1. Copyright © BK-CPS GmbH EHAG

2. 2 Control and coordination of all relevant processes Control and disposition of the necessary resources during daily operation Collection and dissemination of information from and to airport services customers and providers Performance Management and Reporting Feedback to relevant airport services customers and providers Duties and responsibilities Value based management of the airport within the assigned time range Steering of the airport system in cooperation with customers and providers (CDM) operation quality

3. Copyright © BK-CPS GmbH EHAG 3 Management of the airport system

4. Copyright © BK-CPS GmbH EHAG 4 Airport resources Airport infrastructure Function OpsCon customersproviders Owner

5. Copyright © BK-CPS GmbH EHAG 5 Reporting Feedback emergency concept Performance Management SLAs Basic duties Bonus-malus concepts Extended duties general steering duties Contingency planning interface management activ Irregularity Recovery measures reactiv Duties Information center Performance Management

6. Copyright © BK-CPS GmbH EHAG 6 Active steering Procedure: Comparison of expected production volume with the available airport capacity (limits / infrastructure / resources) Analysis Assessment of critical processes and time ranges (bottlenecks) Designing of preventive measures Coordination with airport units customers and providers Implementation of measures

7. Copyright © BK-CPS GmbH EHAG 7 Reactive steering Procedure: Identification of critical processes Correction of faulty processes Implementation of corrective measures in cooperation with affected partners (CDM) Information of airport services customers and providers (media if necessary)

8. Copyright © BK-CPS GmbH EHAG 8 active / reactive steering conditions: Excellent decision support systems Good communication tools Data –Planning Unique –Flight data –Expected / actual status of infrastructure –Booking figures Airlines / actual load –Availability of resources Airport Providers Handling –Performance main players –others

9. Copyright © BK-CPS GmbH EHAG 9 Rules #1 Influence Within its range the Steering controls and/or coordinates all processes which have or could have an influence on airport operation (direct control of airport processes, coordination of all other processes). The steering of the non-airport processes will be done by SLAs #2 Hierarchical authority All airport units which have or could have an influence on airport operations are subordinated to the Airport Steering. This is not valid if safety is jeopardized and where the law would be violated.

10. Copyright © BK-CPS GmbH EHAG 10 Rules #3 Financial authority The Duty Manager may exceed the function-specific limit for the financing of preventive actions or for the implementation of irregularity recovery measures #4 Subordination In daily operation all members of the Airport Steering are subordinated to the Airport Duty Manager but remain administratively with their respective unit.

11. Copyright © BK-CPS GmbH EHAG 11 Rules #5 Data Airport units customers and providers are obliged to provide upon request all the necessary data needed by Airport Steering. Confidentiality is granted by the airport.

12. Copyright © BK-CPS GmbH EHAG 12 Range The time range is 3 weeks (rolling) It can be adjusted in coordination with airport planning for special cases

13. Copyright © BK-CPS GmbH EHAG 13 Range Strategic planning OpsCon 3 weeks rolling OPP 8 weeks rolling Short term planning information to OpsCon for planning of resources Daily Ops Steering range current season Responsibility for information: Short term planning OpsCon Short term planning

14. Copyright © BK-CPS GmbH EHAG 14 Landside Interface Landside Process Landside Interface Landside Process Airside Interface Airside Process Airside Interface Airside Process Infrastructure Interface Infrastructure Process Infrastructure Interface Infrastructure Status Manager Airside processes Steering concept (core team) Manager Infrastructure Manager Landside processes Airport Duty Manager

15. Copyright © BK-CPS GmbH EHAG 15 Landside Responsible for terminals & landside area Present in the Airport Steering Presence on the tarmac required Control of all landside processes not present in the steering. Suggestion: to be done by Terminal Management

16. Copyright © BK-CPS GmbH EHAG 16 Airside Responsible for tarmac / runways / Taxiways Present in the Airport Steering Control of all airside processes not present in the steering. Presence on the tarmac required Suggestion:to be done by Airport Authority

17. Copyright © BK-CPS GmbH EHAG 17 Infrastructure Supervision of all buildings and technical installations Presence in the Steering required

18. Copyright © BK-CPS GmbH EHAG 18 Performance Management & Reporting

19. Copyright © BK-CPS GmbH EHAG 19 Performance Management Duties: Quality management of airport and non-airport processes Implementation of the balanced scorecard principle in daily operation Tools: Operations Control –Managing of the airport –Analyses –Reporting SLAs –Target setting in order to reach the envisaged EBIT Bonus-Malus concepts –Indirect steering of performance and quality

20. Copyright © BK-CPS GmbH EHAG 20 The balanced-scorecard-approach four perspectives: finances (MIS) How should we act with partners in order to ensure financial success?" customers (quality) How should we act with customers in order to realize our vision?" internal processes (efficiency) In which business processes must we be the best in order to satisfy our partners and customers?" learning / development (continuous improvement) "How can we promote our change and growth potential in order to realize our vision?"

21. Copyright © BK-CPS GmbH EHAG 21 Performance Management Ideal conditions: an interactive ops control system which supports the management process a reporting which is in line with the current philosophy as few key figures as possible (3-6) to avoid the loss of focus (oversophisticated performance management) little complexity, good transparency

22. Copyright © BK-CPS GmbH EHAG 22 Measure and report Robert Kaplan: if you dont measure you dont manage

23. Copyright © BK-CPS GmbH EHAG 23 Extent of reporting display of production (undirected reporting) display of suboptimal processes (analysis) display of financial damage for airport / customers and providers (validation)

24. Copyright © BK-CPS GmbH EHAG 24 Value production of the airport The value-added produced by the airport depends largely upon the value added produced by the airlines. To optimize its value added potential the airport ought to help the airlines to improve their EBITDAR per seat. Identification of the value-drivers Improvement of operational efficiency –Reduction of the Minimum Connecting Time –Reduction of the Minimum Turnaround Time –Reduction of Passenger Waiting Time

25. Copyright © BK-CPS GmbH EHAG 25 Value drivers (Zoom Indicators) How to select Value Drivers: Relevance for the reaching of the company targets (EBIT) Operationability (attributable to internal and external providers and thus usable to manage the processes)

26. Copyright © BK-CPS GmbH EHAG 26 Value Driver Tree

27. Copyright © BK-CPS GmbH EHAG 27 Improvement of the operational efficiency Optimize resource disposition Control and optimize internal processes Coordinate internal with external processes Influence external processes with Service Level Agreements Support innovation

28. Copyright © BK-CPS GmbH EHAG 28 How to proceed Identification of the 3-6 most important value drivers (zoom-indicators) in the operation –Criteria: improvement potential / financial impact Determination of the measuring points Dokumentation and Visualisation of the deviations

29. Copyright © BK-CPS GmbH EHAG 29 Order of implementation quantitative –P–Production figures qualitative (responsibility accounting) –p–punctuality (incl. causers) –P–Processing time (passengers / baggage etc.) –S–Service quality Airport customers providers financials –c–costs –r–revenue –C–Costs per unit