London Stansted Airport - Airport Collaborative Decision Making (A-CDM)
Nyras was appointed to conduct an initial review of the readiness of London Stansted airport to implement A-CDM. As one of the European airports within the scope of the Pilot Common Project (PCP) implementing rule, it was mandatory for Stansted to introduce A-CDM as a pre-requisite for the PCP deployment. The airport was keen to take advantage of the proven benefits of A-CDM as demonstrated by other airports that have adopted the Single European Sky (SES) Pilot Common Project.
The project focused on:
- Assessing the current status of A-CDM at the airport.
- Setting out a roadmap for implementing A-CDM.
- Developing the business case for A-CDM to secure board approval.
- Presenting comprehensive findings to the Executive Board.
Nyras worked with the Operations Director of Stansted to conduct a number of stakeholder interviews with both management and operational teams, in order to build a picture of the current position of A-CDM, which issues needed to be addressed and the nature of implementation required.
Tasks undertaken included:
- Assessing progress of A-CDM project to date.
- Assessing the technical capability of existing airport systems to absorb A-CDM and identifying gaps to be filled to meet the technical requirements.
- Reviewing capability of stakeholders including air traffic control, ground handlers, business aviation and airlines.
- Developing the business case for A-CDM implementation.
- Presenting rationale of A-CDM implementation to the Executive Board.
- Assessing the scale of tasks required to implement A-CDM, including key challenges and risk areas.
- Creating a roadmap including timescales, resourcing requirements and cost indications.
- Producing a report with action points required by management in order to ‘go live’.
Following the extensive review and analysis, our research revealed that a case for A-CDM implementation at Stansted was certainly compelling. Deploying A-CDM would fulfil key SESAR PCP requirements and we presented the findings to the Executive Board.
Benefits to the airport included:
- Return on original investment well within 12 months.
- A reduction in delay minutes, fuel cost savings, lower cancellation costs, greater network coverage and improved airport asset utilisation.
To optimise these benefits, changes were required within the airport including:
- A fundamental change in cultures, ways of working and operational objectives.
- Top-level sponsorship and endorsement to drive implementation.