Time to rethink ground handling
Transcription
Time to rethink ground handling
SCS GERMANY N E T W O R K K N O W- H O W When Swissport acquired Cargo Service Center last year it gained a company with an outstanding network of stations around the world – the power of which is nowhere better illustrated than in Germany. 2–3 International customer journal Swissport International Ltd., Issue 11, April 2003 AIRLINE PROCUREMENT ONLINE AUCTIONS British Airways recently invited suppliers to bid for its ground handling business at several stations in France using an online auction – a procurement tool the airline uses to rein in costs and add value to operations. 6–7 MAINTENANCE MAGIC TROUBLE-FREE GSE Despite the turbulence that has beset the industry, Swissport continues to position itself for a bright future thanks to careful planning in areas such as ground support equipment maintenance. 9 SWISSPORT PEOPLE THE OIL IN OUR MACHINE From Kenya to the Dominican Republic, Swissport’s outstanding employees around the world use their specialist skills to make a difference for customers every single day. 12 –13 VISION ■ Changing the ground handling model Time to rethink ground handling Providing the same high quality at lower and lower prices is a tough task to master. It is an issue on which airlines and ground handlers tend to have differing views, too. So, perhaps it is time to ask a few basic questions about major changes that might be needed. T H E C U R R E N T C R I S I S situation is only adding – and adding substantially – to the pressure being placed on ground handlers from all quarters. On the one side are the airlines who are now willing to embark on electronic auctions to negotiate their handling fees as low as they can go; on the other are the ground handlers who are striving to secure the critical mass they need to survive, while also seeking their own salvation through productivity increases and acquisitions (or both). It is a dangerous spiral and one that may end up inflicting severe damage to all concerned. When services are degraded to little more than commodities and financial results become the be-all and end-all of the business, we are entitled to wonder and worry just where our industry is heading. This is especially so in a service industry where success depends first and foremost on the extra efforts of frontline staff. So, instead of blaming one another and permanently locking horns over the cost / benefit equation, perhaps the parties involved should ask themselves some new questions: what services do we expect to obtain for a certain price? And what services are we able to offer for the price concerned? It is a crucial consideration: with financial resources clearly limited, it is even more vital to offer and obtain the right service package. That is why it can no longer be enough to simply demand the lowest price; asking for the best possible package for a particular amount could be a far more viable approach. After all, a youngster in a shop with a dollar in his hand must also decide how to spend his valuable but limited funds! In fact, some airlines are already going a step further and asking themselves an even more basic question: is it really worth doing so much ourselves? Would it not make more sense to entrust certain services to a specialist provider? The outsourcing issue is one that is sure to concern us increasingly over the coming months. Swissport welcomes all these new thoughts and trends; and we will be doing our utmost to provide innovative solutions in response. After all, a partnership approach to optimising our operations offers us all far better prospects than the current cost/benefit spiral and expectations that have become increasingly difficult to meet. So, let us use the present difficulties as an opportunity to ask new questions. And let’s work together to find the best answers – for everyone concerned. Stephan Beerli SWISSPORT CARGO SERVICES COUNTRY PORTRAIT ■ SCS Germany Network know-how whom we provide full document and physical handling services as well as distribution products throughout Europe for import and export cargo,” explains Toralf Sonntag, Station Manager, Frankfurt. In just four years, SCS has nearly trebled the amount of cargo handled at Frankfurt. However, from 1 April, the company will increase total volumes by a further 50 % when it begins handling Swiss WorldCargo. “To handle Swiss, we will increase our warehouse space from 6,000 square metres to 8,300 square metres and add 30 employees,” explains a delighted Sonntag. “Swiss fits very well in to our operation as we have a lot of experience with such a hub product.” Network integration When Swissport International acquired Cargo Service Center in October 2002, it gained a company with an outstanding network of stations around the world – the power of which is nowhere better illustrated than in Germany. IT HAS BEEN a roller coaster few years for Heath White, General Manager at Swissport Cargo Services (SCS) Germany, formerly Cargo Service Center. Since arriving in 1995, White has worked under four general managers as the handler developed from small beginnings into one with the strongest network of any operator in Germany. And now it is White’s turn in the hot seat. In January 2002, he took over as General Manager from previous incumbent and fellow Englishman, Paul Arnold. Some 14 months on, White leads a young, dynamic team of station managers with its sights set firmly on the next stage in the company’s development. Today, SCS operates a powerful network that allows White to crosssell services the length and breadth of the country. Currently, SCS provides terminal warehouse operations at nine airports: Berlin Tegel, Dresden, Düsseldorf, Frankfurt, Hamburg, Hanover, Munich, Nuremberg and Stuttgart. It also partners with airport companies at a further six, smaller locations: Bremen, Cologne, Dortmund, Leipzig, Munster/Osnabruck and Hahn. Carriers such as Austrian Airlines and KLM have already taken full advantage and turned to SCS at up to 15 locations. In addition, most customers have multi-station contracts, with all the associated benefits of simplified administration, a standard base of services and one point of contact. SCS handles close to 130,000 tonnes of cargo in Germany with Frankfurt, the company’s showcase station, accounting for roughly 40% of all revenue. “Every station contributes to the network’s overall strength, but Frankfurt is the absolute centre of our activity,” explains White. Currently, SCS handles close to 50,000 tonnes per year at Frankfurt, of which 15% is transit cargo. “Our customer base comprises 10 key flown and trucked cargo carriers for SCS has always adopted a flexible management structure with station managers working to a general service framework for basic contracting, but free to suit the product to the local market. This approach will continue as integration with new parent Swissport enters its final stages – a process made even more challenging by Swissport’s additional acquisition of the German ground handling business of Menzies (see Swissreporter, Issue 9) last year. This move added operations at 10 German airports – including three that were new to Swissport – as well as two specific cargo operations, in Hanover and Hamburg. For SCS, the incorporation does not add any new locations, but it does bring several important airline customers. White’s task is to bring the old Menzies stations on board and integrate the additional customers. T O R A L F S O N N TA G – S TAT I O N M A N A G E R , F R A N K F U R T K AY S C H WA R Z – S T A T I O N M A N A G E R , M U N I C H “We offer everything from planning complex distribution products for our largest customer, KLM, to simple acceptance products. Most importantly, we give our customers the flexibility, speed and care they require; quality is not just what we talk about, it is what we actually give. Unquestionably, there have been difficulties in arriving at the position we are in today, but we were strong enough to obtain operational stability and a solid customer base. Now we can continue investing in our position and good name.” “The Munich station has grown to become one of SCS’s top five stations in Germany. This has proved challenging, but we have won our fight to obtain all necessary licences. Today, we have direct ramp access and offer full physical and document handling from our 1,500-square-metre facility. In the spring, Lufthansa will open its new terminal, which will help Munich develop further as the airline’s second hub in Germany – a development that makes it even more crucial to keep in close contact with potential customers.” 2 Swissreporter – The Swissport customer journal ■ April 2003 SWISSPORT CARGO SERVICES Meanwhile, full integration of the former Menzies operations into Swissport Cargo Services Deutschland GmbH should be finished by 1 April. It is part of a wider reshuffle that will result in the amalgamation of all Swissport businesses in Germany and the neat packaging of passenger, operations, ramp, cargo and other related services into separate, limited companies. At Frankfurt, where the business is predominantly flown cargo, much is made of the need for direct ramp access to attract customers. Having begun operations off-airport, SCS moved three times before gaining the ramp access required to handle flown products. “By taking Swiss we know that our current building is where we will “Throughout our network, we work with a strong but highly flexible product at our core.” Heath White Flexibility White is now examining the opportunity to sell ramp, passenger and cargo operations as a package throughout Germany and elsewhere in Europe. Such creative selling will add to SCS’s reputation for flexibility, an important attribute that has helped the company secure a foothold in a challenging market. The situation is particularly interesting at larger airports such as Frankfurt and Munich where airport operators not only function as SCS’s main licencing contacts, but also the company’s chief competitors. spend at least our middle-term future at Frankfurt,” notes White. Although the current warehouse is in a constant process of change, White points out that SCS has kept to its original handling style, with the focus on operating a quick, efficient warehouse building. “We have not restricted ourselves with high-flown technical systems which would compromise our edge. Throughout our network, we work in the same way with a strong but highly flexible product at our core.” In Frankfurt, as elsewhere in the network, White is keen to attract additional key accounts. Already, J O H N B A I Z E – S TAT I O N M A N A G E R , S T U T T G A R T “SCS Stuttgart began life with a small operation that was limited by the airport’s monopoly on airfreight handling and space. However, with the implementation of EU handling liberalisation, we pursued all actions necessary to obtain our service licence and the space issue was finally resolved in June 2001 when we moved into a larger 1,000square-metre warehouse at the newly constructed Air Cargo Center. Today, after a difficult period for the whole industry, tonnage is building back to previous levels.” both Cathay Pacific and Korean Airlines have agreed to sample the SCS approach at seven stations across Germany. One important reason for their coming to SCS, says White, is that his team can deliver all the required IATA computer-messaging through an inhouse IT system, Cascade. “More and more carriers require realtime information on the status of their shipments,” explains White. “We are not only highly effective in our warehousing, but also in the transmission of information via SITA or the internet.” Meanwhile, in other initiatives, SCS has already developed a series of inhouse performance measurement tools and is now implementing the quality certification AHS 1000. “These efforts will be used to really bind us to customers and resolve any weaknesses in the handling chain,” explains White. “Above all, they help us to change.” Working with KLM has already allowed SCS to become experts in hub handling at Frankfurt and Hanover, while contracts with Austrian Airlines and Qatar Airways have enabled SCS to develop distribution products throughout Germany and Europe. OUR MAN IN GERMANY Having graduated from the UK’s Birmingham University with a degree in German and History, Heath White moved to Germany in 1992 and pursued a two-year Ausbildung, or apprenticeship, in economics. He subsequently landed a position performing documentation work at SCS’s Berlin operation, but was soon representing the company on a variety of domestic and overseas projects. When SCS changed from regional to country management in 1997, Heath was made Operations Manager, based in Berlin. In 2001, he was appointed acting General Manager and then given the position full time. Today, at just 33, Heath manages 260 people and oversees one of SCS’s most interesting and challenging operations. With an outstanding team in place, the SCS boss is clearly looking forward to the year ahead. “The most important thing I learnt in 2002 was how strongly bonded our Germany team is,” explains White. “We all stuck together during good times and bad, with everyone helping each other as a matter of course. “It was fascinating and so positive. I don’t know of any other company that works so well together.” Richard Rowe C O N TA C T Heath White General Manager, SCS Germany Gebäude 558 B Cargo City Süd Flughafen Frankfurt 60549 Frankfurt Germany Phone:+49 (0) 69 21 97 97 0 Fax: +49 (0) 69 21 97 97 99 [email protected] The Swissport customer journal ■ April 2003 – Swissreporter 3 GLOBAL GROUND HANDLER OF THE YEAR AVIATION ACCOLADE ■ Three in a row Swissport scoops industry Oscar After a challenging 12 months, Swissport is delighted to announce its success in winning the Institute of Transport Management’s Global Ground Handler of the Year Award 2003 – for the third time in a row. B Y T H E T I M E H O L LY W O O D announced this year’s Oscar winners, Swissport had already picked up a similarly prestigious award in its own highly specialised field. Starting the New Year as it left off, Swissport has won the Institute of Transport Management’s (ITM) prestigious Global Ground Handler of the Year Award for 2003. This follows similar success in 2001 and 2002. Piloted in 1995, the ITM’s award programme recognises important advances within the global aviation sector over the previous 12 months. Once again, Swissport scooped the number one spot only after an extensive research and selection pro- cess among the ITM’s many members in the aviation sector. Swissport faced not only strong competition from its ground handling competitors, but also a thorough examination by senior ITM managers. In particular, the judges focussed on four key areas: customer service, marketing, project management and investment. Sheedy points to Swissport’s vast experience in the industry and its continued intention to invest in and develop its international operation as key reasons for this latest award. “The awards committee was convinced of Swissport being the correct choice for this prestigious award,” he adds. Not surprisingly, Stephan Beerli, EVP, Swissport International, is delighted with the news. “Last year was “To win the award for a third time in a row proves that we definitely hold top spot in the industry.” as the ground handling industry continues its turbulent ride, Swissport remains steadfast in its commitment to groundbreaking customer service. “We should feel immense pride, but also be realistic,” warns Beerli. “We now have even more of an obligation to meet our customers’ requirements at all our stations, every day and on every single flight.” Now with the integration of CSC and the formation of Swissport Cargo Services almost complete, Swissport is better placed than ever to provide a full menu of ground solutions for airline customers. Carriers can benefit from a broader range of services across an even wider global network. According to Patrick Sheedy, Chairman of the ITM’s Aviation Committee, Swissport scored highly in each not an easy one for Swissport, so I consider it a particular achievement to win once again,” he comments. Beerli warmly congratulates Swissport’s more than 18,000 staff around the world, but also throws down an area, although special mention was also made of the outstanding customer service provided by staff around the world, as well as the excellent reputation of Swissport’s management teams. “You could say that the first time was lucky, while the second was a kind of confirmation,” adds Beerli. “But to win the award for a third time in a row proves that we definitely hold top spot in the industry.” additional challenge. “Winning an award is one thing, but to continue justifying it is entirely another,” he says. “We appreciate the contribution that our aviation manager members have made to the awards programme and endorse their selection of Swissport for this prestigious accolade,” says Sheedy. “It is a true reflection of the high esteem the company enjoys within the industry.” It was a year during which Swissport has achieved success through innovation. The handler has worked hard to develop flexible ground handling solutions for an airline industry that now more than ever demands higher quality services at lower cost from their ground handling partners. And 4 Swissreporter – The Swissport customer journal ■ April 2003 “If we fulfil our pledge to continue meeting our customers’ expectations in the best possible way, then we really will deserve the crown again and again.” Richard Rowe FROM THE TOP CEO COMMENT ■ Preparation pays dividends Rising to the challenge context. Carriers are taking action already, reducing their capacities to equip themselves to cope with a worst-case scenario. AS I WRITE these lines, the whole world is worried about what is happening in the Middle East and its impact on the global economy. The airline industry, again, seems to be particularly exposed in this With all the current uncertainties, it is all too easy to adopt a policy of defeatism and pessimistic passivity. We think, however, that critical situations like the one confronting our industry today should be considered as opportunities to secure our future success. Despite worries about the war and all the bad news surrounding the world of air transport, Swissport is preparing itself for the upcoming challenges of a once again growing industry. And we are doing so daily through a variety of activities. Those activities include assimilating the recently acquired cargo company CSC into the Swissport service portfolio, launching our franchising concept, expanding our network through our collaboration with Cambata in India, responding to airlines’ outsourcing enquiries, striving to create an even better and more professional sales organisation and much more. It is the kind of attitude and approach that we all need to adopt if we are to master the challenges of tomorrow and lay a sound foundation for our future success. That same approach may also be the reason Swissport has just been named best global ground handler for the third year in succession. Needless to say, we will carry on making every imaginable effort to secure our – and your – success. So, thank you for the confidence you have placed in us. We look forward to continuing to repay your trust in the months and years ahead. Joseph In Albon President & CEO Swissport International Ltd. I N N O VAT I O N FRANCHISING ■ Little and large Local strength, global support Franchising has become more and more of a topic for the ground handling sector and especially for smaller, local providers keen to secure a stronger regional, or even global, market presence. Swissport has devised a mouldbreaking new partnership model for this promising field. THE GROUND HANDLING sector has a variety of major changes and challenges ahead. Liberalisation, deregulation and consolidation are daily topics in many parts of the world. Airlines are under massive pressure to minimise their costs. In future, they are sure to want to rely even more heavily on bigger partners that can offer global solutions for their ground handling needs. So how can a small, local ground handler fit into this scheme? Or perhaps they can’t? It could be that extensive local knowledge and professional niche management is no longer enough to remain attractive and competitive in today’s ground handling market. Maybe their very survival in the medium term is under threat? The franchising system is simple enough, but is one that should help both parties reach their respective business goals. Smaller ground handlers will derive the full benefit of the brand and product profile, advertising, training resources, expertise, central support and management system of a global leader in the ground handling sector. Swissport is well aware of the changes the industry is going through. But our aim is to turn such changes to positive effect by promoting collaboration in a shared new direction. That’s why the group has developed a new franchising concept – an innovative approach that could prove excellent news for some smaller ground handlers. It could even help secure their longterm corporate futures. At the same time, however, they will continue to bear responsibility for their own operations and provide such services with that valuable local thrust. Swissport, on the other hand, will benefit from collaborating with professional local partners, expanding its own network while avoiding the kind of risky investment that is often required for a brand new “start-up” operation. It’s a win-win situation. And that’s why Swissport will approach a number of competent, smaller ground handlers over the next few months to discuss this new franchising-based partnership concept in more detail. All in all, we believe the new model is an excellent response to the challenges ahead, and one that skilfully combines two key ingredients in any successful business: local responsibility and strong global support. If you would like further details about Swissport’s new partnership concept, mail us at [email protected] Stephan Beerli The Swissport customer journal ■ April 2003 – Swissreporter 5 AIRLINE PROCUREMENT BRITISH AIRWAYS ■ Online auctions Handling under the hammer ✈ BA’s Darren Mayes and Jo Harvey. British Airways recently invited suppliers to bid for its ground handling business at several stations in France using an online auction – a valuable procurement tool used to rein in costs and add value to operations. S I N C E first introducing its eAuction procurement tool in 2001, British Airways (BA) has used the concept to buy a variety of goods and services including IT equipment, training modules and third-party fuelling contracts. The procurement solution – designed to identify the best value for money supplier – plays an important role as part of a wider strategic sourcing policy. BA reports savings of almost £5 million since eAuctions were first introduced. In February, BA extended the programme into ground handling for the first time when several pre-selected ground service providers, Swissport included, entered bids online to win the carrier’s business originally at three stations in France: Lyon, Tou- executive charged with identifying opportunities and working with buyers through the preparation stages of each eAuction. “If we can help suppliers understand what we are asking for upfront then that makes life a lot easier further down the line.” Darren Mayes louse and Bordeaux. However, following initial responses from prospective suppliers, the airline decided to proceed with an eAuction for services at just Lyon and Toulouse. Ambitious “Until now, BA had not performed anything as ambitious as an eAuction for ground handling,” explains Jo Harvey, Station Operations Sourcing Executive. “Ground handling is a notoriously complex business, so it was a real challenge.” Operating as part of a central sourcing team, Harvey has a broad procurement remit that covers most onairport goods and services. For this particular eAuction, Harvey worked closely with Darren Mayes, the BA 6 Swissreporter – The Swissport customer journal ■ April 2003 Understandably, ground service providers felt a little apprehensive taking part in an eAuction for the first time, reports BA. Such apprehension was based partly on the belief that this was just a way of being beaten down on price and partly the unfamiliar technology and the perceived impersonal nature of the process. To counter this, as with all eAuctions, BA conducted a mock auction ahead of the real thing to help familiarise suppliers with the process and technology. Harvey is quick to point out that eAuctions are just one of many sourcing tools available to BA and are only used when market conditions are right. In the case of ground handling, three criteria must be met before an eAuction is even considered: the market has to offer sufficient ground handling competition; BA has to be able to develop a clear specification for handlers; and the airline must be able to establish a pricing model for suppliers to bid against. If anything, says Mayes, it is a process that enhances rather than diminishes a supplier relationship.This is because of the reliance on transparency, thorough preparation and a rigorous follow-up procedure. ✈ Take the recent eAuction in France, for example, which saw intensive advance preparation. Harvey worked locally with station manager, Claude Hervault, to examine the market and pinpoint BA’s specific needs. During the review, Harvey pasted specific station requirements on to BA’s generic ground handling agreement to create a clear RFP for potential suppliers. “If we can help suppliers understand what we are asking for upfront then that makes life a lot easier further down the line,” explains Mayes. As with all eAuctions, interested suppliers were contacted and taken AIRLINE PROCUREMENT ✈ through the process step by step. The preparation included the issue of build-up sheets that outlined BA’s specifications for each station and enabled suppliers to consider their pricing strategy. “We stressed that handlers should think about their opening price and a walk away price,” explains Mayes. “The auction is about how close they get to that walk away – we are not looking for a ‘win at all costs’ bidding mentality.” Suppliers were asked to bid a per annum price for a total ground handling package over a fixed three-year period for the French stations. Those with an eye on offering services at multiple stations were also encouraged to provide details of any incentives available. Groundwork With all the groundwork performed beforehand, the eAuction itself only took around 30 minutes. Harvey admits it must have been a nervewracking experience for suppliers; during the online auction, each handler sees just its own bid on screen and a rank based on the lowest price. But with suppliers challenged to move closer to their walk away posi- tions, BA sees the process as a much easier and far quicker means of arriving at a market price rather than through more traditional methods of negotiation. for the follow-up, I don’t have to worry about price issues,” she confirms. “I must stress, however, that it is about the total cost of ownership and “The really positive thing to emerge is that when I go to those shortlisted suppliers for the follow-up, I don’t have to worry about price issues.” Jo Harvey Once the eAuction was finished, BA examined each bid together with returned build-up sheets to identify how each handler arrived at a price. This was followed by a thorough reassessment of BA’s most important non-financial criteria – such as service quality, existing working relationships and style of local management – in advance of follow-up meetings with the shortlisted handlers. not just the cheapest price – there is little point in buying the cheapest option if the quality is not there.” With discussions ongoing for the French stations, BA says it is too early to tell what cost savings have been achieved, but is confident that the eAuction process has identified “the market price”. The major benefit for Harvey at this point is that she already knows the financial position of each supplier and so can concentrate on the softer, quality issues during the follow-up stage. This is a procurement approach that, by definition, favours full service suppliers.“One of our strategic goals is to reduce our number of suppliers, so we are not looking for multiple suppliers for different ground handling services,” confirms Harvey. “For me, the really positive thing to emerge from the eAuction is that when I go to those shortlisted suppliers It is also a process that focuses the mind of all parties; handlers have to do more homework up front, while Harvey admits that the process of pulling together an RFP was even more thorough than before because of the need to be highly specific to facilitate the eAuction. While BA admits that handlers will take time to adjust to this method, the carrier remains convinced that auctions will not only foster best procurement practice but also allow it to work more closely, and productively, with preferred suppliers. “Holding an eAuction is just a way of achieving market price at a location rather than batting backwards and forwards on price,” comments Harvey. “I think it definitely helps in terms of building strategic partnerships.” BA plans to carefully assess the results of the inaugural ground handling eAuction before deciding on adopting a similar tact elsewhere. “This was our first eAuction for ground handling and we need to take away the learning from that,” says Harvey. “I found it a very interesting process and hope the suppliers enjoyed it. I would definitely use it again given the same criteria.” Richard Rowe The Swissport customer journal ■ April 2003 – Swissreporter 7 B U S I N E S S SDAEDVFE L O P M E N T SERVICE EXPANSION ■ ULD management Pooling resources Swissport recently became a majority shareholder in Unitpool, a Swiss company that offers a variety of ULD management services to airlines around the world. SWISSPORT CONFIRMED an agreement in March to provide ULD supply, management and pooling services together with fellow Swiss company, Unitpool. Under the agreement, Unitpool will retain its independence, but will look to establish close links throughout the Swissport station network. Unitpool is now in a strong position to accelerate its expansion by tapping into Swissport’s global reach, while Swissport is able to add comprehensive ULD management expertise to its service menu. “ULD operations are dependent on good performance by ground handling agents,” explains Philip Hill, Unitpool’s Managing Director and CEO. “By combining our efforts, we will be able to provide improved ULD services to all of our customers.” Unitpool was established in April 2002 following a management buyout Current customers include Air Europe, Sobelair, Aeris, Volare, SN Brussels Airlines, Euralair and, most recently, Aer Lingus. Now with Swissport on board, Unitpool plans to broaden its appeal and extend its global pool of ULDs. Together with Swissport, Unitpool is now the industry’s biggest name in ULD management. of the former SAir Group company Globepool. Since then, Unitpool has focussed on relieving the many ULDrelated headaches that plague airlines such as loss, theft, unnecessary damage and stock imbalances. divide by cooperating with all agents in an airline’s network.” Unitpool currently offers either a full service where it takes over an airline’s ULD supply, repair, control and “We look forward to working closely with Swissport and generating further global awareness of our services,” says Hill. Richard Rowe Y O U R C O N TA C T “ULD operations are dependent on good performance by ground handling agents.” The Unitpool approach is geared towards improving overall control, reducing loss and damage and managing station stocks. It also aims to reduce the overall stock of airline ULDs by operating a pooling system. “Airlines might contract globally with many different ground handling agents,” explains Hill. “However, we work across the ground handling tracking, or a management control only service. Unitpool also maintains global contracts for ULD repair. Already, says Hill, Unitpool has received enquiries from a variety of airlines, large and small. “The operations and the headaches are all the same – as are our solutions,” he says. Philip Hill Managing Director and CEO, Unitpool Steinackerstrasse 2 CH-8302 Kloten Phone: +41 43 255 4144 [email protected] IGHC SUN CITY OUT OF AFRICA ■ Meeting and greeting See you in South Africc a Swissport executives are looking forward to the IATA Ground Handling Council (IGHC) meeting in South Africa from 25 to 28 May. T H E A N N U A L I G H C meeting is a must for the ground handling community and this year’s event in Sun City promises to be no exception. Swissport plans to send a high-level delegation of top global managers who will be on hand to discuss ways in which Swissport can help customers achieve their ground service goals. It promises to be another busy meeting with much to discuss, including: 8 Swissreporter – The Swissport customer journal ■ April 2003 ■ An update on the integration of the former CSC into our new Swissport Cargo Services business line ■ Latest details on our network expansion and joint ventures ■ And, of course, important negoti- ations on a bilateral level ■ A variety of outsourcing possibil- ities for airline customers This year, Swissport will be present at exhibition booths Nos. C1–C6. ■ The new Swissport franchise part- nership programme and its benefits Stephan Beerli G S E M ASIA NDT FE N A N C E SUPPLY CHAIN ■ Performance management Trouble-free GSE Despite the turbulence that has beset the industry, Swissport continues to position itself for a bright future thanks to careful planning in areas such as ground support equipment (GSE) maintenance. E V E R W O N D E R how many ground support vehicles are not quite in tip-top shape at an airport? Ground handlers certainly know and the number is often higher than hoped. When Swissport took a look at various airports around the world recently, it was clear that many vehicles could benefit from additional maintenance to increase their serviceable life and overall reliability. Additional industry figures certainly suggest room for improvement – particularly when you consider that equipment failure between scheduled downtimes reduces the dispatch reliability of GSE, overall performance and, of course, return on investment. While performance and dependability may not necessarily top the priority charts like safety, ground Walk this way: Swissport’s new maintenance system allows the measurement of key performance indicators across its maintenance operations. We need the ability to forecast manpower requirements, schedule maintenance, analyse parts inventories, develop budgets, and gather historical information on each piece of equip- As Swissport continues to streamline and optimise its operations, knowledge management increasingly plays a key role in planning and execution. handlers surely tempt fate when they operate unreliable vehicles. It is crucial therefore that GSE owners and operators stick to maintenance schedules and recommended maintenance intervals to keep equipment up and running. Maintenance tracking The first maintenance tracking system I was exposed too was a box of index cards that my father-in-law kept in his one-man automobile repair shop. He was a passionate auto mechanic and was responsible for keeping his customers’ cars running safely. When I assisted him in his business, I came to appreciate the simple, but effective system. In today’s ramp environment, however, we manage more than just a small clientele of car owners. Similarly, a box of index cards is certainly not an adequate tool to manage the kind of large fleets of diversified equipment found on airport ramps today. ment in order to maintain the expected high standards. Promoting excellence As Swissport continues to streamline and optimise its operations, knowledge management increasingly plays a key role in planning and execution. Intelligent metrics in maintenance operations and asset performance are critical to ensure predictable and consistent overall operations. basis. Beyond using our preventive maintenance methods, this tool performs powerful duty cycle analysis enabling us to prevent unscheduled downtimes of our fleet. While it was a challenge to purchase the right system for our organisation, it didn’t necessarily have to be painful. By adopting a methodical approach we obtained the required product while avoiding costly extra features we didn’t expect to use. Of course, the new software would be worth little if our shop staff were not comfortable using it. As such, we also invested in many hours of training to ensure that our primary users understood the system and were fully comfortable with it. These people have now become our functional experts and are able to help out less frequent users. Customer benefits Enterprises today are focussed on operational and procedural efficiencies to make them more competitive and responsive across the board. Systems must address business needs both now and in the future, and be suitable for use not only within the organisation, but also together with partners and customers. With the implementation of our new maintenance system, Swissport International is one such enterprise that is confident of meeting the efficiency needs of customers worldwide. Mark Salathe With this in mind, our GSE maintenance bases in Basel, Geneva and New York have implemented an important maintenance tool thatprovides a powerful yet flexible knowledge management capability that enables us to measure Key Performance Indicators (KPIs) across our maintenance operations. We are now able to define and configure specific KPIs for different roles and locations, providing critical performance data on a “need to know” It is crucial that GSE owners and operators stick to maintenance schedules and recommended maintenance intervals to keep equipment up and running. The Swissport customer journal ■ April 2003 – Swissreporter 9 NETWORK Calcary Some of the more than 650 customers served by Swissport International around the world Adria Airways Aer Lingus Aero Lloyd Aeroflot Russian Intl. Airlines Aerolíneas Argentinas Aeromexico Air 2000 Air Algérie Air Canada Air China Air Europe Air France Air India Air Jamaica Ltd. Air Littoral Air Malta Air Mauritius Air Seychelles Air Tanzania Air Transat A.T. Inc. Alitalia All Nippon Airways America West Airlines Inc. American Airlines Inc. American Trans Air Inc. Anatolia Arizona Fueling Facilities Arkia Israeli Airlines Ltd. Asiana Airlines Atlas Air Inc. Austrian Airlines Avianca Avioimpex BAX Global Inc. Belair Airlines AG Biman Bangladesh Airlines Boston Fueling Corporation British Airways Cargolux Airlines International Cathay Pacific Airways China Airlines Ltd. China Eastern Airlines Condor Flugdienst GmbH Congo Airlines Continental Airlines Inc. Copa Airlines Croatia Airlines CSA – Czech Airlines Cyprus Airways Delta Air Lines Inc. DHL Worldwide Express EasyJet Switzerland S.A. Egyptair El Al Israel Airlines Ltd. Emery Worldwide Airlines Inc. Emirates Ethiopian Airlines Eva Airways Corporation Federal Express Corporation Finnair Fort Myers Fuel Committee Freebird Airlines A.S. Ghana Airways GOL Transportes Aéreos Gulf Air Iberia Icelandair Japan Airlines Co. Ltd. JAT – Jugoslav Airlines KLM Royal Dutch Airlines Korean Air KTHY – Kibris Türk Hava Yolari Kuwait Airways Lacsa LAN Chile S.A. Lauda Air Libyan Arab Airlines LOT – Polish Airlines S.A. LTU International Airways Lufthansa Maersk Air Malaysian Airline System Malev – Hungarian Airlines Martinair Holland MEA – Middle East Airlines Mesa Airlines Mexicana Airlines MNG Airlines Nippon Cargo Airlines North American Airlines Inc. Northwest Airlines Inc. Oakland Fuel Facilities Olympic Airways Orlando Sanford International Pegasus PIA – Pakistan Intern. Airlines Polar Qantas Airways Ltd. Qatar Airways Royal Air Maroc Royal Jordanian Saudi Arabian Airlines Scandinavian Airlines System Singapore Airlines Skymaster SN Brussels Airlines South African Airways Southwest Airlines Co Spanair S.A. SriLankan Airlines Ltd. Swiss International Air Lines Syrianair TACA International Airlines SA TAP – Air Portugal Tarom Thai Airways International Trans World Airlines Tunisair Turkish Airlines United Airlines United Parcel Service US Airways Varig – Brazilian Airlines Virgin Atlantic Airways Ltd. Virgin Express Volare Airlines SpA World Airways Inc. 10 Swissreporter – The Swissport customer journal ■ April 2003 NETWORK Latest contracts signed Atlanta JAL Basel Onur Air, Euro Ops / Euro Jet Berlin LTU, Air Transat Brussels China Southern Cargo Cancún Air 2000, Pace Airlines Cebu Peac, UPS Chicago Aer Lingus, Aeromexico, Air Jamaica, Apple Vacations Inc, TACA Frankfurt Air Transat, Northwest Airlines, Swiss Cargo Geneva Aer Lingus, Antinea Airlines, British Midland Regional, E.A.E. Malmö Aviation, Nordic Airlink, THAI Hanover Air Nostrum, Iberia Johannesburg Phoebus Apollo Las Vegas Omni Air International Liège TMA Cargo Lima Avianca London Swiss Cargo Los Angeles Aer Lingus Miami Alaska Airlines, Pan American Newark / EWR Active Aero, BAX Global New York / JFK Austrian Airlines, Ghana Airways, Malev, Pakistan Intl. Airlines, Universal Airways Puerto Plata Westjet Airlines Punta Cana Zoom Santo Domingo JetsGo São Paulo Aerosur, Lapa Seattle American Transair, Scandinavian Airlines System KEY FIGURES FOR 2003 SWISSPORT Number of customers Number of employees Number of airports Annual revenue (estimate) Metric tonnes handled Passengers handled per year over 650 over 18,000 over 150 USD 860,000,000 2,500,000 60,000,000 Thessaloniki British Royal Air Force Vienna Aer Lingus, Air Valee S.p.A., Iberia Washington / IAD Austrian Airlines, TACA Zürich Germanwings, Hahn Airlines, Volare The Swissport customer journal ■ April 2003 – Swissreporter 11 HUMAN RESOURCES PEOPLE ■ The oil in our machine So, you think you’ve got what it takes to become part of Swissport’s worldwide pool of talent? Here’s how two outstanding people use their skills to make a difference for customers every day. K E N YA PA U L R U N G U Crime busters As Swissport Kenya’s Security Manager at Nairobi’s Jomo Kenyatta International Airport, Paul Rungu oversees the largest team of security staff in the Swissport network. Paul is 41 years old, married, with three children. Brought up in rural Kenya, he graduated from Kenyatta University with a Bachelor of Education. Paul taught in a secondary school and then spent 11 years in the Kenyan police force prior to joining Swissport in 2000. “A serious security person is on duty 24 hours a day,” believes Paul. Here is a typical day at Nairobi International Airport: 6.30 am: Arrive at the airport and look through the security report book. Any incidents noted are followed up with the supervisor/ agents on duty 8.00 am: Visit the ramp area for the morning flights and oversee operations 11.00 am: Return to the office for administrative duties 2.00 pm: Back to the ramp area to direct operations for the afternoon 5.00 pm: Speak with duty staff about night operations. Impromptu personal visits to check the team guarding equipment overnight sometimes continue to 1.00 am It is a complex operation and Paul’s security team has already grown from 50 to 80 agents in three years. Prior to his arrival, damage to passengers’ property and pilferage from sort areas and aircraft holds was common at the airport, as was petty theft from the aircraft cabin itself. But Paul came to Swissport after 11 years in the Kenyan police force and knows crime prevention inside out: by the time Paul left the force he had risen to the rank of superintendent in charge of training at the CID headquarters in Nairobi. The combination of investigative, administrative and public relations skills that typify modern-day police work helped Paul adjust to life at Swissport. “That exposure has been key to my easy integration into the Swissport family,” he says. Nonetheless, Paul still had to adapt from a background in military train- “This meant dealing not only with local customers, but also international clients, which requires a very open mind to different ideas,” he adds. On arrival, Paul reorganised the security department, unified the work force and channelled the collective energy of the group towards creating a safer, more secure airport environment. Today, strict measures are in place to combat petty crime, including thorough body searches for all personnel allocated duties at certain points. Paul Rungu with Security Supervisor Josephine Wambua. 12 Swissreporter – The Swissport customer journal ■ April 2003 passenger and baggage screening takes place, while aircraft are guarded to the hilt and no unauthorised persons are allowed near them,” he explains. “We now have a highly motivated, disciplined and well-trained security team, which is the envy of many at the airport,” explains Paul. “What brings me great happiness is the fact that we have managed to bring theft and pilferage cases down to almost nil.” Of course, as terrible events in Mombassa last year demonstrated, the threat in Kenya and other parts of the world involves much more than just petty theft. “The fact that Kenya has been hit by international terrorists twice means that we have a very delicate and tough job to do,” admits Paul. “That’s why we don’t compromise on security matters.” FA S T FA C T Swissport security customers at Nairobi include South African Airways, British Airways, El Al, the British Royal Air Force, Alliance Express, SN Brussels Airlines and Swiss. ing to a civilian management role. While the government has beefed up airport security, Paul believes Swissport has made the airport airtight. “We ensure that 100 % Ready for action: Paul Rungu (centre) together with colleagues Francis Koimburi and Josephine Wambua. The hard work has definitely paid off and Paul is quick to congratulate his staff: “We can now boast a unified, committed team that is doing a really commendable job for all of our customers.” HUMAN RESOURCES DOMINICAN REPUBLIC HECTOR MERCEDES Cana – but is considered one of a kind. First, it is the only station in the Dominican Republic where Swissport provides a full menu of ground services that includes passenger, ramp and executive aviation handling. Plane sailing Most Swissport managers expect to oversee the handling of aircraft during their day-to-day work. For Hector Mercedes, however, this is only half the job: as Station Manager for Swissport Dominicana’s La Romana station, he is also in charge of a thriving cruise ship handling operation. Swissport has only operated at La Romana since November 2002, but Hector and his team have quickly built the largest handling operation at the airport, serving 80 % of all traffic. La Romana is Swissport’s fourth station on the island – after Santo Domingo, Puerto Plata and Punta “Being in charge of so many areas means that I have to be available the whole day,” comments Hector. But it is also a full service with a twist. What really makes La Romana unique is that Swissport is also the only company entrusted to provide full passenger and baggage handling for cruise ships at the nearby port. Airlines such as Condor operate fly-cruise packages, and Swissport coordinates all of the passenger and baggage handling between the air and seaports. On other occasions, however, there is no onward connection at the airport and Swissport operates as a 100% cruise ship handler – a non-aviation related service that is unique within the Swissport network. Work began with the cruise ships in December and Swissport handled more than 2,470 passengers in the first month. “We currently provide the service four days a week,” explains Hector. “The high season for cruises runs between the end of November through May.” Thanks to Swissport, passengers connecting from Condor flights enjoy a smooth journey from the airport – about 20 minutes drive by road – before sailing away on ships bearing evocative names such as Romantica and Millennium. La Romana is the only station in the Swissport network to also offer pure ship handling. For Hector, variety really is the spice of life and it is balancing the two operations, air and sea, that is perhaps the greatest challenge. “We meet the cruise ships and deliver passengers and their baggage from the pier to the airport and back again,” says Hector. Born in La Romana, 41-year-old Hector Mercedes is married and has three children. He entered the airline industry from college and worked for a local ground handling company at Punta Cana Airport. There, he rose to the post of sub-director in charge of GSE and ramp operations before joining Swissport. Here is a typical day combining air and sea handling operations: Swissport Dominicana’s 98-strong team run a tight ship whichever “port” they serve. “We need to keep the bags secure and coordinate the on-time arrival and departure of trucks from the port and the airport,” he explains. Of course, La Romana is not just about cruises and plenty of other airlines serve the airport, each transporting holidaymakers wishing to make the most of the island’s sunshine and beautiful beaches. “It is important that we honour the commitment that Swissport makes to all the airlines that we serve,” says Hector. Such airlines include AirTransat, Belair, Corsair, Air Canada, Lauda Air Italy, Skyservice, USA3000, Air Europa, Aeris, Britannia, JMC, MyTravel, Monarch, Air Europe, Ryan, Monarch and Eurofly. 6.00 am: Arrive at the port. Coordinate the secure movement of trucks and baggage, and ensure that the customs guard is present 8.30 am: Arrive at the airport. Work through the executive aviation area checking the logbook and verifying staff numbers for the morning shift 11.30 am: Administration, then oversee handling of passengers from the pier and collection of baggage for Condor check-in 2.30 pm: Visit maintenance area to check status of all GSE 3.30 pm – 6.30 pm: Oversee operations on the ramp and ensure arrangements are in place for transport to the waiting cruise ships 7.00 pm: Final administrative duties and return home close to midnight C O N TA C T For more information about joining the Swissport team worldwide, contact: Peter Graf Vice President Human Resources P.O. Box CH-8058 Zürich-Airport Phone: +41 1 812 87 27 [email protected] Richard Rowe The Swissport customer journal ■ April 2003 – Swissreporter 13 SWISS DIVISION HOME FRONT ■ Zürich, Geneva and Basel Swissport Switzerland at work performance of handling services via a variety of IT systems does not just impact on passenger services; it poses quite a challenge for Zürich’s load control operations, too. And innovative solutions are being devised in response. Our Swiss division now has its own page in Swissreporter to update readers on all the latest news and developments from the largest national organisation within the Swissport International Group. ■ SWISSPORT SWITZERLAND All together now Swissport Switzerland – the amalgamation of our three stations in Basel, Geneva and Zürich – has now become a reality, even if the foundation of an “AG” Swiss joint-stock company has been postponed. Following our coming together,several working groups are now exploring ways to exploit the synergies available in our various marketing, finance, IT, HR and training units to ensure that we provide such services faster, more efficiently and even more cost-effectively. ■ ZÜRICH Zürich’s centralised load control Swissport Zürich has discovered that the ability of CUTE to allow the Lufthansa, for example, introduced new centralised load control from Frankfurt via its Lufthansa Load Control System on 8 January – the day the airline’s check-in also switched to the Starcheck system. The centralised solution has already been successfully pioneered at Frankfurt and Düsseldorf and we are proud that Zürich has become the first non-German Lufthansa station to adopt this centralised load control procedure. Under the new arrangement, all basic data on the flights is stored in the Lufthansa weight and balance system. The relevant cargo, passenger and baggage data is also processed in Frankfurt, with the responsible coordinator at the aircraft confirming to Frankfurt what has actually been loaded. Frankfurt then transmits the ACARS load sheet directly to the cockpit crew. Swissport. The “simple” procedure had a few snags to be ironed out, as discovered following implementation. The arrangement also demands extreme flexibility from our staff who no longer have all the data in their own hands, but are now reliant to some extent on other parties. We are confident, however, that the new arrangement not only meets a customer demand, but also helps us perform our work more efficiently. Pushback milestone The date 15 November marked a milestone in the Zürich station operations when, at 12.30 pm, a Malaysian Airlines Boeing 777 became the first aircraft to be pushed back from its stand by a Swissport Zürich pushback tractor. Previously, this service was only provided by SR Technics. Extensive preparations were conducted in advance of the new operation, especially in the training of our pushback drivers. Having completed six weeks of theoretical and practical instruction in Basel (by Swissport Basel) and Zürich, our drivers are now applying what they learnt to ensure operations are as smooth and safe as possible. The full operation started on 1 January and 47 airlines are currently under contract to be pushed back by Swissport at Zürich. A lot of our customers are still parked on remote stands where pushback is not needed, but this will, of course, change with the opening of the new Midfield Terminal. Today’s situation means that we only have an average of 40 pushbacks per day. First experience shows that the efforts we put in training and equipment have paid off and a reliable and efficient organisation handles our customers’ precious aircraft. This new pushback service adds a further component to the full range of ground handling products offered to our airline customers in Zürich. ■ BASEL Swissport Basel is pleased to announce: The cutover on 8 January went smoothly thanks to a preparation phase that saw a true collaborative effort between all parties involved: Lufthansa, Sita, EDS, Airport Authority Unique and ■ The signing of new handling contracts with Air2000 and InterSky ■ The extension of our present contract with Hapag Lloyd for an additional two and a half years S W I S S P O R T S W I T Z E R L A N D FA C T S & F I G U R E S 2001 Personnel (incl. temp staff) per Nov 02 Departure production Departed passenger production Customer airlines 39,347 BASEL 2002 GENEVA 2001 2002 ZÜRICH 2001 2002 580 958 2,089 34,401 43,200 41,400 125,286 110,823 1,224,600 1,046,204 2,400,000 2,200,000 9,439,079 7,807,330 29 42 69 14 Swissreporter – The Swissport customer journal ■ April 2003 ■ The return of Korean Air Cargo with one weekly full-freighter service Roland Etter, Roland Breitler Martin Brügger INTERVIEW: EUROPEAN COMMISSION GROUND HANDLING DIRECTIVE ■ First report card stakeholders felt it was appropriate and timely to undertake a survey some years after the coming into effect of the Directive; and, second, they praised the consultant for the high quality and the accuracy of the study. UK consultant SH&E recently completed a study reviewing the impact of the European Commission (EC) Directive on ground handling at European airports. The study involved visits to stakeholders at 33 airports as well as a postal survey conducted with a further 48 airports. Swissreporter asked Roderic van Voorst from the EC (DG Transport and Energy) Airport Policy and Security Unit about its findings. Swissreporter: Please explain why the EC undertook this first report on the impact of the Directive. Roderic van Voorst: Article 22 of the EC Directive on ground handling (Council Directive 96/67/EC on access to the ground handling market at Community airports) requires that the Commission draw up a report on the implementation of the Directive a number of years after its coming into effect, and that this report be accompanied by proposals for revision. The study enables the Commission to draw up that report. Who was involved in the review and how well was it received? SH&E met with representatives of the airport operator, the Airport Users’ Committee, the Airport Operators’ Committee, independent handlers and self-handling airlines. At several airports, the consultant also met with worker representatives. I would say it was welcomed positively, and for two reasons: first, And how did the stakeholders provide input? Stakeholders, as well as Member States’ authorities, contributed by some movement towards consolidation among handlers, have also had a significant impact on quality and price. Does the study highlight Member States where liberalisation has either gone too far or not nearly far enough? Rather than singling out particular countries or markets, the study finds that in those places / airports where “Stakeholders felt it was appropriate and timely to undertake a survey some years after the coming into effect of the Directive.” providing SH&E with all the information necessary to assemble the relevant data and facts.This was done through questionnaires and face-toface interviews. Also, the Commission organised an in-between meeting with SH&E and stakeholders to provide an opportunity to comment on interim results reflected in a draft final report and to provide the consultant with corrections and additional information. What were the key findings of the review? The main findings are that, in general, airport users (i. e. airlines) have noticed an improvement in the provision of ground handling services since the introduction of the Directive in terms of quality and especially price. However, it is viewed that it is not just the Directive that has brought about changes in the ground handling market. Changes in the industry and the market itself, such as continuous cost cutting of airlines and EDITOR’S NOTE The full report and appendices submitted by SH&E can be found at: http://europa.eu.int/comm/transport/air/index_en.htm Click on: The functioning of the air transport market Then click on: Proposals, studies and reports liberalisation has taken place gradually and in full compliance with the Directive, the effects have been the healthiest. been the losers in the liberalisation process as their existing monopolies were most affected. The airlines and also the handlers, however, are very positive. As far as the Commission is concerned, the main objective of the Directive i. e. gradual liberalisation has certainly been met. The findings, which follow an extensive survey among all stakeholders, confirm this. Certainly, there is always room for improvement and the Commission services will instigate the necessary preparations for this. What happens now in terms of future action and policy decisions? The Commission services will prepare the report and a proposal for a revision of the Directive. Before doing so, it is likely that a consultation paper will be discussed with Member “As far as the Commission is concerned, the main objective of the Directive i. e. gradual liberalisation has certainly been met.” On a more cautious note, it was found that at airports where the ground handling markets have been completely opened (at the initiative of Member States and/or airports themselves) such as at the large UK airports and Amsterdam Schiphol, there has been a sudden rise in service providers, hence a drop in prices, but also in quality. Then, over time and after a “shake-out”, the situation became balanced again. States and stakeholders first, so as to test the Commission’s ideas for amending the Directive. Interview: Richard Rowe Also, some Member States have been reluctant to fully and faithfully transpose the Directive into their national legislation and as a result liberalisation in these Member States is limited. With regard to these countries, the Commission is forced to take legal action. To your mind, how successful has liberalisation of ground handling services been in Europe? We should bear in mind that any negative comments have come mainly from the airports, which may have The Swissport customer journal ■ April 2003 – Swissreporter 15 I N D U S T R Y SDA ED VF ELOPMENTS COMMON GOALS ■ Global voice for handlers The IAHA is (re)born After several rounds of meetings over recent months, the independent ground handling community now has a new vehicle for highlighting industry concerns and pursuing best practice. T H E I N T E R N AT I O N A L Aviation Handlers’ Association (IAHA) is up and running. The new organisation is the successor to the Independent Aircraft Handling Association, but promises to be a more dynamic and broader-based body. Its formation is based on the firm objective of highlighting key industry issues and helping drive our sector towards the best possible solutions. IAHA WORKING GROUPS Several IAHA working groups have already been formed, each with a responsible board member and chairman. The working groups cover some of the key issues facing the ground handling industry today and include: The new IAHA is the product of several meetings over the last few months in which key players in the ground handling industry have sat together to determine where the sector is heading and how they could Membership of the new IAHA is open to any ground handlers around the world that are not owned or controlled by an airline or an airport. ■ Providing a forum for exchanging views and concerns ■ Developing industry-wide standards and solutions ■ Cultivating contacts with other associations ■ Training its members to further raise the industry’s professional standards IAHA aims to put a special focus on the needs of independent ground handling companies. ■ Legal and insurance issues ■ IT developments ■ Regulatory issues ■ Health and safety, environment, security and training ■ Service level agreements, benchmarking ■ Cargo create an industry-wide organisation to represent their interests and concerns. In doing so, the IAHA aims to put a special focus on the needs of independent ground handling companies. But that’s not all. Further aims of the new IAHA include: ■ Representing the ground handling industry in the world air transport and airport sectors Membership of the new IAHA is open to any ground handlers around the world that are not owned or controlled by an airline or an airport. The new IAHA was officially launched during Ground Handling International magazine’s conference in Rome last November. Over 30 well-respected industry players have so far signed up as members, including the ground handlers’ associations in the US and the Middle East. The IAHA board has already been established and comprises a broad base of senior members representing ground handling companies from the US, Europe and the Middle East. In addition, IAHA has also established several key working groups, which means that the association is now fully functional and ready to begin its work. Current plans call for two general meetings a year together with regular communications to all members. The IAHA is keen to emphasise, however, that it has no intention of violating any anti-trust legislation or engaging in any anti-competitive activities. For further details and information on how to join, please visit the organisation’s website at www.iaha.info Stephan Beerli W W W. I A H A . I N F O 16 Swissreporter – The Swissport customer journal ■ April 2003 SWISSPORT WORLDWIDE Network News and Views ■ SWISSPORT EUROPE European management changes John Mc Donagh will succeed JeanDidier Savioz as Head of Division Europe from 1 April. Mc Donagh, John Mc Donagh former CEO of Cargo Service Center and currently Head of Swissport’s cargo operations, will be responsible for all European operations from his base in Frankfurt. He will be supported by Michel F. Jansen as the new CFO Europe. Meanwhile, Jean-Didier Savioz moves to Nice to assume overall responsibility for all of the Swissport Group’s French operations. To complete the picture, Georges Peter, who is currently in charge of Swissport France, will take on new duties when he moves to Crete to lead Swissport Hellas South. Elsewhere, a new management team assumed responsibility for Swissport Germany on 1 January. Hans-Ruedi Moser left Havas in Turkey to take up new duties as General Manager Passenger/Ramp Handling in addition to taking on the role of interim Manager at Swissport Germany’s Düsseldorf headquarters. The Havas Board of Directors has appointed Cüneyd Sen as the company’s new General Manager. Meanwhile,Swissport Germany’s overall cargo activities are now led by former CSC manager Heath White as President and interim CEO (see full report on page two). Overall responsibility for Swissport’s cargo activities remains with Dr. Ludwig Bertsch, who, as Executive Vice President Corporate Services, is also in charge of the group’s various corporate services units. In addition to his regional and local cargo managers, Bertsch will in future be further supported by two dedicated key account managers. Swissport also continues to assess candidates for the position of CEO in Germany following the departure of Thomas Neff to take up an executive management post at a Swiss public transport company. Finally, Paul Arnold, former Country Head of CSC, has been designated CEO of Swissport UK with overall responsibility for both cargo and passenger handling, effective 1 June. Former CEO Mike Maguire will take over new assignments within Swissport International. After nearly three years of working together, the two boards of directors have decided not to prolong the cooperation and terminated the existing agreement, effective 1 February. Claude Badan, currently General Manager and the representative of Swissport, will remain in the country for two months to cover the busy Hajj period and to ensure a smooth hand over. Swissport Germany continues to test the new ramp communications unit. ■ MEXICO Claude Badan Mexican inroads ■ GERMANY Wireless communication Swissport Germany is busy testing a cordless headset for communication between ground, cockpit and tow truck during pushback and engine start – the first use of such equipment in Europe. The headset is a noise-compensated heavy-duty communication unit. This kind of cordless equipment gives ramp agents greater flexibility, not least because they are able to move around the aircraft or in the office without the limitation of a cable. In 2002, Swissport Mexico made great strides towards reaching its goal of market leadership in the country. Thanks to outstanding teamwork and forging strong relationships with current and potential customers, Swissport Mexico’s customer portfolio increased 87% in the second half of 2002. In the period July – December 2002, Swissport Mexico picked up a variety of important customers, including Lauda Air, Eurofly, Lloyd Aero Boliviano, KLM, Belair and Air2000. Judging from customer feedback, Swissport Mexico is now really reaching the desired quality levels. Stephan Beerli ■ SAUDI ARABIA Swissport and NFS part ways Hans-Ruedi Moser involved jointly exploring further business opportunities at three stations in Saudi Arabia. Since April 2000, Swissport International and Saudi-based Makshaff Services have enjoyed close levels of cooperation. Much of this centred on a management agreement with National Flight Service (NFS) that Station Manager Irene Grell admits that her colleagues even think she has attached her beauty case to the aircraft – as this is what the equipment resembles! Once she has retrieved her belongings, Irene will be more than happy to provide information on the equipment to interested parties at other stations (contact: [email protected]). “We would like to communicate that after initiation of our handling operations with Swissport we have seen excellent results,” reports Iberia’s Station Manager in Cancún. Irene Grell Silvia Fernández Da Silva “Swissport provides services with characteristics of security and quality which have never been provided to us by another company.” The Swissport customer journal ■ April 2003 – Swissreporter 17 SWISSPORT WORLDWIDE ■ S PA I N ✈ The Geneva Airport fire brigade welcomed the victors home with a special fire hose salute on 8 March. Avanza salutes Swissport Spain The Avanza Business & Communication Group has granted Swissport Handling S.A. Spain its Avanza Quality Award in the Category Gold. Swissport was extremely proud to handle the Malaysia Airlines B747 that brought the team back from Auckland via Kuala Lumpur. Beat Ruchti ■ C U S T O M E R C O N TA C T New sales structure The Avanza Award acknowledges Swissport Spain’s continuous effort towards quality, leadership and technological innovation. María Luz Doce As part of an ongoing endeavour to enhance contacts with customers, Swissport plans to introduce a new sales organisation on 1 April. Under the new concept, local Station and Country Managers will also assume commercial responsibilities, assisted in their duties by an eight-strong specialist Global Sales Team. The eight new Sales Directors, who will report directly to their divisional heads, will also be involved in global key account management and in further enhancing sales activities all over the world. ■ PERSONNEL New VP for IT Management Joachim Aschoff has joined Swissport International as the group’s new VP IT Management. The 38year-old Aschoff has spent more than a dozen years in the airline and travel industries and worked The new Global Sales Team will be led and coordinated by Tony Ivey from his Washington base. Stephan Beerli remains Executive Vice President Sales & Marketing, based in Zürich. At the same time and with immediate effect, Dirk Jan de Roo, former COO of CSC, will take over the responsibility for all operational issues (including quality) as Vice President based in Zürich. Joachim Aschoff with high-profile organisations such as Lufthansa, General Electric and Swissair. “My aim at Swissport is to help the group reach cost transparency as well as develop and implement a companywide IT strategy,” he explained. Stephan Beerli ■ G E N E VA Congratulations Alinghi The success of Swiss challenger Alinghi in The America’s Cup saw the prestigious sailing trophy return to Europe for the first time in 150 years! News Ticker ✈ AWA R D S DOMINICAN REPUBLIC Britannia Airlines has awarded its 2002 On Time Performance Award to Swissport’s Puerto Plata (for the third year in a row) and La Romana stations. N A I R O B I , K E N YA Swissport Kenya has won the 2001 Safety Operations merit award from the Kenya Airports Authority for its operation at Nairobi’s Jomo Kenyatta International Airport. The award for 2002 will be announced later this year. ZÜRICH, SWITZERLAND Delta Airlines’ Zürich operation, handled by Swissport Zürich, has won the carrier’s international network Peak Performance Trophy for the significant improvement in the reduction of mishandled baggage during the third quarter of 2002. Separately, Swissport Zürich also received a commendation from Japan Airlines’ head office for achieving ramp incident-free operations during 2002 for the fourth year in succession. CAPE TOWN, SOUTH AFRICA Airports Company South Africa has awarded Swissport Cape Town as Airside Operator of the Year 2002. CANCÚN, MEXICO Congratulations to Swissport Cancún for winning Air2000’s Station of the Month award – just three months into the new contract. MONTREAL, CANADA At the annual CIFFA Forwarder’s Choice Awards for Eastern Canada, KLM Cargo was nominated as preferred carrier to Africa, Middle East, Mediterranean and Europe and also selected as the Forwarder’s Choice to Europe. The airline beat off strong competition to win, for the third consecutive year, the prestigious Carrier of the Year award for its Montreal Dorval operation. KLM Cargo was quick to thank its handling team at the airport, Swissport Cargo Services. ✈ I S O 9 0 0 2 C E R T I F I C AT I O N S Hanover and Bremen have successfully passed the external ISO 9002 certification audited by TÜV, which brings the total number of Swissport stations accredited to 57. Stephan Beerli ■ INDIA Cambata collaboration Swissport has expanded its operations to the high-potential Indian market in a multi-year cooperation agreement with Cambata Aviation Pvt. Limited. Cambata, founded in 1959, is one of the largest and best-known ground handlers in India. The company handled some 8,000 flights on behalf of 18 airlines at its Mumbai and Delhi stations last year. Swissport aims to use the new partnership to establish itself as a global provider on the Indian market, developing both partners’ position in India and representing Cambata all over the world. “We are very interested in further collaboration with high-quality companies in the region,” said Joseph In Albon, President & CEO, Swissport International. ■ Feedback Editor’s note: We are always happy to highlight positive feedback and include in this issue a note from KLM Cargo’s representative in Mexico City to the former CSC de México team (now part of Swissport Cargo Services). Dear All, I was pleased to read the following article in the recent KLM Cargo Newscast, an email newsletter distributed by CEO Michel Wisbrun. It is clear that these awards are only given to airlines with a reliable air and ground product, hence I felt that this award should be shared with CSC de México. “On the evening of 6 December, KLM Cargo-Mexico received the yearly award from the Mexican Association of Cargo Agents (AMACARGA) for first place in Air Quality Service among domestic and international carriers. “Maria Angin, Director of Sales and Service – Latin America, was present at the award ceremony and heard personally from the agent community about their appreciation for the excellent service received from the Mexico Sales and Service Team.” Therefore a special word of thanks to the entire former CSC Mexico team – Aaron, Ignacio, Jorge, José Luis, Lilia and Pablo – for their contribution to the substantial increase in KLM Cargo’s market share, and in achieving recognition as the best performing carrier over the Atlantic. Well done and thanks for your contribution to winning this award. Nico van Wieringen, KLM Cargo Stephan Beerli 18 Swissreporter – The Swissport customer journal ■ April 2003 C O N TA C T S HEAD OFFICE EUROPE L AT I N A M E R I C A Swissport International Ltd., Joseph In Albon, President & CEO, P.O. Box, CH-8058 ZürichAirport, [email protected], tel. +41 1 812 2779, fax +41 1 811 1001 Swissport International Ltd., John Mc Donagh EVP Division Europe, Building 558b, Cargo City South, 6549 Frankfurt, [email protected] tel. +49 69 2197 9777, fax +49 69 2197 9799 Swissport Brasil Ltda., Dieter Altenburger, EVP Division Latin America, Av. Vinte de Janeiro s/n, Via de Servico – Rua T/103, Ilha do Governador, RJ 21941-570, Rio de Janeiro, Brazil, [email protected], tel. +55 21 3398 5934, fax +55 21 3398 5932 Swissport International Ltd., Stephan Beerli, EVP Marketing & Sales, P.O. Box, CH-8058 Zürich-Airport, [email protected], tel. +41 1 812 4950, fax +41 1 811 1001 Swissport International Ltd., Andreas Bühlmann, EVP & Chief Financial Officer, P.O. Box, CH-8058 Zürich-Airport, [email protected], tel. +41 1 812 4255, fax +41 1 811 1001 Swissport International Ltd., Cristina Feistmann, VP General Counsel, P.O. Box, CH-8058 ZürichAirport, [email protected], tel. +41 1 812 3858, fax +41 1 811 1001 Swissport International Ltd., Dr. Ludwig Bertsch, EVP Corporate & Head Cargo Services, P.O. Box, CH-8058 Zürich-Airport, [email protected], tel. +41 1 812 2694, fax +41 1 811 1001 Swissport Executive Aviation, P. O. Box, CH-8058 Zürich-Airport, [email protected], tel. +41 1 812 0346, fax +41 1 811 1001 ASIA MIDDLE EAST AFRICA Swissport International Ltd., Willy Hallauer, EVP Division Asia/Middle East/Africa, P.O. Box, CH-8058 Zürich-Airport, [email protected], tel. +41 1 812 2560, fax +41 1 811 1001 ISRAEL Q.A.S. – Quality Airport Services, Yossi Raviv, President & CEO, P.O. Box 136, Ben Gurion International Airport 70100, Israel, [email protected], tel. +972 3 972 7777, fax +972 3 972 7772 K E N YA Swissport Kenya, Dirk Olav Everts, CEO, Jomo Kenyatta Intl. Airport/Unit 2, P.O. Box 19177, Nairobi, Kenya, [email protected], tel. +254 282 2020, fax +254 282 2329 THE PHILIPPINES Miascor, Juan C. Paraiso III, President & CEO, Citadel Holdings, Inc., 4/F, SGV II Bldg. 6758 Ayala Avenue, Makati City, The Philippines, [email protected], tel. +63 2 851 9647, fax +63 2 851 9680 SOUTH AFRICA Swissport South Africa (Pty) Ltd., Fernand Stauffer, President & CEO, P.O. Box 5511, Johannesburg Intl. Airport 1620, South Africa, [email protected], tel. +27 11 928 8527, fax +27 11 928 8541 TA N Z A N I A DAHACO, Gaudence K. Temu, General Manager, P.O. Box 18043, Dar es Salaam Intl. Airport, Tanzania, [email protected] tel. +255 22 284 4610/14, fax +255 22 284 4343 SWITZERLAND Swissport International Ltd., Urs Sieber, EVP Division Switzerland, P.O. Box, CH-8058 Zürich-Airport, [email protected], tel. +41 1 812 6170, fax +41 1 812 9195 BASEL Swissport Basel AG, Stefan Resele, President & CEO, P.O. Box, CH-4030 BaselAirport, [email protected], tel. +41 61 325 23 00, fax +41 61 325 23 07 G E N E VA Swissport Genève SA, Ernest Hochuli, President & CEO, P.O. Box 776, CH-1215 GenevaAirport, [email protected], tel. +41 22 799 30 10, fax +41 22 799 31 67 ZÜRICH Swissport Zürich AG, Urs Sieber, President & CEO, P.O. Box, CH-8058 ZürichAirport, [email protected], tel. +41 1 812 6170, fax +41 1 812 9195 AUSTRIA Swissport Austria GmbH, Renate Mackay, General Manager, World Trade Center TOP 112, 1300 Vienna, Austria, [email protected], tel. +43 1 7007 35521, fax +43 1 7007 35523 BELGIUM Swissport Cargo Services Belgium, Patrick Minsart, General Manager, Building 721, 1931 Zaventem, Belgium, [email protected] tel. +32 2 751 6066, fax +32 2 753 0608 FRANCE ARGENTINA Swissport Argentina S.A. Hugo Schreier, CEO, Intl. Airport Ezeiza, Ministro Pistarini, 1802 Ezeiza, Buenos Aires, Argentina, [email protected], tel. +54 11 5480 4433, fax +54 11 5480 4431 BRAZIL Swissport Brasil Ltda., Lician de Mello, CEO, Av. Vinte de Janeiro s/n, 1º andar-Pista, Sala 1651A, Ilha do Governador, RJ 21941-970, Rio de Janeiro, Brazil, [email protected], tel. +55 21 3398 5933, fax +55 21 3398 5932 Swissport France, Jean-Didier Savioz, President & CEO, Immeuble Communica, 455, Promenade des Anglais, 06299 Nice Cedex 3, France, [email protected], tel. +33 4 9229 4452, fax +33 4 9229 4451 CARIBBEAN GERMANY DOMINICAN REPUBLIC Swissport Deutschland GmbH, Hans-Rudolf Moser, General Manager Passenger Services, Wanheimer Strasse 45, 40472 Düsseldorf, Germany, [email protected] tel. +49 211 4371 3110, fax +49 211 4371 3111 Swissport Cargo Services Deutschland GmbH, Heath White, General Manager Cargo Services, Cargo City South, Building 558B, 60549 Frankfurt, Germany, [email protected], tel. +49 69 219 7970, fax +49 69 219 79799 Aerogate Stuttgart GmbH, Klaus Knöpfle, General Manager, Flughafen Stuttgart, Terminal 1, 70629 Stuttgart, Germany, [email protected], tel. +49 711 948 2900, fax +49 711 948 24901 GREECE Swissport Hellas S.A., Simon Lehmann, General Manager, Athens International Airport, “Eleftherios Venizelos”, 19019 Spata, Greece, [email protected], tel. +30 210 353 7086, fax +30 210 353 7821 Swissport Hellas Sud, Georges Peter, General Manager, National Airport of Heraklion-Crete, “Nikos Kazantzakis”, 71601 Heraklion, Crete, [email protected], tel. +30 8 133 6970, fax +30 8 133 6971 I TA LY Swissport Cargo Services Italy, Sergio Squeri, General Manager, Via R. Morandi 76, 20090 Segrate, Italy, [email protected], tel. +39 02 2692 0271, fax +39 02 2692 0257 LUXEMBOURG Swissport Cargo Services Luxembourg, Oliver Hellwig, Managing Director, Luxembourg Airport, Cargo Center West / Findel Airport, 2889 Luxembourg, Luxembourg, [email protected], tel. +352 26 426 2700, fax +352 26 426 2702 RUSSIA Swissport Cargo Services Russia, Natalia Feodorova, General Manager, Pilotov 32A, Aviagorrodok, St. Petersburg, Russia, [email protected], tel. +7 812 118 7591, fax +7 812 118 7591 S PA I N Swissport Spain S.A., Daniel Gut, President & CEO, C/Gran Via, 71-3a dcha., 28013 Madrid, Spain, [email protected], tel. +34 91 548 7631/32, fax +34 91 541 5955 TURKEY Havas, Cüneyd Sen, General Manager, Prof. Nurettin Öktem Sk. No. 2, 80260 Sisli-Istanbul, Turkey, [email protected], tel. +90 212 233 2422, fax +90 212 2233 3853 UNITED KINGDOM Swissport U.K. Ltd., Michael J. Maguire, CEO, Room 2411/Terminal 2, Heathrow Airport, TW61HG, Hounslow, Middlesex, UK, [email protected], tel. +44 20 8607 5550, fax +44 20 8283 9981 Swissport Cargo Services Aruba, Gerhard Goselink, General Manager, Reina, Beatrix Airport, Cargo Building, Aruba, [email protected], tel. +599 9868 2244, fax +599 9562 9079 Swissport Dominicana, Omar J. Azar, CEO, Avenida Independencia 1811, Santo Domingo, Dominican Republic, [email protected], tel. +1 809 508 2230, fax +1 809 508 3233 HONDURAS Swissport GBH Honduras, Luis Calderon Curo, General Manager, Terminal de Aduana, Aeropuerto Internacional de Tocontin, Tegucigalpa, Honduras, [email protected], tel. +504 668 8880, fax +504 668 8884 MEXICO Swissport de México S.A. de C.V., Norbert Bielderman, President & CEO, Cpt. Carlos Leon s/n, Edificio B, Nivel 2, Local 31 y 32, Intl. Airport Mexico City,P.O. Box 39-290, MX-15621 Mexico D.F., [email protected], tel. +52 55 2599 0290/91/92, fax +52 55 2599 0293 NETHERLAND ANTILLES Swissport Cargo Services Curaçao, Gerhard Goselink, General Manager, Reina, Beatrix Airport, Cargo Building, Aruba, [email protected], tel. +599 9868 2244, fax +599 9562 9079 IMPRESSUM Published by: Swissport International Ltd. Publisher: Stephan Beerli, Executive Vice President Marketing & Sales, Swissport International Ltd. [email protected] Editor: Richard Rowe [email protected] Phone: +44 (0) 131 620 1174 Swissport coordinator: Nicole Schneider [email protected] Contributors to this issue: Joseph In Albon Claude Badan John Baize Stephan Beerli Roland Breitler Martin Brügger Roland Etter Silvia Fernández Da Silva Irene Grell Jo Harvey Philip Hill María Luz Doce Darren Mayes Hector Mercedes Richard Rowe Beat Ruchti Paul Rungu Mark Salathe Kay Schwarz Patrick Sheedy Toralf Sonntag Heath White Translations: Paul Day PERU Swissport GBH Peru, Alfonso Garcia-Miro, Executive Director, Av. Elmer Faucett 4800 Callao, Lima, Peru, [email protected], tel. +511 411 6800, fax +511 411 6820 VENEZUELA Swissport Cargo Services Venezuela, Oscar Lehmann, General Manager, Ed. Pascal Torre B Local 4B, Planta Baja, Av. Romulo Gallegos, Santa Eduvigis Caracas, Venezuela, [email protected], tel. +58 212 285 4060, fax +58 212 285 8491 NORTH AMERICA Swissport North America/USA Inc., Erich Bodenmann, EVP Division North America, 45025 Aviation Drive, Dulles, VA 20166, USA, [email protected], tel. +1 703 742 4301, fax +1 703 742 4321 Swissport Fueling, Thomas F. Comeau, President, 45025 Aviation Drive, Suite 350, Dulles, VA 20166-7557, USA, [email protected], tel. +1 703 742 4392, fax +1 703 742 4388 Swissport CFE, John Wilson, President, 4560 South Boulevard, Suite 202, Virginia Beach, VA 23452, USA, [email protected], tel. +1 757 490 2465, fax +1 757 490 2543 Hallmark Aviation Services, Philipp Huber, President, 5757 W. Century Blvd., Suite 860, Los Angeles, CA 90045, USA, [email protected], tel. +1 310 215 0701, fax +1 310 410 5362 Layout and printing: DAZ, Druckerei Albisrieden Zürich Subscriptions: For a free subscription, please send your full name and address to the Swissreporter Information Desk. Changes of address: Please send details of any change of address (by returning your mailing label with the changes clearly indicated) and any other correspondence regarding subscriptions to the Swissreporter Information Desk. Printed in Switzerland Circulation 14,500 © 2003 Swissport International Ltd., Zürich-Airport, Switzerland Swissreporter Information Desk: Phone: +41 1 812 4954 Fax: +41 1 811 1001 [email protected] www.swissport.com CANADA Swissport Cargo Services Canada, Jack Keery, President, P.O. Box 86, Toronto AMF Ontario, CA L5P 1A2, [email protected], tel. +1 786 552 0095, fax +1 786 552 0093 The Swissport customer journal ■ April 2003 – Swissreporter 19 Value for money – through professionalism. For a professional service provider there is a mantra that drives quality like no other: The best judge of value for money is the customer. So for Swissport the ultimate measure of success is customer satisfaction. Drawing on 40 years of international experience, we take a professional 360-degree view of our customers' interests, because ultimately those interests are identical with our own. In the past it was our focus on customer needs that led our transformation from ground handler to full-service provider. Today that same focus shapes our portfolio of professional services. Becoming a one-stop source of ground handling, cargo, logistics, and executive aviation services is Swissport's professional response to evolving customer needs. Swissport: real value for money. To harness our professionalism, contact Ms. Nicole Schneider on +41 1 812 4954 or [email protected]. Or visit www.swissport.com * “Global Ground Handling Company of the Year” three times in a row. Accredited by the ITM Air Transport Committee.
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