18 December 2024

Interview with Amelia Corti

The General Manager of Milan Bergamo Airport illustrates new spaces, technological innovation and advanced services for an increasingly efficient and sustainability-oriented airport
 Amelia Corti, General Manager of Milan Bergamo Airport. Photo: Copyright © Milan Bergamo Airport
As General Manager, what are the main responsibilities and areas of expertise that you cover on a daily basis?
"The role of General Manager (DG) of an airport is mainly technical, but it also requires skills in corporate governance and the ability to share strategies and actions that go beyond the strictly operational aspect. This implies an integrated management of technical, strategic and organizational aspects. One of the main responsibilities is to plan and lead the development of airport infrastructure. This is done in close collaboration with the National Civil Aviation Authority (ENAC), which issues the concessions. The DG must know how to "look ahead" and plan for the long term, anticipating the needs of growth and modernization of the airport. In parallel, the DG is responsible for the maintenance and supervision of the current infrastructure while maintaining a balance between the smooth continuation of airport operations and expansion or improvement works.
The day-to-day management of operations is a crucial aspect of the General Manager's role. One of his primary responsibilities is the coordination of operational and emergency activities, ensuring that each procedure is carried out efficiently and safely. In addition, the DG oversees safety systems, which are essential to ensure that all operations comply with the highest safety standards. Another central element is commercial management, which is divided into two distinct areas.
 
On the one hand, there is the aviation sector, which concerns activities closely related to air traffic, such as the management of relations with airlines. On the other hand, the non-aviation sector, which includes everything that generates indirect revenues, such as the management of shops, restaurants and other commercial activities within the airport. Added to this is the responsibility for organising and refining the airport's operating model. The General Manager is responsible for constantly evaluating the efficiency of the company organization, intervening to improve its consistency and preparation with current and future needs. This integrated approach ensures that the airport is ready to face daily challenges, but also to grow and develop in the long term. The DG is also responsible for the evaluation and possible evolution of the internal organizational model, ensuring that the corporate structure is coherent, prepared and in line with the present and future needs of the airport. Adapt the organization to growth challenges, while maintaining a focus on the four main pillars: infrastructure development, operational supervision, commercial management and corporate governance. In a nutshell, the CEO of an airport is responsible for guiding the airport into the future, balancing day-to-day operational needs with strategic planning, ensuring safety, efficiency and sustainability, both at a technical and managerial level."
 
During the first six months of management, what aspects required more attention and what priorities were defined for 2025?
Expansion works on the east side of Milan Bergamo airport. Photo Copyright © Avion Tourism Magazine
 
"In the first six months, the focus was mainly on two key elements: maintaining business continuity and managing the complex construction phase. From the beginning, I have spent a lot of time in dialogue with the internal structure, with the aim of ensuring the stability of the operations, which have recorded significant growth compared to the previous year. The construction phase, which began in the second half of the year, had a significant impact on the airport's operations. The biggest challenge was to balance the continuation of daily activities with infrastructure development work, preventing one from compromising the other. This balance has been essential to maintain the pace of growth already underway, without suffering slowdowns due to construction sites. Looking ahead to 2025, this coexistence of operations and construction sites will remain one of the main priorities. The most important project, the expansion of the terminal to the east, will take at least another year to complete. In addition to this, there are other interventions, such as the RFI construction site for the arrival of the train, which insists on the airport grounds. Our focus is therefore on careful management, to minimise disruption and ensure that operations are not impacted by work in progress. In parallel, we maintain a strong emphasis on business development. This moment represents an opportunity to redefine some strategies, explore new markets and reshape the mix of commercial activities, seizing the most promising opportunities for the future. 2025, therefore, will be characterized by an integrated approach that aims to harmoniously combine infrastructural development, daily operations and commercial growth, while ensuring that progress does not turn into a brake for the airport."
 
The new link between the future railway station and Milan Bergamo Airport
Photo Copyright © Avion Tourism Magazine
Considering the airport industry's commitment to reduce CO₂ emissions by 2050, what projects and initiatives have you undertaken to ensure sustainable management of Milan Bergamo Airport?
"One of the first steps was to strengthen the internal organization dedicated to sustainability. In recent months, we have given greater weight and value to this area, evolving what in the past was mainly focused on environmental and territorial issues into a real "Sustainable Development" division, now directly reporting to the General Manager. This change has also included an expansion of the skills and sizing of the structure, recognizing that sustainability does not only concern the environment and territory, but also other aspects such as economic and social sustainability. Moving on to concrete projects, among the most recent initiatives stands out the construction of a photovoltaic system in the area of the P3 remote car park, which will soon come into operation. This project, included in our airport development plan, is in addition to the commitment to purchase more than half of the annual energy needs in the form of "green" energy. Another important action is the commitment to intermodality, a central aspect of sustainability. We have completed our part of the work for the connection between the new railway station and the airport, taking shape in the Mobility Plaza, an area that represents a meeting point between different modes of transport: plane, train, bus, airport shuttles and bicycles. In addition, the cycle path, almost completed, will offer a cycle ring connected to the cycle network of the surrounding area, favoring both employees and tourism related to soft mobility."
 
"As far as airport vehicles are concerned, the airport operator has already almost completed the transition of its fleet to electric vehicles. Currently, more than a third of the vehicles used for ground handling are electric, with the aim of reaching at least 70% by 2030. A particular focus has been dedicated to Ground Power Units (GPUs), which account for about 46% of CO2 emissions on board: thanks to a European tender, we will proceed with their almost total replacement with electric GPUs in the next three years. Another area of focus is SAF (Sustainable Aviation Fuel). The airport ensures the availability of this type of fuel thanks to the collaboration with refueling operators and air carriers. Although there are no specific incentives, it has been ensured that the facility is ready to handle this type of fuel, respecting the regulations of gradual use. Finally, as far as environmental compensation is concerned, we continue to carry out planting and green management interventions in the airport area and in the surrounding areas. In addition, we have approved important investments for the improvement of homes in our surroundings, interventions envisaged in the development plan and which will be largely completed by 2025. These projects are part of an ongoing commitment to combine growth and sustainability, while respecting the territory and the surrounding community."
 
What specifically sustainable services are currently offered to passengers during their transit through the airport and what are the plans to expand them?"
"Let's start with separate waste collection, which now represents an essential basis for us and, fortunately, for the whole world. However, we do not just set up the necessary infrastructure: we are actively engaged in monitoring its use by the entire airport population, including passengers. Among the most innovative initiatives, we have installed special devices for compacting plastic bottles. These tools, positioned in strategic points of the airport, encourage passengers to use them instead of the classic bins, reducing the footprint and facilitating the separate collection of this type of waste. Periodically, we move these devices to optimize their visibility and usability.
Another important aspect is the attention to the world of bicycles. Although it is not a service directly inside the terminal, we aim to make this option increasingly evident and accessible, promoting it as a sustainable alternative for tourism and a distinctive element of our approach.
Finally, we invest in the integration of new technologies, such as artificial intelligence, training airport staff to improve operational efficiency and offer innovative solutions that combine sustainability and modernity. If I had to highlight one key point, I would say that our goal is to make sustainability an integral part of the airport experience."
 
Cycle and pedestrian ring of the Milan Bergamo airport perimeter. Photo: Copyright © Milan Bergamo Airport
 
The integration of new technologies and artificial intelligence is transforming the airport sector. How is Milan Bergamo airport implementing these innovations to ensure a smoother management of all the airport's activities and in particular those aimed directly at passengers?
"We are investing significantly in the introduction of new technologies and artificial intelligence, following a gradual and strategic approach. Investing a lot in small steps summarizes the logic that guides us: innovation is an inevitable choice, but the priority is to precisely identify the areas on which to intervene to achieve concrete results. To avoid misusing the term artificial intelligence (a now common risk), we have activated an internal working group that is completing a mapping of existing solutions and ongoing projects. This has allowed us to gain a greater awareness of what we have achieved so far and how we want to develop in the future. Our strategy is based on the development of targeted applications, focusing on processes that are currently not very digitized, automated or, in some cases, still carried out manually. The idea is clear: introducing artificial intelligence solutions on already digitized activities can bring improvements, but often the benefits are limited. On the contrary, intervening on processes that until now were manual or non-existent allows significant improvements to be achieved, with immediate and tangible benefits. This logic, which we are sharing and comparing with other airports and operators in the sector, has proved to be effective. We avoid wasting resources on complex and expensive applications, which would take a long time to produce concrete benefits, preferring instead targeted interventions that respond to real and immediate needs. A practical example of this strategy concerns the automatic assignment of baggage reclaim carousels at arrivals. In the past, this activity was done manually and was based on the subjective experience of the operator. Today, thanks to artificial intelligence, the system analyzes the historical data and the progress of the day in real time, optimizing the assignment of carousels in a completely autonomous way. In addition, the system is able to learn and self-correct, continuously improving its decisions based on the results obtained in the previous hours and days.
Human intervention is now limited to supervision and very few adjustments, thus reducing the margin of error and ensuring a smoother and more dynamic management of operations. This is just one of many examples that demonstrate how artificial intelligence can concretely transform operational activities, improving both the efficiency of internal processes and the overall passenger experience".
 
 Amelia Corti, General Manager of Milan Bergamo Airport.Photo Copyright © Avion Tourism Magazine
 
What training strategies have been adopted to prepare staff to manage these transformations effectively, safely and sustainably?
"I would say that the starting point is the very nature of our staff: it is a young population, used to working with digital tools. This is a great advantage, but the ability to effectively use the technologies we introduce still requires continuous updating. For this reason, we adopt targeted training strategies, with very technical sessions that explain how to make the best use of the tools available, fish for information effectively and relate to technology to obtain concrete results and simplify the work activity. At the same time, we also organize more theoretical paths, aimed at making people understand what artificial intelligence really is and what its potential is. The aim is to stimulate staff to reflect and identify new needs that could be met through AI-based applications. Once you become familiar with the concept and start using some tools, the process becomes almost "self-stimulating": the users themselves provide insights and ideas, proposing new possible uses. This approach has generated, especially in the last two years, a considerable number of proposals and suggestions from staff. The combination of theoretical and practical training, oriented towards the use of individual applications, has allowed us to grow constantly and develop increasingly effective, safe and sustainable solutions."
 
Can you update us on the status of the expansion works underway at the airport? How will these interventions, together with other initiatives, help to ensure an optimal reception for passengers also in view of the Milan Cortina 2026 Olympics?
Expansion works on the east side of Milan Bergamo Airport. Photo Copyright © Avion Tourism Magazine

 

The expansion work underway at the airport is progressing according to schedule and will be completed in early 2026, in time for the

Milan-Cortina Olympics. The main intervention concerns the eastward extension of the terminal, a significant project that will be developed in several intermediate phases. The first stage, already completed, concerned the reduction of the construction site area that had temporarily modified the road system in front of the terminal. The definitive preferential lane has been restored and, by Christmas, the P1 car park will be partially reopened, bringing part of the parking back to normal. The next key step is expected by June 2025 with the opening of the new check-in hall, which will double the space currently available for check-in operations. Subsequently, by the end of 2025, the security checks will be moved to the first floor. This will not only be a physical transfer, but a real renewal of the entire infrastructure: the area will be larger and will have adequate queuing spaces for future needs. New X-ray technologies will be installed that will allow, legislation permitting, to leave electronic devices and liquids inside hand luggage, thus speeding up checks. The roller conveyors that complete the system will also be completely renewed, significantly improving performance and solving one of the main current bottlenecks. The last phase of the project involves the development of the internal non-Schengen area, with the addition of two new gates and a new area dedicated to baggage handling. This intervention, the most complex in terms of time and coexistence with operations, will make the airport more efficient and ready not only for the Olympic event, but also for the needs of future traffic growth. 

Another important development, although not directly under our management, concerns the railway link, the construction site of which has already begun. We are carefully following the works to monitor the construction times of the line.
 
Finally, an already concrete result is the strengthening of bus transport: in view of the Olympics, several operators have started to collaborate with us to increase the destinations and frequencies of trips departing from the airport. Many of these services will be oriented towards the north-east area in line with the mobility needs related to the event."
 
Are there any plans for new services, commercial spaces or catering outlets to enrich the offer for passengers and make transit through the airport an even more pleasant experience?
"Among the upcoming news, the construction site in progress includes a major transformation on the first floor of the airport. Immediately after the security checks, a completely renovated area will be created with a larger duty free than the current one. This intervention will also lead to a review of the surrounding spaces: the current duty free will be converted to host new commercial activities, while in the non-Schengen area, in addition to the new gates, additional spaces will be created for new offers, the assignment of which is being defined. In the short term, there will also be the activation of new activities in the Mobility Plaza, located outside the terminal, in front of the arrivals area, under the characteristic white canopy. Here there will be space for proposals dedicated to catering and other passenger needs. To further improve the comfort of travellers, an intervention is planned in the current area of security checks: the existing lounge will be maintained, but the entire area will be expanded with a new bathroom block and larger and more welcoming spaces, solving the current narrow and elongated configuration. Looking ahead, our business plan envisages further developments, which could materialize during 2025. The goal is to continue to improve and expand the opportunities offered to travelers, keeping the airport modern and functional."
 
 Amelia Corti, General Manager of Milan Bergamo Airport. Photo: Copyright © Milan Bergamo Airport
 
2024 is coming to an end: what have been the main successes in terms of air network and passenger numbers? What projects or new routes will characterize 2025?
"This year is coming to an end with truly significant results for our airport, especially in terms of passenger traffic and air network. The most significant success, of which we are already certain, is the achievement of a new record: we will exceed the threshold of 17 million passengers by the end of the year. This is a milestone that represents not only an important growth, but also a source of great satisfaction for the whole team. Another fundamental aspect was the expansion of the reachable destinations, which this year exceeded 150. It is clear that this number varies throughout the year, with a natural peak during the summer season, a period traditionally characterized by an increase in traffic and the offer of new routes. Looking to the future, we are facing a particularly exciting phase. The entire Italian and European airport sector is experiencing a moment of great turmoil, thanks to the strong post-Covid recovery. In recent years, especially from the second half of 2022 until today, we have seen an incredible increase in demand for travel: for many people, travel has become a priority. This phenomenon has prompted airlines to intercept new opportunities, adapting and expanding their strategies. For us too, this means being able to work on new proposals, not only aimed at the domestic and European market, which remains our point of reference, but also on more distant routes, to meet a constantly evolving demand.
Another element of great interest is linked to the dynamics of Linate with the reallocation of slots following the agreement between ITA and Lufthansa. It is a situation that we are monitoring carefully, because it could generate new opportunities for our airport as well. At the moment we are in dialogue with several carriers and this phase of comparison allows us to further enhance our offer and the strategic position of our airport. Regarding the reduction of EasyJet's operations in Bergamo, it is true that this choice, in the immediate future, will have an impact. However, we understand the reasons behind their decision, mainly related to a limited fleet and delays in the deliveries of new aircraft. However, this does not worry us for the future: the current dynamism of the market inevitably creates reactions from other operators, ready to seize new opportunities. In addition, EasyJet's move to Linate is not taking place with routes identical to those operated in the past by ITA, but with a broader repositioning, a sign of a constantly moving landscape. In summary, I am very optimistic. This is a moment of great vitality for the sector and of constructive dialogue with airlines, which allows us to promote our airport as a solid, dynamic and growing reality. I firmly believe that Bergamo has all the characteristics to continue to establish itself and successfully face the challenges that await us in 2025 and beyond."
 
Interview by Angela Trivigno
Avion Tourism Magazine
Photo Amelia Corti: Copyright © Sacbo Spa 

 
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