Presentation at Dubai Airport Show Dubai, May 2018 Presenter: Rob Williams of Helios

1. Rob Williams | 9th May 2018
INNOVATION AND FUTURE
REVENUE FOR AIRPORTS

2. 01.
EGIS
About us

3. Dubai Airport Show 2018| 9th May
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WHO AM I?
Rob Williams
Air Transportation Industry
Experience
▪ Egis
▪ Heathrow Airport Limited
▪ Rostima (Workforce Management)
▪ Virgin Atlantic Airways
▪ British Airways
Relevant Experience & Background
▪ APMP
▪ Black Belt LSS
▪ MSc Operational Research
Years of Experience: 30+
Example Projects
▪ Continuous improvement
▪ Standard Operational Procedures
▪ Airport Certification
▪ Capacity studies
▪ Passenger flow analysis
▪ ORAT
▪ Airport masterplans
▪ Air Traffic Management
▪ Simulation studies
▪ Large data collection and analysis studies
▪ Stakeholder management
▪ Cost benefit analysis
▪ Manpower planning
▪ Forecasting
▪ Biometric border control implementation
▪ Contingency planning.
SECTION 01.

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WHO ARE WE?
Egis
Riyadh
Jeddah
Al Khobar
Doha
Manama
Dubai
Abu
Dhabi Muscat
Cairo
Amma
n
Beirut
Kuwait
Ramallah
Erbil
In 2015, Egis acquired 51% of
Projacs a Middle Eastern project
management company
In 2017, Egis acquired 10 Design a
leading worldwide architecture firm
with offices in Dubai
Worldwide Middle East
Operator of 17 AIRPORTS in 8 COUNTRIES
SECTION 01.
1,400 Employees
800+ completed projects
14 local offices

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AVIATION CAPABILITIES
Lifecycle of services for airports
ATM &
Airspace
Civil Aviation
Regulation & Safety
Airport
Buildings &
City Access
Airport
Infrastructure
Airlines &
Ground Handling
SECTION 01.

6. 02.
WHAT DOES
INNOVATION MEAN
TO AIRPORTS?

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Innovation
▬ Technological innovation
▬ Leading to changing operation
▬ Passengers and other stakeholder expectations
▬ Want lower cost but increased value
▬ Want to be wowed
WHAT IS AIRPORT INNOVATION?
SECTION 02.
Changing Revenue and Cost
▬ Aeronautical vs non aeronautical
▬ Changes in revenue and costs

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SHOULD YOU INNOVATE?
SECTION 02.
Strategic
objective
Cost and
timescale
Benefits
& Risks
Best
practice
What sort of airport do you want
Low cost/high tech
Leader or follower
Shared costs
Learn from others
In house, bespoke or generic
Risk vs reward
How shared
If it works why change it?

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SECTION 02.
Examples: Uber, Careem, driverless cars, fast mass transportation
▬ Less car park revenue
▬ Fees from Taxi operators reduced
▬ Advertising revenue moved or lost
But
▬ Free up real estate for sale or rental
▬ Airport city
▬ Hotels
▬ Attract non-fliers
▬ Free up space within terminal for more retail etc.
▬ Airport supplied vehicles for hire or licenses to use drop off/pick off
▬ Promoting partnerships between airlines/transport
ARRIVING/DEPARTURE AT THE AIRPORT

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SECTION 02.
Examples: LHR, DXB, BA, Emirates, FLIO, GateGuru
▬ Cost of development
▬ Cost of maintenance & keeping up to date
▬ Competing - Airport Developed vs. Airline or general
But
▬ Promoting partnerships
▬ Advertising links
▬ Shareholder and stakeholder communications
▬ Food and retail to gate
AIRPORT APPS

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Examples: Tracking from arrival at airport to leaving, passenger
identification, virtual maps, automated payments
▬ High capital cost
▬ Possibly seen as intrusive
But
▬ More responsive to queue build up
▬ Fewer delays due to missing passengers
▬ Individualised “push” type advertising and messaging opportunities
PASSENGER TRACKING & INFORMATION
Welcome Rob
Boarding starts in
45mins
Time to eat at
Use code JS2 for
10% discount
SECTION 02.

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Examples: Off airport bag drop (e.g. city terminals), kiosks, automated
bag drops & permanent bag tags
▬ Later arrival at airport so less time spent in departures retail
▬ Reduces opportunities for fare-class differentiation
▬ Fewer desks rented
▬ Porter services not used
▬ Airport help staff required rather than airline/handler
▬ Higher maintenance
But
▬ Fees for city terminal/hotels
▬ Free up space within check-in area of terminal for more retail
▬ Attract non-fliers
CHECK-IN HALL
SECTION 02.

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Examples: E-gates for boarding card check & emigration, walk
through security
▬ High capital cost
▬ Regulatory and security
▬ Different space and layout required (disruption)
▬ Higher energy consumption
▬ Reduces opportunities for fare-class differentiation
▬ Fewer opportunities to check if passengers are obeying
baggage rules (size/weight)
But
▬ Fewer airport staff required and lower skilled
DEPARTURES
SECTION 02.

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Examples: In ground (pits) services, VGDS, automated vehicles,
follow the greens
▬ Reduced turnaround times = lower parking fees
▬ Expensive to buy & install with lots of disruption unless new build
▬ Increased cost of maintenance to airport from handler
But
▬ Fewer/Lower qualified staff required
▬ Better contingency and reduced delay due to equipment shortage
▬ Possible overall increased capacity
AIRSIDE OPERATIONS
SECTION 02.

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Examples: Bag tracking, pre order duty free, immigration e-gates
▬ Reduced on/up-selling
▬ Less time in reclaim hall
▬ Reduced overall duty free
▬ Delivery of bags off airport
▬ Safety concerns (GPS tracking)
But
▬ Fewer lost bags
▬ Differentiation at e-gates e.g. add on to frequent flier card
▬ Quicker or personalized baggage delivery
ARRIVALS
SECTION 02.

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Examples: Solar, waste (oil, paper etc) used for generation
▬ Expensive to install
▬ Can be disruptive
▬ Need to ensure safety (e.g. glare)
▬ Depending on location supply not consistent
But
▬ Sell excess power
▬ Grow crops
▬ Less dependent on external suppliers
▬ Environmental credentials
POWER GENERATION
SECTION 02.

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Examples: Big Data (Blockchain, AI, Internet of Things)
▬ New so costs/benefits unknown
▬ Lack of understanding
▬ Compliance and regulatory issues
▬ Standards not defined
But
▬ “Single source of truth”
▬ Customer service enhancements
▬ Process efficiency
▬ Better predictability
▬ Should you be a leader or follower
OTHER NEW TECHNOLOGIES
SECTION 02.

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Innovation has pluses and minuses
▬ Changes in income/expenditure – up or down
▬ Experience – expectation or increased use
So
▬ Be clear of business case
▬ Look at all of the angles – not just cost/saving
▬ Identify the risks, are these shared?
▬ Identify lessons to be learned from other airports or
elsewhere?
▬ Work with all stakeholders so that benefits or
disadvantage for all are clear
▬ Inhouse, bespoke or off the shelf – core competencies
SUMMARY
SECTION 02.
Strategic
objective
Cost and
timescale
Benefits
& Risks
Best
practice

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SECTION 01.
CONTACTS
Communications department
communication.egis@egis.fr
www.askhelios.com
www.egis-group.com
Rob Williams
Rob.williams-int@egis.fr