Chapter 1: Current Status of Tenant Services at Incheon Airport

One of the world’s top four airports.

45 million passengers, 250,000 international passenger flights, and 2.56 million tons of international cargo.

Ranked among the world’s seven largest airports, Incheon International Airport’s impressive figures are undoubtedly a source of pride for Korea.

Holding the No.1 position in Airport Service Quality (ASQ) for 10 consecutive years and winning Business Traveler’s Best Airport Award for five consecutive years demonstrate its world-class status in passenger and cargo services.

However, tenant services—which generate 1 trillion KRW out of 1.7 trillion KRW in total revenue—were far from matching these stellar indicators.

In a satisfaction survey of approximately 1,000 companies and 40,000 tenants, the overall score was an average 3.09 points, and numerous complaints and disappointments were reported.

[Table 1. Tenant Satisfaction Survey Results at Incheon International Airport]

In response, Incheon Airport Corporation expressed its commitment to improving systems and processes and established a roadmap for first-class tenant services befitting a first-class airport.

[Table 2. Schedule for Tenant Service Improvement at Incheon Airport]

The corporation analyzed interview insights and visited business sites focused on leasing services to learn best practices.

A notable visit was to COEX, where the One-Stop service from leasing to service delivery left a strong impression.

They also analyzed the role of coordinators specializing in leasing services.

Through these activities, Incheon Airport Corporation identified 6 major service issues and 12 improvement tasks, which were reported as part of the final improvement plan.

Six Service Issues Sacrificed in a Security-Priority Environment

A. Restricted Access to Information: Due to safety and security priorities, information disclosure was highly conservative, and guidance was overly formal.

B. Offline Activities: Services were processed only through official documents and phone calls.

C. Fragmented Processing Departments: Service handling varied by location due to organization-centric workflows.

D. Complex Application Forms: Official document formats were difficult for applicants to complete.

E. Difficulty Tracking Progress: Tenants struggled to receive feedback due to multiple approval steps and departments.

F. Unreasonable Processes: Processes focused on internal approvals rather than customer-centric service delivery.

[Table 3. Detailed Schedule for Tenant Service Improvement at Incheon Airport]

Chapter 2: Improvements in Tenant Services at Incheon Airport

● 1. Opening of Tenant Service Center

The first initiative was to integrate functionally separated support offices into a Tenant Service Center.

This allowed tenants to submit requests through a single channel, with the center coordinating with relevant departments for service delivery.

The center also manages the Tenant Service Portal and prepares tenant manuals, establishing a structured department for integrated tenant services.

This resolved issues such as restricted information access, fragmented departments, and complex application forms.

● 2. Development and Operation of Tenant Service Portal

The need for a portal representing the center’s strong service philosophy and enhancing collaboration with contractors became evident.

The portal aimed to:

- Define 9 service categories and 31 processes

- Provide workflow-based tracking of progress and tasks

- Enable automatic interface with leasing contract data

- Integrate tenant processes and ERP for result handling

After vendor selection, STEG’s E-GENE BSM Solution was chosen for its rapid deployment, easy maintenance, and powerful workflow-based interface.

Reasons for Selecting E-GENE BSM Solution

A. Clear Workflow Visualization: Tenants can easily view application status and history, while contractors and staff can track tasks and collaboration details.

B. Real-Time Integration with Other Systems: Including leasing contracts, AOMS (Airport Operations Management System), and parking management systems.

C. Enhanced Collaboration and Communication: Features include email, SMS notifications, messenger functions, and opinion-sharing tools for stakeholders.

D. Advanced Analytics and Service Evaluation: EIS dashboards with customizable views, automated presentation transitions, and SLM (Service Level Management) for accurate service performance evaluation.

The portal successfully addressed issues such as restricted information access, offline activities, difficulty tracking progress, and unreasonable processes.

● 3. Improvement Outcomes

A. Financial Impact

Annual service processing time reduced from 36,017 hours to 10,573 hours, saving approximately 530 million KRW in labor costs.

B. Operational Impact

1) For Tenants: Simplified application process, real-time status updates via SMS/email, and easy access to historical data.

2) For Contractors: Automatic task notifications, shared results, and improved communication with the corporation and service center.

3) For Incheon Airport Corporation: Easier management of application and processing history, process analysis through portal logs, and improved interdepartmental collaboration.

4) For Tenant Service Center: Despite increased workload, portal features enable better request tracking and service level evaluation, allowing the center to focus on true tenant management.

Chapter 3: Future Vision and Plans for Tenant Service Center

With the opening of the Tenant Service Center and the successful implementation of the portal, services have been significantly upgraded.

However, continuous improvement is planned:

- Annual evaluation of tenant services and public disclosure of results

- Recognition and awards for outstanding contractors and partners

- Ongoing modernization of policies and expansion of portal functionalities

Upon completion of these short- and mid-term improvements, Incheon Airport is expected to be recognized as a world-class tenant service airport, matching its reputation as a top global airport.

– Lee Jae-hyun, Director, Strategic Business Division, BI Business Unit –