Q&A - What is the future of airport passenger experience?

Interview originally by CEO Middle East, asking the questions to James Bruce, Aviation Market Director Middle East & Africa, AtkinsRéalis.

1. What new features can travellers expect from airports in the coming years?

Airports have increasingly become process driven to ensure safety and security for passengers. This process driven approach can lead to poor passenger experience such as long queue times, and sometimes, labour intensive and intrusive activities.

These are generally required to pass through check in, security and border checks as complexity has increased and security has been strengthened on the back of geopolitical events or terrorist activity. 

However, airport operators and owners are fully aware of the need to compete to maintain position in the market and maximise revenues through attracting passengers to utilise their assets. This can be achieved in part through enhancing and improving passenger processes and thus improving passenger experience to minimise stress. 

Typically, stress is measured in a passenger’s mind as the time taken to pass through these unavoidable processes, the ease and efficiency at which they do so, and the least number of steps or interactions required to reach their flight or destination. Airports have therefore had to consider evolving from processing centres into intelligent, predictive mobility hubs which is not an easy challenge with a backdrop of regulation, passenger centric consistency and the different needs of individual passengers.

As we approach 2030, airports around the world are seeking solutions and effective operationalisation of the following:

a) Frictionless, touchless, biometric journeys

Passengers increasingly expect to move through airports without repeatedly presenting documents as forward-looking airports around the globe are implementing technologies aimed at frictionless, touchless and biometric journeys. As we approach 2030 more and more airports will offer a consistent solution and experience centred around facial biometrics and digital identity which will enable “walk‑through” processing at check‑in, security, borders and aircraft embarkation. This is already something which several larger and gateway airports have adopted across the region and globally represented through IATA One ID programmes and large‑scale biometric corridors in Asia, the Middle East and Europe, with passenger adoption accelerating year‑on‑year.

b) Highly personalised terminals

For a while now airport planners, designers and systems providers have been exploring solutions for ‘personalised experiences’ for passengers. Using data and AI to adapt environments to individual needs and requirements as well as the option for unique experiences such as art exhibitions, learning experiences, sports activities and cultural celebrations. More specific solutions include multilingual digital signage, wayfinding that adapts in real time, and personalised retail and lounge offers delivered via mobile devices or smart displays based on your preferences as a passenger. As we approach 2030 it is highly likely we will see these as more common places and expect terminals that “know” your flight, language and dwell time, provide predictive guidance instead of reactive information and tailor food, retail and comfort offerings.

c) Automation for efficiency, cost savings and increased safety

When it comes to efficiency of operations and the impact it has on passenger experience, one of the biggest challenges faced by airports is reducing delays, whether caused by equipment failure or secondary delay outside of an airports control. As we approach 2030, greater use of robotics, digital twins and predictive maintenance will improve punctuality and reliability. These are not necessarily new innovations however the uptake of airports utilising them to improve efficiency and minimise costs whist becoming more attractive and boosting passenger numbers is highly likely to increase.

Furthermore, the use of autonomous vehicles, particularly in an airside operations setting, will improve efficiency and reduce disruption related costs. AI‑driven staff rostering and stand allocation will continue to support an ever-increasing number of airports in delivering more resilient operations during peaks and disruptions.

2. What are the main complaints passengers have, and how are they being tackled?

Terminal design and development are becoming more passenger centric as airports need to compete to retain market share through attracting passengers and increase revenues. Despite this, passenger dissatisfaction continues to be focused on several age-old pain points. In summary these can be considered to include

a) Long queues and unpredictability

Check‑in, security and border delays account for a large share of passenger complaints globally, driven by uneven demand peaks and static staffing models. Inconsistency and the unknown can be particularly frustrating even when using the same airports that passengers become use to depending on the time of day you travel and seasonal peaks.

Airports can utilise AI‑based queue prediction and staff reallocation where employment practices allow with real‑time wait‑time displays and mobile alerts to keep passengers informed of what to expect. Some airports utilise similar methods to deal with secondary delays caused by surface access issues such as train cancellations and road congestion which in turn allows them to consider staff numbers and reallocation to handle a moving peak period which results in different passenger show up profiles for example.

There are a number of airports which have recently adopted, or a smaller number which have for some time offered, virtual queuing and time‑slot reservations at security to provide certainty to passengers and reduce stress. This can also assist the airport in predicting peak periods at security and assist with staffing.

b) Security stress and inconsistency

Passengers consistently perceive security as stressful, intrusive and inconsistent across airports. As airports continue to install and operate next generation CT scanners which allow liquids and electronics to stay in bags this is helping to maximise throughputs and relieve some elements of that stress.

There are opportunities and developing solutions which utilise contactless biometric screening to further increase a seamless and touchless experience. Risk‑based screening that focuses on behaviour and data rather than blanket checks reduces queue times and seeks to remove those passengers which need additional checks from those that can pass through quickly and uninterrupted. 

Screening on the move is a further innovation that has been considered on a number of more recent developments, but yet to be deployed in earnest, whereby passengers are screened whilst moving from one point to another, for example whilst ascending on an escalator from a train station or walking along a channel from the car park to the terminal building, in order that an initial assessment can be made without interrupting the passenger. Again, only those passengers who then require additional checks or further screening are directed to this area allowing most passengers to move through the terminal in a more seamless manner.

c) Poor communication during disruption

When irregular operations occur or there is a reduction in service levels, the biggest frustration is lack of timely, accurate information. By our very nature as humans, we handle certainty, whether negative or positive, much more effectively than not knowing and thus reducing overall stress. By 2030 it could be expected that at‑risk flights or airports suffering from operational constraints will trigger proactive notifications, up to date advice for when to arrive at the airport, re‑booking options, and general guidance delivered automatically via apps, kiosks and agents supported by AI copilots. This will assist passengers in getting consistent and timely information to make decisions which are informed rather than dealing with on-the-spot frustrations.

3. What airports stand out in terms of modernity and progress?

Airports worldwide are accelerating their shift toward fully digital, AI‑enabled travel, each building distinct strengths while moving toward a seamless passenger journey. Several airports already reflect what the future of travel looks like.

Heathrow Airport offers an end-to-end digital experience with AI-driven passenger flow management, automated processing, and contactless biometrics. Singapore Changi integrates end-to-end biometrics, predictive operations, autonomous ground equipment, and personalised retail. Doha Hamad International focuses on passenger-centric design with expanded biometrics and consistently premium experiences. Incheon International leverages advanced robotics, AI flow optimisation, and smart immigration systems. Dubai International (DXB) scales digital transformation with large-scale biometrics, AI-powered operations, seamless payments, and enhanced airline-airport data integration.

What differentiates these airports is not isolated technology, but ecosystem thinking- airlines, airports, border agencies and commercial partners operating on a shared digital backbone. 
Furthermore, passengers who experience the same level of experience at both their departure and arrival airport are most likely to be the least stressed, enjoy their experience and travel with confidence. This in turn promotes repeat business and higher non aeronautical yields.

4. Can AI help make the traveller experience better — and how?

As explored earlier, AI combined with digital solutions is no longer an optional future feature but is rapidly becoming the core operating system of modern airports. It enables predictive passenger flow management by anticipating congestion before it forms and adjusting resources in real time. It also supports personalised journeys by tailoring information, services, and offers to travellers as they move through the airport. Operational resilience improves as well, since AI can forecast baggage system issues, gate conflicts, and turnaround risks hours in advance. In addition, customer engagement becomes more seamless, with AI‑driven assistants instantly handling enquiries, disruption updates, and accessibility needs.

Critical caveat for the direction of passenger experience centric solutions by 2030:
IATA and regulators globally are clear in making the point that central to the majority of what has been discussed in these answers is the need to promote and ensure trust, cybersecurity and data governance in delivering capability in these technological solutions. Passenger acceptance depends heavily on transparency and consent.