A 2017 Report for the Aviation Industry - Burns &...

A 2017 Report for the Aviation Industry

2 BURNS & McDONNELL • burnsmcd.com/ASR17

Let’s face it, airports are busy. And they are only going to get busier.

As capacity growth across the world begins to have an adverse effect on passenger experience, airports and airlines are looking for new ways to make their facilities and services more functional.

We’re always on the lookout for changes to the industry and tactics we can employ to improve the overall passenger experience. From optimization of each airlines’ rented space to more efficient security — even better hangar and gate design — our aim is to assist airports in preparing for a high-capacity future.

In the 2017 edition of our Aviation Special Report, we provide an insider view into industry trends and innovative solutions to tackle capacity changes — solutions that only start with on-point engineering and consulting.

Bret PilneyVice PresidentAviationBurns & McDonnell

David G. YeamansPresidentAviationBurns & McDonnell

RECREATING THE PASSENGER EXPERIENCE

2017 AVIATION SPECIAL REPORT 3

CONTENTS

RAMP IT UP: ADVANCED SERVICES FOR INCREASED CAPACITY 4

5

6

8

10

12

14

15

DESIGNED FOR FLEXIBILITY: AIRPORT CONVENIENCE CHALLENGES

THE NEW RACE FOR SPACE:

BIG AIRCRAFT, BIG CHANGES: NEW TRENDS IN AIRCRAFT MRO

THE DECIBEL DILEMMA: CAPACITY AND AIRPORT NOISE

FOLLOWING THE TREND: SOCIAL MEDIA AND AIRPORT MARKETING

COMBINED FLIGHT PLAN: PARTNERING TO SOLVE NEW DEMANDS

THE CHANGING FACE OF AVIATION:

FINDING EFFICIENCIES IN AIRPORT SPACES

BIOMETRICS IN AIRPORT OPERATIONS

CORPORATE MARKETING: Melissa Lavin-Hickey Mandie Nelson Erin Lambert

EDITOR: Erich Noack

CONTRIBUTING EDITOR: Megan Large

GRAPHIC DESIGN AND LAYOUT: Aaron Fiddelke Maggie Miller

© 2017 Burns & McDonnell


ATTAINING EFFICIENCYManaging higher passenger capacities through faster turnaround times creates better passenger experiences and more revenue for airlines and airports. Faster turnaround is achieved by reducing the time it takes for an aircraft to dock, unload its passengers and baggage, board new passengers and load baggage, restock its supplies, and push away from the gate. But doing so is logistically and technologically challenging. New trends in ramp service technologies are providing solutions worth considering.

Recently, updating gate systems with programmable logic controller (PLC) equipment provides real-time operational feedback to system operators and helps monitor equipment performance, showing early notifications of faults and alarms. This trend toward more integrated and automated systems is utilizing these PLC equipment interfaces to provide additional gate efficiency improvements.

FLEXIBILITY AND INTEGRATION Recent pushes for diverse aircraft fleets are making gate flexibility a necessity. Preparing each gate to accept a variety of aircraft types allows airports to bring planes of any size into any gate but requires flexibility in preconditioned air, boarding bridges and docking systems. Communication between ramp information systems (visual docking guidance, ramp services management systems, ramp information display systems, etc.) allows for integrated monitoring and reporting between each moving part.

System integration and automation are key to improving the flexibility and efficiency of ramp services. These

systems monitor the location of each flight and the status of gate equipment, determining the shortest path for the quickest turnaround. When combined with improved ramp equipment such as towbarless tugs, these systems can speed turnaround times significantly by improving the usage of an airport’s existing gates. Initial capital costs can be high, but the gains in efficiency and long-term cost savings will pay for themselves.

PREPARING FOR CAPACITY Federal Aviation Administration airport capacity assessments predicted an airport capacity increase of 25 percent in the next five years, some with little to no room for additional gates or terminals. Integrating the flexibility offered by advanced ramp service systems is one way airports can achieve better utilization of their existing gates, allowing airlines to move aircraft more efficiently than ever.

Doug Lenz: linkedin.com/in/douglenzbmcd

Janelle Burd: linkedin.com/in/janelleburd

Casey Sanborn: linkedin.com/in/jcaseysanborn

Many metropolitan airports are facing the challenges of increased air traffic, diverse aircraft fleets and real estate constraints, making expansion difficult or impossible. With the approximate $25 million to $40 million-per-gate expansion price tag, airports are looking for new ways to provide improved passenger experiences, safer work environments and more sustainable operations to meet these growing demands.

RAMP IT UPAdvanced Services for Increased CapacityBy Doug Lenz, PE, ENV SP, Janelle Burd, PE, and Casey Sanborn, PE


TERMINAL CONVENIENCEThe concept of convenience is subjective. This is the issue when determining the features that matter most to airport travelers. Some desire shorter lines or the ease of exiting a flight, picking up their bags and getting to the curb for pickup. For others, airport convenience begins in the parking lot, relying on airport ground transportation to bring them to the terminal.

Part of the trouble in attempting to define convenience within the confines of public transportation is technology's effect on the public's perception of travel. Smart devices create instant gratification, causing airport travelers to expect the same results — to be where they need to be immediately. Because of this, airports must be prepared to provide conveniences that cater to this perception, implementing solutions that accommodate frequent travelers and those who only travel once a year.

BiometricsDiscussed more on page 10, biometric technology is making the check-in, baggage drop and security processes more bearable for passengers.

Wearable technology Connecting to a passenger’s profile and the airport's Wi-Fi, wearable technology provides real-time updates on gate locations, distances and wait times.

PersonalizationOffering surprisingly simple conveniences, such as a variety of seating options and entertainment, allows passengers to feel more at home in the terminal.

We live in a world of abundant conveniences. As time goes on, technological advancements will continue to provide us with more simplicity and luxury. For airports, this means keeping up with the changes and attempting to provide the public with the experiences they have come to expect.

DESIGNED FOR FLEXIBILITYAirport Convenience Challenges

By Wendy Hageman, CID, LEED AP, DBIA,

and John Trupiano, Corgan, AIA, NCARB, LEED AP

CONVENIENT COSTMany airports have been in operation for more than 50 years, adapting outdated designs to function in the new high-security environment. This often means drastically altering spaces to accommodate the needs of a modern airport, giving the impression of convenience — short walking distance from entrance to gate and perceived shorter wait times — but the reality is an airport that is inconvenient and insecure in many fundamental ways.

Considering this, airports should aim to provide continued convenience to their passengers, rethinking the flexibility of old spaces. Such an approach will prepare airports for changes in technology, aircraft, passenger expectations and future capacity forecasts.

Wendy Hageman: linkedin.com/in/wendy-hageman

John Trupiano: linkedin.com/in/johntrupiano


SOLVING A GROWING PROBLEM This scenario is unfortunately not uncommon. As airports and air travel continue to evolve, increases in traffic are occurring at airports across the country and around the world. This influx of new passengers in an already tight airport environment places a premium on airport spaces. Higher capacities mean more congestion, which negatively affects both the customer experience and the ability of employees to effectively perform their jobs. Common spaces, including ticketing counters, seating at gates and bathrooms — even employee support spaces — often are outdated and inefficient, causing high costs and headaches for the airports, airlines and the customers they serve.

Space planning studies offer a solution to this increasingly apparent issue by examining the state of the front-of-house and back-of-house spaces. The process provides airlines with options to save money, gain efficiency for its employees, and increase its level of customer service by modernizing spaces and creating consistent airline branding and standardization across all

locations. Doing so offers customers a better experience, allows for more flights, and creates cost savings and increased revenue for the airline and the airport.

USING AN EFFECTIVE PROCESS A contractor’s first step in providing an airline with a space planning study is to visit the space to speak with airline representatives and produce computer-aided design (CAD) drawings based on an understanding of the current layout and use. Each airline has a set of standards when it comes to the use and appearance of its space based on the size of the operation, including how many flights it operates each day and how many people it employs.

There are many calculations involved when comparing an airline’s total existing areas with what is needed for efficient operation. For the most part, decisions to adjust the space are based on the contractor’s visit to the site and intimate knowledge of the day-to-day operation. Walking the space and talking to the people who use it will equip the team with the knowledge needed to create

Picture this: Your flight arrives at the airport, and you’re ready to make the mad dash to catch a connection. Retrieving your carry-on from the overhead, you head out of the plane and up the ramp to the terminal, making a beeline for your gate.

A sea of people slows your progress, but you eventually arrive to find the only available seating at the gate is on the floor. Reluctantly, you find a spot and settle in to wait for your next flight.

THE NEW RACE FOR SPACEFinding Efficiencies in Airport SpacesBy Melissa Kelley


a space that will benefit the airline’s overhead costs and increase the ability of its employees to work efficiently.

Naturally, no space or operation is the same, and airlines that have been occupying the same area for many years might feel that they risk losing space as the result of a study. It’s not far from the truth — a space planning study can result in an airline giving space back to an airport, thereby saving on rent. But that's not always the case. Sometimes it's about getting more out of an existing space by looking for ways to optimize the layout given area to create adaptability for capacity changes, eliminating the need to take on additional space.

CREATING BREATHING ROOM It’s no secret that passenger volumes are on the rise, and airports might need to expand to meet the demand. The increased revenues that airlines are experiencing from this growth will allow them to invest in and modernize outdated facilities by rethinking operations and spaces. Technology will play a key role in these changes, and employing innovative features, such as Wi-Fi, mobile charging stations and easy check-in kiosks to enhance passenger experience, will become commonplace.

OPPORTUNITY TO RETHINK SPACEChanges in airline operations can create chances to reconsider existing space requirements. Inefficiencies in back-of-house areas created by expansions and mergers are often the result of duplicate spaces and divided operations, which require consolidation.

In situations where airlines are outgrowing their currently leased space, the need to renegotiate terms and possibly return unneeded space to the airport becomes more attractive if it means gaining efficiencies and saving money. Because it is more cost-effective to invest in a space planning study than it is to expand, airlines should consider this process as an alternative to taking on more, premium-priced leased space.

Space planning studies are an important part of this new paradigm. Optimization of spaces will give airports and airlines the ability to do more with already existing space, satisfying corporate real estate needs and the needs of their everyday operations. Most importantly, space planning improves the customer experience, preparing airlines and airports to adapt to capacity changes now and into the future.


DEFINING THE CHALLENGES A simplistic analysis of modern aviation might suggest that airlines and airports operate under different sets of principles, assumptions and priorities. Airlines, as private sector organizations operating in a highly competitive and low-margin market, have developed strengths in network operations, cost controls, fleet and logistics planning, and flexible operational planning. On the other hand, airlines generally operate as tenants in their networks, resulting in underdeveloped experience in facilities maintenance or management, fixed asset life cycle planning, or infrastructure asset management.

Conversely, airports are generally public organizations, accountable to a variety of stakeholders and act as a driving force in the local and regional economies in which they operate. Because of this, they must maintain a long-term perspective. Not surprisingly, airports have developed the ability to conduct capital improvement and airport master planning; however, long-range planning typically does not incorporate facility or asset

management planning. Because of this and the nature of fixed assets and capital investment time frames, airports generally are unable to act with agility and short-term responsiveness.

Despite their differences, airports and airlines value predictability, balance and agility. Whether planning for the short or long term, both entities are focused on achieving operational continuity and beneficial expansion for their shared customers, based on sound capital investments and operational expenses.

MEETING THE CHALLENGES Since the first commercial flight, airlines and airports have relied on attracting passengers and cargo to create revenue. Though the modern airport business model has evolved, continuing to reduce costs and minimize waste will keep both parties fiscally healthy and competitive.

The most successful American airports and airlines will be those that recognize how to leverage the strength of partnerships to provide better customer service, experience and value. Common goals include the development and implementation of improved technologies, enhanced security systems and the increased reliability of all assets, both fixed and fleet. Clear communication, full cooperation and transparency are required to make these goals reality.

Transforming traditional master planning methodologies and considering constraints, resources, risks and opportunities will yield realistic long-term growth for airports and airlines. The inclusion of clearly defined triggers for growth will allow new opportunities, anticipated and unexpected, to be incorporated. Additionally, anticipating the operational costs of facility

After decades of insufficient spending on infrastructure and technology, many of America’s airports require renovation, expansion or full replacement. As the aviation industry continues to age, airlines and airports will need to work together to cost-effectively provide better and more efficient services to growing passenger numbers.

COMBINED FLIGHT PLANPartnering to Solve New DemandsBy Yvonne Bilshausen and J. Somer Shindler, United Airlines


maintenance and asset management will yield more predictable financial outcomes. When a clear path of communication is maintained between the airports and airlines, customers and communities benefit.

WORKING TOWARD THE FUTURE Airlines and airports recognize the value of each other’s skills and experience. Each entity knows that employing consultants who understand how airlines and airports engage in business is imperative to success for all key stakeholders. Leveraging these consultants’ and contractors’ technical training and third-party perspective creates new opportunities for the execution of programs and projects.

Roughly 900 million passengers travel through U.S. airports every year, and that number is expected to increase significantly. As we move further into the 21st century, airlines and airports will need to continue partnering together to drive new developments that answer the issues of increasing capacity within the aging aviation infrastructure.

Yvonne Bilshausen: linkedin.com/in/yvonnebilshausen

J. Somer Shindler: linkedin.com/in/jsomershindler


Biometrics, or the use of a person’s unique physical characteristics for identification, has become something of a buzzword in the technology and security fields. The application of biometric technologies is changing the way airports and airlines identify travelers. This new technology has the potential to improve passenger throughput capacities during the ticketing, bag drop, boarding and security processes.

AVIATION AND BIOMETRICS In the last decade, more organizations have begun viewing biometric technologies as a way to manage security with minimal intrusion. There are a variety of successful biometric technologies in use today: fingerprints, hand geometry, ear lobe identification, iris recognition, gait measurement and facial recognition, as well as other new and emerging technologies being successfully implemented by a multitude of end users. These technologies identify a person via video capture and pattern recognition without disrupting the overall experience.

Currently, biometrics are being utilized in airport security and immigration applications. Facial recognition has gained the most traction, with testing taking place in many locations around the world. It is projected that, in the future, visa-holding passengers who wish to board an international flight will have to agree to a facial geometry scan, which will then be linked to his or her passport for identification.

But the application of biometrics is expanding beyond security and immigration. Soon, biometrics will be used to create a single-user ID for each passenger. During ticketing, a traveler’s personal information will be matched with his or her biometric data and then to the image ID. This data also will be linked to the traveler’s baggage and matched with the airline database, linking passenger to carry-on baggage and identifying security threat risk level. Upon exiting security, the data will be used to track the traveler’s progress to the boarding gate, where

The use of advanced technology is becoming more prevalent throughout airports, from ticketing to security checkpoints. Security continues to be a priority for airports, but in the face of rising capacities, innovators are developing more ways to identify passengers and simplify their movement through the airport. In the last five years, the push to modernize airport operations has included the use of biometric technologies throughout the airport community, domestically and internationally.

THE CHANGING FACE OF AVIATIONBiometrics in Airport OperationsBy Michael K. Pilgrim and Shawn M. Whalen, PE, RCDD, PSP, LEED AP


wayfinding technologies will present tenant-based services. At the gate, the image will be used to confirm the traveler’s reservation. This ability to uniquely identify each traveler and his or her movement will greatly enhance an airport’s ability to manage capacity, improve wayfinding, and reduce bottlenecks and queuing times.

OPERATIONS AND BIOMETRICS The use of biometrics has a significant impact on data collection, storage and network requirements for operators. It necessitates major changes in the size and complexity of systems used to store and transmit biometric files and databases. This is because of the variance in biometric file sizes, depending on type, resolution and image compression formats.

Biometric technology employs algorithms to match a single biometric element with a database. This requires that each airport have access to large and often

proprietary databases to distinguish one traveler from the next. Such access places increased demand on network speeds, availability and transmission capabilities. Growing storage needs will require each element of airport operations to expand its network capacity. In this situation, specialized personnel are needed to monitor the system.

The use of biometric technologies is a trend that is expected to continue, driving better, more efficient technologies, some of which are already in use in our everyday lives, as many people use their fingerprint to access a smartphone. Perhaps using that same fingerprint to go on a long-awaited vacation is closer than they think.

Michael Pilgrim: linkedin.com/in/mike-pilgrim-burnsmcdonnell

Shawn Whalen: linkedin.com/in/shawnmwhalen


But as new aircraft arrive — offering the promise of moving more passengers more efficiently — airlines come face to face with a new challenge. Hangars that have been in use for decades reveal that their spaces are too small for these new fleets, impacting the maintenance and operations of support facilities and personnel. This puts airlines in a difficult position.

Airlines have been making the choice between in-house and contract maintenance for years, using either third-party maintenance, repair and overhaul (MRO) shops, or the shops of other airlines. Another trend is moving the responsibility of this maintenance to original equipment manufacturers (OEMs), which has the potential to solve many of the capacity issues airlines are facing.

DEFINING THE ISSUES OF NEW AIRCRAFT Unlike the ever-increasing maintenance required of older aircraft, growing a fleet with newer aircraft doesn’t mean a spike in maintenance. Instead, a younger, healthier fleet

Throughout the history of commercial air travel, the trend has been to produce and utilize increasingly larger aircraft. This is a trend that persists today, as concepts for larger aircraft, like Boeing’s 777-9X, are announced. The philosophy here is simple: the bigger the aircraft, the more seats available. More seats per aircraft means getting more seats into corresponding gates. In airports that have limited available gate space, this translates to more revenue for airlines.

BIG AIRCRAFT, BIG CHANGESNew Trends in Aircraft MRO By Eric Bahr, PE

requires less maintenance, not necessarily new or expanded facilities. Breaking down aircraft checks into smaller, segmented checks eases the impact of maintenance on existing hangars as well. But if existing facilities cannot handle the new planes, they cause an operational inefficiency.

Airlines and the consultants they work with have come up with several techniques to solve the space issues created by larger airplanes, such as cutting tail doors into doorframes to accommodate taller aircraft. Some have even gone as far as to tilt the aircraft to pass the tail underneath the doorframe, setting the nose of the aircraft down once inside. While these practices work and can extend the lifespan of an outdated hangar, they are ultimately temporary and inefficient, increasing damage risk and making the need for entirely new hangars apparent.

But the introduction of larger aircraft also can contribute to a reduction in overall airport space. Aircraft like the Airbus A380 require wider runways, affecting areas originally set aside for support facilities. To expand a runway, existing facilities must be leveled, clearing out current tenants and making room for new hangars difficult to come by. This puts a premium on space for hangars at fully developed and landlocked airports.

PUSHING TOWARD OEM MAINTENANCE But the construction of new hangars is not a dying trend — increased passenger capacities mean that airlines now have the funds needed to bring state-of-the-art support facilities online, and there are several hangar projects currently in progress across the U.S. But as fleets become more diverse, airlines are discovering that the operational standards and facilities needed to conduct maintenance on a wide range of aircraft can create inefficiencies.


This understanding is part of the reason that some OEMs are making a push to sell their maintenance services to airlines with new or diverse fleets. The convenience of taking on the maintenance schedules of these new aircraft solves many hangar and space issues; however, the OEMs could face backlash from airline partners and third- party MRO companies, all of which derive revenue from MRO work.

REACTING TO CHANGES In light of these trends, airlines must consider the future of their hangar assets and maintenance protocols.

Existing facilities will need to be adapted to incorporate smarter technology and practices that can handle the maintenance of legacy fleets and the influx of new aircraft. Additionally, Boeing’s announcement of the new midsized airplane (NMA) concept raises the likelihood of a future with taller, longer and wider aircraft, requiring accommodations larger than today’s hangars for standard narrow-bodies but smaller than the hangars for today’s wide-bodies.

Keeping these things in mind, as well as the influence of OEM-controlled maintenance, will help airlines better manage their maintenance needs well into the future.

Eric Bahr: linkedin.com/in/ericbahr

HANGARS AND DESIGN-BUILD DELIVERYJohn Maranowicz, LEED AP BD+C,

QSP, CESSWI

The continued evolution of hangar design will make flexibility more important as new aircraft arrive. More complex maintenance checks and procedures affect designs, from component shops and equipment to the implementation of new technology.

The ever-changing nature of the industry makes it difficult for owners and contractors to keep up. One way to get the most state-of-the-art systems is to utilize the design-build delivery method to optimize cost and schedule.

Over the past several years, owners have begun to realize the benefits of design-build and the solutions they bring to design and construction obstacles. With public-private partnership projects becoming more prevalent, design-build project delivery can be used to expedite project delivery while maintaining cost and schedule control on aviation projects.

John Maranowicz: linkedin.com/in/johnmaranowicz


DELAYED IMPACTS Capacity, in terms of arriving and departing flights, depends on several variables. The number of runways in use, the types of aircraft accommodated, and the distance between departing and arriving aircraft all play a role. Delays occur when aircraft traffic exceeds an airport’s capabilities. To counter these delays, airports often use runway expansions or traffic pattern adjustments.

However, both strategies impact the surrounding areas. One of the biggest impacts is that of noise pollution, which commonly affects the areas beyond the ends of the runways, where arriving and departing aircraft fly at low altitudes. Because many of these high-noise areas surrounding airports are occupied by residential neighborhoods, the Federal Aviation Administration (FAA) enforces noise compatibility requirements for airports.

DISQUIETED SOLUTIONSAlthough airlines are now using quieter aircraft, the issue of noise is as prevalent as ever. To address noise compatibility issues, many airports are performing FAA Airport Noise Compatibility Planning (Part 150) studies, which provide airport operators with guidelines for voluntary noise abatement standards.

Noise abatement procedures that result from a Part 150 study often have a negative effect on capacity. Airports experiencing both capacity and noise issues usually find that a solution to one often aggravates the other. For instance, an ideal runway configuration could

direct traffic over a residential neighborhood, which typically increases noise complaints. Conversely, trying to enforce noise abatement procedures might result in unacceptable delays at peak hours.

WEIGHTED VALUE It’s clear that there is no easy trade-off between capacity and addressing noise compliance issues. In many cases, an airport must weigh the economic value of extending or adding a runway against the environmental issues it could cause. While the answer isn’t always apparent, continued capacity growth will make such evaluations a necessity in the coming years.

Brenda Enos: linkedin.com/in/brendaenos

Like automobiles moving along a highway, aircraft crisscross the sky, connecting airports in an elaborate, well-timed dance. But all that traffic in the sky is reflective of traffic on the ground, and as capacities at airports grow and skyways become more crowded, the environmental concerns associated with airport noise continue to increase.

THE DECIBEL DILEMMACapacity and Airport Noise By Brenda Enos, CHMM, REM


Airports are in a unique position to benefit from this phenomenon. In an industry that provides a large number of people with time-sensitive services, the use of social media to engage with passengers is clearly more than just a passing trend.

Using social media in a variety of ways, airports are echoing how their passengers consume news and information, making it clear that social media has real implications on an airport’s overall marketing strategy.

Posting real-time updates Informing passengers of relevant, accurate information improves their experience.

Monitoring passenger experienceUsing posts to gauge customer experience allows airports to adapt to growing needs.

Responding to passengersResponding to feedback closes the gap between airport operators and passengers.

With these strategies in mind, airports can continue to monitor and use social media to inform and make better business decisions as they pertain to capacity and passenger experience.

Megan Large: linkedin.com/in/meganlarge

Stuart Garrett: linkedin.com/in/stugarrett

Social media offers a unique means of communication. Platforms like Facebook, Instagram, Pinterest, LinkedIn and Twitter give individuals and businesses a dynamic way to instantly present and consume information. As technology continues to permeate our lives, the ability to reach a wide audience through these channels becomes more apparent as a means of providing better services.

FOLLOWING THE TRENDSocial Media and Airport Marketing

By Megan Large, CF APMP, and Stuart Garrett

JILL GEBOY Aviation Project Manager, Southern California

With just six years of experience under her belt, Jill's career is already taking off. After earning her Bachelor of Science in business administration and aviation management from Ohio State University and completing an internship in facility management at San Diego International Airport, she entered the workforce as project manager.

For five and a half years, she managed more than 30 construction projects; completed quality control checks; developed workflows; and assisted in the creation of aging asset reports for San Diego International Airport, Los Angeles International Airport and John Glenn Columbus International Airport.

Now, in her position as an aviation project manager at Burns & McDonnell, Jill is continuing to further her career by assisting clients in Southern California with a multitude of projects and goals. Her innovative approach is quickly making her an indispensable addition to the team.

BRENDA ENOS Aviation Project Manager, Kansas City

Brenda Enos’ career in the aviation industry has been focused on the environmental impacts of airports. From long-term air monitoring programs to obstruction studies, her more than 14 years of experience has taken her across the country to help clients with environmental management and sustainability.

In her previous positions, Brenda spearheaded voluntary land acquisition programs, including the purchase of 220 homes in response to an Airport Noise Compatibility Planning study. She also has managed environmental impact studies for airportwide improvement programs, including runway extensions and the development of the first sustainability management plan to include provisions for climate change.

As a project manager at Burns & McDonnell, Brenda continues to focus on environmental issues facing the modern airport. Her experience in dealing with permitting and studies, as well as her knowledge of new and existing regulations, brings invaluable insight to her team. Jill Geboy: linkedin.com/in/jillgeboy

Brenda Enos: linkedin.com/in/brendaenos

EMPLOYEE SPOTLIGHTS

Ideas too big for your carry-on.

An airport’s challenges require solutions that go above and beyond the competition to offer

enormous value and efficiency. See how our team is providing better passenger

experiences through innovation at burnsmcd.com/ASR17.

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