Author: RaechelRucker

Innovating with QR Codes

Posted on | by RaechelRucker

By Neil Chatwood, Transportation Lead, Omnivex Corporation

QR codes are not a new concept. They have been around for close to 30 years. However, the Covid-19 pandemic caused a resurgence in the use of QR codes in some new and innovative uses.

Virtual Queuing

A QR code on a digital screen can quickly make information portable to a mobile device, and the pandemic dramatically increased the need for this. Now wait times, scheduling information, and many other details can update in real-time on an individual’s mobile phone. In addition, the QR code enables organizations to control crowds more effectively and allows folks to move around a facility while waiting for an appointment, flight, etc.

Passenger Queue System

In 2021, Omnivex and Wipro collaborated with the Greater Toronto Airport Authority (GTAA) on a cloud-based Passenger Queue System (PQS) pilot project to improve the boarding experience. Passengers scanned a QR code with their mobile device to access real-time boarding information without installing an app or updating their browser. Omnivex Ink, a digital communications platform, facilitated this.

This innovative approach to using QR codes had several advantages:

  • Reduced congestion around the gate: Passengers didn’t need to swarm their gate to hear announcements or see the gate screen. Additionally, the gates with the PQS ensured boarding announcements and zones were visible to all guests and met ATPDR (accessible transportation for persons with disabilities regulations) requirements.
  • On-time performance: Gates utilizing the PQS system reported zero delays.
  • Reduced questions and announcements: Gates utilizing the PQS system experienced a decrease in both questions about boarding and announcements at the gate.
  • Increased revenue opportunities: Having information accessible on their mobile phone allowed passengers to visit nearby restaurants or shops. 86% of flights collected ancillary revenue.
  • No privacy concerns: Passengers could access real-time flight information from their mobile phones without logging into a platform, and the system tracked no personal information.

Monetization of screens

The combination of QR codes and digital signage provides a unique opportunity to monetize screens. For example, share vouchers and highlight limited-time deals or advertisements with a quick QR code scan. In venues such as airports, shopping malls, and stadiums, this provides a way to recoup the cost of their digital signage network while providing an enhanced passenger, shopper, or fan experience. These facilities can generate advertising revenue by enabling shops, services, and restaurants in their venue to promote themselves.

For example, in an airport, a QR code on a screen as the traveler walks to their gate provides a coupon for a new restaurant in the terminal. Similarly, a QR code on a lobby screen in the stadium includes ticket information for upcoming events.

The value of QR codes is clear, and innovative use cases will continue to evolve. QR codes are a quick and easy way to make information portable and accessible from a mobile phone. They also help align with “quiet” strategies in venues like airports by eliminating the need for announcements over the PA system.

 

 

 

 

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

5 Major Changes Outlined in the USDOT’s Notice of Proposed Rulemaking – How Your Airport Can Be Better Prepared

Posted on | by RaechelRucker

By: Erin Westerman, Marketing Manager, B2Gnow

 

The U.S. Department of Transportation’s Notice of Proposed Rulemaking (NPRM) will help improve and modernize Airport Concession Disadvantaged Business Enterprise (ACDBE) and Disadvantaged Business Enterprise (DBE) programs. However, the steps involved for affected organizations will be complex. With change on the horizon, many airports wonder how their programs will internally support these pending requirements. Will they have the staff, resources, and tools needed to manage the proposed changes?

As your organization begins strategizing about future compliance, we’ve identified five of the most challenging requirements airports may face and suggestions on actions to take now to prepare.

  1. Prompt payment and Retainage – How well equipped is your staff to monitor and track the proposed prompt payment and retainage compliance revisions? Time to get your ducks in a row.
    As stated in the NPRM, your DBE program must take affirmative steps to monitor and enforce prompt payment and retainage requirements. To stress the importance, they propose including an additional paragraph stating that the conditions within this rule are intended to flow down to all lower-tier subcontractors. Reliance on complaints or notifications from subcontractors about a prime’s failure to comply with prompt payment and retainage requirements will no longer cut it. Does your airport have a plan to take affirmative steps to monitor prompt payment, as stated in § 26.29? Organizations using B2Gnow’s Contract Compliance Module have no worries! The system is already tracking goal compliance based on payment amounts to primes and subs and payment dates. Payments are reported and electronically confirmed for amount, date received, and promptness. It also enables contractors to easily report retainage as outstanding or paid. B2gnow’s tracking and reporting power puts all this information at your fingertips to ensure your subcontractor community is paid in full and on time.

    2. Uniform Report – This report is already known to be time-consuming and comprehensive, and given the new proposed requirements, will your airport be equipped to collect and track this new required data?
    The Uniform report, consisting of DBE utilization data, is submitted annually to the OA(s) that provide funding to them.  The NPRM seeks to revise the Uniform Report to include additional data that would assist the OAs and the Department with evaluating whether the DBE Program is progressing toward meeting its stated objectives. This expanded data collection could include additional fields for contract numbers, NAICS codes, and DBEs decertified during the reporting period, just to name a few. While there is no standard software to handle the Uniform Report’s requirements, more than 400 organizations, including more than half of all DOTs, and hundreds of transportation and aviation authorities/organizations use B2Gnow to automate, manage and report on all required information. The proposed changes will have little effect on their current data collection and reporting processes. The proposed data is native to the B2Gnow database, which means these fields are already available for reporting, allowing them to easily produce all required information with little to no impact on staff.

    3. Bidders List – Does your airport have the staff or tools to efficiently obtain and enter bidders list data into a centralized database?
    In the NPRM, The Department proposes revising § 26.11(c) to require recipients to obtain and enter bidders list data into a centralized database the Department would specify. B2Gnow helps organizations to maintain, track and report on procurement information that may be required through this proposed change.  The B2Gnow system offers a variety of tools that help DBE programs to easily build and maintain bidders lists, including modules that manage proposals, utilization plans, outreach, contract compliance, and bid management. The more robust the system, the more data can be collected and reported on to be prepared for any change!

    4. ACDBE Small Business Program – Will your airport have the capacity to manage and report on this entirely new program?
    This proposed revision to the rule, as stated in the NPRM, will replicate the DBE program’s small business element requirements for the ACDBE program. Notably, this means it would require airports to take steps to eliminate obstacles for participation by smaller ACDBEs and submit annual reports on their small business elements. While this may seem burdensome, B2Gnow already supports hundreds of organizations to seamlessly manage and automate diversity certification processes and electronically compile complex reports with the click of a button. Additionally, the B2Gnow staff have years of combined experience with the B2Gnow system and working in the industry. Many have helped implement such programs and deeply understand the complexities involved.

    5. Timely Processing of Certification Applications – Is your airport prepared to handle the complex certification process with more stringent deadlines?
    The NPRM proposes limiting a certifier’s ability to extend the 90-day timeframe during which a certifier must issue a final eligibility decision for instate certification applications. Current § 26.83(k) states that a certifier may extend the 90-day period by an additional 60 days. Their proposal would reduce the extension period from 60 days to 30 days. B2Gnow can help eliminate the need for extensions by reducing the time it takes to process an application. The Online Application Module allows vendors to submit certification applications electronically online. It eliminates paper submissions and creates efficiency, reducing the review time and ensuring that only complete applications are received. It also reduces firms’ time, effort, and expense to apply for certification and allows for the secure submission of sensitive information and documents. In addition, the B2Gnow Certification Management module provides immediate visibility into the status of all pending applications, enables the tracking of processing times, including granular “review-step” levels, and provides a complete detailed audit trail of all actions completed by staff during the review process.

While the U.S. Department of Transportation’s Notice of Proposed Rulemaking (NPRM) will help modernize and improve the Airport Concession Disadvantaged Business Enterprise (ACDBE) and Disadvantaged Business Enterprise (DBE) programs, affected organizations will be required to make some complex changes to their current processes.  There has never been a better time for airports to take their business diversity programs digital. B2Gnow Supplier Diversity Software has your airport covered for all current, proposed, and future DBE and ACDBE regulation updates. B2Gnow is trusted by over 400 state, local and educational organizations – including more than 30 US airports. Contact us to speak with an expert and learn more about B2Gnow Supplier Diversity Software. 

Erin Westerman has worked in the cloud-based software industry for more than 14 years, gaining experience in both sales and marketing of enterprise solutions. Erin is currently Marketing Manager at B2Gnow, the nation’s leading supplier diversity management (AC/DBE), grant and procurement software for more than 400 state, local, and educational organizations.

 

 

 

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

 

ACI-NA submitted extensive comments to DOT regarding the proposals in the NPRM. Please click here to read ACI-NA’s comments.

Edge4Vets and ACI-NA Expand Online Training to Accelerate Veterans into Airport Workforce

Posted on | by RaechelRucker

By Tom Murphy, Director, Human Resiliency Institute, Fordham University

Edge4Vets will expand its veteran employment training program offered in partnership with ACI-NA in the spring of 2022 to give a broad array of airports in the U.S. and Canada an opportunity to accelerate veterans into their workforce over the next few years as airports build back talent and the industry continues to recover from the COVID-19 pandemic.

The Edge4Vets model of PREP and CONNECT proved effective when it was offered in-person at six airports prior to the pandemic. This fall, the Human Resiliency Institute at Fordham University, which offers Edge4Vets, will roll out its online training product to several ACI-NA member airports in order to lay the foundation for the online approach over the next few years.

The Houston Airport System (HAS) recently served as a successful test case for the online program. Thirty-five veterans participated in the online course. The online model consists of two ZOOM sessions and an online course veterans may take at their own pace to learn how to translate their military strengths and create a personal PLAN4SUCCESS. Edge4Vets also worked with HAS to set up a recruitment program that included outreach to veterans in the Houston community, as well as enlistment of schools with veterans studying on the GI Bill.

The online course will be offered in the spring of 2022 for HAS as well two to three additional airports to build a network of airports participating in the program. The goal is to grow the Edge4Vets system of PREP and CONNECT and offer the program to dozens of airports simultaneously over the next few years. Buffalo Niagara International Airport has committed to join HAS for the spring offering, and two other airports are currently exploring the procurement process. Beginning in the spring of 2022, Embry–Riddle Aeronautical University will work with Edge4Vets to publicize the training workshop series to its student and veterans studying aviation world-wide and give them an opportunity to connect to jobs at airports in the ACI-NA/Edge4Vets network.

Edge4Vets teaches veterans how to translate their military strengths into tools for civilian success, and then connects them with human resources professionals at participating airports to learn about career opportunities. They watch videos, do exercises and create a personal PLAN4SUCCESS with statements in four areas: Vision, Values, Skills and an Action Plan.

For more information on Edge4Vets and the online training system of PREP and CONNECT, please visit Edge4Vets.org.

To learn more about how your airport can participate in the expansion of this program, please contact Nancy Zimini, ACI-NA’s Chief Administration and Operations Officer at NZimini@airportscouncil.org.

St. Pete-Clearwater International Airport (PIE) Celebrating 15th Anniversary with Allegiant Air!

Posted on | by RaechelRucker

By Tom Jewsbury, Airport Director, St. Pete-Clearwater International Airport (PIE)

Fifteen years has flown by, literally, with Allegiant! In September 2006, PIE announced a new airline was coming to town with 12 non-stop, low-cost destinations! Allegiant made headlines with its 12-hour $12 fare promotion and PIE began a new chapter of setting passenger records.

Today, PIE is Allegiant’s 2nd biggest airport in the 130 plus it serves. With 59 non-stop destinations, Allegiant and St. Pete-Clearwater Int’l claim the most non-stops of all airlines in the Tampa Bay area. It launched with the idea to link small, underserved airports and create new affordable opportunities for families and friends to connect and vacation. The Result – PIE consistently ranks in the top 10 airports for lowest round-trip domestic airfare; in 2020, PIE ranked #7 with $107.16 compared to the national average round-trip airfare of $292.20 (US Department of Transportation, Bureau of Transportation Statistics). Together, PIE and Allegiant’s value and convenience, created a loyal passenger base and boosted our tourism economy.

“Allegiant has been the gateway to visiting my daughter and now grandchildren for the past decade. With nonstop flights from Allentown to St. Pete-Clearwater, it’s made visiting an absolute breeze! We loved St. Pete so much we decided to visit permanently in 2020!” shared Allegiant passenger Rosanne Totzke.

The first flights launched on November 16, 2006 included Allentown, PA; Rockford, IL; and Peoria, IL; and year after year, new destinations have been added. Our strong growth in passengers reflects the rise in new destinations; Since Allegiant’s first full year (2007) to 2019 (last pre pandemic calendar year), Allegiant passengers increased by over 200% at PIE!

“St. Pete-Clearwater International Airport is a terrific partner and a wonderful example of the many benefits a locally-focused, easy-to-access airport brings to leisure travelers,” said Maurice J. Gallagher, Jr., Allegiant’s chairman and chief executive officer. “Unlike other carriers, Allegiant is 100 percent focused on providing access to affordable, convenient nonstop flights that make vacations possible. Our growth and success at PIE over 15 years is testament to a partnership that helps us keep fares low, at a friendly location our customers love.”

Allegiant has celebrated our collective success along the way with some exciting giveaways and community contributions! Participating in school field trip tours and an aviation careers video, Southeastern Guide Dog Puppy Training Tours, hurricane donation drives, Big Brothers Big Sisters Workplace Mentoring program, Make-A-Wish travel packages, dedicated Veterans Honor Flight charters, Allegiant makes a difference in our community.

“PIE is fortunate to have a strong partnership with Allegiant and look forward to continued growth. Tampa Bay travel opportunities were transformed when Allegiant launched in St. Pete-Clearwater. Our improvements and growth are tied to their investment in our region.” Tom Jewsbury, St. Pete-Clearwater International Airport Director.

Integrating Health Requirements into the Travel Ecosystem

Posted on | by RaechelRucker


By Sherry Stein, Head of Technology Strategy, SITA

Many countries require landing cards or declaration forms as part of the customs and immigration process; most are distributed as paper forms and collected upon entry at the border. Many forms not only provide valuable contact-tracing information, requiring a traveler to provide a local address while in the country, but can also include health-related disclosures. For instance, “Have you visited a farm during your stay?” helps determine risk of exposure and possible transmission of BSE (mad-cow disease).

Health-related questions on customs & immigration declaration forms have often been an important consideration in obtaining a traveler’s self-reported disclosure for possible exposure for various infectious diseases – such as SARS, MERS, H1N1, and recently, COVID19 – and can help guide efforts in managing epidemic and pandemic response. The importance of health-related processes in travel remains paramount and now more evident than ever.

The digital-shift continues to transform border-management processes, accelerating the ability to coordinate and manage a global response to threats of new epidemics before reaching pandemic-level crisis and, ideally, pre-empt the need to lock down borders.

Health Protect offers a collaborative industry approach to addressing the evolving requirement to include health status checks as part of the travel process – and offers the ability to do so with little disruption to existing industry processes.

  • During airline check-in (mobile or kiosk), the traditional advance passenger process checks can now add accompanying verification of health declaration status, allowing an airline to issue a boarding pass via self-service, without having to visually assess a printed COVID19 test result at the ticket counter.
  • Based on the holistic process, an airline and border-agency are able to make board/no-board decisions that reduce risk of inadmissible travelers being denied entry on arrival or being subject to quarantine or additional testing.

Recently we conducted a trial with SimplyGo in which travelers flying from Germany and Estonia to the United Arab Emirates obtained a negative COVID-19 result via their SimplyGo app before traveling. Integration with the UAE government systems was made possible through the Advance Passenger Processing (APP) platform delivered by SITA. This allowed airlines to offer self-service passenger processing without needing to manually or visually inspect the test results; the verification had already been completed by the UAE border officials.

In April 2021, supporting Sovrin Foundation principles, Aruba introduced the Happy Traveler Card, a self-sovereign identity solution that allowed travelers to Aruba to receive a digital health credential, issued by the Aruba Health Ministry, providing access to services, restaurants and other amenities throughout the island. The solution is based on Linux Foundation’s Cardea code, an open-source ecosystem for exchanging privacy-preserving digital health certificates. A trusted, government-issued digital credential confirms that the traveler’s identity has been correctly verified and linked to a negative test-result. Local service providers (hotels, restaurants, casinos) can rely upon the Happy Traveler Card to grant access to services without access to personal information or having to see the paper test result.  The green check tells them all they need to know.

2021 has seen a growing focus on collaborative initiatives for introducing digital health credentials, or health passports, that can reduce fraud and incorporate digital-identity solution principles. SITA is exploring a collaborative industry approach that integrates the various health-oriented solutions with the existing travel ecosystem.

There is no doubt that COVID-19 has had a dramatic impact on the travel industry. It has also created an opportunity to accelerate digital progress, re-emphasize the importance of health in borders management and international travel, and creates an opportunity to increase the resilience of our processes should we face another epidemic or global pandemic in the future.

How to Build a Post-COVID Customer Experience Action Plan

Posted on | by RaechelRucker


By Liliana Petrova, Founder and CEO, The Petrova Experience

As we welcome the new wave of travelers, ensuring safe, seamless experiences is make-or-break for airports in the next 6 months. It is incumbent upon airports to create human-centered experiences that alleviate customer anxiety and transform passengers into advocates for travel. To do this, airport operators must serve passengers differently, both in the terminal and online.  But where do you begin? You can start by making a Post-Covid Customer Experience Action Plan.

CX Assessment

The first step of the Post – Covid Customer Experience Plan is a CX Assessment -a  comprehensive evaluation of the experience you currently offer.

Before you start your CX Assessment, do a mindset check. Do not think like yourself. For you, the terminal is your second home. Instead, think like an anxious traveler who has not been in an airport for a year, who may still have doubts that she/he should be there at all.

This is not merely an ideation exercise; it should involve interviewing customers to hear their voice and spending time in your terminal and on your website as if you are traveling that day. Divide your assessment into sections: Communications and Hospitality; Services and Entertainment; and Amenities.

Digital Experience: Build Connection and Alleviate Anxiety

Think about being at home, ready to make your first trip of 2021. Check your airport website. Is your website language alleviating or increasing anxiety?

Can you easily find:

1) information about airport expectations and/or regulations regarding masks, concessions working hours, suspended services, etc.

3) updates on airport construction projects

4) relevant wayfinding information

Physical Experience: Strengthen Connection and Promote Confidence

Next, examine the physical experience. Walk through the terminal as if you have never flown out of your airport. How clear is the wayfinding?

Now, think about the service changes to travel following COVID. Do you have any kind of substitutes for the in-person volunteers? Digital/self-service concierge solutions, virtual volunteers, even robots that roam the airport are all ways for your volunteers to maintain strong connections with your guests remotely.

The final, crucial, step of the Airport CX Assessment, is to check if your airport is inclusive. Put yourself in the position of an individual in need of a wheelchair, or a parent with a young child. Are there support services that are still not available because of COVID? Lastly, if you are an international airport, are there any communication materials for passengers explaining local COVID protocols and other important information?

Programming and Funding

Once you have completed the CX Assessment, identify and categorize gaps and opportunities in your guest’s journey. Formalize those aggregate findings into a program that includes projects that close customer experience gaps in the next 6-12 months. Now, you are ready to secure CX funding.

Getting funded can be an even greater challenge than designing transformative customer experiences. To streamline the process and start delivering better travel experiences fast, remember to align your thinking and communication with your brand strategy. Leverage the data you gathered in the CX Assessment, share your programming ideas, and connect your CX program outcomes with your airport’s bottom line.

Do not be afraid to create a sense of urgency. This is a classic case of “you never get a second chance to make a first impression.” We have one chance to meet our returning travelers where they are. And to pave the way for a return to travel that sustains and uplifts our industry.

For help executing your Customer Experience Action Plan in time to welcome your new travelers, contact The Petrova Experience.

ACI-NA Joins Collaboration to Honor Aviation Heroes of 9/11

Posted on | by RaechelRucker

By Tom Murphy, Director, Human Resiliency Institute, Fordham University

The airport industry is no stranger to adversity. We have faced many challenges over the years, though none can stand against September 11, 2001 and the COVID-19 pandemic. These crises, nearly two decades apart, represent the greatest disruptions aviation has ever seen. However, resilience is the hallmark of the airport industry. We always respond, no matter the challenge and that spirit will never give way to defeat.

The 20th anniversary of September 11, 2001 is drawing near at a time when the airport industry is moving steps forward on the path to recovery from COVID-19. This presents an opportunity to reflect on the obstacles that resulted from September 11th, learn and apply those principles to the existing crisis.

Fordham University’s Human Resiliency Institute is working in partnership with other aviation industry organizations, including ACI-NA, to give today’s aviation workers and students an opportunity to learn resiliency lessons from September 11th’s aviation heroes.

The project, Reclaiming the Sky Resiliency Essay Competition, will be part of a tribute to aviation workers on the 20th Anniversary of September 11th later this year. This project draws on the courageous stories of airport and airline workers in Boston, New Jersey, New York, Washington, D.C. and Shanksville, PA, profiled in Tom Murphy’s book, Reclaiming the Sky: 9/11 and the Untold Story of the Men and Women Who Kept America Flying.

The essay competition will kick off on Wednesday, April 21 with a webinar featuring representatives from several organizations and others in aviation to collaboratively put a focus on the courage of aviation workers on September 11th and make “Never Forget” into an action statement.

In addition, ACI-NA’s Human Resources Committee will assist in leading an awareness campaign at its member airports to promote this project.

The essay competition is divided into three categories: Airport Workers, Airline Employees (including flight attendants and pilots,) and Students. The award in the Airport category will be named for the late Susan Baer, former General Manager of Newark Liberty International Airport on September 11, 2001 where Flight 93 departed. The Airline category will be named for Ken and Jennifer Lewis, husband and wife flight attendants who perished on Flight 77 that crashed into the Pentagon. The Student category will named for Marianne MacFarlane and Jesus Sanchez, two United Airlines agents at Boston Logan International Airport who perished on Flight 175 that crashed into the South Tower. Honorable Mention awards will be named for Betty Ong, the American Airlines flight attendant who called in from Flight 11 to report the hijackers. Awards of $1000 will be presented for each category.

Essays will be accepted online at reclaimingthesky.com until Tuesday, August 10. The announcement of the winners will be made in early September as part of the commemoration of the 20th anniversary of September 11, 2001.

For full details on the project, and to register, please visit reclaimingthesky.com. Program details can also be seen in a video clip here.

Best Practices Can Help Airports Mitigate Growing Vendor and Third-Party Cybersecurity Risk

Posted on | by RaechelRucker


By Michael Corcione, Partner, HKA Global, Inc.

In recent years, cyber-attackers have preyed upon the weaknesses of vendors and third parties to access computer systems at hospitals, banks, financial services firms, retailers, utilities, transportation systems, and other critical infrastructure.

Airports are similarly vulnerable.  Outside vendors or third parties provide services or support for nearly every part of airports’ ecosystems, including air traffic systems, passenger ticketing, baggage handling, transport systems, parking management, communications, security, concessions, and payment systems.

While airports’ security controls may be well hardened, those of their vendors may be more easily breached. Mitigating this growing area of risk requires a thoughtful mix of careful planning, objective monitoring, and diligent management.

Vendor and third-party risk management must start with a solid policy that identifies how an airport will assess, manage, monitor, remediate and, in some cases, accept risks.

Since all vendors and third parties aren’t equal in terms of security protocols, the airport’s risk management policy must outline how it will risk-rate its vendors. This risk-rating has many components, with the heaviest weighting in two categories:  1) What is the vendor or third party’s level of access to the airport’s most sensitive data, key systems, and business processes?  The more access, the higher the risk. 2) What is the vendor’s maturity level?  Maturity is a reflection of several characteristics, including the length of time a vendor has been in business, its size, and the history of the product or service it offers. Generally, the more mature a company is in these categories, the more secure it is likely to be.

Risk assessments also should answer other questions:  Has the vendor or third-party kept up on its security investments? Does it train its own employees in risk management? What are its plans for cyber-incident response and recovery? How does it manage its own vendor and third-party risk? (Which, essentially, becomes a “fourth-party” risk for the airport.)

It may be prudent to request a copy of the vendor’s cyber- and information-security procedures.  Also, scrutinize the vendor’s financial posture, reputation, and compliance with laws and regulations. On-site visits also may be a good idea, especially if the company is providing data-hosting services.

Potential vendors should demonstrate that their cybersecurity program meets industry standards and, ideally, are certified by a reputable external auditor.

Airports should implement their own control systems for vendor and third-party risk-rating, due-diligence, on-boarding, continuous monitoring, and off-boarding. There are several risk management software programs on the market. In most cases, one solution alone may not be enough, and airports should select tools based on their immediate and long-term needs and budgets.

Industry organizations can help. The International Air Transport Association (IATA) provides guidance and latest updates on cybersecurity standards and regulations. Its January 2021 report includes crucial developments and links to knowledge centers of leading industry watchdogs:  Compilation of Cyber Security Regulations, Standards, Guidance for Civil Aviation.

Training can be invaluable in on-boarding new vendors and managing overall vendor risk and should be updated as new technologies—and new risks—emerge.

Finally, it’s important to remember that cyber-attackers aren’t going away. To effectively manage and minimize risk, airports must establish, maintain and continually improve a comprehensive cybersecurity program that manages risk at all levels and at all touch points.  While the task is not easy, it is achievable. Given the nature of an airport’s operations, its place in the community and local economy, and the number of people who pass through it every day, failure cannot be an option.

The information provided in this article is intended for general educational purposes only—it does not constitute legal, accounting, or other professional advice, and it should not be relied upon as the basis for your business decisions.

For HKA’s white paper and expanded thought leadership on how Best Practices Can Help Airports Mitigate Growing Vendor and Third-Party Cybersecurity Risk, please click here.

# # #

Michael Corcione is a Partner at HKA, which provides multi-disciplinary risk mitigation and dispute resolution services to clients worldwide. Mr. Corcione has more than 30 years of experience in advising companies and boards of directors on technology, cybersecurity and privacy and risk management strategies. Over the past decade, he has led the delivery of Virtual Chief Information Security Officer (vCISO) services for advisory firms, which provide a CISO, along with cyber, privacy, and information security subject-matter experts, to organizations of all sizes and verticals. He is a member of the cybersecurity advisory board at Pace University, and a member of the Board of Trustees of the American Management Association International.

Leveraging Brand Values to Win back Customer Confidence

Posted on | by RaechelRucker

By Roel Huinink, President & CEO, JFKIAT

At JFKIAT our T4 is MORE culture is driven by our greatest asset, our people and community. However, as an air terminal with 12,000 employees and numerous stakeholders, sustaining a customer-centric culture is an ongoing effort. Together with our partners at the Port Authority of New York and New Jersey (PANYNJ), we align our T4 is MORE customer experience program with their WE SOAR program to create a consistent and holistic customer-centric culture. Over time, this strong cultural foundation has allowed us to be resilient, persevere, and win back customer confidence.

“MORE” or “Making Outstanding Rewarding Experiences,” is delivered by thoughtfully acting on our brand values that each employee wears on their lanyard: Be Happy and Friendly, Be Informative, Be Safe and Be Memorable and are directly aligned with our efforts to win back customer confidence in air travel.

Be Happy and Be Friendly

It’s been said that happy employees create happy customers, and we agree. Although it would have been easy to cancel the 2020 Employee Appreciation Day event due to the pandemic, we decided to move on with this beloved event to create cheer and show empathy and appreciation when it was most needed.

Creating a community culture is key, especially in the midst of a pandemic. We approach our stakeholders, service providers and airline customers as partners in our shared success and ask for their collaboration and feedback at all levels. After implementing our initial COVID-19 response and recovery initiatives, we actively surveyed our airline customers to measure effectiveness and gain improvement insights.

Be Informative

Being informative is at the core of what we do, and customers are quick to ask any one of our employees a question. This year we transformed our traditional T4 is MORE classroom training to a new interactive and gamified web-based training. From the beginning of the pandemic we have consistently communicated with employees via our online T4 Safe Travel Resource Center, T4 is MORE email newsletter, and virtual T4 community meetings.

Be Safe

Safety is our highest priority and creating a safe environment that wins back customer confidence depends on our employees’ behaviors and actions. For example, we have methodically increased our deep cleaning routines throughout the terminal using anti-viral solutions and electrostatic cleaning in high touch areas. Optics are critical to building customer confidence and our cleaning employees are highly visible.

Throughout the pandemic, JFKIAT’s Health and Wellness pilot program has tested Thermo Temperature platforms from FLIR, Thales, and Omnisense. We are now testing the Health Pass by CLEAR thermal temperature screening platform. We also continue to closely collaborate with the PANYNJ and all of our stakeholders, including the CDC and the New York State Department of Health, to support them in their efforts to create a safe environment.

Be Memorable

As part of our larger COVID-19 response and recovery initiatives, we developed a communications strategy to generate awareness, educate and inform both employees and customers of what to expect and what is required of them to keep everyone safe.

Rather than implementing the standard institutional instructional strategy, we developed and executed S.M.I.L.E at T4. This multichannel digital and print campaign personifies the ‘Be Memorable’ brand value, and brings positivity while informing and educating.

Although this a small sample of what we’ve done here at T4 to successfully leverage our brand values to win back customer confidence, we hope that you can apply this learning to increase customer confidence and regain business.

The Importance of Employee Resilience

Posted on | by RaechelRucker


By Roel Huinink, President & CEO, JFKIAT

This past year has disrupted and accelerated the pace of change in people, processes, place and technology across all aspects of the aviation industry. Although we are faced with daily uncertainty, we continue to be flexible, collaborate, share and explore new ways to adapt to the new normal of air travel.

After nearly a year of pandemic operations, it’s become clear that this accelerated pace of transformative change we’ve experienced in 2020 will remain with us for the foreseeable future. A term we have heard industry leaders use throughout the pandemic is resilience – the ability to recover quickly from difficult situations. Based on what we’ve learned at JFKIAT, resilience is just as important to reinforce within an organization’s culture as is crisis response to a global pandemic.

We have prioritized the health and safety of our employees throughout the crisis and as a result, we have a strong culture of unity and placed that first and foremost during this crisis.  We have not only persevered, but have also witnessed our community and partners go above and beyond to ensure a safe and secure environment to win back customer confidence. Thanks to our experiences, we encourage and believe deeply the value of building and maintaining a resilient employee culture.

Ensure safety and provide reassurance within the workplace

As essential workers, our employees at T4 have been on the front lines throughout the crisis. For many, this crisis began long before the U.S. response was widespread. Back in January 2020, due to CDC recommendations, our teams were meeting Wuhan flights alongside our government partners. We remained the only terminal at JFK operating 24/7 throughout the entire pandemic, and even as we saw decreases in flight and passenger traffic, our employees continued to come to work every day for 12 hour shifts to maintain separated workforces for social distancing.

In the early months of the pandemic, our team developed a multi-faceted, comprehensive response and recovery campaign to ensure the safety and wellbeing of customers and employees. To keep employees safe, we stockpiled PPE to ensure that our staff had the proper protective gear to perform their work, conducted numerous temperature check pilots for passengers and employees, and worked with XpresCheck to launch the country’s first COVID-19 testing facility at an air terminal to make testing conveniently available for our employees and travelers right in the arrivals hall at T4.

Reinforce your mission

A recent ACI study found that 80% of respondents were confident that airports and airlines are providing a safe environment.  Still, we have more work to do to demonstrate that airports are taking the right safety measures to restore customer confidence.

At JFKIAT, a cornerstone of our mission is to provide the highest levels of safety and security, and we have worked very hard to incorporate that mission into every aspect of our culture at T4. Reinforcing that mission became a critical aspect of our efforts to keep T4 safe throughout the pandemic.

Our core values became even more important as our employees implemented enhanced cleaning processes, followed new social distancing procedures, and worked to relieve customers’ anxiety during their travels. Reinforcing your core “why” is important to keep employees, and leaders alike, focused on what really matters – especially in times of crisis.

Express gratitude and appreciation

Keeping our employees and partners informed and connected was essential to our efforts as we dealt with the pandemic’s impacts, and in every communication, we let them know how grateful we were for their contributions to the T4 community. We launched a social media series, Heroes of T4, to spotlight our employees’ exceptional work, launched an employee “thank you” video within the first few months of the crisis, and hosted an Employee Appreciation Day over the summer to express our thanks for their dedication. Continually communicating gratitude to our staff has helped us to boost morale and maintain a positive environment at T4.

We recognized every aspect of this pandemic and response was not easy for most. Our industry and employees will be changed forever. If we have made a positive impact on our community to ensure they know we support their safety, security, health and well-being first and foremost goes a long way – and is the single most important aspect to restore customer confidence.  We care about every single person that walks through our doors and we prove that every day. As we look to the future, I believe that resilience within an organization’s culture will be critical as the aviation industry continues to transform.