PEOPLE matters

The human connection

Richard Plenty and Terri Morrissey reflect on the importance of the human connection as the ‘airport group’ model grows in importance.

How do airport acquisitions and mergers affect people who work in airports?

Until well into the 1990s, the airport sector was characterised by a multiplicity of state-owned, independently run, relatively small organisations. Airports were reliant on state investment, which was not always available. Exchange of resources and best practice between airports was limited.

This has changed. A report by CAPA Centre for Aviation in 2024 describes how the ‘airport group’ is becoming an increasingly significant organisation model. It quotes a 2022 Study by ACI identifying 27 airport groups comprising 425 airports, collectively handling 29% of global passenger traffic. Private sector investment is a key part of this.

The CAPA report states that the ‘airport group’ model adds value in terms of economies of scale, economic resilience and an increased ability to finance capital improvements. The evidence suggests that operational efficiency is higher as shared targets and co-ordinated support systems are brought to bear, with an impressive track record also on sustainability initiatives such as carbon accreditation.

There is, in principle, more opportunity to share best practice and to invest in new technology. Small and medium-size airports can get access to resources and expertise not previously available.

However, the study does not cover what it is like to work in this kind of environment. Do larger conglomerates offer a better experience for employees?Is this shift to bigger, more connected entities more likely to attract people into the industry and encourage them to stay? These are important questions for the sector at present.

On the positive side, airport groups provide international opportunities for career development and personal growth, particularly for those with high potential or with specialist skills, that are not easily available to those working in stand-alone entities. For example, we have personally come across Fraport employees working in Europe, the Middle East, Asia-Pacific and South America on transferring and sharing best practices.

Larger groupings also provide opportunities to implement best practice at scale. A case in point is global airport operator, Aena. It has around 48 airports in mainland Spain and many more in the Americas. The group is currently focused on improving ‘the art of communication’ across the company using a co-ordinated approach which includes performance management, training and development, and reviewing leadership competences.

Independent airports, on the other hand, can have a spirit that larger entities find hard to match, with a strong sense of identity, belonging and organisation commitment. The ACI EUROPE Leadership & Human Resources Forum meeting held at London City Airport in October 2024 reminded everyone in attendance what this feels like.

The airport tour provided an opportunity to talk directly with people working in the airport. Many had worked their way through a variety of jobs, giving them an understanding of the challenges faced by their colleagues. They also felt part of a community and knew each other personally and by name.

A human connection can make a huge difference to how people feel about their work. Thanks Frankie, Maya, Mo, Tana, Lee, Grace and Michael for your insights.

As the sector continues to change and develop, it is important to ensure that these best aspects of small and independent airport cultures are not lost in the transition to airport groups. Let’s make sure we find ways of combining the functional advantages of scale with the personal and human touch needed to get the best from people.

We need people to be connected as well as airports.

About the authors

Terri Morrissey and Dr Richard Plenty run ACI’s Human Resources training. They received a Presidential Citation from the American Psychological Association in June 2022 for their leadership in advancing global psychology. Contact them at info@thisis.eu

Arrivals and departures

Albany International Airport in New York State has a new leadership team following the departure of former CEO, Phil Calderone, and the appointment of Peter Stuto as acting CEO and John O’Donnell as acting COO. Both men came out of retirement to take up the roles.

The Metropolitan Washington Airports Authority has announced that aviation industry veteran Terrence Liercke has been named vice president and airport manager of Ronald Reagan Washington National Airport.

Ulf Nygren will become the new manager of Kiruna Airport in Sweden in December. He will replace Andreas Fredriksson, who left his position in August this year.

Idris Caldiran has succeeded Kadri Mete Erkal as the new general manager of Diori Hamani International Airport (NIM) in Niamey, Niger. Erkal remains with the FB Group, taking up the position as chief airports officer. FB Group holds the concessions for NIM and Freetown International Airport (FNA) in Lungi, Sierra Leone.

Christchurch Airport is delighted to announce the appointment of Meg Matthews to its board of directors. Matthews has held leadership roles including head of marketing (Australasia) for Air New Zealand and chief executive of World of WearableArt.

Former Cape Fire Department captain JoJo Stuart is the new manager of Cape Girardeau Regional Airport in Missouri, USA.