Al-Maktoum Airport Project

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Table of Contents
1. Project Overview.....................................................................................................................3

1.1.1. Project Description........................................................................................................3

1.1.2. Purpose of the project....................................................................................................4

1.1.3. Benefits of the project...................................................................................................4

1.2. Scope of the project..............................................................................................................5

1.3. Strategic Plan of the Project (Major deliverables of the Project).........................................6

1.3.1. Strategic Plan: Phase 1..................................................................................................6

1.3.2. Strategic Plan: Phase 2..................................................................................................7

1.3.3. Strategic Plan: Ultimate phase......................................................................................8

1.4. Stakeholders..........................................................................................................................9

1.4.1. Project Leader................................................................................................................9

1.4.2. Owner..........................................................................................................................10

1.4.3. Operators.....................................................................................................................10

1.4.4. Serves..........................................................................................................................10

1.4.5. Major Consultation and Engineering Company..........................................................10

1.4.6. Project Manager..........................................................................................................10

1.4.7. Contractors involved...................................................................................................10

1.5. Project success....................................................................................................................11

1.6. Challenges...........................................................................................................................11

1.6.1. Consolidation...............................................................................................................11

1.6.2. Environmental impact.................................................................................................12

1.6.3. Management of Tangible Components.......................................................................12

2. Innovation in Project..............................................................................................................12

2.1. Implementation of innovative technologies........................................................................12

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 2.1.1. Xovi Technology.........................................................................................................13

2.1.2. Splunk..........................................................................................................................13

2.1.3. Data Management System...........................................................................................13

2.2. Rationale of innovation...................................................................................................13

2.3. The Kano model: a tool to determine customer satisfaction...........................................13

2.4. Investment in human capital...........................................................................................14

3. Conclusion.............................................................................................................................14

References......................................................................................................................................16

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1. Project Overview

1.1.1. Project Description

Al-Maktoum International Airport also known as Dubai World Central (DWC) is located in
the proximity of 23 miles southwest of Dubai. The airport is located in Jabel Ali, which is one of
the busiest ports for cargo and freight movement. The airport project has been undertaken with a
vision to ease the movement of passengers and cargo to and from Dubai. The airport has been
constructed using state-of-the-art technology for regular management of taking off and landing
within Dubai which is now a prime business hub for the world. The airport is entirely managed
and owned by the Government of Dubai.
The completion of the project is expected in the year 2027, but the exact date is not
confirmed yet. The airport will contain manufacturing and assembly facilities, logistics facilities,
warehousing capabilities, value-added services, transport modes, in a single economic zone. The
project covers an area of thirty-five thousand acres. The projected annual capacity of Al-
Maktoum airport is twelve million tonnes of freight, and around a capacity of 260 million for
passengers. The first runway of the airport, 14,800 ft × 200 ft was completed six hundred days
after the inception of the project. Later, six to eight months were dedicated to meeting its CAT
III-C requirements. Al-Maktoum, however, will be surrounded by a logistics hub, a trade and
exhibition facility, a luxurious golf resort, and three million square meters of commercial and
residential space. Although the airport is still under development, some operations have already
begun. The cargo planes since 2010 have been using the airport. Furthermore, for making it one
of the largest and well-equipped airports in the world, certifications for handling passengers were
received in 2011.

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 Aerial view of Al-Maktoum Airport, Source: AeroExpo.com

1.1.2. Purpose of the project

The strategic location of Dubai is viewed as an efficient link between North America and
Asia. Dubai has been observing disproportionate growth in air traffic because of multiple airlines
and passengers moving in and out of the Emirate. This raised concerns for the aviation industry
operating there. According to the statistics of Airports Council International (ACI) the arrival of
passengers at Dubai airport’s doubled, 37.4 million in 2008 increasing to 68.9 million in 2014.
Moreover, in 2013, the Dubai International Airport (DXB) managed by Dubai Airport
Authorities (DXB) were ranked 3rd busiest airport in the world, having an annual passenger
movement of 78 million. Therefore, to meet the air traffic growth management need of Dubai,
Dubai Airport Authorities commenced a project to construct a second airport in Dubai. The
rationale was to increase the airline and passenger capacity and provide improved facilities. After
the airport was made functional in 2011 during its development stage, an additional cost of
AED120 billion (US$32.6 billion) was invested for expansion of the Al-Maktoum project to
make it the largest airport in the world in terms of size and passenger handling capacity by 2050.
1.1.3. Benefits of the project
The project was initiated with a vision of making Dubai a global hub for business activities
especially for regulating the global supply chain. Dubai is regarded as a passage from Asia to
Europe and North America. Hence, the benefit Al-Maktoum project would be the increased
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cargo carriage capacity annually. According to the project owners, the annual cargo facilities
would be increased to 16 million tonnes. Furthermore, the project would also enhance the
transportation infrastructure of the city. Six train lines would be established between the
concourses and terminals, two tracks each dedicated to departure, transfers, and arrivals, and
three stations would be constructed at each concourse linking the western terminal. In addition,
the construction of an express train on the Dubai Metro would connect the city to the western
terminal while reducing the cost of traveling and distance.
Al-Maktoum project is also meant to enhance Dubai’s aviation operations, contributing to
economic activity and employment in Dubai. The project is anticipated to benefit the aviation
industry by the stimulation of a broad array of economic activities through the visits of tourists
and business travelers. Travelers arriving in the city spend money on accommodation, travel,
food, variety of recreational and cultural activities. The entities providing services to travelers
are the mediators of revenue generation. Al-Maktoum Project, in this regard, upon its completion
and implementation is estimated to contribute to tourism revenue growth by 3.8% in Dubai, that
is, the tourism revenue of Dubai will reach up to US$ 30.08 billion annually. This is because
Dubai is a popular destination for foreign travelers due to its world-class tourism hospitality.
Dubai’s travelers and tourists are from diverse groups. Al- Maktoum Project is estimated to
increase the visitors for tourism by 12 % from UAE, 27% from Asia and Africa, 10% increase
from Oceania, and an increase of 26% more tourists from Europe and North America. When Al-
Maktoum initially started its operations for tourists and visitors in 2013, Dubai welcomed around
10 million non-UAE people. That is around 0.4 percent of all international visitors’ arrivals to
and from Dubai, while Dubai alone shares 0.3% of the global resident population. This is almost
a 230 percent increase in international traveling since 2000 in Dubai. Furthermore, another
benefit of the project is employment generation, and it is estimated that 322,000 jobs were
estimated to be generated through this project.

1.2. Scope of the project

Following is the scope of the Al Maktoum Airport Project:

 To increase the capacity of Al Maktoum Airport capacity to handle vast passengers and
cargo;

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  To have an advanced and state-of-the-art airport that could provide modern-day facilities
to the travelers;
 For promoting Dubai as a global business hub in a way that supports the global supply
chain into and out of the city with ease.

1.3. Strategic Plan of the Project (Major deliverables of the Project)

1.3.1. Strategic Plan: Phase 1

For phase I of the project, it was anticipated to manage an annual capacity of 130 million.
Two more runways were included in the project, West Terminal and Concourse I was to be
completed. The North Support Facility was included in Phase I to complement operations. For
providing a hassle-free experience for travelers, the project included a 6,000 car-parking facility,
a metro station from around the city to the airport, and four APM stations for moving passengers
between the terminal and concourse. Dubai Aviation Engineering Project Company (DAEP)
considered the construction of these facilities crucial for delivering a world-class and seamless
experience to passengers. In addition, a super gate and two-story car-parking were made part of
phase I for facilitating employees for safe and secure passage. Phase I of the project has a
combined built area of 3.5 million square meters.

Concourse I, Source: DAEP Government Website

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 North Support Facility, Source: DAEP Government Website

1.3.2. Strategic Plan: Phase 2

For phase II of the project, a capacity of 20 million has been added for managing passengers’
flow. This would be made possible by opening the Concourse 2, second control Tower, South
Support Facility, as well as the expansion of the Western terminal and North Support Facilities.
The execution of these projects under the monitoring of DAEP would take the airport capacity to
150 million, a major milestone for making Dubai a commercial hub. Phase II of the project has a
combined built-up of 5.4 million square meters.

Concourse 2, Source: DAEP Government Website

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 South Support facility, Source: DAEP Government Website

Second Control Tower, Source: DAEP Government Website

1.3.3. Strategic Plan: Ultimate phase

The last deliverable, Phase III, DWC would be completed. Its anticipated capacity is
almost 260 million passengers per year. This would be done by including two more concourses
making a total of four, two more runways total of five, and expansion of North Support Facility
to cover the entire platform. Phase III will have a combined built-up area of 10.5 million square
meters. The vision of the last phase of the project is to become the world’s largest airport,
applying the most advanced technologies in the aviation sector, and lastly providing a standard-
setting travel experience.

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 Source: DAEP Government Website, Concourse 3

Super Gates in phase III, Source: DAEP Government Website

1.4. Stakeholders

The below-given list of stakeholders has high authority and consequently a higher impact on the
project outcomes.
1.4.1. Project Leader
Simon Scott, who is the head of international business at Leslie Jones Architecture, was the
project supervisor from phase I of the project. He has twenty-five years of experience in airport
design, having managed and supervised Heathrow Terminal 5 and Dubai International
Concourse A projects.

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 1.4.2. Owner
HH Sheikh Ahmed Bin Saeed Al Maktoum, Chairperson of Dubai Airports, is the owner of Al-
Maktoum Airport, a key stakeholder of the project.
1.4.3. Operators
The operator of the Airport is Dubai Aviation Company, one of the end-users of the project.
1.4.4. Serves
The project serves the Emirates of Dubai.
1.4.5. Major Consultation and Engineering Company
Dar Al-Handasah Consultants, a privately-owned international consulting firm, providing
services in engineering, construction management, facilities management, planning, and
architecture, is the planning consultation of the project for Phase I and II.

Planned Structure of Aiport, Source: Dar Al-Handasah website

1.4.6. Project Manager

Paul Griffiths is the CEO and the Project Manager of the Project.
1.4.7. Contractors involved
 The construction contract of the project is with the Al Jaber LEGT Engineering &
Contracting (ALEC), a company based in the UAE.
 The extension project is awarded to the Leslie Jones Architecture.

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  ALEC has subcontracted Arma-Elektropanç for building passenger terminal building,
involving all mechanical, electrical, and plumbing (MEP) works.

1.5. Project success

Following are the benefits catered from the project, signifying the project's success:
 When the project became operational to manage cargoes, the value of exports handled in
2011 increased from US $96 million to the US $243 million in 2013. This is a remarkable
average annual growth rate of 11.5 percent in terms of money. Besides, the average
annual imports grew by 7.5 percent in 2013, reaching the US $404 million.
 Furthermore, in 2013, Dubai handled accumulatively handled a total of 2.65 million
tonnes of cargo after Al-Maktoum airport was made operation for handling cargo.
According to the data of Dubai Airports, Al-Maktoum airport handled 2.3% of the global
cargo. The project has also enhanced the capacity of cargo handling by 10.4% per annum
over the past four years which was 6.4% earlier.
In the years 2013-2014, a significant number of jobs have increased, supporting the Dubai-
based supply chain:
 In the consultancy-type work, legal, accounting, information technology services, and
provisional office accommodation and equipment 47,900 jobs have been created so far.
The project is still underway which would pave the path for a more economic boom.
 In addition to the above statistics, 10,500 jobs were generated in retail and wholesale,
3,400 jobs in manufacturing, 2,000 in construction, and 5,900 jobs in non-aviation
transport services were generated when the project entered its second phase.

1.6. Challenges

1.6.1. Consolidation
Consolidation is a challenge in the project as it is about integrating various airport
terminals, and further consolidating Al-Maktoum with Dubai International Airport. This is
meant for greater efficiency and profitability through shared capabilities and assets. However,
owing to the Covid restrictions in Dubai and the world, Al-Maktoum Project is facing hindrances

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in consolidating its operations. Nevertheless, the Al-Maktoum Airport operator is working at the
maximum to keep Dubai aviation agile and responsive.
1.6.2. Environmental impact
The relocation of several terminals and concourses was also a major challenge due to
environmental and ecological reasons. The potential noise and the increase in air pollution were
the main forces behind the relocation plans, considering the local ecological conditions, water,
and residential spaces.
1.6.3. Management of Tangible Components
The management of tangible components, whether located landside or airside, is also a
challenging task in the project. The runways of the airport are the major concern in this regard as
they are said to be the heart of the airport. The runways are expensive to build and relocate, and
observing the recent incident of attack from Houthi Rebels, it is a daunting task to keep runways
safe. The discrepancies in runway management lead to the faltering of the entire Al-Maktoum
Airport system. The relocation of future runways construction would require a sizable budget.

2. Innovation in Project

2.1. Implementation of innovative technologies

The innovation strategy has been implemented in the project through the inclusion of
technology. As the airport handled 706,000 departures during 2019, the innovation applied like
E-gate counters at passport control improved the quicker immigration processing for inbound air
passengers. Besides, as part of the expansion plan, an integrated pre-screening has been
implemented at three terminals of Al-Maktoum airport, which involves retinal scanning and
recognition. The implementation of such technologies is the part of safety policies included in
the project. This is anticipated to improve the security system at the airport while ensuring the
safe passage of travelers, travelers, employees, and the community in general. In addition,
another latest innovation made part of the project was the Smart CIS. This has been done to
preserve the privacy of inspection by scanning the passenger’s baggage while avoiding the need
of opening it. This coincides with the strategic policy of the project, being customer-friendly and
maintaining respect for the private space of travelers, which makes traveling less stressful.

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2.1.1. Xovi Technology
For managing a great number of passengers, 260 million after the project, Xovi
technology has been used. It works on a network of sensors across Al-Maktoum airport,
providing reports on real-time queues and tracking passenger movement. It is also meant to take
proactive actions against any dysfunctional or mismanagement. 
2.1.2. Splunk
Another innovative technological strategy was the implementation of Splunk for
baggage. It is the use of real-time dashboards to improve baggage delivery time, provide
automated baggage analysis and bag performance.
2.1.3. Data Management System
A crucial thing in the airport project was the data management during the execution
phases. This was managed through the Airport Operations Control Centre, established in 2018.
The center provides a collaboration between the project management and the airport staff,
working closely every day. The AOCC is now a key strategy for implementing collaborative
decision-making, thus streamlining total airport management.
2.2. Rationale of innovation
As Dubai was entitled to host the World Expo 2020, there was great pressure on the
aviation industry regarding travel management. According to Ahmed bin Saeed Al Maktoum, in
his interview, the aim was to attract 25 million visitors, while among them 17 million were
estimated to be coming from overseas. This has brought a great challenge for Al-Maktoum
management authority to manage travelers while keeping up with airport extension work, while
efficiently catering flights and maintaining security. Therefore, following the predicted forecast
of the passengers, the strategic initiative was the expansion of terminals during the Phase II of
the project. This was planned to manage 90 million passengers in collaboration with Dubai
International Airport. Keeping this in view, 675,000 square meters of the terminal floors spaced
was completed in 2018.
2.3. The Kano model: a tool to determine customer satisfaction
Customer satisfaction is the central issue in airport management. This has also been
inculcated in project planning. For a better understanding of the customer needs regarding airport
services. The Kano model developed by Noriaki Kano has been used for understanding the
comprehensive customer needs during different planning stages of the project. According to the

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Kano model, customer satisfaction is achieved through fulfilling their needs and expectations.
Further the facilities and services provided to the customers are based upon the customer
perception while gauging the ultimate impact on customer satisfaction. This model was
implemented to also observe the quality level and gradually improve it with time. The key focus
of this theory is customers, and so does the focus of the project manager. This is the reason that
various surveys have been carried out to frequently ask customers about their experience at Al-
Maktoum airport. The customers, from time to time, are asked regarding their experience in two
simple ways:
 Rate the services and facilities offered by the airport;
 Rate the satisfaction level having utilized those services and facilities.
2.4. Investment in human capital
The Al-Maktoum Project Management authority is well-aware of the investment in
human capital. The personal growth of the project team and the employees is highly emphasized,
focusing on the improvement of their skillset and knowledge for better service delivery. Keeping
this in mind, a program for employee training and development was introduced in 2012, making
employees working in cross-sectional teams understand the project from all aspects.
Furthermore, Al-Maktoum Airport also developed targeted programs for up-skilling their
employees, like the National Cadet Pilot Program (2015), which trained people from the aviation
industry to become pilots. In addition, keeping the World Expo 2020 in mind, English language
programs were offered as the airport is the primary place where Lingua Franca is used. Other
lists of programs that have been developed for improving human capital are Danaat, Jaheez,
Masaar, Qaa’ed, and Tatweer programs. These programs were meant to enhance employee
commitment and efficiency. Additionally, these programs are also meant to identify talented and
creative people to further educate them, thus improving employees’ skillset. For example, the
Masaar program was initiated that was meant to develop the competencies, skills, and knowledge
of the employees, thus preparing them to achieve the airport’s goals. Further, the program was
also launched to change the course of aviation history and become the leading airport in the
world.

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3. Conclusion

In summation, Al-Maktoum Airport project is one of the largest construction projects of the
21st century. The project was initiated by the Government of Dubai for enhancing the passenger
management and making Dubai a global hub for supply chain management. The completion of
the project would yield management of 260 million passengers with 16 million tonnes of cargo
management annually. The project is still under way and is estimated to be completed by 2027.
The project was divided into three phases, and the completion of last phase will sign off the
project. The project was not only meant to enhance Dubai Aviation industry, but stimulate
economic activities in Dubai.

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