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Wayfinding at Airports
WAYFINDING AT AIRPORTS – a LAirA Project Report - LAirA is financially supported by the European Union’s Interreg Central Europe programme, which is a European cohesion policy programme that encourages cooperation beyond borders. LAirA is a 30-months project (2017-2019), with a total budget of €2.3 million. LAirA PROJECT 2019 © All images courtesy of Transporting Cities Ltd. Printed on recycled paper Print and layout: Airport Regions Conference airportregions.org info@ airportregions.org TABLE OF CONTENTS 5 INTRODUCTION 5 LAirA Project in a nutshell 5 Executive summary 7 PART 1: WHAT IS WAYFINDING AT AIRPORTS 7 1.1 Airport passenger types 7 1.2 The context of wayfinding at airports 10 1.3 Wayfinding access to public transport around the world 10 1.4 Wayfinding to deliver an exemplary journey through the airport 11 1.4.1 First step: Orientating the passenger 11 1.4.2 Promoting public transport and introducing the iconography 12 1.4.3 Making the association to the transport destination 13 1.4.4 Avoiding the moment of doubt when emerging into the public area 13 1.4.5 Using icons to lead the way through the terminal 15 1.4.6 Providing reassurance along the way 15 1.4.7 Identifying the transport destination 16 1.4.8 Draw a picture for complicated transport connections 17 PART 2: PRINCIPLES OF WAYFINDING 17 2.1 The ideal journey to public transport 17 2.2 Identifying the principles of wayfinding 20 PART 3: WAYFINDING IN LAIRA REGIONS OR FUNCTIONAL URBAN AREAS 20 3.1 LAirA partners and the principles of wayfinding 20 3.2 Partner questionnaire 20 3.3 Analysis of questionnaire responses 22 PART 4: CONCLUSION 22 4.1 Capitalising on transport investment 22 4.2 Wayfinding and access to airports 23 4.3 Conclusion and recommendation INTRODUCTION LAirA project in a nutshell Executive summary LAirA (Landside Airport Accessibility) addresses the This report considers the theme of wayfinding at specific and significant challenge of the multimodal, airports. -
Airport Research and Innovation Facility Hamburg (ARIF) Airport Research and Innovation Facility Hamburg (ARIF)
Airport Research and Innovation Facility Hamburg (ARIF) Airport Research and Innovation Facility Hamburg (ARIF) Parallel to the installation of an operational A-SMGCS (Advanced Surface Movement Guidance and Control System) at Hamburg Airport, three partners agreed on the cooperation in installing and operating a unique field test platform for research and development in the field of air traffic manage- ment and airport operation. Trials to identify and evaluate improved ground processes The cooperation of DFS Deutsche Flugsicherung GmbH, Ham- burg Airport and the German Aerospace Center (DLR) enables a large variety of opportunities for both operational stakehold- ers and research/development. In 2006, the partners set up the Airport Research and Innovation Facility Hamburg (ARIF) as an operational environment. Thus, existing research infrastruc- tures such as apron, tower or airport control centre simulators could be extended with important operational input. The ARIF is a unique platform for the development, testing, evaluation and validation of future support systems in an operational en- vironment, aiming at midsize airports. Thus, ARIF provides essential advantages, such as: - Use of real-time data during development phases - Short cycles between implementation of innovative ideas and operators’ feedback - Direct evaluation of existing system components - (Pre-) testing of new concepts and future technology without operational limitations - Optimal infrastructure for shadow mode trials Research Areas Besides focusing on higher levels of A-SMGCS (e.g. planning and guidance), the ARIF at Hamburg Airport is also designed to allow research in the context of Total Airport Management (TAM) and Performance Based Airport Management (PBAM). All partners have identified the need for the development and implementation of an integrated airport management with a common set of operational data. -
Introduction This Publication Contains Facts and Figures on Schiphol Group for the Year 2008
Introduction This publication contains Facts and Figures on Schiphol Group for the year 2008. The information has been grouped into three categories: ‘About Schiphol Group’, ‘Amsterdam Airport Schiphol’ and ‘Airport Network’. More information on Schiphol Group can be found on the Internet. Please visit www.schipholgroup.com Information on Amsterdam Airport Schiphol can also be found on the Internet. Please visit www.schiphol.com, or telephone +31 (0)20 - 794 0800. Published by Schiphol Group Corporate Affairs P.O. Box 7501 1118 ZG Schiphol The Netherlands 1 Contents About Schiphol Group Airport Network Financial Results 6 Rotterdam Airport 29 Investments 8 Eindhoven Airport 30 Business Areas 9 Lelystad Airport 30 Aviation Business Area 10 Terminal 4, John F. Kennedy Airport, New York (USA) 31 Consumers Business Area 11 Brisbane Airport, Australia 31 Real Estate Business Area 12 Alliances & Participations business area 13 General Information History 14 Marketing AirportCity Products 33 Did you know…? 34 Amsterdam Airport Schiphol Other Publications 35 Airport Zone 15 Telephone numbers, addresses, websites 35 Capacity 16 Shops and Catering Outlets 16 Ten Major European Airports 17 Traffic and Transport 18 Passengers Profile 24 Employment 25 Miscellaneous 27 Awards 28 2 3 About Schiphol Group Schiphol Group is an airport operator headquartered in the Netherlands. Our aim is to create sustainable value for our stakeholders by developing AirportCities and by positioning Amsterdam Airport Schiphol as most preferred airport in Europe. Our ambition is to rank among the world’s leading airport companies. An AirportCity is not only an efficient, multi- modal hub for air, rail an road transport, it is a dynamic hub integrating people and businesses, logistics and shops, information and entertainment offering its visitors and locally-based international businesses all the services they require on a 24/7 basis. -
Perspectives Annual Report 2011 Introduction Company Profile and Strategy Service Portfolio Communication and Social Responsibility
Annual Report 2011 Report Annual Perspectives Annual Report 2011 Introduction Company profile and strategy Service portfolio Communication and social responsibility Perspectives. We are an airport operator. We run a major piece of aviation infrastructure – part of an international, interconnected transport network that sustains global mobility and unites people across national boundaries. We are also a responsible corporate citizen who seeks an open, fair and balanced dialogue with stake - holders and interest groups and for whom the long-term protec- tion of the environment, climate and natural resources is para- mount. As such, we pursue a forward-looking business strategy intended to strike a successful balance between business, envi- ronmental and social objectives. We provide our dedicated work- force with the training and continuing education they need to be their best; we offer attractive, long-term employment; and we deliver valuable economic and labor-market stimulus with a reach far beyond the bounds of our airport. Our goal: to create value – for our customers, employees, owners and host region. Workforce and work environment Environmental and climate protection Financial review Sustainable development Motivation Munich Airport is a key hub for domestic German and international air traffic. Our de- sire as the airport’s operating company is to unite the world’s people, markets and con- tinents. People – our passengers, business partners, employees and neighbors – are the main motivating force behind everything we do. They drive and inspire us to be our best. Economy Environment Social equity Introduction Company profile and strategy Service portfolio Communication and social responsibility Perspectives 2011 Motivation Markets Message Economy Our goal is to sharpen our cus- tomer focus and enhance the appeal of the products and services we offer air travelers and visitors. -
Das »Münchner Modell« – Vorbild Für Die Ganze Branche
/ Aircraft Noise and Aircraft Noise Abatement The environment at Munich Airport Living ideas – Connecting lives D2 Contents 4 Munich Airport in comparison 8 Causes of noise 11 Noise research 14 Air traffic basics 16 Planning flight procedures 18 Aircraft noise monitoring 22 Reducing aircraft noise 32 Legal requirements 35 Appendix 36 Glossary 38 Imprint D3 Foreword Air traffic is a major factor in societal development. It helps to secure Germany's economic place in the face of international competition and has immense signifi- cance in times of increasing globalization. It makes a substantial contribution not only to exports, but also to the needs of the population in terms of mobility and well-being. Air traffic also means noise, however. The subject of aircraft noise and complete protection for residents is a chief con- cern for Munich Airport in dialog with the neighborhood. We, together with the air- lines and air traffic control, have for many years been actively engaged in all areas of noise abatement in order to take account of the local residents’ need for rest. Aircraft noise must also be considered and assessed against traffic noise as a whole. The figures show air traffic as a whole to cause the least traffic noise by far, and no other mode of transport has achieved as much success in reducing noise through technological innovations over the past decades as air traffic. We want to find the right balance based on the legal situation between the in- terests of residents and the environment and the requirements of industry and people’s needs for mobility. -
Swissport New Operator of Finnair Cargo Terminal at Helsinki Airport Until 2024
Zurich, 17 May 2019 Media Release SWISSPORT NEW OPERATOR OF FINNAIR CARGO TERMINAL AT HELSINKI AIRPORT UNTIL 2024 Finnair Cargo has appointed Swissport as the new operator of its COOL Nordic Cargo HuB facility at Helsinki Airport, one of the most modern air cargo huBs in Europe. From June 2019, Swissport will handle over 600 tons of perishaBles, pharmaceuticals and general cargo daily. The COOL Nordic Cargo Hub opened in 2018. It focusses on temperature-sensitive and high-value cargo shipments between Europe and Asia. Swissport will operate the 31,000 square meter facility as of June 2019. In addition to its operations at the COOL Nordic Cargo hub for Finnair Cargo, Swissport will continue to provide cargo services for further customers at its own cargo terminals at Helsinki airport. The Helsinki facility is equipped with innovative technology to accelerate handling processes and increase transparency for customers. There are dedicated temperature-controlled areas, which are reserved for perishables and pharmaceuticals. The packing area for seafood and other perishables is kept between 6° and 8° Celsius and the storage area at 2° Celsius. In the pharmaceutical area the average temperature is 20° Celsius. In addition, sealed-off rooms provide storage in a temperature range between 2° and 8° Celsius and for goods that need to be frozen at lower temperatures. “With the new contract, we strengthen our successful and long-standing cooperation with Finnair”, says Tomi Viitanen, CEO of Swissport Finland. “As the operator of Finnair’s main cargo hub we are excited to contribute to the growth and digital transformation of air cargo handling at Helsinki airport.” “Swissport already is our trusted partner at numerous airports around the world and offers the most competitive package to further develop our cargo operations”, says Janne Tarvainen, Managing Director of Finnair Cargo. -
Direct Train from Zurich Airport to Lucerne
Direct Train From Zurich Airport To Lucerne Nolan remains subternatural after Willem overpraised festinately or defects any contraltos. Reg is almostcommunicably peradventure, rococo thoughafter cloistered Horacio nameAndre hiscudgel pax hisdisorder. belt blamably. Redder and slier Emile collate You directions than in lucern train direct train? Zurich Airport Radisson Hotel Zurich Airport and Holiday Inn Express Zurich. ZRH airport to interlaken. Finally, we will return to Geneva and stay there for two nights with day trips to Gruyere and Annecy in mind. Thanks in lucerne train station in each airport to do not worry about what to! Take place to to train zurich airport from lucerne direct trains etc and culture. This traveller from airport on above train ride trains offer. If you from lucerne train ticket for trains a friends outside of great if you on your thoughts regarding our team members will need. Is there own direct claim from Zurich Airport to Lucerne Yes this is hinder to travel from Zurich Airport to Lucerne without having customer change trains There are 32 direct. Read so if we plan? Ursern Valley, at the overturn of the St. Lauterbrunnen Valley for at about two nights if not let three. Iron out Data & Records Management Shredding. Appreciate your efforts and patience in replying the queries of the travelers. Actually, the best way to travel between St. Again thank you for your wonderful site and your advice re my questions. Would it be more worth to get the Swiss travel pass than the Half Fare Card in this case? Half fare card and on the payment methods and am, there to do so the. -
Dublin Airport Economic Impact Study
Dublin Airport Economic Impact Study Final Report Prepared by InterVISTAS Consulting April 2017 on behalf of daa Dublin Airport Economic Impact Study ii Dublin Airport Economic Impact Study Contents Executive Summary 3 1. Defining Economic Impact 5 1.1 Categories of Economic Impact 6 2. Methodology for the Economic Impact Study 9 2.1 Updating the Previous Economic Impact Study 10 3. Overview of Dublin Airport 12 3.1 Air Passenger Movements 13 3.2 Overview of Dublin Airport’s Air Services 15 3.3 Measuring Airport Connectivity 18 4. Current Economic Contribution of Dublin Airport 25 4.1 Direct, Indirect and Induced Impacts 26 4.2 Catalytic Impacts 27 4.3 Total Impacts 29 Glossary of Terms and Abbreviations 32 Appendix A: 34 Further Information on the Input-Output Tables and the Economic Multipliers Appendix B: 37 Overview of Catalytic Impacts 1 Dublin Airport Economic impact Study Dublin Airport Economic Impact Study Executive Summary The current economic impact of Dublin daa had previously commissioned a study of the Airport: combining the direct, indirect, economic impact of Dublin Airport based on 2013 traffic and employment levels. These economic impact induced and catalytic impacts, Dublin Airport estimates have been updated to reflect 2016 traffic and currently generates or facilitates 117,300 activity levels, and are summarised in Figure ES-1. jobs and generates €8.3 billion in Gross Value Added (GVA).1 Direct employment supported by ongoing operations at Dublin Airport (e.g., daa, airlines, air traffic control, ground handlers, airport security, immigration, customs, airport As a small, open economy, Ireland is crucially dependent retail, etc.) amounts to 19,200 jobs. -
Devoir De Vigilance: Reforming Corporate Risk Engagement
Devoir de Vigilance: Reforming Corporate Risk Engagement Copyright © Development International e.V., 2020 ISBN: 978-3-9820398-5-5 Authors: Juan Ignacio Ibañez, LL.M. Chris N. Bayer, PhD Jiahua Xu, PhD Anthony Cooper, J.D. Title: Devoir de Vigilance: Reforming Corporate Risk Engagement Date published: 9 June 2020 Funded by: iPoint-systems GmbH www.ipoint-systems.com 1 “Liberty consists of being able to do anything that does not harm another.” Article 4, Declaration of the Rights of the Man and of the Citizen of 1789, France 2 Executive Summary The objective of this systematic investigation is to gain a better understanding of how the 134 confirmed in-scope corporations are complying with – and implementing – France’s progressive Devoir de Vigilance law (LOI n° 2017-399 du 27 Mars 2017).1 We ask, in particular, what subject companies are doing to identify and mitigate social and environmental risk/impact factors in their operations, as well as for their subsidiaries, suppliers, and subcontractors. This investigation also aims to determine practical steps taken regarding the requirements of the law, i.e. how the corporations subject to the law are meeting these new requirements. Devoir de Vigilance is at the legislative forefront of the business and human rights movement. A few particular features of the law are worth highlighting. Notably, it: ● imposes a duty of vigilance (devoir de vigilance) which consists of a substantial standard of care and mandatory due diligence, as such distinct from a reporting requirement; ● sets a public reporting requirement for the vigilance plan and implementation report (compte rendu) on top of the substantial duty of vigilance; ● strengthens the accountability of parent companies for the actions of subsidiaries; ● encourages subject companies to develop their vigilance plan in association with stakeholders in society; ● imposes civil liability in case of non-compliance; ● allows stakeholders with a legitimate interest to seek injunctive relief in the case of a violation of the law. -
Public Infrastructure Project Planning in Germany: the Case of the BER Airport in Berlin-Brandenburg
Large Infrastructure Projects in Germany Between Ambition and Realities Working Paper 3 Public Infrastructure Project Planning in Germany: The Case of the BER Airport in Berlin-Brandenburg Registration I will attend: By Jobst Fiedler and Alexander Wendler This working paper is part of the research project by the Hertie School of Governance Name on Large Infrastructure Projects in Germany – Between Ambition and Realities. For further information:Position www.hertie-school.org/infrastructure The study was made possible by theInstitution friendly support of the Karl Schlecht Foundation Email Hertie School of Governance | May 2015 Accompanied by Contents 1. Introduction………………………………………………………….... 1 1.1 High-profile failure in large infrastructure projects…………………... 1 1.2 Research Question and Limitations………………………………….. 3 1.3 Hypothesis…………………………………………………………….... 4 1.4 Methods of Inquiry and Sources…………………………………….... 6 2. Megaprojects and their Inherent Problems………………………. 8 2.1 Large-scale Infrastructure Projects – an Introduction………………. 8 2.2 Empirical Performance of Large-scale Infrastructure Projects…….. 8 2.3 Drivers of Project Performance……………………………………….. 9 2.3.1 National Research Council (US Department of Energy) …………... 9 2.3.2 Miller and Lessard (IMEC Study) …………………………………….. 10 2.3.3 Flyvbjerg et al…………………………………………………………... 11 2.3.4 Mott MacDonald………………………………………………………... 14 2.3.5 Institute for Government / 2012 London Olympics………………….. 15 2.3.6 Eggers and O’Leary (If We Can Put A Man On The Moon) ………… 17 2.4 Analytical Framework for Review of BER Project…………………… 18 3. The BER Project………………………………………………………. 20 3.1 Background: The Long Road Towards a New Airport in Berlin…….. 20 3.2 BER Governance and Project Set-Up………………………………... 21 3.2.1 Against better knowledge: failure to appoint a general contractor and consequences for risk allocation………………………………… 21 3.2.2 Project Supervision and Control: deficiencies in structure and expertise levels………………………………………………………… 26 3.2.3 Financing and the Role of Banks…………………………………….. -
American Airlines in Europe American Operates up to 434 Weekly Flights Between Europe and the United States
American Airlines in Europe American operates up to 434 weekly flights between Europe and the United States. Overview • From its hubs in the United States, American offers connections to nearly 350 cities in over 50 countries worldwide, with approximately 6,700 daily flights. • American now offers up to 62 daily flights between Europe and Chicago O’Hare (ORD), Charlotte (CLT), Dallas Fort Worth (DFW), Los Angeles (LAX), Miami (MIA), New York (JFK), Philadelphia (PHL) and Raleigh/ Durham (RDU). • American has dedicated sales offices in Amsterdam, Dublin, Frankfurt, London, Madrid, Milan, Paris, Rome and Zürich. • American has a dedicated reservations center in Liverpool, England, handling European reservations queries, AAdvantage customers, special assistance and ticketing. • American has dedicated Admirals Club lounges in London Heathrow, Terminal 3 (LHR) and Paris Charles de Gaulle, Terminal 2A (CDG American also has a Flagship First Class lounge and an Arrivals Lounge in Heathrow Terminal 3, the only one of its kind in the airline’s network. • Beginning May 6th, 2017, American will launch new seasonal services from Rome Fiumicino Airport (FCO) and Amsterdam Schiphol Airport (AMS) to Dallas/ Fort Worth and from Barcelona El Prat Airport (BCN) to Chicago O’Hare. Leadership in Europe • Olympia Colasante, Managing Director – London Heathrow • Andy Kynoch, Director – European Operations • Ivonne Brauburger, Director – European Sales • Mark Danis, Manager – UK Corporate Sales • Tim Isik, Manager – UK Channel Sales • Isabelle Gannoun, Manager – Sales France • Jose Blazquez, Regional Manager – Sales Spain & Portugal • Roberto Antonucci, Regional Manager – Sales Italy & Southeast Europe • Markus Boecker, Regional Manager – Sales Germany & Switzerland • Caitriona Toner, Manager – Sales Ireland • Javier Equisoain Blanco, Manager – Regional Sales Benelux Updated Jan. -
Economic Impact of the Development of Dublin Airport As a Hub
Economic Impact of the development of Dublin Airport as a Hub Reliance Restricted 07 September 2018 | Final Ernst & Young Tel: + 353 1 475 0555 Business Advisory Services Fax: + 353 1 475 0599 Harcourt Centre ey.com Harcourt Street Dublin 2 Ireland Reliance Restricted 07 September 2018 Donal Moriarty Chief Corporate Affairs Officer Aer Lingus Hangar 6 Dublin Airport Dublin Economic impact of the development of Dublin Airport as a Hub Dear Donal In accordance with the terms of the engagement letter with you, we have assisted you in the assessment of the economic impact of the development of Dublin Airport as a Hub (“The Purpose”). This report sets out our assessment of these risks. Limitations of Scope We have not, except to such extent as you requested and we agreed in writing, sought to verify the accuracy of the data, information and explanations provided by yourselves, and you are solely responsible for this data, information and explanations. We have therefore relied on the information provided by you to be accurate and complete in all material respects. Use and distribution of this report Ernst & Young only accepts responsibility to the addressees of this letter on the basis of the engagement agreement and assumes no responsibility whatsoever in respect of or arising out of or in connection with the contents of this letter to parties other than yourselves. If other parties choose to rely in any way on the contents of this letter they do so entirely at their own risk. To the fullest extent permitted by law, Ernst & Young and its members, employees and agents do not accept or assume any responsibility or liability in respect of this report, or decisions based on it, to any reader of the report.