Synopsis: In researching factors that put an airport in a class of its own, it has become apparent that there are some common areas that can be benchmarked. Not only will the factors that contribute to world-class status be identified, but key performance indicators supporting those factors will be outlined as well.

The audience will learn:

• Factors contributing to an airport being in a class of its own
• Ways to enhance the world-class factors
• Benchmark techniques to be applied
• Key performance indicators for benchmarking
• Examples of world-class airports and what makes them so outstanding

Synopsis: The new Satellite Terminal at Munich Airport Terminal 2 opened in April 2016, giving Terminal 2 additional capacity for 11 million passengers. The presentation will discuss how the commercial requests were integrated into the planning process, how the interior fitting was accomplished and the lessons learned from a commercial perspective one year after the opening.

The audience will learn:

• Original ambition for the satellite development and what drove that ambition
• What we learned through the planning and development process – trade-offs, changes and how these impacted commercial activities
• How the finished scheme compares with what we had originally conceived
• Commercial learnings from the development after we opened

Synopsis: In an industry where low-cost airlines are rapidly gaining market share versus the global legacy carriers, we will present how Malpensa Terminal 1, after three years of revamping work, will stand out as a good example of retail and F&B proposition aspiring to meet the new and changing needs of long-haul and affluent as well as price-sensitive travellers.

The audience will learn:

• How retail can create value through thorough analysis of travellers' demands
• Booming numbers of low-cost passengers in the same terminal as global shoppers: an opportunity for a more balanced retail mix
• Building passenger loyalty through unique retail propositions

Synopsis: As Generation X reaches its zenith and Y enters spending maturity, airports need to adapt. Millennial shoppers are plugged in and are disrupting traditional shopping patterns. Decisions of successive generations are based on similar values, but the mechanism by which we come to these decisions has changed. Young buyers are influenced by a wider array of opinion and the desire for 'showrooming'. Attitudes to fulfilment are more complex. Airports will realise that transaction-based shopping may not be enough in the future. We will explore ways in which design can embrace change to combine local, sustainable, excitement and entertainment.

The audience will learn:

• A viewpoint on how customer trends are developing
• An exploration of how this change is likely to impact an airport environment
• Suggestions as to how airports may modify environments to meet this challenge
• How some airports and other commercial environments are adapting to meet new demands

Synopsis: Today more than ever, airports must continue to drive up non-aeronautical revenues to counter the almost universal decline in aviation revenues across the industry. The need for passengers to guarantee a parking space at the airport in advance is driving opportunities to engage with passengers before they arrive at the airport and to increase the average spend per passenger through cross-selling and up-selling. This can now be not just yield management of parking, but strategic upgrades, add-on ancillaries at the origin airport and even products sold in advance at the destination airport.

The audience will learn:

• The current scale of e-commerce of pre-booking for car parking and ancillaries at airports
• How yield management of pre-book car parking drives up revenues
• What ancillaries it is possible to sell to passengers; case studies
• How origin airports can access destination airport products
• Why airports might collaborate via e-commerce and the benefits to each of them

Synopsis: Budapest Airport has a site of almost 1,600 ha and therefore represents huge real estate development potential. The presentation will outline first how BUD found the right balance between areas needed for airport operations, and define areas available for real estate development and potential for airport- and non-airport-related functions. In addition, it will demonstrate how BUD developed tailor-made facilities to serve existing and new business partners of the airport and enhance revenue streams.

The audience will learn:

• Create new real estate opportunities
• Explore new revenue streams
• Develop tailor-made facilities to support business partners' operations
• Catalyst for the airport region in terms of growth

Synopsis: Regional airports are exposed to high volatility in terms of passenger development, leading to either over- or under-utilisation of the capacity. In addition, the future need for space to operate the various functional units within a passenger terminal building cannot be predicted precisely (e.g. future requirements for security control, change of airline business models). The trade-off between flexibility, operational models and capital investment needs to be assessed very closely. This presentation will demonstrate three case studies and derive a possible standard approach for the development and operation of a medium-sized regional airport terminal.

The audience will learn:

• Volatility of passenger growth has a strong impact on assets
• Unused capacity is very costly
• How to define requirements in order to get proper solutions

Synopsis: In a world of ever-changing regulations, technologies and opportunities, airports are challenged to manage the competing need for large-scale capital programmes that enable growth and improve passenger experience, while ensuring ongoing business operations are successful during the implementation of these programmes. Project Lifecycle Governance is the key to an airport effectively and efficiently delivering the right projects at the right time. This level of transparency and process enables airports to respond to change, see the operational impact of improvements, and successfully secure financing with ROI measured and confirmed throughout the gateways in the process.

The audience will learn:

• Governance can drive clarity, consistency and continuous improvement to achieve organisational goals
• Enable airports to effectively prioritise projects and demonstrate added value to the business
• Clear governance enables improved investment decisions and securing of adequate funding
• Project risks and their mitigation are transparent throughout the project lifecycle, enabling organisational agility to address change

Synopsis: To ensure that BAC’s significant capital investment programme delivers maximum value, BAC has undertaken a comprehensive review of organisational value drivers. As a result of this analysis, a strategy was developed to increase market share while improving BAC’s capital efficiency. The strategy was developed and implemented across the whole of the capital investment value chain, focusing on the optimisation of key revenue and cost centre levers. Forecast outcomes include a higher return on assets, increased shareholder value, enhanced levels of service and more productive assets, which will also result in enhanced outcomes for airlines and airport passengers.

The audience will learn:

• A formal and holistic method for developing a strategy to improve returns on assets
• Initiatives that can be implemented to improve capital efficiency
• The benefits of optimising investment
• How prudent planning and delivery of investments can enhance the returns on assets