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GATCOM REPORT

FROM

GATWICK AIRPORT CHIEF EXECUTIVE

STEWART WINGATE

PERFORMANCE, ACTIVITIES AND PEOPLE

1st January – 31st March 2018

n

Agenda item 7

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1. OVERVIEW

1.1 During the period, Gatwick achieved a 1.6% year-on-year increase in traffic, resulting in

9,301,425 passengers travelling through the airport.

1.2 Record growth has been matched with strong results in quality of service for passengers as

evidenced by Gatwick passing 100% of the 8 core service standards that are based upon our

Quality of Service Monitor (QSM) for the 34th consecutive month. The overall passenger

satisfaction scores remained at record levels for all 3 months of this winter season.

Furthermore Gatwick’s Net Promoter Score, our measure of advocacy, has also just hit the

highest-ever levels for each of the winter months (Jan-Mar) finishing on 42.2 in March

(significantly ahead of 37.9 last year).

1.3 In the first quarter of 2018 (Jan-Mar) our passengers’ satisfaction with the selection of the

Retail outlet brands we offer them in our Departure Lounges has reached a record-ever level

of 88.5% and the equivalent for Food & Beverage brands is the second-highest at 87.7%. This

means almost 9 in every 10 passengers rate our selection of brands as either ‘Good’ or

‘Excellent’ – a far cry from just over 6 in 10 under BAA ownership.

1.4 Our long haul network continues to expand with the latest announcement being Qatar Airways

new double daily service to Doha, Qatar which commences at the end of May 2018. Other route

news includes British Airways frequency increases to a number of destinations in Spain, Portugal

and the Canary Islands as a result of their purchase of the ex-Monarch Airlines slots, and easyJet

will commence new twice weekly summer only services to Ancona, Italy and Volos, Greece.

1.5 During the period we have reported that 98.38% of aircraft on departure have maintained on

track performance. Continuous Descent Operations (CDO) was achieved by 83.83% of aircraft

during the core night period, with 90.03% achieved during the Day/Shoulder period. For the

24 hour metric, CDO was achieved by 89.79% of aircraft. There have been zero noise limit

infringements. Runway operations during the period have been split 61%/39% between

westerly and easterly operations.

1.6 As part of our overall approach to sustainability and waste management, Gatwick is taking a

number of steps to enable passengers and staff to reduce plastic waste. Gatwick already

recycles/reuses more than 60% of all operational waste -- the highest rate among UK airports -

- with the rest converted into energy. This means that 100% of plastic bottles and cups are either

recovered or recycled, and no plastic items put into a waste collection bin at Gatwick end up in

landfill or in waterways.

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1.7 Gatwick’s carbon footprint for 2017 is presently being finalised for external verification ahead

of GAL’s recertification to the Airport Carbon Accreditation scheme at Level 3+ (‘Neutral’) in

May 2018. Overall the 2017 footprint is very similar to 2016, notwithstanding a 5% increase in

passenger numbers in 2017.

1.8 Working with our partners at the Department for Transport, Network Rail and the Coast to

Capital Local Enterprise Partnership, we are developing detailed proposals to improve Gatwick

Airport Station. The plans will seek to alleviate crowding and congestion, boost capacity,

provide a more attractive station, contribute to improved train performance and reliability by

reducing platform dwell times, improve passenger experience and contribute to local and

regional economic growth. Network Rail have submitted the Planning Application for

consideration by Crawley Borough Council. Outline design will be completed by May 2018 ready

for the funders to sign off the scope and advance into procurement of detailed design and

construction. The project is looking to start on site early in 2019.

1.9 We are working closely with Highways England in preparation for the M23 Smart Motorway

Project. In order to make sure that the closure schedule is managed with minimum disruption,

Gatwick is leading a co-ordination group with Highways England, the M23 Smart Motorway

Project Team, Surrey County Council, West Sussex County Council and Network Rail. This group

also ensures there are no overlapping closures between M23 and local authority maintenance

work or between M23 and Network Rail planned maintenance.

1.10 Our airline route network continues to expand. Norwegian Air UK have launched three routes

during the period, to Buenos Aires, Argentina (4 departures per week); Austin, USA (3

departures per week) and a daily service to Chicago, USA. British Airways have re-started their

route to Las Vegas, flying three times a week and Westjet have replaced their summer St. Johns

route with a summer service to Halifax, Nova Scotia. Within Europe, Cobalt Airlines has

commenced a twice weekly service to Athens, Rossiya Airlines a daily service to St. Petersburg

and Air Baltic a twice weekly service to Tallinn.

1.11 The latest round of grant funding from the Gatwick Foundation Fund has resulted in 21 local

community projects receiving financial support from Gatwick, across Kent; Surrey; and Sussex.

We are continuing to promote GAL employee volunteering opportunities with projects that we

have supported in these areas, with several teams already committing their time and skills.

1.12 Gatwick’s new online jobs portal for vacancies across the airport has grown to 10 employers

actively using the jobs portal and a further 15 employers in the pipeline. It is expected over

the coming months more organisations will look to get involved as the benefits of using the

new technology become more established.

1.13 We recognise that some people may find it difficult to access jobs at the airport, particularly if

they are long term unemployed, or are work returners, and lack confidence or experience. We

have been working with local partners and airport businesses to design and develop an

employability programme which can help prepare people for work at the airport, and also

support them through the referencing process, which can often be a perceived barrier to

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employment. This work is in its early stages and will be reported to a future GATCOM meeting.

1.14 Our IT team have completed the replacement of the entirety of the campus network as planned.

This project has delivered a state of the art network across the airport with hugely increased

resilience and capacity. It has been a huge undertaking carried out over the course of many

months; and by working closely with operational stakeholders across the Gatwick Family, it has

been completed without major interruption to the smooth running of the airport.

1.15 In relation to the Revised Draft Airports National Policy Statement (NPS), the Transport Select

Committee (TSC) process has concluded and a report has been submitted to Government. In

summary the TSC have said Parliament should approve the NPS. The TSC accepted there was a

case for additional runway capacity, particularly hub capacity and that expansion at Heathrow

could deliver the Government’s strategic objectives for greater connectivity for passengers

and freight. But only after Government addresses the numerous concerns set out in its

Report, which should be added before the Parliamentary debate.

1.16 Government issued the response to the call for evidence on the Aviation Strategy on 7th April,

called ‘Next Steps’. The aim of the new aviation strategy is to achieve a safe, secure and

sustainable aviation sector that meets the needs of consumers and of a global, outward-looking

Britain. The next steps document outlines Government’s 6 key objectives for the strategy,

challenges ahead and actions the government is considering to address these. They will hold a

consultation on the policy detail for all 6 of the strategy objectives later this year, leading to the

publication of a final aviation strategy in 2019. Between now and then, there will be a period

of intense engagement and policy development (including roundtables and workshops).

A ‘full and comprehensive’ strategy will be published early 2019.

2. DELIVERING THE BEST PASSENGER EXPERIENCE

2.1 CORE SERVICE STANDARDS (CSS)

The Quality of Service Monitor (QSM) customer satisfaction scores remained high, attaining

passes for 100% of the 8 standards measured. The overall Gatwick (combined terminals

Departures & Arrivals) QSM scores in January, February & March were 4.33, 4.31 & 4.30

respectively – the highest-ever winter quarter scores. These have been driven by

improvement in the Departures & Arrivals experience in South terminal, in particular.

2.2 IN-BOUND BAGGAGE (IBB)

Against a 99% target for in-bound baggage (IBB), Ground Handling Agents at Gatwick achieved

a score of 99.74% in the first three months of 2018, up from 98.85% in the same period last

year. Current performance with the moving annual target is at 99.63%, up from 99.08% vs last

year. The 99% target of last bags delivered within 55 minutes of AIBT has now been passed

for the last 12 consecutive months.

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2.3 FLIGHT INFORMATION

In this period, the Quality of Service Monitor (QSM) scores, which measure the ease of

finding, reading and in particular understanding Flight Information Display (FID) screens

remained extremely strong and over-target in both the South Terminal (at 4.49 for the

quarter) and the North Terminal (4.46) against a target of 4.20.

2.4 SECURITY AND IMMIGRATION

Embedded within our security culture is the continual drive to meet our Core Service

Standards (CCS). This continues to be evidenced with both terminals routinely exceeding our

passenger CSS target of 97.5%. Equally, strengthening collaborative engagement with Border

Force has enabled them to meet their UK targets for EU and non-EU passengers in both

terminals in the last quarter, by delivering a generally better service for EU passengers with

95% queueing for less than 15 minutes rather than the UK target of less than 25 minutes.

The arrival of Damien Trower as the new Head of Airport Security has further enhanced the

senior security management team, enabling the preparation of the Joint Security Plan, and

associated budget. Working with Finance, Scheduling, Regulatory and Ops teams, Security

now has a robust and deliverable security plan for 18/19. The plan is designed to drive

increased efficiency while reducing risk (incident, reputational and CSS) to a minimum.

The last quarter has also witnessed a range of security regulation change proposals from the

DfT, including both the transfer of HBS accountability, after a period of consultation, back to

the airport and the government’s desire for more passengers to be screened by security

(body) scanner. The Security Regulation team have influenced the refinement of the imminent

publication of DfT’s Security Scanner consultation document, to offer airports a phased

percentage approach to meet the government’s aspiration to achieve increased passenger

numbers through the scanners. The consultation will seek input from all UK airports.

All aspects of our security operation were forensically examined as part of the European

Commission’s (EC) quinquennial audit of Gatwick during the third week of March. The 25

Inspectors concluded their week’s activity with reporting a very positive audit, with very little

in terms of corrective actions and no follow-up visit necessary until the next audit in 5 years’

time.

Gatwick Security’s international reputation was further enhanced in the last quarter with a

fully ECAC sponsored attendance at an ACI Civil Aviation Security in Africa & the Arabian

peninsula project workshop in Casablanca, Morocco and Nairobi, Kenya presenting best

practise Airport Security Culture to developing nations.

Security has also witnessed strengthening high satisfaction passenger experience scores,

with QSM metrics increasing against 2017 with scores of 4.49 for queueing (vs 4.48 in 2017)

and 4.39 for staff helpfulness (vs 4.38 in 2017).

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2.5 ASSISTED SERVICES

The Special Assistance service has, in line with recent Gatwick and airport industry trends, had

a busy start to 2018. In the quarter January to March we assisted 123,000 customers, a 9%

increase in the same period last year. In this coming financial year, we are forecast to welcome

around 665,000 Special Assistance customers, covering around 70% of Gatwick arrivals and

departures.

Wilson James commenced their operations on 1st February, replacing OCS as Gatwick’s

Special Assistance provider. After a successful transition and settling down period, we are now

embarking upon an ambitious change programme to deliver the proposals and improvements

committed to in their tender proposal. This includes a significant investment in people,

equipment and systems – all designed to ensure we can deliver the fast growing volume of

Assistance customers we see. Alongside this, they are preparing themselves for what will

undoubtedly be another record breaking peak period in May and September/October.

PAG and our airline stakeholders continue to add value through their feedback and guidance,

on topics such as infrastructure development, training, community and disability engagement.

2.6 PASSENGER COMMUNICATIONS

In our drive to improve the passenger experience we have made a number of changes to

wayfinding signage around the terminals. This has included improved signs in the South

Terminal Flight connections area and clearer messaging on the exits from Baggage reclaim to

stop passengers from forgetting their bags and trying to re-enter the area.

Working in partnership with Border Force we’ve installed new multi lingual graphics in the VAT

Refunds area in South Terminal to reduce the excessive queuing by advising passengers how

to better prepare for tax refunds. We also supported Border Force on the International Day of

Zero Tolerance for Female Genital Mutilation on 6 February with posters displayed on the

arrivals routes raising awareness of this ongoing campaign amongst passengers and staff.

We have also installed the updated animated messages on the digital screens in the Border

Zone showing passengers the easy way through UK Border Control. This is also featured on the

Gatwick website where we’ve made a number of improvements to our guides to flying in and

flying out of Gatwick.

The digital messaging boards after security search, reminding passengers to collect their items

from the trays, have now shown to have contributed to a reduction in the amount of lost

property left by passengers in this area.

We continue to appreciate the support of the Passenger Advisory Group in improving the

passenger experience and reviewing our feedback responses to passengers. To support their

work and understanding of Gatwick’s wider business, we provided PAG in March with a tour

of the Gatwick Direct Consolidation centre and DHL waste processing facility, run on behalf of

our 150 airport partners and retailers.

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2.7 PASSENGER FEEDBACK

During the quarter Gatwick received two compliments and 12 complaints per 100,000

passengers. The top three issues were special assistance service, myGatwick webpage and

security staff. The top areas of compliment were security staff, special assistance staff and

airport staff helpfulness.

Security complaints have reduced with us receiving 34 items of feedback less during the

quarter compared to the same period last year.

2.8 AIR TRAFFIC CONTROL RESOURCING

On the nights of Saturday 7th and Sunday 8th April, there was only one Air Traffic Controller

(ATCO) on duty between Midnight and 05:30, leading to the runway being unavailable when

they took their mandatory breaks. As a result, 2 planes were diverted to Luton on Saturday

and 4 aircraft were delayed on the Sunday night.

During night time operations Air Navigation Services (ANS) normally roster 3 ATCOs; One

ATCO is required for duty, one is required to cover breaks and the third is on standby.

Unfortunately due to staff sickness on that date, only one ATCO was on duty. Contingencies

were put in place to minimise disruption to runway operations, including the timing of the

controller’s statutory rest periods, however diversions were unavoidable on the Saturday due

to late notice and schedule shift.

The current ANS operational roster is no different to the one used by NATS and this event was

caused by double illness on one shift as well as lack of availability for call in cover rather than

a systemic shortage of staff.

We are very grateful for the co-operation of the airlines in working with us to manage the

situation. Stewart Wingate has subsequently met with the Chief Financial Officer of DFS and

the Managing Director of ANS to review operational arrangements to ensure that this is not

repeated.

3. HELPING OUR AIRLINES GROW

3.1 TRAFFIC

This period saw Gatwick sustain the 1.6% year-on-year increase in traffic seen in the first

quarter of winter 2017/18; resulting in 9,301,425 passengers travelling through the airport

during January to March 2018. This increase was despite movements being -939 versus the

same period last year, a decrease which was primarily as a result of Monarch Airlines ceasing

to trade.

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3.2 NEW ROUTES

Norwegian Air UK have launched three routes during the period, to Buenos Aires, Argentina

(4 departures per week); Austin, USA (3 departures per week) and a daily service to Chicago,

USA. British Airways have restarted their route to Las Vegas, flying three times a week and

Westjet have replaced their summer St. Johns route with a summer service to Halifax, Nova

Scotia. Within Europe, Cobalt Airlines has commenced a twice weekly service to Athens,

Rossiya Airlines a daily service to St. Petersburg and Air Baltic a twice weekly service to Tallinn.

3.3 ROUTE ANNOUNCEMENTS

Qatar Airways has announced a new double daily service to Doha, Qatar commencing at the

end of May 2018, in addition they will also be flying a third daily service on a Friday and

Saturday. British Airways have announced frequency increases to a number of destinations

in Spain, Portugal and the Canary Islands as a result of their purchase of the ex-Monarch

Airlines slots and easyJet will commence new twice weekly summer only services to Ancona,

Italy and Volos, Greece.

4. INCREASING VALUE AND EFFICIENCY

4.1 CAPITAL INVESTMENT

Baggage Programme

The Baggage Programme is now firmly entering the delivery phase with EDS (Explosive

Detection Systems) Standard 3 machines in place in all three of the airport baggage halls.

In the South Terminal the first of six new in-gauge machines is installed and being tested prior

to being accepted into operational use. Work is also taking place to prepare the hall for the

installation of the three new out-of-gauge machines during the summer.

In the North Terminal (NT) a new screening room has been built ready to support the new EDS

Standard 3 machines as they are deployed in the NT. To date the NT Main Baggage Hall and

NT Out-of-Gauge projects have their first new machines in place and the Transfer Baggage

Facility will take the first in-gauge EDS Standard 2 out of service in the next few months.

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Commercial Programme

The South Terminal Long Stay car park decking project continues to progress on schedule with

the site expected to be operational for passengers to use in time for the summer season.

Ground investigations have also been taking place in order to ascertain the structural loading

and available capacity of the South Terminal structure adjacent to the Bloc Hotel. The findings

of these will inform a decision on what can be built next to the building, which could include

a possible extension to the Bloc Hotel.

Refurbishment works to turn the old ST Virgin Clubhouse into two separate lounges for No.1

Lounge and Swissport are progressing and contractor Marcos are currently undertaking the

fit-out of both.

Airfield Programme

Phase 1 and 2 of the three phases of the Pier 4 centreline re-alignment works are now

complete, which involved re-configuring the apron to provide three additional stands for Code

C aircraft. The AOR process has involved a number of live aircraft tests as well as live trials

with passengers disembarking into the Pier.

Main Runway Drainage works continue and are on schedule for completion before the

commencement of this year’s summer season operations. Site surveys and firm designs for

the widening of Taxiway Quebec are taking place in tandem with the Pier 6 works, to enable

Pier 5 to start handling the A380. Surveys have also been commissioned to rehabilitate the

whole of Taxiway Juliet, with works expected to commence in June.

The Boeing Hangar site has now been handed over to Boeing after ground stabilisation works

were completed by GAL. Interserve have also been appointed to work with GAL to prepare

the roadways and bell mouth to the hangar.

Pier 6 Programme

The Pier 6 Western Extension programme continues to progress on schedule and on budget.

A significant milestone was achieved ahead of plan for the Stand 103 project, completing

Design Council (Tollgate 3) for the project on 21st March 2018. Survey contracts for both

external and internal surveys have been awarded and works are underway to support the

completion of the design for the programme.

The Programme also continues to build a well-integrated Bechtel/GAL delivery team,

welcoming a number of new starters over the last 2 months. A team building sessions has

been undertaken, to fully integrate new members as they come on board and ensure

alignment in terms of programme vision, goals and objectives. The delivery of Pier 6 is on

course to improve passenger experience, operational efficiency, commercial return and

environmental sustainability.

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Terminals Programme

Additional desks and e-gates have been installed in the South Terminal Immigration area. The

new layout adds more capacity and is being replicated in the North Terminal.

The old Queen’s Gate security building, which was a staff and vehicle entrance between

Ashdown House and Atlantic House, has now been demolished and options for future use of

this site are being developed.

The team continues to work with airlines to develop self-service bag drop solutions and install

self-service kiosks across both terminals.

Work is also underway to scope and evaluate improvements to the current Domestic Arrivals

coaching process for passengers. In the next few months the first construction works for this

project will commence with the relocation of tug charging and excavation works to Pier 1,

which are to support the construction of a new baggage reclaim facility for Domestic and CTA

passengers, adjacent to Pier 1.

Security Programme

We continue to explore a number of options to ensure the on-going efficiency of our security

screening processes in order to enhance the passenger experience through security while

evolving our operation to meet regulatory changes and ensure the safety and security of the

airport.

Low Medium Complexity Programme (LMCP)

The LMCP Programme has delivered several key projects this period. These include the

finalisation of two major pieces of work to improve our heating and cooling capability. The

replacement of two air handling units and the continuation of our boiler decentralisation

programme has resulted in an increase in the operability and efficiency of heating and cooling

of passenger and staff areas across the airport campus.

Projects have also been completed to provide further water dispensers in the South Terminal

Departure Lounge and to reconfigure Pier 4 gate rooms for the larger Code C aircraft. Both

projects focused on improving the passenger experience in these areas of the airport journey.

Alongside improvement projects in the Car Parks, toilet facilities and security screening areas,

LMCP has continued to focus on efficient delivery through its programme of works.

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4.2 THE GATWICK GROWTH BOARD (GGB)

The primary focus for the GGB in the period was the study it had commissioned from Oxford

Economics on the contribution which Gatwick Airport makes to the visitor economy in the

UK. The GGB hosted three roundtable discussions, two at Gatwick and one in London, with

business and policy stakeholders concerned with the local, regional and national visitor

economy. The report was published at the end of February and has been well received as a

useful analysis, particularly for the regional visitor economy where there is potential to

attract a greater share of inbound Gatwick passengers to spend more time in this region.

The GGB also met with West Sussex County Council in this period.

Looking forward, the GGB has commissioned Oxford Economics to produce a further study,

on the role that Gatwick plays in enabling trade and inward investment. The results of this

will be shared with regional business and policy stakeholders in June, before publication later

this summer.

4.3 FUTURE RAILWAY STATION DEVELOPMENT

Working with our partners at the Department for Transport, Network Rail and the Coast to

Capital Local Enterprise Partnership, we are developing detailed proposals to improve Gatwick

Airport Station. The plans will seek to alleviate crowding and congestion, boost capacity,

provide a more attractive station, contribute to improved train performance and reliability by

reducing platform dwell times, improve passenger experience and contribute to local and

regional economic growth. Network Rail have submitted the Planning Application for

consideration by Crawley Borough Council. Outline design will be completed by May 2018

ready for the funders to sign off the scope and advance into procurement of detailed design

and construction. The project is looking to start on site early in 2019.

4.4 GTR 2018 TIMETABLE RESPONSE

Gatwick issued a formal response to the third phase consultation on GTR’s new timetable, due

to start in May 2018. Following this response, which stated our objection to the planned

withdrawal of overnight services between Gatwick and London Victoria and the restriction of

Gatwick Express services between 2300 and 0500, we have maintained a dialogue with GTR

and Network Rail to achieve a better solution that meets Gatwick’s medium term needs. The

final timetables published in April 2018 indicate some additional trains arriving and departing

Gatwick (from/to Victoria) later in the evening than shown in the draft timetables for

consultation but the early morning timetable unchanged. Gatwick will have a half hourly

service to/from London throughout the night via London Blackfriars and Kings Cross St

Pancras.

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4.5 EARLSWOOD BLOCKADES

For three consecutive Sundays (25 February, 4 March and 11 March) Network Rail undertook

a blockade of the railway at Earlswood, closing all lines south of Redhill. Trains operated on a

shuttle basis between London and Redhill and buses replaced trains from Redhill to Gatwick

and Three Bridges. Trains from the south coast terminated at Three Bridges, with passengers

transferring to replacement buses to complete their journey to Gatwick. Two Thameslink

trains per hour ran between Brighton and Gatwick Airport. Although operations at the airport

went relatively well, there was significant negative press coverage of the issues at Redhill

station on the first weekend. In response, the Surface Transport team worked with GTR and

Network Rail to improve the contingency plans and communications for the following two

weekends, based on previous disruption events. Opening the line for trains between London

Victoria and Gatwick via Horsham and splitting bus replacements between East Grinstead and

Redhill relieved the pressure on smaller stations – we will push for this solution in all future

rail blockades.

4.6 DISRUPTION PLANNING FOR FUTURE MAINTENANCE WORKS

Through our partnership with GTR, the teams have initiated Summer Readiness Planning

sessions to brainstorm ways to keep passengers flowing through the busy summer peaks.

Initiatives include efforts to encourage retail channel shift to reduce queuing in the station

and more targeted marketing to improve awareness of overnight Thameslink services. From

May 2018 the focus of late evening/overnight rail services will shift from London Victoria to

the Thameslink corridor with connections via London Blackfriars and Kings Cross St Pancras.

We will work with partners across the airport to communicate this change and reassure

stakeholders we remain well connected by rail.

The Surface Transport team is also working with GTR on planning for blockades at Balcombe

in October 2018 and February 2019. These 9-day blockades, during half term holidays, will

include specific provision at Gatwick Airport and discussions with GTR and Network Rail are

well advanced. In addition, we have included Network Rail in our liaison with Highways

England over the upcoming M23 Smart Motorway Project works taking place between June

2018 and April 2020. We will continue to use this proactive partnership approach for all future

planned disruption, including Christmas operations and other planned maintenance periods.

4.7 ROAD NETWORK

Northways Widening Project

The project started on site on Tuesday 9 January and the main elements of the project were

completed with resurfacing on Thursday 29 March. Due to rain, line marking has been delayed

and a number of snagging issues have been identified. These will be rectified as soon as

possible, allowing for periods of high passenger forecasts and other roadworks. The project

has increased capacity at one of the key constrained locations on Gatwick’s road network by

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creating two through lanes of traffic from one. The project has also benefitted pedestrian

access by improving the crossing facility and moving the signalised crossing to a more central

location on the forecourt to match desire lines. We will monitor the area moving forward to

understand how the changes alter driver behaviour.

M23 Full Weekend Closures Jan/Feb 2018

In January and February 2018 Highways England undertook resurfacing work on the M23

Northbound between Junctions 10 (Crawley) and 9 (Gatwick). The work was critical to

ensuring driver safety on a section of road that was seeing frequent potholes and major

breakouts. The second weekend of work (19 to 22 January) was cancelled due to poor

weather forecasts. There were some long delays on the local road networks due to the high

volume of displaced traffic, but the decision to have two diversion routes (for northbound

M23 traffic and for Gatwick Airport) was deemed successful in minimising the disruption.

Highways England have rescheduled the cancelled weekend for Friday 20 to Monday 23 April.

The northbound carriageway will be closed from 22:00 on Friday to 04:00 on Monday

morning. The northbound on-slip at Junction 10a will also be closed to prevent dangerous

driver behaviour. Gatwick are working to inform stakeholders and passengers.

M23 Smart Motorway

Gatwick has stepped up its engagement with Highways England, their construction partners

and other regional stakeholders regarding the M23 Smart Motorway project. Highways

England will provide an update on the project at the GATCOM meeting.

In order to make sure that the closure schedule is managed with minimum disruption

Gatwick is leading a co-ordination group with Highways England, the M23 Smart Motorway

Project Team, Surrey County Council, West Sussex County Council and Network Rail. This

group also ensures there are no overlapping closures between M23 and local authority

maintenance work or between M23 and Network Rail planned maintenance (such as the

Balcombe blockades noted above).

5. BUILDING A STRONG ENVIRONMENT, HEALTH AND SAFETY CULTURE

5.1 ENVIRONMENT, HEALTH AND SAFETY

Gatwick welcomed new EHS Director, Lesley Hall, to the Executive team in January 2018.

Lesley who joined us from Centrica will be leading the EHS agenda in 2018/19 and beyond.

The fourth quarter has seen Gatwick once again achieve OHSAS 18001(2007) recertification

and successfully transition to the new ISO 14001(2015) standard following a week- long visit

in March by independent auditors ERM CVS. The audit which took place to examine the

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business’ management processes from a safety and environment perspective noted a number

of strengths as well as some areas for focus in 2018.

We have achieved our year end fire alarms target despite having two evacuations in the fourth

quarter. The airport also managed to achieve a reduction in both the number of activations

and evacuations for the 2017/18 operational year.

Slips trips and falls (STFs) remain a focus for Gatwick following a number of incidents. In

addition to the hotspot analysis and resurfacing work which were mentioned previously, an

airport wide communications campaign has commenced to raise awareness and help reduce

some of the common behaviours which cause STFs. A briefing sheet and poster have been

cascaded throughout the airport via senior leaders and third party points of contact.

From an environmental perspective, our Decade of Change objectives continue to perform

well. We have seen an increase in waste collected this year however we are continuing to

encourage the use of Gatwick Direct to dispose of operational waste which provides the

airport with confidence that we are meeting our duty of care.

In the coming weeks, targets for the 2018/19 operational year will be developed as we will

look to build on many of the objectives that helped us to deliver a safe and stable operation

in 2017/18.

Summary (3 month totals):

0 x Environmental exceedances 2 x Reportable staff incident to the HSE

2 x Passenger evacuations 2 x Reportable PAX incident to the HSE

7 x Lost Time Injuries 95% GAL staff compliance with fire training

5.2 SECTION 106 ANNUAL REPORT

Our 2017 Annual Monitoring Report was compiled and submitted in late March 2018 through

Crawley Borough Council and West Sussex County Council for independent verification. This

involves selection by the external Environment consultants (JACOBS) of ten obligations or

commitments, of which six relate to Noise, Air Quality and Surface Access, and four relate to

other topics such as Utilities, Waste and Community. The verification selection process

commences in April and the verification meetings with JACOBS will take place in May. The

consultant’s report and Gatwick’s responses thereto will be discussed with local authorities in

early July.

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5.3 DECADE OF CHANGE

5.3.1 Carbon

Gatwick’s carbon footprint for 2017 is presently being finalised for external verification ahead

of Gatwick’s recertification to the Airport Carbon Accreditation scheme at Level 3+ (‘Neutral’)

in May 2018.

Overall the 2017 footprint is very similar to 2016, notwithstanding a 5% increase in

passenger numbers in 2017. Preliminary data shows that:

Carbon emissions from Gatwick’s use of fuel and energy (‘Scope 1 and 2’) continued

to decrease, with 2017 emissions 42% lower than the 1990 baseline. Our Decade of

Change target is 50% below 1990 baseline by 2020. (The Government’s national

target is 50% below 1990 baseline by 2025).

Carbon emissions from passenger surface access have risen slightly in 2017 while

carbon emissions from aircraft landing and taking off have remained at 2016 levels.

During April-May 2018 we will be recertifying to the Carbon Trust standards on Carbon, Water

and Waste, and certifying to the new Carbon Trust ‘Zero to Landfill’ standard.

5.3.2 Plastics Recycling and Reduction

As part of our overall approach to sustainability and waste management, Gatwick is taking a

number of steps to enable passengers and staff to reduce plastic waste. Gatwick already

recycles/reuses more than 60% of all operational waste -- the highest rate among UK airports

-- with the rest converted into energy. This means that 100% of plastic bottles and cups are

either recovered or recycled, and no plastic items put into a waste collection bin at Gatwick

end up in landfill or in waterways.

Water and water fountains: All concessionaires at Gatwick already offer free tap water to

passengers, providing the opportunity to request a glass of water or re-fill a bottle. This

message is clearly stated in the Gatwick website FAQs, and our Retail team is discussing with

concessionaires how this might also be signposted at their outlets. Water fountains are

available in both Terminals. North Terminal presently has two fountains at the back of

Security; another two are planned for installation in North Terminal this year. South Terminal

presently has three water fountains, two in the Departure Lounge and one in the Immigration

hall.

Single use plastics: Many of Gatwick’s Food and Beverage (F&B) concessions are national or

international chains which are bringing forward their own policies to reduce plastic waste. We

are actively discussing their plans and timeframes with a view to including their Gatwick

operations in their wider plans. We are also discussing this with airlines through the

Sustainable Aviation working group on waste.

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Coffee cups: We have the capability to send dry empty coffee cups for recycling, however

coffee cups with liquids or other items left inside them are not accepted for recycling and

need to be sent for conversion to energy. We are working with DHL and F&B retailers to

identify ways to improve coffee cup sorting at point of use. In addition we are developing a

re-useable cup initiative for Gatwick Airport Limited staff.

Bin signage: Our Logistics, Terminals and Environment teams are reviewing existing bins in

public and staff areas, of which we have a wide variety, with a view to standardising the

signage on the top and sides of the bins regarding what is recyclable and which bins to use, to

encourage better correct usage.

5.4 AIR QUALITY

Ratified 2017 annual data summary for the permanent LGW3 monitoring site has been

provided to Reigate and Banstead Borough Council (RBBc) and Crawley Borough Council (CBC).

The summary data shows that applicable air quality objectives were met at the monitoring

site during 2017. The detailed report for 2017 is presently being finalised by the independent

consultants (Ricardo AEA) and will also be provided to RBBC and CBC.

Following discussions with RBBC and CBC in December 2017, we have undertaken additional

technical work on the five yearly Airport emissions inventory and dispersion modelling for

2015. This is nearing completion and will be reviewed further with RBBC and CBC.

5.5 NOISE

5.5.1 Noise Performance

During the period we have reported that 98.38% of aircraft on departure have maintained on

track performance. Continuous Descent Operations (CDO) was achieved by 83.83% of aircraft

during the core night period, with 90.03% achieved during the Day/Shoulder period. For the

24 hour metric, CDO was achieved by 89.79% of aircraft. There have been zero noise limit

infringements. Runway operations during the period have been split 61%/39% between

westerly and easterly operations.

5.5.2 Noise Management Board

In the first quarter of 2018, the NMB held its ninth meeting (NMB/9) on 11th January 2018.

The arrival of 2018 marked the adoption of a new quarterly meeting schedule for the full NMB,

but with the addition of an NMB focus workshop scheduled between each plenary meeting.

There are four planned through 2018 covering: the Reduced Night Noise initiative, mitigating

the noise impacts of Departures, Continuous Descent Approach and Fair & Equitable Dispersal

(FED) and the London Airspace Management Programme Phase 2 (LAMP2).

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For the Airbus A320 series aircraft, the new charging scheme proposed by the Arrivals Review

to incentivise operators to adopt an aircraft modification was implemented by GAL as planned

on 1st January 2018. Both easyJet and British Airways have now upgraded their entire A320

fleets. These two airlines account for more than 80% of the flights by this type of aircraft at

Gatwick, other airlines are also rapidly adopting the modifications. Gatwick is the first airport

in the world to implement a differential charge for this family of aircraft based on its

modification status. Since its introduction 97% of A320 flights into Gatwick were flown by

modified aircraft.

The reduction of night noise disturbance has been adopted as a priority workstream for the

NMB. The NMB is planning a Reduced Night Noise trial to provide evidence of the noise

benefits of systemising arrivals, through precision navigation route designs, and in particular

to prove the number of low and sub-optimal approaches in the night can be reduced through

this concept. The trial proposal has been the subject of a series of industry and community

workshops to develop some detail around how a 6-month trial could be implemented.

Positive work has been ongoing to review the interactions between GATCOM, NMB and

NaTMAG. The aim of this work is to improve the communications between the groups, to

improve visibility of the activities being undertaken by each group and to re-enforce the roles

and responsibilities of each.

5.5.3 Airspace Modernisation

Our ongoing engagement with NATS leads us to believe that there is the potential to

modernise airspace to improve the alignment and connectivity of the route network and

airport airspace structures. This fundamental redesign would not only provide much needed

air traffic route network capacity, but will segregate airport traffic by design, which in turn,

will remove many of the constraints that currently hamper joint ambitions to reduce

environmental impacts. NATS intend to present their analysis to DfT in May 2018 and are

preparing to support LAMP2 as part of their delivery responsibilities over the next 5 years.

We have recently begun work with the CAA, in conjunction with the other major London

airports, to explore how best to apply the CAP1616 airspace change process for a change of

this scale and complexity. We expect to develop a collaborative and tightly coordinated

programme over the summer and expect engagement with communities to begin in the

autumn. In the interim we will be seeking the views of community groups on related topics.

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5.54 Route 4 Standard Instrument Departures

A legal challenge via Judicial Review of the CAA’s Route 4 RNAV-1 SIDs Post Implementation

Review (PIR) decision has resulted in the CAA agreeing to quash their previous decision to

ratify the revised Route 4 RNAV-1 SIDs. The reason the CAA felt they could not allow their PIR

decision to stand was that during the process of responding to litigation the CAA discovered

that the historical changes to the conventional route may not have been only for the reasons

originally identified (magnetic variation).

The immediate consequences of the Consent Order are: the Route 4 RNAV SIDs remain in their

current location but revert to a temporary state as was the case on 6 April 2017; and the Route

4 conventional SIDs must return to their location as at 6 April 2017 or be de-notified.

We are in the process of reviewing the most appropriate course of action. Gatwick will

continue to follow CAA guidance through this process and will work closely with them to fully

understand the next steps. This will involve a further redesign of Route 4 but no changes to

routes or traffic are anticipated in the short term. This work will not impact on the operations

at the airport.

7. COMMUNITY ENGAGEMENT

7.1 GOVERNMENT AND PARLIAMENTARY ENGAGEMENT

Gatwick has continued to work closely with other strategic airports and the Department for

Transport and other Whitehall Departments to analyse the impacts of Brexit on the aviation

industry and more specifically for airports.

Ongoing engagement with local MPs, and their offices has focussed on issues such as noise,

the economy, sustainability and connectivity to the region. An active role is sustained in

cross-industry organisations such as; Sustainable Aviation and the Airport Operators

Association on issues covering Air Passenger Duty, disruptive passengers, and Brexit.

Gatwick has submitted evidence to a number of consultations, including the Transport Select

Committee’s Inquiry into the Airports National Policy Statement and the Mayor of London’s

Economic Strategy. The airport has also met with a variety of national and local politicians to

showcase its investment story.

7.2 LOCAL ECONOMIC AND BUSINESS ORGANISATIONS

Gatwick sponsored the Gatwick Diamond Business Speaker Conference at the start of the

year, bringing local businesses together to hear from a range of excellent speakers on topics

including discrimination, negotiation, and motivation. We were also headline sponsors of the

Gatwick Diamond Business Awards, which celebrated its 10th Anniversary this year with over

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500 guests at the Gala Dinner. Also in March, we sponsored the Exporter of the Year award

at the Kent Invicta Chamber Awards. Business awards programmes provide an excellent

opportunity to engage with the local business community, celebrate business success, and

promote Gatwick’s positive role in the local economy.

Following a successful programme in 2017, we have partnered with Coast to Capital LEP again

in 2018 to sponsor Big Breakfast Networking, a business networking event which takes place

at IKEA Croydon every month. As part of our sponsorship we are also supporting events in

Kent, Surrey and Sussex.

7.3 SPONSORSHIP

During the period, we supported the launch of the Sussex Heritage Awards 2018, which

recognise and reward the highest quality conservation, restoration and good design of newly

built projects while encouraging the use of traditional skills and crafts. Gatwick has been a

platinum sponsor for a number of years, including sponsorship of the Public and Community

award category.

Sponsorship of programmes and events provides us with a valuable opportunity to engage

with communities locally and across the region, often supporting issues and activities that

have been identified as local priorities. The Community Engagement team have identified a

range of local and regional sponsorship opportunities for 2018/19 and these will continue to

be reported at future GATCOM meetings.

7.4 GATWICK FOUNDATION FUND

The latest round of grant funding from the Gatwick Foundation Fund has resulted in 21 local

projects receiving financial support from Gatwick, across Kent; Surrey; and Sussex. We are

continuing to promote GAL employee volunteering opportunities with projects that we have

supported in these areas, with several teams already committing their time and skills.

We have also made our annual contribution to the Gatwick Airport Community Trust (GACT),

which in 2018 is £218,000, as set out in the S106 Agreement between Gatwick, Crawley

Borough Council and West Sussex County Council. Applications for 2018 are now closed and

the Trust will now review all applications before announcing the final grant awards for this

year.

7.5 ENGAGEMENT

Our monthly Discover Gatwick programme continues to be well attended with 72 attendees

across the three events in the period. Feedback continues to be very positive, for example

one Parish Council attendee wrote “We would like to thank the team for a most excellent

presentation yesterday to include an airside tour. We learnt a lot which helps us put in

perspective all that goes on at Gatwick, as neighbours.”

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We have recruited 18 Community Engagement and Internal Communications Champions from

10 different departments across Gatwick. This is a voluntary role, helping to promote our

community engagement programme to colleagues across the business, encouraging

participation and providing a two way channel for feedback and ideas. A number of our new

Champions have already attended Discover Gatwick, supporting delivery of the event and

engaging with local community representatives.

Our quarterly Gatwick Community Forum met in March, bringing together airport companies

from across the campus. The theme for the session was Education, and we shared our

Education Programme priorities and activities. The Gatwick Hilton also provided a

presentation on their positive experience of supporting the local Be the Change programme,

which Gatwick also supports through sponsorship and volunteer business guides to mentor

secondary school students. The session generated further interest in involvement from the

other companies present.

We continue to work closely with our partners across the region. In February the CEO

provided the keynote speech to the Coast to Capital LEP Partnership Board, and Tim Norwood,

Corporate Affairs and Sustainability Director, spoke at the Greater Brighton Economic Growth

Board alongside the CEO of Crawley Borough Council, as both organisations have recently

joined the Greater Brighton Board. We also participated in a strategy workshop for the

Gatwick Greenspace Partnership, hosted by Sussex Wildlife Trust, and bringing together other

key stakeholders and partners to focus on the future direction of the Partnership and its work.

Other partnership activity has also included participation in a number of economic strategy

workshops, including Brighton and Hove Economic Partnership and Visit Brighton. We have

also responded to the consultation on the Strategic Economic Plan by Coast to Capital LEP;

and the Mole Valley Economic Prosperity Strategy during the period. We continue to engage

with local authorities on their priorities, and have met with Crawley Borough Council;

Horsham District Council; and West Sussex County Council during the period.

8. THE BEST PEOPLE, PROCESSES AND TECHNOLOGY

8.1 EDUCATION, EMPLOYMENT AND SKILLS

The Education Programme - Inform Inspire Invest - continues to build momentum, with a

number of activities in the period. For the fourth consecutive year, we hosted the Sussex and

Surrey FIRST® LEGO® League regional tournament, which saw teams of students from seven

schools in the region compete to build LEGO® robots. In February we launched the first Cool

Aeronautics day for primary schools, in partnership with the Royal Aeronautical Society and

the Gatwick Aviation Museum. We also continue to deliver monthly live broadcasts into

classrooms via the Learn Live platform. For example in collaboration with the BBC and the

National Apprenticeship Service – our first broadcast of the year focused on apprenticeship

recruitment and gave us exposure across the whole of the UK. In 2018 we are expanding the

programme to include working with members of the Gatwick Family and in February we

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featured Kate McWilliams, who in 2016 became the world’s youngest commercial airline

captain, with EasyJet.

The Government has launched the ‘Year of Engineering’ in 2018, a national campaign to

increase awareness and understanding of what engineers do, among young people aged 7-

16, their parents and their teachers. Gatwick are partners in the campaign, and we are

aligning our programme of STEM related activities with the campaign throughout the year.

In March we were delighted to host a visit by the Chief Executive of Engineering UK, who met

with the Community Engagement team and the Engineering team, to learn more about

Gatwick’s focus on engineering skills and careers. The visit included a tour of a number of

Gatwick’s projects and key plant areas, as well as the airfield.

Following the celebration of our 40 year anniversary of engineering apprenticeship

programme last year, we have launched the annual recruitment of 5 new apprentices for

2018. We received 173 initial applications, 30 were shortlisted and invited to upload video

interviews, which we trialled for the first time. A final group of 14 have now been invited to

an assessment centre on the 26th April, which includes an interview, practical test, written

exam and a team exercise. A number of engineering managers, Engineering Leaders and HR

are involved in the assessment. We currently have 14 apprentices, with 2 due to graduate in

August 2018.

Gatwick has also continued its support for an apprentice role employed by Gatwick Diamond

Business, alongside Reigate and Banstead and Crawley Borough Councils. During the period,

the apprentice spent a placement day with Gatwick teams, experiencing different aspects of

the business relevant to their course modules.

Following on from the success of the Jobs Fair in November, 2017, Gatwick Airport is taking

part in the East Surrey College Job Fair on Wednesday, 23rd May 2018 where 30 different

employers have opted to showcase the breadth of job opportunities on offer across the

airport. With over a 1000 students at the College and advertising within the area we are

expecting this event to be well attended.

Gatwick’s new online jobs portal for vacancies across the airport has grown to 10 employers

actively using the jobs portal and a further 15 employers in the pipeline. It is expected over

the coming months more organisations will look to get involved as the benefits of using the

new technology become more established.

We recognise that some people may find it difficult to access jobs at the airport, particularly

if they are long term unemployed, or are work returners, and lack confidence or experience.

We have been working with local partners and airport businesses to design and develop an

employability programme which can help prepare people for work at the airport, and also

support them through the referencing process, which can often be a perceived barrier to

employment. This work is in its early stages and will be reported to a future GATCOM meeting.

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8.2 INTERNAL COMMUNICATIONS

The first quarter of 2018 was focused on working closely with HR to communicate the latest

developments on pay discussions with the unions. The internal communications team also

produced safety messaging and a thank you video from the Chief Operating Officer around

periods of winter weather at Gatwick. The start of the year is focused on assisting the EMB

with creating our new business objectives for the year ahead.

8.3 IT

We have continued to deliver a strong record of stability for our core IT systems with the

‘Mean Time Between Failure’ (MTBF) rate for key systems continuing to rise during this

period. A large part of this success is due to the ongoing programme of refresh for critical

sections of the IT estate. In March, we completed the replacement of the entirety of the

campus network as planned. This project has delivered a state of the art network across the

airport with hugely increased resilience and capacity. It has been a huge undertaking carried

out over the course of many months; and by working closely with operational stakeholders

across the Gatwick Family, it has been completed without major interruption to the smooth

running of the airport. We have also completed the first three releases (Finance and Car

Parks) of the Data & Insights project which is delivering a step change in how we use data to

drive intelligent decision making across the business. In addition, significant initiatives such

as the Airfield Data Network Replacement, Asset Data Program (ADP) and the Airport

Operational Database Upgrade continue to progress on schedule.

It was also another successful quarter for our digital programme. The “Marketingcloud”

solution on salesforce CRM was delivered on schedule which will allow us to put insights

around the passenger journey at the heart of our digital vision. The “Gatwick App” is also

going from strength to strength with over seventy thousand downloads in this period whilst

generating valuable revenue by providing “click-through” for car park bookings. We continue

to make the benefits of our digital innovation available through the “Community App” with a

rollout of real-time check-in queue monitoring for the South Terminal. We are also

progressing well with the use of artificial intelligence and machine learning to provide

predicted start up approval times for the airfield teams.

Our innovation agenda continues to be recognised by the wider industry. The shortlist for the

RITA awards was announced in March. The Gatwick Passenger app with its beacon based

indoor navigation system has been shortlisted in Mobile App of the Year and Project of the

Year. VisionAir has also been shortlisted in the Cloud Project of the Year category.