abu dhabi - a journey towards developing as aviation hub airport

8/8/2019 Abu Dhabi - A Journey Towards Developing as Aviation Hub Airport

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Abu Dhabi International

Airport

Schedule DrivenAirport Planning

Passenger Terminal Expo

November 19, 2008

Bob McKinley

Operations Planning



Discussion

Background• Regional Overview and Economic Drivers• Etihad Airways• Abu Dhabi International Airport

Basic Assumptions for Airport Operators• Core Business• Development Centricity

Public Entity Concession Centric Airline Centric

• Airline Centric Schedule Driven Business Strategy How Many! When! Where!

• Conclusion



Passenger Forecast

GDP Now - $312B

GDP per Capital is 3rd

highest in the world



Abu Dhabi



Shams

Saadiyat

Abu DhabiCity Center

Al Raha BeachDevelopment

Khalifa City

Yas I sland

Abu Dhabi

International Airpor

Al RahaGardens

MasdarMohammed BinZayed City

Abu Dhabi will be a First Class touristdestination

HydraProperties



Travel industry in general is and will continue to be a growthmarket

The Middle East sector seeing tremendous growth driven bygeographical position and economics.

Airports and Airlines around the region are developing andexpanding

Abu Dhabi is undergoing transformation with plans to becomea major resort and cultural destination.

Key Drivers



Expanding Market



Dubai – Jebel Ali



Doha International Airport



Abu Dhabi and other GCC Airportsare Strategically Located

Abu Dhabi, UAE

Non-stop Travel Times:

• Delhi: 3 hrs•

Istanbul: 3.5 hrs• London: 7.5 hrs• Singapore: 7.5 hrs• Beijing: 8 hrs• Johannesburg: 8 hrs• New York City: 14 hrs• San Francisco: 18 hrs

Istanbul

London

Johannesburg

Delhi

Singapore

Beijing



Abu Dhabi Airport Company

Abu Dhabi Airports Company (ADAC) is a public joint-stock company incorporated by Emiri Decree number

5, of March 4th , 2006, to spearhead the developmentof the Emirate's aviation industry.

ADAC Mandate

Operate and maintain airports facilities andinfrastructure to world-class standards,

Oversee airport services rendered by private firms andother stakeholders,

Provide the ADAC owned airports w ith technical andmanagement services to appropriate internationalstandards of efficiency,

Establish and run free zones.



Performance Standards



Airports as Government Entities

Fairly widespread U.S. Model Politically driven Primarily landlords as opposed to operators

Managed Landside Runways and operations like snow removal

Modest concession programs Most improvements and operations were developed by the

Airlines including: Ticket Counters Baggage Systems Aircraft stand operations

Limited skill sets to manage and operate airline relatedsystems

A dilemma after 9/11 when baggage system upgrades forinline screening systems in the U.S. Were funded exclusively to airports while

Baggage systems were typically owned by the airlines.

C i C t i Ai t



Concession Centric Airports

Widespread International Model Many of the Airports are Privatized. Focus is on concession revenues from:

Food and Beverage Duty Free Parking Space Rental Landing Fees

Typically capitalized and capable of managing airline related

systems such as: Common Use Terminal Systems (Although airline managed

CUTE clubs still exist Baggage Systems Flight Information Systems Stand systems and allocation

Emphasis is on Concessions and its revenues Not always fully aligned with key airline stakeholders Some operational failures have occurred at these airports

particularly Transitions to new terminals Baggage operations and particularly baggage transfer

Airline Centric Airports



Airline Centric Airports

Have in depth knowledge of its airlines operations

Closely collaborate and plan support facilities andoperations

Understand their competitive environment and leveragetheir relationship with coordinated strategic and tacticalplans.

Maintain relationships that are transparent.

Establish high performance standards

Typically gain a higher fair share of revenues in allcategories

Examples?

Munich and Lufthansa Changi and Singapore



Beyond Schedules



And Parking Aircraft



Airport need to Drill Down To



When! How Many! AndWhere are They Going!

Passengers

Baggage

Freight

Are they coming to Abu Dhabi? Or are they going somewhere else?

This will help to determine whetheryour facility needs will be like this!



Or Like This

Close collaboration with airline’s fleet

acquisitions and the timingassociated with those transitions is amust!



Midfi ld T i l



Midfield Terminal

Understanding Schedule w ill



gsupport developing

Key Features Include:

Short walkingdistances

Clear wayfinding

Central area

Flexible gate planning

45 min MCT

Airside efficiency Arrival Flow

Transfer Flow

Departure Level




Short walking distances

Clear wayfinding

Central area


45 min MCT

Airside efficiency

Arrival Flow

Transfer Flow

Departure Level

Optimal positioning and time of f





Clear way finding

Central area


45 min MCT

Airside efficiency

Arrival Flow

Transfer Flow

Departure Level

operations for Concessions

Optimization of Apron foot print to



Key Features Include: Short walking distances

Clear wayfinding

Central area

Flexible gate planning 45 min MCT

Airside efficiency

Arrival Flow

Transfer Flow

Departure Level

support fleet configuration

Shorter Connecting Times





Clear way finding

Central area


45 min MCT

Airside efficiency

Arrival Flow

Transfer Flow

Departure Level

B

A

Luggage atGround Level

PassengerLevel Change

Shorter Connecting Times

Optimal runway access ford d i ft t i ti




Clear way finding

Central area


45 min MCT

Airside efficiency

Arrival Flow

Transfer Flow

Departure Level

reduced aircraft taxi times

Attractive and Efficient ArrivalExperience



PassengerLevel Change



Clear way finding

Central area


45 min MCT

Airside efficiency

Arrival Flow

Transfer Flow

Experience

Facilities that are “right sized toensure efficient transfer of passengers




Clear wayfinding

Central area


45 min MCT

Airside efficiency

Arrival Flow Transfer Flow

B

APassengerLevel Change

ensure efficient transfer of passengers

Alternative Check -in including hotel,city parking rental car and self service



Enplaning FlowOpportunities:

Remote check-in

Curbside operations

Check-in process

1st Class

Business

Economy

Passport control andscreening

Gate holdrooms

Airline lounges

Departure Level

city, parking, rental car and self service




Remote check-in

Curbside operations

Check-in process

1st Class

Business

Economy


Gate holdrooms

Airline lounges

Departure Level




Remote check-in

Curbside operations

Check-in process

1st Class

Business

Economy


Gate holdrooms Airline lounges

Departure Level

1st

Class




Remote check-in

Curbside operations

Check-in process

1st Class

Business

Economy



Departure Level

Business Class




Remote check-in

Curbside operations

Check-in process

1st Class

Business

Economy



Departure Level

Economy




Remote check-in

Curbside operations

Check-in process

1st Class

Business

Economy


Gate hold rooms Airline lounges

Departure Level

Abu Dhabi International AirportAi li C t i Ai t



as an Airline Centric Airports

Supports our core business requirement toprovide a premium transportation product toAbu Dhabi

Abu Dhabi w ill benefit from a robustpremium network hub airline that: Delivers more non stop markets than comparable sized

cities typically have world wide. Provides extremely high levels of customer service both

on the ground and in the air.

Because of the competitive environment inthis region integrated airline/ airportstrategies are a must!

Collaboration is a w in / w in for Abu DhabiInternational Airport and Etihad.

abu dhabi - a journey towards developing as aviation hub airport

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