IATA PASSENGER FACILITATION WORKING GROUP

IATA

PASSENGER FACILITATION WORKING GROUP

ADR Security: maintaining a competitive cost structure while

adapting to an increasing challenge in security risks

ADR view of the future for Fiumicino is to become one of the leading airports in Europe in terms of overall customer experience

ADR Security has reduced the queue time at the Security checkpoints in Fiumicino … with excellent results on customer perception

Queue Time at Security Checkpoints (90% of passengers), (’minutes, ‘‘seconds)

6’05’’ 8’35’’ 12’19’’ 0’00’’ 5’00’’ 10’00’’ 15’00’’ Qu u e e Ti m e 2011 2012 13’55’’ 5’00’’ 4’24’’ 2013 1°_half 2013

2°_{half 1st half}2014 _{2nd half}2014

3’45’’ 2015 January 3 80% 85% 95% 90% 100% 89,9% Passengers Perception (% pax satisfied or highly satisfied)

87,0% 2011 2013 1°_half 2013 2°_half 2012 95,0% 96,1% 93,9% 2014 2nd half 2014 1st half 2015 January 97,8% 88,1%

Operating Costs ADR Security (base 100=2011)

FTEs 707,0 695,3 731,5 773,1

Operating costs have been carefully monitored to avoid unnecessary cost increases

CAGR 2.8% 2011 2012 2013 2014 100 97.8 103.4 104.4 Personnel External Security

General Expenses (admin, renting, utilities, etc)

85.2% _85.1% 85.9% 85.4% 6.7% 6.8% 6.8% 6.5% 8.1% 8.1% 7.3% 8.1%

1. Streamlining the process

• Reducing from 8 to 6 checkpoint areas increasing the capacity of each checkpoint: a total of 60 lanes in 6 different checkpoints

• Implementing preparation areas before the checkpoint areas (to separate LAGS and Electronics) and repacking areas after the security controls

• Increasing communication with passengers in the queue area to clarify preparation procedure

2. De-bottlenecking the Security checkpoint:

• Queuing Control System based on Bluetooth (plus wireless in 2015) technology to better understand areas for improvement

• Increasing passengers facilitation activities

• Implementing security lines with secondary roller belt for baggage screening: 37 lines will be automated by March 2015

• Increasing the lenght of the roller beds: 6 meters before and 6 after Rx machine and 28 will still be

Implementing an efficient Management and Operating Information System:

• Building a Management Information Systems integrating data gathered from 6 different systems (boarding card readers, Rx machines, WTMD, resource planning) to support real time managerial decisions and controlling activities

Results are coming from a number of actions focused to increase productivity instead of Security staff.

The Main Project Streams

5

1

2

6

Streamlining the process: preparation areas (landside and airside)

Seating Area Re-packing Area Hand bags check area Security Preparation Area

separate LAGS and Electronics

1

7

20 lines Increasing the capacity of Terminal 3 Checkpoint with 20 automated lines

Queuing Control System



_{Based on Bluetooth technology}



_{All FCO terminals provided}

8

Streamlining the process: Queuing Control System

Monitoring the passengers processed every 10 min /30 min/ 60 min for each Security lane and checkpoint

Streamlining the process: Real-time Throughput for each security checkpoint

Source: ADR Security

2013

RX

RX

RX

RX

2012

2014

from 180 to 400 pax/hour

De-bottlenecking the Security checkpoint

2

Integrated Data Base (Business Object) UFIS Resource Planning

Integrated data warehouse to monitor 9 KPI’s based on 6 different data sources

BLUELON (queue control system) Passenger Flow Forecast CEIA WTMD GILARDONI Rx Pax Track (boarding card readers) 1 2 3 4 5 6 Implementing an efficient Management and Operating Information System

Operative Control System (real-time data monitoring)

 Throughput (per line)

 Alarms Evaluation (per line)

 Queueing time (per checkpoint area)

 Actual (real time) Vs. Planned traffic (per checkpoint area)

 Available Staff

Management Control System – KPI

 Traffic: Actual Vs. Planned for each checkpoint/time slot  Queuing time for each checkpoint/time slot

 Avaiable workforce Actual Vs. Planned  Productivity ( pax/h) (per checkpoint area)

ADR Security Management Information System

Developed a structured system of data gathering and designed ad hoc Key Performance Indicators

Implementing an efficient Management and Operating Information System

3

I

1.

CEO level commitment

in the start up phase as well as in the follow up of the project

2.

Attention to details

: as an example the inclination of the roller beds after the Rx

machines is one of the single most important issues we pursued to achieve a better

productivity

3.

Don’t re-invent the wheel!:

Other airports have already gone through similar problems

and each one of them has implemented a number of solutions that can be applied in

your airport: go look for each idea, as small as it seems!

4.

Communication is critical! :

The objective, the mail-stones and the results achieved have

to be properly communicated to passengers, airport operators and employees. We used

the internal paper (ADRNoi), Facebook, Intranet, monitors for passengers, etc. to

communicate with all stakeholders in the process

5.

Think big: “Fly in Five”!:

To better communicate internally the goal, the project name

must convey the challenge and complexity of a major change!

Lessons Learned 13

1

2

3

4

5

«Fly in 4»?

Next Steps