Matt Findlay has recently been appointed as aviation design leader at Woods Bagot.
Over the past 15 years, he has worked with some of the world’s top ranking aviation clients to develop his skills in sustainability and efficiency.
Recent projects include Singapore Changi Airport Terminals 1 and 3, Delhi Airport Terminal 3, Bangalore International Airport, Sydney International Airport Terminal 1 and Avalon Airport International Terminal masterplan.
Architecture & Design spoke to him about Australia’s changing aviation design, why aviation design needs to be based on strong partnerships and the challenges Australia face when it comes to airport design.
Is Australia’s approach to aviation design changing?
Australia’s approach to aviation design is in line with global trends, which are primarily driven by increasing passenger numbers, security, technology and the ongoing need for innovative ways to fund the implementation of the former. As Australian airports get bigger and annual passenger numbers increase, demands on surrounding infrastructure increase and are forced to evolve. We will start to see landside arrival and departure precincts move away from the front of terminal due to security set back requirements, ground transport pressure.
The challenge is to move passengers quickly and conveniently from the start and finish of their inbound and outbound experiences. As airport terminals and their precincts expand, our design approach must facilitate, not infuriate. Unfortunately, until we design aircraft without wings, airport terminals will continue to present increased walking distances.
While much of the airport process is increasing in size, some areas are reducing, such as check-in, due to the recent global revolution of self-check in kiosks and bag drop. Technology continuously plays a part in the terminal development and leads to ongoing development and refinement. The incoming generation of security technology such as full body scanning and advanced biometrics will also continue to drive the evolution and look of airport security.
What is the best way to approach aviation projects in terms of design?
Airport design must be done laterally, rigorously, empathetically, culturally and above all must be based on strong partnerships. I also relate to the duck analogy of calm on the top and flat out paddling under the surface.
Successful airport design depends on a balanced approach to process, amenity and commercial factors. Loosely defined, process is anything to do with getting onto or off an aircraft, from curbside to cabin door. Amenity supports life during this process from finding an accessible toilet to a comfortable place to wait for your flight. These two components need to then be overlaid by an integrated retail and hospitality environment, which if executed correctly (and this is where the innovation and skill lies) will enhance the airport’s amenity and passenger experience. Getting the balance is the challenge as each stakeholder will clearly articulate the critical overriding importance of their individual stake.
What countries around the world do aviation design better than Australia?
Singapore for service and amenity (Changi) – the terminal design is continually evolving to meet with the changing demands of global travel. If something can be improved or tweaked, there is always a team ready to enhance a process, product or experience.
The Netherlands for commercial (Schiphol, Amsterdam), particularly notable for its Landside commercial offer and has been benchmarked globally for the past decade. Schiphol Airport’s Airside retail model also forged new ground and influenced much of the current thinking in modern airport planning and commercial integration.
China for Design (Chek Lap Kok, Hong Kong) – the original Terminal by Foster and Partners defines what a mass transit hub should represent. It makes subtle reference to Chinese culture and the surrounding landscape while clearly supporting a high capacity passenger processer. It possesses an elegant grace and serves as a proud gateway to Hong Kong and is one of world’s most dynamic and identifiable terminals.
Is Australia a leader or a follower when it comes to aviation design?
Australia has had some innovative moments but is probably closer to the ‘follower’ bracket. I think we have certainly been influenced by European airports, particularly in retail and commercial areas. Architectural statements come at a price and Australia simply does not have the passenger numbers to support major airport developments. Australian airport ownership structures and geographic locations also challenge the viability of creating the ‘super terminals’ we see overseas.
Australia is predominantly destinational and does not support the mass hub activities seen in Asia and Europe. Many of our major airports struggle to keep up with capacity demands with their 60s origin aerodromes and terminals that have expanded under constrained circumstances for years to create a convoluted maze of spaces struggling to support modern airport operations. Some of Australia’s more recent terminals have smartly adopted a more modular design approach with the knowledge that their asset will need to grow considerably to meet future demand.
Where does your interest in aviation design come from?
I don’t think anyone ever sets out to specialise on day one, it takes a combination of opportunities and outcomes to reveal ones interest and to develop a focused skill base in a particular topic. My interest has been fuelled by the many challenges of terminal design and the fact that an airport environment will in most cases cover every architectural and design sector imaginable.
Another key factor contributing to my consistent return to the dark side of aeronautical arts is my love of travel and working with different cultures, situations and local issues. My career has had highlights in retail, commercial, education and public / community projects which have in one way or another contributed to my work on transport projects.
What project are you most proud of and why?
Changi Terminal 3 Singapore would have to signify a high point and defining project in my career. I commenced this project in 1999 while in the finishing stages of Sydney Airports SA2000 redevelopment for the Sydney Olympic Games. The philosophy of the T3 Project was not only to increase the airport‘s capacity but also to further galvanise Changi Airport’s reputation as a world leader.
The client’s single purpose throughout the project was efficiency and passenger amenity and although very commercially focused, it was never at the expense of their primary objectives. Commercially, the super quick and efficient in and outbound experience makes complete sense. Would you rather your passengers spend their time in endless processing queues or patronising your world-class retail and hospitality environment?
