Gatwick 2013 cip-published_july_2013 (1)

2013 GATWICK CAPITAL INVESTMENT PROGRAMME
Published following airline consultation in April 2013 – June 2013
Figures correct as at 31.03.2013

Images on front cover:
1. Emirates A380 at Gatwick
2. Gatwick Main Runway Resurfacing project
3. South Terminal International Departure lounge (ST IDL) Phase 1 Project

contents
Section Subject Page
Foreword by Stewart Wingate 1
Introduction 3
CHAPTER 1 Updated Traffic forecasts and Airport Master Plan 5
CHAPTER 2 Our Strategic Ambition: to become London’s airport of choice 15
CHAPTER 3 Consultation on the Capital Investment Programme 25
CHAPTER 4 Project Descriptions 35
APPENDICES
APPENDIX A Phased Capital Investment Programme 2013 93
APPENDIX B Phased Capital Investment Programme 2012 94
APPENDIX C Changes to Investment Programme - Tracker for the period
April 2012 to March 2013
95
APPENDIX D Previous Traffic Forecasts as published in the 2012 CIP 96
APPENDIX E Meetings, Working Groups and Governance Boards 97
APPENDIX F Decision Log 103
APPENDIX G Annex G 108
APPENDIX H Gatwick’s updated Product Matrix 113
GLOSSARY 117

1
FOREWORD BY STEWART WINGATE
Since the last issue of the annual capital investment programme (CIP), we have published our ten year
Business Plan for the period April 2014 up to March 2024. In the revised Business Plan, which is with the
CAA for consideration, we’ve set out our vision for London Gatwick which builds on the great progress
we’ve made in the last three years. We’re clearly now competing with the other London airports, and
continue to build a world class experience for our passengers.
In respect to the current CIP I am pleased to report that as at 31st March 2013 a further 19 % of the capital
investment has been delivered since April 2012, and we now have 82 % of our £1.172 billion CIP either
completed or under construction. During 2012, our efforts at helping our airlines partners grow at Gatwick
and transforming the passengers’ experience were recognised at several industry awards in 2012, including
the much coveted Best UK airport at the 2012 British Travel Awards.
Since April 2012, easyJet has introduced seven new routes and also confirmed it will launch a new twice-
daily service from Gatwick to Moscow Domodedovo airport from spring 2013. Norwegian Air Shuttle, one
of Europe’s fastest-growing airlines, announced it is to establish a new base in London at Gatwick Airport
in spring 2013. BA introduced a three-weekly service to Las Vegas and Colombo and Thomson announced
a weekly service to Phuket from October 2013. New carriers to the airport during this period included
Air Arabia and Gambia Bird, with Garuda Indonesia announcing their intention to commence services
from Gatwick in the autumn. Clearly the growth of these routes demonstrates confidence from our airline
partners in the facilities provided and shows airlines wanting to operate flights to London are actually
choosing Gatwick over other London airports.
We delivered on several important projects during the year to support our current and future growth. The
rehabilitation of Gatwick’s most critical asset, the Main runway, was substantially completed in December
2012 following a challenging period of delivery during a record breaking summer for rainfall. The impacts
were managed through working collaboratively with the airlines to ensure completion of the most critical
works prior to October.
In the South Terminal (ST), the ST International Departure Lounge (IDL) Phase 1 Project (WDF) was opened
in July 2012, providing a brand new ST walk through duty free facility, Europe’s largest World Duty Free
store. Big improvements were brought to the passenger experience in the North Terminal (NT) with the
opening of Jamie’s Italian and the Yo! Sushi restaurants in June 2012. The opening of Jamie’s Italian is a
great example of how Gatwick is competing to become London’s airport of choice with Gatwick being
recognised as having delivered the best travel restaurant throughout the travel industry in 2012.

2
The Pier 5 project, which aims to deliver improved pier service levels to meet future growth in passenger
numbers in North Terminal, is currently well underway with the completion of phase 1 anticipated in July
2013. In November 2012, Gatwick awarded its largest construction contract to date to demolish Pier 1
and construct a new building in the South Terminal to house both a new baggage system and a new pier.
At a total cost of £178.9 million, this project is Gatwick’s largest capital investment since the change of
ownership three years ago. It is also a historic milestone for Gatwick as Pier 1 is one of the oldest assets in
South Terminal, first opened in 1958. Phase 1 of the South Terminal Baggage and Pier 1 project comprising
the replacement of the HBS facility was completed in September 2012. Phase 2 comprising the construction
of a new ST baggage factory and brand new pier with 5 fully serviced stands, entailing the demolition of the
existing Pier 1 and delivery of an automated baggage storage facility, will open in 2015.
The A380 on Stand project came into service in March 2013 under budget, with the first A380 service
utilising stand 110 on 26th March. There have also been major upgrades to the baggage system to
increase capacity and improve efficiency with the NT Baggage upgrade project completing in
December 2012.
As we continue to deliver our compelling vision and raise the profile of Gatwick as a major London airport
it is imperative that an in-depth understanding of the needs of our passengers and business partners
continues to drive our capital investment decisions. We have already undertaken further passenger survey
work during 2012, validating previous studies and seeking new dimensions to the data. We also regularly
meet with our airline community, individually and multilaterally, seeking to understand the needs and
alignment of our stakeholders.
2013 will be a critical year. The sale of Stansted signals the first time that all London airports are under
separate ownership, driving real competition. It is also the year that the CAA, will make decisions about
which airports should be regulated. 2013 has also seen the start of a process that could lead to new runway
development in the South East, Gatwick has now formally notified the Airports Commission that it will be
developing options for expansion of the airport, these options could mean a second runway at Gatwick, but
not until the mid-2020s at the earliest.
As we deliver the final 18 % of our £1.172 billion investment in 2013/2014, we’ll continue working together
with our airline partners positioning Gatwick as ‘London’s airport of choice’.
Yours faithfully
Stewart Wingate
Chief Executive

3
The 2013 Capital Investment Programme (CIP) is an annual document around which consultation between
airlines and Gatwick Airport Ltd (GAL) takes place, in line with Annex G’s requirements. It forms part of our
consultation with our airline partners about the future of Gatwick until 2024.
The 2013 CIP outlines in detail Gatwick’s performance in the first five years of the fifth quinquennium,
commonly referred to as ‘Q5’. Q5 commenced on 1st April 2008 and was due to end in March 2013. In
March 2011, the CAA published its decision to extend the current Q5 price control period by one year to 31
March 2014, therefore the projects expected to be completed within this time frame are also included.
For the purposes of this document, the Q5 price control period and the extension year 2013/2014 will
henceforth be referred to as ‘Q5’.
This CIP also includes a summary sheet of the proposed projects for the period beyond Q5, i.e. for the
next 10 years starting April 2014 to March 2024. As stated previously this proposal is subject to the CAA’s
consideration, their initial view will be known at the end of April 2013.
The CIP in Context
As one of the three regulated airports in the UK, Gatwick is subject to regulatory review by the CAA and
the Competition Commission every five years. Accordingly Annex G requires GAL to produce information
within annual capital planning documents covering at least 10 years, around which consultation takes place.
It states that the purpose of the CIP document is to allow the airport to consult on a number of matters
relating to Q5 (and future price control periods)
Under Annex G, the key aspects to the airport - airline consultation on airport development plans consist of
the following main documents:
• Gatwick Airport Master Plan
• Gatwick Capital Investment Programme (CIP)
• Consultation on individual projects.
Together the Master Plan and CIP documents provide a clear picture of Gatwick’s roadmap of development
within the current, medium and long term view.
The final Gatwick Master Plan, identifying the high-level strategic development direction for Gatwick
comprising current and future land use plans and taking account of the responses from the consultation
process was published in July 2012.
The Gatwick Capital Investment Programme (CIP) includes a detailed description of individual projects
designed to address these development requirements and reports on consultation with the airlines.
Assumptions for the CIP
Although Gatwick has announced it will be developing options for expansion of the airport for submission
to the Airports Commission, this CIP report is based on the assumption that Gatwick will remain a single
runway airport up to the mid-2020s. This single runway-two terminal scenario is the key premise upon
which the ten year airport investment programme is based. Gatwick continues to safeguard for a second
runway.
There is still room to grow in the short to medium term, by using un-utilised runway capacity during off-peak
periods. By making full use of the potential of the single runway we believe Gatwick can build capacity to
accommodate up to 39.2 million passengers (high case scenario) by 2018/2019, as outlined in Chapter 1 -
Traffic Forecasts.
INTRODUCTION

4
The Structure of the CIP
The content of the CIP is guided by the CAA’s Annex G requirements for the Capital Investment Programme
and is intended to describe the capital investment for Gatwick over an extended Q5. It aims to provide
details regarding the drivers and priorities for investment as well as giving specific information on current
and future projects.
The structure of this document is as follows:
• Chapter 1 describes Gatwick’s existing traffic and provides details of our latest traffic forecasts. It
articulates how these forecasts are translated into facility requirements.
• Chapter 2 describes the Gatwick Investment Strategy, setting out the principal drivers and priorities for
investment at the airport. It also includes a more detailed look at some of the investment initiatives at
Gatwick that have already been delivered, are currently being delivered and will be delivered at Gatwick
in the future. We have also included a high level overview of the ‘Beyond Q5’ Capital plan as set out in
Gatwick’s Business Plan.
• Chapter 3 provides an update on the consultative process undertaken at Gatwick and an overview of
how we comply with the requirements of Annex G - outlining how we engage with all our customers
and stakeholders comprising airlines, passengers and the wider Gatwick community. It highlights key
elements of this consultation.
• Chapter 4 contains individual project descriptions, including details on costs, for all projects or
programmes over £5 million (out-turn prices).
Appendices are included showing the 2013 CIP forecast phasing of expenditure of all major projects and
programmes of greater value than £1 million (Appendix A), the CIP 2012 forecast phasing of expenditure
of all major projects and programmes of greater value than £1 million (Appendix B) and a tracker that
highlights changes to the 2012 CIP report (Appendix C). The previous 2012 CIP report highlighted the
changes brought to capital investment programmes at Gatwick since 2008 up to March 2012. Please refer
to Appendix D in the previous 2012 CIP publication (pages 97 - 99).
Also included in the appendices are the previously published traffic forecasts (Appendix D) and a log of all
the consultation fora and working groups since the publication of the previous CIP, highlighting subjects
discussed and decisions made (Appendix E & F).
A copy of Annex G is included for reference (Appendix G). A copy of the indicative 2020 Gatwick Airport
Layout plan, extracted from the published final Master Plan, was provided in the 2012 CIP publication.
(Refer to Appendix H, page 119 in the 2012 CIP). A copy of the updated GAL Product Matrix is included in
Appendix H.
In line with Annex G this CIP document should be regarded as a product of consultation at the time of
publication and also as a basis for future consultation and thus, does not represent a mandatory investment
programme.
Feedback
This document was originally circulated amongst the JSG ACC members at Gatwick as a draft publication
for consultation in April 2013, with a request for feedback. The period for formal feedback has since expired
and this is the final version of the 2013 Gatwick CIP. We do of course value feedback throughout the year.
The feedback will help us improve Gatwick’s future Capital plans.
If you have any queries on this document, or would like to comment, please email Neermala Khoobarry:
neermala.khoobarry@gatwickairport.com.

Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary
1 2 3 4 A B C D E F G H
1 2 3 4 A B C D E F G H
5
CHAPTER 1
1.1 Updated Traffic Forecasts
Introduction
As reported in previous CIP publications, we have commissioned ICF SH&E, a leading aviation consultancy
to produce an independent view of the future demand for Gatwick. To align with the latest economic
outlook, the forecasts were updated in September 2012. These latest forecasts are outlined in the following
sections and were included in the revised GAL business plan.
Overview of 2012/13
Gatwick is the UK’s second busiest airport. It is a vital part of the UK’s transport infrastructure offering more
travel destinations than any other London airport. Gatwick’s operations are very much aligned to the needs
of those travelling to and from London and the South East.
In 2012/13, Gatwick handled 34.2 million passengers; 1.2% more than in 2011/12 (33.8m). It is however
3.7% (1.3m passengers) below 2007/08 when 35.6m passengers were processed at Gatwick.
Growth was achieved through:
• Incumbent airlines such as easyJet, British Airways and Norwegian Air Shuttle growing frequencies on
existing routes and with higher load factors
• New airlines operating out of Gatwick including Air China, Air Arabia Maroc, Iraqi Airways, Icelandair,
WOW Air, Caribbean Airlines, Vueling and Gambia Bird all commenced operations at London Gatwick
• New routes being opened, including easyJet flying to Moscow, Norwegian Air Shuttle opening the first
of 12 new routes, and British Airways increasing its services in Europe and the Caribbean
Conversely and reflecting the real competition in the market, some airlines reduced services or ceased
to operate at Gatwick. Ryanair withdrew all non-Irish routes, Korean Air consolidated winter services at
Heathrow after renewed competition from BA, Adria Airways relocated to Luton and more recently, Air
Moldova moved operations to Stansted.
Gatwick saw passenger load factors go up 1.4% points in 2012/13 (82.6%) compared to 2011/12 (81.2%).
Capacity improved 1.1% as seats per movement increased from 172 in 2011/12 to 174 in 2012/13.
One of Gatwick’s strengths is its range of airline services and routes. Typically in 2012/13, Gatwick was
served by 60 regularly operating passenger airlines, comprising a mix of full service, low cost, and charter
airlines. On average, passenger airlines operated 653 daily flights.
Gatwick’s two largest carriers account for over half the passenger traffic at Gatwick. easyJet is the largest,
accounting for 40% of passenger traffic, while British Airways accounts for 15%.
In 2012/13, airlines operating at Gatwick flew at least one flight a week to over 200 destinations. In
2012/13, 88.8% of passengers travelled on international services and 11.2% on domestic. The majority of
passengers were on short-haul routes to destinations in the UK and Europe, though a number of long-haul
destinations such as Orlando, Dubai, Sharm El Sheikh, Bridgetown and Cancun are among Gatwick’s busiest
services.
The variety of aircraft types operating at Gatwick reflects a diverse mix of airlines and routes. Narrow-body
jet aircraft such as the Boeing 737 and Airbus A320 are the most common type, reflecting the dominance of
short-haul operations. These account for 77.1% of total passenger operations.
Wide-body jet aircraft such as the B777 and B747 account for 8.1% of passenger operations and are
typically deployed on long-haul routes to North America, the Caribbean, the Middle East and Far East.

1 2 3 4 A B C D E F G H
6
Regional jets and turboprop aircraft account for approximately 10.6% of passenger operations. Flybe is the
main regional jet and turboprop operator, operating many of the domestic routes from Gatwick.
Marginal growth is forecast in 2013/14 as there are a number of airlines and routes that will no longer
operate in the coming financial year. The constrained economic climate has also been taken into
consideration.
Key Drivers for Demand
The demand for air travel is considered a derived demand, in that it is not demanded for its own sake, but
rather to facilitate the movement of goods and people for business or leisure purposes.
As such, the main drivers of demand for air travel are the growth in economic activity, international trade,
inbound and outbound tourism, the relative cost of air travel compared to other modes and other factors
such as tastes and fashions, taxation and environmental legislation.
Economic activity shows strong historical correlation with air travel across many markets and GDP has been
used by ICF SH&E as one of the key drivers of long term growth in these forecasts. It captures many of the
key trends driving demand, including Business confidence, Population growth, Leisure spending and
Market maturity.
The current economic outlook for the UK continues to be weak and rather uncertain, although most
independent commentators expect eventual recovery to positive growth following the recent widespread
recession. In these long term forecasts, a balanced view has been taken, which reflects recovery in the near
term being modest but positive growth over the long run.
The economic headwinds buffeting aviation in the UK, such as fuel prices, APD, environmental legislation,
dampened disposable incomes amongst others are reflected in the low elasticity of demand assumed for
the London market as a whole, considerably below the levels experienced historically.
External Negative Shocks
In the UK, there has historically been a strong and consistent relationship between GDP and Air Travel,
consistent with the basic premise that as incomes and economic activity increase, business and leisure
demand also increase. This relationship has generally held during downturns also. For example, when
there has been a recession, and economic growth has turned negative, demand for UK air travel has
fallen also.
At an individual airport level, traffic growth tends to show greater variability, due to other market-specific
shocks such as the arrival or departure of a new airline, or based on local disruption weather, construction or
political unrest.
Gatwick’s traffic has experienced shocks over time, due to a combination of both broader national and
international shocks such as war, oil price hikes and recessions, as well as more local shocks such as weather
disruption or the arrival or departure of based airlines.
Assumptions - general
The three traffic scenarios produced in these forecasts are intended to provide a likely range of growth
profiles for Gatwick over the forecast horizon. A set of optimistic and pessimistic assumptions have been
analysed and a set of scenarios created, which provide a reasonable boundary for upside and downside
risk. Over the very long term, the three cases converge towards the assumed runway capacity of Gatwick,
beyond which they all grow very modestly.

1 2 3 4 A B C D E F G H
7
Low Case Scenario
The low case reflects the downside risk in the forecasts, with a more pessimistic set of assumptions in both
the short and the long term. Possible scenarios include:
• Even lower economic growth, for a prolonged period
• Fuel price hike, leading to higher fares
• Loss of recently gained long haul services, and/or established carriers due to competition
Base Case Scenario
In the first three years, growth is driven by known and expected capacity additions by existing and new
carriers. The base case takes a balanced view of both positive and negative factors. Over the long term,
a GDP elasticity of around unity is assumed in the base case, reflecting an on-going link to economic
growth, but also increasing market maturity and a combination of negative influences on demand, such as
increasing air travel costs relative to other modes.
High Case Scenario
The high case is intended to reflect a reasonable optimistic scenario, illustrating a set of positive conditions
but remaining within previously sustained growth rates seen at Gatwick. Possible scenarios include:
• Faster economic recovery and higher sustained growth rates
• Greater success in capturing market share from other London airports
The High case is considered appropriate for the purposes of capacity planning, as it provides an indication
of the maximum likely traffic volume at Gatwick over the planning horizon.
As with all forecasts, actual events may, and probably will, differ from those assumed previously.
Comparison between 2012 Forecast used in Gatwick Airport Limited’s
(GAL) initial business plan, published April 2012 and the September 2012
updated Forecasts
The tables below show the passenger and air traffic movement forecasts prepared in February 2012 by ICF
SH&E and the subsequent re-forecast exercise by ICF SH&E in September 2012. The updated September
2012 forecast has been adopted by Gatwick for the three scenarios, Base, High and Low.

1 2 3 4 A B C D E F G H
8
February 2012 September 2012
Low Base High Low Base High
Q5 2008/09 actual 33.1 33.1 33.1 33.1 33.1 33.1
2009/10 actual 32.4 32.4 32.4 32.4 32.4 32.4
2010/11 actual 31.6 31.6 31.6 31.6 31.6 31.6
2011/12 actual 32.5 33.3 33.9 33.8 33.8 33.8
2012/13 33.8 34.6 35.2 33.4 33.8 33.9
2013/14 33.9 35.2 36.7 32.8 34.0 34.7
Beyond Q5 2014/15 34.2 35.7 37.8 33.0 34.5 35.8
2015/16 34.3 36.0 38.8 32.8 34.7 36.6
2016/17 34.6 36.4 39.7 32.7 35.0 37.4
2017/18 34.8 36.8 40.4 32.8 35.4 38.2
2018/19 35.1 37.3 41.1 32.9 35.9 39.2
February 2012
Passenger ATMs Base Case
Q5 Low Base High CATM* Non-ATM**
2008/09 actual - - - - -
2009/10 actual 244.4 244.4 244.4 0.06 6.8
2010/11 actual 235.6 235.6 235.6 0.16 6.8
2011/12 actual 242.1 242.1 242.1 0.35 6.2
2012/13 237.7 238.9 239.0 0.35 6.2
2013/14 232.6 239.5 243.5 0.35 6.2
Beyond Q5 2014/15 233.6 242.8 250.2 0.35 6.2
2015/16 231.0 243.8 254.2 0.35 6.2
2016/17 229.5 244.8 259.2 0.36 6.1
2017/18 228.7 246.4 264.4 0.36 6.1
2018/19 228.9 248.8 270.7 0.36 6.0
Growth Rate p.a.(2014/15 - 2018/19) -0.2% -0.6% 0.3% - -
Growth Rate p.a.(2014/15 - 2018/19) -0.5% 0.6% 2.0% - -
* CATM: Cargo Air Transport Movements i.e. Commercial Cargo flights
**Non-ATM: Non Air Traffic Movements i.e. General Aviation, Air Taxi
As the overall economic outlook continues to deteriorate, GAL is undertaking a further refresh of the
forecasts which are anticipated to be available for the Business Plan update due July 2013. The fortunes
of the Eurozone will be critical and the recent sale of Stansted Airport by BAA to the Manchester Airport
Group (MAG) will intensify the competition with Gatwick for airlines and passengers. These current
uncertainties make traffic forecasting particularly challenging at this time.

1 2 3 4 A B C D E F G H
9
USING GATWICK TRAFFIC FORECASTS TO DETERMINE FACILITY REQUIREMENTS
The driver for infrastructure capacity is peak demand. The need for infrastructure to satisfy the peak demand
remains, regardless of annual passenger numbers as some slots will always be more commercially viable as
certain times of the day are more attractive to passengers. It is for this reason that the busy day schedule
and medium term forecasts are used to model facility requirements looking forward ten years.
The previous 2012 CIP included a detailed explanation of how GAL approaches the generation of a busy
day schedule and then how that it is converted in order to understand the demand for facilities.
GATWICK TERMINAL FACILITIES - CURRENT AND FORECAST
The tables that follow show the future forecast terminal facility requirements at Gatwick until 2020/21 in
North Terminal, South Terminal and the Airfield, using the busy day schedules to assess demand. The
service level assumptions that have been used in these assessments are quoted in the tables that follow.

Gatwick NT Facilities: Existing and Forecast to 2020/2021 with RAG Status including Q5 & Q5+1 Development
Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary
1 2 3 4 A B C D F G H
Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Glossary
1 2 3 4 C D G H
Appendix
E
EASYJET
SPLIT
BETWEEN
TERMINALS
&
EZY
CONSOLIDATED
IN
NORTH
TERMINAL;
HIGH
CASE
AND
BASE
CASE
Current
provision
Service
Standards
assumed
in
assessments
Summer
2012,
based
on
actual
schedule
SH&E
HIGH
CASE
2016/17
(37.5
mppa)
Facilities
required
by
Summer
2016
SH&E
HIGH
CASE
2020/21
(41
mppa)
Facilities
required
by
Summer
2020
Airline
/
Terminal
Assumptions
EZY
split
between
NT
&
ST
No
Top
10
carrier
moves
EZY
split
between
NT
&
ST
No
Top
10
carrier
moves
EZY
split
between
NT
&
ST
EZY
balance
shift
to
ST
with
Pier
1
reopen
No
Top
10
carrier
moves
ANNUAL
PAX
ST:
~16.9mppa
NT:
~17.2mppa
ST:
~18.8mppa
NT:
~18.8mppa
ST:
~20.5mppa
NT:
~20.5mppa
TOTAL
BUSY
DAY
MOVEMENTS
868
(August
Friday
schedule,
snapshop
at
Feb12)
888
943
MAXIMUM
HOURLY
MOVEMENTS
53
53
55
NORTH
TERMINAL
BUSY
HOUR
DEPARTURES
RUNWAY
FLOW
3100
(rolling
hour)
3730
(rolling
hour)
[rolling
every
30
mins]
3760
(rolling
hour)
[rolling
every
30
mins]
INTERNATIONAL
ARRIVALS
BUSY
HOUR
RUNWAY
FLOW
2250
(rolling
hour)
2400
(rolling
hour)
[rolling
every
30
mins]
2750
(rolling
hour)
[rolling
every
30
mins]
DOMESTIC
ARRIVALS
BUSY
HOUR
RUNWAY
FLOW
550
(rolling
hour)
540
(rolling
hour)
[rolling
every
30
mins]
540
(rolling
hour)
[rolling
every
30
mins]
CHECK-IN
Desk
Provision:
159
Kiosk
Provision:
38
Busy
Hour
Flow:
~3150
@
0500
Busy
Hour
Flow:
~3350
@
0500
Busy
Hour
Flow:
~3600
@
0500
Economy:
maximum
queue
time
of
10
minutes
in
total
on
the
busy
day
(5
minutes
each
for
kiosks
and
bag
drop).
CIP:
maximum
queue
time
of
3
minutes
in
total
at
traditional
desks
Assuming
2011
Check
In
type
splits
&
check-in
opens
at
-4h
for
LH
and
-2.5h
for
SH,
Traditional
Desk
and
Bag
Drop
@90%
Utilisation,
and
10%
Service
Desk
Uplift
Total
Traditional
Desk
Demand
:
100
Total
Bag
Drop
Demand:
21
Comibined
Traditional
Desk
&
Bag
Drop
Demand:
121
Kiosk
Demand
@100%
Utilisation:
15
-
35
Assuming
anytime
check-in,
Traditional
Desk
and
Bag
Drop
@90%
Utilisation,
and
10%
Service
Desk
Uplift
Total
Traditional
Desk
Demand:
63
Total
Bag
Drop
Demand:
36
Comibined
Traditional
Desk
&
Bag
Drop
Demand:
99
Kiosk
Demand
@100%
Utilisation:
18
-
69
Assuming
anytime
check-in,
Traditional
Desk
and
Bag
Drop
@90%
Utilisation,
and
10%
Service
Desk
Uplift
Total
Traditional
Desk
Demand
:
50
Total
Bag
Drop
Demand:
50
Comibined
Traditional
Desk
&
Bag
Drop
Demand:
100
Kiosk
Demand
@100%
Utilisation:
18
-
79
BAGGAGE
SYSTEM
-
CHUTES
/
MUPs
MBH
Provision:
54
MUPs
TBF
Provision:
94
MUPs
Assumptions
applied
to
figures
from
2016:
once
EBS
opens
passengers
can
check
in
bags
on
arrival
at
airport.
Short-haul
chutes
open
90
minutes
before
STD,
long-
haul
180
minutes.
Chutes
close
30
minutes
before
STD,
with
15
minute
buffer
for
successive
flights.
100%LFs
and
20%
contingency
uplift.
Assume
SH
chutes
open
at
STD-150
mins,
LH
at
ST-240
mins.
Some
chutes
change
between
handlers
during
the
day.
Chutes
close
30
minutes
before
STD,
with
15
minute
buffer
for
successive
flights.
Assumption:
Swissport
excluding
BA
in
MBH,
others
in
TBF
MBH
Requirement:
MUPs
38
TBF
Requirement:
MUPs
86
Assumption:
Swissport
excluding
BA
in
MBH,
others
in
TBF
SH
chute
opening
at
STD-150,
LH
at
STD-240,
close
at
STD-30
with
15
min
buffer:
MBH
Requirement:
MUPs
34
TBF
Requirement:
MUPs
98
After
EBS
chute
opening
at
SH
STD-90,
LH
STD-180:
MBH
Requirement:
MUPs
22
TBF
Requirement:
MUPs
70
After
EBS
chute
opening
at
SH
STD-90,
LH
STD-180:
Assumption:
Swissport
excluding
BA
in
MBH,
others
in
TBF
MBH
Requirement:
MUPs
31
TBF
Requirement:
MUPs
76
Assumption:
BA
in
MBH,
others
in
TBF
MBH
Requirement:
MUPs
44
TBF
Requirement:
MUPs
73
BAGGAGE
SYSTEM
-
EARLY
BAG
STORE
Early
Bag
Store:
MBH
0,
TBF
0
Requirement:
Spare
chutes
to
store
early
bags
at
peak,
to
enable
some
carriers
to
continue
anytime
check-in.
Assumption:
Swissport
excluding
BA
in
MBH,
others
in
TBF
MBH:
430
bags
=
11
MUPs
at
40
bags
/
MUP
TBF:
250
bags
=
7
MUPs
at
40
bags
/
MUP
Assumption:
Swissport
excluding
BA
in
MBH,
others
in
TBF
After
EBS
opening
and
SH
chute
opening
STD-
90,
LH
STD-180:
MBH
Requirement:
EBS
1,270
TBF
Requirement:
EBS
1,330
[Single
EBS
2,260]
After
EBS
opening
and
SH
chute
opening
STD-90,
LH
STD-180:
Assumption:
Swissport
excluding
BA
in
MBH,
others
in
TBF
MBH
Requirement:
EBS
1,260
TBF
Requirement:
EBS
1,420
Assumption:
BA
in
MBH,
others
in
TBF
MBH
Requirement:
EBS
860
TBF
Requirement:
EBS
1,860
[Single
EBS
2,380]
CENTRAL
SEARCH
W20
lanes
Economy:
busy
hour
passengers
do
not
queue
for
longer
than
5
minutes
on
the
busy
day
CIP:
busy
hour
passengers
do
not
queue
for
longer
than
1
minute
on
the
busy
day
18
lanes
@
200
pph
throughputs
19
lanes
@
200
pph
throughputs.
21
lanes
@
200
pph
throughputs
IDL
TOTAL
AREA
IDL
total
space:
~14,150m
2
(Dec12
audit)
0.45
-
0.50
seats
per
peak
occupancy
pax;
1.3m
2
per
seat;
Retail
/
catering
-
based
on
GAL
commercial
standards:
1.3m
2
for
all
IDL
pax,
40%
in
catering;
3.0m
2
for
all
IDL
pax,
35%
in
retail;
Circulation
space:
20%-30%
of
total
IDL
space
Assuming
check-in
opens
at
-4h
for
LH
and
-2.5h
for
SH:
Busy
Day
Peak
Occupancy:
~2600
Total
IDL
space
recommended:
at
least
16,100m
2
(excluding
toilets,
special
lounges,
retail
storage
etc).
Assuming
anytime
check-in:
Busy
Day
Peak
Occupancy:
~2990
Total
IDL
space
recommended:
at
least
18,500m
2
(excluding
toilets,
special
lounges,
retail
storage
etc).
Assuming
anytime
check-in:
Busy
Day
Peak
Occupancy:
~3400
Total
IDL
space
recommended:
at
least
20,800m
2
(excluding
toilets,
special
lounges,
retail
storage
etc).
IDL
SEATING,
RETAIL
&
CATERING
Seating
provision:
1200
(including
44
PRM
seats)
Catering
area
provision:
3000m
2
(including
kitchen
and
other
non-passenger
areas),
with
1577
seats
Retail
area
provision:
4720m
2
.
Indicative
seat
requirement
1170
-
1300,
to
meet
target
QSM
score,
but
this
is
a
‘soft’
constraint.
Catering
area
requirement:
up
to
3,400m
2
Retail
area
requirement:
up
to
7,800m
2
.
Indicative
seat
requirement
1350
-
1500,
to
meet
target
QSM
score,
but
this
is
a
‘soft’
constraint.
Catering
area
requirement:
up
to
3,900m
2
Retail
area
requirement:
up
to
8,900m
2
.
NB
Retail
area
provision
to
reduce
after
2014
with
expansion
to
20
security
smartlanes
Indicative
seat
requirement
1530
-
1700,
to
meet
target
QSM
score,
but
this
is
a
‘soft’
constraint.
Catering
area
requirement:
up
to
4,400m
2
Retail
area
requirement:
up
to
10,200m
2
.
NB
Retail
area
provision
to
reduce
after
2014
with
expansion
to
20
security
smartlanes
FLIGHT
CONNECTIONS
Current
capacity
2
lanes;
can
expand
to
3
lanes
Busy
hour
passengers
do
not
queue
for
longer
than
5
minutes
on
the
busy
day
2
lanes
@
200
pph
throughputs
(for
most
of
the
day
1
lane
is
sufficient)
2
lanes
@
200
pph
throughputs
2
lanes
@
200
pph
throughputs
IMMIGRATION
INFLOW
Busy
hour
EU
passengers
do
not
queue
for
longer
than
10
minutes;
Busy
hour
non-EU
passengers
do
not
queue
for
longer
than
20
minutes.
Busy
Hour
Flow:
~2200
@
1900
Busy
Hour
Flow:
~2450
@
1200
Busy
Hour
Flow:
~3000
@
0700
IMMIGRATION
DESKS
Traditional
desk
provision:
17
EU
E-gate
provision:
5
Range
of
desk
requirements
depending
on
proactive
or
reactive
desk
opening.
Traditional
desk
requirement:
24-32
EU
E-gate
requirement:
9-11
Figures
assume
no
improvement
in
transaction
times,
from
2011
survey:
EU
Trad
21sec,
EU
E-gate
35sec,
NEU
110sec
(easy)
/
300sec
(hard)
EU
E-gate
reject
rate
of
20%
with
reject
time
of
10sec
before
pax
uses
EU
Trad
desk
Est
max.
Friday
queue
times
of
no
build
are
20
mins
(EU)
and
45
mins
(non-EU)
Traditional
desk
requirement:
22-27
EU
E-gate
requirement:
12-13
Figures
assume
no
improvement
in
transaction
times,
from
2011
survey:
EU
Trad
21sec,
EU
E-gate
35sec,
NEU
110sec
(easy)
/
300sec
(hard)
EU
E-gate
reject
rate
of
20%
with
reject
time
of
10sec
before
pax
uses
EU
Trad
desk
New
EU
E-gates
with
a
transaction
time
of
15sec
would
mean
a
reduced
requirement
of
6
gates
Traditional
desk
requirement:
25-30
EU
E-gate
requirement:
14-17
Figures
assume
no
improvement
in
transaction
times,
from
2011
survey:
EU
Trad
21sec,
EU
E-gate
35sec,
NEU
110sec
(easy)
/
300sec
(hard)
EU
E-gate
reject
rate
of
20%
with
reject
time
of
10sec
before
pax
uses
EU
Trad
desk
New
EU
E-gates
with
a
transaction
time
of
15sec
would
mean
a
reduced
requirement
of
8
gates
RECLAIM
BELTS
Current
provision
9
Int
belts
(of
which
1
long)
and
2
Dom
belts.
Belt
available
for
all
flights
during
busy
hour,
to
support
KPI
of
all
pax
receiving
baggage
within
45
minutes
of
arrival
on
stand.
Requirement:
INT:
6-8
(of
which
1
long
70m+
belt,
with
no
widebody
flights
expected
to
be
split
over
2
belts).
DOM:
1
belt
just
sufficient
though
2
would
be
ideal
to
reduce
congestion
at
peak
times.
Requirement:
INT:
7-8
belts
(of
which
ideally
2
long
70m+
belts,
although
1
long
belt
would
be
sufficient,
causing
only
1
widebody
flight
to
be
split
over
2
belts).
A380
arrival
ideally
requires
2
belt
feeds
to
a
long
belt,
to
improve
baggage
delivery
time.
DOM:
1
belt
just
sufficient;
2
belt
feeds
would
be
required
to
avoid
some
flights
potentially
experiencing
5-10
minute
delays
in
accessing
it.
INT:
7-8
belts
(of
which
2
long
70m+
belts
to
handle
widebodies
on
a
single
belt;
with
only
1
long
belt
up
to
5
widebodies
in
the
morning
peak
are
split
over
2
belts
or
delayed
by
up
to
20
minutes
in
accessing
the
long
belt)
A380
arrivals
ideally
require
2
belt
feeds
to
a
long
belt,
to
improve
baggage
delivery
time.
DOM:
1
belt
just
sufficient;
2
belt
feeds
would
be
required
to
avoid
some
flights
potentially
experiencing
5-10
minute
delays
in
accessing
it.
LANDSIDE
RETAIL
&
CATERING
Catering
area
provision
(lower
&
Avenue
levels):
1,250m
2
Retail
area
provision
(lower
&
Avenue
levels):
2,100m
2
Arrivals
concourse
non-
commercial
area
(lower
level
only):
1,400m
2
Landside
peak
occupancy:
Arrivals
concourse
peak
occupancy
is
~16%
of
peak
hour
flow
+
Landside
dwell
assumed
~10
minutes
on
average.
1.3m
2
catering
area
per
person
at
peak
occupancy.
0.8
-
1.0m
2
retail
area
per
person
at
peak
occupancy
Non-commercial
area:
2.3m
2
per
passenger
at
peak
Arrivals
concourse
peak
occupancy:
370
Landside
departures
peak
occupancy:
530
Combined
landside
peak
occupancy:
up
to
900
Catering
area
requirement:
up
to
1,170m
2
Retail
area
requirement:
720
-
900m
2
Arrivals
concourse
non-commercial
area:
850m
2
Arrivals
concourse
peak
occupancy:
420
Landside
departures
peak
occupancy:
570
Combined
landside
peak
occupancy:
up
to
990
Catering
area
requirement:
up
to
1,290m
2
Retail
area
requirement:
790
-
990m
2
Arrivals
concourse
non-commercial
area:
970m
2
Arrivals
concourse
peak
occupancy:
510
Landside
departures
peak
occupancy:
600
Combined
landside
peak
occupancy:
up
to
1110
Catering
area
requirement:
up
to
1,440m
2
Retail
area
requirement:
890
-
1,110m
2
Arrivals
concourse
non-commercial
area:
1170m
2
10

Gatwick st Facilities: Existing and Forecast to 2020/2021 with RAG Status including Q5 & Q5+1 Development
Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary
1 2 3 4 A B C D F G H
Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Glossary
1 2 3 4 C D G H
Appendix
E
EASYJET
SPLIT
BETWEEN
TERMINALS
&
EZY
CONSOLIDATED
IN
SOUTH
TERMINAL;
HIGH
CASE
AND
BASE
CASE
Current
provision
Service
Standards
assumed
in
assessments
Summer
2012,
based
on
actual
schedule
SH&E
HIGH
CASE
2016/17
(37.5
mppa)
Facilities
required
by
Summer
2016
SH&E
HIGH
CASE
2020/21
(41
mppa)
Facilities
required
by
Summer
2020
Airline
/
Terminal
Assumptions
EZY
split
between
NT
&
ST
No
Top
10
carrier
moves
EZY
split
between
NT
&
ST
No
Top
10
carrier
moves
EZY
split
between
NT
&
ST
EZY
balance
shift
to
ST
with
Pier
1
reopen
No
Top
10
carrier
moves
ANNUAL
PAX
ST:
~16.9mppa
NT:
~17.2mppa
ST:
~18.8mppa
NT:
~18.8mppa
ST:
~20.5mppa
NT:
~20.5mppa
TOTAL
BUSY
DAY
MOVEMENTS
868
(August
Friday
schedule,
snapshop
at
Feb12)
888
943
MAXIMUM
HOURLY
MOVEMENTS
53
53
55
South
TERMINAL
BUSY
HOUR
DEPARTURES
RUNWAY
FLOW
3700
(rolling
hour)
3950
(rolling
hour)
[rolling
every
30
min]
4250
(rolling
hour)
[rolling
every
30
min]
INTERNATIONAL
ARRIVALS
BUSY
HOUR
RUNWAY
FLOW
2800
(rolling
hour)
2680
(rolling
hour)
[rolling
every
30
min]
3100
(rolling
hour)
[rolling
every
30
min]
DOMESTIC
ARRIVALS
BUSY
HOUR
RUNWAY
FLOW
430
(rolling
hour)
380
(rolling
hour)
[rolling
every
30
min]
380
(rolling
hour)
[rolling
every
30
min]
CHECK-IN
Busy
Hour
Flow:
~3600
@
0700
Busy
Hour
Flow:
~3600
@
0700
Busy
Hour
Flow:
~3520
@
0700
Total
Traditional
/
Bag
Drop
Desk
Provision:
186
Total
Kiosk
Provision:
31
Economy:
maximum
queue
time
of
10
minutes
in
total
on
the
busy
day
(5
minutes
each
for
kiosks
and
bag
drop).
CIP:
maximum
queue
time
of
3
minutes
in
total
at
traditional
desks
Assuming
2011
Check
In
type
splits
&
check-in
opens
at
-4h
for
LH
and
-2.5h
for
SH,
Traditional
Desk
and
Bag
Drop
@90%
Utilisation,
and
10%
Service
Desk
Uplift:
Total
Traditional
Desk
Demand:
159
Total
Bag
Drop
Demand:
35
Combined
Traditional
Desk
&
Bag
Drop
Demand:
194
Kiosk
Demand
@100%
Utilisation:
14
-
34
Assuming
anytime
check-in,
Traditional
Desk
and
Bag
Drop
@90%
Utilisation,
and
10%
Service
Desk
Uplift
Total
Traditional
Desk
Demand:
104
Total
Bag
Drop
Demand:
30
Combined
Traditional
Desk
&
Bag
Drop
Demand:
134
Kiosk
Demand
@100%
Utilisation:
16
-
47
Assuming
anytime
check-in,
Traditional
Desk
and
Bag
Drop
@90%
Utilisation,
and
10%
Service
Desk
Uplift
Total
Traditional
Desk
Demand:
70
Total
Bag
Drop
Demand:
44
Combined
Traditional
Desk
&
Bag
Drop
Demand:
114
Kiosk
Demand
@100%
Utilisation:
17
-
67
BAGGAGE
SYSTEM
-
MAKE
UP
POSITIONS
Provision:
~143
useable
MUPs
Assumptions
applied
to
figures
from
2016:
once
EBS
opens
passengers
can
check
in
bags
on
arrival
at
airport.
Short-haul
chutes
open
90
minutes
before
STD,
long-haul
180
minutes.
Chutes
close
30
minutes
before
STD,
with
15
minute
buffer
for
successive
flights.
100%LFs
and
20%
contingency
uplift.
Assume
SH
chutes
open
at
STD-150
mins,
LH
at
ST-240
mins.
Some
chutes
change
between
handlers
during
the
day.
Chutes
close
30
minutes
before
STD,
with
15
minute
buffer
for
successive
flights.
Requirement:
MUPs
140
(inc
20%
contingency)
SH
chute
opening
at
STD-150,
LH
at
STD-240,
close
at
STD-30
with
15
min
buffer:
MUPs
138
After
EBS
chute
opening
at
SH
STD-90,
LH
STD-180:
MUPs
109
Planned
MUP
Provision:
108
After
EBS
chute
opening
at
SH
STD-90,
LH
STD-180:
MUPs
104
Planned
MUP
Provision:
108
BAGGAGE
SYSTEM
-
EARLY
BAG
STORE
Early
Bag
Store:
0
Requirement:
Spare
chutes
to
store
early
bags
at
peak,
to
enable
some
carriers
to
continue
anytime
check-in.
Requirement:
675
bag
storage
=
17
MUPs
at
40
bags
/
MUP
After
EBS
opening
and
SH
chute
opening
STD-
90,
LH
STD-180:
1,940
bag
capacity
Planned
Provision
by
Dec
2014:
Early
Bag
Store
2500+
After
EBS
opening
and
SH
chute
opening
STD-
90,
LH
STD-180:
1,950
bag
capacity
Planned
Provision
by
Dec
2014:
Early
Bag
Store
2500+
CENTRAL
SEARCH
Current
provision:
19
lanes
Economy:
busy
hour
passengers
do
not
queue
for
longer
than
5
minutes
on
the
busy
day
CIP:
busy
hour
passengers
do
not
queue
for
longer
than
1
minute
on
the
busy
day
20-21
lanes
@
200
pph
throughputs
20
lanes
@
200
pph
throughputs
19
lanes
@
200
pph
throughputs.
IDL
TOTAL
AREA
IDL
total
space:
~17,800m
2
(Dec12
audit)
0.45
-
0.50
seats
per
peak
occupancy
pax;
1.3m
2
per
seat;
Retail
/
catering
-
based
on
GAL
commercial
standards:
1.3m
2
for
all
IDL
pax,
40%
in
catering;
3.0m
2
for
all
IDL
pax,
35%
in
retail;
Circulation
space:
20%-30%
of
total
IDL
space
Assuming
check-in
opens
at
-4h
for
LH
and
-2.5h
for
SH:
Busy
Day
Peak
Occupancy:
~3500
Total
IDL
space
recommended:
at
least
21,400m
2
(excluding
toilets,
special
lounges,
retail
storage
etc).
Assuming
anytime
check-in:
Busy
Day
Peak
Occupancy:
~3920
Total
IDL
space
recommended:
at
least
24,100m
2
(excluding
toilets,
special
lounges,
retail
storage
etc).
Assuming
anytime
check-in:
Busy
Day
Peak
Occupancy:
~3820
Total
IDL
space
recommended:
at
least
23,300m
2
(excluding
toilets,
special
lounges,
retail
storage
etc).
IDL
SEATING,
RETAIL
&
CATERING
Seating
provision:
1250
(including
12
PRM
seats)
Catering
area
provision:
3950m
2
(including
kitchen
and
other
non-passenger
areas)
with
1234
seats
Retail
area
provision:
8240m
2
(likely
to
reduce
slightly
depending
on
circulation
space
provision
in
Q5
Phase
2
scheme).
Indicative
seat
requirement
1575
-
1750,
to
meet
target
QSM
score
on
busy
day,
but
this
is
a
‘soft’
constraint.
Catering
area
requirement:
up
to
4,600m
2
Retail
area
requirement:
up
to
10,500m
2
.
Indicative
seat
requirement
1760
-
1960,
to
meet
target
QSM
score,
but
this
is
a
‘soft’
constraint.
Catering
area
requirement:
up
to
5,100m
2
Retail
area
requirement:
up
to
11,700m
2
.
Indicative
seat
requirement
1720
-
1910,
to
meet
target
QSM
score,
but
this
is
a
‘soft’
constraint.
Catering
area
requirement:
up
to
5,000m
2
Retail
area
requirement:
up
to
11,400m
2
.
FLIGHT
CONNECTIONS
Current
provision:
1
lane;
can
expand
to
2
lanes
Busy
hour
passengers
do
not
queue
for
longer
than
5
minutes
on
the
busy
day
1
lane
@
200pph
throughputs
1
lane
@
200pph
throughputs
1
lane
@
200pph
throughputs
IMMIGRATION
INFLOW
Busy
hour
EU
passengers
do
not
queue
for
longer
than
10
minutes;
Busy
hour
non-EU
passengers
do
not
queue
for
longer
than
20
minutes.
Busy
Hour
Flow:
~2700
@
1000
Busy
Hour
Flow:
~2720
@
1200
Busy
Hour
Flow:
2900
@
1200
IMMIGRATION
DESKS
Traditional
desk
provision:
18
EU
E-gate
provision:
5
Range
of
desk
requirements
depending
on
proactive
or
reactive
desk
opening.
Traditional
desk
requirement:
20-24
EU
E-gate
requirement:
12-16
Figures
assume
no
improvement
in
transaction
times,
from
2011
survey:
EU
Trad
18sec,
EU
E-gate
40sec,
NEU
110sec
(easy)
/
300sec
(hard)
EU
E-gate
reject
rate
of
20%
with
reject
time
of
10sec
before
pax
uses
EU
Trad
desk
Est
max.
Friday
queue
times
of
no
build
are
16
mins
(EU)
and
33
mins
(non-EU)
Traditional
desk
requirement:
18-23
EU
E-gate
requirement:
16-20
Figures
assume
no
improvement
in
transaction
times,
from
2011
survey:
EU
Trad
18sec,
EU
E-gate
40sec,
NEU
110sec
(easy)
/
300sec
(hard)
EU
E-gate
reject
rate
of
20%
with
reject
time
of
10sec
before
pax
uses
EU
Trad
desk
New
EU
E-gates
with
a
transaction
time
of
15sec
would
mean
a
reduced
requirement
of
9
gates
13
new
EU
E-gates
planned
from
summer
2013
Traditional
desk
requirement:
14-18
EU
E-gate
requirement:
21-28
Figures
assume
no
improvement
in
transaction
times,
from
2011
survey:
EU
Trad
18sec,
EU
E-gate
40sec,
NEU
110sec
(easy)
/
300sec
(hard)
EU
E-gate
reject
rate
of
20%
with
reject
time
of
10sec
before
pax
uses
EU
Trad
desk
New
EU
E-pass
gates
with
a
transaction
time
of
15sec
would
mean
a
reduced
requirement
of
12
gates
13
new
EU
E-gates
planned
from
summer
2013
RECLAIM
BELTS
Current
provision
7
Int
belts
(of
which
2
long
70m+)
and
1
Dom
belt.
Belt
available
for
all
flights
during
busy
hour,
to
support
KPI
of
all
pax
receiving
baggage
within
45
minutes
of
arrival
on
stand.
Requirement:
INT:
7-8
(inc
2
long
belts,
though
there
may
be
an
issue
with
3
Virgin
747
arrivals
scheduled
within
20
minutes
-
the
3rd
flight
may
need
to
be
split
over
2
belts,
else
delayed
in
accessing
a
long
belt
or
use
a
shorter
belt
with
resulting
pax
crowding)
DOM:
1
belt
just
sufficient
Requirement:
INT:
7
(inc
2
long
belts;
current
belt
lengths
sufficient,
though
one
widebody
may
need
to
be
split
over
2
smaller
belts,
or
be
delayed
by
up
to
20
mins
in
accessing
a
long
belt),
DOM:
1
belt
sufficient.
Requirement:
INT:
7-8
(inc
2
long
belts;
current
belt
lengths
sufficient,
though
one
widebody
may
need
to
be
split
over
2
smaller
belts,
or
be
delayed
by
up
to
20
mins
in
accessing
a
long
belt),
DOM:
1
belt
sufficient.
LANDSIDE
RETAIL
&
CATERING
Catering
area
provision
(lower
&
upper
level):
1,230m
2
Retail
area
provision
(lower
&
upper
level):
850m
2
Arrivals
concourse
non-
commercial
area
(lower
level
only):
1,870m
2
Landside
peak
occupancy:
Arrivals
concourse
peak
occupancy
is
~20%
of
peak
hour
flow
+
Landside
dwell
assumed
~10
minutes
on
average.
1.3m
2
catering
area
per
person
at
peak
occupancy.
0.8
-
1.0m
2
retail
area
per
person
at
peak
occupancy
Arrivals
concourse
peak
occupancy:
560
Landside
departures
peak
occupancy:
600
Combined
landside
peak
occupancy:
up
to
1160
Catering
area
requirement:
1,510m
2
Retail
area
requirement:
930
-
1,160m
2
Arrivals
concourse
non-
commercial
area:
1290m
2
Arrivals
concourse
peak
occupancy:
560
Landside
departures
peak
occupancy:
600
Combined
landside
peak
occupancy:
up
to
1160
Catering
area
requirement:
1,510m
2
Retail
area
requirement:
930
-
1,160m
2
Arrivals
concourse
non-commercial
area:
1290m
2
Arrivals
concourse
peak
occupancy:
610
Landside
departures
peak
occupancy:
590
Combined
landside
peak
occupancy:
up
to
1200
Catering
area
requirement:
1,560m
2
Retail
area
requirement:
960
-
1,200m
2
Arrivals
concourse
non-commercial
area:
1400m
2
11

GATWICK AIRFIELD FACILITIES: PROVIDED AND FORECAST TO 2020 INCLUDING Q5 & Q5+1 DEVELOPMENTS
Current Provision Service Standards assumed in assessments 2012 Based on actual schedule (34.1mppa) SH&E High Case 2016/17 (37.5mppa) SH&E High Case 2020/21 (41mppa)
ANNUAL PAX
ST: 16.9 mppa
NT: 17.2 mppa
ST: 18.4mppa
NT: 19.3mppa
ST: 20.5mppa
NT: 20.5mppa
BUSY DAY ATMS 868 888 943
PEAK HOUR ATMs 53 53 55
DAILY CAPACITY
Maximum ATMs if all available daily slots are used. Sustained
55atms/hr achievable by 2020 over most of the operational day.
914 960 998
% Utilisation of Capacity on Busy Day % Utilisation of Capacity on Busy Day % Utilisation of Capacity on Busy Day
RUNWAY 3 RETs and 3 RATs on 26L & 08R
Maximum 10 minute delay. On a busy day almost all the
available capacity is utilised and Gatwick is not able to satisfy
all demand for slots. However, on other days of the year
utilisation is much reduced.
95.0% 92.5% 94.5%
A380 Capability
Remote parking on NWzone for two code F. Diversionary (AACG)
compliance on taxiways only.
Compliance with CAA CAP 168 required for full service
scheduled operations. Pier Service for A380 turns.
AACG compliance sufficient
New A380 stand on Push & Hold 125, Juliet
minor works. Restrictions on P6 departure gates
and Alpha hold.
New A380 stand on Push & Hold 125, Juliet minor
works. Restrictions on P6 departure gates and Alpha
hold. Shortfall in forecast A380 Pier stand capacity
by 1 stand.
TAXIWAYS
5 Taxiways N-S and 3 taxiways E-W providing alternative routes
to piers
There is no specific service standard for taxiways although on
route delays between the runway and stand should be kept to
a minimum and new developments should serve to maintain or
reduce taxi times.
Current problems in Pier 1 cul-de sac. Similar but
less severe problem in Pier 2-3 cul de sac where push
back conflicts can occur.
New Pier 1 realigned to avoid pushback
conflicts and improve flow to Alpha hold.
New Pier 1 realigned to avoid pushback conflicts and
improve flow to Alpha hold.
STANDS
Provision: 110, 53E + 2F, 16 MARS
Any arrival should have an available stand of the right size
to park on at all times. Requirement equals Busy day peak
occupancy + 10%. Note that MARS centrelines may be added
to the total provision. MARS centrelines are only counted if
they can accommodate A320 or larger.
Provision: 108, (incl. 53E, 2F) + 16 MARS Provision: 109, (incl. 58E, 3F) + 19 MARS Provision: 109, (incl. 58E, 3F) + 19 MARS
Requirement: 111, 31E Requirement: 115, 34E Requirement: 116, 35E
Note 734 MARS are excluded from count. Stand 57 included as E
MARS. Holding stands excluded.
Stands 60-63 closed, gate 59 closed for deps P1 & P5 reconfigured and code F on 110 P1 & P5 reconfigured and code F on 110
NORTH TERMINAL
PIER SERVED STANDS Provision: 27, 11E, 3 MARS
Pier Served demand is assessed in order that 95% of
passengers are pier served and there should be sufficient
coaching capacity to accommodate all remote services. Very
dependent on towing levelsw
Provision: 28 (incl 11E) + 3 MARS Provision: 31 (incl 16E, 1F) + 6 MARS. Provision: 31 (incl 16E, 1F) + 6 MARS.
Demand: 42, incl 11E Demand: 44, incl 15E + 1 F Demand: 46, incl 19E + 2F
93% PSL* 93% PSL 92% PSL
ARRIVALS COACH BAYS 2 Int (TBC) & 1 Dom
95% of arrivals coaches should not need to hold for offloading
passengers.
2 Int (TBC) & 1 Dom 2-3 new facility in TBF 2-3 new facility in TBF
COACHING GATES 11 International coaching gates (gate 45) plus one domestic on P5
Sufficient coaching gates should be provided so that there is
always a coaching gate available to accommodate busy day
demand
Demand for 9-10 coaching gates. 11 provided Demand for 9-10 coaching gates. 11 provided Demand for 9-10 coaching gates. 11 provided
SOUTH TERMINAL
PIER SERVED STANDS Provision: 36, 16E, 7 MARS
Pier Served demand is assessed in order that 97% of
passengers are pier served as there are only 4 coaching gates
to accommodate all remote services in South Terminal.
Provision: 34 (incl 16E) + 7 MARS Provision: 31 (incl 16E) + 7 MARS Provision: 31 (incl 16E) + 7 MARS
Demand:35, incl 12E Demand: 37, incl 12E Demand: 40, incl 12E
98% 97% 97%
ARRIVALS COACH BAYS 1 int (gate 30) & 1 dom
95% of arrivals coaches should not need to hold for offloading
passengers.
1 int & 1 dom 1 int & 1 dom 1 int & 1 dom
COACHING GATES
Although there are 5 coaching gates provided on gates 90 - 95 ,
only 3 can be used simultaneously due to space constraints. plus
one additional domestic to be provided on 10A.
Sufficient coaching gates should be provided so that there is
always a coaching gate available to accommodate busy day
demand
Demand for 1 gate. 4 provided Demand for 2 gates 4 provided Demand for 2 gates 4 provided
*In 2012 GAL was given dispensation to deliver 93% PSL in NT while Pier 5 Development works were underway. However, an intensive towing regime was instigated during the works period enabling GAL to maintain PSL levels above 95%.
12
Gatwick Airfield Facilities: Existing and Forecast to 2020/2021 with RAG Status
including Q5 & Q5+1 Development

1 2 3 4 A B C D E F G H
13
Conclusion
Gatwick is the busiest single-runway airport in the world. During the summer peak, demand outstrips
available supply. With no second runway expected until at least the mid-2020s, the existing runway needs
to be better utilised, particularly on a year-round basis to provide capacity for maximising further medium
term growth.
The forecasts include assumptions on external shocks over the forecast period. Based on the last ten
years the likelihood of an “event” is high and SH&E considered the nature of “external shocks” and their
likely effect on passenger traffic and subsequent recovery rate. Economic shocks, particularly economic
recessions, have typically had a larger and longer lasting negative impact on aviation growth than events
such as SARS, terrorist attacks and political unrest.
The Low Case represents a set of negative yet conceivable circumstances, whereby the rebound from
the recent downturn is slow and prolonged, and the long term average rate of growth is weakened by
economic volatility and potential negative shocks to demand.
The Base Case forecast translates to a set of reasonable assumptions at the airline and market level,
illustrating how growth may be achieved. Gatwick is and will remain a predominantly short haul European
airport with all market sectors expected to grow. In terms of volume it will be the short haul segment that
grows the most with growth on the long haul passenger segment driven by additional services from new
and established carriers at Gatwick. These new carriers could be new operators to the London market or
potential spill from an increasingly constrained Heathrow market.
In contrast, the High Case illustrates the volumes that may be expected if a more positive set of
circumstances materialise, representing an optimistic but achievable growth path. In this scenario, a robust
near-term rebound is assumed, coupled with on-going successes in attracting new carriers and routes to
Gatwick now that Gatwick is free to compete and has developed a strong air service marketing approach.
Over the longer term, market maturity and capacity constraints are still modelled, but to a somewhat lesser
degree than in the Base Case.
The Base Case represents SH&E’s most likely forecasts, taking a balanced view of the demand and supply
side factors driving future traffic volumes at Gatwick. However it is worth noting that recent changes in the
competitive dynamics of the London market, for example the sale of Stansted to MAG, are not assumed in
the Base Case, this will be taken account of in the next forecast refresh.
In spite of some major exogenous shocks, the global aviation market has grown mainly in a consistent
manner, at a long term average rate of around 5-6% per annum. Growth has varied significantly by region
of the world, with markets in some countries maturing earlier than others. While Europe and North America
are now considered largely mature markets, some other regions such as the Middle East and Asia are still
generating strong aviation growth as economies develop and expand.
Recovery started in 2012 and the long term outlook for aviation demand remains broadly positive. However
market sentiment remains cautious and the shorter term outlook volatile with unrest in the Middle East and
North Africa (MENA) region, a recurring rise in oil prices, and fragile economic recovery in many European
markets, including the UK, as well as the fortunes of the Eurozone are continuing to impact aviation
demand.
Over the past decade, the airline industry has been subject to a variety of external “shocks” e.g. Gulf War,
SARS, 9/11 and volcanic activity, none of which could have been predicted, but all of which had a very
significant impact on air travel. Due to its nature, such an event has not been built into our forecasts, but
remains a very real risk.

1 2 3 4 A B C D E F G H
14
Moreover we expect the recent sale of Stansted to intensify the competition with Gatwick for airlines and
passengers. Increased competition between airports will also have an impact with some airports winning
and others losing passenger traffic.
1.2 Gatwick Airport Master Plan
Following a three-month public consultation on its draft master plan, which closed in January 2012, Gatwick
Airport published a report detailing the views and opinions of local residents, businesses, MPs and Councils
in April 2012. The detailed document ‘Gatwick Airport: Draft Master Plan Summary Report on Public &
Community Consultation’ is available to read and can be downloaded from the Gatwick Airport website
gatwickairport.com/masterplan.
The final Master Plan document was published in June 2012 and is also available on the Gatwick Airport
website. The Master Plan both informs and is informed by a variety of statutory planning documents
that are produced by regional and local authorities, as well wider Government policy and the regulatory
environment in which Gatwick operates.
As mentioned in the previous CIP documents, together, the Gatwick Airport Master plan, the Development
Plans and the Capital Investment Programme are intended to present a clear picture of Gatwick’s
development within the current, medium and long term view and are intrinsically linked through a common
ambition and strategy. The relationship between these different documents and Gatwick’s Business Plan is
GAL. Illustrated in the diagram below:
GAL recognises the importance of demonstrating a strong linkage between the CIP and our strategic
ambition for Gatwick as described in our master plan. In the past we have used the term ‘Development
Strategy’ to describe this linkage. We believe the revised GAL Business Plan (‘Connecting London to the
World’, published in January 2013), goes a long way to making this connection. Chapters two to seven
in the January 2013 revised GAL revised Business Plan describe our vision and strategic priorities for the
airport, our traffic forecasts and the results of our passenger insight research. They also explain how we have
used the latter material to create our product matrix which identifies future service outcomes, designed to
deliver our ambition for Gatwick. The product matrix can be found in Appendix H.
We have shared with our airline partners via a pack of illustrative plans the differing options for
development that are available and how we are taking these into account when we propose specific
projects to take forward.

1 2 3 4 A B C D E F G H
15
Chapter Chapter Chapter Chapter Chapter Appendix Appendix Appendix Appendix Appendix Appendix Appendix Glossary
1 2 3 4 A B C D E F G H
CHAPTER 2
Our Strategic ambition: To become London’s Airport of Choice
Introduction
Since December 2009, we have made huge strides in improving the infrastructure and the passenger
experience to position Gatwick as London’s airport of choice. From a service quality rebate (SQR)
perspective, there has been a marked improvement in Gatwick’s performance against the CAA’s SQR
measures, with all measures being met each month. As outlined in Chapter 8 (Service Quality Regime)
of the January 2013 GAL Business Plan, Gatwick has had considerably more success in achieving 100%
compliance with its SQR measures than the other regulated south east airports.
It is also no mere coincidence that Gatwick’s third birthday under new ownership coincides with a host
of industry recognition, with no less than seven industry awards comprising Best UK airport at the British
Travel Awards 2012, UK airport of the year at the 2012 Travel Agents Choice awards, Best Security &
Immigration Experience award at the Future Travel Experience awards 2012, Best airport in social media at
the ‘Simplifying’ Digital awards.
Increasingly passengers have more choice as to which airport they fly from and airlines have alternative
bases from which to operate. As we compete to grow and attract new routes and airlines as well as
passengers in the competitive South East airport market, we also need to ensure we continue to deliver
facilities for both our airline partners and passengers in a cost effective manner. It is only by delivering
continued improvement in the passenger experience at Gatwick and meeting the needs of a varying
customer base that we will become London’s airport of choice.
Our ambition
The way in which we have sought to compete since December 2009 is encapsulated in our ambition to
‘’compete to grow and become London’s airport of choice”.
In the 2012 CIP, we explained how our ambition to ‘’compete to grow and become London’s airport of
choice” is translated into six strategic priorities and how these strategic priorities provide a high level
strategic direction for our development planning.

1 2 3 4 A B C D E F G H
16
1. Deliver the best passenger experience by listening to our passengers and delivering the kind of
service that will make them choose to fly from Gatwick.
2. Help our airlines grow by understanding their goals and developing commercial partnerships
3. Increase value and efficiency by maximising income from retail, property and car parks, lowering our
operating costs and investing efficiently
4. Protect and enhance our reputation by building strong and constructive relationships with our
stakeholders based on openness and trust
5. Build a strong environment, health and safety culture by maintaining a relentless focus on achieving
zero incidents
6. Develop the best people, processes and technology by investing in high performing people, driving
continuous improvement and deploying the right systems.
These strategic priorities are then cascaded down to the individual objectives of each of our members of
staff.
From Strategic Priorities to Passenger Commitments
Underpinning these six strategic priorities is the recognition that to become London’s airport of choice in
a competitive market, we need to put the passenger first. In 2010, Gatwick became the first UK airport to
publish passenger commitments, which are central to our service focus and have been endorsed by our
airline partners, handling agents and the UK Border Force (formerly known as UK Border Agency).
These passenger commitments, outlining the service standards our passengers can expect, are the results
of the collaborative work undertaken with our partners and centre on three core pledges:
• We’ll treat you as our guest
• We hate queues
• We love to be on time

1 2 3 4 A B C D E F G H
17
SUMMARY OF CAPITAL INVESTMENT AT GATWICK IN Q5
Under new ownership, we are on track to deliver the current capital programme, with 82% of the £1,172
billion capital investment programme either completed or nearing completion as at 31st March 2013.
Appendix A outlines the forecast phased capital of all major projects as well as projects completed in the
current quinquennium (Q5). The following section describes on-going capital works across Gatwick that this
phased forecast spend represents that will enable Gatwick to ‘compete to grow and become London’s
Airport of Choice’. These projects have been developed and delivered with input from the airline
community through project working groups, the Capital Programme Board (CPB) and the Joint Steering
Group (JSG).
The 2012 CIP covered the period November 2011 to end March 2012. Following on from the last
publication, the 2013 CIP covers the period April 2012 up to and including March 2013.
Overview of capital investment since April 2012
The total spend since the start of the financial year to date, from April 2012 to March 2013, totals £221.9m,
whilst the Q5 total spend to date since the start of the current quinquennium from 2008 to March 2013
totals £958.1m.
Since April 2012, several projects have either been delivered or nearing completion. Out in the airfield, the
rehabilitation of Gatwick’s most critical asset, the Main runway, has been undertaken, whilst keeping the
world’s busiest single runway operational for the critical parts of the day. Over the course of the nine-month
project, 400,000sqm of runway was resurfaced using 65,000 tonnes of Marshall Asphalt, the airfield ground
lighting was upgraded with the installation of 1,900 runway and taxiway lights, and 530km of electrical
cabling and 38km of ducting installed.
The rehabilitation of Taxiways Papa and November were completed in August 2012. The airfield asset
replacement programme comprising stand rehabilitation, replacement of airfield ground lighting, Fixed
Electrical Ground Power units and Lighting columns is on-going whilst the Stand Entry Guidance Systems
(SEGS) project was delivered in November 2012.
The Pier 5 project, which aims to deliver improved Pier Service levels to meet future growth in passenger
numbers in the North Terminal, is currently well underway. Pier service levels will be enhanced through
stand reconfiguration and provision of independent centrelines access and provision of vertical segregation
for arriving and departing passengers. Structural works will be completed in February 2013 and the
completion of Phase 1 is planned in July 2013, whilst Phase 2 works are due for completion in May 2014.
In November 2012, Gatwick awarded its largest construction contract to date to demolish Pier 1 and
construct a new building in the South Terminal to house both a new baggage system and a new pier. At a
total cost of £178.9 million for both phases, this project is Gatwick’s biggest capital investment in recent
years. It is also a historic milestone for Gatwick as the pier is one of the oldest assets in South Terminal, first
opened in 1958. The ST Baggage and Pier 1 project, which in fact brings two separate projects together
into a single build solution, will entail the demolition of Gatwick’s original 1950s Pier. Phase 1 of the South
Terminal Baggage and Pier 1 project comprising the replacement of the hold baggage screening (HBS)
facility was completed by September 2012. Phase 2 comprising the construction of a new ST baggage
factory and brand new pier with 5 fully serviced stands, entailing the demolition of the existing Pier 1 and
delivery of an automated baggage storage facility, will be completed in 2015.
The new two-storey Pier has been designed with the passenger in mind at every step, with quick and
easy access from the departure lounge to the bright new gate rooms, linked to five new aircraft stands by
air-bridges. With views over the airfield, the new gate rooms will also include new style seating and child-
friendly zones.

1 2 3 4 A B C D E F G H
18
Within the heart of the building will be a new baggage system that will allow bags to be processed faster
and enable our airlines the opportunity to use automated fast-bag drops. There will be an automated bag
store too, giving airlines the ability to offer flexible check-in.
In the North Terminal, exciting improvements were brought to the passenger experience in the North
Terminal with the opening of Jamie’s Italian and Yo! Sushi restaurants in June 2012. The opening of Jamie’s
Italian in the North Terminal is a great example of how Gatwick is competing to become London’s airport of
choice with Gatwick being recognised as having delivered the best travel restaurant throughout the travel
industry in 2012.
The A380 on Stand 125 project came into service in March 2013 under the original budget of £6.5m, with
the first A380 using the stand on 26th March.
There has also been a major upgrade to the baggage system to increase capacity and improve efficiency in
the North Terminal, with the NT Baggage project completed in December 2012.
In the South Terminal, the ST IDL Phase 1 Project was opened in July 2012, providing a brand new ST walk
through duty free facility. Gatwick South Terminal Security facility, the benchmark standard for UK airports,
continues to win yet more awards, the latest being the Best Security & Immigration Experience award at the
2012 Future Travel Experience awards.
The ST Departure Lounge Phase 2 achieved tollgate 4 in December 2012. As at January 2013, the
preliminary design is complete. Enabling works are completing with the strip out old WDF and other shops.
This project is expected to be fully delivered by January 2014, with the first phase complete in July 2013.
The refurbishment of Atlantic House, as part of the Crew Reporting solution is due for completion in July
2013. The installation of the Jubilee House HBS equipment was completed in September 2012.
Appendix A - Phased Capital Investment Programme 2013 shows a phased forecast spend for the
current regulatory cycle, April 2008 – March 2014.
Q5 - Key Metric
The graph below shows actual capital expenditure per year for Q5 to date and the forecast for the
remaining year:
104.0
181.4
211.4
239.3
221.9
213.9
0
50
100
150
200
250
300
2008 2009 2010 2011 2012 2013
£million
Financial Year ending 31 March
Q5 Capital Expenditure
Actual Forecast

1 2 3 4 A B C D E F G H
19
The above commentary is not exhaustive but gives an indication of the scale and range of improvements
that are underway or planned in the current Q5 regulatory cycle to enable Gatwick to compete to grow and
retain airline and passenger traffic.
In Chapter 5 individual project description sheets (PDS) have been provided, outlining cost breakdowns for
all the major projects and programmes in the Q5 CIP with a budget greater than £5 million.
Overview of recently completed projects and current & future milestones
The following sections provide an overview of recently completed projects and significant milestones
achieved since April 2012 up to end of March 2013.
Projects TG1 TG2 TG3 TG4 TG5 TG6
Comments including trigger dates where
applicable
Major Projects completed since April 2012
NT Extension N/A N/A N/A Oct-09 Dec-11 Feb-13 Achieved trigger requirements in December 2011
ST Security - Phase 3 IDL works N/A Aug-11 Sep-11 Oct-11 Nov-12 Feb-13
ST Immigration Hall Reconfiguration N/A Aug-10 Aug-10 Sep-10 Feb-12 May-12
Main Runway Rehabilitation Jun-10 Oct-10 Jul-11 Jul-11 Nov-12 May-13
NT Baggage (NTB) N/A N/A N/A Feb-10 Dec-12 May-13
ST Baggage Phase 1 (HBS installation) Apr-10 Apr-10 May-10 Oct-10 Aug-12 Apr-13
NT Security ( Phase 2) May-11 Jun-11 Jun-11 Oct-11 May-12 Nov-12
A380 on Stand 125 Jun-11 Aug-11 Dec-11 May-12 Feb-13 Mar-13
Other Significant Milestones achieved since April 2012
Papa November Taxiways Mar-11 Aug-11 Aug-11 Nov-11 Jun-12 Sep-13
Special Branch & UKBF accommodation Nov-12 Jan-13
NT IDL Reconfiguration N/A Sep-11 Dec-11 Dec-11
Jun-12 :
Project 1
Feb-13 Project scope reduced
ST IDL Reconfiguration Ph-2 Dec-11 Feb-12 Jul-12 Dec-12 Dec-13 Mar-14
ST Baggage Phase 2 Apr-10 May-10 Jun-11 Jul-12
May-15 :
Baggage
Factory
June-15 :
Baggage
Factory
Pier 1 closure in Apr-13; Pier 1 Gates 1-5 in Mar-15.
Trigger date : 31 Dec 2013 (enabling works and
demolition works)
Future Milestones - as at 31 March 2013
Piers, Infrastructure & Airfield
Pier 5 - Phase 1 N/A N/A Apr-11 Dec-11 Jul-13 Aug-13
Phase 1 completion : Trigger date : 16 Sep 2013 ;
Phase 2 TG 5 & 6 in May 2014
NT Additional Pier Service May-10 Jun-12 Jun-13 Dec-15 Jan-17
NT Baggage Voids Jul-11 N/A Apr-13 N/A Dec-13
ST Baggage Phase 2 Apr-10 May-10 Jun-11 Jul-12
May-15 :
Baggage
Factory
Jun-15 :
Baggage
Factory
Pier 1 closure in Apr-13; Pier 1 Gates 1-5 in Mar-15.
Trigger date : 31 Dec 2013 ( enabling works and
demolition works)
Surface Water Pond D Jul-10 Nov-10 Dec-11 Dec-11 Apr-13 May-13
Airfield Operations Building Apr-11 Apr-11 Dec-11 Jul-12 Nov-13 Jan-14
ADCM55 Apr-11 Apr-11 Dec-11 Jul-12 Nov-13 Jan-14
Taxiway AGL Aug-12 Aug-12 Jun-13 Oct-13 Nov-14 Nov-14
95% Pier Service N/A N/A t Apr-14 Oct-17 Jan-18
Gatwick Stream Flood Attenuation Mar-12 Apr-12 Aug-12 Mar-13 Jan-14 Jun-14
Consolidated Security Gate N/A Mar-12 Mar-13 Jul-14 Oct-14 Nov-14
Entrance Bridge Cladding Feb-11 Aug-11 Apr-12 Apr-12 Nov-13 Dec-13
Terminals
ST IDL Reconfiguration Phase 2 Dec-11 Feb-12 Jul-12 Dec-12 Dec-13 Mar-14 Trigger date: 31 March 2014
Crew Reporting N/A N/A Jun-11 Jun-12 Jul-13 Aug-13 Trigger date: 31 August 2013
Domestic Arrivals N/A N/A Jan-12 May-12 Apr-13 Apr-13
ST & NT Border Force Arrivals Zones Apr-12 Oct-12 Jul-13 Aug-13

1 2 3 4 A B C D E F G H
20
‘Q5+1’ EXTENSION YEAR – STATUS OF PROJECTS AS AT END OF March 2013
Since late May 2012, weekly meetings have been held between GAL and the Airport Consultative
Committee (ACC) representative to discuss capital expenditure for the relevant Q5+1 minor projects and to
receive the ACC’s endorsement for individual projects. Both the Capital Programme Board (CPB) and Joint
Steering Group (JSG) are kept informed on a monthly basis of the tracked forecast spend. This process,
ratified by the ACC, has ensured that there is sufficient airline consultation and governance around the
Q5+1 list of projects.
The sections below give an overview of both minor and major projects either endorsed by the JSG, or
currently being considered by the ACC. Also included is the list of projects not supported by the ACC.
ACC Supported Major Projects
Since May 2012 and until 31 March 2013, the following list of ‘Q5+1’ major projects totalling £163.2 m have
been endorsed by the ACC for progression:
1. Rail Station Contribution
2. NT Additional Pier Service - Pier 5
3. South Terminal Baggage & Pier 1
4. Crew Reporting
5. ST Domestic Arrivals
6. ST Entrance Bridge Cladding
7. Surface Water Infrastructure (Q5+1 phase)
8. Airfield Peak Cap Expansion ACDM55 - phase 2
9. NT IDL Reconfiguration phase 1
10. UKBA Arrivals Phase 1
11. NT IDL Reconfiguration phase 2
12. Flood Alleviation
13. ST IDL Reconfiguration
14. Consolidated Security Gate (ACC support anticipated at April JSG)
15. Gatwick Stream Flood Attenuation (ACC support given at March JSG)
ACC Supported Minor Works Projects
The list below provides an overview of the various minor projects (whose budget is above £1 million)
endorsed by the ACC since June 2012. Altogether there are approximately 43 minor projects each with
their respective estimated budget, totalling £53.7 million comprising:
1. ST Statutory Accommodation Compliance
2. LEPC
3. Remote Stand SEGS
4. S1/S2 Switchboard Replacement
5. NT Foul Rising Main Augmentation
6. Norfolk House Refurbishment

1 2 3 4 A B C D E F G H
21
7. Low Voltage Electricity
8. Vehicle replacement
9. ST Landside Arrivals & Onward Travel
10. Life safety systems
11. HVAC systems
12. Property asset replacement
13. CCTV replacement
14. IT Core Infrastructure - Node Room Remediation
15. IT Infrastructure Platform upgrade
16. Check-in Common Bag Drop
17. Airfield Peak Capacity Expansion (ACDM – Phase 1)
18. IT Operations Centre
19. Minor works, building and fabric
20. Substations (Airfield)
21. FEGP (asset replacement only)
22. ST IDL Toilets (outside the Beehive Pub)
23. Gatwick Connect Pilot
24. Security Fixed Posts
ACC Major Projects still under ACC consideration
The A380 on Stand (Pier 6) is yet to obtain full ACC support as at 31 March 2013.
Projects still under ACC consideration
The following projects totalling £15.7m are being considered by the ACC:
1. Taxiway rehabilitation including AGL
2. Staff Car Parks
3. Minor projects – various (under £500k each)
Projects not endorsed by ACC
The following projects amounting to £15.7 m in total are not supported by the ACC:
1. Check-in Common Bag Drop (representing remainder of spend following individual trials – all of which
have been supported by the ACC)
2. NT Early Bag Store
3. NT Staff Restaurant
4. UKBA Arrivals Phase 2 – South Terminal
5. Crew Reporting - the budget increase at TG4 from £14m to £20.55m (The scope of the Crew report-
ing project was endorsed by the JSG/ACC, however, the budget increase from £14m to £20.55m is not
supported by the ACC).

1 2 3 4 A B C D E F G H
22
As mentioned in the 2012 CIP, the 6 year Q5 capital programme consists of major projects and programmes
comprising current live projects, rolling programmes and a number of new projects required between
February 2011 (when the Q5+1 programme was constructed) and the end of the quinquennium (March
2014).
Many of these projects were already in the Q5 programme. Some are new whilst others will either be
completed in the extension year 2013/2014 or into the period beyond Q5. Examples of major projects
which carry over from Q5 into the period beyond Q5 are NT Additional Pier Service – Pier 5, ST Baggage
and Pier 1 and Rail Station improvement works.
Beyond Q5 – Our Revised Business Plan
The formal process of Constructive Engagement with the airline community for the post Q5 period
commenced in April 2012, with the submission of the initial GAL Business plan, as requested by the CAA.
Once the business plan was published in April 2012, the CAA instructed the airport and its airlines to
take the main elements of the Initial Business Plan through a process of Constructive Engagement. This
was a multi-lateral process in which various elements of the business plan were discussed in a structured,
transcript format. The subjects covered were agreed in advance with the CAA and the airlines in the form
of the Constructive Engagement mandate. In total, GAL had 33 Constructive Engagement meetings. Topics
covered included:
• Traffic forecasts;
• Capital expenditure;
• Service quality;
• Operating expenditure; and
• Commercial revenues.
Changes since April 2012 Initial Business Plan
As a result of Constructive Engagement, and due to other developments during 2012, some elements of
the business plan have been changed. A new revised business plan (RBP) was thus launched in February
2013. It is worth noting that the traffic forecasts now show Gatwick reaching only 35.9 million passengers in
2018/19, down from the 37.3 million passengers forecast for the same year in the Initial Business Plan.
The capital expenditure total of £1.15bn in the April 2012 business plan has been reduced to £967.17m.
This reflects a lack of airline support for some projects, as well as the reduced traffic forecasts delaying the
need for some projects to the early 2020s.
The table below provides a high level summary (in 2013/2014 prices) of the revised Capital Programme for
the period between the end of Q5 (1 April 2014) and 31 March 2019, totalling £967.17 million. Also shown
is the predicted capital spend for the following 5 year period up to 2024.

1 2 3 4 A B C D E F G H
Capital programme summary by year
BUSINESS PLAN - EASYJET SPLIT - PROGRAMME APPROACH 10 YEAR PLAN
High Case (July 2013) easyJet Split - (v15 dated 21.06.2013)
23
BUSINESS PLAN - EASYJET SPLIT - PROGRAMME APPROACH 10 YEAR PLAN
High Case (July 2013) easyJet Split - (v15 dated 21.06.2013)
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
ASSET STEWARDSHIP
AIRFIELD
6.70
£ 6.95
£ 15.33
£ 23.67
£ 32.05
£ 84.70
£ 28.00
£ 36.00
£ 39.50
£ 34.50
£ 34.50
£ 172.50
£
FACILITIES
28.78
£ 42.72
£ 38.50
£ 29.13
£ 24.38
£ 163.51
£ 29.50
£ 41.50
£ 31.50
£ 29.00
£ 27.50
£ 159.00
£
COMMERCIAL
8.11
£ 11.55
£ 10.09
£ 8.19
£ 7.21
£ 45.15
£ 9.50
£ 9.50
£ 9.50
£ 9.50
£ 9.50
£ 47.50
£
COMPLIANCE & RISK
9.38
£ 15.30
£ 5.28
£ 4.88
£ 4.89
£ 39.73
£ 6.10
£ 8.10
£ 8.10
£ 5.10
£ 6.60
£ 34.00
£
I.T.
10.27
£ 8.67
£ 3.57
£ 7.89
£ 3.77
£ 34.17
£ 10.00
£ 10.00
£ 10.00
£ 10.00
£ 10.00
£ 50.00
£
TOTAL ASSET STEWARDSHIP 63.24
£ 85.19
£ 72.77
£ 73.76
£ 72.30
£ 367.26
£ 83.10
£ 105.10
£ 98.60
£ 88.10
£ 88.10
£ 463.00
£
CARRY OVER PROJECTS
ST Baggage & Pier 1 65.60
£ 23.00
£ -
£ -
£ -
£ 88.60
£ -
£ -
£ -
£ -
£ -
£ -
£
Pier 5 2.89
£ -
£ -
£ -
£ -
£ 2.89
£ -
£ -
£ -
£ -
£ -
£ -
£
Gatwick Stream Flood Attenuation 0.39
£ -
£ -
£ -
£ -
£ 0.39
£ -
£ -
£ -
£ -
£ -
£ -
£
Consolidated Security Gate 0.96
£ -
£ -
£ -
£ -
£ 0.96
£ -
£ -
£ -
£ -
£ -
£ -
£
FEGP Replacement 0.05
£ -
£ -
£ -
£ -
£ 0.05
£
River Mole 0.31
£ -
£ -
£ -
£ -
£ 0.31
£
-
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
70.20
£ 23.00
£ -
£ -
£ -
£ 93.20
£
TOTAL ASSET REPLACEMENT PLUS CARRY OVERS 133.44
£ 108.19
£ 72.77
£ 73.76
£ 72.30
£ 460.46
£ 83.10
£ 105.10
£ 98.60
£ 88.10
£ 88.10
£ 463.00
£
CORE PROJECTS - 2013/14 - 2018/19
Delivery of 95% Pier Service (North Terminal) 5.15
£ 50.35
£ 81.39
£ 37.90
£ 0.66
£ 175.45
£ -
£ -
£ -
£ -
£ -
£ -
£
NT Security Reconfiguration 6.11
£ 8.42
£ 7.46
£ 3.18
£ -
£ 25.17
£ -
£ -
£ -
£ -
£ -
£ -
£
Early Bag Store 1.02
£ 1.23
£ 10.57
£ 10.22
£ 0.96
£ 24.00
£ -
£ -
£ -
£ -
£ -
£ -
£
Upgrade Check In & Bag Drop & NT Ceilings and Floors 0.54
£ 1.61
£ 2.73
£ 2.31
£ 16.81
£ 24.00
£ -
£ -
£ -
£ -
£ -
£ -
£
Upgrade Check In & Bag Drop ST 0.50
£ 1.60
£ 2.61
£ 2.52
£ 10.37
£ 17.60
£ -
£ -
£ -
£ -
£ -
£ -
£
NT Border Zone -
£ 0.76
£ 1.47
£ 7.80
£ 3.19
£ 13.22
£ -
£ -
£ -
£ -
£ -
£ -
£
NT IDL Reconfiguration & Expansion 21.66
£ 29.85
£ 26.44
£ 9.82
£ -
£ 87.77
£ -
£ -
£ -
£ -
£ -
£
Runway 2 5.70
£ 4.30
£ -
£ -
£ -
£ 10.00
£ -
£ -
£ -
£ -
£ -
£ -
£
Business Systems Transformation 3.29
£ 3.29
£ 3.29
£ 2.97
£ 2.95
£ 15.79
£ -
£ -
£ -
£ -
£ -
£ -
£
Stand Reconfigurations 0.74
£ 7.53
£ 1.47
£ 0.26
£ -
£ 10.00
£ -
£ -
£ -
£ -
£ -
£ -
£
Product Development - Car Parking -
£ -
£ -
£ 0.61
£ 4.39
£ 5.00
£ -
£ -
£ -
£ -
£ -
£ -
£
Digital Media - Return 0.08
£ 2.59
£ 0.82
£ 0.15
£ 1.66
£ 5.30
£ -
£ -
£ -
£ -
£ -
£ -
£
CIP Departures 0.14
£ 2.16
£ -
£ -
£ -
£ 2.30
£ -
£ -
£ -
£ -
£ -
£ -
£
NT Baggage Reclaim -
£ -
£ 0.18
£ 1.34
£ 1.28
£ 2.80
£ -
£ -
£ -
£ -
£ -
£ -
£
NT Arrivals Transformation 0.84
£ 2.67
£ 8.35
£ -
£ -
£ 11.86
£ -
£ -
£ -
£ -
£ -
£ -
£
ST IDL Capacity -
£ 0.51
£ 1.28
£ 11.27
£ 16.94
£ 30.00
£ 18.18
£ 15.82
£ -
£ -
£ -
£ 34.00
£
CIP Arrivals 0.15
£ 1.99
£ -
£ -
£ -
£ 2.14
£ -
£ -
£ -
£ -
£ -
£ -
£
Additional NT Coaching Bays 0.15
£ 0.30
£ 0.78
£ 1.18
£ -
£ 2.41
£ -
£ -
£ -
£ -
£ -
£ -
£
ST Public Transport / Accessibility 0.51
£ 0.40
£ 3.33
£ 4.96
£ -
£ 9.20
£ -
£ -
£ -
£ -
£ -
£ -
£
Stands 551 and 552 1.26
£ 8.09
£ -
£ -
£ -
£ 9.35
£
Hangar 5.35
£ -
£ -
£ -
£ -
£ 5.35
£
Minor Development Projects 2.00
£ 2.00
£ 2.00
£ 2.00
£ 2.00
£ 10.00
£
Consolidated Car Rental and Motor Transport Facility 0.45
£ 1.58
£ 5.97
£ -
£ -
£ 8.00
£ -
£ -
£ -
£ -
£ -
£ -
£
55.64
£ 131.23
£ 160.14
£ 98.49
£ 61.21
£ 506.71
£ 101.28
£ 120.92
£ 98.60
£ 88.10
£ 88.10
£
SUBTOTAL 189.08
£ 239.42
£ 232.91
£ 172.25
£ 133.51
£ 967.17
£ 101.28
£ 120.92
£ 98.60
£ 88.10
£ 88.10
£ 497.00
£
DEVELOPMENT ROJECTS - 2013/14 - 2018/19
HBS Replacement 8.54
£ 6.24
£ 72.06
£ 61.79
£ 9.58
£ 158.21
£
Liquid Detection -
£ 0.40
£ 1.25
£ -
£ -
£ 1.65
£
Gatwick Express Rolling Stock - Capital Contribution -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
SUBTOTAL 197.62
£ 246.06
£ 306.22
£ 234.04
£ 143.09
£ 1,127.03
£ 101.28
£ 120.92
£ 98.60
£ 88.10
£ 88.10
£ 497.00
£
PROJECTS - 2019/20 - 2023/24
Long Stay Capacity (Decking) Post 2019 -
£ -
£ -
£ -
£ -
£ -
£ 2.00
£ 5.00
£ 12.50
£ 10.80
£ 8.00
£ 38.30
£
CIP Building Replacement (North Terminal) -
£ -
£ -
£ -
£ -
£ -
£ 10.00
£ 10.00
£ -
£ -
£ -
£ 20.00
£
North Terminal Avenue Reconfiguration -
£ -
£ -
£ -
£ -
£ -
£ 2.00
£ 5.00
£ 5.00
£ -
£ -
£ 12.00
£
North Terminal Baggage Reclaim Reconfiguration -
£ -
£ -
£ -
£ -
£ -
£ 3.00
£ 15.00
£ 23.00
£ 23.00
£ 64.00
£
NT Short Stay Car Park -
£ -
£ -
£ -
£ -
£ -
£ 1.80
£ 9.10
£ 9.10
£ -
£ -
£ 20.00
£
Security Gate -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ 3.00
£ 2.45
£ 5.45
£
ST Baggage Reclaim -
£ -
£ -
£ -
£ -
£ -
£ 1.00
£ 1.00
£ 5.00
£ 5.00
£ -
£ 12.00
£
Additional Staff Car Park Capacity -
£ -
£ -
£ -
£ -
£ -
£ 2.50
£ 2.90
£ -
£ -
£ -
£ 5.40
£
NT IDL Phase 2 (Post 2019) -
£ -
£ -
£ -
£ -
£ -
£ 20.00
£ 20.00
£ 13.00
£ -
£ -
£ 53.00
£
Baggage Capacity Expansion (Post 2019) -
£ -
£ -
£ -
£ -
£ -
£ -
£ 2.00
£ 2.00
£ 8.00
£ 8.00
£ 20.00
£
Railway Contribution -
£ -
£ -
£ -
£ -
£ -
£ 10.00
£ 10.00
£ 10.00
£ 10.00
£ 10.00
£ 50.00
£
Railway Station Upgrade -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
Bridge Over Railway -
£ -
£ -
£ -
£ -
£ -
£ -
£ 1.00
£ 1.50
£ 7.50
£ 10.00
£ 20.00
£
Urban Space Development -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ 2.00
£ 2.00
£ 2.00
£ 6.00
£
ST Short Stay MSCP -
£ -
£ -
£ -
£ -
£ -
£ -
£ 2.00
£ 10.00
£ 8.00
£ -
£ 20.00
£
Product Development - Car Parking, Post 2019 -
£ -
£ -
£ -
£ -
£ -
£ 2.00
£ 2.00
£ 2.00
£ -
£ -
£ 6.00
£
Terminals Works Post 2019 -
£ -
£ -
£ -
£ -
£ -
£ 5.00
£ 8.50
£ 10.00
£ 10.00
£ 10.00
£ 43.50
£
Piers Works (Post 2019) -
£ -
£ -
£ -
£ -
£ -
£ 12.00
£ 17.00
£ 17.00
£ 17.00
£ 17.00
£ 80.00
£
CIP Growth -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
Airfield Capacity / Reconfiguration Works Post 2019 -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
Commercial Products -
£ -
£ -
£ -
£ -
£ -
£ 5.00
£ 5.00
£ 5.00
£ 5.00
£ 5.00
£ 25.00
£
Buy Back Cargo -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
New Build Office Development -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
Industrial Bays -
£ -
£ -
£ -
£ -
£ -
£ 4.00
£ 4.00
£ 4.00
£ 4.00
£ 4.00
£ 20.00
£
GASHCO -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£ -
£
Landside Restaurant -
£ -
£ -
£ -
£ -
£ -
£ 1.00
£ 1.00
£ 6.00
£ -
£ 8.00
£
77.30
£ 108.50
£ 124.10
£ 119.30
£ 99.45
£ 528.65
£
SUBTOTAL 197.62
£ 246.06
£ 306.22
£ 234.04
£ 143.09
£ 1,127.03
£ 178.58
£ 229.42
£ 222.70
£ 207.40
£ 187.55
£ 1,025.65
£
-
£
PROJECT NAME 5 YEAR TOTAL 5 YEAR TOTAL

1 2 3 4 A B C D E F G H
24
Summary
The total expenditure outlined in this investment plan for the 6 year Q5 totals £1,172 million in out-turn
prices. We are continually striving to deliver more value for less by working more efficiently, ensuring that
the right projects appearing in the CIP have been fully explored considering people, process, systems and
infrastructure.
Looking ahead to 2014 and beyond, there is significant further investment required to expand current
facilities where required, achieve greater operational efficiency and improve the passenger experience for
all of our passenger segments. Beyond 2014, we are forecasting approximately £967.17 million of capital
expenditure between 2014 and 2019, thereby continuing a similar rate of expenditure and improvement
since the airport changed hands in December 2009.
This document represents a CIP issued as an output of and for the purposes of further consultation and thus
does not represent a mandatory investment programme.

1 2 3 4 A B C D E F G H
3.1 Capital Investment and the Regulatory and Legislative Context
Introduction
Capital development at Gatwick, as outlined in this chapter, takes place within a framework of regulatory
and legislative policy.
Current Economic Regulation
The current legislation which covers the economic regulation of airports is the Airports Act 1986 and the
Civil Aviation Authority (Economic Regulation of Airports) Regulations 1986. Economic regulation applies in
general to airports at which annual turnover has exceeded £1 million in two of the last three financial years.
Gatwick is currently a designated airport, regulated under the Airports Act 1986 and is therefore subject
to economic regulation by the CAA. This regulation determines the level of airport charges Gatwick can
charge its customers for the provision of services and establishes quality standards for those services.
Regulatory bodies that influence Gatwick’s operations include:
• The Civil Aviation Authority (CAA), the UK’s independent aviation sector regulator that is responsible for
airspace policy, safety regulation, consumer protection and the economic regulation of airports.
• The Competition Commission (CC), via an automatic referral from the CAA, is involved in the price
control determinations for Gatwick, as well as being the UK’s overall competition regulator.
• The Department for Transport (DfT) is responsible for UK aviation policy and is currently undertaking a
review of the economic regulation of airports.
The CAA (with an automatic referral to the Competition Commission) conducts a regulatory review every
five years (known as the quinquennium), reviewing the setting of the level of airport charges at Gatwick
every five years .The latest regulatory review took place in 2007/08 (i.e. price control review), where the
regulator set the price cap for airport charges effective 1st April 2008 to 31st March 2013.
The review covers two major aspects of Gatwick’s business:
• The maximum level of charges that Gatwick can levy. In practice this has meant the CAA determining
annual increases in revenue from airport charges per passenger restricted to not more than the rate of
inflation (Retail Price Index) plus or minus x percentage points.
• Gatwick’s conduct in relation to customers, business partners and suppliers. The regulator is required to
ensure that Gatwick acts in the interest of users.
Q5 extension
In February 2011 the CAA consulted on extending the current five-year regulatory period by one year to
end on 31 March 2014 and published its decision in March 2011 formalising the extension.
Beyond Q5
The formal process of Constructive Engagement at Gatwick for the period beyond the end of Q5
commenced on 1 April 2012 with the publication of Gatwick’s initial business plan and ended in December
2012 with the publication of a joint (ACC/Gatwick) response to the CAA summarising the outputs of
constructive engagement.
CHAPTER 3
Consultation on the Capital Investment Programme
25

1 2 3 4 A B C D E F G H
26
Review of the economic regulatory framework Review of the economic
regulatory framework
Background
The Queen’s Speech (Airport Economic Regulation Bill) in May 2010 set out the intention of the new
coalition Government to reform the law on the regulation of airports.
Under the existing regime, the CAA has 4 duties for the purposes of economic regulation, these are:
• to further the reasonable interests of users of airports within the UK. Users comprises airlines,
passengers and other user of air transport services at the airport
• to promote the efficient, economic and profitable operation of such airports
• to encourage investment in new facilities at airports in time to satisfy anticipated demands by the users
of such airports
• to impose the minimum restrictions that are consistent with the performance by the CAA of its
functions.
In July 2010, the Government detailed its proposals for reform, and in March 2011 the Civil Aviation Bill
was introduced in Parliament. In March 2011 the government also published ‘developing a sustainable
framework for UK aviation: scoping document’. This document asked a series of questions about the future
direction of aviation policy. The responses to the scoping document were subsequently used to inform
the development of the draft aviation policy framework which the government published in July 2012 for
consultation, and which closed in October 2012. The Civil Aviation Bill completed its passage through
Parliament on 20 November 2012.
Future Regulation
The new Civil Aviation Act
The Civil Aviation Act became law on 19 December 2012 and paves the way for airports to offer better
facilities and information for passengers. It is anticipated that the CAA will bring the new airport economic
regulatory framework fully into force in April 2014.
The Act paves the way for the Civil Aviation Authority (CAA) to motivate airports to deliver better facilities,
provide more information for passengers and give greater incentives for airports to prepare for disruptive
events such as severe weather. The Act also makes provisions for future reforms to the Air Travel Organisers’
Licensing (ATOL) scheme, which offers financial protection for holiday makers in the event of their tour
operator going bust.
The Act introduces, and enables, reform in 4 main areas:
• the framework for economic regulation of airports
• the legislative framework of the Civil Aviation Authority
• the Air Travel Organisers’ Licensing scheme (ATOL)
• conferring certain aviation security functions currently carried out by the Department for Transport, on
to the CAA - responsibility for aviation security policy remains with the Secretary of State.
Under the new regulatory regime for airports, the CAA is empowered to carry out a market power test, as
set out in the Act, to determine whether an airport operator should or should not be subject to economic
regulation. This replaces the designation of airports for price control regulation by the Secretary of State.

1 2 3 4 A B C D E F G H
27
Gatwick along with Heathrow and Stansted airports are currently designated and their current price controls,
set under the Airports Act 1986, will continue to run until 31 March 2014. Over the next few months, the
CAA will determine how to apply the new regime set out in the Act to the airports that are subject to
economic regulation after this date.
The new Act sees a number of key changes to the powers and responsibilities of the aviation regulator, the
CAA, including:
• giving the CAA a single overriding duty, for its airport economic functions, to further the interests of
passengers and owners of cargo in the provision of airport operation services
• creating a flexible licensing regime for regulated airports, enabling the CAA to include licence
conditions that require airports to respond more effectively when things go wrong (e.g. severe weather)
• allowing the CAA, where appropriate, to replace fixed price caps on airports with lighter touch forms of
regulation and removing unnecessary central government involvement from airport regulation
• giving the CAA more effective enforcement powers, allowing it to impose sanctions of up to 10%
of an airport operator’s annual turnover and daily amounts of 0.1% of turnover for breaching licence
conditions
• providing the CAA with a new role in promoting better public information about airline and airport
performance levels, enabling passengers to make informed decisions when making travel arrangements
• providing the CAA with a new role to promote better public information about the environmental
effects of aviation and measures taken to mitigate adverse effects
• conferring certain aviation security functions currently carried out by the Department for Transport, on
to the CAA. Responsibility for aviation security policy, and giving aviation security directions to industry,
will remain with the Secretary of State
Under the new measures the CAA will have a single primary duty and a number of further duties to which
the CAA must have regard in carrying out the primary duty for the purposes of airport economic regulation.
Primary duty: to further the interests of passengers and owners of cargo (both present and future), in the
provision of airport operation services and to do so, wherever appropriate, by promoting competition.
Further duties comprising:
• to ensure that licence holders are able to finance their provision of airport operation services
• to secure that all reasonable demands for airport operation services are met
• to promote economy and efficiency on the part of licence holders in their provision of airport operation
services at regulated airports
• to secure that licence holders are able to take reasonable measures to reduce, control or mitigate
adverse environmental effects of the airport to which the licence relates and aircraft using that airport
• to have regard to guidance issued by the Secretary of State
• to have regard to any international obligation of the UK notified to it by the Secretary of State
• to have regard to the principles of better regulation
In addition the CAA will have a duty not to impose or maintain unnecessary burdens.

Gatwick 2013 cip-published_july_2013 (1)

Gatwick 2013 cip-published_july_2013 (1)

Recomendados

Recomendados

Más contenido relacionado

Destacado

Destacado (8)

Similar a Gatwick 2013 cip-published_july_2013 (1)

Similar a Gatwick 2013 cip-published_july_2013 (1) (20)

Último

Último (20)

Gatwick 2013 cip-published_july_2013 (1)