DECADE OF CHANGE Performance Summary. Our journey to be the UK s most sustainable airport

Transcription

1 DECADE OF CHANGE 2015 Performance Summary Our journey to be the UK s most sustainable airport 1

2 Contents 3 WELCOME 57 SUSTAINABILITY GOVERNANCE 4 GATWICK S VITAL STATISTICS 59 AVIATION POLICY 5 VALUES AND AMBITION 60 FLY QUIET AND CLEAN TARGETS AND 2015 PERFORMANCE 62 OUR PASSENGER COMMITMENTS 8 OUR DECADE OF CHANGE ISSUES IN OUR PEOPLE 10 CARBON AND CLIMATE CHANGE 16 ENERGY 20 WASTE 24 WATER 28 NOISE 34 AIR QUALITY 38 COMMUNITY 42 ECONOMY 46 TRANSPORT 50 BIODIVERSITY 72 A SAFE AND SECURE AIRPORT 74 BUILDING A SUSTAINABLE AIRPORT 76 RESPONSIBLE PROCUREMENT 78 ENVIRONMENTAL PERFORMANCE INDICATORS 80 LOCAL ECONOMY AND COMMUNITY PERFORMANCE INDICATORS 81 ENVIRONMENTAL DATA BOUNDARY NOTES 82 GAL DECADE OF CHANGE 2015 PERFORMANCE REPORT VERIFICATION STATEMENT 2

3 Welcome As the single largest company in our region, Gatwick helps businesses to prosper and tourism to flourish, as well as generating employment for more than 21,000 people. In creating these extensive economic and social benefits, we also recognise our responsibility to manage a sustainable airport operation. That s why in 2010 we launched our Decade of Change strategy. This strategy describes how we aim to grow sustainably through responsible environmental management and performance coupled with strong community programmes. It also sets ambitious targets on all key environmental topics including energy and water use, waste management, carbon emissions, air quality and biodiversity for us to deliver by As we move into the second half of our Decade of Change, we re performing strongly perhaps more so than is widely appreciated. As you ll see on pages 6-7 of this Report, we re on track to meet several of our 2020 targets ahead of time. This is all the more reason to push on so now we re mapping the key actions to take us to 2020 and beyond, including benchmarking and analysis to understand what it takes to be the best. We re also adding resource to our community initiatives, and we re raising the profile of Decade of Change internally so that everyone working at the airport understands this is one of our top priorities. I am proud to say that Gatwick continues to be the most efficient single runway airport in the world. Our operational efficiency has enabled us to increase our passenger traffic to 40.3 million passengers in Through our Decade of Change strategy, Gatwick is also continually improving its environmental efficiency. As a result, Gatwick is one of a handful of companies to be awarded triple certification to the Carbon Trust Standards for our performance in reducing carbon emissions and water use, and improving waste management. It s also fantastic that Gatwick has been awarded The Wildlife Trust s Biodiversity Benchmark Award for the second year in a row. The Biodiversity Benchmark is a nationally recognised standard for commitment to biodiversity and responsible land management. The issues we are addressing in our Decade of Change strategy are also rising on the public agenda. This is evident from national news coverage, from dialogue with our stakeholders and communities, and in the government s approach to these issues. Quite rightly, they also form an important part of the government s decision making process on additional runway capacity. We are confident that our economic and environmental case for a second runway at Gatwick is very strong and we continue to participate fully in the government s consultations and analysis on these issues. Gatwick Airport is growing strongly and leading the way in enhancing the experience of our passengers; we are also a leader in managing a highly efficient and sustainable airport. Our Decade of Change strategy is fundamental in ensuring we continue to grow sustainably and in maintaining the ongoing trust of our stakeholders. Stewart Wingate Chief Executive Officer ABOUT THIS REPORT This is our annual Decade of Change Sustainability Report for It presents our 2015 performance and action plans on our ten Decade of Change issues, and information on how we run the airport responsibly every day. We have also produced a 24 page summary Report. The summary and full Reports are available as PDFs at: business-community/ about-gatwick/corporateresponsibility 3

4 Gatwick s vital statistics 40.3 * PASSENGERS TRAVELLING ON BUSINESS OVER 48 AIRLINES 230 DESTINATIONS IN 75 COUNTRIES 4 * At 31 December 2015

5 Values and ambition Our brand values DELIVER DELIVER GREAT SERVICE EVERY DAY Approachable Proactive Energetic BETTER BE BETTER THAN THE REST Challenging Innovative Pace TOGETHER Our ambition is to compete to grow and become London s airport of choice. We want to set the standard for airport service, and to be known for the warm welcome, ease of use, on-time performance and exemplary service. To realise this ambition, we have set ourselves six strategic priorities which are to: Deliver the best passenger experience Help our airlines grow Increase value and our reputation Protect and enhance our reputation Build a strong environment, health and safety culture Develop the best people, processes and technology Operating a responsible Gatwick requires us to continually strike the right balance between the environmental impacts of our operation with the social and economic benefits of the airport while simultaneously offering our passengers and airline partner s excellence in service. Compete to grow and become London s airport of choice With operational efficiencies come environmental efficiencies, so the better we manage our facilities, the smaller our environmental footprint will become. We will only achieve our targets by working closely with our stakeholders and business partners to deliver joint work programmes. This means that the people we work with, the companies we engage with and the passengers travelling through Gatwick all have a part to play. It s not simply about improving our environmental performance; it s about modernising the airport in the most sustainable way that will enable us to achieve our targets. It s also about making sure that during periods of development the benefits to the economy and to our local community are maximised. Our values will help us achieve our ambition in the best possible way. OUR AMBITION & STRATEGY WORK TOGETHER AS ONE TEAM Deliver the best passenger experience Help our airlines grow Increase value and efficiency Integrity Respect Accountable Protect and enhance our reputation Build a strong EH&S culture Develop the best people, processes and technology 5

6 2020 Targets and 2015 Performance ON TRACK TO REACH OR EXCEED OUR 2020 TARGETS Sustainability is a key part of Gatwick s transformation since we became an independent airport in late We ve grown from 31 million to over 40 million passengers per year. And as we move into the second half of our Decade of Change, we re on track to meet our targets before We re around two-thirds of the way to our 2020 targets on carbon, energy and waste. So we re now mapping the key actions to fulfil those targets and go beyond them. On water and on surface transport, we ve achieved our initial targets and now we re focused on meeting stretch targets. On our other Decade of Change issues, our targets are about best practice and we demonstrate this with benchmarked KPIs and certifications. Carbon 50% reduction by 2020 in GAL CO 2 emissions against 1990 baseline (Scope 1 & 2). 25% of energy from renewable sources Energy 20% reduction by 2020 in airport gas and electricity against 1990 baseline 2015, compared to 1990: 2015, compared to 1990: 32.6% 16.6% REDUCTION REDUCTION 100% of electricity is from renewable sources 72.3% of total energy Information on data boundaries and sources is provided on page 81. Biodiversity Have a nationally recognised award for our biodiversity approach Air Quality Maintain current zero breaches of air quality limits 2015: Retained Wildlife Trusts Biodiversity Benchmark certification 1,710 HOURS BREACHES on-airport biodiversity volunteering 2015: ZER0 of annual mean limits for NO 2 and PM 10 Gatwick has never breached these legal standards 6

7 Water 20% reduction by 2020 in airport water use against 2010 baseline 2015, compared to 2010: REDUCTION Waste No untreated waste to landfill and 70% recycling rate by 2020 Since May 2015: ZER0 Surface Transport 40% public transport mode share by the time we reach 40 million passengers 29.3% 43% TO LANDFILL In 2015: 49% recycled/reused 47% recovered for energy 4% untreated waste to landfill In 2015: of 40.3m passengers reached Gatwick by rail or coach/bus Noise Local Economy Community Be recognised as a best practice operator for noise management Develop and fulfil our role as an economic driver of local regional and national significance Contribute to the social, environmental and educational development of our community 2015: 2015: 2015: 21,000 airport employees ZER0 56% LOCAL FROM THE 32 NOISE INFRINGEMENTS AREA for 4th straight year 71.4m spent with local and regional suppliers 175,000 fundraising by staff and passengers COMMUNITY EVENTS SPONSORED 141 local causes funded by Gatwick Airport Community Trust 7

8 Our Decade of change issues in 2015 In 2010 we launched our Decade of Change sustainability strategy. This set challenging targets for delivery across ten key issues by The following pages detail our approach, our performance and our plans for each of these. 8

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10 Carbon and climate change 2015 PERFORMANCE Scope 1 and 2 CO 2 emissions (GAL fuel and energy) were 6.2% lower than 2014, due to ongoing energy efficiency initiatives CO 2 emissions from aircraft landing and take off (LTO) were 1.4% higher than 2014, while annual passenger numbers rose 5.6% and annual air traffic movements rose 6.5% Recertified to Airport Carbon Accreditation standard at Level 3 Optimisation Recertified to the Carbon Trust Carbon Standard, recording the largest absolute carbon reduction for , compared to , in the UK transport sector Fuel & Energy CO 2 emissions 32.6% lower than 1990 baseline 1 67% lower per passenger (ppax) CO 2 from: CO 2 from aircraft LTO 13.7% lower ppax than 2010 Passenger travel to airport 10.3% less CO 2 ppax than /3rds of our energy and 100% of electricity is from renewable sources CO 2 from GAL fuel and energy 60% lower than PRIORITIES Define action plan to reach 2020 energy and carbon targets, and look further out to 2025 Carbon life-cycle analysis for existing and planned new construction at Gatwick Further develop our electric vehicles strategy 1 Our 1990 baseline of 82,843.5 tco2e was constructed using data. The 1990 baseline does not include emissions related to refrigerant gas losses due to non-availability of data. However, this data is included in our annual reporting on carbon emissions since 2008, and in our % reduction to date against 1990 baseline. 10

11 2015 PERFORMANCE Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. OUR APPROACH Aviation accounts for an estimated 6% of UK carbon emissions and 2% of global carbon emissions, and demand for air travel continues to grow strongly. The challenge is therefore to achieve low-carbon growth. This requires implementation of the correct policy levers by governments, collaboration across the industry on aircraft technology and sustainable fuels, and proactive focus on energy and fuel efficient airport operations. Gatwick is committed to low-carbon growth. Our Decade of Change strategy set one of the most ambitious 2020 carbon reduction targets of any airport: 50% below our known 1990 baseline for Scope 1 and 2 emissions. Our 2020 target is also more ambitious than the UK Government s national targets, to reduce UK carbon emissions by 50% below 1990 levels by In addition to reducing our own emissions, we work with airport partners to reduce emissions from aircraft on the ground and in the take-off and landing cycle, from airport vehicles and from surface transport to the airport. GATWICK CARBON FOOTPRINT We calculate and report our annual carbon footprint according to the Greenhouse Gas Protocol Guidelines: CONTROL SCOPE 1 SCOPE 2 SCOPE 3 INFLUENCE Emissions on-site, or an associated process, from the combustion of fossil fuels, i.e. gas, oil, LPG, refrigerants and company-owned vehicles Emissions associated with the use of electricity imported from the grid or from a third party supplier of energy in the form of heat or electricity Emissions as a direct consequence of the use of goods or services provided by the company. Sources include aircraft movements (landing and take off cycle), passenger and staff travel to the airport, airside activities, waste disposal, water, business travel 11

12 TOWARDS A LOW-CARBON GATWICK Our Decade of Change 2020 carbon reduction target relates to combined Scope 1 and 2 emissions. In 2015, with almost double the annual number of passengers compared to 1990, our Scope 1 and 2 emissions were 32.6% lower than the 1990 baseline. On a per passenger basis, our Scope 1 and 2 emissions have fallen even more significantly - by 67% compared to the 1990 baseline. Our Decade of Change target on renewable energy is for 25% of our energy to be from renewable sources by Since 2013, we have purchased renewable electricity certified under the Renewable Energy Guarantee of Origin. This means that, together with a small amount of on-airport solar energy generation, the renewable share of our total energy consumption is presently just over 70%. We plan to revisit our renewable energy target following the re-tender of our electricity supply contract in The new Greenhouse Gas Protocol guidelines on Scope 2 reporting provide for dual reporting of electricity emissions using a location-based method (i.e. average emissions intensity of grids on which consumption occurs) and a market-based method (i.e. reflecting emissions from electricity that has been purposefully chosen, such as certified renewables supply). Under the new GHG Protocol guidelines, the latter can be reported as zero emissions. We have chosen to continue reporting Scope 2 emissions using a locationbased approach to enable comparability with previous reporting in the context of our Decade of Change targets CARBON FOOTPRINT Since 2008, our carbon footprint has been independently calculated by RSK. The 2015 results are presented here. Comparative data since 2010 is provided in the KPIs table on page 15. Scope 1 direct emissions Scope 2 electricity (indirect) emissions 11,152.8 tco 2 e Location-based method 44,625.8 tco 2 e 3.7% higher than 2014 Market-based method Zero tco 2 e 8.4% lower than 2014 (location-based method) Scope 3 other indirect emissions Aircraft LTO cycle 424,615.3 tco 2 e Passenger surface transport 189,410.1 tco 2 e GAL staff commuting 44,324.4 tco 2 e Other (water, waste, business travel, 3rd party fuel & electricity) 35,559.6 tco 2 e Scope 3 total 693,909.5 tco 2 e 0.1% higher than 2014 Total GHG emissions calculated for 2015 (749,688.1 tco 2 e) are approximately 0.4% lower than the total emissions calculated for 2014 (752,358.9 tco 2 e). In 2015, annual passenger numbers were 5.6% higher and annual air traffic movements were 6.5% higher than

13 CARBON MANAGEMENT ACTIONS Reducing carbon emissions from airport operations involves action on several fronts, including energy, surface transport, waste management, and airfield operations. We report in the Energy and Waste management pages of this report on our initiatives to reduce emissions from operations within our direct control, such as our terminals and office buildings. In the Surface Transport section, we report on our public transport and cleaner vehicles initiatives. In the Fly Quiet and Clean section, we report on collaborative initiatives with airline partners to bring about on-going reductions in emissions from aircraft using the airport. This is being achieved through the retirement of older more fuel thirsty models and the introduction of significantly more fuel efficient - and quieter - modern aircraft and engines. As we continue to strive to become London s airport of choice, there s a constant need for development of new infrastructure and existing buildings. We apply a set of technical standards which includes a limit for carbon emissions - one of our Decade of Change targets. These standards are regularly updated to ensure they continue to drive improvements in carbon and energy performance. To coordinate strategic cross-airport energy and carbon saving initiatives, a Carbon sub-group of our Decade of Change working group meets at least monthly to share knowledge and experience, and to ensure projects and operations are joined up with the Decade of Change strategy. The group s current projects include carbon life-cycle analysis for construction, and forward planning on energy efficiency. LIMITING AND ADAPTING TO CLIMATE CHANGE Climate change requires action locally, at UK and European levels, and globally. We welcome the Paris Agreement reached in December 2015 which for the first time brings all UN Member countries into a shared framework of actions to keep a global temperature rise this century well below 2 degrees Celsius and strengthen local and international capabilities to deal with the impacts of climate change. We are supportive of aviation being included into the European Emissions Trading System (EU ETS) and welcomed its inclusion from 2012 in EU ETS phase three. At present the EU has limited the scheme s scope to carbon emissions from flights within Europe. This exemption for non-eu flights is in place until 2016 while the International Civil Aviation Organization (ICAO) conducts negotiations on a global market-based mechanism to address international aviation emissions by 2016 for application by The EU ETS applies to an element of Gatwick Airport s operations, i.e. gas oil usage and combustion plant. Our EU ETS data and reporting is audited and independently verified on an annual basis. In March 2016, we provided our five-yearly progress report to Defra as part of the second round of climate change adaptation reporting by operators of major infrastructure. Defra uses these reports to inform the development of national adaptation policy. Our report covers the integration of climate risk assessment in our strategic and operational risk management; and our strategic action plan for climate adaptation, which focuses on flood prevention and alleviation, and on power resilience. Following review by Defra, the report will be made available online. 13

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15 Carbon KPIs % change Data Source Passengers 31,353,547 33,660,146 34,222,461 35,447,009 38,127,690 40,267,938 GAL Carbon Carbon scope 1 (tco 2 eq) 16,499 14,579 13,202 13,589 10,759 11, % RSK Carbon scope 2 (tco 2 eq) 79,106 54,902 48,867 45,791 48,711 44, % RSK Carbon scope 3 (tco 2 eq) 625, , , , , , % RSK Total Carbon emissions (tco 2 eq) 721, , , , , , % RSK Total Scope 1 and Scope 2 (tco 2 eq) 95,605 69,481 62,069 59,380 59,470 55, % RSK Scope 1 & 2 - Cumulative % change on 15.40% % % % % -32.6% -- GAL 1990 baseline of 82,843.5 tco2e (%) 3 Total Scope 1 & 2 per passenger (kg tco 2 eq) % GAL 2 Location-based method of calculating emissions 3 As per footnote 1: Our 1990 baseline of 82,843.5 tco2e was constructed using data. The 1990 baseline does not include emissions related to refrigerant gas losses due to non-availability of data. However, this data is included in our annual reporting on carbon emissions since 2008, and in our % reduction to date against 1990 baseline. In 2015 Gatwick Airport recertified to the Airport Carbon Accreditation at Optimisation level. This requires inclusion of a range of scope 3 emissions in the carbon footprint, and engagement with airport partners and surface transport service providers to reduce airport-related carbon emissions. Gatwick Airport has been certified with the Carbon Trust Carbon Standard since In early 2016, we achieved reducing year on year certification to The Carbon Trust Standards for Carbon, Water and Waste for In doing so, we demonstrated the largest absolute carbon reduction in the UK transport sector for compared to Gatwick Airport is a member of Sustainable Aviation, which brings together the main players from UK airlines, airports, manufacturers and air navigation service providers to collaboratively find ways to ensure sustainable growth. As part of this, we support the Government and aviation industry target to halve CO 2 emissions by 2050, compared with 2005 levels. 15

16 Energy 2015 PERFORMANCE The airport s total energy use was similar to 2014, while passenger numbers rose 5.6% Electricity use fell 3.2%, offset by a 10% increase in gas use Energy efficiency works focused on Pier 5 refurbishment, North Terminal landside re-development, and lighting upgrades including car parks, aircraft stands and internal lighting Energy Savings Opportunity Scheme (ESOS) audit conducted and submitted to Environment Agency 2016 PRIORITIES 2020 TARGET 16.6% 28% 15.9% 34.5% total airport energy use compared to 1990 passengers airport energy use airport energy use per passenger Continue to invest in energy efficiency as part of the c. 200m per annum capital investment and asset replacement programmes. Completion of the first of 14 high efficiency boiler houses serving South Terminal Review ESOS audits to identify projects for investment 16

17 MANAGING OUR ENERGY USE Gatwick Airport encompasses a wide range of airport operational businesses, buildings and systems which use energy 24 hours a day. Our 2020 target reporting covers the energy supplied by GAL for the site, however not all of the energy used on the site is within Gatwick s direct control; over a third of energy is re-sold to 3rd party businesses. We work with these businesses through our technical standards and pricing to promote energy efficiency. The weather also plays a part in our ability to effectively manage absolute energy consumption in any given period PERFORMANCE In 2015, the airport s electricity consumption was reduced by 3.2%; this performance exceeded our annual 1% reduction target. The main items influencing this performance were: the ongoing refurbishment of facilities as part of the overall capital investment plan phase 3 of a project to upgrade aircraft stand lighting phase 1 of a project to upgrade surface car park lighting an ongoing programme of internal lighting and controls upgrade third party consumption reductions Natural gas is used mainly for heating buildings and so gas use is significantly affected by winter weather. In 2015, the airport s gas consumption rose by 10% compared to 2014; this increase was directly in line with the difference in weather experienced. During 2015 Gatwick achieved compliance with the Energy Savings Opportunity Scheme (ESOS). The scheme was considered as an opportunity to carry out an extensive independent site wide energy audit of our facilities and systems. The audit report identified a large number of potential investment opportunities to improve energy efficiency and these will be reviewed in more detail during

18 ENERGY EFFICIENCY PROGRAMME GAL has continued to invest in energy efficiency as part of our circa 200m per annum capital investment programmes. Notable examples of significant investment which has improved energy efficiency include the completion of Phase 2 of Pier 5 Refurbishment and the early phased opening of the North Terminal Landside Development. Further examples of projects in 2015 with a particular energy efficiency focus include: Phase 3 of the aircraft stand lighting project which, by spring 2016, will conclude a 3 year programme where all aircraft stands will have been converted to LED lighting Phase 1 of a project to convert all external surface car park lighting to individually addressable high efficiency induction lights During 2015, we also took forward a number of other energy related work streams: Exploratory discussions with a number of solar providers relating to onsite and offsite generation to inform strategy as regards local generation and renewable energy options. Completion of the planning and procurement of the new operational waste contract, which will, commencing in 2016, include a process for on-site conversion of waste-to-energy. The installation of a new natural gas network in South Terminal that will allow us to build, over the next 3 years, 14 decentralised high efficiency boiler houses and, ultimately, to retire the original life expired plant. The GAL Energy action plan was fully updated and the GAL technical standard for Carbon and Metering was re-drafted; following internal stakeholder review this will be re-issued during in

19 Energy KPIs Total Energy consumption (kwh) 237,955, ,443, ,459, ,423, ,885, ,138,669 Energy Consumption- Cumulative % change on 1990 baseline of 240m kwh (%) -0.9% -8.1% -7.7% -9.4% -16.7% -16.6% Total by user Total GAL usage 177,303, ,146, ,700, ,887, ,383, ,445,853 Total 3rd party usage 60,652,406 57,297,032 54,759,313 55,535,305 57,501,854 54,692,816 Total by fuel Gas - consumption (kwh) 75,333,903 59,208,775 62,661,214 64,488,858 50,278,095 55,290,305 Electricity consumption (kwh) 162,621, ,234, ,798, ,934, ,605, ,848,364 Renewable energy generated onsite (kwh) n/a n/a 54,555 52,338 55,758 53,086 % of Total Energy from renewable sources n/a n/a n/a 52.3% 74.8% 72.4% Total Energy per passenger (kwh per passenger) GAL energy per passenger (kwh per passenger) Total Passengers 31,353,547 33,660,146 34,222,461 35,447,009 38,127,690 40,267,938 19

20 Waste 2015 PERFORMANCE OPERATIONAL AND COMMERCIAL WASTE Significant jump in recycling/ reuse rate, from 40.29% in 2014 to 49.01% in 2015 Zero untreated waste to landfill achieved in May 2015 and maintained through rest of year Labelling trial on category 1 airline waste to improve recycling rates Secured funding and conducted tender for new waste management facility to substantially increase recycling/reuse performance and data DEVELOPMENT CONSTRUCTION WASTE 97% diverted from landfill in 2015 RECYCLED OR REUSED for energy passengers % 2016 PRIORITIES Implement new waste management facility from May untreated operational and commercial waste to landfill since May % construction waste diverted from landfill Improve construction contractor waste data collection and include in Decade of Change KPIs and reporting Seek regulatory approval for Category 1 airline waste labelling

21 MANAGING WASTE RESPONSIBLY Gatwick Airport encompasses a wide range of airport operational and commercial businesses which use and provide - to other businesses or to passengers - a wide range and large volume of materials every day. The airport is also undergoing a development and refurbishment transformation. All of these activities generate waste materials. Through our management of the primary airport waste management contract, covering most of the airport s operational and commercial occupants, we seek to maximise rates of recycling/ reuse or recovery for energy generation. This is reflected in our Decade of Change targets to generate no untreated waste to landfill and achieve a 70% waste recycling rate by We also require airport construction contractors to maximise recycling/ reuse and diversion from landfill. Operational and commercial waste arises from airlines, retailers, passengers, staff, security, engineering and airfield operations. During 2015, significant progress was made towards our 2020 Decade of Change target, with recycling and reuse increasing from 40.29% in 2014 to 49.01% in 2015; and zero untreated waste was sent to landfill since May 2015, which was maintained through the rest of the year. We also commenced a review of data collection on construction waste management by GAL contractors with a view to beginning to include in GAL Decade of Change reporting. During 2015 we sourced a new waste disposal provider for Category 1 airline waste and ran a Category 1 labelling trial with our Airline partners to improve identification of EU origin waste and reduce CAT 1 tonnage. We shared the results of this work with other UK airports through Sustainable Aviation s working group on waste management. 21

22 TOWARDS ZERO WASTE During 2015 we secured funding for a new 3.8m on-site Waste Management facility and conducted an EU tender for its provision. Installation of the new facility will commence in May 2016, and be operational by September The facility includes on-site waste stream segregation and conversion of waste to energy to help run the facility. We anticipate that the new facility will increase recycling/ reuse rates to almost 80% by As part of implementation we are also reviewing staff and passenger communications with a view to promoting reduced waste input as well as waste segregation and recycling. KEY PERFORMANCE INDICATORS KPIs for Operational and Commercial waste management ( ) and for Development construction waste diversion from landfill (2015) are reported in the Performance Tables on pages 18 of the Summary report and pages 78 of the full report PDF. 22

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24 Water 2015 PERFORMANCE Continued to improve water efficiency, by a further 2.3% in 2015 compared to 2014 Maintained active leak reporting and repair programme Further developed our airport water consumption map and sub-meter monitoring Completed implementation of McMillan Report recommendations on flood resilience passengers % McMillan IMPLEMENTED 29% 45% airport water use airport water use per passenger PRIORITIES Stretching our Decade of Change target to 25% under 2010 baseline to spur further water efficiencies as the airport grows Continue to build flood resilience into airport asset management and development Water leakage surveys for two main water networks 24 Investigate remote de-icing to improve recovery of fluid at source

25 MANAGING OUR WATER USE AND WATER QUALITY Gatwick Airport covers over 760 hectares and is surrounded by watercourses including the River Mole, Gatwick Stream and Crawters Brook. Gatwick has a duty to ensure that we protect these watercourses by maintaining a robust water infrastructure to manage the rainwater runoff from the airport. We actively work with the Environment Agency and Local Authority to minimise the risk of both flooding and water pollution. Following the flooding at Christmas 2013, the airport initiated and completed several new flood resilience projects in addition to the existing flood alleviation works programme. Given Gatwick Airport s location in a region of the UK with medium to serious water stress we also seek to reduce the amount of water consumed on-airport through a water efficiency programme which includes technical standards, water use audits, leakage surveys and proactive leak repairs of our water networks. WATER USE & WATER EFFICIENCY GAL uses 60% of the water supplied to the airport. Passenger toilet facilities represent significant water use, with smaller quantities used for operations such as washing, cleaning, jetting, irrigation and process cooling. Airport third parties use 40% of water, this includes usage for retail, car hire, hotels, offices and cargo. In 2015, the airport s total water consumption rose slightly, by 3% compared to 2014 while annual passenger numbers increased by almost 6%. Our water efficiency metric - litres per passenger continued to improve, from in 2014 to litres. Also in 2015, we upgraded a number of our passenger toilet facilities, in the process improving water efficiency. Operationally we developed our water consumption map turning this into a monitoring report to help us spot changes in consumption TARGETS Our Decade of Change targets for 2010 are to continually improve the quality of water leaving the airport; and to achieve a 20% reduction in water consumption against 2010 baseline. Our stretch target for 2020 is to achieve a 25% reduction in water consumption against 2010 baseline and improve our water efficiency per passenger. 25

26 FLOOD PROTECTION AND PREVENTION Over the past five years, in partnership with the Environment Agency, GAL has contributed 4.02million to the 20.2 million Upper Mole Flood Alleviation Scheme (UMFAS). This protects the South Terminal and around 1,300 local properties. Three projects, at Tilgate Lake, Worth Farm and Gratton s Park have been completed and the fourth, at Clays Lake, is well underway with completion expected in In addition, we have implemented our Gatwick Stream Flood Alleviation Scheme, investing 12.5million. This protects the South Terminal and properties downstream of the airport. In 2015 we completed implementation of the McMillan Report recommendations arising from the flooding event at Christmas Commissioned and adopted in full by the GAL Board in early 2014, the McMillan Report recommended that the airport s flood risk modelling work be redone urgently; existing flood alleviation works accelerated, new remedial work undertaken and new procedures for managing major weather-related incidents put in place. As part of McMillan Report implementation, revision of Upper Mole flood risk and scenario modelling was brought forward by two years. Undertaken with the Environment Agency, with 90% of costs funded by GAL, the modelling was completed during 2015 and includes 1:100, 1:200 and 1:200-plus climate change events. WATER QUALITY A key aspect of our water management involves storing and treating rainwater run off from the airfield to remove oil and other chemicals. Although the past two winters 2014/15 and 2015/16 - have been reasonably mild, we have had some significant rainfall events. In 2015 we completed upgrade works for the main control valves to the lagoons that store and treat polluted water run off from the airport. This has enabled improved control over water storage capacity and processing levels from the airport to the Crawley sewage works. We are also trialling the increased usage of ECO2 runway de-icer which results in reduced rates of chemical and biological oxygen demand; and investigating the feasibility of remote aircraft de-icing which allows greater in-situ recovery and reduces pressure on the surface water system. 26

27 Water KPIs Total passengers 31,353,547 33,660,146 34,222,461 35,447,009 38,127,690 40,267,938 Water consumption Total water consumption m 3 956, , , , , ,249 Water Consumption: Cumulative % change on 2010 baseline of 956,493 m 3 (%) -21.1% -24.8% -26.7% -31.5% -29.3% Total water consumption per passenger (litres) Water Quality* 2010/ / / / / /16 River Mole Biological Monitoring Upstream yearly average BOD (mg/i) Downstream yearly average BOD(mg/I) D Pond outlet yearly average BOD (mg/i) Days per year when 10mg/l exceeded D pond discharge - days per year of noncompliance with EA consents None None None None None None Reported fuel spills* Fuel spills (number of incidents) De-icer recovery* Aircraft de-icer application (Iitres) 1,447, ,494 1,898, , , ,411 De-icer recovery (Iitres) 295, , , , , ,000 % de-icer recovery *Water quality is reported on seasonal basis (1 May to 30 April) to reflect winter use of de-icer. 27

28 Noise 2015 PERFORMANCE Zero noise infringements (day-time and night-time) Night time Continuous Descent Operations (CDO) achievement rate greater than 95% 99.71% of departures on track Release of upgraded Noise Lab tool 99% of aircraft in CHAPTER 4 or equivalent category* NOISE 2016 PRIORITIES Raising the CDO ceiling from 6 to 7,000 feet Improving the daytime CDO rate Review our complaint handling process 4 YEARS Working closely with the proposed Noise Management Board * The Chapter 4 standard required all new aircraft type designs to have a cumulative margin of 10 EPNdB or more over Chapter 3 base levels as of 1 January

29 MANAGING OUR NOISE IMPACTS We recognise that aircraft noise is a significant concern for people living close to, or under the flight paths into and out of Gatwick Airport. The management and control of noise remains a high priority for the Airport. We aim to be a good neighbour by minimising noise from aircraft through improved performance and by exploring new measures that may assist in this goal. Our Decade of Change target is to be consistently recognised as a best practice operator for noise management. The noise control measures applicable to Gatwick Airport are detailed in the London Gatwick Aeronautical Information Publication and are complimented by additional measures in our Section 106 Legal Agreement with our local authorities. We report regularly on the adherence to these noise mitigation measures in our annual Decade of Change report, S106 Annual Monitoring report and Flight Performance Team reports. On a national level Gatwick Airport continues to work closely with Sustainable Aviation and the Department for Transport s Aviation Noise Management Advisory Group. At a local level we remain committed to working with our airline business partners, the Gatwick Airport Consultative Committee and importantly our local communities; with whom we want to build greater trust as we keep people better informed about aircraft noise and our efforts to combat it. MEASURES IN PLACE TO MITIGATE AIRCRAFT NOISE Environmental Noise Directive (END) Action Plan ö adopted in August 2014 by the Secretary of State for Environment, food and Rural Affairs, the END action plan outlines Gatwick s continued commitment to minimise the impacts of aircraft noise Airport Collaborative Decision Making (ACDM) See Fly Quiet and Clean section Continuous Descent Operation (CDO) See Fly Quiet and Clean section Community engagement Noise Insulation Scheme Noise monitoring 29

30 COMMUNITY ENGAGEMENT IN 2015 Throughout 2015, members of the Corporate Responsibility and Flight Performance Team attended meetings of local councils, residents associations and parish councils to explain potential airspace changes arising from recent consultations. Senior management from the airport maintained a close dialogue with our Consultative Committee, elected representatives, community groups and individuals to discuss aircraft noise related matters. With an increased public awareness on aviation matters and in particular the continuing emphasis on future airspace design, 2015 was a busy year for the Airport. NOISE INSULATION SCHEME Our current Noise Insulation Scheme was launched in April 2014 and will run until The scheme covers over one thousand more homes across Surrey, Sussex and Kent whose residents are able to apply for up to 3,000 towards double glazing for their windows and doors as well as loft insulation. With over 40% more homes protected from noise than under the old scheme, this continues to be one of the most generous schemes of its kind offered by any airport. CAA POST IMPLEMENTATION REVIEW Following the introduction of R-Nav 1 technology on all departure routes the CAA conducted a Post Implementation Review, the findings of which were published in November The review recommended changes to Route 4, and minor adjustments to Routes 2 and 5. ROUTE 4 Route 4 is the westerly take off wrap around route that turns aircraft 180 degrees soon after departure. Flights using R-NAV 1 on this route are now regularly tracking outside of the published NPR, and therefore the Review has required the Airport to redesign this route to bring those aircraft back within the published swathe. In the course of designing an alternate the Airport has regularly engaged with the local groups and elected representatives of the areas affected. INDEPENDENT REVIEW OF ARRIVALS In response to community concerns about noise from arriving aircraft Gatwick Airport commissioned an Independent Review of Arrivals in August The Review was to consider if everything that can be done is being done to alleviate disturbance from arriving aircraft and also if the way complaints are handled can be improved upon. The Review Recommendations will form a major part of our noise strategy for

31 NOISE MONITORING The Flight Performance Team is responsible for monitoring and reporting airline compliance with the various noise mitigation measures applicable to Gatwick Airport. The team actively engages with our airline partners and Air Traffic Control to improve performance and also manages the night flight restrictions in accordance with current Department for Transport guidelines. The Team understands the importance of regular engagement with local people on noise issues. Dealing with complaints about aircraft noise can be difficult as it may not always be possible to respond in a way that removes the cause of any annoyance. Our responses aim to provide the public with a comprehensive understanding of aircraft operations in their location and details of what we do to reduce its impact. These important issues are discussed on a regular basis at our Noise and Tracking Monitoring Advisory Group, where details of the our key performance indicators are reviewed and discussed by members, with particular focus on community feedback. In order to monitor aircraft noise the Airport utilises a Noise and Tracking Keeping system which combines radar data and noise readings from individual aircraft to produce an accurate picture of aircraft activity within a 40 mile radius. In order to better understand the noise environment around the Airport we operate a network of noise monitors which cover a wide geographic area and are regularly moved to new locations. Our recently upgraded Noise Lab tool is available to help the local community evaluate what type of aircraft activity can be expected in their area. Details of all the long term community noise studies carried out over several years are also available through the Noise Lab tool: ö 31

32 Noise KPIs Total Aircraft Movements 240, , , , , ,767 Total Passengers 31,353,547 33,660,146 34,222,461 35,447,009 38,127,690 40,267,938 Night Quota Movements Summer 9,875 9,859 9,837 9,998 11,147 11,149 Night Quota Movements Winter 2,160 1,411 1,603 1,510 1,736 1,872 Percentage of Chapter 4 (or equivalent) aircraft 98% 96% 99% 99% 99% 99.7% Continuous Descent Operations (CDO) compliance 89.70% 90.49% 88.90% 91.36% 92.61% 89.75% Track Keeping 97% 97.42% 97.63% 98.04% 99.27% 99.71% Total Noise Infringements Day-time Noise Infringements Night-time Noise Infringements See the adjacent text for a short explanation of the KPIs and their relevance to community noise levels. 32

33 KPIS - EXPLANATORY NOTES NIGHT QUOTA MOVEMENTS SUMMER - The number of air traffic movements permitted between 2330 and 0600 for the period 29 March 2015 to 24 October NIGHT QUOTA MOVEMENTS WINTER - The number of air traffic movements permitted between 2330 and 0600 for the period 25 October 2015 and 26 March CHAPTER 4 AIRCRAFT - A noise standard which was approved in 2001 and came into force in It introduced a cumulative reduction of 10 db relative to Chapter 3 aircraft, therefore aircraft certified as Chapter 4 are deemed to be the quietest. CDO - CONTINUOUS DESCENT OPERATIONS - When adopting this procedure, pilots descend on a continuous, smooth glide path and avoid periods of level flight, using less thrust. This reduces noise on the ground as aircraft remain higher for longer. TRACK KEEPING - All departing aircraft from Gatwick have to fly within a Noise Preferential Route until they reach a certain altitude, this is to give certainty as to which areas can except departing aircraft and the associated noise. Track Keeping refers to the achievement rate of this requirement. ENQUIRY RESPONSE TIME - Our response target for all noise related enquiries is 8 days. NOISE INFRINGEMENTS - Departing aircraft from Gatwick constantly have their departure noise limits measured at a location 6.5nm from the start of roll the point at which take-off thrust is applied. These limits vary between day and night and aircraft identified to have exceeded these limits are fined, with the proceeds granted to the Gatwick Airport Community Trust. 33

34 Air quality 2015 PERFORMANCE Maintained current level of zero air quality breaches All new or modified aircraft stands fitted with Fixed Electrical Ground power as standard Maintained full implementation of Airport Collaborative Decision Making (ACDM) resulting in less ground holding of aircraft and increased use of single engine taxiing 99.7% Fixed Electrical Ground Power availability during core hours NO 2 legal limits Continued work with industry partners to identify operational improvements that will reduce aircraft fuel burn and so improve local air quality BREACHES of annual average limits 2016 PRIORITIES Maintain zero annual breaches of air quality limits Independent emissions profile mapping of airfield commissioned to inform future air quality initiatives Consultations with airport partners on timeframe and incentives for further uptake of electric vehicles 34

35 We continue to take our impacts on air quality very seriously and maintain our strong relationship with the Local Authority to continually monitor, manage and reduce these impacts where we can. Our Decade of Change target is to maintain current zero breaches of air quality limits. These limits are set by UK standards based on EU regulations. As we develop and grow the airport into the future, we and our local authorities continue to identify nitrogen dioxide (NO 2 ) as the airport related emission requiring the closest management. Our continuous monitoring of air quality at and around the airport has been on-going since On-airport continuous monitoring is done year-round at the eastern end of the runway. Off-airport continuous monitoring at three sites near the airport is conducted year-round in partnership with Reigate and Banstead Borough Council (RBBC). These three monitoring sites near the airport are part of the Horley Air Quality Management Area (AQMA) established by RBBC in MEASURES IN PLACE TO IMPROVE LOCAL AIR QUALITY Restrictions in place governing the use of aircraft auxiliary power units All stands are equipped with fixed electrical ground power thus removing the need for continued aircraft auxiliary power unit usage Reduced need for on-airfield aircraft holding due to the full implementation of A-CDM Gatwick Direct implemented, which reduces airfield final mile delivery traffic Random checks undertaken of vehicles in use on the airfield to ensure emissions compliance Electrical charging points installed for electric baggage vehicles Age restriction in place for vehicles introduced to the airside environment Airport Surface Access Strategy in place to further encourage the use of public transport for passengers and staff travelling to the airport. 35

36 AIR QUALITY MONITORING AND REPORTING Every year, we and RBBC prepare and publish an Air Quality Monitoring Joint Report to the GATCOM Steering Committee. This Report is discussed by GATCOM and published on the GATCOM and GAL websites. We maintain regular dialogue with RBBC on local air quality monitoring and management and contribute 65,000 per annum, and replace equipment as required, in support of this programme. Our emissions performance since the creation of the Horley AQMA has been very good; the latest annual air quality report from RBBC highlights a continual trend of reducing NO 2 with none of the AQMA monitoring sites recording a breach of the annualised average limit of 40 microgramme. The table on the right reports our performance since

37 Air quality KPIs Air Quality Nitrogen Dioxide: NO 2 annual average (μg m 3 ) Legal standard: 40 Site RG Site RG Site RG Site LGW Air Quality Particulate Matter: PM 10 annual average (μg m 3 ), VCM corrected Legal standard: 40 Site RG Site LGW Air Quality monitoring sites are located Off Airport (RG1, 2, 3) and On Airport (LGW3) RG1 and RG2 are located in Horley Gardens Estate (NE of the Airport) RG3 is located in Poles Lane, Crawley (SW of the Airport) 37

38 Community 2015 PERFORMANCE Independent review of arrivals flight routes launched with emphasis on local community engagement about noise mitigation Gatwick Airport Community Trust made awards to 141 local causes Continued fundraising for our three nominated charities and match-funding of staff fundraising for charities of their choice Gatwick Wildlife Day involved 150 staff and community volunteers in recording over 300 species on site 141 LOCAL CAUSES FUNDED by Gatwick Airport Community Trust 175,000 by staff and passengers 2016 PRIORITIES Continue to build understanding and strengthen community relationships backed by comprehensive programme of activity Implement recommendations from independent arrivals review Extend our support of the Gatwick Greenspace Partnership Wildlife Ranger role to promote delivery of further community and environmental activities Shortlist and staff vote on national and local charities to be our nominated charity partners for the next two years 38

39 AT THE HEART OF OUR COMMUNITY Gatwick is committed to being a good neighbour. We think being a good neighbour means: Being well informed as to the concerns of those around us Being considerate of those concerns, and Helping where we can Gatwick Airport is the single biggest employer in the area and a focus for the region s economic activity. We have a significant impact on the region and accept the responsibilities that this brings. We strive to be a good neighbour and play a positive role in the community. SUPPORTING OUR COMMUNITY The sponsorship of organisations and events has long been a part of Gatwick Airport s engagement activity and we seek out further local sponsorship opportunities to include establishing a presence at local events. We believe that charity involves a lot more than money. We have a full and varied approach to our participation and support. In addition to the three charities we support, voted for by our staff for regular sponsorship (in these were Cancer Research UK, The Chestnut Tree House and Gatwick TravelCare), we support national charitable activities including Children In Need, The Poppy Appeal and World Cancer Day, to name a few. We appreciate that our employees feel passionately about particular causes and we encourage and support their activities throughout the year by contributing financially to their fundraising efforts. We actively encourage our staff to volunteer in the community and support this with dedicated volunteering time. We fund a Wildlife Conservation Officer for The Gatwick Greenspace Partnership to deliver practical conservation and community engagement, 2 days a week, around the award winning Gatwick estate. In 2016 we are increasing our funding support to 3 days a week. 39

40 ENGAGEMENT WITH OUR NEIGHBOURS In response to requests from the community, in 2015 we launched a bi-annual newsletter, distributed by and available online. Its aim is to keep residents in the region informed about everything going on at the airport and although anyone can sign up to receive a copy, households across West Sussex, East Sussex, Surrey and Kent may find it particularly helpful. We also undertake regular meetings with local groups Parish Councils, Town Councils and neighbourhood groups across the region at which members of the airport s management team can discuss Gatwick s operations and any concerns the communities may have. We continue to stay in regular touch with the members and leadership of our neighbouring county councils to make sure we understand the issues of concern to them and we will continue to brief MPs on developments at the airport. In addition to meeting with local government groups we regularly meet with special interest groups who have a particularly strong concern about a single aspect of our operations, be it a route or a particular type of environmental impact. We strive to enthuse young people about STEM (Science, Technology, Engineering and Maths) and work with the Local Enterprise Partnership, tech startups and the University of Brighton on a series of events and activities. During 2015 we participated in several activities relating to STEM, including the Sussex Big Bang Fair as well as career fairs and Young Start up Talent. In 2016, working with partners in regional skills and education provision, we plan to consolidate and improve the impact of our education programme, linked to our Employment and Skills strategy (see Local Economy section). 40

41 GATCOM The Gatwick Airport Consultative Committee ( GATCOM ) is the Airport s formal consultative body. It s run by West Sussex County Council, and Gatwick Airport is one of 32 committee members made up of interested groups from across the region representing a wide range of interests including civil aviation, passenger welfare, business development, tourism and environmental interests. GATCOM meets quarterly. For more information on GATCOM please visit NOMINATED CHARITIES TravelCare is a charity providing assistance and support for passengers who are in difficulty at the airport, whether on a normal day or during times of major incident and emergency. GATWICK AIRPORT COMMUNITY TRUST Through our S106 Agreement with West Sussex County Council and Crawley Borough Council we fund the Gatwick Airport Community Trust which is an independent trust supporting local charities. The Trust ensures that as the airport continues to grow, funds are ploughed back in to the local communities most affected by the airport and its operations. In 2015 Gatwick gave 200,000 to the Trust which awarded grants to 141 charities and community groups in the area, such as a grant to Charlwood to replace the old pavilion with a new sports and community centre on the recreation ground (pictured left). Chestnut Tree House is the only children s hospice in Sussex and cares for 280 young people with progressive life-limiting conditions from all over Sussex and South East Hampshire. Families are never charged for their care and less than 8p in every pound is funded by the Government, so they rely heavily on the generosity, help and support of local people. Cancer Research UK is the world s leading charity dedicated to beating cancer through research. Every day in the UK, there are more than 400 people diagnosed with cancer who will survive the disease for more than 10 years thanks to research. 41

42 Economy 2015 PERFORMANCE Strengthened regional partnerships, including 10 years participation in Crawley s Local Economy Action Group Improved stakeholder communication about airport issues of economic and wider interest. Conducted comprehensive research to support Gatwick s future employment and skills strategy Continued Meet the Buyers programme, participating for 14th consecutive year, extending links with Gatwick s wider procurement activity 21,000 on airport jobs GAL employees 20 graduate apprenticeship + positions 56% employees live locally* 74.1m with local and regional suppliers** 2016 PRIORITIES Continue to play an active role in regional economic partnership work Develop alliances to support airport staff recruitment, retention and development Continue to promote local supply chain benefits through a programme of awareness, engagement and events, such as Meet the Buyers *RH postcodes **BN, CR, GU, KT, RH, TN postcodes 42

43 ADDING ECONOMIC VALUE Gatwick has a significant impact in the local economy not only through jobs created and direct spend with local businesses, but also through the companies who have chosen to locate in this region because of the airport. Our location and excellent transport links make us a focus for commuting and transport connectivity throughout the region. We are the single largest employer in the region, with over 21,000 people working at the airport, 2,700 of whom work directly for Gatwick Airport Limited. As we grow to become London s airport of choice, we plan to ensure that the benefits of improvements at Gatwick are enjoyed widely across the local and regional economy. REGIONAL ENGAGEMENT Reflecting regional priorities, we are expanding our engagement with local business networks, local authorities and regional economic partnerships on the local growth agenda, including how future demographic trends will affect regional skills and employment. In 2015 we strengthened our engagement in the Coast to Capital Local Enterprise Partnership (LEP), Gatwick Diamond Initiative (GDI), Develop Croydon and Tourism South East. We are active participants in GDI s two working groups: Promote (promoting the area as a good place to do business); and Inspire (working on inspiring knowledge to enhance skills, enterprise and innovation). We have participated in Crawley Borough Council s Local Economy Action Group for 10 years now. This public and private sector partnership continues to play a strong role locally, enhanced by the neighbouring Manor Royal Business Improvement District. Nationally we ve attended events for the Federation of Small Businesses and the Institute of Directors. 43

44 LOCAL BUSINESS ENGAGEMENT Our business engagement programme includes memberships, participation in regional events and activities; and supporting selected business awards. We re members of key business organisations, including: Gatwick Diamond Business, Chambers of Commerce (Sussex and Surrey), Crawley & Gatwick Chamber of Commerce, London Chamber of Commerce, London First and the CBI. Throughout 2015 we participated in events and activities with local business and networking groups such as: Haywards Heath and District Business Association, Manor Royal Business District, Reigate and Redhill Business Club, Platinum Business Group and the Institute of Directors. We ve sponsored business awards for: Brighton & Hove, Business Matters, FSB Surrey, Gatwick Diamond Business and the Sussex Business Awards; and we ve worked on the Sussex-wide Digital Catapult programme in conjunction with Wired Sussex and the University of Brighton. EMPLOYMENT AND SKILLS Towards the end of 2015 we commissioned a report to research regional trends to support the development of Gatwick s future employment and skills strategy. This covers: Educational and skills profiles of the airport s travel to work area Existing employment profile of the airport Best practice employment schemes Recruitment challenges; and Barriers to potential airport employees. The report covers recruitment and retention, wages, travel to work, shifts, working patterns and seasonality, family arrangements and work, skills, career progression, construction and the Gatwick brand as a workplace. The report was completed at the end of the year, and will inform our plans for 2016 and beyond. 44

45 GATWICK S SUPPLY CHAIN In July 2015, we were joint headline sponsor for the Gatwick Diamond Meet the Buyers event, and are pleased to have been actively involved since Once again, we ran seminars (April June) leading up to the event to prepare suppliers for the main event, with 124 delegates attending across the 3 sessions: Understanding Airport Procurement (which we led) Pitching, presentation and closing skills Understanding procurement and winning bids On the day, 45 purchasing managers from 23 buying organisations attended as buyers, with 104 delegates from 79 companies as suppliers. Expected business generated from the event was lower than expected and we are working with partners to improve next year s results. We took part in Croydon s We Mean Business event, as well as the Gatwick Diamond Economic Growth Forum. OTHER LOCAL SUPPLY CHAIN PLANS We are actively promoting the importance of supporting our local economy with our first tier suppliers. In 2015 we included local economy and community issues in the screening and scoring methodology for Construction framework tenders. We are a signatory to the Crawley Developer and Partner Charter, run by Crawley Borough Council. This promotes the principles of sourcing locally, provision and support of local training and education, investment and development in the Crawley region, promotion of the good and sustainable businesses and encouragement of contractors and suppliers to commit to the same charter. LOCAL ECONOMY KPIS In 2015 we developed additional KPIs for our local economy contribution. Together with other new Decade of Change KPIs, these are reported in the overview tables on page

46 Transport 2015 PERFORMANCE Funding and plans for new Gatwick station agreed with Department for Transport, Network Rail and Govia Thameslink Railway; and site preparations scheduled for late 2016 New regional bus routes launched for West London and for Kent Enhanced collaboration with Highways England and contractors on roadworks and communications for passengers, airport staff and the general public Quality Service Measures (QSM) undertaken for most modes 43.6% 40.3m of passengers used public transport to Gatwick 2 NEW regional bus routes 40% OF STAFF COMMUTE BY PUBLIC TRANSPORT 2016 PRIORITIES Continue collaboration with transport partners to deliver the Airport Surface Access Strategy and action plans Staff travel survey and review of staff travel initiatives Continue developing airport electric vehicle strategy Full refresh of all staff and public travel leaflets planned for late 2016 Introduce QSM for rail 46

47 SURFACE ACCESS TO GATWICK AIRPORT Our aim is to ensure that Gatwick is well connected through a wide range of high quality transport links both locally and nationally. We aim to maximise the choice of travel options for passenger and staff access to the airport at times when they are required. With approximately 53 million passenger and staff journeys to and from the airport on an annual basis, the demand for travel to Gatwick is substantial. We estimate that this activity accounts for 30% of the airport s total carbon footprint (i.e. including indirect emissions). Increasing public transport mode share is key to reducing the carbon impact of surface transport as well as reducing congestion on surrounding roads. We work closely with local and national Government, transport operators and stakeholders to ensure that Gatwick has the best services and supporting infrastructure to reflect the needs of a growing international airport. WE ACHIEVED OUR 2020 DECADE OF CHANGE TARGET IN 2015 In 2015 we saw over 43% of our 40.3 million passengers consistently using rail, coach or bus services for their journey to and from Gatwick. The addition of platform 7 at the rail station in 2014 has enabled an increase in train services passing through Gatwick Airport which in turn has helped to maintain and grow the rail modal share as the airport s passengers passed 40 million in We have achieved our initial 2020 target for public transport use and we are now working towards our stretch target of 45% of passengers and staff using public transport by the time the airport reaches 45 million passengers per annum. 47

48 GATWICK RAILWAY STATION Following construction of the seventh rail platform in January 2014, an agreement was signed in 2015 with the Government, Department for Transport, Network Rail and Gatwick Airport to jointly fund the construction of a new rail station and concourse. The contract for design and construction has been awarded and early concept design work commenced. In 2016 this will be finalised and site mobilisation is due to commence by the end of the year. Gatwick supported Govia Thameslink Railway (GTR) s successful bid to operate Gatwick Express, Southern and Thameslink services. The new franchise places strong emphasis on the different needs of airport passengers, pledging new rolling stock on the Gatwick Express from early As part of the formal partnership agreement with GTR we are working together on joint initiatives in marketing, commercial and passenger experience, and to minimise disruption from engineering works. From January 2016, Oyster and contactless payments has been extended to Gatwick for the first time, creating a seamless travel experience for passengers from all over London. BUS/COACH SERVICES Terravision started operations from Gatwick to West London in October 2015; and a new National Express route to Kent launched in December 2015, the first direct public transport link to the county from Gatwick. Work continues with bus and coach companies to identify areas underserved by public transport and to launch new routes and services. STAFF TRAVEL Staff travel by public transport has continued to progress with ticketing data analysis showing that in 2015 around 40% of airport staff used public transport in their journey to work, with a broadly even modal share between rail and bus/coach. To facilitate further development of the staff travel programme, in 2016 we are conducting the quadrennial staff travel survey a year ahead of schedule, as part of the airport-wide employer survey scheduled for Summer The results of the staff travel survey will be announced at the Gatwick Transport Forum in October

49 CAR TRAVEL We continue to manage car parking capacity carefully in line with our S106 legal agreement with local authorities, and our capital investment plan. Refurbishment of multi-storey car park 6 is underway, including an innovative sustainability solution to collect and store rainwater run-off from the building s hard surfaces which in turn contributes to flood protection for the airport and surrounding roads. During 2015 we further strengthened collaboration with Highways England and its contractors to include regular consultation on all upcoming roadworks. As part of this, GAL managers have spent time onsite during overnight roadworks and communications teams from all parties are highly engaged to promote joined-up communications to passengers, airport staff and the general public. ELECTRIC VEHICLES We have also initiated dialogue with a number of electric vehicle companies to explore options for expanding electric vehicle usage both airside and landside. This includes preparations for an airside trial of electric vehicles with Virgin Atlantic, expected in Summer We are also consulting airport partners including airlines and ground handlers on incentives and timeframes for transitioning Gatwick to an all-electric airfield. OUR PLANS BY 2020 Full integration of smartcard ticketing on local bus and rail network A better and fully integrated rail station Further coach routes on priority corridors Further cycle facilities Incorporation of electric vehicles into taxi fleet 49

50 Biodiversity 2015 PERFORMANCE Gatwick retained the Wildlife Trusts Biodiversity Benchmark certification for 2015, rating highly in several criteria such as partnerships and management systems Gatwick s Honeybees were registered as a sentinal apiary, and Dormice were detected for the first time in Gatwick s woodlands Two ecology work experience placements and a university student ecology project completed during Summer, contributing to our ecological surveying 44 days of biodiversity 285 volunteers & 1,710 hours 12 Forest school days on-site volunteering 2016 PRIORITIES Deliver the same ecological surveys as in 2015 Maintain level and quality of work with Gatwick Greenspace Partnership Retain annual Biodiversity Benchmark certification 50

51 LOOKING AFTER OUR OUTSTANDING NATURAL BEAUTY Biodiversity is about promoting the variety of wild plant and animal species. Although Gatwick is a busy international airport you don t have to go far to find areas of Gatwick Airport s land containing woodland, grassland and hedgerows and all the plant and animal species that they contain including rare and protected species. Gatwick proactively manages these areas to maximise their biodiversity potential. In particular, we actively look after two key non-operational areas of Gatwick s landholding. One area is the North West Zone and River Mole and the other is land to the east of the Railway Line. These areas include meadows, scrub, ponds and woodlands. The land east of the railway land includes Horleyland Wood which is designated as ancient woodland and a Site of Nature Conservation Interest. Both areas total approximately 185 acres of land. In partnership with our landscape contractor and Gatwick Greenspace Partnership (GGP), part of Sussex Wildlife Trust, we have developed Biodiversity Action Plans for these two areas. These plans detail the species and habitat surveys and habitat management actions we are taking to enhance the biodiversity of these areas. Performance is reviewed regularly through our Environmental Management System (EMS) including internal auditing. In September 2015, we undertook recertification for the Wildlife Trusts Biodiversity Benchmark. The assessors report noted: Gatwick was extremely well prepared and were able to show the positive impact that they are making on their sites for biodiversity. The excellent Annual Report is comprehensive, open and transparent. The use of partnerships by GAL continues to be very strong. It is evident that all those involved remain enthusiastic and committed and this leads to excellent results on the ground. 51

52 CONSERVATION AND HABITAT MANAGEMENT: In 2015 we continued to actively maintain and enhance woodland, grassland and wetlands in our biodiversity action plan areas, and to further develop wildflower meadows in the land east of the railway line. We also continued to pay close attention to invasive species, with additional action scheduled for ECOLOGICAL MONITORING: Surveys conducted in 2015 in accordance with our survey plan included: Great Crested Newt surveys and counts, Dormouse box checks, bat activity surveying, reptile surveys, fungi forays, moth surveys, riverfly aquatic invertebrate surveys, and breeding bird surveys. EMPLOYEE AND COMMUNITY ENGAGEMENT: Our volunteering programme continues to grow, led by our part-time wildlife officer. During 2015 we delivered 44 days of direct activity onsite, comprising 31 days (some 1,710 hours) of corporate and community volunteering and 13 days of educational activity, which included: GAL staff volunteers and external business volunteers undertaking practical habitat management Gatwick Greenspace Partnership community volunteering tasks West Sussex County Council community group activities Forest School events with pupils from Meath Green Primary School, Horley Site tour for Sussex University conservation students, and support for Bumblebee Conservation Trust training day, and Gatwick Wildlife Recording day. 52

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57 Sustainability governance Our strategic priorities are embedded throughout the airport with a robust governance process, strong technical policies and an innovative employee engagement programme. Delivery against environmental targets are driven and monitored through our Managing Corporate Responsibility (MCR) group, which is chaired by our Head of Environment, Health and Safety. Progress in this area is then communicated across the Gatwick Executive Management Board and our Shareholder Board. Internally within Gatwick Airport Ltd, the Director of Corporate Affairs and Sustainability has overall responsibility for the delivery of the Decade of Change, and with Board membership, Corporate Responsibility and Sustainability continues to remain a Top 10 priority for the business. Our environmental management system (EMS) tracks progress against these targets and ensures that our approach meets the expectations of our stakeholders and regulators. As a result Gatwick is the largest UK airport to attain ISO certification the international environmental standard. In addition, a major success for the business was obtaining OHSAS certification. Both certifications demonstrate the company s commitment to implementing robust systems and controls for managing EHS risks, which are independently audited and verified for effectiveness. As a key priority for the business, all people leaders are expected to cascade the Decade of Change message to their teams throughout the business. The Decade of Change will only be truly effective if the entire airport community works together; everyone has a part to play. With our effective internal communications the Decade of Change features prominently in the staff magazine, on interactive question and answer sessions on Yammer and the Decade of Change is also a regular feature on the company intranet. Externally our commitment to sustainable development is also set out in our S106 Legal Agreement, signed in partnership with Crawley Borough Council (CBC) and West Sussex County Council (WSCC) in 2008 and extended in 2015 until the end of Performance against this agreement is governed and communicated through our S106 Steering Group, attended by both CBC and WSCC, and to our consultative committee, GATCOM. Sustainability governance Engagement Board of Directors Gatwick Airport Consultative Committee (GATCOM) Environmental Health Safety and Operational Resilience (EHSOR) Committee Executive Management Board Stakeholder Forums and Advisory Groups Managing Corporate Responsibility Committee S106 Steering Group Environmental Management System Decade of Change working group GAL Business Units and Airport Partners 57

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59 Aviation policy NATIONAL POLICY The UK aviation sector generates turnover of over 60 billon, supporting 961,000 UK jobs and contributing 52 billion to UK GDP. As a critical element of national infrastructure, we want to do all we can to help safeguard the future growth and development of our industry, whilst minimising the airport s environmental impact. The right public policy is crucial if we are to reach our full potential. We regularly undertake an active programme of engagement with ministers and senior officials of major Government Departments to communicate the issues that we face. We input to the policy process and provide required information to relevant Government departments. We continually engage with all levels of parliament and government to provide expert insight and enable solutions to the issues they face on both a short and long term basis. The Aviation Policy Framework was presented to Parliament in March 2013, a decade after the then previous Government s policy on aviation, the Air Transport White Paper. It is due to be updated in Many changes have taken place over that period, including greater competition between airlines and airports following the break-up of the BAA monopoly. What has remained the same however is the need to balance the benefits of aviation against local impacts, for example noise and air quality. The Government believes that aviation needs to grow, delivering the benefits essential to our economic wellbeing, whilst respecting the environment and protecting quality of life. The Aviation Policy Framework is underpinned by two core principles: Collaboration: By working together with industry, regulators, experts, local communities and others at all levels, it will be able to better identify workable solutions to the challenges and share the benefits of aviation in a fairer way than in the past. Transparency: To facilitate improved collaboration, it is crucial to have clear and independent information and processes in place. Those involved in and affected by aviation need to have a clearer understanding of the facts and the confidence that proportionate action will be taken at the international, national or local level. AIRPORTS COMMISSION The Airports Commission, chaired by Sir Howard Davies, was established by Government in September 2012 to identify the scale and timing of any requirement for additional airport capacity and to recommend options for delivering that capacity in the short, medium and long term. In the summer of 2015, the Airports Commission published its final report, recommending Heathrow as its preferred option for the next runway, subject to an extensive list of mitigating factors, but recognising Gatwick as a viable option. The Government made its initial response in December 2015, accepting the recommendation that one net new runway is needed in the South East of England by However, it determined that more work was required to assess the environmental impacts of each of the proposed solutions, and has pledged to make a final decision on where to place the new runway in the summer of The locations for the new runway under consideration by the Government are: at Gatwick Airport, a new runway spaced sufficiently south of the existing runway to permit full independent operation; at Heathrow Airport, a new runway constructed northwest of the existing airport at Heathrow Airport, an extension of the existing northern runway to the west, lengthening it and enabling it to operate as two separate runways. Gatwick believes it has the best proposal for a new runway that will deliver all the economic benefits of expansion at a fraction of the environmental costs. As such, the airport has continuously sought to make its case to local communities and policy-makers, as well as on the national stage through concerted media and political campaigns. Following shortlisting Gatwick carried out a public consultation during April and May A Report of Consultation was published in July 2014 which confirmed Gatwick s preference for a wide spaced runway of the type preferred by the Airports Commission. The proposers of the shortlisted schemes submitted scheme designs in May The Airports Commission undertook its own analysis of the shortlisted options and on 11 November 2014 launched a 12 week consultation on its analysis. The consultation ran for twelve weeks to 3 February If the Government decides to support development of a second runway at Gatwick as a Nationally Significant Infrastructure Project via a National Policy Statement, Gatwick could then announce its intention to apply for a Development Consent Order. Subject to obtaining consent, construction could commence in 2020 with the first phase opening in

60 Fly Quiet and Clean A PARTNERSHIP FOR SUCCESS Fly Quiet and Clean continues to be our framework unifying all of our noise initiatives. Coordination of Fly Quiet and Clean is undertaken by our Flight Performance Team, itself part of the Corporate Responsibility Team with Corporate Affairs and Sustainability. We report regularly to our Flight Operations Performance and Safety Committee, the Noise and Track Monitoring Advisory Group and to the Gatwick Airport Consultative Committee. The key components of Fly Quiet and Clean are: AIRPORT COLLABORATIVE DECISION MAKING (A-CDM) A-CDM reduces delays, increases the predictability of events during the progress of a flight and optimises airport capacity and resources. AIRSPACE DESIGN There is a need to upgrade our aviation infrastructure to modernise airspace structure, improve operational efficiency and environmental performance, minimise delays and deliver safety benefits. PERFORMANCE BASED NAVIGATION (PBN) PBN allows the implementation of airspace structures that take advantage of aircraft ability to fly more flexible, accurate, repeatable and therefore deterministic three dimensional flight paths using on-board equipment capabilities. It has variously been described as re-engineering the way we fly. AIRLINE COMMUNITY We engage with our airlines, as an essential part of our quiet and clean work, through our Flight Operations Performance and Safety Committee and on an individual basis to improve their adherence to our noise mitigation measures through collaborative working, and by sharing best practice. ENVIRONMENTAL NOISE DIRECTIVE NOISE ACTION PLAN (NAP) The NAP is an evolving five-year plan for how Gatwick manages noise and sets out how we manage noise not only on a day-to-day basis, but also in the medium and longer term. DEPARTURES AND ARRIVALS CODES OF PRACTICE The Departures and Arrivals Codes of Practice are collaborative initiatives driven by Sustainable Aviation and its member organisations. The Arrivals Code of Practice highlights continuous descent approach as the leading technique for reducing arrivals noise. The Departures Code of Practice covers aircraft operations at the airport terminal, aircraft taxi operations from runway to terminal, Continuous Climb Operations and A-CDM. QUIET AND CLEAN INNOVATION The Flight Performance Team consults regularly with an informal group of industry partners to inform and advise the airport in identifying and delivering potential solutions to noise and airspace matters. SUSTAINABLE AVIATION Sustainable Aviation is an essential link within our programme because of its reputation within the industry. Gatwick Airport has a seat on the Council of Sustainable Aviation and you can find out more about our collaborate work at THE FUTURE Technology is improving all the time and will, in time, further improve the impacts of the aviation industry. Advancements in aircraft design; the overall strategic UK and European wide airspace management, together with forward thinking within the aviation industry are all key components to the future of noise management for us. 60

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62 Our passenger commitments Gatwick wants to deliver the service you expect at every stage of the airport journey. Gatwick s ambition is to deliver the service you expect at every stage of the airport journey. Our drive to run a responsible airport starts with our passengers which is why we have developed our passenger commitments alongside everyone who works at the airport - airlines, handling agents and other service partners. We re all working hard every day to deliver the high standards across the airport which meets our passengers expectations. Our commitment to our passengers is quite simple: We ll treat you as our guest - we ll always try and offer you the very best possible airport experience or make it right if we don t; WE HATE QUEUES PASSENGER SERVICE Our passenger commitments offer the very best possible experience, keeping queues to a minimum and doing our best to get our passengers away on time - are embedded throughout our operations. In this section we go beneath the surface to expose the plans behind our commitments. s We hate queues - we know you do too, so Gatwick is working hard with our staff and airport partners to keep queues in all areas to a minimum; We love to be on time - we ll do our best to get you away on time. To find out more about our passenger commitments visit business-community/about-gatwick/ company-information/passengercommitments/ 62

63 WE LL TREAT YOU AS OUR GUEST TELL US WHAT YOU THINK AND WE LL ALWAYS LISTEN We value the views of our passengers. We listen to what they have to say and always respond promptly. Social media continues to be one of our key communications channels, with over 240,000 followers on Twitter and more than 100,000 Facebook fans. The number of complaints we received in 2015 increased by just 1% compared to 2014, while our compliments reduced by 14% for the same period. The main areas of complaint during 2015 included the special assistance service, security process and delays in the arrivals baggage service. However, the special assistance service also received a significant number of compliments, in some months more than the complaints received. CHAPLAINCY The Gatwick Chaplaincy aims to provide a chapel and resources for different faiths in both the North and South terminals: A place that is always open, affirming all the faiths at the airport. A place set apart for individual prayer and meditation. An oasis of tranquillity and quiet in the rush and stress of work and travel in today s hectic airport environment. A chaplain available for anyone - traveller or staff - facing emotional crisis who needs personal guidance and counselling. GATWICK CONNECTS Our new Gatwick Connect service is the innovative product changing relationships with airlines and meeting passengers needs as we adapt to new travel trends. Since it launched in May 2013, Gatwick Connect has changed the travel experience for connecting passengers. The first of its kind in a UK airport connecting flights from multiple airlines, perfect for leisure travellers, it s also the perfect service for suited savers business travellers. It means people have more reason to travel through Gatwick and we want to develop this so that passengers can be booked as one ticket. One of our key priorities is to treat you as our guest, if you fly in and you ve got a connecting flight we want to make your journey at Gatwick as easy as possible. GATWICK TRAVELCARE TravelCare is Gatwick s on airport charity dedicated to offering vital support to passengers and their families in the event of an emergency, major incident or crisis at the airport. Around 1300 clients with travel related problems were also helped by TravelCare in 2015 covering a wide range of issues including repatriation, missed flights and passport irregularities. IF YOU NEED EXTRA SUPPORT, WE LL BE THERE TO HELP Our passengers are all different and many require additional support while at the airport. We provide dedicated assistance lanes within Security areas and extra help on arrival, including pushchairs for young children. We re also committed to working with our airport partners to offer the very best possible experience from the moment you arrive at the airport to when you board your aircraft. 63

64 WE LL GIVE YOU THE RETAIL AND CATERING BRANDS YOU PREFER In the last year we have undertaken 62 major retail projects to develop both our existing outlets and to create new retail space to improve service and enhance choice. A further 33million has now been allocated to the next phase of retail developments across both of our terminals. The retail developments are completely aligned to the terminal developments more efficient check in processes have allowed us to move the security areas, which in turn allows us to develop more retail and catering space to improve the environment in which passengers can relax before their flight. Development is driven by both listening to customers and offering popular brands such as Wagamama, Pandora and Havaianas but also about delivering something new, different and exciting which our customers will not have seen before such as the Michelin star chef led Grain store and the world s first airport Gin distillery at the Nicholas Culpeper. While the customer sees our front of house developments, just as much work is going on behind the scenes. We re working on digital projects to improve our shopping services, our logistics operations has been revolutionised through the use of our centralised logistics centre and we have done extensive work on our environmental impact. Our retailers have helped us to achieve triple Carbon Trust Standard certifications for carbon, water and waste. Across the business, we reduced our absolute carbon by 10%, reduced our water use by 9.1% and we increased recycling and reuse rates to 49% in 2015, up from 40% the previous year. At the same time, we increased energy recovered from waste from 40% to 47% and diverted 100% of our airport waste from going to landfill. KEY HIGHLIGHTS OF 2015 Customer satisfaction remains at an all time high; 87% of customers rated our selection of Food & Beverage outlets as Excellent or Good with 84% of customers giving this score to our choice of Retail outlets saw several major developments in our range of food and beverage outlets. We are very proud to have opened the Michelin Star chef-led Grain Store Café & Bar in South Terminal and the world s first airport Gin Distillery at the Nicholas Culpeper in North Terminal. Wagamama opened restaurants in both terminals as a direct result of us listening to which brands our customers told us they would like to see at Gatwick. In South Terminal Wondertree opened in the Departure Lounge and Joe s Coffee House opened in addition to the new look and extended Costa Coffee in the Arrivals area. Significant work has taken place to improve the North Terminal Arrivals and Check-in areas which has seen a complete overhaul of the retail and catering outlets. As a part of improving passenger facilities in our piers and gate rooms we also opened a 3rd Pret a Manger on pier 6. OUTLOOK FOR 2016 We will continue to develop and improve our facilities in the coming year with a major focus on the North terminal departure lounge, a new retail development to further enhance South terminal and we will shortly welcome back Next to South Terminal. 64

65 WE RE MAKING IT QUICKER FOR YOU AT CHECK IN It s often a passenger s real first real experience of the airport so we re investing in technology that allows our airlines to speed up the process. We re also supporting the airlines who are increasing online and self-service check-in, together with enhancements and expansions to our baggage systems that facilitate earlier opening times, giving the passengers more options on when and how they want to check-in. We have introduced new ground handling licences that dictate passenger service levels for check-in and this has been supported by the installation of an electronic real time queue measurement system and specified service levels for all operators. As part of our North Terminal redevelopment, the new check-in area has 48 selfservice bag drop kiosks being used by easyjet together with 12 normal check-in desks. This zone creates the single largest self-bag drop installation in the world. A BETTER PASSENGER EXPERIENCE AT SECURITY 2015 saw the full implementation of GEN II Security technology in South Terminal with the realisation of the benefits this provides in terms of Security, Passenger Service and Staff Welfare. The phased opening of the same facilities in North Terminal will result in a World Class Security Operation across both Terminals. Gen II is a security searching and screening innovation that raises the bar in terms of technology and process. It offers passengers a seamless transition through the security search area, which enables us to deliver a safer, more professional passenger experience. Our customers are now able to spend more time with their families, catching-up on work or relaxing before boarding their flight. One of the most exciting aspects of Gen II is that we designed it based on feedback from our staff, making it a unique Gatwick innovation that benefits the people who work on it, and the passengers who use it. Implementation has confirmed the people and wellbeing benefits this technology enables as well as the enhanced Passenger experience it delivers. In wider Security operations two new (Northern and Southern) security gates are providing enhanced safety and security for the airport while at the same time facilitating a smooth and efficient entry onto the airfield for our stakeholders will see the completion of the 42.5m investment in North Terminal Security facilities alongside the wider North Terminal redevelopment programme. It s all part of our commitment to keep our passengers and staff, safe and secure, and to make Gatwick, London s airport of choice. 65

66 WE LL MAKE IT EASIER FOR YOU AT PASSPORT CONTROL It s also about improving your journey when flying into Gatwick. So we re working with Border Force to deliver a secure and efficient passport control and to help them achieve their national targets of 95% of EU passengers to be processed in under 25 minutes and 95% of non-eu passengers processed in under 45 minutes. All of these targets have been achieved consistently month on month for the last year. We are also working in partnership with Border Force to implement new systems and processes to make the journey through passport control even smoother. The 15 new generation 3 E-gates in North Terminal went live in March This has led to the total usage percentages being the highest they have ever been in both terminals An over 12s e-gate trial also started in March 2016 and Gatwick has been confirmed as leading the way in figures of year olds using the gates. Border Force previously launched a Registered Traveller pilot scheme which has now expanded to include eligible passengers from USA, Canada, Japan, Australia, New Zealand, Hong Kong, South Korea and Taiwan to use the UK/EEA channels at border control and don t need a landing card if you fly into Gatwick. Throughout 2015, the Border Security team worked alongside Border Force s Continuous Improvement Unit to increase efficiency and passenger experience at the border. Together, we improved wayfinding, enhanced E-gate technology, provided additional training to staff in the area and identified a number of longer term improvements which we will incorporate into any future redevelopment. At the start of 2015, we commenced the NT Immigration Redevelopment project. The project was split into 2 phases and will be complete by Summer In phase 1, we built a new watch house, adding 8 additional desks and approximately 100 square foot of additional queuing space. In phase 2, we have carried out some extensive redevelopment work of the area, installing 15 newgeneration 3 E-gates and creating more additional queuing space. Work is continuing with focus on improving the overall look and feel of the area. 66

67 GETTING AWAY ON TIME We continue to review airfield performance in real time and drive the necessary improvement actions and associated projects. To further enhance the performance of the airfield we have built a state of the art Airside Operations Centre and have brought representatives from our key airlines and third parties together there in order to create a closer and more collaborative working relationship. Our Airfield Performance transformation program, Airport Collaborative Decision Making (A-CDM 55) was successfully completed, with the airport being fully networked in November in STABLE OPERATIONS Stable Operations is a significant improvement over the prior practice of business continuity management at Gatwick. It will be an ongoing exercise in cross-functional and multi-stakeholder integration and continuous improvement, and as such it represents a significant new strategic element for Gatwick. The governance around stable operations plays a significant role in determining our success in delivering an operationally resilient airport. The objective is to deliver consistent, predictable, uninterrupted service to our airlines and passengers at all times. The first priority is to design out the potential for service loss or reduction, while the second priority is to enable the best service level possible during disruption. The methodology is based on applying the principles of resiliency to critical systems. This provides focus for capital expenditure to invest in existing systems to make them more robust and to enable them to recover quickly when failure does occur. 67

68 Our people As a major independent airport competing directly with Heathrow, Stansted, and other UK and European airports, we have established a management system that ensures we have the people, policies and processes to maximise the benefits of competition. The following pages include information on the improvements we continue to make with regard to our people, how we manage safety and security across the airport, how we procure goods and services and how we make sure that our investment programme is truly sustainable. INVESTORS IN PEOPLE We achieved Investors in People (IiP) Gold accreditation at the end of 2015, having previously been awarded the Core standard in ,000 businesses assessed in the UK hold the IiP accreditation and out of those only 7% (just over 1000) achieve the Gold standard. The assessor concluded that the employee experience at Gatwick is of the highest level and our people understand what Gatwick is about, feel a part of it, are engaged and motivated to do a great job and want to play a part in the Airport s success. The development of our people is key to our future success. We re building a world class team that will make sure we compete to become London s airport of choice. success of the business. A key focus for Gatwick is to deliver the best possible experience for our passengers and we continually develop our people so that they have the right skills and behaviours to ensure that each passenger has an enjoyable journey through the airport. RECRUITMENT The Company actively recruits internally, promoting the development and progression of the Company s employees and continuously focusses on improving its selection and recruitment processes both internally and externally. This year has seen the previously outsourced recruitment function being brought in house to ensure the highest standards. Wider campus recruitment is also being supported with the creation of the Resourcing Alliance. The Company has a range of equal opportunities policies in order to create and support a diverse workforce. It is the policy of the Company that no form of discrimination due to disability, race, sex or age should/ will exist in the workplace. Applications for employment by disabled persons are welcomed and fully considered against the needs of the role. In the event of employees becoming disabled, every effort is made to ensure that their employment with the Company continues and that appropriate reasonable adjustments and training are provided. All of our people have individual objectives that are aligned to our business priorities. Each employee can then clearly see how their role contributes to the 68

69 DEVELOPING OUR TALENT POOL In 2015 we continued our focus on developing our high potential individuals. We also launched our exciting new internal Leading Leaders programme for our operational leaders and re-launched the Engineering Graduate Programme PRIORITIES Pension ReviewFrontline Leaders Review Extend Leadership Programme Internal Resourcing Resilient community staffing - Creating a 3rd party labour hub Employment Strategy - Future readiness 69

70 GEN II Gatwick has seen exceptional passenger growth in the last five years, with passenger numbers increasing from 31 million in 2010 to over 40 million passing through our terminals in We are space constrained in our two terminal buildings, and significant change programme, both physical and organisational was needed that would increase passenger throughput, make working conditions better for our staff, whilst maintaining the highest levels of safety and security and delivering a great passenger experience. Key objectives of this programme included the introduction of enhanced equipment and processes to enable higher volumes of passengers to be processed whilst improving both the passenger and staff experience. With the introduction of this new equipment, we would be able to further improve the wellbeing of our staff due to improved ergonomics within the work area, thus reducing the occurrence of muscular skeletal disorders. From a performance perspective, we would be able to adopt a new culture across our two terminals due to better people leadership, arising from improved alignment between our Airport Security Officers and their line managers. We set ourselves challenging targets for the introduction of Gen II as this not only involved structural changes to our terminal infrastructure but also organisational change for our people. The construction timeline was from October 2014 to May 2015 for the South Terminal, and from May 2015 to June 2016 for the North Terminal. The people change elements which involved staff engagement and Trade Union Consultation began in October 2014 and is still ongoing as we review and refine our work. We wanted to construct a security environment that provides better spaces for both our staff and passengers. To do this we engaged our people fully throughout this process and embarked on a focused consultation and engagement programme throughout the planning and implementation phases, ensuring that everyone could be actively involved in decisions affecting them. Throughout this process we: Canvassed opinions on the physical areas that staff used to influence construction and improve wellbeing Developed a wellbeing programme and conducted surveys to measure wellbeing over time Developed a People Leadership Programme together with new rosters and job roles as well as aligning our Airport Security Officers into fixed teams, with a line manager. Developed a People Leadership programme that supports driving performance through our people and aligns to our values. South Terminal went live in May 2015 and North Terminal in February Two state-of-the-art security areas have been created which support the processes developed by our people. Our passengers are screened more quickly, we can process over 700 trays per hour compared to 180 prior to this programme. 70

71 KEY HIGHLIGHTS OF THE IMPLEMENTATION ON GEN II INCLUDE: Having in place a continuous wellbeing evaluation process. A comparison of the wellbeing results, which focused on areas such as job satisfaction and fatigue, showed a marked, positive difference for South Terminal vs North Terminal from May to November This included a significant decrease in incidents of muscular skeletal disorders. Improved career opportunities. Over 191 staff were successful in moving into new leadership positions within Security as part of their career progression. Our staff have clear channels of engagement with the management team and they see action being made; one example of this is the new security uniform, staff created their own working group and presented their own designs to management and held staff votes. Better spaces - our staff work in spaces, relax in crew rooms and wear uniforms that are designed by them. Improved roster our staff work rosters that have been influenced by them, furthermore independent advisors have ratified as improving their wellbeing. Our staff have fewer days off work and an improved relationship with their managers. A better passenger experience - the security area is a more pleasant and better designed space, through which passengers can move at their own pace. 71

72 A safe and secure airport SAFETY With around 40 million passengers using the airport every year, and in excess of 23,500 staff onsite, it is imperative that we maintain safe environment in all areas of the airport at all times. Our approach to safety is embedded throughout our business. We also work with our airport business partners to ensure that they too adopt a rigorous approach towards safety. This includes all companies operating here from construction to catering, and from handling agents to bus operators. We examine all issues from making sure our passengers and employees have a safe airport environment, to maintaining a strong approach to fire safety and through to ensuring that, as a business, we effectively mitigate and manage our operational and corporate risks. Gatwick continued to build on its Environmental, Health and Safety (EHS) Destination Zero Programme during The programme is designed to continually improve EHS for employees and third parties working at Gatwick with the ultimate goal of zero incidents. ACCREDITATIONS In 2015, Gatwick was recertified with the Sussex Wildlife Trust, Biodiversity Benchmark Award. We also received our third consecutive RoSPA Gold Awards for our continual improvements in Occupational Health and Health and Safety for both our Development and Operational teams also saw the recertification by externally appointed auditors to ISO and OHSAS In April 2016, Gatwick was awarded triple certification to the Carbon Trust Standard for achieving ongoing reductions in carbon emissions and water use, and improving waste management in In the same period, passenger numbers increased from 35.5 million at the end of 2013 to 40.3 million at the end of The Carbon Trust certifications also require robust Environmental Management policies, procedures and engagement practices. In the 5 years from FY2010/11 to FY 2015/16: 60% Fire evacuations impacting on passengers 44% Number of injuries sustained by Gatwick employees 71% Reduction of lost time injuries to Gatwick employees 56% Number of injuries sustained by Passengers 72

73 2015 PERFORMANCE Engagement and communication have been key to Gatwick s successes. Development of a Gatwick EHS specific App, Gatwick Visa, has been a springboard for the launch of a dedicated EHS e-learning offering. Our behavioural safety focus has been supported by the launch of monthly Hot topics and increased visibility of senior leaders through the introduction of layered audits. All Senior Leaders have also attended an IOSH accredited safety management training course in Gatwick has improved its performance on all 9 of its key EHS metrics in Stand out improvements include; reductions to passenger evacuations by 56% and staff lost time incidents down 55% including 12 consecutive months of zero recorded incidents in our Construction and Development teams. 73

74 Building a sustainable airport The effective and efficient delivery of our 1.4bn Capital Investment Programme (CIP) remained as one of our key strategic priorities during As our extended 7 year investment period evolves, we have continued to transform Gatwick throughout 2015, including increasing the capital programme with almost 190m. A number of crucial projects are drawing to a close and others handed over and now in operation; enhancing the Gatwick experience for passengers and airlines. The delivery of these projects continues to be reinforced by a robust emphasis on sustainability, safety and quality in construction by our delivery team and suppliers. In the initial stages of the extended CIP we have focused on continual improvement and execution of our processes and procedures around Sustainability, so we enhance our delivery and performance in this area. OUR PERFORMANCE IN 2015 All Projects delivered and initiated throughout 2015 were subject to our policies, procedures and standards relating to sustainable and efficient construction. Our performance has been audited against the requirements of ISO for Environment and for our Quality standards. At Gatwick our commitment is to enhance environmental performance and efficient delivery methods which we promote and follow through with our designers and project teams, encompassing Sustainability within all new building and refurbishment projects ACHIEVEMENTS Two audits of our construction performance were undertaken during 2015 as part of the continued ISO14001 certification of Gatwick s Environmental Management System. The Development team s compliance to their processes and procedures was also audited twice to ISO 9001, the Quality management standard. The Pier One project incorporates highly efficient technology through the use of LED lighting and a permanent magnet motors. Pier One will be in full operation in We incessantly strive for Zero Harm on all projects at Gatwick. The level of reportable accidents and Lost Time Incidents are well below that of the industry average and we are actively working with our contractors to improve it further CASE STUDIES LOCAL ECONOMY Balfour Beatty as Principle Contractor for the Northern Terminal Development Project recognised the opportunity for social, economic and environmental benefits through early engagement with the local supply chain and community. In 2015 Balfour Beatty launched their community investment programme Involved that focuses on three main areas; local employment and skills; local procurement and community engagement,with a clear emphasis on sourcing resources, suppliers and workforce locally. As a result of this engagement in 2015 Balfour Beatty were able to record 86% of their spend within 30 miles of Gatwick. Additionally Balfour Beatty increased their supply chain to contain 66% of spend with Small to Medium Enterprises (SME) via running events engagement and offering training workshops to these companies. LOCAL COMMUNITY Following completion of the Pier 5 reconfiguration project Gatwick and Carillion arranged for the donation/ relocation of temporary site cabins to Haywards Heath RFC, a local rugby club. This has provided much needed additional changing facilities for the youth teams. In addition to benefitting the local community, this was a prime example of applying the waste hierarchy through the direct re-use of the cabins. 74

75 SUSTAINABLE MATERIALS The replacement of the North Terminal IDL Roof provided opportunities for the use of more sustainable materials for the construction of the roof. The waterproofing product meets a number of environmental requirements, including a significant increase in recycled content with 25% of the polyester reinforcing fleece being made from recycled material. Moreover, the resin used within the waterproofing is sourced from tropical castor sugar, a renewable and sustainable material that has reduced reliance on non-renewable polluting alternatives. This was coupled with enhanced insulation offering a significantly lower U-Value of 0.14W/m2K, reducing energy consumption. Alongside adopting these sustainable construction materials Gatwick s Principal Contractor for the project, Mitie, has recycled over 400 tonnes of ballast during the course of the project PRIORITIES Following our performance on waste management in 2015, we will continue to monitor our performance against the targets for the re-use and recycling for each of our three waste streams, leaving the targets at existing levels. The South Terminal boiler decentralisation project has been approved, with the centralised boiler house is to be replaced with smaller load centres across the terminal. These new boilers will provide better control and are also significantly more energy efficient. The process of embedding Sustainability into the Scoping and Design stages of all projects at Gatwick will be firmly establish in

76 Responsible procurement OUR APPROACH Procurement plays a major role in delivering our Decade of Change strategy through the selection of suppliers from construction contractors, equipment and technology to expert consultants - who can help us to provide a responsible and sustainable airport. We are proactive in reviewing our procurement processes and initiatives to ensure we are continuously improving in our contribution to responsible procurement. From the outset of any project that requires the purchase of goods, services or know-how, we work with colleagues across the company on scope definition and pre-qualification processes to ensure that Gatwick obtains maximum value for money for quality products and services. Our relationship with strategic suppliers remains the cornerstone for achieving our ambition, strategic objectives and sustainability targets. Supplier engagement is emphasised in our Procurement policy and guidelines, and we provide a range of supplier engagement programmes, with a particular emphasis on local and regional suppliers. EHS considerations remain at the forefront of our process when it comes to procurement. We have revised and simplified our contract and tender documentation. In particular, we have refreshed the EHS sections to ensure synergy between our EHS targets and services delivered by our suppliers. Our new Approved Contractor List procedure also incorporates questionnaires and scrutiny on environmental issues. In line with our Decade of Change commitments we have increased our focus on use of renewable materials and reduction in waste generation. We continue to develop our Technical Standards to ensure opportunities to improve our sustainability performance is supported through best practice design and incorporation of latest technology. These opportunities are backed up by a detailed review of the whole life costs to demonstrate the efficiencies these will bring to the airport in the longer term. 76

77 SUPPORTING OUR LOCAL ECONOMY We have continued to grow our commitment to supporting the local economy year on year. In 2015, almost 30% of our 248m total procurement spend was with local and regional suppliers (East and West Sussex, Surrey and Kent), reflecting our active focus on improving opportunities for local business to supply to Gatwick (up from 23% the previous year). We support the local economy through our longstanding involvement in the Gatwick Diamond Meet the Buyers programme, where we engage with local and prospective businesses and educate on ways to do business at Gatwick. We have extended our support through attending many more workshops and regular attendance at networking events run by Gatwick Diamond (see the Local Economy section of this report). Three local suppliers were recognised in our 2015 annual supplier performance awards: Overall best supplier - Instalrite Design Value impactcategory - JLC Automation Services Ltd Productivity category- Kone Plc We also actively promote the importance of supporting our local economy with our first tier suppliers. For example, in 2015 we included local economy and community issues in the screening and scoring methodology for Construction and Civil and Mechanical Engineering framework tenders. We are a signatory to the Crawley Developer and Partner Charter, run by Crawley Borough Council. This promotes the principles of sourcing locally, provision and support of local training and education, investment and development in the Crawley region, promotion of the good and sustainable businesses and encouragement of contractors and suppliers to commit to the same charter PRIORITIES Continued support of the Meet the Buyer event Continued support and attendance at all additional local supplier initiatives, such as Understanding Airport Procurement workshop Promote and engage further with our Tier 1 suppliers on our Decade of Change goals and on ways to identify and maintain spend with local suppliers 77

78 Environmental performance indicators A summary of our Environmental performance data from 2010 to 2015 is presented here. Decade of Change targets are marked with data that has been externally verified are marked with Data boundary information is provided overleaf. More information about our performance can be found in the topic sections % Change Data Source Passengers 31,353,547 33,660,146 34,222,461 35,447,009 38,127,690 40,267,938 GAL Carbon Carbon scope 1 (tco 2 eq) 16,499 14,579 13,202 13,589 10,759 11, % RSK Carbon scope 2 (tco 2 eq) 79,106 54,902 48,867 45,791 48,711 44, % RSK Carbon scope 3 (tco 2 eq) 625, , , , , , % RSK Total Carbon emissions (tco 2 eq) 721, , , , , , % RSK Total Scope 1 and Scope 2 (tco2eq) 95,605 69,481 62,069 59,380 59,470 55, % RSK Scope 1 & 2 - Cumulative % change on 1990 baseline of 82,843.5 tco 2 e (%) Total Scope 1 & 2 per passenger (kg tco 2 eq) 15.40% % % % % % -- GAL % GAL Energy efficiency Total energy consumption (kwh) 237,955, ,443, ,459, ,423, ,885, ,138, % GAL Electricity - consumption (kwh) 162,621, ,234, ,798, ,934, ,607, ,848, % GAL Gas - consumption (kwh) 75,333,903 59,208,775 62,661,214 64,488,858 50,278,095 55,290, % GAL Total energy consumption - Cumulative % change on 1990 baseline of 240m kwh (%) GAL Total energy consumption per passenger (kwh) % GAL Renewable energy generated onsite (kwh) n/a n/a 54,555 52,338 55,758 53, % GAL % of total energy from renewable sources n/a n/a n/a 52.3% 74.8% 72.4% -3.21% GAL Water efficiency Water - consumption (m 3 ) 956, , , , , , % GAL Water consumption - Cumulative % change on 2010 baseline of 956,493 m 3 (%) -21.1% -24.8% -26.7% -31.5% -29.3% -- Water consumption per passenger (litres) % Materials waste management Total operational & commercial waste collected (tonnes) Operational & commercial waste recycled/ reused (%) Operational & commercial waste recovered for energy (%) 9,685 9,206 8,803 9,315 9,803 10, % GAL % GAL not known % GAL Operational & commercial untreated waste not known % GAL sent to landfill (%) 1 Operational & commercial untreated waste per passenger (kg) % GAL 1 The variation in landfill performance is due primarily to shifts in supply chain waste recovery capabilities including Category 1 airline waste-handling. This supply chain expanded between , experienced constraints in 2014 and then expanded again. New KPIs from Source Materials and waste management Construction waste from Development projects (tonnes) 2,372 GAL 78 Diversion from landfill (%) 97 GAL

79 % Change Data Source Air Quality Air Quality - Nitrogen Dioxide, NO 2 annual average at on-airfield site LGW3 (µgm -3 ) % Ricardo AEA Air Quality - Air Quality - PM 10 (VCM corrected) annual average at on-airfield site LGW3 (µgm -3 ) % Ricardo AEA Noise Percentage of Chapter 4 (or equivalent) aircraft (%) GAL Noise - track keeping (%) % GAL Noise - total noise infringements GAL Noise - daytime noise infringements GAL Noise - night-time noise infringements GAL Continuous Descent Operations (CDO) compliance (%) % GAL Public transport use Passenger public transport use (%) (combined rail, bus/coach use) % CAA New KPIs from Source Biodiversity Annual conservation actions completed % 88.2 GAL Annual conservation actions in progress % 11.8 GAL Surveys completed (total number of different surveys) 19.0 GAL Volunteering days undertaken (total number) by airport employees, community members and schools 44.0 Gatwick Greenspace Environment KPIs data verification: As in past years, Jacobs verified the accuracy and completeness of 2015 calendar year data presented in this report for Key Performance Indicators on Energy Efficiency, Water Efficiency, Materials Waste Management, Air Quality and Noise. The indicators for verification were selected by Gatwick Airport Limited (GAL). The data indicators that were verified by Jacobs are marked in the tables above. Jacobs verification statement is included at the end of this report. New KPIs: In 2015 we introduced additional KPIs, on Construction Waste Management, Biodiversity, Community and Local Economy. These KPIs are also reported here and overleaf. They will be included in the data verification of our next Decade of Change report. Environmental data boundaries: explanatory notes on the data boundaries for our Decade of Change environment targets and reporting is provided overleaf. 79

80 Local economy and Community performance indicators New KPIs from Source Local Economy Annual spend with local and regional suppliers (East & West Sussex, Surrey & Kent postcodes) 71.4m GAL Meet the Buyers - number of buyers attending 45 managers from 23 buying organisations GAL Meet the Buyers number of suppliers attending 104 delegates from 79 companies Total employed at Gatwick Airport full site 21,000 GAL GAL employees 2,704 GAL % GAL employees from local area (RH postcodes) 56% GAL Number of GAL graduates and apprentices 20 GAL Community Sponsorships: number of community events supported by Gatwick (includes non-profit, charitable and business events) 32 Nominated charity partners fundraising total Cancer Research UK 32,027 CR UK Chestnut Tree House 42,004 CTH TravelCare 23, TravelCare In-terminal passenger donations (paid in calendar year) 49,600 GAL Employee fund-raising and GAL match-funding for charities of employees own choice GAL match-funding 17,528 GAL Gatwick Pay as You Earn 11,218 GAL Gatwick s contribution to the independent Gatwick Airport Community Trust , , , , , ,000 Current accreditations and certifications 80

81 Environmental data boundary notes Carbon: Our Decade of Change target covers direct emissions (GHG Protocol Scope 1 and 2), i.e. emissions from GAL fuel and energy use. Indirect emissions, including airport third parties use of fuel and energy, travel by passengers and airport staff to the airport, and GAL business travel, are reported in Scope 3. Energy consumption: Our Decade of Change target covers energy consumption by GAL and 3rd parties that are supplied and invoiced from GAL electricity and networks; and renewable energy generated and consumed on site.this consumption includes most but not all large energy users (e.g. the Hilton Hotel is not included). This boundary facilitates airport-wide focus on energy efficiency. The GAL and third party breakdowns are reported in the Energy pages of our report. Renewable energy: Our Decade of Change target covers the percentage of total energy consumption (as defined in the Energy target boundary above) that is purchased from certified renewable sources or generated onsite. Water consumption: Our Decade of Change target covers water consumption by GAL and 3rd parties that are supplied from GAL owned water networks. This includes all water used within the Gatwick Airport site boundary for terminals, piers, offices, car parks, airfield and most but not all 3rd party facilities. Rain water harvested on site is not included. Operational & commercial waste: Our Decade of Change target covers operational and commercial waste for all facilities within the Gatwick Airport site boundary including offices, terminals, car parks, piers, airfield and some 3rd parties where the waste management of these facilities/companies is handled by GAL waste management contractor. Excluded facilities include construction projects within the Gatwick Airport boundary and some commercial arrangements with 3rd parties operating on Airport Estate. Construction waste: Data for construction waste tonnage and diversion from landfill is provided by contractors as part of contractual requirements. Data reported in 2015 is Development construction-only waste (i.e. excludes Development demolition and excavation; and refurbishment projects). In 2016 we are reviewing data collection and developing additional KPIs. 81

82 Verification Statement 2015 Jacobs has conducted an independent assurance review of selected information presented in Gatwick Airport Limited s (GAL s) Decade of Change 2015 Performance Report. The intended users of this statement are the readers of the Decade of Change Performance Report. RESPONSIBILITIES The information and presentation of data within the Decade of Change 2015 Performance Report are the responsibility of GAL. This statement is the responsibility of Jacobs and represents our independent opinion and is written to be read in its entirety by readers of the GAL Decade of Change 2015 Performance Report. SCOPE OF THE VERIFICATION Jacobs scope of work included the assurance of the accuracy and completeness of data presented in the Report in relation to the Key Performance Indicators listed below, for the calendar year These were selected by GAL and the following KPI s were verified: Total energy consumption (kwh) Electricity - consumption (kwh) Gas - consumption (kwh) Total energy consumption - Cumulative % change on 1990 baseline of 240m kwh (%) Total energy consumption per passenger (kwh) Renewable energy generated onsite (kwh) % of total energy from renewable sources Water - consumption (m 3 ) Water consumption - Cumulative % change on 2010 baseline of 956,493 m 3 (%) Water consumption per passenger (litres) Total operational & commercial waste collected (tonnes) Operational & commercial waste recycled/reused (%) Operational & commercial waste recovered for energy (%) Operational & commercial untreated waste sent to landfill (%) Operational & commercial untreated waste per passenger (kg) Air Quality - Nitrogen Dioxide, NO 2 annual average at on-airfield site LGW3 (ugm- 3 ) Air Quality - Air Quality - PM 10 (VCM corrected) annual average at on-airfield site LGW3 (ugm- 3 ) Percentage of Chapter 4 (or equivalent) aircraft (%) Noise - track keeping (%) Noise - total noise infringements Noise - daytime noise infringements Noise - night-time noise infringements Continuous Descent Operations (CDO) compliance (%) METHODOLOGY This assurance engagement was conducted between April-May 2016 via meetings, telephone discussions and correspondence with staff responsible for collating and reporting the data. We also reviewed supporting evidence and data collection systems to substantiate the data. The team performing the verification has the appropriate experience and competency to do so and other than providing verification of the GAL Annual Monitoring Report, are not working for GAL in any other capacity. Jacobs has a Quality Management System (QMS) which is certified to BS EN ISO

83 FINDINGS AND CONCLUSIONS The report provides an appropriate representation of GAL s 2015 environmental performance data within the scope of this assurance engagement. The Decade of Change Sustainability Strategy has received greater visibility within the business in 2015 and is now one of the four key agendas in the Managing Corporate Responsibility (MCR) meetings. These meetings are well attended by a range of staff across all business departments and levels including heads of departments and senior management team. In addition, a Decade of Change working group whose purpose is to improve transparency and coordination around key deliverables such as reporting, certification and initiatives was set up in September GAL has since completed a significant number of recommendations and suggestions put forward in last year s report. Some of the noteworthy improvements include: Improving monitoring and reporting of their progress against the targets set out in the Decade of Change through action plan trackers, working groups and reporting performance at monthly meetings which are attended by other functions of the business and the senior management team. Updating all ten of the Action Plan Actions which covers the following issues air quality, biodiversity, carbon, community, energy, local economy, noise, surface access, waste and water quality and consumption. Introducing additional reporting metrics such as onsite renewable energy generation, materials and waste management, biodiversity, local economy and community. Revising GAL s Decade of Change 2020 water targets target of 20% to a stretching target of 25% reduction in water use against the 2010 base line. Identifying further opportunities to reduce waste and increase recycling based on findings in the Waste Stream Analysis Audit completed in They are planning to install an integrated dryer and biomass boiler that can treat and process both CAT 1 ICW and general waste which will improve their recycling rates. Several recommendation and suggestions relating to the verification of the GAL Decade of Change 2013 and 2014 Performance report have now also been addressed. RECOMMENDATIONS FOR FUTURE REPORTS AND DECADE OF CHANGE STRATEGY It is recommended that GAL: Ascertains whether additional water consumption or quality KPI s can be reported e.g. Rainwater harvested; Reviews the KPI around noise standard in 2017 to include the new Chapter 14 noise standard; Develops a data collection procedure for noise and water and where possible, automate data collection to avoid manual entry. Jacobs, London, May

84 DECADE OF CHANGE Our journey to be the UK s most sustainable airport The publication of this report supports our Decade of Change. We ve used a 100% recycled paper and board. We ve also used a local design agency and a local printing firm to produce this report. GATWICK AIRPORT LIMITED Corporate Affairs and Sustainability 7th Floor Destinations Place Gatwick Airport West Sussex RH6 0NP E sustainability@gatwickairport.com twitter.com/gatwick_airport 84