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information available to all the players all the time.
Joppart says that every change should consider the total
network and system capacity: “Never look at one
improvement on its own. Look at the bigger picture.”
EUROCONTROL has a description for this total system that
pulls together all the disparate pieces of the airports and air
traffic management jigsaw puzzle: it is the Dynamic
Management of the European Airspace Network (DMEAN).
Airport operators, even the smaller ones, are now taking a
collective attitude, Joppart says, adding, “there is mutual trust
now”. The implication that trust did not exist in the
beginning, or that the two components – airports and ATM –
did not see what they had to do with each other, suggests
progress in itself.
The way most airports work today is a legacy of how they
worked when surface space was plentiful and the concept of
rationed take-off and landing slots did not yet exist because
capacity was not a problem. Also, at that time, environmental
awareness and the resulting demands for lower fuel usage
and noise levels were not so acute. Since this is where today’s
airport operating practices originated, it should not be
surprising that ‘latent capacity’ exists at airports – especially
at those which still have some spare capacity without yet
having to take special measures to improve it. Wilson
estimates that there remains considerable latent capacity at
many European airports without having to lay more concrete.
There are exceptions, he concedes, such as London Heathrow,
London Gatwick and Frankfurt Main, where many – though
not all – of the proposed techniques for making throughput
more efficient are already being applied.
ATM AND AIRPORTS: CHALLENGES FOR EUROPE
40
The motivation for airports to adopt practices that make
them as efficient as possible is spelled out by ACI EUROPE’s
Director General, Roy Griffins, who says: “Airports have to take
the responsibility of driving this agenda because it is at
airports that aviation’s negative products are most noticed
and measured. And airports, in providing the fundamental
infrastructure, have to get aviation its licence to operate and
its licence to grow. But airports cannot do this alone. Our
fellow stakeholders in the aviation sector need to join us in
endorsing this initiative if it is to work.”
ACI EUROPE points out that although infrastructural
expansion – for example additional terminal space – is
planned at some existing airports, new airports are not on the
cards. Griffins spells-out the size of the problem: “With air
passenger traffic set to double by 2020, Europe’s airports are
currently the main bottleneck in the air transport chain.
EUROCONTROL has predicted that by 2025 air traffic would
grow 2.5 times and that, despite a 60 per cent capacity
growth, over 60 European airports will be congested, with the
top 20 airports being saturated at least eight to ten hours of
the day. This would leave Europe’s airports unable to
accommodate 17.6 per cent of the total demand for air
transport. Recent ACI research indicates that if you take into
account airport and airspace capacity issues, passenger
demand in 2020 will surpass available airport infrastructure by
about 1 billion passengers, resulting in heavy congestion and
a general deterioration in the quality of service at airports.”
The planned systems that will unlock latent capacity are the
same as those that will make the best use of new
infrastructural capacity when it becomes available. These
consist of a combination of new management techniques and
new technology, with the former being the key, and the latter
being tools that assist in managing traffic flow. The primary
management technique is a highly developed form of
“collaborative decision making”, Wilson explains. The ultimate
aim is for the airport to be able to operate organically, like a
body made up of cells and the systems, structures and
capabilities that sustain them. The cells could be seen as
components like aircraft, vehicles, support systems,
passengers and freight consignments, and the airport as the
body that contains, manages, and sustains them while at the
same time owing its life to them.
Collaborative Decision Making (CDM) is one description of a
process in which the people in every functional unit at the
airport know the location, status and readiness of every other
unit with which they are involved, or by which their function
could be affected. The unit could be an aircraft, or the
　
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