Q6 Full Business Plan - Heathrow Airport

2. Our transformation to date
2.2 Improving operations for our airlines
During Q5 we have continued to support the hub and
strengthen our resilience through improvements in three
areas: stand supply, transfers and airfield performance.
We have delivered new stands for T5, T3 and for the
new T2 (the first phase of which is already operational),
making it easier for us to accommodate the evolving
aircraft fleet mix at Heathrow. We have also improved
the experience for transfer passengers by investing in a
transfer baggage system between T5 and T3, which
reduces the transfer time of baggage between these
terminals. Overall baggage performance has now
improved by 62% as shown in Figure 2.3.
These initiatives will deliver benefits for airlines by
reducing departure delays by up to 20%, tactical flow
restrictions by up to 30%, fuel savings of 10,000 tons
or more per annum and handling costs by 10%. Not
only that, the discipline that comes with A-CDM helps
to improve departure schedule delivery. This leads to
better predictability and punctuality, which in turn
supports Heathrow’s transfer capability and the overall
passenger experience.
To strengthen the incentive to use quieter aircraft at
Heathrow, in order to reduce aircraft noise on the local
community and reduce pollution, we have also
restructured airport charges.
Figure 2.3: Departure punctuality and baggage mis-connect rates
85
80
Departures punctuality
80%
45
40
Missed bags per 1000 passengers
40
75 35
70
65
63%
30
25
60
55
20
15
15
50
10
45
5
40
2007
2012
0
2007
2012
In collaboration with our airlines and NATS, we have also
improved departure punctuality, as shown in Figure 2.3
and have focused on airfield operations and resilience,
including strengthening planning and response to the
impact of snow at the airport, and implementing airport
collaborative decision making (A-CDM).
Heathrow has continued to develop constructive and
productive relationships with the airline community,
covering operational to strategic issues. The success in
achieving this is measured via regular surveys that also
highlight areas of high performance and areas where
there is scope for improvement. The 51 airlines that
responded to the latest survey rated the day to day
relationship with Heathrow at 7.5 out of 10. We will
continue to focus on our airline customers to ensure that
we maintain positive working relationships that will help
deliver operational improvement at Heathrow.
© Heathrow Airport Limited 2013
Heathrow Q6 Full Business Plan - Public version | Chapter 2 Page 13