Aéroports de Lyon generates some of its most innovative initiatives through its Le Club Imagine idea platform, which implemented the airport’s own TV channel, a food market for local farmers, and a combined medical centre and wellness facility at the airport.
Aéroports de Lyon is at the end of an exceptional half-decade of growth, in which throughput at Lyon-Saint Exupéry Airport increased by an average of +3.5% year-on-year between 2007 and 2011. Last year, despite challenges brought about by the closure of some Air France routes, passenger numbers remained consistent at 8.5 million. With a forecast return to +3% growth this year expected to be just the start of another long period of traffic expansion, Aéroports de Lyon’s focus is firmly on capacity expansion as it embarks on the biggest development in Lyon-Saint Exupéry’s history.
In 2011, air service operations commenced from the airport’s most recent extension – and the initial stage of its four-phase development strategy – a 7,000sqm satellite-expansion of its existing Terminal 3, which is dedicated to low-cost carrier services. But with the number of low-cost passengers having grown from less than 1% of the airport’s global traffic in 2009 to more than a quarter today, the satellite building has rapidly become saturated, so now the airport launches its large–scale construction programme to develop its new and improved Terminal 3.
“What’s original about Lyon’s development is that we have decided to build one new terminal that will serve two purposes,” said CEO Philippe Bernand. “It will be dedicated to common facilities for low-cost traffic and traditional international traffic, currently based in Terminal 1, which is in need of further expansion. We are also establishing a huge commercial area of around 10,000sqm.”
The second phase of the airport’s expansion – the main period of Terminal 3’s construction – will take place between now and 2016, and will form around half of Lyon-Saint Exupéry’s most significant ever five-year investment programme of €250 million – the rest of which will be dedicated to the renewal of facilities airport-wide. The new terminal will increase the airport’s size to around 60,000sqm, and has been designed to accommodate 25% of the airport’s total traffic by 2015. When the final stages of the development project – the joining of the new terminal with a freshly refurbished Terminal 1 – have been completed in 2020, the airport’s capacity will have grown by +50% to 15 million passengers a year.
Cooperation with the community
Beyond the completion of the new Terminal 3, subsequent developments are also a part of Lyon-Saint Exupéry Airport’s ambitious plan for the future. There is a further 10,000sqm of land on airport grounds that is reserved for further expansion, which, according to Bernand, is enough to build two additional runways, and enhance passenger capacity more than three times over. “It is rather unique in France to have an existing facility with such extension possibilities,” he added. “We think that, with the growing saturation of its large hubs, Europe’s future lies in the hands of the regional airports, and it is important for them to be prepared to transform ready for the opportunities ahead. Our relationship with the surrounding community is entirely linked to our potential for expansion. If we want it to become a reality one day, we must have a great deal of cooperation with those around us.”
Accordingly, the airport’s concern over its economical, social and environmental impact is at the forefront of its strategy for development, and as such it has implemented an array of means of cooperation with its local public. An arrangement with the regional Pôle-Emploi has positioned Lyon-Saint Exupéry as a key job provider in the district, with employment opportunities at the airport first being offered to its neighbouring population, while it has also worked to unite the community by a creating a network of paths, so that the airport can be traversed by foot or bicycle.
For the last 15 years, sustainable operation has also been a priority for Aéroports de Lyon, and it is currently applying its strategy to reduce energy consumption and carbon emissions. Lyon Saint Exupéry has set its sights on becoming Airport Carbon Accredited at Level 2 ‘Reduction’, during 2013. It will also launch an action plan to obtain Level 3 accreditation – ‘Optimisation’ – by late-2015.
Imagining innovation
Aéroports de Lyon is also aiming for an industry-leading example in the quality of the passenger experience. “To date we are the first French airport to measure the calibre of its passenger service solely through Airport Service Quality surveys, which means that for us the only indicator of how well we are doing is the quality and value that is felt by our customers,” explained Bernand.
A number of unique approaches have been implemented throughout its terminals to enhance the airport journey, including Bernand’s Airport Helpers concept, in which over 1,000 aides positioned everywhere from airport buses, to retail areas, to gates, are specifically trained to offer all manner of assistance to passengers. Aéroports de Lyon also ensures it listens to the demands of the traveller, implementing a free WiFi facility in its terminals and developing its FLY’on mobile application in response to passenger request. Now, the airport monitors feedback and communicates with passengers via Twitter, Facebook and LinkedIn, as part of its interactive social media strategy, and most recently capitalised upon the ideas of its Facebook community to generate an ‘audio logo’ – a signature melody which, thanks to its social network followers, will convey the airport’s identity when played in terminals, on airport transport and at special events.
The airport develops many of its innovative concepts through platforms designed to stimulate creativity, such as its Le Club Imagine innovation circle of Aéroports de Lyon employees, which, since its initiation in 2008, has instigated more than 60 diverse projects.
The group was behind ideas to tailor service offerings to specific customer profiles, set up a food market with local farmers, and create the airport TV channel. Bernand is clearly passionate about experimenting and trying new ways to engage the passenger: “It is an excellent way to motivate and listen to the requests and ideas of our employees, and in return we keep ourselves at the forefront of innovation, which is what we strive for.”
