Guidelines For Passenger Services at European Airports Ilovepdf Compressed

Cover: Málaga-Costa del Sol Airport
FOREWORD
By Olivier Jankovec, Director General ACI EUROPE
The past 15 years have seen any extraordinary shift in the way European airports see
themselves – as well as in the way they operate. Through the spread of more open
skies, the rise of new airline business models as well as the corporatisation of airports
and the arrival of new shareholders, the airport business has changed irrevocably.
These changes also coincided with the rise of the internet and more recently, the
emergence of the so-called ‘empowered passenger’.
For all of these reasons, airports in Europe know that their future lies in attracting a
broad mix of airlines and routes, and in making every effort to ensure that passengers
feel welcome. Independent analysis has shown that over 65% of passengers now have
a choice of 2 or more airports they can fly from – proof of how much airports are
competing with each other.
As a result, airports are no longer just B-to-B businesses but have also become B-to-C
businesses – firmly putting passengers front and centre of their strategy. By pouring
energy and investment into diversifying their services and offerings, European airports
are seeking to enhance the passenger experience through efficient operations, an
ever-increasing array of communications platforms and creative concepts to inspire.
On the basis of these developments, the Board of ACI EUROPE requested that the
passenger experience should become one of the key policies of the association.
Our Facilitation and Customer Services Committee took the initiative and created a
Task Force on the Passenger Experience1 to devise and draft this publication, the
Guidelines for Passenger Services at European Airports.
These Guidelines represent a unique repository of Europe’s airports’ best practices and
essential components of passenger services. As part of ACI EUROPE’s mission to
advance best practices in airport management, these Guidelines provide airports of all
sizes with the relevant tools and appropriate information that will help them enhance
the services they offer to their passengers.
I hope you find them useful.
1 The following members took part in the ACI EUROPE Task Force on the Passenger Experience: FINAVIA (Pirjo
Lähteelä, Head of Service and Systems Development), SEA Milano (Giorgio Medici, Head of Customer Care),
SWEDAVIA (Gerd Englund, Manager Operational Development), Zurich Airport (Pawel A. Kolatorski, Planning
& Engineering Senior Project Leader), Amsterdam Airport Schiphol (Eric van den Dobbelsteen, Senior
Manager Passenger Services), TH Airport Consulting (Torsten Hentschel, Managing Director), TMT
Management GmbH (Max Schintlemeister, Managing Director) and ACI EUROPE (Federico Bonaudi, Manager:
Facilitation, Parliamentary Affairs & Regional Airports). SITA (Nick Gates, Portfolio Director) and Morpho
(Olivier Touret, Market Manager for Border Control) also gave a valuable contribution to these Guidelines.
ACI EUROPE would like to thank all the aforementioned professionals.
GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 03

CONTENTS
FOREWORD 03
1. HOW TO USE THESE GUIDELINES 07
2. A CHANGING WORLD 09
2.1. Changing passengers’ needs and growing demands 11
3. AIRPORT MANAGING BODIES WITHIN THE AIRPORT SYSTEM 13
3.1. Airport Managing Body 15

3.2. Subcontractors 15
3.3. Air Carriers, Ground Handling Service Providers and Air Navigation Service Providers 16
3.4. Local, Regional, National and Supranational Authorities and other players 18
4. THE PASSENGER AT THE HEART OF THE AIRPORT BUSINESS 19
4.1. Passenger Trends 20

4.1.1. Informed Passengers 20
4.1.2. The ‘Me’ Passenger: Personalisation and Customisation 21
4.1.3 The Empowered Passenger 22
4.2. Passenger Categorisation 22
4.2.1. New Approach 23
4.2.2. Passenger Categorisation: Multidimensional Model 26
4.3. Understanding Passengers’ Needs and Expectations 27
5. ENHANCING THE PASSENGER EXPERIENCE THROUGH

THE 3P (PREMISES - PROCESSES - PEOPLE) APPROACH 29
5.1. The Passenger Experience: Premises 33

5.1.1. Airport Access, Intermodality 33
5.1.2. Terminals 34
5.1.2.1. The Importance of Walking Distances 35
5.1.2.2. The Importance of Natural Wayfinding 36
5.1.2.3. The Importance of Ambience 40
5.1.2.4. The Importance of Cleanliness and Maintenance 45
5.1.3. Space requirements 46
5.2. The Passenger Experience: Processes 47
5.2.1. The Departing Passenger 48
5.2.2. The Arriving Passenger 49
5.2.3. The Connecting Passenger 49
5.2.4. Controlling the Quality of the Processes 50
5.2.5. Security Control 55
5.2.6. Border Control 56
5.2.7. Contingency Planning 58
5.3. The Passenger Experience: People 64
5.3.1. Implementing and Improving Hospitality 65
5.3.2. Employees with direct contact with passengers 65
04 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

6. AIRPORT MANAGING BODIES AND THEIR INTERACTION
WITH PASSENGERS 67
6.1. Social media 68

6.2. New Technologies in General 70
6.2.1. Technologies Used by Passengers 71
6.2.1.1. Smartphone 71
6.2.1.2. Augmented Reality and Context Aware Applications 71
6.2.1.3. Near Field Communications 72
6.2.2. Technologies and tools used by the airport 72
6.2.2.1. Crowd Sourcing 72
6.2.2.2. Crowd Monitoring 72
6.2.2.3. Virtual imaging 74
6.2.2.4. Baggage Tracking & Management 74
6.3. Integrated Process Control (IT systems, data sharing etc) 74
6.4. Information/Wayfinding 75
6.5. Staffed versus self-service, common use 76
7. CONCLUSION: SHAPING THE PASSENGER EXPERIENCE 77
ANNEXES 79
Annex 1 - Examples of Pyramids of Passenger Perception Levels 79

Annex 2 - Passenger Experience and Space Requirements 84
Annex 3 - Regulatory Framework on Air Passenger Rights 92
Annex 4 - Case Studies: Passenger Services offered at European Airports 96
Budapest Ferenc Liszt International Airport

PICTURES 1 LEVEL OF INFLUENCE 14
2 PYRAMID OF PASSENGER PERCEPTION LEVELS 28
3 THE 3Ps FORMING THE PASSENGER EXPERIENCE 30
4 THE PASSENGER JOURNEY STRESS CHART 32
5 PYRAMID OF PASSENGER PERCEPTION LEVELS ON PREMISES 33
6 PYRAMID OF PASSENGER PERCEPTION LEVELS ON PROCESSES 47
7 THE DEPARTING PASSENGER PROCESS CHART 48
8 THE ARRIVING PASSENGER PROCESS CHART 49
9 THE CONNECTING PASSENGER PROCESS CHART 49
10 SECURITY CONTROL PROCESS CHART 55
11 PYRAMID OF PASSENGER PERCEPTION LEVELS ON PEOPLE 64
12 MEASURES TO ENHANCE THE PASSENGER EXPERIENCE WITH SOCIAL MEDIA 70
TABLES 1 EXAMPLES OF TRADITIONAL CATEGORISATION OF PASSENGERS 22

2 PASSENGER CATEGORISATION: THE MULTIDIMENSIONAL MODEL 26
3 EXAMPLE OF A STRUCTURED APPROACH TO IMPROVE PROCESSES 51
WITHIN THE TERMINAL
Amsterdam Airport Schiphol

1
HOW TO USE
THESE GUIDELINES
1 HOW TO USE THESE GUIDELINES
The Guidelines for Passenger Services at European Airports are addressed to Airport
Managing Bodies seeking to enhance the services provided to passengers by
identifying their changing needs, requests and expectations.
As a passenger-focused document, these guidelines aim at identifying current and

future trends, the role of Airport Managing Bodies and their interaction with
passengers throughout their journey.
The guidelines will be a support tool for airports to achieve a common level of
understanding on:
• Placing the passenger at the heart of the airport business

• Passengers’ needs and expectations during their journey throughout the airport
• The effect of airport premises, processes and people on the passenger experience
• The provision of services to enhance the passenger experience
• Existing and future technologies and their benefit to the passenger experience
The guidelines will show how to evaluate the quality of the passenger services and
processes and how to identify means and measures to enhance the passenger
experience at an airport.
Although we recommend reading the document as a whole, each chapter can be

approached independently, taking into account individual needs, size, traffic, location,
and bearing in mind that “one size does not fit all”.
Graphically, the guidelines aim to evoke airport signage and atmosphere by means of
a recognisable colour scheme and iconography that not only enhance the visual
appeal of the document but also contribute to making it more accessible and
enjoyable. Therefore, you, the reader, will find a series of icons that identify specific
elements: pictures, tables, recommendations yellow boxes and Recommended
Practice blue boxes.
These icons should be decoded as follows:

2
A CHANGING
WORLD
2 A CHANGING WORLD
Airports have evolved from being mere infrastructure providers to businesses on their
own. The liberalisation of the European market in the 90’s and the ever growing
airport competition led to differentiation through the development of destinations
served, access, airport facilities landside and airside and passenger services.
As part of this dynamic process, the evolution continues beyond physical

infrastructure and the provision of more and better services. Different actors within
airport boundaries need to be coordinated and their cooperation enhanced in order
to deliver more efficiency, comply with regulations as well as passengers’ demands
and higher expectations.
The role of European airports as “Ground Coordinators” should be recognised and

strengthened in order to guarantee the quality of the services offered by suppliers, air
carriers, ground handling service providers and air navigation service providers.
Regulators should provide the framework required to achieve this objective.
Each airport may be different – located in a different country or region, have a

different mix of traffic or passengers or even regard itself as a seasonal airport. But
they all have one thing in common: people as passengers or guests, regardless of their
cultural background, age or experience in flying. Although each passenger perceives
the world differently, human beings share many innate reactions.
Thousands of years of evolution mean that we all react similarly to certain situations,
events and incidents which can trigger stress and discomfort. Most people feel
insecure in the dark, when subject to high noise, undue cold or heat, visual glare or
distraction, unclear or confusing information, crowded areas, or whenever affected,
either consciously or unconsciously, by other external physical influences beyond our
control. In addition, psychological factors, such as expectations and fears, may
increase uncertainty.
There is much room for debate on the subject of perceptions and expectations –
which are always subjective – and a survey of 1000 people is likely to produce 1000
different opinions and views. Therefore it is advisable to rely on scientific studies and
reports of experiences from other sources in the same industry or in related sectors.
From an Airport Managing Body’s point of view, this requires a new approach. Airports
must be designed, built and operated with the passenger at their core. Coordination,
cooperation and information flow amongst different partners are crucial in order to
ensure the overall quality of the passenger experience.

2.1. CHANGING PASSENGERS’ NEEDS AND
GROWING DEMANDS
2
Passengers’ expectations and demands have grown dramatically and change
depending on the purpose of their travel. A once exceptional experience, air travel
has become commonplace and thus passengers are more experienced, better
informed and more critical of the services provided.
Besides regulations setting minimum service requirements for a safe, secure and
timely journey, passengers request hassle-free, smooth processes, the possibility to
control the different stages of their journey, tailor-made services and differentiated
products to fit their needs including retail, food and beverage, entertainment and
other.
The question is how can Airport Managing Bodies - in their interaction with suppliers,
air carriers, ground handling service providers, air navigation service providers and
authorities - be flexible and pro-active enough to meet new needs and demands and
predict new ones.
Málaga-Costa del Sol Airport

Adolfo Suárez Madrid-Barajas Airport

3
AIRPORT
MANAGING BODIES
WITHIN THE
AIRPORT SYSTEM
3 AIRPORT MANAGING BODIES
WITHIN THE AIRPORT SYSTEM
Passengers have increasing expectations for both a smooth and tailor-made
experience when travelling, especially while at the airport. The airport is usually
perceived as the true beginning of the travel experience or, on arrival, the last memory
of a trip. It is also the first point of entry into a country.
Inconvenience caused by the multiplication of regulations and procedures (security,

border control, identification checks) may be mitigated through the use of automated
and integrated solutions (passenger identification systems, sensor and bar code
reading devices, etc.) and better communication with the passenger (SMS, social
media, smartphone applications and other web services). Closer cooperation between
all stakeholders in the air transport chain is paramount if the best quality of service is
to be offered. The passenger’s experience is ultimately determined by the weakest link
in the system.
Airport Managing Bodies can only directly influence a small part of that journey,
therefore, it is important to have a clear understanding of the role of the Airport
Managing Body as well as the other key stakeholders within the airport perimeter.
PICTURE 1 - LEVEL OF INFLUENCE
Local, regional, national &

supranational authorities
and other players
SMOOTH
PASSENGER
JOURNEY
REQUIRES Air carriers, ground
COLLABORATION handling service providers &
BETWEEN air navigation service providers
ALL PLAYERS
Subcontractors
Airport
= DIRECT Managing
INFLUENCE Body
DECREASES

3.1. AIRPORT MANAGING BODY
Airport Managing Bodies need to ensure that new terminals are designed and built
3
taking into account not only current and future operational needs, but also to ensure a
welcoming atmosphere for passengers.
Airports recognise that they are no longer mere infrastructure providers but also
enablers of various services and facilities within their premises. As airports
acknowledge passengers as their guests and share responsibility for the overall
passenger experience, they should seek to coordinate the different actors involved.
This goal is partly tackled by the introduction of Airport Collaborative Decision Making
(A-CDM) initiatives and now being likewise applied to passenger processes within the
airport boundaries. In the future, the scope could also encompass landside access
modes (for instance regional, high-speed train or bus).
Passenger services provided by Airport Managing Bodies’ own staff or subcontracted

to a third party often include information desks, maintenance and cleaning of public
areas, as well as PRM (Passengers with Reduced Mobility) assistance and security
services. They may also include lost & found in the terminals, Wi-Fi or communications,
waiting areas, entertainment, etc. These services, whether provided free of charge or
on a commercial basis, need to be maintained under effective supervision of the
Airport Managing Body both with regard to operational and quality aspects.
3.2. SUBCONTRACTORS
In their relationship with subcontractors, it is important for Airport Managing
Bodies to clearly define terms such as:
• The level of quality to be achieved; in terms of passenger throughput, security processing,

training material for PRM Assistance Providers, number of staff and attendance, or the way to
better serve the passenger.
• Continuity of the service, minimum service levels, hours, etc. At airports with several terminals,
having multiple security operators or PRM service companies could be an advantage in order
to limit disruptions especially in the case of a labour dispute.
• Contingency plans in case of major irregular operations guaranteeing care, information and
evacuation of stranded passengers. More detailed information on contingency plans can be
found in Chapter 5.2.5.
• Communication with passengers, offering clear and straightforward information especially in
the case of delays or traffic disruption.
• Full adherence to the airport’s rules (security, safety…), and national and international
regulations relating to activities at the airport, and also fiscal and labour legislation.
• Audit and service level control by the Airport Managing Body.
• Specific terms and provisions regarding responsibility, liability and insurance.

3
These requirements need to be documented clearly by the Airport Managing Body
and discussed with all third parties.
In addition, as we will discuss in Chapter 6, the use of new technologies may be

envisaged to improve passenger flow management or even, in close cooperation with
retailers, as a way to interact with passengers to promote services and commercial
activities.
3.3. AIR CARRIERS, GROUND HANDLING

SERVICE PROVIDERS AND AIR NAVIGATION
SERVICE PROVIDERS
Air carriers have a real influence on the quality of the journey as they are the only
stakeholder with a contractual relationship with the passenger. Ground handling
service providers may be contracted to supply various services to their airline clients.
It is air carriers’ decision - via their own offerings or contractual obligations - to
determine the final level of quality of service they will provide to their passengers.
This is often difficult to reconcile with the passenger’s expectations of what a unique,
smooth and pleasurable journey should be.
The reality is that ever increasing competition between airlines leads to a more and
more cost driven product instead of quality service driven market, particularly when it
comes to economy class and Low Cost Carrier passengers. Airlines are opting to focus
on the selling of tickets and other ancillary services, providing various check-in
channels, and boarding, rather than taking part in the overall passenger’s airport
experience. And while more and more airlines consider these overall experiences at
the airport to be the Airport Managing Body’s responsibility, they should be ready to
commit to specific service quality levels implemented via Service Level Agreements.
European regulations on air passenger rights cover issues like denied boarding, delays
and mishandled bags. And while it is not an Airport Managing Body’s business to
further regulate airlines’ business models, it would be useful to have guaranteed
minimum quality service level agreements with the airlines covering the passengers
using the airport’s facilities.
According to ICAO principles, the Airport Managing Body for its part is in charge of
welcoming aircraft and their passengers (and baggage, cargo). In many cases there is
no specific contractual relationship between the Airport Managing Body and airlines
as well as ground handling service providers, except regarding renting of space, IT,
check in counters or offices.
Besides these commercial agreements, it is important to ensure that in any

circumstance, not only national and international regulations but also the airport’s
rules regarding the use of the airport’s terminal installations are enforced, including -
when necessary- minimum service quality level in ground handling services.
An example of how the relations between Airport Managing Bodies and air carriers
affect the passenger experience is the so-called “one-bag-rule”. Indeed, passengers,
Airport Managing Bodies and airport retailers suffer from restrictive practices

3
introduced by some air carriers limiting the cabin baggage allowance to a single piece
while charging extra for any additional item, such as airport shopping. These restrictions
undermine the passenger experience causing considerable emotional distress and
anxiety at boarding gates where passengers are forced to choose between paying
penalties or forfeiting possessions. This has caused a number of incidents at airports
leading to a deterioration of the quality of service for passengers. Furthermore, the
passengers’ freedom of choice when shopping is clearly reduced as their airport
purchases, in addition to their one bag allowance are subject to a hefty fee. These
restrictions also threaten the economic model of European airports and their viability.
Indeed, 42.5% of European airports were loss making in 2011 and this proportion
increased to 65% for airports below 1 million passengers. In the same year, non-
aeronautical revenues accounted for 41%, on average, of total airport revenues. Given
the importance of commercial revenues for airports and the increasing role these
revenues play in funding airport modernisation and development, a widespread
implementation of the one bag rule by air carriers would inevitably lead to higher
airport charges.
The revision of the Air Passenger Rights Regulations will, hopefully, put an end to these
abusive practices in the European Union in the near future. European airports, however,
are encouraged to implement the ACI EUROPE Recommended Practice 01/10:
ACI EUROPE RECOMMENDED PRACTICE 01/10

Airline cabin baggage limitations, airport operations and airport commercial activities
(Adopted by the Board of ACI EUROPE on 05.01.2010)
1. Airports should ensure that their 2. Airports should ensure that their Airport
Airport User’s Regulations prohibit the User’s Regulations require users not to impose
performance of commercial activities any rule or implement any practice in relation to
by users at places other than those their passengers, which may directly or
areas specifically designated for that indirectly affect the airport’s non-aeronautical
purpose by airports. Airports should activities or operational procedures.
further ensure that such prohibition is
fully respected. COMMENT : Some airlines impose restrictive one-
cabin baggage rules, which prevent passengers
COMMENT: Some airlines impose from carrying on board aircraft, separately from
restrictive one-cabin baggage rules, their cabin baggage; goods purchased airside at
which prevent passengers from carrying the airport, unless a surcharge is paid at boarding
on board aircraft, separately from their gates. Such restrictions, which are enforced at the
cabin baggage; goods purchased air- gate just before boarding have caused disputes at
side at the airport, unless a surcharge is the gate and resulted in passengers returning
paid at boarding gates. These rules, purchased goods with retailers. They affect the
which are not safety related result in development of non-aeronautical activities by
commercial activities being performed airports (see. ACI Policy and Recommended
by users without authorisation outside Practice 1.8 “Development of Revenues from
areas specifically designated for that concessions”). They also can occasionally interfere
purpose by airports. with airport operational procedures.

3
Air Traffic Control whether operated by Air Navigation Service Providers or by the
Airport Managing Body, form a crucial part of the passenger journey and in the end the
passenger experience. On time performance in all phases of the journey has been
tackled by Airport Collaborative Decision Making, which is based on 16 milestones on
the principle “best planned, best served”. All partners - airlines, ground handling service
providers, ATM providers - are obliged to deliver true and honest data to provide a
seamless process from an aircraft leaving the stand to arriving at the stand without
unnecessary waiting times either on ground or in the air. At present, the A-CDM process
only covers the airside process but there are a number of further timestamps (check-in,
baggage clearing, security check point entrance and gate) that could be used to include
the terminal processes in order to achieve “Total Airport Management”.
3.4. LOCAL, REGIONAL, NATIONAL

AND SUPRANATIONAL AUTHORITIES AND
OTHER PLAYERS
Other authorities, in particular customers and police, do not necessarily have a strong
commitment to a customer-oriented approach since their task is limited to applying
relevant regulations in security, border control or customs matters. Consequently, they
have far less concern about the passenger experience even if their activities may have a
great impact on it.
However, from a passenger perspective, staff of the authorities act in fact as service
providers through their direct contact with them. The quality of these services is
regularly assessed by Airport Managing Bodies through questionnaires (e.g. ASQ) or
direct measurements of queuing times and throughput. Based on successful
experiences at several airports, Airport Managing Bodies should be encouraged to
involve these authorities - and especially their staff operating within the terminal
premises - in discussions to ensure better throughput and thus enhance the passenger
experience.
Airport Managing Bodies have little power to influence the way authorities fulfill their
role. However, they can enter into discussions or negotiations with them on SLAs and
measures to enhance the passenger experience. A successful cooperation with the
authorities should include the following issues:
• Increase of throughput.
• Reduction of waiting times.
• Introduction of standards regarding friendliness/competence of staff.
• Resource/staff allocation in accordance to flight schedules and actual queuing times.
More information on how to control the quality of the airport processes can be
found in Chapter 5.2.4.

4
THE PASSENGER
AT THE HEART
OF THE AIRPORT
BUSINESS
4 THE PASSENGER AT THE HEART
OF THE AIRPORT BUSINESS
In these guidelines we discuss the different tools that Airport Managing Bodies can
use to put the passenger at the heart of their business. The world changes not only for
airports but also for passengers. There are trends that will have an effect on how the
passenger perceives the services and what their expectations are.
4.1. PASSENGER TRENDS

New trends in technologies, individual services and products will come and go. But
there are three clear broader trends which will greatly impact the passenger
experience over the next few years: passengers will be more informed, they will want
to enjoy a more personalised experience and they will be far more empowered.
Dublin Airport
4.1.1. INFORMED PASSENGERS

Passengers today are more informed than ever before; information is shared among
the passengers and airport users more openly. Therefore, the availability of up-to-
date, accurate and easily shared information is consistently cited as one of the top
priorities to ensure a positive passenger experience at the airport.

Airport Managing Bodies should provide accessible, real-time and accurate
information to passengers such as:
• Flight information (including delays).

• Gate information (including directions and distance to them).
• Baggage claim information.
• Airport operations information (including weather or other disruptions, irregular operations,
road conditions, parking availability, etc.).
• Legislation in force (including security and passenger rights).
• Signage and wayfinding (including clear directions to information desks, police, toilets, leisure
facilities, retail, eateries, etc.).
It is important that Airport Managing Bodies provide information to passengers via

multiple channels in order to best meet their expectations and evolving needs:
• Airport websites.
• Airport social media.
• Smartphone applications.
• Displays and information counters in Terminals, Parking sites, Intermodal terminals for train
and bus, Hotels.
• Information counters (virtual or staffed).
• Mobile guides.
Airport Managing Bodies are also encouraged to work with air carriers to share
information with the passengers prior to disembarkation.
4.1.2. THE ‘ME’ PASSENGER: PERSONALISATION

AND CUSTOMISATION
Passenger demographics are evolving so Airport Managing Bodies should consider the
very different needs of the various types of travellers passing through their terminals. It
is therefore essential that they identify the different categories of passengers in order to
provide services accordingly.
Passengers want to personalise and customise their travel. They want to plan their trip
according to their needs and have tools that make this possible. The same person can
be a business traveller today and a holiday maker tomorrow travelling with family or
friends.
Section 4.2 provides a sample of passenger categories in order to plan the appropriate
services for them. Section 6 explores technologies that will enable airports to further
personalise the information shared with specific passengers (for example social media,
augmented reality, context aware solutions).

4 4.1.3. THE EMPOWERED PASSENGER
Knowledge is power, and this is certainly true for passengers. Keeping passengers
informed with accurate, real-time information empowers them to make their own
personal decisions on the different stages of their journey, including as regards time
spent and use of spare time at the airport. Airport Managing Bodies should be able to
guide passengers via online services and mobile apps to provide information and
support to simplify their travel experience at all stages.
New technologies and tools can help passengers take control of their journey through:
• Web check-in, including the home printed bag tag

• Self-service check-in kiosks
• Bag drop counters (agent assisted or self-service)
• Self-boarding gates
• Automated border control
• Smartphone applications providing personalised real-time info for the airport
processes as well as for general information and commercial services
However, care must be taken to ensure that the passenger experience is genuinely
enhanced by adding such services. The overall impact of such technologies should be
a positive one.
4.2. PASSENGER CATEGORISATION

The traditional categorisation is based on the different products offered by air carriers
to passengers. These products are linked to different levels of services, for instance
time waiting in line for check-in, number of baggage allowed, lounge access, etc.
Another possibility is the frequency of travel. For some passengers the journey is a
once in a lifetime experience and they expect good instructions and need reassurance.
For some, the journey is a plain routine, which should happen in the same way and be
hassle-free. The table below shows the categorisation commonly used today.
TABLE 1 - EXAMPLES OF TRADITIONAL CATEGORISATION OF PASSENGERS
BASIS IMPLICATION
Airline products First class Business Economy Low cost

travellers
Personal needs UM Elderly Cultural PRM

background
Travel frequency Frequent Few times Seldom First time

flyers a year travellers
Number of people Groups Family Cruise hub Alone
Process oriented Arriving Departing Transfer Multimodal

4
Airports may differentiate passenger flows, depending on the time the passenger
requires at different service points. For most airports there are less than 30 % of
passengers travelling alone. For example, families and groups easily create a crowd, as
they speak to each other and incline to stand closer together and require space in
another way than people travelling alone.
Airport facilities are often designed for a single passenger at the time. If an airport is a
cruise hub or charter destination, the airport's facilities have to be in line with that.
A process perspective is another way of categorisation. Passengers’ expectations may

vary in each and every step of the process. And of course, a single person may fit in
many of these categories.
Blue Danube Airport Linz
4.2.1. A NEW APPROACH

Passengers can also be seen from a different perspective. We have talked about the
informed, personalised and empowered passengers, but the passenger experience
also depends on the passengers’ own feelings and their mindset when they travel.
Elderly people and first-time travellers may need more personalised services. Families
need more space and spend more time in security lines. Passengers from different
cultural backgrounds may interpret signage differently and request different kinds of
food and beverages. Airport Managing Bodies need to find ways to give information to
passengers in their language and use commonly understood signs or pictograms. In
some cultures the meaning of colours or even numbers may be interpreted differently,
affecting the behaviour and feeling of safety.

4
“New generation” passengers want to customise their own travel; they want full
flexibility to fit the needs of the moment. They are not followers; they want to do their
own thing, in their own way.
It is essential to understand what kind of travellers are your airport’s most valuable
guests!
• Segmentation is based primarily on people’s attitudes and values, not just their
behaviour at the airports
• Identify which group of people spend time and money at your airport and
develop your offers, communications media and physical environment from that
platform
SAMPLES OF TARGET GROUP IDENTIFICATION

Source: Swedavia, Swedish Airports
EFFICIENT COMMUTERS POSITIVE LIFE ENJOYERS
12% of passengers 15% of passengers

26% of all flights 12% of all flights
19% of spending 15% of spending
“I travel to get from A to B” “Our holiday starts right at the airport”

4
Segmentation can be based on people’s behaviours, but that is only one dimension
which can be attached to a passenger experience. Examples of dimensions relevant to
designing the passenger experience could be the following:
TIME SPENT AT THE AIRPORT BEFORE DEPARTURE

• Passengers arriving at the airport a short time before departure expect efficient
processes, reduced operations at the airport (hand baggage, web check-in, mobile
boarding pass), and will use a few of the commercial offers
• Passengers arriving at the airport long time before departure could accept longer
process time, and expect comfortable waiting and relax areas, stimulating
commercial offers, communication services and possibly innovative leisure
activities
TRAVEL DURATION (NUMBER OF NIGHTS OUT)

• Three nights out seems to be a separating factor for different passenger clusters,
as far as airport processes are concerned
• Below this limit, hand baggage seems to be enough to fit the needed personal
belongings for the trip; parking is usually considered affordable; online check-in is
the most suitable method and security check is the first “engagement” with
airport processes
• Above this limit a bagdrop or traditional manned check-in desk becomes most
possibly the first airport experience for the passenger; public transport or taxi
could be a cheaper way to reach the airport; commercial offering is a possibility to
purchase items useful for the stay at destination
Frankfurt Airport

4 4.2.2. PASSENGER CATEGORISATION:
MULTIDIMENSIONAL MODEL
All dimensions can be cross-referenced in order to create a map of passenger needs
and expectations.
Table 1 can therefore evolve into the following multidimensional model:
TABLE 2 - PASSENGER CATEGORISATION: THE MULTIDIMENSIONAL MODEL
Any of the mapped attributes can be interrelated and are linked to the more usual
passenger profile attributes: age, gender, education, occupation, reason to travel,
domicile, etc.
Each Airport Managing Body should analyse its passenger community in order to
identify the most suitable model of categorisation to describe the main demand
profiles which describe more properly the reference market.

4.3. UNDERSTANDING PASSENGERS’
NEEDS AND EXPECTATIONS
4
Once an Airport Managing Body has identified what categories of passengers are likely
to use their terminal facilities, it is time to determine – based also on the type of traffic
(international, domestic, etc.) and applicable regulatory requirements, what services
shall be offered.
Airports can be operated at the minimum level, complying with the local, regional,
national and international regulations. However, in order to differentiate their services,
the minimum level may not be enough. We have identified three levels of passenger
experience: required, expected and valued. These levels can be used as tools to set
goals for passenger services.
Firstly, the required level consists of the “must-do” mandatory processes and
requirements to facilities either set by authorities, airport operators or customers.
Secondly, the expected level in customers’ mind implies a series of services the airport
must be able to deliver in order to be considered a good airport. Thirdly, the valued
level consists of services that surprise passengers in a positive way. These three levels
can differ from airport to airport – and from terminal to terminal within the same
airport, depending on the airport’s operational approach and the customer’s currently
relevant needs.
REQUIRED
• The airport offers basic services to enable passenger traffic. This could be a
regional airport with point to point traffic and often low cost carriers
• Level of service meeting regulatory requirements and basic passenger needs
• Premises are clean, the processes meet the official requirements and the traffic
mix is supported by the necessary services
EXPECTED
• The airport wants to support a varied mix of traffic and is in competition with
surrounding airports or other modes of traffic
• The airport may be the country’s main airport, has been performing well in the
past and needs to maintain a good level of overall service
• This level presupposes that there are already some high-level services in place,
in particular in the commercial offer
VALUED
• Value can be added by introducing new ways to go through the compulsory

steps. It can mean dynamic signage or guidance via personal devices
• The element of “wow factor” needs to be there, and this can be a very simple
differentiation tool or major developments in what the passenger feels, sees or
hears
• Over time some elements become expected so constant renewal is a must, e.g.
free and fast Wi-Fi offered by the airport is highly valued at the moment, but is
becoming an expected norm for a good airport

The picture below shows some examples of these levels of passenger experiences and
expectations at a general level.
PICTURE 2 - PYRAMID OF PASSENGER PERCEPTION LEVELS
*5 years ago, free Wi-Fi was on valued level!
In the next chapters we look at the passenger experience in relation to these three
levels but also from three different angles. The passenger experience is a sum of inter-
related but not inter-changeable factors; the look and feel of the Premises, efficient
and passenger focused Processes and encounters between People.
PREMISES PROCESSES PEOPLE
• Design, from just another airport to • Smooth and • Friendly and smiling
an airport with a character of its own measured processes • Going the extra mile
• Functionality • Service design • The whole airport
- Facilities are purpose built, • Working together community working
not drag and drop in the benefit of the
- Wayfinding is instinctive, natural customer
• Agility, the ability to adopt new
technologies and processes

5
ENHANCING
THE PASSENGER
EXPERIENCE
THROUGH THE
3P APPROACH
5 ENHANCING THE PASSENGER
EXPERIENCE THROUGH THE 3P
(PREMISES - PROCESSES -
PEOPLE) APPROACH
The three main elements, Premises - Processes - People, together form the contents of
the passenger experience.
The design of the premises needs to be functional, but also needs appeal for the
customer and provide good ambience. Terminals must be clean, attractive, easy to
navigate and identifiable, representative of the location of the airport.
The processes at the airport must run smoothly, avoiding unnecessary steps along the
way and be predictable without major negative surprises. The signage at an airport
must indicate and guide the passenger through the relevant processes and talk to the
passengers in a language they understand.
Service is always provided by people to other people. Even with the introduction of
self-service in different phases of the process, Airport Managing Bodies must
acknowledge the need for touchpoints where staff assistance is needed and
welcomed. Airport Managing Bodies must treat passengers with respect, taking into
account cultural differences and the needs of different passenger personalities.
PICTURE 3 - THE 3Ps FORMING THE PASSENGER EXPERIENCE
PREMISES
+ PROCESSES
+ PEOPLE
=
PASSENGER EXPERIENCE AT THE AIRPORT

5
Balance between these three elements is essential. If premises are of state-of-the-art
design, but the processes are not clear and easily understood, the experience will not
be good. If the processes run smoothly, but the premises are dirty and unpleasant, the
experience will not be good. One negative interaction with a member of the airport
staff can also ruin the passenger experience.
Another aspect of the passenger experience is the stress experienced by passengers

during their journey (PICTURE 4, Page 32). Once in the terminal, passengers face
several phases and areas where stress levels rise and where special attention should
be paid to making the journey easier. Successful initiatives addressing the most
stressful situations will have the highest positive impact on passengers. PICTURE 4
provides an example of how the processes are generally related to stress levels.
Identifying the most stressful touchpoints at each airport helps to focus on the critical
processes.
Zurich Airport
The following sections discuss the three elements and describe how the Pyramid of
Passenger Perception Levels can be used. For each of the 3Ps (Premises, Processes and
People) an example of how airports can use the pyramid to define their goals for
achieving the desired level of passenger experience is given at the beginning of the
section. The pyramid approach can be applied to smaller or bigger service points in
accordance with the airport’s needs.

PICTURE 4 - THE PASSENGER JOURNEY STRESS CHART
(based on airport process diagram designed by Marketing and Insight - Heathrow Airport)

5.1. THE PASSENGER EXPERIENCE:
PREMISES
The picture below shows how to use the Pyramid of Passenger Perception Level for
the improvement of terminal premises.
PICTURE 5 - PYRAMID OF PASSENGER PERCEPTION LEVELS ON PREMISES
5.1.1. AIRPORT ACCESS, INTERMODALITY

Journeys of individual passengers rarely start or end at an airport. The airport instead
works as an intermodal hub where passengers transfer between different modes of
transportation in order to move from one point to another. In order to maximise
customer experience, fast, efficient and cost effective transfers to and from an airport
are essential.
For larger hub airports, good intermodal interfaces also mean that the airport will
work as a multimodal hub, where transfers between train-bus, bus-bus or train-train
can occur on a large scale. These increased passenger flows have the potential to
increase the frequency and number of destinations served by public transport.
In order to facilitate good intermodal interfaces at airports, all transport/access

services need to be easy to locate and easy to access. Good signage and real time
traffic information are key elements to facilitate good intermodal interfaces.

5
The integration of the transport network should be strengthened by competent
authorities and other transport services providers, focusing on real and effective
co-modal solutions. Airports integrate air transport, rail and road as access points of
the European Transport Network. Of special interest in order to increase customer
experience are investments in Intelligent Transport Systems (ITS). These are systems in
which information and communication technologies are applied in the field of
transport, including infrastructure, vehicles and users, and in traffic management and
mobility management, as well as for interfaces with other modes of transport
(Directive 2010/40/EU).
The passenger experience in accessing the airport consists of clear advance, on the go
information on the service provided and the possibility of changing from one mode of
transport to another, as well as clear signage throughout.
As shown by PICTURE 4 (Page 32), the first signs of stress appear when the passenger
is approaching the terminal area either by car or by public transport and is unsure
about terminals and time. Cooperation with the intermodality partners is vital in order
to make the experience good.
EMPOWERING THE PASSENGER: WHAT DOES IT MEAN FOR INTERMODALITY?
• Provide information on transfer to the airport and from the arrival airport to final destination
prior to the trip.
• Facilitate access for air passenger (e.g. typically, luggage storage space on-board trains are
not large enough for air travellers).
• On board aircraft, on arrival, there could be an announcement on airport-city transfer, when
the crew makes announcements on connecting flights.
• Signage within terminals should be visible.
• Infrastructure is important but the level of service should be adequate (e.g. early enough/late
enough to accommodate 1st and last flight and frequency).
5.1.2. TERMINALS
In this section, we will use examples and insights to highlight those factors governing
the management of airport terminals and possibilities for improving them. We will
discuss what elements should be taken into account to guarantee passenger comfort
and well-being, and ensure that time spent at an airport is remembered positively.
More than a collection of do's and don'ts, we offer some individual examples and
“food for thought” about how certain circumstances can be optimised.
The following issues influencing the passenger experience will be highlighted:

• Walking distances
• Natural wayfinding
• Ambience
• Cleanliness and Maintenance

5.1.2.1. THE IMPORTANCE OF WALKING DISTANCES
Walking distances are inherent to terminals premises and primarily depend on the
5
functional design of the terminal layout. Changes are possible through infrastructure
adaptations/modifications or different allocation of resources (e.g. gates, baggage
reclaim belts, check-in counters).
Walking distances inside terminals are perceived differently by passengers depending

on various factors such as available time, physical walking abilities, number of carried
items, ambience of the terminal as well as services and attractions offered on the way.
The complexity to reach a certain location also adds to the perceived walking distance.
To enhance the passenger experience in general, walking distances should be

optimised. Main indicators are total walking distance from landside to the gate on
departure, from the gate to landside on arrival as well as between gates for transfers.
Airport Managing Bodies need to carefully analyse the walking distances for their
various passenger groups. Certain groups of passengers could be privileged such as
premium passengers or passengers of specific flights.
In order to reduce walking distances inside the terminals the following design or
operational measures are suggested:
• Design of terminals with

- short routes for passengers carrying checked bags.
- short concourses.
- busgates close to the airside shopping facilities.
- check-in and bag-drop facilities located on the way from airport access to the security
checkpoint.
- easily accessible service facilities.
- automated people movers (APMs) to connect different concourses and terminals.
- few level changes and orientation points.
• Allocation of gates with shorter walking distances to flights
- with more passengers.
- with more premium passengers.
- with a high number of PRM.
- to business destinations.
- of certain airlines.
• Allocation of resources (gates, baggage reclaim belts, check-in/ drop-off counters) during off-
peak times with short walking distances only.
• Positioning of flights with many transfer passengers close to the connecting flights.
Passengers should be kept informed of walking distances, since many of them may
not be familiar with the terminal premises. Therefore walking times to the gate could
be displayed at certain orientation points in the terminal. Passengers who still have
enough time to reach their gate will then have the possibility to use the service
facilities at the airport longer and enjoy a more relaxed airport experience.

5 5.1.2.2. THE IMPORTANCE OF NATURAL WAYFINDING
When we think of "natural wayfinding", most of us think first of options for signals,
guidance and signage to support people in finding their way. But is it enough just to
post a sign on every entrance, every door, and every hallway? The answer to this
question is not easy, because natural wayfinding depends heavily on the architectural
properties of a building and/or its spaces. The more turns or changes of direction, level
and buildings, or parts thereof, the more important it is to rely on a variety of influence
factors in guiding people to their destinations. In other words, one means of
information presentation is not enough; several are needed.
Lisbon Airport
Natural wayfinding could be incorporated into the design of terminals while having a
smooth passenger flow in mind. The minimisation of levels and direction changes as
well as the number of decision points for orientation of passengers on their way
through the terminal should be one of the design objectives.
Fundamentally, process-oriented layouts in the shape and structure of buildings

should promote natural wayfinding. This means that a fairly straightforward
progression – from parking or drop-off to the ticket office and onward to check-in,
boarding card checkpoint, security check and shopping, then to the gate – eases
natural orientation and gives passengers the feeling that they are doing the right
thing, since they never have to deviate from their course, which follows a logical route.

HUMAN BEHAVIOUR AND NATURAL WAYFINDING
When people enter an unfamiliar space and the guidance systems seem unclear,
5
frustration and stress levels increase, especially if fear of flying or time pressures are
also present. In moments like these most people perceive their surroundings as
dangerous, with the result that certain parts of the brain concentrate on pure survival
and interrupt conscious and rational thought processes. In scientific terms, in such
situations the brain stem assumes control of decision-making processes and orients
itself towards its experiences and its instincts or intuition. When that happens, people
react unconsciously in line with the most primitive levels of their characters.
Sounds, surrounding noise levels, smells and sources of light are perceived more
intensively and processed through the brain. The more diffuse and intense this
mixture, the higher the stress level and the greater the release of adrenaline. How can
we counteract this? How can natural or intuitive wayfinding support passengers?
Göteborg Landvetter Airport

5 THE IMPORTANCE OF PREDICTABILITY
The key is predictability. In part this refers to the wayfinding and signage mentioned
earlier. It should be ensured that such signage differs significantly from other
information in the same space (e.g. through its colour, form or size) and that it is
clearly visible and recognisable (e.g. through its position and type size and/or font).
Recognition value is important here, as it helps the passenger identify the relevant
information quickly in the "information jungle" of the airport.
Zurich Airport
Most airports, if not all, have already implemented these principles successfully.
However, considering signage concepts from the international passenger’s point of
view gives a different perspective. Global travellers go through different airports,
where they must repeatedly deal with subconscious confusion,
adapt and re-orient themselves to the signage of each airport. Wouldn't it be helpful
as regards recognition, reduced uncertainty and stress and natural wayfinding to
make signage the same in all airports? Yes, indeed! But the individuality and
exclusivity of each airport brand would be lost in the process, as signage is often a key
element in the context of the overall appearance of an airport.
Information psychology tells us that our short-term memory can store a maximum of
only seven visual or acoustic elements or pieces of information (in our case, directional
information or signs) at any one time. "Short-term" here means a storage duration of
an average of 20 to a maximum of 30 seconds. Only a repetition of this information
creates a link to long-term memory and the confidence that we are acting correctly (a
well-known effect in advertising, in which the company or product name is mentioned
several times during a 30-second spot so that we remember it well and positively).

KEEPING THINGS SIMPLE
Thus it follows that a point of information should contain no more than seven
5
elements at one time in order to avoid burdening people's cognitive abilities.
Furthermore, points of information should either be no more than 20 to 30 seconds
apart (30-40 metres at a normal walking speed of 5 km per hour), or they should be
designed and displayed for the line of sight; that is, people should be able to see and
identify the next point of information from the location of the previous one
(predictability).
Another aspect of predictability is spatial overview. Here, spatial orientation and the
processing of available information play a role. Is the available information logical and
plausible, or does it confuse the viewer even more? Does it provide clear guidance, or
do signs point toward closed doors, hallways that are not immediately visible or other
obstacles? After information has been absorbed, it must be ensured that the path to
the next piece of information is free of barriers, at least visually.
Helsinki-Vantaa Airport
COMMERCIAL SERVICES
Airports are also struggling with the need to increase commercial income without
compromising the flow of the terminal or wayfinding and orientation in general. On
one hand, from a commercial point of view we need to make sure that the airport
visitor is going through every corner of a shop, but on the other hand the process
paths need to be smooth and self-explanatory. While the tendency is to place retail
outlets so that people must go through the shop (“walk through” layout), there should
be an area where passengers can orientate themselves. That area should have flight-
related paths through the shops and also help passengers keep track of time. A good
guideline for placing commercial services in terminal is on the way, not in the way.
Retail areas are at best one part of a good airport experience.

5 USING INTUITIVE HUMAN BEHAVIOUR PATTERNS IN
WAYFINDING
Orientation in spaces and rooms, on the other hand, is subject to physical influences.
People tend to move more toward light than toward darkness, thus paths or end
points should be sufficiently well lit and/or set off from their surroundings. However,
this may often conflict with the commercial interests of an airport. Further, quiet areas
are perceived as more pleasant and more stress-free than loud ones, thus people tend
to circulate in or move toward quieter areas.
The use of suitable forms to break sound waves or materials to absorb them is
recommended for passageways and hallways to give passengers a feeling of security
and unconscious orientation. Wood, for example, is an expensive material, but if its
surface or structure is treated it becomes sound-deadening or sound-absorbent
material which also radiates warmth and naturalness. Other materials can also be used
in flooring, ceilings or along the passageway to dampen noise levels. Even commercial
promotion islands can have a sound-breaking or sound-absorbing effect.
Another option for simplifying wayfinding and enhancing predictability is to guide

passengers by using wayfinding elements in the floor or on the ceiling. Paths can be
marked or otherwise indicated through the use of colour or different materials, for
example. Many airports are experimenting with light guides on or near the ceiling and
colour nuances in the flooring. However, these are expensive and relatively inflexible
methods, and in complex situations they can increase stress instead of relieving it.
These are just a few aspects of the importance of natural or intuitive wayfinding, and
they can vary greatly depending on their social or cultural form. Yet fundamentally,
human motivations for acting or reacting have always been similar, if not identical. The
list of influence factors presented here is not intended to be exhaustive and should be
reviewed individually by each airport. Airport Managing Bodies should dedicate a
great deal of time and resources to this topic if they want to be remembered positively
for the passenger experience. The concept and implementation of wayfinding often
has a decisive influence on the assessment of an airport by the passenger.
5.1.2.3. THE IMPORTANCE OF AMBIENCE

In order to describe the influence of the environment (ambience) on a passenger's
well-being or travel experience, we must first define those effects. They can be roughly
divided into five categories:
• Exterior and surroundings

• Interior design
• Design and structure
• Decor
• Human variables
Four of these categories contain physical, structural and design variables. The fifth
category makes it clear that people also play a role in shaping atmosphere.

EXTERIOR AND SURROUNDINGS
The planned, intended or desired ambience of a place is not necessarily confined to a

5
few square metres in a building or a room. The airport atmosphere perceived by
passengers begins even before they enter the terminal. It includes, among other
things, the characteristics of the building, such as its architecture, height and
colouring, entrances, signs and display windows - but also the utilisation of the
surroundings, which may consist, for example, of certain businesses, streets and
parking lots or green spaces.
Passengers perceive all these things, and they process, interpret and absorb them in
conjunction with their expectations, fears and anticipations of travel or flying. Here as
well, the greater the discrepancy between the passengers’ inner and outer images, the
higher the stress level.
Amsterdam Airport Schiphol
But how can an airport influence these aspects for the passenger? The answer is
simple and worth repeating: through conscious, deliberately chosen and rigorous
positioning:
• Top-performing airport or mid-range player?

• What impression would the airport like to make?
• How would the airport like to be perceived by the public?
The airport already has a reputation – or would like to develop a specific one – and
both the exterior and interior ambience must be adapted in line with it. If a positive
ambience is created and communicated appropriately, it will directly influence the
expectations and fears of future passengers and thus influence their stress levels when
travelling – a situation to strive for as part of the passenger experience.

5 INTERIOR DESIGN
This category comprises the interior appearance of the airport, i.e. all impressions that
can be seen, heard, smelled or felt, for which also the term ambient design can be
used. They include, for example, the temperature, ventilation, brightness, noise level,
colour spectrum, ease of navigation and especially cleanliness.
An environment feature increasingly found at airports in recent years is background

music, familiar to many from shopping centres. Slow music leads people to walk more
slowly, which can stimulate passengers' consumer or buying behaviour in commercial
zones (spontaneous purchases). Fast music, on the other hand, encourages people
subconsciously to move faster in time to the beat. However, the application of this
effect at airports has more than just commercial motives; in certain areas, it also
reduces passenger stress.
Waiting areas are a typical location for the use of quiet, relaxing, slow background
music at airports. In the check-in zone the impatience and time pressure experienced
by those waiting there must be reduced. In the security area, it is important to ease
nervousness prior to the security check conducted by authorised personnel – who,
from some passengers’ point of view, are already predisposed to regard passengers as
potential threats.
In both of these areas, airports which have implemented this measure have noted its
positive effects on passengers, staff and ultimately on the efficiency of the process
steps conducted there. But there are other means besides background music for
achieving the objectives of relaxation, well-being, or other moods. Soundscapes such
as wind, birdsong or other animal sounds, flowing water, forest sounds and many
other possibilities help to create a specific ambience.
East Midlands Airport

5
Colour is another widely used means for creating moods. However, here it is important
to consider cultural factors, for colours affect people very differently. Specific colours
do not have the same meaning in every culture and can provoke unintended
emotions in passengers. Light is likewise a tool which can be used to create desired
moods. Whether concentrated, uniform, alternating, highlighting, subdued, and warm
or dim, lighting has a very strong influence on people's psychological and physical
states. This principle is already applied in a wide variety of sectors, and light appears
to be the tool with the least cost and greatest influence when generating moods.
Natural mood enhancers include daylight, plants and even aquariums. Since these are
familiar to us, their presence will repeatedly trigger the same mood responses, based
in most cases on calm, relaxation and confidence. That may sound strange, but it is
important to bear in mind that most people have a healthy relationship to nature from
childhood onwards. They welcome and appreciate it in their surroundings even when
they do not consciously register it. Climatic factors are just as important as acoustic,
olfactory or visual ones, but we will not go into greater detail here, since they should
be designed with specific circumstances and cultures in mind.
DESIGN AND STRUCTURE
Many passengers prefer medium-sized, clearly organised, bright rooms (daylight) or

building areas, which they refer to as "pleasant". However, this often conflicts with
architectural layout as well as operational requirements and commercial interests of
the airport.
More frequently, airports have long corridors or passage ways. The dimensions of an
airport mean that it is dependent upon these connecting elements, yet they reveal
great potential for stress, because passenger tension can develop in precisely these
areas due to:
• ceilings which are too low and give people the feeling of being boxed in, and
• overly narrow passageways in which oncoming or passing traffic disturbs the
flow (and yet the absence of opportunities to overtake others deprives people of
their decision-making freedom and can lead to inner dissatisfaction and
agitation)
Individual measures already mentioned in the "Interior design" section can

compensate in part for these architectural shortcomings. Distraction, for example, is a
useful tool for turning passengers' attention to other (generally positive) things.
More and more airports have passages which direct the passenger in serpentine
fashion through specific areas using the model of a well-known Swedish furniture
company. From a commercial perspective this practice has a measurably positive
effect on spontaneous purchases, but psychologically passengers are forced to accept
a route they cannot choose, which hinders them in their autonomy.
If these concepts are implemented, care must be taken to ensure that either the route
is not too complicated or that clarity and predictability (i.e. the passenger's ability to
see what lies ahead) are ensured. In both cases, the hallway must be wide enough
(and not just for reasons of safety and security) so that passengers who wish to
overtake others can do so unhindered. Each of us has his/her own individual tempo.

5 DECOR
Signage, product displays, pictures, wallpaper, sculptures and plants are among the
objects in this category. They are the seasoning which adds interest to the dish. Here
the small things, or just a few things, can create the desired mood. If you want to
emphasise an area or lend it some individuality, decorative elements are invaluable
aids.
Helsinki-Vantaa Airport

HUMAN VARIABLES
People also contribute to the creation of a specific atmosphere. The variety of guests
5
at an airport creates a specific atmosphere: attire or appearance, language or cultural
background. An airport can then choose to increase its local feeling or be focused on
strengthening its international orientation. However, the airport's staff and other
personnel employed there, represent the airport through their uniforms, their social
behaviour and their commitment to the airport, and can thus shape the image of the
airport and influence its guests’ experiences.
Athens International Airport Eleftherios Venizelos
5.1.2.4. THE IMPORTANCE OF CLEANLINESS AND

MAINTENANCE
Clean and well maintained terminal premises are important factors for a good
passenger experience. Although not applicable as “wow-factors” clean and well
maintained facilities are required for passengers since otherwise a poor impression will
prevail.
Cleanliness of the airport terminal in general and the washrooms in particular are part
of ACI’s Airport Service Quality (ASQ) programme, a standardised survey on passenger
satisfaction levels. The importance of cleanliness usually ranks very high with
passengers. Airports which do not provide clean terminal premises receive below
average scores in the benchmark and thus are encouraged to improve.
The following measures are suggested in order to improve the cleanliness of

terminals:
• Finalisation of SLAs with the cleaning companies.

• Implementation of strict and regular quality control measures.
• Increase of cleaning frequencies of highly used terminal areas and washrooms.
• Replacement of degraded materials since new or refurbished finishes always look cleaner.

5
Cleanliness should already be incorporated in the design of the terminal since certain
materials (e.g. with plain surfaces) are easier to be cleaned than others. Corners and
areas where access of cleaning staff might be difficult should be avoided. Glass walls
and ceilings must be accessible through specially designed equipment.
Maintenance although often underestimated also contributes to the passenger

experience at the terminal. Elevators, escalators or moving walkways which are out of
order can cause major nuisance to passengers especially when they are running out of
time to reach a flight. Elder passengers or PRM would not be able to reach their gate
without help and even the PRM service provider would not be able to provide a good
service.
Technical systems of the building (e.g. air conditioning, heating) cause a bad
passenger experience when they are not working properly. Other systems at the
airport are essential for operations (e.g. BHS, FIDS, IT-Systems) and can lead to delays
and interruptions of the airport traffic when out of work.
Well maintained facilities and systems are less prone to failure or disruption.
Nevertheless, if failure occurs the time for reaction and repair should be kept to a
minimum and passengers should be properly informed. Technical staff of airports or
external contractors should be informed about any failure through clear and timely
communication and be available at short notice. SLAs on failure rates and reaction
times with maintenance service providers help to enhance the technical liability of the
terminal premises.
5.1.3. SPACE REQUIREMENTS

The IATA Services Levels (as published in the IATA Airport Development Reference
Manual) play a very important role in passenger terminal planning. These service levels
are used worldwide for airport planning projects, concession agreements and also
used by IATA and individual airlines to assess the quality of an airport.
Even though IATA and other organisations give recommendations for every functional
area of an airport, it seems that this “one size fits all approach” cannot be maintained
in the future as the aviation market gets more and more segmented.
Prior to defining service levels, airports should assess the actual situation in detail:
• Different types of flights

• Distribution of passengers arriving at the airport
• Number of maximum passengers waiting in queue
• Number of passengers queuing for more than 30 minutes
• Ratio of peak days to average days
A more detailed description of the space requirements can be found in Annex 2

(Passenger Experience and Space Requirements).

5.2. THE PASSENGER EXPERIENCE:
PROCESSES
5
Airport Managing Bodies should look at the passenger experience through the airport
as directing a movie with highlights and calmer areas, the highlights being the wow-
moments preferably at the most stressful point of the journey. The picture below gives
examples of what the passenger experience means for the processes.
PICTURE 6 - PYRAMID OF PASSENGER PERCEPTION LEVELS ON PROCESSES
By processes, we mean the procedures, actions or steps taking place throughout the
airport terminals on departure, arrival or transfer.

5
The passenger journey can be described from three angles: departing, arriving and
connecting passenger flows. For the purposes of this document we will concentrate
on the departing passenger journey. It is important to note that the stress level of
passengers varies during the journey (PICTURE 4, Page 32) and the most stressful
experiences can be identified and tackled airport by airport through the process of
getting to know your customers.
5.2.1. THE DEPARTING PASSENGER

The picture below shows the departing passenger process chart and its relevant
elements/services. These services can be provided by a number of different partners
and ultimately form the total passenger experience. The transition from one part of
the journey to the next one must be looked at with the aim of making passenger’s
path as easy and seamless as possible.
PICTURE 7 - THE DEPARTING PASSENGER PROCESS CHART
For each process part, examples of the experience elements can be described
in a chart form to identify the differentiation or wow factors for the airport’s
chosen goals.

5.2.2. THE ARRIVING PASSENGER
Arriving passenger flow can also be divided into a chain of services likewise offered by
different partners at the airport.
PICTURE 8 - THE ARRIVING PASSENGER PROCESS CHART
5.2.3. THE CONNECTING PASSENGER

In the connecting or transferring passenger flow, air carriers are usually in charge of
the processes as such, mostly via their ground handling service provider, but Airport
Managing Bodies act as enablers by providing the infrastructure. This means that the
throughput of the infrastructure has to be firstly supporting the airline and traffic mix
at an airport and also be measurable so that the requirements can be reached.
PICTURE 9 - THE CONNECTING PASSENGER PROCESS CHART
The way in which these objectives are fulfilled depends on how changes in technology
and market demand influence customer expectations and allow new service provision
methods. We also need to cooperate with airlines and other stakeholders to achieve
our goals.

5 5.2.4. CONTROLLING THE QUALITY OF THE
PROCESSES
Assuming that the passenger experience is a driver to plan investments and to design
passenger services, measuring the effects of any action completed becomes necessary.
Performance measurements have been in place for years and are included in many
agreements between Airport Managing Bodies and air carriers and/or national
authorities. Perceived quality standards have been included in such contracts and
agreements, but a shared and reliable methodology to link these measurements to
economics is still missing.
When a better passenger experience is the goal, performance and service quality need
to be both monitored and controlled: even a well performing airport, according to its
expected level of service, can have dissatisfied passengers. An example of this is the
baggage delivery process where bags are available to passengers in 20-30 minutes, but
as they reach the claim area in 5 minutes (e.g. coming from contact gates close to belts)
the actual experienced waiting time is 15-25 minutes, which can be considered only as
acceptable.
Should there be a gap then it must be analysed to mitigate or eliminate reasons of

dissatisfaction: if the walking distance cannot be increased, entertainment or
amusement could be introduced in the claim areas (videos, interactive screens or
devices, etc. have been adopted for this purpose).
The ACI Airport Service Quality (ASQ) introduced in its present form since 2006 is a
worldwide benchmarking programme available to compare the way passengers score
airport services. It can be considered as a mature and effective decision support tool. It
is fast becoming a way to leverage the valuable repository of customer satisfaction data
available via ASQ and shared by the community of participating airports. All ACI ASQ
participant airports use the same questionnaire and methodology, and the survey
results are shared among the participant airports to create multiple benchmarking
opportunities. At the end of 2013, a total of 286 airports across the world were
participating in the ACI ASQ Survey Programme, including 113 participants from
Europe. For more information on the ACI ASQ Programme, please check
http://www.aci.aero/Airport-Service-Quality/About-ASQ/ASQ-Survey.
Customer satisfaction analysis is a helpful tool for any airport and it has to be set up
as follows:
• Mandatory parameters must be measured and controlled (same for performance and quality
indicators), as far as any service charters, contracts or economic regulations in place.
• Additional indicators will be added to match specific local airport features and services to
support analyses aimed to improve them.
• Benchmarking needs will lead to including all the indicators which make the airports
comparable to other similar ones in the adopted parameter set, chosen on the principle of best
in class.

5
In the following table we propose an example of a structured approach – in this case
only for passengers within the terminal - to monitor, measure, analyse and improve
processes. It shows how a high level airport process can be linked to more specific
aspects or sub-processes. A measuring methodology is selected according to each
specific issue and actions are identified to improve the passenger satisfaction for a
specific aspect:
TABLE 3 - EXAMPLE OF A STRUCTURED APPROACH TO IMPROVE PROCESSES

WITHIN THE TERMINAL
Passenger KPIs to measure Methods of Measures to improve

No.
Journey Passenger Experience Measurement Passenger Experience
1 Passenger @ home
2 Passenger on the move
3 Passenger @ terminal landside
- Ease of wayfinding - ASQ Survey - Indoor navigation

systems
3.1 Orientation &
Wayfinding
Number of orientation - Analysis of passenger - Optimisation of terminal
points, level changes flow layout
- Quality and variety of - Passengers Surveys - Provision of tailor-made

services services to specific
passenger categories
Services before
3.2 security
- Internet access / Wi-Fi - ASQ Survey - Free Wi-Fi
- Queue waiting time - ASQ Survey - Self service bagdrop

(min) - Measurement of - Common use facilities
queuing time (e.g. - Home printed or
camera surveillance) permanent bag tags
3.3 Check-In /
bagdrop
- Courtesy & helpfulness - ASQ Survey - Hospitality programs

of check-in staff
4 Passenger @ security / emigration
5 Passenger @ airside
6 Passenger @ boarding

5 MEASURING PASSENGER SERVICES
A good level of service is obtained by constantly meeting passengers’ expectations;

consistent with the product purchased (a passenger flying with a low cost carrier will
have different expectations compared to those of a long haul premium passenger).
Even when airports decide to focus on the quality of the service perceived and
evaluated by the passenger, a good performance needs to be guaranteed. There
cannot be a passenger experience when the airport performance is poor.
Performance indicators are therefore needed to have a quantitative indication of

services based on facts, and are essential when designing process changes and when
making all the necessary cost and resource calculations.
Rovaniemi Airport
DEFINITION OF KEY PERFORMANCE INDICATORS (KPIs)

FOR PASSENGER SERVICES
By comparing indicators which major European Airports have adopted to monitor

their performances, we can identify a minimum common set of parameters used to
manage the level of passenger-facing services.
The following list is a summary of the indicators shared in Europe:
• Waiting time at border control queues (in minutes)

• Waiting time at security control queues (in minutes)
• Waiting time at check-in queues (in minutes)
• First baggage delivery from block-on (in minutes)
• Last baggage delivery from block-on (in minutes)
• Left-behind bags
In addition, the overall punctuality on departure must be included as a key

performance indicator.
If a common set of indicators is shared amongst airports, the way in which these
indicators are achieved can vary considerably. Usually these indicators are monitored
at airports, but targets are not always public, nor part of a Service Level Agreement
with airlines.

5
In a few cases a target is defined and declared on official documents. Economic
Regulation Agreements (E.R.A.) are increasingly agreed between airports and national
authorities to link the level of airport charges with the level of services provided. As
most of the six indicators are not under the responsibility of the Airport Managing
Body (typically ground handling service providers or Police are responsible) they are
included only as “monitored” but not linked to any agreed economic targets.
The setting of target values is approached in several ways:
• Measurements refer to average values within a period, while targets are defined as
a percentage of observations or time within which the minimum standard must
be met (typically 90%, but also 85%, 95%, 98% are assumed)
• Often a minimum standard is set as a limit which must be met at all times without
exception. This is known as a “minimum” level of service, used as an alarm to
detect serious problems in service delivery
To sum up, an indicator should be linked to three target values with different
meanings and use:
• Average value within a given period (e.g. average first baggage delivery time, month or year
based).
• Maximum value within a given period, for a given percentage of time or observations (e.g. first
baggage highest delivery time in 90% of measured cases, monthly or yearly basis).
• Maximum allowed value (e.g. first baggage delivery time not to be exceeded in 100% of cases).
From the point of view of managing airport processes:
• Average value and Maximum value in a percentage of events will be used to set general
performance standards.
• Maximum allowed values, inclusive of all the events measured never to be exceeded, with
breaches of the standard requiring immediate recovery.
• Actions and possible penalties.
All of the above could be used to define service standards and to manage Service
Providers. The last parameter in particular is what is usually defined as a “minimum” in
all discussions with and about ground handling service providers. Minima have to be
considered as the service levels constraints which any Commercial Agreements
among Airlines and Service Providers at an Airport must comply with in order to be
valid.

5
In any case, if Airport Managing Bodies want to manage the level of services under
their own responsibility or services provided by other airport users, the nature of the
methodology adopted must correctly represent the service delivery process in
question - including customers’ actual expectations, as well as external constraints.
Continuous improvement, claimed sometimes as a goal by regulators cannot be

mandatory. A good level of service which is stable even when traffic grows is a great
result and systematically looking for the increment of improvements is clearly
unreasonable - most probably cost ineffective and/or possibly not even requested by
customers. Whether measurements are based on sampled or continuous data
collection, the following conditions must be ensured:
• Measurements allow delivery of products/services as defined in commercial specifications

agreed by customers with air carriers.
• Measurements reflecting customer expectation.
When setting measurements, due consideration should be given to local external

conditions. Measurements must be commensurated to the service received by the
passenger.
BENCHMARKING
Target values for performance indexes ought to be fixed considering not only local
conditions but also service level targets at comparable airports. As mentioned above,
Airport Managing Bodies usually do not communicate performance targets and this
can make a comparison quite challenging. Airport Managing Bodies should agree on a
minimum set of parameters (the six listed?) and the set of criteria which would allow
an easy comparison. The ACI ASQ Survey benchmarking programme allows every
participant airport to benchmark with other airports around the world. In addition,
ASQ participants can establish a benchmarking panel of up to ten other airports of
their choice to create a comprehensive benchmarking scale. For more information on
the ACI ASQ Survey programme, please check http://www.aci.aero/Airport-Service-
Quality/About-ASQ/ASQ-Survey.
ASQ is a strong tool for Airport Managing Bodies, and a useful basis for service level
negotiations with air carriers and Civil Aviation Authorities. A critical issue when
performance measures are addressed in negotiations among airports and National
Enforcement Bodies is a common assessment of results. An agreement on criteria to
define comparable airports has to be found in order to support the correct evaluation
methodology. Linking customer satisfaction to the related performance could help:
queuing times of 5 minutes at a small airport can be positively considered by
passengers as well as 10 minutes at a large airport.

Ideally, airports should be clustered according to traffic figures as well as passenger
profile. The following are examples of factors which need to be considered to
ensure that two airports are “comparable” from the point of view of Passenger
Services:
• Passenger traffic per year

• Traffic mix (short/medium/long range, charter, low-cost, etc.)
• Transfer passenger share
• Passenger profile (share of business, leisure, etc.)
5.2.5. SECURITY CONTROL

The airport security checkpoint is the one point that touches all passengers and as a
consequence, it is of great importance to ensure the most efficient and customer
friendly atmosphere, while providing a secure and safe environment. As a process,
security control is regulated by European and/or national legislation. Due to the
nature of the process and the fact that personal space may be invaded, the stress level
of passengers entering a security checkpoint is often high.
The process also involves the need for a service allowing passengers to go through the
security control as smoothly as possible, without compromising the level of security.
For an easier understanding of the security control process we have identified the
following stages:
• Queuing area, which may include document checks either manually or

electronically
• Divesting area, which is crucial for a smooth process and can be managed by the
passengers (e.g. preparation areas) and/or by security staff
• Cabin baggage X-ray/walk through metal detectors/security scanners, the
technical search of passengers and their bags
• Hand search areas for passengers and their bags
• Re-packing area for passengers
PICTURE 10 - SECURITY CONTROL PROCESS CHART

The ideal checkpoint should:
• Allow for a smooth flow of passengers with the aim of getting passengers through as quickly
as possible.
• Be designed to accommodate peak passenger flows to meet required service level
agreements, while allowing for traffic growth.
• Be enhanced by ambient lighting and the use of different coloured screening equipment to
make the area less sterile looking.
• Allow for sufficient space for divestment and re-packing, noting that re-packing takes longer
than divesting and needs more space; this should include chairs, tables and suitable benches
away from the checkpoint.
• Use mature and cost-effective technological developments to reduce the amount of
divestment for the passenger (security scanners) and their cabin baggage (advanced cabin
baggage systems), although the overall space requirement is likely to remain unchanged
because new equipment tends to be larger than the equipment it replaces.
• Where space allows, create special family/PRM checkpoints or lanes with appropriate fittings
(for example Gatwick South Terminal).
• Take into account the possible introduction of “low risk” lanes for trusted travellers requiring
a different equipment set-up (subject to regulatory requirements).
5.2.6. BORDER CONTROL

Border Control is a compulsory step at European airports when passengers enter the
Schengen/EU area. Also here, the stress level of the passengers rises and while making
sure that the immigration/emigration regulations are met, it is equally important that
the process is facilitated as much as possible. Border control process can benefit from
exchanging information (e.g. API) between airlines and competent authorities, as well
as designing the border control so that the process runs as smoothly as possible.
The number of manned counters per passenger type, the planning of daily traffic
peaks in cooperation with the border authorities as well as introducing automated
services where possible are the tools to improve the process.
As for space, the requirements for border control are similar to the security control.
Passengers need to be guided as different groups according to regulations. Providing
enough space and functional space for border control makes the process better. More
and more often the Border Control areas comprise Automated Border Control (ABC)
solutions, which allow expedited border control checks facilitating passengers’
journeys.
These ABC solutions are based on eGate devices. They may also comprise Automated
Border Control kiosks for self service. The location of the self-service kiosks has to
encourage the use of the kiosks and thus allowing for personal service for those
passengers that cannot use the automated process.

5
With regard to the eGates and space requirements, their footprint should be
minimised in length and width in order to maximise the number of Gates used in
parallel and hence facilitation for passengers and efficiency gains for airport
operations.
Lengths of eGates should not exceed 2.5 metres. With regard to width, the minimum
passage width may vary according to local regulations and the need to be compatible
in a given airport some or all the eGates with wheelchairs. Taking this into
consideration, the requirement should be that no more than 450mm (0.45m) in width
should be added to the inner passage width in order to obtain the total outside width
of the eGates. For instance, for a typical standard passage width of 650mm, the total
outside width of the eGate should not exceed 1100mm (1.1m).
Also, from a perception point of view, the design of eGates should allow for a minimal
clutter of the visual field. It is recommended in this regard that eGates designs should
use as much as possible transparent materials, for the lateral panels as well as for the
doors.
Different configurations of eGates

5
The eGates shall have a modular architecture allowing easy upgrades or evolutions by
replacement of given modules within the same original footprint (e.g. upgrade of
document reader or biometric capturing device or installation of an additional
biometric technology).
Lastly, in order to prevent the buildup of queues that crowd the Border Control space
(but also to increase the return on investment), the technologies used in eGates
should maximise passenger throughputs and use ergonomic interfaces and signage to
guide the passenger in all the steps of the process.
Particular attention should be paid to the passport insertion and reading process, a
step reported to generate a substantial number of failures in using eGates. The
interfaces pertaining to insertion and reading of passports should encompass a live
visual feedback to the passenger informing her/him whether the passport is properly
positioned and guiding her/him to achieve proper positioning.
5.2.7. CONTINGENCY PLANNING
Contingency (Oxford English Dictionary)

• a future event or circumstance which is possible but cannot be predicted with
certainty
• a provision for a possible event or circumstance
• an incidental expense
• [mass noun] the absence of certainty in events
• [mass noun] Philosophy: the absence of necessity; the fact of being so without
having to be so.
Airport Managing Bodies need to be prepared to face unplanned events to ensure a

coherent response in informing and assisting stranded passengers. Events like the
volcanic ash crisis or disruptions caused by extreme weather conditions – amongst
other – have shown the need for a coordinated action between the different actors
operating within the airport platform.
A contingency plan implies foreseeing and putting in place a process to face

different events (foreseen or sudden) and/ or disruptions, by agreeing the means
to face them, coordinating actions, responses and resources, while clearly
allocating responsibilities. It also implies ensuring a return to normal as soon as
possible. More clearly, a contingency plan should contain damage control
measures and facilitate the continuity of the key operations.
Although Airport Managing Bodies must be prepared to face all types of

contingencies, for the purpose of these guidelines we will restrict our advice to face
multiple cancellations and/or delays of flights leading to a considerable number of
passengers being stranded at the airport.

• STEP 1 - IDENTIFY SCENARIOS:
A) SHORT AND LONG DELAYS, CANCELLATIONS CAUSED BY:
EVENTS FORESEEN EVENTS FORESEEN SUDDEN

> 48 HOURS ≤ 48 HOURS EVENTS
• Extreme Weather • Remote air disaster • Local Air disaster

conditions • Terrorist act in airport • Local Terrorist attack
of origin • Extreme Local Weather conditions
• Hijacking • Local Weather/ Geological event
• Remote Weather/ • Local contamination or radiation
Geological event • Strike
• Remote contamination • Damage or failure blocking
or radiation infrastructure
B) TYPES OF DISRUPTION
CATEGORY TYPE OF DISRUPTION
Operational logistics • Major shortage of aircraft stands

Airside • Peripheral roads along the piers are closed off
Operational logistics • Large groups of passengers are stranded for a long period of time
Terminal - Passengers • One or more sections of the Terminal are closed off
• Major disruptions in the departure and check-in processes
• Responding to aircraft with medical emergencies or suspected
infected passengers on board
• Bomb threats
• One or more information provision systems are down
Operational logistics
One or more sections of the baggage system are down
Terminal - Baggage
Control centres • Airside Operations control system down

• Airside Support control system down
• Aircraft stand control system down
• Control Centre of the Passengers department in the Terminal down
• Bus transport control system down
• Baggage systems control down
Traffic and Transport Access roads/ rail are closed off
Power/ water supply Utilities are cut off
Communications • Wireless communication systems are down

and ICT • Office computer systems are down
• Loss of entrance control

C) TYPES OF CRISIS
CATEGORY TYPE OF CRISIS
Traffic and transport • Aviation accident

• Railway accident or major disturbance in railway underpass
• Serious accident involving a bus
• Road accident involving the transport of explosive, flammable,
toxic or other dangerous substances
• Accident involving high-pressure natural gas and kerosene
pipelines
Location-specific • Accident involving storage or use of explosive, flammable,

crises toxic or other dangerous substances
• Fire in day care centre or detention facilities
• Fire in building taller than 30 metres (height of fire truck
ladders)
• Fire in building with many visitors
• Fire in underground car park
• Fire in the railway underpass
• Flooding
• Hijacking/taking of hostages and other terrorist attacks
• Major disturbance of the public order
External crises • Extreme weather conditions

• Utility supply cut off (electricity, gas, water, data traffic and
sewage)
• Infrastructural service down (traffic, ICT, telephone, etc.)
• Contagion and epidemics
• Remote crisis
Munich Airport

• STEP 2 - SET PRIORITIES AND GOALS:
Ensure the coordination with air carriers, ground handling service providers, air navigation
service providers (ANSPs), airport retail outlets and the national, regional or local authorities
when necessary in order to provide information and assistance to stranded passengers.
• STEP 3 - IDENTIFY ACTIONS, TASKS AND RESPONSABILITIES

The participation and responsibility of the different entities participating should be clearly
established. The Airport Managing Body should take the initiative to open a Crisis Centre/Crisis
Management Group/Crisis Response Committee, identify a Crisis Manager and coordinate and
communicate with the whole airport community (airport operational departments, airport
corporate communications department, air carriers, ground handling service providers, ANSPs,
police, customs, etc. If necessary: civil protection, Red Cross, local authorities, civil aviation
authorities (CAAs), others).
Note that the primary responsibility for the provision of information and assistance to
passengers remains air carriers’, who may not reduce their obligations in these cases.
SOME EXAMPLES OF STANDARD ACTIONS IN CASES OF DISRUPTION:
a. INFORMATION:
General information on passenger rights (via posters, leaflets provided by the
European Commission), communication to passengers, visitors and media via
public address calls, FIDS screens, ad hoc communication via social media,
corporate communication via media (TV, radio), website update, operational
info and updates of the airport operational blog (blog available for operational
stakeholders with on-time info on status and actions at the airport).
b. ASSISTANCE:
Provide meal vouchers, distribute bottles of water, provide accommodation or
sleeping facilities (stretchers + blankets), provide shower and toilet kits,
provide health services if necessary.
c. OTHER:
Facilitate temporary visa, facilitate contacts with embassies or other officials,
facilitate evacuation of passengers (buses, extra public transport capacity),
increase 24h security by police/security services.

The evacuation of passengers deserves special attention. ACI EUROPE and the
Community of European Railway and Infrastructure Companies (CER) agreed on the
following Recommended Practice:
ACI EUROPE/CER RECOMMENDED PRACTICE 01/11

Disruption of traffic
(Adopted by the Board of ACI EUROPE on 16.12.2011)
1. The airport operators should 5. Airport operators are invited, after

communicate the contact details of agreement of concerned station
their crisis managers to the relevant manager(s), to provide train timetable
railway. information from the nearest main
railway station(s) on dedicated screens
2. The railways are invited to indicate to or otherwise, including information on
each relevant airport operator how to reach the station(s). In addition,
manager (and crisis manager) the and if available, they may display the
name and contact details of the number and/or website address of a rail
relevant “Duty Control Unit(s)” whom information service to contact.
to contact in case of a major crisis. This
(These) “Duty Control Unit(s)” must be 6. The railways are invited to inform
able to take operational decisions and airport operators’ crisis managers of
take any action as necessary. possible additional seats / coaches /
trains on relevant origin-destinations.
3. When a crisis is likely to affect a
significant number of passengers in an 7. Railways are invited to provide at a
airport, airport operators are invited to number of predefined stations situated
liaise with their nominated railway in the vicinity of an airport, information
“Duty Control Unit(s)” at least one day on major airport disruptions with advice
in advance of the foreseen trouble. If to passenger to check flight availability
the crisis is not predictable, they with relevant airlines, in order to avoid
should inform the railway Duty Control unnecessary influx of passengers to the
Unit(s) as soon as possible. airport.
4. Airport operators will endeavour to 8. A representative of the airport operator

provide the relevant railways “Duty may be invited in the same crisis room
Control Units” with regular as the railways’ crisis management
information on the estimated number centre for better coordination between
of stranded passengers and their air and rail.
regions of destination at least on a
daily basis as long as airlines provide 9. Crisis simulation exercises should be
this information to airport operators. encouraged at local level in order to
foster and test relationship. These
simulations can involve relevant airlines.

• STEP 4 - ALLOCATE RESOURCES
Depending on the level of the contingency, and according to the agreed procedures, the
Airport Managing Body should be able to quickly fulfil its actions and tasks as foreseen in the
plan. Depending also on each airport’s resources, a fund to cover contingencies and additional
staff should be budgeted.
• STEP 5 - DEFINE PROCEDURES

Smooth communication and co-ordination between the Crisis Centre (or equivalent), the
terminal management, the call centres, information desks and field assistants of ALL
stakeholders involved should be guaranteed.
• STEP 6 - COMMUNICATE:
Communicate the contents of the contingency plan and any amendment to it to the National
Enforcement Body defined by each European Member State according to Regulation 261/2004
and its revision.
London Heathrow Airport

5.3. THE PASSENGER EXPERIENCE: PEOPLE
One of the key factors in passenger services as part of a good passenger experience is
how the staff working within the airport premises understands its role. The picture
below gives examples of what the passenger experience means in this sense.
PICTURE 11 - PYRAMID OF PASSENGER PERCEPTION LEVELS ON PEOPLE
Airports are places where many actors take an active part in the process and
contribute to safe, secure and timely journeys. From a passenger’s point of view, it is
impossible to separate the role and responsibilities of each of the different
stakeholders. If one part of the chain is weak, performing less than expected, the
customer’s value of the overall airport experience drops dramatically.
To be able to add true value for passengers, all stakeholders must cooperate and work
together with the same goal; a good passenger experience. This is a window of
opportunity for all people working at an airport – being a part of the creation of a
friendly and proactive interaction with the passenger.

5.3.1. IMPLEMENTING AND IMPROVING
HOSPITALITY
5
The main reason for continuously improving hospitality is higher customer
satisfaction. A tool to improve hospitality is introducing for instance the concept of
‘Airport Helpers’ (or similar) who act as host to airports’ guest.
Overall, the following elements should be taken into account in order to improve
hospitality:
• Broaden the perspective and include all stakeholders at the airport, and create a cooperation
system with airport partners.
• Identify long-term goals for customer satisfaction on a reachable level, regularly
communicated to all employees at the airport.
• Review of Organisational Structure, in order to support customer service quality, such as:
roles, responsibilities, duties, qualifications, information flow, processes, i.e. recruiting
process, records management (procedures, check-lists etc.)
• Incorporate hospitality as an important skill in the profiles of executives and leaders and
implement training programmes for management teams in order to get further
development.
• Offer training programmes focusing on the ability to interact with guests and encourage staff
to attend them on a regular basis. Special training including disability awareness should be
provided to all staff and not only the PRM Service Providers.
• Add measurements of customer service quality to the performance appraisal programmes
and KPIs, including all employees at the airport.
A welcoming approach adds value to customers, suppliers, airport partners and

between co-workers.
5.3.2. EMPLOYEES WITH DIRECT CONTACT WITH

PASSENGERS
Companies recruiting personnel need to commit to select service-oriented personnel
for such positions. Whether at the check-in counter, the security checkpoint, an
information desk or transfer service desk, the staff regardless of the employer, is in
direct contact with customers.
The training and quality checks of employees who work front line and have direct
contact with customers is important in this context; airports are increasingly including
"staff courtesy" as an item in their training and evaluation.

5
Yet a good customer service is not merely a function of training and proactive
employees; quantity matters as much as quality. Having the right number of
employees in those positions is a big challenge. Well-trained, friendly personnel may
be the key to success, but insufficient numbers of employees have a negative
influence on passengers' perception of their experience when waiting times become
too long. The right balance depends on the responsible duty scheduler's experience
and required targets as well as the appearance the airport wants to project. Labour is a
huge part of the cost base for any service industry.
Chapter 6 will look at the increasing role of automation in the relationship with the
passenger. But what about the human touch? And what shape will the role of airport
staff take beyond 2020?
Admittedly air travel can be a potentially stressful event and whilst passengers
welcome technology to customise services and manage each aspect of their journey,
they still need to know that behind automatic processes there is still a human being
who is looking after them.
Automation will never be capable of covering every single situation a passenger could
be faced with; when problems strike humans prefer and indeed need other humans,
able to provide a solution. Being able to look someone in the eye provides a comfort
zone that technology cannot replace.
Lyon-Saint Exupéry Airport

6
AIRPORT MANAGING
BODIES AND THEIR
INTERACTION WITH
PASSENGERS
6 AIRPORT MANAGING BODIES AND
THEIR INTERACTION WITH
PASSENGERS
With the rapid adoption of mobile and web technologies in everyday life, it is important
that Airport Managing Bodies include these types of tools as a part of their primary
communications with passengers, visitors, meeters and greeters and other airport
guests. As previously mentioned, passengers now have access to personalised, real-time
information from anywhere at any time and as such they expect immediate interaction
with airports as well. Additional technologies such as context aware and augmented
reality, business analytic software and predictive analysis can help airports to maximise
the passenger experience even before they arrive at the airport and throughout their
time in the terminal. Providing the latest parking, flight, security and immigration wait
time information in addition to commercial services and promotions will help make the
passenger (and any other guest) feel good about their time at the airport.
6.1. SOCIAL MEDIA

Social media is well established amongst European airports, with 77% of European
airports having a social media presence. 76% of passengers carry smartphones and with
Wi-Fi available at most airports to passengers awaiting flights, social media provides
numerous opportunities to connect and engage with the passenger. Twitter, Facebook,
Google+ and Instagram all allow for relationship building before, during and after
passengers visit the airport.
These relationships provide the airport with opportunities to inform passengers during
crises, provide real-time customer service, highlight special commercial offers,
disseminate more traditional corporate communications and engage with passengers
on a more informal personal level.
THE KEY BENEFITS OF SOCIAL MEDIA
Contingencies and reputation management – Contingencies, whether they are

natural, political or other disasters require swift and clear updates showing the necessary
amount of concern in what are often very emotional situations. Contingency planning,
contact and spokesperson authorities must be clear to all the involved for swift
execution when needed. Failure to respond appropriately could result in fatal
reputational and brand damage.
Passenger flow/customer service communications – Ongoing updates about the

numerous matters impacting passengers, providing real time alerts, allowing customers
to adapt their plans based on situations like weather, train/transport to airport premises,
parking availability and security waiting times. Potentially tricky situations can be turned
into brand “wins” with timely and relevant updates and potential passenger bottle-necks
can be averted.

6
Passenger engagement – Ongoing interactions with their guests provide airports
with a vehicle to display their personality and care. Passengers share their news,
comings and goings via social media providing airports with numerous opportunities
to engage with their passengers and to get involved with their stories. Engagement
can be encouraged between airport guests, facilitating connections with frequent
travellers.
Retail enablement – Coupons, discount updates and promotions for airport tenant
shops can be highlighted driving traffic to stores. Highlighting the offers of the airlines
serving the airport strengthens the awareness of the destination.
Customer loyalty – Building brand advocates allows for ongoing engagement with
passengers and allows airports to differentiate themselves. Offering loyalty rewards
and recognition via social media or treating customers and amplifying the story on
and offline all have proved very successful in generating this advocacy.
Destination marketing – Route launches, airlines promotions, information on the

area to business and casual travellers builds awareness and loyalty.
Business intelligence – An airport active in social media has greater direct access to
guests’ information and data, something that was the airlines domain in the past. Data
mining of these insights allow airports to communicate and market more effectively
directly with their passengers and build a base of social advocates.
Paris-Charles de Gaulle Airport

With increased interaction also comes a greater risk for reputational damage due to
delays, outages, poor customer service and the like. Airport Managing Bodies must
ensure transparency, authentic responses and timely communications to mitigate this
risk.
PICTURE 12 - MEASURES TO ENHANCE THE PASSENGER EXPERIENCE

WITH SOCIAL MEDIA
There are many, many examples of European airports successfully utilising social
media. For more information on this, see ACI EUROPE Digital Report 2012.
6.2. NEW TECHNOLOGIES IN GENERAL

Airport Managing Bodies are adopting new technologies that will help them provide
customised information to their passengers in near real-time.
Below are some of the technologies which Airport Managing Bodies have already
piloted, deployed, or are planning to implement in the near future. The technologies
may also be used by the passenger to enhance their experience.

6.2.1. TECHNOLOGIES USED BY PASSENGERS
6
6.2.1.1. SMARTPHONE
‘Smartphones’ are mobile phones which have significant computing power and which
support small programmes known as ‘applications’ or ‘apps’. It is reasonably cheap
and easy to produce a high quality app, and all European airports are forecast to have
launched their own airport app within the next couple of years, according to the SITA
& ACI Airport IT Trends Survey 2013.
The advantage of an app is that the customer can access relevant information at any
time. For example, most airports provide flight status updates through their app,
which enables passengers to stay informed while en route to the airport or before they
leave home. Other common services provided by airports through their app include
airport status updates and retail promotions, while the purchase of airport services,
such car park payments, are also expected to become increasingly common as
m-commerce gains traction.
6.2.1.2. AUGMENTED REALITY AND CONTEXT AWARE

APPLICATIONS
Augmented Reality is a feature of some smartphone apps which is growing in
popularity. Smartphones and other mobile devices, such as tablets, can be configured
to broadcast their location within the airport terminal. By superimposing this location
on a map of the airport terminal, passengers can use the camera feature on their
mobile device to get contextual information of their surroundings e.g. directions to
get to a specific boarding gate, info on a shop the passenger is passing, etc.
For example, Copenhagen Airport has an app that allows passengers to use their
smartphone camera to take photographs of points of interest, such as shops and
restaurants, and highlight the distance and directions to those points.
Mobile devices are expected to evolve and be complemented by wearable devices

such as headsets or smartwatches.
A large number of consumer brands and start-ups have moved into the wearable
computing space. Samsung has made a high profile launch of its smartwatch called
Gear, while Google has released an Explorer Edition of its Google Glass to selected
developers for testing. The wearable computing devices are expected to evolve as
intelligent assistants and when integrated with other mobile capabilities, such as
augmented reality, provide contextual information to the user in a simpler or more
convenient way than using the smartphone alone.
For example, Google Glass could help customer service staff handle passengers
speaking foreign languages quicker and more effectively by using voice recognition
software to provide instant translations on the heads-up display. Smartwatches could
make it easier to ‘buzz’ passengers that are late arriving at the gate.

6 6.2.1.3. NEAR FIELD COMMUNICATIONS
Near Field Communications (NFC) is a technology which is increasingly being rolled
out within the latest generation of Android and Windows smartphones. It allows these
phones to exchange data with other NFC-enabled devices simply by touching or
passing the two devices in close proximity.
Passenger’s phones are increasingly being used as holders of their personal identity
and can already be used to store boarding cards. This provides huge potential to use
NFC to automate or semi-automate steps in the passenger journey such as check in,
pass security, pay any excess fees and even pass through the boarding gate.
For example, Toulouse-Blagnac Airport in France trialled with a selected group of

premium customers the use of NFC enabled devices to go through the airport all the
way to the aircraft using just the mobile device.
6.2.2. TECHNOLOGIES AND TOOLS USED BY THE

AIRPORT
6.2.2.1. CROWD SOURCING
Crowdsourcing uses collective intelligence gathered from the public and uses that
information to complete business-related tasks. Social media can be utilised to
crowdsource direct feedback and ideas from passengers and involve them with the
design of services or premises.
Crowdsourcing within the airport can be used to generate new ideas to optimise
travel, generate investment in the airports local area, get new customer service ideas
and recognise social advocates.
In turn the public can use crowdsourcing and social media to share information on
flight delays, security waiting times and similar.
Example: Quality Hunters 2013 is an initiative by Helsinki Airport and Finnair. It brings
together the passengers and employees at each company in an effort to produce
practical ideas that can make travel better for everyone. Anyone can take part in the
process by joining the travel discussion on the QH blog, Twitter, Facebook page and
Pinterest boards. Quality Hunters 2013 follows two successful Quality Hunters
initiatives, carried out by Finnair and Helsinki Airport in 2010 and 2011.
6.2.2.2. CROWD MONITORING

Predicting and managing flows of passengers has long been a central component of
operating a passenger terminal. Recently, a number of technologies have emerged
and been applied to help with this task. While it is expected that different technologies
will be applied over time to answering particular situations, today certain technologies
lend themselves particularly well to one or other aspect.

6
Some of these include:
Bluetooth:
Bluetooth is increasingly used to measure and predict queue times through

"choke points" in the airport. The ability for sensors to rapidly detect bluetooth
devices lends the technology to "gate" type configurations - for example,
detecting passengers as they walk through and enter a security queue.
Combining such sensors with people counters (e.g. thermal or laser) enables
software to actually predict future queue times (as well as reporting historical or
current wait times). Combined bluetooth and Wi-Fi sensors have also recently
been trialled, to increase the detection rate and resulting accuracy of such
solutions.
Operational/commercial applications of these solutions are : ensuring that SLAs

are met for airport queue times, optimising people resources to ensure queues
are minimal - enabling more time for passengers in retail (resulting in greater
retail spending), etc.
Wi-Fi Geolocation:
Recent “add ons" to Wi-Fi networks allow software to detect and determine the
approximate location of devices with Wi-Fi enabled (whether or not the device
is in use or even connected to the airport's network), to the nearest few metres.
This enables the general flow of passengers - speed and direction - to be
detected across all zones of the airport covered by the Wi-Fi network. Such a
solution can also be used to track known Wi-Fi/RFID devices - e.g. assets such as
luggage carts, or staff.
Airports are currently experimenting with the practical applications of such a

solution and the following areas are proving beneficial: determination of
passengers behaviours in/around retail areas (e.g. moving temporary walls,
entrances to retail, signage and observing if this increases retail throughput and
resulting spend, determining dwell times through all zones of the airport,
determining pinch-points and their effect on passenger throughput).
Video:
Video technologies are also now being applied to monitoring/predicting

queues and general flows of passengers through airports. Different underlying
technologies can be applied to video, such as detecting an infra-red "thermal
signature" of a person and using that to track people through the airport.
Software can now also recognise individual faces within videos of crowds, for
security purposes.
In summary, as well as giving valuable planning data, tracking the change in time and
location of a signal as a passenger walks through the terminal also produces
information which is valuable to passengers. E.g. increasingly those airports using
bluetooth/Wi-Fi to extrapolate expected queue times at security screening are then
able to display these wait times on screens visible to passengers informing them of the
waiting times.

6 6.2.2.3. VIRTUAL IMAGING
While a cutting edge technology, the use of holograms is currently not far removed
from the use of existing static signage and explanatory videos. Across several airports,
a life-like free standing moving image of an airport worker advises passengers on
procedures for areas such as check in and security screening. While the usage is quite
traditional, the human feel ensures that the information is passed on to passengers in
a more accessible and engaging way.
For example, Manchester Airport holograms ‘John’ and ‘Julie’ are used to explain the
more detailed requirements surrounding liquids, aerosols and gels restrictions, as
passengers prepare for security screening.
6.2.2.4. BAGGAGE TRACKING & MANAGEMENT

Radio-Frequency Identification (RFID) has been touted as the solution for lost baggage
for some time now, and the technology is gaining considerable ground within the
industry. While this will allow the airline or ground handling service provider to keep
track of each item of baggage, the next step may well be to enable the passenger to
maintain that relationship instead. A combination of RFID technology with
smartphones could enable passengers in the future to be directly informed of the
status of their baggage, be it in sortation, on the aircraft, or offloaded at the
destination airport upon arrival. It is early days yet for such technology but there are
indications already as to the direction being taken.
But baggage tracking can already be achieved via systems that capture when a bag
tag is scanned throughout the travel journey and store it in a database, easily
retrievable from mobile devices or websites. Delta Airlines has deployed such a
system at their own airport terminals in the USA while IT services providers are
working with airports and airlines worldwide to provide solutions accessible to all
airlines and airports.
6.3. INTEGRATED PROCESS CONTROL

(IT SYSTEMS, DATA SHARING, ETC.)
Airports serve as multi-operational hubs utilising a variety of systems to ensure the
safe, timely, and effective facilitation of passengers, baggage, cargo and aircraft. As
such, integrated process control, data systems, and operational systems need to share
information and work flows to harmonise the multitude of stakeholders. In Europe, the
advent of Airport Collaborative Decision Making (A-CDM) strives to tie all relevant
actors (Airport Managing Bodies, Air Navigation Service Providers, Air Carriers, Ground
Operations, and others) in an effective and transparent manner to ensure the highest
level of performance. A-CDM seeks to improve the aircraft turn-around process, overall
airport operations, and better utilise scarce resources and the European airspace.
Airports such as Heathrow, Frankfurt, Paris (CDG), Rome, and several others have
already implemented A-CDM practices and many others are in various stages of
planning and working toward A-CDM implementations.

6
Additionally, many Airport Managing Bodies are utilising an Airport Operations Control Centre
(AOCC) to improve process control. Through an AOCC, the airport co-locates critical players in
the airport and airspace management chain to enable transparency and to better integrate
work flows. The AOCC concept breaks down communication barriers between airport
operators, airlines, and other key stakeholders.
Additionally, data integration solutions are often used to facilitate data sharing from various
stakeholders to create awareness and intelligence amongst the key players. A variety of tools,
techniques, and processes can be used to facilitate data sharing and there are several industry
initiatives ongoing to improve data sharing among players (such as ACRIS and AIDX).
Frankfurt Airport
6.4. INFORMATION/WAYFINDING
Providing accurate and relevant information to the traveller and other stakeholders has always
been a key element to an effective and efficient airport operation. Visual information display
screens have been employed in airports for more than 30 years, but in recent times the airport
and airlines have more than this channel for communicating with passengers, staff, and other
interested parties. Smartphone applications, computers, tablets, and other electronic devices
can provide an access point to communicate relevant and timely information to the passenger,
not only for flight updates, but also to provide way-finding information (“how do I get to...”?),
service and promotional information (club pricing, information on concessions, fast-track
options), parking information, and general airport status (queuing times, stand-by information,
walking times, etc.).
Even for the traveller without smartphone capabilities, SMS messages can be used to
communicate key information, such as gate changes, delays, and cancellations.
Kiosks provide another option to communicate with the passengers. Traditionally, kiosks were
used to facilitate check-in and lost baggage reporting, but now kiosks are being used to
provide wayfinding information, best path routing through an airport, flight specific
information based on a user’s boarding pass, as well as other commercial information shared
by the airport or airline.

6 6.5. STAFFED VERSUS SELF-SERVICE,
COMMON USE
The benefits of airports implementing common use are well known and documented.
Common Use solutions facilitate passenger handling and provide airports with the
possibility to use space more effectively. Similarly, self-service is another way for
airports to increase passenger throughput without having to invest in more counters
and facilities as it pushes the routine processes to the passenger making better use of
space that may have been used for queuing before (away from the traditional airline,
ground handling service provider).
Self-service is a multi-channel process option that passengers are not only embracing,
but demanding according to industry surveys. Whether it be check-in processing over
the internet, via a mobile device or a kiosk at the airport, they prefer the control that
self service offers. Furthermore, self-service expands to other parts of the passenger
experience at the airport, including bag drop, border control (ABC or Automated
Border Control kiosks), and access to lounges and self-boarding. Future trends for self-
service are to be found in handling of irregular operations and re-booking with this
heavily reducing queues at transfer counters and reducing stress for passengers in an
unpleasant situation.
The purpose of introducing self service facilities from the passenger experience point
of view is to enable passengers to take care of the routine processes, thus leaving staff
to concentrate on passengers who might need assistance, such as PRM or senior
travellers, even those with special border control needs. While the airlines, ground
handling service providers and government agencies may benefit most of the cost
savings by implementing self-service, airports too benefit by avoiding capital
investments in new terminals or facilities, and leveraging the technology to engage
directly with the passenger via self-service information kiosks or smart phone
applications.
Self-service is being driven by the passenger and is as applicable at all airports big and
small; for LCC and full service carriers; for leisure and business traffic. Self-service does
not mean no service but should rather be seen as a very efficient tool to increase
throughput and customer satisfaction for airports and its stakeholders. Airports should
work closely with their airlines, encouraging them to implement self-service
applications so that all stakeholders win by reducing congestion and queues, while
offering a seamless, integrated experience at the airport.

7
CONCLUSION:
SHAPING
THE PASSENGER
EXPERIENCE
7 CONCLUSION: SHAPING THE
PASSENGER EXPERIENCE
1 Categorise, identify and segment your passengers.
2 Know your airport. Define your cluster.
Benchmark with comparable airports and focus on

3 Premises, Processes and People where you have:
a) Larger gaps, b) Higher control, c) Higher stress levels.
Analyse the status of your pyramides and ensure Required,

4 strenghten Expected and find your Valued (WOW) factors.
Shape solutions. Don’t miss any of the 3Ps

5 (Premises, Processes and People).
Istanbul Atatürk Airport

ANNEXES
1-4
1 EXAMPLES OF PYRAMIDS OF
PASSENGER PERCEPTION LEVELS
The following pictures are examples of the use of the pyramids in defining the
passenger experiences in a few parts of the passenger journey. The journey can be
broken into several parts which can be looked at the different levels of expectations –
Required, Expected and Valued.

2 PASSENGER EXPERIENCE AND
SPACE REQUIREMENTS
The IATA Services Levels (as published in the IATA Airport Development Reference
Manual) play a very important role in passenger terminal planning. The Service Levels
are used worldwide for airport planning projects, concession agreements and also
used by IATA and individual airlines to assess the quality of an airport.
Even though IATA gives recommendation for every functional area for an airport, it
seems that this “one fits all approach” cannot be maintained in the future as the
aviation market gets more and more segmented.
For example IATA recommends that for an Class A airport (highest quality standard)
the queuing space before check-in the space per passenger should be from 1.7 to 2.6
square metres depending on the traffic mix. For a Class E airport (lowest quality
standard) the figure would be from 0.9 to 1.8 (Source: IATA Airport Development
Reference Manual, 2005).
Relating the minimum space requirement to the physical parameters like number of
passengers, number of bags and percentage of trolleys used does not seem to be
sufficient for defining the necessary queuing space. Empirical evidence has shown that
the type of flight (tourism, business, low cost) has also a significant impact on the
space requirements.
Tourism flights have a high number of group travellers (families, friends) who tend to
stand closer in a queue than individual business travellers (a measurement at Salzburg
Airport showed that Russian tourists need about 0.8 m2 per passenger even if there is
more space available). Low Cost passengers may accept lower service levels since they
do not expect high quality for the entire product they bought.
When assessing a queue it furthermore seems that passengers tend to stand closer to
each other the closer they are to the Check-in Counter, where at the end of a queue
passengers tend to “spread out”.
Toulouse-Blagnac Airport

2
7 1.7/
6.00
PAX m2
8 1.5/
6.00
PAX m2
9 1.3/
6.00
PAX m2
36.00
11 1.1/
6.00
PAX m2
24.00
13 0.9/
6.00
PAX m2
17 0.7/
6.00
PAX m2

Sofia Airport
The next issue when identifying the space requirements is to identify the time, how
long the maximum number of passengers occur in the queue. If this is only for a short
time, a lower space offer per passenger may be acceptable.
Depending on the time when passengers arrive to the airport for Check-in the number
of waiting passengers and the average waiting time changes substantially.
In the following different scenarios for an aircraft with 180 passengers are
demonstrated (assuming that all passengers need to use a Check-in counter).
Case 1: Incoming Tourists (Tourists going home): Incoming Tourists are normally
transported to the airport by bus and tend to be at the airport very early:
MINUTES BEFORE DEPARTURE
180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10
10 10 10 20 10 10 10 20 0 0 0 10 20 10 10 0 0 0
% % % % % % % % % % % % % % % % % %
DISTRIBUTION

If Check-in starts 3 hours before departure, the maximum amount of passengers 2
waiting will only be 26 Pax for less than 10 minutes.
30
25
Number of waiting passengers
20
15
10
0
180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10
minutes before departure
If Check-in starts 120 minutes before departure the picture is completely different:
140
120
100
80
60
40
20
0
180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10

In the latter case the maximum number of waiting passengers is 140 and there are
2 more than 100 passengers waiting for about an hour.
In this case the necessary space should be able to accommodate about 120
passengers.
The next case is the typical Low Cost case: Passengers arrive at the airport quite early
and Check-in starts 120 minutes before departure.
70
60
50
40
30
20
10
0
180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10
In the case of a traditional scheduled flight we assume a more or less evenly

distribution between 120 an 40 minutes before departure with a small peak at 60
minutes before STD.
MINUTES BEFORE DEPARTURE
180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10
10 10 10 10 10 10 20 10 10 0 0 0
% % % % % % % % % % % %
DISTRIBUTION

16
14
12
10
0
180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10
To sum it up, the quantity of waiting passengers depends on the type of flight since
this influences the time when passengers arrive at the airport. The second determinant
for the number of waiting passengers is the time when check-in starts and the third
will be the average processing time. Furthermore the number of passengers using the
Check-in needs to be identified.
NUMBER PAX SPACE SPACE

MAX SPACE
TYPE OF OF PAX WAITING PER PAX REQUIRED,
NUMBER REQUIRED,
FLIGHTS USING > 30 IATA PAX WAITING
OF PAX MAX PAX
CHECK-IN MINUTES LEVEL C 30 MIN
Tourism* 180 140 120 1.7 238 204
Low Cost 180 72 56 1.7 122 95
Business** 180 16 0 1.7 27
* Flights that are used mostly by tourists.

** Flights that are used by passengers travelling for business purposes.

After having analysed the amount of passenger waiting for Check-in, the required
2 space per passenger can be adjusted according to the individual situation at the
airport.
For example for the tourist segment 1 m2 per passenger may be sufficient for the
number of waiting pax occurring for more than 30 minutes and 0.8 m2 for the
passenger peak can be considered as the minimum during the maximum peak.
The same figure may be applicable for Low Cost Passengers as they carry a lower
number of bags.
Business passengers should get 1.7 m2 for the maximum peak as there is a high
amount of individual travelers.
After the adjustment the space requirement will be as follows:
SPACE REQUIRED SPACE REQUIRED

TYPE OF FLIGHT
(BASIS MAX PAX) (BASIS PAX WAITING 30 MIN)
Tourism* 112 120
Low Cost 58 56
Business** 27.2
* Flights that are used mostly by tourists.

** Flights that are used by passengers travelling for business purposes.
The final issue when deciding on the service level of different market segments is to
identify the frequency the peaks occur. If certain flights only happen during a limited
period of time, an airport may choose operational measures rather than to provide
space only for some days a year in order to avoid over-capacities.
Tourism airports for example may have peak days that differ strongly from “normal”
days. Planning the airport for such peak days may result in substantial over-capacity
outside of the season.

Katowice International Airport

3 REGULATORY FRAMEWORK ON
AIR PASSENGER RIGHTS
PASSENGERS’
LEGISLATION REGARDING NATURE RESPONSIBLE
RIGHTS
Regulation (EC) Laying down Regulation. Safety, Air carrier.

965/2012 (5 technical Immediately carriage of
October 2012). requirements enforceable as law special
and in all Member categories of
administrative States simulta- passengers
procedures neously from 28 (SCPs) inclu-
related to air October 2012 ding PRM,
operations. (Member States UM and
may decide not to deportees,
apply the provi- inadmissible
sions of Annexes I passengers
to V until 28 or prisoners
October 2014). in custody.
Regulation (EC) Common Regulation. Transparent Air carrier.

1008/2008 (24 rules for the Immediately information
September operation of air enforceable as law on price.
2008). services in the in all Member
Community. States simulta-
neously from
1 November 2008
(Self-executing,
not requiring any
implementing
measures).
Regulation (EC) Concerning the Regulation. Assistance Airport

1107/2006 rights of Immediately to PRM. Managing
(5 July 2006). disabled enforceable as law Body,
persons and in all Member Air carrier.
persons with States simulta-
reduced neously from 26
mobility when July 2008, except
travelling by Articles 3 and 4
air. which applied
with effect from
26 July 2007
(Self-executing,
not requiring any
implementing
measures).

REGULATORY FRAMEWORK ON 3
PASSENGERS’
RIGHTS
Regulation (EC) On the establi- Regulation. Information Air carriage

2111/2005 (14 shment of a Immediately on the contractor.
December Community list enforceable as law identity of
2005). of air carriers in all Member the airline.
subject to an States simulta-
operating ban neously from
within the 15 January 2006.
Community Articles 10,11 and
and on 12 apply from
informing air 16 July 2006 and
transport Article 13 applies
passengers of from 16 January
the identity of 2007
the operating (Self-executing,
air carrier (list not requiring any
of air carrier implementing
amended by measures).
Commission
Regulation (EC)
273/2010).
Regulation (EC) Common rules Regulation. Information, Air carrier.

261/2004 (11 on compen- Immediately Assistance,
February 2004). sation and enforceable as law Re-routing,
(under revision) assistance to in all Member Reimburse-
passengers in States simulta- ment,
the event of neously from 17 Financial
denied February 2005 compen-
boarding, and (Self-executing, sation.
of cancellation not requiring any
or long delay of implementing
flights. measures).
Montréal Unification of Treaty. Compen- Air carrier.

Convention. certain rules for Ratification sation for
(28 May 1999) international needed. Effective Injuries,
transposed into carriage by air. from 4 November Lost,
European 2003. delayed or
legislation damaged
by Regulation luggage.
2027/97.
(under revision)

3 REGULATORY FRAMEWORK ON
PASSENGERS’
RIGHTS
Council On package Directive. Binding, Information, Organiser

Directive travel, package as to the result to Performance and/ or
90/314 (13 holidays and be achieved, upon of services retailer.
June 1990). package tours. each Member offered,
State to which it is Withdrawal,
addressed, but Assistance,
leaving to the Compen-
national sation
authorities the (including
choice of form insolvency).
and methods.
Deadline for
transposal into
national law: 31
December 1992.
Guidelines on Concerning EC interpretation Assistance Airport

the application the rights of of Regulation to PRM. Managing
of Regulation disabled 1107/2006 Body, Air
(EC) 1107/2006 persons and (addressed mostly carrier,
(14 June 2012). persons with to National passengers.
reduced Enforcement
mobility when Bodies).
travelling by
air.
ECAC Doc 30 Policy Recommendation: Facilitation Airport

and annexes. Statement in provisions, of transport Managing
the field of civil specifications and of persons Bodies, Air
aviation. guidance and their carriers, Civil
material. baggage, Aviation
Facilitation Authorities.
of transport
of PRM,
Limitation of
the amount
of hand
luggage.

ACI EUROPE and its member airports support and participate in the European Commission’s information campaigns on
Air Passenger Rights.

4 CASE STUDIES: PASSENGER
SERVICES OFFERED AT EUROPEAN
AIRPORTS
A new airport signage manual was published in 2012. This document contains
guidelines to be applied in all airports of AENA Aeropuertos for PRM assistance,
including evacuation routes and areas for assisting and rescuing PRM, new pictograms
associated with PRM service and Braille signage.
With the aim of improving the passenger experience at the airport, AENA Aeropuertos
has launched several testing projects on self-service baggage check-in at Adolfo
Suárez, Barcelona-El Prat and Alicante-Elche Airports.
Special attention is focused on Adolfo Suárez Madrid-Barajas Airport, where AENA

Aeropuertos is collaborating with Iberia to develop Agora project on passenger
process automation and quality service improvement. Amongst other activities, a
virtual assistant provides information on self-check kiosks and fast–delivery baggage
counters, security access control, boarding process, and on the products and services
offered by the company: VIP rooms, fast track service. The new self-check-in
application incorporated more intuitive software for identification and baggage
processing. Excess baggage can be paid by credit card. Quick Customer Services
Points, with multimedia totems, have been displayed on boarding areas and arrivals of
T4 and T4S, providing information to improve passenger experience.

Iberia has also launched a Family Pass to facilitate transit through the Adolfo Suárez
Madrid-Barajas Airport T4 for those travelling with children. Specifically, the airline
agent accompanies the family to safeguards through a unique shortcut, called Fast
4
Track, and, hence, to boarding their fight or to the assigned area.
Adolfo Suárez Madrid-Barajas Airport is also developing the following facilities to

improve the passenger experience at the airport:
• A new Hotel in Terminal T4, -1 floor

• Free playground service, not only in T123 but also T4
• A new system to control the passenger flow at the security control process
• New interactive information points through different terminal building areas
• New retail area, providing more offer to the passenger
• New waiting areas for families and PRM, pre-boarding areas in T123 and
boarding areas for groups in T4
• Development of T123 as a HUB, improving the quality of services offered there
(FIDS, connecting flows, etc.)

4
PRM
MyWay is a personalised support service for disabled passengers travelling in an EU
Member State. It provides mobility lifts, escalators and moving walkways, elevators,
appropriate signage and guidance and qualified professionals providing full
assistance.
FAMILIES
Family Airport consists of a set of services for all the family. Except where indicated all
services listed are free and available daily, 24 hours, to passengers travelling with all
airlines.
FREQUENT FLYER
Premium, with the comfort and convenience of frequent flyers in mind, those who
have chosen an enhanced experience can enjoy a range of services to make their trip
as enjoyable and successful as possible. Lounges and Business Assistance.
GROUPS
For business or for leisure groups, ANA provides relations assistants to help and direct
you and make your travel experience more comfortable and productive.
LIVING SPOT
Discover the right place for the final preparations.
Porto Airport

WI-FI SERVICE
Free Wi-Fi at Lisbon Airport - Using "Boingo Hotspot", Lisbon Airport now offers
passengers 30 minutes of free Wi-Fi internet access per every 12 hour period. In order
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to use this service, a one-time registry with Boingo is needed. For legal reasons and
security measures, a credit card will be required for registration.
RELAX AREA
Located near gates 19 and 20, the Relax Area allows passengers to get the best value
for their free time, by resting, watching the planes land and take off on the runway or
entertaining themselves in this comfortable space with recumbent chairs.
MOBILE APPLICATIONS
Check your flight status, plan your trip and get to know the commercial and
entertainment solutions at the airport. Last minute or in advance.
Lisbon Airport

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VIDEO WALLS
Large video walls are located in 10 departure gates. Airlines can display their corporate
or destination videos, as well as images and text on destination tips. The destination’s
weather forecast is also displayed.
The content of screens is updated to follow the flight schedule in order to capture the
target audience of the specific airline that serves the particular destination. Passengers
are informed and entertained while waiting to board, plus airlines directly address
their customers in an innovative way. Through this customisation of AIA’s departure
gates, the passengers’ travel experience is enhanced and at the same time airlines’
services and brand image are effectively exposed to their target audience.
REAL-TIME UPDATES
Passengers are advised of an estimate of the time needed to reach their departure
gate. “Expected Time to Gate” is provided to passengers in real-time, via eight
monitors located in both Schengen and Non-Schengen areas of the terminal building.
The provided content is dynamic and refreshed every minute. Through this new
service, passengers are informed based on the current location of the monitor and in
this way avoid any possible delays. Additionally, through this service, the queuing is
decreased and smooth and efficient terminal operations are guaranteed.
VIRTUAL ASSISTANTS
Two Holographic Announcers/Virtual Assistants are located in both Schengen and
Non-Schengen areas. Pre-recorded videos are played, providing useful information to
transfer passengers. In the future, Athens International Airport plans to use them for
the provision of additional information such as security tips and shopping promotions.
WORLDTRACER KIOSKS
Located throughout the Baggage Claim area, enable passengers to report their own
missing luggage by scanning the bar code on their tag.
E-LOUNGE
At the Arrivals public area, opposite to our own new Information Office, the new e-
Lounge creates a warm and attractive environment blending a lounge atmosphere
with the digital services within the Main Terminal Building. It has a modern «look and
feel», with renovated layout, ceiling, materials, lights and equipment upgrades, that
are aesthetically consistent with neighbouring areas, while also providing unmanned
and fully automated services. The e-Lounge offers, on a 24hrs basis: wireless Internet
connection (free 60 minutes), free PC access with 15 minutes free internet, mobile
phone and laptop charging. The user could also use a specially designed laptop bar
and TV appliance.

INTERNET ISLAND
Located at the Departures Schengen area.
Passengers can enjoy a visit to the e-Island, a former seating area which was upgraded
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into an “Internet Island”, a new welcoming area, which includes new design features
with user-friendly and appealing materials, and curvilinear design. This new
welcoming space was created by applying the new clustered seating concept.
Passengers can benefit from the advanced technological facilities on offer, such as
wireless internet, information monitors, mobile phone charging and free PC access on
specially designed laptop bars.
NEW CENTRALISED INFORMATION COUNTER

A New Centralised Information Counter at the Arrivals area in the Main Terminal
Building has been created. The new information counter replaced the two information
counters operating opposite the Non-Schengen and Schengen arrival exits, aiming to
offer an upgraded service to AIA’s customers.
The new design is developed so as to allow sufficient queuing area without disturbing
passenger circulation in the Arrival Hall corridor. This aesthetic and functional upgrade
also improves the ambience of the surrounding areas.
BRANDED SEATING
Located at the departures public area, branded seating with modern “look and feel”,
where passengers can benefit from the advanced technological facilities.

RENOVATED BUS GATES
4 The last impression of Athens is the Renovated Bus Gates, decorated in a modern
manner, featuring new materials and impressive ceiling lamps. The renovation of AIA’s
Bus Gates entails the creation of a warm, modern and relaxed atmosphere through the
use of colour, new materials and the improvement of artificial light. It involves the
application of a contemporary touch, empowering the airport’s effort to foster an
improved travel experience through an aesthetic and functional upgrade of the gates.
Additionally, through the impressive images of the city of Athens, the city is promoted
as an inviting and enjoyable city break destination that is worth revisiting.
RESTROOM RENOVATION
Restroom Renovation is included in this aesthetic and functional upgrade, through the
creation of a modern atmosphere with enhanced hygiene facilities, new sanitary
equipment.
SECURITY SCREENING RENOVATION

Upgrade of Schengen Security Screening Area by creating separate entrance point for
Fast Track passengers, increasing the overall queuing area and separate lane for
families & PRM.
CHILDREN’S CREATIVE ENTERTAINMENT AREA

AIA aiming to fully meet the needs of travelling families, created in cooperation with
the non-profitable organisation "The Smile of the Child" a friendly, safe and innovative
area for children. This innovative service, supervised by specially trained staff, enables
children to creatively occupy themselves.

BABY ROOMS
In an effort to cover family needs, AIA has outfitted bathrooms and specially equipped
baby rooms, ideal for feed and changing babies, at various locations (both public and
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passenger areas) throughout the Terminals as indicated by the baby care symbol.
CARING FOR CULTURE

Athens International Airport (AIA) being a crossroads for people and cultures from all
over the world, actively preserves and promotes Greece's cultural heritage and
contemporary art.
Besides the permanent exhibition dedicated to Eleftherios Venizelos and the Airport
Museum, AIA frequently hosts cultural events, including painting and photography
exhibitions, book presentations and a number of cultural collaborations in various
realms, thus offering its millions of passengers and visitors an exciting airport stay.
ATHENS SPOTLIGHTED
The "athenspotlighted" programme provides a free discount city card, which can be
used at various cultural sites, museums, art galleries, restaurants, night clubs and a
wide variety of selected stores all over Athens. Athens Spotlighted card is a
promotional card for the city of Athens intended for use by international visitors. The
card provides special discounts and benefits at our city’s best spots.

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AIRPORT OFFICE
A wealth of useful services is available at the Airport Office, Airport Plaza, arrivals level:
• Hotel reservations
• Tourist information
• Fax and photocopy services
• Key and document depository Cloakroom Service
• Lost & Found
• Buying Vouchers for the Airport Lounge
• Shower
• Sales point for tickets for events
• Hamburg Card
• Bus tickets to Kiel
• Local public transport Services
• Sightseeing Tours by bus in 8 languages
• Harbour boat trips
• Daily tours with the catamaran HSC "Halunder Jet" to Cuxhaven and Heligoland
• Souvenirs and travel
TAKING THE STROLLER TO THE PLANE

When travelling with children, after check-in, parents are given a sporty stroller in
Hamburg Airport Livery to use until they board. The stroller is then returned to
personnel at the gate – it is for free.
AIRPORT CONFERENCE CENTRE TERMINAL 2

It has modern conference rooms that offer space for up to 170 people to attend
seminars, training courses and conferences. People are provided with first class service
and culinary delights. The Meet & Dine Team is ready to help with everything during the
events.
LIMOUSINE SERVICE
Airport partner T&M Limousinen Service offers flexible, comfortable transportation
services from the Airport to any destination in the region. The company’s limousines will
pick passengers up directly at the terminal or the General Aviation Terminal GAT and
take them to their destination.
Deluxe vans can be provided for large groups. The company’s services include Airport-
hotel transfers, city tours and a wide variety of other special tours and trips.
VIP SERVICE
A separate VIP parking space is available to visitors right beside the terminals and in the
departure hall respectively right outside the plane. Upon consultation, airport staff can
take care of check-in/check-out formalities. In addition, passengers can be accompanied
to the aircraft or, upon arrival, can be greeted right outside it. If the plane stops at a
certain distance from the terminal, the VIP bus will be there to pick passengers up.

AIRPORT MODEL EXHIBITION
The Airport Model Exhibition is an unusual and appealing location suitable for both
corporate and public events with up to 125 people. A presentation room with state-of-
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the-art media technology and 142 seats in combination with the cosy bistro in the
foyer of the Airport Model Exhibition and the adjoining panorama terrace emphasise
the uniqueness of this event location.
All the rooms and the panorama terrace are guaranteed to provide visitors with an
impressive view of the aprons as well as the planes taking off and landing. The bistro is
characterised by its warm, inviting colours and the elaborate ornamental model
aeroplanes.
The Airport Model Exhibition is within easy reach of the motorway A7 as well as the
city centre. A sufficient number of parking spaces available at the event rate are to be
found in the immediate vicinity, i.e. within walking distance of the venue.
AIRPORT LOUNGE
The airports own Airport Lounge offers passengers a spectacular view over both the
apron and the Airport Plaza. Amenities include a bar serving a wide range of soft
drinks, alcoholic beverages and snacks, TV screens and a comprehensive selection of
international newspapers.
Monitors showing the latest passenger information, comfortable desks, Internet access
and Wireless LAN are also provided.
The Lounge is available to all passengers in possession of a valid boarding pass, at a
price of 30€ or via direct payment in the Lounge using a credit card. There is also the
possibility of offering a voucher to visit the Airport Lounge. Vouchers are available in
packs of 10 and 25.
Hamburg Airport

PRM
4 A wide range of special services is available at Hamburg Airport for visitors and
passengers with reduced mobility. The service personnel will do all they can to make
their journey or visit at Hamburg Airport as easy and as comfortable as possible.
INTERNET POINT
The new Internet Point in the Arrivals area of the Airport Plaza commenced operation
at the beginning of March 2012. Six internet desks and a printer are available for
passengers’ use (price: €0.10/minute).
Other locations:
Terminal 2, Arrivals: 2 workstations
Pier Gate A19: 2 workstations
Pier Gate A37: 2 workstations
Pier Info: 2 workstations
Non-Schengen, southern Pier: 2 workstations
FREE WIRELESS LAN ACCESS

Passengers can check their emails quickly on their laptop, tablet PC or smartphone
before they fly, book a hotel at their destination or just pass the time waiting for their
flight by surfing the web. With immediate effect, passengers and visitors can use the
WLAN service from Hamburg Airport, free of charge for one hour.
How it works:
Activate WLAN in the settings of your device and view the list of available WLAN
networks. Select the Hamburg Airport Free WLAN. One hour of free surfing then
begins immediately. After this period, the connection is automatically terminated. The
user then has the option of paying to use the WLAN provided by BBG Global AG.
A telephone hotline is available free of charge for questions relating to WLAN access:
(0800) 0 629466.
PRAYER ROOM
The prayer room at Hamburg Airport is a modern room for Christian contemplation.
Passengers are invited to write their thoughts, problems and wishes in the visitor and
prayer book. A Bible and prayer books are provided for their personal prayers.
Information about ecclesiastical life in Hamburg is also provided.
The Airport Prayer Room is located in Terminal 1 on Level 2 (behind the travel agents’
hall); it is open from 06.00am-22.00pm.
If passengers would like to speak to someone, share a prayer or receive a blessing for a
journey, Hamburg airport chaplain Björn Kranefuß will be happy to receive them. The
chaplain is a pastor in the Protestant Lutheran church and he gives travellers, visitors
and employees of all the companies working at the airport advice on church matters,
social and personal questions. He can be contacted from all internal telephones on the
internal number -1857 or by mobile phone on +49 (179) 1 06 82 95. Passengers can
also ask at the Airport Office or any information counter.

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Munich Airport offers a wide range of services designed to make the passengers stay
at the airport as pleasant as possible:
WIRELESS LAN
Wireless LAN is offered in both terminals at Munich Airport, 30 minutes are free of
charge.
WORKSTATIONS / INTERNET TERMINALS

Passengers can use workstations with internet access, Microsoft Office and laser
printers on payment of a small fee (24h).
AIRPORT TV
Passengers can keep abreast of the latest news, events, culture and sports results with
over 120 monitors, located in the public and non-public areas of the airport.
MOBILE APP
Smart phone users can check the latest arrival and departure information and find out
about shopping, dining and services at Munich Airport wherever they go.
Munich Airport

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Munich Airport
INFORMATION SERVICES
Maps, tips and information about the airport, local transportation and the surrounding
areas are provided in order to help passenger as well as in any way possible.
Furthermore tickets for city tours and excursions to sights in Munich and the
surrounding area are sold and hotel reservations are arranged.
GAMBLING HALLS
Passengers can make a short stopover feel even shorter with a fun visit to one of our
gaming arcades.
SHOWERS
Just steps from the arrivals area in terminal 2, six exclusive shower units are waiting,
each equipped with a shower, toilet, sink and plenty of space to put belongings.
Naturally, fresh towels are provided along with shower gel and shampoo. The price to
use the showers is 15€. Additional showers are located in the Central Area next to the
Service centre (for men) and next to the parking office (for women).
MASSAGE CHAIRS
Massage chairs await the passengers in the non-public areas of both terminal 1 and
terminal 2.
AIRPORT LOUNGES
There are two common user lounges (operated by Munich Airport) and several airline
dedicated lounges in T1 and T2, offering reception services, snacks and beverages,
modern shower facilities, en-suite toilets and separated smoking areas.
MEET AND ASSIST SERVICE

On request, trained staff will accompany passengers during their time at the airport,
whether on arrival, before departure, or while waiting for a connecting flight. This
meet and assist service can be tailored to individual needs. It may also include help
with overcoming language barriers, when checking in or picking up luggage and
finding the way around the airport.

CONFERENCE CENTRE
Munich Airport is operating a conference centre with 40 meeting rooms for 5–200
people, located in the centre of the airport.
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DOCTORS / AIRPORT CLINIC
AirportClinic M offers an innovative medical full-service concept. Renowned
specialists, state-of-the-art medical technology and comfortable surroundings ensure
individual care of the highest quality.
SERVICE CENTRES
In two service centres in Munich Airport City passengers find a wide range of services
like storage or shipping of purchases or hazardous items, cloakroom service for winter
jackets, fax and copying service, laundry service.
VIP LOUNGE
The new VIP WING at Munich Airport is equipped with the latest amenities. A
limousine transfer, different suites for sleeping, dining and holding conferences,
luxurious bathrooms and a bavarian beer garden wait for passengers. Furthermore
there is a separate security screening and passport control.
RECREATION AREA
The new recreation area in T2 invites passengers to relax in cosy chairs. Plants and
mood lighting are creating a relaxing atmosphere.
NAPCAB SLEEPING CABINS

Passengers with a little longer to wait at Munich Airport can try a new concept for
whiling away the time: Napcab sleeping cabins are a perfect way of finding some
privacy and beating jetlag.
INFOGATES
The InfoGate was developed as an innovative passenger navigation and information
system at Munich Airport. This highly innovative system is ready today to help handle
tomorrow's customer needs and expectations by offering face to face video calling
and different other functions.
PRM
Assistance for passengers with disabilities or reduced mobility is provided for
departing and arriving passengers.
PRAYER ROOMS
Munich Airport has several prayer rooms for passengers wishing to pray or simply
spending some quiet moments.
WRAPPING MACHINES
Wrapping machines to protect luggage from damages are situated in both terminals.

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FAMILLE PLUS
Nice Côte d'Azur Airport is labelled “Famille Plus", offering a wide range of services
specifically dedicated to families, including:
• Children's play areas in boarding lounges and outside Terminal 2, where children
can enjoy themselves in complete safety while waiting to board their flight
• Nurseries with access to both parents available in each terminal
• Catering outlets providing special children’s services (children's menu, high chairs,
etc.)
• On site emergency medical centre, easily accessible by phone
• Dedicated passenger screening security points during school holiday periods for
families with children
• Distribution of gifts at weekends for departures during school holidays
• Free push chairs available for use in boarding zones
Visitors have at their fingertips all the information they need on venues in Nice and
Monaco, not to mention real-time hotel availability.
Nice Côte d’Azur Airport

VISITORS LOUNGE
The airport lounges promote the Côte d'Azur's top destinations via murals, screens,
interactive terminals (operating from tourist office databases) and specialised staff.
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Visitors have all the information they need on venues in Nice and Monaco at their
fingertips, not to mention real-time hotel availability.
Also worth noting are lounge opening hours: a team of approximately 10 staffers is
here to welcome you 365 days a year, from 9am to 6pm in winter and until 8pm in
high season.
THE AIRPORT PREMIER CLUB

The Airport Premier Club card grants access to exclusive advantages and benefits: fast
track, dedicated parking, discounts and advantages in the restaurants, shops and
access to the club lounge.
PRM
Assistance for passengers with disabilities or reduced mobility is provided by Nice
Côte d'Azur airport. Both terminals have a special security check point with trained
staff to facilitate passage for people with reduced mobility. Call kiosks are provided in
the parking lots and all around both terminals.
AREAS FOR UNACCOMPANIED MINORS

Special waiting areas for unaccompanied minors are provided near the arrival halls in
both terminals.
PLACE OF WORSHIP
In response to requests expressed by many passengers, Nice Côte d'Azur Airport has
opened places for prayer devoted to the three monotheistic religions. These areas also
offer a quiet area for reflection, with three rooms and a reception desk - the perfect
place to combine spirituality with tranquillity.
Passengers and users can enjoy some quiet moments of meditation thanks to
volunteers from the not-for-profit, ecumenical association ICHTUS.
Opening hours: 6:15am-10pm.
FREE WI-FI AND PHONE APPS

Nice airport’s free iPhone and Android application offers real time flight information,
flight search capability and useful telephone numbers, all at the passenger's fingertips.
Wi-Fi connection is also free in both terminals.
BAGGAGE SCALES
To avoid excess baggage issues, baggage scales are provided free of charge in check-
in zones.
INTERACTIVE INFORMATION KIOSKS

Restaurants, bars, check-in zones and airlines can easily be located. Passengers can
effortlessly find their way everywhere in the terminals.
MULTIMEDIA AREAS
Multimedia corners offer workplaces, services and entertainment. Passengers can also
print documents.

SERVICE CENTRES
4 The Nice Côte d’Azur Airport Service Centres do their utmost to make life easier for
passengers. 7 days a week, from 8am to 8pm. Here travellers can send faxes, purchase
tickets for access to Salons Clubs (VIP lounges), consult Lost & Found, letters drop off,
or print documents from a USB flash drive. Service Centres are present in both
terminals, providing a wide range of minor and more significant services.
Services provided:
• Left luggage
• Drop off and pick up point for objects not allowed in the cabin
• Luggage strapping
• Lost and found
• Dry cleaning
• VIP lounge vouchers on sale
• Faxing, document printing
• Document collection point
• Bicycle boxes
• Bags and animal carrying crates
BUSINESS CENTRES
The Business Welcome service offers:
• Personalised welcome services for passengers
• "Congress" reception desks
• Business centres at each terminal with meeting rooms and offices for rent
• Art exhibitions
MOBILE PHONE CHARGING TERMINALS

Mobile phone charging terminals are available for use near the internet areas in
Terminal 1 and 2 boarding zones.
BAGGAGE PROTECTION
Baggage protection from damage, rain, theft and accidental opening using a 100%
recyclable ultra-resistant plastic film.
HAIRDRESSER CORNER
A fast quality haircut is available at the hairdresser corner in the public area of T2.
VIP LOUNGE
For those travelling, Nice Côte d’Azur Airport now offers access to its VIP Lounges in
the departure zone of each terminal.
ONLINE SERVICES
New at Nice Côte d’Azur airport: after online car park and Club lounge booking, VALET
PARKING is the new Premium service extending this range intended to make life easier
for airport passengers.

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MALPENSA TERMINAL 1 REFURBISHMENT

Terminal 1 will be almost completely refurbished before EXPO 2015. Starting with the
opening of the new North Satellite in January 2013, works are in progress to build a
completely new security area, a top level shopping area available for both Schengen
and Non-Schengen passengers, where a Milan-Italy high level experience will be
offered before flying away from Malpensa. Impressive architecture and hi-tech services
will make the renewed terminal a best in class airport premise.
ONLINE STRATEGY, E-COMMERCE AND AIRPORT CRM

In 2011 SEA deployed a new airport web-site to support a unique experience of airport
e-commerce: lounges, fast tracks, Wi-Fi services are sold online. 10% of parking sales
are currently processed via the website. A Customer Relationship Management
infrastructure has also been deployed as a support infrastructure for this new BtoC
strategy, integrated into the overall company Online strategy.
The SEA Airport CRM is a unique Airport CRM in Europe (partial examples CDG, FRA,
AMS and NCE) created to build complete integration between Sales, Marketing and
Customer Service (front and back office). In less than two years more than 600,000
registered contacts were stored in the database and all airport touch points (call
centre, information desks, passenger complaints, requests for information, etc.) are
tracked in the system, with a complete mapping of contents.
Milan Malpensa Airport

FLY VIAMILANO
4 The innovative assistance to self-hubbers provided by SEA in Malpensa is taking off.
The year 2012 closed with 204,432 passengers managed using links between airlines
without commercial agreement for transit passenger (typically LCC vs legacy carriers
or LCC vs LCC). Some major airline started to promote the service as an opportunity to
increase traffic on intercontinental flights, American Airlines and Emirates are two
good examples (www.flyviamilano.eu).
MOBILE TECHNOLOGY TO EMPOWER THE PASSENGER

Malpensa and Linate Apps provide a tool to support the passenger experience from
home to gate. Not only updated information about flights and connections to the
airport are provided; the new release of SEA Apps will give mobile e-commerce
services to buy access to parkings, lounges, fast track and pay for use Wi-Fi contents.
FREE WI-FI ACCESS

Available since October 2013, make Malpensa and Linate as one of the first major
airports in Europe allowing a completely open Wi-Fi access; this is considered a key
issue to complete the strategy to make the passenger more connected and
empowered at Milan Airports.
FREE BAGGAGE KART SERVICE

Since October 2013 baggage karts are available free to Malpensa passengers
(previously provided at 2€) in order to have a more smooth process for passenger on
arrival. This is particularly important for Non-Schengen passenger who met problems
when paying service by foreign currency.
FAMILY FRIENDLY AIRPORT

Initiative successful at Malpensa - Family Lanes, brochure for kids, dedicate menus and
play areas resulted as wow factors for travelling families experience in Malpensa.
Security Lanes dedicated to specific passenger categories and destinations bring
significant advantages to airport process and a better passenger satisfaction. Some
65,000 passengers used this service in July and August this year giving positive feed-
backs.
CHINESE FRIENDLY AIRPORT

This project is also moving its first steps, giving evidence of how passengers coming
from China would welcome dedicated commercial offers and customer care,
increasing their shopping attitude. SEA is developing this focused B2C approach in
cooperation with Italia – China Foundation and other multicultural organisations.
A Chinese version of the newest Airport App is available since February 2014,
providing special functions to translate airport signage by taking a picture of it.
INDOOR VIRTUAL AIRPORT NAVIGATION

A complete virtual indoor navigation is available for Milan Malpensa and Linate airport
terminals. This allows passenger to visually ‘walk across’ airport facilities to see
locations and discover commercial offer. This is available on website and soon on
mobile apps. An off-line mode is available to allow terminal navigation on flight.
VIRTUAL DESK
Five virtual desks in Malpensa and one in Linate connect passengers to a multilingual
airport employee able to provide real-time information on departures, arrivals,
terminals, shops and transportation to Milan. A 46’ touch screen is used for video
communication and two high resolution cameras allow the scanning of documents or
boarding passes. It is also possible to print the requested information as map with
directions.

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Warsaw Chopin Airport, as part of its ongoing commitment to customers, is offering

several features to enhance passenger experience, providing a friendly and effective
environment.
AN AIRPORT WITHOUT BARRIERS (PRM)

Full assistance for disabled passengers and with reduced mobility is provided on both
arrival and departure, call kiosks are provided around the terminal, passengers can
also request PRM service at any information or service desks.
Induction loops are available at all main service points: check-in, immigration,
customs, information and at Terminal Duty Manager’s office.
There is a dedicated priority lane for PRM through security queue and dedicated
waiting space at the conveyor belts at baggage reclaim.
Dedicated parking places for PRM are close to the terminal.
Warsaw Chopin Airport

BUSINESS CLASS
4 A dedicated security fast track is provided for business class passengers and eligible
loyalty card holders.
There are three airport operated business lounges (two in Schengen and one in Non-
Schengen area), two of which are common use and one is dedicated for Star Alliance.
All three lounges offer reception services, en-suite restroom facilities, a wide choice of
snacks and beverages, free Wi-Fi, a choice of electronic and paper newspapers and
magazines. Additionally, the Star Alliance dedicated lounge has a separate area
assigned for children and offers full check-in services for passengers in case of flight
irregularities.
Warsaw Chopin Airport
VIP/STATE/HEAD
The terminal complex holds a VIP Lounge with separate road access and car park.
Passengers can enjoy individual check-in, immigration control, customs clearance and
a discreet security screening. Services include wide selection of snacks and beverages,
TV, free internet access, limousine transfers to/from the aircraft, a la carte dining, lavish
bathroom facilities and possibilities to organise meetings or conferences.
The Terminal for General Aviation is a separate building located on the north side of
the airport with easy road access.

FAMILIES
Families can use a dedicated priority lane through security queue.
Children can occupy themselves at playgrounds equipped with entertainment
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facilities including Disney TV. These playgrounds are located in the transfer area.
For convenience, fully equipped baby rooms are available throughout the terminal.
SELF SERVICE FACILITIES

Twenty seven self-service kiosks are available to customers, fifteen of which are
equipped with bag tag printing capability. Self service baggage storage located in
front of the terminal at arrival level is available to customers.
VIRTUAL ASSISTANT
A virtual assistant (located in the departure hall) in operation 24/7, provides a quick
overview of the self service kiosk features, in both Polish and English.
FREE WI-FI
Throughout the terminal, 30 minutes of internet access is available free of charge for
passengers holding valid boarding cards.
SMOKING FACILITIES
Three smoking areas (one in Non-Schengen and two in Schengen area) are available
for smoking customers. Additionally, a small smoking area is provided in the VIP
lounge.
MEDICAL SERVICES
Emergency medical services and a medical clinic is available 24/7 to provide care to
those in need.
RELAXATION AREA
A dedicated lounge accessible by all Non-Schengen passengers where they can enjoy,
among others, comfortable armchairs in tranquil surroundings.
ECUMENICAL CHAPEL
Located in the departure hall and available for passengers of all faiths.
INTERACTIVE WEATHER KIOSKS

Passengers can check the weather at destination or anywhere worldwide with real
time updates and additional features.
SHOWERS
Located in the transfer area (Schengen and Non-Schengen) and offered free of charge.
CHARGING POINTS FOR MOBILE PHONES

Passengers can charge their mobile phones at special kiosks located in the transfer
area. A small fee applies.
WRAPPING MACHINE
Specialised service providing luggage protection by applying a special coating foil.
Located in the departure hall.
COMING SOON
Full check-in services in two common use business lounges, for passengers in case of
flight irregularities.

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Projects /ideas specifically for some passenger categories:
• Opening of a new airport lounge: a lounge owned by the airport for special VIP,
politicians and royalties. The lounge opened in December 2013.
• Self-Service bag Drop: hybrid-application on 4 or 10 check-in counters for SSBD.

Target group: passenger with 1 bag, with right bag size and weight (we call this
passenger the “80%-Passenger”). Implementation by autumn 2014.
• Children’s playground: additional areas for kids to play in pier A were

implemented in spring 2013.
• Coffee&book store: a wide open bookstore at the airside with the possibility to sit
down and read a book. Target group: passengers with some leisure time at the
airport. Coffee&book has been open since summer 2013.
Zurich Airport

ACI EUROPE is the European region of Airports Council International, the only worldwide professional
association of airport operators. ACI EUROPE represents over 450 airports in 44 European countries.
In 2012, member airports handled 90% of commercial air traffic in Europe, welcoming over 1.6 billion
passengers, 16.7 million tonnes of freight and more than 16 million aircraft movements.
www.aci-europe.org
Twitter: @ACI_EUROPE
For more information contact:

Federico BONAUDI,
Manager: Facilitation, Parliamentary Affairs & Regional Airports
ACI EUROPE (Airports Council International)

6 square de Meeûs, 1000 Brussels, Belgium
tel: +32 (0)2 552 09 76 – fax: +32 (0)2 502 56 37
e-mail: federico.bonaudi@aci-europe.org
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EVERY FLIGHT BEGINS AT THE AIRPORT.

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Cover: Málaga-Costa del Sol Airport

By Olivier Jankovec, Director General ACI EUROPE

I hope you find them useful.

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 03

1. HOW TO USE THESE GUIDELINES 07

2.1. Changing passengers’ needs and growing demands 11

3. AIRPORT MANAGING BODIES WITHIN THE AIRPORT SYSTEM 13

3.1. Airport Managing Body 15

4. THE PASSENGER AT THE HEART OF THE AIRPORT BUSINESS 19

4.1. Passenger Trends 20

5. ENHANCING THE PASSENGER EXPERIENCE THROUGH

5.1. The Passenger Experience: Premises 33

04 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

6.1. Social media 68

7. CONCLUSION: SHAPING THE PASSENGER EXPERIENCE 77

Annex 1 - Examples of Pyramids of Passenger Perception Levels 79

Budapest Ferenc Liszt International Airport

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 05

TABLES 1 EXAMPLES OF TRADITIONAL CATEGORISATION OF PASSENGERS 22

Amsterdam Airport Schiphol

06 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

As a passenger-focused document, these guidelines aim at identifying current and

• Placing the passenger at the heart of the airport business

Although we recommend reading the document as a whole, each chapter can be

These icons should be decoded as follows:

08 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

As part of this dynamic process, the evolution continues beyond physical

The role of European airports as “Ground Coordinators” should be recognised and

Each airport may be different – located in a different country or region, have a

10 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

Málaga-Costa del Sol Airport

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 11

12 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

Inconvenience caused by the multiplication of regulations and procedures (security,

PICTURE 1 - LEVEL OF INFLUENCE

Local, regional, national &

14 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

Passenger services provided by Airport Managing Bodies’ own staff or subcontracted

• The level of quality to be achieved; in terms of passenger throughput, security processing,

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 15

In addition, as we will discuss in Chapter 6, the use of new technologies may be

3.3. AIR CARRIERS, GROUND HANDLING

Besides these commercial agreements, it is important to ensure that in any

16 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

ACI EUROPE RECOMMENDED PRACTICE 01/10

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 17

3.4. LOCAL, REGIONAL, NATIONAL

18 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

4.1. PASSENGER TRENDS

4.1.1. INFORMED PASSENGERS

20 GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS

• Flight information (including delays).

It is important that Airport Managing Bodies provide information to passengers via

4.1.2. THE ‘ME’ PASSENGER: PERSONALISATION

GUIDELINES FOR PASSENGER SERVICES AT EUROPEAN AIRPORTS 21

• Web check-in, including the home printed bag tag

4.2. PASSENGER CATEGORISATION

TABLE 1 - EXAMPLES OF TRADITIONAL CATEGORISATION OF PASSENGERS

Airline products First class Business Economy Low cost

Personal needs UM Elderly Cultural PRM

Travel frequency Frequent Few times Seldom First time

Number of people Groups Family Cruise hub Alone

Process oriented Arriving Departing Transfer Multimodal