Agenda item no.10

GATCOM REPORT FROM

GATWICK AIRPORT CHIEF EXECUTIVE STEWART WINGATE

PERFORMANCE, ACTIVITIES AND PEOPLE

January - March 2016

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1. OVERVIEW 1.1. DELIVERING THE BEST PASSENGER EXPERIENCE | SUMMARY

Passenger service standards in both Terminals continue to show a strong performance as measured by the Quality of Service Monitor (QSM), with overall Departures QSM scores of 4.3 and 4.2 in South and North Terminals respectively and similarly high scores for Arrivals. The ongoing transformational work in both Terminals has suppressed quarterly scores in some areas. However for the 8 core service standards, passes were attained for 100% of the standards measured. In North Terminal we have launched Security Gen II three months ahead of schedule, and delivered 15 new eGates both of which will transform passenger experience in these areas. The PRM (passengers with reduced mobility) operation increased by 9% up on same quarter last year, assisting a total of 101k passengers, with peaks of 1500 passengers a day and 8% more flights a day than same period last year. We are pleased to note that one of the top areas of compliments in passenger feedback in the period related to special assistance staff.

1.2. HELPING OUR AIRLINES GROW | SUMMARY

During the period, Gatwick achieved a 6.8% year-on-year increase in traffic, resulting in 8.3m passengers travelling through the Airport. This was driven by an increase of 3,255 movements and a 0.3% decrease in load-factor due to an increase of 697,303 seats resulting in an additional 528,657 passengers using the airport. This also represents three years of consecutive growth at Gatwick.

This was also a busy period for long haul route announcements, with new entrant Tianjin Airlines now due to commence operations at Gatwick in 2016. Existing carrier British Airways have announced that they will serve Cape Town from winter 2016.

Short-haul routes announced in the period include new routes to Tivat and Bucharest along with additional services to Belfast, Dublin, and Alicante.

1.3. INCREASING VALUE & EFFICIENCY | SUMMARY

Capital investment totalled £65.4m, with the outturn of the capital programme for 2015-16 forecast to be £205m. Pier 5 was officially opened on 1 February by Caroline Ansell MP. A phased handover of Pier 1 into operation is foreseen in the next quarter. Investment of £21.7m was made in the period in the North Terminal Development programme with a number of openings marking key milestones in this programme of works. Behind the hoardings on the ground floor great progress is being made with the onward travel centre which is due to open in April, with the full arrivals concourse complete for the peak summer months. £11.1m investment in asset replacement was made in the period with 39 replacement projects in progress across both terminals. Oyster and contactless payments were launched in Jan 2016 and passenger use has far exceeded expectation with 14% of all transactions being undertaken in this manner. Provisional CAA data for calendar year 2015 indicates a public transport modal share of 44% - well over our 40% target at 40mppa and almost hitting our stretch target.

1.4. BUILDING A STRONG ENVIRONMENT, HEALTH & SECURITY CULTURE | SUMMARY

On the 26 January 2106, Bo Redeborn and Graham Lake published their much anticipated Gatwick Independent Arrivals Review. This contained 23 recommendations for Gatwick Airport in order to, if implemented in aggregate, ease the noise issue from arrivals. We are pleased to report that Gatwick published its proposed Action Plan in response to these recommendations on 31 March 2016 and a period of engagement is currently in progress.

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The Civil Aviation Authority’s (CAA’s) P-RNAV Post Implementation Review (PIR) Report highlighted required modifications to departure routes 2, 4 and 5. We have now completed the design and simulation testing of an amendment to the design for Route 4, which is planned for implementation on 26 May. Community engagement events to raise awareness ahead of implementation have been held, and community feedback during the course of the amendment period will be collated and reported to the CAA.

1.5. PROTECTING & ENHANCING OUR REPUTATION | SUMMARY

During this period engagement with a broad selection of MPs, across a range of areas has taken place. We also continue to work with local authorities and regional bodies to build understanding of local issues, sharing data and exploring opportunities for joint working.

Community engagement events have been held for local residents in the areas affected by Route 4 to help raise awareness of the planned modification and help individuals understand what this might mean for them. The first was on 7 March 2016 in Reigate and the second on 15 March 2016 in Dorking. Both events were well attended. Another event is planned for 5 May, ahead of the proposed implementation of the modifications on 26 May.

1.6. DEVELOPING THE BEST PEOPLE, PROCESSES & TECHNOLOGY | SUMMARY

From 00.01 on the 1st March 2016 Air Navigation Solutions (ANS) became responsible for air navigation service provision at Gatwick Airport. The transition itself was the culmination of a very thorough process resulting in a smooth and seamless handover of services.

1.7. SECURITY POST BRUSSELS

Whilst the tragic events in Brussels remind us all of the need to be vigilant to those who seek to do us harm, there has been no increase to the UKs Threat Level from International Terrorism. However, aligned to many other EU airports we have, in close communication with the DfT, ensured our landside security measures remain robust and relevant. This includes the presence of both Police and GAL Security patrols, enhanced explosive dog detection activity together with a wider community message of maintaining a sense of alertness without alarm; all of which are underpinned by our trained behavioural detection officers.

1.8. RUNWAY CLOSURE

On 29 February, Gatwick’s main runway was closed temporarily to allow our teams to clean up a spillage caused by a fluid leak from an arriving aircraft. The main runway was closed for more than three hours and did result in delays and some cancelations for our passengers. Our press and passenger communications teams worked very closely with their colleagues in operations to communicate to passengers through social and traditional media and kept up the flow of information. While our teams worked to ready the runway for reopening, we deployed additional staff to the terminals to help passengers and to communicate with them directly. Those experiencing significant delays were given hospitality vouchers. Gatwick recovered well from this disruption and, in cooperation with airlines, was able to keep the number of cancellations to a minimum.

2. DELIVERING THE BEST PASSENGER EXPERIENCE

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2.1. CORE SERVICE STANDARDS

The Quality of Service Monitor (QSM), customer satisfaction scores remained extremely high, attaining passes for 100% of the 8 standards measured. The overall Departures QSM scores in both South Terminal (4.30) and in North (4.20) remain impressive, although the continued security and check-in transformational work in the latter has supressed the quarterly score compared with last winter (-0.04) and the impact was at its greatest in March (down to 4.12). On the Arrivals route, overall QSM scores in both terminals are also running ahead of last year (4.26 vs. 4.23 in South; 4.12 vs 3.99 in North), but again the score in North has been supressed by the negative impact of the scaffolding to facilitate ceiling renovation in the Arrivals concourse, which has seen the score fall from a 2nd-highest ever January score (4.21) down to marginally above last March’s score (4.03 vs 4.02) in the latest month as the scaffolding constrains passenger movement and vistas. The large increase in passenger numbers, from the earlier Easter in March, combined with the transformational work, has resulted in a drop in all 4 of the QSM-based core service standard measures in North Terminal, but only the Seat availability in South Terminal (where the FIDS & Wayfinding ratings continue to reach new heights). Outbound baggage scores remained high: both North and South Terminals both exceeded the target of 97%.

2.2. IN-BOUND BAGGAGE

Against a 98% target for in-bound baggage (IBB), the airlines at Gatwick achieved a score of 99.5%, up from 98.8% in the same period last year. Gatwick measures IBB scores daily and reviews these scores with airlines and ground handling agents daily.

2.3. FLIGHT INFORMATION

In this period, the Quality of Service Monitor (QSM) scores, which measure the ease of finding, reading and understanding Flight Information Display (FID) screens remained extremely strong and over-target in both the South Terminal (ending the financial year at 4.43) and the North Terminal (4.37) against a target of 4.20.

The score for ease of understanding the FIDS (the ultimate measure of success) is over 4.5 in South Terminals each month of this quarter - but in North the score has fallen from its peak in January (4.46 to 4.26 in March) as a result of a number of screens being temporarily down in the Departure Lounge and along the piers.

2.4. SECURITY – GEN II

Gen II was successfully launched in the North terminal in February 2016, three months ahead of schedule- with all 10 lanes due to be completed before our summer peak. This was the culmination of 3 years of work, the biggest change programme in Gatwick’s history and the longest trade union consultation that Security has ever seen.

February also saw the roll out of new rosters to all security staff and the move to have one team which specialises in Passenger security and one looking after airport security yet collectively working together to keep our staff and passengers safe and secure.

This was brought home with the Brussels airport attack in March. As we already have an experienced team of Behavioural Detection Officers in place we were able to react immediately and deploy them as required.

2.5. IMMIGRATION

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In The North Terminal immigration hall we opened 15 new eGates which will make a huge impact on the arriving passengers experience as we continue to grow. The South Terminal has not been without its notable events either, as in February the QSM data indicates we received our best ever feedback from passengers.

2.6. PASSENGERS WITH REDUCED MOBILITY (PRM)

The PRM operation has experienced the busiest calendar year ever assisting 500k passengers and is expecting this to grow by circa 10% this year. The last quarter was 9% up on same quarter last year, assisting a total of 101k passengers. The last quarter we have seen peaks of 1500 passengers a day and handled 8% more flights a day than same period last year.

2.7. PASSENGER COMMUNICATIONS

To improve our ability to manage our social media feeds, GAL introduced a new social media monitoring tool, Social SignIn, which has the capability to identify trends in what our passengers are telling us on social media. However following further evaluation and a review of requirements, GAL will be using Hootsuite Enterprise, the most widely used platform for managing social media, from June this year.

The ongoing support given by the Passenger Advisory Group (PAG) has been widely appreciated across Gatwick. In recognition of PAG’s increasing involvement in helping shape the plans for Gatwick’s current and future development, whilst ensuring that we continue to deliver great service every day to our passengers, GAL was delighted to appoint two additional PAG members. This now takes the total to 16 volunteers. Three new PAG members, Paul Audu, Gretta Schifano and Tanja Schraff-Seebauer, will now join PAG from 1 April, the additional member replacing Selina Langtry-White, to whom GAL extends a special thanks for her contribution to the group and long association with Gatwick over many years.

2.8. PASSENGER FEEDBACK

During the quarter Gatwick received two compliments and 11 complaints per 100,000 passengers. The top three issues were special assistance service, security staff and airline/handling agent service. The top areas of compliment were special assistance staff, staff helpfulness and security staff. We received more compliments than complaints for special assistance. The Customer Services team is working closely with the Terminals and Security teams and UKBF, ISS and OCS through a series of Passenger Experience Meetings to drive improvements to services and facilities.

2.9. AIRLINE MOVES

Key areas of construction activity are well underway. The shell and core work for the CIP lounges in both the South Terminal and the North Terminal is almost complete with handovers planned with the airlines on 25th April. Once handed over, the airlines will begin their fit-outs. We also have work underway in BA and Virgin’s check-in zones in both terminals to start installing new check-in desks in preparation for their moves next January.

We have been working with the airlines on a phased plan for their moves in January which would enable the transition to take place over three nights. All parties are now working towards easyJet scaling down its operation on Monday 23rd January and moving it out of the South Terminal that same night so that on 24th January they will be fully consolidated in the North Terminal. On the night of the 24th January and into the 25th January, British Airways and Virgin Atlantic will switch with BA moving to the South and Virgin moving to the North from 25th January, then on 26th

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January, easyJet will ramp up to a full operation in the North Terminal. This plan has been well received by all three airlines, and other stakeholders involved in the moves.

Communications planning is fully underway with detailed strategy for use of digital media; poster campaigns; internal communications; operational communications; testing and familiarisation; external media; and terminal event ambassadors all being phased alongside the activities of our airline partners to ensure that everyone is fully informed.

2.10. GATWICKCONNECTS

Over 2700 flights have been sold through our GatwickConnects booking since launch. We will be

integrating multiple airlines over the coming months including Cathay Pacific to support their

launch. We will focus on maximising our distribution opportunities online, giving passengers more

choice on more flights through the Gatwick network. We now have 12 airlines participating in the

GatwickConnects check in assistance service, recently including British Airways.

3. HELPING OUR AIRLINES GROW

3.1. TRAFFIC

This period saw Gatwick achieve a 6.8% year-on-year increase in traffic, resulting in 8.3m passengers travelling through the Airport. This increase was driven by an extra 3,255 aircraft movements compared to the same period last year. This is evidence of the more year round nature of the traffic profile. There was also a 0.3% decrease in load-factor due to an increase of 697,303 seats. All of this meant an additional 528,657 passengers using the airport. 3.1.1. ROUTE ANNOUNCEMENTS

This period saw a significant long haul route announcement to the Far East. Tianjin Airlines will start a twice weekly operation on Tianjin – Chongqing – London Gatwick route on Airbus A330 aircraft with the first scheduled flight in June 2016.

British Airways will commence a new long haul service to Cape Town which will operate three

times a week starting in November 2016 using Boeing-777 aircraft.

In addition to the long haul routes above, additional new short haul routes were also announced during this period to start in June 2016. These include a new x2 weekly easyJet service to Tivat and a daily Wizz Air service to Bucharest.

3.2. ROUTE DEVELOPMENT

The airline relations team continue to target new airline business in both emerging markets and those where more capacity is required. They will be attending the key airline business development conferences in 2016 and have a programme of meetings with target carriers throughout the year.

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4. INCREASING VALUE AND EFFICIENCY

4.1. FUTURE RAILWAY STATION DEVELOPMENT

Design for the new Rail station has progressed well with preferred single option selection due to take place in the coming weeks. The team remain on target to deliver GRIP 4 outputs for November 2016. This will be subject to final costs being agreed and allow construction activity to start early in 2017.

4.2. FURTHER LOCAL TRANSPORT INITIATIVES

Oyster and contactless payments launched in Jan 2016, passenger use has far exceeded expectation with 14% of all transactions being undertaken in this manner. Provisional CAA data for calendar year 2015 indicates a public transport modal share of 44% - well over our 40% target at 40mppa and almost hitting our stretch target. A real highlight, although provisional data at this stage is that the final quarter in 2015 shows public transport hitting 50%. We will receive confirmation of these findings in May. Our partnership with Evans has resulted in an agreement to support funding for new cycle racks. The Surface Transport team are working with the Property team to provide increased locker and shower facilities in the next few months.

The Surface Transport Team are developing a number of projects to improve the passenger experience and drive operational efficiencies. These include improving access to and from the A23bus stops, new coach waiting areas in South Terminal and a NT Limo pick up. The team will also relocate the car rental facilities during 2016 as an enabler for the station development in 2017. The staff survey has been initiated across the Gatwick campus which will give us valuable data on staff travel habits to help inform our future strategy. Results will be available in the autumn.

4.3. GOVIA THAMESLINK RAILWAY STRIKE ACTION The RMT Union have balloted conductors employed by Southern and taken the decision to strike on the 26th April and 10th and 12th May. The action is limited to Southern and this will result in reduced services on this line. Gatwick Express and Thameslink remain unaffected at this time. The Gatwick Surface Transport Team are working closely with GTR to minimise the impact on passengers and staff.

GTR are also in dispute the Gatwick Express drivers with regard to the introduction of the new rolling stock and the change from 10 car trains to 12. Gatwick is in close liaison with GTR and is monitoring the situation.

4.4. ROAD NETWORK

There has been significant road works undertaken over the previous quarter which has not led to any significant impact on passengers. This is the result of the close working relationship that the Surface Transport Team have developed with Highways England and their contractors. Gatwick has positively influenced the dates and times of work to avoid key peak times. Further works are due to commence on the M23 in the coming months and the Surface Transport Team will again work with Highways England to minimise this impact on passengers.

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4.5. CAPITAL INVESTMENT

During the period January - December, capital investment totalled £65.4m, with the outturn of the capital programme for 2015-16 forecast to be £205m.

4.5.1. PIER 5

Stewart Wingate and Caroline Ansell MP officially opened Gatwick Airport’s new £80 million Pier 5 facility on 1 February. The transformed, remodelled and refurbished Pier 5 is a key element in Gatwick’s £2billion transformation programme and will create a more efficient operation for both passengers and airlines. The event was attended by various media and resulted in a good spread of positive coverage. 4.5.2. PIER 1

Investment of £2.1m was made in the period. Works to the Pier were completed and furniture and vending machines now installed. All airbridges are undergoing final commissioning on permanent power supplies. The testing of the baggage handling system, early bag storage, and baggage sorter is now complete. On the airfield the stand entry guidance system is being commissioned and the unit loading device works are progressing. Once final quality and commissioning tests are complete, a phased handover into operation is foreseen in the next quarter.

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4.5.3. NORTH TERMINAL DEVELOPMENT PROGRAMME

Investment of £21.7m was made in the period. During the period the shell and core work to the Onward Travel units were completed and made available to the 3rd party fit-out contractors. The crash deck to the Southern area was installed and works to services within the ceiling void commenced. Installation of the Northern crash deck is currently in progress.

The first floor check-in (Phase 1) works are now nearing completion. The majority of the works to check-in (Phase 2) have been completed with the concourse area now open. The Airport Operational Readiness (AOR) testing on the second phase check-in desks is due to commence towards the end of April 2016 and be completed by the end of May 2016.

The first three security lanes in the new second floor security area were completed in the period three months ahead of programme. Phase 2 of the works is progressing well with security lanes 4 and 5 now in AOR testing. Phase 3 floor tiling, steel structure and Eurotruss installations have commenced in the period. Refer to the image below.

The detailed design phase for World Duty Free is in progress following the completion of site surveys detailing the existing services and conditions. The removal of the existing WHSmith unit has been completed and work has started on the fit out of the new store. Works to the new toilets on the second floor are ongoing. 4.5.4. EDS PILOT

Investment of £0.6m was made in period. The trial of the Morpho test machine has been completed in the period and the machine from Reveal lifted into place and trials commenced. The Reveal machine has encountered problems interfacing with the baggage system which has led to a reduced trial period. The trials for the Rapiscan machine are due to commence in April 2016. The works are progressing well and are scheduled to complete on time and to budget.

The installation strategy is currently being optioneered with a RIBA Stage 2 report due at the end of April 2016. The report, along with the test data and lessons learnt during the trials, will then be used to agree the strategy going forward for the main EDS Replacement project.

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4.5.5. COMMERCIAL PROGRAMME

Investment of £0.8.m was made in the period. The programme focusses on improved passenger experience in the areas of retail, catering, and transportation.

During the period the Grainstore unit (South Terminal Departure Lounge) and the WHSmith unit and back of house storage facility (North Terminal) opened for trading. Within the North Terminal Departures area we have opened The Nicolas Culpeper restaurant. This is the world’s first airport-based gin distillery (see image below). This latest dining innovation continues the transformation of the in airport experience and offers a diversification of the dining options available.

The strip out and shell and core works to the Mango / Jules units in the South Terminal Departures Lounge have been completed ready for Next to commence their fit out works. The McDonalds unit has closed and strip out commenced ahead of fit out works for the new coffee offering. Works to the EasyJet Hangar have progressed on site with the facility due to be operational in the next period in line with programme.

4.5.6. ASSET REPLACEMENT PROGRAMME

Investment of £11.1m was made in the period.

There are 39 asset replacement projects in progress which include a programme of heating, ventilation and air conditioning projects covering both terminals. One of these projects to install a new gas main and pressure reducing station in the South Terminal is nearing completion. This will be followed by the first of several projects to replace old centralised boilers with newer, more energy efficient boilers located across the South Terminal. Other work to replace air chillers across the terminal is also underway with new chillers coming on-line over the summer.

On the airfield, the next phase of taxiway and ground lighting replacement will commence in April. Sections of poor quality taxiway and associated lighting are being removed and replaced, with careful consideration of the operational impacts of this work. All relevant stakeholders are being closely consulted.

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4.5.7. RESILIENCE

Investment of £4.2m was made in the period. The resilience programme is focussed on power, flood, and baggage system resilience. Strategic power resilience work is complete and the programme of work will continue through 2016/17. Baggage resilience projects currently include provision of additional capacity and linkages between conveyors in the Transfer Baggage Facility which is currently being delivered and will be complete before the summer peak to provide additional resilience.

5. BUILDING A STRONG ENVIRONMENT, HEALTH AND SAFETY CULTURE

5.1. CARBON

In March the airport underwent independent verification with the Carbon Trust for a new triple certification on carbon, water and waste. The results are due at the end of April. If successful Gatwick will be among the first airports in the UK to attain this standard.

5.2. NOISE 5.2.1. INDEPENDENT AIRSPACE REVIEW

On 26 January 2106, Bo Redeborn and Graham Lake published their much anticipated Gatwick Independent Arrivals Review. This contained 23 recommendations for Gatwick Airport in order to, if implemented in aggregate, ease the noise issue from arrivals. One of the recommendations stated that Gatwick should publish its response to the Review no later than 31 March 2016. We are pleased to report that Gatwick published its proposed Action Plan on that date. Gatwick’s response is that it accepts, or is minded to accept, all 23 recommendations and we have commenced a period of six weeks of community engagement running to the 16 May 2016.

Community feedback is being actively sought through a dedicated email address, arrivalsreview@gatwickairport.com. A community engagement event on 26 April is planned. Also, during this period of engagement, Gatwick will be conducting further analysis to better understand the impacts of some of the recommendations, as some are more complicated than others. Following the engagement period, Gatwick will take into consideration all the feedback received and publish a final Action Plan on 31st May 2016. This final Action Plan will be published on the website and be available in hard copy.

Gatwick has three main priorities within the Review and these are; Recommendation 1 – resolving the Airbus 320 family ‘whine’ noise by the airlines retro-fitting a modification to the aircraft; Recommendation 10 – the widening of the arrivals ‘swathe’ east and west, to between 8 and 14 nautical miles and; the establishment of a Noise Management Board Independently Chaired and having the remit for departures, arrivals and ground noise. NATS, CAA, DfT, ANS, GATCOM, airlines and GAL will have representation on the Board.

5.2.2. CIVIL AVIATION AUTHORITY P-RNAV POST IMPLEMENTATION REVIEW

The requirement to make the amendments to Routes 2, 4 & 5 arises from the Post Implementation Review (PIR) undertaken by the Civil Aviation Authority in relation to the introduction of PRNAV Standard Instrument Departure Routes (SIDs) designed and introduced in 2013.

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Route 4

The most pressing issue was felt to be the Route 4 'wrap-around' SIDs due to the aircraft flying for a period outside of the Noise Preferential Route (NPR) swathe due to stabilisation distances between waypoints.

As part of the design and evaluation process, a number of simulator trials have been conducted to test the suitability of the Route 4 modification in a variety of scenarios including variances to speed, aircraft weight and meteorological conditions. During the evaluation process of the simulation exercises it became evident that there is not going to be a solution to Route 4 that will deliver the required outcome for local communities that would be acceptable to airlines and air traffic control alike.

We have therefore carefully evaluated the simulator results and the associated accuracy of track-keeping to decide upon an option that would deliver the best possible outcome for all parties. In deciding upon this option we were reminded that prior to the implementation of P-RNAV, there existed well-known issues with aircraft track-keeping on this route which were exacerbated in periods of strong south-westerly winds.

The solution decided upon is two-fold. Firstly, we have submitted a SID modification to Route 4 that will implement a speed restriction on the turn of 220 knots. It is anticipated that in most weather conditions, this speed restriction and the SID modification will ensure aircraft remain within the NPR.

We submitted the Airspace Change Request to implement these changes on 4 February 2016 to the Aeronautical Information Service, in advance of their 5 February deadline for these changes to come into effect on 26 May 2016.

The amendment will run for a period of six months. At the end of six months the CAA will review the performance data for Route 4 (which GAL will be required to provide), if the CAA is of the view that the RNAV design has not achieved its original stated aim, to an acceptable standard, then that RNAV SID route will not be confirmed and will be de-notified by the CAA i.e. removed from Aeronautical Information Publication (IFP).

Secondly, we are currently exploring the possibility of an additional Route 4 SID flown at 190 knots round the turn in periods of strong southerly winds. The aircraft would fly slower and in a different configuration to the 220 knot solution as detailed previously. We continue to work to evaluate the feasibility of this route which will include discussions with the airlines, Air Traffic Control and our airspace designers. This design itself has been designed and submitted for approval. We now await feedback on the design from CAA IFP.

The reason we haven’t submitted both solutions simultaneously was the fact that further time is needed to evaluate the 190 knots solution and it was thought better to get the solution that will apply for the majority of the time in place both to benefit the community but also to enable observations to be made as to the effectiveness of the modification during the busier summer period of flying.

Route 2

The PIR stated that the Route 2 SID could be improved by applying a max 220 knots speed constraint on the southerly turn to minimise the potential of aircraft ‘ballooning’ out of the turn as they do so. We therefore propose to introduce the speed restriction. No waypoints have been changed as part of this proposal. The route amendment has been designed and submitted to the CAA for approval. We await their feedback.

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Route 5

The PIR stated that the Route 5 SID track is slightly to the south of the nominal NPR centreline resulting in aircraft flying in the southern half of the NPR. In designing the required amendment to this route, the first waypoint has been repositioned and renamed. This will result in the aircraft turning and following a track along the centre of the NPR. In order to keep the aircraft centred along the NPR, the next waypoint has also been relocated to prevent aircraft flying southerly as they transit the NPR. As with Route 2, the route amendment has been designed and submitted to the CAA for approval. We await their feedback.

5.3. S106 PERFORMANCE

The Section 106 / Decade of Change Action Plans have been updated as a result of the extension of the Section 106 Legal Agreement. As required, these have been issued to Crawley Borough Council and West Sussex County Council for circulation to the Gatwick Officers Group for feedback, which has been received and incorporated into the Action Plans where appropriate. These Action Plans will now be incorporated into our 2015 Annual Monitoring Report and will be subject to a ‘fit for purpose’ review as part of the audit process, scheduled for this summer.

5.4. DECADE OF CHANGE

Preparation of the 2015 Decade of Change report is well underway. As we are half way through the Decade of Change, we have taken the opportunity to update the report to make it more engaging. We will publish in print a summary document containing the highlights and key performance indicators with the full detailed report available online. The audit of our key performance indicators is scheduled for April, with report publication expected in May.

6. PROTECTING & ENHANCING OUR REPUTATION

6.1. GOVERNMENT AND PARLIAMENTARY REPRESENTATION

During this period, Stewart and members of the Corporate Affairs and Sustainability team met with a broad selection of MPs, across a range of areas. These include local MPs, members of APPG’s and select committees, as well as those MPs with an interest in our campaign for expansion.

Following the release of our response to the Independent Arrivals Review we have continued to engage with local MPs, councillors and campaign groups on the improvements we plan to make. In addition, Sir Roy McNulty will be hosting a briefing for MPs in Westminster.

We are cooperating with the Airport Operators Association on reforming Air Passenger Duty, with regard to a potential reduction by the Scottish Government.

We have also engaged with several MPs on the current review of airside retail charges, in order to discourage further regulation of VAT on airside retail.

We continue to play an active role in the cross-industry organisation, Sustainable Aviation.

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6.2. LOCAL GOVERNMENT & BOROUGH REPRESENTATION

6.2.1. LOCAL COUNCILS, PARISH & TOWN COUNCILS

We continue to work with local authorities and regional bodies to build understanding of local issues, sharing data and exploring opportunities for joint working.

Engagement in the period has included meetings or supporting events with Coast to Capital LEP; West Sussex County Council; Crawley Borough Council; Reigate and Banstead Borough Council; Wealden District Council; Brighton and Hove City Council; Develop Croydon Partner Forum; Sussex and Surrey Chambers of Commerce; the Federation of Small Businesses; Crawley Local Economy Action Group; Coastal West Sussex Economic Partnership; Gatwick Diamond Business; Brighton University; and Croydon College.

6.3. LOCAL RESIDENTS

Route 4

To help residents and communities living in the areas around Route 4 understand what the planned modification might mean to them we have held two community drop in sessions. The first was on 7 March 2016 in Reigate and the second on 15 March 2016 in Dorking. Both events were well attended. The presentation about route design by Paul Reid Associates was popular and feedback suggested that it gave a useful insight to the technical aspects of the Route 4 modification.

In response to feedback that another session would be helpful we are holding an additional session

on Thursday 5 May 2016 where people will be welcome to drop in between 6 - 9pm. This will also

take place at the Burford Bridge Hotel, London Road, Dorking, Surrey RH5 6BX. Once again there will be exhibition boards to explain what’s happening, material to take away and members of the Gatwick team available to chat through any questions. A technical session presented by Paul Reid Associates will take place at 6:15, 7:00 and 8:00 pm.

We were asked if we might be able to hold the next session in a local community hall. We investigated the feasibility of this, and have decided to return to the Dorking venue for reasons of space and timing. This venue worked well in terms of layout, acoustics and access in a way which would be hard to replicate in a different space; and we are keen to hold the next session soon, while allowing enough advance notice.

A dedicated email for feedback has been set up: route4@gatwickairport.com

Crawley Community Awards 2016

On 19 March 2016 Gatwick was headline sponsor of the inaugural Crawley Community Awards 2016 which recognised and rewarded those special people in our community who give their time, effort and skills, going above and beyond expectations. Nominations were for individuals or groups who live, work or volunteer within the Crawley Borough.

6.4. LONDON ENGAGEMENT

In the lead up to the Mayoral election we have engaged with the Mayoral Candidates, and will continue to do so until 5 May, as well as the members of the London Assembly in respect of our case for expansion and other key issues.

6.5. CHARITABLE ACTIVITY

Our three charity partners, Cancer Research, Chestnut Tree House Hospice and Gatwick TravelCare received an even share of £21,159.71 from spare currency donated by our passengers.

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Gatwick’s Give As You Earn scheme saw £3,178.25 donated by staff and matched by Gatwick over the period, making a total of £6,356.50 donated through this scheme to include admin charges.

Additionally, in the period, Gatwick provided fund-matching for our employees’ fundraising activities, donating a combined total of £1,625 to a wide variety of charities. This was considerably lower than the previous quarter but undoubtedly due to it being the post-Christmas period.

Over the past two years the airport has been supporting three special charities(noted above) which colleagues voted for in 2014. In anticipation of those partnerships coming to an end, a shortlist was drawn up (from charities who asked to be considered) ensuring that there was a broad range of charities tackling different issues for staff to consider. Some of those issues included raising aspirations through training and development, combatting social isolation and disadvantage, those providing care for progressive life-shortening conditions and those concentrating their resources on research. Those shortlisted charities were put to a staff vote.

Cancer Research UK was selected as the national charity for another two years and St Catherine’s Hospice was voted the local charity partner. The airport will, of course, proudly continue its 30-

year relationship with Gatwick TravelCare, the on-site charity which helps passengers in need. The

charities will benefit from a two-year fundraising partnership with Gatwick.

6.6. GATWICK AREA COMMUNITY TRUST (GACT)

The 2016 Grant Programme for this year’s grant applications closed on 11 March for projects within the area of benefit, covering parts of East and West Sussex, Surrey and Kent. 168 applications were received by GACT from local community groups and organisations looking for funding for special projects or community facilities. Following the Trustees meeting at the end of April, successful applicants will receive payment by the end of May.

7. THE BEST PEOPLE, PROCESSES AND TECHNOLOGY

7.1. AIR TRAFFIC CONTROL TRANSITION

Having been awarded a 10 year contract for the future provision of Air Traffic Control and Air Traffic Engineering Services at Gatwick Airport, Air Navigation Solutions Ltd (ANS) was initially actively engaged in gaining the certification and designation required to operate as an Air Navigation Service Provider in the UK market.

ANS itself is a wholly owned subsidiary of the DFS Group combining the reputation, capability and security of a well-established and respected global air traffic service provider with the flexibility, agility and value of a new start-up business.

From 00.01 the 1st March 2016 ANS became responsible for air navigation service provision at Gatwick Airport. The services to be covered by the contract cover air traffic and approach services and responsibility can extend to 4,000 feet, although the integration with radar at Swanwick means some services in the area are delegated to them.

Further responsibilities include:

Aerodrome air traffic control – including, air, ground movement control, delivery and all training

Air traffic engineering services – including safeguarding and other support services

Emergency and alerting services

Meteorological services

The transition itself was the culmination of a very thorough process with incredible effort from everyone involved in it, resulting in a smooth and seamless handover of services.

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The change in air navigation service provider has very much been a change in management with a number of staff transitioning to the new company, with secondments in place under a transitional services agreement for a period of time for certain staff members.

ANS attended the previous meeting of the Noise and Track Monitoring Advisory Group, to introduce themselves and reassure members that they are aware of the concerns of the local community and to reiterate that it is very much business as usual.

7.2. EMPLOYMENT AND SKILLS

We are working with the results of the recently commissioned Employment and Skills Analysis (Arup, 2015), which we plan to share with local and regional partners, helping to focus effort on joint activity.

Following significant effort on the Gatwick Skills Lab project (among all partners), we were unable to make the business case to build a new facility at the airport, and this together with State Aid rules has focused effort on finding an alternative solution locally; and we are working closely with Coast to Capital, Crawley Borough Council and other partners to secure a successful outcome.

The ‘Resourcing Alliance’ has been formed and we are working with airport business partners to improve campus wide candidate attraction and recruitment strategies and process, this includes but is not limited to, creating an on-line recruitment portal and increasing the efficiency of the ‘blue badge’ (airside pass) process.

We have recently been awarded Gold Investors in People, recognising our management and leadership approach, the way we support staff and offer our workforce opportunities to improve. This international standard defines what it takes to lead, support and manage people well for sustainable results.

7.3. INFORMATION TECHNOLOGY

Our IT team are continuing to innovate new products through collaboration with the commercial and operational teams, and our airport partners. A recent innovation is the Airport Community App for all airport staff, which provides real time notifications for flight status, baggage belts and other key operational events. This was given strong support through the bi-monthly IT customer forum which brings together a range of airport businesses. Over 2,700 people have already downloaded this free mobile device app, which allows all types of staff working at the airport to search for real time flight information via flight number, destination, or airline, so that they can give passengers information such as check-in zone and gate number. Feedback from users will be used to further develop the app.

7.4. INTERNAL COMMUNICATIONS

During this period, we marked the six-month milestone of our company intranet which offers enhanced news content to all Gatwick staff. The key focus has been on helping people get to know Gatwick people and teams, as well as building knowledge around Gatwick in the community and sustainability ahead of the latest Decade of Change release.

Commerciality has been another major theme with the team engaging staff with news around key retail projects, passenger feedback and in live Q&A session on our staff social media channel Yammer.

Our printed channel, your Magazine, which has a strong readership from the airport operation was published in February and had a running theme around our journey towards becoming a more sustainable airport.