AY 2023 Sem 1 E362_LLP02_ Notes.pdf

OFFICIAL (CLOSED) \ NON-SENSITIVE Perceived Waiting Times Single Queue • Single queues are easy to manage. • However, single queues can create feelings of unfairness if passengers waiting in the other lines advance faster. Disney Queue • Disney queues are preferred by passengers as this type of que...

OFFICIAL (CLOSED) \ NON-SENSITIVE Perceived Waiting Times Single Queue • Single queues are easy to manage. • However, single queues can create feelings of unfairness if passengers waiting in the other lines advance faster. Disney Queue • Disney queues are preferred by passengers as this type of queue organisation makes them move forward continuously. • Feeling of unfairness are not experienced by passengers in a Disney queue as everyone stands in the same line. • However, Disney queues require more control to maintain order and to direct passengers to available counters. OFFICIAL (CLOSED) \ NON-SENSITIVE Function of Terminal Management Centre (TMC) • Function: • Oversee daily terminal operations in the passenger terminals. • Ensure smooth operations at all times. • In Changi Airport, the Terminal Manager is based in the TMC. • In the event of any incident or accident in the terminal, Duty Terminal Managers (DTMs) will be first on site to attend to the situation • DTMs walk the ground. OFFICIAL (CLOSED) \ NON-SENSITIVE Function of Airport Operations Centre (AOC) • AOC oversees airport-wide operations. • Firsthand information received and disseminated. • Airport agencies' operations centres are set up in clusters to facilitate interaction and coordinate actions. • Agencies in the AOC include: • Changi Airport Group (CAG) • Airport Police Division (APD) • SATS • SIA Engineering Company • Certis Cisco Aviation Security OFFICIAL (CLOSED) \ NON-SENSITIVE Commercial Facilities and Services • • • • • • • • • • • Retail Shops. Food and Beverage Outlets. Convenience Stores. Foreign Currency Exchange. Passenger Meeting Services. Hotel Reservations Counters. Car Rental Agencies. Information Counters Customer Service Counters. Baby Care Rooms. Smoking Areas. OFFICIAL (CLOSED) \ NON-SENSITIVE Locational Factors of Commercial Facilities • Position of shops in relation to passenger flows: – Determines the percentage of passengers that makes a purchase in the shop. – Best locations: – Direct line of passenger flow. – As close as possible to departure gates. • Floor level on which shops and services are provided in relation to the passenger flows: – Needing to go up or down a floor level to shop is a disincentive. – Even worse if passengers have to use stairs instead of escalators. OFFICIAL (CLOSED) \ NON-SENSITIVE Objectives of a Signage System • Serves as an effective wayfinding tool. • Shows passengers where to go and how to get there. • Displays airport and flight related information. Heathrow Airport, London CDG Airport, Paris OFFICIAL (CLOSED) \ NON-SENSITIVE Five Stages of Benchmarking The five stages of benchmarking are all focused on trying to measure comparisons and identify areas for action and change. OFFICIAL (CLOSED) \ NON-SENSITIVE First Stage: Plan PLAN the study: • Select the processes for benchmarking. • Bring together the appropriate team to be involved and establish roles and responsibilities. • Identify benchmarks and measures for data collection. • Identify benchmarking partners, or identify best competitors or operators of the process(es), perhaps using customer feedback or industry observers. • Document the current process(es). OFFICIAL (CLOSED) \ NON-SENSITIVE Second Stage: Collect COLLECT data and information: • Decide information and data collection methodology, including desk research. • Record current performance levels. • Conduct a preliminary investigation. • Prepare for any site visits and interact with target organizations. • Use data collection methodology. • Carry out site visits. OFFICIAL (CLOSED) \ NON-SENSITIVE Third Stage: Analyse ANALYSE the data and information: • Normalise the performance data, as appropriate. • Construct a matrix to compare current performance with benchmarking competitors’/partners’ performance. • Identify outstanding practices. • Isolate and understand the process enablers, as well as the performance measures. OFFICIAL (CLOSED) \ NON-SENSITIVE Fourth Stage: Adapt ADAPT the approaches: • Catalogue the information and create a ‘competency profile’ of the organization. • Develop new performance level objectives/targets/standards. • Vision alternative process(es) incorporating best practice enablers. • Identify and minimize barriers to change. • Develop action plans to adapt and implement best practices, make process changes, and achieve goals. • Implement specific actions and integrate them into the organization. OFFICIAL (CLOSED) \ NON-SENSITIVE Fifth Stage: Review REVIEW performance and the study: • Monitor the results/improvements. • Assess outcomes and learnings from the study. • Review benchmarks. • Share experiences and best practice learnings from implementation. • Review relationships with target/partner organizations. • Identify further opportunities for improving and sustaining performance. OFFICIAL (CLOSED) \ NON-SENSITIVE ASQ Survey Areas OVERALL SATISFACTION 1 Overall satisfaction with the airport 2 Overall satisfaction with the airport: business pax 3 Overall satisfaction with the airport: leisure pax SECURITY 13 Courtesy and helpfulness of Security staff 14 Thoroughness of Security inspection 15 Waiting time at Security inspection 16 Feeling of being safe and secure ACCESS 4 Ground transportation to/from the airport 5 Parking facilities 6 Parking facilities value for money 7 Availability of baggage carts/trolleys FINDING YOUR WAY 17 Ease of finding your way through airport 18 Flight information screens 19 Walking distance inside the terminal 20 Ease of making connections with other flights CHECK-IN (AT THIS AIRPORT) 8 Waiting time in check-in queue/line 9 Efficiency of check-in staff 10 Courtesy, helpfulness of check-in staff PASSPORT / PERSONAL ID CONTROL 11 Waiting time at passport / personal ID inspection 12 Courtesy and helpfulness of inspection staff OFFICIAL (CLOSED) \ NON-SENSITIVE ASQ Survey Areas AIRPORT FACILITIES 21 Courtesy, helpfulness of airport staff 22 Restaurant / Eating facilities 23 Restaurant facilities value for money 24 Availability of bank / ATM facilities/money changers 25 Shopping facilities 26 Shopping facilities value for money 27 Internet access / Wi-fi 28 Business / Executive lounges 29 Availability of washrooms/toilets 30 Cleanliness of washrooms/toilets 31 Comfort of waiting/gate areas AIRPORT ENVIRONMENT 32 Cleanliness of airport terminal 33 Ambiance of the airport ARRIVALS SERVICES 34 Arrivals passport and visa inspection 35 Speed of baggage delivery service 36 Customs inspection OFFICIAL (CLOSED) \ NON-SENSITIVE Business Continuity Process Project Management – Objectives and Assumptions Business Impact Analysis Gap Analysis and Strategy Plan Development and Integration Testing and Maintenance 1. Project Management – Objectives and Assumption • Objectives of the BCP should be to document the organization of the recovery, individual and functional roles and responsibilities, and the associated resources required to minimize the effect of a disruption on airport operations. • The Business Continuity Plan should detail the procedures that will be carried out by the individual functions operating at the airport in the event of a disaster that affects airport facilities. • The plan should provide for testing, maintenance and overall planning standards. • Types of operational assumptions an airport makes will define much of the scope, breadth, duration and complexity of its plan. OFFICIAL (CLOSED) \ NON-SENSITIVE Business Continuity Process 2. Business Impact Analysis (BIA) • • • BIA is the foundational step that usually drives the development of the business continuity plan. BIA generally consists of these general steps: 1. Identifying critical business functions 2. Analyzing and documenting functions 3. Defining Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) RTO • Important question is how long can a function be down before there is real pain and negative consequences? • • • Tolerance to downtime is referred to as each function’s RTO Functional RTOs can be measured in minutes, hours, days or weeks, based on level of criticality, seasonal or cyclical imperatives, and other factors RPO • An indication of the amount of time the function can continue without supporting data before the productivity of the function is materially impacted. • • • Data dependence can be profound for critical financial and reporting applications; supervisory control and data acquisition systems; and hardware, network, database, or communications infrastructure. A function’s RPO is affected by factors such as how often a process must run or be activated. RPOs can be affected by whether there are viable functional alternatives for temporarily running the process without the usual technology support. OFFICIAL (CLOSED) \ NON-SENSITIVE Business Continuity Process 2. Business Impact Analysis (BIA) • Determining & Ranking Recovery Priorities • Once each essential function is analyzed and both RTO/RPOs are established, a recovery ranking system is needed to prioritize function recoveries according to the airport’s unique needs and circumstances. Ranking the recoveries helps reduce disagreements between the airport and its various stakeholders. There is no one standard recovery priority model, every organization is unique. • • OFFICIAL (CLOSED) \ NON-SENSITIVE Business Continuity Process 3. Gap Analysis and Strategy    In the Gap Analysis phase, the airport should analyse its set of required functions, as defined by the BIA, and compare it to both the resources currently available to aid recovery and the current plans or procedures for doing so. The gap (or difference) between recovery needs and capacity and resources available to sustain operations is addressed by the airport’s business continuity strategy and is definer for every essential operational element. In its gap analysis the airport should look at the various elements of current practice and capacity and documents disparities between what is required by each essential function to recover operations (based on priority) and what resources are currently available to do so. OFFICIAL (CLOSED) \ NON-SENSITIVE Business Continuity Process 4. Plan Development and Integration  The documentation of the business continuity strategy for all an airport’s business and operating functions should be integrated into a plan that includes: o Administrative content o Business continuity plan elements 5. Plan Testing, Exercises and Maintenance   When the business continuity strategy is developed and the plan is documented, it should he continually maintained and regularly tested and exercised. Airports should consider using types of exercises: o Structured walk-through o Component testing o Integrated simulation / full operations test. OFFICIAL (CLOSED) \ NON-SENSITIVE Aerodrome Agencies Agencies on the Aerodrome: • • • • • • • Air traffic control units. Rescue and fire fighting services. Aerodrome administration. Medical and ambulance services. Aircraft operators. Security services. Police. Agencies off the Aerodrome: • Fire department. • Police. • Health authorities. • Medical, ambulance, hospital and public health services. • Government authorities. • Military. • Harbor patrol or coast guard. OFFICIAL (CLOSED) \ NON-SENSITIVE Next-of-Kin (NOK) Management • In a disaster when lives are lost, families are likely to be shocked, distraught, emotionally weak and overwhelmed, angry and distressed. • Sizable number of NOKs are likely to be in the airport especially for arriving flights. • If poorly managed, the image of all relevant agencies can be severely damaged. • The Press must be managed properly, NOKs will be approached, misinformation might occur. • Public opinion will be negative. • Recovery will be difficult. OFFICIAL (CLOSED) \ NON-SENSITIVE Principles of Crisis Communication 1) Speed of Response. • Aim to issue first comment, acknowledging that it is aware of the incident, within 15 minutes. • The company will be perceived as disorganized or floundering in its response if it fails to keep pace with the developing story online. 2) Accepting Responsibility. • After an accident or serious incident, company and other parties involved should be seen to accept responsibility for managing the consequences of the event, and this should be the focus of their communications response. • This does not imply accepting liability or culpability for the accident itself, but means that the company will provide humanitarian support for any survivors, and for the families and loved ones of the passengers and crew members. OFFICIAL (CLOSED) \ NON-SENSITIVE Principles of Crisis Communication 3) Appropriate Messaging. • The content and tone of public statements, particularly in the early stages of a crisis is critical in positioning the company as a responsible, well-managed organization which is committed to “doing the right thing”. • Statements should acknowledge the facts and describe the actions taken to date, while expressing concern for those affected. • All questions on the potential causes and the progress of the investigation should be referred to the investigating body. OFFICIAL (CLOSED) \ NON-SENSITIVE Principles of Crisis Communication 4) Knowing the Audiences. • It is easy to become fixated on the demands of the news media after an accident or major incident, but company and other involved parties will need to communicate with multiple other audiences. • Front-line employees should be briefed on what they can say in response to questions about the situation from customers or members of the public, who may decide to share what they are told via social media. • Marketing and advertising campaigns should be reviewed, to check that they do not contain inappropriate messaging or images – for example, a promotional campaign featuring an aircraft type, or a route, which has just been involved in an accident. OFFICIAL (CLOSED) \ NON-SENSITIVE Principles of Crisis Communication 5) Maintaining Credibility. • One of the key objectives for any organization in a crisis must be to establish and maintain credibility. • Ultimately depends on the audience’s perception of the honesty and sincerity of the statements made. • There should be no “credibility gap” between words and actions. 6) Expressing Regret. • Companies which fail to express regret or sympathy for those affected can expect to be severely criticized, particularly if there has been loss of life or serious injuries. Their relationships and standing within the local community may also be damaged. • A carefully-worded expression of regret, which does not specifically admit liability or blame, can play a critical role in establishing a positive view of the company involved, and will ease the recovery of its business. OFFICIAL (CLOSED) \ NON-SENSITIVE Principles of Crisis Communication 7) Coordinating with Other Parties. • Parties must coordinate release of information to ensure basic facts are consistent and minimize perception of “finger-pointing”. 8) The Impact of Statements on Others. • Any aviation accident or serious incident raises questions about safety. Public confidence in the aviation industry may be damaged if individual airlines, manufacturers, service providers or regulators appear to be trying to protect their own reputation by deflecting blame or “pointing the finger” at someone else. • Safety should not be a competitive issue.