Category: Airport

Issues

The three major issues presented by the DIA case were:

• Financial – reduce DIA’s bond debt ($5.3 billion).
• Strategic – Attract passenger and cargo traffic as a means to achieve 100% fixed assets utilization.
• Technology – Correct malfunctioning ABS (automated baggage system). Use of technology in cost control.

I will be taking a much more in-depth look at each of these issues in section four – alternatives, in terms of the development of a system. I will also go into greater detail in section three, problems and opportunities, where I have focused most of this case study analysis.

Environmental Analysis

The event that leads to the need for a new airport in Denver was simply – Denver had outgrown SIA (Stapleton International Airport). SIA was established in 1929; although periodic expansion over the years seemed to satisfy air traffic demands, by the 1970s SIA was one of the ten largest airports in the world and was not capable of handling its current or future projected air traffic. An option to expand SIA onto U.S. Army arsenal property was pursued – the property was highly contaminated, and clean-up costs were estimated at $6 billion in 1982 – proving this to be an unfeasible option for the city of Denver.

The other option, and the eventual result, was to construct a new airport. With the local endorsement and $500 million in federal funding, the construction of DIA would begin on September 28, 1989. Due to the delays with the automated baggage system, DIA did not open until February 28, 1995 – sixteen months later than the scheduled date.

The environmental analysis of this case presented a very good opportunity to demonstrate the effects that technology has on society. Technology for the most part is designed to make our lives easier. But, as can be seen in the case of the ABS – design needs to constantly assess – and changed if the analysis indicates change is needed. While technology does indeed offer long-term benefits – something quite contrary can be claimed when technology doesn’t work, as in the case of the ABS – hardship was the result of malfunctioning technology in this instance.

Problems and Opportunities

Some of the major problems that the Denver International Airport case presented could potentially have been avoided and detected through the various levels of analysis performed by implementing an SDLC (systems development life cycle)methodology, in originally designing Denver International Airport s information systems.

Along the same vein of logic that, “with every end, there’s a new beginning” – I would like to state “with every problem there’s a new opportunity”.

This section is outlined in the context of presenting some of the specific opportunities that the problems that were analyzed in this case study created.

Problem

Sixteen-month delay in the opening; this rather significant delay was due in most part to Denver International Airport malfunctioning automated baggage system. The financial ramifications of the delay were quite significant, as the Denver International Airport bond rating dropped several levels.

Opportunity

When creating Denver International Airport information systems, this problem most likely would have never occurred had it been addressed using an SDLC methodology from the onset. I would put forth the proposition that during the pre-construction phase of the project, the ABS systems problems would most likely have been detected during a Feasibility Study.

Problem

Project Mismanagement; DIA management is where the ultimate blame for the delay in opening DIA lies. Again, had the management at DIA implemented an SDLC methodology in their systems design, the pitfalls that the project faced could have been predicted, and in many situations, avoided altogether. Not only would the delayed opening have possibly been avoided – but the cost overruns (much of it, directly associated with the delayed opening) that plagued the DIA project would have been addressed as well.

Opportunity

Implementing edge technologies; considering the scope and total cost of this mammoth project – this was certainly an opportunity for DIA to implement edge, spatial mapping technologies throughout this state of the art facility. The systems development approach to a spatial mapping system might have been implemented as a prototype. A small-scale working model of the system that could be rather quickly designed and implemented. Or perhaps even better yet – the systems development approach that DIA management may have considered, might be best taken as a gradual phase-in of the system, starting with Continental’s and United Airlines’ main concourses, and then eventually phased in throughout the rest of the massive 53 square miles (34,000 acres) facility.

Opportunity

Implement GDSS (Group Decision Support System); with the new construction of DIA, the opportunities for implementing a state-of-the-art decision support system were logically presented. United Airlines utilizes a DSS in maintaining its flight schedule. A DSS could also be used, similar to the one American Airlines uses in making decisions on supply costs, as well as route selection.

Another set of problems and opportunities regarding the financial issues that were shown through the risk analysis of this case were; that DIA had established strategic conditions for financial success based on two, rather unstable factors.

Problem

The traffic from Continental and United Airlines had to not only maintained their current levels but also needed to continue to grow at projected estimates. This type of unstable contingency situation is flagrantly risky in its’ very nature. The problem: to achieve 100% fixed assets utilization

Opportunity

Implement a DSS in projecting business risks, and in determining DIAs’ strategic, and financial directives. Possible Solution: Add, long-term major airline contracts to DIA, such as Southwest or Air Canada.

Problem

Denver remains a popular business/tourist attraction.

Opportunity

Utilize a DSS/ES to analyze and model successful large-scale coordinated tourism/business attraction campaigns. Solution: By using a model that has proven successful, DIA management and the city of Denver are presented with an opportunity to bring growth and revenues to their region of the country. An example of a successful model such as Branford Missouri should be analyzed and used as a framework in designing Denver’s particular model via Denver International Airport.

Alternatives

Some next-step alternatives that the management at DIA could have utilized to help foresee some of the problems regarding the technical issues that they faced were:

DIA management could have taken a more formalized approach in the development of their information systems. DIA management might have considered implementing an SDLC (Systems Development Life Cycle) methodology in the development of such complex systems as Denver International Airport, AGTS (Automated Guideway Transit System), and ABS (Automated Baggage System).

The Software Development Life Cycle feasibility study could have pointed out the shifting directions the Acrylonitrile butadiene styrene project was taking – initially, the Acrylonitrile butadiene styrene was to be used exclusively by United Airlines, who believed that the Acrylonitrile butadiene styrene could reduce plane turnaround time to 35 minutes – then the city of Denver decided that the ABS should be extended throughout the entire airport. A more formalized development approach to the Acrylonitrile butadiene styrene system development project could have possibly prevented the eventual delay in opening DIA and saved them millions of dollars in cost overruns.

In the context of technology’s effects on our society, other ethical questions are tacitly raised. In light of the events that took place on September 11, 2001, and within the context of a present-day alternative that DIA is presented, individuals start to raise serious questions regarding the “ethical” issues involved in passenger profiling.

The decision to implement a DSS in maintaining a customer profile database – used to screen airline passengers, can certainly cause a firestorm of debate. Where the arguments for personal rights, privacy, and civil liberties, are met with equally compelling arguments for personal safety and national security.

The societal concerns that these issues raise need to be addressed. Although controversial, a DSS used for passenger screening must be seriously considered by all of the major Airlines. Of course, the use of information in this manner is in direct conflict with U.S. Fair Information Practices, which were established in 1973. These practices are the principles involved in the collection and use of information about individuals. Before the decision to implement this type of Information System can be made, and Ethical Analysis of the situation needs to be performed.

A systematic approach that DIA management should take, regarding performing an ethical analysis of any ethical issue that they face would be to:

• identify and describe the facts.
• Define the conflict or dilemma – and identify the higher order of values involved.
• Identify the stakeholders.
• Identify all reasonable options.
• Identify all potential consequences and ramifications of the options.

This approach should greatly assist DIA management in making appropriate ethics-based business decisions.

Another alternative that DIA management needs to earnestly consider is the use of Expert Systems in assisting them in trying to coordinate and assess all of the business decisions that DIA management faces, and help to define the multitude of logistical considerations for the various projects, which a facility of this proportion would generate. A centralized database – shared by the entire airport community, would greatly assist in the coordination of the many facets of operations for DIA, and needs to be considered as well.

DIA needs Web-ready mapping software because many of those end users, particularly facilities engineers, also need to pull maps on their own from a browser-based interface. Some general users also read maps on the airport’s Web-based intranet, which serves 1,000 people. Because AutoCAD Map and Map Guide embrace several kinds of map data and quickly serve maps out into Web formats, they function better in such a situation than many less flexible GIS programs in the marketplace, which can take hours to convert files.

The airport’s utility engineers need detailed GIS charts and schematics to maintain systems such as HVAC (heating, ventilation, and air conditioning), electric wires and fixtures, and escalators. If a water line breaks, engineers want to pull up a plan.

References

Paul Stephen Dempsey Airport Planning and Development Handbook: A Global Survey – Page 480.

The federal, state, and local level governments have different roles to play in airport system planning. According to Zografos, Andreatta, and Odoni (2013), the federal government is responsible for funding the planning activities at the airport. It has the resources to do so. The local governments are always responsible for developing and implementing the plans. Ludwig and Ayres (2007) say that although the local governments are responsible for the management of the airports, they lack funds to implement mega plans such as airport expansions and upgrades. The scholars also say that traditionally, the state governments in the country have played a negligible role in the planning and funding of airports. However, a few states are currently considering taking part actively in long-term planning and funding of the airports.

Land within airports plays different roles. It includes landing areas, terminals, and access plans among others. Hoerter (2011) says that all structures within an airport have to be set up on land. The size and quality of an airport start with the size of the land. An expansion can only be realized if there is enough space set aside for access plans. International airports in the country have duty-free shops, custom-bonded warehouses, staff and security offices, restaurants and important buildings among others. All of them can only be constructed if the land is available within the airport.

Airport capacity refers to the number of passengers and amount of goods a given airport can handle within a unit of time. Airport capacity is determined by a number of factors. The first factor is the number of planes that can land and take off per unit time (Hazel, 2011). The number of landings and take-offs is not only determined by the size of the airport but also by the technology used. The capacity is also determined by the number of passengers who are cleared per unit time. The amount of cargo processed in the airport also defines its capacity.

Technology can be used to increase the capacity of airports. According to Wells and Young (2010), technology can help speed up the processing of passengers’ documentation and in the security check. It can also speed up the clearing of cargo that arrives or leaves the airport. Modern technologies may also be helpful in managing to land and taking off planes.

Airport financial planning methods can take place at different levels. The first one should be federal planning where strategic objectives and implementation strategies are set. The state and local governments should coordinate the development of operational plans. Pricing at the port should be determined by the market forces. The management should also monitor emerging trends and find ways of embracing them.

The figure below is a summary of the most appropriate organizational structures and hierarchies within the airports.

The top management unit should be the board of directors appointed by the federal, state, and local governments. The board is headed by a chairman, and the chief executive officer is its secretary. Below the board of directors is the chief executive who is responsible for the normal running of the airport. Below the chief executive are the human resource, finance, and operations directors. An independent auditor has a special position in this hierarchy. As Landry (2012) observes, internal and public relations define the image of the airport, and this directly affects organizational performance.

References

Hazel, R. (2011). Resource guide to airport performance indicators. Washington, D.C: Transportation Research Board.

Hoerter, S. (2011). The airport management primer. Mount Pleasant, S.C.: S. Hoerter.

Landry, J. (2012). Lessons learned from airport safety management systems pilot studies. Washington, D.C: Transportation Research Board.

Ludwig, A., & Ayres, M. (2007). Safety management systems for airports. Washington, D.C: Transportation Research Board.

Wells, A. T., & Young, S. B. (2010). Airport planning & management. New York: McGraw-Hill.

Zografos, G., Andreatta, G., & Odoni, A. R. (2013). Modeling and managing airport performance. Chichester: John Wiley and Sons Inc.

On February 25th, 2005, an article appeared in the New York Times highlighting the unprecedented collapse of one of the terminals at Charles de Gaulle airport in Paris. The quality issue arising in this article is design and construction standards observation. In a precise attempt to point towards the events leading to the collapse, the article stated that the building had visible cracks before it collapsed that left 4 people dead (Tagliabue, 2005).

Quality management tools to be used

• Check sheet: Being more dependent on design and construction standards adherence, a check is no doubt important in ensuring that every challenge is addressed.
• Cause and effect diagram: This quality tool is useful in identifying possible defects the construction may face and linking them up to causes.
• Brainstorming: This will allow the identification of a range of possibilities irrespective of their effects.

3 steps to take in solving the problem

Gather as much physical evidence as possible. This will involve investigation of the crack directions, trends, and the impact of the fall as well as any unusual effects recorded after the fall.

Review the standards guiding both design and construction of the wall and identify possible non-compliance.

Undertake investigations to find the possible causes of the defects recorded in the collected physical evidence and also take into consideration the findings of step 2.

References

Tagliabue, J. (2005). France: Terminal Cracked Before Collapse. New York Times, p. 6.

Description of the Airport

History of the Airport

Brisbane Airline’s operations started in early 1926 at the site currently known as Brisbane Airport. However, preparation for the modern Brisbane Airport commenced in 1971 and was intended to meet the future travel needs of the city. The current facility was established and became operational in 1988 along with its domestic terminal and control tower (“BNE Quick Facts – Brisbane Airport”). The government redeveloped the airline to allow curfew-free operations. Brisbane is the third-busiest airport in Australia; it provides services to 27 airlines with 43 national and 29 international destinations. The airport records a high number of passenger movements. Hence, the corporation continues to grow based on the number of international and national passengers.

Physical Description

Brisbane Airport is located 15 km north-east of the Brisbane central business district on a 2,700-hectare land. The current Brisbane Airport consists of a large buffer zone situated between the end of the existing main runway. The nearest residence is 6.9km from the runway centerline, industrial land uses, and conservation space surrounding the airline. It consists of an International Terminal Building and linked apron taxiways that officially opened in September 1995 (“BNE Quick Facts – Brisbane Airport”). The airline supplemented these buildings and taxiways with services and facilities that allowed business and industry development. It also established a wide range of tenants, an extension of the Domestic Terminal Building and expansion of Air-services Australia facilities.

Ownership Model of the Airport

The ownership of the corporation has changed overtime. Brisbane Airport Corporation bought the airport from the Federal government in 1997 under a 49-year lease; the agreement has an option for a 50-year extension (“BNE Quick Facts – Brisbane Airport”). The company values building collaborative relationships and control of the airline in its entirety. Brisbane Airport Corporation’s shareholders include Australian and international firms and some institutional investors.

An estimated 80 percent of the corporation’s shareholders comprise of Australian “mums and dads.” The airport’s ownership is as follows; QIC Infrastructure Management owns 25%, IFM Investors 19.8%, Royal Schiphol Group 19.6%, and Colonial First State Airport Fund owns 17% (“BNE Quick Facts – Brisbane Airport”). Other firms include Unisuper with 7%, MTAA Superannuation Fund 4.9%, Commonwealth Bank Group Super with 3.9%, Sunsuper with 1.5%, and EquipSuper with 1.3%. Brisbane is a private listing owned by multiple firms (“BNE Quick Facts – Brisbane Airport”). Hence, different shareholders own the airport.

Organizational Structure of the Airport

Brisbane Airport Corporation has a unique organizational structure that determines business operations. Ahmady et al. illustrate that organizational structure represents a combination of a business’s relations between organizational elements that form the existing culture of administrative activities (455). Brisbane Airport is operated by Brisbane Airport Corporation, a private, unlisted company that creates economic opportunities for the state and city.

On-going and Planned Projects

Brisbane Airport Corporation owners and operators drafted the 2020 master plan, a document that reviews economic and demographic trends and considers changes in the aviation sector that will influence its plans and strategies. The master plan considers the proposed growth and expansion of the airport to the year 2040. The document also details the work schedule for proposed projects that will take place from January 2025 when it will be published.

The projected activities include plans that are based on the analysis of forecasts for an expansion of passenger numbers, movement of aircraft, anticipated changes within the aviation sector, and on-airport traffic and consignment. The corporation’s on-going plans and strategic projects are based on specific objectives under four fundamental themes: growing aviation markets, customer satisfaction, driving economic prosperity and supporting business growth (Ashford et al., 45). For example, the company continues to invest in modern and quieter aircraft that meet environmental standards.

The Steering Committee continues to encourage the corporation to work closely with other airlines, governments, and communities to balance effective operations at the airport and community amenity. Brisbane Airport has multiple on-going projects in line with collaboration with communities and other agencies. The corporation continues to pursue and develop innovations, such as smart tracking through the use of advanced satellite navigation procedures that can potentially provide alternative techniques to existing instrument landing systems common in the southern suburbs (Ros Prat 11).

Brisbane Airport has also recorded continued investment in modern, quieter, and eco-friendly aircraft to adhere to domestic and international environmental laws and regulations. In pursuit of development and expansion, Brisbane has implemented efficient land use planning decisions and information revelation procedures that account for the effects of aircraft noise on planned residential areas. The corporation also conducts continuous monitoring practices and improves noise abatement procedures and practices by establishing preferred runways and flight paths that reduce noise exposures to individuals residing close to the airport (Ros Prat 12). Hence, Brisbane has on-going and planned projects aimed at increasing efficiency, meeting legal requirements, and fostering improved relationships with the surrounding communities.

Brisbane has planned a New Parallel Runway (NPR) that is targeted to maximize movements over Moreton Bay. The projected NPR will also lessen the relative flight concentration being experienced in the southern approach flight path. Brisbane airports will have regulatory approval before the implementation of the NPR that outlines specific public consultation milestones. As noted earlier, the airport has increased its efforts towards building relationships with surrounding communities (Ros Prat 14). The corporation has multiple community consultation initiatives, such as the Brisbane Airport Experience Center, the Brisbane Airport Community Aviation Consultation Group, and the Airport’s web-based aircraft noise data. These initiatives promote more informed dialogues between the corporation and the surrounding communities.

Currently, Brisbane Airport Corporation serves over 23 million passengers annually. The airport is undertaking different measures to increase its annual total number of passengers and passenger movements. Through its Master Plan, the corporation targets more than double the current rates of passenger movements. Aircraft movement forecasts based on the general aviation movements; Brisbane Airport will increase an estimated annual movement of 380,000 by 2040 (“BNE Quick Facts – Brisbane Airport”). The corporation has increased investments in the city of Brisbane and the surrounding communities to increase the total number of passenger movement.

The continued growth of the population in Queensland and Brisbane coupled with an unparalleled rate of capital investment is creating an increased demand for frequent flights. The addition of new and customer choice international destinations has also promoted increased movement for Brisbane Airport Corporation (“BNE Quick Facts – Brisbane Airport”). Therefore, the current and expected growth in the overall number of passenger movement can be credited to the airport’s increased capital investment, population growth in Brisbane and Queensland, and the establishment of new international destinations of preference by consumers.

Current and Future Sources of Air Passengers

Current Sources of Air Passengers

Brisbane Airport currently has two major terminals that accommodate 34 airlines flying to 85 local and international destinations. In 2019, an estimated 23.8 million passengers transited through the airport; 17.6 million of these passengers were domestic, whereas 6.2 million were international passengers (“BNE Quick Facts – Brisbane Airport”). The company has 51 domestic destinations and 34 international destinations (“BNE Quick Facts – Brisbane Airport”).

The airport’s top five domestic destinations include Sydney, Melbourne, Townsville, Perth, and Cairns. Its top five international markets include New Zealand, China, the United Kingdom, the United States of America, and Taiwan (“BNE Quick Facts – Brisbane Airport”). Brisbane Airport Corporation makes 2,977 average weekly domestic aircraft movements and 729 average weekly international aircraft movements (“BNE Quick Facts – Brisbane Airport”). Therefore, Brisbane Airport sources its passengers both locally and internationally, but most of them are domestic markets and often travel to internal destinations.

Future Sources of Air Passengers

Brisbane Airport Corporation plans to grow its passenger movements both locally and internationally. Reports indicate that the airport is adopting measures that will promote robust international growth; for example, it is considering new routes including direct routes to Haneda and different states in the USA. The corporation is targeting the Asia Pacific due to the ongoing boom in travel demand. The top source domestic passengers for the airport include Proserpine, Mackay, Canberra, Sydney, and Melbourne (“BNE Quick Facts – Brisbane Airport”). For international markets, sources of passengers from China, India, Korea, Taiwan, and the UK are expected to grow considerably.

Based on the Master Plan, domestic passengers are expected to grow from around 17.5 million to 36 million annually (“BNE Quick Facts – Brisbane Airport”). On the other hand, international passengers are targeted to increase from around 5.9 million to an estimated 15.5 million annually by 2039/2040 (“BNE Quick Facts – Brisbane Airport”). New runway capacity in Brisbane, Melbourne, and Sydney airports are anticipated to increase traffic for domestic travelers. This increase in the number was also facilitated by the introduction of modern, eco-friendly aircraft. Brisbane Airport Corporation expects the dynamics and proportions of domestic to international passengers to evolve; the company anticipates a slight increase in the share of transnational passengers as compared to local travelers.

As a result, the current number of international passengers will increase from about 25% to 30% of the total number by the year 1039/40 (“BNE Quick Facts – Brisbane Airport”). Consequently, international aircraft movements will expand from the current 16% to 19% by the same period, which will be equivalent to over 70,000 movements (“BNE Quick Facts – Brisbane Airport”). Domestic aircraft movements are also anticipated to increase from 72% shares to 73%, which will result in nearly 279,000 movements (“BNE Quick Facts – Brisbane Airport”). Overall, both domestic and international aircraft movements will increase due to the growth in travel demand.

Impacts of Increased Air Passenger Volumes on Airport Operations

Expanding airport capacity or air passenger volumes can both adversely and positively impact a corporation. According to Sumathi and Parthasarathi, increase capacity of passengers results in traffic and may affect the quality of services provided by an airline (119). Therefore, the anticipated expansion at Brisbane Airport is likely to facilitate traffic and thus the corporation should maintain services provided and quality of the airport at high standards.

The expected increase in the number of passenger movements poses environmental concerns relating to emissions. Jakubiak underscores the importance of understanding the potential negative external effects relating to air transport (276). According to Burghouwt et al., airlines often react differently to the expansion of capacity, mostly based on macroeconomic conditions change and business models each firm implements (15). Hence, expected in the overall passenger capacity for the airport will have many impacts relating to socioeconomic and environmental impacts.

Brisbane Airport Corporation estimates its overall passenger volume to grow by nearly half the current number. As a result, the company should brace for both economic benefits and significant challenges. Growth of the total number of travels will maximize profit margins allowing the corporation to increase capital investment in projects, such as infrastructure and recruitment of experienced workforce. However, irrespective of the prospective economic benefits, the corporation’s business operations may be curtailed by adverse impacts of the high number of travels (“BNE Quick Facts – Brisbane Airport”).

For example, it will be challenging for the corporation to sustain business stability due to high demand and increased competition. Brisbane faces an infrastructure crisis unless it works closely with governments and collaborates with other agencies and communities to develop efficient infrastructure offering value for money and aligning with existing business needs. There is a need for strategic planning for the future to enable the corporation to meet demand and create value based on the number of travels.

The projected expansion in passenger movement will increase Brisbane Airport’s responsibility to expand and meet the needs of all its customers, both existing and new. The airport will be required to expand runways and buy more aircraft to ensure all passengers reach their destinations on time. It will be difficult to maintain a tight schedule due to increased traffic. The existing workforce may lack the capacity to hand more passengers; the number of passengers that can be handle by a certain crew may exceed its capacity in regards to the expertise (“BNE Quick Facts – Brisbane Airport”). Therefore, there is a need for Brisbane to expand its operations sustainably as well as have strategic plans for the projected increase in the total number of passenger movements.

Recommendations

Brisbane Airport Corporation expects the number of passengers it attends to increase by a significant number. Consequently, the airport faces the challenge of alleviating congestions and enhancing service quality and coverage coupled with ensuring security. Brisbane’s current and future congestion levels are expected to exceed the capacity, which will require air traffic controllers to routinely mitigate delays. It is recommended for Brisbane Airport to collaborate with governments and other airline agencies to fund planning and develop infrastructures that will meet increased passenger demands.

The corporation should also focus on the construction of new runways that will facilitate capacity expansion (Ryerson and Woodburn 52). Brisbane Airport can also focus on increasing capacity per slot. Brisbane Airport being a commercial airline should be concerned with serving large numbers of passengers. The corporation should focus on increasing the presence of larger aircraft in the fleet mix to increase the number of seats that Brisbane Airport can process per hour. Using this method, the firm will sustainably deal with the increasing number of passengers and traffic.

Brisbane Airport Corporation ways in which it can efficiently distribute demand. According to Barnhart et al., airlines with high demand for travel services should focus on measures that avoid delays and minimize workload (140).

Brisbane Airport should focus on creating more slots for scheduling purposes and increase the efficiency of terminal area air traffic management. The airport should take advantage of the additional capacity available in “visual meteorological conditions” to deal with traffic. Capacity constraints are inevitable for airlines expanding their customers. Brisbane is no exception and should focus on air traffic flow management that involves optimizing the flow of air traffic in time and space on a daily and hourly basis (Barnhart et al. 139). Implementation of these recommendations would help Brisbane Airport deal with passenger capacity constraints.

Works Cited

Ahmady, Gholam Ali et al. “Organizational Structure.” Procedia-Social and Behavioral Sciences, vol. 230, 2016, pp. 455-462.

Ashford, Norman J et al. Airport Operations. 3rd ed., Mcgraw-Hill Professional, 2013, pp. 5-70.

Barnhart, Cynthia, et al. “Demand and Capacity Management in Air Transportation.” EURO Journal on Transportation and Logistics, vol. 1, no. 2, 2012, pp. 135-155.

“BNE Quick Facts – Brisbane Airport“. Brisbane Airport. Web.

Burghouwt, Guillaume, et al. “Expanding Airport Capacity: Competition and Connectivity: The Case of Gatwick and Heathrow.” SEO-Rapport, vol. 2014, no. 64, 2014, pp. 9-33.

Jakubiak, Mateusz. “Environmental Impact of Air Transport-Case Study of Krakow Airport.” Logistyka, vol. 2, 2015, pp. 276-283.

Ros Prat, Inés. Improving Check-In Processing at Brisbane Airport. MS thesis. Universitat Politècnica de Catalunya, 2017.

Ryerson, Megan S., and Amber Woodburn. “Build Airport Capacity or Manage Flight Demand? How Regional Planners Can Lead American Aviation into A New Frontier of Demand Management.” Journal of The American Planning Association, vol. 80, no. 2, 2014, pp. 138-152.

Sumathi, Nagarajan., and Parthasarathi. A”Analysis of Airport Operations.” International Journal of Latest Technology in Engineering, Management & Applied Science (IJLTEMAS), vol. 7, no. 3, 2018, pp. 119-123.

Introduction

Generally, human beings are social creatures and when their ability to interact and participate in a country as citizens is hindered, they might be less productive to the nation. In most cases, factors such as low income contribute to the inability to have better living standards among families. The need to curb and reduce the impact of poverty and growing inequality in New Zealand, the government introduced the living wage (LW) to enable the citizens to have a supplemental income to cater to their basic needs. The Living Wage Aotearoa New Zealand defined the concept of LW as the amount of earnings required by employees and their households to achieve the necessities of life. According to the movement, when workers have access to LW, the ability to participate in society will increase making them live with dignity. Following the move to adopt either LW or minimum wage, employers should evaluate several factors to enable them to determine the best cause of action that would bring mutual benefit to employees and the organization.

Discussion

Auckland Airport is one of the renowned airline operators in NZ managing a number of domestic and international flights. The company has employed many workers including crew members, aircraft engineers, and other relevant personnel to facilitate the business operations of the company. The employees are entitled to wages paid by the company to enable them to provide for themselves and their family members. In NZ, the government is in charge of setting the standard rate for national minimum wage (NMW) which is calculated per hour (King & Waldegrave, 2012). The difference between LW and NMW is that companies are required to pay NMW while LW is an informal standard that allows employers to understand the amount of income workers should earn per hour to enhance their social lives. To effectively comprehend whether to implement the LW program in the corporation, Auckland Airport should consider the following factors business strategy and reward, motivation and reward, and data and information (Heery et al., 2020). When the management effectively develops a proper insight into the mentioned aspects, it will be easier for the business organization to decide on adopting LW rather than the NMW.

Auckland Airport has employed a significant operation strategy that allows it to invest for future growth. The management board has planned significantly to increase the capacity and passenger experience in the coming years. The approach is aimed at attracting several customers to use the airport and its facilities in the country. Auckland Airport has designated a number of domestic terminals and those for international travelers. It has further increased its taxiway to enable the airport to accommodate most of its requirements. The organization has further created a hub for Australasia and NZ’s best business location. The target of the corporation is to significantly increase the number of local and international passengers using the airport for their business purposes. This technique is aimed at raising the market share for the company to make it earn more revenue. Currently, consumers are influenced by the nature of services they receive and when the organization is offering the best accommodation in the industry, they are more likely to have an influx of clients. By creating a customer engagement strategy, the airline promotes smooth interactions and overall activities in the airport especially in all terminals to improve passengers’ experience.

The key reward of the customer engagement strategy being used by the corporation is increasing the relationship between the business organization and its customers. When passengers are satisfied with airport services, especially at terminals and lounges, they are motivated to come and use the services in the future. In other words, the approach enables Auckland to have a large customer base necessary for high revenue. In addition, the technique promotes customer loyalty which is essential for maintaining and even receiving referrals from previously served customers. However, despite the effectiveness of the approach, several risks are associated with the business plan utilized by the company. For instance, the nature of products plays a vital role in influencing passengers. When the airline does not offer an adequate variety of services, they are more likely to face reducing the number of travelers. Therefore, the management must consider and evaluate the array of products that when offered will attract and increase customers’ satisfaction.

The other vital aspect that Auckland airport must evaluate is the aspect of employee motivation and the reward the company will gain in return. Generally, workers become more productive when they feel inspired and supported by their employers. There are several approaches that a company can use to motivate the employees that include giving healthcare coverage, financial benefits, and even promotions. However, most firms argue adopting the LW approach will affect the overall business turnover which might lower their productivity in the market (Brydges, 2021). Generally, when an employee has access to basic social needs, they become active and can participate effectively in their activities. If LW is given to a worker, their reward will increase, and thus they will have the ability to provide for their needs and pay relevant bills (Dugovicova, 2019). The surge has the potential of motivating workers to deliver the best services for the company which in return raises the overall growth of the business organization.

There are several challenges that hinder the effective adoption of LW in business organizations. For instance, employees do not reside in the same place and therefore it becomes a change to evaluate and estimate the value of rent. During the determination of LW, it is difficult to have a standard figure that covers the workers from regions paying low rent and those from areas that have higher rates. Similarly, to calculate the LW figure, issues such as childcare support, and tax rates must be considered however, these aspects are more likely to change making it difficult to have a standard rate. In addition, the LW is based on the concept of two parents and two children but most of the employees have large family sizes thus causing complications. The process of calculating the various elements such as the cost of food per household and other determinants makes the process complex for most employers to redesign. Moreover, LW has an impact on companies’ budgets therefore paying employees more might force the firm to stop recruiting other staff members. Furthermore, it is a challenge to consider low-skilled workers their value might not meet the level of wages a company may offer after adopting the LW.

In addition, for Auckland Airport Corporation to make an effective decision on whether to adopt the LW over NMW, the management should consider utilizing the available data and information about their employees. The company should use both HR analytics and ‘big data’ to obtain proper insight into the human resource practices that can influence their perception of the choices (Sousa et al., 2019). Auckland business organizations should rely on the HR data collected and analyzed for a better workforce. Since the LW has the potential of increasing the employees’ motivation and lowering turnover, the corporation should examine the information about the rate of turnover to determine possible causes. They can use the data to explore the trends and correlate the possible factors influencing employee quitting (Vargas et al., 2018). Furthermore, Auckland can utilize HR analytics during the recruitment period to evaluate and determine candidates that are qualified and their valuable input is equivalent to the LW the firm would spend on them. Having such information at hand, the business organization will comprehend the value it will derive from either adopting LW rather than NMW hence making it easier for the employer to decide.

Similarly, considering the use of ‘big data’ will be significant for Auckland airport because the management will have the ability to examine arrays of issues that are directly related to the employees. For instance, its transactions, and other related activities can influence their decisions (Mikalef et al., 2019). ‘Big data’ can, therefore, be used by the company to harness possible opportunities and increase operational efficiency. For instance, the information from big data can be utilized to improve the compensation and training of recruits (Hamilton & Sodeman, 2020). When employers have insight into the cost and expenditure to be incurred, it is easier to choose whether to implement the LW because all the costs and benefits are well evaluated.

To make the decision of whether to implement the LW in the organization; Auckland must have the following data and information which include employee turnover rate, recruitment expenditure, employee wages, and workers’ rewards. Other useful details are age, income, tax, demographic, performance, absenteeism, and employee satisfaction. These data are essential in determining the progress and status of the organization. When examined according, they have the ability to provide better insight into how the company will be if it adopts the LW.

To evaluate the Reward System, data and information provide a reliable ground that managers can use to determine the effectiveness of the incentive. For instance, the management team can examine the number trail to examine the kind of benefit that workers value. The information will provide insight into how frequently the employees use it hence making it easier to measure. In addition, HR professionals can use the survey findings to determine the responses of workers to changes in the reward system.

Conclusion

Even though the Living Wage Aotearoa New Zealand requires corporations to adopt the LW system, most companies are finding challenging to implement the practice. The fear of reduced profits and excessive expenditure is significantly hindering employers from choosing the LW approach. However, in order for Auckland airport to make an effective decision on whether to implement LW, it is necessary for the management body to consider factors such as employee motivation, its business strategy, and the available data and information. When the mentioned aspects are fully explored, the company will be able to have the proper insight into the impacts it will have upon opting to implement the LW system. It is, therefore, fundamental for the business organization to scrutinize the HR analytics and ‘big data’ available to facilitate their decision about LW.

References

Brydges, T. (2021). Closing the loop on take, make, waste: Investigating circular economy practices in the Swedish fashion industry. Journal of Cleaner Production, 293, 126245.

Dugovicova, J. (2019). Impact of employee motivation on employee retention rates. Webster University.

Hamilton, R. H., & Sodeman, W. A. (2020). The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources. Business Horizons, 63(1), 85-95.

Heery, E., Hann, D., & Nash, D. (2020). Political devolution and employment relations in Great Britain: The case of the Living Wage. Industrial Relations Journal, 51(5), 391-409.

King, P., & Waldegrave, C. (2012). Report of an investigation into defining a living wage for New Zealand. Living Wage Aotearoa New Zealand.

Mikalef, P., Boura, M., Lekakos, G., & Krogstie, J. (2019). Big data analytics and firm performance: Findings from a mixed-method approach. Journal of Business Research, 98, 261-276.

Sousa, M. J., Pesqueira, A. M., Lemos, C., Sousa, M., & Rocha, Á. (2019). Decision-making based on big data analytics for people management in healthcare organizations. Journal of medical systems, 43(9), 1-10.

Vargas, R., Yurova, Y. V., Ruppel, C. P., Tworoger, L. C., & Greenwood, R. (2018). Individual adoption of HR analytics: A fine grained view of the early stages leading to adoption. The International Journal of Human Resource Management, 29(22), 3046-3067.

Airports witness countless crashes, fire outbreaks, and other avoidable accidents that may derail the operation of aircraft. Due to these crises, each respective airport has to establish an Airport Emergency Planning (AEP), which aims at reducing hazards, thus providing prompt solutions to each emergency. Precise strategies are employed in AEP, which are specific to certain airbases. Moreover, a Comprehensive Emergency Plan (CEP) provides efficient emergency forecasting approaches by involving various organizations or groups in the AEP.

Various strategies are applied at airports for the planning of emergencies. The proactive strategy is a control technique that involves the airport units being pre-emptive about any emerging risks by endeavoring to reduce any airport crises before they cause disaster. In this case, the approach encompasses the application of past backup data to isolate problem areas and conditions in which an emergency may ensue. Therefore, the strategy guarantees that the complications are mitigated to ascertain that airport disasters do not transpire. Conversely, the reactive strategy involves a series of such actions as rules and guidelines which outline activities and processes necessary for addressing a specific emergency. For instance, reactive strategy is used in such emergencies as terrorism, fire outbreak, or aircraft crashing and explosion.

For both proactive and reactive strategies to be successful in mitigating airport emergencies, proper area assessment is mandatory. Airport assessment involves evaluation of the existing area settings under which the military aircraft are working. Moreover, the airport operational budget and the availability of appropriate airport equipment are necessary for meeting the minimum required standards for various state regulations. Most assessments comprise comprehensive maps and grids of the airfield to ascertain that all crisis operators are accustomed to them, thus enabling quick response within the required minimum of three minutes during emergency events.

CEP as an AEP provides efficient methodologies for airport planning purposes. It includes four phases, which epitomize a structure through which crisis planning is implemented (Stolzer et al., 2013). The mitigation phase delivers airports with awareness of precarious airfield situations (Federal Aviation Administration [FAA], 2020). The phase validates airports’ settings which need to be addressed to minimize risk factors. The second phase is the preparedness and readiness stage, which sanctions the airbases to preserve particular airport policies (FAA, 2020). In this phase, the guidelines warrant that adequate responses for emergencies are measured. The third phase is the response phase which offers appropriate educational drills and training for the implementation of accurate actions in emergencies, thus lowering the chances of developing tragic aircraft accidents (FAA, 2020).

Lastly, the recovery phase provides airports with learning opportunities based on the previous and current emergencies by limiting the chances of reoccurrences, hence restoring the airport to pre-emergency settings (FAA, 2020). In this regard, the separate actions are related to the emergency plan as each particular action plays a role in minimizing or providing opportunities for addressing the emergency plan.

The efficiency and efficacy of an emergency plan are depended upon the collaborative working of the various emergency airport units. For example, the airport authority control is required to work closely with tenants at the airbase to afford safe operations and ensure that all policies at the airport terminal are diligently followed. The medical service providers and the aircraft rescue and fire-fighting (ARFF) work with the airport administrators in the provision of appropriate training necessary for airport ground emergencies (Brown et al., 2017; Gorman & Herron, 2016). Airport traffic control and air carrier operators work together in safeguarding aircraft operations and setups. All airport departments are also mandated to work with the communication service providers to ensure prompt coordination of information among airports’ emergency units. In ascertaining that all safety guidelines and controls are met, the airport administrators and the local community authorities collaborate to reduce local airspace and airfield intrusion.

References

Brown, J. B., Gestring, M. L., Guyette, F. X., Rosengart, M. R., Stassen, N. A., Forsythe, R. M., Billiar, T. R., Peitzman, A. B., & Sperry, J. L. (2017). External validation of the air medical prehospital triage score for identifying trauma patients likely to benefit from scene helicopter transport. Journal of Trauma and Acute Care Surgery, 82(2), 270-279. Web.

Federal Aviation Administration. (2020). AC 150/5200-31C – Airport emergency plan (Consolidated AC includes change2). Web.

Gorman, M. K., & Herron, R. R. I. (2016). Interactive 3-D Software in Aircraft Rescue and Fire Fighting Training. International Journal of Aviation Aeronautics and Aerospace, 3(2), 1-22. Web.

Stolzer, A. J., Halford, C. D., & Goglia, J. J. (2013). Implementing safety management systems in aviation (1^st ed.). Ashgate Publishing.

Discussion

As the target airport to analyze, Daytona Beach International Airport (DAB) was chosen. By applying Porter’s Five Forces model, one can note that this infrastructure is prone to competition issues. The industry rivalry is high, and, according to Park (2019), in 2019, DAB experienced a crisis and losses caused by low passenger numbers. Due to this, the threat of substitutes should be taken into account as a critical factor. Park (2019) states that small airports are often forced to give way to larger ones, which leads to insufficient consumer interest, and in the case of DAB, this problem is relevant. At the same time, the threat of new entrants is not severe for the airport. As Covey (2020) notes, DAB has an advantageous location, and its coastal position makes it attractive to the target audience, as the results of the end of 2020 show. A new airport will not be built at the same location, and this will keep target customers.

The threat of substitutes remains relevant due to the close proximity of larger airports in Florida. Despite its good location, DAB may lose profits; it is small (three runways), although it can accommodate both commercial and passenger flights (“The economic impact,” n.d.). The aspect of the bargaining power of buyers is critical since DAB’s profits are directly dependent on customers. The visitor spending impacts are reported to be $232,462,000, which indicates the continued need for airport services (“The economic impact,” n.d.). The power of suppliers, in turn, is not crucial since DAB does not depend on the supply of raw materials or other equipment more acutely than other airports. Thus, one can conclude that the threats of rivalry and substitution are the most crucial risks to take into account.

However, despite potential competitive challenges, DAB is carrying out the necessary marketing interventions to strengthen the airport’s position in its market segment. According to Covey (2020), the client share has increased by 81% since 2009 (para. 5). Despite the COVID-19 pandemic, DAB executives offered more flights to passengers at the end of 2020, which increased profits (Covey, 2020). The same measure has become a mechanism for increasing the competitive advantage, which is essential in the context of limited foreign flights and the increasing role of air transportation within the country. One of the approaches to enhance customer value is performing a renovation project, which is due in January 2021. $14 million was spent on upgrading the terminal and customer services (Covey, 2020, para. 6). These marketing steps are relevant in a highly competitive environment, and retaining the target audience is a logical development solution.

Responses to the Posts

Post 1

The assessment of the competitive position of Singapore Changi Airport by using Porter’s Five Forces model has been carried out successfully and comprehensively, which allows evaluating its sustainability, strengths, and weaknesses. The fact that this facility is the only commercial airport in Singapore is valuable. The analysis of the activities of airlines flying to this airport may help adapt the findings to specific development factors. For instance, Singapore Airlines is one of the country’s largest air carriers, and in its business, it manages to combine differentiation and cost leadership strategies through innovation and smart budgeting.

Post 2

The analysis of Toronto Pearson Airport through Porter’s Five Forces model is detailed, and using relevant terminology is valuable. Competitive factors are listed comprehensively, and the mentioning of marketing solutions allows obtaining maximum information about the internal policy of this facility and its interest in attracting and retaining the target audience. By bringing in an airline that flies to the given airport, for instance, Air Canada, one of the largest carriers in the country, one can look at distinctive competitive strategies. In particular, differentiation is the main Air Canada’s approach due to a large number of carriers and the need to continuously optimize the infrastructure to retain the target audience.

References

Covey, C. (2020). Business on the rise at Daytona Beach International Airport.Travel Pulse. Web.

The economic impact of Daytona Beach International Airport (DAB). (n.d.). Florida Department of Transportation. Web.

Park, C. (2019). Tourism visits are up, so why is Daytona airport’s traffic down? The Daytona Beach News Journal. Web.

Airports are a necessary form of industry that helps society see, almost through a lens, the changes happening in the global economy. The evolution of control systems during civil aviation’s little more than 100-year history demonstrates how they must adapt to the evolving requirements of passenger and freight aviation’s engineering, technology, and business models. Airport operations are evolving due to the exponential freight and passenger traffic growth. Around 2,000 airports are located worldwide, including those run by companies connected to Airport Council International or ACI (Jerzy et al., 2021). They take on numerous jobs and work to live up to corporate standards.

The “independence” of airports was brought about by the further expansion and democratization of civil aviation based on interchange links.

Dynamically operating hubs have evolved into transshipment terminals and commercial locations. They are drawn to businesses, exposition and conference centers, the headquarters of international company branches, and cutting-edge distribution facilities. Network links and direct connections characterize airports using the AirportCity business model, frequently in a different terminal designed with low-cost carriers’ needs in mind (Rotondo, 2019). The service industry’s infrastructure and simultaneous operations are vast, roomy, and contemporary. Without leaving the city center, businesses and establishments can meet the demands of airport customers at Airport City, which can become a tourist attraction in its own right. Modern AirportCities are characterized by their design from a larger perspective — a commercial environment.

Amsterdam-Schiphol Airport is an example of a European airport using the AirportCity paradigm. It was purposefully expanded in the spirit of AirportCity, even though it was initially built as an airport station. Schiphol is a city that never sleeps, and there is always something to do for patrons, guests, employees, and employers. This clearly demonstrates the efficiency of using the space and infrastructure of the airport as a business center.

Schiphol and other airports may be developed following the Airport City formula, which strongly emphasizes business, real estate, commercial services, and recreational amenities in addition to aviation. Düsseldorf is another airport that has adopted the Airport City business model. It is Germany’s third-largest airport and the central hub for Lufthansa Group Eurowings. The 250,000 sq m Airport City development project got underway in 2003 (Jerzy et al., 2021). An aesthetically and verbally cohesive office and service environment have been created close to the airport. They create a separate commercial hub with the adjoining Messe Düsseldorf trade show (Farahani et al., 2019). The airport most closely resembles the concept of the business environment is Airport City.

The backdrop for the study and measurement of business models in the airport sector is provided by a framework based on strategic management and airport literature: this framework’s relevance and usefulness in understanding the fundamental principles behind how airports generate value (Farahani et al., 2019). A cluster analysis of commercial airports and a total of eight indicators expressing elements and queries about the business model and management framework are then used to analyze this data for the airport system.

In general, it is anticipated that the airport will contribute to improving the economic standing of the area, particularly the neighborhood surrounding the airport. Using aerocity principles, for instance, a city may be built around an airport as part of airport development (Rotondo, 2019). This airport application model mixes the output from airport-centric businesses, business actors, and locals around the airport (Jerzy et al., 2021). Cooperation between the public and private sectors can be used to create initiatives that are similar to one another. Construction, development, and sales of commercial real estate, including those for hotels, apartments, stores, offices, and the like, are all included in this framework. Under this strategy, noise pollution and environmental concerns are the most significant risks to civil airports.

References

Farahani, G. J., Hosnavi, R., Ataee, M. H., Ghanbary Nasab, A., & Ataee, M. A. (2019). Determining and prioritizing man-made threats in critical infrastructures. Property Management, 37(1), 52–68. Web.

Jerzy, N., Marcin, W., Mateusz, T., & Rafał, T. (2021). Airport business ecosystem. European Research Studies Journal, XXIV(3), 55–72. Web.

Rotondo, F. (2019). An explorative analysis to identify airport business models. Research in Transportation Business &Amp; Management, 33. Web.

Over the 21^st century, air travel has been in high demand. Therefore, with the high circulation of people, airports have to apply numerous security measures. These precautions may, however, trigger stress among travelers. In addition, the nature of the industry has individual passengers or families spending some time at the airport waiting to board. The perception of an airport may, therefore, be gauged by the experience of both service and waiting time. The air travel industry, through its airport operators, constantly makes amendments to enhance this experience based on travelers’ preferences.

Noise reduction is one of airports’ most effective methods to improve passengers’ experience. Although travelers occasionally find themselves in overcrowded areas, reducing noise at the airport gives them a calm setting. For instance, before the Covid-19 pandemic, San Francisco International Airport deployed a “quiet airport” program, which saw the elimination of TVs around the terminal seating areas. Also, initially, it was common for airport operators to air announcements across terminals. However, in an attempt to create a calm environment with minimal noise, most airports broadcast only the strictly necessary information like flight disruptions or emergencies. Other types of announcements, like boarding, are often displayed on large screens with silently flashing messages around the boarding gates. Such actions allow travelers to enjoy a calm and peaceful environment.

In addition to noise reduction, airport operators have improved most airports with a biophilic design. According to Schuckert et al. (2017), the aesthetic aspect of an airport environment is part of a good airport experience. People are often calm when they experience nature by taking walks around the garden or taking care of some plants in the house. Similarly, the same effect can be achieved by experiencing a biophilic nature at the airport. For instance, New York City, La Guardia Terminal B has parklike areas with an aesthetic water feature (La Guardia gateway partners, 2022). Similarly, other airports like Tampa International, have outdoor terraces and natural designs. Although some outdoor designs like plants, require high maintenance, most architects are creative enough to design alternative models which embrace nature. Due to the human connection to the natural environment, the biophilic design enhances a calm environment, thus promoting travelers’ psychological well-being.

Most airport designs also create a more calming environment by acknowledging the diversity of their travelers and meeting their needs. The humanizing nature of some airports, like the newly redeveloped San Francisco’s Harvey Milk Terminal 1, allows travelers to have a ‘recompose’ area (San Francisco International Airport). The section is equipped with benches to help people put their shoes back after security checks and points to refill their water bottles. Airports also highly recognize the diversity of their travelers’ age. Therefore, some have children’s play areas with padded floors to allow the children to play safely and avoid commotion. In addition, other airports have an airplane simulation room for people with flying anxieties, especially people living with an autism spectrum disorder. According to The Lane Report (2019), Louisville Muhammad Ali International Airport further cares for such people by availing certified therapy animals and their handlers to ease their stress and calm their anxiety. Most airport restrooms are also inclusive for all genders, with some providing extra features, like changing tables for people with special needs. Such features within an airport enhance equity and inclusion, thus reducing the anxiety of accessing certain amenities.

In addition to providing these amenities, airports enhance the travelers’ experience by promoting ambiance through cleanliness. According to most research, people choose to visit a place regularly, especially the restroom, based on their sanitary experience. With the high flow of people at an airport, enhancing the cleanliness of the restrooms may be a tedious task. However, the dedication to constantly cleaning them creates a good impression on the travelers. Such a factor increases their satisfaction and comfort within the airport. The cleanliness of an airport is also experienced beyond the restroom. Therefore, airport operators ensure that the lounges, terminals, and other open spaces are clean as well. Some airports like La Guardia further promote hygiene within the boarding and terminal areas by providing a pet relief area (La Guardia gateway partners, 2022). Keeping the premises in order creates positivity and thus contributes to a calm environment.

Another key action taken by airport operators to enhance their travelers’ airport experience is good customer service. As a consumer hub, airport operators have the responsibility to keep their customers well satisfied. Customer service satisfaction is constantly promoted through various actions. keeping travelers informed. Therefore, to enhance customer satisfaction, all the staff have to be knowledgeable and able to direct the traveler to the right person for further assistance. Also, besides the employees being able to attend to passengers’ questions, they have to be courteous. Treating people with respect eliminates stress and thus promotes positivity. On the contrary, failure to satisfy travelers triggers stress and anger.

Lastly, airports promote a good airport experience by minimizing congestion within the security checks, terminals, and other waiting areas. With most airports experiencing a high flow of people, congestion can be a huge challenge. Despite arriving early, a passenger might find themselves in a stressful situation of missing their flight due to the congestion. Most people at an airport are not conversant with the directions around the buildings. Therefore, most airports put up clear, large, visible signage to help people find their way around. Such a step helps to minimize congestion by improving the flow of people around different areas. Despite having signs and directions, airport operators also help the passengers to find their way around.

In summation, airports can sometimes be stressful and inconvenient for a traveler. However, by taking certain actions, the airport operators can eliminate the stress and create a calm environment. Some of the most popular steps taken to achieve this include applying the quiet airport movement. Also, the biophilic and humanizing design of an airport contributes to a calm environment. Other stress-reducing factors at an airport include enhancing cleanliness, good customer service, and the ability to find the way around the buildings. Although some of these measures require a lot of resources, they promote a good airport experience and create loyal passengers, thus improving airport revenue.

References

La Guardia gateway partners. (2022). Terminal B. Web.

San Francisco International Airport. (nd). Harvey Milk Terminal 1 Redevelopment. Web.

The Lane Report. (2019). Airport’s furry ambassadors make travel a little less stressful. The Lane Report 34(9).

Wattanacharoensil, W., Schuckert, M., Graham, A., & Dean, A. (2017). An analysis of the airport experience from an air traveler’s perspective. Journal of Hospitality and Tourism Management, 32, 124-135.

The Layout, Advantages and Disadvantages of the Transit Level

The Layout of the Transit Level

The major aim of the transit level of the airport is to comfort passengers waiting for their next fly. Therefore, this level contains everything passengers may need while waiting. In the first place, they check in. This procedure is essential as it enables passengers to obtain the necessary status. Their luggage will also be transported. Notably, passengers of domestic flights and passengers of international flights have different gates.

This simplifies the check in procedure. The transit level has several zones: passengers can have some sleep, they can also eat. There is also a conference room for passengers who can have meetings while waiting for the next flight. More so, there is a special gate which leads to the airport hotel. Admittedly, sometimes passengers have to wait for many hours or even days (especially when flights are delayed).

Advantages of the Transit Level

The transit level contains all facilities which can comfort passengers. There is comfortable area for rest. Passengers also have opportunity to eat. There is even an opportunity to arrange a meeting or a conference. Finally, airport hotel is one of the most helpful facilities as passengers often have to spend long hours (even days) waiting for their flight. Apart from comfort, passengers can benefit from a very easy layout of the level as there are two gates: one for domestic passengers and one for international passengers.

Disadvantages of the Transit Level

Nonetheless, there is one disadvantage. Lounge area is quite small. This can cause some inconveniences for passengers. This can be especially tangible when many flights are delayed or cancelled.

The Layout, Advantages and Disadvantages of the Departure Level

The Layout of the Departure Level

The departure level does not have so many facilities aimed at comforting passengers in that way. This level is aimed at directing passengers. Therefore, there are several encounters for international and domestic passengers. Check in procedures for international passengers are a bit more complicated as they comprise passport control.

Thus, there are more counters for international passengers. The departure level will also have a comfortable lounge zone. Finally, there will also be a large commercial area. Admittedly, passengers may need to have some rest, eat or buy some souvenirs or gifts. Food courts, shops and duty free will address these needs.

Advantages of the Departure Level

One of the advantages of the departure level is clearness of the layout. Domestic passengers go to their encounters while international passengers have several encounters as well. This will help to sort passengers according to their flights. Moreover, the level has several zones which address passengers’ needs. Passenger can eat, have some rest, and buy gifts while waiting for their flights. Apart from this, there is a special meeting zone. Admittedly, businesspeople can benefit from that zone immensely as they will be able to meet their partners and discuss some issues even while waiting for their flights.

Disadvantages of the Departure Level

One of the disadvantages of the level is quite small business lounge. Though, it is possible to enlarge it at the expense of the commercial area. Besides, the lounge area is in the zone of international passengers. Admittedly, domestic passengers should also understand that they can have rest in that area. It is possible to place the lounge area so that it is available for both domestic and international passengers.