In an exclusive discussion with CXO News & APAC News Network, S Suhas, IAS, MD, Cochin International Airport Limited (CIAL), outlined the airport’s technology best practices in a PPP model and how it has become the second-largest power producer in Kerala.
What ways Cochin International Airport has leveraged technology would you like to highlight?
Cochin International Airport takes a multi-pronged approach to technology, focusing on security and passenger experience. To ensure the highest level of security, they have implemented biometric access at all entry gates, including those for staff. CIAL’s IT and Communications department also developed in-house software to facilitate DigiYatra, the biometric-based paperless travel initiative.
Looking ahead, self-operated kiosks will be further enhanced to become fully automated and biometric in the coming years, creating a hassle-free travel journey for passengers.
What are the best practices in integrating technology with better governance and administration, especially concerning Cochin International Airport?
At Cochin International Airport, best practices in technology integration for improved governance and administration include an effective file-moving mechanism through the Integrated Airport Management Service (IAMS). User interface platforms such as SAP and Employee Self Service (ESS) have been implemented as part of this.
The airport has seamlessly transitioned to AI modules like ChatGPT and Copilot, and the entire email environment, including Microsoft Outlook 360, has been integrated with these AI tools. Additionally, all officers have received training to use these platforms effectively.
What are some of the global best practices followed by leading airports the world over, and how can some of these be replicated in Cochin Airport?
Cochin Airport can replicate several best practices to enhance its governance and administration. For instance, the GPS-enabled automatic ‘smart trolley’ system that guides passengers effortlessly to their boarding points could be introduced. The security check-in process should be made more hassle-free, moving away from the current rigid and uncomfortable procedures at security checkpoints. Globally, many major airports have replaced manual frisking with full-body scanners. In India, nodal government agencies have granted trial permits for these scanners at two major airports, and Cochin Airport has initiated procurement of full-body scanners.
Subject to regulatory approvals, Cochin International Airport Ltd (CIAL) anticipates implementing this system shortly. By adopting strategic master planning, efficient airside development, stringent safety measures, sustainable development, advanced technology integration for passenger facilitation, and adaptable, cost-effective infrastructure, CIAL aims to elevate its standards to those of leading global airports. Adopting AI, which enables biometric operations, autonomous baggage systems, and personalized passenger assistance, is pivotal for the future and will enhance overall efficiency and the travel experience.
What have been the benefits of operating CIAL in a PPP model, and how would you differentiate it from other privately operated airports in the state, like Thiruvananthapuram?
CIAL, being the first airport in the country to operate under a PPP (Public-Private Partnership) model, has enjoyed a robust stakeholder base of 19,000 investors from various countries worldwide. The Government of Kerala is the largest stakeholder, holding a 34% stake in the system. This model combines the adaptability and decision-making efficiency of a private corporation with the social commitment of government control.
The profits generated within such an ecosystem should benefit the end-user and the passengers. So, this concept helps us maintain one of the country’s lowest parking and landing charges, which is reflected in the ticketing cost. It prioritizes social good while still allowing the system to operate efficiently. It is often alleged that corporatization embodies the principle of ‘socializing losses and privatizing profits.’ However, a PPP model effectively controlled by the government helps reverse this concept by socializing profits instead.
How is technology leveraged to expand domestic and international services and offer more cost-effective air travel options?
We’re leveraging technology in several ways to expand domestic and international services while offering cost-effective air travel. We’ve been associating closely with leading consulting firms and data analytics teams to gain insights into passenger travel and income patterns. This includes analyzing user patterns and behavior techniques like Original Destination Data (ODD).
These advanced data analytics techniques can uncover the most popular travel routes and passenger preferences. This empowers us to develop and continuously improve strong route development plans (by reviewing, updating, and enhancing), optimizing domestic and international connections. This data-driven approach allows us to identify underserved markets and adjust our offerings to meet passenger demand, ultimately leading to a more efficient network and potentially lower fares.
How prepared is the airport on the security front, and how critical is technology here, especially in coordinating between the different agencies?
The airport prioritizes security through a robust, multi-layered approach. To deter unauthorized access, we have implemented a Perimeter Intrusion Detection System (PIDS). This system utilizes a combination of technologies along a 12 km stretch of the perimeter wall, including non-lethal power fencing, fiber optic vibration sensors, and thermal cameras.
Real-time intrusion attempts and alarms are displayed on a graphical user interface map within the security control area for a swift and targeted response by the security personnel. Furthermore, an extensive surveillance network (with the help of 5,000 cameras) blankets the airport. Live feeds from these cameras are accessible in the Security Operations Control Centre (SOCC) operated by CISF and are integrated with the Airport Operations Control Center (AOCC).
This integration merges security and operational systems onto a single platform, fostering enhanced coordination between various agencies. This centralized approach allows for a more comprehensive security posture and faster response times in the event of an incident.
What sustainability initiatives are planned at CIAL with a vision to make it a green airport?
CIAL believes in the responsibility to venture into projects producing green energy, thereby lessening our carbon footprint. In 2015, Cochin International Airport became the world’s first fully solar-powered airport with the inauguration of a dedicated solar plant. Then, CIAL ventured into a hydroelectric project, which was commissioned in 2021. The hydropower plant, located at Iruvanjippuzha in Arippara, Kozhikode district, has an installed capacity of producing 4.5MW.
CIAL also inaugurated a new solar power plant on 6th March 2022, elevating its status from a power-neutral to a power-positive airport. The 12 MWp plant is situated at Ettukudukka near Payyanur, Kerala. With this commissioning, the cumulative installed capacity of CIAL’s solar plants has been scaled up to 50 MW. These include seven plants on the airport premises and the solar carport at CIAL.
Aviation is one of the fields which is being reprimanded for the production of greenhouse gases. These green initiatives have not only reduced the carbon footprint but have also significantly reduced operating costs. Presently, CIAL generates a remarkable 73 million units of clean and green energy annually. It generates 2 lakh power units daily, while its daily power consumption is 1.6 lakh units. For this entrepreneurial vision, the airport won the coveted ‘Champion of the Earth’ award, the highest environmental honor instituted by the United Nations—this power production positions CIAL as the second-largest power producer in Kerala after the Kerala State Electricity Board.
The company has broadened its environmental endeavors and has already inked a Memorandum of Understanding (MoU) with Bharat Petroleum Corporation Limited (BPCL) to construct a ‘Green Hydrogen’ plant.
