< PreviousJuly 2020 · AVIATION BUSINESS 30 www.aviationbusinessme.com ELECTRIFICATION ON THE GROUND: DAVID HUNTER, BUSINESS DEVELOPMENT DIRECTOR, DANFOSS Danfoss is a technology company developing clean, energy efficient solutions for multiple sectors including the aviation industry. It recently began implementing its drivetrains into electric aircraft tractors. What’s the appetite like for electrifi ed ground equipment? Operators are showing an interest. There are many driving factors, such as lower emissions, fewer maintenance requirements, safer operation, fuel cost savings and reduced noise levels. Electrifi ed ground service equipment will help airports transition to a more environmentally friendly set-up and help reduce pollution. What kind of interest is there in your solutions from airport operators and ground service providers? There is huge interest, especially for implementing our drivetrains into aircraft tractors, which is because of the effi ciencies we off er. From both projects we have already executed to live projects; the feedback has always been great. How far could coronavirus jeopardise the electrifi cation of the aviation industry? The impact of Covid-19 on electrifi cation is purely fi nancial. Most airlines currently do not have any money to investment in new technology. If fi nancial considerations were taken away then the desire would be there. Do you expect less investment as aviation struggles for cash and concentrates instead on saving business? I wouldn’t necessarily say there will be less investment, however there will be less of a focus or eff ort into electrifi cation. I’m sure the focus will be to adapt to the new normal. How long before electric ground equipment becomes the norm at airports? I believe that there will be a two or three year transition. The technology is already there and proven, it just operators, airlines and airports to take the lead and begin implementing them en masse. really big. Of course investment is tricky because these things take time and [manufacturers] tend to concentrate on building ‘traditional’ aeroplanes.” Zaltman hopes that ARE can continue to attract investment in spite of the currently industry crisis. He explains that the concept has multiple benefi ts. For example, the race is a testing op- portunity for new technologies but is also a way of showcasing and commu- nicating cutting-edge innovations. The race is designed to work on a business development level for brands while also boosting the profi le of electric aviation among the wider public and familiarise consumers with the new technologies. “General acceptance in the market has to happen before anyone is going to get into an aeroplane powered by electric,” states Zaltman. “Familiarising the public with what manufacturers are doing and gaining acceptance in the consumer market is a really big deal. Yes, manufacturers’ customers are airlines, but airlines have their passengers to sell to so a manufacturer ultimately needs the buy-in of the public.” Of course, some would-be investors may question the relevance of small scale racing to the commercial airline industry. How can these race plane technologies be applied to the next generation of Airbus or Boeing aircraft? Zaltman draws on the example of battery technology to explain why he thinks ARE has a role to play in help- ing to decarbonise large commercial aircraft. He explains that batteries can be very relevant on a small scale model as, with the right investment, they can be scaled up. With any type of battery or other propulsion technology, testing needs to start on a small scale, Zaltman says. Canada’s Harbour Air recently became the fi rst commercial air service to use a wholly electric plane.31 July 2020 · AVIATION BUSINESS www.aviationbusinessme.com ELECTRIFICATION AIR RACE E: THE FORMULA E OF THE SKIES Air Race E is the fi rst ever all-electric aeroplane race. The future of aviation is in green energy, its organisers believe, and Air Race E aims to set the marker for future developments in electric aviation. Eight planes race wingtip- to-wingtip at 250 mph around a tight oval circuit just 1.5km end-to-end. The fi rst race was originally scheduled to take off in 2021. Air Race E says it is also the only organisation in the world that has already brought together all the necessary ingredients for an international electric air race, all under one umbrella. It has prototype planes, a dedicated test centre where the race planes are being engineered, and qualifi ed test pilots and certifi ed race pilots ready to go. “By doing an air race, we are creating a very high performance, very demand- ing and a very rigorous environment for testing. We’re punching well above our weight in terms of the impact we have on industry technology. So far it seems very relevant. It’s certainly driv- ing investment; we’ve got new teams involved and they’re not just in it for the race. All of them are in it to innovate technology and to bring that out to the market eventually.” It is telling that Airbus, arguably the largest aerospace manufacturer in the world, was a founding partner of ARE. The European airframer is closely watching everything that happens with ARE and its teams with a view to apply develop- ments to the market down the line. For the likes of Airbus and its competitors, ARE is about scouting, seeing what start-ups are doing and driving innovations back into their commercial products, accord- ing to Zaltman. “Most manufacturers getting involved in building a race plane are typically the ones that are newer entrants to the mar- ket. They are fully invested in this electric propulsion paradigm and they are taking it very seriously. They’re looking at this as a direct way to bring their technologies to market. The larger manufacturers are all taking this seriously, but it’s hard to get manufacturers of large aircraft to build a race plane. It’s quite a shift of attention. That’s where I think the smaller start-ups in electric propulsion are picking this up.” Of course, the crunch point in all this is Covid-19 and the impact it has had on budgets. Manufacturing order books have been gutted and electrifi cation is sud- denly far from a priority. The pandemic is no doubt jeopardising the progression being made in electrifi cation and the lev- els of investment in decarbonisation. But commenting on the now defunct E-Fan X project, Zaltman says that we should not be so pessimistic. In his view, the programme already did a lot for electric propulsion and paved the way for the next step. Zaltman says E-Fan X was a building block and still believes that the likes of Airbus will step into electrifi cation in a more bold way in the future. “There are going to be some delays because programmes have had their funding cut off but I do not think that the virus is going to have any medium or long-term impact on the electrifi cation push. I accept that the industry has lost a lot of money and it needs to put money where it can immediately get returns on it. There is a clear case for why a future technology isn’t as important today. But I don’t think the existing investment as a percentage of the budgets is so dramatic that it would necessarily save the day if [companies] cancelled all the electrifi ca- tion programmes. More importantly Airbus and Rolls Royce’s E-Fan X project was a testbed for electric propulsion technology.July 2020 · AVIATION BUSINESS 32 www.aviationbusinessme.com ELECTRIFICATION ROEI GANZARSKI, CEO OF MAGNIX What kind of danger does Covid-19 pose to the electrifi cation of commercial air travel? Covid-19 is indeed an impact on the electric aviation revolution. The main impact is in that middle mile operators, like most airlines and operators worldwide, are not fl ying these days. So there is a potential delay in going to market. With that said, we believe that when recovery starts post-Covid-19, the demand for fl ying on smaller aircraft to and from smaller aircraft will grow. Moreover, the world has now seen what cleaner skies look like and we believe the trend towards more environmentally friendly travel will continue and in fact strengthen and gain momentum. So all said and done, we believe electric aviation has a bright future. Is there anything that aviation companies can do to encourage investment in their green projects when the crisis subsides? Aviation companies can look ahead at what the future looks like and what their fl ying consumers will demand of them. According to OAG, in 2018, 45% of worldwide airline fl ights were less than 500 miles in range. People fl y short ranges. Before Covid, there was already a strong demand to reduce carbon emissions from aircraft and to reduce costs. Before Covid there was already a high inconvenience of door-to-door travel given airlines only use a small subset of the available airports. So these trends were already impacting airline futures. Post-Covid, we can expect that people will prefer to go to smaller airports that are not as crowded and fl y on smaller aircraft that have fewer people as well. All this combined will drive the movement towards smaller electric aircraft fl ying into smaller airports. perhaps, the ones that will keep those programmes going are going to be the ones that are stronger companies in 10 or 20 years. This whole crisis has proved that having a sustainable business model is so important. You want to be able to leap frog the crises in the market and you really want to be looking two or three crises ahead.” Those who believe the future of com- mercial aviation lies in electric propul- sion will undoubtedly take comfort in Zaltman’s beliefs. But there is no doubt that the impact of Covid-19 will choke budgets and possibly blunt environ- mental ambitions for years to come. While many aviation fi rms have already pledged to continue their decarbonisa- tion goals despite the coronavirus, the industry remains incredibly unpre- dictable and there are no guarantees. What the crisis has shown however, as Zaltman alludes to, is that aviation companies must now more than ever make themselves as resilient as pos- sible. There is a strong case for making sustainability and innovation priori- ties when it comes to crafting a robust business model, meaning electric pro- pulsion is far from being snuff ed out by Covid-19. 33 July 2020 · AVIATION BUSINESS www.aviationbusinessme.com AVIATION PSYCHOLOGY A group of specialist aviation psychologists is off ering advice and support for pilots currently facing unemployment as a result of the Covid-19 pandemic. Flight crew around the world are currently facing mass unemployment as a result of the Covid-19 pandemic, which has caused the airline industry to virtually grind to a halt. Prof Rob Bor and Aedrian Bekker, found- ers of The Centre for Aviation Psychology, believe that pilots are arguably more aff ected than most by Covid-19 as the im- pact on the air travel industry and on job security “has been profound and is likely to remain so for some time to come”. In response to the strain on mental health that widespread job uncertainty is hav- ing, The Centre for Aviation Psychology has collated advice from Dr Gill Green, a clinical and aviation psychologist, and Captain Laurie Ling, a recently retired British Airways pilot, who is also an ex- perienced pilot peer supporter. “In trying to think things through, our cognitive process seeks to ‘fi ll in the gaps’”, says Captain Ling. “One of the downsides of the phenomenon of human conscious- ness is our ability to worry about the future. We know the future exists, but we don’t know what’s going to happen in it. We may try to process inaccurate or untested theories of what may hap- pen and, without confi rmed facts we default to ‘worst-case’ scenarios, jumping to conclusions. When our certainty is challenged our stress-response is trig- gered and anxiety increases. “Uncertainty about job security and our thoughts can in fact create greater anxiety and take a greater toll on our mental and physical health than actually losing a job. Once we have an answer, we can act, see what happens, and stop living in anxious anticipation. It’s often the not-knowing that’s the worst.” As a clinical and aviation psychologist, Dr Green has worked extensively for over a decade in the worlds of pilots, cabin crew, engineers and fl ight operations. She says that the Covid-19 crisis has left many people feel like they are sitting and waiting while someone else fi nds the solution to the world’s problems. “I think this sense of inaction is particu- larly diffi cult for pilots, who are trained to take the lead and help fi nd the solution.” Dr Green says that for most pilots and cabin crew there will be no “getting back to normal” by September. “Enthusiasm for DIY is fast waning and pilots are becoming increasingly anxious that they may fall victim to their company’s brutal restructuring as it pre- pares for a future of reduced demand and capacity. While the lived reality of this continual uncertainty can be draining for many, it can sometimes be helpful to understand the psychological impact of what we are experiencing. Sometimes, THE PSYCHOLOGY OF UNCERTAINTY In a market where thousands of fl ight crew are facing unemployment, specialist aviation psychologists offer practical strategies for pilots currently facing job insecurity as a result of the Covid-19 pandemic.July 2020 · AVIATION BUSINESS 34 www.aviationbusinessme.com AVIATION PSYCHOLOGY this can help us regain some control over our circumstances – and there is no short- age of good advice out there. “Mostly though, just understanding what is going on in our minds and mak- ing sense of our thoughts, feelings and behaviours is enough to take the edge off of what might feel overwhelming and frightening at times. One way we can make sense of the human impact of the current circumstances is to refer to the SCARF model that was proposed by neuropsychologist Prof David Rock.” The SCARF Model of Threat and Reward “Put simply, our brain constantly scans the environment for potential threats or rewards,” says Dr Green. “The ‘mini- mise danger and maximise reward’ principle is an overarching, organising principle of the brain. “There is a small almond-shaped object called the amygdala which is part of our limbic system. The amyg- dala plays a central role in remem- bering whether something should be approached (a reward) or avoided (a threat). Rock identifies five key factors that can activate this threat/reward circuitry. Each person is different and how they relate to these factors will depend on their genetics, upbring- ing, values, personality, etc. In times of extreme uncertainty, these factors will resonate more powerfully for some than others and their reactions to the activated circuitry will be varied in both strength and manifestation.” Status Many pilots, particularly those who may be permanently grounded post Covid-19, will have lost their status. Status is im- portant to all humans. We need to know where we are in life’s pecking order and that we feel valued by those around us, especially our employers. When our sta- tus or standing is challenged we feel attacked. We will resort to fi ght or fl ight behaviours to defend our position. Now, this isn’t about “one up-manship” or con- cern for what the neighbours will think, it is something much more fundamental. For many pilots the challenge will be accepting that they may no longer have a place in the profession they fought so hard (and paid so much) to join. Their identity and their way of life has been stripped from them. Also, contrary to common perception, only a very few will have fi nancial cushions to fall back on or will feel entirely bullet proof. Particularly aff ected will be the hundreds of newly qualifi ed and heavily indebted pilots who are facing extreme fi nancial hardship. Equally, there are those who may have been fl ying for decades and are concerned about having to start again elsewhere. This is likely to be on signifi cantly re- duced terms and conditions, with loss of income and a completely diff erent way of life to the one they have worked so hard to achieve. Taking a step back though, what I have observed over the years is that pilots possess a wealth of skill and leadership potential, and many occupy positions of authority and trust outside their aviation roles. Many have experienced periods of re- dundancy in the past, and have drawn on these skills, reinvented themselves and moved into non-fl ying roles until the industry picks up. The skill, determina- tion and resilience to become a pilot will stand many in good stead. These are the very skills required to bounce back from adversity and will deal with the current crisis, however challenging it may be. Certainty Even though we have apparently passed the peak of the virus, there is even less certainty in our world, not more. Nothing has really changed since the pandemic was triggered: we still have no fool-proof treatments or vaccine and there is so much about the virus that medics and scientists still don’t understand. Yes, countries will Emirates, like most airlines, has laid off thousands of staff in an eff ort to cut costs and conserve cash. 35 July 2020 · AVIATION BUSINESS www.aviationbusinessme.com AVIATION PSYCHOLOGY TOP 10 PRACTICAL STRATEGIES 1. Don’t believe all you read! Company communications may be particularly biased. Social media can fuel speculation and theories. If in a union, follow any advice given. Carefully consider the facts - they will unfold over time and will change as the situation moves forward. Things may not be so bad as they seem now. 2. Discuss your situation with family and friends – seek support – it’s OK not to feel OK but it’s not OK to lock away your feelings. Fear of loss of career can lead to experiencing a wide range of emotions and eventually, you’ll reach a stage of adaptation. Don’t go it alone – get help navigating the grief-like feelings and help to create a plan to move forward. If your sadness/anxiety explodes into full blown depression be sure to seek professional help immediately. 3. Whilst living through this period of uncertainty, don’t engage in self- defeat and avoid behaviours that will keep you in a cycle of negativity. Keep a routine. Don’t isolate yourself – get outside, seek out adventure and fresh air. Make a conscious eff ort to surround yourself with people who support and inspire you – avoid those who are angry. 4. Lack of structure can feel overwhelming. Reconnecting with things you haven’t done for a while - hobbies you let slip, volunteering, friends, or family will reinforce the fact that your identity is more than a job. You may need, for a period of time, to be less dependent on “what do you do” and more on “who you are”. There are many volunteering opportunities available to help – e.g. www.projectwingman.co.uk was specifi cally designed to enable crew to use their unique skills to support NHS staff . 5. Consider the changes being mooted by your company and how might you adapt to new ways of working. It’s tempting to feel angry and frustrated but it is more important to focus on what these changes might mean to you, your lifestyle and income, and how you might manage these. Acceptance of a new reality is diffi cult so again, talk it through with family and friends. How might you personally adapt? 6. If the worst happens and you are made redundant, this can be a painful process. It may be temporary and in due course there may be an opportunity to return to fl ying, but it also exposes you to a world of opportunities you may have otherwise overlooked. It’s one of the few times in your life when you will be handed a clean slate and given time to re- evaluate your career. You have the time to think carefully if you’d like to keep doing what you were doing, change fi elds, or start a business. 7. After surviving a layoff , you really learn a lot about your strengths and abilities. While you will need time to recover, remember to spend more time looking ahead and less time looking back. 8. Make a realistic assessment of your fi nancial situation. If you think that you may be out of work set out all your necessary expenses and exactly what you need to survive. Talk to lenders and mortgage companies to re-negotiate deals and be brutal about cutting out ‘discretionary spending’. Involve your family in this process and brainstorm ideas. 9. Get your paperwork in order: documents, licences, logbooks, medical. These are essential when looking for a new fl ying job. Consider if you are willing or able to change location or country. 10. Create new CVs and covering letters – one for pursuing any fl ying opportunities that may occur and another for any nonfl ying jobs that you may wish to apply for. In the latter case whilst the technical aspects of fl ying may be irrelevant, the ‘competencies’ will be and many of your managerial skills can be referenced. Sign up to recruitment sites. There will, of course, be fi erce competition for jobs that become available. Market yourself and seek career guidance if needed. be opening their borders and we will be “open for business” again, but we don’t know if customers will require quaran- tining or for how long; we don’t know if they even want or need to fl y again to the same extent as pre-Covid-19. You don’t have to be a psychologist or human factors expert to know that man- aging uncertainty is diffi cult. The brain likes to know what’s coming next. It will respond with fi ght or fl ight reactions if its need for a plan or way out is not satisfi ed. As a result, our brains will sometimes seize on quick, irrational solutions to end the pain or discomfort of not knowing. July 2020 · AVIATION BUSINESS 36 www.aviationbusinessme.com AVIATION PSYCHOLOGY Sadly, this can include maladaptive think- ing and behaviours such as ruminating thoughts, confi rmation biases, rushed decision making, and the distraction and temporary oblivion that substance abuse off ers. Pilots know all too well the dangers of acting and behaving under pressure. Just having a structure to the day with familiar milestones, repeated habits and a reason to get out of bed can provide some rhythm and purpose. Autonomy Whilst pilots work as part of a team, they are not known for their love of be- ing micromanaged. Like everyone, pilots need some degree of autonomy – having a say in how or what we do and the chance to infl uence our future. Without choices we feel trapped. For many pilots, their futures are currently being decided by others and decisions are beyond their personal infl uence and control. When we have no control and no escape, we get stressed and the threat circuitry is activated. Give people choices – no mat- ter how small – and the stress reduces. The cliché “work on things you can change and accept the things you can’t” remains as pertinent as ever. Taking control of what you can in life, setting achievable plans and goals, researching alternate options and having a plan for various scenarios, however unpalatable, can partially restore those feelings of mastery and control. Of course, pilots are very good at doing this in their day jobs and the challenge is to adapt those skills to their personal circumstances. Relatedness Humans have survived because we co- operate with each other; we all need to belong to a tribe or team. In order to co- operate we need to know who we can trust. The process of determining whether someone is friend or foe happens very quickly and can be detected in our brain activity. For example, when someone we perceive as being like us, shares informa- tion, we process it using similar circuits for thinking our own thoughts. When someone is perceived as “not like us” (a foe), diff erent circuits are used. Belonging to a community or tribe in times of threat and insecurity makes perfect sense. For many pilots, the rise of WhatsApp groups and other social media platforms provides a sense of community, belong- ing, and information sharing in a time of crisis. Let’s be honest though, some of these groups are dysfunctional and simply pour fuel onto an already smoul- dering situation. It takes self-discipline and restraint to ignore these and can be detrimental to our psychological well- being if we become embroiled. (I’m not immune to this myself! So, my approach is to fi rst ask myself if I actually feel better or worse for participating in a group or forum - it’s then much easier to decide if the group meets my need for relatedness or sense of community). Fairness When we perceive injustice, a threat re- sponse in our brains is easily triggered. Our need for fairness will be tested dur- ing and after this COVID-19 crisis, by the manner in which employers make their decisions and support their employees, both in aviation and elsewhere. For those who might lose their jobs, the sense of injustice will be raging. No amount of consolation, fair process and alternatives will compensate them for the unfairness they will feel about the situation. For those who remain in work, there may be a sense of “survivor guilt” and genuine feelings of loss for valued colleagues who have been let go. The delicate psychological contract between pilot and airline is likely to be fractured if people perceive unfairness or injustice in the way they or their col- leagues have been treated. Repairing this is no small task and will have to be entered into willingly by all parties once the ‘new normal’ has been established. Our need for fairness may explain why so many pilots had volunteered for the peer support programme we were launching in March. Everyone I interviewed had experienced some past misfortune or had supported someone they cared for, through adversity. Many of them saw vol- unteering as a means of helping address some of the unfairness they perceived in their world. A380 pilots are especially at risk of unemployment. Medical professionals are cocerned over the mental health implications of Covid-19 job insecurity.37 July 2020 · AVIATION BUSINESS www.aviationbusinessme.com SUSTAINABLE FUEL Joshua Kitetu, from the University of South Wales Dubai, is an expert in aerospace propulsion and aerodynamics. Here, he explores what place sustainable fuels and battery power will have in the future of commercial aviation. What are the main obstacles to a more environmentally friendly aviation sector? There are many challenges from diff er- ent areas. Aircraft are becoming more and more environmentally friendly. Current aircraft emit far fewer emissions than aircraft fl ying a few decades ago, as a result of the recent increased focus on environmental issues by airlines, governments and lobbyists, the rate at which these developments occur is under scrutiny. ICAO, FAA, and the EU have come up with plans that have clear structures on making aviation greener. These plans identify some of the chal- lenges involved, including legislation, funding for research and development of new technology, as well as the nar- row profi t margin for aircraft operators How realistic is the universal use of sustainable fuel in the aviation sector? Sustainable aviation fuels (SAF) are fuels which are preferred by aviation companies to be used as a replacement for conventional fossil fuels. Not all bio fuels are sustainable, for example, those fuels derive from plants which compete with the food sector for arable land. Universal use of SAF’s will not only mean producing the SAF to quantities similar, or exceeding fossil fuels, but also having adequate supply chains and distribution systems. Currently this has proved to be the biggest chal- lenge. In the long term, with adequate investment by key stakeholders, this might be feasible, but in the short and medium terms, blended fuels are a more realistic answer. The eff ects of biofuels on aircraft systems limits blended fuels to 50%, meaning fossil fuels still must be used for the foreseeable future. What place do electric aircraft have in the future of commercial aviation? The key limitation of having fully elec- tric commercial aircraft is battery per- formance (aff ecting range) and weight (aff ecting loading capacity). This means that in the foreseeable future, com- mercial fl ights powered by batteries are unlikely. Hybrid solutions (electric motors powered by engines) are a more interesting (and feasible) platform for now. If hybrid electric commercial air- craft are also powered by SAF’s then the environmental gains will be enormous. EXPERT VIEW: SUSTAINABLE FLIGHTJuly 2020 · AVIATION BUSINESS 38 www.aviationbusinessme.com SUSTAINABLE FUEL Perhaps other regions could come up with similar programs and encourage companies to invest some of the R&D money into SAF’s and electric aircraft. How far has Covid-19 jeopardised the development of sustainable fuels and more environmentally friendly aircraft? I think that demand for fl ying will con- tinue to increase, especially after the pandemic is more under control. In the short to medium term, airlines and the aviation industry will have been dealt a blow and some permanent changes will result. Due to the long-term nature of SAF and e-aircraft development, I think it would be too early to know of the ef- fects of this pandemic, but one thing is clear, if we are going to continue fl ying in the future, aviation must become more sustainable. (who should be using the new technol- ogy). Should new technology enter the market, prices tend to be much higher, thus making most operators select more conventional equipment, e.g. selecting conventional piston engine aircraft as opposed to electric aircraft, the latter being generally more expensive in the short term. What are the benefi ts for airlines in- vesting in sustainable fuel and newer aircraft? Sustainable fuels have been shown to emit less pollutants into the environment. Using SAF’s also provides new jobs to the SAF supply chain, for example in agriculture. With the growing concerns about the ef- fect of aviation on the environment, using sustainable fuels is an excellent way for airlines to demonstrate their commit- ABOUT THE AUTHOR Joshua Kitetu is a lecturer at the University of South Wales Dubai, taking modules which include aerospace propulsion and aerodynamics. Kitetu received his Masters in thermal power from Cranfi eld University, where he developed his interests in thermo-fl uids, aerodynamics, propulsion and aircraft systems, and is passionate and tackling technical challenges. ment to making the planet greener. Newer aircraft are designed to burn less fuel per passenger, so this also helps. Is there anything that the industry or governments can do to attract more investment into electric aircraft and sustainable fuels? Bringing SAF’s and electric aircraft main- stream requires a lot of cooperation be- tween various industries. For example, in order for an airline to start using SAF, they must buy it from somewhere and that SAF must be certifi ed safe for use for aircraft. Governments should ensure that policies are in place to support the certifi cation, supply and distribution of SAF’s. Airports should invest in facilities for storage and possible blending of the fuels, farms should be supported by the government by ensuring a market for the fuels, and companies or cooperates need to be formed to manage the supply chain - as you can imagine, it takes a lot of cooperation between many stakehold- ers for it to work. In the case of electric aircraft, a good example is what Airbus has been doing over the last few years regarding electric aircraft research. They have partnered with engine maker Rolls Royce, electric motor maker Siemens, and many European and UK universities for research and development. They have taken the whole project in many phases i.e. E-fan, E-fan2.0 and E-fanX. Such large scale cooperation inspired by the EU’s Cleansky Initiative and Vision 2050 is a magnet for long term investment. 39 July 2020 · AVIATION BUSINESS www.aviationbusinessme.com CONTACTLESS AIRPORT Richard Mikhael, president MEA of security fi rm IDEMIA, discusses how airports can bounce back with resilience, securing both borders and travellers’ safety with contactless biometric technology at key locations throughout the passenger journey. they are used by “hundreds, and perhaps thousands of people daily”. Further proving his point, Abu Dhabi Airport has put out a video document- ing the sanitation measures from the moment travellers arrive at the airport to the time when they board the fl ight. It is worth noting that ‘contactless’ is high- lighted throughout the video: travellers are temperature-checked via thermal scanners, identifi ed and traced via wear- able technology, such as Google Glass, and border crossings enabled with contactless biometric technology. As a veteran of border security, this does not surprise me. Contactless biometric technology for border control has been gaining popularity within the industry. In 2017, The Australian Department of In an eff ort to “fl atten the curve” and curb the spread of Covid-19, countries around the world implemented border closures. The economic pain that ensued from the border closures, coupled with some recent gains at controlling the spread of the virus, have led to countries gradually opening their borders again in the hope of restarting the engines for their economies. But herein lies the conundrum: in addition to the need of security at borders and seamless traveller experience, they must now ensure a safer and more hygienic environment for both airport employees and travellers. To achieve this, airports have imple- mented additional sanitation measures such as social distancing, enhanced sani- tation cycles and temperature checks. Airports in both Abu Dhabi and Dubai require travellers to wear face masks and gloves to ensure that contamination risks from ambient water droplets and surfaces are kept to a minimum. Minimising the risk of infection at the point of entry/exit is fundamental to rebuild traveller confi dence, a direct contributor to stimulate the travel in- dustry. At the recent FTE (Future Travel Experience) APEX Airports virtual event, Dr Joe Leader, CEO of APEX and IFSA, stated that he believes airports will be “critical in setting the tone for safe passenger travel in a post Covid-19 world”. In particular, Dr Leader highlighted that extra vigilance is a top priority for airport security areas as BIOMETRIC SECURITYNext >