National Academies Press: OpenBook

Common Use Facilities and Equipment at Airports (2008)

Chapter: Appendix B - Case Studies

« Previous: Appendix A - CUTE and CUSS Implementations, World-Wide
Page 64
Suggested Citation:"Appendix B - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Page 65
Suggested Citation:"Appendix B - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Page 65
Page 66
Suggested Citation:"Appendix B - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
×
Page 66
Page 67
Suggested Citation:"Appendix B - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
×
Page 67
Page 68
Suggested Citation:"Appendix B - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Page 68

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64 ALASKA AIRLINES—TECHNOLOGY ENABLING BUSINESS Interview Participants Bill Hepner Loesje de Groen Summary Alaska Airlines strives to differentiate itself by using technology to enable business processes. As Alaska Airlines continually reviews business processes for improvement, they look for areas where technology can play a role in facilitating, or improving, that busi- ness process. If there is no technology solution available to affect the business process, then Alaska Airlines creates the solution themselves. When the industry establishes a standard to perform the task that Alaska Airlines has already improved, they prepare a plan to migrate to the standard. Alaska Airlines Profile The foundation for Alaska Airlines was laid in 1932, when Mac McGhee began flying in Alaska. In 1934, McGhee Airlines merged with another airline, and then after several more mergers, Alaska Airlines was born. In 1952, Alaska Airlines began scheduled ser- vice to the lower 48 states. In 1995, Alaska Airlines became the first U.S. airline to sell tickets via the Internet. In 2006, Alaska Airlines carried 17.2 million passengers (Alaska Air Group . . . 2006). Situation Alaska Airlines is an innovator in both aviation and aviation tech- nology. It has continually been among the first to implement new technologies to improve airline efficiency and passenger satisfac- tion. Because of this pioneering spirit, Alaska Airlines tends to be in a position to create new technologies and then work with the in- dustry to create the standards around those new technologies. Alaska Airlines is based in Seattle, Washington, and services mostly the western United States, Canada, and Mexico. This service area has limited their exposure to common use. In spite of this, Alaska Airlines has been using common use systems, and develop- ing their own common use applications, for about five years. There are two main reasons for Alaska Airlines’ late entry into the common use environment. First, many of the airports they ser- vice have not implemented common use. Second, because of their pioneering spirit in technology, many of the business processes that they developed prior to common use utilized technology solutions that were not supported by common use systems. This situation is changing, as more airports adopt com- mon use. Alaska Airlines will only adopt technology where it will facilitate, or improve, their business processes. The goal for Alaska Airlines is to improve customer service, building upon their award-winning customer service reputation. Technology plays an important role in that goal. Alaska Airlines is very interested when one of the airports in the 48 destinations that it services is considering a common use strategy. The main focus for their interest is how it will affect customer service. Alaska Airlines is concerned that when an airport moves along the common use con- tinuum, it could cause difficulties and thus negatively impact the ex- perience of Alaska Airlines’ customers. Alaska Airlines sees many benefits with common use. For ex- ample, at some airports, Alaska Airlines has to arrive as an interna- tional flight. Its passengers must deplane and proceed through cus- toms and immigration, only to enplane at another gate. The passengers and the aircraft must be transported to another gate, sometimes at another terminal, to continue the flight. Common use would improve this process by allowing the airline to stay at the gate and thus be able to turn the flight faster. Alaska Airlines likes to be involved early on in the design dis- cussions with airports that are considering moving along the com- mon use continuum. The airline wants to ensure their success by protecting their business processes, and making sure that customer service is not negatively impacted by the common use strategy. Alaska Airlines likes to look at each airport independently. The same common use strategy that applies at one airport may not apply to another. It is important to Alaska Airlines to ensure that each air- port station that Alaska Airlines operates is efficient, and is provid- ing award-winning customer service. AMERICAN AIRLINES—A CALL FOR IMPROVED STANDARDS Interview Participants Tim McGraw Summary American Airlines has been testing and implementing self-service devices since the early 1980s, with a focus to improve customer ser- vice. When IATA began creating standards for common use, American Airlines was involved because of their focus on customer service. American Airlines has continued to work on both their pro- prietary self-service applications and with the industry to improve the common use standards. They continue to support developing the standards so that as the industry matures in common use, they will be there defining the functionality required to meet customer service. American Airlines Profile In 1926, Charles A. Lindbergh was the chief pilot of Robertson Aircraft Corporation. By 1929, Robertson Aircraft Corporation was acquired by The Aviation Corporation, along with many other young aviation companies. By 1930, The Aviation Corporation was incorporated into American Airways, Inc., and in 1934 American Airways became American Airlines, Inc. In 2006, American Airlines carried 99.835 million passengers (World Air Transport Statistics, 51st ed., IATA, May 2006), making it the largest air car- rier in the world, by number of passengers carried. Situation American Airlines has always looked at information technology as a way to facilitate passenger service. In 1984, American Airlines APPENDIX B Case Studies

65 was one of the first airlines to implement a self-service, passenger facing kiosk. The system was installed in several airports, but eventually it was decommissioned. Through this implementation, American Airlines learned many lessons in self-service. In 1995, American Airlines began investigating e-ticketing. About that time, they were also experimenting with self-service at the gate, al- lowing passengers to check themselves in directly at the gate and board the airplane. This implementation was limited to their Ad- miral’s Club members, with plans to roll out to all passengers at some point in the future. In 1998, American Airlines opened Love Field and needed to fa- cilitate curbside check-in. This need also facilitated the next gener- ation in American Airlines’ self-service kiosks. These kiosks were designed to work with AAdvantage members, and at the time only supported flights from Love Field and other destinations. The application was not able to print boarding passes for con- necting flights to continuing destinations. When American Airlines started service at Dallas Terminal B, it modified the application to support connecting flights. At the same time, other airlines were pursuing self-service kiosks. The airlines and IATA recognized that it was necessary to create a standard to control the proliferation of these kiosks, and the CUSS specification was born. The committee to create this industry initiative was comprised of airlines, airports, and vendors. It was through this process of creating CUSS that IATA recognized the need for a rewrite of the CUTE recommended practice. Throughout this process, American Airlines has participated in the committees and provided expertise and input. In addition, American Airlines is also participating with TRB to study and bring a better understand- ing of common use to the industry. Although American Airlines believes that the standards are re- quired to create a better environment for airlines and airports to ef- ficiently operate in today’s environment, it also recognizes that the current standards and implementations are not achieving its goals. American Airlines continues to work with the standards organiza- tions to create standards that improve the use of the airport, allow for a timely distribution of applications updates, and are transparent to the airlines. Even so, until common use systems meet these re- quirements, it will continue to look toward proprietary systems to facilitate its business process. AMSTERDAM AIRPORT SCHIPHOL—ADVANCED PASSENGER PROCESSING Interview Participants Annemieke Nuesink Summary Amsterdam Airport Schiphol is constantly looking to the future to improve their business and service to passengers. Amsterdam Air- port Schiphol has a history of being on the leading edge of technol- ogy. As they continue to improve their customer service, they look for ways to implement technology to gain competitive advantages. If there is no current technology that does what Amsterdam Airport Schiphol is attempting to do, they will create it themselves. Amsterdam Airport Schiphol Profile Amsterdam Airport Schiphol started in 1916 as a military airbase, and was used for military operations exclusively until 1920. The air- port derives its name from a former fortification, named Fort Schiphol, which was part of the Amsterdam defense works. The air- port sits below sea-level and is the world’s lowest major commer- cial airport. Amsterdam Airport Schiphol has five main runways, and an additional runway used for general aviation only. In 1996, Amsterdam Airport Schiphol was ranked 12th in the world in terms of passenger traffic, with a total passenger count of 46,088,211 (Airports Council International 2007). Situation Amsterdam Airport Schiphol is competing for passengers with other major airports in the region. Amsterdam has a strategic plan to become a main port for both The Netherlands and Europe, and is competing for cargo and passenger traffic with Heathrow, Fraport, and Charles de Gaulle airports. To reach this goal, Amsterdam Airport Schiphol has employed technology. To con- tinue to grow in passenger traffic, Amsterdam Airport Schiphol needed to improve passenger processing and passenger flow. In July 2006, Amsterdam Airport Schiphol released a storyboard outlining the vision for improving passenger processing. Their vi- sion goes beyond improving passenger processing, but they intend to completely redesign passenger processing at the Amsterdam Airport Schiphol. A major step in the redesign of passenger processing was taken when Amsterdam Airport Schiphol installed Common Use Self- service (CUSS) kiosks. These kiosks have enabled passengers to check themselves in for flights, and then proceed to a check-in desk to have their baggage tagged and injected into the baggage system. Amsterdam Airport Schiphol continues to expand the number of kiosks, and currently has 23 airline applications installed on its CUSS kiosks. Any passenger for one of the 23 airlines simply needs to find an open kiosk for flight check-in and proceed to baggage check-in at their airline. Amsterdam Airport Schiphol has also installed Common Use Terminal Equipment (CUTE) to allow its check-in desks to be com- mon use. This flexibility allows Amsterdam Airport Schiphol to facilitate the expansion, movement, or addition of airlines without having to have dedicated kiosks or dedicated check-in desks. Although the major carrier, KLM, still has dedicated space, many other carriers are using common use space. As new airlines are added into the airport, they can be added to the common use systems and integrated into the CUSS kiosks. Amsterdam Airport Schiphol plans to complete the redesign of passenger processing by 2011. The culmination of this redesign is a completely automated passenger check-in process. The automated process will allow passengers to authorize themselves to cross the border with their passport, label their own baggage, and place it onto the baggage belt. Passenger processing will eventually have all of the processes linked and integrated so that the number of times a passenger has to identify themselves is reduced. The goal is to alert passengers only if something goes wrong and to eliminate the need of any aid from a ground host/hostess. The stated goals of this redesign is to eliminate most queues, en- able the airport to handle 60 million passengers within the current terminal building, and implement cost savings throughout the process for both the airport and airlines. The elements that are going to facilitate this vision are the self-service Internet check-in, self- service baggage drop-off, self-service border authorization, and high secure boarding. As Amsterdam Airport Schiphol moves to- ward fundamentally changing the way the airport works in five years, technology will play a key role.

BRITISH AIRWAYS—SIMPLY COMMON USE BY NECESSITY Interview Participants Julian Lloyd Rhonda Rose Summary British Airways (BA) has pursued Common Use out of necessity. As international airports began installing Common Use Terminal Equipment (CUTE) systems, British Airways pursued developing applications for CUTE systems. British Airways had no technology need to implement CUTE, however they made a strategic decision to migrate away from all proprietary agent facing check-in equip- ment and focus solely on their CUTE applications to reduce the du- plication of support issues that were being driven by the common use implementations at airports it was servicing. British Airways Profile British Airways can trace its history back to the start of civil avia- tion. The forerunner to British Airways, Aircraft Transport and Travel Limited, launched the world’s first daily international sched- uled air service between London and Paris in 1919. In 1935, several small airlines offering services within the United Kingdom merged and formed the original privately owned British Airways Limited. In 1939, the airlines were nationalized to form British Overseas Air- ways Corporation. In 1987, British Airways was privatized. In 2006, British Airways carried 29.498 million passengers (World Air Transport Statistics, 51st ed., IATA, May 2006), making it the fourth largest international carrier, by number of enplaned passen- gers, in the world. Situation British Airways entered the CUTE development life cycle out of ne- cessity because many of the airports British Airways serviced were migrating to CUTE. CUTE is installed at many of the 150 airports that British Airways serves. British Airways decided to create their CUTE applications to support these airports. Now, British Airways, along with Lufthansa, KLM, and Air France, are the largest inter- national CUTE users, by number of installed sites. British Airways has created a PRS Terminal Emulator that allows it to release up- dated code and product enhancements every 8 weeks. British Air- ways considers CUTE as a necessary part of doing business in today’s airline industry. In British Airway’s opinion, CUTE is more expensive than proprietary equipment at large-scale installations. At smaller stations, where British Airways does not have the sup- port staff necessary to maintain equipment, CUTE installations are less expensive to support and maintain because British Airways does not need to dispatch support to the smaller, and possibly re- mote, stations. British Airways has developed their CUTE code base where they deploy a single application for all CUTE vendors’ platforms. The application determines the configuration, platform, and release level and automatically loads the correct code. The code is deployed on the CUTE platform in a matter of seconds, enabling the airline agent to use the system immediately. Access to the airline’s host system is emulated and the passenger check-in process is flawlessly executed. CUTE platforms require either vendor or airport support. British Airways maintains local IT support for their non-CUTE back office applications such as e-mail access, enterprise business applications, and other applications not needed for the check-in or boarding process. In the case of small installations, British Airways may issue 66 a laptop and a dial-up connection to facilitate the back office appli- cations. In these instances, local support is limited. Although British Airways has developed a sophisticated ap- plication to keep their development and deployment costs down, trouble-shooting and problem resolution continue to be difficult. With more than 150 locations, determining the source of problems with a release is complicated by the complexities of the network. Each location has different support mechanisms and may also have multiple parties involved in the separate elements of the problem. Communication between the various entities involved can cause delays in finally resolving the problems. Each airport has a unique configuration of equipment, support, and expertise. To address the problem of delays in trouble shooting, British Airways makes every attempt to get to know the local CUTE technical support personnel. The airline believes that personal rela- tionships are key to troubleshooting and fixing problems that occur in the field. FRANKFURT AIRPORT—EARLY COMMON USE Interview Participants Stefan Meyer Mira Seitz Summary Frankfurt Airport has been using common use almost as long as common use has been in existence. They were one of the first air- ports worldwide, and one of the first airports in Europe to recognize the benefits of common use to more efficiently utilize the limited terminal space that was available. In partnership with its largest carrier, Lufthansa, Frankfurt Airport continues to look at ways in implementing common use to benefit passengers, airlines, and the airport. Frankfurt Airport Profile Frankfurt Airport started in 1936 as the Rhein-Main Airport and Airship base. During World War II, the airport was almost com- pletely destroyed. In 1945, a United States air base was created at the old site, and in 1947, Verkehrsaktiengesellschaft Rhein-Main was founded. In 1972, the new terminal, now known as Terminal 1, was inaugurated and became the start of the international hub that is Frankfurt Airport. In 1996, Frankfurt Airport was ranked 8th in the world in terms of passenger traffic, with a total passenger count of 52,810,683 (Airports Council International 2007). Situation Frankfurt Airport installed its first Common Use Terminal Equip- ment (CUTE) system in 1985. By some accounts, this was SITA’s first CUTE installation in Europe. The driving force for CUTE at Frankfurt Airport was Lufthansa AG’s desire to migrate their sys- tems to CUTE for cost savings and uniformity. Since that time, Frankfurt Airport has installed more than 1,500 CUTE terminals in Terminal 1, making it the largest SITA installation in the world. Frankfurt Airport’s CUTE installation is managed as a CUTE CLUB site. Airlines and ground handlers are members of the CUTE CLUB and each has one vote to determine the future changes to the CUTE system. Because Fraport, the management company of the Frankfurt Airport, also provides ground handling, they are a mem- ber of the CUTE CLUB. CUTE CLUB members determine the cost increases for the CUTE system and make decisions to upgrade, mi- grate, add new stations, etc.

67 Fraport, as the airport management company, only provides Local Area Network (LAN) infrastructure to support the CUTE in- stallation. All other components of the CUTE installation are pro- vided by the CUTE CLUB. Fraport charges the airlines a usage fee for the network that is based on a formula utilizing passenger counts. The airport has a concession agreement with SITA, and has built a good relationship with its servicing airlines. Through these relationships Fraport is able to improve the passenger experience and passenger travel through the airport. Fraport has also installed Common Use Self-Service (CUSS) kiosks, but only on a trial basis. The airport has 14 CUSS kiosks throughout its airport campus. Fraport has 5 of its 44 CUTE CLUB member carrier applications installed on its CUSS kiosks. The CUSS installation is also a part of the CUTE CLUB, and is managed by the airlines. In this arrangement, all airlines are paying equally for the CUSS installation, even though many of them are not using the system. It was determined by the CUTE CLUB that this would be the best arrangement. Fraport works with the airlines that service Frankfurt Airport to ensure that the airport is efficiently utilized. They continue to evaluate technology, with their airport partners, to determine if the technology can make the airport operate more efficiently. One tech- nology of interest to Fraport is common bag drop. However, Fraport is currently not pursuing a common bag drop solution because IATA does not currently have a standard for it. Fraport believes that for any common use strategy to be successful, the airlines must see benefits for that strategy. LAS VEGAS MCCARRAN INTERNATIONAL AIRPORT—COMMON USE BY NECESSITY Interview Participants Samuel Ingalls Summary Las Vegas McCarran International Airport has become one of the foremost common use airports in the world. Implementing common use strategies started during construction of the D gates concourse. To make their move, Las Vegas McCarran International Airport took the then unusual step of joining with airlines and airline organiza- tions to help develop standards for common use. Today, they are rec- ognized for their forward thinking and impact on the industry to adopt common use and helping to write specifications for its future. Las Vegas McCarran International Airport Profile Las Vegas McCarran International Airport started out as a private airstrip owned by George Crockett, a descendant of the legendary Davey Crockett. In 1947, Clark County purchased the remote airstrip, much to the dismay of the local residents. In 1948, the air- port was renamed McCarran Field, after U.S. Senator Pat McCar- ran. Over the years, Las Vegas McCarran International Airport has continued to grow and in 2006 was the 11th largest airport in the world, in terms of passenger traffic, handling 46,194,882 passen- gers (Airports Council International 2007). Situation In 1978, Las Vegas McCarran International Airport adopted a plan called McCarran 2000. The purpose of this plan was to increase the capacity and efficiency of the airport. Part of this plan became the use of technology to allow flexibility, efficiency, capacity, and competition at the airport. In the 1990s, a crucial meeting with the Airport Director was conducted over construction of new gates. As the staff was discussing the need for additional gates at the airport because capacity had been reached, the participants looked out the window and saw 60–70 gates empty at that very moment. It was then that Las Vegas McCarran International Airport identified the need to implement a common use strategy. Las Vegas McCarran International Airport became exposed to Common Use Terminal Equipment (CUTE) through ACI-NA, and realized that this technology could help the airport meet its goals for capacity and efficiency. In 1997, Las Vegas McCarran International Airport became the first U.S. airport to implement CUTE. Although the initial design and implementation of CUTE cost the equivalent of the cost of constructing a new gate, Las Vegas Mc- Carran International Airport realized the capacity and efficiency equal to constructing 14 gates. Las Vegas McCarran International Airport initially installed CUTE at the gates and only later installed it at the ticket counters, when requested by the air carriers. Las Vegas McCarran International Airport included the airlines in the design process for all of the common use strategies that were implemented over the years. This has helped Las Vegas McCarran International Airport to be very successful in implementing a com- mon use strategy. Early on, the airport was interested in making all gates fully common use, with no gate assignments. However, as a compromise with the airlines, Las Vegas McCarran International Airport agreed to use a preferential lease arrangement. The next major common use strategy for Las Vegas McCarran International Airport came with the implementation of Common Use Self-Service (CUSS) kiosks. Las Vegas McCarran International Air- port was driven to this new technology because airlines were in- stalling proprietary kiosks and defeating the initiatives to make the ticketing counters common use. CUSS implementation allowed Las Vegas McCarran International Airport to improve the passenger pro- cessing experience by moving the ticketing process away from the traditional check-in desks, to outside the terminal, such as parking lots, the rental car center, and even off-site locations. The off-site locations have enabled Las Vegas McCarran Inter- national Airport to take its next major implementation of a common use strategy. The airport has installed remote, off-site bag check for passengers, allowing passengers to check their bags prior to arriv- ing at the airport. Passengers may now fully check in and be ready for their flight before leaving their hotel or the convention center. This allows passengers to take a more leisurely trip to the airport, without having to carry baggage and without needing to rush to the airport for the check-in process. Las Vegas McCarran International Airport has proven that implementing common use strategies im- proves customer satisfaction. The airport recently won the coveted 2006 J.D. Power & Associates award for customer service. LUFTHANSA—COMMON USE ADVANTAGE Interview Participants Thomas Jeske Carsten Fuhrmann Siegfried Schulz Summary Lufthansa Airlines (LH) is continually looking to grow its business through expanding service at their existing airports and initiating service to new airports. Part of their strategy to facilitate this growth

is to utilize Common Use Terminal Equipment (CUTE) installa- tions. Lufthansa views CUTE as part of their competitive advan- tage, and encourages the airports they service to install CUTE. Lufthansa Profile Lufthansa was formed in 1926 as Deutsche Luft Hansa Aktienge- sellschaft (later renamed Lufthansa) by the merger of Deutsche Aero Lloyd (DAL) and Junkers Luftverkehr. In Lufthansa’s early years, they were influential in the creation of several airlines, in- cluding Iberia, Syndicato Condor, and Eurasia airlines. After a brief hiatus during World War II, Lufthansa began flying scheduled flights again in 1955. In 2006, Lufthansa carried 51.213 million pas- sengers (World Air Transport Statistics, 51st ed., IATA, May 2006), making it the sixth largest airline, by number of enplaned passengers, in the world. Situation When Lufthansa Airlines is considering starting service to a new airport, one of the questions it asks is if that airport has CUTE. If the airport does not, Lufthansa works with the airport authorities to de- termine if it makes sense for the airport to install a CUTE system. For Lufthansa, the startup and operating costs of a CUTE airport are significantly less than the startup and operating costs of a dedicated, proprietary system installation at an airport of similar scope and size because Lufthansa does not have to incur the costs of installing cabling, infrastructure, computers, and other equipment provided by a CUTE installation. When Lufthansa considers the cost of starting and operating a station, they include the costs associated with support of the IT sys- tems necessary to process passengers and prepare them to board Lufthansa’s airplanes. Part of the cost equation is the cost of pro- viding system support, which is especially higher on a per flight basis in smaller stations where they may only have one or two flights a week. Lufthansa seeks to minimize support costs for the start up and operation of a station. CUTE allows Lufthansa to obtain support from the local airport staff, from the vendor, or from remote, centralized support centers. In all of these cases, the support cost is much less than the cost of having to dispatch a technician to support a small station in terms of flight activity. 68 Lufthansa seems to be unique in this approach. From a U.S. car- rier-based perspective, CUTE systems are less likely to be sup- ported than dedicated, proprietary systems. This may be due in part to the fact that Lufthansa has been working with CUTE systems since the founding of CUTE in 1985. They have a long history and a deep understanding of the CUTE recommendations (IATA RP 1797) and are considered one of the founding members of the CUTE requirements. Lufthansa Airlines has built an extensive support structure to de- sign, test, implement, and deploy their CUTE application at air- ports. Lufthansa has a team responsible for writing and maintaining the CUTE application code. Once the code is ready, it is transferred to Lufthansa Systems for certification testing. Lufthansa Systems then works closely with all of the CUTE platform suppliers to en- sure that the code produced by Lufthansa is fully certified by all of the vendors that provide CUTE systems at the airports Lufthansa services. Once certified, Lufthansa Systems works with each site to deploy the application. Throughout the entire development, certifi- cation, and deployment process, Lufthansa follows a very rigorous quality process to ensure success. Lufthansa is also very particular about the quality of the paper and printing of their boarding passes. They view the quality of their boarding passes as a reflection on the quality of service to the cus- tomers, and Lufthansa works with Lufthansa Systems to ensure that the quality of the printers, paper, and print quality meet the exacting standards of Lufthansa. Lufthansa works with all airports it services to ensure that the printers associated with the CUTE systems are able to print Lufthansa’s boarding card stock. In addition, the board- ing stock is viewed as part of the flying experience for their passen- gers. Lufthansa believes that passengers are choosing to fly on their airline for the service and experience, and the boarding card stock plays an important role. Lufthansa is active in the current Common Use Passenger Pro- cessing Systems (CUPPS) initiative to update the existing IATA 1797 recommended practice. The airline serves as the co-vice chair for the team working on completing the update. With their history in implementing CUTE, and their leadership on the update to the IATA RP 1797, Lufthansa continues to ensure that agent facing common use systems will be a part of their competitive advantage moving forward.

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TRB’s Airport Cooperative Research Program (ACRP) Synthesis 8: Common Use Facilities and Equipment at Airports explores common use technology that enables an airport operator to take space that has previously been exclusive to a single airline and make it available for use by multiple airlines and their passengers.

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