A

Seminar Report
On
AIRPORT MANAGEMENT AT HEATHROW AIRPORT
Submitted in partial fulfillment of the requirement
For the award of the
Degree of
Bachelor of Technology
In
Aeronautical Engineering

Supervision by: Submitted by:-

Anshul Khandelwal Sushmita Soni
Assistant Professor (12/618)
Aeronautical Engineering

DEPARTMENT OF MECHANICAL ENGINEERING

RAJASTHAN TECHNICAL UNIVERSITY KOTA
May 2016

1
 Department of Mechanical Engineering

Rajasthan Technical University, Kota-324010

Dated:

CERTIFICATE

This is to certify that Miss SUSHMITA SONI, college Roll No. 12/618, University Roll No.
12EUCAN028 has submitted the seminar report entitled AIRPORT MANAGEMENT AT
HEATHROW AIRPORT in partial fulfillment of the requirement for the award of the degree
of Bachelor of Technology (Aeronautical Engineering). The report has been prepared as per the
prescribed format and is approved for submission and presentation.

Signature of Guide

Anshul Khandelwal
Assistant Professor
Aeronautical Engg.
RTU, Kota-324010

2
 ACKNOWLEDGEMENT
I would like to extend my sincere & heartfelt obligation towards all who have helped me in this
endeavor to make this seminar a grand success. Without their active guidance, help, cooperation
and encouragement, I would not have made headway in the seminar.
I am thankful to Mr. Anshul Khandelwal (Assist. Prof.) and Dr. Brijesh Tripathi (Asso. Prof.) for
giving me the opportunity to explore something new. I am also indebted to the all the
Aeronautical faculty members for nudging my thought process towards innovative concepts.

Date- SUSHMITA SONI

C.R. No.-12/618
Aeronautical Engineering

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 ABSTRACT

Present report covers introduction to the Heathrow airport and management processes and
aircraft departure scheduling at this airport. All the prominent historical facts, down to the
present scenario, are mentioned for systematic and gradual conception of elementary ideas.
Through this report, it is tried to present a detailed discussion on airport management at
Heathrow airport and organizational structure of the departments, its differences from others
because Heathrow is the busiest airport. With the help of descriptive flow charts, management
processes and organizational structure are presented.

The different aircraft departure scheduling methods at London Heathrow airport give the idea of
departure at busy airports. This report covers all the types of management processes at Heathrow
airport.

LIST OF FIGURES

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5
6
 CONTENTS
S.No. Chapter Page No.

1. Introduction 6-11

2. Organizational structure at Heathrow airport 12-13

3. Airport management at Heathrow airport 14-17

4. Other airport management components 18

5. Departure scheduling at Heathrow airport 19-23

6. Conclusion 24

7. References 25

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 Chapter-1

INTRODUCTION

Heathrow is the busiest airport in Europe by passenger traffic, and sixth busiest airport in the
world by total passenger traffic. In 2014, it handled a record 73.4 million passengers, a 1.4
percent increase from 2013.
Heathrow lies 12 nautical miles (22 km; 14 mi) west of Central London and has two parallel
east-west runways along with four operational terminals on a site that covers 12.14 square
kilometers (4.69 sq mi). The airport is owned and operated by Heathrow Airport Holdings,
which itself is owned by FGP TopCo Limited, an international consortium led by the Spanish
Ferrovial Group that includes Caisse de depot et placement du Qubec and Government of
Singapore Investment Corporation. Heathrow is the primary hub for British Airways and the
primary operating base for Virgin Atlantic
In September 2012, the UK government established the Airports Commission, an independent
commission chaired by Sir Howard Davies to examine various options for increasing capacity at
UK airports. The commission shortlisted two options for expanding Heathrow in its interim
report in 2013, along with a third option for expanding The final report, published on 1 July
2015, backed a third runway at Heathrow.

1.1 History
Heathrow Airport started in 1929 as a small airfield (Great West Aerodrome) on land south-east
of the hamlet of Heathrow from which the airport takes its name. At that time there were farms,
market gardens and orchards there: there was a "Heathrow Farm" about where Terminal 1 is
now, a "Heathrow Hall" and a "Heathrow House". This hamlet was largely along a country lane
(Heathrow Road) which ran roughly along the east and south edges of the present central
terminals area.
Development of the whole Heathrow area as a very big airfield started in 1944: it was stated to
be for long-distance military aircraft bound for the Far East. But by the time the airfield was
nearing completion, World War II had ended. The government continued to develop the airfield
as a civil airport; opened as London Airport in 1946 and renamed Heathrow Airport in 1966.

1.2 Facilities
Heathrow Airport is used by over 90 airlines flying to 170 destinations worldwide. The airport is
the primary hub of British Airways and is a base for Virgin Atlantic. It has four passenger
terminals (numbered 2 to 5) and a cargo terminal. Of Heathrow's 73.4 million passengers in
2014, 93% were international travelers; the remaining 7% were bound for UK destinations. The
busiest single destination in passenger numbers is New York, with over 3 million passengers
flying between Heathrow and JFK Airport in 2013.

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 Fig. Concorde G-BOAB in storage at Heathrow Fig. Central waiting area in Terminal 5

1.3 Flight movements

Aircraft destined for Heathrow usually enter its airspace via one of four main reporting points:
Bovingdon (BNN) over Hertfordshire, Lambourne (LAM) over Essex, Biggin Hill (BIG) over
Bromley and Ockham (OCK) over Surrey. Each is defined by a VOR radio-navigational beacon.
When the airport is busy, aircraft orbit in the associated hold patterns. These holding areas lie to
the northwest, northeast, southeast and southwest of the London conurbation. Aircraft hold
between 7000 feet and 15000 feet at 1000 foot intervals. If these holds become full, aircraft are
held at more distant points before being cleared onward to one of the four main holds. Air traffic
controllers at Heathrow Approach ContSrol (based in Swanwick, Hampshire) then guide the
aircraft to their final approach, merging aircraft from the four holds into a single stream of
traffic, sometimes as close as 2.5 nautical miles (4.6km; 2.9mi) apart.

Fig. Heathrow's control tower

1.4 Regulation
Until it was required to sell Gatwick and Stansted Airports, Heathrow Airport Holdings held a
dominant position in the London aviation market, and has been heavily regulated by the Civil

9
Aviation Authority (CAA) as to how much it can charge airlines to land. The annual increase in
charge per passenger was capped at inflation minus 3% until 1 April 2003. From 2003 to 2007
charges increased by inflation plus 6.5% per year, taking the fee to 9.28 per passenger in 2007.
In March 2008, the CAA announced that the charge would be allowed to increase by 23.5% to
12.80 from 1 April 2008 and by inflation plus 7.5% for each of the following four years. In
April 2013, the CAA announced a proposal for Heathrow to charge fees calculated by inflation
minus 1.3%, continuing until 2019. Whilst the cost of landing at Heathrow is determined by the
CAA and Heathrow Airport Holdings, the allocation of landing slots to airlines is carried out by
Airport Co-ordination Limited (ACL).

Fig. British Airways aircraft at Terminal 5C

1.5 Security

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan
Police, although the army, including armed vehicles of the Household Cavalry, has occasionally
been deployed at the airport during periods of heightened security.
Full body scanners are now used at the airport, and passengers who object to their use after being
selected are required to submit to a hand search in a private room. The scanners display
passengers' bodies as a cartoon-style figure, with indicators showing where concealed items may
be. The new imagery was introduced initially as a trial in September 2011 following complaints
over privacy.

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1.6 Terminals
1.6.1 Terminal 1
The former Terminal 1, which closed in June 2015, originally opened in 1968 and was formally
inaugurated by Queen Elizabeth II in May 1969. Before Terminal 5 opened, Terminal 1 was the
base for British Airways' domestic (European) network from Heathrow and for a few of its long
haul routes.

1.6.2 Terminal 2

The airport's newest terminal, officially known as the Queen's Terminal, was opened on 4 June
2014.Designed by Spanish architect Luis Vidal, it was built on the site previously occupied by
the original Terminal 2 and the Queen's Building.

Fig. Terminal 2 central departures area

1.6.3 Terminal 3
Terminal 3 opened as The Oceanic Terminal on 13 November 1961 to handle flight departures
for long-haul routes for foreign carriers to the United States, Asia and other far eastern
destinations. At this time the airport had a direct helicopter service to Central London from the
gardens on the roof of the terminal building.

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 Fig. Terminal 3 bird's-eye view

1.6.4 Terminal 4
Opened in 1986, Terminal 4 is situated to the south of the southern runway next to the cargo
terminal and is connected to Terminals 1, 2 and 3 by the Heathrow Cargo Tunnel. The terminal
has an area of 105,481m2(1,135,390sq ft) and is now home to the Sky Teamalliance, as well as
some unaffiliated carriers.

Fig. Terminal 4 bird's-eye view

1.6.5 Terminal 5

Terminal 5 lies between the northern and southern runways at the western end of the Heathrow
site and was opened by Queen Elizabeth II on 14 March 2008,some 19 years after its inception.

12
It opened to the public on 27 March 2008, and British Airways and its partner company Iberia
have exclusive use of this terminal.

Fig. Terminal 5 bird's-eye view

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14
 Chapter 2
ORGANIZATIONAL STRUCTURE AT HEATHROW AIRPORT

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2.1 ORGANIZATIONAL STRUCTURE

Airside Operations Director (AOD)

As a member of the Operational Leadership Team reporting to the Chief Operating Officer,
the Airside Operations Director is responsible for the safe operation of airside, comprising all
areas under the control of the Airside Team. This responsibility encompasses the
development and implementation of the strategies and policies required to manage the airside
operation. Also responsible for ensuring all airside development is planned and executed in a
safe manner and one which has minimum impact on the operation.
The AOD is responsible for meeting the conditions of the Aerodrome License.

Head of Airside Operations (HOAO)

Reporting to the AOD, the HOA is responsible for ensuring the safe operation of the airfield,
and the strategic management of the Airside Safety Department (ASD) and Stand Allocation
Unit (SAU). The HOA is also responsible for the airfield snow plan.
These responsibilities are exercised through the Duty Manager Airside (DMA), the Airside
Operations Manager (AOM) and the staff of the ASD. Control of the SAU is exercised
through the Stand Allocation Manager and snow planning through the Winter Operations
Manager.

Head of Airside Performance & Development (HAPD)

Reporting to the AOD, the HAPD is responsible for monitoring the operational performance
of the airfield against the schedule and the subsequent analysis and performance management
liaison with NATS and individual airlines. This is executed through the Flight Performance
Team who also monitor and address airfield and airline compliance against environmental
requirements including aircraft noise, track keeping, air and water quality.
The HAPD is also responsible for ensuring the airside development program for Heathrow
is aligned to meet safety, environmental and operational objectives, and that specific new
developments within the program are both compliant with CAA regulations and
operationally effective.

Head of Ground Handling (HGH)

Reporting to the AOD, the HGH is responsible for the guardianship of Heathrows Ground
Handling license, including management of licensees, performance management of the main
ground handling service providers at Heathrow and the development/ownership of the
Heathrow ground handling strategy.
Provide leadership for the fuel strategy employed at Heathrow and acts as the key point of
contact between Heathrow, the oil industry and the government, as well as representing the
companys interests at the HM Government Fuel Task Force Meeting.
Also accountable for high level liaison with the Heathrow Cargo Community in order to
develop and oversee a long-term cargo strategy for HAL.

Head of Airside Safety & Assurance (HASA)

Reporting to the AOD, the HASA is responsible for the Airside safety and compliance
strategy; development and maintenance of the Airside Safety Management System and
ensuring safety and compliance requirements under the terms of the Aerodrome License are
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met.
The HASA is the line manager for the Aerodrome License Manager, the Airside Safety and
Assurance Manager (both of whom amongst other responsibilities carry out Airside incident
investigations) and the Airside Emergency Planning Manager.

Airside Engineering Operations.

The Airside Engineering Operations team work on a 24hr shift working roster. They are
managed by the Maintenance Team Manager.
The team carry out planned maintenance on all airfield electrical systems including
Aeronautical Ground Lighting (AGL), Precision Approach Path Indicators (PAPI), Apron
Lighting, Fixed Electrical Ground Power (FEGP) and standby generators. As part of the
maintenance plan they carryout light intensity checks of the runway lights and light level
checks on the Apron.

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 Chapter 3

AIRPORT MANAGEMENT AT HEATHROW AIRPORT

3.1 AIRPORT WASTE MANAGEMENT

Besides the waste taken off airplanes, airport waste is generated in airport offices, shops,
restaurants, restrooms and flight kitchens; from cargo operations, maintenance areas and
hangars; and from landscaping, construction and demolition. There are three streams of
passenger related airport waste: airline waste, retail and restaurant waste, and terminal public
area waste.

Decentralized Waste Management

May be inefficient for Some airports. In a decentralized system, the airport authority, terminal
tenants, airlines, and flight catering companies each deal with their waste management contracts
independently. Because dozens of airlines may be operating out of the same airport, there might
be numerous waste management contracts.

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Centralized Waste Management
Unifies the Process. Airports that use a centralized waste management system generally have one
waste management contract for all terminal and airplane waste. (The exception is flight kitchens,
which usually manage their own waste even if an airport relies on a centralized system.)

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3.2 SAFETY MANAGEMENT SYSTEM
3.2.1 Pillars and Elements of an SMS
The four basic SMS pillars (components) described in FAA AC 150/5200-37(1) are represented
[ Figure 1]: policies and objectives, safety risk management, safety assurance, and safety
promotion. Each pillar includes several elements, each of which represents a specific SMS
function that is important for the system. This structure serves to organize the SMS functions and
make it easier to understand.

Fig. The pillars and elements of SMS.

3.3 TOWARDS A SUSTAINABLE HEATHROW

Demand for air travel is increasing - driven by globalization and the rise of emerging economies.
As the UKs only hub airport, our interest is in enhancing the national and local economic
benefits that Heathrow provides while minimizing our impact on local communities and the
environment. This report sets out our approach to managing our impact on climate change.
BAA contributes to the international approach to managing aviations climate impacts.
Technology can help cut emissions even as the industry grows. Emission trading offers the
potential for further reductions.
BAA influences CO2 performance at and beyond Heathrow by engaging with stakeholders to
develop and promote solutions to managing emissions.BAA guides CO2 performance at
Heathrow by agreeing with airport companies and staff the policies, standards and operating.
We influence industry partners to reduce emissions from aircraft during take-off and landing and
support Government policy for rail transport connecting Heathrow to the UK.

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3.4 RESOURCE MANAGEMENT IN THE AIR TRANSPORTATION
SYSTEM
There are three main actors in the ATS: airlines, airports and air traffic control (ATC). The
airlines primary planning objective is to achieve the most efficient transportation of passengers
and cargo between various airports. For this to be possible, airlines need to offer their services at
airports where these services are requested. Airlines need to have an appropriate fleet of aircraft
as well as an effective schedule in order to meet these needs while flying the routes, at times that
are most profit-able. Airlines are an airports primary customers, but airports also profit from
passengers who use the airport facilities and the services they provide, including restaurants,
shops and parking spaces. In order to create an effective flow of passengers, cargo and airplanes
to and from airports, a well developed infrastructure and support organization are necessary. The
air traffic control authorities have the main objective of guaranteeing safe air traffic, but they are
also responsible for managing the total flow of aircraft to reduce congestion and delays. This is
referred to as air traffic management (ATM). In Figure 1 we illustrate the resource management
tasks performed by airlines, airports, and ATC.

Fig. Resource management challenges and initiatives in the ATS

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 Chapter 4

OTHER AIRPORT MANAGEMENT COMPONENETS

Air Traffic Control Administrator System (ATCAS)

Over Flight Billing System (ATCBILL)

Real Time Apron Management System (RAMP)

Handling Agent System (HAS)

Airport Flight Information Display System (AFIDS 2000)

Gate Allocation System

Automated Warehouse System

Security Systems

Metrological Systems

Ground Services System (GSS)

Staff Information via Intranet

Airport Landing Dues Information System (ALDIS 2000)

Statistical and Financial Reports

Cash Invoicing System (CIS)

Non Aero Invoices

Passenger Check In System

Facility Management System

Point of Sale System

Apron Services Management System (ASMS

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 Chapter 5
DEPARTURE SCHEDULING AT HEATHROW AIRPORT
London Heathrow is a busy two-runway airport which, due to its popularity with both airlines
and passengers, suffers severe aircraft congestion at certain times. Traffic in airports is not
evenly spread, for obvious reasons which pertain to airline and passenger preferences. There are,
inevitably, times when the departure process is congested but the arrivals are sparse. There are
also times when the situation is reversed, and times when both are congested. London Heathrow
airport is actually situated on an extremely small plot of land in comparison to other airports
around the world and with respect to how busy the airport is.

5.1 Problem Description

There are currently only two runways in normal use at Heathrow; however, if environmental
targets are met there may be a possibility to add a third, parallel runway in the future. At any
time of the day, only one runway can currently be used for departures.
There is actually a third runway already but this is only ever used for arrivals. It is shorter than
the other two and not long enough for many Heathrow departures. It is used no more than twice
per year.
It also intersects both of the other runways so it is not practical to use it if either of the other two
runways is in use. Indeed, it is usually used as a taxiway.

Fig: The layout of London Heathrow airport

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There are currently four terminals at London Heathrow, labeled T1 to T4 in Fig. Three terminals
are situated between the runways but the fourth is to the south of the southern runway. When a
flight is ready to depart a delivery controller has to give permission for engine start up. A ground
controller then instructs the pilot in order to control the movement of the aircraft around the
taxiways. Once an aircraft approaches the runway end and is no longer in conflict with any other
aircraft the ground controller will relinquish control of the aircraft to the runway controller. In
this report, we are concerned only with the operations of the runway controller. We assume that
the ground controller and delivery controller are currently outside of the system and merely feed
aircraft into the start of the system. Later research will look to include these roles into the model.
There are holding points, labeled HP in Fig. 1 at each end of each of the runways, and both north
and south of the southern runway .Within these physical holding point structures the runway
controller can reorder the aircraft before they reach the runway.

5.1.1 Holding point constraints

Aircraft go through holding points to get to the runways. Holding points can be considered to be
one or more entrance queues to some maneuvering space where a final take-off order is produced
for the runway. Where there are different entrance queues available, the ground controller will
usually send an aircraft into the most convenient queue.
The runway controller can request aircraft to be sent to specific queues but in practice, as the
runway controller is very busy with the aircraft already in the holding points, there is rarely
sufficient time to also consider the aircraft the ground controller has.
As mentioned before, Heathrow has very limited space so the holding point and taxi space is
limited. Given the initial order of aircraft in the input queues to the holding points, the runway
controller has to decide how to sequence the take-offs in order to maximize the throughput at the
runway. This can be a very difficult task at times. Only limited amounts of reordering are
possible at these holding points. The configuration of the holding points varies greatly between
runway ends and will determine what reordering operations can take place and the costs involved
in each operation.

5.1.2 Minimum Separations

To ensure safety, minimum separation times are imposed between aircraft taking off.The order
of the aircraft for take-off can make a significant difference to the total delay that needs to be
imposed upon the aircraft.
The minimum separation between aircraft is determined by:
Wake Vortex: Large aircraft leave a stronger wake vortex than smaller, light aircraft
and are also less affected by wake vortex. Every aircraft has a weight category and the
wake vortex separation for any pair of aircraft can be determined by comparing their
weight categories.
Departure Routes: Aircraft will usually have a Standard Instrument Departure (SID)
route assigned to them, giving a pilot a known departure route to follow. The relative SID
routes of any two aircraft will impose a minimum departure interval between them. This
ensures that safe minimum separation distances are kept while in flight. At times of

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 congestion in the airspace, a larger than normal separation may be required between
certain SID routes in order to increase the separation between flights heading into the
congestion. These separations differ depending upon the runway in use at the time.
Speed Group: The relative flight speeds of the aircraft can also make a difference to the
separations which must be imposed upon aircraft flying the same or similar routes. The
relative speed groups of the two aircraft modify the separation required for the relative
SID routes. If the following aircraft will close the distance, then a larger initial separation
is necessary. Conversely, if the following aircraft is slower then a lower separation can
sometimes be applied. The runway controller will aim for minimum separations between
aircraft wherever possible. It should be noted here that a controller has some discretion as
far as some separations are concerned. In particular some of the SID route based
separations can be reduced in good visibility.

5.1.3 Other Constraints

The objective is to find candidate solutions for which the runway throughput is maximized and
all constraints are met. We were told by one air traffic controller that the best figure obtained for
Heathrow was 54 aircraft in an hour and that this figure is so good that it is extremely unusual.
For our research, we use a reduction in the holding point delay as a surrogate objective. Holding
point delay is measured as the amount of time the aircraft spend in the holding point. Any
objective to minimize this will have the effect of reducing the number of large separations and
also of moving larger separations later in the take off order, so that they delay less aircraft.
Moving larger separations to a later position in the schedule means that there is more opportunity
to deal with them using new aircraft entering the system later. So a delay based objective for the
problem at any instant in time is a good surrogate for a throughput based approach for the overall
schedule. As the holding point arrival times are constant, the sum of take-off times could be used
as an equivalent, but less meaningful, objective function.

5.2 Path Assignment Heuristic

The heuristic to assign paths through the holding point to aircraft is holding point specific. The
first stage in the design is to identify the good paths through the holding point. This is performed
by asking the runway controllers about the ease and feasibility of using possible paths and
eliminating from consideration any which are difficult to use, leaving only good paths. Given
each entrance point, multiple paths are available.
Some paths are faster than others, but all paths are easy to use even though some will be longer
than others. The allocation heuristic allocates slower paths to aircraft that are overtaken and
faster paths to aircraft that overtake. This ensures that all aircraft on longer, slower paths are
being overtaken in the holding point and therefore have much more time available to traverse the
holding point.

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 Fig.: An Example Holding Point Network Structure

For example, if two aircraft arriving at entrance A in Fig. 2 needed to reverse their order before
take-off, the first would be assigned path ADGH and the second path ADH. The first would then
hold at G while the second overtook it. Once an aircraft is in the holding point the heuristic does
not allow the assigned path to be changed so it is important to attempt to maintain flexibility
when assigning paths to aircraft close to the holding point.

5.3 Directed Graph Model of the Holding Point

Once paths have been assigned to aircraft, the feasibility of the schedule is checked by feeding
aircraft into the start nodes of the directed graph for the holding point, in the order they will
arrive at the holding point. Fig. 2 shows the graph used for the 27R holding point. Rules are used
to determine which aircraft to move next and whether moving a specific aircraft could block
another aircraft. If the aircraft can exit the graph onto the runway in the desired take-off order
then the schedule is deemed to be feasible.
Two levels of pre-processing are used. The first is based purely upon the holding point structure
and the possible paths that could be employed. This stage is performed for each holding point
graph prior to the start of the tests and can be performed offline. It caches information about the
later structure of the holding point beyond each node, recording for each of the paths entering the
node, details of which other paths converge with it and how many nodes are not shared between
them.
The second preprocessing stage requires knowledge of the desired take-off order, so it is
performed before each feasibility check. This stage calculates partial take off orders at each
node, for sets of converging paths, ensuring that, for any pair of aircraft for which there is no
possibility of changing order beyond this node, the aircraft enter the node in the correct order.

26
Together, the pre-processing results provide knowledge about whether any aircraft can move
without blocking another aircraft, ensuring that the feasibility check can be made both
deterministically and quickly.

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28
 Chapter 6
CONCLUSION
We were introduced about Heathrow airport.
We were introduced about key facts and figures about Heathrow airport.
As it is the busiest airport so the study of its management system will clear the all doubts
about any other airports management system.
The flow charts related to organizational structure of management system are helpful to
understand the whole strategy of Heathrow airport management system.
Departure scheduling problems are clearly defined with appropriate solutions belonging
to those problems.
Each type of management system is described in brief.

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 Chapter-7
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runway scheduling application, Journal of Navigation, 51, 250 266(1998)

Andersson, K, Hall, W, Atkins, S, and Feron, E, Optimization-Based Analysis of

Collaborative Airport Arrival Planning, Transportation Science, pp. 422-433(2003)

Sea-Tac Airport Waste Reduction and Recycling Program, . Port of Seattle(2004)

FAA, CY 2004 Passenger Boarding and All-Cargo Data

http://www.faa.gov/arp/planning/stats/, November 5 (2005)

Idris, H. R., Delcaire, B., Anagnostakis, I., Hall, W. D., Pujet, N., Feron, E., Hansman, R.
J., Clarke, J. P., and Odoni, A.Identification of flow constraint and control points in
departure operations at airport systems. In Proceedings of the AIAA Guidance,
Navigation and Control conference, Boston, MA(1998)

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