www.internationalairportreview.com Volume 19 Issue 2 2015 1

SecuritySUPPLEMENT

2 Security andcustomer service:Can they go handin hand? Istvn Szab, Head of SecurityScreening, Budapest Airport

5 Improvingpassengerscreening atVclav HavelAirport Prague Marek Najman, Security TrainingManager, Vclav Havel Airport Prague

The global airport security market is predicted tomore than double expenditure to around $45 billionby 2018 and investments in security and surveillance,access control, perimeter security, integration, cybersecurity and screening are top of the agenda forHeads of Security.

International Airport Reviews Airport Security expowill bring together Security Directors, Head ofOperations and Security, Lead Security Officers,

Security Managers and Security Analysts to share anddiscuss their visions for the future.

This years event will also see Airport Security co-locating with the ever successful Airport IT event inBarcelona, to create one fantastic exhibition spacefor security and IT professionals from airports andairlines to meet from around the world.

Find out more at: ww.airportsecurityconference.com

Budapest Airport (BUD) was opened in 1950 with one terminal and served over 7,000 passengers in its first year of operation. In the following decades the airport has beendeveloped, new terminals were built and traffic has grown. In 2005 BUD was privatisedand is now managed by a consortium led byAVI Alliance.

The year 2004 marked a milestone for theairport when Hungary joined the EuropeanUnion and BUD had to comply with ECregulations concerning aviation security. In thefollowing years major investments have been

used to fulfill these obligations. A new SecurityRestricted Area fence was built and equippedwith thermal imaging cameras, and a newsecurity concept has been adopted. In 2011 anew terminal SkyCourt was opened whichlinked the two separated terminals andcreated a better atmosphere both forpassengers and staff.

When talking about the airports history we also have to mention 3rd February 2012, a black day for the whole Hungarian aviationindustry which saw the national carrier Malvgo into bankruptcy. With that BUD lost around

a third of its traffic from one day to the next andsuffered a major hit financially. However duringthe following years the airport has been able tocompensate for the loss of Malv and in 2014,served a record 9.16 million passengers.

Unlike other EU countries BUD managesand employs all security staff who are eitherdirectly employed by the airport itself or byBudsec Ltd, which is a wholly owned subsidiaryof BUD Airport. The Security Directorate is incharge of passenger and staff screening, holdbaggage screening, vehicle screening, accesscontrol, quality assurance and staff training.

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Istvn Szab, Head of Security Screening at Budapest Airport explains how with the opening of its new terminal in 2011, its security and customer satisfactionperformance has undergone a dramatic improvement.

Security and customerservice: Can they gohand in hand?

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Besides that, according to local regulations we are also responsiblefor airport security itself (perimeter control, patrols, gate security).These tasks are performed by the Armed Guards Unit, who are alsodirect employees of the airport. In total the Security Departmentemploys over 500 people and is the biggest department within theairport administration.

Screening of passengersBefore the opening of the new terminal in 2011, the screening ofpassengers had several problems. We only had available a dark,small area, which was uncomfortable for passengers and had nosuitable ventilation to create fresh air. We used old equipment andpassenger screening took place in the two terminals separately(Terminal 2A for Schengen and 2B for non-Schengen traffic). Due to the two separated terminals it was often the case thatscreening at Terminal 2B could be empty while Terminal 2A wasovercrowded with passengers, causing waiting times to increaseabove 30 minutes. There was also no explanation for thepassengers as to why the other terminal could not be used.

Staff also tended to be focused only on security without takinginto consideration the customer service aspects. There was also noflexibility in the shift system with most of the screening personnelworking in 12 hour shifts from 7am to 7pm, meaning that shiftchanges were in the middle of the peaks and lanes had to be closedwhich created huge congestion for passengers before the screeningarea. Security itself was also problematic, with the airport failing EC audits three times between 2005 and 2010. With this, there were also a high number of passenger complaints.

New screening conceptProblems in the operation were analysed in combination withpassenger complaints and other passenger feedback, and a new passenger screening concept was developed with moreflexibility and a customer focus. The opening of the new terminal in 2011 had a positive effect on the issues mentioned above.

Passenger screening was centralised and moved to a new,modern, spacious, bright environment which was morecomfortable for passengers. The airport also procured newgeneration, state of the art equipment. New semi-automatic laneslonger than those used before are now in operation, which meansmore room for passengers to gather their belongings after thescreening process. The aTiX X-ray system also provides the possibility for much betterperformance for screening staff. Additionally, the introduction of afast track concept for eligible passenger provides a better servicefor those who are entitled to use the fast lane.

The shift system as described above was no longer able tocover the daily peaks. Therefore we have changed the whole systemin a way that currently employs staff working in four, six, eight, nineand 12 hour shifts with the advantage that we can allocate enoughmanpower to the daily peaks.

We have also achieved considerable improvement in thesecurity level. New supervisors have been appointed whose task is to continuously monitor the performance of the screeningpersonnel onsite and to support them in case of problems. During the training we paid more attention to the practical training,

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and we have procured an X-ray tutor systemwhich is used continuously by screeningpersonnel with the aim of improving theirdetection capabilities. As a result, BUD hasbecome clean again after an EC audit at thebeginning of 2011, and our goal is to maintainthis level of security.

Regarding customer service, BUD decidedto participate in the Airport Service Qualitysurvey (ASQ) to have direct feedback frompassengers in which areas we can improve. We have realised that if we want to reach goodresults in the ASQ survey, we need employeeswho speak foreign languages and are able tocommunicate with passengers in a customerservice oriented way. We organised severaltraining sessions for staff (screeners andsupervisors) to be able to cooperate with thepassenger in a friendly way, even in conflictscenarios. The professional performance ofstaff has improved as well, which was alsoconfirmed during different audits carried outby the National Transport Authority and the EUCommission where we were found compliant.Overall we have received very positivefeedback from passengers and the airportcommunity which reflects in our ASQ results.

In 2013 Budsec Ltd was founded (a whollyowned subsidiary of BUD) with the aim toprovide security services not only to BUDAirport itself but also to market its consultancyand training services within Hungary andabroad. Also, due to the opening of the newterminal, BUD won the Skytrax Award and wasselected by the travelling public as the BestAirport in Eastern Europe.

Next steps: Smart securityThe improvements mentioned above do notmean that we dont want to learn and continueto develop screening further. Taking intoconsideration emerging technologies availablein the aviation security market, the followingsteps are planned: We intend to participate and play an active

role in IATAs Smart Security project.Recently we were visited byrepresentatives from IATA/ACI to review our current modus operandi within screening and the team has come up with new ideas concerningpassenger information.

Introduction of remote screening: Such asystem is already in place in hold baggagescreening, but we are planning a pilot inthe passenger screening area for the

inspection of cabin baggage. Theadvantage of such system lies not only inthe better utilisation of manpower, butalso provides a quiet environment forscreeners who can better focus on theevaluation of X-ray images.

Automated Cabin Baggage Screening(ACBS): Various manufacturers are workingon ACBS systems, which would enablepassengers to leave their laptops andliquids in their baggage, meaning a hugeimprovement of throughput and lesshassle for passengers. We intend toimplement the new system when availableand if their performance is proven.

Security scanner: During 2014 we tested ascanner with mixed results, however in thefuture we will test further equipment toimprove our understanding about theirperformance in terms of throughput andfalse alarm rates. Our intention is toimplement such a system once theperformance is acceptable.

Automated boarding card readers:Currently, access control for passengers is performed with a manual boarding card reader. In 2015 we will installboarding card readers in connection with automated doors for the entry of passengers.

Finally, as part of the Smart Securityconcept, we will start to focus onbehaviour analysis.

Customer serviceWhen talking about the connection ofcustomer service with security screening ofpassengers, we inevitably experience sometension. On one hand we have to make sure

that our procedures and the performance ofstaff is good and effective enough to counterthe threats that we are facing in todaysaviation security world. On the other hand wehave to make sure that our customers areleaving the screening area not only with thethought in mind that the team did everythingto ensure a safe flight, but also that they werereally well treated. Of course this is a difficultsituation from the point of the security screener as well.

However, since BUD began participating in the ASQ survey we can see a steadyimprovement in our results. Each year we setthe goals we want to achieve and during eachquarter we evaluate our results jointly with our supervisors, duty managers and qualityassurance team, and we define new actions for the next quarter. It is important to mention that the bonus system of the employees islinked directly to our ASQ results, whichmotivates screeners to perform better. The ASQ targets for each year are also partof the personal targets of the supervisors.

As a conclusion, we believe thatexperiences of the moment define passengersmemories. Our goal remains to provide a highquality, client oriented security service and as aresult now have satisfied passengers travellingfrom Budapest.

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Istvn Szab has been Head ofSecurity Screening at BudapestA i r p o r t s i n c e 2 0 1 0 a n d i sManaging Director of Budsec Ltd,which is a wholly owned sub -sidiary of Bud Airport. He waspreviously Managing Director of I-SEC Hungary and I-SEC Romania

(subsidiaries of I-SEC International BV) and isqualified as an Aviation Security Manager byECAC/EASTI.

A new culture at Budapest Airport has seen a large focus on customer service for its screening staff

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Marek Najman, Security Training Manager at Vclav Havel Airport Prague explainshow it has modernised both in the technology it uses and in its approach topassenger processing to improve threat detection and the individual experience.

Youve just landed at Vclav Havel AirportPrague, a middle-sized airport in the heart ofthe Europe with more than 11 million of annualpassenger volume. Responsibility for preventivesecurity measures including passengerscreening fully lies with the airport authority.Activities of the state security units are primarilyfocused on emergency response management,border control and other specialised activities.Assuming the constantly changing legislativeenvironment within the EU, airports mustconstantly scrutinise the suitability of particularmeasures, procedural and technologicalsolutions in order to ensure a sufficient level of security that meets an optimal level of cost.One of the most important elements

influencing security operations at Vclav Havel Airport Prague is the variation in trafficcharacterised by larger differences betweenregular traffic and peak hours.

The airport consists of four terminals. The south part of the airport comprises ofTerminal 4, reserved for governmental flights,and Terminal 3 which is mainly for privateflights. The north part, geographicallyseparated by the runway system, includesTerminal 1 and 2 and provides commercial airservices. The ratio of operations at bothterminals is nearly equal. The older Terminal 1(1995) is intended for passengers travelling outof the Schengen area. It was constructed whensecurity was less of a priority among all airport

processes and in terms of contemporarysecurity provisions, its layout is not ideal formeeting operational preconditions.

As the terminal is built on a single level, it is impossible to separate departing andarriving passengers and therefore there is aneed for decentralised security screening. This gate security screening mode leads to a requirement for a noticeably higher amount of human resources and security equipment.In spite of these shortcomings, the airport hasfound a satisfactory solution based on joininggates and parts of the pier lying next to eachother together into semi-centralised screeningpoints. This method doesnt lead to fullycentralised screening, nevertheless it achieves

Improving passengerscreening at VclavHavel Airport Prague

a much better level of necessary inputs and,above all, it provides passengers with morecomfortable and faster screening.

Terminal 2 is dedicated to Schengen Areaflights. It is the youngest terminal at the airport,and is therefore much more flexible for smallreconstructions and reshaping according tothe latest security applications. There are twofully centralised screening points: one fordeparting passengers (14 lanes) and one fortransferring passengers (four lanes). Although it is a modern terminal the main centralisedscreening point has to be continually adapteddue to a year on year increase in localdeparting passengers.

During recent years, due to a gradualincrease in security demands, Terminal 2 hasbecome the main centralised screening pointand as a consequence, has become lessflexible for effective installation of the mostmodern technologies such as fully automatedlanes or security scanners in combination withwalk through metal detectors. Lanes have lessroom for passenger pre-check preparation aswell as for repacking baggage. To make thislimited space suitable for necessary fluency ofthe passenger flow, the airport has put in extrahighly trained personnel to each lane to speedup the process by taking an individualapproach to each passenger.

General overview on the concept of screeningThe concept of screening points at Terminal 1is based on a traditional layout. One lane isusually equipped with a walk through metaldetector (WTMD) and conventional single viewX-ray with re-check position. The hand searchis used as a secondary screening method.Regular hand search doesnt include usage of

a handheld metal detector, which is used onlyas an additional measure in specific cases. A typical gate screening point consists of twofully equipped lanes. According to gate securityconditions, the number of WTMDs must beequal to the number of X-rays. An effort toreduce the amount of WTMDs by using onedetector per two X-ray machines was refusedwith regards to ensuring 100% on-timedeparture. The reason is that if there is anyWTMD breakdown, there will be only one pertwo lanes, and with a substitution requiringcalibration this can potentially result in longdelays. Each gate is also equipped with aminimum of one liquid explosive detector for additional check of liquids and gels.

This is where the disadvantage of thedecentralised model is exposed. Contrary tothe centralised model it is impossible to sharethis kind of equipment among more lanes. This concept affects the deployment ofpersonnel and its resources in the same way.During the dedicated flight dispatch there is a fluctuating workload. To minimise thiseffect, the airport takes advantage of a modernroster planning application that provides amore effective shift set up according toestimated traffic.

Security control operational dispatching is equipped alongside the regular communi -cation equipment and airport informationsystems with internal CCTV that brings a self-contained overview of the situations atparticular screening points, departure peersand check-in desks. Combination of thesesystems allows dispatching to react operativelyon irregularities in traffic and solve anypotential accumulation of passengers inadvance by strengthening human resources.The latest improvement in security screening

point operation management is a brand newreal time module that is able to integratecurrent information about workload ofavailable employees, embarking status, standoccupation, continuously updated arrival and departure times into one output usingdata from the airport CDM system.

The current design of the centralisedscreening point at Terminal 2 is also based on a traditional layout, and the 14 fully equippedlanes have been extended step by step to 14mlength. 2013 brought additional provisions onshoe and sole hand searches carried out onrandomly selected passengers. This was one of the most important factors that sloweddown the total throughput, which incombination with unsatisfactory length of pre-check preparations resulted in bottlenecks.

A targeted survey showed that there were a lot of passengers detaining other passengerswhile preparing their bags on a pre-checktrack. A second finding was that the pre-checkpreparation largely depends on the type ofpassenger. During recent years all the laneshave been moved to a more oblique positionto achieve more comfortable pre-checkpreparations. This new model was supportedby more effective communication topassengers including our popular video spotsand a team of highly trained security assistantshelping each passenger with pre-checkpreparations. Boosting the input at thebeginning of each lane consequently led to aneed to increase the throughput at the end.The logical step was to make the repack part of the track larger and introduce the newrecheck position separated from the repacktrack in order to speed up the process andensure individual comfort for each passenger.

Regarding the security crew positions at

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The centralised screening point in Terminal 2 offers several advantages over thedecentralised design, including the ability to share equipment between lanes

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checkpoints, the traditionally rooted dogma of three fully trainedemployees rotating at each lane was left behind. A new position of a security searcher carrying out purely hand searches ofpassengers and their baggage without operating the X-ray was put in place. A targeted group of such employees was focused onstudents. Tight specification of the job description allowed them tofocus on better training in communication and soft skills to devotemaximum attention to each passenger. Diversification of jobpositions also created an effective tool for coverage of peak timesusing three to four hour shifts.

Detailed view of the equipment Pure security procedures usually start with access control points.Passenger access control is currently solved by visual inspection of travel documents in combination with 2D barcode boarding pass verification using hand held readers. During the upcomingseason brand new automated gates will be installed. The conceptof operation lies in the principle of matching 2D barcode data with flight schedules, other operational databases and thereservation systems.

Another planned role for this equipment is data collection not only for the purpose of statistics but also for serving as inputdata for the internal airport process modelling system and itsexploration. The operational objective is the ability to monitorwaiting times at security screening points and to reduce possiblequeueing. Another goal is the important notice to an air carrierabout a passengers presence at the airport. This is specially aimedat Internet check-in passengers whose presence is never confirmeduntil the moment of boarding. The last but not least future role ofthese highly sophisticated automated gates is the ability to dividepassengers into different groups subjected to different criteria. This goes hand in hand with the general assumption of penetration of differentiation combined with unpredictabilitywithin the scope of security screening.

Security control mainly operates conventional single view high definition X-ray equipment from two different manufacturers.Its operation varies not only in control concepts and some of thedisplay features, but also in the way it displays certain types ofmaterials, especially of organic origin. Differences in displaying areeven more apparent in the overlay of materials. One type of X-rayprefers organic materials even in cases where the organic materialis behind and the second type prefers upper inorganic material.This is why the training of screeners must be done at the highestlevel from the very first moment. Screeners have to practicematerial discrimination using both X-ray types one after another.The presence of multiple kinds of devices leads eventually to much better perception and professional abilities.

Highly sophisticated computer-based training gives amplescope to compare the individual performance of each screener.Another way of measuring individual skills is in evaluation of thethreat image projection (TIP) system, with TIP libraries managed by the airport and maintained from its own resources. Furtherdevelopment of X-ray equipment will consist primarily ofacquisition of modern dual view equipment with automaticexplosive detection. Operational tests of such equipment haveproved to result in significant time savings and better display

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features that improve passenger flow anddetection abilities.

The use of metal detectors in aviationsecurity is one of the oldest screening methods.Even at Vclav Havel Airport Prague, walkthrough detectors are still the basic buildingblock of the traditional screening point.Detection capabilities are comparable indifferent types of machine. What is crucial,however, is the ability to display the amount of detected metal and features that generate random alarms. According to thedevelopment of legislation in this area, the most anticipated development consists of software changes that might bring newfeatures such as various individually adjustablerandom alarm generators.

Handheld detectors are mostly used as an additional detailed screening method.Routine use of handheld devices has, withoutexception, a major detrimental impact on the quality of hand searches. From personalexperience, using handheld devices incombination with hand search makes ittempting for screeners to breach the bestpractices and methodology as the paddleworks as an extended arm. As such, they arenot used during regular hand searches anymore. Standard hand search methodology wasdesigned by the airport and aims on coveringall desired areas with an emphasis on criticalparts, all in the shortest possible time. The goalis to make the search less invasive whilekeeping the necessary level of detection.

Explosive trace detectors have also beenused at the airport for tens of years. It hasalways been used as a complementary methodof detection of cargo, goods or hold baggage.The advantage of equipment used by VclavHavel Airport Prague is the ability to operate inboth modes. The latest piece of equipmentoperated by the airport is a pocket size devicecapable of analysis in less than 10 seconds.Due to its size and fast evaluation, it is easy to use even for mobile patrolling units.Deploying this device into security screening ofemployees has brought a great opportunity toperform unpredictable checks that haveincreased the level of security and broughtpositive feedback from employees at the sametime. The future of the current version of thisdevice lies in receiving ECAC CEP certification,nevertheless we expect to use such mobile andeasy to use devices in future.

The newest element of screening isdefinitely in liquid, aerosol and gel detectors.

Various types of devices working on variousoperational concepts offer a range of possibleoptions for integration into our securityprocedures. In the first phase of theirintroduction the airport has opted toimplement B type detectors using multiplesensing technologies supplemented by an A type device working on the principle ofRaman spectroscopy. Other phases will require that we introduce C type detectorsthat will eventually replace the previousgeneration of equipment. These new X-raydevices combine liquid inspections andautomated explosive detection, and willdefinitely become the basic building blocks of airport security screening lanes.

Not all airports within the EU haveimplemented security scanners into theirconcepts yet. Airports that have done so, havetried various positions some in primarydetection, others as a secondary right after theWTMD. Vclav Havel Airport Prague operatesone security scanner mainly for the purposes oftesting, located in the airport lounge area. Theresults confirm that this is a less intrusive formof check that definitely makes screening moreacceptable and comfortable.

Relying on devices: Finding the optimal solutionThe process of passenger screening nowadays is rapidly changing and developing,but the price is constantly increasing. Despite this, passengers are still dissatisfied. To set up the optimal screening process it isnecessary to find a suitable combination offundamental factors (Figure 1), which influenceeach other while maintaining the necessarylevel of security.

One of the possible keys to an optimalsolution is undoubtedly a further developmentof technologies and their affordability.Regarding that, there are a few essential

questions: How far does technology affect the complex perception of screening by passengers? Do passengers really careabout the methods of screening used on them? Do they care about the limits oftechnologies and the kind of screening point layout in place?

Passengers are usually interested in overallimpression. They care about the way they weretreated, about the way they were spoken to,about the time they were standing in a queue,how willingly the staff explained to them whatto do, where to go, what to take off and howintrusive the inspection was. As a result, VclavHavel Airport Prague has developedspecialised training for security staff that is

focused on a communication, soft skills anddealing with passengers. The securityscreening point is indisputably the place wherethe overall impression is made. Employeesalways have to remember that teamwork is thekey for quality, because only one wrong link ina whole chain might ruin the efforts of all thesecurity staff.

The role of the airport is to find a solution that combines a maximum capacity throughput using highly sophisticated technologies, while reducingcosts at the same time. After all, a major role in passenger screening is still the humanfactor. Thats what we realise at Vclav HavelAirport Prague.

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Marek Najman is Security TrainingManager and Security Auditor atVclav Havel Airport Prague. Hiscareer began in the Ministry ofTransportation of the CzechRepublic in 2008 within theDepartment of Security Tech -nologies. In 2009 he became

National Security Auditor and National SecurityTraining Auditor within the Department of CivilAviation before moving to his current position in2012. He holds masters degrees in Economics andSecurity Management.

Figure 1: Fundamental factors that need to be considered when developing an optimal screening process