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2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 1

Final version validated January 11 2002

CDMLimited Business Case

Barcelona Airport

EUROCONTROL EXPERIMENTAL CENTRE

Brtigny sur Orge


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The purpose of this document is to present the results of initialBusiness Case simulations conducted with Barcelona CDM participants

This is a final report for the "Limited CDM Business Case" work conducted for

Eurocontrol between November 2001 and January 2002.

This document is an "dynamic" PowerPoint presentation of the data and results gathered

in the Excel file OpportunityChartBCase.The Excel spreadsheet is a simulation sheet,

where all data can be modified.

Therefore, results shown in this presentations should not be seen as final and validated

figures, but rather as a "snapshot" of one simulation established together with the

participants in the course of this work - other simulations should be conducted by the

stakeholders themselves to validate the results.

The package (PowerPoint presentation + Excel spreadsheet) was presented in Barcelona

on January 11, 2002, to each group of participants involved :

Airlines:

Spanair

Iberia

Barcelona Airport

Eduardo Goi

This package, updated after the Jan 11 meetings, was left with each participant listed

above, for their own use.

This work involved the following Eurocontrol participants: Werner Gttlinger

Peter Eriksen

For CGEY:

Jrme Halgand

Marie-Hlne Martin

and, as experts: Jean-Pierre Florent

Olivier Delain

Fadi Fakhoury

TowerHandlers

Eurohandling

Newco

Fuel

CLH


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What it is / What we did What it is not / What we did not do

A list of all improvement opportunitiesidentified on the basis of the CDMBarcelona experiment, at this stage of theproject.

A calculation methodology for eachquantifiable opportunity in the Barcelonaexperiment.

An evaluation of each quantifiableopportunity, with generally conservativeestimates.

An aggregation of opportunities bycategory of stakeholder.

A reference for building a CDM Business

Case at other sites, for otherstakeholders.

It is not an exhaustive quantification ofevery improvement opportunities: someopportunities remain non-quantified eitherbecause a quantification would not makesense, or because the opportunity forBarcelona is not significant.

This work is not based on real accounting

figures provided by stakeholders. We filledthe variables from various data gatheredthrough top-down interviews and bottom-up workshops, or in the literature.

It does not include implementation costsof CDM.

Not a generic Business Case directlyapplicable as it is to other scopes.

The objective of the Business Case is to give CDM stakeholders atool to evaluate gains and set an ambition

The methodo logy for bu i ld ing the CDM Business Case can be app l ied to any oth er group o flocal stakeholders.

However, the l ist of opp ortu nit ies, the hypo thesis, the variables and the data used wil l bespeci f ic to each s i tua t ion


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Important general assumptions

The airport does not operate at full capacity: with CDM improvement of

operations, it would be able to accommodate more rotations.

This is true for Barcelona airport

For most other airports, declared capacity is below maximum capacity

Airlines can gain passengers through better punctuality :

airlines operating with CDM are more likely to be punctual than others, especially if their

hub airport is "CDM-operated". Therefore, they can hope to gain market shares from

other airlineson the same routes.

If all airlines are operating with CDM, and therefore all improve their punctuality, air

transportation in general will be more attractive to travellers. Air will then gain marketshare over other means of transportation (rail, road, sea). In that situation, we can

assume that the market share of each airline remains the same, with a total market of

air transportation increasing.

The Business Case only evaluates gains deriving from CDM applications...

some of them are planned to be implemented in Barcelona

others are known as not being of interest in Barcelona, but kept in the Business Case

nevertheless as opening points for other areas of experimentation.

The Business Case does not include any cost of implementing CDM.


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CDM Business Case framework for Airlines

Revenue inc rease Cost reduct ion

Other gains Capi tal expend i tures

Increase the num ber of

rotat ions

Gain passengers throug h

loyalty

Reduce loss of revenue due to

rebooking on Other Air l ines (

missed connect ion)

Better value for m oney (Service

by handl ing agents)

Faci l i tate decision - makin g

Reduce compensat ions to

Passengers (miss ed connection)

Reduce fuel consum pt ion

for taxi ing/ in-f l ight

Reduce over staff ing costs

(Includ ed in Air l ines punc tual i ty)

Reduce parking fees

Improve uti l isat ion rate of Aircraft

(More rotat ions)

Reduce time aircraft is out

of use due to truck/ACaccidents on apron

(Col l ision)

Flexibi l i ty in ATC slot management

Opportunity chart 10Opportunity chart 6

Opportunity chart 1

Opportunity chart 6

Opportunity chart 2

Opportunity chart 10


Not quantified

Not quantified

Not quantified

Not quantified

Reduce cal ls to Fire Brigade Opportunity chart 7

Promote fairness

Promote co-operation between

ATC and Air l ines around Air l ines

prio rities (TOBT)

Not quantified

Not quantified


CDM

CDM


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Focus on Punctuality for Airlines :Estimation of opportunities for time savings

turn around operations (closer management of

handling and boarding processes) = difference

between standard and minimum turnaround

including fu el ler- only Spanair

time between doors closed and taxi out

duration of taxi out

better adherence to CTOT for delayed flights

(through slot shifting & swapping)

duration of taxi in

0 minutes 10 minutes

2 minutes 6 minutes

2 minutes 5 minutes

2 minutes 3 minutes

2 minutes 5 minutes

NA NA

MIN MAX

6 minutes 23 minutes

Hypothesis: those time savings can not all

be obtained simultaneously.

We will therefore apply a ratio of 50% 3 minutes 11 minutes

Opportunity chart 3


Opportunity chart 5



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CDM Business Case framework for Handlers


Other gains Capi tal exp endi tures

Custom er satisfact ion (air l ines)

Reduce penalt ies for late

arr ival at aircraft

Faci l i tate decision - makin g

Optimise use of resources

through reduction of missed

appointments

Reduce fuel consu mpt ion and

maintenance of vehicles

Reduce over staff ing co sts (Push

Back Tractor)

Equipm ent uti l isat ion rate

(Stairs,

Buses

Push Back tractor

Trolleys)

Route and task planning




Not quantified

Not quantified

Not quantified

Not quantified

Not quantifiedOpportunity chart 12


Not quantified

CDM


Increase produc tivi ty Opportunity chart 19


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CDM Business Case framework for Airport and Tower


Other gains Capi tal expend i tures

Improve uti l isat ion rate of

contact stand

Corporate Image enhancement

Faci l itate TWR work by autom at isat ion of

pre-departure sequence

Faci l i tate decision - making

Cost related to missed con nection

late at nigh t

Optimise investm ents l inked to

groun d traff ic

-e.g. reduced need for engines-

on waiting areas if better

accuracy of departure time.

Opt imise safety resources ut i l isat ion

Improve uti l isat ion of runways

(more mov ements)

Avoid cur at ive situat ions throu gh earl iercomm unicat ion of arrival t ime

Opportunity chart 9

Opportunity chart 5

Not quantified

Not quantified

Not quantified

Not quantified

Not quantified

Not quantified

Not quantified

Opportunity chart 8

Reduce the num ber of operators

for f ingersOpportunity chart 4

Optimise the activi t ies of the

Follow me operatorsNot quantified

Avoid cong est ion of radio frequency Not quantified

CDM

Added value on ATC services Not quantified


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2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved

Business case summary (Airlines)

Total MIN : 37 M - Total MAX : 85 M

Airlines

1%

53%

12%

0%

29%

0%

5%

Collisions

Gained passengers

Reduce cost ofmisconnection

Fire Brigade

Punctuality for Airlines

Fueller delays (Spanair)

One more rotation


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Business case summary (Handlers)

Total MIN : 379 000 - Total MAX : 1 007 000

Handlers

29%

1%22%

0%

6%

42%

Number of Buses

Number of stairs

Number of Push back

tractors

Last minute changesof stand & gate

Fueller productivity

Handlers productivity


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Business case summary (Airport)

Total MIN : 418 000 - Total MAX : 1 435 360

Airport

8%

54%20%

18%

Finger Operators

Contact stand utilisation

through adherance to

TOBT

Contact stand utilisation

through better planning

One more movement

O ll CDM b i b fi 3


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Overall CDM business case benefits over 3 years,for Barcelona stakeholders

Airlines

Handlers

Airport

Those resul ts are year ly recurrent gains that can be obtained o ver a three yearper iod.

A common h ypo thesis wo uld b e : 15% the f i rst year, 60% the second y ear, ful l

result ach ievable the third y ear.

I t should b e noted that some of th ose gains are mo re theoret ical (e.g : addi t ionalrotat ions) wh i le other gains are easier to reach ( e.g : reduc e cost du e to miss ed

connect ions)

Total MIN : 37 M - Total MAX : 85 M

Total MIN : 379 000- Total MAX : 1 007 000

Total MIN : 418 000- Total MAX : 1 435 360


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The BCase will be a

major tool to market

CDM

This is a good

approach to start

improving the way

our companies work

I like this kind of

meeting

Business Case

brainstorming was very

useful, it arises new

thinking, new vision.

Business case brings a new

approach to CDM.

The methodology helps going

ahead with CDM process

improvement and not only on

financial aspects.

Conclusion : The Business Case process rises high interestamongst Barcelona stakeholders

Verbatim

The CDM Bus iness Case pro ject supp l ies on request a too l that a l lows you to genera te yourpart icu lar potent ia l benefi ts throug h a CDM imp lementat ion.

Just u se i t !

We can finally see

figures (even if they

are not necessarily

realistic yet)

This reinforces our

energy for

implementation

Good to have different

stakeholders in one

room!

It helps making

decisions to implement

CDM, and bringsarguments to the

management

But who will do

it?

It is still fuzzy...

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