How much is the total investment of the MOPT in the country’s roads and ports and what percentage corresponds to the Inter-American Development Bank? 

Investment in road infrastructure works currently amounts to USD 1.55 billion, mainly from the Exim Bank of China, the Central American Bank for Economic Integration (CABEI) and the Inter-American Development Bank (IDB). The amount of recourse for the latter is around 46% of the total investment. There are currently no significant investments in ports, although the Moín Container Terminal in the Caribbean has recently been put into operation.

What progress would you highlight regarding the PIT?

The commencement of operations of the improvement of National Route 160, between Playa Naranjo and Paquera, in April 2021, has meant a change in the mobility dynamics of the North Pacific peninsular area and has provided important support to tourist activity. Through the commencement order for the improvements of the ferry terminal in Puerto Paquera, the connectivity of several cantons and districts by land or sea to the rest of the country will also be improved. Finally, the execution of the Angostura project will further improve mobility to and from the peninsula.

Furthermore, we will soon put into operation the Limonal-Cañas section of National Route 1, with the widening of the Route 1 from two to four lanes. These works also have a very positive impact on national and international land connectivity.

What about new projects envisaged within the PIV-APP?

The PIV-APP is a programme that has public-private partnership (PPA) from various fields at its core. Firstly, the construction of interchanges and improvements of Taras-La Lima on National Route 2, which is located in one of the areas of greatest demand in the Greater Metropolitan Area and in a major hub for the development of industrial and technological activity, which is attracting national and international companies. With this work, which is part of a comprehensive project to improve National Route 2 from San José to Cartago, we will improve the three km of the entrance to the city of Cartago. This government contribution to a potential private initiative for the improvement of the entire road corridor generates greater confidence and lower fees, which would make the initiative socially viable.

On the other hand, there is the San José-San Ramón Corridor Trust Fund’s Non-Delayable Works (OBIS) package 4, which both in its dynamic benefits, as well as its structuring, shares many characteristics with what was outlined above regarding Taras-La Lima. It consists of the construction of five interchanges (San Ramón, Naranjo, Grecia, Río Segundo and Juan Pablo Segundo), which will complement other OBIS packages that constitute the government’s contribution to the comprehensive development of the Trust Fund and will help with the viability, confidence and social acceptance of the project, among other aspects.

Finally, this programme also includes a component of consultations and studies to support and strengthen institutions in the area of public-private partnerships (APPs).

The investment in the PIT brings nearly USD 270 million including major improvements to the Interamericana Norte, Costa Rica’s main land logistics corridor, where the carriageway will be doubled to four lanes along 70 km

Your country forms a key stage of the Pan-American Highway. Is there institutional collaboration on infrastructure connecting Panama and Nicaragua? If so, in which projects?

Both within the Secretariat for Central American Economic Integration (SIECA) and the Mesoamerica Project, the development of two corridors (Pacific and Atlantic) and their interconnections, from Puebla, Mexico, to Panama City, has been contemplated.

The investment in the PIT contributes close to USD 270 million in infrastructure, improving the Route 1 from Barranca to Cañas -just over 70 km – doubling the roadway from two to four lanes, incorporating all modernisation and road safety features and meeting the highest design standards. This will improve vehicle operating costs and substantially reduce travel times.

In logistics studies developed by the IDB, based on Costa Rica’s National Transport Plan 2011-2035, it has been determined that the main land logistics corridor in Costa Rica is that which runs between the Greater Metropolitan Area and the Peñas Blancas border. The 70 kilometres being upgraded on the Route 1 are part of this corridor. 

Finally, within the scope of SIECA and the Mesoamerica Project, there is support and coordination between the different countries that belong to them. In the case of SIECA, the Central American region, and in the case of the Mesoamerica Project, from Mexico to Colombia and the Dominican Republic.

In the Mesoamerica Project, Costa Rica coordinates the Transport Commission and is supported by multilateral cooperation agencies.

In a country with such a wealth of fauna and biodiversity, how do you plan to reconcile works and extensions with the conservation of the different ecosystems?

All programmes under development, including road projects, have considered, from the study and design stagea, the identification of biological corridors. Where these interact with the roads being upgraded, ‘hot spots’ have been identified where wildlife overpasses or subways have been implemented. Considerations have also been taken to adapt the design of bridges, where required, as well as to protect riverbeds.

The terrain and the high levels of rainfall are conditioning factors for the construction of roads. What conclusions have you drawn from these years of experience? How does it affect construction and subsequent maintenance?

Indeed, although our country is not very large, it stands out for the richness of its diversity. Therefore, when carrying out projects, we frequently encounter unforeseen events, including geologically unstable areas that have created problems when disturbed due to water, weight or other factors.

The study of the New San Carlos Road is an example in which all the variables necessary for adequate design and risk management are included; and specialists from various fields have been brought in to look for ways to improve the conditions that were originally proposed for the road and which caused problems.

With regard to the management of rainfall conditions, design standards have been adopted in new works to enable requirements to be adequately scaled.  However, the operation and maintenance of the National Road Network remains a challenge due to the large number of roads that need to be upgraded. 

Work has been carried out to the highest quality standards, major challenges have been overcome and all the projects will create many benefits for the country’s inhabitants

Which projects are expected to be completed by 2022?

The improvement of the NR 1 between Limonal and Cañas and that of La Angostura, on the NR17.

And which project are you most satisfied with?

It is very difficult to choose one of the works. Work has been carried out to the highest quality standards, major challenges have been overcome and all the projects bring us closer and create many benefits for the country’s inhabitants. All of them have been defined for a decade in the National Transport Plan and are part of a roadmap to follow in order to be competitive. 

If EUROCONTROL’s most optimistic forecasts hold true, air traffic will not recover to 2019 levels until 2024. Now that the workload has decreased, are they taking advantage of this situation to implement new technologies?

ENAIRE’s Strategic Plan 2021-2025, the so-called Flight Plan 2025, has been developed taking into account the impact of the COVID-19 pandemic, as well as the transformation taking place in the air navigation sector. The ultimate goal is to emerge stronger from this terrible crisis that has hit the airline industry so hard.

Flight Plan 2025 has a strong international focus and aims to promote the modernisation of ENAIRE through technological and digital transformation and cultural and organisational change, with the intensive participation and involvement of our professionals and stakeholders. This plan proposes air mobility in its threefold dimension as a human right, an element of social cohesion and a lever for economic growth.

Thus, apart from strengthening safety as a main strategic priority, it states that the scalability and resilience of services must ensure economic sustainability, improving the efficiency, productivity and flexibility of the organisation and the quality of services, optimising the use of resources and taking advantage of all the available technological improvements that we are already developing and implementing.

What investments will ENAIRE make in the 2021-2025 period?

We have planned, and are already implementing, a major investment plan to digitalise and comprehensively modernise Spanish air navigation technology in line with the requirements of the Single European Sky (SESAR programme) and to embark upon development and internationalisation efforts in order to become a global services operator.

Between 2021 and 2025, ENAIRE will invest more than 100 million euros per year, with the most significant investment of 172.4 million euros in 2022. The total investment amount for the period is 737 million euros.

737 million euros will be invested to modernise Spanish air navigation and become a global operator

They have further reduced charges, their main source of income. What are your turnover forecasts for 2021?

En-route charges have actually been lowered again in 2021, to 11% on the mainland and 8.5% in the Canary Islands, which were already among the lowest, again as a measure to support airlines in this second year of the pandemic.

In terms of our revenue, we believe that the 2021 charge reductions may be offset by the increase in traffic in 2021 over 2020, but we do not expect our 2021 revenue to exceed 50% that of 2019.

In truth, our forecasts are that ENAIRE will not recover its 2019 turnover before 2024, although this will be heavily influenced by the evolution of the health and economic crisis and its consequent impact on air traffic.

What is the ‘Green Sky’ project and what new measures to reduce carbon emissions would you highlight?

Flight Plan 2025 considers environmental sustainability as a fundamental issue that must be tackled in conjunction with the recovery of the air transport sector. ‘Green Sky’ is the name of ENAIRE’s sustainability strategy for the 2021-2025 period.

‘Green Sky’ is based on three basic lines of action, two of which are specifically aimed at climate action, and a third one aimed at reducing other impacts on the environment. ENAIRE contributes to the fight against climate change, firstly, by reducing atmospheric emissions associated with air transport through the actions contained in the ‘Fly Clean’ programme, which aims to optimise our air route network and reduce the distances flown and aircraft fuel consumed.

A second programme, called ‘Eco-Enaire’, contributes to the reduction of ENAIRE’s own emissions through an ambitious plan for energy efficiency and self-consumption of renewable energies. Similarly, our sustainability strategy includes a specific programme, called ‘Fly Quiet’, with the aim of reducing the acoustic impact on the airport’s surrounding populations and protected natural areas.

The widespread use of virtual networks has increased cyber-attacks, have you been affected, and what protective measures are being taken in the aviation sector?

Remote working has received a strong backing that has brought it to the forefront of the social and labour market. The communication and remote access infrastructure, which was already in place and fully functional, as well as different collaborative tools, have seen their use increase exponentially, strengthening in terms of capacity and infrastructure. All of this, of course, while applying rigorous security measures to guarantee the integrity and confidentiality of information, as well as the availability of the associated services, in full compliance with the Certification of Conformity with the National Security Scheme, for which we have been awarded the highest category.

Thanks to all of this, despite having observed an increase in cyber-attacks during the pandemic, ENAIRE has continued to provide its services in accordance with its commitments to security, quality and efficiency, without suffering any incident with a negative impact on its operations.

Flight Plan 2025 considers environmental sustainability as a fundamental issue that must be tackled in conjunction with the recovery of the air transport sector. ‘Green Sky’ is the name of ENAIRE’s sustainability strategy for the 2021-2025 period

In January 2023, the new European ‘U-Space’ regulation on drones will enter into force. What advantages will ENAIRE’s ‘U-Space’ platform offer?

The ‘U-Space’ platform will improve the safety and efficiency of operations by providing enhanced situational awareness (i.e. operators/pilots will be able to be aware, in real time, of drones flying in the vicinity, with the ability to see them on their screens at all times). This is very important as even in Visual Line of Sight (VLOS) flights there are situations where it is difficult to tell whether our drone is sufficiently far away from another drone in the vicinity. All of this is a simple but fundamental example of how to increase the safety.

All of the automation and digitalisation involved in the platform will also be very useful. This will make flight planning much more streamlined, efficient and safe, while greatly reducing the number of operational coordinations that our professionals have to perform.

It will also provide other benefits such as ensuring people’s privacy. We will be able to know for sure that the drones flying around us are legal drones, operated by professionals. This is also something that our platform will provide through the Network e-Identification service. This will enable law enforcement agencies to monitor the drones they are flying at all times.

In their recovery plan, they have emphasised communication and cooperation between the company and its professionals. What are these measures?

ENAIRE is an organisation that has long been committed to ensuring the well-being of the people that make up its workforce. Accordingly, since 2020 ENAIRE has sought to reinforce this approach to support its leaders and teams. A very important part of the Flight 2025 Plan focuses on promoting cultural transformation, diversity management, talent, conciliation, project orientation, team promotion etc. In short, on achieving a working relationship committed both to sustainability and growth and to the personal and professional progress of all its employees.

It has been more than 20 years since the Pacific Airport Group (GAP) was created –have the challenges changed much since then? 

The industry has evolved a lot over the past 20 years, and so has GAP, which I think has adapted very well to these developments. In the first years of the concession, the majority shareholder of the group was the Mexican government, until 85% of the company’s capital went public in 2006 and the management model changed. Then came the crisis and along with the arrival of low-cost airlines in Mexico, there was a sustained annual increase in demand, which made GAP focus its management on improving and adapting airport infrastructure. Today, the group continues to strive to build quality infrastructure, applying an efficient management model. In addition, there is a growing vision for the internationalisation of the company which is demonstrated by the recent acquisition of the concession of Kingston Airport in Jamaica.

Traffic at GAP airports has increased significantly in recent years. What challenges has the increase in traffic posed and what does it mean for the future?  

When GAP was awarded the concession for the 12 airports in Mexico in 1999, the total traffic of the Group was around 16 million passengers. By 2020, excluding the Kingston and Montego Bay airports, we will reach 46 million passengers. This growth has been particularly marked in the last seven years, in which traffic has doubled –from 23 to 46 million– with growth rates close to or above double digits each year. Situations such as this are not easy to foresee and require enormous efforts to bring existing infrastructure up to speed with demand. The process of designing, building and operating new infrastructure takes several years, and this must be taken into account during planning.

Going from 23 to 46 million passengers in seven years requires enormous amounts of planning

What are GAP’s forecasts for the next few years in terms of opening up new routes and markets? 

Over the next five years, GAP should pursue connectivity objectives such as positioning Guadalajara as an alternate hub to Mexico City, seeking long-haul routes to Europe (primarily), Latin America and Asia; positioning Tijuana as a facilitator of trade between Asia and Latin America, and enhancing the market from Northern and Southern California to Mexico and other destinations, exploiting the advantages of the Cross Border Express, and diversifying international markets to GAP’s beach destinations (Los Cabos, Puertos Vallarta, etc.).

What do you think has been the main challenge in preparing the Master Development Plans for the 12 GAP airports for the period 2020-2034? 

There have been several important challenges, one of which is to predict demand in a scenario of uncertainty such as the one we are experiencing, not only in Mexico but also internationally. With regard to the development proposals, I would like to highlight the solution for the second runway in Guadalajara, an option that does not require additional land outside the scope of the current concession, and which solves the capacity problems of the airfield for the next five years. In general terms it is always a challenge, especially in this fiscal year, to meet the expansion requirements of airports with a limited amount of investment.

Which actions would you highlight from the Master Development Plans as a whole? Not only by volume but by any other measure: environmental, social, technological, innovation…

As a result of the recent revision of the Master Development Plans, GAP will invest more than 1.2 billion dollars over the next five years, which exceeds the investment made over the last 20 years. Among the most significant actions, I would highlight the second runway in Guadalajara, the new terminal buildings in Guadalajara, Puerto Vallarta and Tijuana, and the acquisition of state-of-the-art equipment and infrastructure to monitor, improve and facilitate the different processes through which our passengers and their baggage must pass: tomography equipment for baggage inspection, body scanners, biometrics and facial recognition, construction and technological equipment for Airport Management Centres, among others.

Among the most significant actions of the Master Plans, I would highlight the second runway in Guadalajara, the new terminal buildings in Guadalajara, Puerto Vallarta and Tijuana, and the acquisition of state-of-the-art equipment to process passengers and luggage

Environmental issues are becoming increasingly important in general and in the world of transport and aviation in particular. How is GAP dealing with these? 

We are confronting these issues with enormous responsibility and commitment, as demonstrated by the fact that we are the only Mexican operator with an airport registered in the ACA (Airport Carbon Accreditation), plan of the ACI (Airport Council International); today we have nine and by the end of this year we will have all 12 airports in our network in Mexico. We  also have, other significant projects in progress, such as the installation of solar panels in parking areas and the construction of solar farms, which will allow GAP to be self-sufficient in terms of energy in approximately five years.

Ineco has been collaborating with GAP for more than 15 years, on the Master Development Plans and other projects at its airports. How do you value this collaboration and what would you highlight? 

Ineco has become GAP’s best partner in planning the growth of its airports, due to its experience, the capacity of its technicians, its cultural proximity and, mainly, its knowledge of the airports in the network and the regulatory peculiarities of Mexican concessions.

In recent years, passenger air traffic in Colombia has grown continuously. What are the current figures and forecasts for the coming years?

Air transport worldwide has experienced rapid and dynamic growth in recent decades, and the trend is expected to continue in the coming years. These changes are consistent with the strengthening and sustained development of global economic conditions and the generation and implementation of public policies aimed essentially at deregulation and liberalisation of air passenger and cargo transport markets.

With this in mind, from our perspective of Civil Aeronautics, and as described in the 2030 Strategic Aeronautical Plan, it is estimated that by 2030, there will be almost 100 million passengers per year and double the cargo transport, in a clear, competitive, connected, safe and sustainable institutional environment supported by renewed infrastructure, robust industry and highly talented people.

This growth is in line with what has been happening in recent years. For example, according to 2019 figures, we have grown by 9.1%.

Over the next four years, there are plans for the investment of 3.8 billion pesos, which will enable us to make great progress in the modernisation of the sector

What impact is the peace process having on this growth?

The peace process is one of the main reasons why increasing numbers of foreigners are coming to Colombia, a figure that reached 13.8 million passengers in 2018.  But, in addition, it is the clear result of major government efforts to make progress in the modernisation of the airport and aeronautical infrastructure throughout the country and strengthen regional connectivity with an offering that continues to expand. Indeed, in the last few months, two new aviation companies have started operations in Colombia’s regions, and two other companies are in the process of obtaining their operating licences.

And what about airport infrastructure concessions?

The concession arrangement has allowed the country to modernise and adapt its airport infrastructure to the 21st century. The airports that the country has today are a response to Colombia’s present and future aviation needs.

As far as Civil Aeronautics is concerned, we have been investing millions in construction, maintenance and studies and designs for several different airports in the country.

As part of the National Development Plan, an investment of 3.8 billion pesos has been planned for the next four years and this will enable us to make significant progress in the modernisation of the aviation sector and contribute to economic and social development and greater competitiveness.

Currently, trunk airports are being improved with investments in Leticia, Popayán, Armenia, San Andrés and Providencia, Rionegro Cartagena, Yopal, Buenaventura, Pasto, Ipiales, and Riohacha, and Ciudad Región Airport (El Dorado) and 10 regional airports (Amalfi, Urrao, Condoto, Barrancabermeja, Paz de Ariporo, Cravo Norte, Puerto Carreño, Villa Garzón, Nuquí and Pitalito). We hope to continue with this trend, providing the country with infrastructure that is constantly improving.

The Government has announced major investments in the development of regional tourism. Will this create new routes?

These investments are already generating new routes. In 2019 alone, the operation of 58 new routes and frequencies was authorised. In addition, the liberalisation of commercial air traffic regulations has enabled new operators to enter and offer their services. Twenty-two new routes have been approved for non-scheduled operators, which shows the dynamism that tourism has given to aviation.

The headquarters of Civil Aeronautics of Colombia, located at El Dorado Airport, Bogotá. It opened in 2009 and employs approximately 600 people.

Many of Colombia’s airports are in remote places and difficult to access. Do these destinations benefit from the social routes? 

National air connectivity promotes the development of policies that encourage increased competition with gradual processes of liberalisation of markets and the operation of low-cost airlines, among others, and tends to provide air transport services in remote areas of the country, where air transport is the only transport alternative, allowing the movement of cargo and passengers between these regions and the main economic centres of the nation.

Colombia’s system of social routes is provided by the public airline Satena. In this service the operator travels to locations in the country that have limited accessibility and benefits from direct subsidies when there are no other companies that operate these routes. For example, to the month of April of this year, Satena operated 26 social routes, providing air transport to 38,000 passengers.

In addition, through Resolution 890 of 2019, we now allow non-scheduled operators (Aerotaxis) to operate routes with fixed frequencies and direct ticket sales on routes that are not operated by regular operators. This has provided remote regions of the country with new connectivity, thereby improving the quality of life in these regions.

What development and investment plans do you have for airports?

In line with our new system of reformulated projects, we see airports as comprehensive functional units (trunk airports) where the aim is to unify all air and ground side systems into a single investment to meet airport infrastructure needs (runways, aprons, taxiways, control towers, firefighting services, security, cargo areas), as can be seen at Ciudad Región (El Dorado Airport), Rionegro and Cartagena, among others.

Airports strategically selected to contribute to the construction of an efficient air transport services network, taking advantage of the integrating capacity offered by this infrastructure.

In addition, actions are carried out to ensure the maintenance of the existing infrastructure both on the air side (runways, aprons, taxiways, end safety areas, etc.) and on the ground side (passenger terminals and other buildings) with the aim of preserving the condition of this infrastructure and guaranteeing sufficient capacity to continue facilitating the development of the air transport business. 

Selection and prioritisation of projects follows identification and assessment of the special and specific needs of each airport to achieve its maintenance, improvement, modernisation and optimisation.

The 2030 Strategic Aeronautical Plan estimates that by 2030, there will be almost 100 million passengers per year and double the cargo transport

With regard to the above, how far along is the project for the new El Dorado Airport?

Regarding El Dorado II Airport, the Government decided to conduct operational studies on Bogotá’s TMA (terminal manoeuvring area) to determine the most operationally-appropriate project for the solution to meet the growing demand for traffic. The 10.9 billion peso contract was awarded to a consortium made up of two Colombian companies and one French company on 29 March of this year and project commencement was signed on 3 May 2019. The contract expires on 31 December of this year, but it is expected that significant results will be obtained before that date.

El Dorado boasts a significant volume of cargo traffic. How is it expected to evolve in the coming years? 

Today, El Dorado Airport is the principal cargo airport in Latin America, handling around 742,000 tonnes in 2018. Estimates show average growth of 6% per year for the coming years, one of the highest rates in the world, and very consistent with what we have observed in recent years.

What is the key to successfully managing the operations of a complex network that includes metro trains, buses and now also trams, in addition to Metrocable?   

The most important aspect is having a team that is flexible enough to understand that they are part of a multimodal network, while at the same time, having the specific technical training required to address the specific aspects of each mode of transport. This refers to operations and maintenance because customer service is completely integrated. The goal is for users to experience a sense of continuity in their journeys regardless of the transfers they make; this is why all of the staff who come into contact with users have the same training and work under the same service parameters.

Coordinated operation is possible because we have a main control centre that provides us with a complete overview of the operations of the different lines. Because it is an interconnected system, what happens on one of them can have repercussions on others. The operation of all of the lines is controlled from the same point, and this enables us to make comprehensive decisions in real time.

‘Metro Culture’ can be defined as the building of a civic culture framed by respect and solidarity

How important has intermodal integration been in this stage?

The different modes of transport that make up our system are integrated at the physical, operational and fare levels. The physical level is important because it ensures that users experience a sense of continuity in their journeys, no matter how many transfers they have to make. Operational integration, which consists of a single company operating the four modes of transport, makes it possible for timetables and standards of service to be the same, and also makes it easier to have a complete overview of the operation of the system, which facilitates decision making in real time. Fare integration is achieved thanks to the Civica card, a contactless payment method that allows users to travel on the different modes of transport with a single payment.

What would you highlight about your expansion plan? 

The Metro de Medellín Expansion Plan is one of the five plans that make up the 2006-2030 Confidence in the Future Master Plan, which was drafted taking into account the existing plans of the 10 municipalities of the Aburrá Valley Metropolitan Area. This makes it possible to articulate the 19 projected transport corridors in the same way that the city/region is projecting its development. In addition, the inclusion of the Expansion Plan in the Master Plan ensures that the new lines that are being developed have the human, physical and technological resources needed for proper implementation.

Metro de Medellín is a multimodal system that currently has two metro lines, four Metrocable lines, two BRT lines and one tram line

Another important aspect is that the 19 corridors defined in the Expansion Plan have been designed to cover current and projected demand, but the technology to be used has not been established a priori. This decision is made on the basis of a multi-criteria matrix which makes it possible to technically determine whether it is more suitable to build a tramway, Metrocable, BRT or heavy metro, or even adopt new technologies, in that particular corridor.

Lastly, I would like to highlight that the Master Plan is revised every five years in order to adapt to the dynamics of population growth and the way in which the inhabitants appropriate the territory. Last year, we made an adjustment that incorporated new criteria for the revision, among them linkage to the human mobility system and the structuring system –environment, landscape and public space– so that it can contribute more effectively to the sustainability of the city/region.

The intention is for users to experience a sense of continuity in their journeys regardless of the transfers they make

The Expansion Plan is accompanied by identification of possible funding resources, for which a Business Plan has been formulated to identify funding sources through non-fare resources which include businesses associated with transportation and the possible application of the value of the land generated by our system in each one of the planned corridors.

How many patents do you currently have and which one would you highlight?

Four patents have been granted to Metro. The first one was obtained in October 2015 after two years of research, which culminated in the creation of a Vehicle Traffic Monitoring System at the point of connection and operation between the cable, car, station and support clamp, in a cable car transport system. As the name indicates, the development is used to monitor the movement of vehicles. The second patent was granted in December 2015 for the Hub for the acquisition of railway vehicles and acquisition method, which optimises vehicle performance. Also in December 2015 and after 24 months of research, the company was awarded a patent for Diagnovision, a system and method for the inspection of the geometric parameters of railway vehicle wheels.

Fare integration is achieved thanks to the Civica card, a contactless payment method that allows users to travel on the different modes of transport with a single payment

Lastly, in February 2016, Metro de Medellín received the patent for Diagnodefect, a device used for the automated inspection of the roundness of rolling stock wheels on rail tracks. Rather than highlighting one of them in particular, I would like to emphasise the collaborative work work with universities and local industry that underlies each one.

From the beginning, Metro de Medellín has added a social and even educational dimension to urban transport which has been called ‘Metro Culture’. Can you explain what this is and who it is aimed at?

‘Metro Culture’ is effectively an educational and cultural initiative of Metro de Medellín which can be defined as the building of a civic culture based on respect for oneself, respect for others and respect for the public and calls for peaceful coexistence, good behaviour, solidarity and compliance with the basic rules of use of the system and the city’s spaces.

The Expansion Plan is accompanied by a Business Plan which makes it possible to identify funding sources through non-fare resources

Its target audience includes all of the company’s stakeholders because ‘Metro Culture’ is an integral part of the strategic guidance. This means that when interacting with Metro de Medellín, all of the different stakeholders are impacted by it. Users, for example, receive ongoing training in the proper use of the system and the patterns of behaviour that must be observed in it, while enjoying opportunities that bring them into contact with the arts, music and literature during their journeys. Communities in the areas of influence are also participants in educational actions, as well as recreational and cultural activities. The Human Talent area endeavours to ensure that culture of the organisation, and with all stakeholders, also preserves the principles of ‘Metro Culture’.

Innovation has always been one of your major commitments, what are your most innovative projects?

Without a doubt, Metrocable. Our Metrocable lines represent innovation in processes, as well as social innovation. Since cable cars are normally used in ski resorts, the operators have all of the summer months to perform major maintenance. In Medellín, because it is a public service whose malfunctions radically affect the most vulnerable communities, we have found it necessary to adapt maintenance routines in order to carry them out within no more than 10 days.

Communities in the areas of influence are also participants in educational actions, as well as recreational and cultural activities

What would you say are Metro de Medellín’s major milestones or achievements over the last 22 years of commercial operation?

As in any transport system, the beginning of the commercial operation of each new line is an important milestone. In addition to the milestones shown in the figure, there are others, even before the start of commercial operation. ‘Metro Culture’ began in 1988. Another milestone that we are very proud of occurred in 1999 when we were able, for the first time, to replace train wheels in our own workshops, instead of having to send them to Germany. This marked the beginning of a policy of import substitution and collaboration with academia and local industry.

2007 was also an important year, in which the company, Alternate Concepts Inc., an urban train operator from San Juan, Puerto Rico, became the first international client of the associated consulting business. Since then, we have carried out consulting, technical assistance and support work in the planning and execution of preliminary and operational stages of public transport systems, covering the management of operations, fare collection management, social management, communication and civic culture around sustainable mobility. Our main international clients include the cities of Panama, Lima and Rio de Janeiro. In Colombia, we have supported the cities of Bogotá, Cartagena, Bucaramanga, Ibagué, Santa Marta, Montería, Soacha, El Peñol and significant mobility policy agreements with Colombia’s Ministry of Transport.

What benefits will the new ERTMS signalling bring?
Passengers will enjoy improved punctuality, increased capacity and shorter trips on some lines. By 2030, we expect to double the number of passengers and reduce delays by 80%. In addition, we will have a more safer and better controlled network with real-time information and more economical maintenance. In short, there are only advantages!

What are the major challenges of the Signalling Program with regard to ETCS?
Although a priori it seems simple because there are only two suppliers involved and the network seems small compared to other European networks, this is the first project that will put ETCS Baseline 3 into operation. On the other hand, most of the lines under renovation currently have commercial operations that must be maintained. This means that both the installation work and the track test phases have to be planned very early, around six months prior to the work, in order to interfere as little as possible in the commercial operation.

What systems are affected by the renovation?
In addition to the new signalling (new points, axle counters, interlockings, GSR-M, RBC, etc.), other programmes are being carried out on some lines, such as the catenary installation or civil engineering activities. The entire fleet of commercial and freight trains will be also upgraded.

We plan well in advance to avoid affecting commercial activity

Is it complicated to adapt to high speed?
The topology of the existing lines is not the most appropriate for the implementation of high speed. On many of them there are a large number of level crossings, crossings for pedestrians or cattle, etc. All this requires a large number of people and organizations involved to ensure safety during testing. For example, until the level crossings are fully tested, police presence may be required during the tests to ensure that no vehicles cross the road.

What is the main objective of the JTL?
The Joint Test Laboratory is designed to run the largest number of tests prior to on-site testing, and minimize the risks and the cost of the field testing.

Who uses the JTL and what kind of tests are performed?
The suppliers –Alstom and Thales– and the SP testing department are the ones that work in the JTL. The suppliers are responsible for demonstrating the integration of their subsystems (e.g., RBC, IXL, and TMS), while BDK is the final integrator and is therefore responsible for end-to-end testing to demonstrate the behaviour of all of the subsystems together. In addition to functional and integration testing, much emphasis is placed on operational testing, i.e. how the end user (a driver or operator) uses the system.

What’s your assessment of the current progress of the expansion work?  

We believe that the solution implemented thus far meets all the needs and facilities required by an airport of this size.  Not only because of the potential in terms of passenger traffic, but also in all aspects related to the potential cargo that could be carried by this infrastructure.

What technical aspects of the project are most remarkable or unique?

One of the most important technical aspects is the expansion of the runway and the development of an entire area dedicated to cargo, from the accesses to the platform to the development of the cargo terminal itself. This is an important element that sets us apart, since there is currently no such infrastructure.

What impact will the modernization of the airport have on the tourist and industrial activity of the Lambayeque region, and the country in general? 

The impact revolves around two concepts: connectivity and decentralization, not only in terms of passengers, but in all aspects related to cargo. Chiclayo is located in northern Peru, equidistant from important cities such as Piura and Trujillo. This has made it an important centre of commercial activity. It is also the main point of land connectivity with the mountains and jungles in the northeastern part of the country. This creates the potential for the Chiclayo airport to become a regional hub for air connectivity. However, it has potential for connectivity not only in terms of domestic passengers, but also in regard to all aspects related to international connections, because up until less than six months ago, the only international connection was through Lima.  For a little more than six months, Copa has been connecting the north internationally, decentralizing the international connectivity of Lima.

In terms of cargo, the north is one of the country’s main agro-industrial zones, with important agricultural projects that will increase the availability of land for future agribusiness development, with products such as blueberries and asparagus exported by air.  This will also generate a positive impact by placing a cargo terminal at the point of production for the export of these products.

How do you think passenger traffic will evolve in Chiclayo?  And cargo traffic? 

For the last ten years, the annual passenger traffic in Chiclayo has grown 16%, but this has been supported by a single route: Chiclayo-Lima. The future of Chiclayo’s growth will be based on the development of regional aviation, as well as the development of international connectivity.

Connectivity will be improved and agribusiness will be strengthened in northern Peru

For a few months now, Chiclayo has handled international flights, specifically flights by Copa Airlines to Panama. What plans are there for the opening of new connections, and what impact do you think they will have on the airport’s security?

Currently, we are not only looking for new international connections, but are also strengthening Copa’s existing operations. Regarding regional connections, one of the important destinations with potential for future development is the Chiclayo-Chachapoyas route because of the tourist attractions it offers.

Chiclayo already operates as one of the alternative airports to the Jorge Chávez Airport in Lima. What might change in that relationship once the expansion is completed? 

Indeed, Chiclayo is currently an alternative airport, but in the technical-operational area. The new airport would make Chiclayo an alternative airport on a commercial scale, not only capturing international connectivity, but also decentralizing cargo.

What do you see, taking stock of the concession after a decade? 

With the initial investments now completed, in the last ten years, we have obtained annual growth of 16% for passengers and 10% for operations. We have expanded and incorporated new routes throughout the 12 regional airports that we manage. We have reduced the co-financing granted by the government of Peru by 70%, and we have developed Master Plans to invest close to 1 billion USD in the expansion and modernisation of our terminals for the next five years.

The remodelling of the Pisco airport began in 2015.  What do you think this experience can bring to the modernization of the Chiclayo airport?

Pisco’s experience has contributed to the improvement of the designs associated with the flow of passengers, not only in terms of operations and safety, but also from a commercial perspective. The access routes to the airport terminal are also a key element for its development.

Is the future of lighthouses at risk?

Not at all. As a aid to navigation, they continue to serve as a unique point of reference for a large number of smaller vessels, as well as a verification point, and when necessary, a backup for electronic positioning systems.

Obviously, they are not as crucial as they were years ago, but advances in lighting technology and control, reducing consumption and monitoring their operation, make it viable to keep the lighthouse in service, and more efficiently than before.

With regard to the buildings that are not in use, normally the homes of the former lighthouse keepers, it is vital to create initiatives that ensure their conservation, and in many cases their refurbishment.

Have any new lighthouses been built in Spain?

The last one was put into service at the end of 1999, the Torredembarra lighthouse, which is attached to the Tarragona Port Authority. However, in the Canary Islands there are some lighthouses still to be built, as a result of the last review of the coastal networks, and these have already been included, in one way or another, in the General Maritime Signalling Plan, 1985.

However, to answer your question, yes. Due to the expansion of the Port of Valencia, the Valencia lighthouse has been replaced by a new one, made of composite (composite resin), on the new breakwater, with an LED optical system and hybrid solar-wind power, designed to operate using clean energy.

What will the lighthouses of the future be like?

Understanding a lighthouse as a maritime light signal supplemented by the landmark represented by the tower during the day, I don’t believe that they will change much from the classic image, although glass lenses and incandescent lamps will no longer be used. The lighthouses of the future, and already in the present, will be supplemented with the broadcasting of electronic information, using, for example, Automatic Identification System (AIS) technology.

It is important to remember that lighthouses are technical installations designed to provide a service, which will use the technology available at any given time, and which the users are capable of “seeing”, either directly or with the help of instruments.

Many lighthouses are over one hundred years old, is modern technology compatible with their design?

Most are more than 150 years old. They date back to the first Maritime Signalling Plan of 1847, which marks its 170th anniversary this year. We just celebrated the 175th anniversary of the first session of the Spanish Lighthouse Commission (22 February 1842), which was created on 4 February of that year.

It is vital that we all work to ensure the conservation of the historical legacy of the lighthouses

Their design is simple and that simplicity guarantees its validity. It involves placing a light at a certain height (depending on the height of the land) so that it can be seen by sailors from a distance of between 10-20 nautical miles. The tower is the support and the lantern is the glassed space that protects the lens system (lamp and lens). The new lamp technology does have to adapt to the requirements of large glass optics, but it is possible, and desirable, to maintain the existing optical elements and upgrade the lamp to the technology available. In most cases it is simple and inexpensive.

Are there still lighthouse keepers? What role do they play these days?

It’s not the case for lighthouse keepers, but there are lighthouses that are inhabited by a technician who is not exclusively dedicated to the maintenance of the lighthouse, but is also responsible for monitoring other aids to navigation in the vicinity, as well as inspecting third-party aids in the area. They are not civil servants; they belong to the staff of the port authority.

How will the commercialization of these spaces contribute to their conservation?

The existence of unused spaces creates two major problems: on the one hand, degradation in the harsh environment, and on the other, the risk of vandalism. Therefore, since it is not necessary for technicians to be present at all times in the lighthouses, the development of their supplementary uses is a successful alternative to conserve them through the vital renovations required to develop new uses.

On the other hand, the income generated by these uses, which will never be significant in the port sector, will be a supplement to the revenues collected from the aid to navigation service fee and will allow the quality of the aid to navigation service, which will always be the goal of the lighthouses, to be improved.

What are the risks and advantages?

I think the advantages have already been discussed in the previous questions, in addition to the fact that opening these lighthouse spaces, which are currently closed, to society in general, would maintain their function and exterior architecture, as a reflection of their historical legacy, which, among other things, has to be conserved.

I don’t see any significant risks or at least any that cannot be managed with the proper measures. On the contrary, significant risks could occur if the unused spaces of the lighthouses are not used, since vandalism or degradation can leave them in ruins in no time at all, bearing in mind that the quality of the construction of the houses of the old lighthouse keepers is rather poor.

All the neighbouring countries have successfully developed similar initiatives to make use of the unused spaces of their lighthouses for tourism, as a strategy to conserve them. These include, among others, the United Kingdom (England and Scotland), Ireland, South Africa, Norway and, recently, Italy, with a new project that covers initiatives with more than 50 lighthouses.

How has Ineco’s inventory contributed? Has it revealed anything new?

The inventory done by Ineco, with the information provided by the port authorities, has meant, on the one hand, an update of the information of the unused spaces available in the lighthouses and, on the other hand, the uses that are being developed in those spaces, revealing, in some cases, that the information held by Puertos del Estado was not updated, either due to unreported uses (when it was not mandatory) or uses that were not ultimately implemented.

How did the ‘Cero Basura’ programme arise?

Climate change, greenhouse gas emissions, excessive exploitation of resources, growth in consumption and waste generation demanded that we think about new avenues to explore.

The project comprises an ensemble of simple actions to ensure that the negative impact on the environment of our day-to-day activities is reduced. The end goal is the reduction and exploitation of resources based on a circular economy for resources: waste generation is reduced and waste is exploited to the maximum in the form of materials and energy.

How have companies and industries reacted to the plan?

The aforementioned unceasing changes are our driving force to promote and integrate environmental action into companies, which can make them more competitive and derive many advantages. Environmental policies, such as this expanded responsibility to which companies must adapt, will boost product sustainability at all stages of the production chain in a positive way. It is also important to note that companies, education institutions and other representatives of the public-private sector have taken part in the construction of the Master Plan, contributing a great deal and getting involved in meeting this target.

Recently you promoted the recovery of recyclable waste at the wholesale market in Quito. How was this experience?

The Environmental Department of Quito’s commitment was to involve traders, zonal administration and recyclers in a joint project that is enjoying success thanks to the participation of everyone. At the moment, 2.1 tonnes a month are recovered from the wholesale market. This is a goal and commitment for everyone to reactivate the economy of many families exploiting waste and looking after the planet using environmental best practices.

With the new plan, will the 2,000 tonnes of waste a day increase, decrease or remain the same?

The Master Plan for Comprehensive Waste Management coincides with the Metropolitan Plan for Development and Land Management 2015-2025, which plans for waste in production to be reduced by 5% per capita as a minimum by 2025 as compared with the production per capita for 2014. This figure, when compared and calculated alongside the annual growth rate of the metropolitan district, suggests that waste generation will increase over the upcoming years from 2,040 tonnes to 2,340 tonnes.

Comprehensive Management in the DMQ seeks for waste disposal to transition towards the circular economy or management of resources, in which waste is exploited to the maximum in the form of materials or energy for non-recoverable materials. Recyclable products and common waste are collected selectively in modern treatment facilities, sorted and explote.

Recyclable waste will go from 12% in 2014 to 22% in 2025, including recovery of recyclable material from the ET-Sur sorting plant. 19 neighbourhoods of Quito and 300 environmental agents will benefit from this increase.

Apart from laws, what is needed for citizens to collaborate in waste management?

Our waste management policy is to ensure integrated waste management under the ‘Cero Basura’ concept and the circular economy, with the focus on participation, co-responsibility of citizens and environmental and social responsibility. But above and beyond citizen obligations and ordinances, we have got directly involved in the community, neighbourhoods, companies, education institutions and other actors in society to raise their awareness and create environmental best practices. Fundamental to this process have been our education campaigns, whose protagonist is anyone who recycles and sorts their waste.

Waste reduction is based on a circular economy of resources

You have initiated several awareness raising campaigns and even a “tour of waste”. Is the public welcoming these initiatives?

More and more, comprehensive waste management requires tools in the value chain (generation prevention, sorting at source and collection, exploitation and treatment, until eventual disposal). The “tour of waste” was a pilot project to include and demonstrate all these processes. We have provided added value including mechanised collection, cutting-edge technology and open days for the media and the general public to visit the Quito landfill site.

We are delighted by the approval the tour has enjoyed in the press and especially among university students, who are surprised that in this city waste can end up as water and be a new source of energy. This motivates us to keep working and help other municipalities in the country in the same way.

It started years ago with work on projects in marginal neighbourhoods of Quito. Have you planned any special actions to reduce and manage waste in the most deprived and vulnerable areas?

The DMQ currently has 96.5% cover for waste collection. We are working every day to achieve our target, which is to reach all neighbourhoods in Quito.

The UN has chosen Quito to host the Conference on Housing and Sustainable Urban Development (Habitat III) in October 2016. What agreements would you like to see there for sustainable urban development?

On those dates –17th to 20th October 2016– the city will bear witness to renewed vigour behind the global commitment to sustainable development and the setting out of a New Urban Agenda, which it is hoped will have a direct impact on urban policy on national, state and municipal levels. Quito has been chosen as the backdrop for numerous activities regarding the various central topics of the conference, in which all will be able to share experiences and responsible proposals aimed at creating safe, resilient, sustainable cities. This leads us to think about a city with integrated solid waste management, with new concepts such as that of ‘Cero Basura’, a commitment that should be extended to all other cities.

Isn’t reducing consumption in consumer societies a contradiction in terms?

It is a great challenge, which cannot be overcome overnight. Changing the consumer’s mindset and consumer culture will help to compare and choose products that are the greatest friends of the environment. Choosing by their origin, suitable packaging and sustainable manufacture will bring industrial change to companies, focusing on eco-designs, secondary resources and clean production.

Education is the key to sustainability. This is why we work daily to ensure more people find out somehow about our work, with consistent campaigns to care for the planet.

It has been said that there is healthy competition among large cities to be the first to be named among the most sustainable. Is this the case?

Clearly there is competition among major cities in terms of their local sustainability activities, and this can be seen not only from official recognition of various initiatives (such as the WWF City Challenge, the C40 City Climate Awards or the Siemens Green City Index), but also from the benefits this brings to their local governments and, most importantly, to their citizens. Recognition as a sustainable city can gain a city more attention from external investors, as well as providing international standing or cooperation on sustainability; it can generate opportunities for the city as a tourist destination as well as leadership and international positioning that open various doors for integration and exchange of experience.

Quito has not only been recognised as the most sustainable city in Ecuador, but was also selected as one of the 17 world finalists for the most sustainable city in the world award, conferred by the World Wide Fund for Nature (WWF).

Close your eyes. How do you envision the Quito city you hope to achieve with this project?

I dream of – and believe it is possible to achieve – an environmentally responsible city, a time when its growth is in keeping with the natural, rational limit of its ecosystems on land and in the water; a city that thinks about and plans its territory keeping in mind its environmental assets and, as such, minimises the negative impacts of pollution; which preserves and uses in a sustainable way its natural resources and biodiversity, reducing risk; and is resilient to the effects of climate change. Its functioning is based on alternative energies and its mobility motivates citizens to use public spaces, generating collective wellbeing and quality of life for its citizens.

The years 2015 and 2016 are being very intense for the development of Mwasalat. What actions have you completed so far?

During November 2015, occurring simultaneously with the celebration of 45th year of the Renaissance of Oman, a key milestone was achieved by the company: Mwasalat unveiled a new company identity and the spinal route of Muscat public transport system was implemented, while the existing routes were renovated with brand-new and modern fleet. This was the first step of a long process that will see a substantial number of routes being implemented in Muscat during the following years. The modernization of the company has not been limited only to urban transport in Muscat, Mwasalat intercity and international services were also improved as part of this renovation process with brand-new fleet with the highest levels of quality and safety.

The new Muscat services have changed the public transport landscape in the city, what has been the people’s reaction to the new services?

People’s response to the new bus services in Muscat has been very positive. Passengers are very satisfied with the new features in the bus. The buses are low-floor, air-conditioned and equipped with cameras and informative screens. From the demand’s point of view, the launch of these initiatives can be seen as a great success since public transport demand has substantially increased: more than 600,000 passengers used the Mwasalat service in Muscat in the first 70 days, averaging around 9,000 passengers every day. These figures contrast with the average of 3,500 passengers per day before the launch of the new services.

Regarding the future, what future actions is the company planning?

A number of ambitious plans are awaiting for the company such as the expansion of the city and intercity bus fleet in order to implement new urban bus routes in Muscat, to establish new urban bus routes in other strategic cities of the Sultanate and to reinforce or extend the intercity routes with new services to other destinations or greater frequencies for existing routes.

The new services are receiving a very positive response from passengers

Intelligent Transport System (ITS) is key element for the modernisation of the company. What ITS are you planning to implement?

We are planning to implement smart ticketing, passenger information systems, automated vehicle management systems, etc. All this initiatives will help to improve transport system and mobility, reduce traffic associated problem, enhance the economy and, finally, help to continue the economic and social development of the Sultanate of Oman.

Public transport sector is very particular in Oman, what challenges is the company facing in this sector?

The main challenges is the regulation of the sector. Mwasalat needs this regulation: firstly, to regulate the taxi sector so they become a professional and complementary activity to bus services; and secondly, to regulate the passenger land transport market, so the coexistence of public (Mwasalat) and private bus companies is achieved with adequate competence conditions. Fortunately, the work is under progress with the recently approved Land Transport Law that was elaborated by the Ministry of Transport and Communications, which is the first step to regulate the sector.

How would you assess Ineco’s work and what is its role in the development of Mwasalat?

Ineco is developing for Mwasalat a comprehensive Master Plan that will chart the road map for the company’s evolution into an international-class bus operator over the period 2016-2040. The Master Plan is aimed at transforming Mwasalat into a world-class public bus transport operator. We really appreciate the involvement, flexibility and know-how of the Ineco’s team working in this project. Ineco has successfully demonstrated in the past months that they are a team of highly qualified professionals that can bring international best practice tailored to our needs and context.