HANGARS

The space contained within maintenance hangars is used to accommodate certain functionalrequirements needed to maintain often large fleets of aircraft. Major servicing hangars usuallyaccommodate the following functional areas:

• Aircraft spares holdings.

• Administration offices.


• Hangar doors.

• APU exhaust ventilation systems.

• Servicing crew/staff mess facilities.

• Specialist lifting equipment.

• Paint Removal and Spraying Booths.

Fig P2-1 shows a typical major aircraft servicing hangar, with elevated service platforms to allowmaintenance staff to reach all areas of the various aircraft, whilst within safe working conditions.

Photo courtesy of Mott MacDonald Consulting Corp.

P2.3 LOCATION OF MAINTENANCE HANGARS

The location of maintenance hangars is often governed by the availability of apron space. Due to thefact that aircraft need to be serviced and maintained as quickly as possible it is common that aircrafthangars are used 24 hours a day, and as such can present noise problems to local residents. Duecare and attention should be taken to ensure that the location of the hangar is correctly designedand placed to avoid or minimize such problems.

Maintenance hangars should be located with due consideration for the following operational points:

• Located away from terminal building infrastructure.

• Located outside of the space safeguarded for future expansion in line with the terminal'smasterplan expectations.

• Adequate space should be provided for the maneuvreing of aircraft into and out of the

hangar(s).

• They should be sized to accommodate the scheduled aircraft servicing requirement.

• They should be located with consideration of the noise effects on local residential inhabitants.

Figure P2-1: Typical Major Servicing Hangar

521


522



P2.IR1 Location of Hangars

Hangars should be located with due consideration of the resulting noise and pollution from thesefacilities and the effects they can potentially have upon local residents. Hangars should beplaced such that they do not infringe on the future terminal building, apron and runwaydevelopment zones defined within the masterplan for the airport.

rP2.IR2 Size of Hangars

Hangars should be sized to accommodate the maintenance scheduling requirements of theaircraft fleet(s) to be serviced. Where it is required to service multiple aircraft simultaneously,the provision of multiple aircraft hangar bays should be considered with adequate provision foraircraft maneuvering outside of the hangar.

SECTION P3: HOTELS AND BUSINESS CENTERS

iata

P3.1 HOTELS OVERVIEW

Airports are being used more and more to process passengers by providing pre-check-in facilitieswithin the hotel complex, whether it be close or even within the airport complex, or downtown somemiles away from the airport itself. The use of hotel check-in is discussed within Section U2, ClauseU2.11.4. This section deals in part with the functions and practicalities of placing airport hotels withinthe airport complex and the considerations which should be observed.

Although hotels can be located close to airports, rarely do airports operate hotels with airport operatorstaff. Instead, the land is leased or sold to specialist airport hotel chains. It is therefore essential thatthe functional objectives of providing hotel space and facilities close to the airport is both understoodand planned appropriately.

Hotels residing on the airport complex should normally only be provided where the client base anddemand has been clearly defined through extensive market research carried out at the airport. Welldesigned, appropriately sized and strategically placed airport hotels actually can provide advantagesto airport operators by providing convenient facilities and attracting increased business passengersto the airport.

P3.2 FUNCTIONAL REQUIREMENTS OF AIRPORT BASED HOTELS

Most airport hotel facilities will include the following functional provisions:

• Sleeping accommodations.

• Bars and restaurants with comprehensive kitchens.

• Valet and laundry services.

• Staff and client car parking (though maybe shared short-term airport parking).

• Courtesy buses, transport provision and hotel holding area.

• Swimming pools and gymnasiums.

• Business suits.

• Pre-check-in facilities.

The client base for airport hotels differs slightly from typical downtown hotels, where the clients aremore likely to reside in the airport hotel for shorter periods. This is due to the fact that a high proportionof hotel residents will be business passengers or passengers who have connections (often thefollowing day and usually within 36 hours or arrival). The airport hotel client base is typically confinedto the following groups, though will obviously include other minority groups of passengers at any time:

• Passengers in transit.

• Business travelers working within the region.

• Persons on holiday visiting within the region.

523

Airport Support/Ancillary Facilities

DEPARTURES AND ARRIVALS FORECOURTS

P3.3 LOCATION OF HOTELS AT THE AIRPORT COMPLEX

The location of hotels at the airport complex will be dictated by the availability of real estate. It isessential that airport hotels are placed outside of the terminal building, runway and apron areasdefined within the masterplan aspirations for future development.

Airport hotels should be provided with appropriately designed road infrastructure, which shouldminimize the volume of traffic to and from the airport. Where practically possible, passenger demanddictates, and where airports are less than 1km from the departures concourse, walkways withpassenger conveyors should be provided to connect the airport hotel to the terminal concourse.Walkways should be covered and provide appropriate protection from the local weather conditions,with air conditioning if appropriate.

Figure P3-1: Typical Airport Hotel Placement

DENOTES ROAD / PARKING

LINK BRIDGE/TUNNELMax. Length 1km

SHORTTERMCARPARK

+ HOTEL PARKING+ HIRE CAR

CAR HIRE-PROCESSING

SHORT TERMCAR PARK

+ HOTEL PARKING+ HIRE CAR

EXPANSIONAREA

DEPARTURES AND ARRIVALS CONCOURSE EXPANSIONAREA

EXPANSIONAREA

EXPANSIONAREA

525


P3.4 BUSINESS CENTERS

The need for business centers within airports is becoming more and more apparent as demand forcomputer access grows. Greater sectors of the population are using computer technology in theireveryday lives and hence business centers with internet access are recommended to be provided.Airlines commonly provide business centers within their executive lounges but these are more selectiveto Business and First class passengers.

Airport and hotel business centers usually provide the following services:

• Multiple Internet Access.

• Printing Services.

• Faxing Services.

• Document Binding.


P3.IR1 Airport Hotel Location

When planning the placement of airport hotels, due consideration should be given to the futuremasterpian requirements of the airport terminal buildings, car parks and apron and runwayInfrastructure.

P3.IR2 Airport Hotel Walkways

In situations where airport hotels are closer than 1 km to the terminal building, covered walkwaysor tunnels should be provided to link the hotel and tenninal building facility, with the possibleir^cfueloh of passenger conveyors where deemed to be of assistance to passengers. This willreduce hotel vehicular traffic movements.

526


■

■ -

527

IATA

Chapter Q — Landside Facilities

Section Q1: Road System and Curb Arrangements

Q1.1 Road Systems and Curb Arrangements Overview................................... 525

Q1.2 Roads ...................................................................................................... 526

Q1.3 Curb......................................................................................................... 527

Q1.4 IATA Recommendations .......................................................................... 529

Section Q2: Traffic Studies & Parking

Q2.1 Traffic and Parking Studies Overview ..................................................... 530

Q2.2 Mod E Choice ........................................................................................... 530

Q2.3 Traffic Volume .......................................................................................... 531

Q2.4 Curb Length Requirements...................................................................... 531

Q2.5 Parking .................................................................................................... 531

Q2.6 Taxi and Bus Reservoir ............................................................................. 532

Q2.7 IATA Recommendations .......................................................................... 532

528


529

IATA

CHAPTER Q — LANDSIDE FACILITIES

SECTION Q1: ROAD SYSTEM AND CURB ARRANGEMENTS

Q1.1 ROAD SYSTEMS AND CURB ARRANGEMENTS OVERVIEW

Airport activity generates vehicular traffic on airport roads coming to and from the regional roadsystem. Most passengers, visitors, cargo operators and employees use road vehicles to gain accessto airports and they will always be a predominant modal choice, although alternatives will becomemore attractive to some users as road congestion and environmental awareness increase. For thisreason, land should always be reserved for a right-of-way for rail.

The planning of airport landside facilities, particularly for high volume airports, is a specialized subjectand expert advice should be sought. Airport planning should include specific consideration oftransportation on and off-airport boundaries. Consistency between airport-based planning and regionalplanning is critical to achieve efficient door-to-door trips.

Motorists have a variety of destinations within the airport boundaries and a variety of vehicle types.The individual elements of the landside system do not serve travel independently. Each element ispart of a functional hierarchy serving a specific purpose from primary movement, transition,

Figure Q1.1: Functional Classification

Terminal

Terminal Frontage RoadShort Term Parking

RentalCar

Long Term Parking

Recirculation Road

Taxi and BusReservoir

TerminalApproachRoad

EmployeeParking

r

Main Access Road

Service Road

Rental Car

530


Q1.2 ROADS

The landside road system serves different categories of traffic. These categories include:

• Passenger vehicles, including:

— Private cars.

— Taxis.

— Shuttle/courtesy bus services for hotel, car rentals and long-term car parks.

— Shuttle buses between terminals at multi-terminal airports.

— Public transport buses, including mini-buses carrying passengers to and from individual homeaddresses.

— Charter/tour buses.

— Limousine services.

— Delivery trucks.

• Cargo or Mail vehicles, including:

— Light vans.

— Pick-up trucks.

— Trailer trucks.

• Airline/airport personnel vehicles, including:

— Crew buses.

— Staff vehicles.

• Airport Service Vehicles.

At large airports it is preferable to separate service-related traffic from passenger-related traffic longbefore arriving at the passenger terminal curb area. This results in a double network of public roadsusing five types of roads as described within clauses Q1.2.1 to Q1.2.5 inclusively.

Q1.2.1 Main Access Road

The main access road provides a connection between the external road network system and theterminal complex area. It serves a 'line-haul' function and should be designed for uninterrupted flowconditions with intersecting roads and access control to adjacent land use developments.

Q1.2.2 Terminal Approach Road

The terminal approach road provides a transition function between high-speed operations on theMain Access Road and low-speed operations in the terminal area. The road has normally a one-wayoperation and is characterized by frequent but well placed decision points which should account fortraffic speed. It provides the combined functions of moving traffic and serving adjacent land, community,

Q1.2.3 Terminal Frontage Road

The terminal frontage road provides direct access to the passenger terminal. It includes the passengerloading/unloading curb. The terminal frontage road is characterized by frequent interruptions of flow,with vehicles stopping and maneuvering. It's designed for one-way flow operation.

Q1.2.4 Re-circulation Road

The re-circulation road links the inbound and outbound terminal frontage roads. A direct access tothe curb is preferable.

Q1.2.5 Service Road

The service road network serves for the on-site circulation of persons and goods and for providingconnection to/from areas adjoining the road, such as cargo areas, rental car kiosks, employee parking,etc.

Q1.3 CURB

The curb is an interface where vehicular flows become pedestrian flows and vice-versa. The curbarea consists of a sidewalk, covered or partially enclosed, bordering the terminal road system withan adjacent paved area to permit vehicles to off-load or load passengers. The road in from of theterminal includes load/unload lanes, manoeuvring lanes to access and leave the load/unload lanes,and through traffic lanes (see figure Q1.2). The load/unload lane must be designed so that through-vehicular traffic can pass by uninterrupted.

Figure Q1.2: Example of Curbside Layout for a Single Level Terminal orfor Departures at a Multi-Level Terminal

Building

Load/unload + taxis, buses and shuttlesManoeuveringlaneThrough traffic laneE

i min. 4 to 6

m

4.2 m min. 18-20 - 7.4 m

J min. 2

m

531

IATA Landside Facilities

The terminal curb can serve both departing and arriving passengers, and these two simultaneousactivities may produce vehicular and pedestrian conflicts. Safe crosswalks, with appropriate trafficprotection and traffic management equipment and systems should be provided.

In some respects, the arrival curb area is similar to the departure curb. However, because largervolumes of passengers will peak over shorter periods of time and will arrive at the curb in greaternumbers, a wider sidewalk may be required. Additional area is needed for baggage service, (personneland hand trucks) and for concessions handling ground-transportation services.

The effective curb capacity is related to the number of vehicles which can be processed in the load/unload lane, rather than the number of vehicles going through. Congestion therefore often resultsfrom an inadequate number of load/unload positions, or curb length, rather than an inadequate numberof traffic lanes. Parallel public and professional vehicle curbs are an effective way to provide

Figure Q1.3: Example of Curbside Layout for a Single Level Terminal or

for Arrivals/Departures at a Multi-Level TerminalBuilding facade

Lcâo7undoacl '^6j^J^s,_bjjse^_ajrid sJiutHesThrough lane

Load/unload lane for private carsManoeuvering laneThrough traffic laneEH

min. 4 to 6 m

4.2 m

3.7 m

min. 4 m min. 30

4.2 m

7.4 m

-32 m

Another important item to consider in planning the curb is the signage, both for public informationand airline identification. This is particularly important for the decentralized linear passenger terminalconcept, as the vehicle stop at the curb should correspond approximately to the respective passengerdeparture/arrival areas.

Planning of a taxi loading facility requires careful consideration, especially if the facility is designedto be operated on a self-help basis. Fall-back arrangements (e.g. for a taxi-loading co-ordinator toassist passenger allocation to taxis) may be needed for peak periods.

The design and location of the curb relative to the terminal building must take into account securityconcerns. Please refer to Section H2, clause H2.6 in this regard.

Q1.4 IATA RECOMMENDATIONS

i 01. IR1 Road Planning Expertise

The planning of airport roads, particularly for high volume airports, is a specialized subject andexpert advice should be sought. Roads should be designed to accommodate peak traffic volumesand have adequate expansion capability.

iority and Transportation Policy

1.IR2 Road Signage

All roads should be clearty signposted prior to traffic direction decision points.

Q1.IR3

Airport development land should always be reserved as a right-of-way for rail infras$fpcture.Airport planning should include specific consideration of transportation on and < xboundaries. Consistency between airport-based planning and regional planning is critical toachieve efficient door-to-door connections.

Q1.1R 4 Provision of Crosswalks at Terminal Curb Areas

The terminal curb serves both departing and arriving passengers and these two simultaneousactivities may produce vehicular and pedestrian conflicts. Safe crosswalks wio,- nopropriatetraffic protection and traffic management equipment and systems should be proVBêd.

Q1.IR 5 Curb Area Capiacity and Planning

The effective curb capacity is related to the number of vehicles, which can be processed in ifie?toad/unload lane, rather than the number of vehicles going through the Wéa. Parallel public and^professional vehicles curbs are an effective way to provide additional capacity. Effective curbarea planning should be provided with due consideration to the requirements defined withincl use Q1.3 where in addition public and airline location identification should be provided.

SECTION Q2: TRAFFIC STUDIES & PARKING

Q2.1 TRAFFIC AND PARKING STUDIES OVERVIEW

Traffic and parking studies are required to determine user characteristics and to estimate existingand future demand for landside vehicular facilities. The studies should provide dynamic planninginformation on the vehicle mode choice selected in each case, circulation patterns, parking needsand traffic volumes associated with the following four basic categories of landside users at airports:

• Origin/destination passengers.

• Visitors.

• Employees.

• Air cargo and mail delivery.

Q2.2 Mod E CHOICE

Origin/destination passenger and visitor mode choices vary depending on a number of traveler andtrip characteristics. These can include:

• Purpose of the trip (pleasure, business or meeting/greeting a passenger).

• Socio-economic characteristics (including age and income).

• Place of residence (locally-based resident or visitor).

• Availability of a competitive mass transit alternative (cost, door-to-door travel time andaccessibility).

As an example, a business passenger pressed for time has a greater tendency to use the taxi insteadof a local bus service to go downtown than a family traveling for pleasure. High-income passengersgenerally value the time savings and convenience of the private car. Landside facilities should thereforebe planned to reflect the specific requirements of the passenger segments; i.e. resident business,resident non-business, non-resident non-business and non-resident business. Transport uservariations will be evident across different countries and continents. Airport road and parkinginfrastructure planners should design facilities following market research to determine the likely home-to-airport travel tendencies of the airport user community.

The following modes of access for passengers should be included in the landside planning at mostairports worldwide:

• Private vehicle (drop-off/pickup and long-term parking).

• Rental car.

• Taxi/limousine.

• Schedule bus/train service.

• Courtesy van.

As airports operate close to 24 hours a day, 7 days a week, many airport employees do not workthe typical 9 to 5, Monday to Friday schedule. Therefore they value private cars (self-driven or shared-ride), especially if the mass transit service is not suited to their specific needs. Parking supply, parking

Air cargo generates employee trips but also very significant delivery trips by trucks and vans for theoriginating and terminating air-cargo. Experience shows there is no correlation between tonnage andair-cargo trips generated when comparing statistics from airport to airport. Site-specific research/forecast information should be used by the airport planner.

Q2.3 TRAFFIC VOLUME

Traffic counts and trip generation studies should be conducted to determine the peak vehicle flowsand the circulation pattern on the airport road network. The study should include the traffic generatedoutside the airport but also the road traffic generated on the airport, such as the re-circulation betweenthe terminal curb and parking lots.

Volume road traffic and parking accumulation studies are used to determine the hourly distribution

Q2.4 CURB LENGTH REQUIREMENTS

Planning the curb area will require the collection and examination of data, particularly on the processingtime to load/unload vehicles, vehicle-mode preference, vehicle occupancy counts, ratio of passengerset-down on the curb to those arriving via the car parks, and vice versa. The data concerning theflow rate of originating passengers required for check-in purposes can also be employed in estimatingthe peak 15-minute number of originating vehicles. Originating passenger/well wisher vehicles mayarrive at the curb during a time period of up to 3 hours prior to each flight, where as the effect ofterminating passengers/greeters on the arrivals curb may be experienced as early as 15 minutesbefore and after flight arrival.

Q2.5 PARKING

Public, employee and rental-car parking lots are used by originating and terminating users of theroad network. Airport car parks will usually occupy important and valuable airport real estate areas.They can be single-level parking or parking garage with several levels facilities.

The proximity of parking facilities should align with the security recommendations defined withinSection H2 in general, and in particular clause H2.6.

Q2.5.1 Public Parking

Designing public parking facilities should reflect user characteristics. Short-term parking users areusually meeters/greeters picking up or dropping off passengers. The parking duration is typically 3-5 hours or less. The inbound and outbound traffic volume at short-term lots is usually high but thenumber of parking spaces is relatively small because of the short parking duration. Short-term parkinglots typically have a turnover of 4 to 6 cars per space per day. Short tern parking requirements canbe based on a typical busy day. The layout and dimensions of the short-term lot stalls should begenerous to account for the high turnover. Short-term lots should be located near the terminal.

Long-term parking lots are intended for a different clientele than for the short-term lots. Long-termlots are intended for passengers leaving their car at the airport to take a flight. The parking durationcan vary from 24 hours to up to two weeks at some airports. The inbound and outbound road volumeis low but the peak accumulation is high. Long-term lot requirements can represent up to 85% of thetotal public parking accumulation. Peak long-term accumulation requirements should be based on a7 to 14 days survey depending on the airport. A shuttle service should be considered for long

Q2.5.2 Employee Parking

Employee lots can be located further from the main terminal than public lots. A shuttle service shouldbe considered for long walking distances and at airports with bad weather conditions.

Q2.5.3 Rental Cars

Smaller airports can usually accommodate the peak parking demand at or near the main terminal.The space requirements may become excessive at medium and large airports and can conflict withthe supply of public parking. Larger remote and off-airport lots should then be considered. Consolidatedrental car areas and united shuttle services should be provided, relieving congestion on airport roads.A limited number of parking spaces at walking distance from the terminal can be provided, especiallyfor rental car pick-up.

Q2.6 TAXI AND BUS RESERVOIR

A reservoir accommodating buses and taxis waiting for arrivals passengers should be provided nearthe curb. Direct and short accesses to the curb from the reservoir are recommended.

Q2.IR1 Lane Separation

At target airports, special lanes may be reserved for buses and taxis and the curb side areashould segregate bus and taxi traffic from private vehicle traffic to increase capacity.

Q2.IR2 Location of Parking

Parking spaces should be available near work areas and close to public transport stops.

Q2.IR3 Coordinated Airport and Regional Vehicular Planning

Airport planning should include specific consideration of transportation on and off-airportboundaries. Consistency between airport-based planning and regional planning is critical toachieve efficient door-to-door trips.

Service Related Traffic Separation

It is preferable to separate service-related traffic from passenger-related traffic long beforearriving at the passenger terminal curb area at large airports.

Q2.IR5 Short Term Parking Lots

The layout and dimensions of the short-term lot stalls should be generous to account for thehigh turnover. Short-term lots should be located near the terminal.

Q2.ll Staff Car Park Shuttle Service

Shuttle service to/from parking lots should be considered for long walking distances and atairports with bad weather conditions.

Q2.IR7 Traffic Studies

Traffic studies should be used to determine the user characteristics to estimate existing andfuture demand for landside facilities.

http://Q2.ll/

538


539

IATA

Chapter R — Airport Commissioning

Section R1: Checklist for the Successful Opening of a New Airport

R1.1 Checklist Purpose: Introduction .............................................................. 537

R1.2 Timing ..................................................................................................... 537

R1.3 ACC Checklist W/G Composition................................................................ 537

R1.4 ACC Checklist W/G Method of Operation .................................................. 538

R1.5 IATA Recommendations .......................................................................... 538

541

IATA

CHAPTER R — AIRPORT COMMISSIONING

SECTION R1: CHECKLIST FOR THE SUCCESSFUL OPENING OF A NEWAIRPORT

R1.1 CHECKLIST PURPOSE: INTRODUCTION

The airport checklist was designed so that the airlines can work with an airport authority to ensurethat the new airport will operate smoothly and with minimal operating problems right from the openingday. The checklist can also be used for a major terminal expansion.

The checklist was designed after several new airports experienced major operational problems duringthe first several days of operation when they opened. It is meant to ensure that all the major elementsof the new airport will be considered, that any elements that will not be ready are highlighted, andthat a contingency plan is developed to offset any deficiencies. The checklist provides a tool toencourage constructive consultation between the airlines and the airport authority during the finalstages of a major airport project. Based on experience at many airports, it is surprising how poor thecommunications between the airport authority and the airlines is on key planning information requiredto successfully complete the move to the new airport or into a new passenger terminal.

Each airport will have its own set of potential construction problems. These could involve problemsoutside the jurisdiction of the airport authority, such as road access to the airport, or even incompletesupport facilities such as cargo terminals or catering buildings. Based on recent experience, mostproblems with new airport projects involve software glitches associated with the baggage handlingsystem and other complex IT systems.

Another problem associated with new passenger terminals is that airline offices and CIP lounges areoften not ready when the new passenger terminal opens. This is usually a result of the airlines nothaving signed leases for terminal space in sufficient time for airline fit-out, because the airport authorityand the airlines have not been able to agree on new aeronautical user charges and/or passengerterminal rental rates. The new rental rates should be agreed to at least nine months before the airportpassenger terminal is to open. This will involve a series of meetings with the IATA User Chargesgroup. After the new aeronautical charges and rental rates are agreed to, most airlines must get headoffice approval for funds to complete the fit-out of offices and lounges in the new passenger terminaland then the time for the construction of these facilities must be taken into consideration.

The checklist has been successfully used with several airport authorities and also on new passengerterminal projects. Checklist information must be kept confidential, as the sharing with third parties ofinformation gathered using the checklist would likely create bad feelings between the airport authorityand the airlines.

R1.2 TIMING

The checklist should be used on a regular basis during the final 18 months of the airport project. Thetiming should be agreed to by the Checklist Working Group (W/G) and the airport authority, and willvary with each airport project. The W/G meetings may be held monthly, every two months or quarterly.The date for the next meeting will depend on the number of outstanding issues to be reviewed at the

542


• ACC member — passenger terminal specialist.

• ACC member — cargo/support/airfield specialist.

• IATA Airport Development staff member (will attend as many W/G meetings as possible).

• A member of the local BAR should be considered.

The airport authority should have an equal number of persons to work with the Checklist W/G.

R1.4 ACC CHECKLIST W/G METHOD OF OPERATION

The Checklist W/G meetings will review the checklist which has been completed by the airportauthority. In many cases, the checklist is completed by their ORAT (Operations Readiness and AirportTransition) consultants. An example of the checklist is shown on the following pages; it can be obtainedfrom IATA Airport Development ( [email protected] ) as an Excel spreadsheet and it should bemodified to suit each airport project.

The status of each element will be determined noting how much has been completed and when theelement will be completed. Certain elements are further divided into sub elements to provide more

OK, complete (green).

On track (amber).

Problem with completing on-time (red)

Key or critical elements for each airport project can be highlighted (shown in bold). The key elementswill vary for each airport project.

Where it is anticipated that there will be problems completing an element of the project, then arecovery or contingency plan should be developed. Comments should be made for those elementsthat will not be completed on-time. Additional comments can be made on a separate sheet.

At the regular ACC meeting the Checklist W/G will present its findings to the airport authority andACC members. The ACC report, including the completed checklist, will be sent to ACC members,AOC Chair and the airport authority. The airport authority will be asked to reply to the report andcomment on any deficiencies mentioned in the ACC report.

R1.5 IATA RECOMMENDATIONS

A Checklist W/G should be established for each major airport project. The W/G should use thechecklist, modified to suit the needs of the airport project The W/G should meet on a regularmonthly basis during the last 18 months of the airport project.


Checklist for the Successful Opening of a New Airport2(f

IATAStatus Legend ■ OK, Completed IATA ACC W/G

I I On Track Airport Opening Date

1X1 Problem with Completing On-Time Date

OlCOC

ID# Facility Element

* see Checklist Sub Elements

RecommendedCompletion Date

Status %Completed

CompletionDate

Recovery / orContingencyPlans

Comments

Airport Access

001 Road Access □002-*- Departure Curbside □003* Arrivals Curbside □004* Taxi Availability □005* Bus Service □006* Rail Service □007 * Parking Facilities □Passenger Terminal

008 Sales/Ticketing Desks □009 Check-In Desks □010 DCS/CUTE Connections □011 BHS (Baggage Handling System) □012 Baggage Reconciliation □013 BHS Contingency Plan □014 Oversized Baggage Handling □015 Airline Office Facilities □016 Airline CIP Lounges □017 Signage

T3O

Oo3355'COÕ"3

5

IATA

oChecklist for the Successful Opening of a New Airport

□□

in si2(?■oo3.

Status Legend IATA ACC W/GAirport Opening DateDate

ID#Facility Element^ see Checklist Sub ElementsRecommended

Completion DateStatus%CompletedCompletionDateRecovery / orContingency

PlansCommentsPassenger Terminal cont'd018Security Screening□019Outbound Passport Control□020Facilities for Disabled Passengers□021Departure Lounge Seating□022Restaurants□023Retail Shopping□024Public Toilets□025Gate Counters/Podium□026 >*■Gate Lounge□027Passenger Boarding

Bridges□028Inbound Passport Control□029Inbound Baggage System□030Baggage Claim Area□031Baggage Trolley Handling□032Left Luggage Office□033 +CIQ (Customs, Immigration,

Quarantine)□034Connection/Transfer Counters□035Meeter/Greeter Hall□

OK, CompletedOn TrackProblem with Completing On-Time

IATA

3/7

Checklist for the Successful Opening of a New Airport

Status Legend OK, Completed IATA ACC W/G

On Track Airport Opening Date

IXI Problem with Completing On-Time Data

cn

ID* Facility Element

+ see Checklist Sub Elements


Status %Completed

CompletionDate


Comments

Passenger Terminal confd

036 Currency Exchange □037 Post Office □03B Medical Facilities □

039 + Staff Amenities □040 •> VIP Facilities / Terminal □Terminal Systems

041 FIDS (Flight Information Display System) □042 BIDS (Baggage Information Display

System) □043 CCTV System (Closed Circuit TV) □044 Access Control System □045 Fire Alarm System □

□046 Gate Allocation System

047 Gate Dumb-Waiters/Chutes □048 HBS (Hold Baggage Screening) System □049 HVAC (Heating, Ventilation, Air Con) □050 Public Address System □051 Telephone System □052 Radio Systems □

Checklist for the Successful Opening of a New Airport 2 f4/7

CJ1

^5!

IATAStatus Legend OK, Completed

I I On Track

1X1 Problem with Completing On-

TimeID# Facility Element

•¥ see Checklist Sub

Elements


Status %Completed

CompletionDate


Comments

Terminal Systems cont'd

053 TV Signal □054 Automated People Mover □055 Elevators □056 Escalators □057 Moving sidewalks □

Apron

058 Apron Markings □059 Aircraft Docking Guidance System □060 400 Hz Power System □061 Conditioned Air □062 Potable Water □063 Aircraft Fueling □064 Apron Lighting □

065 * Apron Staging Areas □066 Airline Ramp Offices □067 Airline Line Maintenance □068 Security l/D System □069 Plan to Move GSE to new Airport □

■oo

o<D<2.o■o3(D3

zao—K(

D)3C0

IATA ACC W/GAiiport Opening DateDate

Checklist for the Successful Opening of a New Airport


I On Track

1X1 Problem with Completing On-

IATA ACC W/GAirport Opening DateDate

Recovery /orContingencyPlans



RecommendedCompletion

Status %Completed

CompletionDate

Comments

Airfield

070 + Runways □071 + Taxiways □072 + Instrumentation □073 + Control Tower □074 Security Fencing/Gates □075 Drainage □

Cargo/Express Terminals

076 + Cargo Terminal □077 + Express Terminal □078 + Cargo/Express Aprons □Support Facilities

079 Flight Kitchen □080 Aircraft Maintenance Facility □081 De-Icing Facilities □082 Fuel Farm □083 Central Utility Plant □

084 + Petrol Facilities □

Checklist for the Successful Opening of a New Airport 8f6/7

áSSk


I On Track

fXl Problem with Completing On-Time




Status %Completed

CompletionDate


Comment

Support Facilities cont'd

085 + Fire/Police Facilities □086 Waste Treatment Plant □087 Aircraft Lavatory Dump □088 Staff Car Parking □

Administration

089 + Rental Leases Signed □090 Financial □

091 + Other Agreements Executed □092 + Permits & Licenses □Miscellaneous

093 Airport Move Plan □094 Airport Trials □

□095 A/P Emergency Response Plan

096 Airport User Manuals □097 Airport Capacity Study □098 Employee Familiarization Plan □099 Employee Training Plan □

100+ Employee Transportation Plan □

oa.D(D<(D

3(D3

u(D—(Dfl>3D)3CBi

IATA ACC W/GAirport Opening DateDate

IATAChecklist for the Successful Opening of a New Airport

Checklist Sub Elements

002 Departure CurbsideCurbside LayoutSignage

003 Arrival CurbsideCurbside LayoutSignage

004 Taxi AvailabilityTaxi Molding AreaDeparture Curbside Layout

006 BusLocalNationalCar RentalHotelEmployee

007 RailExpress to City CenterLocalNational

008 Parking FacilitiesPrivate CarTaxiBusRental CarEmployees

026 Gate LoungeSeating LayoutBaggage Acceptance at the GateRemote Aircraft Lounges

033 CIQ (Customs, Immigration, Quarantine)CustomsImmigrationAgriculture/QuarantineSecurityOthers

039 Staff AmenitiesCanteenToilets

040 VIP Facilities/TerminalVehicle Parking/StagingCIQ FacilitiesFood/Beverage ArrangementsFurnishingsToilets

065 Apron Staging AreasGround Equipment Staging AreasGround Equipment Storage AreasBaggage Container Staging AreasCargo Staging AreasEmpty Container Storage Areas

070 RunwaysPavementStripingSignageLighting

071 TaxiwaysRETs (Rapid Exit Taxiways)Holding BaysPavementStripingSignageLighting

072 InstrumentationPrecision Approach CertifiedBackup Approach CertifiedApproach Plates Pub/DistGround Radar

073 Control TowerEquipment InstalledHVAC (Heating, Ventilation, Air Con)Break Rooms/CafeteriaParking

076 Cargo TerminalsAccess RoadsAirline OfficesBuilding StructuresCIQ OfficesCold Storage/Hazmat AreaETV (Elevating Transfer Vehicle)ForwardersHVAC (Heating, Ventilation, Air Con)MailSecurityStaff CanteenStorage RacksTelecommunicationsToiletsTruck Queuing Areas

077 Express Termlnals(s)Access RoadsTruck Queuing AreaBuilding StructureAirline OfficesCIQ OfficesSort System Tenant AccessSort System CompletionSecurityTelecom (Operator)Telecom (FIS)Aircraft/GSE MxBonded Storage

078 Cargo/Express ApronsPavementStripingLightingSignageTether PitsFueling Pits (if applicable)Ground Equipment StorageULD Storage

084 Petrol FacilitiesRamp Vehicle FuelingPublic Gas Station

085 Fire/Police FacilitiesFire Training PitFire Slabon(s)Security Checkpoints/Gates

089 Rental Leases SignedLanding and Parking FeesRentals

091 Other Agreements ExecutedLand LeasesFranchise AgreementsUse Agreements

092 Permits and LicensesBuilding Occupancy PermitsVehicle LicensesSecurity BadgingBusiness LicensesRules and RegulationsParking Permits

100 Employee Transportation PlanFees and Charges DeterminedBilling Systems Established

IATA

Chapter S — Future Technologies & Miscellaneous

Section S1: Future Technology Systems

51.1 Future Technologies — Overview............................................................ 549

51.2 Newer Frontiers in Airport Technology ................................................... 549

Section S2: Developing & Adopting Future Technology

52.1 Developing New Technologies for New Challenges................................. 551

52.2 Future Technology Objectives................................................................. 551

52.3 Transition from Future Technology to Viable Current Technology........... 551

Section S3: Interfaces — People & Cultural Issues

53.1 Future Technologies — Impact Consultation .......................................... 553

53.2 Cultural Issues......................................................................................... 554

TÃTA Airport Development Reference Manual

553

IATA

CHAPTER S — FUTURE TECHNOLOGIES &

MISCELLANEOUS

SECTION S1: FUTURE TECHNOLOGY SYSTEMS

S1.1 FUTURE TECHNOLOGIES — OVERVIEWThe role of technology in airport operations is well-understood: conveyor systems, passenger andvehicle route signage, customs and immigration systems, passenger displays for flight arrivals anddepartures, airline check-in systems, security systems, and many other forms of automation all havea part to play in a truly integrated airport operation.

These systems all contribute to the effective and efficient operation of an airport. It is essential thatairports look toward the use of newer technologies in their continual effort to achieve move efficient andsafer airports. Threats posed by global terrorism present airports with the challenge and opportunity toexploit newer frontiers in technology to help them mitigate these security risks and thus providesuitable confidence to passengers and aviation staff.

S1.2 NEWER FRONTIERS IN AIRPORT TECHNOLOGY

There are many airport operational areas where new technologies could be used in the future followingintensive parallel trials of higher technology equipment. It is essential that only proven equipment isinstalled into live airports and for this reason professionally conducted trials on newer technologyshould be instigated to prove the abilities of these higher technologies in the specific airportenvironment they're intended for (Refer to Section S2).

The subjects listed below represent a small selection of the newer technologies which are currentlywithin the public domain at the time of going to print, but perhaps have not yet been fully exploitedin the airport operations arena. These system technologies include but are not limited to the followingsubjects:

• Baggage handling systems (passenger biometric intelligence).

• Hold and hand baggage screening technology (pulsed neutron & magnetic resonance systems).

• Intelligent networks.S1.2.1 Baggage Handling Systems (Passenger Biometric Intelligence)

The reconciliation of passengers to their corresponding baggage presents a major problem to airportsand airlines. In situations where baggage needs to be reconciled with the passenger, predominatelyfor security reasons, it is likely that it will be of benefit to link a passenger's biometric data capturedat check-in and map this onto RFID baggage tags. Free data field spaces on the agreed IATA RFIDtransmission spectrum offer this facility.

The major benefit to an airline customer is that when they are trying to call the passenger they willbe able to view the facial picture of the passenger using airport CCTV systems to broadcast theimage to the relevant groups of staff and passengers as required. In situations where a bag has faileda detailed baggage screening process and has been confirmed to have contained a threat articlesuch as a bomb, then security and police services will be provided with a facial image of the suspectwhich would be undisputed proof that the person loaded the baggage and should be appropriatelyapprehended.

554


51.2.2 Pulsed Neutron And Magnetic Resonance Screening Systems

Pulsed neutron technology has been used in hand baggage screening processes and successfulairport trials have shown that the technology has a real place in helping to detect the presence ofcertain dangerous items concealed within passenger or crew baggage. The pulsed neutron technologynow needs to be further incorporated into operational airports while continually developed to ensurethat the technology is yet further enhanced and used in physical series to conventional hand baggageX-ray technology.

Magnetic resonance systems are being developed and the technology is being explored to ascertainthe effectiveness, overall benefits and safety implications posed by its incorporation into airportpassenger screening systems. It is believed that if this technology is commercially developed forairports it could aid passenger security processes and may present a less intrusive experience forthe majority of passengers who do not have dangerous items on their person when going airside.

51.2.3 Intelligent Networks

With the use of more and more common backbone networks within airports, the ability to hack intothese networks and cause deliberate or accidental damage to them, or even to extract or manipulatedata contained on them, will continue to be a prime issue for airport IT network staff. IT staff alreadyneed to regularly inspect the condition and integrity of their networks, though the human actions andinitiatives required at present are substantial. The ability of networks to perform thorough and completeactive monitoring of their integrity, and to raise alarms upon intrusion detection, will continue tobecome more and more sophisticated. Eventually networks will be able to not only assist the ITnetwork staff but will be able to take over part of their day to day work load for common problems

S1.2.4 Bird Strike Mitigation Technologies (Acoustic Systems)

Bird strikes on aircraft is a very real problem and can present a major safety concern to airports andairlines alike. Conventionally, airports have used apron marshals who log the habits of the localwildlife and attempt remove them, mainly by scaring the wildlife away by various physical meanswhich can include the use of birds of prey, blanks fired on the apron by an authorised staff member,etc.

Audible systems have been developed and used with acknowledged and published success ratesfollowing operational trials at airports. These systems have to a marked degree alleviated the presenceof wildlife such as birds. Audible system technologies include the use of high resolution recordingsof wildlife or sounds known to scare off unwanted wildlife. Additionally the use of high frequencyresonating sound waves has been investigated. The benefits of this technology should be exploredby airports and the use of this technology will continue to gain interest.

S1.2.4 Use of Biometrics in Retailing

As the aviation industry moves toward the use of biometric systems to help solve security relatedproblems, the usefulness of the captured data will present new opportunities. One such opportunityin the use of this data is the application of assessing passenger retail spending habits and trends.Biometric passenger data provided on newer generation passports could be obtained at retail salespoints within airports. Retailers would then be able to manipulate this data to aid marketing and salesstrategies (subject to national privacy legislation permissions). It should be noted that this is not anIATA recommended code of practice.

555

IATA Future Technologies & Miscellaneous

SECTION S2: DEVELOPING & ADOPTING FUTURE TECHNOLOGY

52.1 DEVELOPING NEW TECHNOLOGIES FOR NEW CHALLENGES

The airport and airline industry must work with developers of technology to ensure that new technologyis developed. The private and public sectors offer a range of technology development options oravenues. These will allow the airport and airline industry to explore the boundaries of technologiesand the options available to improve efficiency, safety and the environment associated with theaviation sector. The following groups of organisations should be used by the aviation industry tofacilitate the development and application of newer technologies:

• Respected universities.

• Industry forums/peer review groups IATA/ACI/ICAO/ECAC.

• Airport authority/airline research and development teams.

• National or independent pioneering engineering consultants (e.g. DERA, etc.).

Airports and airlines need to have regular dialogue with these types of organisations, explain thechallenges and help lead new technological advances for the industry through technology developmentsponsorship programmes.

52.2 FUTURE TECHNOLOGY OBJECTIVES

Airports need to have confidence in the abilities of new technology to perform the desired operationalfunction. Airports need confidence that new technological systems will:

• Improve upon the status quo.

• Be effective.

• Be reliable.

• Not adversely effect the operation.

• Will be accepted by its users.

• Be safe and secure for its use and fit for purpose.

• Commercially viable.

Airports and airlines should look to gain this confidence through prudent implementation of newertechnology. A philosophy of proving the value of newer technology via operational trials conductedin test conditions, within the appropriate environments should be adopted. The use of the laboratoryand eventually operational airport locations should be used (refer to clause S2.3).

52.3 TRANSITION FROM FUTURE TECHNOLOGY TO VIABLECURRENT TECHNOLOGY

It can be difficult for airports and airlines to commercially make the jump to incorporate newer, 'aviationenvironment unproven' technology with the objective to resolve an old or new operational problem.The process steps defined below should be used by airports and airlines in an attempt to allow themto have the best level of confidence in newer technologies and the ability of new systems to deliverobjectives set by the aviation industry users:

Step 1 — Establish the type of technology that may be applied.

Step 2 — Prove through laboratory trials that the technology can be applied to the industry

Step 3a — Repeat Step 3 test but at a separate airport operation, again with limited exposure/risk.

Step 4 — Obtain independent verification of the test results collated from the tests in steps 3 and 3afrom IATA, verifying that the technology meets the operational objectives and the criteria definedwithin clause S2.2.

Step 5 — If applicable. IATA could produce a directive publication, which could effectively define theproposed standard to be adopted. This would be reviewed/refined and potentially endorsed by itsmembers as agreed best practice if the results and application are deemed to be favourable to theindustry.

Once step 5 has been achieved, the industry should accept that this technology is current best practiceand can where appropriate be incorporated into airports and airline operations.


IAT

AFuture Technologies & Miscellaneous

SECTION S3: INTERFACES — PEOPLE & CULTURAL ISSUES

S3.1 FUTURE TECHNOLOGIES — IMPACT CONSULTATION

It is essential that certain groups are consulted when new technology is proposed to be implemented.The objectives are to ensure that the technology is:

• Suitable for the local environment.

• Can be used or managed by either local or specialist staff alike.

• Provides confidence to the people consulted that the technology is to support them.

• Local community groups can help shape the implementation of newer technology to best fit theirneeds.

• Staff groups are consulted to understand the need for potential staff retraining requirements wellin advance.

When change is involved, if an airport developer asks a local consultant group's opinion about theproposed change, the group and the individuals involved will generally feel a sense of being part ofthe solution. They may not agree with the final decision, but they believe they were heard in thediscussion phase. Implementing future technology is no different. Making certain groups of peoplepart of the decision-making process almost always ensures a smoother transition of the technologyand generally leads to an improved technology solution.

There are a set of "best practices" to follow when looking at future technology and how to makeconsultation groups function effectively, these can include:

• Form a group of those affected by the proposed technology. Not everyone affected by thetechnology needs to be a member, but they must have some form of representation.

• Give the group power to decide carefully through a formalised process.

• Ensure the group is fully informed. Give them access to all and any appropriate information aboutthe technology.

• Explain why the technology is necessary.

• Have the group enumerate the impact on their lives of the proposed technology.

• Require that the group arrive at a decision within a reasonable timeframe.

• Require that any decision must be measurable.

• Require that the group create a technology implementation timetable (project delivery programme;and

• Ask the group to answer questions such as: How does this technology fit with the existingprocesses? How will it be used? What metrics determine if it is used effectively? What trainingis required?

Once the airport developer has consulted certain interested groups, the implementation of thetechnology becomes then a more straightforward matter of following the project delivery programme.

557

S3.2 CULTURAL ISSUES

In a business where specialist Airport developers, Architects and Engineers work in many differentregions of the world to design and construct airports, it will be important for these groups ofprofessionals to appreciate that certain cultures have often subtle cultural do's and don'ts. From anairport design and construction point of view the list below should be used as a starting point forairport developers so that they fully appreciate the sensitivities that can exist.

Item Description Comments

Symbols of Nationalism Although most images are usually appreciated, there will besituations where certain symbols could alienate market sectors forairports, by being perhaps too overpowering. A careful balance isrequired between proud nationalistic design and awareness to thesensitivities of the potential users of the airport.

Use of Colours Some countries use colours to demonstrate a state of being(happy/sad/frightened etc). Wealth and poverty can also beattributed to certain colours in some countries. It is important thatairport designers look not only to the local country where theairport resides but at the countries of origin of the main users ofthe airport.

Geometric Forms The geometric forms used in airport architecture will obviouslyhave a major influence on how a building will be perceived andappreciated, or not, on the world stage.

Religious Symbolism Airport design features, intentionally made to look like religioussymbols and unbalanced in presence, can sometimes offendsections of the population which may work at or use the airport. Ifreligious symbols are used in the airport's architectural design it isperhaps best to balance and appreciate the differences which canco-exist, and represent this view in the design solution. This isobviously a very sensitive issue and one which should be verycarefully assessed.

In all instances it will be essential for Architects in particular to consult the various user groups,following the principles defined within clause S3.1. This will ensure that cultural sensitivities areunderstood and accounted for appropriately using informed guidance from the relevant groups.

IATA

Chapter T — Airport Processes

Section T1: Terminal Processes

T1.1 Terminal Processes Overview.................................................................. 557

T1.2 Sample Terminal Processes...................................................................... 558

T1.3 IATA Recommendations............................................................................ 559

Section T2: Apron Processes

T2.1 Apron Processes Overview ...................................................................... 560

T2.2 Sample Apron Processes .......................................................................... 561


Section T3: Support Processes

T3.1 Support Processes Overview ................................................................... 562

T3.2 Sample Support Processes ....................................................................... 563


560


561

IATA

CHAPTER T — AIRPORT PROCESSES

SECTION T1: TERMINAL PROCESSES

T1.1 TERMINAL PROCESSES OVERVIEW

There are numerous processes which are often simultaneously in operation within the airport terminalcomplex. Some of the terminal processes listed will be technically independent of one another whileothers will interact with one another very closely. The terminal building will need to house and permit(in most cases) all of the listed processes. Passenger and staff will likely call upon the buildingand its support infrastructure to seamlessly provided the listed process functionality. Architects andEngineers should assess the process activity groups listed below and precisely map out the desiredbuilding functionality required. All process maps associated with airline functions should be agreedwith the airlines in question.

Process Activity Group Core Function Sub Division

Baggage Handling Arrivals General

Departures General

Transfers General

Communication Services Post General

Radio General

Voice General

Emergency Management Communication Provision General

Emergency Detection General

Emergency Alert General

Contingency Planning General

Safety Management General

Noise Management General

Ground Transportation Provision of Public Transport Facilities Bus

Provision of Public Transport Facilities Taxi

Provision of Public Transport Facilities Rail

Provision of Public Transport Facilities Underground

Traffic Control General

Information Provision Information Source Flight Schedule

Public Address General

Visual Information Passengers

Visual Information Staff

Creation of Flight Related Information General

Maintenance of Flight Related Information General

Maintenance Planned Maintenance Management General

Tools General


People Handling Check-in General

Passenger Movement Departures

Passenger Movement Arrivals

Passenger Movement Transfers

Passenger Movement Terminal to Aircraft

Staff Movement Staff

Retail Concession Management General

Stores General

Security Access Control Airside/Airside

Access Control Airside/Landside

Access Control Equipment Control

Access Control Vehicles

Baggage Screening Hold

Baggage Screening Hand

ID Pass Production General

Intruder Detection General

Passenger Screening General

Surveillance Airfield

Surveillance Internal

Terminal Management Airline and Handling Agent Liaison General

Passenger Services General

Authority Liaison General

Check-in Desk Allocation General

Operational Management General

Trolley Management General

T1.2 SAMPLE TERMINAL PROCESSES

An example of a typical high level process map which should be created for all relevant airportprocesses is shown within Fig. T1-1. This process map relates to the movement of departingpassengers between check-in and the aircraft (local variations will occur). In addition to the majoractivity function blocks that occur, a reference is also given to the relevant technical sections withinthis manual which should be referenced when planning out the particular function.

562


563

Airport Processes

Figure Ti-1: Passenger Movement-Terminal to Aircraft

Passenger Movement - Terminal To Aircraft

Pax. CompletesCheck-in

Staffed/Self ServiceProcess

Able Bodied Pax. WalkTo Security &Immigration

Disabled Pax.WheeledDriven To

Security & Immigration

Able Bodied Pax. WalkTo Gate/Aircraft

Disabled PaxWheeledDriven To

Gate/Aircraft

RELEVENT ADRM SUPPORT SECTIONS

Refer To Section:J9/J12/U2

Refer To Sections:J12/K6

Refer To Section:J12/K1/K2/K3/K4/K5

Refer To SectionsJ7/J12

Refer To Sections:J10/J11/J12/K6

T1.3 IATA RECOMMENDATIONS

T1.5R1 Mapping The Airport Processes

Architects and engineers should assess the process activity groups listed within T1.1 andprecisely map out the desired building functionality required. All process maps associated withairiine functions should be agreed with the aidines in question.

T1.IR2 Redundancy Processes

Airport designers, planners and operational staff should develop contingency plans such that ifor when a function block within an airport process map becomes inoperable, then the airportretains the ability to function within the tolerances defined within ifr/s manual.

564


SECTION T2: APRON PROCESSES

T2.1 APRON PROCESSES OVERVIEW

While the number of activities on the apron is often less than those within the airport terminal, thecomplexity of the tasks on the apron can be equally, if not more technically challenging. The listdefined below displays the activities and functions that typically take place on the apron during theoperational day.

Architects and engineers should assess the process activity groups listed below and map out preciselythe desired apron functionality required. The list given is not exhaustive and further activities couldexist which may need to be identified and captured. All process maps associated with airline/groundhandling functions should be agreed with the user groups in question.


Apron Management Aircraft Ground Movement Stand Allocation

Aircraft Ground Movement Taxiway Lighting

Aircraft Handling Air

Aircraft Handling Fuelling

Aircraft Handling Power

Runway Safety Apron Lighting

Runway Safety Ice Detection

Runway Safety Friction Testing

Runway Safety De-icing Runway

Runway Safety Apron Cleaning andMaintenance

Emergency Management Emergency Response All EmergencyServices

Environmental Management Air Quality Analysis General

Air Quality Modeling and Reporting General

Surface Water Quality Sewage ManagementSystems

T2.2 SAMPLE APRON PROCESSES

An example of a typical high level apron process map is shown in FIG. T2-1, which relates to themovement of aircraft from the runway to the allocated stand. In addition to the major activity functionblocks which are identified, references are also given to the relevant technical sections within thismanual which should be used when planning out the particular functions.

Figure T2-1: AIRCRAFT GROUND MOVEMENT — TAXIWAY LIGHTING

Aircraft Ground Movement - Taxiway Lighting

AircraftProceedFromRunwayToTaxiway

GroundControllersAdvise PilotOf TaxiwayRoute toStandAllocation

PassengerLoadingBridgeDriven toParkedAircraft

StandServicesInstigated

TaxiwayLightingRouteTurnedOff

AircraftParkingAidsSwitchedon incorrectAircraftMode

GroundControllerInternalDiscussions

Ground RadarReviewed

TaxiwayLightingSystemsIlluminatedTo IdentifyCorrectAircraft Route.


Refer To Section:F5/F6/F7

Refer To Sections:J3/F6/F7

Refer To Sections:F67L3/L4

Refer To Sections:J11/L6/M1/M2/M3

Refer To Section:J3/F6


------

T2|R1 Mapping The Apron Processes

•itects and engineers should assess the'-prcfess-'-keiivity groups listed within clause T2,1and map out pmcr»;y the a^sired apron functionality required. All process maps associatedêth airline/ground handling functions should be agreed with the user groups in question.

T2JR2 Redundant Apron Processes

Airport designers, planners and operational staff should develop contingency plans such that ifa function block or blocks within an airport process map becomes inoperable, then the airportretains the ability to function within the tolerances defined within this manual

565

IATA Airport Processes

SECTION T3: SUPPORT PROCESSES

T3.1 SUPPORT PROCESSES OVERVIEW

Airport support processes are often overlooked. The sheer number of airport support processes whichmay need to function in the background can be quite staggering. All of these support processesusually need to be accommodated, depending on the function, within the confines of the airportperimeter for practical reasons. There are many functions and support processes, however, whichcan be accommodated away from the airport complex. This can take pressure off of the airportdesigners and free up valuable airport real estate for terminal and apron development plans.

Architects and Engineers should assess the process activity groups listed below and map out preciselythe desired support processes required. The list given is not exhaustive and further activities couldexist which may need to be identified and captured. Architects and Engineers should assess themerits of providing off-airport accommodation and infrastructure for support processes which may


Building ManagementSystems

Building Environment Control Building Management System(Heating and VentilationSystem)

Building Environment Control Fire Sprinkler Systems

EnvironmentalManagement

Services Provision Gas Provision

Services Provision Water Provision and Disposal

Financial Management Account Payments Staff / ATC / Third PartyLanding Fee ManagementCharging

General

Fleet Management Fuelling Fuel Pass issuing and readingand fuel issuing

Fuelling Management Reporting

Maintenance Vehicle Maintenance Planning

Maintenance Management Reporting

Airport Staff HumanResources

Employee Relations / Pay General

Occupational Health General

Recruitment General

Training and Development General

IT Management Development Application/data

Operations Application/data

Development Networks

Operations Networks

Planning Resource Planning Staff

Capacity planning Infrastructure

PreventativeMaintenance


Procurement Purchasing General

Contract Management

Stores Control Parts and Office Consumables

Property Management Asset Management Maintenance

Preparation for Use/Occupancy General

Delivery Of Customer Service Facilities Management

Delivery Of Customer Service Billing

Research Forecasting General

Market and OperationalResearch

General

T3.2 SAMPLE SUPPORT PROCESSES

An example of a typical high level support process map is shown in FIG. T3-1, which relates toBuilding Management Systems. In addition to the major activity function blocks that occur and whichare identified, references are also given to the relevant technical sections within this manual whichshould be used when planning out the particular functions.

Figure T3-1: Building Management Systems

Building Management Systems

BMS MaintenanceTeams

AssetMaintenanceManagement

SystemAirportNetwork

EmergencyMessaging

Heating andVentilation

%* Hot Water

> Lighting

SmokeDetection

FireSuppression

Field Sensors

Field Actuators

BMS ControllerReviews

/ Assesses_\Environmentn Para

mete r(s)

BMS Controll

erSets

Environment

Parameters) /

Communication


Refer To Sections:J8 / Y1 / Y2


T3.IR1 Off Airport Support Functions

Architects and Engineers should assess the merits of providing off airport accommodation andinfrastructure for support processes which do not necessarily need to be within the confines ofthe airport perimeter.

569

IATA

Chapter U — Airport Baggage Handling

Section U1: Baggage System User RequirementsU1.1 Objective of a Baggage System User Requirement Specification .......... 567U1.2 User Requirements Specification Contents ........................................... 567U1.3 IATA Recommendations ........................................................................ 572

Section U2: Departures SystemsU2.1 Baggage Systems Design Approach ..................................................... 573U2.2 Acceleration and Bag Separation Conveyors .......................................... 575U2.3 De-Accelleration Conveyors................................................................... 577U2.4 Incline and Decline Conveyors .............................................................. 578U2.5 Queuing Conveyors................................................................................. 581U2.6 Verti-Sortation Conveyors ...................................................................... 583U2.7 High Speed Pusher................................................................................. 585U2.8 Slow Speed Plough................................................................................. 587U2.9 45 and 90 Degree Powered Belt Bends .................................................. 588

U2.10 Accumulation Roller Conveyors (Powered and Free Units) ..................... 589U2.11 Check-In Systems ................................................................................. 591U2.12 Sortation Systems ................................................................................. 600U2.13 IATA Recommendations ........................................................................ 611

Section U3: Transfer SystemsU3.1 Transfer Baggage Systems Overview ................................................... 613U3.2 Transfer Baggage Reconciliation ............................................................ 614U3.3 Transfer Processing Facilities Within the Baggage Hall........................... 616U3.4 IATA Recommendations ........................................................................ 616

Section U4: Early Baggage ProcessesU4.1 Early Baggage Processing — Overview................................................. 618U4.2 Manual Early Baggage Storage ............................................................. 618U4.3 Automated Early Baggage Storage ........................................................ 619U4.4 Typical Automatic Early Baggage Store Layout ...................................... 620U4.5 IATA Recommendations ........................................................................ 621

Section U5: Arrivals Baggage SystemsU5.1 Arriving Baggage Overview................................................................... 622U5.2 Arriving Baggage DCV or Tilt Tray Sorter Injection.................................. 626U5.3 Arriving Baggage — Passenger Reconciliation Devices .......................... 626U5.4 Arrival Systems Control Desk ................................................................. 629U5.5 IATA Recommendations ........................................................................ 630

Section U6: Control SystemsU6.1 Introduction and Definition ................................................................... 631U6.2 System Concept .................................................................................... 631U6.3 Communications.................................................................................... 633U6.4 IATA Recommendations ........................................................................ 633

Section U7: Management Information Systems (MIS)U7.1 Introduction........................................................................................... 634U7.2 MIS Functions Defined............................................................................ 634U7.3 MIS Function Considerations ................................................................. 635U7.4 IATA Recommendations ........................................................................ 637

Section U8: Oversized BaggageU8.1 Overview............................................................................................... 638U8.2 Manual Departing Oversized Baggage Processing ................................ 639U8.3 Automated Departing Oversized Baggage Processing ........................... 639U8.4 Arriving Oversized Baggage ................................................................... 639U8.5 IATA Recommendations ........................................................................ 640

Section U9: Sort Allocation Computer (SAC)U9.1 Introduction........................................................................................... 641U9.2 SAC Functions Defined........................................................................... 641U9.3 SAC System Considerations................................................................... 643U9.4 IATA Recommendations ........................................................................ 646

Section U10: Baggage Hall DesignU10.1 Baggage Hall Functions ........................................................................ 647U10.2 Baggage Hall Environment .................................................................... 647U10.3 Baggage Hall Clearances ...................................................................... 648U10.4 Baggage Hall Health and Safety............................................................ 650U10.5 IATA Recommendations ........................................................................ 650

Section U11: Hold Baggage ScreeningU11.1 ICAO Policy ........................................................................................... 651U11.2 IATA HBS Policy ..................................................................................... 651U11.3 Recommended HBS Process for New HBS Developments...................... 651U11.4 IATA Recommendations ........................................................................ 657

Section U12: Passenger & Hand Baggage ScreeningU12.1 ICAO Passenger and Hand Baggage Screening Policy........................... 659U12.2 IATA Passenger and Hand Baggage Screening Policy ........................... 659U12.3 Recommended Passenger Screening Process ....................................... 659U12.4 Recommended Passenger and Hand Baggage Screening Equipment ... 662U12.5 Passenger Searches .............................................................................. 664U12.6 IATA Recommendations ........................................................................ 665

1

570


CHAPTER U — AIRPORT BAGGAGE HANDLING

SECTION U1: BAGGAGE SYSTEM USER REQUIREMENTS

U1.1 OBJECTIVE OF A BAGGAGE SYSTEM USER REQUIREMENTSPECIFICATION

The baggage system User Requirement Specification (URS) is required to explain the userfunctionality, performance expectations and the specific user interface requirements of the BaggageHandling System. It is absolutely vital that this document is produced before any baggage designwork has been started. The baggage handling designer should use the URS as the main tool whentrying to define how the baggage handling system shall function.

The URS can vary in size and complexity according to the scope of the baggage project, from asmall arrivals system to a large international departures, transfers and arrivals system, or componentparts thereof. It essential that all of the airlines and handling agents fully endorse the URS during aformal sign-off process as the URS will be a major benchmark performance document from whichclient satisfaction will be measured from.

U1.2 USER REQUIREMENTS SPECIFICATION CONTENTS

The following generic contents are typically expected to be seen in a comprehensive baggage URS.Other sub heading topics may be also included, and which should be discussed with the various usergroups. As a policy, it is best for all groups to clarify the details associated with at least all of thebelow listed headings (where appropriate). This will ensure that system handover does not becomea functional disappointment, and moreover that documented facts on the performance expectationcan be audited. The URS contents must include:

• Baggage system performance expectation.

• Baggage input statement.

• Baggage system functionality statement.

• Physical components of baggage handling system.

• System availability.

• Baggage travel times.

• Baggage make up lengths and class separation.

• System airline interfaces.

• Baggage reconciliation capability.

• Baggage tractor types and container types.

• Baggage tractor battery charging facilities.

• Container storage facilities.

• Flight allocation systems and facilities.

• Processing of oversized baggage.

Each of the headings above is explained in more detail within subsequent clauses U1.2.1 to

571

IATA

U1.2.1 Baggage System Performance Expectations

This section of the URS should define rates (peak hour and normal flow) for the specific parts ofbaggage handling system to be supplied. The peak and normal flow rates in each of the variousdesign years should be stipulated, having first assessed the consolidated flight schedules from eachof the airlines. The design life of the system should be defined. This will not always be the maximumpossible/achievable for the technology. Some baggage facilities will be short term solutions, designedto merely be used for 1 or 2 seasons to overcome a known forecasted operational difficulty. Thedesign life might alternatively be 15 years. It is important that the performance capabilities of boththe overall system and each of its component parts are assessed.

The baggage handling system (BHS) should have a capability to process baggage from day one ofopening through to the final design year without the need to operationally expand the BHS at someinterim point. The BHS design should anticipate the future growth, year on year, which the new BHSshould be able to process without system reconfiguration or expansion.

U1.2.2 Baggage Input Statement

The baggage input statement is used to define the agreed size and weight of conveyable and non-conveyable baggage frequented at the specific airport. The sizes and the mass weight of baggagestated in the various categories listed below will be used to size the baggage handling equipmentand the user interfaces.

IMPORTANT NOTE: The sizes and weights of baggage listed below will vary from airport to airport.The URS author should obtain the airport-Aerminal-specific baggage input statement throughconsultations with the local airline user group representatives.

Standard Gauge Baggage

The bag size and weight of standard gauge baggage is generically defined to be:

• Length of 450 mm — 900 mm.

• Width of 150 mm — 300 mm.

• Height of 400 mm — 750 mm.

• Mass is 10 kg — 60 kg.

Oversized Baggage (OB) Conveyable

The bag size and weight of conveyable OB is generically defined to be:


• Width of 301 mm — 600 mm.



Non-Conveyable Passenger Hold Baggage

The bag size and weight of non conveyable OB is generically defined to be:


• Width of 601 mm — 1500 mm.



572


573

Airport Baggage Handling

U1.2.3 Baggage System Functionality Statement

This section defines how each component part of the baggage handling system shall function at areasonably high usage level. It will, for instance, include statements on how and where baggageshould be transferred from landside check-in area(s) to the airside baggage hall, or where transferbaggage is to moved (connected) from one airside apron area to the baggage hall and subsequentaircraft. The full processes in each case should be clearly defined block by block.

Functionality statements should allow the baggage handling designer sufficient scope so as to developa range of options, all of which should meet the airline's operational requirements. An example of aneffective functionality statement would be:

'The baggage handling system should be provided with sufficient sortation capacity within thebaggage hall to meet with the operational requirements of the airlines, flight separation and classas defined within the agreed flight schedules through to the final design year."

The functionality statement should include statements on the type of technology to be used (e.g.biometrics, etc.), but should not detail what models or versions should be used unless it is a legislative

U1.2.4 Physical Components Of Baggage Handling Systems

This section should define the high level component parts of the baggage handling systems to beused. The following component parts could be defined in more detail:

Component Part Comments

Check-in Number of desks; type of units; self service; etc.

Redundancy Service level criteria (See clause U12.1).

Hold Baggage Screening Legislative screening requirements to be observed by airlines.

Early Baggage Store Storage capacity (store by flight or time or both).

Sortation System Sort rate; technology preference.

Transfer System Definition of handling preference.

Oversized Baggage Definition of handling preference and volumes.

U1.2.5 System Availability

System availability is an important baggage handling system benchmarking tool for the airlines intheir contractual relationship with the airport. The correct expression of system availability is essential.It is important to note that all baggage handling system components will more than likely fail one ormore times during their often extensive operational periods. It is possible for designers to use baggagehandling equipment which is more or less susceptible to failure, and important for airlines and airportsto understand and agree upon permissible levels of service that can be achieved and the resultantcost of that reliability.

Though not recommended, it is easy to state within a URS document that the availability of thebaggage handling system should be 100% reliable and in the event of a failure a fully automatedredundancy route should be selected. This availability statement is too onerous. To do this would bevirtually impossible and very expensive, requiring almost full duplication of systems. It is preferableto state an achievable reliability rate and operational day cycle, coupled with realistic automatedbaggage contingency routings in the event of component failure conditions. It should be noted thatthe reliability of any system is highly reliant on the ability of the operators to use the system withinits agreed operating parameters. It is equally important that the BHS is maintained within agreed

574


Definition of availability.

S stem Availability °/__________Mean Time Before Failure x 100________gg

^ iy o - fj\ean jjme Before Failure + Mean Down Time ~ 0

IMPORTANT NOTE: Down time is measured from the instant that the system capacity falls belowan agreed processing X%. For example, the baggage handling systems may have two or moreindependent faults but still be capable of processing X% of all baggage successfully. The instant thebaggage system falls below this agreed target threshold then the down time begins. It is usual to setthe X% the same as the redundancy capability % (see clause U2.1).

The maximum time required to bring a baggage handling system to full operational use should notexceed:

(a) 15 minutes from a non-operational, serviceable state.

(b) 5 minutes from a stand-by state.

(c) 60 minutes from a preventive/scheduled maintenance state.

The probability that the system will be available to handle 100 per cent design capacity at any instantduring the operating duty cycle should be typically greater than 99%.

The probability that the system will be available to handle >75% design capacity at any instant duringthe operating duty cycle shall be typically greater than 99.9%.

The probability that the system will survive an operational year, at the stated usage, without inducinga critical failure, shall be greater than 99.99 per cent.

A critical failure is defined to be any fault(s) which render the baggage handling unable to processthe agreed service level standard X%.

The Mean Time To Repair (MTTR) target for on-line equipment using specified procedures andresources shall not be greater than 30 minutes.

Preventive maintenance activities shall not allow the system to fall below 75% design capacity.

The total time due to all preventive maintenance activities per month for new equipment should notexceed 40 hours.

U1.2.6 Baggage Travel Times

This section should define the time taken for baggage to travel between critical parts of the airportso as to maintain the operational integrity of the airport operation. The bag travel times should becarefully calculated, as a difference of as little as 30 seconds can often mean a requirement of farmore expensive baggage handling equipment.

The following table defines some useful generic benchmarks for originating departing and transferbaggage travel times, though variations will naturally occur and should be determined for each airport.ActivityCheck-in to furthest Baggage Hall chute(Less HBS Level 3 Process Time)

Transfer TimeDomestic to DomesticDomestic to InternationalInternational to DomesticInternational to International

Time to Process< 9 Minutes (ideal maximum)

Minimum Connecting Time25 Minutes (Variations will occur)25 Minutes (Variations will occur)35 Minutes (Variations will occur)35 Minutes (Variations will occur)

General loading time for containers placed onto aircraft from an adjacent apron level requires +10minutes added to the times listed above.

U1.2. Baggage Make Up Lengths And Class Separation

The baggage make-up lengths and class separations for the various carriers should be defined sothat the sortation system is sufficiently flexible. The tables in clause U2.12.5 define the genericrequirements for make lengths. The baggage handling designer should seek to confirm the preciseairline requirements, which might vary from these requirements slightly. Issues relating to theergonomics of this equipment should be provided.

U1.2. System Airline Interfaces

This section should define all of the interfaces between the airline operators and the baggage handlingsystem equipment. As an example the following interfaces should be considered:

• Check-in desk conveyor and weighing operation.

• Sort allocation computer interface and chute / lateral use.

• Baggage system display.

• Emergency and standby control interfaces.

• Hand held flight scanner interface in baggage hall.

• Manual coding station operations.

• Racetrack operations.

• HBS control routings.

• Baggage system operation control graphic displays and keyboards.

• Apron baggage system controls.

U1.2.

U12.1

Baggage Reconciliation Capability

The departures baggage handling system will require a full functional statement defining where andhow the baggage reconciliation system should work. The operational expectations of the reconciliationshould be explained, as well as the intent of the provision of the equipment. Issues relating to theergonomics of this equipment should be provided.

Baggage Tractor Types and Container Types

Where it is applicable, it will be necessary to explain the sizes and types of vehicles and containersused to support the baggage handling operation. The volumetric clearances for the equipment shouldbe explained so that vehicle lane heights and widths within the baggage hall can be safeguarded. Itis also important to define how the selected containers will be managed and opened within thebaggage hall; i.e., whether the containers have fabric sides or hinged sides or both will make a bigdifference to the permissible clearances between the baggage hall floor and any intermediate or mainceiling. Please refer to Section L4 for further details on baggage hall vehicles and container sizes.

Baggage Tractor Battery Charging Facilities

Where needed, the precise number of charging facilities should be defined and the functionalrequirements of these facilities described, such as voltage provision and parking orientation andbattery tug sizes. If the bays are required to be located close to other airline accommodation then

1

U1.2.12 Container Storage Facilities

Container storage and dispensing facilities are used in large airports to hold a supply of containerswhich can be called upon to service outbound aircraft more rapidly. Their use permits the inboundbaggage to be off-loaded in parallel to the loading of the outbound baggage in the baggage hall. Thesizes and types of containers will need to be described. The storage capacity and the automatedinput and output rates should be clearly defined.

U 1.2.13 Flight Allocation Systems and Facilities

Flight allocation systems are used by the airlines or handling agents to assign flight numbers to thesortation system chutes or laterals. The size and functions of the operator facilities need to be defined,as do any operational preferences of the airline or handling agent in this area.

U1.2.14 Processing of Oversized Baggage

Oversized Baggage (OB) can be a substantial volume of the departing and transfer baggage volumethrough a terminal. It is essential to identify what proportion of baggage is likely to be OB and whenit is likely to arrive. Any preferences on how the baggage handling system should process OB shouldbe defined.

U1.3 IATA RECOMMENDATIONS

U1 IR2 Contents of the URS

The contents of the URS should align to requirements stated within clause 1)1,2,

U1 .IR3 Airline/Handling Agent Acceptance

The URS should be developed in close consultation With the airlines, airport operator and theground handling agents. The final version of the URS should be formally endorsed by the airlines,airport operator and the ground handling agents.

U1.IR1 Use Requirements

A URS should be created and signed-off on before any baggage design work is startec

577


SECTION U2: DEPARTURES SYSTEMS

iata

U2.1 BAGGAGE SYSTEMS DESIGN APPROACH

Departures conveyor systems have traditionally been one of the most, if not the most complex airportoperational system. It is vital that the composite functions of the departures baggage handling systemmeet the operational requirements of the airlines and the ground handling agents and the airportoperator.

The departures baggage system can be a simple manual sortation system, or can be a fully automaticsortation system with integral intelligent hold baggage screening systems, transfer inputs and earlybaggage stores. Departures baggage handling systems are categorized as detailed below, and shouldbe subsequently provided with the following normal operational and redundancy capabilities:

Category A Baggage Handling System

Where peak baggage flow rate is envisaged to be < 999bags/hour Peak

Type of sortation device possible/recommended:

• Manual or Automatic Sortation.


• Manual — Racetrack(s).

• Automatic — Conveyors with Pushers or with Verti-sorters.

System failure redundancy requirement:

• Manual — Covered safe and secure baggage hall or apron area, twice the size of the racetrackand vehicle space normally provided plus airport operator staff sortation assistance during systemdowntime.

• Automatic — Provision of an automatic sortation system capable of processing 50% of isolatedpeak flow rate at all times.

Category B Baggage Handling System

Where peak baggage flow is envisaged to be > 1000bags/hour < 4999 bags/hour Peak.


• Automatic Sortation Only.


• Conveyors with Pushers or with Vertisorters. Tilt Tray Sorter Linear Drives. Type 1 DCV's.


• Automatic — Provision of an automatic sortation system capable of processing 75% of peak flowrate at all times.

Category C Baggage Handling System

Where peak baggage flow rate is envisaged to be > 5000 bags/hour Peak



• Automatic — Multiple Tilt Tray Sorters — Type 2 DCV's.


• Automatic — Provision of an automatic sortation system capable of processing 75% of peak flowrate at all times.

U2.1.1 Baggage Design Documents

All categories of airport baggage handling development will need to be accompanied by the followingdocuments. It is necessary and recommended to produce the following baggage system developmentdocumentation in the sequence listed below. This documentation will provide confidence that the

Document Title Function of Document Document to beWritten By

DocumentEndorsed By

Comments

1. Master Plan Establish medium to long termaspirations of baggage handling

Specialist AirportMaster Planner: e.g.IATA Consulting

AirlinesAirportOperator

Defines staged functionalityaspirations of baggage system.

2. ProjectDevelopmentBrief

Having established a businesscase, the development briefoutlines the core functions andlocation of the proposed

Airport Operator Airport Operator/Airlines/GroundHandlers/Finance

This document defines:• Transfer % traffic.• Departures % traffic.• System users.• Location.• Budget aspirations, etc.

3. UserRequirementSpecification

To understand and captureairport, airline and groundhandlers' operational needs andspecific functions.

Airport Operator/Airlines/GroundHandlers


This defines items such as:• User interfaces.• Operational protocols.• Airlines/tug and dolly sizes.• EBS storage functionality andsize.• Operator Ergonomics, etc.It does not define conveyor

4. ConceptSchematics

These flow diagrams definefunctions and responses of thebaggage system. They are not

Baggage SystemsConsultant Designer:e.g. IATA Consulting

Airport Operator/Airlines/GroundHandlers/Finance

Rates/connecting times betweenstation are defined. Individualconveyors are not defined.

5. FeasibilityDesign

Once a Concept Schematic hasbeen endorsed, the productionof scaled feasibility options

Baggage SystemsConsultant Designere.g. IATA Consulting

Airport Operator/Airlines/GroundHandlers/Finance

This establishes whether theconcept can by physically fitted intothe building and surroundinginfrastructure such as M&E

6. Tender DesignPackage

To define:• Preferred feasibility solutionschematic.• Available terminal conveyorspace.• Technical performancestandard specification.• Provide national standard on

Baggage SystemsConsultant Designer


It is important that the baggagehandling detail designer/manufacturer develops the actualfinal design which must meet thetechnical and functionalityrequirements.

7. Detail Design Defines:• Final design solution layout.• Commissioning Specification.• Operational FunctionalSpecification.• Baggage System UserMaintenance Manual.

Baggage SystemSupplier

Airport Operator/Finance

The detail design should be whollydeveloped by the baggage systemsupplier. The functions shouldcompletely meet those defined andendorsed by the airlines andground handling agents and

The clauses within U2.2 to U2.10 inclusive define the component parts that normally make up adepartures baggage handling system. Hold Baggage Screening is discussed within Section U11.

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IATA Airport Baggage Handling

U2.2 ACCELERATION AND BAG SEPARATION CONVEYORS

U2.2.1 Functionality

Acceleration conveyors have 2 main uses.

Type 1 Acceleration Conveyor

Used to gradually or relatively rapidly increase the pace of baggage flow through a baggage

system.

Acceleration conveyors, when used to increase the pace of baggage flow, should have a minimumlength of 3 times the typical baggage length from tail roller to head roller. This permits a bag to beaccelerated then stabilized on the belt before proceeding to the next conveyor. Bags with wheels orbags which are cylindrical in profile tend to roll if the acceleration rate is too high, so it is essentialto have adequate conveyor belt length to limit the effects of bag inertia resulting in rolling baggage.

The belt speed is constant and only accelerates to normal running speed during routine startupsequences. It is classified as an acceleration conveyor because it runs at a preferred speed increaseof 0.25m/s maximum differential. Higher grip belt surfaces are normally selected and conveyors arepreferred to be with no incline or decline.

Technical Summary

• Minimum length tail roller to head roller: > 3 x maximum bag length.

• Belt motion: constant speed unless in shutdown, power save modes, or die-back.

• Head end floor to top of belt: 0.45m (no cascade).

• Tail end floor to top of belt: 0.45m (no cascade).

• Belt velocity: 0.1 to 1.5m/s.

• Belt width: 1.0m to 1.5m.

• Belt type: high grip.

• Tracking: not desirable — optional — dependent on location and conveyor system function.

Type 2 Acceleration Conveyor

Used to increase the trailing and leading edge gap between consecutive bags.

Acceleration conveyors used to space baggage should be shorter in length, no less than a minimumof 1.5 times the typical baggage length from tail roller to head roller. The belt is often used with astrong braking system which limits belt inertia problems. The conveyor is frequently started andstopped every minute to induce the desired baggage spacing from the proceeding conveyor. Theacceleration conveyor obviously accelerates from stop to normal running speed, but the motor andgearbox is not usually a variable speed drive in that it accelerates to a fixed speed when inducing abaggage gap. It runs at a preferred speed increase of 0.25m/s maximum differential from theproceeding conveyor. Large baggage gaps are produced by delaying the proceeding conveyors bag.It is not recommended to have multiple short baggage acceleration conveyors adjacent to one anotheras baggage stability must not be compromised. Higher grip belt surfaces are normally selected andconveyors are essentially with no incline or decline.

Technical Summary


• Belt motion: stop/start characteristics.

• Tail end floor to top of belt: 0.45 m +/-0.05m for cascade.



• Belt type: high grip.

• Tracking: fitted with bag separation detection overhead arrays.

U2.2.2 Layout: Acceleration Conveyor: Types 1 & 2

Figure U2-1: Type 1 Acceleration Conveyor

MotesConveyor A Could be any length of conveyor

Conveyor B and C are Acceleration Conveyors and must be 3 x Typical Baggage Length

EConveyorVelocityM/S

VelC =

Vel B + 0.25M/S

Vel B =

Vel A +0.25M/S

Vel A = X M/S

Conveyor Length M

580


Figure U2-2: Type 2 Acceleration Conveyor

NotesConveyor A Could be any length of conveyorConveyor B and C are Acceleration Conveyors and must be 1.5 x Typical Baggage LengthConveyor B can be stopped to induce larger bag gaps.Conveyor C is the pull away conveyor.

ConveyorVelocityM/S

Conveyor A ConveyorB

ConveyorC

VelC =VeJ B + 0.25M/S

VelA =VelB= X M/S

Any Lengthâl.5x Bag Length

a 1.5x Bag Length

Conveyor Length M

U2.3 DE-ACCELLERATION CONVEYORS


The de-acceleration conveyor is used to slow the pace of baggage flow. As a bag is transferred froma higher speed conveyor onto a de-acceleration conveyor the speed is reduced ideally by a maximumof 0.25m/s per transfer. The speed of the de-acceleration conveyor is kept constant outside ofnormal routine shutdown and power save modes. Higher grip belt surfaces are normally selectedand conveyors are essentially free from declines. In some instances inclines of no more than 8degrees to the horizontal maybe permitted as this more rapidly reduces the inertia of baggage andbaggage momentum/kinetic energy is better absorbed.

Technical Summary:



• Head end floor to top of belt: 0.45m +/-0.075m for cascade.



• Belt width 1.0m to 1.5m.

• Belt type: higher grip than normal.

• Tracking: not desirable — or optional — dependent on location and conveyor system function.

U2.3.2 Layout: De-acceleration Conveyors

Figure U2-3: Typical De-Acceleration Conveyor

NotesConveyor A Could be any length of conveyor

Conveyor B and C are De-acceleration Conveyors and must be 3 x Typical Baggage Length

U2.4 INCLINE AND DECLINE CONVEYORS


The main purpose of incline and decline conveyors is to permit baggage to flow from one level toanother in a controlled and safe manner within a baggage system complex. Incline and declineconveyors must have appropriate slopes of no more than 18 degrees to the horizontal, though thisis an absolute maximum. It is preferred and recommended that incline and decline conveyors shouldhave a slope of no more than 16 degrees. Baggage is retained statically on the belt purely due tothe down force exerted by the mass of the bag and its contents, coupled with its often unique frictionalcharacteristics.

Baggage types must not be permitted to roll down declines or fall back on incline conveyors. Inclineand decline conveyors should be fitted with high grip belts. Raised profile grooves designed not todamage baggage labels or bags should be considered. Incline conveyors can be fitted with a midposition apex roller. These conveyors are kept at a constant running speed unless in shut down,power save or in a worst case die-back mode of operation.

Technical Summary:

• Minimum length tail roller to head roller incline (no apex): > 1.5 x maximum bag length.

• Minimum length tail roller to head roller incline (with apex): > 3 x maximum bag length.

ConveyorVelocityM/S

Vel A = XM/S

Ve)B =Vel A -0.25M/S

VelC =Vel B -0.25M/S

Conveyor Length M

• Minimum length tail roller to head roller decline (no apex): > 3 x maximum bag length.

• Minimum length tail roller to head roller decline (with apex): > 3 x maximum bag length.





• Belt width 1.0m to 1.5m.

• Belt type: higher grip than normal. Raised profile grip faces optional and subject to locationrequirements.

• Tracking: not desirable — or optional — dependent on location and conveyor system function.

U2.4.2 Incline Conveyor Layouts

Figure U2-4: Incline Conveyor (With Apex)

Denotes Conveyor Drive

Head End

Length >3 x Maximum Bag Dim^—---------------------------------------------------------

p-

Cross Section through Typical Incline (With Apex)

Figure U2-5: Incline Conveyor (Without Apex)

^X^ Denotes Conveyor Drive

Figure U2-6: Decline Conveyor (With Apex)

Tail End

0.45m+/-0.075

Drive Locationsshould be VariedTo AssistMaintenanceHead End

Head End

Cross Section through Typical Incline (No Apex)


Drive Locations shouldbe Varied To AssistMaintenanceHead End Biased

0.45m+/-0.075

Cross Section through Typical Decline (With Apex)

Figure U2-7: Decline Conveyor (No Apex)

Tail End

Cross Section through Typical Incline (No Apex)

Drive Locations should beVaried To Assist MaintenanceHead End Biased


U2.5 QUEUING CONVEYORS


Queuing conveyors should be used to smooth flows and act as controlling buffer. The precise numberto select in a system is often a task for simulation as their use is heavily reliant on the baggagedelivery profile. Typical uses include:

(i) Prior to line merges or junctions.

(ii) Prior to and during Hold Baggage Screening (HBS).

(Hi) Prior to line diverts — verti-sorters, ploughs, pushers.

(iv) Prior to Bar code reader bag separation conveyors.

(v) Prior to sorter injection points.

(vi) Prior to bag removal points.

(vii) Used as flight make-up lateral components.

Clearly this type of conveyor can be used in many locations, and thus the number of queuing conveyorsin a system can easily become a major contributor to the total cost of the system. It is thereforeessential to balance the advantages and disadvantages of using queuing conveyors.

The typical advantages include:

• Ability to be more resilient to fluctuations in baggage arrival profile.

• Line flow profiles (peaks) can be managed out.

• Check-in rates can be maximized.

• Line flows can be synchronized at merge points.

• HBS input can be controlled though acceleration/bag separation conveyors as required.

0.45m+/-0.075

• HBS inspection times can be dramatically improved giving rise to manpower savings.

• Divert flows can be synchronized.

• Bar code flows can be managed more effectively.

• Injection of baggage onto tilt tray or DCV sorters can be synchronized.

The typical disadvantages include:

• Capital expenditure of extensive mechanical, electrical and controls.

• Higher power consumption year on year.

• Higher and more frequent maintenance.

• Reduction in system reliability.

• More space requirement.

Technical Summary:

• Minimum length tail roller to head roller: > 1.5 x maximum bag length.

• Maximum length tail roller to head roller: < 2.5 x maximum bag length.

• Belt motion: stop/ start characteristics.





• Belt type: higher grip than normal (dependent on application/function).

• Tracking: must be present. Though usually only through photocell bag detection.

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ÈATA Airport Baggage Handling

U2.5.2 Layout Queuing Conveyors

Figure U2-8: Typical Queuing Conveyor

Queuing Conveyors

PEC

A Conveyor A

PEC

BConveyor B

PEC

cConveyor C

<-------------------

Logic

Event IStep 11st Bag Breaks PEC A beam & HoldsStep la CS confirms if Conveyor B Clear then releases

1st BAG

Event IIStep 2 2nd Bag Breaks PEC A beam & HoldsStep 2a CS confirms if Conveyor B Clear then releases

2nd BAG 1st BAG

Event HIStep 3 3rd Bag wants to load onto Conveyor AStep 3a CS confirms if Conveyor A ClearStep 3b 3rd Bag proceeds onto Conveyor

3rd BAG 2nd BAG 1st BAG

NOTE 'CS'Denotes Control SystemNOTE 'PEC Denotes Photo Electric Cell

U2.6 VERTI-SORTATION CONVEYORS


Verti-sortation devices are used to separate or combine baggage flows, though the latter function isa less commonplace usage. Baggage can be dynamically separated such that 2 bags travelling insuccession can have 2 separate output destinations following routing through a verti-sorter used inseparation mode. Similarly a verti-sorter used in merge mode can take 2 separate inputs and mergeto a single output route following routing through a verti-sorter conveyor.

Verti-sorter conveyors are particularly useful where vertical space is more available than lateral space.The verti-sorter is also very useful in HBS installations because it imparts smaller forces on the bagsthan other comparable diversion equipment, particularly useful if you are using the device within anHBS zone where bags are being subjected to screening for potential explosives. The cycle time forverti-sorters is comparable to a high speed pusher. Equipment typically uses 3 conveyors within anassembly.

588


Technical Summary:

• Minimum length tail roller to head roller single unit within device: > 1.5 x maximum bag length

• Sort rate: 40-50 bags/minute.




• Belt type: normal.

• Tracking: must be present.

• Guarding: must be present and interlocked to conveyor operation.

U2.6.2 Layout The Verti-Sorter Unit

Figure U2-9: Typical Verti-Sorter Unit

■ Flow Direction Maybe

Elevation on Verti-Sorterthrough A-ALower Route Selected

-

Plan on Verti-Sorter

Denotes Safe Guarded■f-f-+ Radial Distance toMachinery 1.0m

U2.7 HIGH SPEED PUSHER


The high speed pusher is designed to permit baggage to be diverted horizontally to one of twodirections. The forces upon baggage can be considerable and this is where damage on baggage orlabels, if any, usually occurs. It is good practice to limit the number of these units to a minimum andto have them located downstream from bar code reader devices and Hold Baggage Screening (HBS)cleared baggage output flows. The reasons for this are: (i) label damage can be inflicted by highspeed pushers and resultant read rates can become compromised; and (ii) Baggage which has notbeen cleared by HBS processes potentially could contain explosives with sensitive electronics thatcould be activated.

High speed pushers should be used to divert baggage which has cleared HBS and which has had(if used) automatic flight information from the bar code labels read already. Pushers are fitted acrossbaggage conveyors with varying degrees of baggage tracking sophistication. Bag tracking is essentialto activate the pusher at a time which ensures that the centroid point of the bag is established withvarying bag lengths and weights. High speed pushers are useful in applications where alternate bagsin a stream on a single conveyor need to be separated without stopping the flow of baggage in anyway. Bag pushers should be the second technical choice to the designer (the first choice should bethe verti-sorter device, as they generally inflict less damage to baggage). Verti-sorter devices aremore flexible in that it is possible to site a verti-sorter anywhere within a baggage system.

There are essentially 2 types of high speed pusher:

Type 1 — Four bar link.

Type 2 — The spiral cam.

Both units perform with similar speed and efficiency, though the spiral cam tends to inflict less damageon baggage and be more reliable due to its mechanical configuration. Both units are sources ofbaggage snagging. It is important to have realistic expectations of these units in terms of their sortingcapacity.

Technical summary — high speed pusher:

• Sort rate: maximum 60 bags/minute (factory conditions) 40 bags/minute (operationallycommonplace).

• Function: can sort alternative bags or can batch process by constant cycle repetition.

U2.7.2 Layout Pusher Arrangements

Figure U2-10: Four Bar Link High Speed Pusher

Figure U2-11: Spiral Cam High Speed Pusher

U2.8 SLOW SPEED PLOUGH


The slow speed plough has 2 main operational functions:

(i) To permit redundancy route selection.

(ii) To permit batch processed baggage to be redirected.

It can also be used as an intermittent route divert mechanism, in much the same manner as a highspeed pusher, though if used in this mode the line flow rate must be significantly restricted as thecycle time on a slow speed plough can become an issue. It is not recommended to use the slowspeed plough as a device to intermittently dived baggage, since line flow rates usually increase andreplacement of the slow plough by a high speed pusher occurs well before the design expectancyof the equipment.

Slow speed ploughs vary in precise design depending on the manufacturer, but the main differenceis that some models have powered belts on the contact surface which is mounted perpendicular tothe normal delivery line belt.

When used as batch process route selection device it is essential to have the adequate number ofqueuing conveyors located upstream of the slow speed plough. This ensures that the plough ispermitted adequate time to perform its cycle of activities before the next batch of baggage is presentedto its path.

Technical summary — slow speed plough:

• Activation rate: single vertical mounted plough conveyor, typically 5 alternate route selections/minute.

• Activation rate: dual split vertical mounted plough conveyors, typically 30 alternate route selections/minute.

• Function: can sort alternative bags with low flow rates or usually batch process by single cycleoperation.

• Tracking: not necessary in all applications.

• Guarding: must be present and interlocked to conveyor operation.

Afofe: High speed ploughs can typically produce a rate of 25 alternate route selections per minute.

U2.8.2 Layout — Slow Speed Plough

Figure U2-12: Typical Slow Speed Plough

■-<s£

Optional Vertical ConveyorSome Units are Just Steel '

BaggageBatch BRouteSelectio

U2.9 45 AND 90 DEGREE POWERED BELT BENDS


Powered belt conveyor bends provide a useful means for smoothly changing the direction of baggage.The 45 and 90 degree conveyor bends are most common, though it is possible to have custom-bentconveyors provided (at a premium price). The mechanisms for belt removal should be carefullyobserved to ensure that the correct device is selected and that its maintenance characteristics meetwith the requirements of the baggage system designer and operational team. Powered belt bendsshould be the first choice for the baggage system designer with respect to T and V junction belt-to-belt perpendicular transfers. The reason for this is that the belt-to-belt T and 'L' junctions tend tosnatch baggage as it dramatically changes its direction through 90 degrees. Baggage, and moresignificantly bag bar code labels, can become torn or damaged — affecting automatic read rates. Itis possible to obtain powered belt incline and decline (spiral) conveyors, though with these conveyorsit is often very difficult to replace the belts.

Technical summary:

• Minimum recommended radius of centerline (1.5m width belt) = 1.775m.

• Minimum recommended radius of centerline (1.0m width belt) = 1.525m.





593


• Belt width 1 .Om to 1.5m.

• Belt type: normal grip.

• Tracking: optional — dependent on location and conveyor system function. Tracking on bendscan be made very accurate.

U2.9.2 Layout Powered Bend Conveyors

Figure U2-13: Typical Powered Belt Bend90 and 45 Degree Bend

U2.10 ACCUMULATION ROLLER CONVEYORS (POWERED AND FREEUNITS)


Accumulation roller conveyors can be a very effective way of managing baggage flow, most commonlyat the output of a baggage system alongside baggage handling staff. It is possible to use accumulationroller conveyors at a mid-point location in a baggage system, typically within an early baggage store.Accumulation conveyors are used mainly within manned locations. It is possible to have accumulationroller conveyors with powered sections throughout which are engaged by the control system to ensurethat baggage does not stagnate on sections of rollers for too long. Accumulation roller conveyors arenot particularly good at processing soft baggage.

Most commonly accumulation roller conveyors have sections with the ability to induce power toselective rollers when a weight is placed onto the rollers.

It should be noted that powered and free conveyors are more hazardous than totally free rolling rollerconveyors because entrapment risk is more likely. Powered and free accumulation roller conveyorsconsequently are not preferred, because to safeguard against entrapment is both difficult and costlydue to multiple entrapment points. In all cases, particularly with powered and free conveyors, adequatehand-safe guarding should be provided as an integral part of the design.

The major advantage with powered accumulation conveyors is that, over long accumulation lengths,baggage handling staff do not need to walk up and down the length of the roller conveyor to enablethem to reach the bag and then deposit it within the correct parked container. Accumulation

iata

Center Line RadiusMax 1775 (1.5M Belt Width)Min 1525 (1.0M Belt

594


Technical summary:

• Minimum length of roller length > 3 x maximum bag length.

• Minimum pitch between powered and free section rollers 1.5x maximum bag length.

• Powered roller motion: power engaged when bag present on powered roller section.

• Powered roller velocity: 0.1 — 0.3m/s.

• Head end floor to top of roller: 0.45m +/-0.075m for cascade.

• Tail end floor to top of roller: 0.45 m +/-0.075m for cascade.

• Roller width 1.0m to 1.5m.

• Roller surface: aluminum or stainless steel.

• Tracking: optional.

U2.10.2 Layout Powered and Free Accumulation Conveyors

Figure U2-14: Typical Accumulation Conveyors

Powered and Free Accumulation Conveyor

STAGE 1

Bag weight DOESengage rollers onto

powereddrive mechanismHead End

V3 DOollll¥«OOOOOn

Bag weight does NOTengage rollers onto

powereddrive mechanismSTAGE 2 Head End

>• Rollers With Power

Availability

O Totally Free Running Rollers

U2 .11 CHECK-IN SYSTEMS

The following types of domestic and International check-in desks are commonly found for theprocessing of hold baggage only.

To determine the number of check-in desk conveyors that are required to process busy hour demand,the following calculation should be undertaken:

To calculate:

CD = Baggage Design Flow Rate

When

(D = Pax Rate During Peak Hour

® = Bags Per Pax Ratio

(Refer to Chapter C Clause C2.3.1)

Recommend: Ask Airline Users

Units:

Bags/Min,^,,

Pax/Hour

Ratio N/A

Bags/Min

© = Peaking Factor

Flat Peak Hour Duration = 1.00

Medium Peaking within Peak Hour = 1.25

Frequent Peaking within Peak Hour = 1.50

© = 0 x (D

Ratio N/A

Bags/Min

Bags/Mina,,,^

Then

The value (D Bags/Mine,,,,,,should then be compared against what is possible to be processed

by the proposed number of check-in desks © Bags/MlnCh,ek.i„Conveyors.*—.

The check-in conveyor capabilityTo calculate \w)

Then using ...

No of check-in desk positions proposed

® = Pax Processing Time @ Check-in

Typical Values include

Very High Security - 600 seconds

Medium SecurityA/IP = 150 seconds

International Desks = 120 seconds

Domestic Desks = 90 seconds

No. of Desks

Seconds

http://U2.11/

(D = Controlled Event Discharge (CED) Effectiveness Ratio Ratio N/A

0.9 Option 1 CED (See Fig U2-18)

0.95 Option 2 CED (See Fig U2-19)

0.80 Option 3 CED (Random injection onto collector belt)

BagS/MIn check-

In principle ® > © . If it is not then you must change one or more of the variables

or (D such that this condition is met

U2.11.1 VIP Check-in Facility

These facilities are commonly not served by conveyors. They have only baggage weighing and ticketlabelling facilities. Depending on the volume of VIPs through the terminal they are fitted with dedicated

Figure U2-15: VIP Check-In Facility

VIP Check-in and Arrivals.

VIP Position

Weigh Scale (Not a Conveyor)

Land-side / Air-side Boundary

Automatic Metal Detection Arch

Wide Secure Door For DisabledPassenger and Infant Entry

Passenger Metal Object DeskPosition

Passenger Search Staff

Check-in Staff PositionIssue Bag Ticket PaxBoarding Pass & Immigration

RedSearchArea

CustomsRedChannel

CustomsGreenChannel

In BoundBagReclaim

Immigration& CustomsStaffPosition

597


VIP Check-in Operational Process:

Step 1 Passenger taken by dedicated transport to dedicated VIP facility and approaches deskfacility.

Step 2 Airline/Passenger Profiling Questions asked and Passengers Answers Given.

Process Duration Min 20-30secs.

Step 3 VIP's baggage placed on weigh scales and weighed (not a conveyor).

Process Duration 10-20secs.

Step 4 VIP's baggage license plate label printed and affixed to baggage.

Process Duration 10-20secs.

Step 5 (Optional) Baggage security screened through EDS (either locally or sent to central mainbaggage hall) — Process Duration 30-60secs (locally fitted EDS process time givenincludes load and unload time).

Step 6 Process End for Baggage.

VIP Check-in Control System Common Logic:

Links are only made between label issuing equipment and DCS.

Possible further links include (i) biometric databases, and (ii) EDS equipment image data.

U2.112. Self Service Check-in

The most common type of self service check-in are free standing units which handle e-ticket detailsor processes hardcopy tickets. The facility will issue boarding passes and instruct the passenger howand where to process your baggage, which is usually a separate manned area with conveyor systemin-feed. Some self service check-in facilities have both this functionality and the ability to processbaggage without the check-in operator. In addition to this some self service check-in facilities havebiometric verification capability and will permit links to various security and immigration databases.

The facility below uses easy-to-use technology to permit the passenger to check-in one of morepieces of their baggage into a minor or major BHS operation without a check-in operator. The overallminimum to maximum process time difference for a self service check-in desk is larger than formanned check-in desks. This is due to the large variance in the ability of passengers to respondappropriately to commands, and the level of familiarity with the systems being used by the passenger.

598


Figure U2-16: Self Service Check-In Facility with

Optional Biometric and Conveyor

Photo courtesy of Fabricom Airport Systems & PaSec

Operational process:

Step 1 Passenger approaches self service check-in kiosk with physical ticket or e-ticket details.

Passenger inserts ticket or e-ticket details.Step 2

Process duration 5

Step 2a Optional biometric passenger data captured.

Process duration 5 sees.

Step 2b Biometric data analysed.


Step 3 Airline/passenger profiling questions asked and passengers answers given.


Step 4 Optional passenger places passport on the screen.


Step 4a Passport data validated from central database.


Step 5 Baggage license plate label printed and affixed to baggage by passenger.


Step 6 Optional passenger asked to place baggage item(s) onto conveyor system.


Step 6a Confirmation of number of pieces of luggage. If 0-1 items of luggage per passenger step7 else step 5.

Step 7 Process end for baggage.

Control System Common Logic

Links are made to the DCS system and the bar code label printer. Links are optionally made toimmigration and security databases in the event that biometric and passport data is to be verified.

U2.11.3 High Security Check-in

Check-in areas which operate high security protocols should use the main conventional conveyingequipment and system interfaces. It is possible, for example, to have high security check-in operationsat normal and remote check-in facilities. The high security element involves either up-to 100% of thepassenger profiling questions being implemented, access at check-in to national and internationalsecurity databases including passport control, or else biometric databases.

Although recent and significant security advances in self service check-in desks are evident, it ishistorically more common for the high security operations to be conventional manned check-in desks.Baggage that has been checked-in by high risk passengers should be clearly identified within thecontrol system of the baggage handling system. The baggage handling systems should be able tolink the profile data captured from check-in and provide this information to the baggage control systemsuch that it will be possible to interface with the baggage security system effectively.

A passenger's profile data should be presented to airport security, airport police and airport immigrationservices as soon as technically possible. The objective should be to share security data such thathigher risk passengers are screened more rigorously while low risk passengers are permitted thenormal rapid access, but still within the legislative requirements.

Operational Process

The operational process as described within clause 2.10.6 of this document should be referred towith the inclusion of the following additional process times:

Step XI Passenger asked a series of security questions designed to ascertain level of terrorismthreat potential.

Step X2 Passenger responds to questions.

Step X3 Hold baggage is bar coded as higher security baggage and referred to appropriate baggagescreening area within baggage hall.

Step X4 Passenger passport is verified either manually or automatically against immigration andnational and international security databases.

Step X5 Passenger is issued with coded boarding pass and identified as higher or normal riskpassenger.

Control System Logic

The control system onhigh security check-in facilities would typically include the usual links to DCS

U2.11.4 Airport Remote Rail Head/Hotel Check-in

These facilities adopt the same processes and technology as check-in systems within the terminalcomplex whether it be standard conventional or high security check-in. The main difference with thesefacilities is that they are remote from the terminal complex and that hold baggage screening is normallyonly completed once the baggage has been collected and transferred to the terminal complex.Baggage checked which has been profiled and deemed to be very high risk can and should beremoved before transfer to the terminal complex and dealt with locally and appropriately usingappropriate secure protocols and equipment. This is not always practical since some remote areasinclude hotel complexes, which are not versed or equipped with the technicalities associated withbaggage threat issues.

Operational Process

The operational processes are consistent with standard conventional, self service and high securitycheck-in facilities. The major additional process is that of the following:

Step X1 Collection from remote check-in area.

Step X2 Transfer from remote facility to terminal complex.

Process duration (5minut.es to 2 hours typically).

Step X3 Unload baggage onto terminal complex in-feed.


The remote check-in facilities can accommodate both DCS logic connection and bar code labelprinting facilities. Remote facilities rarely include EDS data links, because the connection time betweenremote and terminal complex locations are such that baggage screened at remote locations can beinterfered with during steps X1 to X3.

U2.11.5 Transfer (Airside) Check-in

Transfer baggage check-in facilities are typically located airside. The primary objective is to enablepassengers that are in transit on the airport complex to check-in for connecting flights without thenecessity to go landside. In the context of the baggage system, the objective of the check-in facilityis to confirm the connecting flight destination and inform the DCS of how to process the baggage intransfer which has been reclaimed by the passenger (from the previous flight or already within thebaggage system). Please refer to Section U3, Transfer Systems, for further details.

IMPORTANT: The DCS should be configured such that it can detect and identify baggage processedfrom check-in or from a transferring flight (where the transfer bag has been checked in locally and anew tag assigned) and the corresponding passenger boarding pass has to be correctly received atthe gate with a complete alignment of data from the baggage label and the boarding pass. It isessential for the DCS to make this link. If a passenger has loaded a bag into a baggage system andhas not boarded the aircraft by the flight closure time, the DCS must clearly make those passengersknown to the airline baggage handlers, airline security and airport security. The airline and airportmust remove any bag from the flight if the corresponding passenger cannot be located.

Operational Process

http://5minut.es/


The control system logic is consistent with standard, conventional, self service and high securitycheck-in facilities. The transfer check-in desk commonly has links to the main terminal baggage hallDCS, and has the capability to print bar code labels. It is possible to map passenger biometric datato EDS bag content image data, though it is not commonplace at time of this printing. Transferbaggage system control logic should, in accordance with IATA resolution 709 and 1745, BaggageTransfer Messages (BTM's), be sent between airport/terminal DCS systems to permit the reconciliationof transfer passenger baggage inventories between connecting airports.

U2.11.6 Standard Concourse Check-in Facilities

This is the most commonplace check-in arrangement used within the departures concourse. Thefacilities often comprise the following components:

0) Check-in counter.

(ii)

(iii)

Desk control panel including CUTE displays.

DCS display.

(iv) Weighing conveyor, incorporating scales or stand alone scales.

(v) Label conveyor.

(vi) Dispatch conveyors.

(vii) Label printing facilities.

The desk is typically brought on-line when the key switch and password are entered by the check-in staff. Once energized, the desk is then able to accept baggage into the system via the collectorbelt. The baggage control system should identify those desks which have not been operating formore than 10 minutes. Any desk which has not been in operation for more than 10 minutes shouldbe disabled from the main baggage system until such time as the password from an authorised check-in operator has been entered. It should not be possible to dispatch a bag into the main baggagesystem by an unauthorised person, either manually or automatically.

Operational Process (Process description for Weight/Label/Dispatch configuration ofconveyors)

Step 1 Passenger approaches check-in desk.Process duration 3-5

Step 2 Passenger asked to provide flight ticket and passports — Passenger provides documents.Staff update DCS system.

Process duration 5-10 sees.

Step 3 Passenger asked security baggage questions — Passenger asked how many pieces ofluggage to check-in. Label(s) are printed and DCS updated. Jump to step 8 if passengerhas no baggage to check-in.


Step 4 Passenger asked to load one bag onto weigh conveyor or scale — check-in staff weighbag.


Step 5 Check-in staff press the weigh conveyor MOVE LOAD button on the control console. Bagon weigh conveyor gets conveyed to label conveyor assuming label conveyor is empty.


Step 6 Passenger asked to load next bag of their belongings then repeat step 4 as necessary —Jump to next step if only one bag per passenger evident.


Step 7 Check-in staff label the bag and press the label conveyor MOVE LOAD button on thecontrol console. Bag on label conveyor gets conveyed to dispatch conveyor.


Step 8 Process end.

Figure U2-17: Check-In Process

Standard Check-in Process

XX | xx|/

xx ||xx IXX

Denotes Physical ActionDenotes Communication

Step 4

Step 1 & 2

XXXX

___

Step 5

Control SystemTakes Over

Step 3

Step 7

JXX1 11

Step 8

Step 6


The control system is commonly linked to the DCS and BHS MIS displays. Biometric and passengertracking databases are also linked when required, enabling passenger-to-bag tracking throughout theterminal if and where deemed required and appropriate. The latter is technically possible though notoperationally commonplace.

603


U2.11.7 Collector Conveyor

The collector conveyor is the most important conveyor in the whole system. It resides beyond thedispatch conveyors and effectively sets the flow rate of the rest of the system. Excluding the cartbased check-in systems there are essentially three types of collector conveyor options:

Option 1 — Collector Belt Window Allocation 1/1 to 1/X

In this mode the collector belt is split into lengths known as windows. These are not real belt splitsbut are merely lengths of space on the conveying belt media which the control system recognizesare present in real time. The check-in desks inject baggage from the dispatch conveyors into thecollector belt windows when they are available. As you progress down the length of the collector beltthe probability of obtaining a free window progressively and linearly decreases — see Fig U2-18below. This is not the optimum configuration in terms of window allocation.

Figure U2-18: Collector Belt Controlled Event Discharge — Opt 1Standard Check-in Process Controlled Event DischargeOption 1 Collector Belt Window Allocation 1/1 to 1/X

[3] 3rd Bag In Sequence to be Checked-in

(2] 2nd Bag In Sequence to be Checked-in

[I] 1st Bag In Sequence to be Checked-in

X - Denotes number of Check-in Desk

Positions

Bag WindowGeneratorPosition

Desk Position j

Relative to CED'Window AllocationOption 2 — Collector Belt Window Allocation 1/2 to 1/ÍX/2)

This operates with the same principle as Option 1, except in that as the windows are generated fromthe tail end of the collector conveyor in the control system, every other window is left clear. Theseclear, free windows or slots are then allocated to the second half of the collector belt. The advantageof this mode of operation is that the check-in desk wait times as you progress down the length of thecollector belt from tail to head end are reduced considerably — See Figure U2-19.

Probabilityof ObtainingDispatchWindow

1/7Probabilit

yof

Obtaining

DispatchWindow

Desk Position! I

Relative to CED ;

Window Allocation

604


Figure U2-19: Collector Belt Controlled Event Discharge — Opt 2Standard Check-in Process Controlled Event DischargeOption 2 -Collector Belt Window Allocation 1/2 to l/(X/2)

[D 3rd Bag In Sequence to be Checked-in

[H 2nd Bag In Sequence to be Checked-in„ Bag Window[]] 1st Bag In Sequence to be Checked-in GeneratorX - Denotes number of Check-in Desk Positions Position

NOTE: EVERY OTHER WINDOW IS KEPT FREE FOR SECOND BATCH OF CHECK-IN DESKS

-------N— — tt-

Option 3

This is where there is no controlled event discharge, and baggage injection from the dispatch conveyorsto collector conveyors is controlled on a random basis rather than by calculating free space. Commonly,the collector belt is fitted with photocells before each check-in desk injection point so as to avoidbaggage jams. When this cheaper solution of dispatch-to-collection-belt-injection is adopted, thecheck desks closest to the head end of the collector belt have unreasonable processing times whenoperating in busy periods. This is not a recommended solution.

U2.12.1 Primary Sortation

The primary sorter is used to ensure:

(i) Baggage is moved to the correct zone in the building as quickly as possible.

(ii) Baggage is sent to HBS equipment in the most effective manner (load sharing).

(iii) Baggage which will dwell within the system for longer than 2 hours can be routed to an EarlyBaggage Store (EBS).

(iv) Baggage is sent to a fast track router with HBS to enable rapid flight connections.

The equipment used to achieve this functionality maybe a tilt tray sorter or a conventional conveyorfitted with either pushers or verti-sorters, or less commonly DCV equipment.

605


Primary sortation is optional, though recommended to provide greater flexibility of both equipmentand operational resources — particularly in larger airport operations. The primary sorter in smallerairports may be a conventional conveyor fitted with high speed pushers or high speed verti-sorters.It is possible to use certain DCV equipment even in small airports as part of a larger, longer termdevelopment strategy to use DCVs as airport traffic grows.

The primary sorter in larger airports (See Fig U2-20) maybe a linear drive sorter or DCV. DCVequipment should be used in larger airports to take full advantage of the high speed connection timesthey provide. Fig U2-20 below incorporates a DCV terminal-wide system to both deliver departingbaggage to aircraft and retrieve arriving and transferring baggage.

The advantages of conveying baggage to and from the apron area using DCV technology directlyare:

• Airline costs for moving baggage to and from the aircraft would be considerably reduced.

• Airside traffic and management costs are dramatically reduced.

• Apron safety is dramatically improved.

• Baggage connection times are much more predictable.

Figure U2-20: Primary Sorter and DCV Distribution Schematic Diagram

(REDUNDANCY NOT SHOWN)Large Airport Potential Configuration N

Shown with Automated Departures & Arrivals System AARRIVALS

Final TransferDestination Connection

Reclaim Reclaim'

DEPARTURES

_U____U____L_LCheck-in Concourse

1 ID'. ±± 1±

Primary Sortation

DCV —I

XZone 2HBS

Zone 3North East

Apron Make Up

Zone 6North West

Apron Make Up

Zone 8TransferOn-load

Zone 5Core Baggage

SortationBar Code or RF

Zone 7South West

Apron Make Up

Zone 4South East

Apron Make Up

U2.12.2 The Linear Drive Sorter

This unit can be used for primary HBS of secondary flight sortation purposes. The linear drive sortershould be the preferred option over chain driven variants. Due to their increased reliability and quieteroperation. The availability of a single linear drive sorter should at least be 99.98% available with aMTBF of 2000 hours and a corresponding MTTR of no greater than 30 Minutes. These figures canbe achieved by using modular components on a linear sorter which can be rapidly removed andreplaced. The linear drive power inducement provides energy efficient movement of trays with lownoise and reduced mechanical moving parts.

Figure U2-21: Linear Drive Sorter

Image courtesy of Fabricom Airport Systems

Operational Process

Linear drives and even chain driven variants should be provided with load detection monitoringsoftware. This will ensure that operating current is provided at the correct level to ensure that thespeed of the sorter is maintained at the same speed irrespective of how many actual bags (varyingloads) are residing on the sorter. The benefit of this system is that when baggage flows are low theenergy consumption of the sorter is reduced (as the load is reduced). The control logic shouldcontinually learn to improve its performance automatically by detecting load variations andrecommending maintenance intervals to counter monitored negative variance in performance of theDCV equipment.

Tilt Tray Sorter Induction Process

The induction process should be designed to permit maximum throughput onto the sorter. It is importantto place the induction units at the correct pitch as recommended by the manufacturer. This distancebetween consecutive induction units can vary from 3m to 7m according to manufacturer and type ofplacement. It is important to understand the perceived flow through each induction so as to ensurethat all induction units have a realistic chance of injecting baggage onto the sorter.

Do not expect too much from a sorter in terms of its ability to process multiple types of baggage.While it is possible to use a single sorter to process departures baggage and transfers baggage andeven arrival baggage, this will push the sorter to the operational limits of its capabilities. Small variationsin flow with a sorter with multiple induction units may restrict induction input considerably. It is betterto have smaller separate sorters rather than one very larger sorter.

Queue

Conveyor #1

Queue

Conveyor #2

There are three types of title tray sorter induction: (I) Side 30 degree; (ii) Side 45 Degree; and (iii)Overhead. The most common is the 30 degree side induction and this is preferred technically sincethe dynamic forces of the bag on the induction conveyors more closely matches that of the sorter itis trying to merge with.

Settings to remember when designing a tilt tray sorter system are:

• Keep the distance between induction units aligned with manufactures recommendations.

• Use the minimum possible number of induction assemblies whilst still achieving the desired levelof system redundancy.

• Be realistic in terms of mixing flows of baggage and allocate a separate departures and transfersorter rather than a single very large sorter for all flows.

• Where an Early Baggage Store is required try to provide a separate sorter for managing thisflow.

• Keep inclines and declines as shallow as possible as this can induce premature mechanical wear.

Figure U2-22: Typical Side Induction Arrangement

Typical technical summary (variation according to manufacturer will occur):

• Tray pitch 750mm=>1200mm.

• Bend radii min 2.3 metres.

• Totally enclosed track.

• Cable routing built into track design.

• Linear motor drive.

• Maximum single tray load 60kg.

• Maximum single tray size 900x750x900mm.

Injection Conveyor

Synchronisation Check Conveyor

Synchronisation Conveyor

• Minimum baggage size 75x75x25.

• Maximum linear speed 2m/sec.

• Maximum incline angle 150°.

• Noise level 70dba measured from 3m from sorter.

• Induction angles 30° and 45°

U2.12.3 Flight Sortation

Where a primary sorter is used, the flight sortation process is also known as the 'Secondary Sortation'process.

Functionality: The flight sortation process should enable originating or transfer baggage which hasbeen cleared through HBS to be routed automatically to the correct make-up, whether it be a flightchute, lateral or racetrack. The principle steps to flight sortation are straightforward:

=> Step 1 Identify the bag and its position within the baggage system via bar code or via radiofrequency (RFID) tag.

=> Step 2 Monitor or track the bag through the system using a robust tracking philosophy.

=> Step 3 Dispatch or sort the tracked baggage to the correct flight make-up.

Sorter media maybe either a linear drive tilt tray linked sorter or DCV, or even conventional conveyorwith high speed pushers or verti-sorters. Selection of sorting device is dependent upon:

• Baggage flow.

• System reliability requirements.

• Baggage size and weight.

U2.12.3.1 Flight Identification

Flight identification labels may be of the bar code or RFID label standard as defined by IATA resolutions1740b and 1740c respectively.

Bar code labels permit the airlines to both define and monitor useful data pertaining to the passengerand the flight. Their technology shows its limitations when compared to RFID systems, which are farsuperior in many regards. At this time RFID tags are more costly to produce and use than existingbar code labels, however RFID technology is more reliable than bar code reading equipment. Thedata programmed into an RFID tag is read more accurately via the RFID reader, the radio-transmissionqualities of which allow secure and unique information transfer with far more available charactersand subsequent combinations. The RFID label will ultimately prove its usefulness with the widespreadintroduction of biometric security measures. It will be possible to programme passenger biometricalgorithms onto the RFID label within the optional fields on the RFID specification.

RFID readers can be mounted on belt conveyors, tilt tray sorters and DCVs. The transmission betweenlabel and reader can penetrate the mechanics of conveying media. Bar code readers can be fittedto belt conveyors, though to achieve a 360 degree view of the label (which may or may not be incontact with the conveyor belt) the laser light arrays must be positioned between the rollers of adjacent

U2.12.3.2 Bag Tracking

Baggage tracking may be achieved by one of the following techniques:

(i) Bar code or RFID tag readers

360 degree array bar code readers are both costly and less reliable than angular measurementtracking if the tracking system is designed correctly. No matter how accurate the tracking set-up,the printed quality and presentation of bar coded labels (especially while in transit) will alwayspresent a degree of read-error. RFID readers are the most reliable mechanism for trackingbaggage, and the actual reader hardware is very cheap when compared to similar bar codeequipment. RFID readers are also more reliable than bar-code readers, since they do notincorporate equipment which requires high levels of maintenance, such as bar code readertubes, which degrade in performance and require regular maintenance to achieve high levels ofperformance.

(ii) Angular Measurement

This is a cheaper way to ensure that the baggage has its position tracked successfully on theconveyor. If the conveyor route is as flat and straight as possible then the degree of certainty ofthe tracking is actually very good. It requires the use of angular measurement devices such asoptical shaft encoders or star wheel encoders. In both cases the tracking is backed up by theuse of photo electric cell (PEC) diodes to positively verify bag leading and trailing edge positionswithin the baggage control software.

U2.12.4 Destination Coded Vehicle Systems (DCV)

There are essentially 2 types of DCV systems:

1. Type 1 DCV with onboard dispensing conveyor (See Fig U2-23).

2. Type 2 DCV with dispensing tray (See Fig U2-24).

Both DCV types use linear motors to propel the DCV along the DCV track. DCVs are not connectedto one another other than being confined to run on the same track. DCVs can be propelled at differentrates and to different destinations to meet with operational requirements as programmed by thedepartures control system and sort allocation computer requirements.

The track components of a typical DCV circuit might include:

• Induction straight.

• High/Low speed straight (level/incline/decline).

• Higher/Low speed curves (level/incline/decline).

• Maintenance off-line positions.

• DCV buffer storage areas.

• Ejection straight.

The main advantages with a DCV are:

• Higher cart speeds than tilt tray sorter units Type 1 DCVs ~5m/s Type 2 DCVs ~10m/s (FastStraight locations)

• Greater system availability since individual DCV carts can be maintained independently withoutstopping the whole system.

• The control system places DCV carts into the track on a 'Need Cart' and 'Just In Time' basis.

• The control system can increase or decrease DCV speeds to meet different flight connectingtimes.

• Certain DCV cart maintenance can be completed in dedicated off-line tracks specifically designedfor maintenance, while the rest of the system continues in operation.

• Energy efficient operating philosophy.

Note: DCV cart control management is a complicated issue at large airports. Designers are advisedto simulate DCV cart movements to understand the true characteristics of the DCV in system usage,storage and management.

Selecting a DCV System over a Tilt Tray Sorter

Any one of the following attributes may warrant the decision to select a DCV system over a tilt traysorter system. In reality most if not all of the following factors need to be considered and evaluated:

• If the terminal complex is fragmented and the fastest possible connection between facilities isrequired.

• If the distance between check-in desk and final destination make-up exceeds 0.75Km.

• If the baggage is to be delivered to and retrieved from the apron stand make-up position directly.

• If the total operating and maintenance forecast costs for the DCV are favourable.

• If the reliability of the DCV cart and track are favourable.

• If the capital cost of the DCV cart, track and controls are favourable.

The Type 1 DCV has a conveyor motor mounted on it which is activated when the DCV wants toreceive a bag or when the DCV wants to eject a bag. The dispensing conveyor is retained in thehorizontal position at all times. The conveyor mounted on the DCV cart is mounted perpendicular tothe main direction of the DCV in transit. The conveyor is usually only powered when the DCV isstopped.

The Type 1 DCV lends itself to the whole system configuration, where baggage is transferred fromcheck-in onto the DCV and processed entirely throughout the baggage handling system (on DCVcarts with the exception of the time spent within hold baggage screening, or within nearly static earlybaggage stores).

The DCV system Type 1 (FIG. U2-23) has the capability to collect bags directly from a check-in desk,deliver them to security screening X-rays, collect the bags and then sort them to make up positions.With a capability of smooth acceleration, smooth de-acceleration and constant velocities of up to 5m/s, the type 1 DCV systems are well suited for medium to long distance applications.

The Type 2 DCV

The type 2 DCV system typically consists of one mainline loop which covers the complete piers andthe baggage hall, and which serves loading stations, unloader areas, bypass lines, empty cart queues,a security area and a maintenance area.

The type 1 and 2 DCV carts are driven by linear motors mounted at fixed locations between the track.The type 2 DCV system also has smooth high speed operation which is controlled by the baggagehandling PCL system. This PLC system also manages handling functions such as loading andunloading, diverting and merging of tracks, curves, inclines and declines, sorting, as well as scanand check stations.

Figure U2-23: DCV Type 1 Figure U2-24: DCV Type 2

U2.12.5 Flight Make Up — Static Calculations

The BHS should be able to process the allocation of wide body aircraft proposed to be resident withinthe weekly flight schedules. Baggage from a wide body aircraft should be accommodated on no lessthan five discrete make-up positions potentially configured thus (IMPORTANT NOTE User variationswill occur):

Important Note: The performance of flight make up and the resultant length should be finalised usingsimulation of the flight schedule and associated inputs.

Photo courtesy of Fabricom Airport System Photo courtesy of Vanderlande

Single Scheduled

Wide Body Outbound

1 st Class

Business Class

Economy Class

Single Charter

Wide Body Outbound

Single Class

No of Make-up

1 Make-up

2 Make-ups

3 Make-ups

No of Make-up

5 Make-ups

Length of Make-up

7 Meters

14 Meters

21 Meters

Length of Make-up

42 Meters


The BHS should be able to process the allocation of narrow body aircraft proposed to be residentwithin the weekly flight schedules. Baggage from narrow body aircraft shall be accommodated on noless than three discrete make-up positions potentially configured thus (IMPORTANT NOTE Uservariations will occur):

Single Scheduled

Narrow Body Outbound No of Make-up Length of Make-up

1 st/Business Class 1 Make-up 7 Meters

Economy Class 2 Make-ups 21 Meters

Single Charter

Narrow Body Outbound

Single Class

Ergonomics:

No of Make-up

3 Make-ups

Length of Make-up

28 Meters

Where it is envisaged that excessively heavy baggage will be transferred from the BHS to awaitingcontainers, there should be the provision of heavy baggage lifting equipment at the correct locations.

Baggage system interfaces with staff in the baggage hall should be ergonomically designed. Baggageoff-load levels within the baggage halls should be designed to be ergonomically suited to the localworkforce and should adopt best international working practices, such that the risk of off loadinginjuries should be minimised.

Baggage which has been sorted by the baggage handling system may be sent to a variety of makeup devices. The following devices and their locations are viable:

Type Location Comments

Lateral Baggage Hall Laterals are usually conveyors.

Chute Baggage Hall/Apron Can be used with free rollers.

Inclined Racetrack Baggage Hall Used where secondary sort needed.Free roller Baggage Hall/Apron Bag speed control required.

Powered & Free Roller Baggage Hall Not preferred due to entrapment possibility.

FULL CHUTE PHOTOCELLLOCATION

MAKE-UP LENGTH = X1 +X2NOTEX2>1Sm<3m

613


Figure U2-25: Lateral Presentation Length

Figure U2-26: Chutes Presentation Length

POWERED & FREE PLUS FREE ROLLERS

MAKE-UP LENGTH

Figure U2-27: Racetrack Presentation Length

BAGGAGE HALL RACETRACK(INCLINED OR FLAT)

X1

-4- 4-

MAKE-UP LENGTH = X1+ X2 + X3 + X4

NOTE X1 OR X3 > 2M TO ACCOMMODATEDRIVE MECHANISM

Figure U2-28: Powered & Free Plus Free Rollers

614



U2.IR1 Check-in System

Where there is a need to install back-to-back check-in facilities, then each check-in line shouldbe fitted with its own dedicated collector belt(s). This requirement can be relaxed wherepassenger queue depths would be compromised with the installation of dual collector conveyors.

Wherever possible the dual collector belts should be fitted with 2 x 90 degree belts at the tailend of the conveyors to aid system availability in the event of a collector belt failure. Therecommended maximum length of collector belt in isolation or within a series should be no morethan 15m. The maximum number of check-in desks in a single line feeding a single set of seriescollector belts should be 20. Where 20 check-in desks are provided in a single series line thenthese should be mated to no less than 4 series collector belts with reverse redundancy capability.

Check-in desk and islands should be configured in accordance with FIG. U2-17, though theprecise number of desks should be sized to the line throughput expectations. Each check-indesk should be fitted with three integrated conveyors to be entitled weigh/label/despatch, andas otherwise defined in clause U2.11.6.

The weigh conveyor can be replaced by a weigh scale only where terminal throughput for thedesign life of the system is expected to be less than 5 million passengers per annum: Theseparate despatch conveyor can be replaced by a combined label/despatch conveyor where itcan be demonstrated that that queue depth does not become compromised.

v.

U2.IR2 Collector System

At the point where each delivery line proceeds away from the check-in area the collector linesfeed the distribution system. Each collector line should have the ability to reach the distributionsystem from a minimum of two separate feeds. This requirement can be relaxed where thepassenger throughput in the terminal is less than 5 million passengers per annum for the designlife of the equipment. The collector conveyors behind the check-in system should incorporatedual window allocation — option 2 as defined within FIG. U2-19 where passenger throughputthrough the terminal exceeds 5 million passengers per pnnum.

U2.IR3 Distribution System

The baggage delivery system should run at the maximum permitted speed to ensure thatbaggage connecting times between check-in, the baggage hall and between connecting flightsare minimised. The baggage delivery systems should incorporate energy efficient operatinglogic which ensures systems are both operationally available and consume the least amount ofenergy as possible.

615



U2.IR4 Departure and Arrival Systems Sortation and RedundancyRequirements

System redundancy should be tiered according to the flow requirements and the type of conveyingsystem being adopted, as well as the level of contingency planning provided by the airport.

The sortation and redundancy requirements of Category A. B and Ç baggage handling systemsshould be observed in accordance with clause U2.1

Aside Note: The failure of a single DCV cart shall not constitute a system failure as the DCVcart can be taken out of service while the DCV system is still in operation. If the DCV cart failurecannot be fixed off-line and consequently disables the DCV track system to extent that baggageflow is essentially stopped, then this would constitute a DCV system failure.

U2.IR5 Baggage Make Up Preferences

The airport users should be consulted via the ACC working groups to ascertain the baggagehandling working preferences. The airlines should be provided with a list of the options togetherwith an up-to-date heaith and safety report detailing the recommendations for loading andunloading baggage within the region of the airport. The health and safety report should beconducted by a specialist in manual handling regulations. The report should highlight the factsregarding the capabilities of the available space and availability of specialist equipment to aidlifting heavy baggage.

617


SECTION U3: TRANSFER SYSTEMS

U3.1 TRANSFER BAGGAGE SYSTEMS OVERVIEW

The processing of transfer baggage is actually more complex than that of originating departuresbaggage. The dilemma confronted by baggage handling designers is that transfer baggage may bemixed with final destination arrivals baggage, and may also not have a readable tag.

Airlines often load transfer baggage into aircraft in specifically dedicated containers, or within certainsections of the aircraft. This aids the identification of transfer baggage significantly by ground staff.A number of processes are required to be performed on transfer baggage before it can be connectedwith its outbound aircraft. These process requirements are defined within FIG. U3-1 below.

In practice, transfer baggage is off loaded from the aircraft as soon as possible and then processedin accordance with FIG. U3-1 below. Baggage which is sorted via an automatic sortation system willrequire bar-code/RFID labels to permit the automatic identification and sortation process. In additionto the labels it will also be necessary for the relevant information to be provided via DCS, FlightScheduling Systems (operator input and international/domestic communication), etc.

Figure U3-1: Transfer Baggage Process Map— Manual and Automatic Sortation

ContainerizedSingle

Connecting Flight

Containerized Multj

Connecting Flights

Non-containerizedSingle

Connecting Flight

-► De-contalnerizeEarly Bag

Store

. iH

rti

Make-upFlight

Same Airline

As Inbound

Containerize

Bags to

Aircraft---------w \

yMake-upFlight

Different

Airline

To Inbound

Loose Load

Bags to

Aircraftw

Non-

containerized

Multi Connecting

Flights

Hold BaggageScreening

AutomaticSortation

ManualSortation

Transfer Bags

Arrivals Reclaim

Transfer Desk

Check-in

Denotes option to rescreen bags which have excessively

dwelled

within the Early Bag Slore

Denotes option for Pax to collect bag from transfer reclaim and

re-check-ln (Mandatory in some countries)

U3.2 TRANSFER BAGGAGE RECONCILIATION

Airport baggage handling systems and operational protocols should be designed to ensure that holdbaggage should only be loaded into the hold if all of the following conditions are met:

(i) Passengers have provided acceptable passport identification at the boarding gate checkpoint.

(ii) Passenger hold baggage (if any) has been screened through a screening system which is inaccordance with the principles and recommendations defined within Section U11.

(iii) Passengers have provided a valid boarding pass.

(iv) Optional: Passenger Risk Assessment status dictates passenger and his or her hold and handbaggage is suitable to be loaded onto the aircraft.

FIG. U3-2 defines the high level data links and operational checks used in the processing of transferpassenger hold baggage.

Figure U3-2: Transfer Baggage Data and Operational Processing

INBOUNDAIRCRAFT

PAX. NAMES

DESTINATION IDOR CONNECTINGPAX. FLIGHT NO.S

TRANSFERCHECK-IN

[ PAX. NAME j

PAX. FLIGHT NO.

NO. OF BAGS

AT GATE - PAXACCEPTANCE POINT

PAX. NAME

PASSPORT

CHECKBOARDING PASSVALIDATION

OUTBOUNDAIRCRAFT

PAX. NAMES

DESTINATION IDOR CONNECTINGPAX. FLIGHT NO.S

NO. OF BAGS/PAXPAX RISK ASSESS

PAX RISK STATUS NO. OF BAGS/PAX

IBAGGAGEHALLMANUALCODINGPOINTBAGS INJECTED INTOBAGGAGE SYSTEM

3EPAX. PICKS UPTRANSFERBAGS FROMRECLAIM TAKESTO CHECK-INBAGS INJECTED INTOBAGGAGE SYSTEM

DeparturesControlSystem

MessagingSystem

STAFF / PAX OPERATIONAL INTERFACES

BAGGAGE HALLSITUATIONBaggage Handler Manually:■Reads Pax Name•Reads Destination Flight No.■Counts No. Of Bags•Recede Baggage - NEWTag Issued

TRANSFER CHECK-INCheck-in Staff:Enter•Pax Name•Destination Flight No.• ** Pax. Declares No. Of Bags In t

Transit OR• " Pax Enters transfer bagsfrom reclaim

•Boarding Pass Issued.

Gate Staff Check•Boarding Pass Validity.•Pax Name■Destination Flight No.•Total No. Of Bags In

IMPORTANT NOTE:BAG/PAX RECONCILIATION' ACTUAL BAGS/PAX

COUNT IN SYSTEM MUSTTALLY WITH DCS BAG COUNT& BOARDING PASS

IF NO PAX THEN NO BAG ONFLIGHT POLICY

In accordance with the Passenger Services Conference Resolution Manual, Resolution 739 —Baggage Security Control (Expiry Indefinite) states that:

"RESOLVED that, Members shall:

1. Endeavour to cooperate to develop common methods to ensure that for international flights theydo transport the baggage of passengers who are not on board the aircraft unless the baggageseparated from passengers is subjected to other security control measures.

2. Ensure that their non-Member handling agents follow the methods developed above."

The specific airlines Departures Control Systems (DCS) should be configured to communicate asappropriate and as necessary between connecting airlines to promote the intent of IATA Resolution739. The DCS should be used where possible with the baggage handling control system as a toolto determine if a passenger's baggage is authorized to be loaded and has been adequately screened.

Where permitted, transfer passenger hold baggage may be processed entirely in the baggage hallor may be deposited onto a transfer baggage reclaim unit (where in some geographical locations itshould then be reunited with the passenger). In this latter variant the passenger is then required tocheck-in their hold baggage again. All transfer baggage (international and domestic) should beprocessed through hold baggage screening equipment. Baggage is then sorted either manually orautomatically to an early baggage store or to the flight chutes, laterals, or departures racetracks.

Baggage is often loaded into the aircraft while passengers are being checked at the gate. It is thereforeonly at the point at which the flight is closed to passengers and baggage that full reconciliation of

Figure U3-3: DCS Data Table Example

PassengerName

DCS PassengerBoarded Status

DCS Check-in Bagto Pax Count

DCS Baggage Hall CountVia Manual or AutomaticSortation Bar-code

Miss W Yes 0 0

MrX No 1 1

Mr Y Yes 2 2

MrsZ Yes 2 3

Case Study Situation 1 — Flight Still Open

With reference to FIG. U3-3, and in the situation where the flight is still open, then only Mrs. Z willcreate a problem in that 3 bags have been allocated to her name in the DCS and could have beenloaded while only 2 bags were checked-in. Too many bags are potentially within the aircraft hold andall of Mrs. Z's bags must be removed from the aircraft and validated to get the correct bag count andbags-per-passenger ratio. Mr. X may be somewhere within the terminal but has not boarded theaircraft, this is not a problem at this instance. The table is constantly checked by a computer programuntil the flight is technically closed and where a final full analysis is done.

Case Study Situation 2 — Flight Closed

In this situation where the flight is now closed both Mrs. Z's and Mr. X's baggage should be removedfrom the aircraft.

U3.3 TRANSFER PROCESSING FACILITIES WITHIN THE BAGGAGEHALL

Where transfer baggage is processed within the baggage hall, it will need to have (where applicablein each case) adequate space for:

• De-containerization.

• Manual coding.

• Manual sortation and flight make-up.

• Injection into the automatic flight sortation system.

It is recommended that, where injection into an automatic sortation system is required, conveyorspeeds are not greater than 0.3m/s. This recommended injection rate will avoid aggressive bagsnatching as bags are loaded onto the conveyor. The conveyor itself should have markings to denotethe injection window size so that operators load within the correct injection window. This takes pressure


U3JR1 Transfer Baggage Processing

Transfer baggage should be processed in accordance with clause U3.1 and FIG. U3-1. Alltransfer baggage should be receded and allocated/communicated to the connecting passengerdata within the relevant Departures Control System(s).

U3.IR2 Transfer Baggage Hold Baggage Screening Status

Transfer baggage should only be loaded onto an aircraft if it has first been screened andsubsequently cleared through a hold baggage screening system of a design which is inaccordance with section U11. Transfer baggage which has a short connection time should begiven a priority route through the hold baggage screening system but should undergo normalscreening processes.

621


U3.IR3 Transfer Baggage Reconciliation

Once transfer baggage has been manually recoded it should then be 100% reconcilable to itspassenger owner. The baggage handling system should provide concise, accurate inventoriesto staff operators at check-in, at the gate, and within the baggage hall, to ensure that onlytransfer baggage which is accompanied by its owner is loaded onto the aircraft. Designersshould observe the requirements of IATA Resolution 739.

The use of hand held mobile bag tag readers coupled to DCS data is recommended for use onthe apron to aid identification of passenger baggage within the hold. Alternatively, active RFIDbag tags and receivers can be used if these tags are used by the airtines in question.

If a passenger fails to board a flight but his/her bag(s) have been loaded, then this status shouldbe relayed to the ground staff at the gate and ultimately the pilot before pushback occurs. Theunaccompanied bag should then be removed from the aircraft's hold.

If a passenger(s) has boarded a flight but the aircraft's hold bag count is greater than the sum ofeach of the individuai passenger's bag counts from the DCS, then all of the suspectpassenger(s)baggage should be removed from the hold and the anomalies assessed and rectified.

U3.IR4 Bilateral Screening Agreements

IATÂ, promotes the development and use of bilateral screening agreements /protocols betweennations. The bilateral screening agreement should ensure Compliance with the intent definedwithin ICAO Annex 17 Security — Clause 4.3.2. Where a bilateral agreement is in place thenthe Airport Operators in both nations should have full confidence in the screening equipment,screening processes and screening protocols in place to ensure, to the greatest extent possible,that only non threat transfer hold baggage is loaded into an aircraft. Either the nationalgovernments and/or the airport operators of both nations should endeavor to validate the securityintegrity of the bilateral screening agreements annually.

622


SECTION U4: EARLY BAGGAGE PROCESSES

U4.1 EARLY BAGGAGE PROCESSING — OVERVIEW

Early baggage arrives at airports from multiple sources. Typically early baggage processing is mostcommonly found in large international airports with large volumes of transfer flights. The dilemma forairlines and airports is how and where to systematically store baggage which has potentially arrivedor has been checked in up-to 24 hours before the flight (airport specific statistic).

Obviously, the airport and the airline would rather the passenger check their baggage within the usual2 or 3 hour window prior to departure time to enable them to process baggage in a 'just in time'fashion. When bags are checked in early they occupy space and also engender an added securityrisk to the airport and to the airline in question. The instant the bag gets into the baggage system itis the responsibility of the airline, in partnership with the airport operator (owner of the baggagesystem), to ensure that the contents of the bag are kept secure and ultimately delivered appropriately.Obviously the longer the bag is in storage the more opportunity there is for a problem to arise withthe bag. Also, the space occupied by the bag equates to a direct cost to provide that sortation/storagespace.

On the assumption that baggage must be stored in significant volumes for significant periods of time,the airport operator and the airlines are then confronted with the question of how best to store andprocess (sod) this 'early' baggage. The bulk of this early baggage will be transfer baggage whichshould be processed using the principles defined within Section U3. There are essentially two optionsavailable for processing early baggage and these are defined within subsequent clauses U4.2 andU4.3.

U4.2 MANUAL EARLY BAGGAGE STORAGE

Manual early baggage stores are used where early baggage input rates are < 250 bags/hour andwhere the total volume of early baggage is < 1000 bags in the storage area at any one time. Beyondthis criteria automated early baggage systems should be seriously considered. Sortation is usuallyby flight number as manual sortation by flight time is difficult to manage.

U4.2.1 Typical Manual Early Baggage Store Layout

Figure U4-1 is typical of a manually operated, early baggage storage facility linked to a potentiallylarger automatic flight sortation system. Fig U4-1 shows a holding area with a capacity of < 1000bags with the flexibility to move bags using conveying equipment between lanes A/B/C manually(though mechanically assisted) allowing flight or time sector selection as required. Fig U4-1 is arecommended solution layout for airports where input rates are < 250 bags/hour and where the totalvolume of early baggage is < 1000 bags in the storage area at any one time.

Alternatively, and depending on the volume of early bags, it is also possible to manually sort baggageon an appropriately designed open platform. This is also often done as a temporary measure and isnot recommended, as it can lead to the violation of screening protocols. Additionally, manual

Figure U4-1: Typical Manual Early Baggage Store

On-load

Early Transfer In-bound BagsHBS \

Process/

Flight \

Tag )

Reader/

Bags to

Open Flights

ST

Early Bags from Check-inNo Reads Coded

EarlyINotes:-

Denotes a Pusher Unitmanual!/ operated viapush button

Number of flight make-^p loading lanes

may vary according to flight schedule

J Manual

• Coding

Push Button Sort (Manual)

A B C

IffPLC

System

Flight Make-up ^C^"

Out-bound Bag Tugs and Dollies

c) Flight Make-up"

Flight Make-up t cj

U.............I - I TIME ORtRightAn^ I FLIGHT

SORT

I Secure(Flight 'B'|-^- Storage/

HoldingArea

Capacity

<1000Bags(Flight 'CJ-<-

r------

I ^4 —I 4Out-bound Bag Tugs and Dollies

Out-bound Bag Tugs and Dollies

U4.3 AUTOMATED EARLY BAGGAGE STORAGE

Automatic early baggage stores are used where early baggage input rates are > 250 bags/hour and/or where the total volume of early baggage being stored is > 1000 bags in the storage area at anyone time. Technically there is no limit to the amount of baggage that can be stored within an earlybaggage store, though it is uncommon for early baggage stores to exceed a 5000 bag storagecapacity. A large, sophisticated early bag store will typically provide the following functionality:

• Ability to sort early baggage automatically by flight number.

• Ability to sort early baggage automatically by time sector.

• Ability to route baggage to open flights on main sortation system.

• Ability to route baggage to Hold Baggage Screening where applicable.

• Provide adequate redundancy contingency in the event of single component failure.

The effective automatic early baggage store will be able to dynamically operate and switch betweenmodes of sortation (by time and by flight) to maximize the effectiveness of the early baggage sortationequipment.

IMPORTANT NOTE: It is important to ensure that if an early baggage system uses a tilt tray sorterto manage baggage flow, the sorter must be separate to any sorter used for true flight sortation. See

623


U4.4 TYPICAL AUTOMATIC EARLY BAGGAGE STORE LAYOUT

Figure U4-2 is typical (redundancy not shown) of an automatically operated early baggage storagelinked to a large sortation system.

The early baggage sorter can be either a linear drive unit (See Fig U2-21) or a Type 1 DCV (SeeFig U2-23). DCV units are particularly useful as they can have on-board cart intelligence which permitsthem to be more easily tracked and sort by flight and time sector simultaneously.

Figure U4-2: Typical Automated Early Baggage Store

' Ò\ On-load ' ]

Early Transfer Bags^>

Early Bags from Check-In —1

HBS \_iProcess''

Flight \

Tag

Reader/

^No

Manual

Coding

Coded

Early

ClearedScreenedOpenFlightBags

No Reads

Early Bag Sortation:Conveyors + PushersVerti-sortersOrConveyor + Verti-SortersOrDCV Type 1+Conveyors

OrDCV Type 1 Only

TIME Or FLIGHT SORT ^

Secure Storage / Holding AreaCapacity is > 1000 Bags

Flight 'A'j-

Flighl 'BJ -

Flight 'CJ -

Flight 'DJ-

Flight 'E'j.

Flight

'F 'L

Flight Sortation:Conveyor/PusherVerti-sorterOrTilt Tray SorterOrDCV Type 1OrDCV Type 2

To Open Flights:ChutesOrLateralsOrRacetracks

Lane Limit |—

Normally

< 30 Lanes h-

VFlight '?}■


U4.IR1 Manual Early Baggage Stores

Fig U4-1 is a genetically recommended early baggage system layout for airports where inputrates are < 250bags/hour and where the total volume of early baggage is < 1000 bags in thestorage area at any one time. Designers should consult with aidines for precise systemfunctionality requirements and determine the number of flight make-up positions on the groundthat maybe required.

■J

U4.IR2 Fully Automatic Early Baggage Stores

Fig U4-2 is a genetically recommended early baggage system layout for airports where inputrates are > 250bags/hour and where the total volume of early baggage is > 1000 bags in thestorage area at any one time. Designers should consult with airlines for precise systemfunctionality requirements and determine the number of flights and/or time sectors that mayberequired to be controlled/sorted.

_______________________________________________,___________________________________________________________-

SECTION U5: ARRIVALS BAGGAGE SYSTEMS

U5.1 ARRIVING BAGGAGE OVERVIEW

Inbound aircraft present arriving baggage which can be either final destination baggage only, transferbaggage only, or a combination thereof. Inbound aircraft will deliver arriving baggage which may alsobe containerized or un-containerized. Airports usually provide road infrastructure and arrival systemswithin the terminal which allows airlines to reunite arriving baggage with their respective passengersor permit the necessary connection of transfer baggage. Transfer baggage should be processed inaccordance with the requirements and recommendations defined within Section U3.

At the stand, the hold of the aircraft is opened as appropriate and the arriving bags are removed.The in-bound aircraft itinerary will usually identify sections within the hold which are attributed to mail,light cargo, final destination baggage and transfer baggage. This identification considerably improves(shortens) the connection time for transfer baggage without the need for manual sortation of baggageon or close to the stand.

Arriving BaggageDestination

Processing Point LocationOptions

Aircraft to Processing PointMovement Technologies

Arrivals BaggageProcessing.

Point B — Mid Field Pier InjectionConveyor connected to DCV orSorter. (Note this ultimatelyconnects to Point C below).Point C — Main Arrivals TerminalCarousels/Conveyors.

(i) Baggage Tug and Dollies;(ii) DCV Type 1 or Type 2;(iii) Tilt Tray Sorters/Conveyors(See Section U2)

Transfer BaggageProcessing

Point B — Mid Field Pier TransferFlight Make-up Point connected toDCV or Sorter. (Note thisultimately connects to Point Cbelow).Point C — Departures BaggageHandling System TransferBaggage Input Point.

(i) Baggage Tug and Dollies;(ii) DCV Type 1 or Type 2;(iii) Tilt Tray Sorters/ Conveyors(See Section U2)

The vehicular movement of arriving final destination and transfer baggage produces a high percentageof the total of airside traffic. Since this arriving and transfer baggage traffic is often completely fundedand managed by the airlines, it is in their interests to seek either efficient vehicle routes and/or beprovided with effective baggage handling equipment (which as an alternative can remove the needfor the majority of these baggage movement vehicles). With reference to Fig U5-1 and Fig U5-2, MidField Pier baggage injection points can, where economically justified, present a useful mechanismwhich ultimately can reduce the flow of baggage movement vehicles on the apron. The most commonand simplistic approach is for arriving baggage to be transferred from Point A to Point C entirely bybaggage tugs and dollies, though this not necessarily the best solution.

TERMINAL

BUILDING

ARRIVALS

HALL

Figure U5-1: Arriving Final Destination Baggage Processing

Arrivals (Final Destination) Baggage Processing.

...4__PIER

BProcessing Point 'B'Location Option:Mid Field PierCODED Baggage InjectionConveyors TO(ii) DCV Type 1 or Type 2(iii)Tilt Tray Sorters/Conveyors

Aircraft Point A to Processing Point BMovement Technologies:(i) Baggage Tug and Dollies

Processing Point 'CLocation Option:Main Arrivals Terminal

Aircraft to Processing PointMovement Technologies(i) Baggage Tugs and DolliesOR(ii) DCV Type 1 or Type 2;OR


NOTE:

Carousels are preferred

Passenger Interface Unit

Processing Point 'CLocation Option:Main Arrivals TerminalCarousel

PIER

MULTIPLEA/C

STANDSIt is recommended that where a DCV system has been selected for the departures baggage handlingsystems, in accordance with Section U2, that the baggage handling designer should also considerthe merits of the use of the same DCV hardware for the processing of arriving final destination orarriving transfer baggage between Points B to C.

Alternatively tilt tray sorters leading to conveyors can be used between Points B and C where thecase can be financially justified.

The diagram in Fig. U5-2 defines the routes and processing options available for arriving transferbaggage. Refer to Section U3 for further details on the processing of transfer baggage withininternational airports.

Figure U5-2: Arriving Transfer Baggage Processing

Arriving Transfer Baggage Processing

TERMINALBUILDING

DEPARTURESBAGGAGE

HALL

DEPARTURESBAGGAGEHANDLING

SYSTEMINCLUDINGHBS/EBS

(AS REQUIRED)

Processing Point 'CLocation Option:Departures Baggage HandlingSystem Transfer BaggageInput Point. (Manual or Direct Input)

Aircraft to Processing PointMovement Technologies:(0 Baggage Tugs and DolliesOR(ii) DCV Type 1 or Type 2;OR(iii) Tilt Tray Sorters/Conveyors

PIER

B


Processing Point 'B'Location Option:Mid Field Pier Transfer Flight Make-upPoint CODED Baggage Injection Conveyors TO

00 DCV Type 1 or Type 2(iii) TiH Trey Sorters/Conveyors

Aircraft Point A to Processing Point BMovement Technologies:(I) Baggage Tug and Dollies

PIER

MULTIPLEA/C STANDS

629


U5.1.1 Assessing Manual vs. Automatic Option Costs

The table below lists the various descriptions of the costs for manually or automatically processingamvals baggage between Points B and C as seen within Fig.'s U5-1 and U5-2. It should be notedthat the manual solution is often more expensive for airlines/ground handling agents to operate dueto the increased staffing requirements.

ProvisionDescription

MANUAL BaggageTugs and DolliesBetween Points A-C

AUTOMATIC Baggage Tugs and DolliesBetween Points A-B then DCV or Sorterto Point C.

Tugs Costs Applicable Applicable (Though Less Requiredbecause quicker turnaround)

Cost of Dollies Applicable Applicable (Though Less Requiredbecause quicker turnaround)

Cost to Provide TugDrivers

Applicable Applicable (Though Less Requiredbecause quicker turnaround)

Tug Energy Costs(Diesel or BatteryCharging Costs)

Applicable Applicable (Though Less Requiredbecause less vehicles)

Maintenance Costsfor Tug and Dollies

Applicable Applicable (Though Less Requiredbecause less vehicles)

DCV or Tilt TraySorter CAPEX Costs

Not Applicable Applicable

DCV or Tilt TraySorter MaintenanceCosts

Not Applicable Applicable

Baggage HandlingStaff Costs

Applicable Applicable (Though Less Requiredbecause quicker turnaround)

Total Costs

The costs associated with providing baggage handling staff, often on shift 20 hours a day, 365 daysa year (airport specific observation), for 15 years can be substantial, as can the cost to provide andmaintain DCV or Tilt Tray Sorter equipment for the same period. It will be essential to assess thetrue full costs taking into account not only the capital expenditure and running cost but also theoperational costs of both manual and automatic solutions.

The two main operational advantages with the automatic solution are that the baggage connectiontimes are usually improved and the airside traffic volume is significantly reduced.


U5.2 ARRIVING BAGGAGE DCV OR TILT TRAY SORTER INJECTION

Although it is not currently common practice to use DCV or sorters for inbound baggage processing,the financial and operational merits of using this baggage movement technology warrant closeinspection, as this is well proven technology.

Arriving final destination and arriving transfer baggage can be transferred to the arrival reconciliationdevices using either DCV or Tilt Tray Sorter baggage movement technology. A conveyor can be usedto process inbound baggage, though this is not recommended for larger airports and the technologyis very limited due to the tracking limitations of using a standard conveyor. Obviously to inject inboundbaggage onto a DCV or sorter means that the inbound baggage must be digitally coded so that theDCV or Tilt Tray Sorter can allocate the correct destination for the inbound bag; i.e. arrivals baggagepassenger reconciliation device — see clause U5.3, or transfer processing locations.

The most effective way to do this is to code baggage as it is loaded into the system at Point B, eitherin flight batches (preferred solution) or one by one as they are removed from the aircraft. The bagsare not allocated a new tag but are merely injected onto sorters with corresponding inbound flightcodes and tracked on the discrete DCV carts or sorter trays. The coded carts/trays then dump offthe bags at the correct output, whether it be a passenger reclaim reconciliation device or a transferprocessing point.

U5.3 ARRIVING BAGGAGE — PASSENGER RECONCILIATIONDEVICES

There are essentially two categories of devices available for the reconciliation of inbound passengerbaggage, these are:

(I) The Reclaim Unit

The reclaim unit (See Fig. U5-3) is a closed loop conveyor running at a constant speed, which shouldbe designed to function safely in the passenger environment with all the necessary mechanical and


Figure U5-3: Typical Reclaim Unit

PASSENGER RECLAIM UNIT

(INCLINED OR FLAT)

Passenger Arrival - Final Destination / Transfer Baggage Pick Up Area

Processing Point 'C(i) Baggage Tugs and Dollies InputORfjf) DCV Type 1 or Type 2 InputOR(iii) Tilt Tray Sorters/Conveyors Input

632


The required presentation length of the reclaim will be dependent on the following variables:

• Passenger arrival profile from piers (function of stand distance and passenger travel speeds).

• Baggage delivery profile from aircraft (function of stand distance and baggage movementtechnology and speed employed).

• Bags to passenger ratio witnessed.

• Reclaim velocity (recommend speed >0.15 <0.3m/sec).

• Ability of passengers to identify and retrieve passenger baggage.

Aircraft Typeand Flight(s)Serviced

PassengerReclaimPresentationLength(X4,X5,X6)

Loader StaffReclaim BagLoadingLength (X2)

Com ments/Recom mendations

(1 Off) WideBody Aircraft

> 70m < 90m > 20m < 40m Upper limits should be used wherethe bag to passenger ratio are often> 1.5 Bags / Passenger

(1-2 Off)Narrow BodyAircraft

> 40m < 70m > 20m < 30m Upper limits should be used wherethe bag to passenger ratios are often> 1.5 Bags / PassengerUpper limits should be used wheretwo business type flights areallocated to a single reclaim.

In situations where more than two reclaim units are proposed, it is recommended that the arrivalsreclaim area be simulated using passenger movement simulation software (See Section F9.10.6.Number of Baggage Claim Units). This will allow the presentation length to be fine tuned to the precisecharacteristics of the arriving passengers profile and the arriving baggage profile, which all have apart to play in the effective dynamics of the arrivals area. The number of reclaim units required atany one time will be a function of the arriving flight schedule and will likely vary according to the timeof day and season.

633


(II) Free Roller Conveyor

The free roller conveyor is used for the processing of baggage at small airports, or at large airportsalongside reclaim units, where the roller conveyor is used for the processing of sizable volumes ofoversized baggage which needs to be reconciled with the passengers. These units are not favoredby passengers or airports, as they are not the most effective use of space and require suitableentrapment guards and safety supervision when in use. Under no circumstances should poweredrollers be used. The only merit with this device is that they are usual for accumulating smaller volumesof oversized baggage.

U5.4 ARRIVAL SYSTEMS CONTROL DESK

The arrivals reconciliation reclaims should be actively monitored and controlled by operational staffto ensure that reclaim units are energized and de-energized safely and correctly. The arrivals controldesk should be able to see all reclaims adequately, either directly or via CCTV provision so that inbusy times the safe operation of the reclaims can be maintained.


U5.IR1 Use of DCVs for Arriving Baggage

It is recommended that where a DCV system has been selected for the departures baggagehandling system, in accordance with Section U2, that the baggage handling designer shouldalso consider the merits of the use of the same DCV hardware for the processing of arrivingfinal destination or arriving transfer baggage between Points B to C, as defined within Fig. 'sU5-1 andU5-2.

V__________________________________________________________________________________________________________________________________________________________________________________________________________________________J

U5.IR1 Reclaim Units And Free Roller Conveyors

Passenger reclaim units are the recommended technical solution for the reconciliation of'Standard Gauge' (refer to clause U1.2.2) baggage. Reclaim conveyors should have a velocity \of between >0.15m/s to <0.3m/s.

Oversized Baggage (OB) Conveyable (refer to clause U1.2.2) should be reconciled withpassengers using straight free roller conveyors.

U5.IR1 Reclaim Area Simulations

In situations where more than two reclaim units are proposed, it is recommended that the arrivalsreclaim area be simulated using passenger movement simulation software (See Section F).This will enable the airport designer to fine tune the reclaim sizes, refine the architectural features

I


SECTION U6: CONTROL SYSTEMS

U6.1 INTRODUCTION AND DEFINITION

In this context control systems are defined as the equipment and software that provides for theoperational control of baggage handling equipment. This article details the factors of a control systemdesign that are considered industry best practice.

U6.2 SYSTEM CONCEPT

U6.2.1 Hardware Choice

It is universally accepted that control systems should be based on the use of programmable logiccontroller (PLC) technology. PLCs provide a proven and reliable means of meeting controlrequirements across many industries, and baggage handling is no exception.

At the onset, a decision needs to be made concerning the PLC system selection. A number of factorsshould influence this, such as:

• Spares holding.

• Familiarity maintenance and supplier.

• Standardised software.

• Inter networking.

U6.2.2 Control Architecture

Having selected the PLC system, the control concept then needs to be selected. Increasingly acentralized control via distributed I/O has become best practice. In this way the advantages of acentralized co-ordination of control activities together with the advantages of a distributed

Figure U6-1: Schematic Arrangement of Distributed I/O System

Main

Panel

636


In this approach a PLC is selected to control a part of the system consistent with the controlrequirements, the PLC's capabilities, and the system availability. Local control panels containingmotor controls, local operator controls and an I/O module are located adjacent to each piece ofequipment. Vendor independent networking standards such as the Profibus Field Bus support thisapproach, with high speed robust communication supported by many vendors of PLC and I/O alike.

This modular approach can be adapted to fit most standard control requirements, with a selection ofas few as five different standard designs for a local control panel (all based on the same concept).One variant is illustrated in Fig. U6-2, below.

Figure U6-2: Sample Control Panel Configuration

PLCSystem

Area ContraiPanel

□___E

Profibus

I/OProfibusTo RS232

DC

FieldDevinQe

FieldDevices

Con"-Scan

Controller

i cannery

tea Scanner fca| Scanner]

Scanner [a| Scanner]

MotorControl

Sce Scanner pa|

Scanner |

Scanner [~|

This approach delivers advantages in terms of reduced installation time, since pre-assembly andwiring can be carried out before arriving at site (with site based activity only requiring network, powerand a limited number of interlock connections). This approach also delivers a superior maintenanceregime in that all required controls for maintenance purposes are located adjacent to the item ofequipment. Finally, the approach is very modular in that the addition of new equipment requires onlya new local control panel and limited interconnections. It also simplifies the addition of further controldevices such as photo electric cells that may be required after the initial installation is completed.

Due to vendor independence this emerging standard is also likely to facilitate vendor independenceat the baggage equipment supplier level, providing a few standards are set such as the selected fieldbus.

U6.2.3 Software Approach

For similar reasons to the initiatives for a standardised concept in controls hardware, there is a similardrive towards standardisation of control software. Firstly, the IEC 1131 standard has emerged as arecognised standard for the way in which PLC software is written. Adhering to this standard meansthe PLC software follows more uniform concepts and becomes generally simpler to maintain for thoseother than the original developer.

In addition, the best practice software approach has been to modularise software such that a re-usable set of libraries is generated. This allows a new baggage control system software requirementto be generated primarily using standard, proven software modules. In this way only small amountsof software, necessary to link the individual functional modules as required by the particular system,need to written. This minimises implementation risk and again significantly aids the maintainability ofthe delivered system.

U6.3 COMMUNICATIONS

Although the primary purpose of a control system is obviously to control the equipment, in doing sosignificant amounts of data regarding the operation of the equipment or system is also generated.Such data may be instantaneous status or fault information, but may also be longer term data suchas throughputs.

These types of data needs to be communicated to systems other than the PLC systems, where itcan be used effectively for operational support and decision making purposes. This requires supportof communications standards to allow the data to be used elsewhere. The de facto standard acrossmost industries is the TCP/IP protocol, which forms the backbone of the internet. Because of its verylarge vendor independent uptake it has come to form a standard supported by the vast majority ofmanufacturers. This is also true of PLC systems.

Current best practice is clearly that the PLC systems which form a control system are networkedtogether using TCP/IP over an ethernet network. Although it is still necessary to have implementationsof vendor specific protocols to allow full communication, TCP/IP on ethernet commonly forms theinterconnection basis for control systems and their supervisory IT systems.


U6.IR1 The following summarizes th© IATA recommendations from above

• PLC Based Control System.

• Centralized Control with Distributed I/O architecture.

• Vendor Independent Field Bus Technology.

• IEC 1131 Compliant Software.

SECTION U7: MANAGEMENT INFORMATION SYSTEMS (MIS)

U7.1 INTRODUCTION

Management Information Systems or MIS for short is used to describe many widely and variedfunctions pertaining to baggage handling systems. This article aims to cover the specific functionswhich reside under the umbrella term MIS, together with some recommendations.

U7.2 MIS FUNCTIONS DEFINED

This section describes the basic components that generally form part of an MIS system.

U7.2.1 Maintenance Diagnostics System

The Maintenance Diagnostics System (MDS) has become the common term for a system whichprovides real time monitoring and display of the systems status and faults and usually allowssupervisory control to the extent of allowing MIS operators to start and stop systems, make routeselections etc.

The generic software package used to build an application specific MDS has generally been knownas a supervisory control and data acquisition (SCADA) system. For these reasons MDS systems areoften known as SCADA systems. Apart from collection of real time information, these systems willoften collect historic and trend information that is useful for the management of the baggage

U7.2.2 Information System

The general term information system is used here to cover the varied ways that historic informationabout the baggage system, usually found in the MDS system, is collected stored and used.

This level of data may be characterized as collecting information such as system throughputs, detailedfault statistics, and other system performance data. It's generally used to set key performanceindicators in the form of defined measurements that allow the baggage system performance to bemeasured against meaningful targets.

Flexible analysis of this type of data can also be a very useful tool in investigating performance relatedand other issues to allow further optimization of the system.

Such data can vary widely depending on the make up of the baggage system, any service levelagreements (SLAs), management methods, etc. For this reason there has generally not been aspecific software package designed to meet these requirements; the most common solution is adatabase system of a level appropriate to the volumes of data and the required analysis methods.

U7.3 MIS FUNCTION CONSIDERATIONS

This section suggests some considerations when selecting MIS system requirements.

U7.3.1 Maintenance Diagnostics System

There are many well established software packages in the market place which define the systemspecific requirements for:

• Data transfer with pics.

• Animated graphical system layouts based on PLC data.

• Logging of Historic Data.

• Display of fault messages.

• Drawing of data trends.

These represent the standard functions of a SCADA software package and allow non softwareengineers to configure an application using fill in the blank and simple drawing techniques.

An application may require some specific features of a SCADA package in addition to the basicfeatures that all such packages provide. Such additional requirements should be defined and shouldbe one of the key considerations in selection of the package.

Figure U7-1: Schematic Arrangement of Multiple Systems

MDSAll Systems

MDSSystem A

MDSSystem B

MDSSystem C

It is often a requirement at larger airports, where there may be more than one distinct baggage facility,that the MDS systems can be linked together to provide the advantages of an overall supervisionopportunity. This type of integration is generally far more easily achieved when the software packageused for each area is the same, and should therefore be a significant factor in software selection.

A strategy for enhanced system availability should also be considered. This would typically consistof a hot standby system which remains in operation, and which is capable of taking over automaticallyfrom a failed master system. There are however a number of means to achieve enhanced availability— a number of which are package specific. All of this suggests that the requirement for back up inthe event of failure needs to be considered and measured against the provisions of any selectedsoftware package.

Many SCADA packages provide the means of adding additional user workstations to allow multiplepersonnel to access the MDS functions. These might range from additional full network workstationsto some additional software to allow any computer to be used over a dial up or internet connection.Again, the requirements in this respect will give additional guidance in the selection of an optimumapproach.


U7.3.2 Information System

The selection of the approach chosen for the information system will depend on many factors, such

as:

• Anticipated volume of data.

• Report generation capabilities required.

• Data manipulation requirements.

• Data integrity.

Solutions at this level vary from a simple spreadsheet through to a full relational database managementsystem (RDBMS). Both are valid approaches depending on the requirements of the application.

Generally the data that is sourced for an information system will come from the MDS system if it isbaggage system operational data. Often data is also required to be sourced from the sort allocationcomputer (SAC) in order that baggage data can be added to system data. Other forms of input suchas a manual interface with other systems may be required to complete the data set required formanagement information. The first step is obviously to define the data required in this respect andwhere it will come from. The selected approach for the information system must then account for itsability to interface with the defined data sources.

The requirement to define standard reports which can be easily produced should be consideredtogether with any need to have them automatically produced. This will be a factor in selection of theapproach.

It is often beneficial to have a tool which allows new ad hoc reports to be easily configured. This typeof mechanism allows the larger volumes of data acquired to be processed to provide meaningfulinformation — without having to manually analyze large volumes of data. Data manipulation alsoimpacts this selection criteria. Each potential approach is likely to offer tools for data manipulation;these need to be considered for their flexibility against the intended use.

The availability of skilled resources also needs to be considered as some approaches do not requirehigh degrees of computer literacy, whereas others, although probably more flexible, require significantcomputer knowledge.

In view of the cost reduction over recent years, and the availability of such software for PC platforms,the relational database management system has become the most popular approach. This approach

641



U7.IR1 MIS Recommendations

The following defines the IATA recommendations for MIS.

• In Selecting an MDS System consider:

—Required features.

—Software standardization.

— Integration with other facilities.

—Required availability.

s?T= Number and format of displays

• In selecting the information system approach consider:

—Anticipated volume of data.

—Report generation capabilities required. ò

—Data manipulation requirements.

—Data integrity.

—* Interiaces with other systems for data collection.

— Available resource skills.

Consider RDBMS systems for information management and reporting.

________

---------

SECTION U8: OVERSIZED BAGGAGE

U8.1 OVERVIEW

The quantity of oversized baggage at airports can be substantial, and therefore the systems thatprocess them needs to be proportionally sized and correctly positioned. It is important to note thatall baggage, including oversized baggage, should be screened in accordance with the requirementsof Section U11. Oversized baggage comes in two distinct categories: (i) conveyable and (ii) Nonconveyable. Refer to section U1 for terminal-specific baggage size clarification in this regard.

The proportions of conveyable and non conveyable baggage will vary, and each airport operationwill have its own profile which should be established before proceeding to design the oversizedbaggage facility. It is important to design flexibility and operational convenience into the oversizedbaggage system for the airlines and their passengers.

A passenger will, in most cases, present themselves at the standard gauge check-in facility, even ifthere is clear signage close to the passenger queue to direct them to the oversized baggage check-in facility. The reality is that passengers with oversized baggage will likely queue in standard gaugepassenger lines until directed to oversized baggage processing areas.

Oversized baggage needs to be weighed and baggage tags (Bar-code/RFID) need to be affixed tooversized bag. It will be important for the oversized check-in desks to be fitted with computer peripheralswhich will allow each participating airline user to access their respective Departures Control System(DCS) software.

Figure U8-1: Oversized Baggage Processing

-► Denotes Oversized Baggage Conveyor Route or Bag Walk Route

U8.2 MANUAL DEPARTING OVERSIZED BAGGAGE PROCESSING

Position of hardware: Having established the manual processing requirements for oversizedbaggage, the hardware identified below should be positioned within the concourse area such thateach participating airline user can equally access the facility, and such that the distance to the facilityfrom the participating airlines is equally distributed where practically possible. Please refer to FIG. U8-1.

Hardware requirements: Check-in Desks with DCS Access/Bag Weigh Scales/Lifts (where levelchanges are required) / Tugs/Dollies/Oversized Hold Baggage Screening Area/Flight make-up Area.

U8.3 AUTOMATED DEPARTING OVERSIZED BAGGAGE PROCESSING

Position of hardware: Having established the automatic processing requirements for oversizedbaggage, the hardware identified below should be positioned within the concourse area such thateach participating airline user can equally access the facility and that the distance to the facility fromthe participating airlines is equally distributed where practically possible. Please refer to FIG. U8-1.

Characteristics of Oversized Baggage Conveyor Routes:

• The conveyor routes should be designed such that they are as straight and as flat as possible.

• Belt Widths should be > 1.5m.

• General Maximum Conveyor Characteristics (unless specified within U8.3) should align withClauses U2.2, U2.3 and U2.5.

• Where powered belt bends must be used they should have a bend radius of > 1.775m as definedwithin Clause U2.9.2.

• Inclines and declines should be < 16 Degrees for Oversized Baggage Routes.

Hardware requirements: Check-in Desks with DCS Access / Bag Weigh Scales/ Delivery ConveyorsBetween Check-in and Baggage Hall / Oversized Hold Baggage Screening Area/Flight make-up Area.

U8.4 ARRIVING OVERSIZED BAGGAGE

While the volume of arriving oversized baggage can be equally significant as departing oversizedbaggage, it is usually not practically feasible to provide automated arriving oversized baggage conveyorsystems, though it can be done. The baggage designer should assess the advantages anddisadvantages of providing an automated facility, and if applicable and desired by the airlines applythe requirements defined within Section U5. It should be noted that arriving oversized baggage



U8.S1 Oversized Baggage Data Acquisition

The proportions of conveyable and non-conveyable baggage will vary, and each airport operation'ill hw. itsyovm.dàta profile which should be established and fully understood by pre baggagehandling designer before proceeding to design the oversized baggage facility. 'till j|:

U8.1R2 Automatic Oversized Baggage Proci

Where the volume of oversized departing baggage is > !0%Wthe total volume of departingbaggage being processed, then the airport should consider providing an automatic oversized

iling system in line with clauses U8.3 and U8.4, ahd'with manual I________________________________" __^y

645


SECTION U9: SORT ALLOCATION COMPUTER (SAC)

U9.1 INTRODUCTION

Sort allocation (SAC) system is a generic term describing the various baggage IT systems associatedwith bag routing and tracking. It is based on the IATA baggage license plate and baggage messages.IATA recommended practices (RPs) 740 and 1745 respectively apply. This article provides somegeneral operational description of such systems together with general good practicerecommendations.

U9.2 SAC FUNCTIONS DEFINED

This section describes the basic functions that generally form part of an SAC system.

Figure U9-1: Sac Context DiagramBSM Airiine

t^BS

MLPC ► DCS BPM

MISStatus

RSM "BSM

BPM\L i r

MessagefDistributi

Transfers

Screening

SAC

FLTFlight

Information

Chutetk > Chutes

AllocationPLC

I I I I I H I I I M i l l

Sorter J

I f l l l l l l l l l l l l M I I I

BP

Remote BagManagement/Reconciliation

The SAC system process starts when a passenger checks in. Through this process the check-inoperator makes entries to the airline's departure control system (DCS). The DCS deals with manyaspects of the check-in process, one of which is to produce a license plate code. The license platecode is a 10 digit number which is printed onto the baggage tag in the form of a human readablenumber and a bar code. This code is detailed in IATA recommended practice number 740. The DCSalso generates a message known as the baggage source message (BSM), in accordance with IATARP1745.

The BSM is passed onto the SAC system (among other systems). The BSM contains a selection ofinformation, part of which is the flight number and the license plate code, which enable the SACsystem to match a bag to a flight. The SAC system also requires some means of acquiring the flightschedule, such that it has details of all departing flights. In addition it needs a means to acquire ordefine an allocation of make up chutes or laterals within the baggage system to the departing flights.This mechanism allows the SAC system to translate the flight number which is gains from the BSMinto a make up destination for the bag.

Figure U9-2: SAC Sorting ProcessDCS/Message Flight Chute

Distribution Information

Allocation

The sorting process is therefore as shown above. A bag's license plate is read from the bag withinthe baggage system via a bar code reader (BCR). Generally the bar code reader would be connectedto a PLC control system, which is responsible for conveyor control and bag tracking on the conveyors.The bag's license plate is therefore passed to the PLC. The PLC is in turn connected to the SACsystem (the PLC therefore provides a license plate code to the SAC system). The SAC system, usingthe mechanisms described above, can then determine which make up the bag should go to andreplies to the PLC with this destination. The PLC system can then route the bag accordingly.

SAC systems are also often called upon to manage early bag stores with management methodsdetermined to suit the form of store. As a minimum the SAC system is usually required to track bagswithin the early bag store (EBS) and determine when they should be retrieved from the store to go

U9.2.2 Message Distribution

BSM messages are generated by the airline DCS. In a terminal or airport it is usual to have manyairlines operating. This will typically require that the SAC system interfaces with each airline's DCSin order for it to receive BSMs for the airlines bags and sort them on this basis. This situation canbe further complicated by the variety of destinations that BPM messages may need to go to. A solutionto this problem taken up by many airports is to use a message distribution system.

Figure U9-3: Message Distribution

The diagram above illustrates how the message distribution system can significantly simplify therequired connectivity between SAC DCS and other systems. This situation gets more complicatedwhen other baggage systems, at the same airport and with their own SAC, are considered.

Message distribution systems simplify the interconnectivity between these systems. They also providealgorithms for filtering messages based on their contents to ensure that only the right messages getto the right place. When transfer systems are considered, the issue of filtering becomes even moreimportant. If message filtering and routing is not implemented then each system is likely to need tohandle significantly more messages than it actually needs. This is due to it receiving messages forbags that will never pass through the given facility.

Message distribution is generally a function provided by another computer system outside the scopeof the SAC system.

U9.3 SAC SYSTEM CONSIDERATIONS

This section suggests some considerations when selecting SAC system requirements.

U9.3.1 Sorting Function

The sorting function appropriate to the airport must be considered to establish on which basis thesort will be conducted (i.e. simple flight number or more complex combinations). This will involveconsideration of the number of planned make up positions and flight schedule considerations.

Handling of early and late bags should be considered to determine whether different handling isrequired or appropriate.

The speed of the sorting function within the SAC is often very important since bag bar codes areread while the bag is moving. There is generally a time between the bar code reading point and thefirst route decision within the sort process. The time the SAC system takes to process the licenseplate code is important. A general guide for this time would be a worst case of 1 to 2 seconds.


á------------------"-----------------w — • >

U9.IR1 The following defines the IATA recommendations for the instancesthat a SAC is required.

Consider the implementation of the following points when planning and implementing a SACsystem:

• Bag sorting function requirements.

• Bag tracking requirements.

• System availability.

• MIS system interíace.

• Reports required.

• Chute allocation.

• Chute monitors.

• Manual bag coding.\__________________________________________________t________________.______________________:____________y

SECTION U10: BAGGAGE HALL DESIGN

U10.1 BAGGAGE HALL FUNCTIONS

The airport baggage handling hall can be located within the main departures terminal building or canbe a remote facility linked by connecting conveyor/DCV/Tilt Tray sorter devices. Irrespective of wherethe baggage hall is it will need to accommodate key functions and have certain characteristics whichwill enable the baggage hall to operate both effectively and safely.

The following functions should be accommodated by most baggage halls, though variations will occurdepending on the size and complexity of the airport:

• Hold baggage screening (HBS) operations.

• Flight sortation equipment and operations.

• Flight sortation staff operations.

• CCTV provision where deemed necessary (HBS areas and manual interfaces).

• Tug charging operations (optional as separate facility).

• Tug/dollies/containers pending flight make-up.

• Tug/dollies/containers storage (optional as separate facility).

• Staff rest room and locker facilities.

• Sortation allocation control room facilities.

• Early baggage store — where operationally required (optional as separate facility).

• Access control.

U10.2 BAGGAGE HALL ENVIRONMENT

It will be important and indeed mandatory in most countries to create a safe working environment forauthorized baggage hall staff. The following criteria should be used when designing baggage hallsin the absence of national legislation. If national legislation does exist which may be different to theIATA standard listed below, then the higher more onerous standard should be adopted in areas oftechnical standard conflict or ambiguity.

Lighting Levels: All baggage hall areas should be illuminated to achieve 500 LUX (loading dock asreference plane) with the exception of the bar-code reading stations, which should illuminated toachieve < 300 LUX (conveyor belt /sorter as the reference plane).

Noise Levels: Baggage handling equipment and operations are inherently noisy. It is however possibleto select baggage handling equipment which will run more quietly than other variants. Baggagehandling designers should aim to select baggage handling equipment which runs as quietly as possiblewhen balanced against operational objectives. The final installed facility should, when operational,have an ambient noise level of < 68 dB(A) over frequency range of 60-8000 Hz when measured ata point 1 m from any operational baggage handling conveyor/sorter/DCV device. The sound profilesfrom loading baggage from conveyors to dollies and the movement of tugs and dollies generallyshould not be considered in the measurement of the ambient noise level.

Baggage handling equipment should be fitted with anti-vibration mountings to absorb and dissipatevibration and thus remove any resultant sound signatures.

Ventilation: Baggage handling equipment (conveyors, sorters, DCVs, vehicles, computing equipment,power distribution cabinets, X-ray machines, etc.) all dissipate heat, and so do all the workers thatoperate within the environment. This heat energy level needs to be controlled and comfortable witheffective temperatures and ventilation rates achieved. The following recommended parameters should

Internal DesignCriteria

Design Air Temperature °C Humidity% Saturation

Ventilation RateBaggage Hall VolumeAir Changes Per HourSummer Winter

Baggage Hall(Battery Tugs)

24 18 60 > 5

Baggage Hall(Diesel Tugs)DIESEL TUGSARE NOTRECOMMENDED

24 18 60 > 10Depending on TugUsage-CarbonMonoxide and NitrousOxide Levels to bemade safe for BaggageHall Staff

U10.3 BAGGAGE HALL CLEARANCES

The baggage hall will need clearances for maintaining baggage handling and building equipment.The vehicles will also need clearances. The following tables define these recommended clearancesin each case. Maintenance clearances should also be paid attention to, and the baggage handlingconveyor/sorter/DCV equipment should wherever practically possible be accessible from both sides.See Fig. U10-1. The distances defined in the table below assume all guarding systems are fitted:

MaintenancePersonnel ClearanceDescription

Plan Width (M)(X1)

VerticalClearance

(Y1)

Comments

A) Conveyors Units > 1m < 1.5m > 1.8m < 2.1m 1 m (X1) Clearance IsGeneral Requirement EitherSide Of Conveyors. 1.5mRecommended At DriveLocations On One SideOnly

B) Sorters/DCV > 1m < 2m > 1.8m < 2.1m Variations Will Occur SeeManufacturer Specifications

C) All Other SupportConveying EquipmentHardware.

> 1m < 2m(Refer toEquipmentSpecifications)

> 1.8m < 2.1m Variations Will Occur SeeManufacturer Specifications

Figure U10-1: Typical Cross Section Through Baggage Hall

(with Mezzanine)

Vehicle ClearanceDescriptionPlan Width (M)Vertical

ClearanceCommentsPassing Lanes(X2)> 2.5m <3m(Unless SpecifiedBy Local AirlineUser Group)(Y5)> 2.43m (UnlessSpecified By LocalAirline UserGroup)Passing Lanes ShouldWiden On BendsParking Lanes/AreasFor BaggageLoading/Un-loadingActivities(X3)> 2.5m < 3m(Unless SpecifiedBy Local AirlineUser Group)(Y6)> 3.2m (Rigid Bi-Fold ContainersDoors)Dimension (Y6) May BeRelaxed To > 2.43mWhere ONLY fabriccontainer doors are used.Make-Up DocksWhere Containers

Are Opened(X4)> 0.9m < 1.2m(Y2)

> 0.1m < 0.2mDimension (Y2) IdealHeight Is 0.15m

Note: All Dimensions Should be Verified with Participating Airlines.

U10.4 BAGGAGE HALL HEALTH AND SAFETY

Each airport and airline should assess the following criteria using a health and safety advisor whendeciding if baggage movement mechanized device(s) maybe required:

• Magnitude of the typical baggage loads being moved per baggage loader/un-loader.

• Frequency of actual baggage movements per baggage loader/un-loader.

• A measure of the typical ability of baggage loaders/un-loaders to be able to pick up the actualbaggage.

It is essential that baggage is not lifted but is moved from an initial higher height to a lower finalheight (refer to dimensions Y3 and Y4 within Fig. U10-1), and that the human body is not performinga twist operation during the baggage moving process. The baggage Forces and Moments exertedon the human body during the typical baggage movement process can be substantial, it is for thisreason that the distance between conveyors/laterals/chutes/racetracks and the containers needs tobe controlled using loading/unloading docks (refer to dimensions X4 and Y2 within Fig. U10-1).

Where Oversized Baggage is moved by baggage handlers, mechanized assisting baggage movementaids should be provided to a design and operational protocol approved and agreed by both the localhealth and safety advisor and airiine(s) heath and safety representative.

Loading docks are also required as a protection device and should remove the possibility of baggage


U10.IR1 Functional Requirements

The baggage handling designer and Architect should consider and agree upon the functionalrequirements of the baggage hall with reference tp the '.*ser requirements brief defined withinSection U1 and Section U10 Clause U10. 1 .

UiO.IRi Baggage H II Environment

The baggage handling designer and Architect should adhere to -ggage <w environmentrequirements defined within Clause U10.2.

U10.IR3 Baggage Hall Clearances

The baggage handling designer and Architect should adhere to the baggage hall clearancesdefined within Clause U10.3.

U10.IR4 Baggage Hall Health and Safety

The baggage handling designer and Architect should adhere to the baggage hall heath andsafety recommendations defined within Clause U10.4 plus any national legislation in this regard.

\^ - * * * - - - - ; __________________________^____ ^ _________________

SECTION U11: HOLD BAGGAGE SCREENING

U11.1 ICAO POLICY

ICAO Annex 17, Security, and in particular Chapter 4 Clause 4.4 'Measures relating to hold baggage'defines the high level requirements for the screening of passenger hold baggage. The term HoldBaggage Screening is often referred to as HBS, and more recently has taken the form of 'EDS',though this actually means Explosive Detection Systems {which relates to the types of equipmentused within HBS processes). There are two recommendations made by ICAO which relate to HBSprocesses, these include:

ICAO paragraph 4.4.9 Each contracting state should establish measures to ensure that originatinghold baggage intended to be carried in an aircraft engaged in international civil aviation operationsis screened prior to be being loaded into the aircraft.

ICAO paragraph 4.4.10 Each contracting state should take necessary measures to ensure thatunidentified baggage is placed in a protected and isolated area until such time as it is ascertainedthat it does not contain any explosives or other dangerous device.

It should be noted that ICAO Recommendation 4.4.9 will become a Standard on 1 January, 2006.

U11.2 IATA HBS POLICY

IATA endorses the use of the ICAO Annex 17 security standards and all recommendations. IATArecommends that the following categories of hold baggage should be 100% screened using theprinciples and equipment variants defined within clause U11.3 within this section:

• Originating international departures hold baggage.

• Originating domestic departures hold baggage.

• Transfer international hold baggage.

• Transfer domestic hold baggage.

It is recommended that the process to screen all hold baggage should be made completely apparentto all departing passengers using appropriately positioned signage. The precise machine types,models and processes used in the HBS process should not be communicated to passengers orpersons within the terminal in any way.

U11.3 RECOMMENDED HBS PROCESS FOR NEW HBSDEVELOPMENTS

There are various techniques and locations for screening hold baggage within airports. It is possibleto screen baggage (i) on the concourse in sterile areas; (ii) within the check-in desks; (iii) immediatelyafter check-in though still on the concourse level; (iv) within the terminal building voids leading to thebaggage hall; (v) within the baggage hall; and (vi) at the gate, where screened baggage is then sentto the apron for local flight make-up.

IATA recommends that all HBS activities (excluding Level 5 status baggage disposal) are completedwithin the confines of the baggage hall in centralised screening facilities.

1)113.1 Recommended 5 Level HBS Process

IATA recommends the use of a 5 Level HBS process for the screening of all baggage types as definedwithin clause U11.2. The following matrix explains the definitions of the screening levels and thealternative routes available upon exit from the various levels of screening. It is envisaged that at abusy international airport 1 in 50 million bags processed will require bomb disposal services. This 1bag in 50 million bags indeed may not contain an explosive device but must be processed as if it does

HBS LEVEL # Definition of ScreeningWithin Level

Cleared BaggageDirected to: (Target %of Baggage)

Reject Baggage Directedto:

1 Fully Automatic ExplosiveDetection System (EDS) —inline X-ray Machine.

Automatic or ManualBaggage SortationSystem(70% of Total Flow)

HBS Level 2(30% of Total Flow)

2 Staff Operated X-rayScreening image Processorworkstation using enhancedImage Processing software.(Notes Level 2 images areobtained at Level 1 EDS

Automatic or ManualBaggage SortationSystem(25% of Total Flow)

HBS Level 3(5% of Total Flow)

3 CT X-Ray MachineOrStaff Operated ElectronicTrace Detection (ETD)System.(NOTE Level 2 reject Imagereplicated at Level 3 position

Automatic or ManualBaggage SortationSystem(4.8% of Total Flow)

Reconciliation of HigherThreat Status Baggagewith Passenger(0.2% Of Total Flow)

4 Reconciliation of ThreatBaggage with Passenger(Pax and Bag Brought toSpecial Area) Passengerasked to account for threatimage and ETD tracepresence concern.Passenger asked to OpenBag

Automatic or ManualBaggage SortationSystem(0.19999998% of TotalFlow)

Very High threat BaggageSent to Baggage BombDisposal Unit.(0.00000002% of TotalFlow)

5 (TERMINALEVACUATION

LIKELY)

Bomb Disposal Unit Called toDispose of Baggage whichcannot be reunited withPassenger

Bag Destroyed(0.00000002% of TotalFlow)

N/A

L2RejectedBaggage

L3X-

RayStandbyL3 ETD

U11.3.2 Recommended Equipment Configurations

It can be seen from Fig.'s U11-1, 2 and 3 that there are numerous arrangements possible for theintegration of 100% Hold Baggage Screening equipment. Fig.'s U11-1, 2 and 3 clarify therecommended high level flow filtration principle to be adopted for the various sizes of internationalairports. The fundamental design philosophy to adopt when designing hold baggage screening systemsis denoted by the following design stages:

Stage 1 — Confirm Peak Hour Rate for baggage to be screened in final design year for facility.

Stage 2 — Select correct number of EDS/CT/ETD equipment to cope with Peak Hour Rate.

Stage 3 — Add route and EDS machine capability (redundancy) to cope with planned or unplannedEDS equipment maintenance and compliance of Service Level Agreements (SLAs) negotiatedbetween airlines and the airport operator.

Stage 4 — Ensure that input and output routes from the HBS facility meet with the User Requirements

Figure U11-1: Small Airport Typical HBS Layout

A Typical Small Airport HBS Layout -

FromCheck-in

X-Ray TQ>\L1 Rejected

I 1 CipareclBa&gagc

1L2 Cleared

Baggage L3 ClearedBaggage

ToSo

rtation

A" W/Stn lil/Xl

FromCheck-in

RedundancyDynamic switchingL2 Redundancy■■

DenotesVerti

-Sorter

Denotes[DPI) DecisionPoint

L111L' ClturJX-

Ray1Sagrjarje

± L1 RejectedBaggage

Process Map Courtesy of Norman Shanks Associates

Where the passenger traffic is less than 1 MPPA the principle to adopt is shown in Fig U11 -1. It shouldbe noted that the precise number of X-ray machines used should be determined by the peak hourrate witnessed. With this principle baggage rejected at Level 1 is diverted to a separate Level 2 linewhich would incorporate an adequate number of queuing conveyor so that the workstation operativeshave sufficient time for off-line review of the Level 2 baggage.

L1 Load Share

Verti-Sorter

A Typical Medium - Large Airport HBS

Layout In-Line Level 2

StandbyL3 ETD

Reject L3

656


Figure U11-2: Typical Medium to Large Airport HBS Layout

DenotesVerti-Sorter

DenotesDecision

Point

L2 L2

W/Stn W/Stn#1 #2

L2 L2

W/Stn W/Stn#3 #N

Potentially Remote Networked

Level 2 Workstations


Where the passenger flow is greater than 1 MPPA but less than 25MPPA, the principle to adopt forthe HBS arrangement is shown within Fig U11-2.

With this principle Level 1 cleared baggage is mixed with Level 1 rejected baggage after the Level1decision point. All baggage within this critical section should be accurately tracked to ensure validityof bag position and security status. Level 2 bag images are analysed while in transit to the Level 2decision point using a matrix arrangement of Level 2 workstations (see Fig U11-4). At the Level 2decision point the bag is then cleared for sortation or is rejected at Level 2 and declared a Level 3bag and sent to the Level 3 centralized area. It is important to note that the Level 1 process shouldbe fully automatic and reliant on internal Level 1 software to decide if baggage should be rejectedand sent to Level 2. Level 2 inspection should be done by an operator using enhanced reprocessedand re-manipulated images obtained from Level 1 equipment. Each Level 2 image should be capableof being manually inspected by an operator for at least 5 seconds before being timed out. If a Level2decision has not been made by a Level 2 operator then the default condition should be to automaticallydefault to Level 3 for that bag. Operators at Level 3 should be provided with the final image producedat Level 2 to support the detection process at Level 3.

A Typical Large Airport HBS LayoutLevel 1 Load Presort - In-Line Level 2

657


Figure U11-3: Typical Large Airport HBS Layout

FromCheck-in

FromCheck-inl»IV-||| k

Level 1PresorterLoad

□istrlbulionOptimisation

DenotesVerti-Sorter

DenotesDecision

Point

L1X-

Ray#N

L1X-Ray

#3

StandbyL3 ETD

L2L2W/Stn• W/Stn#1#2L2L2

W/Stn,.(..W/Stn#3#NPotentially Remote NetworkedLevel 2 Workstations

L1 ClearedL1 RejectedBaggage Mix


Where the flow of passengers using a terminal exceeds 25MPPA, then the HBS configuration seenwithin Fig. U11-3 should be seriously considered. The Level 1 pre-sorterwill aid distribution of baggageto the minimum possible number of available Level 1 machines. All other performance attributes ofthis arrangement are as defined within Fig. U11-2 and its subsequent supporting text defined above.

U11.3.3 Useful HBS Equipment Types

The following table highlights the specific recommended uses for HBS equipment categorized byDetection, Sortation and Tracking usage. In each case, and where applicable, the usage locationand corresponding design rates for the various types of equipment is given as a guide to HBSdesigners. Variations in technology and performance will be evident between manufacturers of HBSand conveyor sorting equipment.

Equipment Type Recommended Usage (Likely equipment rates to be used forpre-tender design stages)

Detection: EDS X-ray Level 1 Screening Process (20-23Bags/Min)

Detection: Level 2 Workstation(Networked)

Level 2 Screening Process (12Bags/Min)

Detection: CT-X-ray Level 3 Screening Process (3-6Bags/Min)

Detection: Explosive TraceDetection (ETD)

Level 3 Screening Process (3 Bags/Min)

Sortation: Tilt-tray Pre-Sorters Level 1 Pre-sortation (Large Installations Only (60Bags/Min)

Sortation: DCV's (Type 1) Level 1 Pre-sortation (Large Installations Only (5m/s cart speed)Sortation: Verti-Sorters Any Location where line flow must be dynamically split ormerged. (25/40Bags/Min)Tracking: Bar Code Readers Not recommended — but in limited applications will aid trackingof Level 2 Baggage. High unit CAPEX and running costs prohibitcommon usage. Marginal increase in tracking reliability. RFIDTracking: Optical Shaft

Encodersor Star Wheel Encoders

Dynamic Tracking between decision point 1 and decision point 2.optical Shaft encoder is more accurate than star wheel.

Figure U11-4: EDS Workstation Image

Image courtesy of L3 Communications

Figure U11-5: Typical CT Machines

(i) Reveal CT80 model: TSA explosives detection certification process planned for March 2004(correct at time of going to press).

(ii) TSA certified CT manufacturers models include: InVision CTX5000 and CTX9000 and L3Communications eXmnr 3DX 6000 (correct at time of going to press).

(iii) Images shown above are not at comparative scales.


U11.IR1 IATA HBS Policy

Designers should adhere to the recommended IATA HBS Policy defined within Clause U11.2of this section.

U11.IR2 Screening Process

New airport baggage systems or existing baggage systems incorporating HBS for the first timeshould be designed with an in-line 5 level HBS process, as defined within clause U11.3.1 ofthis section.

U11 .IR3 Airport System Configurations

Designers should review the three options defined within clause U11.3.2 of this section andselect the correct layout principle which best matches the passenger flow expectation of theairport. The selected principle should then be developed to suit the precise requirements of theairport operation needs.______________________________________________________________________________________________________________________________ "=■■ - - -.

Photo courtesy of L3 Communications- eXmnr 3DX 6000

Photo courtesy of Reveal — CT80

See Note (i)

Notes:

U11.IR4 National HBS Legislation Variations

Airport designers should consult national transport government organizations to seek guidanceon specific legal codes of practice pertaining to HBS process and equipment procedures. Wherea national standard does not exist the standard defined within the section should be adopted.Where a national standard does exist then it is recommended that a comparison of this standardand the national standard be conducted and the most onerous screening solution selectedadopted provided that the final solutions meets with national legislation.

U11.IR5 Bilateral Screening Agreements

IATA promotes the development and use of bilateral screening agreements / protocols betweennations. The bilateral screening agreement should comply with the intent defined within ICAOAnnex 17 Security — Clause 4.4.9. Where a bilateral agreement is in place then the AirportOperators in both nations should have full confidence in the screening equipment, screeningprocesses and screening protocols in place to ensure, to the greatest extent possible, that onlynon threat departures hold baggage is loaded into an aircraft. Either the national governmentsand/or the airport operators of both nations should endeavor to validate the security integrity ofthe bilateral screening agreements annually.

v______________________________________________________________________________ J

SECTION U12: PASSENGER & HAND BAGGAGE SCREENING

U12.1 ICAO PASSENGER AND HAND BAGGAGE SCREENING POLICY

There are three standards required to be met by ICAO which relate to passenger and hand baggagescreening processes as indicated in clause 4.3 Measures relating to passengers and their cabinbaggage, contained within Chapter 4 (Preventative Security Measures) of ICAO Annex 17, Security.These include:

ICAO paragraph "4.3.1 Each contracting state shall establish measures to ensure that originatingpassengers and their cabin baggage are screened prior to boarding an aircraft engaged in internationalcivil aviation operations."

ICAO paragraph "4.3.2 Each contracting state shall ensure that transfer and transit passengers andtheir cabin baggage are subjected to adequate security controls to prevent unauthorized articles frombeing taken on board aircraft engaged in international civil aviation operations."

ICAO paragraph "4.3.3 Each contracting state shall ensure that there is no possibility of mixing orcontact between passengers subjected to security control and other persons not subjected to suchcontrol after the security screening points at airports serving international civil aviation have beenpassed; if mixing or contact does take place, the passengers concerned and their cabin baggageshall be re-screened before boarding an aircraft."

U12.2 IATA PASSENGER AND HAND BAGGAGE SCREENING POLICY

IATA endorses the use of the ICAO Annex 17 security standards and all recommendations. IATArecommends that the following categories of passengers and their cabin baggage should be 100%screened using the principles defined within subsequent clauses U12.3 and U12.5 within this section:

• Departures Passengers.

• Transfer (in transit) Passengers.

U12.3 RECOMMENDED PASSENGER SCREENING PROCESS

Departing and transfer international and domestic passengers should be processed using the followinghigh level and low level processes defined within Figures U12.1 and U12.2 respectively.

IATA recommends the optional use of Passenger Risk Assessment (PRA) techniques at the locationsdefined within figure U12-1 and figure U12-2. PRA allows the airport to assign the correct proportionof security scrutiny to those passengers which have been identified to be of higher risk, while themajority of passengers will experience normal levels of adequate pre-board security. Although theoverall passenger processing time marginally increases for all passengers using this method, theincrease in security performance is substantial and focused on where the risk is evaluated to potentiallyreside.

The use of random 5% and 10% searches for passengers and their hand baggage is commonly

U123.1 Departures and Transfer Passenger Screening

Figure U12-1 defines a typical and recommended high level departures and transfer passengerscreening process map. It can be seen from this process map that arriving (terminal exit and transfer)passengers and departing passengers must not be mixed or be permitted to exchange goods itemson their person within the airside environment in accordance with ICAO paragraph 4.3.3. It isrecommended that segregation of these groups of passengers should be enforced at all times by theuse of dedicated passenger routes where flows of passengers are carefully and constantly monitored.Transfer passenger screening must be in accordance and compliant with ICAO paragraph 4.3.2.

It can be seen in figure U12-1 and figure U12-2 that the grey diamond denotes the position of potentialpassenger risk assessment points which are optional. At these junctions the airport security staff canask selected questions to all passengers which will be designed to ascertain the level of risk of thepassenger. The security staff can then direct the passenger and any hand baggage to appropriatepassenger and hand baggage screening.

Figure U12-2 shows a typical departures and transfer passenger screening process map at a low,much more detailed level, where all of the inter-relationships between the process steps are clearlyshown. It can also be seen that once the passenger and their hand baggage has been screened,the task of reunification becomes quite complex. It is very important that staff and passengers haveadequate space and passengers have clear instructions on where they should go. It is recommendedthat the security operation is covered by high resolution, digital closed-circuit television (CCTV)cameras. Security staff should be able to review the last 24 hours of media on demand in the securityscreening control room. This ability to review historic passenger movements within the security area

is particularly useful when trying to resolve situations where a passenger has picked up a wrong bagby genuine mistake or when a theft has occurred. One practical and simple solution to aid the correctconnection between passenger and their corresponding bag is to give the passenger a numberedtoken which relates to a correspondingly numbered goods tray. It is also extremely useful for ongoingsecurity training purposes.

Figure U12-2: Typical Departures andTransfer Passenger Screening Process "Low Level"

0

Pax. & Hand Baggage Screening Process ]

AIRSIDE ^ CCTV Coverage Recommended

PAX found withProhibited items

Restrained

LANDSIDE |

Optional HIGH RISK PAX. SeparationFollowing PAX. Risk Assessment Exercise

>Cleared BaggagePick-up Rollers

PAX - No BAGExits Central

Security Search

PAX & Bag ExistsCentral Security

Search

PAX BoardingPass & FlightTicket Verification'

Optional:PAX. RiskAssessmentPosition

istsV

Optional Enhanced Equipment Route1. AMD with Particle Analysis Capability2. EDS / CT / Plus ETD

PAX Rejected@ AMD - Search

Needed WithHand HeldDetector

> PAX Cleared AMD

Recommend:AutomatedSeparationConveyor

Rejected Baggage'Reunited with PAX.

& Searched


U12.4 RECOMMENDED PASSENGER AND HAND BAGGAGESCREENING EQUIPMENT

The following equipment functions and rates should be considered appropriate for passenger andhand baggage screening. The rates should be used by designers in determining the static throughputrequirements for security search areas.

Equipment Type Function Capacity Comments

Archway MetalDetector

Screening ofpassengers for metalbased items

12 PAX./Min Used where Passenger RiskAssessment (PRA) is definedto be LOW risk where riskevaluation has occurred.(90%-100% passengers(PAX) Will use this route)

Conventional X-Ray 1 ImageReviewerOperator

Screening ofPassenger handbaggage and Staffwork goods

10-12 Bags/Min Restriction basedon all images inspectedand 5 secondmaximum per image

Used where the PRA isdefined to be LOW riskwhere risk evaluation hasoccurred.(90%-100% PAX handbaggage will use this route)

Archway MetalDetector withParticle AnalysisCapability

Screening ofpassengers for metalbased items. Analysisof drug and

7 PAXVMin Used where PRA is definedto be HIGHER risk where riskevaluation has occurred.(5%-10% PAX will use thisroute)

EDS X-Ray 1Image ReviewerOperator —multi reviewerpossible

Screening ofPassenger handbaggage and Staffwork goods

15 Bags/MinRestrictionbased on reject imagesonly inspected and 5second maximum perimage

Used where the PRA isdefined to be HIGHER riskwhere risk evaluation hasoccurred.(5%-10% PAX hand baggagewill use this route)

CT-X-Ray 1Image ReviewerOperator

Screening ofpassenger handbaggage and staff workgoods

3-6 Bags/Min Rarely used for this function.

ETD Analysis of explosiveparticles on passengerperson or on theirbaggage

3 Bags/Min Commonly used as finalarbiter device. Small spaceneeded/lower cost favors useIMPORTANT NOTEETD should never be usedas the sole screening device— always in combinationwith AMD, HHMD, X-ray.Possible exception whenthere is equipment failure,

Glazed screen to protectpassenger from conveyors thoughallow visibility of bag routes andpermit correct level of passengeraccess to various baggage status.

Figure U12-3: Advanced Automated Hand Baggage Screening

MechanizedClear / RejectSeparationConveyor"Knife Edge-Design

Photo courtesy of Fabricom Airport Systems UK

Reject handbaggage searchtable area.

Optional to havereject imagereplicated atsearch point.


U12.5 PASSENGER SEARCHES

U1Z5.1 Able Bodied Passenger Searches

When planning the detailed layout of the search area is it recommended that the following searchsequence for passengers is observed:

Step 1 Passenger enters security search area.

Step 1a Optional: Passenger Risk Assessment (PRA) questioning at landside/airside barrier.

Step 2 Passenger metallic object scan using AMD unit.

Step 2a Optional: Higher risk passengers scanned using AMD with particle analysis

capability.

Step 3 Passengers cleared at AMD permitted to pick up cleared hand baggage or reviewcontents of rejected baggage.

Step 3a Passengers rejected by AMD should then be scanned using hand held metal detector.

Step 3b Passengers cleared by hand held metal detector permitted to pick up cleared handbaggage or review contents of rejected baggage.

Step 3c Passengers rejected by hand held metal detector referred to Electronic TraceDetection (ETD) equipment.

Step 3d Passengers cleared by Electronic Trace Detection (ETD) equipment; permitted topick up cleared hand baggage or review contents of rejected baggage.

Step 3e Passengers rejected by Electronic Trace Detection (ETD) equipment; referred toPolice and Security.

Step 4 Passengers exit security search area.

IMPORTANT NOTE: Where random searches of passengers are required then security staff shouldbe instructed by means of an illuminated 'reject passenger' light which should be driven by either

Figure U12-4: Modern Passenger Hand Baggage X-Ray

Photo courtesy of L3 COMMUNICATIONS

U1252 Disabled Passenger Searches

Passengers who are blind or unable to walk should not be processed through archway metal detectors.These disabled passengers should be scanned using hand held metal detectors and then processedfrom stage 3a onward as defined in clause U 12.5.1 above. All other categories of disabled passengersshould be searched using the total process steps 1 to 4 inclusive as defined in U12.4.1 above.

U125.3 Infants and Infant Buggies

Infants under the age of 2 should be held by their parent/guardian and then processed using the totalprocess steps 1 to 4 inclusive as defined in U 12.4.1 above. Buggies should be screened usingElectronic Trace Detection Equipment. Able bodied infants that are over 2 years are assumed to beable to walk and should be treated as adult passengers, though search of infants must always beconducted with either their parents or guardian present. Infants should not be subjected to optional


U12.IR1 Passenger Risk Assessment and IATA Policy

Passenger Risk Assessment questioning is recommended at the entry point of the securitysearch area. Normal and higher risk passengers should be screened using the appropriate typeof technology as defined within clause U12.5 inclusive which should be configured with referenceto Fig.'s U12-1 and U12-2. Designers should observe the IATA policy requirements of clauseU12.2.

The official current IATA/GASAG position on Passenger Risk Assessment is defined to be:

• Carefully defined individual passenger assessments as an element of risk analysis, basedon internationally accepted'standards as incorporated into national legislation, to facilitate theidentification of individuals who may pose a threat to safety and security of civil aviation.

• The development of programs designed to facilitate the movement of passengers who, throughappropriate risk assessment, are deemed to pose no risk to safety and security and thuspermit more effective targeting of resources. These programs must be designed in such away that under normal circumstances, no more than 10 % of passengers are selected foradditional enhanced security screening.

• Systems that are effectively designed in order to avoid the need for additional random checksof passengers.

• The exchange of relevant information between appropriate organizations to assist in

U12.IR2 Passenger Screening Using Random Sampling

If random sample screening of a fixed percentage of passengers is used as a technique, thena computer program should be used as the tool to randomly select passengers. The 'random'sample of searched passengers and their baggage should be taken over a 24hour repeatingcycle and should not be unnaturally biased toward any one particular part of the operationalday.

v_______________________________________________________________________y

667


U12.IR3 Passenger Screening Process

Passengers should be screened using the process steps defined within clause U12.5 inclusive.

U12.IR4 Security Search Provision

Designers should use the table defined within clause U12.4 when statically calculating thethroughput capabilities of security search area designs.


669

IATA

Chapter V — IATA Airport Project Process

Section V1: Concept/Feasibility/Detail Design/Commissioning/Handover

V1.1 Introduction .......................................................................................... 669

V1.2 Problem Identification ............................................................................ 670

V1.3 Assessment of Existing Conditions and Inventory................................... 670

V1.4 Forecasting Traffic Demand ................................................................... 671

V1.5 Existing Facilities: Meeting the Forecasted Traffic Demand.................... 671

V1.6 Identify Issue Requirements................................................................... 671

V1.7 Compile Project Brief (High Level).......................................................... 671

V1.8 Consultations / Review........................................................................... 672

V1.9 Decision to Redevelop or Build a New Facility........................................ 672

V1.10 New Facility ........................................................................................... 672

V1.11 Redevelopment / Expansion ................................................................. 673

V1.12 Review/Redefine Project Brief................................................................ 673

V1.13 Concept Option Development ................................................................ 673

V1.14 Value Examine Concept Options ............................................................ 674

V1.15 Feasibility Designs.................................................................................. 674

V1.16 Value Examine Feasibility Options........................................................... 674


V1.18 Select Feasibility Design for Tender ...................................................... 674

V1.19 Invite Tenders: Detail Design ................................................................ 675

V1.20 Evaluation of Tender Returns ................................................................ 675

V1.21 Construction.......................................................................................... 675

V1.22 Commissioning ...................................................................................... 675

V1.23 IATA Recommendations.......................................................................... 676

Section V2: Project Cost Management

V2.1 Introduction/Guidelines ........................................................................ 677

V2.2 Business Plan ......................................................................................... 678

V2.3 Concept Cost Estimates.......................................................................... 679

V2.4 Feasibility Cost Estimates ...................................................................... 679

V2.5 Financing Plan ....................................................................................... 679


V2.7 Detail Design Cost Estimates................................................................. 679


V2.9 Award Tender......................................................................................... 680

V2.10 Construction Cost Monitoring ................................................................ 680

V2.11 Diagnostic of the Project Process .......................................................... 680

V2.12 Capital Expenditure Plan ....................................................................... 680

V2.13 IATA Recommendations......................................................................... 681

670


CHAPTER V — IATA AIRPORT PROJECT PROCESS

SECTION V1:HANDOVER

CONCEPT/FEASIBILITY/DETAIL DESIGN/COMMISSIONING/

V1.1 INTRODUCTION

Joint participation by the airport authority and the airlines in the initial stages of the planning processis indispensable to the development of a successful design programme. Early evaluations of airportprojects will reduce the number of changes to the final programme and thereby minimize increaseddesign costs. Such action will also contribute to the probability of meeting scheduled completiondates.

The ultimate cost of any new or expanded facility, both in terms of capital expenditure and resultingannual user charges, will depend to a large extent on the size of the facility and the complexity ofthe project to deliver it; it is important that an accurate assessment of the required dimensions ismade in the early planning stages, and suggested that planners should review the IATA APEMdocument methodology which defines detailed recommended project management activities for airportdevelopment projects.

Figure V1-1: Typical Airport Project Planning Process

ProblemIdentification

Assess existing

conditions

Forecast traffic

demandYES / Can \NO

y^xiflting facilities functionsN. to forecast with a new

N^perstjonal process?.

Implement correctiveoperational process

Compile project

brief

/Redevelopment

existing facility or build

\ new facility?

Review/redefine

project brief

Redevelopment

Internalconsultations

Review historicmaster plan

Concept Dplion

development

Value examineConcept

/Cost estimate/\ level "D" \-Mm—

Create Feasibilitydesigns

—Mutm--

Value examineFeasibility

options

''cost estimate/\ level "C" \

~~ãt_%—

Consu nations/review

Select Feasibility

option

Invite lenders

Evaluation oftender returns

? Cost estimate/\ level "B" \

—t\__V—

Consultations/review

Award tender f Cost estimate/\ level "A" \

Detail designsolutions -contractor

mis-

construction

Commissioning

Identity issues/requirements

C End

New Facility

Role in airportsystem

Strategic Plan

671

IATA

V1.2 PROBLEM IDENTIFICATION

An existing and diligent airport operation will continuously be looking closely at the capabilities of itsinfrastructure and its ability to process passengers, freight and mail. Due to the nature of flightschedules it is quite straightforward to foresee if a capacity problem is going to manifest itself at somepoint in the future. Once identified, these problems could result in expansion projects, new terminalbuilds, or as a first choice the improvement of an operational process which resolves the problemwithout the need to build a new facility.

It will be essential for airport operators to examine the true origins of any identified operational orcapacity problem and then solve the underlying problem, assessing the perceived longevity of theproblem and ensuring that best practice is adhered to at all times.

V1.3 ASSESSMENT OF EXISTING CONDITIONS AND INVENTORY

The initial stage in correcting any issue is to reflect upon existing conditions and inventory. This stageenables the planner to assess the starting point of the programme that will be initiated to correct thestated issue or problem.

V1.3.1 Physical Facilities

The most obvious step is an inventory of the physical facilities currently constructed. Depending onthe identified problem this inventory may include the number of gates, processing facilities (i.e. check-in facilities and security), the size of arrivals hall and their resultant processing capability, etc.

V1.3.2 Operational Systems

Equally as important as the physical characteristics of the building and its infrastructure, a goodunderstanding and appreciation of how the systems operate within the limits of these physicalstructures is also required. Operational data and other elements such as passenger flows andoperational procedures should be fully understood. Airports should request information from airlinesand tenants who can provide good statistical data that will indicate levels of past performance.

V1.3.3 Constraints

A preliminary listing of the constraints on the system should be identified at this stage. Constraintsare to be investigated on two levels: the first being restrictions that may limit the extent of anyfuture development and the second being issues that are currently constraining the airport capacity.Identifying these issues will allow a more focused concept development programme, as limits willhave already been set by this constraint investigation exercise.

V1.3.4 Simulation

When assessing operational 'dynamic' systems/airport processes, simulation tools such as lATA'sTotal AirportSim should be used to optimise existing facilities, evaluating saturation conditions wheninteraction between subsystems and overflow conditions are likely. With simulation packages andstudies the 'What if scenarios can be effectively simulated and subsequently assessed, the results

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V1.4 FORECASTING TRAFFIC DEMAND

Successful airport planning investigations will use proven and effective forecasting methods to evaluateand predict future events as realistically as possible. Airport traffic forecast studies use a combinationof trend analysis, data extrapolation, expectation surveys and professional statistical judgement.

Various forecasting methodologies exist (please refer to Section C2: Forecasting), all of which aimto achieve the objectives of: (i) providing an accurate forecast to assist in capacity planning issuesand (ii) to provide an insight into the financial and cost benefits of the study if implemented.

There are essentially three parameters that are covered in a forecast: passenger and baggagevolumes, cargo volumes and aircraft movements.

V1.5 EXISTING FACILITIES: MEETING THE FORECASTED TRAFFICDEMAND

A complete review of the existing operational processes should be undertaken. On numerousoccasions an updated or new operational process can alleviate the situation without the need to provideaddition or modified infrastructure. If a revised process meets the operational brief requirements, thenfollowing successful simulations this should be the recommended course of action (it is often the mostcost effective solution). Facilities should be utilized to their maximum prior to any new development.

V1.6 IDENTIFY ISSUE REQUIREMENTS

This project process stage should be used to confirm whether a new facility should be built or anexisting facility redeveloped. Following discussion with the various stakeholders and assessment ofall of the facts presented by the various professional groups, the operational and functional issuesrelating to the problem should be identified and used in the subsequent High Level development briefdefined within clause V1.7 that follows.

The key output from this stage will be the decision to follow only one of the following design routes(please also refer to clause V1.9 for further guidance):

• Option 1: Redevelopment/ Expansion.

• Option 2: New Airport/Facility.

V1.7 COMPILE PROJECT BRIEF (HIGH LEVEL)

In situations where a new or expanded facility is necessary, it will be appropriate to compile a highlevel project brief. This high level brief should explain the intent of the client and its ambition to resolvea current or future operational problem by modifying or constructing new infrastructure.

The high level project brief should indicate the primary objectives of the project and will be the basisof the far more detailed feasibility/concept study brief. Documented elements within the initial projectbrief will include but are not limited to:

■

• A statement of needs.

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V1.8 CONSULTATIONS / REVIEW

An essential element of any planning process is the inclusion of meaningful and adequate consultationswith all stakeholders. Consultation should be a continuous process that is initiated prior to any sizeableplanning initiative. lATA's Airport Consultative Committee (ACC) is the primary forum to facilitate aneffective and mutually beneficial consultation between the airlines and the airport authority in question.The objective of an ACC is to consolidate airline views and to provide a focal point for consultationconcerning the planning of major airport expansion or new airports in order to input airline functionalrequirements.

See Section B1, Major Planning Processes for further details.

V1.9 DECISION TO REDEVELOP OR BUILD A NEW FACILITY

The decision to redevelop or build a new facility is often a difficult conclusion to make. Airportoperators will need to balance the operational objectives set in part by the airline and handling agentsrequirements with the long term aspirations of the airport operator. It will be necessary to ascertainwhat solution represents the best value for all the interested parties. The following questions shouldbe raised when deciding to either redevelop an existing facility or build new or replace infrastructure:

• How long would a process or equipment improvement last using the existing infrastructure beforethe facility becomes in need of redesign or processing review again?

• What new building improvement can be afforded?

• Does the new build option fit the master plan objectives for the airport?

In addition to these, many other similar questions will need to be raised and answered before adecision can be ultimately made.

V1.10 NEW FACILITY

V1.10.1 Role in Airport System

A new airport will most certainly have regional implications and large scale airports will extend beyond

See Section B2.1, National Planning Considerations for details.

V1.10.2 Strategic Plan

The strategic plan guides the direction of the master plan with respect to what the ultimate vision,goals and objectives are for the airport. The master plan translates this strategic plan by allocationof the components and processes that are required to achieve the strategic goals.

V1.10.3 Master Plan

The master plan ensures maximization of land use in order to optimize runway capacity and to allocatethe space to achieve overall process and systems balance.

A master plan is required so that all air-side, land-side and airport support facilities can develop,expand and improve the operational flexibility and efficiency of their businesses in a structured, orderlyfashion, without adversely impacting on the business of their neighbours that are on or adjacent tothe airport.

See Section C1, Principles — Master Planning for details.

V1.11 REDEVELOPMENT / EXPANSION

V1.11.1 Review Existing Master Plan

Project goals and objectives: in this stage the planners set out the direction and scope of the projectand try to align the project expectations to the overall requirements set within the existing masterplan, if possible. The general criteria and policy objectives should be stated. It should be noted thatunforeseen changes in airport business and operational needs can arise which may legitimatelychange the master plan requirements. Deviation from the master plan requirements should be carefullyassessed and communicated if deemed to be appropriate.

V1.12 REVIEW/REDEFINE PROJECT BRIEF

Having decided to either retain the existing facility or build new infrastructure, a more focused projectbrief should be compiled. This more detailed brief should concentrate on the selected design route;e.g. modification of the airport process OR building of a new replacement facility/process only.

In situations where it has been decided to build new infrastructure, the project brief is likely to be avery detailed and a precise document, which again should align with the master plan requirementswherever possible.

The functional and business requirements should be detailed enough to help clearly steer the designteam to the most appropriate solutions for development in subsequent concept and feasibility designinvestigation stages.

V1.13 CONCEPT OPTION DEVELOPMENT

The concept design stage should produce solutions which fundamentally ensure that:

• The master plan expectation is partly or completely met or complemented.

• The solutions meet the project design brief (See Clause V1.12).

• The solutions are technically and commercially viable.

• The solutions are financially acceptable to the stakeholders.

For all developments the financial analysis involves an evaluation of the associated operational costbenefits to the various stakeholders, as well as an assessment of the cost of providing the development.The benefits usually consist of those generated over many years (payback period or Internal Rateof Return period) after the undertaking of the project, whereas the planning, design and construction

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V1.14 VALUE EXAMINE CONCEPT OPTIONS

The concept designs should be technically and commercially assessed and the benefits evaluatedusing a like for like solution comparison technique.

Technical Consideration: Obviously there are many types of projects which can take place within anairport, and designers should look to experts to identify the advantages and the disadvantagesassociated with specific technical solutions, whether they be civil infrastructure solutions or IT solutionsor building systems.

Financial considerations: Quantity surveyors should work with airport design engineers to determineboth the capital cost for infrastructure and the running costs year on year so that solutions can beeffectively assessed.

The value examination of the concept designs should result in no more than three concept solutionoptions being taken forward for further development as formal feasibility studies.

V1.15 FEASIBILITY DESIGNS

At the feasibility design stage, initial space requirements are set out, general characteristics of thecomplex are established and other essential planning decisions are taken as to the physical andoperational capability of the solution proposed. The components proposed are given general sizes,as well as accurate location within the facility. The established processing capability of the solutionis also refined to provide a technically competent and totally deliverable or 'feasible' solution. Thefunctional relationships between the components and processes are also analysed.

Computer simulation tools such as, lATA's Total AirportSim, amongst others, are extremely valuablein allowing modifications and varying scenarios to be tested and evaluated.

V1.16 VALUE EXAMINE FEASIBILITY OPTIONS

The value examination of the feasibility options should again include a technical and financial reviewof a much more detailed series of design solutions. The operational cost implications of the varioussolutions should be very clearly defined and aligned to the requirements explained within Section V2of this Chapter. All feasibility solutions should assessed using a like for like comparison technique.


A formal consultation forum with all interested parties should be established, with decisionsdocumented to review the feasibility designs. Input from the sessions should be used as weightingfactors in the selection process for the feasibility design assessment.

VI.18 SELECT FEASIBILITY DESIGN FOR TENDER

Upon completion of a thorough review of all submitted feasibility solutions, and taking into considerationthe inputs from the consultations, a single feasibility solution should be selected.

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V1.19 INVITE TENDERS: DETAIL DESIGN

The bidding process allows formal competitive bids to be submitted by interested parties. A tendertimetable should be outlined with procedures to follow. The tendering process may in most instancesneed to be aligned to either national or European legislation mandates. The deadline for submission,as well as the timeline for notification to the winner of the contract and all the tendering participantsshould also be stated in the tender notice documentation.

The feasibility solution selected is then significantly refined into a detailed design proposal by theselected contractors. The subsequent detail design should be completely owned by the contractor inall regards. Any feasibility design principle concerns should be highlighted prior to contract placement.Exact sizing of the components and their location are established during detail designs, thereforeestablishing the size and cost of the whole facility very accurately. The tender documentation shouldexplain what the airport is technically and operationally looking for within the tender returns andthe subsequent points awarded for key attributes should be clearly communicated to the tenderingparticipants.

V1.20 EVALUATION OF TENDER RETURNS

All tenders should be evaluated using an appropriate technical skill base and consistent evaluationmodel. The evaluation process and model should at least assess the following tender return attributesat the highest level:

• Technical skills of resources to be employed.

• Technically proven competence of the product or service to be purchased.

• Proven history of producing successful similar projects.

• Capital and running cost of the proposed solution.

V1.21 CONSTRUCTION

It will be necessary to have a quality monitoring system in place while the design and (very importantly)the construction phases are in progress. Active and effective project design and construction controlmethods are essential to completion within the designated time and within the set budget.

A reporting and documentation system should be in place to allow progress and any variations to bemonitored and assessed. Routine meetings with stakeholders should be held at milestones to review

V1.22 COMMISSIONING

Most airport projects involve numerous systems working simultaneously to be fully operational. As aconsequence, a review and operational readiness check of each system must be conducted prior toopening the new facility through formal commissioning initiatives. The contractor and the designconsultants will be required to produce a commissioning proposal which will need to be submitted tothe client for approval.

See Section R1, Checklist for the Successful Opening of a New Airport.


V1.23 IATA RECOMMENDATIONS

V1.IR1 IATA Airport Consultative Committee (ACC) Involvement

Adequate and meaningful consultations with stakeholders should be undertaken beginning earlyon in the process and continuing throughout the design planning process.

V1 .IR2 Master Planning

Master Planning clauses as stipulated in Chapter C: Master Planning should be followed.

V1.IR3 Simulation

Simulations should be used to optimize existing facilities, when saturation, interaction betweensubsystems and overílow conditions are expected. The use of simulations is also recommendedto validate design concept for new or expanded facilities.

V1 .IR4 Airport Commissioning

Airport Commissioning clauses as stipulated in Chapter R. Airport Commissioning should beobserved.

V1 .IRS ICAO Procedures and Recommendations

ICAO Doc 9184-AN/902 Airport Planning Manual, Pari 1 Master Planning should be observed.

"g

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SECTION V2: PROJECT COST MANAGEMENT

V2.1 INTRODUCTION/GUIDELINES

Joint participation by the airport authority and the airlines in the initial stages of the planning processwill greatly assist the development of a successful cost management programme. Early evaluationsreduce the number of changes to the final programme and minimise increased design costs. Suchactions also contribute to the meeting of scheduled completion dates.

The ultimate cost of any facility, both in terms of capital expenditure and annual user charges, willdepend to a large extent on its size; it is important that an accurate assessment of the requireddimensions is made in the early planning stages.

With respect to IATA and the airlines, any cost evaluation must be carried out in two separate anddistinct phases, related directly to the quality and quantity of the information and the data that hasto be obtained. The first phase should consist of a broad cost evaluation to be carried out almostimmediately after the ACC technical assessment on demand and facility requirements has beencarried out. The second phase should be completed immediately after plans and cost details becomeavailable to the airlines for analysis and comment. It is hoped that early assessments will establishthe level of costs to the airlines.

Figure V2-1: Typical Project Cost Management Process

Business Plan

Expert estimates

input

Concept cost

estimate

Feasibility cost

eslimales

<Uoi1 «ahTiata/

level -D" \

/ COBI esUrrale /\ level 'C \

Costing expertsinput________

Financing plan

Review

Detail designcosi es!imole

<Coil latirnite /level - B" \

Note: Level A, B, C & D are cost estimates stages only and are not related to Level of Servicerequirements.

Consultations/Review

ConsLrxictlonCost Monitoring.

(CoalesUrrale /level -A- \

Oisgnostic of

Process

CapitalExpenditure Plan

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The aggregate cost of an airport development process is derived by totalling the project construction,development and implementation budgets. Airlines and handling agents often inherit the project resultsonce they have been delivered and run the systems that get developed. It is important that theprocesses and systems provided by the project are assessed by the facility users prior to delivery,and at the relevant consultation stages described. This will help determine if the processes andsystems provide a solution which is commercially viable from an operational standpoint.

V2.2 BUSINESS PLAN

It will be important to correctly time the various phases of the airport development programme suchthat they do not impair the operational integrity of the airlines, handling agents or airport operators.Certain periods during the operational year will be sensitive to higher passenger throughput pressures(e.g. national or religious holidays). The project delivery programme included in the business planshould address these periods and suggest viable operational solutions. In many instances the projectprogramme may need to be phased to work around such sensitive periods altogether so as to ensureundisrupted business continuity.

Often there are two main results following a major project being provided by an airport, these are:

• The terminal's capacity and ability to process passengers, planes, baggage, etc., dramaticallyincreases. This improvement often will diminish though as the systems age following naturalpassenger traffic growth.

• The user charges increase to pay for the projects (please refer to Chapter D for further clarificationin this regard).

It can be seen that large investments in airport infrastructure, by their very nature, deliver peakycapacity results and have the tendency to produce a 'step by step' climb in capacity. Unit costs willincrease sharply and decrease again over time as traffic builds up and the facilities are better utilized.To keep unit costs low, or at reasonable level, some airports may be inclined to hold off developmentplans until such time that increased facility usage is guaranteed.

A detailed business plan should be created as part of the airport development programme, whichshould contain financial projections and forecasts detailing future airline and handling agent usageactivity at the airport. The basic elements that should be included in such a business plan are:

• Forecast and composition of air traffic demand.

• Scope of and business case for the airport development programme.

• Feasibility analysis; i.e. will the airport's overall financial performance be acceptable; can theairport manage the additional cash flow requirement; will the proposed program produce anacceptable return on investment; etc.

• Financial analysis of costs and revenues, including: an operating budget; a financing plan; cashflow forecasts; a debt servicing schedule; pro forma balance sheets and income statements;financial ratio analysis; etc.

• Risk mitigation assessment, the primary areas of risk being: technical risk relating to constructioncompletion; commercial risk relating to changes in traffic demand; cost risk relating to changesin construction, capital or operational costs; and financial risk relating to currency exchange,inflation and interest rate changes, etc.

V2.3 CONCEPT COST ESTIMATES

This is a first stage, broad evaluation of the cost of the identified facility requirements, e.g.; new pier =1500 USD/ sqm.; surface parking = 1800-2000 USD/space. The accuracy of the cost estimates atthis stage should be in the plus/minus (+/-) 30 % range (a 'Level D' cost estimate).

V2.4 FEASIBILITY COST ESTIMATES

This is based on similar work and a preliminary design. The accuracy of the feasibility cost estimatesshould be narrowed to plus/minus (+/-) 20 % range (a 'Level C cost estimate).

For each alternative the following capital costs and annual variable costs must be determined. Capitalcosts include: site acquisition costs; building construction and site work costs order of magnitude(e.g. cost per unit); and various equipment costs (e.g. passenger boarding bridges, baggage handlingequipment, etc.).

Variable costs include maintenance and operating costs for operational systems (e.g. loading bridge,baggage system and other costs associated with each feasibility solution must be calculated

V2.5 FINANCING PLAN

For investment purposes, the next step is to develop a financing plan. Critical to this plan is ananalysis of the airport's ability to generate sufficient revenues to make the required payments foroperating and maintenance expenses, debt service, and other funding requirements that may berequired by bond holders or other creditors. Input is required by experts including quantity surveyors,financiers, economists, etc.


Consultations between the airport authority and the airlines is an essential part of effective projectcost management. From an airline perspective, once the ACC's technical assessment on demandand facility requirement is completed (see section V1 project process), a review of the initial costestimates, taking into account the inputs provided by the airlines, should be obtained.

The financial project data should be made available to the ACC during the planning process or at anearly stage discussed with the airlines through the User Charges Panel (UCP).

The UCP is responsible for representing IATA Member airlines in negotiations with airport authoritiesregarding the charges for the use of the airport including, but not limited to, landing fees, terminalbuilding charges, passenger-related elements, lighting charges, air traffic control and monopoly-typeuser charges. It is therefore very important that the activities of ACCs and the UCP are closely co-ordinated so that the UCP is fully aware of costs emerging from ACC discussions.

See Section B1.2, Airport Consultative Committee for details.

V2.7 DETAIL DESIGN COST ESTIMATES

After the selection of the feasibility design and the subsequent development of the detailed design,a revised project detail design delivery cost should be evaluated. This new detail design cost shouldinclude but not be limited to: capital expenditure for the project installation; annual fixed charges;project maintenance; operation and administrative costs; projected non-airline revenues; annual cost

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The detail design cost should be a very accurate cost assessment that should be in the rangeof {+/-) 5%, and is referred to as a 'Level B' cost estimate.


The updated Level B cost estimate should be made available to the airlines for analysis and comment.The Level B cost estimate should be a natural progression from the Level C cost estimate and withinthe financial limits of the previous Level C cost estimate. The ACC and the UCP should managenegotiations with the airport authority regarding the potential resultant user charges.

V2.9 AWARD TENDER

When a contract has been awarded the project cost should be fixed, allowing only a slight variation(within a limit of 5%) for contingencies. This is normal for most projects. This final cost is referred toas a 'Level A' cost.

Today's numerous variations of airport ownership and management has initiated a multitude ofcontracting arrangements. Some examples include Turn Key Operations, Lump Sum Contract, OpenBook, Build Operate Transfer (BOT), Build Own Operate Transfer (BOOT), etc. Please see Section D,Airport Economics for details.

V2.10 CONSTRUCTION COST MONITORING

A critical component of effective project budgeting is to monitor the cash flow during the entireproject construction period. Construction milestones or deliverables should be identified prior tocommencement of any work. These milestones can be used to verify and measure if the

V2.11 DIAGNOSTIC OF THE PROJECT PROCESS

At the completion of the project process the project should be assessed to evaluate the good andbad points that have been experienced throughout its course. The following attributes should betypically reviewed during the diagnostic exercise:

Effectiveness of the project team.

Operational issues.

Construction issues.

Quality of equipment or infrastructure supply.

Health and safety throughout.

Commissioning issues.

Effectiveness of the project process steps.

V2.12 CAPITAL EXPENDITURE PLAN

Existing airports should develop a 10-year Capital Expenditure Plan that should show the intendedprogramme of works over two consecutive 5-year periods. The programme should be re-assessedannually after consultation with the airline/IATA airport development specialists and should dovetailinto the long term master plan aspirations for the airport. The resultant impact of the developmentprogramme on user charges should be discussed and agreed with lATA's UCP.

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V2.13 IATA RECOMMENDATIONS

V2.IR1 IATA ACC Involvement

The ACC and the airport authority should, during the period of the project, monitor and mutuallyagree on the project programme for any cost variations and any recommended connective action,as deemed necessary as the project evolves.

V2.IR2 IATA UCP Involvement

The UCP should be involved early on in the economic evaluation procedure and throughout thedevelopment of the project.

V2.IR3 Cost Monitoring Programme

An effective cost monitoring system should be established and implemented during the proj*construction phase.

V2.IR4 Capital Expenditure Plan

A Capital Expenditure Plan should be produced by all airports, in line with requirements definedwithin Clause V2.13.

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Chapter W — Anti-Terrorism and Police Facilities

Section W1: Terminal Building Considerations

W1.1 Terrorist Threat to Airport Terminal Buildings....................................... 685

W1.2 Risk Evaluation and Risk Mitigation....................................................... 685

W1.3 Unattended Luggage & Waste Bins....................................................... 686

W1A Internal Balconies ................................................................................... 686

W1.5 Spectator Areas..................................................................................... 687

W1.6 Closed Circuit Television (CCTV) ........................................................... 687

W1.7 IATA Recommendations......................................................................... 687

Section W2: Pier Area Considerations

W2.1 The Terrorist Threat Within Airport Piers ............................................. 688

W2.2 Risk Evaluation and Risk Mitigation....................................................... 689


Section W3: Airfield Area Considerations

W3.1 Terrorist Threat to Airport Airfield Areas .............................................. 690

W3.2 Risk Evaluation and Risk Mitigation & Response.................................... 690

W3.3 Hijacked Aircraft Stands ........................................................................ 691


Section W4: Airport Police Facilities

W4.1 Airport Police Facilities — Overview...................................................... 692

W4.2 Police Facilities...................................................................................... 692

W4.3 Police Offices......................................................................................... 692

W4.4 Police Facility Physical Infrastructure..................................................... 692

W4.5 Law Enforcement Parking ..................................................................... 693

W4.6 Remote Police Facility Sites Within Terminal Complex.......................... 693

W4.7 Speciality Squad Requirements ............................................................. 693

W4.8 Communications Dispatch..................................................................... 693

W4.9 Police Facility Size Considerations ........................................................ 694


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CHAPTER W — ANTI-TERRORISM AND POLICE FACILITIES

SECTION W1: TERMINAL BUILDING CONSIDERATIONS

W1.1 TERRORIST THREAT TO AIRPORT TERMINAL BUILDINGS

The potential for terrorist activity at airports is very real and airport designers should consider theimplications of such attacks on terminal buildings and terminal support infrastructure.

It is important to understand what the risks are to an airport and how they may manifest themselves,however rarely. Airports should provide both covert and high profile counter measures as appropriate,which should align with national and international legislation such as ICAO Security Annex 17 —Safeguading International Civil Aviation Against Acts of Unlawful Intervention. Terrorist acts havebeen conducted against the civil aviation industry in various forms. During the design phase of terminalbuildings, designers should assess the potential risks that could occur and should design structuresand infrastructure which will limit the abilities of terrorist groups.

With respect to the structural integrity and materials utilized within airport buildings, designers shouldrefer to the general text and IATA Recommendations detailed within Section H and in particularClause H2 of this manual.

W1.2 RISK EVALUATION AND RISK MITIGATION

Having agreed that most if not all airports have the potential to be used or targeted by terrorists inone manner or another, it will be necessary to evaluate the risks that exist and try to practicallyresolve them in a structured and a coordinated manner. It is extremely difficult and very costly, notto mention almost impossible to counter every conceivable terrorist act that might occur at an airport.There are however some very straightforward methods which if implemented can significantly improvethe outcome of a terrorist act upon an airport.

The following staged approach should be adopted by airports on a continual basis.

Stage 1 — Establish the potential threats — evaluate threat impact / prioritize threats.

Stage 2 — Perform a security audit on the airport.

Stage 3 — Develop and implement a threat management strategy.

Stage 4 — Review /update/change/alternate threat counter measures.

W1.2.1 Stage 1 — Establish The Potential Threats

The threats to the outside of the terminal building could be more structurally significant than thethreats posed to the inside of the building, though this is heavily dependent on the number/size ofany explosive devices and their subsequent placement. Airport designers should consider the structuralimplications of the use of car or lorry bombs, suicide attacks and the use of rocket propelled devicesupon the building facade. Designers should carefully plan the road systems and structural columnsand beams such that in the unlikely event of a vehicle packed with explosives approaching the terminalbuilding, the resulting explosion will not cause widespread catastrophic failure of the structure. Referto Section H2 of this manual for further details in this regard.

In addition to the threat of explosives, the use of biological weapons or more widely accessibledangerous chemicals also poses a threat, especially where ventilation shafts can be used as

iata

Inside the terminal building the threats might include the use of smaller Improvised Explosive Devices(IEDs)/hand weapons (assault rifles/machine guns/hand guns/hand grenades) and biological warfareagents. The delivery of such weapons could vary depending on the intent of the individual(s) andtheir resultant ability to escape the scene once they have completed their attack.

Although very rare in most parts of the world, suicide attack activity does occur as well as guerillasstyle attacks on airports.

It is important that airports and their users appreciate that threats can change over time and thatthreat assessments need to be regularly reviewed. Changes in national or international politicalpolicies can give rise to a need to review threats. It is recommended that airports and the airportusers review the risks posed by terrorism at least every 3 months and that special risk evaluationsare carried out more regularly during periods of local, national or international heightened threat.

W1.2.2 Stage 2 — Perform A Security Audit On The Airport

A team of experienced engineers needs to review all aspects of the airport's security defence andsurveillance systems to ascertain the appropriateness of the systems, the operational protocols andtheir ability to mitigate the risks identified within Stage 1.

W1.2.3 Stage 3 — Develop And Implement A Risk Strategy

Where it has been identified that risks are evident, airports need to prioritize those risks and put inplace programmes to mitigate the risks over a reasonable and diligent time period. The greatestthreats identified in Stage 1 should be solved first.

W1.2.4 Stage 4 — Review /Update/Change/Alternate Risk CounterMeasures

Airports need to review risks and risk counter measures on a regular basis. It will be essential toalternate proven protocols and even proven technology, so that terrorist groups are unable to establishthe current security provision.

W1.3 UNATTENDED LUGGAGE & WASTE BINS

Unattended luggage represents a significant security risk. Airports should monitor terminal areasusing security walk through patrols and by security CCTV surveillance of the areas on a regular andfrequent basis. Public waste bins are normally required in large numbers throughout most terminalbuildings. The placement of waste bins within the terminal building passenger areas should be verycarefully controlled. Waste bins have been used in the past to hold lEDs which have successfullydetonated. It is prudent to place waste bins away from concentrated passenger areas and criticalstructural members of the building.

W1.4 INTERNAL BALCONIES

Within multi-story terminal buildings, landside balconies overlooking check-in areas must not providethe terrorist a line of fire or the facility to throw grenades. There is a need to protect designated check-in operations and general expanses of terminal space frequented by passengers and staff against

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W1.5 SPECTATOR AREAS

Public spectator areas should be monitored, or else the access should be controlled to ensure thatdangerous goods or fire arms, etc., are not used in these areas or directed against aircraft orinfrastructure on the apron.

W1.6 CLOSED CIRCUIT TELEVISION (CCTV)

It is vital that airport operators use CCTV systems to identify and help prevent criminal acts of terrorismon civil aviation within the confines of the airport perimeter. Airport CCTV system designers shouldassess the risk areas as defined within clause W1.2.1: Stage 1 — Establish The Potential Threats.The CCTV cameras should then be placed at critical areas according to the threat potential identified.The on-line data collated from the CCTV cameras should be capable of being communicated to avariety of airport operational functions namely:

• Airport security management.

• Airport operational duty managers.

• Immigration management.

• Customs management.

Airport CCTV system designers and integrators should work with immigration, customs and policedepartments to confirm the level of CCTV intelligence that they require access to.

W1.7 IATA RECOMMENDATIONS

W1.IR1 Risk Evaluations

It is recommended that airports and airport users review terrorist risks at least every 3 months,and that special risk evaluations are carried out more regularly during periods of national orinternational heightened threat.

________________________________________________________________

W1.IR2 Location of Waste Bins

Waste bins have been used it% the past to hold lED's which have successfully detonated. Wastebins should be placed away from concentrated passenger areas and critical structural membersof the building.

J0W------------------------------------------------------------------------------------------------------------------------------O.VO I - " . - : ------------------------------------------------------- " --------------------------------------------------------------------------------- —

W1.IR3 CCTV Camera Positioning

CCTV surveillance cameras should be placed at critical high risk areas within the terminalbuilding and within the airport perimeter according to the threat potential identified. Airport CCTVsystem designers and integrators should work with immigration, customs and police departmentsto confirm the level of CCTV intelligence that they require access to.

SECTION W2: PIER AREA CONSIDERATIONS

W2.1 THE TERRORIST THREAT WITHIN AIRPORT PIERS

Airport piers consist of a building frame supplied with usual building services which will be occupiedby arriving, transfer and originating departing passengers and staff. Often beneath or adjacent to thepiers will be airside roads containing airside vehicles which contain sometimes fuel and/or passengerbaggage and or cargo.

Potentially there are two main high threats to piers: (1) This will be associated with the mixing of inboundpassengers and outbound passengers and (2) The end to end processing of transfer passengers willpresent its own security concerns.

Example (1) A departing high risk flight passenger who is located within a pier would most likely havecleared central security. An inbound (non terrorist targeted) flight might contain a transfer passengerconcealing a weapon and/or an Improvised Explosive Device (IED) within their personal belongingswhich might have been carried onto the flight from an airport with perhaps less than adequate airportsecurity. It will be vital that these collaborating individuals do not mix for obvious reasons. Pleaserefer to Section K3 clause K3.2 for further clarification on passenger separation.

Example (2) An inbound (non terrorist targeted) flight might contain a transfer passenger concealinga weapon and/or an IED within their personal belongings which might have been carried onto theflight from an airport with perhaps less than adequate airport security and who is connecting with atargeted outbound connecting flight.

In both examples the only way to totally mitigate this risk is to security screen the relevant departingpassengers at a centralized screen check point or if necessary at the gate lounge. This can be verycostly and creates delays. It will important for airport operators and designers to assess this risk very

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W2.2 RISK EVALUATION AND RISK MITIGATION

The four stage risk evaluation and mitigation process described within Section W1 Clause W1.2should be similarly adopted for the evaluation of all potential risks residing within or around airportpier areas.

The following tables lists some of the potential risks that may reside within or around pier areasthough others may exist:

RiskRef:

Risk/Threat Description(Assumes All Originating DeparturesPassengers Within the Piers HaveCleared Central Security)

Possible Risk Mitigation Strategy

1 Handover of dangerous items (e.g.weapons/IED's etc) from an inboundarriving passenger to an out-bounddeparting passenger within pier.

Option 1: Separation of arriving anddeparting passengers.Option 2: Secondary screening ofpassengers at centralized checkpoints or ifnecessary at the gates(s).

2 Transfer passenger arrives from poorquality security airport (weapon or IEDon their person) and targets theirconnecting flight for terrorist crime.

Option 1: Secondary screening ofpassengers at centralized checkpoints or ifnecessary at the gates(s).Option 2: Confirm / monitor / managesatisfactory security quality of transferpassengers. Originating airport — plusensure separation of transfer passengersfrom other flight arrival passengers.

3 Passengers with weapon or IED obtainsaccess to the apron via the pier.

Option 1: (Preferred option) ensure all pierto apron exists/entrances have suitablepermitted access control systems guardingas well.Option 2: Provision of CCTV at exits/entrances communicated to airportsecurity and airport police.

4 Arriving passengers uses weaponwithin passenger or staff areas.

Option 1: Armed police presence resultingin attack suppression.Option 2: Piers are zoned carefullyevacuated and closed off in an emergencysituation, Thereby limiting collateraldamage/injuries. This needs to manuallymanaged very carefully to ensure thatzones are not closed off too prematurelyand that fire exit routes are notcompromised.


W2.IR1 Pier Risk Evaluations

The risks and the possible risk mitigation strategies identified within the table in clause W2.2should assessed and considered and necessary infrastructure and operational protocols put inplace. The intent of ICAO Annex 17 Standard 4.3.2 must be observed.

V_______________________________________________________________________________________________________________________________________________________________________________________________________________________J

691


SECTION W3: AIRFIELD AREA CONSIDERATIONS

W3.1 TERRORIST THREAT TO AIRPORT AIRFIELD AREAS

The airfield area is complex, both in terms of its diversity of terrain and operational equipmentprovisions. Often there will be numerous aircraft and vehicular movements and a large range ofsupport equipment hardware (radar/runway ground lighting systems, etc.) functioning simultaneously.The combination of simultaneous processes in operation along with variations in weather conditionsand wildlife within the perimeter make the airfield a difficult zone to protect. Intruders would need togain access to the airfield via: (i) fencing systems; (ii) unauthorized access via terminal buildings orsimilar structures/support facilities; (iii) unauthorized access via staff/commercial access gates; (iv)aircraft or (v) below ground service tunnels, water ways, etc. For information on perimeter and airfieldsecurity systems please refer to Section H2 Clause H2.12.

W3.2 RISK EVALUATION AND RISK MITIGATION & RESPONSE

The four stage risk evaluation and mitigation process described within Section W1 Clause W1.2should be similarly adopted for the evaluation of all potential risks/threats residing within or aroundthe airport airfield areas. The following table has been compiled to help identify the potential high

RiskRef:

Risk/Threat Description(other risks will/may exist)

Possible Risk Mitigation Strategy(order of notifications and preciserequirements may vary from country tocountry — designers should review withnational authorities)

1 Aircraft landing has been hijacked ATC special protocols to put in place.Airport security alerted and special airportprotocols put in place.

Fire station alerted.

Ambulance services alerted.

Airport police/anti-terrorist police alerted.

Cleared apron where possible.

2 Aircraft on apron has beenhijacked•

ATC notified.Airport security alerted and special airportprotocols put in place.



Airport police/anti-terrorist police alerted.


3 Individual(s) with weapons (mortaror missiles or rocket propelledgrenades, etc.) located inside/outside & close to airportperimeter, (includes un-authorizeduse of vehicles on the apron)

ATC notified.Airport security alerted and special airportprotocols put in place.



Airport police / anti-terrorist police alerted.


692


RiskRef:

Risk/Threat Description(other risks will/may exist)

Possible Risk Mitigation Strategy(order of notifications and preciserequirements may vary from country tocountry — designers should review withnational authorities)___________________

Tampering with approach lightingsystems or ground radar.

CCTV fitted to review equipment.

Anti-tamper devices fitted.

ATC notified.

Airport security alerted and special airportprotocols put in place.




Fuel Farm Attack CCTV fitted to review fuel farm area/equipment.

Anti-tamper devices fitted.

Access control systems installed.

Fuel farm and fuel distribution shut downinstigated.

ATC notified.

Airport security alerted and special airportprotocols put in place.




Cleared apron where possible._______________

W3.3 HIJACKED AIRCRAFT STANDS

Airports that have been designated capable of accepting delivery of hijacked aircraft should provideaircraft stands which will require special features. Please refer to Security Section H2 Clause H2.3which clarifies the general requirements of Isolated Aircraft Parking Positions. These special standsshould aid the anti-terrorist police force and reduce the risk of potential injury to passengers resultingfrom deliberate unlawful action upon the aircraft and its passengers and crew.


W3..R1 Apron Risk Evaluations

Airport planners and designers should assess the potential risks that may exist within and/o,close to the apron and its perimeter. Designers should refer initially to the risks identifiedwithin the table listed within Clause W3.2. Risks should be mitigated wherever possible usingappropriate infrastructure.

693


SECTION W4: AIRPORT POLICE FACILITIES

W4.1 AIRPORT POLICE FACILITIES — OVERVIEW

Airport Police can have a range of roles within an airport, ranging from a significant ant-terrorist role,to screening, to in some cases border control functions. When they are not the primary provider ofthese specialised services they almost invariably play a major backup role.

The basic role performed by police in the airport setting is keeping the peace. This requires, dependingon the relative size of the airport, all the traditional policing responsibilities, ranging from patrol,investigation, detention, communications and emergency response. What makes their peacekeepingmission different from other policing environments is that a large portion of the airport population isexclusively transient.

With respect to more serious criminal behaviour, some airport police have also observed that airportsmay attract better and more organized illegal activity because of the inherent complexity that comesfrom multiple systems operating at higher than normal speeds.

Airport police facilities, when well designed, integrate themselves on a functional basis with the overallsecurity operations of the airport. They must first and foremost contribute to the specific operationalroles played by the airport police within the localised airport security environment. This may varysubstantially from facility to facility.

W4.2 POLICE FACILITIES

Most modern airports provide for on-site operational police facilities in order to support their primaryresponsibilities for landside and airside security. The airport police facility functions primarily as theoperational headquarters for the geographical area comprising the airport property. Unless it operatesas a satellite office, with ready access to additional off-site detention facilities or criminal investigationfunctions, it should ideally be designed to function as a self sufficient unit, capable of responding tothe normal range of police operations in a similarly-sized adjacent community. It must also satisfythe additional requirement that it be capable of performing, where operational requirements dictateand where anti-terrorism protocols require them, emergency response capabilities.

W4.3 POLICE OFFICES

Office space for airport security or law enforcement personnel should be provided in or near theterminal building, and be sized after thorough discussions with police officials. In the terminal complex,police facilities should be designed to permit public access to a controlled greeting area, one that isprotected in such a way as to mitigate the effect of an explosive device and/or small arms fire. Thiscould be planned to employ ballistic materials, laminates, window tinting, concrete bollards and/orplanters to prevent vehicular penetration. To reduce vulnerability to a single point of attack, policefacilities can be distributed in a non-centralised manner throughout the terminal complex.

W4.4 POLICE FACILITY PHYSICAL INFRASTRUCTURE

An airport police facility's physical infrastructure should take into account the provision of adequatespace for the following functions:

(i) Closed offices for management personnel: post commander, shift commander or duty officer.

(ii) Briefing/work room for general duty constables.

695


(vi) Physical fitness area in conjunction with lockers, showers, and restrooms.

(vii) General storage areas.

(viii) Secured arms storage.

W4.5 LAW ENFORCEMENT PARKING

Providing quickly accessible parking for law enforcement is invaluable to improving responsecapabilities. Parking must be secure to prevent police vehicles from themselves becoming targets ofcriminal activities. Parking for all law enforcement vehicles should be provided with dedicated spacesand have direct landside/airside access. When applicable, consideration could be given to identifyinghelicopter pads to be located in secure roof or site areas.

W4.6 REMOTE POLICE FACILITY SITES WITHIN TERMINAL COMPLEX

Where response time is a critical concern, consideration can be given to providing remote locationsthat are secure and equipped with communications and emergency equipment. This may also be aconsideration in larger facilities to ensure optimal resource utilisation. If police personnel are deployedto outdoor locations, adequate shelter should be provided against the elements. Shelters, however,must provide maximum visibility over the immediate area as well as easy access. Where the terminalbuilding itself is larger (over 300,000 square feet of public area or with large open distances of 2,000feet or more), storage areas for tactical supplies and equipment should be located in tactically

W4.7.1 Explosives Detection

The administrative area should also have secured storage for live or dummy explosives tests andtraining items; these areas should be co-ordinated with any domestic regulatory requirements for thestorage of explosives, dangerous goods or hazardous materials.

W4.7.2 Canine Teams and Facilities

When an airport has canine teams in residence, appropriate accommodations for the dogs andhandlers must be provided, dependent to a certain degree on local weather conditions, number ofdogs, and airport layout. This would require indoor pens with access to fenced outdoor runs, as wellas separate drainage and plumbing with fresh air circulation. As dogs spend substantial time waitingto be introduced into detection activities, these design considerations are critical to the effective useof this investment. Isolation from airport noise, odours and fumes is essential to keep the dog's senseof smell uncontaminated.

W4.8 COMMUNICATIONS DISPATCH

Centralized communications and dispatch facilities, along with supporting equipment repair areas,should be considered core support functions and be isolated from primary high threat areas. Dependingon the overall security plan for the airport, provision of emergency backup communications servicesshould be considered for police facilities. This should include secure electronic, fibre optic, wireless

696


W4.9 POLICE FACILITY SIZE CONSIDERATIONS

The size of an airport's overall police facility or facilities is dependent on the completion of an AirportSecurity Risk profile which may include the following factors:

(i) Airport service hours.

(ii) Resident airport population.

(iii) Volume of enplaning and deplaning passengers.

(iv) Volume of cargo.

(v) Comparison with adjacent police service standards.

(vi) Proximity to urban development.

(vii) Range of services provided

(viii) Number of access points.

Many urban populations use a ratio of one officer for every 500-700 residents. This ratio is usedwhere services are to be provided over a 24 hour period, and with at least two officers on duty atany given time. Airport police facility planning should consider using a similar ratio based upon thefactors identified above and then match peaks of airport activity against the requirement for on siteairport police personnel. The size of facilities should be based upon a realistic assessment of whatboth the constant and peak demands for police services will be, however the items and associatedfunctions listed in section W4.4 (above) should be considered as the mandatory minimum requirementsof any properly designed police facility, independent of staffing levels.


W4.I11 Police Facilities

Airport designers embarking on the design of policing facilities should refer to the polkareas defined within clauses W4.2 to W4.8 inclusive. Designers should also refer to the policewjfacilitv sizing requirements defined within clause W4.9.^... .,....._......_______________. . .HSJlHli ___________________________________J

Chapter X — Airport Fire Services

Section X1: Fire Response Category

X1.1 Fire Services Overview ........................................................................... 697

X1.2 Airport Category and Level of Protection................................................... 697

X1.3 IATA Recommendations............................................................................ 698

Section X2: Fire Response Services & Equipment

X2.1 Response Time and Airport Fire Station Location ................................... 699

X2.2 Training Personal and Equipment Provision .............................................. 700

X2.3 IATA Recommendations............................................................................ 701

697

IATA

698


699

. ff, rIATA

CHAPTER X — AIRPORT FIRE SERVICES

SECTION XI: FIRE RESPONSE CATEGORY

X1.1 FIRE SERVICES OVERVIEW

The main objective of rescue and fire fighting services is to extinguish fire and rescue people withinthe confines of the airport boundary where the risk of an aircraft accident is the greatest. The rescueand fire fighting service should be under administrative control of the airport management, whichshould be responsible for ensuring that the service is organized, equipped, staffed, and trainedappropriately. The airport rescue services will be called upon to emergency situations involving aircraftincidents and terminal building as well as support building incidents.

Particularly in the situation of aircraft incidents, the most important factors bearing on effective rescuein a survivable aircraft accident are: the training received, the effectiveness of the equipment and thespeed with which the personnel and equipment can be put into use.

The rescue and fire fighting services will typically also perform other important tasks such as handlingof hazardous materials, vehicular incidents and respond to any other type of emergency that threatenslife, safety, property loss or environmental protection. The fire services can also be active in differentprograms such as fire and safety prevention and education, life safety & building code enforcement.

X1.2 AIRPORT CATEGORY AND LEVEL OF PROTECTION

Figure XI-1: ICAO Annex 14, Table 9.1— Airport Category — Fire Services

Airport Category Aeroplane overall length Maximum fuselage width

1 0 m up to but not including 9 m 2 m










700


Having established fire requirement and corresponding category of airport it is then necessary toestablish the fundamental equipment requirements. This can be done in accordance with ICAOAnnex 14, Table 9-1, where the minimum number of rescue and fire fighting vehicles provided shouldbe in accordance with the following tabulation:

Figure X1-2: ICAO Annex 14, Tabulation In clause 9.2.33

Airport Category Number of Vehicles

1 1

2 1

3 1

4 1

5 1

6 2

7 2

8 3

9 3

10 3

X1.3 IATA RECOMMENDATIONS

X1.fi1 Establish Airport Fire Services Category

Airport designers should establish the aircraft type usage for the airport facility in question andthen refer the table in Fig X1-1 to establish the corresponding airport fire sendees categoryrating. The airport designer should then cross reference this airport category rating using thetable in Fig. X1-2 and establish the minimum fire services vehicle requirement. Airport plannersshould refer to Section X2 of this manual plus ICAO Annex 14 for details pertaining to therecommended type of fire fighting equipment to be provided as a minimum.

SECTION X2: FIRE RESPONSE SERVICES & EQUIPMENT

X2.1 RESPONSE TIME AND AIRPORT FIRE STATION LOCATION

ICAO Annex 14, Chapter 9.2.19, sets the operational objectives of the rescue and fire fighting servicesresident on the airport, those being to achieve a response times of less than two minutes and notexceeding three minutes to the end of each runway, as well as to any other part of the movementarea, in optimum conditions of visibility and surface condition.

The response time is considered to be the time between the initial call to the rescue and fire fightingservice and the time when the first responding vehicle is in position to apply the right extinguishingagent.

The fire station should be located in a centralized area so that the access to the runway system isdirect and clear, requiring a minimum of turns. Satellite fire stations should (where required) beprovided whenever the response time cannot be achieved from a single fire station.

To achieve the recommended response time, the airport should have emergency access roadscapable of supporting the heaviest vehicles where terrain condition permits, and be equipped withsuitable rescue and service vehicles where areas to be covered includes water surface, swamps, orother difficult environments that cannot be fully served by conventional wheeled vehicles.

A co-ordination program between the rescue and fire fighting services at an airport and the localpublic emergency agencies, such as the local fire brigade, police force, coast guard and hospital isalso a key element in the success of a rescue mission. Every link of communication should be builtin place to provide quick and direct access into the airport grounds by the local and other externalemergency services. Airport planners should consider the implementation of permitted vehicle accesscards which can be fitted to selected local fire brigade vehicles, ambulances, etc. Access to thesetypes of vehicles should only be permitted in situations when the external emergency services have

Figure X2-1: Fire Station Position for Category 9 Airport

— Gatwick Airport

701

IATA Airport Fire Services

X2.2 TRAINING PERSONAL AND EQUIPMENT PROVISION

All rescue and fire fighting personnel should be properly trained and equipped to respond quicklyand perform efficiently in an emergency. Suitable training facilities should be provided so the personnelcan perform live fire drills commensurate with the types of aircraft and the types of rescue and firefighting equipment in use at the airport.

Suitable rescue equipment and services should be available at an airport where the area to be coveredincludes water, swamps, or other difficult environments that cannot be fully served by conventionalwheeled vehicles. The airport must select the right vehicles types to suit their need and airfieldtopography. Rescue and fire fighting vehicle types may range from conventional wheeled trucks toboats and helicopters.

The fire fighting vehicles should be equipped with and capable of delivering the principal orcomplementary extinguishing agents, where the principal agent should be a mixture of foam and/orwater according to ICAO Annex 14, Chapter 9, Table 9.2, and the complementary agents should beC02, dry chemical powders or halogenated hydrocarbons (halons). Dry chemical powders and halonsare normally considered more efficient than C02 for aircraft rescue and fire fighting operations.

Airport Planners should assess the airport specific fire and emergency specialist equipmentrequirements. This should be done in consultation with local fire brigades using specialist advisors.All equipment and infrastructure should be adequately positioned and protected within apron-basedfire stations. Fire stations should permit rapid vehicular access in situations of emergency.

The planning for the provision of the following fire and emergency services equipment shouldconsidered by airport planners, architects and engineers:

• Apron fire tenders provision — suitable for the terrain(s).

• Airside and landside airport building fire tender provision.

• Breathing and cutting equipment provision.

• Aircraft and building access equipment.

• Emergency services staff accommodation area.

• Power isolation equipment provision.

• Fire drill training equipment (mock-up aircraft).

• Gas isolation equipment provision.

• Aviation fuel isolation equipment provision.

• Communications equipment and infrastructure.

702


X2.3 IATA RECOMMENDATIONS

X2.1 IR1 Apron Fire Station Planning Requirements

Airport Planners should refer to the recommendations made within ICAO Annex 14, Chapter 9.2when assessing the most appropriate location for apron-based fire stations.

X2.2 IR2 Planning The Provision Of Fire Services Equipment

Airport Planners should refer to ICAO Annex 14 and work with local fire brigades and withspecialist fire services advisors to establish the precise equipment requirements for the specificairport.

703

IATA Airport Fire Services

IATA

Chapter Y — Networks

Section Y1: Frontline Operational and Security

Y1.1 General Use of Networks ........................................................................ 705

Y1.2 Airport Supervisory Control and Data Acquisition (SCADA) Systems......... 707

Y1.3 Security Networks..................................................................................... 708

Y1.4 IATA Recommendations............................................................................ 709

Section Y2: Building Services

Y2.1 Heating and Cooling Systems: Introduction............................................. 710

Y2.2 Building Fabrics and Design ..................................................................... 711

Y2.3 Airconditioning and Ventilation ................................................................. 711

Y2.4 Lighting Systems ..................................................................................... 713

Y2.5 Fire Alarm and Fire Suppression Systems ................................................ 713

Y2.6 IATA Recommendations............................................................................ 714

707

CHAPTER Y — NETWORKS

SECTION Y1: FRONTLINE OPERATIONAL AND SECURITY

Y1.1 GENERAL USE OF NETWORKS

Networks are the hidden systems within airports which are all too often underestimated when planningnew or expanding existing airport facilities. It has been difficult during the past 20 years to focus onany one networking system which could solve all of an airport's operational requirements, and inreality there are few networks and systems which come close to allowing homogeneous systeminteraction.

The reason for this is:

1. The pace of computing technology advancement.

1. The fact that programmer and network designer preferences have been influenced by the changingabilities of new and better computer platforms as they arrive into the market place.

In the early 1990s the widespread introduction of Microsoft products gave rise to the need to interfacewith this now well known and understood peripheral interface software. Smaller systems are oftendeveloped on this platform and as computing power has become cheaper the capabilities of personalcomputing equipment has become more formidable and useful.

Fire alarm systems and building management systems are likely to use software developed forrelatively cheap personal computers, yet are linked via comprehensive networks to industrialprocessors and programmable logic controller (PLC) devices or emulating PLC personal computers.

PLCs were developed and are still widely used because the logic is said to be easier to understandand because it facilitates program functions.

There are essentially 2 types of network:

• Local Areas Networks (LAN's) — Intranet.

• Wide Area Networks (WAN's) — Dedicated Infrastructure or Internet.

Fibre optic is by far the more commonplace communication medium nationally because of the

Table Y1-1: Network Types, Ranges and Communications

Network Type Communication Medium Communication Distance/Provider

LAN - Internal Office • Copper Core Cables• Fibre Optic

<250mProvider: Airport

LAN - Airport Wide • Copper Core Cables

• Fibre Optic

• Microwave

>251m < 5000m

Provider: Airport

WAN - National • Fibre Optic

• Microwave

• Satellite

>3000m Provider: Some Airports:National Communication Provider e.g.British Telecom / AT&T, etc.

WAN - Global • Above Mixture + Satellite National Communication Provider e.g.British Telecom / AT&T, etc.

708


Y1.1.1 Redundancy Requirements of Networks

The use of Internet type WANS has the added benefit of providing a multiple redundancy capabilityin the event of critical system component failure. The principle of the internet and its structuralphilosophy provides limited functional damage in the event of physical damage to a single componentin the communications architecture.

Network planners should aim to build in redundancy of cabling and repeater systems that run throughthe terminal infrastructure and on the apron and perimeter. The design should consider the operationalimpacts as a minimum of the following potential incidents. Systems should not be rendered inoperablein anyway in the result of these occurrences:

• Single communication cabling and support equipment malfunction.

• Extraordinarily high communications traffic demand.

• Terrorist interference at no more than two locations within the airport perimeter.

• Aircraft accident within the airport perimeter.

Where networks are routed across and beneath the apron they should be placed in tunnels whichcan be serviced appropriately. These service tunnels should be secure to permit only authorizedentry. Network service tunnels should be fitted with CCTV and back indicated to the centralizedmaintenance and control room.

Y1.1.2 Building In Network Expansion Capacity

Planners should develop networks such that they can accommodate the anticipated growth rate intraffic and interconnections with a factor of safety as a contingency for unexpected growth. Thefollowing contingency factors should be accounted for when providing new network services. It shouldbe noted that the contingency factor will effect ultimate cable sizing and spare capacity as well astrunking and network service route sizes.

Table Y1-2: Safety Contigency Factors for Network CommunicationsIn Service Time

Expectation forNetwork

Type Of Network ContingencyFactor

< 5 Years LAN 1.25

< 10 Years LAN 1.5

< 10 Years WAN 2 - 3

Equation to determine network sizing provision:

Network Provision = Final Year "X" Demand Requirement x Contingency Factor

Y1.2 AIRPORT SUPERVISORY CONTROL AND DATA ACQUISITION(SCADA) SYSTEMS

With SCADA systems it is possible to monitor and dynamically control previously independent andstand alone systems. It is possible to supervise typically more than 30,000 real-world inputs-outputswhich can be typically distributed among more than 500 discrete control panel locations. These inturn can be spread out over several kilometres of airport infrastructure.

SCADA systems are particularly useful because they are designed with the sole purpose of integratingoften traditionally stand alone systems. The airport user benefits because control can be centralisedand cost reductions made. It also allows the control rooms to have a global appreciation of what isphysically happening within the terminal complex, roads and airport apron areas.

The SCADA solution takes individual systems and then links them via a custom platform which candeal with multiple input and output system software languages. Typically SCADA programmers willanalyse software interface protocols between discrete systems and then map them to the abilities ofthe SCADA system software which provides common graphical controls.

Typical functions of a SCADA system would include but are not limited to:• Valve control (water/steam/gases).

• CCTV monitor power movement zoom control.

• Perimeter intruder detection systems.

• Fire alarm monitoring and control.

• Internal airport signage and messaging and control.

• Road traffic control signage and messaging and control.

• Electrical switch gear and isolation control.

• Ventilation and heating systems control.

• Ground lighting systems.

• Asset management and maintenance control systems.

• Fault reporting.

• Airport operations database monitoring and control.

• High security risk management reporting links to biometric database systems.

• Water drainage and manage monitoring and control.

The true usefulness of a SCADA system is its ability, through custom programming, to link thenumerous system software languages and protocols through a common backbone networkarchitecture, coupled to easy-to-use graphics tailored for the airport user environment.

SCADA systems are a well-proven technology and application which lend themselves to medium andlarge airport operations. New smaller airports should consider the use of SCADA systems only if thepassenger traffic exceeds 1 MPPA during the first 5 years of operation.

709

IATA Networks

Y1.3 SECURITY NETWORKS

The use of security networks has become more commonplace. Centralized security networks can beused by numerous users within the airport in an effort to provide up-to the minute knowledge onpassenger status and movement within the airport building. These security systems are in additionto the national security systems provided by the Police, Customs and Immigration services but canbe linked often by SCADA systems.

The following independent systems would typically be included and attached to a security network:-

■ • Check-in profiling questioning result logging.

• Biometric systems.

• Access control systems.

• Id pass production systems.

• Baggage screening (hold and hand luggage) passenger / baggage status records andreconciliation data provision.

• Intruder detection systems.

• CCTV — infra-red — security thermal imaging airport wide.

• Car park number plate recognition systems.

• Passenger and staff security displays.

The use of biometric readers and databases allows the airport security network to link passengerbiometric data to that of any of the data listed above. For instance it's possible to link facial datacaptured at check-in or in car parks, along with license plate details, to the bar code data allocatedto checked-in baggage. Then if a bag is screened and found to be suspect and in need of reconciliationwith the passenger, the security network can relay the biometric data of the owner of the suspectbag to the passenger and staff security displays throughout the terminal.

The use of fully integrated security networks is promoted by IATA for medium to large airportapplications as a minimum.

710


Y1.4 IATA RECOMMENDATIONS

Y1 .IR1 Network Redundancy

Netwoi-k planners should build-in redundancy of cabling and repeater systems that run throughthe terminal infrastructure and on the apron and perimeter. The design should consider theoperational impacts as a minimum of the following potential incidents. Systems should not berendered inoperable in anyway as the result of these occurrences:

• Single communication cabling and support equipment malfunction.

• Extraordinary high communications traffic demand.

• Terrorist interference at no more than two locations on the airport.

• Aircraft accident within the airport perimeter.

Y1.IS1 SCADA Systems

The usefulness and appropriateness of SCADA systems should be considered for medium sizedairports. Fully integrated SCADA systems should be provided at large airports

Y1.IR3 Security Network Systems

The use of fully integrated security networks is promoted by IATA for medium to large airportapplications as a minimum.

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IATA Networks

SECTION Y2: BUILDING SERVICES

Y2.1 HEATING AND COOLING SYSTEMS: INTRODUCTION

The general standards of heating and cooling systems are usually stipulated by national statutes andregulations found in publications that define the insulation properties and mandatory requirements ofbuilding environmental conditions. These standards vary from country to country and often accountfor local weather conditions and materials availability.

The airport designer should in the first instance review the national standard and then compare thegeneral international standard defined within this section, selecting the most appropriate course.Certain aspects of the heating and cooling systems are defined within the IATA recommendationclauses which airport designers are recommended to adhere to.

It is important that the building fabric and architectural design, while important in its design form,should also function effectively within the climate that it will be operating in over the design life of thebuilding (up to 50 years).

Building insulation, conductivity and fabric design should be integrated into the approach adopted forthe selection of the heating and cooling systems. The operational efficiency of the building and it'scapability to be able to heat and cool itself during the annual cycle of weather conditions is a majorfactor, especially since the cost to heat and cool vast open airport terminal building spaces can beimmense. Architects and engineers should balance the requirements of form and functionality andaim to achieve optimum design performance through better design and use of space.

Architects and engineers are urged to simulate the effects of varying weather conditions and theneed to maintain effective nominal internal building environments. The use of computational fluiddynamic software should be explored to ascertain the affects of sun, cloud, wind and rain on theoutside fabric temperature and the resulting internal building temperatures, humidity and efficiency.

Y2.1.2 Methods of Heating and Cooling

The methods of heating may depend on fuel supply and capital costs of equipment and fuel supply.Designers should assess the unit costs for fuel supply in whole-life cost assessments of the runningcharges associated within system selection. Large consumers of fuels such as airports are often able

Table Y2-1: Heating and Cooling Systems Operated at

Types of Equipment Airport Locations Used Centralized or LocalEnergy Conversion Plant/Units

Forced Heated orCooled Air

Terminal Pier and Office Spaces

Baggage Hall Spaces

Centralized PlantSmall Temporary BuildingLocal Units

Radiators Using Water Terminal Pier and Office Spaces

Baggage Hall Spaces

Centralized Plant

Chilled Beams Terminal Pier and Office Spaces Centralized Plant

In the case of large and medium sized airports the use of centralized heating and cooling systemsis the favored choice, as monitoring is easier and small changes to the operational conditions oftenyield large cost savings to the airport operation.

712


Y2.2 BUILDING FABRICS AND DESIGN

Building fabrics do not necessarily need to be passive in their ability to aid the performance of thebuilding. The properties of the material and their ability to both better retain heat in colder climatesand lose or reflect heat gains in hotter climates should be explored.

The roof space of terminals can be extensive, and use of active materials to generate energy shouldbe explored. The running costs of terminals can be dramatically reduced in some locations of theworld if reusable energy from the sun is explored and utilized.

Y2.3 AIRCONDITIONING AND VENTILATION

The objective of air conditioning is to create an internal thermal environment which possesses thecorrect balance of air and radiant temperatures, humidity and rate of ventilation. In glass-facedstructures the heat gains and losses can be extremely high, both in winter and summer, where heatingand cooling is required.

The need to maintain ventilation in airport passenger and staff buildings is mainly concerned with thereplacement of air vitiated by exhalation and gases resulting from cooking and even vehicles in somecases. Special consideration is required for staff areas such as baggage halls and apron areas, whichmust be extremely well ventilated, and filtration of these areas achieved such that combustiblematerials are not unduly collated in filters. Filtration systems should be back-indicated to advisemaintenance teams of the need to service filters.

The following table details the generally recommended parameters for temperature humidity andventilation rates within the various facilities of the terminal complex. Special consideration should begiven to baggage halls, which in some locations use tugs powered by fossil fuels. Dedicated areas

713

IATA Networks

Where air movement could cause discomfort the equivalent dry resultant temperature should be used for design.

[2] Ventilation rates may be increased if this results in a reduction in energy consumption.[3] Computer rooms for specific purposes should be designed to comply with equipment manufacturers

Internal Design CriteriaFacility

(outdoor alr)[2]Design air [1] temperature oCHumidity% saturationVentilation rate

SummerWinter

Check-in area to Gate Room Inclusive232160 max8Circulation and queuing area242060 max8Airbridge Fixed Link-12--232160 max8AtTiva! corridor2420-0.8 l/s/m2Immigration hall232160 max8Baggage reclaimReclaim carousel242060 max8Customs hali232160 max8Public toilets242015 air changes per

hourBabycare232160 max5 air changes perhourSmoking ãfeás232160 maxSpecialConsideration

RequiredPlay areas f23218Staff toilets242010 air changes perhourRest rooms no smoking232160 max8Rest rooms smoking allowed232160 max24Control rooms222160 max8Computer rooms [3]241960 max8lÕínfeg areas (no smoking)232160 max8[Workshops-19-8Service corridors and stairs-19--Storage areáss-19--Baggage handling areasSee Section U10

[1 ] The appropriate air temperature for an equivalent dry resultant temperature should be used for the design ofradiant cooling or heating systems._______________________________________________________________

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Y2.4 LIGHTING SYSTEMS

The lighting systems within terminals should be designed to provide appropriate levels of lightaccording to the function and use of the building space. Architectural considerations should bebalanced against the functional requirements of the passengers and staff using the facility. It isessential that operators are able to work and function in a pleasant environment and that LUX levelsand UV levels for high intensity lighting systems are both balanced and safe. The airport designershould call upon the services of lighting systems specialists to advise in this complex area. Theirservices will ensure that the effects of proposed lighting schemes can be understood and developedbefore the terminal development opens.

The table below outlines the necessary parameters to consider with respect to lux levels andpermissible glare indices. National standards may vary and should be adhered to in the first instance.

Area Within theTerminal

Lux Level — Range Reference Plane Limiting GlareIndex

Check-in 100-300 Floor 22

Retail 100-200 Floor 22

Escalators/Stairs 200 Treads/Steps 22

Departures Entrance 200 Floor 22

Immigration Desks 500 Desk 19

Piers 200 Floor 22

Reclaim Units 500 Belt 19

Arrivals Channel 200 Floor 22

Airbridges 150 Floor 22

Y2.5 FIRE ALARM AND FIRE SUPPRESSION SYSTEMS

Heat sensitive and smoke detectors are usually mounted in the ceiling of airport terminal complexesand sensor status should be back indicated to the airport control rooms and fire brigade services.Sprinkler systems should be zoned to extinguish potential fires in the zone they occur. Each zoneshould be fitted with CCTV systems to establish the status of the building in the event of fire orevacuation. Particular attention should be placed as to the positioning of sprinklers and the effectsthey would have on the building operation should they be operated, particularly in the context of theuse of electrical equipment at ground level (check-in equipment, conveyors, etc.) and elevated levels(signage and FIDS). The designer should seek expert guidance and should conform to the nationalstandard on the use, maintenance and operation of fire alarm and fire suppression systems andequipment in the first instance.

715

IATA Networks

Y2.6 IATA RECOMMENDATIONS

Y2.iR1 Simulating the Internal Building Environment

The use of computational fiuid dynamic software should be explored to ascertain the effects ofsun, cloud, wind and rain on the outside fabric temperature and the resulting internal buildingtemperatures, humidity and efficiency.

Y2.IR2 Selection of Heating and Cooling System

in the case of large and medium sized airports, the use of centralised heating and coolingsystems is the recommended choice. Particular attention should be paid (c temperature andhumidity control systems. Active monitoring processes and protocols should be used/adoptedto avoid the presence and contamination of dangerous bacteria created by heating and ventilationsystems such as but not limited to legionella pneumophila, otherwise known as LegionnairesDisease.

Y2.IR3 Ventilation Systems

Baggage halts must be extremely well ventilated and filtration of these areas achieved suchthat combustible materials are not unduly collated in filters.

Y2.IR4 Lighting Lux Levels

It is essential that operators are able to work and function in a pleasant environmem and thatlux and UV levels for high intensity lighting systems are both balanced and safe. The airportdesigner should refer to the table listed in clause Y2.4 in the absence of-local national standards.

V _ _ _________________________________________________________________________________________________________________________________

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717

IATA

GLOSSARY

air bridge See passenger boarding bridge.

Air Transport Action Group (ATAG) A coalition of organisations from the air transport industry, formed topress for economically beneficial aviation capacity improvements. ATAG is a leading proponent of aviationinfrastructure development, advocating the economic benefits of air transport, the industry's excellentenvironmental performance, and the need for major improvements in airport surface access and air trafficmanagement capacity.

aircraft, combi An aircraft capable of transporting both passengers and freight/mail.

aircraft movement An aircraft takeoff or landing at an airport. For airport traffic purposes, one arrival and onedeparture is counted as two movements.

Afofe; The term international aircraft movements refers to all flights of national or foreign aircraft whose originor destination is located in the territory of a State other than that in which the airport being reported on is located,whereas the term domestic aircraft movements refers to all flights of national or foreign aircraft in which allthe airports are located in the territory of the same State. In both cases, the flight shall be considered asconsisting of the total of its flight stages (i.e., from takeoff to its next landing; technical stops are not taken intoaccount (ICAO ATREPF-Form I).

airfield The network of runways and taxiways at a given airport, the configuration of which is selected basedon a wide range of criteria, including future development considerations, the direction of prevailing winds,average monthly temperatures, altitude from sea level, natural obstacles, local surface transportation networks,neighbouring airport facilities, etc.

Airline Operators Committees (AOC) Committees concerned with the day-to-day operation of the airport forwhich they are established. Usually, information concerning a proposed airport development is first receivedfrom the airport authority at AOC meetings. See Section B-1.

Airport Consultative Committee (ACC) A committee developed by IATA in the event of an airport expansionproposal or new airport development. The purpose of the ACC is to consolidate the views of those airlines whouse or will make use of the facility in question and provide a focal point for consultation with the airport authority.See Section B-1.

airside The aircraft movement area of an airport, including adjacent terrain and buildings or portions thereof,access to which is restricted to operational employees and (in specific enplaning and deplaning areas) membersof the travelling public.

apron A defined airport area intended to accommodate aircraft for purposes of loading or unloading passengers,baggage, mail or cargo, fueling, parking or maintenance (ICAO Annex 2, 4, 11, 14, Vol. I, PANS-ATM).Synonymous with ramp and tarmac.

available seat-kilometers/miles (ASK)/(ASM) A seat-kilometer or seat-mile is available when a seat is flownover the distance of one kilometer or one statute mile. Available seat-kilometers/miles are equal to the sum ofthe products obtained by multiplying the number of passenger seats available for sale on each flight stage bythe stage distance expressed in kilometers or statute miles, based on airport-to-airport great circle distances.Seats not actually available for the carriage of passengers because of the weight of fuel or other load shouldbe excluded in the calculations. Synonymous with capacity passenger-kilometers/miles (CPK)/(CPM) and seat-kilometers/miles available (SKAj/SMA).

available tonne-kilometers/miles (ATK)/(ATM) A metric tonne of available payload space flown over thedistance of one kilometer or one statute mile. Available tonne-kilometers/miles are equal to the sum of theproducts obtained by multiplying the number of metric tonnes of capacity available for the carriage of revenueload, i.e., passengers, baggage, freight and mail, on each flight stage by the stage distance expressed inkilometers or statute miles, based on airport-to-airport great circle distances. The same method of calculatingavailable payload capacity is used for both scheduled and charter flights for statistical reporting purposes.

718


azimuth In surveying, the horizontal angle of the observer's bearing, measured clockwise from a referenceddirection (usually north), or from a referenced celestial body (usually Polaris).

baggage, cabin (CBBG) Baggage which the aircraft passenger retains custody of (IATA RP 1008). This coverspersonal belongings, such as briefcases, handbags and other non-bulky baggage conforming to specifieddimensions, to permit stowage aboard the aircraft. Synonymous with carry-on baggage.

baggage check Those portions of a ticket which provide for the carriage of a passenger's checked baggageand which are issued by the carrier as a receipt for same (IATA RP 1008).

baggage, checked Baggage of which the carrier takes sole custody and for which the carrier has issued abaggage check (IATA RP 1724).

biometrics The systems and ideologies associated with a form of passenger identification which utilises themeasurement of exclusively self-identifying physical attributes. Examples of biometric devices and systemsinclude but are not limited to facial recognition devices, fingerprint scanners, iris scanners, and the softwareprograms developed for same. Any one of these types of systems may be used alone or in conjunction withother forms of biometric, electronic or documentary identification for purposes of passenger security and customsscreening and/or passenger facilitation.

bluesea See Greenfield/bluesea airports.

Board of Airline Representatives (BAR) IATA recommends that a Board of Airline Representatives beestablished in every country where civil aviation is an important part of the nation's social and especially economicviability. These boards represent the interests of their countries' main servicing carriers and keep their memberairlines up-to-date on emerging industrial, technological and regulatory developments pertinent to their nationalsituation.

busy day (Forecasting measure) A typical 'busy day' is the second busiest day in an average week during thepeak month. An average weekly pattern of passenger traffic is calculated for that month, and peaks associatedwith special events such as religious festivals, trade fairs, conventions and sport events are excluded. The busyday should be representative of a frequently occurring 'model' busy period, indicative of a realistic day within aweekly schedule.

capacity The variable measurement of a specific airport system or subsystem's throughput, or the system'scapability to accommodate a designated level of demand. Comprehensive capacity assessments are based onfive fundamental measurements: Dynamic Capacity; Static Capacity; Sustained Capacity; Maximum Capacity;and Declared Capacity. See Section F2 for comprehensive definitions of these specific terms.

Capital Expenditure Plan The long-term financing and expenditure plan pertaining to the acquisition,construction, or improvement of fixed assets such as land and buildings.

charter services Flights performed for remuneration on an irregular basis, including empty flight stages relatedthereto and inclusive tours other than those reported under scheduled services.

combi aircraft See aircraft, combi

common use terminal equipment (CUTE) CUTE is a generic term (not to be related to certain vendors'products and services) for a system of shared or common IT infrastructure which allows individual airlines toaccess their host computer(s), undertake all their data processing functions, make the same entries and obtainthe same responses as they otherwise would through a proprietary terminal network. The basic CUTE conceptis to enable airlines at an airport to share passenger terminal handling facilities, including such areas as check-in and boarding gate counters, on a common-use basis, and thus eliminate the need for individual airlines toinstall their own equipment. CUTE facilities also enable airlines to use their own host applications for departurecontrol, reservations, ticketing, seat allocation, boarding pass and baggage tag issuance, etc., at such counters,as well as in their on-site administrative offices.

curbside That area of an airport terminal facility dedicated to the safe and efficient transfer of passengers andmeeters/greeters to and from road-based surface transport systems (cars, buses and taxis).

de/anti-icing De-icing is the process which removes ice, snow, slush or frost from airplane surfaces for flightsafety purposes. Anti-icing is a precautionary measure which prevents frost, ice or snow from forming or

IATA

Glossary

facilitation (FAL) A general term reflecting the action being taken by governments, airlines, airports and otherorganizations involved in civil aviation to standardize, simplify and reduce government-imposed formalities andprocedures at airports. The main objectives are to improve efficiencies and services to passengers and usersof cargo services, and to reduce relevant waiting times and costs.

Flight Information Display System (FIDS) A computerized airport, airline and baggage claim informationdisplay.

freight Includes express and diplomatic bags but not a passenger's checked baggage.

gate The point where an aircraft is parked for passengers enplaning or deplaning and for loading and unloadingbaggage, cargo, mail, galley units and other supplies. Synonymous with arrival gate and departure gate.

Global Airport Monitor An IATA information product which provides comparative airport service performanceindicators for major international airports from Europe, North America and Asia Pacific.

greenfield/bluesea airports 'Greenfield' or 'bluesea' are terms used to describe what most planners wouldconsider to be 'ideal' airports or (alternately) airport locations. In general, greenfield or bluesea airports aremega facilities that have benefited from planning decisions whereby designers and ACCs have opted to createlarge, modern facilities incorporating many of the latest 'best-practice' airport planning guidelines. Currentgreenfield/bluesea airports include facilities such as CLK in Hong Kong, Denver International Airport, KualaLumpur KLIA, and Seoul NSIA, which all became operational between 1995 and 2000. These new airports aregenerally sized in the 400,000 sqm range and have operating capacities upwards of 30 mppa. They're usuallydesigned to be hub facilities, are capable of adapting to service currently-envisioned larger aircraft, and incorporatea detailed master plan that will allow them to grow in a modular fashion to capacities up to 100 mppa.

hub Any airport having numerous inbound and outbound flights and a high percentage of connecting traffic. Inthe context of scheduling and marketing from a hub-operating carrier's perspective, hub denotes an airportwhere many of its inbound and outbound schedules are coordinated with the aim of producing the most convenientconnections and/or trans-shipment for passengers, freight and/or mail. The same airport may serve as a hubfor more than one air carrier although this is exceptional. Currently, most hubs have been designed for passengertraffic but the concept is also used for the development of cargo and mail traffic.

Hub Definitions

The following specialized terms and their definitions, commonly used to describe the different types of hubairports, are contained in the ICAO Manual on the Regulation of International Air Transport (Doc 9626):

• cargo hub — An airport where facilities are provided for easy and fast connections and transshipment of aircargo traffic.

• interline hub — An airport at which connections or transferring of traffic are chiefly made between flights ofdifferent carriers.

• intermodel or multimodel hub — An airport that enables convenient connections or transshipment of trafficfrom one mode of transport to another, for example, surface to air on a sea-air routing.

• ma/7 or postal hub — An airport which serves as a transit center for mail or postal shipments.

• major hub — An airport with a large volume of connecting traffic, usually a centrally located airport servedby more than one airline with long-haul connections.

• mega- or super-hub — A very large airport.

• mini-hub — A secondary airport set up by a carrier.

• online hub — An airport at which connections or transferring of traffic are mostly made between differentflights of the same airline.

• regional hub — An airport that serves a region of a State or a region comprising more than one State.

• second country hub—An airport set up by an air carrier in a foreign country, typically to allow it to

719

International Industry Working Group (IIWG) IIWGs bring together IATA, Airports Council International (ACI)and the International Coordinating Council of Aerospace Industries Associations (ICCAIA). The IIWG was foundedin 1970 and its main goal is to review airport/aircraft compatibility issues which might improve the developmentof the air transport system.

landside Those areas of an airport to which the non-travelling public has free access. Sometimes referred toas the public side.

load factor, passenger Passenger-kilometers/miles expressed as a percentage of available seat-kilometers/miles. Alternatively, the number of passenger seats occupied expressed as a percentage of the total seatcapacity of an aircraft.

long-haul Operating distances of >5,000 km non-stop, presuming an aircraft with a full payload at normal cruisingconditions and with an adequate fuel reserve to reach an alternate airport.

mail Refers to correspondence and other objects tendered by and intended for delivery to postal administrations.

master plan, airport A presentation of the airport planner's conception of the ultimate development capacityof a specific airport, created so that all air-side, land-side and airport support facilities can develop, expand andimprove the operational flexibility and efficiency of their businesses in a structured, balanced and orderly fashionwithout adversely impacting on the business of their neighbours on or adjacent to an airport site. Master plansare applied to the modernization and expansion of existing airports and to the construction of new airports,regardless of their size or functional role. See Section C-1.

medium-haul Operating distances of >1,000 km and <5,000 km non-stop, presuming an aircraft with a fullpayload at normal cruising conditions and with an adequate fuel reserve to reach an alternate airport.

noise zones Areas surrounding an airport which are established to protect nearby residents from excess noiseand which also protect the airport from community encroachment. The establishment of noise zones is animportant step when determining future land-use, and the factors used to ascertain them will vary dependingupon local/national standards. Noise zones should be calculated and based on the ultimate achievable throughputof the airport; i.e. when the. runway is saturated, such that long term development flexibility is ensured.

operations area The designation given to the area occupied by airlines and ground handling, catering, etc.,personnel who handle the aircraft while it is on the ground. It is usually located near the apron and includes thearea required for the flight crew and flight attendants as well as airline and ground handling personnel assignedto ground service operations. Certain amenities for personnel; e.g. wash rooms, lunchrooms, locker rooms,together with support areas for stores, are also located in this area.

passenger, connecting See passenger, transfer

passenger, destination With respect to a specific airport, a destination passenger is one who's final sectionof carriage, including aircraft disembarkation, baggage claim, etc., takes place at said facility. Synonymous withterminating or arrivals passenger.

passenger, originating With respect to a specific airport, an originating passenger is one who's first sectionof carriage, including check-in, aircraft embarkation, etc, takes place at said facility. Synonymous with departurespassengers

passenger, terminating See passenger, destination.

passenger, transfer A passenger making a direct connection between two flights (i.e., using different aircraftand flight numbers operated by the same or another airline), or a passenger arriving at an airport of a Stateand whose journey continues on another flight at the same or another airport of that State (ICAO AirportEconomics Manual Doc 9562). Synonymous with connecting passenger.

IAT

AGlossary

peak day The second busiest day in the busiest or second busiest week of normal airport traffic.

peak period, typical The typical peak is the maximum level of traffic, lower than the absolute peak, reachedin busy periods of a typical busy day (see busy day).

ramp See apron.

Regional Airports Steering Groups (RASGs) Multi-disciplinary IATA bodies of airline representativesestablished in Europe and Asia/Pacific. They meet twice a year to review airport developments within theirregions.

Schengen/non-Schengen The name Schengen refers to a treaty signed in March 1995 by seven EuropeanUnion countries. The purpose of the treaty was to end internal border checkpoints and controls, and an additionaleight European countries have signed the treaty since it came into effect. The 15 Schengen countries are:Austria, Belgium, Denmark, Finland, France, Germany, Iceland, Italy, Greece, Luxembourg, Netherlands, Norway,Portugal, Spain and Sweden. All these countries except Norway and Iceland are European Union members.

short-haul Operating distances of <1,000 km non-stop, presuming an aircraft with a full payload at normalcruising conditions and with an adequate fuel reserve to reach an alternate airport.

stand, aircraft A designated area on an apron intended to be used for parking an aircraft (ICAO Annex 4, 14,Vol. I).

stopway (SWY) A defined rectangular area on the ground at the end of takeoff run available prepared as asuitable area in which an aircraft can be stopped in the case of an abandoned takeoff (ICAO Annex 4, 14 Vol.I, PANS-ABC, PANS-ATM).

taxilane a route bounded on either one or both sides by aircraft parking positions, and by which aircraft canonly gain access to these parking positions.

taxiway A defined path on an airfield established for the taxiing of aircraft and intended to provide a link betweenone part of the airport and another, including:

• aircraft stand taxilane — A portion of an apron designated as a taxiway and intended to provide access toaircraft stands only.

• apron taxiway— A portion of a taxiway system located on an apron and intended to provide a through taxiroute across the apron.

• rapid exit taxiway (RET) — A taxiway connected to a runway at an acute angle and designed to allowlanding airplanes to turn off at higher speeds than are achieved on other exit taxiways and thereby minimizingrunway occupancy times (ICAO Annex 2,4,14 Vol. I, PANS-ATM). Synonymous with high-speed exit taxiway.

traffic, direct transit Traffic which both arrives and departs the point (transits the point) as part of a continuousmovement under a single air ticket or waybill, without a stopover, on the same or different aircraft identified bythe same airline designator and flight number (ICAO Manual on the Regulation of International Air TransportDoc 9626).

traffic, true origin and destination Traffic with the origin being the first point named on the transportationdocument and the destination being the last point on a one-way movement or the point located furthest fromthe point of origin on a return (round trip) movement (ICAO Manual on the Regulation of International AirTransport Doc 9626).

User Charges Panel (UCP) The User Charges Panel is responsible for representing IATA airlines in negotiationswith airport authorities regarding the charges for the use of the airport, including but not limited to landing fees,terminal building charges, passenger-related elements, lighting charges, air traffic control and monopoly-typeuser charges.

ACRONYMS

a/cACFTACCACIAMDAOCAODBAPASGAHMAPMARP

APIAPUA-SMGSATAATBATCATFMATMBARBHSBMSBOTBOOTBRSBTOCAACAPEXCCTVCDACFCCHPCIPCTCTACUTEDCSDCVECACEDSEDTSEISETDETVEUFAAFBO

AircraftAircraftAirport Consultative CommitteeAirports Council InternationalArchway metal detector (pax and hand baggage screening)Airline Operators CommitteesIATA Airport and Obstacle Database or Airport Operational DatabaseAsia Pacific Airports Steering GroupAirport Handling ManualAutomated people moverAirport reference point, with latitude and longitude to the nearest second based on the WGS-84(world geodetic system).Advance passenger informationAuxiliary power unitsAdvanced surface movement guidance and control systemAir Transport Association (American)Automated ticket and boarding passAir traffic controlAir traffic flow managementAir traffic movementBoard of Airline RepresentativesBaggage handling systemBuilding management systembuild-operate-transfer (leasing term)build-own-operate-transfer (leasing term)Baggage reconciliation systembuild-transfer-operate (leasing term)Civil Aviation AuthorityCapital expenditure(s)Closed-circuit televisionContinuous descent approachChlorofluorocarbonCombined heat and powerCommercially important passenger or Capital investment programmeComputed tomography imagingCargo terminal area or Central terminal areaCommon use terminal equipmentDepartures control systemDestination Coded VehicleEuropean Civil Aviation ConferenceExplosive detection systemExplosive detection tomography systemEnvironmental impact statementElectronic trace detectionElevating transfer vehicleEuropean UnionFederal Aviation AdministrationFixed base operator

IATA

FEGP Fixed electrical ground powerFFL Finished floor levelFIDS Flight information display systemGPU Ground power unitGPS Global positioning systemGSE Ground service equipmentHBS Hold baggage screeningHIRO High intensity runway operationHHMD Hand-held metal detectors (pax and hand baggage screening)HSR High speed railHVAC Heating, ventilation and air conditioningIED Improvised explosive deviceIATA International Air Transport AssociationICAO International Civil Aviation OrganizationIFR Instrument flight ruleILS Instrument landing systemIIWG International Industry Working GroupJAA Joint Aviation AuthoritiesJAR Joint Aviation RequirementsLAT Latest check-in acceptance timeLDA Localizer directional aidLDA Landing distance availableMARS Multi-aircraft ramp systemmppa Million passengers per annumMCO Miscellaneous charge orderMCT Minimum connecting timeMIS Management information systemMLW Maximum landing weightMQT Maximum queuing timeMRI Magnetic resonance imagingMRTD Machine readable travel documentsMTBF Mean time before failure (re: system maintenance)MTOW Maximum take-off weightMTTR Mean time to repair (re: system maintenance)Mvts/annum Aircraft movements per annumNASP National airport system planNB Narrow body aircraftNGLA New generation large aircraftNLA New large aircraftNM Nautical milesO&D Origin and destinationOFZ Obstacle free zoneOPEX Operating expenditure(s)ORAT Operations readiness and airport transitionOTS Optimal turn-off segmentPAPI Precision approach path indicatorPAR Precision approach radarPAX Passenger(s)PBB Passenger boarding bridgePCI Pavement condition index

PCN

PHP

PRA

PRM

PTB

QFE

QNH

RA

RASG

RAT

RCG

RET

RF

RFID

RFP

RTD

RTP

RWY

SID

SIDS

SMGCS

SOIA

STAR

STARS

STD

STOL

TCA

TCAS

TDZ

TPHP

TTS

TIPO

TMA

TOD

TOR

TWR

TWY

UC

UCP

ULD

URS

VASIS

VIP

VFR

VMC

VOR

WB

W/G

Pavement classification numberPeak hour passengerPassenger risk assessmentPrecision runway monitorPassenger terminal bridgeAtmospheric pressure at airport elevation (or at runway threshold) (ICAO)Altimeter subscale setting to obtain elevation when on the ground (ICAO)Resolution advisoryRegional Airports Steering GroupRapid access taxiwayRegional Co-ordinating GroupRapid exit taxiwayRadio frequency (tags)Radio frequency identificationRequest for proposalsRegional Technical DirectorRegional Technical PanelRunwayStandard instrument departureStandard instrument departure systemSurface movement guidance control systemSimultaneous offset instrument approachesStandard arrival routeStandard arrival systemStandard time of departureShort takeoff and landingTerminal control areaTraffic alert and collision avoidance systemTouchdown zoneTypical peak hour periodTracked transit systemsTaxi in, push outTerminal maneuvering area (now commonly called terminal control area)Takeoff distanceTerms of referenceTowerTaxiwayUser chargesUser Charges PanelUnit load deviceUser requirement specification (baggage)Visual approach slope indicator system (ICAO)Very important personVisual flight rulesVisual meteorological conditionVery high frequency omnirange radioWide body