WorldConnect 2012 Day 2 session 5 Working together - PARIS CDG Frank Goldnadel

Working together for the Benefit of the Clients

Frank GOLDNADEL

MODERATOR: Pierre JEANNIOT

Managing Director

PARIS CDG

Partnership between

Service providers of the Air Transportation

APG World Connect Forum 2012

2 - Paris CDG Airport – October 2012

Franck Goldnadel

Managing Director

Paris-CDG Airport

Partnership and colloborative action plansThe Airport Authority can not be alone :

• Services and process are in a value chain

• Every airport partners are in the value chain

• Success is shared or is not

Objectives

• To reinforce operational coordination between diffe rent partners

• To improve anticipation of operational situations



• To improve the airport capacities, quality of servi ce and value

• To earn money because of efficiency

3 main examples

• The A-CDM already deployed at Paris-CDG Airport

• Partnership between Airlines/Airport authorities an d Police Boarder Controls

• Common Crisis Management

A- CDM - Collaborative Decision Making

European Programme managed by Eurocontrol, supporte d by the European Commission :

• Better integration of airports within the European aeronautical network

• Optimization of airport operation under both norma l and degraded conditions

Objectives

• To reinforce operational coordination between diffe rent partners (Airlines/Airport/ATC)



• To optimize the airport capacity for the benefit of airlines

• To limit impacts on the environment

Deployment of Airport - CDM within Europe

• A-CDM already deployed at Paris-CDG

• Future deployment planned at : Paris-Orly, Amsterda m, …

A-CDM CDM@CDG in Brief

Partners involved Achievements to date

• Sharing of useful information via a dedicated WEB s ite

• Daily exchanges regarding operational issues (audio

conferences)

• Shared management of degraded situations and, if

required, the activation of the CDM Crisis Centre

• Set-up/deployment of local management of Departures

• Monthly analysis of performance


• Monthly analysis of performance

Benefits

• -10% in taxi times (15,9 min in 2011 as compared t o 17,4 in 2010)

� Fuel savings : 4 000 T / yr

� Reduction in CO2 emissions : 12 000 T / yr

� Reduction in holding times at runway thresholds: up to 37%

• +10% Slot times respected

• 90 % Adaptation of the European network to integrat e local

constraints

• Overall improved management of degraded situations

A- CDM and Perspectives

Optimization of Departure Routes by means of :• Taking into account Airline priorities

• Optimization of traffic allocation to each set of d ouble runways

• Taking into account de-icing capabilities• Optimization of flight programmes

Consolidation of management under degraded conditio ns• Development of simulation tools including the funct ion « What if » scenarios


• Development of simulation tools including the funct ion « What if » scenarios• Migration from « CDM Crisis Centre » to « Terminal Air port Management »

Pursuing the Single European Sky integration proces s• Participation in the construction of the process to standardize European A-CDM • Development of closer ties with the Operational Man ager for the European

Network• Active participation within the SESR Programme

Partnership - Experimentation for long term change : « SMART CDG »

S.M.AR.T.Savoir Mutualiser nos Actions pour Réussir à Trois

SMART’s Primary Objective :To improve our passengers ’ global experience within the border control

A collaborative approach to changing ways of working amongst key partners in the passenger process

Airlines


To improve our passengers ’ global experience within the border control zones

Prior to �� During �� After controls

Secondary objectives :� Globally improve process times with smoother passage thr ough

controls� Optimize Border Police facilities & processes� Provide a welcoming ambiance and globally enjoyable exp erience

� A « bottom up » approach to problem solving and improving methods of working amongst actors from different structures and professional sectors

Phase 1Fixing Guidelines

(6-9 weeks)

Phase 2Experimentation

(9 Weeks)

Phase 3Modelization(5-6 weeks)

Phase 4Global Deployment

(6-12 months)

The main principles of Experimentation : Four distinct phases



� A platform offered to operational staff (from both internal & external sources) to exchange freely, identify daily problems, express their ideas and propose & test concrete solutions in an iterative process over 9 weeks

MesureMesure ActionAction

1

23

Concep-tion

Concep-tion

MesureMesure ActionAction

1

23

Concep-tion

Concep-tion

9 Experiments conducted to dateOver 450 staff directly involved in the process of which

25% representing external partners

4 Experiments co -piloted hand in hand with State

Spontaneity, Creativity & Reactivity within a tight tim eframe :

all with the operational staff in command !



Recognized benefits :

� Marked improvements in the transverse cooperation amongst both internal/external partners.� A multitude of ideas proposed, concrete actions identified & applied, their efficiency &

effectiveness tested.

� A true evolution in ways of working together.

… all of which contribute to satisfying and surpassing not only passengers/client expectations but also those of airlines & partners

4 Experiments co -piloted hand in hand with State Border Police under the label « SMART ».

Assess the situation in connection with:

- the airside supervision team linked with the Collaborative

Decisin Making (CDM)

- the landside supervision teams (terminals) linked with:

* the airlines and their assistants

Paris-CDG Crisis Management Center, called « PC CDG »


* the airlines and their assistants

* the States representatives (Préfecture, Civil Aviation Authority,

Police, Customs)

- Other partners (Tour operators, BAR, …) to share information

After assessement of the situation, the PC CDG, coordinates thefollowing actions:

- to inform the passengers within the terminals and through the media(Website, call center, email, twitt, press release, etc.)

- to offer catering services



- to offer catering services

- to organise accomodation , if necessary

- to coordinate with the State’s departments, additional measures- Means of transpor t (rail and route)- Safety

All TerminalsAll Terminals

CDM AirsideCDM Airside

Aéroports de Paris Headquarters

Aéroports de Paris Headquarters

PrefecturePrefecture

TerminalsTerminals

AOCAOCTour

OperatorsTour

Operators

PolicePolice

CustomsCustoms



Central Paris-CDGCrisis Management Center

« PC CDG »

Central Paris-CDGCrisis Management Center

« PC CDG »Parkings & RoutesParkings & Routes

BARBAR

CDM AirsideCollaborative Decision Making

CDM AirsideCollaborative Decision Making

Terminals2A-2B-2C-2D

Terminals2A-2B-2C-2D

Air France KLM

Air France KLM

September 2011 – a one day crisis exercice to assess:- the coordination between all the crisis management centers dedicated to handle

crisis at Paris-CDG airport and the States departments

- the transmission of information to passengers and partners- Participation of the representatives of airlines (AOC) and tour operators (CETO)



Thank you for your attention


WorldConnect 2012 Day 2 session 5 Working together - PARIS CDG Frank Goldnadel

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