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21  C H A P T E R  3 3.1 Electric Aviation Stakeholders Stakeholders Inventory Aircraft electrification involves a wide range of stakeholders with different purposes and objectives. The potential stakeholders that will be involved or affected by the development of electric aircraft can be internal or external and may vary significantly from one airport to another, depending on factors such as the size of the airport. Table 3 outlines the different stakeholders that can significantly affect or be affected by the development and implementation of electric aircraft. Non-Typical and Emerging Stakeholders New OEMs have emerged to develop clean-sheet technologies, equipment, and aircraft for electric aviation. Some of these startups have signed agreements with flight operators (Table 4). Others have teamed with legacy OEMs, providing funding and technical support. Legacy OEMs have also created specialized teams, departments, or subsidiaries for developing innovative electric aircraft technologies. Altogether, these firms constitute a thriving community of over a hundred members worldwide. As the electric aircraft industry emerges and becomes more mature, consoli- dation should be expected over the coming years. Most electric aircraft are powered through chemical batteries, or fuel cells converting hydrogen into electricity. Today, the electric power industry is not a primary aviation stake- holder. Aviation accounts for a small fraction of the total electricity demand in the United States (less than 1 percent). However, electric aircraft and the overall electrification of airports will bring additional needs in terms of power supply and resiliency. Electricity has recently started to be used as a âfuelâ or energy vector on the landside with electric vehicles as well as on the airside with the electric ground support equipment (eGSE) and aircraft power supply at the gate. Increased demand for resilient electrical energy shared between a growing number of applica- tions will require coordination between the airport stakeholders, investments in the connection to the grid, distributed generation solutions (e.g., airport microgrid), and power management. Research organizations such as the National Renewable Energy Laboratory of the U.S. Department of Energy are exploring these issues. Industrial gas companies producing and providing hydrogen are not aviation stakeholders today. However, with the emergence of electric aircraft equipped with fuel cells, flight operators will need to be supplied with hydrogen, and early short-haul electric aircraft will use gaseous hydrogen. These supply chains will need to meet the specificities of aviation operations and the airport environment. The logistics to provide large volumes of hydrogen to aviation users have yet to be developed. Initially, they might involve deliveries by trucks and storage at the airport The Stakeholder Ecosystem
22 Preparing Your Airport for Electric Aircraft and Hydrogen Technologies Electric Power Industry & Regulators The electric power community includes the producers, providers, and suppliers of electricity, as well as the federal and state regulators and local energy commissions.. Power generation companies, electricity suppliers, electricity providers, utility commissions, U.S. Department of Energy, etc. Flight Operators Flight operators are a broad category that includes but is not limited to air carriers. Advanced air mobility providers fall under this category. Air carriers, air taxis/UAM- based air ambulances and aerial work services, commuters, etc. Hydrogen Industry Electric aircraft can be powered by fuel cells using hydrogen. Producers and providers can supply hydrogen or production units to aviation users. Hydrogen producers, hydrogen providers, small hydrogen production units, etc. Industry and Professional Organizations These organizations represent the interests of and advocates for specific groups within the aviation industry. Through their outreach, they inform their members, gather task forces, and publish papers that can facilitate the integration of electric aircraft. American Association of Airport Executives (AAAE), Airports Consultants Council (ACC), Airports Councilâ North America (ACIâNA), Air Line Pilots Association, International (ALPA), Aircraft Owners and Pilots Association (AOPA), Experimental Aircraft Association (EAA), General Aviation Manufacturerâs Association (GAMA), Light Aircraft Association (LAA), National Association of State Aviation Officials (NASAO), statewide aviation associations, etc. OEMs OEMs are the companies that develop or manufacture electric aircraft, parts, and accessories. OEMs include âlegacyâ OEMs of various sizes and more recent electric aircraft startups. Aircraft system, battery, electric aircraft, powertrain, etc., manufacturers.. Other Aviation Tenants Other aviation tenants that do not fall under one of the previous categories and could have an impact or be affected by the introduction of electric aircraft. Maintenance, repair, and overhaul (MRO) centers, etc. Stakeholder Group Definition and Role(s) at the Airport Example(s) Air Navigation Service Provider The Air Traffic Organization of the FAA is the air navigation service provider within the U.S. National Airspace System (NAS). FAA air traffic control towers, FAA Terminal Radar Approach Control Facilities (TRACON), FAA technical operations, federal contract tower contractors, etc. Aircraft Ground Support Providers Aircraft ground support includes a wide variety of servicing activities toward the aircraft on the ground. Aircraft fueling, multi-service ground handlers, etc. Airport Facility Operators Third-party terminals and other facilities operators can include FBOs, third-party passenger terminal facilities, and contractors that provide critical management services. Terminal operators, FBOs, etc. Airport Operators This category includes the internal stakeholders of the airport operator concerned with airport operations and management. Aviation services, airport operations, emergency management, engineering and maintenance, etc. Apron Management Services/Ramp Towers These providers include airline hub control centers and all entities that provide ramp control services, gate planning, and resource allocation, and other apron management- or ramp control- related services. Hub Control Center of the main air carrier, ramp towers, etc. Table 3. Electric aviation stakeholders.
The Stakeholder Ecosystem 23  in fixed tanks or individual pods for aviation usage. Because the aviation market will be a small activity for industrial gas companies, the segment from the production plant to the final avia- tion user (aircraft) might be handled by a combination of specialized brokers, ground handling companies, and air carriers. Small units producing hydrogen by electrolysis of water could be installed as well at some airports. Later, with the emergence of a broader hydrogen economy, aviation could benefit from supply chains implemented to deliver hydrogen for a wide variety of applications. 3.2 Change Impact Assessment Impact on Organizations and Knowledge Management The introduction of electric aircraft will require new skills and knowledge within the aviation workforce (Table 5). Ground support crew training will be necessary and will center on safely and efficiently recharging, refueling, or replacing electric batteries and hydrogen tanks. New skills and knowl- edge for battery-based powertrains include, but are not limited to, operating high-voltage air- craft charging systems, identifying aircraft battery failure modes, and providing appropriate responses to occurrences such as thermal runaway or toxic gas emissions. For fuel-cell-powered powertrains, they include the handling of hydrogen and the risks associated with this gas. There is still uncertainty on the regulatory aspects of some of these operations. For example, if the FAA considers the replacement of batteries and hydrogen tanks (also known as battery or Hawaiian regional carrier Mokulele Airlines under the FAAâs Experimental-Market Survey category. Sydney Seaplanes magniX Dante Aeronautical The companies announced a partnership in December 2020 to work toward the certification of the electric Cessna Caravan under an STC by Australiaâs Civil Aviation Safety Authority (CASA). United Airlines Archer Under a February 2021 agreement, United will contribute its expertise in airspace management to assist Archer with the development of battery-powered, short-haul eVTOL aircraft. Once the aircraft have met Uniteâs operating and business requirements, United and Mesa Airlines would acquire up to 200 aircraft that would be operated by a partner to fly customers to Unitedâs hub airports and commute in urban environments âwithin the next 5 years.â Widerøe Tecnam Rolls-Royce Tecnam and Rolls-Royce are teaming with Norwegian regional airline Widerøe to deliver an all-electric passenger aircraft (the P-Volt) for the commuter market, ready for revenue service in 2026. Flight Operator OEM(s) Partnership Finnair Heart Aerospace Finnish air carrier Finnair has signed in March 2021 a letter of interest with Heart Aerospace for up to 20 of the 19- seater ES-19 electric aircraft for use on shortest haul routes. Harbour Air magniX H55 The companies announced a partnership to certify the electric Beaver commuter airplane through a Supplemental Type Certificate (STC) program with Transport Canada. Mokulele Airlines Ampaire In 2020 and 2021, Ampaire has flown demo flights of the hybrid-electric EEL aircraft through a partnership with Table 4. Existing partnerships between OEMs and flight operators.
24 Preparing Your Airport for Electric Aircraft and Hydrogen Technologies container swapping) as a major repair or alteration of the aircraft, this will not be considered a typical ground handling operation that can be performed by trained ground agents. The replace- ment will be operated by licensed mechanics, which might significantly reduce the interest for this option. Beyond ground-crew training, airports or some of their stakeholders could hire and train personnel to service or outsource the maintenance and repair of aircraft charging equipment. This would largely depend on the charger-ownership model and could be a responsibility of FBOs or could be contracted through a third-party supplier. Airports will also need to ensure that their aircraft rescue and firefighting and emergency per- sonnel are appropriately trained and equipped to operate aircraft that are equipped with electric powertrains and that carry large-capacity batteries and/or hydrogen tanks. This includes han- dling situations that involve electrical systems, hydrogen gas, toxic gas emissions, etc. The air- craft rescue and firefighting (ARFF) community is now familiar with powerful batteries that are onboard aircraft as they equip some of the most recent commercial aircraft types (e.g., Airbus A350 and Boeing 787). Aircraft manufacturers provide procedures and guidance that have been developed by the National Fire Protection Association (NFPA). For the sake of operational efficiency and resiliency, certain stakeholders not directly involved with the ground support of electric aircraft might benefit from a basic understanding of electric aircraft specificities and their operations. This includes the acting staff of the air traffic control towers, apron management services, and the airfield operations of airport organizations. ACRP Research Report 229: Airport Collaborative Decision-Making (ACDM) to Manage Adverse Con- ditions provides information on the importance of stakeholder awareness, joint training, and collaborative decision-making. Fuel Revenues The primary impacts to fuel revenues are expected in the long term beyond 2030. As the prevalence of electric aircraft grows, the federal and state governments, airport operators, FBOs, and fueling service providers could begin to experience revenue erosion from aircraft fueling Skills, Knowledge, and Abilities St at e D ep t. of T ra ns p. A ir T ra ffi c C on tr ol A pr on M gm t. Se rv ic es G ro un d H an dl in g A ir po rt O pe ra to rs O th er F ac ili ty O pe ra to rs Fl ig ht O pe ra to rs Fi xe d- Ba se O pe ra to rs O ri gi na l E qu ip m en t M an uf ac tu re rs M ai nt en an ce , R ep ai r, & O ve rh au l C en te rs El ec tr ic P ow er In du st ry E-aircraft facilities planning & design 3 0 0 0 2-4 2 0 0 2 0 b E-aircraft flight operations 1 2 2 1 2 1 4 3 3 1 0 Regulatory assurances & obligations 2 0 3 4 4 4 3 4 2 3 0 Battery/hydrogen recharge 0 1 1 2-4a 1 2 2-4a 2-4a 4 4 0 E-aircraft rescue and firefighting 1 1 2 3 4 2 3 2 4 2 0 Maintenance of powertrains 0 0 0 1 0 0 2-4a 2-4a 4 4 0 0 = No skills | 1 = Awareness | 2 = Basic knowledge | 3 = Perform basic tasks | 4 = Perform all tasks aPending FAA classification of the recharge and swapping operations of batteries and hydrogen tanks. bElectric power industry stakeholders might be involved with specific tasks of airport planning and design (e.g., power management). Table 5. Electric aircraft-specific skills, knowledge, and abilities to acquire by stakeholders.
The Stakeholder Ecosystem 25Â Â operations. Additionally, at many airports, FBOs are the primary fueling service provider, collecting revenue from airlines and private operators and passing a portion through to the host airport. Many FBOs rely heavily on the revenue stream of providing fuel for business, commercial, and general aviation. Because these impacts will develop over the long term, airports and service providers should develop approaches to offsetting lost airport revenue and maintaining profit- able relationships. The business model of electric charging stations, and the regulation of aircraft battery charging at airports, might influence the future of these stakeholders. The most critical situation might be if a significant portion of aircraft becomes electric and providing fueling services to the rest of the fleet is no longer profitable at some airports. Policies and Standards Most current, if not all, policies focus on the current conventional aircraft and the facilities that support it. The introduction of electric aircraft and its accompanying technological trajec- tory would raise the need for new or modified all-inclusive policies, and the relevant authorities would need to make those modifications. For example, making electric aircraft charging infra- structure projects eligible for funding would require a change of policy from the FAA. Rationales that could motivate this change include supporting environmentally friendly federal policies and initiatives on clean air and climate change and ensuring the continued accessibility of the National Airspace System (NAS) to aviation users if electric aircraft successfully penetrate the marketâa success that, in return, depends in part on the availability of chargers. Terminal Operations If electric aviation delivers lower capital expenditures and operating costs to flight opera- tors, it might induce lower air fares and the emergence of a revitalized regional air mobility. An increase in the regional flight demand at some airports at the 2030 horizon would require adapting the passenger terminal facilities to accommodate such demand. Accommodating this additional traffic calls for specific discussions at the planning level, which could involve the air traffic control. A renewal of smaller point-to-point regional mobility with small commuter air- craft might be accommodated on remote ramps or ânon-contactâ gates (i.e., without jet bridges). Passengers typically walk to the hold room and then walk to the plane by foot. Most of the time, passengers must take stairs or elevators to descend from the main terminal floor to the ramp level. Some airports have provided canopies from the terminal building to the aircraft stand, for example, the former regional jet gates at John F. Kennedy International Airportâs (JFK) Terminal 2. Yet, passengers are often exposed to outside weather conditions. While such processes are typical at smaller airports, many larger hub airports are getting rid of them because of the inferior passenger experience they provide. The re-emergence of smaller regional aircraft under electrification could prompt the passenger journey to be reimagined. Airside Operations Beyond 2030, electric aircraft technologies and capabilities are expected to significantly improve, potentially driving an increase in investment and utilization among flight operators, which also is likely to affect airport operations. Although this shift is expected to occur graduallyâ likely taking over a decade to manifest, starting no earlier than 2030âit will have a meaningful impact on the airside ecosystem as it exists today. Significant changes are likely, key areas of which could include gate facilities, aircraft charging infrastructure, aircraft fueling activities, GSE, airport electrical infrastructure, and sources of funding.
26 Preparing Your Airport for Electric Aircraft and Hydrogen Technologies Electricity Demand Currently, terminal buildings consume 60Â percent of the electricity at a typical airport, and airfields consume the remaining 40Â percent. This balance could be shifted with the emergence of electric aircraft. The overall electric demand on the airside will grow, especially beyond the 2030 horizon, requiring the development of aircraft-specific power supply requirements. The airport electric infrastructure is likely to be affected by the integration of electric aviation into existing airport ecosystems. Increasing electrification across airport technologies and infra- structure as part of the âelectrification of everythingâ trend, coupled with the introduction of high-power fast charging for electric aircraft, could place a strain on existing airport power grids. Airports must collaborate with their energy providers to match the needed electric demand.
