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Managing staff, equipment, and resources in an airport are challenging. They should be ready to meet service agreements and operational requirements regardless of delays or unpredictable difficult situations. However, it is not possible to afford overtime or extra pay under these circumstances. Therefore, managing limited assets is crucial for the maximum effectiveness of airport operations.
Airports are the new age malls! Over the years, airports have transitioned from merely being travel points to social and commercial hubs. As passenger choices and needs continue to evolve, the airports, too, are rediscovering themselves to offer more than just travel. Another factor contributing to the constant innovation is the increased competition between airports. As the megapolis expands, the need to plan multiple airports fuels this competition within the city airports too. They have realized that to achieve commercial success and remain a preferred airport for passengers, they must offer a broad spectrum of supporting services to elevate the passenger experience and increase revenue.
The rate of global sea level rise in the past 2 decades is approximately double of the last century. The warmest years, as recorded by NASA, are 2016 and 2020. Much of this is due to increased carbon dioxide emissions.
When it comes to responsive tactics to navigate shifts in passenger supply and demand at airports, understanding and maximizing gate utilization plays an essential role for both the operational efficiency and profitability of airports and their ability to deliver a first-class traveler experience.
The last few years have reinforced the importance of airport ancillary revenue in the industry. For many years, the primary focus has been on direct revenue from aircraft and passenger operations. However, the spotlight is now broadening to other ancillary services such as revenue from leases, parking fees, concessionaires, and more.
Global air travel is expected to grow over the next few months. According to ICAO, the United Nations body to support diplomacy and cooperation in air transport, there has been a steady rise in RPK (Revenue Passenger Kilometers), over the last few months. With the pandemic tapering off, supposedly, and travel restrictions being eased globally, these numbers are only going to rise.
Smarter airports – it’s a description we hear a lot, but it means different things to different people. So what does it mean from a Veovo perspective?
Airport demand forecasting plays an integral role in forming an airport’s wider strategic plans for operations, infrastructure and facilities for passengers.
If ever there is an oxymoron, it’s developing and building a new airport under lockdown during a pandemic. But always up for a challenge, that’s what the aviation industry does.
We recently caught up Dr. Pierre Coutu, President of Aviation Strategies International (ASI), one of our World Business Partners, for a conversation to hear how ASI has been faring amid the pandemic.
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