2013 GATWICK CAPITAL INVESTMENT PROGRAMME · to the Airports Commission, this CIP report is based on the assumption that Gatwick will remain a single runway airport up to the mid-2020s

2013 GATWICK CAPITAL INVESTMENT PROGRAMME

Published following airline consultation in April 2013 – June 2013Figures correct as at 31.03.2013

Images on front cover:1. Emirates A380 at Gatwick2. Gatwick Main Runway Resurfacing project3. South Terminal International Departure lounge (ST IDL) Phase 1 Project

contents

SECTION SubJECT PAGEForeword by Stewart Wingate 1

Introduction 3

CHAPTER 1 Updated Traffic forecasts and Airport Master Plan 5

CHAPTER 2 Our Strategic Ambition: to become London’s airport of choice 15

CHAPTER 3 Consultation on the Capital Investment Programme 25

CHAPTER 4 Project Descriptions 35

APPENDICES

APPENDIX A Phased Capital Investment Programme 2013 93

APPENDIX B Phased Capital Investment Programme 2012 94

APPENDIX C Changes to Investment Programme - Tracker for the period April 2012 to March 2013

95

APPENDIX D Previous Traffic Forecasts as published in the 2012 CIP 96

APPENDIX E Meetings, Working Groups and Governance Boards 97

APPENDIX F Decision Log 103

APPENDIX G Annex G 108

APPENDIX H Gatwick’s updated Product Matrix 113

GLOSSARY 117

1FoReWoRD BY steWARt WInGAte

Since the last issue of the annual capital investment programme (CIP), we have published our ten year Business Plan for the period April 2014 up to March 2024. In the revised Business Plan, which is with the CAA for consideration, we’ve set out our vision for London Gatwick which builds on the great progress we’ve made in the last three years. We’re clearly now competing with the other London airports, and continue to build a world class experience for our passengers.

In respect to the current CIP I am pleased to report that as at 31st March 2013 a further 19 % of the capital investment has been delivered since April 2012, and we now have 82 % of our £1.172 billion CIP either completed or under construction. During 2012, our efforts at helping our airlines partners grow at Gatwick and transforming the passengers’ experience were recognised at several industry awards in 2012, including the much coveted Best UK airport at the 2012 British Travel Awards.

Since April 2012, easyJet has introduced seven new routes and also confirmed it will launch a new twice-daily service from Gatwick to Moscow Domodedovo airport from spring 2013. Norwegian Air Shuttle, one of Europe’s fastest-growing airlines, announced it is to establish a new base in London at Gatwick Airport in spring 2013. BA introduced a three-weekly service to Las Vegas and Colombo and Thomson announced a weekly service to Phuket from October 2013. New carriers to the airport during this period included Air Arabia and Gambia Bird, with Garuda Indonesia announcing their intention to commence services from Gatwick in the autumn. Clearly the growth of these routes demonstrates confidence from our airline partners in the facilities provided and shows airlines wanting to operate flights to London are actually choosing Gatwick over other London airports.

We delivered on several important projects during the year to support our current and future growth. The rehabilitation of Gatwick’s most critical asset, the Main runway, was substantially completed in December 2012 following a challenging period of delivery during a record breaking summer for rainfall. The impacts were managed through working collaboratively with the airlines to ensure completion of the most critical works prior to October.

In the South Terminal (ST), the ST International Departure Lounge (IDL) Phase 1 Project (WDF) was opened in July 2012, providing a brand new ST walk through duty free facility, Europe’s largest World Duty Free store. Big improvements were brought to the passenger experience in the North Terminal (NT) with the opening of Jamie’s Italian and the Yo! Sushi restaurants in June 2012. The opening of Jamie’s Italian is a great example of how Gatwick is competing to become London’s airport of choice with Gatwick being recognised as having delivered the best travel restaurant throughout the travel industry in 2012.

2

The Pier 5 project, which aims to deliver improved pier service levels to meet future growth in passenger numbers in North Terminal, is currently well underway with the completion of phase 1 anticipated in July 2013. In November 2012, Gatwick awarded its largest construction contract to date to demolish Pier 1 and construct a new building in the South Terminal to house both a new baggage system and a new pier. At a total cost of £178.9 million, this project is Gatwick’s largest capital investment since the change of ownership three years ago. It is also a historic milestone for Gatwick as Pier 1 is one of the oldest assets in South Terminal, first opened in 1958. Phase 1 of the South Terminal Baggage and Pier 1 project comprising the replacement of the HBS facility was completed in September 2012. Phase 2 comprising the construction of a new ST baggage factory and brand new pier with 5 fully serviced stands, entailing the demolition of the existing Pier 1 and delivery of an automated baggage storage facility, will open in 2015.

The A380 on Stand project came into service in March 2013 under budget, with the first A380 service utilising stand 110 on 26th March. There have also been major upgrades to the baggage system to increase capacity and improve efficiency with the NT Baggage upgrade project completing in December 2012.

As we continue to deliver our compelling vision and raise the profile of Gatwick as a major London airport it is imperative that an in-depth understanding of the needs of our passengers and business partners continues to drive our capital investment decisions. We have already undertaken further passenger survey work during 2012, validating previous studies and seeking new dimensions to the data. We also regularly meet with our airline community, individually and multilaterally, seeking to understand the needs and alignment of our stakeholders.

2013 will be a critical year. The sale of Stansted signals the first time that all London airports are under separate ownership, driving real competition. It is also the year that the CAA, will make decisions about which airports should be regulated. 2013 has also seen the start of a process that could lead to new runway development in the South East, Gatwick has now formally notified the Airports Commission that it will be developing options for expansion of the airport, these options could mean a second runway at Gatwick, but not until the mid-2020s at the earliest.

As we deliver the final 18 % of our £1.172 billion investment in 2013/2014, we’ll continue working together with our airline partners positioning Gatwick as ‘London’s airport of choice’.

Yours faithfully

Stewart Wingate Chief Executive

3

The 2013 Capital Investment Programme (CIP) is an annual document around which consultation between airlines and Gatwick Airport Ltd (GAL) takes place, in line with Annex G’s requirements. It forms part of our consultation with our airline partners about the future of Gatwick until 2024.

The 2013 CIP outlines in detail Gatwick’s performance in the first five years of the fifth quinquennium, commonly referred to as ‘Q5’. Q5 commenced on 1st April 2008 and was due to end in March 2013. In March 2011, the CAA published its decision to extend the current Q5 price control period by one year to 31 March 2014, therefore the projects expected to be completed within this time frame are also included.

For the purposes of this document, the Q5 price control period and the extension year 2013/2014 will henceforth be referred to as ‘Q5’.

This CIP also includes a summary sheet of the proposed projects for the period beyond Q5, i.e. for the next 10 years starting April 2014 to March 2024. As stated previously this proposal is subject to the CAA’s consideration, their initial view will be known at the end of April 2013.

ThE CIP IN CONTExT

As one of the three regulated airports in the UK, Gatwick is subject to regulatory review by the CAA and the Competition Commission every five years. Accordingly Annex G requires GAL to produce information within annual capital planning documents covering at least 10 years, around which consultation takes place. It states that the purpose of the CIP document is to allow the airport to consult on a number of matters relating to Q5 (and future price control periods)

Under Annex G, the key aspects to the airport - airline consultation on airport development plans consist of the following main documents:

• Gatwick Airport Master Plan • Gatwick Capital Investment Programme (CIP)• Consultation on individual projects.

Together the Master Plan and CIP documents provide a clear picture of Gatwick’s roadmap of development within the current, medium and long term view.

The final Gatwick Master Plan, identifying the high-level strategic development direction for Gatwick comprising current and future land use plans and taking account of the responses from the consultation process was published in July 2012.

The Gatwick Capital Investment Programme (CIP) includes a detailed description of individual projects designed to address these development requirements and reports on consultation with the airlines.

ASSuMPTIONS FOR ThE CIP

Although Gatwick has announced it will be developing options for expansion of the airport for submission to the Airports Commission, this CIP report is based on the assumption that Gatwick will remain a single runway airport up to the mid-2020s. This single runway-two terminal scenario is the key premise upon which the ten year airport investment programme is based. Gatwick continues to safeguard for a second runway.

There is still room to grow in the short to medium term, by using un-utilised runway capacity during off-peak periods. By making full use of the potential of the single runway we believe Gatwick can build capacity to accommodate up to 39.2 million passengers (high case scenario) by 2018/2019, as outlined in Chapter 1 - Traffic Forecasts.

IntRoDUctIon

4

ThE STRuCTuRE OF ThE CIP

The content of the CIP is guided by the CAA’s Annex G requirements for the Capital Investment Programme and is intended to describe the capital investment for Gatwick over an extended Q5. It aims to provide details regarding the drivers and priorities for investment as well as giving specific information on current and future projects.

The structure of this document is as follows:

• Chapter1 describes Gatwick’s existing traffic and provides details of our latest traffic forecasts. It articulates how these forecasts are translated into facility requirements.

• Chapter2 describes the Gatwick Investment Strategy, setting out the principal drivers and priorities for investment at the airport. It also includes a more detailed look at some of the investment initiatives at Gatwick that have already been delivered, are currently being delivered and will be delivered at Gatwick in the future. We have also included a high level overview of the ‘Beyond Q5’ Capital plan as set out in Gatwick’s Business Plan.

• Chapter3 provides an update on the consultative process undertaken at Gatwick and an overview of how we comply with the requirements of Annex G - outlining how we engage with all our customers and stakeholders comprising airlines, passengers and the wider Gatwick community. It highlights key elements of this consultation.

• Chapter4 contains individual project descriptions, including details on costs, for all projects or programmes over £5 million (out-turn prices).

Appendices are included showing the 2013 CIP forecast phasing of expenditure of all major projects and programmes of greater value than £1 million (Appendix A), the CIP 2012 forecast phasing of expenditure of all major projects and programmes of greater value than £1 million (Appendix B) and a tracker that highlights changes to the 2012 CIP report (Appendix c). The previous 2012 CIP report highlighted the changes brought to capital investment programmes at Gatwick since 2008 up to March 2012. Please refer to Appendix D in the previous 2012 CIP publication (pages 97 - 99).

Also included in the appendices are the previously published traffic forecasts (Appendix D) and a log of all the consultation fora and working groups since the publication of the previous CIP, highlighting subjects discussed and decisions made (Appendix e & F).

A copy of Annex G is included for reference (Appendix G). A copy of the indicative 2020 Gatwick Airport Layout plan, extracted from the published final Master Plan, was provided in the 2012 CIP publication. (Refer to Appendix H, page 119 in the 2012 CIP). A copy of the updated GAL Product Matrix is included in Appendix H.

In line with Annex G this CIP document should be regarded as a product of consultation at the time of publication and also as a basis for future consultation and thus, does not represent a mandatory investment programme.

FEEdbACK

This document was originally circulated amongst the JSG ACC members at Gatwick as a draft publication for consultation in April 2013, with a request for feedback. The period for formal feedback has since expired and this is the final version of the 2013 Gatwick CIP. We do of course value feedback throughout the year. The feedback will help us improve Gatwick’s future Capital plans.

If you have any queries on this document, or would like to comment, please email Neermala Khoobarry: [email protected].

Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D E F G HChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D E F G H

5CHAPTER 11.1 Updated traffic forecasts

introdUction

As reported in previous CIP publications, we have commissioned ICF SH&E, a leading aviation consultancy to produce an independent view of the future demand for Gatwick. To align with the latest economic outlook, the forecasts were updated in September 2012. These latest forecasts are outlined in the following sections and were included in the revised GAL business plan.

overview of 2012/13

Gatwick is the UK’s second busiest airport. It is a vital part of the UK’s transport infrastructure offering more travel destinations than any other London airport. Gatwick’s operations are very much aligned to the needs of those travelling to and from London and the South East.

In 2012/13, Gatwick handled 34.2 million passengers; 1.2% more than in 2011/12 (33.8m). It is however 3.7% (1.3m passengers) below 2007/08 when 35.6m passengers were processed at Gatwick.

Growth was achieved through:

• Incumbent airlines such as easyJet, British Airways and Norwegian Air Shuttle growing frequencies on existing routes and with higher load factors

• New airlines operating out of Gatwick including Air China, Air Arabia Maroc, Iraqi Airways, Icelandair, WOW Air, Caribbean Airlines, Vueling and Gambia Bird all commenced operations at London Gatwick

• Newroutesbeingopened,includingeasyJetflyingtoMoscow,NorwegianAirShuttleopeningthefirstof 12 new routes, and British Airways increasing its services in Europe and the Caribbean

Converselyandreflectingtherealcompetitioninthemarket,someairlinesreducedservicesorceasedto operate at Gatwick. Ryanair withdrew all non-Irish routes, Korean Air consolidated winter services at Heathrow after renewed competition from BA, Adria Airways relocated to Luton and more recently, Air Moldova moved operations to Stansted.

Gatwick saw passenger load factors go up 1.4% points in 2012/13 (82.6%) compared to 2011/12 (81.2%). Capacity improved 1.1% as seats per movement increased from 172 in 2011/12 to 174 in 2012/13.

One of Gatwick’s strengths is its range of airline services and routes. Typically in 2012/13, Gatwick was served by 60 regularly operating passenger airlines, comprising a mix of full service, low cost, and charter airlines.Onaverage,passengerairlinesoperated653dailyflights.

Gatwick’stwolargestcarriersaccountforoverhalfthepassengertrafficatGatwick.easyJetisthelargest,accountingfor40%ofpassengertraffic,whileBritishAirwaysaccountsfor15%.

In2012/13,airlinesoperatingatGatwickflewatleastoneflightaweektoover200destinations.In2012/13, 88.8% of passengers travelled on international services and 11.2% on domestic. The majority of passengers were on short-haul routes to destinations in the UK and Europe, though a number of long-haul destinations such as Orlando, Dubai, Sharm El Sheikh, Bridgetown and Cancun are among Gatwick’s busiest services.

ThevarietyofaircrafttypesoperatingatGatwickreflectsadiversemixofairlinesandroutes.Narrow-bodyjetaircraftsuchastheBoeing737andAirbusA320arethemostcommontype,reflectingthedominanceofshort-haul operations. These account for 77.1% of total passenger operations.

Wide-body jet aircraft such as the B777 and B747 account for 8.1% of passenger operations and are typically deployed on long-haul routes to North America, the Caribbean, the Middle East and Far East.


1 2 3 4 A B C D E F G H

6

Regional jets and turboprop aircraft account for approximately 10.6% of passenger operations. Flybe is the main regional jet and turboprop operator, operating many of the domestic routes from Gatwick.

Marginal growth is forecast in 2013/14 as there are a number of airlines and routes that will no longer operateinthecomingfinancialyear.Theconstrainedeconomicclimatehasalsobeentakenintoconsideration.

Key drivers for demand

The demand for air travel is considered a derived demand, in that it is not demanded for its own sake, but rather to facilitate the movement of goods and people for business or leisure purposes.

As such, the main drivers of demand for air travel are the growth in economic activity, international trade, inbound and outbound tourism, the relative cost of air travel compared to other modes and other factors such as tastes and fashions, taxation and environmental legislation.

Economic activity shows strong historical correlation with air travel across many markets and GDP has been used by ICF SH&E as one of the key drivers of long term growth in these forecasts. It captures many of the keytrendsdrivingdemand,includingBusinessconfidence,Populationgrowth,Leisurespendingand Market maturity.

The current economic outlook for the UK continues to be weak and rather uncertain, although most independent commentators expect eventual recovery to positive growth following the recent widespread recession.Intheselongtermforecasts,abalancedviewhasbeentaken,whichreflectsrecoveryinthenearterm being modest but positive growth over the long run.

The economic headwinds buffeting aviation in the UK, such as fuel prices, APD, environmental legislation, dampeneddisposableincomesamongstothersarereflectedinthelowelasticityofdemandassumedforthe London market as a whole, considerably below the levels experienced historically.

external negative shocKs

In the UK, there has historically been a strong and consistent relationship between GDP and Air Travel, consistent with the basic premise that as incomes and economic activity increase, business and leisure demand also increase. This relationship has generally held during downturns also. For example, when there has been a recession, and economic growth has turned negative, demand for UK air travel has fallen also.

Atanindividualairportlevel,trafficgrowthtendstoshowgreatervariability,duetoothermarket-specificshocks such as the arrival or departure of a new airline, or based on local disruption weather, construction or political unrest.

Gatwick’straffichasexperiencedshocksovertime,duetoacombinationofbothbroadernationalandinternational shocks such as war, oil price hikes and recessions, as well as more local shocks such as weather disruption or the arrival or departure of based airlines.

assUmptions - general

ThethreetrafficscenariosproducedintheseforecastsareintendedtoprovidealikelyrangeofgrowthprofilesforGatwickovertheforecasthorizon.Asetofoptimisticandpessimisticassumptionshavebeenanalysed and a set of scenarios created, which provide a reasonable boundary for upside and downside risk. Over the very long term, the three cases converge towards the assumed runway capacity of Gatwick, beyond which they all grow very modestly.


1 2 3 4 A B C D E F G H

7

low case scenario

Thelowcasereflectsthedownsideriskintheforecasts,withamorepessimisticsetofassumptionsinboththe short and the long term. Possible scenarios include:

• Even lower economic growth, for a prolonged period

• Fuel price hike, leading to higher fares

• Loss of recently gained long haul services, and/or established carriers due to competition

Base case scenario

Inthefirstthreeyears,growthisdrivenbyknownandexpectedcapacityadditionsbyexistingandnewcarriers. The base case takes a balanced view of both positive and negative factors. Over the long term, aGDPelasticityofaroundunityisassumedinthebasecase,reflectinganon-goinglinktoeconomicgrowth,butalsoincreasingmarketmaturityandacombinationofnegativeinfluencesondemand,suchasincreasing air travel costs relative to other modes.

high case scenario

Thehighcaseisintendedtoreflectareasonableoptimisticscenario,illustratingasetofpositiveconditionsbut remaining within previously sustained growth rates seen at Gatwick. Possible scenarios include:

• Faster economic recovery and higher sustained growth rates

• Greater success in capturing market share from other London airports

The High case is considered appropriate for the purposes of capacity planning, as it provides an indication ofthemaximumlikelytrafficvolumeatGatwickovertheplanninghorizon.

As with all forecasts, actual events may, and probably will, differ from those assumed previously.

comparison Between 2012 forecast Used in gatwicK airport limited’s (gal) initial BUsiness plan, pUBlished april 2012 and the septemBer 2012 Updated forecasts

ThetablesbelowshowthepassengerandairtrafficmovementforecastspreparedinFebruary2012byICFSH&E and the subsequent re-forecast exercise by ICF SH&E in September 2012. The updated September 2012 forecast has been adopted by Gatwick for the three scenarios, Base, High and Low.


1 2 3 4 A B C D E F G H

8

February 2012 September 2012

Low Base High Low Base High

Q5 2008/09 actual 33.1 33.1 33.1 33.1 33.1 33.1

2009/10 actual 32.4 32.4 32.4 32.4 32.4 32.4

2010/11 actual 31.6 31.6 31.6 31.6 31.6 31.6

2011/12 actual 32.5 33.3 33.9 33.8 33.8 33.8

2012/13 33.8 34.6 35.2 33.4 33.8 33.9

2013/14 33.9 35.2 36.7 32.8 34.0 34.7

Beyond Q5 2014/15 34.2 35.7 37.8 33.0 34.5 35.8

2015/16 34.3 36.0 38.8 32.8 34.7 36.6

2016/17 34.6 36.4 39.7 32.7 35.0 37.4

2017/18 34.8 36.8 40.4 32.8 35.4 38.2

2018/19 35.1 37.3 41.1 32.9 35.9 39.2

February 2012

Passenger ATMs Base Case

Q5 Low Base High CATM* Non-ATM**

2008/09 actual - - - - -

2009/10 actual 244.4 244.4 244.4 0.06 6.8

2010/11 actual 235.6 235.6 235.6 0.16 6.8

2011/12 actual 242.1 242.1 242.1 0.35 6.2

2012/13 237.7 238.9 239.0 0.35 6.2

2013/14 232.6 239.5 243.5 0.35 6.2

Beyond Q5 2014/15 233.6 242.8 250.2 0.35 6.2

2015/16 231.0 243.8 254.2 0.35 6.2

2016/17 229.5 244.8 259.2 0.36 6.1

2017/18 228.7 246.4 264.4 0.36 6.1

2018/19 228.9 248.8 270.7 0.36 6.0

Growth Rate p.a.(2014/15 - 2018/19) -0.2% -0.6% 0.3% - -

Growth Rate p.a.(2014/15 - 2018/19) -0.5% 0.6% 2.0% - -

*CATM:CargoAirTransportMovementsi.e.CommercialCargoflights**Non-ATM:NonAirTrafficMovementsi.e.GeneralAviation,AirTaxi

As the overall economic outlook continues to deteriorate, GAL is undertaking a further refresh of the forecasts which are anticipated to be available for the Business Plan update due July 2013. The fortunes oftheEurozonewillbecriticalandtherecentsaleofStanstedAirportbyBAAtotheManchesterAirportGroup (MAG) will intensify the competition with Gatwick for airlines and passengers. These current uncertaintiesmaketrafficforecastingparticularlychallengingatthistime.


1 2 3 4 A B C D E F G H

9

Using gatwicK traffic forecasts to determine facility reQUirements

The driver for infrastructure capacity is peak demand. The need for infrastructure to satisfy the peak demand remains, regardless of annual passenger numbers as some slots will always be more commercially viable as certain times of the day are more attractive to passengers. It is for this reason that the busy day schedule and medium term forecasts are used to model facility requirements looking forward ten years.

The previous 2012 CIP included a detailed explanation of how GAL approaches the generation of a busy day schedule and then how that it is converted in order to understand the demand for facilities.

gatwicK terminal facilities - cUrrent and forecast

The tables that follow show the future forecast terminal facility requirements at Gatwick until 2020/21 in NorthTerminal,SouthTerminalandtheAirfield,usingthebusydayschedulestoassessdemand.Theservice level assumptions that have been used in these assessments are quoted in the tables that follow.

Gatwick Nt Facilities: existiNG aNd Forecast to 2020/2021 with raG status iNcludiNG Q5 & Q5+1 developmeNt

Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary

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radi

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l Des

k D

eman

d : 5

0 To

tal B

ag D

rop

Dem

and:

50

Com

ibin

ed T

radi

tiona

l Des

k &

Bag

Dro

p D

eman

d: 1

00

K

iosk

Dem

and

@10

0% U

tilis

atio

n:

18 -

79

BA

GG

AG

E SY

STEM

- C

HU

TES

/ M

UPs

MB

H P

rovi

sion

: 54

MU

Ps

TBF

Prov

isio

n: 9

4 M

UPs

Ass

umpt

ions

app

lied

to

figur

es fr

om 2

016:

onc

e EB

S op

ens

pass

enge

rs c

an

chec

k in

bag

s on

arr

ival

at

airp

ort.

Shor

t-ha

ul c

hute

s op

en 9

0 m

inut

es b

efor

e ST

D, l

ong-

haul

180

min

utes

. Chu

tes

clos

e 30

min

utes

bef

ore

STD

, with

15

min

ute

buffe

r fo

r suc

cess

ive

fligh

ts.

100%

LFs

and

20%

co

ntin

genc

y up

lift.

Ass

ume

SH c

hute

s op

en a

t STD

-150

min

s, L

H

at S

T-24

0 m

ins.

Som

e ch

utes

cha

nge

betw

een

hand

lers

dur

ing

the

day.

Chu

tes

clos

e 30

m

inut

es b

efor

e ST

D, w

ith 1

5 m

inut

e bu

ffer f

or

succ

essi

ve fl

ight

s.

A

ssum

ptio

n: S

wis

spor

t exc

ludi

ng B

A in

MB

H,

othe

rs in

TB

F M

BH

Req

uire

men

t: M

UPs

38

TBF

Requ

irem

ent:

MU

Ps 8

6

Ass

umpt

ion:

Sw

issp

ort e

xclu

ding

BA

in M

BH

, ot

hers

in T

BF

SH

chu

te o

peni

ng a

t STD

-150

, LH

at S

TD-2

40,

clos

e at

STD

-30

with

15

min

buf

fer:

M

BH

Req

uire

men

t: M

UPs

34

TB

F Re

quire

men

t: M

UPs

98

A

fter

EB

S ch

ute

open

ing

at S

H S

TD-9

0, L

H

STD

-180

: M

BH

Req

uire

men

t: M

UPs

22

TB

F Re

quire

men

t: M

UPs

70

Aft

er E

BS

chut

e op

enin

g at

SH

STD

-90,

LH

STD

-180

:

Ass

umpt

ion:

Sw

issp

ort e

xclu

ding

BA

in

MB

H, o

ther

s in

TB

F M

BH

Req

uire

men

t: M

UPs

31

TBF

Requ

irem

ent:

MU

Ps 7

6

Ass

umpt

ion:

BA

in M

BH

, oth

ers

in T

BF

MB

H R

equi

rem

ent:

MU

Ps 4

4 TB

F Re

quire

men

t: M

UPs

73

BA

GG

AG

E SY

STEM

- EA

RLY

BA

G S

TORE

Early

Bag

Sto

re: M

BH

0,

TBF

0

Requ

irem

ent:

Spar

e ch

utes

to s

tore

ear

ly b

ags

at p

eak,

to e

nabl

e so

me

carr

iers

to c

ontin

ue

anyt

ime

chec

k-in

.

Ass

umpt

ion:

Sw

issp

ort e

xclu

ding

BA

in M

BH

, ot

hers

in T

BF

MB

H: 4

30 b

ags

= 1

1 M

UPs

at 4

0 ba

gs /

MU

P TB

F: 2

50 b

ags

= 7

MU

Ps a

t 40

bags

/ M

UP

Ass

umpt

ion:

Sw

issp

ort e

xclu

ding

BA

in M

BH

, ot

hers

in T

BF

A

fter

EB

S op

enin

g an

d SH

chu

te o

peni

ng S

TD-

90, L

H S

TD-1

80:

MB

H R

equi

rem

ent:

EBS

1,27

0

TBF

Requ

irem

ent:

EBS

1,33

0

[S

ingl

e EB

S 2,

260]

Aft

er E

BS

open

ing

and

SH c

hute

op

enin

g ST

D-9

0, L

H S

TD-1

80:

A

ssum

ptio

n: S

wis

spor

t exc

ludi

ng B

A in

M

BH

, oth

ers

in T

BF

MB

H R

equi

rem

ent:

EBS

1,26

0 TB

F Re

quire

men

t: EB

S 1,

420

A

ssum

ptio

n: B

A in

MB

H, o

ther

s in

TB

F M

BH

Req

uire

men

t: EB

S 86

0 TB

F Re

quire

men

t: EB

S 1,

860

[S

ingl

e EB

S 2,

380]

CEN

TRA

L SE

ARC

HW

20 la

nes

Econ

omy:

bus

y ho

ur

pass

enge

rs d

o no

t que

ue

for l

onge

r tha

n 5

min

utes

on

the

busy

day

CIP

: bus

y ho

ur p

asse

nger

s do

not

que

ue fo

r lon

ger

than

1 m

inut

e on

the

busy

da

y

18 la

nes

@ 2

00 p

ph th

roug

hput

s19

lane

s @

200

pph

thro

ughp

uts.

21 la

nes

@ 2

00 p

ph th

roug

hput

s

IDL

TOTA

L A

REA

IDL

tota

l spa

ce: ~

14,1

50m

2 (D

ec12

aud

it)0.

45 -

0.50

sea

ts p

er p

eak

occu

panc

y pa

x;

1.3m

2 per

sea

t;

Re

tail

/ ca

terin

g - b

ased

on

GA

L co

mm

erci

al s

tand

ards

: 1.

3m2 f

or a

ll ID

L pa

x, 4

0% in

ca

terin

g;

3.0m

2 for

all

IDL

pax,

35%

in

reta

il;

C

ircul

atio

n sp

ace:

20%

-30%

of

tota

l ID

L sp

ace

Ass

umin

g ch

eck-

in o

pens

at -

4h fo

r LH

and

-2

.5h

for S

H: B

usy

Day

Pea

k O

ccup

ancy

: ~26

00

To

tal I

DL

spac

e re

com

men

ded:

at l

east

16

,100

m2 (

excl

udin

g to

ilets

, spe

cial

loun

ges,

re

tail

stor

age

etc)

.

Ass

umin

g an

ytim

e ch

eck-

in: B

usy

Day

Pea

k O

ccup

ancy

: ~29

90

To

tal I

DL

spac

e re

com

men

ded:

at l

east

18

,500

m2 (

excl

udin

g to

ilets

, spe

cial

loun

ges,

re

tail

stor

age

etc)

.

Ass

umin

g an

ytim

e ch

eck-

in: B

usy

Day

Pe

ak O

ccup

ancy

: ~34

00

To

tal I

DL

spac

e re

com

men

ded:

at l

east

20

,800

m2 (

excl

udin

g to

ilets

, spe

cial

lo

unge

s, re

tail

stor

age

etc)

.

IDL

SEA

TIN

G, R

ETA

IL &

C

ATE

RIN

G

Seat

ing

prov

isio

n: 1

200

(incl

udin

g 44

PRM

sea

ts)

C

ater

ing

area

pro

visi

on:

3000

m2 (

incl

udin

g ki

tche

n an

d ot

her n

on-p

asse

nger

ar

eas)

, with

157

7 se

ats

Re

tail

area

pro

visi

on:

4720

m2 .

Indi

cativ

e se

at re

quire

men

t 117

0 - 1

300,

to

mee

t tar

get Q

SM s

core

, but

this

is a

‘sof

t’ co

nstr

aint

.

Cat

erin

g ar

ea re

quire

men

t: up

to 3

,400

m2

Re

tail

area

requ

irem

ent:

up to

7,8

00m

2 .

Indi

cativ

e se

at re

quire

men

t 135

0 - 1

500,

to

mee

t tar

get Q

SM s

core

, but

this

is a

‘sof

t’ co

nstr

aint

.

Cat

erin

g ar

ea re

quire

men

t: up

to 3

,900

m2

Re

tail

area

requ

irem

ent:

up to

8,9

00m

2 .

NB

Ret

ail a

rea

prov

isio

n to

redu

ce a

fter

201

4 w

ith e

xpan

sion

to 2

0 se

curit

y sm

artla

nes

Indi

cativ

e se

at re

quire

men

t 153

0 - 1

700,

to

mee

t tar

get Q

SM s

core

, but

this

is a

‘s

oft’

cons

trai

nt.

C

ater

ing

area

requ

irem

ent:

up to

4,

400m

2

Reta

il ar

ea re

quire

men

t: up

to 1

0,20

0m2 .

N

B R

etai

l are

a pr

ovis

ion

to re

duce

aft

er

2014

with

exp

ansi

on to

20

secu

rity

smar

tlane

s

FLIG

HT

CO

NN

ECTI

ON

SC

urre

nt c

apac

ity 2

lane

s;

can

expa

nd to

3 la

nes

Bus

y ho

ur p

asse

nger

s do

no

t que

ue fo

r lon

ger t

han

5 m

inut

es o

n th

e bu

sy d

ay

2 la

nes

@ 2

00 p

ph th

roug

hput

s

(for m

ost o

f the

day

1 la

ne is

suf

ficie

nt)

2 la

nes

@ 2

00 p

ph th

roug

hput

s2

lane

s @

200

pph

thro

ughp

uts

IMM

IGRA

TIO

N IN

FLO

W

Bus

y ho

ur E

U p

asse

nger

s do

not

que

ue fo

r lon

ger

than

10

min

utes

; B

usy

hour

non

-EU

pa

ssen

gers

do

not q

ueue

fo

r lon

ger t

han

20 m

inut

es.

Bus

y H

our F

low

: ~22

00

@ 1

900

Bus

y H

our F

low

: ~24

50

@ 1

200

Bus

y H

our F

low

: ~30

00

@ 0

700

IMM

IGRA

TIO

N D

ESK

STr

aditi

onal

des

k pr

ovis

ion:

17

EU

E-g

ate

prov

isio

n: 5

Rang

e of

des

k re

quire

men

ts

depe

ndin

g on

pro

activ

e or

re

activ

e de

sk o

peni

ng.

Trad

ition

al d

esk

requ

irem

ent:

24-3

2 EU

E-g

ate

requ

irem

ent:

9-11

Figu

res

assu

me

no im

prov

emen

t in

tran

sact

ion

times

, fro

m 2

011

surv

ey: E

U T

rad

21se

c, E

U

E-ga

te 3

5sec

, N

EU 1

10se

c (e

asy)

/ 3

00se

c (h

ard)

EU

E-g

ate

reje

ct ra

te o

f 20%

with

reje

ct ti

me

of

10se

c be

fore

pax

use

s EU

Tra

d de

sk

Es

t max

. Frid

ay q

ueue

tim

es o

f no

build

are

20

min

s (E

U) a

nd 4

5 m

ins

(non

-EU

)

Trad

ition

al d

esk

requ

irem

ent:

22-2

7 EU

E-g

ate

requ

irem

ent:

12-1

3

Figu

res

assu

me

no im

prov

emen

t in

tran

sact

ion

times

, fro

m 2

011

surv

ey: E

U T

rad

21se

c, E

U

E-ga

te 3

5sec

, N

EU 1

10se

c (e

asy)

/ 3

00se

c (h

ard)

EU

E-g

ate

reje

ct ra

te o

f 20%

with

reje

ct ti

me

of

10se

c be

fore

pax

use

s EU

Tra

d de

sk

N

ew E

U E

-gat

es w

ith a

tran

sact

ion

time

of

15se

c w

ould

mea

n a

redu

ced

requ

irem

ent o

f 6

gate

s

Trad

ition

al d

esk

requ

irem

ent:

25-3

0 EU

E-g

ate

requ

irem

ent:

14-1

7

Figu

res

assu

me

no im

prov

emen

t in

tran

sact

ion

times

, fro

m 2

011

surv

ey: E

U

Trad

21s

ec, E

U E

-gat

e 35

sec,

N

EU 1

10se

c (e

asy)

/ 3

00se

c (h

ard)

EU

E-g

ate

reje

ct ra

te o

f 20%

with

reje

ct

time

of 1

0sec

bef

ore

pax

uses

EU

Tra

d de

sk

N

ew E

U E

-gat

es w

ith a

tran

sact

ion

time

of 1

5sec

wou

ld m

ean

a re

duce

d re

quire

men

t of 8

gat

es

REC

LAIM

BEL

TSC

urre

nt p

rovi

sion

9 In

t bel

ts

(of w

hich

1 lo

ng) a

nd 2

Dom

be

lts.

Bel

t ava

ilabl

e fo

r all

fligh

ts d

urin

g bu

sy h

our,

to s

uppo

rt K

PI o

f all

pax

rece

ivin

g ba

ggag

e w

ithin

45

min

utes

of a

rriv

al o

n st

and.

Requ

irem

ent:

INT:

6-8

(of w

hich

1 lo

ng 7

0m+

be

lt, w

ith n

o w

ideb

ody

fligh

ts e

xpec

ted

to b

e sp

lit o

ver 2

bel

ts).

D

OM

: 1 b

elt j

ust s

uffic

ient

thou

gh 2

wou

ld b

e id

eal t

o re

duce

con

gest

ion

at p

eak

times

.

Requ

irem

ent:

INT:

7-8

bel

ts (o

f whi

ch id

eally

2

long

70m

+ b

elts

, alth

ough

1 lo

ng b

elt w

ould

be

suf

ficie

nt, c

ausi

ng o

nly

1 w

ideb

ody

fligh

t to

be s

plit

over

2 b

elts

).

A38

0 ar

rival

idea

lly re

quire

s 2

belt

feed

s to

a

long

bel

t, to

impr

ove

bagg

age

deliv

ery

time.

DO

M: 1

bel

t jus

t suf

ficie

nt; 2

bel

t fee

ds w

ould

be

requ

ired

to a

void

som

e fli

ghts

pot

entia

lly

expe

rienc

ing

5-10

min

ute

dela

ys in

acc

essi

ng it

.

INT:

7-8

bel

ts (o

f whi

ch 2

long

70m

+

belts

to h

andl

e w

ideb

odie

s on

a s

ingl

e be

lt; w

ith o

nly

1 lo

ng b

elt u

p to

5

wid

ebod

ies

in th

e m

orni

ng p

eak

are

split

ove

r 2 b

elts

or d

elay

ed b

y up

to 2

0 m

inut

es in

acc

essi

ng th

e lo

ng b

elt)

A

380

arriv

als

idea

lly re

quire

2 b

elt f

eeds

to

a lo

ng b

elt,

to im

prov

e ba

ggag

e de

liver

y tim

e.

D

OM

: 1 b

elt j

ust s

uffic

ient

; 2 b

elt f

eeds

w

ould

be

requ

ired

to a

void

som

e fli

ghts

po

tent

ially

exp

erie

ncin

g 5-

10 m

inut

e de

lays

in a

cces

sing

it.

LAN

DSI

DE

RETA

IL &

C

ATE

RIN

G

Cat

erin

g ar

ea p

rovi

sion

(lo

wer

& A

venu

e le

vels

): 1,

250m

2 Re

tail

area

pro

visi

on (l

ower

&

Ave

nue

leve

ls):

2,10

0m2

Arr

ival

s co

ncou

rse

non-

com

mer

cial

are

a (lo

wer

le

vel o

nly)

: 1,4

00m

2

Land

side

pea

k oc

cupa

ncy:

A

rriv

als

conc

ours

e pe

ak

occu

panc

y is

~16

% o

f pea

k ho

ur fl

ow +

La

ndsi

de d

wel

l ass

umed

~

10 m

inut

es o

n av

erag

e.

1.

3m2 c

ater

ing

area

per

pe

rson

at p

eak

occu

panc

y.

0.8

- 1.0

m2 r

etai

l are

a pe

r pe

rson

at p

eak

occu

panc

y N

on-c

omm

erci

al a

rea:

2.

3m2 p

er p

asse

nger

at

peak

Arr

ival

s co

ncou

rse

peak

occ

upan

cy: 3

70

Land

side

dep

artu

res

peak

occ

upan

cy: 5

30

Com

bine

d la

ndsi

de p

eak

occu

panc

y: u

p to

900

Cat

erin

g ar

ea re

quire

men

t: up

to 1

,170

m2

Reta

il ar

ea re

quire

men

t: 72

0 - 9

00m

2 A

rriv

als

conc

ours

e no

n-co

mm

erci

al a

rea:

850

m2

Arr

ival

s co

ncou

rse

peak

occ

upan

cy: 4

20

Land

side

dep

artu

res

peak

occ

upan

cy: 5

70

Com

bine

d la

ndsi

de p

eak

occu

panc

y: u

p to

990

Cat

erin

g ar

ea re

quire

men

t: up

to 1

,290

m2

Reta

il ar

ea re

quire

men

t: 79

0 - 9

90m

2 A

rriv

als

conc

ours

e no

n-co

mm

erci

al a

rea:

970

m2

Arr

ival

s co

ncou

rse

peak

occ

upan

cy: 5

10

Land

side

dep

artu

res

peak

occ

upan

cy:

600

Com

bine

d la

ndsi

de p

eak

occu

panc

y:

up to

111

0

Cat

erin

g ar

ea re

quire

men

t: up

to

1,44

0m2

Reta

il ar

ea re

quire

men

t: 89

0 - 1

,110

m2

Arr

ival

s co

ncou

rse

non-

com

mer

cial

are

a:

1170

m2

10

Gatwick st Facilities: existinG and Forecast to 2020/2021 with raG status includinG Q5 & Q5+1 development




Eea

sYJe

t sp

lit B

etw

een

term

inal

s &

eZY

cons

olid

ated

in s

out

h te

rmin

al; h

iGh

case

and

Bas

e ca

seC

urre

nt p

rovi

sion

Serv

ice

Stan

dard

s as

sum

ed in

as

sess

men

tsSu

mm

er 2

012,

bas

ed o

n ac

tual

sc

hedu

le

SH&

E H

IGH

CA

SE 2

016/

17 (3

7.5

mpp

a)

Fa

cilit

ies

requ

ired

by S

umm

er 2

016

SH&

E H

IGH

CA

SE 2

020/

21 (4

1 m

ppa)

Faci

litie

s re

quire

d by

Sum

mer

202

0

Airl

ine

/ Te

rmin

al A

ssum

ptio

nsEZ

Y sp

lit b

etw

een

NT

& S

T

No

Top

10 c

arrie

r mov

es

EZY

split

bet

wee

n N

T &

ST

N

o To

p 10

car

rier m

oves

EZY

split

bet

wee

n N

T &

ST

EZ

Y ba

lanc

e sh

ift to

ST

with

Pie

r 1 re

open

N

o To

p 10

car

rier m

oves

AN

NU

AL

PAX

ST: ~

16.9

mpp

a N

T: ~

17.2

mpp

aST

: ~18

.8m

ppa

NT:

~18

.8m

ppa

ST: ~

20.5

mpp

a N

T: ~

20.5

mpp

a

TOTA

L B

USY

DAY

M

OVE

MEN

TS

868

(A

ugus

t Frid

ay s

ched

ule,

sna

psho

p at

Feb

12)

888

943

MA

XIM

UM

HO

URL

Y M

OVE

MEN

TS53

5355

Sou

th t

ERM

INA

LB

USY

HO

UR

DEP

ART

URE

S RU

NW

AY F

LOW

3700

(rol

ling

hour

)39

50 (r

ollin

g ho

ur) [

rolli

ng e

very

30

min

]42

50 (r

ollin

g ho

ur) [

rolli

ng e

very

30

min

]

INTE

RNA

TIO

NA

L A

RRIV

ALS

B

USY

HO

UR

RUN

WAY

FLO

W28

00 (r

ollin

g ho

ur)

2680

(rol

ling

hour

) [ro

lling

eve

ry 3

0 m

in]

3100

(rol

ling

hour

) [ro

lling

eve

ry 3

0 m

in]

DO

MES

TIC

ARR

IVA

LS B

USY

H

OU

R RU

NW

AY F

LOW

430

(rolli

ng h

our)

380

(rolli

ng h

our)

[rolli

ng e

very

30

min

]38

0 (ro

lling

hou

r) [ro

lling

eve

ry 3

0 m

in]

CH

ECK

-IN

Bus

y H

our F

low

: ~36

00

@ 0

700

Bus

y H

our F

low

: ~36

00

@ 0

700

Bus

y H

our F

low

: ~35

20

@ 0

700

Tota

l Tra

ditio

nal /

Bag

Dro

p D

esk

Prov

isio

n: 1

86

Tota

l Kio

sk P

rovi

sion

: 31

Econ

omy:

max

imum

que

ue

time

of 1

0 m

inut

es in

tota

l on

the

busy

day

(5 m

inut

es e

ach

for k

iosk

s an

d ba

g dr

op).

C

IP: m

axim

um q

ueue

tim

e of

3

min

utes

in to

tal a

t tra

ditio

nal

desk

s

Ass

umin

g 20

11 C

heck

In ty

pe

split

s &

che

ck-in

ope

ns a

t -4

h fo

r LH

and

-2.5

h fo

r SH

, Tr

aditi

onal

Des

k an

d B

ag D

rop

@90

% U

tilis

atio

n, a

nd 1

0%

Serv

ice

Des

k U

plift

:

Tota

l Tra

ditio

nal D

esk

Dem

and:

159

To

tal B

ag D

rop

Dem

and:

35

Com

bine

d Tr

aditi

onal

Des

k &

B

ag D

rop

Dem

and:

194

Kio

sk D

eman

d @

100%

U

tilis

atio

n: 1

4 - 3

4

Ass

umin

g an

ytim

e ch

eck-

in, T

radi

tiona

l Des

k an

d B

ag D

rop

@90

% U

tilis

atio

n, a

nd 1

0%

Serv

ice

Des

k U

plift

Tota

l Tra

ditio

nal D

esk

Dem

and:

104

To

tal B

ag D

rop

Dem

and:

30

Com

bine

d Tr

aditi

onal

Des

k &

Bag

Dro

p D

eman

d: 1

34

K

iosk

Dem

and

@10

0% U

tilis

atio

n: 1

6 - 4

7

Ass

umin

g an

ytim

e ch

eck-

in, T

radi

tiona

l Des

k an

d B

ag D

rop

@90

% U

tilis

atio

n, a

nd 1

0%

Serv

ice

Des

k U

plift

Tota

l Tra

ditio

nal D

esk

Dem

and:

70

Tota

l Bag

Dro

p D

eman

d: 4

4 C

ombi

ned

Trad

ition

al D

esk

& B

ag D

rop

Dem

and:

114

Kio

sk D

eman

d @

100%

Util

isat

ion:

17

- 67

BA

GG

AG

E SY

STEM

- M

AK

E U

P PO

SITI

ON

SPr

ovis

ion:

~14

3 us

eabl

e M

UPs

Ass

umpt

ions

app

lied

to fi

gure

s fro

m 2

016:

onc

e EB

S op

ens

pass

enge

rs c

an c

heck

in b

ags

on a

rriv

al a

t airp

ort.

Shor

t-ha

ul c

hute

s op

en 9

0 m

inut

es b

efor

e ST

D, l

ong-

haul

18

0 m

inut

es. C

hute

s cl

ose

30

min

utes

bef

ore

STD

, with

15

min

ute

buffe

r for

suc

cess

ive

fligh

ts.

100%

LFs

and

20%

con

tinge

ncy

uplif

t.

Ass

ume

SH c

hute

s op

en a

t ST

D-1

50 m

ins,

LH

at S

T-24

0 m

ins.

Som

e ch

utes

cha

nge

betw

een

hand

lers

dur

ing

the

day.

Chu

tes

clos

e 30

min

utes

be

fore

STD

, with

15

min

ute

buffe

r for

suc

cess

ive

fligh

ts.

Re

quire

men

t: M

UPs

140

(inc

20

% c

ontin

genc

y)

SH c

hute

ope

ning

at S

TD-1

50, L

H a

t STD

-240

, cl

ose

at S

TD-3

0 w

ith 1

5 m

in b

uffe

r: M

UPs

138

Aft

er E

BS

chut

e op

enin

g at

SH

STD

-90,

LH

ST

D-1

80: M

UPs

109

Plan

ned

MU

P Pr

ovis

ion:

108

Aft

er E

BS

chut

e op

enin

g at

SH

STD

-90,

LH

ST

D-1

80: M

UPs

104

Plan

ned

MU

P Pr

ovis

ion:

108

BA

GG

AG

E SY

STEM

- EA

RLY

BA

G S

TORE

Early

Bag

Sto

re: 0

Requ

irem

ent:

Spar

e ch

utes

to

sto

re e

arly

bag

s at

pea

k,

to e

nabl

e so

me

carr

iers

to

cont

inue

any

time

chec

k-in

.

Requ

irem

ent:

675

bag

stor

age

= 1

7 M

UPs

at 4

0 ba

gs /

MU

P

Aft

er E

BS

open

ing

and

SH c

hute

ope

ning

STD

-90

, LH

STD

-180

: 1,

940

bag

capa

city

Plan

ned

Prov

isio

n by

Dec

201

4:

Early

Bag

Sto

re 2

500+

Aft

er E

BS

open

ing

and

SH c

hute

ope

ning

STD

-90

, LH

STD

-180

: 1,

950

bag

capa

city

Plan

ned

Prov

isio

n by

Dec

201

4:

Early

Bag

Sto

re 2

500+

CEN

TRA

L SE

ARC

HC

urre

nt p

rovi

sion

: 19

lane

s

Econ

omy:

bus

y ho

ur

pass

enge

rs d

o no

t que

ue fo

r lo

nger

than

5 m

inut

es o

n th

e bu

sy d

ay

C

IP: b

usy

hour

pas

seng

ers

do

not q

ueue

for l

onge

r tha

n 1

min

ute

on th

e bu

sy d

ay

20-2

1 la

nes

@ 2

00 p

ph

thro

ughp

uts

20 la

nes

@ 2

00 p

ph th

roug

hput

s19

lane

s @

200

pph

thro

ughp

uts.

IDL

TOTA

L A

REA

IDL

tota

l spa

ce: ~

17,8

00m

2 (D

ec12

aud

it)0.

45 -

0.50

sea

ts p

er p

eak

occu

panc

y pa

x;

1.3m

2 per

sea

t;

Re

tail

/ ca

terin

g - b

ased

on

GA

L co

mm

erci

al s

tand

ards

: 1.

3m2 f

or a

ll ID

L pa

x, 4

0% in

ca

terin

g;

3.0m

2 for

all

IDL

pax,

35%

in

reta

il;

C

ircul

atio

n sp

ace:

20%

-30%

of

tota

l ID

L sp

ace

Ass

umin

g ch

eck-

in o

pens

at

-4h

for L

H a

nd -2

.5h

for S

H:

Bus

y D

ay P

eak

Occ

upan

cy:

~35

00

To

tal I

DL

spac

e re

com

men

ded:

at

leas

t 21,

400m

2 (ex

clud

ing

toile

ts, s

peci

al lo

unge

s, re

tail

stor

age

etc)

.

Ass

umin

g an

ytim

e ch

eck-

in: B

usy

Day

Pea

k O

ccup

ancy

: ~39

20

To

tal I

DL

spac

e re

com

men

ded:

at l

east

24

,100

m2 (

excl

udin

g to

ilets

, spe

cial

loun

ges,

re

tail

stor

age

etc)

.

Ass

umin

g an

ytim

e ch

eck-

in: B

usy

Day

Pea

k O

ccup

ancy

: ~38

20

To

tal I

DL

spac

e re

com

men

ded:

at l

east

23

,300

m2 (

excl

udin

g to

ilets

, spe

cial

loun

ges,

re

tail

stor

age

etc)

.

IDL

SEA

TIN

G, R

ETA

IL &

C

ATE

RIN

G

Seat

ing

prov

isio

n: 1

250

(incl

udin

g 12

PRM

sea

ts)

C

ater

ing

area

pro

visi

on:

3950

m2 (

incl

udin

g ki

tche

n an

d ot

her n

on-p

asse

nger

are

as)

with

123

4 se

ats

Re

tail

area

pro

visi

on: 8

240m

2 (li

kely

to re

duce

slig

htly

de

pend

ing

on c

ircul

atio

n sp

ace

prov

isio

n in

Q5

Phas

e 2

sche

me)

.

Indi

cativ

e se

at re

quire

men

t 15

75 -

1750

, to

mee

t tar

get

QSM

sco

re o

n bu

sy d

ay, b

ut

this

is a

‘sof

t’ co

nstr

aint

.

Cat

erin

g ar

ea re

quire

men

t: up

to

4,6

00m

2

Reta

il ar

ea re

quire

men

t: up

to

10,5

00m

2 .

Indi

cativ

e se

at re

quire

men

t 176

0 - 1

960,

to

mee

t tar

get Q

SM s

core

, but

this

is a

‘sof

t’ co

nstr

aint

.

Cat

erin

g ar

ea re

quire

men

t: up

to 5

,100

m2

Re

tail

area

requ

irem

ent:

up to

11,

700m

2 .

Indi

cativ

e se

at re

quire

men

t 172

0 - 1

910,

to

mee

t tar

get Q

SM s

core

, but

this

is a

‘sof

t’ co

nstr

aint

.

Cat

erin

g ar

ea re

quire

men

t: up

to 5

,000

m2

Re

tail

area

requ

irem

ent:

up to

11,

400m

2 .

FLIG

HT

CO

NN

ECTI

ON

SC

urre

nt p

rovi

sion

: 1 la

ne; c

an

expa

nd to

2 la

nes

Bus

y ho

ur p

asse

nger

s do

no

t que

ue fo

r lon

ger t

han

5 m

inut

es o

n th

e bu

sy d

ay1

lane

@ 2

00pp

h th

roug

hput

s1

lane

@ 2

00pp

h th

roug

hput

s1

lane

@ 2

00pp

h th

roug

hput

s

IMM

IGRA

TIO

N IN

FLO

W

Bus

y ho

ur E

U p

asse

nger

s do

no

t que

ue fo

r lon

ger t

han

10

min

utes

; B

usy

hour

non

-EU

pas

seng

ers

do n

ot q

ueue

for l

onge

r tha

n 20

min

utes

.

Bus

y H

our F

low

: ~27

00

@ 1

000

Bus

y H

our F

low

: ~27

20

@ 1

200

Bus

y H

our F

low

: 290

0

@ 1

200

IMM

IGRA

TIO

N D

ESK

STr

aditi

onal

des

k pr

ovis

ion:

18

EU E

-gat

e pr

ovis

ion:

5

Rang

e of

des

k re

quire

men

ts

depe

ndin

g on

pro

activ

e or

re

activ

e de

sk o

peni

ng.

Trad

ition

al d

esk

requ

irem

ent:

20-2

4 EU

E-g

ate

requ

irem

ent:

12-1

6

Figu

res

assu

me

no

impr

ovem

ent i

n tr

ansa

ctio

n tim

es, f

rom

201

1 su

rvey

: EU

Tr

ad 1

8sec

, EU

E-g

ate

40se

c,

NEU

110

sec

(eas

y) /

300

sec

(har

d)

EU E

-gat

e re

ject

rate

of 2

0%

with

reje

ct ti

me

of 1

0sec

be

fore

pax

use

s EU

Tra

d de

sk

Es

t max

. Frid

ay q

ueue

tim

es o

f no

bui

ld a

re 1

6 m

ins

(EU

) and

33

min

s (n

on-E

U)

Trad

ition

al d

esk

requ

irem

ent:

18-2

3 EU

E-g

ate

requ

irem

ent:

16-2

0

Figu

res

assu

me

no im

prov

emen

t in

tran

sact

ion

times

, fro

m 2

011

surv

ey: E

U T

rad

18se

c, E

U

E-ga

te 4

0sec

, N

EU 1

10se

c (e

asy)

/ 3

00se

c (h

ard)

EU

E-g

ate

reje

ct ra

te o

f 20%

with

reje

ct ti

me

of

10se

c be

fore

pax

use

s EU

Tra

d de

sk

N

ew E

U E

-gat

es w

ith a

tran

sact

ion

time

of

15se

c w

ould

mea

n a

redu

ced

requ

irem

ent o

f 9

gate

s

13 n

ew E

U E

-gat

es p

lann

ed fr

om s

umm

er 2

013

Trad

ition

al d

esk

requ

irem

ent:

14-1

8 EU

E-g

ate

requ

irem

ent:

21-2

8

Figu

res

assu

me

no im

prov

emen

t in

tran

sact

ion

times

, fro

m 2

011

surv

ey: E

U T

rad

18se

c, E

U

E-ga

te 4

0sec

, N

EU 1

10se

c (e

asy)

/ 3

00se

c (h

ard)

EU

E-g

ate

reje

ct ra

te o

f 20%

with

reje

ct ti

me

of

10se

c be

fore

pax

use

s EU

Tra

d de

sk

N

ew E

U E

-pas

s ga

tes

with

a tr

ansa

ctio

n tim

e of

15s

ec w

ould

mea

n a

redu

ced

requ

irem

ent

of 1

2 ga

tes

13

new

EU

E-g

ates

pla

nned

from

sum

mer

201

3

REC

LAIM

BEL

TSC

urre

nt p

rovi

sion

7 In

t bel

ts

(of w

hich

2 lo

ng 7

0m+

) and

1

Dom

bel

t.

Bel

t ava

ilabl

e fo

r all

fligh

ts

durin

g bu

sy h

our,

to s

uppo

rt

KPI

of a

ll pa

x re

ceiv

ing

bagg

age

with

in 4

5 m

inut

es o

f ar

rival

on

stan

d.

Requ

irem

ent:

INT:

7-8

(inc

2

long

bel

ts, t

houg

h th

ere

may

be

an

issu

e w

ith 3

Virg

in 7

47

arriv

als

sche

dule

d w

ithin

20

min

utes

- th

e 3r

d fli

ght m

ay

need

to b

e sp

lit o

ver 2

bel

ts,

else

del

ayed

in a

cces

sing

a

long

bel

t or u

se a

sho

rter

bel

t w

ith re

sulti

ng p

ax c

row

ding

)

DO

M: 1

bel

t jus

t suf

ficie

nt

Requ

irem

ent:

INT:

7 (i

nc 2

long

bel

ts; c

urre

nt

belt

leng

ths

suffi

cien

t, th

ough

one

wid

ebod

y m

ay n

eed

to b

e sp

lit o

ver 2

sm

alle

r bel

ts, o

r be

del

ayed

by

up to

20

min

s in

acc

essi

ng a

lo

ng b

elt),

DO

M: 1

bel

t suf

ficie

nt.

Requ

irem

ent:

INT:

7-8

(inc

2 lo

ng b

elts

; cur

rent

be

lt le

ngth

s su

ffici

ent,

thou

gh o

ne w

ideb

ody

may

nee

d to

be

split

ove

r 2 s

mal

ler b

elts

, or

be d

elay

ed b

y up

to 2

0 m

ins

in a

cces

sing

a

long

bel

t),

D

OM

: 1 b

elt s

uffic

ient

.

LAN

DSI

DE

RETA

IL &

C

ATE

RIN

G

Cat

erin

g ar

ea p

rovi

sion

(low

er

& u

pper

leve

l): 1

,230

m2

Reta

il ar

ea p

rovi

sion

(low

er &

up

per l

evel

): 85

0m2

Arr

ival

s co

ncou

rse

non-

com

mer

cial

are

a (lo

wer

leve

l on

ly):

1,87

0m2

Land

side

pea

k oc

cupa

ncy:

A

rriv

als

conc

ours

e pe

ak

occu

panc

y is

~20

% o

f pea

k ho

ur fl

ow +

La

ndsi

de d

wel

l ass

umed

~10

m

inut

es o

n av

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GATWICK AIRFIELD FACILITIES: PROVIDED AND FORECAST TO 2020 INCLUDING Q5 & Q5+1 DEVELOPMENTSCurrent Provision Service Standards assumed in assessments 2012 Based on actual schedule (34.1mppa) SH&E High Case 2016/17 (37.5mppa) SH&E High Case 2020/21 (41mppa)

ANNUAL PAX ST: 16.9 mppa NT: 17.2 mppa

ST: 18.4mppa NT: 19.3mppa

ST: 20.5mppa NT: 20.5mppa

BUSY DAY ATMS 868 888 943

PEAK HOUR ATMs 53 53 55

DAILY CAPACITY Maximum ATMs if all available daily slots are used. Sustained 55atms/hr achievable by 2020 over most of the operational day. 914 960 998

% Utilisation of Capacity on Busy Day % Utilisation of Capacity on Busy Day % Utilisation of Capacity on Busy Day

RUNWAY 3 RETs and 3 RATs on 26L & 08R

Maximum 10 minute delay. On a busy day almost all the available capacity is utilised and Gatwick is not able to satisfy

all demand for slots. However, on other days of the year utilisation is much reduced.

95.0% 92.5% 94.5%

A380 Capability Remote parking on NWzone for two code F. Diversionary (AACG) compliance on taxiways only.

Compliance with CAA CAP 168 required for full service scheduled operations. Pier Service for A380 turns. AACG compliance sufficient

New A380 stand on Push & Hold 125, Juliet minor works. Restrictions on P6 departure gates

and Alpha hold.

New A380 stand on Push & Hold 125, Juliet minor works. Restrictions on P6 departure gates and Alpha hold. Shortfall in forecast A380 Pier stand capacity

by 1 stand.

TAXIWAYS 5 Taxiways N-S and 3 taxiways E-W providing alternative routes to piers

There is no specific service standard for taxiways although on route delays between the runway and stand should be kept to a minimum and new developments should serve to maintain or

reduce taxi times.

Current problems in Pier 1 cul-de sac. Similar but less severe problem in Pier 2-3 cul de sac where push

back conflicts can occur.

New Pier 1 realigned to avoid pushback conflicts and improve flow to Alpha hold.

New Pier 1 realigned to avoid pushback conflicts and improve flow to Alpha hold.

STANDS

Provision: 110, 53E + 2F, 16 MARSAny arrival should have an available stand of the right size to park on at all times. Requirement equals Busy day peak

occupancy + 10%. Note that MARS centrelines may be added to the total provision. MARS centrelines are only counted if

they can accommodate A320 or larger.

Provision: 108, (incl. 53E, 2F) + 16 MARS Provision: 109, (incl. 58E, 3F) + 19 MARS Provision: 109, (incl. 58E, 3F) + 19 MARS

Requirement: 111, 31E Requirement: 115, 34E Requirement: 116, 35E

Note 734 MARS are excluded from count. Stand 57 included as E MARS. Holding stands excluded. Stands 60-63 closed, gate 59 closed for deps P1 & P5 reconfigured and code F on 110 P1 & P5 reconfigured and code F on 110

NORTH TERMINAL

PIER SERVED STANDS Provision: 27, 11E, 3 MARS

Pier Served demand is assessed in order that 95% of passengers are pier served and there should be sufficient

coaching capacity to accommodate all remote services. Very dependent on towing levelsw

Provision: 28 (incl 11E) + 3 MARS Provision: 31 (incl 16E, 1F) + 6 MARS. Provision: 31 (incl 16E, 1F) + 6 MARS.

Demand: 42, incl 11E Demand: 44, incl 15E + 1 F Demand: 46, incl 19E + 2F

93% PSL* 93% PSL 92% PSL

ARRIVALS COACH BAYS 2 Int (TBC) & 1 Dom 95% of arrivals coaches should not need to hold for offloading passengers. 2 Int (TBC) & 1 Dom 2-3 new facility in TBF 2-3 new facility in TBF

COACHING GATES 11 International coaching gates (gate 45) plus one domestic on P5Sufficient coaching gates should be provided so that there is always a coaching gate available to accommodate busy day

demandDemand for 9-10 coaching gates. 11 provided Demand for 9-10 coaching gates. 11 provided Demand for 9-10 coaching gates. 11 provided

SOUTH TERMINALPIER SERVED STANDS Provision: 36, 16E, 7 MARS

Pier Served demand is assessed in order that 97% of passengers are pier served as there are only 4 coaching gates

to accommodate all remote services in South Terminal.

Provision: 34 (incl 16E) + 7 MARS Provision: 31 (incl 16E) + 7 MARS Provision: 31 (incl 16E) + 7 MARS

Demand:35, incl 12E Demand: 37, incl 12E Demand: 40, incl 12E

98% 97% 97%

ARRIVALS COACH BAYS 1 int (gate 30) & 1 dom 95% of arrivals coaches should not need to hold for offloading passengers. 1 int & 1 dom 1 int & 1 dom 1 int & 1 dom

COACHING GATESAlthough there are 5 coaching gates provided on gates 90 - 95 , only 3 can be used simultaneously due to space constraints. plus

one additional domestic to be provided on 10A.

Sufficient coaching gates should be provided so that there is always a coaching gate available to accommodate busy day

demandDemand for 1 gate. 4 provided Demand for 2 gates 4 provided Demand for 2 gates 4 provided

*In 2012 GAL was given dispensation to deliver 93% PSL in NT while Pier 5 Development works were underway. However, an intensive towing regime was instigated during the works period enabling GAL to maintain PSL levels above 95%.

12GATWICK AIRFIELD FACILITIES: ExISTING AND FORECAST TO 2020/2021 WITh RAG STATUS INCLUDING Q5 & Q5+1 DEVELOPMENT


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ConClusion

Gatwick is the busiest single-runway airport in the world. During the summer peak, demand outstrips available supply. With no second runway expected until at least the mid-2020s, the existing runway needs to be better utilised, particularly on a year-round basis to provide capacity for maximising further medium term growth.

The forecasts include assumptions on external shocks over the forecast period. Based on the last ten years the likelihood of an “event” is high and SH&E considered the nature of “external shocks” and their likely effect on passenger traffic and subsequent recovery rate. Economic shocks, particularly economic recessions, have typically had a larger and longer lasting negative impact on aviation growth than events such as SARS, terrorist attacks and political unrest.

The Low Case represents a set of negative yet conceivable circumstances, whereby the rebound from the recent downturn is slow and prolonged, and the long term average rate of growth is weakened by economic volatility and potential negative shocks to demand.

The Base Case forecast translates to a set of reasonable assumptions at the airline and market level, illustrating how growth may be achieved. Gatwick is and will remain a predominantly short haul European airport with all market sectors expected to grow. In terms of volume it will be the short haul segment that grows the most with growth on the long haul passenger segment driven by additional services from new and established carriers at Gatwick. These new carriers could be new operators to the London market or potential spill from an increasingly constrained Heathrow market.

In contrast, the High Case illustrates the volumes that may be expected if a more positive set of circumstances materialise, representing an optimistic but achievable growth path. In this scenario, a robust near-term rebound is assumed, coupled with on-going successes in attracting new carriers and routes to Gatwick now that Gatwick is free to compete and has developed a strong air service marketing approach. Over the longer term, market maturity and capacity constraints are still modelled, but to a somewhat lesser degree than in the Base Case.

The Base Case represents SH&E’s most likely forecasts, taking a balanced view of the demand and supply side factors driving future traffic volumes at Gatwick. However it is worth noting that recent changes in the competitive dynamics of the London market, for example the sale of Stansted to MAG, are not assumed in the Base Case, this will be taken account of in the next forecast refresh.

In spite of some major exogenous shocks, the global aviation market has grown mainly in a consistent manner, at a long term average rate of around 5-6% per annum. Growth has varied significantly by region of the world, with markets in some countries maturing earlier than others. While Europe and North America are now considered largely mature markets, some other regions such as the Middle East and Asia are still generating strong aviation growth as economies develop and expand.

Recovery started in 2012 and the long term outlook for aviation demand remains broadly positive. However market sentiment remains cautious and the shorter term outlook volatile with unrest in the Middle East and North Africa (MENA) region, a recurring rise in oil prices, and fragile economic recovery in many European markets, including the UK, as well as the fortunes of the Eurozone are continuing to impact aviation demand.

Over the past decade, the airline industry has been subject to a variety of external “shocks” e.g. Gulf War, SARS, 9/11 and volcanic activity, none of which could have been predicted, but all of which had a very significant impact on air travel. Due to its nature, such an event has not been built into our forecasts, but remains a very real risk.


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Moreover we expect the recent sale of Stansted to intensify the competition with Gatwick for airlines and passengers. Increased competition between airports will also have an impact with some airports winning and others losing passenger traffic.

1.2 GatwiCk airport Master plan

Following a three-month public consultation on its draft master plan, which closed in January 2012, Gatwick Airport published a report detailing the views and opinions of local residents, businesses, MPs and Councils in April 2012. The detailed document ‘Gatwick Airport: Draft Master Plan Summary Report on Public & Community Consultation’ is available to read and can be downloaded from the Gatwick Airport website gatwickairport.com/masterplan.

The final Master Plan document was published in June 2012 and is also available on the Gatwick Airport website. The Master Plan both informs and is informed by a variety of statutory planning documents that are produced by regional and local authorities, as well wider Government policy and the regulatory environment in which Gatwick operates.

As mentioned in the previous CIP documents, together, the Gatwick Airport Master plan, the Development Plans and the Capital Investment Programme are intended to present a clear picture of Gatwick’s development within the current, medium and long term view and are intrinsically linked through a common ambition and strategy. The relationship between these different documents and Gatwick’s Business Plan is GAL. Illustrated in the diagram below:

GAL recognises the importance of demonstrating a strong linkage between the CIP and our strategic ambition for Gatwick as described in our master plan. In the past we have used the term ‘Development Strategy’ to describe this linkage. We believe the revised GAL Business Plan (‘Connecting London to the World’, published in January 2013), goes a long way to making this connection. Chapters two to seven in the January 2013 revised GAL revised Business Plan describe our vision and strategic priorities for the airport, our traffic forecasts and the results of our passenger insight research. They also explain how we have used the latter material to create our product matrix which identifies future service outcomes, designed to deliver our ambition for Gatwick. The product matrix can be found in Appendix H.

We have shared with our airline partners via a pack of illustrative plans the differing options for development that are available and how we are taking these into account when we propose specific projects to take forward.


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Chapter Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D E F G H

CHAPTER 2Our Strategic ambitiOn: tO becOme LOndOn’S airpOrt Of chOice

intrOductiOn

Since December 2009, we have made huge strides in improving the infrastructure and the passenger experience to position Gatwick as London’s airport of choice. From a service quality rebate (SQR) perspective, there has been a marked improvement in Gatwick’s performance against the CAA’s SQR measures, with all measures being met each month. As outlined in Chapter 8 (Service Quality Regime) of the January 2013 GAL Business Plan, Gatwick has had considerably more success in achieving 100% compliance with its SQR measures than the other regulated south east airports.

It is also no mere coincidence that Gatwick’s third birthday under new ownership coincides with a host of industry recognition, with no less than seven industry awards comprising Best UK airport at the British Travel Awards 2012, UK airport of the year at the 2012 Travel Agents Choice awards, Best Security & Immigration Experience award at the Future Travel Experience awards 2012, Best airport in social media at the ‘Simplifying’ Digital awards.

Increasingly passengers have more choice as to which airport they fly from and airlines have alternative bases from which to operate. As we compete to grow and attract new routes and airlines as well as passengers in the competitive South East airport market, we also need to ensure we continue to deliver facilities for both our airline partners and passengers in a cost effective manner. It is only by delivering continued improvement in the passenger experience at Gatwick and meeting the needs of a varying customer base that we will become London’s airport of choice.

Our ambitiOn

The way in which we have sought to compete since December 2009 is encapsulated in our ambition to ‘’compete to grow and become London’s airport of choice”.

In the 2012 CIP, we explained how our ambition to ‘’compete to grow and become London’s airport of choice” is translated into six strategic priorities and how these strategic priorities provide a high level strategic direction for our development planning.


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1. Deliver the best passenger experience by listening to our passengers and delivering the kind of service that will make them choose to fly from Gatwick.

2. Help our airlines grow by understanding their goals and developing commercial partnerships

3. Increase value and efficiency by maximising income from retail, property and car parks, lowering our operating costs and investing efficiently

4. Protect and enhance our reputation by building strong and constructive relationships with our stakeholders based on openness and trust

5. Build a strong environment, health and safety culture by maintaining a relentless focus on achieving zero incidents

6. Develop the best people, processes and technology by investing in high performing people, driving continuous improvement and deploying the right systems.

These strategic priorities are then cascaded down to the individual objectives of each of our members of staff.

frOm Strategic priOritieS tO paSSenger cOmmitmentS

Underpinning these six strategic priorities is the recognition that to become London’s airport of choice in a competitive market, we need to put the passenger first. In 2010, Gatwick became the first UK airport to publish passenger commitments, which are central to our service focus and have been endorsed by our airline partners, handling agents and the UK Border Force (formerly known as UK Border Agency).

These passenger commitments, outlining the service standards our passengers can expect, are the results of the collaborative work undertaken with our partners and centre on three core pledges:

• We’ll treat you as our guest

• We hate queues

• We love to be on time


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SummarY Of capitaL inVeStment at gatWicK in Q5

Under new ownership, we are on track to deliver the current capital programme, with 82% of the £1,172 billion capital investment programme either completed or nearing completion as at 31st March 2013.

Appendix A outlines the forecast phased capital of all major projects as well as projects completed in the current quinquennium (Q5). The following section describes on-going capital works across Gatwick that this phased forecast spend represents that will enable Gatwick to ‘compete to grow and become London’s Airport of Choice’. These projects have been developed and delivered with input from the airline community through project working groups, the Capital Programme Board (CPB) and the Joint Steering Group (JSG).

The 2012 CIP covered the period November 2011 to end March 2012. Following on from the last publication, the 2013 CIP covers the period April 2012 up to and including March 2013.

OVerVieW Of capitaL inVeStment Since apriL 2012

The total spend since the start of the financial year to date, from April 2012 to March 2013, totals £221.9m, whilst the Q5 total spend to date since the start of the current quinquennium from 2008 to March 2013 totals £958.1m.

Since April 2012, several projects have either been delivered or nearing completion. Out in the airfield, the rehabilitation of Gatwick’s most critical asset, the Main runway, has been undertaken, whilst keeping the world’s busiest single runway operational for the critical parts of the day. Over the course of the nine-month project, 400,000sqm of runway was resurfaced using 65,000 tonnes of Marshall Asphalt, the airfield ground lighting was upgraded with the installation of 1,900 runway and taxiway lights, and 530km of electrical cabling and 38km of ducting installed.

The rehabilitation of Taxiways Papa and November were completed in August 2012. The airfield asset replacement programme comprising stand rehabilitation, replacement of airfield ground lighting, Fixed Electrical Ground Power units and Lighting columns is on-going whilst the Stand Entry Guidance Systems (SEGS) project was delivered in November 2012.

The Pier 5 project, which aims to deliver improved Pier Service levels to meet future growth in passenger numbers in the North Terminal, is currently well underway. Pier service levels will be enhanced through stand reconfiguration and provision of independent centrelines access and provision of vertical segregation for arriving and departing passengers. Structural works will be completed in February 2013 and the completion of Phase 1 is planned in July 2013, whilst Phase 2 works are due for completion in May 2014.

In November 2012, Gatwick awarded its largest construction contract to date to demolish Pier 1 and construct a new building in the South Terminal to house both a new baggage system and a new pier. At a total cost of £178.9 million for both phases, this project is Gatwick’s biggest capital investment in recent years. It is also a historic milestone for Gatwick as the pier is one of the oldest assets in South Terminal, first opened in 1958. The ST Baggage and Pier 1 project, which in fact brings two separate projects together into a single build solution, will entail the demolition of Gatwick’s original 1950s Pier. Phase 1 of the South Terminal Baggage and Pier 1 project comprising the replacement of the hold baggage screening (HBS) facility was completed by September 2012. Phase 2 comprising the construction of a new ST baggage factory and brand new pier with 5 fully serviced stands, entailing the demolition of the existing Pier 1 and delivery of an automated baggage storage facility, will be completed in 2015.

The new two-storey Pier has been designed with the passenger in mind at every step, with quick and easy access from the departure lounge to the bright new gate rooms, linked to five new aircraft stands by air-bridges. With views over the airfield, the new gate rooms will also include new style seating and child-friendly zones.


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Within the heart of the building will be a new baggage system that will allow bags to be processed faster and enable our airlines the opportunity to use automated fast-bag drops. There will be an automated bag store too, giving airlines the ability to offer flexible check-in.

In the North Terminal, exciting improvements were brought to the passenger experience in the North Terminal with the opening of Jamie’s Italian and Yo! Sushi restaurants in June 2012. The opening of Jamie’s Italian in the North Terminal is a great example of how Gatwick is competing to become London’s airport of choice with Gatwick being recognised as having delivered the best travel restaurant throughout the travel industry in 2012.

The A380 on Stand 125 project came into service in March 2013 under the original budget of £6.5m, with the first A380 using the stand on 26th March.

There has also been a major upgrade to the baggage system to increase capacity and improve efficiency in the North Terminal, with the NT Baggage project completed in December 2012.

In the South Terminal, the ST IDL Phase 1 Project was opened in July 2012, providing a brand new ST walk through duty free facility. Gatwick South Terminal Security facility, the benchmark standard for UK airports, continues to win yet more awards, the latest being the Best Security & Immigration Experience award at the 2012 Future Travel Experience awards.

The ST Departure Lounge Phase 2 achieved tollgate 4 in December 2012. As at January 2013, the preliminary design is complete. Enabling works are completing with the strip out old WDF and other shops. This project is expected to be fully delivered by January 2014, with the first phase complete in July 2013.

The refurbishment of Atlantic House, as part of the Crew Reporting solution is due for completion in July 2013. The installation of the Jubilee House HBS equipment was completed in September 2012.

Appendix A - Phased Capital Investment Programme 2013 shows a phased forecast spend for the current regulatory cycle, April 2008 – March 2014.

Q5 - Key Metric

The graph below shows actual capital expenditure per year for Q5 to date and the forecast for the remaining year:

104.0

181.4

211.4

239.3221.9 213.9

0

50

100

150

200

250

300

2008 2009 2010 2011 2012 2013

£mill

ion

Financial Year ending 31 March

Q5 Capital Expenditure

Actual Forecast


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The above commentary is not exhaustive but gives an indication of the scale and range of improvements that are underway or planned in the current Q5 regulatory cycle to enable Gatwick to compete to grow and retain airline and passenger traffic.

In Chapter 5 individual project description sheets (PDS) have been provided, outlining cost breakdowns for all the major projects and programmes in the Q5 CIP with a budget greater than £5 million.

OVerVieW Of recentLY cOmpLeted prOjectS and current & future miLeStOneS

The following sections provide an overview of recently completed projects and significant milestones achieved since April 2012 up to end of March 2013.

Projects TG1 TG2 TG3 TG4 TG5 TG6 Comments including trigger dates where applicable

Major Projects completed since April 2012

NT Extension N/A N/A N/A Oct-09 Dec-11 Feb-13 Achieved trigger requirements in December 2011

ST Security - Phase 3 IDL works N/A Aug-11 Sep-11 Oct-11 Nov-12 Feb-13

ST Immigration Hall Reconfiguration N/A Aug-10 Aug-10 Sep-10 Feb-12 May-12

Main Runway Rehabilitation Jun-10 Oct-10 Jul-11 Jul-11 Nov-12 May-13

NT Baggage (NTB) N/A N/A N/A Feb-10 Dec-12 May-13

ST Baggage Phase 1 (HBS installation) Apr-10 Apr-10 May-10 Oct-10 Aug-12 Apr-13

NT Security ( Phase 2) May-11 Jun-11 Jun-11 Oct-11 May-12 Nov-12

A380 on Stand 125 Jun-11 Aug-11 Dec-11 May-12 Feb-13 Mar-13

Other Significant Milestones achieved since April 2012

Papa November Taxiways Mar-11 Aug-11 Aug-11 Nov-11 Jun-12 Sep-13

Special Branch & UKBF accommodation Nov-12 Jan-13

NT IDL Reconfiguration N/A Sep-11 Dec-11 Dec-11 Jun-12 : Project 1 Feb-13 Project scope reduced

ST IDL Reconfiguration Ph-2 Dec-11 Feb-12 Jul-12 Dec-12 Dec-13 Mar-14

ST Baggage Phase 2 Apr-10 May-10 Jun-11 Jul-12May-15 : Baggage Factory

June-15 : Baggage Factory

Pier 1 closure in Apr-13; Pier 1 Gates 1-5 in Mar-15. Trigger date : 31 Dec 2013 (enabling works and demolition works)

Future Milestones - as at 31 March 2013

Piers, Infrastructure & Airfield

Pier 5 - Phase 1 N/A N/A Apr-11 Dec-11 Jul-13 Aug-13 Phase 1 completion : Trigger date : 16 Sep 2013 ; Phase 2 TG 5 & 6 in May 2014

NT Additional Pier Service May-10 Jun-12 Jun-13 Dec-15 Jan-17

NT Baggage Voids Jul-11 N/A Apr-13 N/A Dec-13

ST Baggage Phase 2 Apr-10 May-10 Jun-11 Jul-12May-15 : Baggage Factory

Jun-15 : Baggage Factory

Pier 1 closure in Apr-13; Pier 1 Gates 1-5 in Mar-15. Trigger date : 31 Dec 2013 ( enabling works and demolition works)

Surface Water Pond D Jul-10 Nov-10 Dec-11 Dec-11 Apr-13 May-13

Airfield Operations Building Apr-11 Apr-11 Dec-11 Jul-12 Nov-13 Jan-14

ADCM55 Apr-11 Apr-11 Dec-11 Jul-12 Nov-13 Jan-14

Taxiway AGL Aug-12 Aug-12 Jun-13 Oct-13 Nov-14 Nov-14

95% Pier Service N/A N/A t Apr-14 Oct-17 Jan-18

Gatwick Stream Flood Attenuation Mar-12 Apr-12 Aug-12 Mar-13 Jan-14 Jun-14

Consolidated Security Gate N/A Mar-12 Mar-13 Jul-14 Oct-14 Nov-14

Entrance Bridge Cladding Feb-11 Aug-11 Apr-12 Apr-12 Nov-13 Dec-13

Terminals

ST IDL Reconfiguration Phase 2 Dec-11 Feb-12 Jul-12 Dec-12 Dec-13 Mar-14 Trigger date: 31 March 2014

Crew Reporting N/A N/A Jun-11 Jun-12 Jul-13 Aug-13 Trigger date: 31 August 2013

Domestic Arrivals N/A N/A Jan-12 May-12 Apr-13 Apr-13

ST & NT Border Force Arrivals Zones Apr-12 Oct-12 Jul-13 Aug-13


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‘Q5+1’ eXtenSiOn Year – StatuS Of prOjectS aS at end Of march 2013

Since late May 2012, weekly meetings have been held between GAL and the Airport Consultative Committee (ACC) representative to discuss capital expenditure for the relevant Q5+1 minor projects and to receive the ACC’s endorsement for individual projects. Both the Capital Programme Board (CPB) and Joint Steering Group (JSG) are kept informed on a monthly basis of the tracked forecast spend. This process, ratified by the ACC, has ensured that there is sufficient airline consultation and governance around the Q5+1 list of projects.

The sections below give an overview of both minor and major projects either endorsed by the JSG, or currently being considered by the ACC. Also included is the list of projects not supported by the ACC.

ACC Supported Major Projects

Since May 2012 and until 31 March 2013, the following list of ‘Q5+1’ major projects totalling £163.2 m have been endorsed by the ACC for progression:

1. Rail Station Contribution

2. NT Additional Pier Service - Pier 5

3. South Terminal Baggage & Pier 1

4. Crew Reporting

5. ST Domestic Arrivals

6. ST Entrance Bridge Cladding

7. Surface Water Infrastructure (Q5+1 phase)

8. Airfield Peak Cap Expansion ACDM55 - phase 2

9. NT IDL Reconfiguration phase 1

10. UKBA Arrivals Phase 1

11. NT IDL Reconfiguration phase 2

12. Flood Alleviation

13. ST IDL Reconfiguration

14. Consolidated Security Gate (ACC support anticipated at April JSG)

15. Gatwick Stream Flood Attenuation (ACC support given at March JSG)

ACC Supported Minor Works Projects

The list below provides an overview of the various minor projects (whose budget is above £1 million) endorsed by the ACC since June 2012. Altogether there are approximately 43 minor projects each with their respective estimated budget, totalling £53.7 million comprising:

1. ST Statutory Accommodation Compliance

2. LEPC

3. Remote Stand SEGS

4. S1/S2 Switchboard Replacement

5. NT Foul Rising Main Augmentation

6. Norfolk House Refurbishment


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7. Low Voltage Electricity

8. Vehicle replacement

9. ST Landside Arrivals & Onward Travel

10. Life safety systems

11. HVAC systems

12. Property asset replacement

13. CCTV replacement

14. IT Core Infrastructure - Node Room Remediation

15. IT Infrastructure Platform upgrade

16. Check-in Common Bag Drop

17. Airfield Peak Capacity Expansion (ACDM – Phase 1)

18. IT Operations Centre

19. Minor works, building and fabric

20. Substations (Airfield)

21. FEGP (asset replacement only)

22. ST IDL Toilets (outside the Beehive Pub)

23. Gatwick Connect Pilot

24. Security Fixed Posts

ACC Major Projects still under ACC considerationThe A380 on Stand (Pier 6) is yet to obtain full ACC support as at 31 March 2013.

Projects still under ACC considerationThe following projects totalling £15.7m are being considered by the ACC:

1. Taxiway rehabilitation including AGL

2. Staff Car Parks

3. Minor projects – various (under £500k each)

Projects not endorsed by ACCThe following projects amounting to £15.7 m in total are not supported by the ACC:

1. Check-in Common Bag Drop (representing remainder of spend following individual trials – all of which have been supported by the ACC)

2. NT Early Bag Store

3. NT Staff Restaurant

4. UKBA Arrivals Phase 2 – South Terminal

5. Crew Reporting - the budget increase at TG4 from £14m to £20.55m (The scope of the Crew report-ing project was endorsed by the JSG/ACC, however, the budget increase from £14m to £20.55m is not supported by the ACC).


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As mentioned in the 2012 CIP, the 6 year Q5 capital programme consists of major projects and programmes comprising current live projects, rolling programmes and a number of new projects required between February 2011 (when the Q5+1 programme was constructed) and the end of the quinquennium (March 2014).

Many of these projects were already in the Q5 programme. Some are new whilst others will either be completed in the extension year 2013/2014 or into the period beyond Q5. Examples of major projects which carry over from Q5 into the period beyond Q5 are NT Additional Pier Service – Pier 5, ST Baggage and Pier 1 and Rail Station improvement works.

beYOnd Q5 – Our reViSed buSineSS pLan The formal process of Constructive Engagement with the airline community for the post Q5 period commenced in April 2012, with the submission of the initial GAL Business plan, as requested by the CAA.

Once the business plan was published in April 2012, the CAA instructed the airport and its airlines to take the main elements of the Initial Business Plan through a process of Constructive Engagement. This was a multi-lateral process in which various elements of the business plan were discussed in a structured, transcript format. The subjects covered were agreed in advance with the CAA and the airlines in the form of the Constructive Engagement mandate. In total, GAL had 33 Constructive Engagement meetings. Topics covered included:

• Traffic forecasts;

• Capital expenditure;

• Service quality;

• Operating expenditure; and

• Commercial revenues.

changeS Since apriL 2012 initiaL buSineSS pLan As a result of Constructive Engagement, and due to other developments during 2012, some elements of the business plan have been changed. A new revised business plan (RBP) was thus launched in February 2013. It is worth noting that the traffic forecasts now show Gatwick reaching only 35.9 million passengers in 2018/19, down from the 37.3 million passengers forecast for the same year in the Initial Business Plan.

The capital expenditure total of £1.15bn in the April 2012 business plan has been reduced to £967.17m. This reflects a lack of airline support for some projects, as well as the reduced traffic forecasts delaying the need for some projects to the early 2020s.

The table below provides a high level summary (in 2013/2014 prices) of the revised Capital Programme for the period between the end of Q5 (1 April 2014) and 31 March 2019, totalling £967.17 million. Also shown is the predicted capital spend for the following 5 year period up to 2024.


1 2 3 4 A B C D E F G H

capitaL prOgramme SummarY bY Year buSineSS pLan - eaSYjet SpLit - prOgramme apprOach 10 Year pLanHigh Case (July 2013) easyJet Split - (v15 dated 21.06.2013)

23

BUSINESS PLAN - EASYJET SPLIT - PROGRAMME APPROACH 10 YEAR PLANHigh Case (July 2013) easyJet Split - (v15 dated 21.06.2013)

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

ASSET STEWARDSHIP

AIRFIELD

6.70£ 6.95£ 15.33£ 23.67£ 32.05£ 84.70£ 28.00£ 36.00£ 39.50£ 34.50£ 34.50£ 172.50£

FACILITIES28.78£ 42.72£ 38.50£ 29.13£ 24.38£ 163.51£ 29.50£ 41.50£ 31.50£ 29.00£ 27.50£ 159.00£

COMMERCIAL 8.11£ 11.55£ 10.09£ 8.19£ 7.21£ 45.15£ 9.50£ 9.50£ 9.50£ 9.50£ 9.50£ 47.50£

COMPLIANCE & RISK9.38£ 15.30£ 5.28£ 4.88£ 4.89£ 39.73£ 6.10£ 8.10£ 8.10£ 5.10£ 6.60£ 34.00£

I.T.10.27£ 8.67£ 3.57£ 7.89£ 3.77£ 34.17£ 10.00£ 10.00£ 10.00£ 10.00£ 10.00£ 50.00£

TOTAL ASSET STEWARDSHIP 63.24£ 85.19£ 72.77£ 73.76£ 72.30£ 367.26£ 83.10£ 105.10£ 98.60£ 88.10£ 88.10£ 463.00£

CARRY OVER PROJECTSST Baggage & Pier 1 65.60£ 23.00£ -£ -£ -£ 88.60£ -£ -£ -£ -£ -£ -£ Pier 5 2.89£ -£ -£ -£ -£ 2.89£ -£ -£ -£ -£ -£ -£ Gatwick Stream Flood Attenuation 0.39£ -£ -£ -£ -£ 0.39£ -£ -£ -£ -£ -£ -£ Consolidated Security Gate 0.96£ -£ -£ -£ -£ 0.96£ -£ -£ -£ -£ -£ -£ FEGP Replacement 0.05£ -£ -£ -£ -£ 0.05£ River Mole 0.31£ -£ -£ -£ -£ 0.31£

-£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 70.20£ 23.00£ -£ -£ -£ 93.20£

TOTAL ASSET REPLACEMENT PLUS CARRY OVERS 133.44£ 108.19£ 72.77£ 73.76£ 72.30£ 460.46£ 83.10£ 105.10£ 98.60£ 88.10£ 88.10£ 463.00£

CORE PROJECTS - 2013/14 - 2018/19Delivery of 95% Pier Service (North Terminal) 5.15£ 50.35£ 81.39£ 37.90£ 0.66£ 175.45£ -£ -£ -£ -£ -£ -£ NT Security Reconfiguration 6.11£ 8.42£ 7.46£ 3.18£ -£ 25.17£ -£ -£ -£ -£ -£ -£ Early Bag Store 1.02£ 1.23£ 10.57£ 10.22£ 0.96£ 24.00£ -£ -£ -£ -£ -£ -£ Upgrade Check In & Bag Drop & NT Ceilings and Floors 0.54£ 1.61£ 2.73£ 2.31£ 16.81£ 24.00£ -£ -£ -£ -£ -£ -£ Upgrade Check In & Bag Drop ST 0.50£ 1.60£ 2.61£ 2.52£ 10.37£ 17.60£ -£ -£ -£ -£ -£ -£ NT Border Zone -£ 0.76£ 1.47£ 7.80£ 3.19£ 13.22£ -£ -£ -£ -£ -£ -£ NT IDL Reconfiguration & Expansion 21.66£ 29.85£ 26.44£ 9.82£ -£ 87.77£ -£ -£ -£ -£ -£ Runway 2 5.70£ 4.30£ -£ -£ -£ 10.00£ -£ -£ -£ -£ -£ -£ Business Systems Transformation 3.29£ 3.29£ 3.29£ 2.97£ 2.95£ 15.79£ -£ -£ -£ -£ -£ -£ Stand Reconfigurations 0.74£ 7.53£ 1.47£ 0.26£ -£ 10.00£ -£ -£ -£ -£ -£ -£ Product Development - Car Parking -£ -£ -£ 0.61£ 4.39£ 5.00£ -£ -£ -£ -£ -£ -£ Digital Media - Return 0.08£ 2.59£ 0.82£ 0.15£ 1.66£ 5.30£ -£ -£ -£ -£ -£ -£ CIP Departures 0.14£ 2.16£ -£ -£ -£ 2.30£ -£ -£ -£ -£ -£ -£ NT Baggage Reclaim -£ -£ 0.18£ 1.34£ 1.28£ 2.80£ -£ -£ -£ -£ -£ -£ NT Arrivals Transformation 0.84£ 2.67£ 8.35£ -£ -£ 11.86£ -£ -£ -£ -£ -£ -£ ST IDL Capacity -£ 0.51£ 1.28£ 11.27£ 16.94£ 30.00£ 18.18£ 15.82£ -£ -£ -£ 34.00£ CIP Arrivals 0.15£ 1.99£ -£ -£ -£ 2.14£ -£ -£ -£ -£ -£ -£ Additional NT Coaching Bays 0.15£ 0.30£ 0.78£ 1.18£ -£ 2.41£ -£ -£ -£ -£ -£ -£ ST Public Transport / Accessibility 0.51£ 0.40£ 3.33£ 4.96£ -£ 9.20£ -£ -£ -£ -£ -£ -£ Stands 551 and 552 1.26£ 8.09£ -£ -£ -£ 9.35£ Hangar 5.35£ -£ -£ -£ -£ 5.35£ Minor Development Projects 2.00£ 2.00£ 2.00£ 2.00£ 2.00£ 10.00£ Consolidated Car Rental and Motor Transport Facility 0.45£ 1.58£ 5.97£ -£ -£ 8.00£ -£ -£ -£ -£ -£ -£

55.64£ 131.23£ 160.14£ 98.49£ 61.21£ 506.71£ 101.28£ 120.92£ 98.60£ 88.10£ 88.10£

SUBTOTAL 189.08£ 239.42£ 232.91£ 172.25£ 133.51£ 967.17£ 101.28£ 120.92£ 98.60£ 88.10£ 88.10£ 497.00£

DEVELOPMENT ROJECTS - 2013/14 - 2018/19

HBS Replacement 8.54£ 6.24£ 72.06£ 61.79£ 9.58£ 158.21£ Liquid Detection -£ 0.40£ 1.25£ -£ -£ 1.65£ Gatwick Express Rolling Stock - Capital Contribution -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£

SUBTOTAL 197.62£ 246.06£ 306.22£ 234.04£ 143.09£ 1,127.03£ 101.28£ 120.92£ 98.60£ 88.10£ 88.10£ 497.00£

PROJECTS - 2019/20 - 2023/24Long Stay Capacity (Decking) Post 2019 -£ -£ -£ -£ -£ -£ 2.00£ 5.00£ 12.50£ 10.80£ 8.00£ 38.30£ CIP Building Replacement (North Terminal) -£ -£ -£ -£ -£ -£ 10.00£ 10.00£ -£ -£ -£ 20.00£ North Terminal Avenue Reconfiguration -£ -£ -£ -£ -£ -£ 2.00£ 5.00£ 5.00£ -£ -£ 12.00£ North Terminal Baggage Reclaim Reconfiguration -£ -£ -£ -£ -£ -£ 3.00£ 15.00£ 23.00£ 23.00£ 64.00£ NT Short Stay Car Park -£ -£ -£ -£ -£ -£ 1.80£ 9.10£ 9.10£ -£ -£ 20.00£ Security Gate -£ -£ -£ -£ -£ -£ -£ -£ -£ 3.00£ 2.45£ 5.45£ ST Baggage Reclaim -£ -£ -£ -£ -£ -£ 1.00£ 1.00£ 5.00£ 5.00£ -£ 12.00£ Additional Staff Car Park Capacity -£ -£ -£ -£ -£ -£ 2.50£ 2.90£ -£ -£ -£ 5.40£ NT IDL Phase 2 (Post 2019) -£ -£ -£ -£ -£ -£ 20.00£ 20.00£ 13.00£ -£ -£ 53.00£ Baggage Capacity Expansion (Post 2019) -£ -£ -£ -£ -£ -£ -£ 2.00£ 2.00£ 8.00£ 8.00£ 20.00£ Railway Contribution -£ -£ -£ -£ -£ -£ 10.00£ 10.00£ 10.00£ 10.00£ 10.00£ 50.00£ Railway Station Upgrade -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Bridge Over Railway -£ -£ -£ -£ -£ -£ -£ 1.00£ 1.50£ 7.50£ 10.00£ 20.00£ Urban Space Development -£ -£ -£ -£ -£ -£ -£ -£ 2.00£ 2.00£ 2.00£ 6.00£ ST Short Stay MSCP -£ -£ -£ -£ -£ -£ -£ 2.00£ 10.00£ 8.00£ -£ 20.00£ Product Development - Car Parking, Post 2019 -£ -£ -£ -£ -£ -£ 2.00£ 2.00£ 2.00£ -£ -£ 6.00£ Terminals Works Post 2019 -£ -£ -£ -£ -£ -£ 5.00£ 8.50£ 10.00£ 10.00£ 10.00£ 43.50£ Piers Works (Post 2019) -£ -£ -£ -£ -£ -£ 12.00£ 17.00£ 17.00£ 17.00£ 17.00£ 80.00£ CIP Growth -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Airfield Capacity / Reconfiguration Works Post 2019 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Commercial Products -£ -£ -£ -£ -£ -£ 5.00£ 5.00£ 5.00£ 5.00£ 5.00£ 25.00£ Buy Back Cargo -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ New Build Office Development -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Industrial Bays -£ -£ -£ -£ -£ -£ 4.00£ 4.00£ 4.00£ 4.00£ 4.00£ 20.00£ GASHCO -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Landside Restaurant -£ -£ -£ -£ -£ -£ 1.00£ 1.00£ 6.00£ -£ 8.00£

77.30£ 108.50£ 124.10£ 119.30£ 99.45£ 528.65£ SUBTOTAL 197.62£ 246.06£ 306.22£ 234.04£ 143.09£ 1,127.03£ 178.58£ 229.42£ 222.70£ 207.40£ 187.55£ 1,025.65£

-£

PROJECT NAME 5 YEAR TOTAL 5 YEAR TOTAL


1 2 3 4 A B C D E F G H

24

SummarY

The total expenditure outlined in this investment plan for the 6 year Q5 totals £1,172 million in out-turn prices. We are continually striving to deliver more value for less by working more efficiently, ensuring that the right projects appearing in the CIP have been fully explored considering people, process, systems and infrastructure.

Looking ahead to 2014 and beyond, there is significant further investment required to expand current facilities where required, achieve greater operational efficiency and improve the passenger experience for all of our passenger segments. Beyond 2014, we are forecasting approximately £967.17 million of capital expenditure between 2014 and 2019, thereby continuing a similar rate of expenditure and improvement since the airport changed hands in December 2009.

This document represents a CIP issued as an output of and for the purposes of further consultation and thus does not represent a mandatory investment programme.


1 2 3 4 A B C D E F G H

3.1 Capital investment and the RegulatoRy and legislative Context

intRoduCtion

Capital development at Gatwick, as outlined in this chapter, takes place within a framework of regulatory and legislative policy.

CuRRent eConomiC Regulation

The current legislation which covers the economic regulation of airports is the Airports Act 1986 and the Civil Aviation Authority (Economic Regulation of Airports) Regulations 1986. Economic regulation applies in general to airports at which annual turnover has exceeded £1 million in two of the last three financial years.

Gatwick is currently a designated airport, regulated under the Airports Act 1986 and is therefore subject to economic regulation by the CAA. This regulation determines the level of airport charges Gatwick can charge its customers for the provision of services and establishes quality standards for those services. Regulatory bodies that influence Gatwick’s operations include:

• The Civil Aviation Authority (CAA), the UK’s independent aviation sector regulator that is responsible for airspace policy, safety regulation, consumer protection and the economic regulation of airports.

• The Competition Commission (CC), via an automatic referral from the CAA, is involved in the price control determinations for Gatwick, as well as being the UK’s overall competition regulator.

• The Department for Transport (DfT) is responsible for UK aviation policy and is currently undertaking a review of the economic regulation of airports.

The CAA (with an automatic referral to the Competition Commission) conducts a regulatory review every five years (known as the quinquennium), reviewing the setting of the level of airport charges at Gatwick every five years .The latest regulatory review took place in 2007/08 (i.e. price control review), where the regulator set the price cap for airport charges effective 1st April 2008 to 31st March 2013.

The review covers two major aspects of Gatwick’s business:

• The maximum level of charges that Gatwick can levy. In practice this has meant the CAA determining annual increases in revenue from airport charges per passenger restricted to not more than the rate of inflation (Retail Price Index) plus or minus x percentage points.

• Gatwick’s conduct in relation to customers, business partners and suppliers. The regulator is required to ensure that Gatwick acts in the interest of users.

Q5 extension

In February 2011 the CAA consulted on extending the current five-year regulatory period by one year to end on 31 March 2014 and published its decision in March 2011 formalising the extension.

Beyond Q5

The formal process of Constructive Engagement at Gatwick for the period beyond the end of Q5 commenced on 1 April 2012 with the publication of Gatwick’s initial business plan and ended in December 2012 with the publication of a joint (ACC/Gatwick) response to the CAA summarising the outputs of constructive engagement.

CHAPTER 3Consultation on the Capital investment pRogRamme

25


1 2 3 4 A B C D E F G H

26

Review of the eConomiC RegulatoRy fRamewoRk Review of the eConomiC RegulatoRy fRamewoRk

Background

The Queen’s Speech (Airport Economic Regulation Bill) in May 2010 set out the intention of the new coalition Government to reform the law on the regulation of airports.

Under the existing regime, the CAA has 4 duties for the purposes of economic regulation, these are:

• to further the reasonable interests of users of airports within the UK. Users comprises airlines, passengers and other user of air transport services at the airport

• to promote the efficient, economic and profitable operation of such airports

• to encourage investment in new facilities at airports in time to satisfy anticipated demands by the users of such airports

• to impose the minimum restrictions that are consistent with the performance by the CAA of its functions.

In July 2010, the Government detailed its proposals for reform, and in March 2011 the Civil Aviation Bill was introduced in Parliament. In March 2011 the government also published ‘developing a sustainable framework for UK aviation: scoping document’. This document asked a series of questions about the future direction of aviation policy. The responses to the scoping document were subsequently used to inform the development of the draft aviation policy framework which the government published in July 2012 for consultation, and which closed in October 2012. The Civil Aviation Bill completed its passage through Parliament on 20 November 2012.

futuRe Regulation

The new Civil Aviation Act

The Civil Aviation Act became law on 19 December 2012 and paves the way for airports to offer better facilities and information for passengers. It is anticipated that the CAA will bring the new airport economic regulatory framework fully into force in April 2014.

The Act paves the way for the Civil Aviation Authority (CAA) to motivate airports to deliver better facilities, provide more information for passengers and give greater incentives for airports to prepare for disruptive events such as severe weather. The Act also makes provisions for future reforms to the Air Travel Organisers’ Licensing (ATOL) scheme, which offers financial protection for holiday makers in the event of their tour operator going bust.

The Act introduces, and enables, reform in 4 main areas:

• the framework for economic regulation of airports

• the legislative framework of the Civil Aviation Authority

• the Air Travel Organisers’ Licensing scheme (ATOL)

• conferring certain aviation security functions currently carried out by the Department for Transport, on to the CAA - responsibility for aviation security policy remains with the Secretary of State.

Under the new regulatory regime for airports, the CAA is empowered to carry out a market power test, as set out in the Act, to determine whether an airport operator should or should not be subject to economic regulation. This replaces the designation of airports for price control regulation by the Secretary of State.


1 2 3 4 A B C D E F G H

27

Gatwick along with Heathrow and Stansted airports are currently designated and their current price controls, set under the Airports Act 1986, will continue to run until 31 March 2014. Over the next few months, the CAA will determine how to apply the new regime set out in the Act to the airports that are subject to economic regulation after this date.

The new Act sees a number of key changes to the powers and responsibilities of the aviation regulator, the CAA, including:

• giving the CAA a single overriding duty, for its airport economic functions, to further the interests of passengers and owners of cargo in the provision of airport operation services

• creating a flexible licensing regime for regulated airports, enabling the CAA to include licence conditions that require airports to respond more effectively when things go wrong (e.g. severe weather)

• allowing the CAA, where appropriate, to replace fixed price caps on airports with lighter touch forms of regulation and removing unnecessary central government involvement from airport regulation

• giving the CAA more effective enforcement powers, allowing it to impose sanctions of up to 10% of an airport operator’s annual turnover and daily amounts of 0.1% of turnover for breaching licence conditions

• providing the CAA with a new role in promoting better public information about airline and airport performance levels, enabling passengers to make informed decisions when making travel arrangements

• providing the CAA with a new role to promote better public information about the environmental effects of aviation and measures taken to mitigate adverse effects

• conferring certain aviation security functions currently carried out by the Department for Transport, on to the CAA. Responsibility for aviation security policy, and giving aviation security directions to industry, will remain with the Secretary of State

Under the new measures the CAA will have a single primary duty and a number of further duties to which the CAA must have regard in carrying out the primary duty for the purposes of airport economic regulation.

Primary duty: to further the interests of passengers and owners of cargo (both present and future), in the provision of airport operation services and to do so, wherever appropriate, by promoting competition.

Further duties comprising:

• to ensure that licence holders are able to finance their provision of airport operation services

• to secure that all reasonable demands for airport operation services are met

• to promote economy and efficiency on the part of licence holders in their provision of airport operation services at regulated airports

• to secure that licence holders are able to take reasonable measures to reduce, control or mitigate adverse environmental effects of the airport to which the licence relates and aircraft using that airport

• to have regard to guidance issued by the Secretary of State

• to have regard to any international obligation of the UK notified to it by the Secretary of State

• to have regard to the principles of better regulation

In addition the CAA will have a duty not to impose or maintain unnecessary burdens.


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28

3.2 Consultative stRuCtuRe and annex g

The current consultative structure at Gatwick, born out of the Constructive Engagement process started in July 2005, which was initially focussed on the collaborative development Q5 between GAL and its airline community. Five years into Q5, the consultative dialogue between GAL and its airlines continues as an on-going process at Gatwick, helping in the assessment of the high-level options for the development of the airport. This includes details of costs for each option, impact on user charges, constructability, future-proofing, operational efficiency and, where possible, future airline costs.

Consultative Structure

The following diagram represents the current consultative structure at Gatwick:

annex g

Prior to the commencement of Q5, Gatwick airport and its airlines were invited by the CAA to consult on updating the existing agreement on information disclosure and consultation on investment plans. The outputs of this consultative process were passed over to the CAA for final adjudication. The CAA published the final agreement, namely Annex G incorporating its verdict on the outstanding issues of disagreement in its March 2008 Decision Document. A copy of Annex G can be seen in Appendix G.

Appendix E contains a summary of airline consultation at Gatwick since April 2012. This summary includes details of meetings and working groups relating to the development of Gatwick. The agenda items and topics of discussion between Gatwick and the airline community are listed by date and forum. Also included is a list of the agreements and disagreements in Appendix F since April 2012.

Consultation and the Design for Six Sigma (DfSS) Process

In order to adhere to Annex G consultation between the airport and airlines must take place:

• prior to Tollgate 2 decision(Brief) and

• prior to Tollgate 3 decision (Options) and

• prior to Tollgate 4 decision (Construction Decision)

Summary business cases are provided as soon as possible in draft form and finalised at Tollgate 4 as a method of articulating both the business case and cost benefit analysis. Business case summaries in effect

Joint Steering GroupCommunica�ons

and FeedbackACC

ACC Consulta�ve structure e.g. ACC

airport chargesannual mee�ng. ACCmembers will also berepresented at joint

working groups.

AOCAOC Consulta�ve

Structure

AOC members will alsobe represented at joint

working groups

- 9,1&1-(0#H(3&0<2)*(1&1,5&*)",-&

2$3&"%<()&1,5J*)",-1&21&)(K,#)(3&Jo

int W

orki

ng G

roup

s

Joint Working Structure AOC/IATA Structure

CapitalConsulta�on

for Beyond Q5projects

Capital ProgrammeBoard plus Working groups, set up to fact find for specificissues & projects -scheduled

throughout the year

Charges Group

plus specifiedcharges sub-

group and other sub-groups as

required

Input throughmembership

groups,communicatons

& feedback

Recommendatons, escala�ons & feedback

Decisions, guidance,recommenda�ons & feedback


1 2 3 4 A B C D E F G H

29

provide a clear and concise summary including details of costs for each option, impact on user charges, constructability, future-proofing, operational efficiency and, where possible, future airline costs.

Over the course of Q5, Gatwick has been improving its capability and methodology for delivering projects in a complex environment of a space-constrained, ageing and regulated airport. The first phase of this improvement has been achieved with implementation of a suite of procedures and processes including the well-known Design for Six Sigma (DfSS) and Tollgate processes shown below:

engagement with ouR passengeRs and the wideR gatwiCk Community

The established formal structure for the collection of feedback and recommendations from Gatwick’s passengers and the wider Gatwick community can be seen next:

Established in 1956, GATCOM (Gatwick Airport Consultative Committee) is a statutory advisory body constituted by Gatwick in accordance with the Civil Aviation Act 1982 (as amended by the Airports Act 1986). It has 28 appointed representatives from a wide range of interests including local authorities, civil aviation, passenger, business and community and environmental groups. A Government representative is also present at the main Committee meetings, together with Gatwick’s Chief Executive Officer (CEO) and GAL senior management team.

PAG

GATCOM

Decisions, guidance,recommendations

& feedback

Decisions, guidance,recommendations

& feedback

GATCOMSteering Group


1 2 3 4 A B C D E F G H

30

GATCOM meets quarterly to consider any question in connection with the operation and development of Gatwick and its effect on local communities, passengers, airlines and other users of the airport. GATCOM has two Sub-Groups, the GATCOM Steering Group and the Passenger Advisory Group (PAG). The role of the Steering Group is to give preliminary consideration to new or detailed matters to be dealt with by the Consultative Committee and to identify the facts and major issues, and make recommendations thereon.

Dialogue with the airport community will continue as we shape our future and build Gatwick’s reputation as London’s airport of choice. Further information about GATCOM can be accessed at http://www.ukaccs.info/gatwick/

As well as the formal structure outlined above, more informal communications are commissioned through the company website and using posters and other media. Gatwick also use YouGov (international market research agency) to carry out in-depth passenger research both face to face and via online questionnaires.

list of agReed stRategiC Changes to the Cip

The strategic change control process is well established at Gatwick as the agreed mechanism to facilitate changes to the CIP. Any significant change to the CIP occurs at a strategic level worked through at the working groups and Capital Programme Board (CPB) for submission to the Joint Steering Group (JSG).

Tactical changes associated with the day-to-day project delivery continue to happen through the capital project change control process at project board and working group level.

Strategic change control applies to projects that are identified in the CIP by a GAL Number. The criterion for listing a project in the CIP and thus allocation of a GAL Number is that the total Future Spend (including current year) or Anticipated Final Cost (AFC) is greater than £5 million. Any other projects that do not appear in the CIP as a separate line are included in the identified ‘Programme’ lines.

Changes to the CIP are tracked and submitted to the CPB and JSG for approval at milestone decision points in the development process. The triggers for evoking change control are:

• Spend in the year +/- 10% (or greater than £500k)

• Anticipated Final Cost (AFC) +/- 10% (or greater than £500k)

• Start/Finish +/- 1 year

• New projects

• Deleted projects

The process for making changes to triggers, as laid out in the CAA’s decision paper on trigger definition [Gatwick Airport - CAA decision on the specification of capital expenditure triggers March 2009] is outlined later in this chapter.

Since April 2012 a number of changes to the Capital Investment Programme (including R2 drawdowns) have been submitted to the Joint Steering Group (JSG). These changes covering the period April 2012 up to 31 March 2013 are summarised below:


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31

CCRS LGW Ref No

GAL Project No Project Name Description of Change Date Approved at JSG

95a GAL184 ST & NT UKBA Arrivals Zones Creation of new project to support UKBA operations - Phase 1 13/06/2012

96 GAL 176 Facilities Asset Stewardship Fire Strategy - To address areas not complying with current Fire Safety regulations, following survey undertaken

11/04/2012

97 GAL 137 NT Baggage (NTB) Upgrade NT Baggage Hall access CCRS - Transfer of Scope and budget from NT Baggage Hall Access Project to NT Baggage project

13/06/2012

98 GAL 096 Main Runway Rehabilitation R2 Draw down for additional scope 13/06/2012

99 GAL124 Asset Stewardship R2 Draw down for additional scope - Pumping Station 18 09/05/2012

100 GAL 174 South Terminal Domestic Arrivals Confirmation of key elements of scope for Phase 1 09/05/2012

101 GAL 171 A380 on Stand Confirmation of budget and scope Project not yet supported by ACC

102 GAL 155 ST Security R2 Drawdown 13/06/2012

104 GAL173 Crew Reporting Confirmation of scope and budget at TG4 13/06/2012

105 GAL125 & 005 ST Baggage & Pier 1 R2 Draw down for additional scope 11/07/2012

106 GAL 179 AOB R2 Draw down for additional scope 08/08/2012

107 GAL 180 Q5 Minor Projects ( NT Baggage Voids) Confirmation of scope & AFC at TGA for NTB Voids 08/08/2012

108 GAL 125 & 005 ST Baggage & Pier 1 Confirmation of AFC at TG4 11/07/2012

109 GAL 175a NT IDL Project 2 Confirmation of AFC at TG3 11/07/2012

110 GAL 116 & 117 NT Extension Transfer of budget back into NTX 11/06/2012

111 GAL 183 Gatwick Stream Flood Attenuation Confirmation of AFC at TG3 17/07/2012

112 GAL 175b ST IDL at TG3 Confirmation of AFC at TG3 22/08/2012

113 GAL 111 P5 Reconfiguration - Scope changes R2 Draw down for additional scope In discussion

114 GAL 155 ST Security Scope & Budget Transfer Transfer Scope and Budget from ST Sec to ST Landside to align budget

05/09/2012

115 GAL 122 ST Landside Scope & Budget Transfer Transfer Scope and Budget from ST Sec to ST Landside to align budget

05/09/2012

118 GAL 184 ST & NT Border Force Arrivals Zones Phase 2 Not Supported by ACC

119 GAL 181 Beyond Q5 Capital Facilitation To carry out development works in NT & ST to inform the Gatwick Business plan for the period beyond Q5

Not Supported as capital funds by ACC

121 GAL 184 ST & NT Border Force Arrivals Zones Reduction in scope Not Supported by ACC

122 GAL 182 Q5+1 Minor Projects R2 Drawdown for additional scope - NT Foul Main revised alignment

10/10/2012

123 GAL 172 Airfield Peak Capacity Expansion ACDM55 - Phase 2 works 07/11/2012

124 GAL 175b ST IDL Phase 2 Confirmation of scope and budget at TG4 05/12/2012

125 GAL 185 Consolidated Security Gate R2 draw down to confirm brief at TG2 09/01/2013

126 GAL 005 & 125 Pier 1 & ST Baggage Transfer of scope and budget to NT voids project 09/01/2013

127 GAL 170 NT Voids Transfer of scope and budget from Pier 1 and ST Baggage project

09/01/2013

128 GAL 096 Main Runway Rehabilitation R2 Drawdown In discussion

129 GAL 182 Q5+1 Minor projects Check-in Bag drop trials 06/03/2013


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32

The full list of changes brought through the established CCRS (Change Control Request Sheet) change control process since April 2012 is provided in Appendix C – Changes to Investment Programme – Tracker (April 2012 – March 2013).

Risk management (R2 dRawdown pRoCess)

Improved processes and practices have been implemented at Gatwick regarding the management of risk at a portfolio level. These updated processes and practices demonstrate a clear view of remaining risk allowances and where it has been allocated, driving project performance to deliver within their budgets and holding CIP funds outside of the projects for unforeseen portfolio risks. The portfolio risk (R2) / contingency procedures that have been implemented:

• Recognise the requirements of Annex G.

• Remove exposure by projects to uncontrolled allocation/expenditure.

• Demonstrate improved reporting, managed within Project Controls.

• All portfolio risk (R2) / contingency drawdown greater than £250k is consulted prior to drawdown with the airlines. If a portfolio risk (R2) / contingency drawdown is less than £250k, but a previous drawdown has been made for a particular project then this is also consulted prior to draw down with the airlines.

The drawdown of risk from the portfolio fund uses the agreed change control process, as outlined previously in this chapter. The full list of R2 drawdowns that have been consulted with the airline community at Gatwick since the publication of the 2012 CIP has been provided above.

CCRS LGW Ref No

GAL Project No Project Name Description of Change Date Approved at JSG

130 GAL 175b ST IDL Phase 2 Tollgate 4 Revised TG4 AFC & R2 Return In progress

131 GAL 134 Pier 6 TG3 06/03/2013

132 GAL 183 Gatwick Stream Flood Attenuation Confirmation of AFC at TG4 06/03/2013

133 GAL 185 Consolidated Security gate Confirming Scope Budget/ AFC at TG3 09/04/2013

134 GAL 175a NT IDL Reconfiguration Project 2 Revisited TG3 06/03/2013

0135a GAL 155 ST Security R2 Drawdown - Final Accounting 06/03/2013

136 GAL 116 & 117 NT Extension Final Accounts - R2 Drawdown 06/03/2013

137 GAL 186 NT IDL Project (BQ5) BQ5 pull forward - R2 Draw-down Updated and Approved as CCRS LGW '0141

138 GAL 187 NT Security Project (BQ5) BQ5 pull forward - R2 Draw-down Updated and Approved as CCRS LGW '0142

139 GAL 174 ST Domestic Arrivals R2 Drawdown in progress

140 GAL 183 Flood Attenuation R2 Drawdown in progress

141 GAL 186 NT IDL Project (BQ5 pull forward) R2 Drawdown 09/04/2013

142 GAL 187 NT Security Project (BQ5 pull forward) R2 Drawdown 09/04/2013

143 GAL 188 ST Landside Ceilings Project (BQ5 pull forward) R2 Drawdown 09/04/2013

144 GAL 182 Minor Projects - Security Fixed Posts R2 Drawdown 09/04/2013

145 GAL 134 Pier 6 - Pier Service Viability and Modelling R2 Drawdown 09/04/2013


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tRiggeR pRojeCts

Capital investment triggers have been a feature at Gatwick since the beginning of the five-year price control period Q5 that commenced on 1 April 2008. In the broadest sense the trigger projects specify a reduction to the level of the revenues that the airport can expect in airport charges if certain milestones are not reached in respect of relevant capital projects by defined dates. The CAA considers capital investment triggers to be an important aspect of the financial incentives placed on Gatwick, to encourage timely and efficient delivery of the investment projects that airline users have discussed in constructive engagement and for which they are paying through airport charges.

The CAA published its final decision regarding trigger definition at Gatwick on 25 March 2009 [Gatwick Airport - CAA decision on the specification of capital expenditure triggers]. It establishes a baseline specification against which any proposed changes could be measured and assessed. It is worth noting that changes have been made to some of the trigger projects with agreement and airline support since then and are documented on the restricted website for Constructive Engagement. These changes have been made in accordance with the process set out by the CAA in their document ‘CAA decision on the specification of Capital Expenditure triggers - March 2009‘. There is also a process for testing whether the triggers have been met, this is laid out in the document ‘Proposed Change to trigger verification process for Gatwick Airport, CAA Decision – September 2011’. The CAA has emphasised that it expects the process of change control applied to triggers to enable an airport and its users to adapt to circumstances where priorities change.

Capital expenditure originally projected on one project may thus be diverted to extend the scope of, or bring forward, some other project. Although, whilst the CAA would be prepared to approve changes, which either added to, or reduced the amounts at risk, it did not anticipate that this would be likely and would normally seek to limit changes to the price control under these arrangements to triggers and would not seek to make other changes. Examples where capital expenditure has been re-allocated are as follows:

• Pier 7 project to Pier 2 and Pier 1

• Pier 7 to Pier 5 (Additional NT Pier Service)

summaRy of Q5 tRiggeR pRojeCts

All Q5 triggers have been completed apart from ST Baggage and Pier 7. The former project has been amalgamated with the Pier 1 project to deliver one single project comprising both the construction of a new South Terminal baggage factory (GAL 125) and Pier 1 (GAL 005). Likewise it was decided to halt the Pier 7 project and to instead refurbish Pier 2, reconfigure Pier 5 and build a new Pier 1, as outlined above. Airlines have been supportive of the above changes. The trigger date for delivery of benefits associated with the ST Baggage project was 31st January 2013. In light of the trigger documentation and Annex G, Gatwick paid the monthly ST Baggage factory trigger amounting to £0.53m.

tRiggeR pRojeCts in the Q5+1 extension yeaR

As part of the agreement to extend Q5 by one year, it was decided to trigger some major projects due to occur in the regulatory year 2013/14. The projects agreed by the airport and airlines at the May 2012 JSG to have triggers applied are detailed below:


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34

Completion date Trigger date Trigger Value (monthly)

Trigger Value (maximum)

Project Capital Cost at TG4

NT Pier 5 Phase 1 Jul-13 16-Sep-13 £264,000 £1,320,000 £72.9m

Crew Reporting May-13 31-Oct-13 £189,000 £1,320,000 £20.55m

Pier 1 demolition Sep-13 31-Dec-13 £147,000 £440,000 £184m (Phase 1 and 2 )

ST IDL Phase 2 Dec-13 31-Mar-14 Not Applicable £1,320,000 £21.7m

the end of Q Review by the Caa

The End of Q review is an audit by the CAA focusing on:

• Capital expenditure efficiency taking account of the context of the evolution of the CIP discussions and agreements at airline forums

• Whether the overall capital programme has been efficiently incurred

• Whether capital expenditures on five specific projects have been efficiently incurred and met the consultation requirements of Annex G

• Whether consultation with users on airport development and investment in relation to scope changes for the five projects met requirements

• Lessons learnt and recommendations for assessing capital efficiency and consultation that can be practicably implemented during the preparation and implementation of the capital investment plan for the period beyond Q5.

Projects selected by the CAA in consultation with the Airport and the ACC were:

• North Terminal extension (check-in and baggage reclaim)

• South Terminal baggage and Pier 1

• North Terminal baggage upgrade

• Main runway resurfacing

• Crew reporting

A summary of the findings from the CAA’s end of year review will be provided in the next CIP publication.

futuRe Capital plan Consultation

GAL’s revised Business Plan was submitted in January 2013, representing Gatwick’s second regulatory submission to the constructive engagement process. As mentioned in the 2012 CIP, the formal consultation process of Constructive Engagement (CE) for the period beyond Q5 officially commenced in April 2012, with the initial GAL business plan submitted to the airline community in April 2012, representing Gatwick’s initial submission to the constructive engagement process. Our initial business plan explained how our service proposition results in the capital expenditure proposals contained in the business plan, outlining how we will bridge the gap between our current capability and our future service proposition. A proposition that we firmly believe will give us a competitive advantage and help Gatwick achieve our ambition to ‘ become London’s airport of Choice’.

Between April and mid December 2012, weekly Constructive Engagement Working Group (CEWG) meetings were held to consult on GAL’s initial Business Plan. The outcome of the weekly CEWG meetings has informed GAL’s second regulatory Business Plan submission in January 2013 including the revised submission of capital expenditure as explained previously in Chapter 2.


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IntroductIon

This chapter contains both individual projects and programme descriptions, including cost breakdowns for all individual projects over £5 million (out- turn) within the 6 year period of Q5. The drivers for investment at project level, the cost breakdowns of the projects as well as the outputs that will be delivered, in terms of infrastructure and benefits to airlines and passengers are also outlined.

crItErIA For ProVISIon oF InForMAtIon

Criteria for provision of information are as follows:

• Project Descriptions for all projects or programmes over £5 million (out -turn) within the 6 year period of Q5 provided

• Cost breakdowns have only been provided for Projects that are ‘in delivery’ but not for ‘Programmes’ as the latter consist of various initiatives , such as GAL 096 - Airfield Programme including Main Runway and Northern Runway re-surfacing.

• No cost breakdowns are provided post Tollgate 5 following completion of construction, however a total cost is provided.

• The project description sheets of Projects shown as completed in the 2012 CIP have not been re-produced in the following pages.

The table on the next page outlines the contents of Chapter 4.

CHAPTER 4ProjEct dEScrIPtIonS


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36

GAL Number Project / Programme Name Q5 Cost Breakdown

Q5 +1 Project

Comment Page Number

GAL 063 Security Development Programme Y Programme 53

GAL 096 Airfield Programme including Runway Resurfacing Y Programme 51

GAL 111 North Terminal Additional Pier Service (Pier 5) Y Y Y 41

GAL 125 & GAL 005 South Terminal Baggage & Pier 1 Y Y Y 47

GAL 134 North Terminal Additional Pier Service (Pier 6) Y 44

GAL 137 North Terminal Baggage Upgrade Y 49

GAL 143 Clean, Working & Friendly Y Programme 55

GAL 157 North Terminal Security Y Y 39

GAL 159 & GAL 135 IT Transformation & IT Programme Y Programme 54

GAL 160 Surface Water including Pond D Y Programme 84

GAL 165 & GAL 166 Taxiway Papa & November Y Y 37

GAL 167 Railway Contribution Y Y 56

GAL 171 A380 on Stand Y Y Programme 57

GAL 172 Airfield Peak Capacity Expansion (ACDM 55) Y Y Programme 59

GAL 173 Crew Reporting Y Y 61

GAL 174 South Terminal Domestic Arrivals Y 63

GAL 175a North Terminal IDL Reconfiguration Y Y Y 65

GAL 175b South Terminal IDL Reconfiguration Y Y Y 67

GAL 176 Facilities Asset Stewardship Y Y Programme 69

GAL 177 Commercial Asset Stewardship Y Y Programme 71

GAL 178 Airfield Asset Stewardship Y Y Programme 73

GAL 179 Airfield Operations Building Y Y Y 75

GAL 180 Q5 Minor Projects Y Programme 77

GAL 181 Beyond Q5 (BQ5) Development Programme 79

GAL 182 Q5+1 Minor Projects Y Programme 81

GAL 183 Gatwick Stream Flood Attenuation Programme 82

GAL 184 ST & NT UK Border Force (UKBF) Arrival Zones Y 86

GAL 185 Consolidated Security Gate Y 89

ProjEct dEScrIPtIon ShEEt - SuMMAry oF InForMAtIon ProVIdEd


1 2 3 4 A B C D E F G H

37GAL 165 & 166 tAxIwAyS PAPA & noVEMbErCurrent status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7

TG0TG0 TG1 TG2 TG3 TG4 TG5 TG6 TG7

Initiate Scope Options Build OperateHand-over

Close-out

Require-ments

SCoPE:Full rehabilitation to re-life the pavement: • Resurfacing 100mm of existing bituminous surfacing & re-profile• Replacement of AGL luminaire, primary and secondary cabling and

transformers• Rectification of full Code E taxiway non-conformances to CAP 168

Requirements Taxiways Papa and November are main arteries for the airport and are critical to maintaining airside operations, contributing to the airport achieving its targets on runway capacity and pier service for both the North Terminal and South Terminal. Full rehabilitation of the northern sections of Papa and November to re-life the pavement condition for a further 15 years for the bituminous pavements is required, as well as pavement, drainage and AGL repairs to the southern sections.

Benefits Rehabilitating at this time will:• prevent future deterioration of the pavement sub-layers;• ensure maintenance of CAP168 compliance and the ability to operate

safely;• mitigate against high maintenance (planned and unplanned) costs;• mitigate against unplanned closures and associated delays;• mitigate against a reduction in capacity and service to the main and

northern runways and service to piers 1 (during northern runway ops) 2, 3, 4, and 5.

Project Start Date December 2011

Project End Date June 2012 (Operational – TG 5)

Total Capital Expenditure£ millions (est.)

Total £5.4m Q5 - £5.1m Q5+1 - £0.3m

As this project has passed through Tollgate 4 this value represents a cost amount attributable to a defined scope and programme that will, or has been delivered.

Likely impact on operating costs

The main runway rehabilitation business case summary, as submitted to the JSG , in July 2011 highlighted the likely impact on operating costs

Indicative impact on airport charges in Q5 and/or Beyond Q5

Additional airport charges per total Gatwick passenger beyond Q5 : £0.03

Impact on Gatwick’s competitive position

Rehabilitation of taxiways Papa and November assures on-going delivery of service for the airport’s primary asset, thereby enabling airlines to operate and provide consistent levels of service for passengers.


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38

Basis of decision (options) Required to maintain Gatwick’s aerodrome license with options to improve performance and optimise capacity. Option evaluation has thus far focused on the location and size of the future developments as part of the master plan and Constructive Engagement work.

Linked projects / interdependencies

• Main Runway Rehabilitation• A380 on Pier• Airfield Peak Capacity Expansion• Airfield Asset Stewardship

Asset lifecycle 15 years

Drawing/Image showing location

Current Stage Cost Breakdown

Total £ M % of Total Cost

Base Construction / Direct Costs

4.4 81

Project Design / on-Costs 0.6 11

Risks: Project Risk (R1) 0.4 8

overall Total 5.4 100


1 2 3 4 A B C D E F G H

39GAL 157 north tErMInAl SEcurIty Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:This project aims to provide additional Security lanes for use during peak periods to maintain or improve the passenger experience. Failure to deliver this enhancement will degrade customer service levels and increase queue times as passenger numbers increase at peak operational times.

Requirements Delivering of capacity of an additional 4 lanes within central search. It is assumed 17 lanes are delivered in Q5 with safeguarding for an eventual 24 lanes in the future.

Delivery of a professional, efficient and courteous experience for passengers

Benefits Supports Gatwick’s strategic priority to “deliver the best passenger experience “through the provision of infrastructure that provides resilience for our security product at peak times in the North Terminal. Supports Gatwick’s strategic priority to “help airlines grow” by providing facilities to support on time departure by delivering appropriate capacity requirements.

Project Start Date October 2010

Project End Date May 2012 (Operational – TG 5)


Total - £10.6m Q5 - £10.4m Q5+1 - £0.2m



Increases to utilities and rates.

Operating costs may see reductions.


It has been agreed that summary business cases will be provided at either Tollgate 4 (Construction Decision) or potentially at Tollgate 3 (Options Decision) for some projects as a method of articulating business case and cost benefit analysis [Joint Steering Group, 7th September, 2011]. This particular project was past Tollgate 4 prior to this agreement.


Fast, efficient and effective security search processes enhance Gatwick’s ability to compete through provision of efficient passenger process facilitating the airlines’ ability to depart on time.


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40

Basis of decision (options) The option evaluation focused on the development in the context of Gatwick’s master plan and included non-build options. The conclusion recommended a consolidated area with sufficient flexibility to safeguard for future expansion.


• North Terminal Extension• North Terminal Baggage• North Terminal Forecourt• North Terminal Interchange

Asset lifecycle Taxiways Papa and November are main arteries for the airport and are critical to maintaining airside operations, contributing to the airport achieving its targets on runway capacity and pier service for both the North Terminal and South Terminal. Full rehabilitation of the northern sections of Papa and November to re-life the pavement condition for a further 15 years for the bituminous pavements is required, as well as pavement, drainage and AGL repairs to the southern sections.

Benefits 20 years





7.6 72





1 2 3 4 A B C D E F G H

41GAL 111 north tErMInAl AddItIonAl PIEr SErVIcE (PIEr 5)Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:The Pier 5 project has the overall business objective of delivering improved Pier Service Levels to meet future growth in passenger numbers in the North Terminal and support the overall Pier Service Level target of 95%. This will be achieved by reconfiguring the stands, providing independent access to each aircraft parking position, dedicated gate rooms for each stand and removing passenger cross flows within the pier. Additional objectives include ensuring efficient operations, improving passenger experience and improving the quality of service.

Requirements • Modernisation of outdated facility to improve passenger experience• Reconfiguration of stands to accommodate Full Code C• Removal of passenger cross flows within the Pier to allow simultaneous

gate and stand operations

Benefits • 0.8 million additional passengers rising to 1.1 million by 2024 will be Pier served (equivalent to 4% of North Terminal passengers rising to 5% by 2024)

• A greater number of people will walk less distance to gate, and spend more time in the IDL

• Improved PRM facilities• Reduced dwell time at gate• Flexible stands accommodate different aircraft types with independent

and simultaneous embarkation/disembarkation on MARs stands• Additional nodes allow simultaneous operations• Provision of facilities for additional 3 x Full Code C and 1 x Code D/E• Greater flexibility to respond to schedule change, positively impacting

On Time Performance and Punctuality• Removal of current stand planning constraints• More efficient utilisation of space for servicing of aircraft• Removal of passenger cross-flows and associated operations

inefficiency• Current segregation of arrivals and departures relies on adherence to

operating procedures. Vertical segregation will mitigate risk of security breaches

Project Start Date January 2011

Project End Date May 2014


1 2 3 4 A B C D E F G H

42


Q5 - £35.6m Q5+1 - £38.7 m



Reduction in airline coaching costs of £1.00 per passenger (estimated benefit of £820k in 2015/16)

Increased IDL dwell time of up to 5 mins per incremental pier served passenger (an estimated benefit of £170K in 2015/16)


Beyond Q5 Over Pier 5 Life (20 yrs)

Additional airport charges per total Gatwick passenger

£0.26 £0.18

Airline Cost per incremental Pier 5 served passenger

£10.6 £6.2

Basis of decision (options) Do nothing – implications of the do-nothing scenario include:• Pier Service Level in the North Terminal will reduce from 96% (2012) to

92% in 2018.• Remote stand coaching requirements will increase• 17 Construction options identified


• North Terminal Interchange• North Terminal Extension• North Terminal Multi-storey Car Park• North Terminal Early Bag Store Expansion• North Terminal Security• North Terminal IDL Capacity Expansion• North Terminal Landside Arrivals/Onward Travel• Check-in Hall Reconfiguration• North Terminal Pier Service




1 2 3 4 A B C D E F G H

43




55.7 75





1 2 3 4 A B C D E F G H

44GAL 134 north tErMInAl AddItIonAl PIEr SErVIcE (PIEr 6) Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:To deliver the required Pier Service Levels to meet the future growth in passenger numbers and fleet mix in the North Terminal. This will ensure efficient operations and an improved passenger experience. The purpose of the project is to continue to maintain Pier Service Levels above 95%, and to safeguard operations and Pier Service Levels for future forecastst.

Requirements • To meet 95% Pier Service Levels in line with forecasts• To meet future fleet mix requirements including the provision for

Code F• Acceptable travelling time to gate and passenger journey quality • New air bridges and MARS capable stands with independent aircraft

parking positions serving short and long haul aircraft

Benefits • Maintain Pier Service Levels above 95% as passenger numbers increase• Provision of A380/Code F and increased long haul capability• Provision of IATA Level of Service C gate lounges• Improved PRM facilities• Greater flexibility to respond to schedule change, and improve On

Time Performance• More efficient utilisation of space for aircraft servicing• Independent embarkation/disembarkation on MARS stands

Project Start Date April 2008

Project End Date To Be Confirmed - Dependant on chosen option


£184.2m Q5 - £8.7m Q5+1 - £2.8m BQ5 - £175.5m


Revenue Impact• Incremental revenues of £1m per annum due to new CIP provision

from 2019/20 onwards• Potential additional income upside from additional WDF and catering

provisions: to be quantified at TG4On-going Opex• £600k per annum increase in rates• £400k per annum increase in utilities for heating and lighting• £50k per annum increase in cleaning costsOne-Off Costs• No one-off costs assumed at this stage.


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45


BQ5 Over Asset Life (40 yrs)

Increase in airport charges per passenger

£0.236 £0.239


Provision of long term Code F capability to allow Gatwick to compete with other UK and European airports, in line with future forecast fleet mix and long haul growth, further supporting our ambition to become London’s airport of choice.

Basis of decision (options) A detailed options assessment process has been undertaken, driven by the use of the Quality Function Deployment (QFD) process to select the site, and option within that site. The Level 1 QFD to select the site included the following options: • Cargo Pier (Pier 7) • Tower Stands Shuttle Pier (Single Mode) • Tower Stands Shuttle Pier (Mixed Mode) • Pier 6 Southern Extension • Pier 6 Deepening • Pier 6 Deepening & Tower Stands Shuttle Pier (Single Mode) • Pier 6 Deepening & Tower Stands Shuttle Pier (Mixed Mode) • Pier 6 South Ext & Tower Stands Shuttle Pier (Single Mode) • Pier 5 Extension (Fuel Farm)

The preferred site after this analysis was Pier 6 Southern Extension across the base QFD and all sensitivity tests.

The Level 2 QFD analysed the potential options within the site boundary and considered 5 options (A to E) against 31 stakeholder identified criteria and scoring parameters. The working session to agree the results of the options assessment unanimously agreed that Option E was to be taken forward. This is reflected in the scope section of this Business Case.


• North Terminal Interchange• North Terminal Extension• North Terminal Multi-storey Car Park• North Terminal Early Bag Store Expansion• North Terminal Security• North Terminal Pier Service (Pier 5) • North Terminal IDL Capacity Expansion• North Terminal Landside Arrivals/Onward Travel• Check-in Hall Reconfiguration• North Terminal Pier Service



1 2 3 4 A B C D E F G H

46



1 2 3 4 A B C D E F G H

47GAL 125 & GAL 005 South tErMInAl bAggAgE & PIEr 1Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:Construction of a new South Terminal Baggage Factory and Pier 1, including delivery of an automated baggage storage facility.

Requirements • New South Terminal Baggage Factory with up to 100 make up positions and facilities for out of gauge and transfer baggage make up.

• New automated departures baggage store for up to 2600 bags.• New Pier 1 with 5 gates and stands.

Benefits • Increase in hourly throughput from 3800 to 4250 bags per hour• 5 fast turn stands with push-back conflicts eliminated – will increase

OTP, reducing delays to push backs due to the new design of the Apron/stands.

• New 2600 bag early bag store enabling early check in.• Support for reduction in check-in transaction times• Support for reduction in resource requirements at check-in and in

baggage make-up areas• Consistent, reliable baggage system performance:• Reduction in short shipped bags due to system failure• Operationally the solution will enable GAL to route around ‘outages’

which will improve the ‘upstairs’ experience and reduce the need to utilise cages.

• Improved passenger perception of pier, gate and stand facilities• All departing South Terminal passengers and some arriving Pier 1

passengers will benefit.• Support for reduction in aircraft turnaround times


Project End Date May 2015


Total £178.9m Q5 - £63.3m Q5+1 - £27m BQ5- £88.6m



Operating costs will increase slightly due to increases in utilities and maintenance associated with the baggage store. Operating costs for airlines are expected to decrease due to potential for more efficient resourcing at check-in and baggage make up positions.


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48


Additional airport charges per passenger in Beyond Q5 amounts to £0.44


Provision of new baggage system required to enable Gatwick to compete with other European airports’ check-in and pier products.

Basis of decision (options) Option evaluation has reviewed: • Option 1: HBS replacement only – does not meet capacity/service

requirements • Option 2: Replacement of HBS in Q5 and partial construction of

baggage factory in Q5 with the remaining construction beyond Q5.• Option 3 (Preferred Option) Delivery of entire Baggage and Pier 1

project spanning Q5 and beyond.


• South Terminal IDL Reconfiguration• Crew reporting improvement• Domestic Arrivals• Airfield projects






110.9 62





1 2 3 4 A B C D E F G H

49GAL 137 north tErMInAl bAggAgE (ntb) Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:The North Terminal Baggage Upgrade specifically supports the North Terminal extension, providing infrastructure in line with future passenger and fleet mix growth forecasts.

Requirements • Any input/output.• Direct bag processing • Integrated transfer operation• Intra-terminal transfer time within 15 minutes• Baggage storage

Benefits • Safe traffic segregation in bag halls• Manual Handling - compliance to latest HSE requirement.• Security – compliance to latest DfT requirements for baggage halls • Full bag tracking through the system


Project End Date December 2012 (Operational – TG5)


Total : £46.4m Q5 - £45.2m Q5+1 - £1.2m



Increases to utilities, operating costs and rates.


It has been agreed that summary business cases will be provided at either Tollgate 4 (Construction Decision) or potentially at Tollgate 3 (Options Decision) for some projects as a method of articulating business case and cost benefit analysis [Joint Steering Group, 7th September, 2011]. This particular project was past Tollgate 4 prior to this agreement.


To support the capacity increases in the North Terminal, in line with future growth forecasts, and providing a flexible efficient baggage system to support out airlines and passengers.

Basis of decision (options) Option evaluation focused on the location and size of the development as part of the master plan and Constructive Engagement work and the delivery of associated benefits to all airport users. The image shown is for illustrative purposes only. Option evaluation reviewed all potential build and non-build options.


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50


North Terminal Extension




1 2 3 4 A B C D E F G H

51GAL 096 AIrFIEld ProgrAMME IncludIng runwAy rESurFAcIngCurrent status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:Programme of airfield works incorporating a project to resurface the northern and main runways as well as other airfield works.

Requirements Requirements of the main runway rehabilitation are as follows:The rehabilitation of block pavements and replacement of airfield ground lighting to assure compliance with CAP 683 and CAP 168• Potential provision of additional Rapid Exit Taxiways• Targeted operational cost reductions • Targeted reduction in CO2 emissions

Benefits Protecting and enhancing Gatwick’s reputation and helping our airlines grow through rehabilitation of the airport’s primary asset, meeting the requirements of the forecast fleet mix with potential opportunity to enhance value and efficiency.

Project Start Date November 2011

Project End Date November 2012 (Operational – TG5)


Total £66.3m Q5 - £66.0m Q5+1 - £0.3m



The main runway rehabilitation business case summary, as submitted to the JSG, includes additional information and highlights the likely impact on operating costs.


Additional airport charges per total Gatwick passenger in Beyond Q5 £(0.18)


Rehabilitation of the main runway ensures on-going delivery of service for the airport’s primary asset, thereby enabling airlines to operate and provide consistent levels of service for passengers.

Basis of decision (options) Required to maintain Gatwick’s aerodrome license with options to improve performance and optimise capacity. Option evaluation has thus far focused on the location and size of the future developments as part of the master plan and Constructive Engagement work.


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52


• Taxiways Papa & November• A380 on Pier• Airfield Peak Capacity Expansion• Airfield Asset Stewardship




1 2 3 4 A B C D E F G H

53GAL 063SEcurIty dEVEloPMEnt ProgrAMMECurrent status within Gatwick project process

Various projects at various stages

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:Portfolio of projects designed to broaden the airport security footprint to constantly reduce vulnerability at tour airport campus.

Requirements Provision of a safe environment for travellers and other stakeholders by mitigating security risks. The types of protection provided by this programme provides and enhances can be physical, technological and process improvements.

Benefits Security Development Programme ensuring the provision of a safe environment for travellers and other stakeholders by mitigating security risks.


Project End Date March 2013


Total £5.5m Q5 - £5.5m



It is unlikely there will be an impact on handling agent and airline costs. Airport impacts are expected to be minimal.


Not provided as this is a programme of works with various individual elements that attract different opex, revenue and asset life assumptions.


This programme will ensure that Gatwick can ‘Protect and enhance our reputation’ through ensuring operational availability of its assets, and no H&S risk to our passengers.

Basis of decision (options) Portfolio of projects at various development stages.


Portfolio of projects that are linked with many other projects in the CIP by the location within which they are executed

Asset lifecycle Various projects with varying asset lifecycles


1 2 3 4 A B C D E F G H

54GAL 159 & GAL 135 It trAnSForMAtIon & It ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:Continued transformation, and replacement of Gatwick’s operational systems, infrastructure and processes

Requirements A range of initiatives designed to separate and transform Gatwick’s systems, infrastructure and processes, maximising airport efficiencies, undertaken in priority order.

Benefits The primary strategic driver of the IT Programme is to ‘Deliver the best passenger experience “by improving our operational systems and thereby facilitating operational efficiencies.




Total £46.6m Q5 - £46.5m Q5+1 - £0.1m


This programme seeks to facilitate operational efficiencies and thereby improve the passenger journey.


Not provided as this is a programme of works with various individual elements that attract different opex, revenue and asset life assumptions


Gatwick needs to take advantage of technological advances in order to ensure it can provide the best passenger experience and thereby compete with other airports.



Various linked projects with interdependencies across the airport campus



1 2 3 4 A B C D E F G H

55GAL 143 clEAn, workIng And FrIEndly ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:The Clean, Working and Friendly programme demonstrates Gatwick’s on-going commitment to invest in passenger-facing infrastructure such as flooring and seating, in order to fix the basics

Requirements A range of investments in passenger facing and core operational infrastructure in North and South Terminals, undertaken under prioritisation and in conjunction with other developments at Gatwick

Benefits The Clean, Working and Friendly programme demonstrates Gatwick’s on-going commitment to invest in passenger-facing infrastructure such as flooring and seating, in order to fix the basics.




Total £13.6m Q5 - £13.6m


Airport impacts are expected to be minimal.




The Clean, Working and friendly programme ensures that Gatwick can ‘Protect and enhance our reputation’.



Portfolio of projects that are linked with many other projects in the CIP by the location within which they are executed.



1 2 3 4 A B C D E F G H

56GAL 167 rAIlwAy contrIbutIon

SCoPE:Make a contribution towards the upgrade of the Gatwick Railway station, to enhance passenger experience and flow and to make a more economical sustainable future for Gatwick.

Requirements • Improvements to the main station concourse to update and its appearance.

• An additional seventh platform capable of handling trains of up to 12 carriages, with Vertical Circulation Core from a new walkway.

• Improvements to access and egress to and from platform 5 & 6.• Renewal of existing signalling system in the Gatwick area.

Benefits • Additional capacity at Gatwick stations.• Improve passenger experience at Gatwick Station.• Support Section 106 agreement.• Improved access to platforms.• Supports retention for Gatwick Express

Project Start Date January 2011

Project End Date December 2013


Total £7.7m Q5 - £1.8m Q5+1 - £5.9m


None anticipated.


Additional airport charges per passenger (in 2013 constant prices)

Beyond Q5 £(0.019)


Providing an improved Gatwick Station will increase Gatwick’s competitiveness with other airports who have modern rail facilities.

Basis of decision (options) A formal agreement has been drawn up and executed between Network Rail and Gatwick Airport Limited, it is now a legal requirement to make the contribution provided Network Rail meet their obligations under the Deed of Contribution.


• South Terminal Forecourt• South Terminal Landside

Asset lifecycle Contribution to Network Rail Asset.



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57GAL 171 A380 on StAnd Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:Deliver a single Code F pier-serviced stand to the west end of Pier 6. In line with Gatwick’s growth aspirations and projected passenger and aircraft fleet mix.

Requirements • To accommodate future fleet mix.• It is currently proposed to create a Code F stand and associated

facilities on Pier 6, by converting push and hold stand 125 and stand 110. The node and air-bridge on stand 110 will be demolished and a new node and air-bridge created to service the new stand.

Benefits • Earliest possible provision of A380 capable infrastructure• Delivery of infrastructure to support future passenger and fleet mix

forecasts• Value solution providing good passenger proposition• No loss of code C stands• Provision of products meeting a wider mix of passenger types• Flexible infrastructure accommodates various aircraft types

Project Start Date August 2011

Project End Date February 2013


Total £5.9m Q5 - £5.6m Q5+1 - £0.4m



Minimal impact expected on resourcing for A380 operations.

Indicative airline impact £ in 2013 constant prices (assumes unconstrained traffic growth)

Beyond Q5 Over Asset Life (6 yrs)

Reduction in airport charges per passenger

£0.01 £0.01

Tollgate 4 business case submitted to CPB on 23 May, 2012.

This project is currently not supported by the airlines (Joint Steering Group, 11th January , 2012)


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58


Gatwick’s growth aspirations, projected passengers and aircraft fleet mix projections together with its ability compete with other airports would be compromised without the delivery of one Code F pier served product facility.

Basis of decision (options) Further investigation into the various options for providing a facility for the A380 is underway to ensure the best value solution is developed.


• North Terminal Additional Pier Service (option dependant)• Runway & Taxiway projects






4.7 80


Risks: Project Risk 0.6 10



1 2 3 4 A B C D E F G H

59GAL 172 AIrFIEld PEAk cAPAcIty ExPAnSIon (AcdM55)Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:Aircraft movement processes, turn around (Ramp) processes and upgrade/New NATS, Gatwick, Airline, Ground-handlers systems

Requirements • Adherence to schedule, optimized aircraft movement and increase punctuality

• Stand Designation 2 hours prior to planned departure time• Accurate Estimated In Block Time (EIBT)• Target start up time (TSAT), optimized sequencing to maximize runway

throughput• Stand ready / Safedock on arrival and accurate Target Off Block Time

(TOBT)• Ready to move at TSAT• Reduced variance to enable reducing mean for ADA and ADDA

spacing• Full compliance Eurocontrol CDM requirements and maximize ATM

flow rate +55• Airline and Ground handler cost minimize

Benefits • Increase peak hours throughput runway capacity to 55 on a consistent basis

• Improve on time performance during busy period to maintain greater than 85%

• Maintain delays below average 10 minutes on arrivals and departures• Reduced holding at runway departure queue and more efficient taxiing• Reduce ground handler and service providers’ costs• Reduced Turnaround time variance• Ability to prioritize late inbound or outbound flights to help get back

on schedule• Increase utilization of constrained assets to create incremental capacity• Improved operational efficiency through improved analysis and

reporting tools• Improved analysis to support slot declaration process using more

robust models

Project Start Date February 2012

Project End Date January 2014


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60


Total £6.0m Q5 - £2.9m Q5+1 - £3.1m


Reduced airline fuel cost and costs associated with delays. Reduce ground handler cost through more predictable planning and minimization of people/asset movement.




Increase in airfield movements at critical peak times, generating further business and improving Gatwick’s capability to cope with projected rises in service levels.



• Alpha Box• Stands Replacement• Taxiway Rehabilitation

Asset lifecycle 10 Years


1 2 3 4 A B C D E F G H

61GAL 173 crEw rEPortIng Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:South Terminal and North Terminal crew reporting solution, as well as a UKBF operations solution for the South Terminal.

Requirements • South Terminal and North Terminal crew report facilities• Relocation of United Kingdom Border Force (UKBF) Custody Suite and

operations functions from Concorde House to Ashdown House• Relocation of ST crew reporting from Concorde House to Atlantic

House• Optimised layout for Jubilee House requirements

Benefits • Enhances crew report processes• Improves on-time departure performance• Enhances security capability and provides compliant and effective

UKBF operational facility• Additional ST landside coach drop lane • Elimination of vehicle / pedestrian conflict at airside coach pick up

Project Start Date August 2011

Project End Date July 2013 (Operational – TG5)


Total £20.6m Q5 - £10.9m Q5+1 - £9.7m



Increase in operating costs for airport and airlines due to provision of compliant hold baggage screening for crew baggage and additional security screening facility. The crew reporting business case summary, as submitted to JSG in June 2012, highlighted the impact on operating costs.



Increases in airport charges per passenger

£0.068 £0.040


1 2 3 4 A B C D E F G H

62


Efficient and effective crew reporting supports on time performance for airlines and enhances Gatwick’s reputation. Provision of safe and secure detention facilities for UKBF protects Gatwick’s reputation.

Basis of decision (options) Provision of a crew reporting, hold baggage, coach and vehicle solution in an alternative location


South Terminal Baggage and Pier 1, ST Domestic Arrivals, GAL Commercial Portfolio works and plans






16.2 79





1 2 3 4 A B C D E F G H

63GAL 174 South tErMInAl doMEStIc ArrIVAlSCurrent status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:Reconfiguration of the South Terminal Arrivals area to enhance the Arrivals experience, facilitating seamless process whilst maximising commercial

Requirements • Relocate selected retail outlets• Reconfigure onward travel

Benefits • Reconfiguration of the South Terminal Arrivals area to create an enhanced passenger experience.

• Improved ground transportation, hotel, and baggage services.• Reduced coaching costs.• Improved stand operations.• Consolidate arrivals


Project End Date March 2015 (Operational – TG5)


Total £11.2m Q5 - £6.1m Q5+1 - £5.1m


Operating costs will increase marginally whilst income will be increased.



Increase in airport charges per passenger

£0.024 £0.014


Reconfiguration required to ensure no degradation to passenger service levels, which could mean that passengers would choose to fly from other airports.

Basis of decision (options) • Option evaluation: o Do nothing – implications of the do-nothing scenario include:

n No improvement in passenger experience – remain at status quo. n Limited retail income opportunities n Limited improvement in participation of onward travel

o Reconfigure existing o Reconfigure existing and install new retail units.


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Linked projects / Interdependencies

• South Terminal Baggage and Pier 1• South Terminal Landside Arrivals/Onward Travel• Check in hall reconfigurations• PRM & DDA Infrastructure• South Terminal IDL Reconfiguration• Railway • Crew Reporting



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65GAL 175A north tErMInAl Idl rEconFIgurAtIon Current status within Gatwick project process

DFSS

Stage1DFSS

Stage2DFSS

Stage3DFSS

Stage4DFSS

Stage5DFSS

Stage6DFSS

Stage7



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Require-ments

SCoPE:To reconfigure the North Terminal departures lounge in order to enhance the passenger experience and support commercial returns.

Requirements • The enhancement of the passenger experience through the reconfiguration of the existing lounge.

• Provision of additional Food and Beverage• Provision of additional department store by re-use of underutilised

space.• This project will provide resilience to GAL’s Business As Usual.• To remedy the impact of prioritisation of security development on NT

retail income.

Benefits • Improved passenger experience• Retention of existing retail revenue, and expansion through new

brands.• Smoking area.• Increased catering on offer (4,000 square feet).

Project Start Date October 2011

Project End Date November 2012


Total £6.5m Q5: £5.6m Q5+1 : £0.9m

As Project 1 of the NT has passed through Tollgate 4 this value represents a cost amount attributable to a defined scope and programme that will, or has been delivered.


It is anticipated that there will be a small increase in operating costs associated with this reconfiguration due to additional terminal gross floor area being created. It is anticipated that there will be an uplift in retail income.



Reduction in airport chargesper passenger – Project 1

£0.010 £0.010

Reduction in airport chargesper passenger – Project 2

£0.019 £0.020

Project 2 Project 1


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66


Enhances Gatwick’s reputation for Departures Lounge product.

Basis of decision (options) Options: 1) Do all ; 2) Partial / Phased implementation; 3) Do nothing.


North Terminal Security





5.2 80





1 2 3 4 A B C D E F G H

67GAL 175B South tErMInAl Idl rEconFIgurAtIon Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:To maximise the retail space available and to provide appropriate facilities to improve passenger experience and maximise revenue. New retail space in previous World Duty Free (WDF) space.

Requirements • Current retail space in South is 1/3 less per passenger than North.• Prioritisation of security development impacts South Terminal IDL retail

income.• Offers and adjacencies in South inconsistent with segmentation.• Re-configuration of lower level WDF to accommodate additional retail

facilities.• Remedy ‘dated’ look and feel of IDL..

Benefits • Improved passenger experience• Increased income driven by a reconfigured layout.• Maximises passenger exposure to offers that are designed with

Gatwick passengers in mind.• Increased Retail footprint without compromise to passenger service

(i.e. seating)• Improve circulation space

Project Start Date March 2012

Project End Date December 2013


Total £21.7m Q5 - £5.9m Q5+1 - £15.8m



No on-going change to operating costs: no change anticipated to existing operations, including PRM. One-off costs: Amortisation.


BQ5 Over Asset Life

Reduction in airport charges per passenger:

-£0.07 -£0.07


Enhances Gatwick’s reputation for Departures Lounge product and thus enables the differentiation with other South East and other European airports.


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68

Basis of decision (options) Option evaluation will focus on the location and size of the development as part of the master plan and Constructive Engagement work and the delivery of associated benefits to all airport users. Option evaluation will review all potential build and non-build options.


• South Terminal Security• South Terminal Baggage & Pier 1






16.1 74





1 2 3 4 A B C D E F G H

69GAL 176 FAcIlItIES ASSEt StEwArdShIP ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:A continuing programme of asset replacements / refurbishments across the whole asset base to support Gatwick’s service levels.

Requirements • A range of investment in passenger facing and core operational infrastructure undertaken in priority order and in conjunction with other developments at Gatwick to ensure that maximum benefit is gained without duplication of efforts.

• Passenger service assets must be maintained to meet regulatory and service standards.

• Identified safety and environment risks must be mitigated.

Benefits • Provide fit for purpose facilities which enable consistent delivery of core services, such as the functionality of passenger facing equipment and infrastructure. This will enable Gatwick to meet service expectations, maintain a safe and reliable operation while improving business resilience.

• Less frequent disruptions• Maintain ability of equipment performance• Compliance with Publicly Available Specification (PAS) 55.• Protect & maintain Service Quality Rebate measures across the airport

estate.




Total £21.8m Q5 - £8.0m Q5+ 1 - £13.8m


It is unlikely that there will be a significant impact on handling agent and airline costs. Airport impacts are expected to be minimal. Where CAPEX is spent in upgrading, improving or replacing existing infrastructure Gatwick may realise OPEX savings.




Gatwick’s ability to compete would be compromised without the delivery of a comprehensive Facility Asset Stewardship Programme. The Facility Asset Stewardship Programme will ensure that Gatwick can ‘Protect and enhance our reputation’ through ensuring availability of critical assets.


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Basis of decision (options) Portfolio of projects at various development stages. Option evaluation has thus far focused on the location and size of the future developments as part of the master plan and Constructive Engagement work.


Various

Asset lifecycle Various



1 2 3 4 A B C D E F G H

71GAL 177 coMMErcIAl ASSEt StEwArdShIP ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



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Require-ments

SCoPE:A continuing programme to sustain airport facilities core to Gatwick’s commercial operation.

Requirements • A range of investments to enable the continuing provision of commercial space within the airport campus.

• The product areas that benefit from the Commercial Asset Stewardship Programme are retail space, CIP space, office space and industrial space.

• Replacement of Commercial, Property, and Staff Assets as prioritised by condition surveys and compliance requirements.

Benefits • Protect the current and future commercial income from revenue generating assets across the estate.

• Maintain commercially acceptable building standards across GAL’s portfolio, thus protecting commercial propositions to the airlines, passengers and GAL customers including staff and statutory bodies.

• Environment, Health and Safety compliance.• Operational reliability.• Avoidance of excessive maintenance costs.• Provide fit for purpose facilities that provide high quality commercial

and property products in order to attract future Airline growth at Gatwick.




Total £4.5m Q5 - £0.1m Q5+1 - £4.4m


Indicative reduced OPEX costs of £0.2m per annum (indicative).




Gatwick needs to be able to compete with other airports and local market offers, by ensuring the provision of high quality commercial and property products in order to maintain airline operations, and to give passengers more choice.


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Basis of decision (options) Portfolio of projects at pre-tollgate zero stage. Option evaluation has thus far focused on the location and size of the future developments as part of the master plan and Constructive Engagement work.


Various




1 2 3 4 A B C D E F G H

73GAL 178 AIrFIEld ASSEt StEwArdShIP ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:A continuing programme of asset replacement / refurbishment across the airfield.

Requirements • A range of investments in the airfield infrastructure, undertaken in priority order and in conjunction with other developments at Gatwick.

• The airfield emergency vehicle fleet must meet compliance and response requirements.

• Electrical systems must be maintained to ensure compliance, and to meet requirements of a high utilization runway.

Benefits • The primary strategic drivers of the Airfield Asset Stewardship Programme are to “Deliver the best passenger experience” and “Maintain a strong Environment, Health and Safety culture”.

• The Airfield Asset Stewardship Programme is to enable delivery of a reliable service from Gatwick’s airfield.

• Provide a fit for purpose facility that enables consistent airport operations.

• Aerodrome and Environment, Health and Safety Compliance.• Avoidance of increased basic maintenance costs.




Total £11.8m Q5 - £5.3m Q5+1 - £6.4m


It is unlikely that there will be a significant impact on handling agent and airline costs.

Where CAPEX is upgrading, improving or replacing existing infrastructure Gatwick may realise OPEX savings.




The Airfield Programme will ensure that Gatwick can ‘Protect and enhance our reputation’ through ensuring availability of the airfield.


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Basis of decision (options) Portfolio of projects at various development stages. Option evaluation has thus far focused on the location and size of the future developments as part of the master plan and Constructive Engagement work. Numerous projects and initiatives, therefore no early stage cost breakdown included.


All other Airfield projects including: Pier 5, North Terminal Additional Pier Service, Papa November, Snow Vehicles, ST Baggage & Pier 1, Main Runway Rehabilitation, A380 on Pier and Airfield Peak Capacity Expansion




1 2 3 4 A B C D E F G H

75GAL 179 AIrFIEld oPErAtIonS buIldIng Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:Create a new Airfield Operations building for Gatwick to facilitate any future development of the area south of Pier 6.

Requirements The current ‘base’ facility housing the Airfield Operations team (located between the 130s and 140s stands) has been identified as the location for the provision of future pier served stands. The project presents the opportunity to improve the airfield operations facilities and resolve the issues which exist with the current building which is now 25 years old and no longer fit for purpose.

Benefits • Help our airlines grow by providing the flexibility required to change key stands to meet future needs in terms of fleet mix and aircraft type. Vacates the only feasible area left to grow pier served stand capability

• Upgrades all critical operational facilities (built in the 1980s) including telecoms and welfare.

• Increase value and efficiency by improving the efficiency of the airside operations team

• Provides a new modern, energy efficient facility which will reduce operational costs and creates a facility in a central location with better airfield sightlines.

• Protect and enhance our reputation by removing the single point of failure which currently exists for Idaho on airport

• Improves coordination between Airfield Operations, AGL and AFS teams and allowing more efficient processes. Improves response times to critical areas of the runway.

Project Start Date June 2012

Project End Date November 2013


Total £7.5m Q5 - £2.1 m Q5+1 - £5.3m


Operating costs are assumed to be neutral: any expected increase in rates to be offset by increased energy efficiencies



Increase in airport charges per passenger:

£0.018 £0.010


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The project will give Gatwick a fit for purpose facility positioned in a prime airfield position adjacent to the runway. Gatwick will be investing in one of its key operational facilities.

Basis of decision (options) 1. Do nothing – implications of the do-nothing scenario include: n Increased pressure on existing facility and inadequate working

conditions for key operational staff n Impact on programme of future pier works n Requirement to spend circa £4m to refurbish the existing facility

2. The minimal scope is assumed to be the refurbishment of the existing facility which is 25 yrs old


This project is part of the overall programme to increase capacity and flexibility of the airfield and has links to the following projects :• Pier 6 southern extension• Foul main• Snow base



Location of the Airfield Operations Building on Stand 169:




4.6 62





1 2 3 4 A B C D E F G H

77GAL 180 Q5 MInor ProjEctS ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:The Minor Projects programme is a range of investment, typically projects of a value less than £250k and of a tactical nature, undertaken in priority.

Requirements The Minor Projects programme is a range of investments which supplements the asset replacement programme, typically projects of a value less than £250k and of a tactical nature, undertaken in priority order. The typical make-up of project is:• 35-40% each year have Environmental Health and Safety, issues as the

main driver with around 10-15% of these are unplanned, arising from recommendations following incidents, risk assessments & audits.

• 35-40% of projects each year have ‘Deliver the best passenger experience’ Infrastructure as main driver.

• 15-20% of projects each year are related to investment in tenanted accommodation to protect existing income

• 5-10% of projects each year are related to investment in retail accommodation to protect existing income.

Benefits The primary strategic drivers of the Minor Projects programme are to ‘Deliver the best passenger experience’ and “ Maintain a strong EH&S culture”.




Total £9.3m Q5 - £8.8m Q5+1 - £0.5m


Airport impacts are expected to be minimal.




The Minor Projects programme will ensure that Gatwick can ‘Protect and enhance our reputation’ through ensuring operational availability of its assets, and no H&S risk to our passengers.



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Portfolio of minor projects that are linked with many other projects in the CIP by the location within which they are executed.

Asset lifecycle Various minor projects with varying asset lifecycles


1 2 3 4 A B C D E F G H

79GAL 181 bEyond Q5 dEVEloPMEnt ProgrAMMECurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:It is a regulatory requirement that GAL submits a Business Plan by 1st April 2012, necessitating the submission of a set of capital plans with sufficient detail (scope, cost and programme) to facilitate the airline consultation process for the post Q5 period.

Requirements Detail scope and costing on major projects as per the following phases:• Phase 1 up to 01/04/2012 : commence detail scope & costing on major

projects prior to Beyond Q5• Phase 2 up to 01/01/2013: Business Cases submitted as part of the

Business Plan to be further developed with airlines.• Phase 3 up to 31/03/2014: Post Consultation: agree on outcomes.

Progress projects up to Tollgate 4

Benefits • To develop a Beyond Q5 CIP submission in the most efficient manner that achieves the maximum benefit for all parties for the Beyond Q5 settlement.

• The development of a robust Beyond Q5 CIP will enable the implementation to be planned and executed in the most efficient manner and will provide maximum benefit for all parties from the Beyond Q5 regulatory settlement

• Learning from the Q5 Constructive Engagement process would support the value of early investment of time and resources to develop a robust plan.

• Identify assets which will be life expired and need replacing or will require capital investment to extend asset life during Beyond Q5.

Project Start Date September 2011



Total - £10m Q5 - £4.6m Q5+1 - £5.4m


On-going operating costs : None assumed One-off costs: None assumed



Increase in airport charges per passenger:

£0.050 £0.046


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To continue to deliver passenger improvements in line with our aim of being London’s airport of choice. Whilst Safeguarding and maintaining existing facilities in a timely and efficient fashion is important to maintain Gatwick’s competitive position.

Basis of decision (options) Option 1 – Do nothing and we start Airline consultation without a business plan or capital plan.

Option 2 – Produce a business plan and a capital plan without any scope, costs, programme or suggested options for consultation process.

Option 3 – Progress development of capital plan for the business plan with an understanding what our customers are looking for from airports. Developing our master plan, development strategy leading into our traffic analysis, market research and understanding our gaps. To formulate an emerging capital programme which is focused on delivery of a service proposition, whilst maintaining our current assets in an efficient way.


Linked to the Q5 + Q5+1 programme



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81GAL 182 Q5+1 MInor ProjEctS ProgrAMME < £5MCurrent status within Gatwick project process


DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:The Q5 + 1 Minor Projects programme is a range of investment, typically projects of a value less than £5m and of a tactical nature, that will be undertaken in priority in the extension year, 2013/2014.

Requirements The Q5 + 1 Minor Projects programme is a range of investments which supplements the asset replacement programme, typically projects of a value less than £5m and of a tactical nature, undertaken in priority order.

Whilst some of the projects have Environmental Health and Safety issues as the main driver with around 10-15% of these being urgent unplanned, arising from recommendations following incidents, risk assessments & audits, other projects have ‘Deliver the best passenger experience’ Infrastructure as main driver. The remaining projects each year are related to investment in tenanted accommodation to protect existing income.

Benefits The primary strategic drivers of the Q5 + 1 Minor Projects programme are to ‘Deliver the best passenger experience’ and “Maintain a strong EH&S culture”.




Total £49.5m Q5 - £20.6m Q5+1 - £28.9m


Airport impacts are expected to be minimal


Not provided as this is a programme of works with various individual elements that attract different opex, revenue and asset life assumptions


The Minor Projects programme will ensure that Gatwick can ‘Protect and enhance our reputation’ through ensuring operational availability of its assets, and no H&S risk to our passengers.



Portfolio of minor projects that are linked with many other projects in the CIP by the location within which they are executed.

Asset lifecycle Various minor projects with varying asset lifecycles.


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82GAL 183 gAtwIck StrEAM Flood AttEnuAtIon ProgrAMMECurrent status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:Reduction and management of flood risks at Gatwick by the construction of an inline flood storage and flow attenuation reservoir.

Requirements • To minimise as far as reasonably practicable the risk of pollution to adjoining water courses.

• Minimise the risk to personal safety and asset damage as a result of flooding.

• Project must demonstrate to Network Rail (NR) that the scheme will protect the integrity of the adjoining London to Brighton line

• Scheme is subject to local authority planning approval and through the consultation process must address the concerns of all local stakeholders as far as reasonably practicable.

Benefits • To develop a Beyond Q5 CIP submission in the most efficient manner that achieves the maximum benefit for all parties for the Beyond Q5 settlement.

• The development of a robust Beyond Q5 CIP will enable the implementation to be planned and executed in the most efficient manner and will provide maximum benefit for all parties from the Beyond Q5 regulatory settlement

• Learning from the Q5 Constructive Engagement process would support the value of early investment of time and resources to develop a robust plan.

• Identify assets which will be life expired and need replacing or will require capital investment to extend asset life during Beyond Q5.

Project Start Date February 2012

Project End Date January 2014


Total £8.2m Q5 - £0.8m Q5+1 - £7.4m


On-going Operating costs:• Annual structural inspection £3k/annum - Current preferred option

is the construction of an inline flood storage and flow attenuation reservoir south of the airport on airport land, as outlined in the business case submitted to JSG.

• The impact of a 1 in 100 year event would be likely to cause a full closure of Gatwick Airport. This would result in lost income for GAL of circa £1m per day. The impact to our airlines has not been quantified at this stage.


1 2 3 4 A B C D E F G H

83



Additional airport charges per passenger:

£0.018 £0.012


Gatwick’s reputation is safeguarded through management of flood risks and prevention of sewage leaks and environmental incidents.

Basis of decision (options) Currently proposed that a build solution is the only viable option and any future optioneering will focus on the nature of this solution.


All projects currently constructed within the designated flood area (Q5/Q5+1) have had a requirement to compensate for any flood impacts through local storage. Any future post Q5 projects constructed within the flood zone in particular the proposed Pier 6 Southern Extension are currently being planned without the need for this provision.

Asset lifecycle 35 Yrs


Site of proposed flood storage reservoir


1 2 3 4 A B C D E F G H

84GAL 160 SurFAcE wAtEr IncludIng Pond d Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:The key objective of the surface water project is to manage and minimise as far as reasonable practicable the risk of pollution to adjoining water courses.

Requirements • To provide a new very dirty water lagoon of approximately 100,000m2 to receive, attenuate and transfer surface water to the existing dirty water lagoon.

• To extend the operational lift of the Pond D fire main pumping station, pollution control system and flood alleviation infrastructure by a minimum of 25 years.

Benefits • Help our airlines grow by ensuring GAL has the ability to continue de-icing the airfield operational area.

• Build a strong EH&S culture by reducing the risk of Gatwick breaching the current discharge consent to the river mole.

Project Start Date November 2011

Project End Date October 2013


Total £12.2m Q5 - £8.4m Q5+1 - £3.8m


On-going Operating costs:• Net effect to operating costs will be negligible One-off costs:• Net effect to operating costs will be negligible

Indicative airline impact £ in 2013 constant pricesunconstrained traffic (assumes unconstrained traffic growth)



£(0.03) £(0.57)


Gatwick’s reputation is safeguarded through management of flood risks and prevention of sewage leaks and environmental incidents.


1 2 3 4 A B C D E F G H

85

Basis of decision (options) • As part of the agreed procurement strategy and during this phase of the project, Gatwick approached the market looking for options which would completely eliminate the potential to breach the current discharge consent except during exceptional weather events. This option has been discounted due to a lack of budget, high operational costs, and a lack of maturity and detail on the technology proposed by bidders.

• Between tollgate 1 and 2, workshops were held to consider alternative means of de-icing and methods by which the use of de-icent could be optimise. This resulted in new vehicles being procured which attempt to optimise the use of current de-icent.

• Finally, discussions with both Thames water and the EA to maximize our discharge consents have been progressed and while these are on-going they continue not to yield any contribution to the current challenge.


This project is part of the overall surface water infrastructure programme to:• Eliminate the risk of prosecution from surface water discharges in to

adjoining water courses• Protect Gatwick in the event of a 1:100 year stormProject InterdependenciesThis project is required to be delivered before any long term options can be considered



Notes:

1. New Lagoon shown in red adjacent to existing lagoon

2. Pond shown in white


1 2 3 4 A B C D E F G H

86GAL 184 St & nt uk bordEr ForcE (ukbF) ArrIVAl ZonES Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:To support the delivery of a consistent and reliable service for EU passengers at UK Borders.

Requirements Phase 2 (Part 1 & 2) – by July 2013• Reduction of queues for EEA passengers to a Gatwick aspirational

average of 10mins during peak hours (Border Force national target: maximum queue of 25mins for EEA passengers).

• Reduction in transaction times for EEA e-pass gates from current 38 secs per passenger (existing e-pass gates) to 15 secs per passenger (validated by operational trials carried out in Apr/May 2012), equivalent to a flow rate of 20 secs per passenger.

• Efficient and intuitive passenger flow to and from e-pass gates.• Reduction of user errors (currently up to 60%) to estimated 5% (excl.

deliberate ‘test rejections’ required by UKBA as part of their process).• Safeguarding of layouts for further increases in capacity for E-pass

gates and desks and potential differentiation of products.• 48% utilisation of e-gates by EEA passengers by 2013 to a maximum of

65% by 2018.• Service level for response to failures of E-pass gates: within 1 hour.• Optimisation of space in Immigration Halls to deliver service levels

within the existing building envelope for as long as possible without extending the building envelope.

Phase 1 – utilised successfully during summer 2012 • Additional processing capability through installation of 8 temporary

manual desks in each terminal to manage the 2012 summer season in conjunction with the Border Force who have undertaken to supply additional staff during this period.


1 2 3 4 A B C D E F G H

87

Benefits • Phase 1 of this project along with the provision of additional Border Force volunteers during the summer of 2012 are to reduce queue times for EEA (European Economic Area) passengers to aspire to average queue times of 10mins during daily peak hours (Border Force national target: 25mins).

• Phase 2 aims to consolidate achievements beyond 2012 after Border Force summer volunteers are withdrawn.

• Without intervention beyond summer 2012, maximum and average queue times are predicted to increase again since Border Force staffing levels are predicted to remain below 2011 staffing levels.

• Phase 2 of this project is part of a longer term plan to deliver a step change in passengers’ experience of the Arrivals process through targeting installation of more and faster e-gates for use by EEA passengers.

• Approx. 80% of all South Terminal passengers will benefit from phase 2 this project. A planned investment in the North Terminal beyond Q5 is to include delivery of e-gates to benefit passengers in that terminal following the initial pilot in the South Terminal.

• Indirect benefits are expected for non-EEA passengers as an increase in automation of the EEA process will release resources to process non-EU passengers.

• The proposed automated gate solution is safeguarded to be developed for future use by non-EEA passengers.

Project Start Date Phase 1: April 2012 ; Phase 2: October 2012

Project End Date Phase 1: July 2012 ; Phase 2: June 2013


Total £6.6m Q5 - £2.8m Q5+1 - £3.8m


On-going Operating costs:• The business case assumes no significant impacts on operating costs.

Opportunities to reduce reliance on operational support staff during peak seasons to be validated and confirmed during the next project stage prior to TG4. Potential opportunity for cost reduction: £16k per month for 4 months each year in the South Terminal = £64k p.a. (NB: deployment of operational resource remains subject to ongoing review).

• Potential cost reductions may be possible through removal of the need for manual queue measurement through introduction of an automated system, however, currently this task is to be performed by resources who also deliver customer service in the Immigration Hall.

• The business case assumes zero incremental cost of maintenance for e-gates, subject to delivery of acceptable service levels for maintenance response (required: within one hour). This is to be validated as part of the procurement process for e-gates led by the Border Force.

• Incremental cost of additional dynamic wayfinding and queue measurement technology: £25k p.a.

One-off costs:• None anticipated


1 2 3 4 A B C D E F G H

88

Indicative airline impact £ in 2013 constant pricesconstant prices (assumes unconstrained traffic growth)



£0.027 £0. 022


The creation of additional space for and installation of desks and e-gates will require areas to be hoarded off temporarily and will therefore have an impact on passenger flows to and in Immigration Halls.

Basis of decision (options) NB: Areas shaded grey relate to North Terminal scope to be delivered as part of proposed future investments beyond Q5.

Option 1 – low impact

13 E-Pass gates/ST

14 E-Pass gates/NT –removed from scope

Option 2 – medium impact

13 E-Pass gates/ST

14 E-Pass gates/NT –removed from scope

Option 3 – highimpact: removed from

scope

13 E-Pass gates/ST

18 E-pass gates/NT

Reconfiguration ofImmigration Desks

Meets queue target of avg 10mins at peak for EU pax

Yes Yes yes

Pax flow from piers Good Good Excellent

Meets Border Force layout requirements

Yes Yes Yes

Impact on tenants Low Medium High

Integrates with future investment plans

Yes Yes No

Capital cost £9.45m £10.65m £11.45m

Cost per pax £0.029 (over asset life) Est. £0.031 (over asset life)

Est. £0.032 (over assetlife)

Programme By July 2013 By Autumn 2013 By Autumn 2013

Linked projects / interde-pendencies

This project is part of the overall programme to reduce queues in all parts of the process in both terminals• Potential investment in Arrivals Halls to meet service and capacity

requirements beyond 2014• On-going minor works to refurbish Immigration offices and relocate

Special Branch in the ST Immigration Hall• Proposed investments in Arrivals Halls beyond Q5 include full

refurbishment, reconfiguration and increase in capacity with service enhancements for the NT Immigration Hall.

• A minor works project to refurbish Immigration offices and relocate the Special Branch will release space to support the delivery of this project phase.



1 2 3 4 A B C D E F G H

89GAL 185 conSolIdAtEd SEcurIty gAtE Current status within Gatwick project process

DFSSStage1

DFSSStage2

DFSSStage3

DFSSStage4

DFSSStage5

DFSSStage6

DFSSStage7



Close-out

Require-ments

SCoPE:The key objective of the Consolidated Security Gate project is to provide a fit for purpose facility to allow secure and efficient access flows to and from the airfield. By optimising the efficiency of the external airfield access points, the project aims to reduce operational costs through consolidation of external security posts.

Requirements • Provision of optimum infrastructure and technology to support processes and operating procedures to ensure efficient people and vehicle movements through external security posts.

• Reduce operating costs through efficiencies and consolidation of security posts.

• Improve staff satisfaction levels with working environment• Achieve SQR targets for waiting times and Airside access• Facilitate improved detection levels• Future proof the facility by safeguarding for medium capacity building• Queuing space available for up to 10 trucks• Solution should provide resilience

Benefits • Assist our airlines in continual achievement of their On Time Performance targets, by providing a less constrained access to the airfield with improved resilience and throughput.

• Identify savings through consolidated facilities and reduced manning levels.

• Allow Gatwick to compete to grow and become London’s airport of choice by providing an efficient external security post product, with minimal delays and resilience in case of faliure.

• Provide improved facilities for security staff and a better working environment.

Project Start Date September 2011

Project End Date August 2013


Q5+1 - £5.5m


On-going Operating costs:• Savings of circa £1.3m p.a. based on saving 26 FTEs


1 2 3 4 A B C D E F G H

90

Indicative airline impact £ in 2013 constant pricesconstant prices (assumes unconstrained traffic growth)


Decrease in airport charges per passenger:

£0.018 £0.017


The project will deliver a more efficient transition process from Landside to Airside, ensuring benefits for Gatwick and business partner staff.

Basis of decision (options) Level 1 and 2 QFD exercises completed to determine the location and options within the site.

Level 1 QFD agreed by stakeholders showed that preferred site is Timberham House

Level 2 QFD agreed by stakeholders showed that preferred option is for 250m2 building in 4 lane, double configuration, with ATIX machines and conventional roller beds, using an automated queue measurement system.

Options investigated with cost/savings and approximate payback period:


The scope of this project has interdependencies with the following:1. Construction Gate – future construction traffic flows2. Atlantic House and Crew reporting – Queensgate3. Property moves – Hangar lane (BA/Servisair ramp accommodation4. Airport Logistics Project



1 2 3 4 A B C D E F G H

91


92APPENDICES

APPENDIX A - 2013 Phased Capital Investment Programme

APPENDIX B - 2012 Phased Capital Investment Programme (as published in 2012CIP)

APPENDIX C - Changes to Investment Programme - Tracker (April 2012- March 2013)

APPENDIX D - Previous Traffic Forecasts (as published in 2012CIP)

APPENDIX E - Meetings, Working Groups and Governance Boards (April 2012 – March 2013)

APPENDIX F - Decision Log (April 2012 – March 2013)

APPENDIX G - Annex G

APPENDIX H - Gatwick‘s updated Product Matrix

APPENDIX A - Gatwick airport phased capital investment proGramme 2013 (in out-turn prices)


1 2 3 4 A B C D F G HChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A C D G HAppendix

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93


1 2 3 4 A B C D F G HChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D G HAppendix

E

94BGatwick airport phased capital investment proGramme 2012 (in constant prices)

london Gatwick airport

projected spend (constant prices)

£ millions (constant 2012 prices)

Q5 Total Q5 Q5 Q5 Q5 Q5 Q5 Q5 Total

(Future Spend incl 2008/09, 2009/10,

2010/11 & 2011/12)

2008/09(Actual)

2009/10(Actual)

2010/11(Actual)

2011/12(Actual) 2012/13 2013/14 Out-turn

Equivalen

GAL167 Railway Contribution 7.6 1.1 6.5 7.6

GAL165 & GAL166 Taxiway Papa & November 7.3 2.7 4.6 7.3

GAL134 North Terminal Additional Pier Service 7.1 1.4 0.6 0.2 1.4 3.5 7.1

GAL150 North Terminal Forecourt (NTF) 11.4 0.7 3.4 3.6 1.3 2.4 11.4

Total for Projects in Implementation Stage 445.6 13.8 34.4 50.6 108.8 154.1 83.9 445.0

completed projects

GAL027 Inter Terminal Shuttle 36.7 9.0 17.2 10.3 0.2 0.1 36.7

GAL031b South Terminal Fire Protection System 14.4 3.4 5.9 4.9 0.2 14.4

GAL058 Telecomms Programme (Data & Voice) 1.0 0.9 0.1 1.0

GAL069 South Terminal Departure Lounge Capacity 19.8 13.9 5.6 0.3 19.8

GAL109 North West Zone 39.1 2.4 23.8 12.8 0.2 39.1

GAL115 North Terminal Short Term Car Parking (MSCP6)

16.9 1.0 0.7 14.3 1.0 16.9

GAL116 & GAL117 North Terminal Extension (NTX) 85.9 4.6 11.6 28.6 39.8 1.4 85.9

GAL120 South Terminal Forecourt 30.3 1.2 2.1 7.1 19.0 1.0 30.3

GAL140 Pier 2 modifications 38.1 0.1 10.0 20.8 7.1 38.1

GAL141 Roadway Improvements 1.0 1.0 1.0

GAL144 South Terminal Tunnel Security & Road Capacity

2.2 0.5 1.2 0.5 2.2

GAL145 South Terminal Tunnel Refurbishment 1.2 0.2 0.5 0.4 0.1 1.2

GAL147 Digital Media Upgrade 2.5 0.1 0.1 0.8 1.1 0.5 2.5

GAL149 South Terminal Immigration 6.4 1.3 3.6 1.5 6.4

GAL151 North Terminal Interchange (NTI) 24.6 1.2 18.1 5.3 24.6

GAL153 Alpha Hold (Taxiway & Holds, JAZ) 0.2 0.1 0.2

GAL154 South Terminal Arrivals Concourse Reconfiguration

7.6 1.2 0.3 2.0 2.0 2.0 7.6

GAL156 Juliet Kink 3.1 0.5 2.6 3.1

GAL161 River Mole Flood Alleviation 4.0 2.7 1.3 4.0

GAL162 Pollution Lagoon 1.5 1.3 0.1 0.1 1.5

GAL164 Taxiway Lima 2.6 2.6 2.6

Total for Projects Completed 339.1 40.9 101.5 115.9 73.4 7.4 339.1

programmes

GAL063 Security Development Programme 6.5 1.9 1.4 0.4 1.9 0.9 6.5

GAL124 Asset Replacement Programme 62.5 19.3 14.0 6.8 12.5 9.8 62.5

GAL126 Commercial and Property Programme 25.9 5.8 3.8 8.5 6.2 1.7 25.9

GAL128 Operational Efficiency Programme 12.1 3.8 7.2 1.1 12.1

GAL131 Airfield Asset 5.0 0.6 0.6 3.1 0.7 5.0

GAL143 Clean, Working & Friendly 15.4 5.7 3.3 2.0 2.6 1.8 15.4

GAL159 & GAL135 IT Transformation & IT Programme 48.1 1.7 4.1 19.6 20.9 1.7 48.1

GAL176 Facilities Asset Stewardship 19.0 0.2 9.0 9.8 18.9

GAL177 Commercial Asset Stewardship 4.7 4.7 4.7

GAL178 Airfield Asset Stewardship 15.1 15.1 15.0

GAL180 Q5 Minor Projects 9.3 2.1 3.9 1.1 1.0 1.3 9.3

GAL182 Q5+1 Minor Projects < £5m 37.4 5.7 31.6 37.1

GAL183 Flood Alleviation 8.2 8.2 8.2

Total for Programmes 269.0 40.8 38.3 42.5 45.3 40.8 61.2 268.6

other projects

GAL181 Beyond Q5 Development 10.0 0.8 2.6 6.6 10.0

R2/Contingency R2/Contingency 12.3 12.3 12.3

GAL not needed Other Projects 26.2 8.5 6.3 3.0 4.8 3.5 26.2

Totals for All Projects 1,173.2 104.0 180.4 212.9 239.2 265.6 171.1 1,172.0

Subco Car Parks*

*Subco (previously known as Enterprise) Car Parks have been shown for reference but have not been included in the total capex value Please note 2009/10 and 2010/11 totals have been adjusted to account for reclassified capital spend. This should have been included in the previous CIP10. The 2013/14 programme may be subject to changes in phasing. This is currently in discussion

COPI Assumption: 2013/14 @ -0.7%

APPENDIX c - Changes to Investment Programme - traCker for the PerIod aPrIl 2012 to marCh 2013




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1 2 3 4 A B C D E F G H

DAPPENDIX D - PrEvIous TrAffIc forEcAsTs (As PublIshED IN 2012cIP)

2012 cIP Annual Passenger forecasts (millions)

May 2011 february 2012

low base high low base high

Q5 2008/09 actual 33.1 33.1 33.1 33.1 33.1 33.1

2009/10 actual 32.4 32.4 32.4 32.4 32.4 32.4

2010/11 actual 31.6 31.6 31.6 31.6 31.6 31.6

2011/12 actual 32.5 33.3 33.9 33.8 33.8 33.8

2012/13 32.8 34.1 35.2 33.8 34.3 35.2

2013/14 33.1 34.9 36.3 34.0 35.2 36.7

beyond Q5 2014/15 33.6 35.6 37.4 34.2 35.7 37.8

2015/16 34.1 36.3 38.6 34.3 36.0 38.8

2016/17 34.6 37.1 40.0 34.6 36.4 39.7

2017/18 35.0 37.9 41.6 34.8 36.8 40.4

2018/19 35.5 38.7 42.2 35.1 37.2 41.1

Growth Rate per annum

2010/11 – 2013/14 1.5% 3.3% 4.6%

2011/12 – 2013/14 0.2% 2.1% 4.2%

2013/14 - 2018/19 1.4% 2.1% 3.1% 0.7% 1.1% 2.3%

2012 cIP Annual Aircraft Movements (thousands)

february 2012

Passenger ATMs base case

Q5 Low Base High CATM* Non-ATM**

2008/09 actual - - - - -

2009/10 actual 244.4 244.4 244.4 0.06 6.8

2010/11 actual 235.6 235.6 235.6 0.16 6.8

2011/12 actual 242.1 242.1 242.1 0.35 6.2

2012/13 244.2 247.6 251.1 0.35 6.3

2013/14 243.2 249.9 258.5 0.36 6.4

beyond Q5 2014/15 242.7 252.6 264.6 0.36 6.4

2015/16 242.3 253.5 270.4 0.36 6.4

2016/17 242.1 254.6 276.1 0.37 6.3

2017/18 242.2 255.6 279.4 0.37 6.2

2018/19 242.2 256.8 281.6 0.37 6.3

Growth Rate p.a. (2011/12 – 2013/14) 0.2% 1.6% 3.3% - -

Growth Rate p.a. (2014/15 - 2018/19) 0.1% 0.4% 1.6% - -

* CATM: Cargo Air Transport Movements i.e. Commercial Cargo flights**Non-ATM: Non Air Traffic Movements i.e. General Aviation, Air Taxi

96



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97eAppendix e - Meetings, Working groups And governAnce BoArds, froM April 2012 to MArch 2013

Please note there were weekly Beyond Q5 working groups. Topics discussed included traffic forecasts, service quality, capital projects, operational costs and commercial revenue.

date Meeting discussion / items on the Agenda

03 April 2012 South Terminal Stakeholder Working Group Discuss impacts of construction work to airport and airlines operations. Advise of upcoming planned work and major works over the next 5 weeks.

03 April 2012 Pier 1 Working Group Construction Phasing - use of temporary stands, management of gates and stands

03 April 2012 ST Baggage Working Group Project and process workstream update. Potential MuP allocation. ST rush bag unit. Out of Gauge proposals.

04 April 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

05 April 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

10 April 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.

10 April 2012 Crew Access Working Group Jubilee House - construction phasing and HBS replacement. Atlantic House - crew hold baggage process; airside coaching process; pre-TG4 layout detail update.



11 April 2012 Joint Steering Group Q5+1 Update - Programme; ACC Update on Projects Support; Trigger Projects. ST & NT UKBA Arrivals Phase 1 Tollgate 4. Capital Programme Board Update - ST Entrance Bridge Cladding Tollgate 4; Fire Strategy CCRS; NT Baggage Hall Access CCRS; Q6 Capital Facilitation CCRS; Snow Equipment inc Konsin De-Icer Tanks CCRS; ST Forecourt Trigger Achievement. Q6 Engagement Update. AOC Executive Update. Service Delivery Update.

13 April 2012 Q5+1 Working Group ACC Feedback on current Q5+1 Projects status. Airfield Projects. Next Steps.



19 April 2012 Beyond Q5 Business Plan & Constructive Engagement Launch

Introduction. Business Plan Overview & Questions - Traffic; Service; Capital; Risks; Price; Q6 Process

20 April 2012 Q5+1 Working Group ACC Feedback on current Q5+1 Projects status.



25 April 2012 Capital Programme Board ST Domestic Arrivals - Tollgate 4. Crew Reporting Update. Pumping Station 18 - Tollgate 2. Main Runway Rehabilitation R2 Draw-down CCRS. NT Baggage CCRSs. CIP Performance Pack. Projects Overview.

27 April 2012 Main Runway Rehabilitation Project Board Programme and Progress Update. Operational Interfaces & Constraints. Risk & Opportunity.

02 May 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

03 May 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

08 May 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.


09 May 2012 Joint Steering Group Q5+1 Update - ACC Update on Q5+1 Projects Support; Trigger Projects. Capital Programme Board Update: ST Domestic Arrivals Phase 1 Tollgate 4; Pumping Station 18 Tollgate 2; Main Runway Rehabilitation R2 draw-down. Crew Reporting Project Tollgate 4 Update. Revisited Projects: NT Baggage CCRSs; NT Baggage Hall Access CCRS; UK Borders Arrivals Phase 1. CEWG (Q6 Engagement) Update. AOC Executive Update. Service Delivery Update. AOB - Main Runway Rehabilitation Project Update


17 May 2102 Crew Access Working Group Discussion of project options and costs

18 May 2012 Main Runway Rehabilitation Project Board Programme and Progress Update. Operational Interfaces & Constraints. Risk & Opportunity.


23 May 2012 Capital Programme Board ITTS & ST IDL Investment Performance Reviews. ST Security R2 draw-down CCRS. A380 Tollgate 4. Crew Reporting Tollgate 4 Update. Q5+1 Update: Trigger Definitions (Pier 5, ST Baggage & Pier 1, Crew Reporting, ST IDL). Main Runway Rehabilitation: R2 draw-down for ducts/cabling beneath M23 & railway - on-costs explanation; Programme Update. NT Baggage CCRSs. CIP Performance Pack. Projects Overview.

29 May 2012 Crew Access Working Group Discussion of project options and costs



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31 May 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

31 May 2012 Additional Pier Service (Pier 5) Working Group Gateroom Detailed Design Review

04 June 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks. Traffic Forecasts.

08 June 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.

11 June 2012 Crew Access Working Group Discussion of project options and costs

13 June 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

13 June 2012 Joint Steering Group Q5+1 Update: GAL response to ACC position on Q5+1 Projects; Trigger Projects Liability & Definitions. Capital Programme Update: ST Security R2 draw-down CCRS; A380 Tollgate 4 CCRS; Main Runway Rehabilitation R2 Draw-down CCRS; Crew Reporting Tollgate 4. Revisited Projects: NT Baggage CCRSs; NT Baggage Hall Access CCRS; UK Borders Arrivals Phase 1 CCRS signature. CEWG (Q6 Engagement) Update. AOC Executive Update. Service Delivery Update. CIP 2012 Consultation. Main Runway Rehabilitation update.

15 June 2012 Main Runway Rehabilitation Project Board Programme and Progress Update. Operational Interfaces & Constraints. Critical Items. Risk & Opportunity.


20 June 2012 Capital Programme Board ST Baggage & Pier 1: Phase 2 Pre-Tollgate 4 Update; Phase 1 R2 draw-down CCRS. Airfield Operations Building Tollgate 4. NT IDL Project 2 Tollgate 3. Pier 5 Gateroom Seating Update. NT Baggage CCRSs. Q5+1 Projects Update. CIP Performance Pack. Projects Overview. Capital "Gateway" Consultation Process.


04 July 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

05 July 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

09 July 2012 South Terminal Baggage & Pier 1 Workshop Business Case, Project Execution

10 July 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.


11 July 2012 Joint Steering Group Q5+1 Update: ACC Projects Endorsement Update; Joint Submission to CAA on Triggers. Capital Programme Board Update: ST Baggage & Pier 1 Tollgate 4; ST Baggage & Pier 1 R2 Draw-down; Airfield Operations Building Tollgate 4; NT IDL Project 2 Tollgate 3. Revisited Project: NT Baggage CCRSs. easyJet Terminal Consolidation Update. CEW6 (Q6 Engagement) Update including ACC Project Recommendations. AOC Executive Update. Service Delivery Update. Main Runway Rehabilitation project update.


20 July 2012 Main Runway Rehabilitation Project Board Programme and Progress Update. Operational Interfaces & Constraints. Critical Items. Risk & Opportunity.

25 July 2012 Capital Programme Board ST IDL Reconfiguration Tollage 3. NT Extension CCRS. NT Baggage Voids Tollgate A. NT Baggage Update. Pier 5 Gateroom Seating Update. Gatwick Stream Flood Attenuation Tollgate 3. Consultation Process Review. Minor Projects Update. A380 on Stand 125 Update. Q5+1 Projects Update. CIP Performance Pack & Projects Overview. AOB including NT Baggage CCRSs update.


25 July 2012 Additional Pier Service (Pier 6) Working Group Capacity update – BA and GAL; Agree assumptions behind the Level 1 QFD

25 July 2012 Charges Group Regulatory Accounts Overview; 2013-14 Consultation Calendar

01 August 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

02 August 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

03 August 2012 Main Runway Rehabilitation Project Board Programme and Progress Update. 7 Options. Current Plan.

07 August 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.

07 August 2012 UK Borders Arrivals Zones Working Group Site visit to gate 10A - operational layout of trial of e-gates. Potential concepts for ST & NT.




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08 August 2012 Joint Steering Group Q5+1 Update - ACC Projects Endorsement Update; Joint Submission to CAA on Triggers. Capital Programme Board Update - ST IDL Reconfiguration Tollgate 3; NT Baggage Voids Tollgate A; Gatwick Stream Flood Attenuation Tollgate 3; NT Extension Budget Transfer CCRS; Consultation Process Review. Revisited Projects - NT Baggage CCRSs; Airfield Operations Building Tollgate 4. CEWG (Q6 Engagement) Update including ACC Project Recommendations. Charges Group Update. AOC Executive Update. Service Delivery Update. AOB - Main Runway Rehabilitation project update; CAA Performance Charter proposals.

15 August 2012 Additional Pier Service (Pier 6) Working Group Capacity Analysis Update. Level 2 QFD.

15 August 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of plat


17 August 2012 Main Runway Rehabilitation Project Board General Update. Programme and Progress Update.


22 August 2012 Capital Programme Board Pier 5 Gateroom Seating, Stand Numbering & Dynamic Signage Update. ST Security - Scope & Budget Transfer to ST Landside Project CCRSs. ST & NT Border Force Arrivals Zones Phase 2 - Tollgate 3. Q5+1 Projects Update. CIP Performance Pack. Projects Overview. AOB - NT Baggage CCRSs Update; Main Runway; Beyond Q5 Capital Draw-down.


30 August 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

05 September 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

05 September 2012 Joint Steering Group Q5+1 Update - ACC Projects Endorsement Update; Joint Submission to CAA on Triggers. Capital Programme Board Update - ST Security - scope & budget transfer to ST Landside CCRSs; ST & NT Border Force Arrivals Zones Phase 2 Tollgate 3; Beyond Q5 Capital Facilitation CCRS. Revisited Project - NT Baggage CCRSs. CEWG Update - ACC Project Recommendations; CAA CE Mid-Term Review Joint Submission. AOC Executive Update. Service Delivery Update. AOB - Main Runway Rehabilitation Update; Snow SLA; Charges Group.

07 September 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.


12 September 2012 Additional Pier Service (Pier 6) Working Group Stand Gap Analysis. Update on Capacity Analysis.

18 September 2012 Charges Group Specified Activities 2011/12 Summary and 2013/14 Charging Proposal. Feedback on PRM pricing proposal. Setting the Scene for 2013/14 Airport Charges incl EU Airport Charges Directive Information Request.


19 September 2012 Asset Stewardship Working Group Terms of Reference agreement. Example of level of information available on assets. Request for ACC to pick key areas under asset stewardship to "deep dive".

19 September 2012 Capital Programme Board Baggage Reconciliation System Tollgate 2. Foul Main R2 Draw-down. NT Additional Pier Service Update. Pier 5 Update. NT Baggage Update. Q5+1 Projects Update. CIP Performance Pack. Projects Overview. AOB - CAA End Q5 Review.


26 September 2012 Service Working Group Working Group Objectives. Areas for Measurement. Timetable. Agenda for next meeting.

03 October 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

04 October 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

09 October 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.


10 October 2012 Joint Steering Group Q5+1 Update - ACC Projects Endorsement Update. Capital Programme Board Update - NT Foul Main R2 Draw-down CCRS; Baggage Reconciliation System Tollgate 2. Revisited Projects - ST & NT Border Force Arrivals Zones Phase 2 Tollgate 3 Update; Beyond Q5 Capital Facilitation CCRS. easyJet Terminal Consolidation. CEWG Update - ACC Project Recommendations. AOC Executive Update. Service Delivery Update. Charges Group Update. AOB - Airport Charter Meeting; Main Runway Rehabilitation Update.

11 October 2012 Additional Pier Service (Pier 6) Working Group Capacity Update. Handling Agents workshop update. Next steps and Terms of Reference.


17 October 2012 Service Working Group Areas for Measurement - Airline Proposal. Proposed Targets Discussion. Agenda for next meeting.

18 October 2012 Additional Pier Service (Pier 6) Working Group Terms of Reference and future working groups. easyJet South Terminal Consolidation presentation.

18 October 2012 Charges Group Specified Activities Consultation 2013/14. Airport Charges Consultation 2013/14.



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24 October 2012 Capital Programme Board Pier 5 - scope & budget changes R2 draw-down CCRS. ACDM 55 Phase 2 Tollgate 4. ST & NT UKBF Arrivals Phase 2 Tollgate 4. Crew Reporting Update. Impact of Changes to Projects. Q5+1 Projects Update. CIP Performance Pack. Projects Overview.

29 October 2012 Baggage Service Level Agreement (SLA) meeting Draft proposal for departures baggage SLA

31 October 2012 Service Working Group Underlying Principles - GAL Proposal. Elements for Service Scheme. Agenda for next meeting.


01 November 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

01 November 2012 Additional Pier Service (Pier 6) Working Group Terms of Reference. Assumptions for underlying GAP analysis.

05 November 2012 Baggage Service Level Agreement (SLA) meeting Future Service Standards

06 November 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.

07 November 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

07 November 2012 Charges Group 2013/14 Airport Charges proposals

07 November 2012 Joint Steering Group Q5+1 Update - ACC Projects Endorsement Update. Capital Programme Board Update - Pier 5 Scope and budget changes draw-down; ACDM 55 Phase 2 Tollgate 4; ST & NT UK Border Force Arrivals Zones Phase 2 Tollgate 4. CEWG Update - ACC Recommendations. AOC Executive Update. Service Delivery Update. Charges Group Update. AOB - Main Runway Rehabilitation Update.

13 November 2012 Asset Stewardship Working Group Cost of Asset Stewardship programme of projects and the IDL projects (contained in the April 12 Business Plan). Benchmarking and procurement procedures.

14 November 2012 North Terminal Stakeholder Working Group General Update. Programme and Progress Update.

16 November 2012 Service Working Group Follow-up issues discussed at last meeting. Proposal re Service Priorities. Agenda for next meeting.



29 November 2012 Asset Stewardship Working Group Cost explanation

29 November 2012 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

29 November 2012 South Terminal IDL Workshop Phase 2 - Pre-Tollgate 4

04 December 2012 Service Working Group Follow-up issues discussed at last meeting. Check-in & Baggage Reclaim Passenger Feedback presentation.

05 December 2012 North Terminal Stakeholder Working Group NT projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

05 December 2012 Piers Working Group Agreement of primary output of the requirement to achieve 95% pier service in NT including delivery of Pier 6 southern extension. Scenarios that will be modelled for pier service requirement. Inputs to the pier service models. Methodology for calculating pier service requirement. Outputs of the pier service models.

05 December 2012 Joint Steering Group Q5+1 Update. Capital Programme Board Update Report. ST IDL Phase 2 - Tollgate 4. Crew Reporting Update. Revisited Project - Pier 5 - scope and budget changes R2 draw-down. CEWG Update Report. AOC Executive Update. Service Delivery Update. Charges Group Update.

07 December 2012 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.

11 December 2012 Crew Access Working Group Atlantic House: Building Layout (ground floor); Process flow through building crew & hold baggage; Baggage input control inc tagging; Make-up & reconciliation of hold baggage. Delivery to stand.



19 December 2012 Capital Programme Board Consolidated Security Gate - R2 draw-down CCRS. Externally accredited assessment of Project Management Maturity. Crew Reporting Update. Q5+1 Projects Update. Projects Overview.

20 December 2012 Pier Service Working Group Proposed Schedule for modelling work

21 December 2012 Crew Access Working Group Atlantic House: Hold Baggage Screening; HBS Contingency

02 January 2013 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

04 January 2013 Pier Service Working Group Schedule for agreement for modelling work

08 January 2012 Charges Group 2013/14 Airport Charges Decision. Specified Activities - Check-in & Baggage. 2013/14 Conditions of Use. Airport Charges Structural Changes Consultation Process for Summer 2014 Implementation

09 January 2013 easyJet Consolidation to South Terminal - JSG Working Group

Purpose & Terms of Reference. ACC questions / GAL response. Analysis of easyJet in ST - Questions & Debate. Next Meetings - timing and agenda's

09 January 2013 North Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.



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09 January 2013 Joint Steering Group Q5+1 Update. Capital Programme Board Update Report inc Consolidated Security Gate TG2 R2 Draw-down. Crew Reporting Update. Revisited Project - Pier 5 - scope and budget changes R2 draw-down. CEWG Update Report. AOC Executive Update. Service Delivery Update. Charges Group Update.

11 January 2013 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.


23 January 2013 Capital Programme Board Check-in Trials Update. NT IDL Update. Main Runway R2 Draw-down. ST Baggage & Pier 1 and NT Voids Scope and Budget Move. Crew Reporting Update. Q5+1 Minor Projects Update. CIP Performance Pack. Projects Overview. Investment Performance Review - NT Forecourt.


24 January 2013 South Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

30 January 2013 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update


31 January 2013 South Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

06 February 2013 Joint Steering Group Gatwick Business Plan Publication. Capital Programme Board Update: Main Runway Rehabilitation - R2 draw-down CCRs; Voids Project - Scope and Budget moves from the ST Baggage & Pier 1 and NT Voids CCRS; Q5 Capex Programme Spend Update. Crew Reporting Update. AOC Executive Update. Service Delivery Update. Charges Group Update.

06 February 2013 North Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

07 February 2013 South Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

08 February 2013 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.



14 February 2013 Business Plan Event Business Plan to 2024 and 2nd Runway Update

14 February 2013 NT Capital Programme Consultation Introduction & Purpose of Consultation. NT Programme Overview. NT IDL and Security projects - Tollgate 2.

15 February 2013 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update



21 February 2013 Capital Programme Board Check-in Trials - R2 Draw-down CCRS. Revisited Main Runway - R2 Draw-down CCRS. Flood Attenuation - Tollgate 4. Consolidated Security Gate - Tollgate 3. Delivery of 95% Pier Service (NT) - Tollgate 3. NT IDL (Project 2) - Revisited Tollgate 3. ST Security & ST IDL (Phase 1) - Budget Transfers CCRSs. NT Extension - Final Accounts R2 Draw-down CCRS. Crew Reporting Update. Q5+1 Minor Projects Update. CIP Performance Pack. Projects Overview.

21 February 2013 ST Capital Programme Consultation Introduction and Purpose of Consultation. ST Programme Overview: ST Development Plan; ST Programme (projects in programme scope)



28 February 2013 Airfield Capital Programme Consultation Introduction and Purpose of Consultation. Airfield Programme Overview. NT Capital Programme Consultation Continuation: NT IDL & Security Projects - Tollgate 2

28 February 2013 2nd Runway Consultation Introduction and Purpose of Consultation. Airports Commission Work Programme. GAL Work Programme.

06 March 2013 Joint Steering Group Q5+1 Update: ACC Projects Endorsement Update (Version 9); ST IDL Phase 2 Trigger Definition. Capital Programme Board Update: Revisited Main Runway Rehabilitation - R2 Draw-down CCRS; Consolidated Security Gate - Tollgate 3; Flood Attenuation - Tollgate 4; NT IDL (Project 2) - Revisited Tollgate 3; ST Security & ST IDL (Phase 1) - R2 Draw-down CCRS; NT Extension - Final Accounts R2 Draw-down CCRS; Delivery of 95% Pier Service (NT) - Tollgate 3. Crew Reporting Update. Beyond Q5 Capital Programmes and 2nd Runway Consultation Update: NT IDL - Tollgate 2; NT Security - Tollgate 2; ST Ceilings - pre-Tollgate 2. AOC Executive Update. Service Delivery Update.

06 March 2013 North Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.

07 March 2013 South Terminal Stakeholder Working Group Projects construction work impacts for safety, disruption over previous week, communication of planned work for following week and discussion of planned works for the following 5 weeks.



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08 March 2013 Service Quality Exclusions Group Monthly agreement of exclusions for the 6 week look ahead, Review of previous month exclusions and service performance. Review of pier service exceptions.


13 March 2013 NT Capital Programme Consultation Acceptance of Transcript and Actions Log. Progress Update on NT IDL and Security Projects. Revisit of NT Development Plan Options. Look Ahead for Next Meeting. easyJet Willingness to Pay Research.


20 March 2013 Capital Programme Board Domestic Arrivals (Phase 1) - R2 Draw-down CCRS. Investment Performance Reviews - MSCP6; NT Interchange. Crew Reporting Update. Q5+1 Minor Projects Update including ST Toilets; Gatwick Connect. CIP Performance Pack. Projects Overview.

20 March 2013 Pier Service Working Group Overview of work completed to date. Next Steps. Terminal Occupancy Criteria. easyJet ST Consolidation - overview. easyjet NT Consolidation - overview. Stand Reconfiguration - update.


22 March 2013 GAL/AOC Executive Key items for discussion (maximum of 5); GAL Service Metrics; Capital Project Update

22 March 2013 ST Capital Programme Consultation Acceptance of Transcript. Progress of Actions. ST Ceilings - breakdown of cost. Look Ahead for Next Meeting. ST Ceilings - Site Visit.



28 March 2013 Airfield Capital Programme Consultation Acceptance of Transcript. Review of Actions Log. Airfield Development Plan: Pier 6 Update; Stand Reconfiguration Works. NT IDL and Security Projects Economics Sheets. Look Ahead for Next Meeting. easyJet Willingness of Pay Research.

28 March 2013 2nd Runway Consultation Acceptance of Transcript. Actions from previous meeting. Review GAL Submissions of 15 March. Runway Options. Look Ahead for Next Meeting.


1 2 3 4 A B C D F G HChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D F G HAppendix

E

103fAPPENDIX f - DEcIsIoN Log fRoM APRIL 2012 to MARch 2013

Issue forum Meeting Date Agree / Disagree

Reason/comment

1 Endorsement of ST Security IDL to progress through Tollgate 4 (Construction Decision) (CCRS LGW0074)

JSG 11 April 2012 Agree Change control record form signed-off

2 Endorsement of ST & NT UKBA Arrivals Zones to progress through Tollgate 4 (Construction Decision) (CCRS LGW0095)

JSG 11 April 2012 Disagree Airlines asked GAL to consider having an SQR for UKBA's performance linked to this project (see line 17 below)

3 Endorsement of ST Entrance Bridge Cladding to progress through Tollgate 4 (Construction Decision)

JSG 11 April 2012 Agree

4 Endorsement of Fire Strategy R2 draw-down of £3.6m to remove safety related risks (CCRS LGW0096)

JSG 11 April 2012 Agree Change control record form signed-off

5 Endorsement of NT Baggage Hall Access CCRS to transfer £872K into the NT Baggage Upgrade projects (CCRS LGW0097)

JSG 11 April 2012 Undecided Airlines wished to consider this with the wider NT Baggage project CCRSs (see line 18 below)

6 Endorsement of Q6 Capital Facilitation of £815K to fund the preparatory work for the Q6 capital plan (CCRS LGW0079)

JSG 11 April 2012 Disagree Further work required between GAL and ACC members before this could be endorsed (see line 64 below)

7 Endorsement of purchase of Snow Equipment including Konsin De-Icer Tanks (CCRS LGW0055)

JSG 11 April 2012 Disagree Konsin De-Icer tanks to be treated as separate from the snow equipment purchase and the airlines re-stated their request for the purchase to be linked to an SLA/SQR measure for estimated snow clearance times. Snow to be revisited at September JSG. (see line 86 below)

8 Endorsement that the ST Forecourt Trigger has been achieved JSG 11 April 2012 Agree Joint Letter to be sent to the CAA

9 Endorsement of ST Domestic Arrivals to progress through Tollgate 4 (Construction Decision) (CCRS LGW0100)

CPB 25 April 2012 Undecided Anticipated agreement to follow at JSG meeting but unable to provide recommendation at this time (see line13 below)

10 Endorsement of Pumping Station 18 to progress through Tollgate 2 (Brief Decision) (CCRS LGW0099)

CPB 25 April 2012 Agree

11 Endorsement of an R2 Draw-down of £725K for replacing cabling ducts for the approach lighting on the Main Runway Rehabilitation project (CCRS LGW0098)

CPB 25 April 2012 Agree

12 Endorsement of 9 CCRSs on NT Baggage for scope and AFC changes (CCRS LGW0084-92)

CPB 25 April 2012 Undecided Airlines confirmed that they needed no further information from GAL but were not in a position to progress prior to the May JSG (see line 16 below)

13 Endorsement of ST Domestic Arrivals to progress through Tollgate 4 (Construction Decision) (CCRS LGW0100)

JSG 09 May 2012 Agree Change Control Record Sheet signed-off

14 Endorsement of Pumping Station 18 to progress through Tollgate 2 (Brief Decision) (CCRS LGW0099)

JSG 09 May 2012 Agree Change Control Record Sheet signed-off


JSG 09 May 2012 Disagree Airlines requested an explanation of the on-costs to be provided at the June CPB before coming back to the JSG (see line 21 below)


JSG 09 May 2012 Undecided Airlines asked for this to be deferred to the June CPB & JSG (see line 23 below)

17 Endorsement of ST & NT UKBA Arrivals Zones to progress through Tollgate 4 (Construction Decision) (CCRS LGW0095)

JSG 09 May 2012 Agree Airlines agreed only to Phase 1 of this project and requested that a separate CCRS was provided just for this phase for endorsement (see line 29 below)


JSG 09 May 2012 Undecided Airlines asked for this to be deferred to the June JSG (see line 28 below)

19 As part of the Main Runway Rehabilitation project, downgrading of the runway lighting to Category 3 to Category 1 on 14 May with the use of the full ILS system

JSG 09 May 2012 Agree

20 Endorsement of ST Security R2 Draw-down of £2.1m for close-out of the project with contractors

CPB 23 May 2012 Disagree Airlines requested this was re-presented to the ACC prior to the June JSG (see line 25 below)


CPB 23 May 2012 Agree Airlines asked for the on-costs explanation to be added to the CCRS for the JSG (see line 26 below)

22 Endorsement of A380 on Stand 125 to progress through Tollgate 4 (Construction Decision) (CCRS LGW0101)

CPB 23 May 2012 Disagree Airlines were informed that this would be presented at the June JSG and that GAL intends to continue with the project (see line 31 below)


CPB 23 May 2012 Undecided Airlines were still not in a position to give their view on this and it would go to the June JSG (see line 32 below)

24 Provision of a Joint GAL/ACC Submission to the CAA on the Q5+1 Trigger Projects including Liability and Trigger Definitions

JSG 13 June 2012 Agree Joint Letter to be sent to the CAA

25 Endorsement of ST Security R2 Draw-down of £2.1m for close-out of the project with contractors

JSG 13 June 2012 Agree Change Control Record Sheet signed-off



27 Endorsement of Crew Reporting to progress through Tollgate 4 (Construction Decision) (CCRS LGW0104)







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Reason/comment

29 Endorsement of ST & NT UKBA Arrivals Zones Phase 1 to progress through Tollgate 4 (Construction Decision) (CCRS LGW0095a)


30 Endorsement of the Service Matrix developed by the CEWG JSG 13 June 2012 Agree

31 Endorsement of A380 on Stand 125 to progress through Tollgate 4 (Construction Decision) (CCRS LGW0101)

JSG 13 June 2012 Disagree GAL informed the airlines that it would be continuing the project and continue consulting with airlines


JSG 13 June 2012 Undecided Airlines deferred to July JSG (see line 41 below)

33 Endorsement of ST Baggage and Pier 1 R2 Draw-down of £805K for additional scope (CCRS LGW0105)

CPB 20 June 2012 Undecided Airlines requested that they needed to investigate the circumstances of this request with easyJet but that it should be brought to the July JSG (see line 38 below)

34 Endorsement of Airfield Operations Building to progress through Tollgate 4 (Construction Decision)

CPB 20 June 2012 Agree

35 Endorsement of NT IDL Project 2 to progress through Tollgate 3 (Options Decision)

CPB 20 June 2012 Agree

36 Q5+1 Projects Endorsement- IT Infrastructure Platform Upgrade- CCTV replacement- IT Core infrastructure / Node Room remediation- Common bag drop phase 1- ST Statutory Accommodation

JSG 11 July 2012 Agree

37 Endorsement to ST Baggage and Pier 1 to progress through Tollgate 4 (Construction Decision) (CCRS LGW0108)

JSG 11 July 2012 Agree Airlines requested a letter regarding access to Concorde House which GAL provided and the Change Control Record Sheet was signed-off

38 Endorsement of ST Baggage and Pier 1 R2 Draw-down of £805K for additional scope (CCRS LGW0105)

JSG 11 July 2012 Agree Change Control Record Sheet signed-off

39 Endorsement of Airfield Operations Building to progress through Tollgate 4 (Construction Decision) (CCRS LGW0106)

JSG 11 July 2012 Disagree Airlines requested further information on the on-costs on the project (see line 53 below)

40 Endorsement of NT IDL Project 2 to progress through Tollgate 3 (Options Decision) (CCRS LGW0109)

JSG 11 July 2012 Agree Change Control Record Sheet signed-off


JSG 11 July 2012 Undecided Airlines asked for this to be deferred to the August meeting (see line 52 below)

42 Beyond Q5 Capital Projects to be progressed to Tollgate 3 (Options Decision)- NT Security- Borders (both NT and ST)- ST & NT Check-in upgrade and bag drop- NT Early bags store- NT Baggage reclaim


43 Endorsement of Beyond Q5 Constructive Engagement Facilitator and Dispute Resolution Procedure


44 Endorsement of ST IDL Reconfiguration Phase 2 to progress through Tollgate 3 (Options Decision) (CCRS LGW0112)

CPB 25 July 2012 Undecided Airlines asked for further information to be made available for the JSG meeting (see line 48 below)

45 Endorsement of NT Extension transfer of scope and funds from NT Baggage of £4.8m (CCRS LGW0110)

CPB 25 July 2012 Agree

46 Endorsement of NT Baggage Voids to progress through Tollgate A (CCRS LGW0107)

CPB 25 July 2012 Agree

47 Endorsement of Gatwick Stream Flood Attenuation to progress through Tollgate 3 (Options Decision) (CCRS LGW0111)

CPB 25 July 2012 Undecided Airlines asked for the business case to be amended for the JSG meeting (see line 51 below)

48 Endorsement of ST IDL Reconfiguration Phase 2 to progress through Tollgate 3 (Options Decision) (CCRS LGW0112)

JSG 08 August 2012 Agree Change Control Record Sheet signed-off

49 Endorsement of NT Extension transfer of scope and funds from NT Baggage of £4.8m (CCRS LGW0110)


50 Endorsement of NT Baggage Voids to progress through Tollgate A (CCRS LGW0107)


51 Endorsement of Gatwick Stream Flood Attenuation to progress through Tollgate 3 (Options Decision) (CCRS LGW0111)



JSG 08 August 2012 Undecided Airlines asked for this to be deferred to the September meeting (see line 63 below)

53 Endorsement of Airfield Operations Building to progress through Tollgate 4 (Construction Decision) (CCRS LGW0106)


54 Beyond Q5 Capital Projects to be progressed to Tollgate 3- NT IDL Reconfiguration- ST IDL Capacity- Passenger Service Improvements through IT- Runway Safeguarding- ST IDL Reconfiguration Phases 3 & 4- PTI and Surface Access

JSG 08 August 2012 Agree




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Reason/comment

55 Endorsement of ST Security - Scope & Budget Transfer to ST Landside Project (CCRS LGW0114+0115)

CPB 22 August 2012 Undecided See line 59 below

56 Endorsement of ST & NT Border Force Arrivals Zones Phase 2 to progress through Tollgate 3 (Options Decision)

CPB 22 August 2012 Undecided See line 62 below

57 Q5+1 Projects Endorsement• Airfield Peak Capacity Expansion (ACDM 55)• Passenger Information Display Screens • NT Domestic Arrivals Toilets

JSG 05 September 2012

Agreed

58 Total Trigger Liability for Q5+1 fixed at £4.4m JSG 05 September 2012

Agreed

59 Endorsement of ST Security - Scope & Budget Transfer to ST Landside Project (CCRS LGW0114+0115)


Agreed Change Control Record Sheets signed-off

60 Beyond Q5 Capital Projects to be progressed to Tollgate 3• CIP Arrivals and Departures Lounges• ST Baggage & Pier 1 carryover


Agreed

61 JSG Chairs delegated authority to Q6 Working Group to finalise the joint submission for the CAA's Mid-Term Review


Agreed Submission sent to CAA 15 September

62 Endorsement of ST & NT Border Force Arrivals Zones Phase 2 to progress through Tollgate 3 (Options Decision) (CCRS LGW0118)


Disagreed Discussion continued at Q6 Working Group on 6 September (see line 72 below)



Disagreed Update on whether the project is included in the CAA's End of Q5 Review to be provided at October JSG (see line 71 below)

64 Endorsement of Beyond Q5 spend of £5.5m to develop projects to progress to Tollgate 3 (Options Decision) (CCRS LGW0119)


Disagreed GAL & ACC discussions to continue

65 Endorsement of NT Foul Main R2 Draw-down of £580k for scope change (CCRS LGW0122)

CPB 19 September 2012

Agreed Subject to provision of further information for the JSG (see line 68 below)

66 Endorsement of the Baggage Reconciliation System (BRS) to progress to Tollgate 3 (Options Decision)

CPB 19 September 2012

Undecided Further information was requested and this is also dependent of the outcome of the SSB/AOC tender process (see line 70 below)

67 Q5+1 Projects Endorsement• CAPI Extension• Mobile website re-design• Fire training facilities• PA Automation• Disruption suite

JSG 10 October 2012

Agreed

68 Endorsement of NT Foul Main R2 Draw-down of £580k for scope change (CCRS LGW0122)

JSG 10 October 2012

Agreed Change Control Record Sheet signed-off

69 Beyond Q5 Capital Projects to be progressed to Tollgate 3• Airfield, Facilities, Commercial Asset Stewardship programmes & projects• Compliance and Risk programme• Digital media• Delivering 95% pier service (NT)• Consolidated Car Rental & Motor Transport• Hangar facilities

JSG 10 October 2012

Agreed

70 Endorsement of the Baggage Reconciliation System (BRS) to progress to Tollgate 3 (Options Decision)

JSG 10 October 2012

Undecided This is subject to the outcome of the AOC's tender process which had not yet concluded


JSG 10 October 2012

Undecided This project was now subject to the CAA's End of Q5 Review and the ACC wished to wait for the outcome of this review before making any decision

72 Endorsement of ST & NT Border Force Arrivals Zones Phase 2 to progress through Tollgate 3 (Options Decision) (CCRS LGW0118)

JSG 10 October 2012

Undecided ACC requested meeting to be arranged with UKBF which took place on 17 October (see line 76 below)

73 Endorsement of Beyond Q5 spend of £5.5m to develop projects to progress to Tollgate 3 (Options Decision) (CCRS LGW0119)

JSG 10 October 2012

Undecided ACC to put forward their own proposal

74 Endorsement of Pier 5 R2 Draw-down of £2,237K for scope and budget changes (CCRS LGW0113)

CPB 24 October 2012

Agreed

75 Endorsement of ACDM 55 Phase 2 to progress to Tollgate 4 (Construction Decision) (CCRS LGW0123)

CPB 24 October 2012

Agreed

76 Endorsement of ST and NT UKBF Phase 2 Arrivals to progress to Tollgate 4 (Construction Decision) (CCRS LGW0121)

CPB 24 October 2012

Undecided ACC to consider on upcoming conference call (see line 79 below)




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Reason/comment

77 Q5+1 Projects Endorsement• Passenger Identification & Verification• IT Operations Centre• Building & Civils• Minor Works Engineering• Minor Works Building & Fabric• Minor Works Security• Increase in common user bag drop• Decrease in lighting columns

JSG 07 November 2012

Agreed

78 Endorsement of ACDM 55 Phase 2 to progress to Tollgate 4 (Construction Decision) (CCRS LGW0123)



79 Endorsement of ST and NT UKBF Phase 2 Arrivals to progress to Tollgate 4 (Construction Decision) (CCRS LGW0121)


Disagreed



Undecided ACC wished to have further time to consider and would provide their decision in writing (see line 84 below)

81 Endorsement of ST IDL Reconfiguration Phase 2 to progress through Tollgate 4 (Construction Decision) (CCRS LGW0124)

JSG 05 December 2012


82 Endorsement of all the recommendations in the CEWG report JSG 05 December 2012

Agreed

83 Endorsement of NT Staff Canteen as a Q5+1 Project JSG 05 December 2012

Disagreed


JSG 05 December 2012

Undecided ACC were waiting further cost information before being in a position to make a decision (see line 88 below)

85 Endorsement of Consolidated Security Gate to progress through Tollgate 2 (Brief Decision) (CCRS LGW0125)

CPB 19 December 2012

Undecided ACC were only able to partially support the project and requested further information on the supporting analysis (see line 87 below)

86 Snow Disruption SLA JSG 09 January 2013

Undecided ACC wished to look at an SLA currently being used at a Norwegian Airport before coming back to GAL on its proposal

87 Endorsement of Consolidated Security Gate to progress through Tollgate 2 (Brief Decision) (CCRS LGW0125)

JSG 09 January 2013

Agree Change Control Record Sheet signed-off

88 Endorsement of Pier 5 R2 Draw-down of £1,977K for scope and budget changes (CCRS LGW0113A)

JSG 09 January 2013

Agree Change Control Record Sheet signed-off

89 Endorsement of all the recommendations in the CEWG report JSG 09 January 2013

Agree

90 Endorsement of Main Runway Rehabilitation R2 Draw-down of £4,168K for budget increase (CCRS LGW0128)

CPB 23 January 2013

Undecided To be reviewed by ACC prior to February JSG meeting

91 Endorsement of ST Baggage & Pier 1 and NT Voids Scope and Budget moves to a consolidated Voids Project (CCRS LGW0126 +LGW0127)

CPB 23 January 2013

Undecided To be reviewed by ACC prior to February JSG meeting

92 Endorsement of Main Runway Rehabilitation R2 Draw-down of £4,168K for budget increase (CCRS LGW0128)

JSG 06 February 2013

Undecided ACC asked for a break-down of the funds requested to go back to CPB before coming to the following JSG (see line 95 below)

93 Endorsement of ST Baggage & Pier 1 and NT Voids Scope and Budget moves to a consolidated Voids Project (CCRS LGW0126+7)

JSG 06 February 2013

Agreed Change Control Record Sheets signed-off

94 Recommendation to ACC to Endorse the Check-in Bag-drop Trials R2 Draw-down of £449K (CCRS LGW0129)

CPB 21 February 2013

Agreed

95 Recommendation to ACC to Endorse the Main Runway Rehabilitation Budget Increase R2 Draw-down of £4,168K (CCRS LGW0128)


Undecided To be reviewed by ACC prior to March JSG meeting (see line 105 below)

96 Recommendation to ACC to Endorse the Flood Attenuation to progress through Tollgate 4 (CCRS LGW0132)


Agreed

97 Recommendation to ACC to Endorse the Consolidated Security Gate to progress through Tollgate 3 (CCRS LGW0133)


Agreed

98 Recommendation to ACC to Endorse the Delivery of 95% Pier Service (North Terminal) to progress through Tollgate 3 (CCRS LGW0131)


Disagreed ACC asked for this decision to be postponed until work on the Pier 2, Pier 3 and NT Piers were at the same level of detail (see line 112 below)

99 Recommendation to ACC to Endorse NT IDL (Project 2) to progress through a Revisited Tollgate 3 (CCRS LGW0134)


Agreed

100 Recommendation to ACC to Endorse the ST Security Final Accounts R2 Draw-down of £1.31m (CCRS LGW0135)


Agreed Following confirmation by Jamie Hobbs this figure was reduced to £1.1m for JSG endorsement

101 Recommendation to ACC to Endorse the ST IDL (Phase 2) Final Accounts confirmation of AFC from £21.7m to £20.518m (CCRS LGW0134)


Withdrawn GAL withdrew the request to amend funding for this phase of the project pending investigation of a potential R2 claim

102 Recommendation to ACC to Endorse the NT Extension Final Accounts R2 Draw-down of £4.42m (CCRS LGW0136)


Agreed




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Reason/comment

103 Endorsement of Q5+1 Minor Projects FEGP and Sub-Stations replacement

JSG 06 March 2013 Agreed

104 Endorsement of the Q5+1 ST IDL Phase 2 Trigger Definition JSG 06 March 2013 Undecided ACC required further time to consider

105 Endorsement of the Main Runway Rehabilitation Budget Increase R2 Draw-down of £4,168K (CCRS LGW0128)

JSG 06 March 2013 Postponed ACC agreed to wait for final accounting on this project rather than endorsing the budget increase at this time

106 Endorsement of the Consolidated Security Gate to progress through Tollgate 3 (CCRS LGW0133)

JSG 06 March 2013 Undecided ACC requested this to be reviewed by the AOC at their March meeting and then come back to April JSG

107 Endorsement of the Flood Attenuation to progress through Tollgate 4 (CCRS LGW0132)

JSG 06 March 2013 Agreed Change Control Record Sheet signed-off

108 Endorsement of the NT IDL (Project 2) to progress through Revisited Tollgate 3 (CCRS LGW0134)


109 Endorsement of the Check-in Bag-drop Trials R2 Draw-down of £449K (CCRS LGW0129)


110 Endorsement of ST Security & ST IDL (Phase 2) R2 Draw-down of £1.1m for Final Accounting (CCRS LGW0135a)


111 Endorsement of the NT Extension Final Accounts R2 Draw-down of £4.42m (CCRS LGW0136)


112 Endorsement of the Delivery of 95% Pier Service (North Terminal) to progress through Tollgate 3 (CCRS LGW0131)

JSG 06 March 2013 Agreed ACC caveated their endorsement requesting that GAL explore other solutions for providing 95% Pier Service in the North Terminal at the same speed as progressing this option. Change Control Record Sheet signed-off

113 Endorsement of the BQ5 NT IDL to progress through Tollgate 2 (CCRS LGW0137)

JSG 06 March 2013 Undecided ACC required further time to consider

114 Endorsement of the BQ5 NT Security to progress through Tollgate 2 (CCRS LGW0138)

JSG 06 March 2013 Undecided ACC required further time to consider

115 Recommendation to ACC to Endorse the Consolidated Security Gate to progress through Tollgate 3 (CCRS LGW0133)

CPB 20 March 2013 Agreed

116 Recommendation to ACC to Endorse the Domestic Arrivals (Phase 1) R2 draw-down of £1.597m for unforeseen scope (CCRS LGW0139)

CPB 20 March 2013 Undecided To be reviewed by ACC prior to April JSG meeting


1 2 3 4 A B C D G HChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D E HAppendix

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GAppendix G - Annex G

G. [GATWICK’S] AGREEMENT ON ENHANCED INFORMATION DISCLOSURE AND CONSULTATION AT HEATHROW AND GATWICK AIRPORTS - UPDATE FOR Q5G.1 [Gatwick] recognises that consultation with airlines on its proposals for the development of the airport is critical to ensure its plans are both fully understood by airlines and informed by their knowledge and requirements. To facilitate this, [Gatwick] proposes to provide airlines with the following information, detailed below as part of the constructive engagement process. This proposal is intended to address consultation on the delivery of the plan in Q5 as well as issues that will need to be discussed in preparation for future price control periods. To ensure effective consultation this proposal also outlines the requirements for the consultative process, including a high level view on the remit of airport-airline consultative bodies established for this purpose.

G.2 Ultimately, decisions on capital expenditure are fundamental to [Gatwick’s] business and as such [Gatwick] is accountable for the final decision with regard to how capital expenditure monies are deployed. Equally, the CAA has stated that it will take account of this constructive engagement process when establishing the regulatory settlement for a period, basing decisions on agreement wherever possible.

G.3 [Gatwick] anticipates that through the provision of the information detailed in this paper and with the constructive engagement of all parties in the process, the level of consultation supporting the airport’s development proposals will be enhanced. This should result in a greater understanding of the drivers for investment, the cost of the plan and the outputs that will be delivered, in terms of infrastructure and benefits to airlines and passengers as well as the impact on user charges.

G.4 There will be three key aspects to the consultation on airport development plans:

1. The Airport Master Plan and long term land use plan;

2. The Capital Investment Plan (CIP);

3. Consultation on individual projects.

G.5 This consultation will take place within and be aligned to the broader context of consultation, typically on the elements covered by the constructive engagement process used to inform the Q5 regulatory review.

AIRPORT MASTER PLAN AND LONG-TERM LAND USE PLAN G.6 Each airport will produce and maintain a Master Plan document in consultation with airlines. The timing of this document depends partly on Government airport policy consultations/decisions and on the need to keep the overall vision for the airport up to date. Updates will also be necessary to deal with strategic aspects (such as scope and timing) of major developments left open in a previous version. Consultations on the airport’s development strategy and also on the necessity and scope of specific projects need to proceed in the confidence that the proposals are aligned with the overall airport Masterplan. It is envisaged that the annual CIP document will be supported with a long-term land use plan, highlighting the infrastructure to be delivered across the airport campus by the investment proposals. The annual CIP document would also provide updated information on the long-term land use plan (at a level of granularity that permits informed discussion) which is likely to be relevant to airlines’ consideration of the CIP. The long term land use plan will provide a view on how best to use the land well into the future, and from which the incremental infrastructure plans (next 5 to 10 years), both above and below the surface, can be considered and shown to align with the long term land use plan within the context of the current Masterplan.

G.7 Consultation on the long-term land use plan should also incorporate information on asset disposals. The airport will consult airlines before disposing of any land or buildings from the Regulated Airport Base, whether through sale, partial sale, long lease or joint venture, including disposals from the respective airport company (Heathrow Airport Limited (HAL) or Gatwick Airport Limited (GAL)) to other entities within the

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BAA group. Consultation information will include the timing of the proposed disposal, potential impact on both current airport operations and on future airport development, and measures taken to protect future airport development (e.g. proposed buy back options and their terms). The airport will also inform users and the CAA on any subsequent disposal of assets which were formerly within the Regulated Asset Base and which had been transferred out of the HAL or GAL Regulated Asset Base during the Q5 price control period to another entity within the BAA group. Where there may be reasonable doubt as to whether or not a particular asset does or does not fall within the Regulated Asset Base, the airport will consult with airlines on its disposal in advance.

CAPITAL INvESTMENT PLAN (CIP)G.8 Consultation will require the provision by [Gatwick] of information within a capital planning document covering a period of at least 10 years. This document will provide information to airlines on development plans for each airport and will be a key document around which airline-airport consultation will take place. It is recognized that some elements of the data may need to be covered by a confidentiality agreement (and/or disclosed in a restricted manner) to ensure that consultation does not prejudice commercial interests.

G.9 The purpose of the document will be to allow the airport to consult airlines on the following matters relating both to Q5 and to future price control periods:

1 The principal business drivers behind the airport’s development strategy: Including assumptions made by [Gatwick] regarding the future operating environment of the airports including desired levels of service, those constraints faced by the airports that are a material influence on the plans and jointly developed benchmarks of external performance.

2 The forecast demand for airport outputs for the duration of the plan: Consulting airlines on the disaggregated forecast levels of demand for airport capacities and services, under one or more future scenarios developed following consultation with airlines, including scenarios that may be recommended formally by airlines at the Joint Steering Group (JSG) at Gatwick / Joint Steering Team (JST) at Heathrow, together with the principal factors that are expected to drive different categories of the demand. Use of different forecast scenarios may be particularly important where there is some uncertainty or risk about future demand and where it is necessary to test the robustness of the plan against uncertain outcomes.

3 Options for the development of the airport: Consulting with airlines on the high level options for the development of the airport, including details of the cost and output trade-offs involved in each option, and the relative impact on user charges and, where possible, on future airline costs. This user charge impact assessment should be conducted on a per passenger basis, and employ high level assumptions on incremental passenger numbers, costs and income associated with alternate options. Assumptions employed should be clearly stated, with reasons, so that airlines can understand the inherent risks and sensitivities. This should include similar analyses of reasonable options formally requested by airlines at the JSG/JST.

Consultation with airlines will also be required to take account of their views on current and future operational processes, requirements and airline moves. This may involve discussions about future airline plans for check-in, fleet, baggage etc.

The airport and airlines need to respect the agreed process and timescales when making their contributions. Where airlines cannot provide inputs in time, the airport may need to make informed assumptions which can be adjusted through the stakeholder project boards or the JSG/JST if necessary. It may also be necessary to revise assumptions later, but the aim should be to ensure that delays caused by airlines’ limited resource do not put at risk [Gatwick’s] ability to deliver the investment programme or specific projects or the functional needs of airlines.

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4 The capacities that the airport intends to provide: Consulting with airlines on the facilities the airport intends to supply, and the extent to which the different parts of the infrastructure (passenger areas, stands, baggage belts, runways and airfield facilities etc.) will meet demand forecasts under the different scenarios. This will provide users with a forecast of the extent to which the airport will be able to meet expected demand for outputs, and the implications of this for the quality of service that airlines receive at the airports. This should also quantify other benefits to be delivered by the plan. As with consultation on options for airport development, the discussion on specific capacities to be provided should also encompass airlines’ views on current and future operational processes, requirements and airline moves. This may involve discussions about airlines’ future plans for check-in, fleet, baggage etc.

5 The cost of the capital investment plan: Giving airlines an overall picture of the estimated total cost of the plan and pricing implications (informed, where appropriate, by the price control formula imposed by the CAA, and any long term pricing policies laid out by the CAA). This should state what major assumptions have been made, including timing of key projects and the expected levels of any operational disruption. Consultation on the total cost of the investment plan for future price control periods will also encompass consultation on the appropriate level of risk that should be incorporated into the cost of the programme. This will be informed by the future scenarios work and will be required before the capital investment programme for any future price control period is finalised.

6 Cost estimates and efficiencies of individual projects: Providing airlines with information, to an appropriate level of detail, on total capital expenditure and the anticipated incremental impact upon the operating costs of both [Gatwick] and the airline community. The amount of cost detail will be related to the stage of the development process. For those projects that have reached a high level of definition, specific cost estimates and indications of benefits will be expected. For projects envisaged in the longer term more general capital cost provisions may be appropriate and, if so, this should be stated. Where costs are shown for specific projects these should be broken down into base construction costs, risk allowances, on-costs and any other provisions such as site-specific costs. Information on anticipated asset lives associated with the development proposal should also be included. The costs for individual projects should be accompanied by an explanation of any positive or negative cost comparison with similar past projects. Specific data, including details of alternatives considered, should be provided. This information may be given in individual project consultations, rather than in the overall plan. Some information may need to be provided in confidence to individual occupiers of projects.

7 The outputs that are expected from individual projects: This should be both in terms of infrastructure that will be provided/replaced and the benefits that will be realized in terms of increased capacity, improved service levels, statutory compliance etc. The outputs should be quantified and provided on an incremental basis at a level of detail appropriate to the stage of the project. For any project, it should be clear how the benefits justify the costs: information should, therefore, be shared by the airport operator, as provider of the facility, and by those that operate the facility to enable users to assess the relative financial and operational benefits of the proposed development.

G.10 [Gatwick] will share with the appropriate airlines and/or or their representative bodies the commercial revenues it anticipates the investment will generate, except where [Gatwick] considers that disclosure of the information could jeopardise either its, or a third party’s, commercial interests. It is recognised by all parties that this may require a limit on the number of consultees and that confidentiality agreements (or other restrictions) may be needed to ensure the security of the information. [Gatwick] will make best endeavours to find practical means by which information can be both shared appropriately as necessary and given adequate protection from wider release, where this may be contrary to [Gatwick’s] or other parties’ commercial interests. There may be cases where [Gatwick] does not consider it appropriate to release this information even with the above safeguards and in these instances the airport will explain why disclosure is not possible.

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G.11 Where [Gatwick] considers that its commercial or operational interests will not be compromised, it will provide information on the relative impact upon operating costs resulting from the development.

CONSULTATION ON INDIvIDUAL PROjECTS G.12 Consultation will concentrate on the delivery of key projects or programmes of investment. The projects/programmes that will be subject to individual consultation will be agreed by stakeholder programme boards or via the JSG/JST. These will, as a minimum, be those projects with triggers attached and should be selected after consideration has been given as to how best to utilise airline and airport resource to facilitate this consultation without compromising the delivery of the overall plan. In addition to consultation on those projects agreed at the outset via Programme Boards or JSG/JST, [Gatwick] will try to accommodate all reasonable requests made by airlines for information/consultation about the progress of individual projects. These requests should be made via the relevant programme board. If agreement cannot be reached through this forum, the matter may be raised at JSG/JST.

G.13 It is envisaged that this consultation will be structured to support the key decision points in [Gatwick’s] Gateway process. For those key projects subject to individual consultation, [Gatwick] will ensure that airlines are consulted in a timely fashion at the following stages: (i) prior to [Gatwick] moving the project from brief description to options development, (ii) prior to option decision, and (iii) prior to construction design. [Gatwick] expects that the airlines involved in this process will make best endeavours to ensure that their inputs to such consultation are timely and do not delay the overall timeliness of programme and project delivery. If airlines do not participate when invited and subsequently try to hold up or reject the project proposals, [Gatwick] may need to proceed (and document the reasons why) without airline sign-off, in order to protect delivery for the wider user benefit.

G.14 Consultation on those selected projects will encompass the progression of the design and delivery of the project and best endeavours should be made to keep to the master delivery programme agreed at the outset of a project. Consultation should also focus on the utilisation of the risk allowance factored into the project cost. [Gatwick] will provide reports to show how risk money has been used and airlines will be consulted in advance of any significant use of risk monies.

Change Control

G.15 The CIP acts as a basis for consultation only and does not represent a mandatory investment programme.

G.16 The plan produced at any one time will be subject to change as the external environment alters, as project information become more detailed or as operational issues become apparent. Best endeavours should be made however to stick to the plan and changes should be proportionate, and the rationale for significant changes should be discussed with airlines before decisions are taken. These changes need to be made transparently and may involve difficult choices. All parties need to recognise that changes to the plan are inevitable and prioritisation of the plan will be ongoing within a fixed level of expenditure within the quinquennium. Where significant disagreements arise reasonable efforts should be undertaken by all parties to resolve disputes. Depending on the significance of the matter in dispute this may involve the use of the Dispute Resolution Process established for Q4.

G.17 An important part of each CIP document will be to provide airlines with an account of how the plan has changed from both previous versions and the plan that was anticipated in the Q5 price control. It should also provide an explanation for the change, whether to individual projects or at a higher level. It is not intended that the airport should be required to consult in advance about minor modifications to the plan unless they have significant effects; however airlines should be consulted before decisions are taken in relation to significant changes. In instances where [Gatwick] feels it is necessary to make significant changes to the plan, even when there is strong opposition from the airline community as a whole, [Gatwick] will commit to providing detailed reasons for its decision.

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G.18 In addition to providing airlines with transparency on changes to projections of future investment, it will also be necessary to review the out-turn performance of completed projects against the outputs an-ticipated in previous plans. Project evaluation should highlight performance in terms of cost, infrastructure delivered and benefits realised.

THE CONSULTATION PROCESSG.19 The Capital Investment Plan should form the basis of an effective consultation process, designed to provide airport facilities to best meet the current and future needs of airlines. Within this process, [Gatwick] should ensure that the material stated above is provided to, and consulted with, all major airlines at the individual airports. As well as publishing an annual document containing this information, each airport and its airlines are expected to establish the appropriate consultative bodies to facilitate this process.

G.20 Proposals from [Gatwick] for the consultative structure to be applied at Heathrow and Gatwick have been developed and are attached as annexes to this paper.

G.21These consultative bodies should agree membership and term s of reference supporting a structure of consultation that ensures a logical sequence of information flow is followed in order for the linkages be-tween the different information requirements stated above to be understood.

G.22 An important part of the work of these consultative bodies will be to track progress against the plan, to review implementation issues such as airline moves, and to act as a consultative forum for any proposed changes to the plan, for example changes to the scope, timing, costs or benefits of a project. These bodies should also provide the forum to discuss and agree any changes to the triggers identified for the Q5 price control period. Beyond the current price control period these bodies should also provide the consultative platform to agree future ‘trigger’ projects and the detailed definition of the associated milestones, which will be used to adjudicate whether or not the trigger has been successfully met.

G.23 Consultation should encompass the exchange of information and subsequent discussion between [Gatwick] and airlines with the objective of achieving agreement within an appropriate timescale to enable the successful delivery of the plan. A project plan will be developed by [Gatwick] which will show reason-able timescales for consultation commensurate with project complexity. The plan will show the timing of key decisions needed to maintain project programme in line with the CIP. All parties will endeavour to meet this timescale. However, it is recognised that agreement may not always be achieved in the time available to progress the investments. With this in mind it will be the responsibility of these bodies on a yearly basis to provide an agreed record of the agreements reached and those areas where there has been disagreement. This record of agreement/disagreement should also highlight the process undertaken to attempt to resolve any disputes.

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113HAppendix H - GAtwick’s updAted product MAtrix

product MAtrixsurface Access

core premium Business Assistance Family1.1 Service offer that encourage

the use of public transport modes

1.1 Dedicated chauffer / limo drop off area

1.1 Priority parking areas (fast connection)

1.1 Dedicated drop off area

1.1 Dedicated parking

1.2 No road traffic queues on airport

1.2 Premium and valet parking

1.2 Maximum wait 5 minutes

1.2 Accessible routes into Terminals

1.3 Real time transport network and service information

1.3 Kerb side lounge with concierge(Heated & dry)

1.3 Child friendly concierge service

1.4 Bag drop valet parking facility 1.4 Mulitple pick up points at all areas eg: Bus, Coach, Rail

1.5 Fit for purpose smoking facilities

1.6 Contemporary design for external areas

1.7 Clear routing for pax from / to onward travel

1.8 Accessible drop-off areas to match demand

1.9 Sufficient public car park capacity to meet demand for on-airport parking

check in concourse

2.1 Maximum 10 minute queue 2.1 No queue 2.1 Business segregated check-in

2.1 Accessible check in with flexible hours

2.1 Dedicated area for families

2.2 Intuitive flow through design 2.2 Dedicated area, aesthetically differentiated

2.2 System for pre-order in flight products

2.2 Check in available at earliest point in journey to get rid of bags and not just for those using PRM service

2.2 Space = IATA A

2.3 Space = not less than IATA C (at peak)

2.3 Space = IATA A 2.3 Technology for “swipe” check-in

2.3 Distractions for children

2.4 Well lit and clutter free environment

2.4 Kerb side check-in & bag drop

2.4 Off site bag drop

2.5 Remote check-in (passenger acceptance)

2.5 Minimal travel distances

2.6 Common use areas for bag tag & drop

2.6 Off site bag drop

2.7 Anytime check-in 2.7 Premium check-in lounge

2.8 Segregated group check-in 2.8 Premium PRM pick up service from home

2.9 Any bag to any chute

2.10 Staff and mobile technology to proactively assist passengers

2.11 Display of check-in location and queue (via smart phone app)

2.12 Display of security queue (visual display screens & via smart phone app)




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security core premium Business Assistance Family

3.1 Maximum 10 minute queue 3.1 No queue 3.1 Maximum queue 5 minutes

3.1 Maximum 10 minute queue

3.1 Dedicated lanes (not with PRM)

3.2 Space = not less than IATA C 3.2 Dedicated area with personal service

3.2 Dedicated lane with efficient service

3.2 Dedicated lanes (not with families)

3.2 Space = IATA A

3.3 Friendly, helpful and efficient staff

3.3 Space = IATA A 3.3 Loyalty based segregation

3.3 Privacy Cubicles 3.3 Cheerful aesthetics (visuals etc.)

3.4 Effective multilingual comms 3.4 Shoe Scanners 3.4 Shoe Scanners 3.4 DDA compliant seating for recomposure

3.4 Helpful staff

3.5 Eliminate clothing removal 3.5 AMD “friendly process”

3.5 Shoe Scanners

3.6 Mobile technology for boarding passes

3.6 Shoe Scanners

3.7 Space and seating for recomposure

3.8 Display of security queue (visual display screens & via smart phone app)

idL 4.1 Segregated / quiet zones 4.1 Direct routes through to lounges

4.1 Business centre facilities

4.1 Reception points close to security exit

4.1 Family areas (kids and teens)

4.2 Airside smoking areas for passengers

4.2 Personal shopping / retail pods

4.2 Quiet areas for business travellers

4.2 Seating with real time information

4.2 Family F&B offers

4.3 Push info to passengers 4.3 Segregated Premium lounges

4.3 Close to toilet facilities

4.3 Leisure lounges

4.4 Personalised call to gate (via SMS & smart phone app)

4.4 Exclusive / luxury retail

4.4 Access to F&B and shops

4.4 Entertainment

4.5 FIDS with departure gate specific distance / times & flight status

4.5 Massage & relaxation facilities

4.5 Minimal level changes

4.5 Teen Music Lounges (iTunes)

4.6 Comfortable seating / social areas

4.6 Showers 4.6 DDA compliant seating in F&B outlets

4.7 Airfield views (outdoor or indoor)

4.8 Retail to suit whole schedule (late night)

4.9 Space = minimum IATA C / commercial benchmark

4.10 Gateway / Portal to distinguish pier entry points

4.11 Uncluttered structured retail layout

4.12 Efficient VAT refund service

piers 5.1 95% Pier Service 5.1 Separate passenger access

5.1 Gate room business facilities

5.1 Toilet provision at recommended frequency

5.1 Experiential activities in gate rooms

5.2 “Clopen” Flexible gate rooms

5.2 Priority boarding 5.2 Changing areas with adult bed facilities

5.2 Strollers at aircraft side on inbound flights

5.3 Minimum gate room dwell time

5.3 Segregated seating in the gate room

5.3 Lifts for all vertical movements

5.4 Comfortable gate room seating (customer group)

5.4 Minimal distance to gate

5.5 Airline consolidated on piers / gates

5.5 Resting points

5.6 Vertical segregation of passengers in piers

5.6 Facilities for Guide Dogs

5.7 Lifts close to stands (for w/chairs etc.)

5.8 Automate boarding & displays for aircraft status

5.9 Space = not less than IATA C




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transfers core premium Business Assistance Family

6.1 Airside transfer facilities (domestic & international)

6.2 Space = not less than IATA C

6.3 Visual display for “next service” real time information

6.4 Call facility for on demand off peak service

Arrivals Border Zones

7.1 Max Q = 10 mins EU Non-EU = 20 mins

7.1 No queue 7.1 Maximum 5 minute queue



7.2 Space = not less than IATA C 7.2 Space = IATA A 7.2 Registered traveller programme

7.2 Dedicated lane 7.2 Dedicated lane

7.3 A “Warm welcome to Gatwick” & UK

7.3 Dedicated lanes 7.3 Segregated lanes

7.4 Display of border queue (visual display screens & via smart phone app)

7.4 Arrival lounge / facilities and/or seating

7.5 Registered traveller programme

reclaim 8.1 Onward travel tickets / information

8.1 Meet & greet in hall (including bags)

8.1 Priority bag identification & delivery

8.1 DDA compliant reserved seats by reclaim

8.1 Own strollers at loading bridge

8.2 Maximum 45 minute last bag 8.2 Priority bag identification & delivery

8.2 Accessible toilets and change facilities

8.2 Baby change facilities

8.3 Bag recovery processes on failure

8.3 Hotel / home drop off

8.3 Help points 8.3 Luggage delivered to your car

8.4 Catering facilities 8.4 DDA compatible trollies

8.5 Automated kiosks for lost baggage

8.6 Bag delivery status (visual display screens & via smart phone app)


onward travel & Arrivals

9.1 Stress free pick up 9.1 Chauffeur pick up areas at level

9.1 Clear routing to priority parking / pick up

9.1 Kerb side lounge with concierge (Heated and dry)

9.1 Parent/s and baby rooms

9.2 Minimise passenger routing conflicts (arrivals)

9.2 Concierge service 9.2 Dedicated pick up area

9.3 Roaming, helpful staff 9.3 Valet pick up areas

9.4 Airline branded arrivals products

9.5 Consolidated onward travel facilities & information

9.6 Clear routing to products

9.7 Hotel desk, F&B, Retail & Bureaux





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Airport wide

core premium Business Assistance Family

10.1 Core ambience 10.1 Premium ambience 10.1 Business ambience 10.1 PRM ambience 10.1 Family ambience

10.2 Intuitive wayfinding throughout

10.2 Premium reward scheme

10.2 Frequent flyer rewards (access to premium services)

10.2 PRM seating at agreed intervals

10.2 Seating at agreed frequency

10.3 Airport / flight info application

10.3 Use of dynamic lighting displays

10.3 Predictable processes 10.3 DDA compliance 10.3 Improved frequency of toilet / change facilities

10.4 Free Wi-Fi across whole airport

10.4 Consistent Premium product offer

10.7 Modified “Premium” arrivals lounge offering

10.4 Accessibility to all services

10.5 Disruption / recovery areas 10.5 Minimise level changes

10.6 A Gatwick palette 10.6 Minimise travel distances

10.7 Real time service information 10.7 Premium arrivals lounge

10.8 Airline branding / differentiation opportunities 10.8 Concierge services

10.9 Natural light in passenger areas

10.10 Murals and experiential displays

10.11 Clean, spacious, bright modern environment

10.12 Process to buy one off Premium services

10.13 Push communications to passengers (e.g. text)

10.14Toilets provided throughout airport to meet latest GAL standards

Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D F GChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D E GAppendix

EAppendix

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117Glossary

ACC Airport Consultative Committee

ACL Airport co-ordination limited

AFC Anticipated Final Cost

Annex G [ Gatwick’s] agreement on enhanced information disclosures and consultation at Heathrow and Gatwick Airports - update for Q5

AOC Airline Operators Committee

APD Airport passenger duty

CAA Civil Aviation Authority

CapEx Capital Expenditure

CAST Comprehensive Airport Simulation Tool

CATMs Cargo Air Transport Movements i.e. commercial cargo flights

CPB Capital Programme Board

CC Competition Commission

CCRS Change Control Record Sheet

CE Constructive Engagement

CIP Capital Investment Programme

CEO Chief Executive Officer

COPI Construction Output Price

DfT Department for Transport

DOM Domestic

DFSS Design For Six Sigma

EU European Union

FIDS Flight Information Display Screen

GA General aviation

GAL Gatwick Airport Limited

GAL Number Gatwick Project / Programme Reference Number

GATCOM Gatwick Consultative Committee

GDP Gross domestic product

HBS Hold Baggage Scanner

IDL International Departure Lounge

INT International

IT Information Technology

ITTS Inter Terminal Transit System

JSG Joint Steering Group

KPI Key Performance Indicator

LACC London Airports Consultative Committee

M Million

MARS multi aircraft ramp system

MENA middle east and north africa (region)

mppa million passengers per annum

MSCP6 Multi Storey Car Park (Six)

NATS National Air Traffic Services

Non ATMs Non-commercial flights e.g. General Aviation, Air Taxi

NT North Terminal

NTF North Terminal Forecourt

NTI North Terminal Interchange

NTX North Terminal Extension

Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Glossary

1 2 3 4 A B C D F GChapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Glossary

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NWZ North West Zone

Opex Operating cost

p.a. Per annum

PATMs Passenger Air Transport Movements i.e. commercial passenger flights

PAG Passenger Advisory Group

Pax Passengers

PPH Passengers per hour

PRM Passengers with Restricted Mobility

Q5 The 5th Quinquennium (regulatory period)

Beyond Q5 Post Q5 period

QSM Quality Service Measure

R1 Risk held at project level

R2 Risk held at Portfolio level

SERAS South East and east of England Regional Air Services

SH&E Consultancy

ST South Terminal

SQR Service Quality Rebate

SQWG Service Quality Working Group

Trigger Projects Financial incentives placed on Gatwick to encourage timely & efficient delivery of strategically important projects, known as trigger projects.

UKBF United Kingdom Border Force ( previously known as UK Border Agency)

119Notes

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t +44(0) 844 335 1802E [email protected]

Documents

2013 GATWICK CAPITAL INVESTMENT PROGRAMME · to the Airports Commission, this CIP report is based on the assumption that Gatwick will remain a single runway airport up to the mid-2020s