REINVENTING THE AIRPORT ECOSYSTEM - Amadeus

1 A new airline industry reportReinventing the AIRPORT EcosystemContentsExecutive Summary 4 Research Methodology 61. Macro Trends and Impacting Factors Political factors 8> Open skies 8> State capitalism Economic factors 9> Economic outlook 9> Global growth 9> Wealth distribution 9> Centre of power 9> Economic globalisation 9> Airline profitability Social factors 11> Global population 11> Passenger numbers 11> Ageing population 12> Global middle class Technological & Scientific factors 13> Evolution of personal mobile ecosystems 13> Delivery of information & communication to the mobile device 13> Use of social media 13> Connecting communities 14> Passenger attitudes to technology 15> How airports will adapt and accommodate the future 15> Technology infrastructure Environmental factors 18> Fuel price volatility 18> Environmental sustainability Legislative factors 19> Global regulation

2 19> Airline alliances 192. Passenger Perspective on the Future What causes passengers stress in their journey? What factors would contribute most to passengers wellbeing? Rethinking the passenger journey over the next 5 years 21> AIRPORT interconnectivity 21> Check-in 22> Baggage handling 23> Security, immigration & border control 24> Boarding Identifying passengers in the AIRPORT environment Communicating with passengers Additional developments to enhance the AIRPORT experience 27> Create a sense of place 27> Personalisation 27> Sustainability 28> Non-aeronautical revenue generation 283. Industry Drivers Shaping ECOSYSTEM Architecture & Strategies The importance of non-aeronautical revenues 35> Airports 35> Airlines 36> Airlines/airports revenue sharing New approaches to finance investment 38> Turning owned assets into rented services 38> Auctions 38> Crowd sourced financing Enhancing the passenger experience 38> On the security front 38> On the sustainability front New approaches to operations 39> Collaborative decision making 39> New terminal design 394.

3 Mapping Strategic Direction for the Next 20 Years Adopting a long term perspective? Defining the ECOSYSTEM architecture 40> Conceptual model 41> Infrastructure model 42> Revenue generating model 42> Customer engagement model 43> Service delivery model 43> Financing model 44 Conclusion 46 Contributors 49 About Amadeus 51 About Fast Future 51 REINVENTING the AIRPORT ECOSYSTEM 3 ForewordTwenty years from now, the AIRPORT environment will be unrecognisable The aviation industry has always been a leader in development and innovation. Over the years, as the industry has matured and grown, a finely balanced ECOSYSTEM has been built through constant activity, growth, change and advancements.

4 This ECOSYSTEM , which is comprised of all the players present in the AIRPORT environment, has supported tremendous growth in low-cost travel and has met the needs of an ever increasing and diverse number of travellers. For the major players of this ECOSYSTEM , the last decade has shown not only how interconnected their operations are but also how closely their fortunes are intertwined. Like any ECOSYSTEM , the key is to continually examine how we can all work more closely together to meet the needs of our customers and, ultimately, the end traveller. The next 10-20 years hold great potential for airports and all those involved in air travel. We expect a rapid pace of development as social change and new technology propel the AIRPORT from its current focus of serving passengers for air travel to encompass a far wider existence that provides a greater breadth of services.

5 The AIRPORT has long been a primary point of service delivery for travellers undertaking a total trip which encompasses a wide variety of stages from booking to destination. In this research 43% of travellers told us they wanted to reestablish the wonder and magic that was historically associated with air travel. If this is to be achieved then we need to think differently. Every player in the AIRPORT ECOSYSTEM must re-examine exactly what tomorrow s travellers will demand and begin to plan to meet those needs, not in isolation, but in conjunction with other companies and organisations. The report provides an independent, expert, perspective about future strategies and models which will help determine the way airlines and airports can deliver a streamlined, stress free and holistic service to their customers.

6 The good news is that travellers have told us they will be willing to spend more time and money at the AIRPORT , but only if the AIRPORT experience comprises inspiring leisure options and a competitive, enticing retail ideas and predictions contained within leave me with great optimism that the AIRPORT experience will remain relevant and that AIRPORT operations can achieve improved levels of profitability for all organisations that support them into the future. We hope this report provides you with valuable insight into how advances in travel technology will affect passengers, and also the importance collaboration plays in the future of the aviation industry as it helps to reshape travel in the next decade and beyond. We look forward to participating in the ongoing discussion we hope and anticipate this paper will Sattel Senior Vice President, Airline IT, AmadeusJohn Jarrell VP and Head of AIRPORT IT, Amadeus 4 REINVENTING the AIRPORT EcosystemThe observations from this report originate from primary field research, conducted in interview format with key representatives from major travel and technology business sectors, and then tested against a large sample of global travellers.

7 The aim of this report is to understand which future strategies and models will help determine the way airlines and airports can provide a competitive response to managing a streamlined total trip experience. Active engagement with passengers and collaboration with all the various players present in the AIRPORT ECOSYSTEM will help secure business sustainability and profitability in the years to influences on the aviation sectorThe airline ECOSYSTEM is a fascinating hive of constant activity, change and advancement. As a sector, the aviation industry is very susceptible to influences from the macro environment, and effectively represents a microcosm of the political, economic, social, technological, environmental and legislative trends that shape both developed and emerging industry plays a major role in national and international governmental policy-making: the undeniable impact aviation has on our environment, border controls, Open Skies , changes in the pattern of wealth distribution and GDP growth, all place the business of airlines and airports at the top of the political and economic the industry operates now and in the future is largely determined by social change and technological evolution which we are witnessing on an unprecedented scale.

8 Population growth forecasts will drive route openings, an aging demographic will lead to new levels of service personalisation, and with 85% of the Earth s population now receiving mobile coverage, global availability of personal mobile technology will change forever the way aviation players interact with and sell to tomorrow s traveller. How will advances in travel technology affect passengers?Today, we see biometrics in use at passport control and bio-mimicry principles driving aircraft design. Five years from now, space travel could feasibly be a reality, with super jet planes flying into earth s lower orbit. They would of course take off and land from state-of-the-art spaceports sporting natural user interfaces at passenger touch points, intelligently in sync with each customer s unique preferences and purchasing passenger perspective on the futureWhat is the passenger s take on the pursuit of an efficient and unified AIRPORT ECOSYSTEM ?

9 From the traveller perspective, a stress-free passenger experience is the number one priority. This will require more automated processes which offer speed, convenience and ease of use, all of which are possible with advancements in customer-centric technologies (remote check-in, NFC devices, electronic passports/bag tags). However, the trade-off is relinquishing some control over data ownership in order for airlines and airports to more accurately track and manage passenger window of opportunity for non- aeronautical revenuesThere is also anticipation that ongoing investment in AIRPORT retail, leisure and dining facilities will generate substantial non-aeronautical revenues for airports and their serving airlines, transforming landside and airside space into a hub of diverse activities. Imagine an AIRPORT where the retail experience is so impressive you choose to shop there without even flying!

10 Or how about taking a pre-flight swim and sampling some local cuisine sourced from the AIRPORT farm? No time to shop - then just use your in-flight app to make purchases in the air which you pick up on the ground? These concepts are all just around the corner! However, collaboration between airports and airlines to forge non-aeronautical, revenue-sharing agreements will be essential for this strategy to SummaryReinventing the AIRPORT ECOSYSTEM 5 Innovation, collaboration, engagement - the keys to a successful ecosystemAirlines and airports will increasingly depend on new revenue models to grow profits and serve an ever-more discerning passenger. The AIRPORT environment will evolve to become more operationally efficient, secure, engaging and environmentally this is achieved will depend on the strategic direction each ECOSYSTEM partner takes to inter-collaborate on common goals.