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• Control and coordination of all relevant processes• Control and disposition of the necessary resources during daily

operation• Collection and dissemination of information from and to airport

services customers and providers• Performance Management and Reporting• Feedback to relevant airport services customers and providers

Duties and responsibilities

Value based management of the airport within the assigned time range

Steering of the airport system in cooperation with customers and providers (CDM)

• operation• quality

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Airport resources

Airport infrastructure

Function

OpsCon

customers providers

Owner

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•Reporting•Feedback•emergency concept

PerformanceManagementSLA‘s

Basic duties

Bonus-malusconcepts

Extended duties

• general steering duties

Co

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• interface management

activ

IrregularityRecoverymeasures

reactiv

Duties

Information center

Performance Management

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Active steering

Procedure:• Comparison of expected production volume with the

available airport capacity (limits / infrastructure / resources)

• Analysis• Assessment of critical processes and time ranges

(“bottlenecks”) • Designing of preventive measures• Coordination with airport units customers and providers• Implementation of measures

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Reactive steering

Procedure:• Identification of critical processes

• Correction of faulty processes

• Implementation of corrective measures in cooperation with affected partners (CDM)

• Information of airport services customers and providers (media if necessary)

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active / reactive steering

conditions:• Excellent decision support systems • Good communication tools• Data

– Planning Unique– Flight data– Expected / actual status of infrastructure– Booking figures Airlines / actual load– Availability of resources

• Airport• Providers• Handling

– Performance main players– others

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Rules

#1 Influence• Within its range the Steering controls and/or coordinates

all processes which have or could have an influence on airport operation (direct control of airport processes, coordination of all other processes). The steering of the non-airport processes will be done by SLA‘s

#2 Hierarchical authority• All airport units which have or could have an influence

on airport operations are subordinated to the Airport Steering. This is not valid if safety is jeopardized and where the law would be violated.

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Rules

#3 Financial authority• The Duty Manager may exceed the function-specific

limit for the financing of preventive actions or for the implementation of irregularity recovery measures

#4 Subordination• In daily operation all members of the Airport Steering

are subordinated to the Airport Duty Manager but remain administratively with their respective unit.

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Rules

#5 Data• Airport units customers and providers are obliged to

provide upon request all the necessary data needed by Airport Steering. Confidentiality is granted by the airport.

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Range

• The time range is 3 weeks (rolling)• It can be adjusted in coordination with airport

planning for special cases

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Range

Strategic planning

OpsCon

3 weeks rolling

OPP

8 weeks rolling

Short term planning information to OpsConfor planning of resources

Da

ily O

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Steeringrange

current season

Responsibility for information:Short term planning OpsCon

Short term planning

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Landside

Interface

Landside

Process

Landside

Interface

Landside

Process

Airside

Interface

Airside

Process

Airside

Interface

Airside

Process

Infrastructure

Interface

Infrastructure

Process

Infrastructure

Interface

Infrastructure

Status

Manager

Airside

processes

Steering concept (core team)

Manager

Infrastructure

Manager

Landside

processes

Airport

Duty Manager

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Landside

• Responsible for terminals & landside area• Present in the Airport Steering• Presence on the tarmac required• Control of all landside processes not present in the

steering.• Suggestion: to be done by Terminal Management

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Airside

• Responsible for tarmac / runways / Taxiways • Present in the Airport Steering• Control of all airside processes not present in the

steering.• Presence on the tarmac required• Suggestion: to be done by Airport Authority

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Infrastructure

• Supervision of all buildings and technical installations• Presence in the Steering required

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Performance Management&

Reporting

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Performance Management

Duties:• Quality management of airport and non-airport

processes• Implementation of the „balanced scorecard“ principle

in daily operationTools:• Operations Control

– Managing of the airport– Analyses– Reporting

• SLA‘s– Target setting in order to reach the envisaged EBIT

• Bonus-Malus concepts– Indirect steering of performance and quality

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The „balanced-scorecard-approach“

four perspectives:• finances (MIS)

• How should we act with partners in order to ensure financial success?"

• customers (quality)• How should we act with customers in order to realize our

vision?"

• internal processes (efficiency)• In which business processes must we be the best in order to

satisfy our partners and customers?"

• learning / development (continuous improvement)• "How can we promote our change and growth potential in order

to realize our vision?"

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Performance Management

Ideal conditions:• an interactive ops control system which supports the

management process• a reporting which is in line with the current philosophy• as few key figures as possible (3-6) to avoid the loss of

focus (oversophisticated performance management)• little complexity, good transparency

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Measure and report

Robert Kaplan:

„if you don‘t measure you don‘t manage“

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Extent of reporting

• display of production (undirected reporting)• display of suboptimal processes (analysis)• display of financial damage for airport /

customers and providers (validation)

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Value production of the airport

• The value-added produced by the airport depends largely upon the value added produced by the airlines.

• To optimize its value added potential the airport ought to help the airlines to improve their EBITDAR per seat.

• Identification of the value-drivers• Improvement of operational efficiency

– Reduction of the Minimum Connecting Time– Reduction of the Minimum Turnaround Time– Reduction of Passenger Waiting Time

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Value drivers (Zoom Indicators)

How to select Value Drivers:• Relevance for the reaching of the company

targets (EBIT)• Operationability (attributable to internal and

external providers and thus usable to manage the processes)

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Value Driver Tree

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Improvement of the operational efficiency

• Optimize resource disposition • Control and optimize internal processes• Coordinate internal with external processes• Influence external processes with Service Level

Agreements• Support innovation

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How to proceed

• Identification of the 3-6 most important „value drivers“ (zoom-indicators) in the operation– Criteria: improvement potential / financial impact

• Determination of the measuring points• Dokumentation and Visualisation of the

deviations

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Order of implementation

quantitative– Production figures

qualitative (responsibility accounting)

– punctuality (incl. causers)– Processing time (passengers / baggage etc.)– Service quality

• Airport• customers• providers

• financials– costs– revenue– Costs per unit