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AIRSIDE CAPACITY ENHANCEMENT

Capacity Enhancement and Planning

volume 2
To register your copy of the ACE package and request or
download additional material or amendments please go to
www.eurocontrol.int/airports

© 2007 EUROCONTROL
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Airside Capacity Enhancement 2 3
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Airside Capacity Enhancement

Involvement of operational
stakeholders is key to
success

T
About
VOLUME
HIS Volume provides a high
level overview of
EUROCONTROL methods for
airport airside capacity
2
enhancement and capacity planning.
The material is targeted at managers and other
staff wishing to implement airside capacity
enhancement measures.
The method described for releasing latent
capacity, providing airport stakeholders with short
to medium term benefits, typically requires little
investment and is relatively easy to implement.
The importance of involving pilots and air traffic
controllers at an early stage is highlighted and methods are proposed to achieve
this effectively.
For the longer term, capacity management methods based on accurate planning
are described. The constraints to growth are evaluated and scored as are the
various methods suitable to mitigate the constraints.
The results are used to establish priorities for planning and budgeting.
The importance and benefits of cooperative action between all airport partners is
shown conclusively.
It is important to note that activities to release latent capacity and capacity
planning for the longer term must happen in parallel. One should not wait for the
other.
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Airside Capacity Enhancement
Capacity enhancement and
planning focuses on all
areas
4 5
Capacity Enhancement
- The Complete Methodology
...........................Chapter 2.0, page 10
Overview of Airside Capacity
Contents
Enhancement
...........................Chapter 2.1, page 13
Increasing Capacity Step by Step
...........................Chapter 2.2, page 18
........................Chapter 2.2.1, page 20
Airport management teams
– how to set up......................... page 20
.........................Chapter 2.2.2, page 21
Airport capacity assessment
– how to define......................... page 21
.........................Chapter 2.2.3, page 23
Data collection (measurements,
analysis, distribution) .............. page 23
........................Chapter 2.2.4, page 27
Awareness campaigns
– how to spread the results......page 27
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Airside Capacity Enhancement
VOLUME
........................Chapter 2.2.5, page 27
Continuous improvement
– how to enhance..................... page 27
Airside Capacity Planning
2 The Key Capacity Management
Steps.................Chapter 2.4, page 38
Essential Actions when Measuring
Pilot Reaction Times/ROT
...........................Chapter 2.3, page 28 ............................Chapter 2.5, page 39
Step 1 - Establishing the baseline Essential Actions – Controllers
................................................. page 30 ...........................Chapter 2.6, page 40
Step 2 - Identifying future requirements
................................................. page 30 Essential Actions - Pilots
Step 3 - Identify capacity shortfalls ...........................Chapter 2.7, page 40
.................................................. page 30
Step 4 - Identifying constraints
.................................................. page 30
Step 5 - Scoring the constraint impact
.................................................. page 32
Step 6 - Remedial actions
.................................................. page 34
Step 7 - Scoring the remedial action
impact and cost ..................... page 34
Step 8 - Establish the priorities
....................................................page 36
Step 9 - Establish the Capacity
Enhancement Plan...................page 36
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Glossary of abbreviations Glossary of abbreviations continued

A/C Aircraft ROTA Runway Occupancy Time On Arrival
ACC Area Control Centre ROTD Runway Occupancy Time on Departure
ACE Airside Capacity Enhancement RTF Radio Telephony
AIP Aeronautical Information Publication RVR Runway Visual Range
APT Alternate Parallel Taxiway/Taxilane RWY Runway
ARR Arrival SID Standard Instrument Departure
ASM Airspace Management SMR Surface Movement Radar
A-SMGCS Advanced Surface Movement Guidance and STAR Standard Arrival Route
Control System STATFOR EUROCONTROL Strategic Forecast
ATC Air Traffic Control TMA Terminal Manoeuvring Area
ATCO Air Traffic Control Officer TORA Take-off Run Available
ATM Air Traffic Management TWY Taxiway
ATS Air Traffic Services WIP Work in Progress
BAA British Airports Authority
CAMACA Commonly Agreed Methodology for
Airside Capacity Assessment
CDM Collaborative Decision Making
CFMU Central Flow Management Unit
CTOT Calculated Take Off Time
DEP Departure V2/7
FRLC Flight Crew Reaction Time to Line-up Clearance
FRTT Flight Crew Reaction Time to Take-off Clearance
GND Ground
HIRO High Intensity Runway Operations
ICAO International Civil Aviation Organisation
IFR Instrument Flight Rules
ILS Instrument Landing System
LUPT Line-up Time
LVO Low Visibility Operations
LVP Low Visibility Procedures
MDI Minimum Departure Interval From apron to
NAV Navigation runway
NPR Noise Preferential Routing
OAT Outside Air Temperature
PIATA Plus Performance Indicators Analysis Tool for Airports
RAT Runway Access Taxiway
RET Rapid Exit Taxiway
ROT Runway Occupancy Time
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Airside Capacity Enhancement 8 9
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Navigating
OVERVIEW OF AIRSIDE
CAPACITY ENHANCEMENT
VOLUME

The factors that can contribute to

improving airside capacity
Chapter 2.1
TIMES/ROT
2
ESSENTIAL ACTIONS WHEN
MEASURING PILOT REACTION
A quick reminder of the key actions in
measuring operational performance
Chapter 2.5
INCREASING CAPACITY STEP
BY STEP ESSENTIAL ACTIONS –
An overview of the key steps in CONTROLLERS
enhancing airside capacity in the short Obtaining ‘buy in’ and operational input
to medium term of air traffic controllers
Chapter 2.2 Chapter 2.6
AIRSIDE CAPACITY PLANNING ESSENTIAL ACTIONS – PILOTS
The nine steps needed to arrive at Obtaining ‘buy in’ and operational input
your Capacity Enhancement Plan of pilots
Chapter 2.3 Chapter 2.7
THE KEY CAPACITY
MANAGEMENT STEPS
A quick reminder of the key steps in
managing your capacity enhancement
process
Chapter 2.4
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2.0
Airside Capacity Enhancement
Capacity Enhancement
- The Complete Methodology
AIRPORTS are now fully
recognised as an integral part
of the air traffic management
network and they are a major
component in the ATM 2000+
Strategy.
Lack of airport capacity,
particularly at the major
European airports, is one of the
most serious constraints to
growth in air transport.
Investments in the construction of new
runways and airports represent long
term projects that do not alleviate
short-term constraints.
The ATM 2000+ Strategy
focuses on making the best
use of existing
infrastructure to increase
airport airside capacity as
further new construction is
often limited by political and
environmental constraints.
This part of the document
gives guidance on a variety
of measures to increase
airside capacity in the short
to medium term. The
advice has been generated
by a Task Force of opera-
tional experts, who have
assessed the practices at
key, capacity constrained, Paris ORLY airport
European airports.
The Task Force evaluated
the practices of airport
operators, airlines and air traffic control,
with a view to determining which
actions delivered the best results.
10
There are common themes to
increasing airside capacity:
collaboration, harmonisation and
performance management. To make
the most of the advice, it is crucial that
the steps taken are in harmony with
European standards and practices
while giving sufficient room to local
procedures. It must be ensured
however that local procedures do not
negatively impact the efficacy of the
measures being implemented on the
European level.
A common approach will reduce the
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Airside Capacity Enhancement
A common approach to all stages of
airport operation
natural variation in how practices are
adhered to. The guidelines show where
common approaches exist, as well as
where they are being developed.
An ECAC-wide adoption of
best practices is the first
step in developing standard
solutions at the different
airports.
The focus of the advice is on tactical
actions that can be taken towards, for
example, improving pilot and controller
performance. However, strategic
elements are also covered. These
include consideration of traffic
mix/schedule, infrastructure, runway
mode of operations and landside links
among others.
A fundamental principle of enhancing
airside capacity is the need to monitor
performance.
Only by measuring performance can
new measures be assessed and
refined. The principle is ‘measure to
manage’ and through various
techniques this can be achieved
accurately and cost-effectively.
Adopting standard methods for
collecting data gives additional benefits.
Operators can develop best practices
further by making meaningful
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2.0 continued
Capacity Enhancement
12 13

2.1
Overview of Airside Capacity Enhancement
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Airside Capacity Enhancement

- The Complete Methodology

A great many factors can contribute
to improving airside capacity.
A high level breakdown of these is
shown in Figure 2-1. The importance of
runway capacity factors and the link to
runway occupancy time (ROT) should
be noted in particular. Many of the
factors shown can be translated into
actions to enhance airside capacity.
These actions fall into two categories:
• Short term, which concerns
improvement of pilot and controller
performance as well as procedures
development and operational analyses.
• Medium term, which encompasses
new infrastructure, runway mode of
operation (segregated versus mixed
mode), the traffic mix, airspace
management (not specifically
addressed in this document) and
landside operations.

Heathrow Airport Apron

Air-side
capacity
comparisons between airports. demonstrate how to achieve
Delay
Underlying the importance of them in practice.
collaboration is the message Since the proposed capacity
from experts that “every enhancement measures
movement matters”. maximise the use of existing Runway Apron* Taxiways*
Land-side
Valuable seconds may be resources, they intrinsically offer links
ASM links
gained by good planning, some environmental benefit by Throughput
anticipation and timely reaction reducing airport development (maximise)
to clearances among other needs.
things. Over many movements, The measures described are
the seconds add up to create designed to reduce runway
Tactical Strategic Constraint ATC
additional capacity that in turn occupancy times when the elements elements elements Procedures
can reduce delays. meteorological conditions do not
Infrastucture Environment Separation
The benefits are shared by all – require CAT II/III operations. Traffic mix Weather Procedures
and these guidelines ATC Airspace Mode of operations Wake vortex
Providers user

Errors Training
ROT
Every movement matters – every second counts Slot clompliance
Equipment
Checklist
Use of infrastucture
ROTD
Workload
Training ROTA
Social/team
ACE area of interest
*To be developed

Figure 2-1 Factors contributing to airside capacity improvements

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2.1 continued
Overview of Airside Capacity
14 15
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Airside Capacity Enhancement

Enhancement

Of the elements that affect airside capacity, the time

spent by aircraft on the runway is often the most
critical. Known as ‘Runway Occupancy Time’, or ROT,
it depends on pilot and controller performance,
infrastructure, procedures used and the prevailing
meteorological conditions.

Depending on the traffic mix, runway

capacity can be increased by around 5
to 15 % (at single runway and multiple
runway airports respectively) by reduc-
ing ROT

To fully appreciate the factors involved, it is instructive

to consider runway capacity from a phase of flight
perspective, as shown on Figure 2-2.
There are several phases relevant to capacity:

•• On arrival: descent, landing, runway exit;

On departure: ground holding, line-up, take-off.

Furthermore, the activities of air traffic control, like

Madrid Airport arrival or departure sequencing also impact the actual
throughput of the airport.

Figure 2-2 Runway capacity and flight phases

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2.1 continued
Overview of Airside Capacity Enhancement
Sequencing
Air traffic controllers may
influence the arrival rate by
tactically adjusting the arrival
sequence. This may be used to
either increase the rate or create
space for departing aircraft.
The sequencing of departing
aircraft has a similar impact,
especially on single runway
airports (see Ground holding
below).
A typical scene at Heathrow
Descent
Good planning by the flight
crew can make a big difference
in arrival runway occupancy
time. Familiarity with the location
of rapid exit taxiways is essential
in order to select a sensible exit
point.
In many aircraft the pilot may
select an auto-brake setting,
based on a preferred exit, during
the approach preparations.
Having an alternate exit
16
taxiway is also recommended
practice. If the first choice is not
taken for whatever reason, the
aircraft’s speed can be kept up
for a swift exit at the next one.
The priority though is to always
plan for a safe and comfortable
exit.
Landing
On landing, pilot attention is
focused on performing a smooth
touch down and deceleration.
The type and degree of braking
employed will depend on the
surface conditions and landing
weight, taking into account also
passenger comfort
considerations.
While excessive deceleration is
to be avoided, braking to
achieve the selected exit taxiway
will help reduce the ROT.
Runway exit
Before an aircraft can turn off
the runway the speed must be
reduced to the correct level,
which depends on the exit type,
the aircraft type and the surface
conditions.
Ideally, this turn off speed must
be reached just before the pre-
selected exit point if the ROT is
to be minimised.
Ground holding
Ground holding is an air traffic
management tool used at
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Airside Capacity Enhancement
airports to balance capacity with
demand when necessary.
Unavoidable ground holding
provides a further opportunity to
air traffic control to optimise the
departure sequence, e.g. by
pushing back some aircraft
ahead of others to separate
them along the same departure
route, or to ensure a departure
can be achieved between two
arrivals.
Runway holding point
If instructed to wait at a runway
holding point, pilots should
complete as many take off
checks as possible while waiting.
This saves valuable time once
line-up is authorised.
It is essential that pilots are
made aware of their position in
the departure sequence. ATC
may instruct pilots to line up and
wait after a departing aircraft.
This means that pilots may
proceed past the runway holding
point, even though the preceding
aircraft may not have started its
take-off roll. There will be
exceptions when departing from
intersections or intermediate
runway accesses, but where it is
safe and sensible to do so, pilots
should consider moving onto the
runway.
This creates plenty of time to
line-up and by moving promptly
there is less need for speed.
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Airside Capacity Enhancement
2.1 continued 2.2
Overview of Airside
Capacity Enhancement
This best practice for pilots does not
mean rushing. It means gaining
valuable seconds by being in the right
position for take off sooner, and aware
of the surrounding traffic.
Take-off
The period between take-off clearance
and starting the take-off roll is not a time
to be rushing. The priority for pilots is to
ensure that the aircraft is correctly
configured, that ATC clearances are
understood and complied with, and that
the position and activity of other,
relevant aircraft are known.
Once on the runway, pilots complete
their final checks in readiness for take-
off. At this point the aim is to react
promptly to the take-off clearance. Here
seconds really do count.
Good awareness of the traffic
sequence can be used to anticipate the
take-off clearance.
• The average reaction time to the
take-off clearance at major European
airports is 11 seconds. Studies have
shown that by reducing this to 7
seconds could add 2 extra departure
slots per hour.
Increasing Capacity Step
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Airside Capacity Enhancement
by Step
Set targets for increasing
capacity
THIS chapter gives an overview of
the key steps in enhancing capacity.
The main themes are then treated in Determine what data needs
to be collected, then conduct
more detail in the subsequent Volumes, a short measurement
focusing on the roles of airlines, airports exercise
Pilot reaction times - runway
and ATC. occupancy time on arrival
Enhancing airside capacity is a and departure
collaborative effort between airlines,
ATC and airport operators. The need to Use a capacity model
Analyse the data, with a
enhance capacity is usually not in to determine capacity
particular emphasis on key
indicators
dispute.
Demand first requires airports to
coordinate slots, and then respond in Airport system -
sequence efficiency, arrivals
other ways to continued growth. separation etc
Once an airport has entered into slot Asses the result to develop
coordination, it is obliged to assess capacity enhancement
actions
capacity twice yearly, for the summer
and the winter season.
To meet the demand, airports
continuously seek ways to increase
capacity, and this expert guidance can Further develop actions
through pilot and controller
help airports in achieving increased working groups: first
sophistication in measuring reaction separately, then combined
times/runway occupancy times (ROT),
determining capacity and making
improvements in general.
This is ‘capacity management’, and it Implement actions:
awareness raising
starts with a high level collaboration new procedures
between airports, airlines and ATC. etc
Figure 2-3 shows the capacity
enhancement process and is followed
by more detailed descriptions of each of
the key steps. Repeat exercise
Figure 2-3 The cycle of the Airport capacity enhancement exercise
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Airside Capacity Enhancement
2.2.1
Airport management teams
– how to set up
Start with an Airport Steering Group.
All partners may agree that capacity
needs to be increased, but they still
require a catalyst to start the process.
This task often falls on the airport
operator, who invites other partners to
form an Airport Steering Group to
mastermind the activity.
The role of the Steering Group is to
define the capacity enhancement
process in terms of:
• Scope – what will the capacity
enhancement process cover?
• Targets – what increases are
needed and by when?
• Method – what method should be
used?
• Team – who should be appointed to
manage the process from ATC, airlines
and the airport operator?
20
What
should
be the
scope?
The Steering Group in turn appoints a
team (see below) to manage the
process. It usually consists of the ATC
manager or senior operational
controllers, senior pilots from airlines
operating at the airport, and an airport
operations manager.
Appoint the capacity enhancement
management team
The exercise management team is
responsible for setting up and
managing the component parts of the
enhancement process. Team members
will also ensure that the capacity
enhancement message is introduced
with high visibility into their respective
organisations.
The team presents the results of the
various exercises and initiatives at
regular intervals to the Steering Group
together with other pertinent issues.
21
2.2.2
Airport capacity assessment
– how to define
Assess Airport Capacity
According to current regulations for
coordinated airports, capacity must be
assessed, as a minimum, twice a year.
It is very likely that the method of
capacity assessment currently used
may be improved, particularly as the
management team comes to adopt
more sophisticated operational analysis
techniques.
The team should question whether it
has the appropriate tools, and consider
whether investment in new methods is
required.
Regular studies are an essential part
of maximising airside capacity. They
allow operators to explore alternative
practices and procedures and provide
valuable feedback on how successful
they have been. For instance, the effect
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Airside Capacity Enhancement
The capacity enhancement
management team
of different schedules can be explored
by modelling different scenarios, and
presenting the results in terms of
service quality indicators:
•• Average delay per aircraft
Punctuality index
An airport that accommodates all
scheduled traffic within agreed margins
of delay, or even with no delay, can be
considered as having efficient
planning/scheduling.
Hence capacity assessments tend to
consider the impact of different
schedule scenarios on delay and
punctuality. As an example, an airport
might be considering an objective to
have 80% of flights in peak hours
operate with a delay of less than 3
minutes.
The capacity assessment model then
shows the following graph.
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2.2.2 continued
22 23

2.2.3
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Airside Capacity Enhancement

Data collection (measurements,

analysis, distribution)

Decide what measurements to make Data sources - manual observations

The team will need to define a and electronic records
measurement exercise, based on the
main drivers of airport performance.
These include items such as runway
occupancy time and arrival/departure
separations applied.
The team may already have a good
idea of what the main drivers are, but a
systematic approach is recommended
to ensure that fundamental factors are
not overlooked.
To support this process,
EUROCONTROL has produced a
model of performance drivers based on
information received from airport
experts.

Run a measurement campaign

Figure 2-4 Punctuality index The measurements themselves will
require a number of activities. The most V2/20
challenging is to measure runway
occupancy, and reaction times, which
Figure 2-4 shows that for the fixed conditions (80% and 3 minutes) there should requires manual or semi-automated
be no more than 35 movements scheduled per hour. techniques.
The same method can be applied to analyse the relationship between demand Other measurements will require an
and average delay per aircraft. The results can then be fed into strategic planning analysis of radar data or additional
and scheduling activities and are invaluable in supporting management decision observations. The measurement
making. exercise will feed both capacity
The largest European airports tend to have their own capacity study methods and determination and performance
tools. There are also some commercial tools available to support capacity studies, assessments. V2/21
mainly through simulating aerodrome operations.
To give general support to airports, EUROCONTROL has developed strategic
capacity assessment and modelling tools that are available free of charge to
airports and air navigation service providers in Europe (PIATA+ and CAMACA).
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Airside Capacity Enhancement
2.2.3 continued
24
Measuring and analysing performance
Measurements may be carried out by the airport
operator, air traffic services, or a combination of the
two.
Measurements can be made by a team of observers
equipped with stopwatches. The team take
measurements either from a central observation point
or several positions close to the runway.
The use of surface movement radar or A-SMGCS, if
available, will enhance the process by allowing the
observer to accurately determine when aircraft have
vacated the runway.
Reaction time/ROT analysis
The analysis must be on the basis of no-blame
culture. The focus is to be on fleet results rather than
the reporting of individual flights.
The measured times will be excluded in the following
cases:
• aircraft that took an excessively long time to react
to a clearance – this may be safety-related, for
example caused by technical problems
Advanced surveillance
• the most rapid responses - these are not likely to
be consistently repeatable and hence distort the
overall picture
equipment can provide The data is then classified into different groups
data for analysis representing the fleets of identical, or similar, aircraft
types.
Distributing the results to airlines
Before disseminating the results to airlines, it is
sensible for the airport operator and air navigation
service provider to review the analysis.
The feedback to airlines on results is extremely
important. Large benefits are gained when airport
operations directors discuss survey findings with
airlines to generate practical steps to improve times.
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Airside Capacity Enhancement
In publishing the results, anonymity is maintained to
support the no-blame culture and permit individual
operators to assess their own operation objectively.
Involving pilots and controllers
The capacity measurements and ROT/reaction time
assessments can be grouped together to give the
capacity enhancement team a good idea of the
actions necessary to improve runway capacity.
The next stage is to fully involve pilots and
controllers in developing these ideas further. The
capacity enhancement team should convene two
separate working groups: one for pilots and another
for controllers.
The results of the measurement exercise and
possible solutions are reviewed and discussed at
these meetings. Pilots and controllers are invited to
discuss capacity issues and suggest ideas or changes
to procedures that are believed to bring improvements.
The two separate groups are then brought together in Key operational players
a joint (pilot – controller) forum. At this point pilots and
controllers are able to discuss together the ideas and
suggestions that could enhance their joint effort in
must be involved
enhancing capacity.
Controller meetings
The concept of enhancing airside capacity involves a
number of changes to ATC operations. These include
a variety of procedures and techniques to support high
intensity runway operations. Support and wide buy-in
from ATC staff is essential.
Ensuring that controllers attend forums and develop
a sense of ownership is the best way to achieve
buy-in.
Pilot meetings
Capacity enhancement techniques affect pilots as
much as they do controllers. Support and buy-in is
therefore equally important. It should also be
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Airside Capacity Enhancement
2.2.3 continued
remembered that the pilot community is
not as homogenous as that of the
controllers.
At the very least the slightly different
operating procedures of different airlines
mean that the capacity enhancement
techniques will need subtly different
ways of implementing. Common
understanding of the issues by all the
pilots is therefore absolutely essential.
Joint pilot and controller forum
It is essential that ideas and
suggestions are openly discussed
between the two groups at the joint
Pilots rarely talk face to face with ATC
26
forum and that local solutions are
investigated.
Airlines business preferences must
also be properly represented in the
forum to ensure buy-in at airline
management level.
The output from the joint
forum should be a joint
action plan that addresses
the issues observed by
both parties
Forum discussions help ATC
in their work
27
2.2.4
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Airside Capacity Enhancement
Awareness campaigns – how to
spread the results
The ACE actions agreed for adoption
will depend on each airport and may
involve development of new procedures
or enhanced application of existing
procedures to the benefit of the users of
the airport.
Conducting awareness campaigns is
also an important activity to be
considered.
A European wide campaign was
started in 2003, developed by pilots for
pilots, with the objective of increasing
general awareness of runway capacity
issues. This should be reinforced by
local awareness campaigns, including Raising awareness at Brussels Airport
the production of handouts.
2.2.5
Continuous improvement - how round of measurement and
to enhance improvements.
The issues to be targeted depend on
Capacity enhancement is a the outcome of the latest joint
continuous process. The actions taken controller/pilot forum and feedback from
should lead to increased capacity, each the users of the airport.
year creating a new baseline for the
management team to launch a further
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2.3
Airside Capacity Enhancement

Airside Capacity Planning

28 29
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CAPACITY at an airport is limited by Enhancement Plan:

a variety of factors, with the most
restrictive of these governing the 1 Establish the baseline capacity
overall capacity. In order to sustain
growth, the airport must engage in 2 Determine future demand
airside capacity planning to meet
future demand. 3 Determine if a shortfall will exist
Capacity planning starts by quantifying
the capacity requirements for the short 4 Identify all the constraints to growth
and medium term and then determining
what constraints will impact the ability of 5 Score the impact of the constraints
the airport to achieve those
requirements. 6 Identify the remedial actions
The prerequisites are to have an in
depth knowledge and profile of the 7 Score the remedial action impact
current and forecast capacity and cost
requirements, understanding of all
constraints that can affect the process 8 Establish the priorities
and accurate and reliable information
on all areas associated with the devel- 9 Establish the Capacity
opment of the airport. Enhancement plan

Airside Capacity Planning - the 9 steps The exercise requires that key
The following nine steps need to be partners from all areas of the airport
performed to arrive at a Capacity operation including airlines, handling Figure 2-5 The Capacity Planning Process

agents, air navigation service provider, and the airport operator are involved.
The key
partners - Working together like this is a valuable opportunity that encourages co-operation,
ATC, understanding and exchange of ideas.
Airlines and
The planning exercise is designed to be simple, low cost and within the internal
Airport capabilities of the airport partners team.
Operator
A flowchart giving a step by step guide to the planning process is shown in Figure
2-5 above.
V2/29 V2/30
A sample Constraints Matrix can be found in Attachment A.
Attachment B contains a worked example set in a fictional but highly
representative airport.
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Airside Capacity Enhancement
2.3 continued
Airside Capacity Planning
Step 1 - Establishing the
baseline
The first stage is to establish the
current capacity of the airport system by
conducting a Capacity Assessment of
the airport, using the method described
in section 2.2.2. The result is a baseline
capacity figure that the airport system is
able to sustain under normal operating
conditions, with no adverse weather.
Step 2 - Identifying future
requirements
The next step is to identify the capacity
required for the next 5 years and
comparing this with the results of the
baseline capacity assessment. Any
future shortfall must be addressed and
plans developed to mitigate the deficit.
Forecasts for traffic demand should be
prepared for the next five years using a
combination of local knowledge and the
published forecasts from the Strategic
Forecast function (STATFOR) at
Identify
future
require-
ments
30
EUROCONTROL. Local knowledge will
include awareness of local airline plans
and will provide fine tuning of the
STATFOR published forecast. The
output of this step is a year by year
capacity requirement to satisfy
projected demand.
Step 3 - Identify capacity
shortfalls
Having established the capacity
capability of the airport and compared
this against the forecast demand (or the
traffic growth planned by the airport) it
will be possible to determine what the
shortfall in capacity will be.
Consideration should be given to known
upcoming capacity increases due to
plans that are already in the
implementation phase.
Step 4 - Identifying constraints
Complex interactions can obscure the
individual constraints to capacity and so
the operation to identify them is split into
31
four categories. These are intended to
cover the progress of a flight from final
approach phase, arrival, through airside
ground handling, departure and initial
climb out. The categories considered
are:
•• Runway
Apron/Taxiways
•• Departure/Approach
Environment
Each category is evaluated by the
relevant expert partners and a list of
constraining factors, specific to that
airport in that category, is drawn up. The
list is then ranked according to the
impact on capacity. It is recommended
that this should be based on a rolling 5
year period.
Using these constraint categories a
list of typical constraints has been
provided in a matrix and is at
Attachment A. This identifies generic
constraints that could form a starting
point for the airport stakeholder
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Airside Capacity Enhancement
discussions. It is not intended that this
should be an exhaustive list and it
should be tailored to the specific
requirements of the local situation.
Once customised, it acts as a template
in which the remedial activities, impact
scores and cost scores can be entered.
While it is important to identify the
most limiting constraint it is equally valu-
able to identify and rank all other con-
tributory factors that restrict capacity.
This allows remedial activities/plans to
be developed that address all areas of
the operation.
Local knowledge is an important and
necessary key element to the planning
process. Contributions from all airport
partners (airport operator, air navigation
service provider, airlines, handling
agents) are required to make sure that
all constraints are properly identified.
The output from this group should be a
fully developed list of constraints
incorporated in the matrix provided.
Paris ORLY
Airport
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2.3 continued
Airside Capacity Planning
32 33
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Step 5 - Scoring the constraint impact experiences each condition. For example, consider a
constraint such as lack of an RET. This may have an
In order to determine which of the many constraints impact of score 8 in normal conditions but a score of 2
have the most significant impact on capacity it is in adverse conditions due to larger separations on the
necessary to rank them by assigning an impact score final approach. If the adverse conditions existed for
to each. 25% of the time then the overall impact would be:
Scoring is done using the expert judgement of the Normal (8 x 0.75) + Adverse (2 x 0.25) = Overall 6.5
participants with each constraint in normal and
adverse weather condition being allotted a number in Whilst relatively simple, this approach does offer a
line with the severity of the constraint. The scoring is harmonised method for assessing impact, although it
purely qualitative and is based on the expert is recognised that a more complex treatment may be
judgement of the members of the team using the required depending on local circumstances.
table below.
It is recommended that the figure
IMPACT OF CONSTRAINT IMPACT arrived at using the formula above is
SCORE
used as a guide and modified
subjectively by the team if necessary.
NO CONSTRAINT 0
1 The list should be sorted according to the overall
LOW 2 impact score resulting in a ranking in descending order
V2/36 3
of impact severity. V2/38
4 This list should be subject to review by the team in
MEDIUM 5 order to apply “local common sense” and re-order the
list if and as required. Zurich airport
Frankfurt airport Apron 6
7 It is important to keep sight of the fact that this
HIGH 8 process simply applies structure and discipline to
9 determining the constraints that are most significant
and is subjective by nature as it relies on the expert
VERY HIGH 10 local knowledge of the team.

An impact score is assigned for normal and adverse

conditions (essentially, adverse conditions refer to low
visibility operations, although this can be adapted to
suit local requirements) and then each is factored
according to the percentage of time the airport
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2.3 continued
Airside Capacity Planning
34 35
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Step 6 - Remedial actions

The members of the team should consider the remedial activities, plans and
studies which may be undertaken to mitigate the individual constraints. Remedial
Whilst the main focus during this step should be those constraints that have the activities
highest constraint impact score, the constraints with a lower score should not be could include
ignored either. improved
de-icing
A number of simple and low cost initiatives in mitigation of low scoring constraints procedures
could add up to significant capacity increases for minimal costs. Expert local
judgement is important in this step.

IMPACT OF REMEDIAL IMPACT

ACTION SCORE
NO OPERATIONAL 0
IMPROVEMENT V2/40 V2/41
1
LOW 2
3
4 Remedial actions will have a cost The following table shows cost
MEDIUM 5 attached and the airport partners will categories expressed in € thousands.
need to determine which actions offer
6 the most cost effective method for
7 delivering the required capacity.
HIGH 8
The team will need to research each Cost Code Typical Cost
9
action and assign a budget cost. € Thousand
VERY HIGH 10
1 Very Low 0 – < 10
It should not be necessary 2 Low 10 – < 100
Step 7 - Scoring the remedial action impact and cost at this stage to be precise
about the cost as the aim is 3 Medium 100 – < 1000
The effect of remedial actions on the associated constraints may vary. There simply to determine 4 High 1,000 – < 10,000
would be little advantage in investing money in a remedial action if it had only priorities. 5 Very High > 10,000
limited impact on the constraint. It is important therefore to score the effect or
impact of the remedial action and the following table shows the method to be used.
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Airside Capacity Enhancement
2.3 continued
Airside Capacity Planning
36
Based on this approach, a remedial
action that will cost € 200,000 will be
assigned a cost code of 3. Again the
emphasis should be on the highest
impact constraints but consideration
must also be given to the lower scoring
constraints as these may offer quick,
low cost solutions.
Step 8 - Establish the Priorities
Once the previous steps have been
completed, the team will have a list of
capacity constraints ranked by their
overall impact and a list of remedial
actions ranked by both their effect on
the constraints and their cost.
By viewing all three lists it will become
clear which constraints are the top
priorities and which remedial actions will
have the most effect within the given
budget.
The team must then select their
priorities for action according to the lists.
Step 9 - Establish the Capacity
Enhancement Plan
The team should produce the
Capacity Plan by prioritising the
remedial actions using the impact score
and cost score as a guide.
The spreadsheet version of the
Constraints Matrix allows the team to
order the list according to impact score
or cost score. Once again this will
Prague airport
37
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Airside Capacity Enhancement
depend on local knowledge and the interaction of all
the airport partners.
The aim should be to use the impact and cost
rankings to find the most cost effective way to achieve
the required capacity within the applicable timescale
ensuring that all constraints and remedial actions are
considered and that a cost judgement has been
applied to all.
It clearly exposes those actions that are most likely to
deliver the required capacity for the least cost.
This method has now been applied at a number of
major European airports and has been found to be an
effective aid in airside capacity planning. In all cases
active co-operation and involvement from the main
partners was essential. Whilst EUROCONTROL
facilitated the exercise, the expertise and specific
knowledge came from the airport partners. Their
involvement was essential in order to capture and rank
the real constraining factors.
The exercise demonstrated the areas that most
required attention and was able to pinpoint the
investments that were likely to offer the most benefit. It
was demonstrated that a low cost airside capacity
planning exercise identifies significant gains in
capacity and efficiency, able to satisfy the traffic
Eurocontrol demand for the first 2 – 3 years of the 5 year planning
Headquarters, Brussels period. In order to meet the demand in the final part of
the period, the need for investment in infrastructure
developments was also shown.
2.4
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The Key Capacity Management

38 39

2.5
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Airside Capacity Enhancement

Essential Actions when

Steps Measuring Pilot Reaction
Times/ROT

•• Start with an Airport Steering Group

Appoint a capacity management team
V2/44 V2/48
• Ensure the collection of a statistically

••
significant number of samples to enable a
Involve pilots and controllers Appoint Capacity Flight data meaningful comparison between fleets
Assess airport capacity to establish the baseline of
the airport
Management Team
• Focus on significant differences between fleet

••
times and the “best in class”
Decide what to measure
Run a measurement campaign • Analyse trends, making sure that the effects

•
of variations due to weather, observer
Analyse pilot reaction times/runway occupancy subjectivity and incidental flight deck issues
times
••
are properly eliminated
Raise awareness of the ways to enhance capacity
Repeat for continuous improvement • Ensure that runway occupancy times are as
accurate as possible

Involve pilots... Analyse runway

occupancy times

...and controllers Meaningful comparison

required

Awareness brochure Focus on best in class

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2.6
Airside Capacity Enhancement 40 41
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Airside Capacity Enhancement

Essential Actions – Controllers Other volumes

• Select two experienced, interested and respected ATC supervisors or senior
controllers to act as the link between the management team and ATC. They will
in this package
effectively champion the objectives of the exercise, persuading other controllers

1
of the merit of the work.
• Write to all ATC staff to inform them of the aim and objectives of the various
forums. Quick Start Guide and

• Organise the controller forums of which typically at least two will be required to
facilitate the attendance of controllers working in shifts. One of the main subjects
VOLUME Electronic Media

3
at the forums must be standardisation.
• Capture carefully all ideas for capacity enhancement put forward by controllers
attending the forums.
• Develop and distribute widely a joint ATC/airline/airport operator brochure that
details the objectives of the exercise and the applicable best practices.
VOLUME Airport Operations

2.7
Essential Actions - Pilots
VOLUME 4 Air Traffic Control

• If required, form an airline working group to discuss the results of trials and
studies in terms of airlines business priorities
VOLUME 5 Airline Operations

• Brief the chief/lead pilots of all airlines concerned about the results of the trial

•
•
pilot reaction time/ROT studies
Organise the pilot forums. More than one may be necessary to enable
attendance from as many airlines and pilots as possible
Develop a joint ATC/airline/airport operator awareness leaflet that details the
objectives of the exercise, describing also the applicable best practices.
VOLUME 6 Modelling and Analysis
Tools

Distribute the brochure widely to pilots, controllers, airline and airport staff.
VOLUME 7 Securing Capacity by
Environmental
Management

VOLUME 8 Safety and Cost

Benefit Analysis