Interaction d2.1 - V1.0

INTERACTIONINnovative TEchnologies and
Researches for a new Airport Concept towards

Turnaround coordinatION
D2.1 General Characterization of Airport Processes and
its Interaction
February 2014
This page is intentionally in blank
INTERACTIONINnovative TEchnologies and Researches for a new Airport Concept towards Turnaround coordinatION
Executive Summary
The document presents the analysis of current Aircraft Turnaround at the airport, covering the different
processes that converge on the Aircraft, that is, those of Passengers, Baggage, Freight and Ramp and GSE,
and the Turnaround itself. This analysis breaks down each process, identifying the actors involved and the
roles and responsibilities of each one. In addition to this, consideration has been given to the operational
philosophy followed by the different actors, and this is summarised in the written definition included and
schematised in the process flow diagram, including the different alternatives observed in every process and
the equipment offered by the industry. Next, the information flows between the actors have been highlighted
according to a chronological sequence based on time and the means used to support the communication. In
these terms, the Information and Management Tools used by the actors to manage their operations have
been summarised. Finally, the Colour Petri Nets Theory has been outlined, as this is the method to be used
to model the Turnaround which will make it possible to assess the cause-effect relationships between the
Passenger, Baggage, Freight and Ramp and GSE processes and the Aircraft Turnaround.
Table of Contents
Executive Summary............................................................................................................................................3
1
Introduction ................................................................................................................................................11
1.1
Contributors ......................................................................................................................................11
1.2
Revision status .................................................................................................................................12
1.3
Structure of the document ................................................................................................................12
1.4
Acronyms ..........................................................................................................................................13
Scope ........................................................................................................................................................18
2.1
Objectives .........................................................................................................................................18
2.2
Context and Assumptions: Drafting the INTERACTION Scenario ...................................................18
2.2.1
Context .........................................................................................................................................18
2.2.2
Assumptions .................................................................................................................................19
2.2.3
Scenarios ......................................................................................................................................22
Passenger Process ...................................................................................................................................24

3.1
3.1.1
3.2
Scope ................................................................................................................................................24
Objectives .....................................................................................................................................24
Context and Assumptions .................................................................................................................24
3.2.1
Context .........................................................................................................................................24
3.2.2
Assumption ...................................................................................................................................24
3.3
Identification of Actors involved, Roles & Responsibilities. ..............................................................25
3.4
Process Description ..........................................................................................................................26
3.4.1
Process Definition (textual) ...........................................................................................................26
3.4.2
Passenger Boarding Process .......................................................................................................33
3.4.3
Passenger De boarding Arrival Process ...................................................................................36
3.4.4
Passenger in transfer process ......................................................................................................37
3.4.5
Process Flow Diagrams ................................................................................................................39
3.4.6
Identification of Process Indicators ...............................................................................................41
3.5
Identification and description of Information Flows and Process Interactions .................................42
3.6
Information Management Systems ...................................................................................................45
3.6.1
IOCC Network Planning ............................................................................................................45
3.6.2
DCS System .................................................................................................................................46
3.6.3
Movement Messages (MVT) Software .........................................................................................46
3.6.4
BHS- Baggage Handling System .................................................................................................46
3.6.5
Information FlowPassenger Processes. .....................................................................................46
Baggage Process ......................................................................................................................................48

4.1
4.1.1
4.2
4.2.1
Scope ................................................................................................................................................48
Objectives .....................................................................................................................................48
Context .........................................................................................................................................48
4.2.2
4.3
Identification of Actors involved, Roles & Responsibilities. ..............................................................49
4.4
4.4.1
4.4.2
Process Flow Diagram .................................................................................................................65
4.4.3
4.5
4.6
4.6.1
5
Baggage Reconciliation System ...................................................................................................69
Freight Process .........................................................................................................................................70

5.1
5.1.1
5.2
Assumption ...................................................................................................................................48
Scope ................................................................................................................................................70
Objectives .....................................................................................................................................70
5.2.1
Context .........................................................................................................................................70
5.2.2
Assumptions .................................................................................................................................75
5.3
Identification of Actors involved, Roles & Responsibilities ...............................................................77
5.4
5.4.1
Overview of the Freight process ...................................................................................................78
5.4.2
5.4.3
Process Flow Diagram .................................................................................................................84
5.4.4
5.5
5.6
5.6.1
Cargo Management System - Hermes .........................................................................................88
5.6.2
E-Freight .......................................................................................................................................92
5.6.3
Air Waybill and E- Air Waybill .......................................................................................................93
Ramp and GSE Process ...........................................................................................................................96

6.1
6.1.1
6.2
Scope ................................................................................................................................................96
Objectives .....................................................................................................................................96
6.2.1
Context .........................................................................................................................................96
6.2.2
Assumption ...................................................................................................................................96
6.3
Process Description ........................................................................................................................102
6.3.1
Ground Support Equipment (GSE) .............................................................................................102
6.3.2
Ramp operations ........................................................................................................................116
6.3.3
Process Flow Diagram ...............................................................................................................119
6.3.4
Identification of Process Indicators .............................................................................................130
6.4
Identification and description of Information Flows and Process Interactions ...............................131
6.5
Information Management System...................................................................................................135
Turnaround as a Whole Process .............................................................................................................138

7.1
Scope ..............................................................................................................................................138
7.1.1
7.2
Context and Assumptions ...............................................................................................................139
7.2.1
Context .......................................................................................................................................139
7.2.2
The Causal Formalism: Use of Petri Nets ..................................................................................139
7.2.3
Assumptions ...............................................................................................................................140
7.3
Identification of Actors involved, Roles & Responsibilities. ............................................................141
7.3.1
List of Actors ...............................................................................................................................141
7.3.2
List of Roles/Responsibilities ......................................................................................................142
7.4
Process Description ........................................................................................................................145
7.4.1
Process Definition (textual) .........................................................................................................145
7.4.2
Process Flow Diagram ...............................................................................................................150
7.4.3
Identification of Process Indicators .............................................................................................151
7.5
8
Objectives ...................................................................................................................................138
Identification and description of Information Flows and Process Interactions ...............................154
Process Management and Information Tools and Support Systems ......................................................155

8.1
Scope ..............................................................................................................................................155
8.1.1
Context .......................................................................................................................................155
8.2
Information exchange elements .....................................................................................................155
8.3
Current Technologies used ............................................................................................................157
8.3.1
Mechanism to exchange information ..........................................................................................157
8.3.2
Channels to exchange information .............................................................................................165
8.4
Current Information Management Systems ....................................................................................174
8.4.1
Airport Information Management systems ..................................................................................174
8.4.2
Airline Information Management systems ..................................................................................177
8.4.3
Handling Information Management systems ..............................................................................180
8.4.4
Cargo Information Management systems ..................................................................................183
8.5
Current Information Management Products ...................................................................................185
8.5.1
Airport Information Management Products .................................................................................185
8.5.2
Airline Information Management Products .................................................................................188
8.5.3
Handling Information Management Products .............................................................................192
8.5.4
Cargo Information Management Products .................................................................................193
References ..............................................................................................................................................195
10
Annex I Highest Air Freight Traffic at EU airports ..............................................................................196
11
Annex II Aircraft and ULD compatibility ..............................................................................................197
12
Annex III Petri Net Formalism.............................................................................................................198
12.1
Petri net modelling formalism .........................................................................................................198
12.1.1
Rules for the Evolution of Marking..........................................................................................199
12.1.2
Coloured Petri Net Formalism ................................................................................................199
12.1.3
Coloured Petri Net model of the Turnaround Process as a whole .........................................200
Index of tables
Table 1 Contributors list ....................................................................................................................................12
Table 2 Revision status ....................................................................................................................................12
Table 3 Acronyms list .......................................................................................................................................17
Table 4 Roles and Responsibilities associated to the Passenger Process .....................................................26
Table 5 Pre-Flight procedures ..........................................................................................................................31
Table 6 Process Indicators associated to Passenger Process ........................................................................42
Table 7 Passenger Process Information Flows ................................................................................................45
Table 8 Actors and Roles and Responsibilities for the Baggage Process .......................................................50
Table 9 In-gauge baggage ...............................................................................................................................51
Table 10 OOG Large and/or heavy baggage ...................................................................................................52
Table 11 Pros and Cons of carrying Belly cargo, from an airline point of view ................................................71
Table 12 Favourable and Unfavourable characteristics of Bulk and Containerized cargo for belly transport .72
Table 13 Low Cost Business Model initiated by Southwest Airlines [6] ...........................................................74
Table 14 Actors and roles involved in Freight process ....................................................................................78
Table 15 Air transport document used for cargo and mail ...............................................................................82
Table 16 Information Exchange in the Freight process ....................................................................................85
Table 17: Actors, Roles and Responsibilities .................................................................................................101
Table 18 Information exchanges ....................................................................................................................133
Table 19 List of Actors per Process Activities ...............................................................................................141
Table 20 Roles and Responsibilities ..............................................................................................................145
Table 21 Ground Support Equipment acronyms ............................................................................................148
Table 22 List of information exchange elements in the ramp process ...........................................................157
Table 23 List of information exchange elements in the Freight process ........................................................157
Table 24 Common types of Inter-Process Communication Protocol (IPC) ....................................................162
Table 25 Comparison of the different types of IP based data networks ........................................................166
Table 26 Comparison of the different power classes of Bluetooth .................................................................172
Table 27 RFID Frequency bands ...................................................................................................................172
Table 28 Benchmark of some of the current airport information management products ...............................188
Table 29 Example list of airline information management products...............................................................191
Table 30 Benchmark of Handling information management products ...........................................................193
Table 31 Examples of current Cargo Information Management Products .....................................................194
Table 32 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18] .....................196
Table 33 Aircraft and ULD compatibility [19] ..................................................................................................197
Table 34 Ground Support Equipment Acronyms............................................................................................201
Table 35 Inputs for Causal Modelism .............................................................................................................202
Table 36 Node Task Sources: Attributes definition ........................................................................................203
Table 37 Node Precedent: Attributes definition ..............................................................................................204

Table 38 Node Ti: Attributes definition ...........................................................................................................205
Table 39 Node Seq Rec: Attributes definition ................................................................................................206
Index of figures
Figure 1 Total European Domestic Passenger commercial flights and Total European Non-Domestic
Passenger Commercial Flights operated in the twenty-five European Airports with the highest number of
Passenger commercial flights in 2012 [1] (Eurostat Data Source)...................................................................20
Figure 2 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of
the European Domestic and European Non-Domestic Passenger Commercial Flights [1] (Eurostat Data
Source) .............................................................................................................................................................20
Figure 3 European Domestic Passenger Commercial Flights operated by Narrow Body A/Cs and NonNarrow Body A/Cs in the twenty-five European Airports with the highest number of Passenger Commercial
Flights in 2012 [1] (Eurostat Data Source) .......................................................................................................21
Figure 4 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of
the European Domestic Flights Operated by Narrow Body of A/Cs and Non-Narrow Body A/C [1] (Eurostat
Data Source) ....................................................................................................................................................21
Figure 5 Passenger Arrival Process .................................................................................................................39
Figure 6 Passenger Departure Process ...........................................................................................................40
Figure 7 Passenger Process Information Flows ..............................................................................................43
Figure 8 Baggage Process: Reporting Faults communications .......................................................................56
Figure 9 SOP Departing Bags ..........................................................................................................................65
Figure 10 SOP Transfer Bags ..........................................................................................................................66
Figure 11 SOP Incoming Bags .........................................................................................................................67
Figure 12 Baggage and Core Handling overview ............................................................................................68
Figure 13 Evolution of Freighters and Belly hold FTK transported (source IATA) [3] ......................................71
Figure 14 Basic Freight Process ......................................................................................................................78
Figure 15 Landside Freight Loading Process [9] .............................................................................................80
Figure 16 Landside Freight Unloading Process [9] ..........................................................................................83
Figure 17 Freight loading process ....................................................................................................................84
Figure 18 Freight unloading process ................................................................................................................84
Figure 19 Information exchanged within the Loading process flow .................................................................86
Figure 20 Information exchanged within the Unloading process flow ..............................................................86
Figure 21 Information Management Systems of the airport .............................................................................87
Figure 22 HERMES integration diagram ..........................................................................................................89
Figure 23 Real time warehouse functionality screenshots ...............................................................................90
Figure 24 Hermes service management Example of cargo profile screenshot .............................................91
Figure 25 Hermes dangerous goods declaration screenshot ..........................................................................92
Figure 26 Typical Ramp Layout .....................................................................................................................102
Figure 27 Apron bus .......................................................................................................................................103
Figure 28 Self-Powered Passenger Step .......................................................................................................103
Figure 29 Non-Powered Passenger Step .......................................................................................................104
Figure 30 PBB ................................................................................................................................................104

Figure 31 PRM vehicles..................................................................................................................................105
Figure 32 Visual guiding System ....................................................................................................................105
Figure 33 fuel truck .........................................................................................................................................106
Figure 34 Hydrant truck ..................................................................................................................................106
Figure 35 Lavatory service vehicle .................................................................................................................107
Figure 36 Catering truck .................................................................................................................................107
Figure 37 Pushback tug ..................................................................................................................................108
Figure 38 Tow bar ...........................................................................................................................................108
Figure 39 Tobarless tractor.............................................................................................................................108
Figure 40 Towable GPU .................................................................................................................................109
Figure 41 PBB Mounted GPU ........................................................................................................................109
Figure 42 Baggage/cargo truck ......................................................................................................................110
Figure 43 Bag Cart types ................................................................................................................................110
Figure 44 Dollies .............................................................................................................................................110
Figure 45 Container/pallet transporter ............................................................................................................111
Figure 46 Single platform transporter loader ..................................................................................................111
Figure 47 Dual platform loader .......................................................................................................................112
Figure 48 Regular Belt Loader .......................................................................................................................112
Figure 49 Ramp Snake Loader ......................................................................................................................113
Figure 50 Power Stow Loader ........................................................................................................................113
Figure 51 Bendi Belt .......................................................................................................................................113
Figure 52 Sliding Carpet System ....................................................................................................................114
Figure 53 Telescopic Baggage System ..........................................................................................................114
Figure 54 Cargo Loading System ...................................................................................................................115
Figure 55 Passenger De-boarding at Contact Stand Flow Diagram ..............................................................119
Figure 56 Passenger De-boarding at Remote Stand Flow Diagram ..............................................................120
Figure 57 Baggage Unload Flow Diagram .....................................................................................................121
Figure 58 Cargo Unload Flow Diagram ..........................................................................................................122
Figure 59 Catering Service Flow Diagram .....................................................................................................123
Figure 60 Aircraft Cleaning Flow Diagram .....................................................................................................124
Figure 61 Refuelling Flow Diagram ................................................................................................................125
Figure 62 Baggage Load Flow Diagram .........................................................................................................126
Figure 63 Cargo Load Flow Diagram .............................................................................................................127
Figure 64 Passenger Boarding at Contact Stand Flow Diagram ...................................................................128
Figure 65 Passenger Boarding at Remote Stand Flow Diagram ...................................................................129
Figure 66 Information exchanged within the Ramp process ..........................................................................134
Figure 67 Information Management systems .................................................................................................135
Figure 68 Aircraft Turnaround GSEs positioning ..........................................................................................147
Figure 69 Turnaround as a whole Process Diagram ......................................................................................151

Figure 70 Turnaround Information Flow Diagram ..........................................................................................154
Figure 71 Communication Model: Multicast ...................................................................................................158
Figure 72 Communication Model: Unicast .....................................................................................................160
Figure 73 Messaging Model: Request/Reply Messaging ...............................................................................162
Figure 74 Messaging Model: Publish/Subscribe Messaging..........................................................................164
Figure 75 Example of provision of TOBT information in the VDGS ...............................................................170
Figure 76 RFID Tag ........................................................................................................................................172
Figure 77 QR Code ........................................................................................................................................173
Figure 78 Example of FIDS system ................................................................................................................176
Figure 79 Screenshot of FIDS system used by Aviapartner ..........................................................................178
Figure 80 Example of Handling RMS with Equipment Tracking System .......................................................179
Figure 81 Example of Departure Control System Flight Management for Ground Handlers ......................180
Figure 82 Example of Handling RMS with Equipment Tracking System .......................................................181
Figure 83 Example of the infrastructure used in a BRS .................................................................................182
Figure 84 Example of the scanners used as part of the BRS ........................................................................183
Figure 85 Example of the functionalities involved in Hermes CMS................................................................184
Figure 86 Screenshot of the Hermes service management monitor-import flight ..........................................184
Figure 87 Petri Net example ...........................................................................................................................198
Figure 88 Petri Net firing transitions ...............................................................................................................199
Figure 89 Turnaround Ground Support Equipment Positioning .....................................................................201
Figure 90 Preliminary CPN Model ..................................................................................................................203
Figure 91 Preliminary CPN Model: Node Task Source Initial Conditions ......................................................204
Figure 92 Preliminary CPN Model: Node Precedent Initial Conditions ..........................................................205
Figure 93 Preliminary CPN Model: Node Ti Initial Conditions ........................................................................206
Figure 94 Preliminary CPN Model: Simulation Initial Conditions ...................................................................207
Figure 95 Preliminary CPN Model: Simulation step 1 ....................................................................................208
Figure 100 Preliminary CPN Model: Simulation step 6 ..................................................................................210
Figure 101 Preliminary CPN Model: Simulation final conditions ....................................................................211
Figure 102 Results from simulation represented in a Gantt Chart 1 ..............................................................211
Figure 103 Results from simulation represented in a Gantt Chart 2 ..............................................................212
10
1 Introduction
This document analyses the current situation, in order to identify in the following project deliverables the
inefficiencies that impact negatively on the Aircraft Turnaround management. Therefore, a deep assessment
of the Passenger, Baggage, Freight, Ramp and GSE and comprehensive Turnaround process will be made
in the next pages in order to:
Characterize and Define the Aircraft Turnaround process as a whole and its sub-processes associated:
Passenger, Baggage, Freight and GSE management in Ramp operations
Characterize the different information tools that support the information management in each process.
1.1
Contributors
Person
Responsible
Name
Organisation
Role
Jos Luis Martn Snchez
INECO
SWP2.1 Leader
Harris Markopoulos
Aegean
T2.1.1 Leader
Luis Cid-Fuentes Seco
INECO
T2.1.1 Contributor
Antonio Carrillo Molinero
INECO
T2.1.1 Contributor
Karel Beakert
Aviapartner
T2.1.2 Leader
Nikolaos Papagiannopoulos
Athens International Airport
SWP2.2 Leader
Kosmas Pentakalos
Athens International Airport
T2.1.2 Contributor
Rubn Martnez
ALG
Andrada Bujor
ALG
T2.1.3 Contributor
Jos Manuel Morales
INECO
T2.1.4 Leader
Paloma Montero Martn
INECO
T2.1.4 Contributor
Antonio Obis Sabau
INECO
T2.1.5 Leader
Miquel Angel Piera Eroles
UAB
T2.1.5 Contributor
Juan Francisco Garca
INDRA
T2.1.6 Contributor
Aitor Sudupe
INDRA
T2.1.6 Contributor
Joan Rojas
ALG
SWP2.1
Contributor
Andrea Ranieri
ALG
SWP2.1
Contributor
Authors
T2.1.3 Leader
T2.1.6 Leader
11
Reviewers
Francisco Fernndez de Lger
INECO
WP2 Leader
Nuria Alsina
ALG
SWP2.1 reviewer
Daniel Sesea
ALG
SWP2.1 reviewer
Javier Cordero
ALG
T2.1.3 reviewer
Manuel Ausaverri
ALG
SWP2.1 reviewer
Francisco Lpez
ALG
T2.1.3 reviewer
Table 1 Contributors list
1.2
Revision status
Date
Version
Comments
27/02/2014
1.0
Final version
Table 2 Revision status
1.3
Structure of the document
This document is structured into the following sections:

Section 1 includes the Introduction and the Authors, Revision Status, Acronyms list and Glossary
Section 2 draws the General Scope, Objectives, Context and Assumptions set
Section 3 describes the Passenger Process
Section 4 is dedicated to Baggage Process definition
Section 5 covers the Freight Process
Section 6 schemes the Ramp and GSE process
Section 7 describes the Turnaround as a Whole
Section 8 collects the Information and Management Tools
Section 9 gathers the References used
Section 10 Annex I provides some figure of freight transport in European airports;
Section 11 Annex II presents compatibilities between aircraft and ULDs; and
Section 12 Annex III summarizes the Colour Petri Nets Theory
12
1.4
Acronyms
Acronym
Definition
AA
Actual Arrival
AAC
Aeronautical Administrative Control
AAP
Apron Access Permits
A-CDM
Airport Collaborative Decision Making
ACARS
Aircraft Communication Addressing and Reporting System
AD
Actual Departure
ADS
Aircraft Dependent Surveillance
AFTN
Aeronautical Fixed Telecommunication Network
AIBT
Actual In-Block Time
AIRS
Airport Information Report System
AOBT
Actual Off-Block Time
AOC
Aeronautical Operational Control
AODB
Airport Operational Data Base
APC
Aeronautical Passenger Control
APIS
Advance Passenger Information System
ARS
Airline Reservation System
ASK
Amplitude Shift Keying
ATFCM
Air Traffic Flow and Capacity Management
ATM
Air Traffic Management
ATN
Aeronautical telecommunication Network
AWB
Air Way Bill
BAG COO
Baggage Coordination
BFIS
Baggage Flow Information System
BRS
Baggage Reconciliation System
BSM
Baggage Source Management
CARDIT
Carrier/Documents International Transport Advice
13
CDMA
Code Division Multiple Access
CFMU
Central Flow Management Unit
CIR
Consumed Infrared
CLS
Cargo Loading System
CNS
Communication, Navigation and Surveillance
COTS
Commercial Off-The-Shelf
CPM
Container and Pallet Message
CPN
Coloured petri Net
CRS
Computer Reservation System
CUPPS
Common Use Passenger Processing System
CUSS
Common-Use Self-Service machines
CUTE
Common Use Terminal Equipment
DCS
Departure Control System
DME
Distance Measuring Equipment
EA
Estimated Arrival
ECAC
European Civil Aviation Conference
ED
Estimated Departure
EDGE
Enhanced Data rates for GSM Evolution
EDI
Electronic Data Interchange
EOBT
Estimated Off-Block Time
FIBAG
First Baggage
FIDS
Flight Information Display System
FIS
Flight Information System
FOD
Foreign Object Debris
FP7
Framework Programme 7
FSU
Freight Status Update
FTE
Full-Time Equivalent
FWB
Freight Way Bill
14
GDS
Global Distribution Systems
GPRS
General Packet Radio Service
GPU
Ground Power Unit
GSE
Ground Support Equipment
GSM
Global System for Mobile Telecommunication
HCC
Hub Control Centre
HTTP
Hyper Test Transfer Protocol
IATA
International Air Transport Association
ICAO
International Civil Aviation Organization
IED
Improvised Explosive Device
ILS
Instrumental Landing System
INTERACTION
Innovative Technologies and Researches for a New Airport Concept towards Turnaround
Coordination
IOCC
Integrated Operations Control Centre
IPC
Inter-Process Communication Protocol
KPA
Key Performance Area
KPI
Key Performance Indicator
LABAG
Last Baggage
LAN
Local Area Network
LDM
Load Message
LIR
Load Information Report
LTE
Long Term Evolution
MCT
Minimum Connecting Time
MVT
Movement Message
NDB
Non Directional Beacon
NFC
Near Field Communication
nHS
New Handling System
NOTOC
NOtification TO the Captain of Aircraft
15
OCC
Operations Control Centre (Airline)
OR
Operational Reliability
PAN
Personal Area Network
PBB
Passenger Boarding Bridge
PFIS
Passenger Flow Information System
PN
Petri Net
PRM
Persons with Reduced Mobility
PSM
Passenger Service Message
PSS
Passenger Service Systems
PTS
Passenger Tracking System
QR
Quick Response
QSR
Quick Service Registration
RESDIT
Response to Documents International Transport Advice
RFC
Ready For Carriage
RFID
Radio Frequency Identification Device
RMS
Resource Management System
SESAR
Single European Sky ATM Research
STACO
Station Control
STD
Schedule Time of Departure
SWIM
System Wide Information Management
TAT
Turnaround Time
TCP
Transmission Control Protocol
TOBT
Target Off-Block Time
TITAN
Turnaround Integration in Trajectory and Network
UDP
User Data Protocol
UHF
Ultra High Frequency
UIR
Unloading Information Report
ULD
Unit Load Device
16
UM
Unaccompanied Minor
UMTS
Universal Mobile Telecommunication System
VDGS
Visual Docking Guidance System
VHF
Very High Frequency
WAN
Wide Area Network

Table 3 Acronyms list
17
2 Scope
The Turnaround is the core process of the Aircraft in the Airport, whose management entails a complex
coordination of the different sub-processes that converge into it, those of passengers, baggage, freight and
Ramp operations. Currently, these sub-processes are separately managed which leads to independent
strategies and objectives which in most cases cause negative impacts and inefficiencies. Furthermore, each
stakeholder has different priorities when carrying out their activities, eventually resulting in an overall
decrease in efficiency in the turnaround process, due to the large number of services to be carried out.
Landside processes (Passenger and Baggage), freight processes, and GSE (Ground Servicing Equipment)
management ramp operations need to be managed so that coordination between them all and also with the
aircraft turnaround should be in place. All of these processes need to be planned and executed in order to
converge into the turnaround process and comply with turnaround planning itself. The optimization of these
processes, both separately and especially, together, through best practices being applied in the
management of ground service equipment and manpower, will create a successful Aircraft Turnaround
operation which will impact mainly on the Airport Operations performance. The result of this optimization will
be the reduction in delays through enhanced operational punctuality and predictability which addresses a
reduction in the operation time-buffers set by the Airline, entailing cost savings for the Airline and furthermore
offering improved customer service.
Therefore, it is essential to give a complete description of the different sub-processes and the identification of
inefficiencies between them that impact on the current Aircraft Turnaround process, especially addressing
the needs for improvement in the interactions between sub-processes (D2.3 Scope), which will lead to the
development of solutions as a first step to achieve that Turnaround optimization
2.1
Objectives
One of the main pillars of INTERACTION is the analysis of the current situation, in order to identify the
inefficiencies that impact negatively on the Aircraft Turnaround management. To carry out this analysis, it is
logical to characterize the Turnaround process and sub-processes: Passenger, Baggage, Freight and GSE
management in Ramp operations. This description will allow the identification of the information flows
between all of the stakeholders involved in each process, as well the interactions between them, as a main
input to assessing the information management. Therefore, as a summary, the main objectives to be
developed in this deliverable are:
Characterization and Definition of the Aircraft Turnaround process as a whole and its associated subprocesses: Passenger, Baggage, Freight and GSE management in Ramp operations
Characterization of the different information tools that support the information management in each
process.
2.2
Context and Assumptions: Drafting the INTERACTION Scenario
2.2.1
Context
th
INTERACTION, as part of the 7 European Framework project shall be focused on European Airport
Operations environment and aligned especially with the developments based on SESAR Programme and
other initiatives as TITAN. Furthermore, the INTERACTION concept must take into account A-CDM (Airport
Collaborative Decision Making) and SWIM (System Wide Information Management) as foundations of the
future European ATM which INTERACTION shall rely on:
A-CDM: The Airport Collaborative Decision Making (Airport CDM) is now embedded in the ATM
operational concept as an important enabler that will improve operational efficiency, predictability and
punctuality in the ATM network and airport stakeholders. It is expected that Airport CDM will have an
impact on the operating efficiency of airport partners, and may eventually contribute to reduced buffer
times for resource planning and flight times due to enhanced predictability. It is recognized that the
implementation of Airport CDM will transform many of the communication policies and procedures that
have historically dominated the airport operations environment, bringing substantial improvement to all
partners.
18
SESAR: The SESAR (Single European Sky ATM Research) programme is building the future European
air traffic management system. It is the technological and operational dimension of the Single European
Sky (SES) initiative to meet future airspace capacity and safety needs. Furthermore, SESAR involves
developing a new ATM system to handle more traffic with greater safety and at a lower cost. Its new
technologies and procedures will also reduce the environmental impact of flying.
SWIM: SWIM consists of standards, infrastructure and governance enabling the management of ATM
information and its exchange between qualified parties via interoperable services. Through SWIM,
information is made available and processed through services which need to conform to applicable
standards and be registered so that they are accessible. In addition, SWIM improves the
interconnectivity of domain systems. SWIM promotes and contributes to open standards, and it also
provides technology recommendations. The aim of this is to improve information management and
therefore information sharing on a wide basis, providing support for permanent dialogue between the
various partners. SWIM will cover the security requirements associated with the information exchanges.
SWIM also enables wider discoverability of pertinent information, while making it easier and less costly
to share.
2.2.2
Assumptions
The Aircraft Turnaround is a complex process which depends on numerous variables, both internal and
external to the process itself. It is not only subordinated to the procedure followed for the management of the
process, to the legal and physical constraints in place and/or the links/dependencies with the associated
sub-processes but also there are other external issues which make a major impact on how the turnaround
process is addressed. In order to reduce the wide spectrum with casuistic associated to the Turnaround,
general assumptions have been made for these internal and external variables, fixing the Operational
Scenario in which INTERACTION will provide its future solutions.
For the external parameters, it makes sense to take into account that the focus Airport will operate within the
ECAC area such several features can be established:
For the external parameters, it makes sense to take into account that the focus Airport will operate within the
ECAC area with certain characteristics that can be established as follows:
As A-CDM will be a concept extended more and more across Europe, elements defined by A-CDM could
be implemented and running in the Airport.
The Airport will be aligned with SESAR deployment phase, so that most of the new concepts associated
with Airport Operations could be in place and running.
The Airport will probably be connected to the future European Network via SWIM, taking into
consideration the SWIM information management protocols and procedures for its external and internal
communications.
Only commercial flights shall be considered
Airports will be European, operating mainly European domestic flights. According to the EUROSTAT
statistical data repository, the European Airports with the highest numbers of Passenger Commercial
Flights across Europe account for an overall percentage of European domestic flights greater than 50%
of the Total Passenger Commercial Flights operated. This statement is highlighted by the following
graphs:
19
Figure 1 Total European Domestic Passenger commercial flights and Total European Non-Domestic Passenger
Commercial Flights operated in the twenty-five European Airports with the highest number of Passenger commercial
flights in 2012 [1] (Eurostat Data Source)
Figure 2 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of the
European Domestic and European Non-Domestic Passenger Commercial Flights [1] (Eurostat Data Source)
Airports will be focused mainly on the management of medium range Narrow Body Aircrafts - (A320,
B737, CS100, Embraer 190/195, etc) with implications for the management of the Turnaround process
and sub-processes arising from several features associated with this type of Aircraft (average turnaround
time, aircraft services, cargo capability, maximum number of passengers, etc). Based on the statistical
data collected by EUROSTAT, in the European Airports with the highest number of Passenger
Commercial Flights across Europe, slightly more than 77% of the Total Passenger Commercial Flights
operated are Intra-European flights using Narrow Body Aircraft. Almost all the remaining 23% of IntraEuropean flights use other types of Aircraft, Figure 4.
20
Figure 3 European Domestic Passenger Commercial Flights operated by Narrow Body A/Cs and Non-Narrow Body
A/Cs in the twenty-five European Airports with the highest number of Passenger Commercial Flights in 2012 [1]
(Eurostat Data Source)
Figure 4 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of the
European Domestic Flights Operated by Narrow Body of A/Cs and Non-Narrow Body A/C [1] (Eurostat Data Source)
21
2.2.3
Scenarios
Once these assumptions have been considered, the resulting Operational Scenario is defined, including the
Ramp services which are employed during the Turnaround process. Due to the huge impact of the stand
location used to park the Aircraft during the Turnaround (close to terminal or remote from it), which affects
the whole process and sub-process as well the equipment allocated in the services provision, two Scenarios
shall be considered:
General Scenario
Alternative Scenario
2.2.3.1 General Scenario

General Data
Standard Turnaround
Aircraft parked close to Terminal
Terminal Building Architecture: Linear front
Short/Medium Range Narrow Body Aircrafts (A-320, B-737, Embraer 190/195)
An average load factor of 80%
Turnaround time for the aircraft varies from 35 min (A320) 45 min (A321).
Aircraft Turnaround Ramp Services
Catering: Reduce the in-flight meals/food to a minimum (paid on board and free snacks)
Cabin Service: Cleaning done by an external company
Cabin Security Inspection (done by Crew)
Refuelling: Done with Passengers on board but in accordance with safety norms (Fire Brigade advised)
using Fuel tanker truck or Hydrant Truck (pumping from the airport underground hydrants)
Passengers Boarding/deplaning by Passengers Boarding Bridge (PBB)
Loading/Unloading of Air Cargo (Freight and Baggage): Mix of pallets (containers/ULDs) and bulk cargo
shipping
Toilet Servicing
Potable water tanks servicing
Air-start Units for starting engines
GPU (400 Hz)
Towing (pushback)
Maintenance (Maybe should be considered as an Use Case in case the aircraft needs repair tasks
carried out)
2.2.3.2 Alternative Scenario

General Data
Standard Turnaround
Aircraft parked in a Remote Stand
Short/Medium Range Narrow Body Aircrafts (A320, B737, Embraer E190/195)
An average load factor of 80%
22
Turnaround time for the aircraft varies from 35 min (A320) 45 min (A321).
Aircraft Turnaround Ramp Services
Catering: Reduce the in-flight meals/food to a minimum (paid on board and free snacks)
Cabin Service: Cleaning done by an external company
Cabin Security Inspection (done by Crew)
Refuelling: Done with Passengers on board in accordance with the safety norms (Fire Brigade advised)
using Fuel tanker truck
Bus service, to move people from the terminal to either an aircraft (or another terminal)
Passengers Boarding/Deplaning by air-stairs (front and rear).
Loading/Unloading of air Cargo (Freight and Baggage): Mix of pallets (containers/ULDs) and bulk cargo
shipping
Toilet Servicing
Potable water tanks servicing
Air start Units for starting engines
GPU (400 Hz)
Maintenance (Maybe should be considered as an Use Case in case the aircraft needs repair taks carried
out)
23
3 Passenger Process
3.1
Scope
The scope of this section is to describe the passenger process as a whole and indeed as a process feeding
the aircraft turnaround process. The scope covers the input of all actors in the process (airline, airport,
handler...) and all of the information flows between them. The description though is not limited to the linear
physical flow of the passengers nor to the standard procedures that passengers may identify but also takes
into account the interdependencies with the other processes and the interaction of the relevant information
flows as far as can be.
The airport terminal (check-in counters, gates, arrival gates) marks the physical boundaries for the
passenger but there is a huge industry going on behind the scenes which creates the passenger
experience and should result in the on time departure of the aircraft. Airline Customer Satisfaction Surveys
for the last 10 years shows that passenger satisfaction is mainly appreciated by In-flight Service, On-time
performance and Irregularities. It is clear though that optimization of the turnaround time which has as a
result the maximum utilization of the aircraft fleet and passenger satisfaction is therefore essential for a
successful operation.
3.1.1
Objectives
The purpose is not only to visualise and understand passenger related process in itself but also to identify
the critical points where decisions or changes in normal procedure are needed, the interaction between other
departments and of course the information flow.
This understanding should then lead to a better optimisation of the whole process thanks to better insight
into the critical interdependencies and the points in the process where there are risks of delays and errors.
Proactive measures are essential for the efficient management of all processes as well as improvement of
the process design and the input of new techniques (mainly innovative and information related to). All the
above may be achieved if all processes are clearly defined and accounted.
3.2
3.2.1
Context and Assumptions

Context
The airport considered is an International Airport within the EU. The type of flight is commercial, scheduled
and a regular connection between specified airports. Depending on origin or destination, the passenger can
face different security and customs controls, which the alternatives considered during the process should
also describe.
3.2.2
Assumption
According to different boarding methods based on the Aircraft parking position it is assumed that both stands
close to the terminal building allowing boarding by Passenger Boarding Bridge (PBB) and remote parking
boarding by the use of buses means are used. As well, airport capacity (landside and airside) and facilities
are assumed to be adequate for the level of the operation (Check-in facilities used cover all check-in process
methods, and thus Web check-in, Kiosk check-in and conventional check-in are in place and operative).
Boarding gates use gate based security screening facilities and concepts. Gate readers are installed and
used for the boarding process
Different Check-in drop-off counters are used for the following passengers.
Business class passengers, Gold card or other honoured card holders, Special passengers such as PRMs,
UMs, and International/Domestic passengers are checked in at special designated Check-in counters.
Destinations to Extra Schengen flights need to pass through passport control (Great BritainSwitzerland) so
extra time is needed.
The passenger process is divided into three different flows: Arriving passengers, departing passengers and
transits.
24
The process for the departing passenger starts with the ticketing process and finishes after aircraft boarding.
The process for the arriving passenger starts with the aircraft deplaning and finishes after baggage claim.
The process for transit starts with the aircraft deplaning and finishes after the aircraft boarding.
3.3
Identification of Actors involved, Roles & Responsibilities.
Actor
Role
Responsibility
Airline
Ticket Sales
Facilities and means of ticket

sales, ticket charges, excess
charges.
Check-in Supervisor
Manage irregularities, take critical

decisions.
Check-in capacity
Enough counters to
passengers on time.
Network change
Approves
aircraft
changes,
aircraft scheduled flight in case of
irregularities.
Check-in counters
Sufficient capacity for Check-in

counters, maintenance of Checkin, boarding equipment, airport
signage,
boarding
facilities
maintenance
Information Flow
Airport Flight Information Displays

for passenger information.
Check-in passengers
Capacity of staff for timely Checkin
Boarding passengers
Capacity of
boarding.
Arrival of passengers,
Capacity of staff for timely de

board
and
transport
of
passengers.
Quick Transfer of passengers
Adequate staff to assist in case of

late incoming flights
Flight Editing/ Close out
Experienced staff to edit flight and

prevent
circumstances.
Management
of
Human
Resources.
Station Control
Information flow on flight status,

management of delays, info for
potential irregularities.
Security Control
Monitor passenger and hand

luggage to ensure that no
forbidden articles enter the
airside.
Airport Operator
Handling Agent
Private Security (contacted by the

Airport Operator)
staff
for
check-in
timely
25
Actor
Role
Responsibility
Law Enforcement Bodies
Emigration control
Guarantee
departing
Non
Schengen passenger have valid
passport.
Immigration Control
Guarantee arriving Non Schengen

passenger have valid passport
and visa.
Customs Control
Control of incoming flow of goods

for Non UE flights.
Table 4 Roles and Responsibilities associated to the Passenger Process
3.4
Process Description
3.4.1
Process Definition (textual)
Passenger Process is divided into the following SubProcesses:
Pre flight process;
Passenger Check-in Process;
Special Passenger PRM Handling;
Passenger Security Control;
Passenger Emigration Control (if needed);
Passenger Boarding Process;
Passenger Deplaning - Arrival Process;
Transit Transfer Passenger process;
Baggage Reclaim;
Passenger Immigration;
Aircraft Crew Control (if needed);
Weight and Balance.
For the arriving passengers, the process starts 10 minutes prior to Scheduled or Estimated (in case of delay)
Time of Arrival (STA or ETA). The Arrival Crew agent retrieves all necessary information for the arrival
process (Pax Figures, Special passengers, MVT messages, FIDS). Depending on the aircraft parking stand,
arrival crew agent calls necessary busses to transport passengers or opens Boarding Bridge doors.
Passengers arriving from an inbound flight and continuing to other destinations are assisted by the arrival
crew. Arrival crew are in charge of passenger assistance, providing information and assuring passengers are
guided to the reclaim belt if needed or the path to gates. Passengers arriving within the Airports approved
Minimum Connecting Time do not usually need any further assistance. (Minimum Connecting Time (MCT) is
the minimum time between transfer flights for a passenger to make the flight, MCT is published by the Airport
and approved by the Airport Users Committee, it is official for every airport and may be different from airport
to airport, from destination to destination, usually there are two MCTs, Domestic to Domestic and
International to Domestic and vice versa).
Transfer Crew are assigned to the task of identifying passengers in transfer with less than the minimum
connecting time and guiding and assisting them to the gate area. For those passengers who require
clearance through CustomsImmigration, transfer crew escort them all the way. Usually passengers are
checked all the way through to the final destination so no further Check-in or baggage pickup should be
required. Depending on airport infrastructure, passengers are not usually required to pass through security
control again, but exceptions may apply depending on the origin and the local airports security plan.
26
For the PRM arriving and/or in transfer, Close out and Station Control inform the respective PRM department
to meet passengers upon arrival and assist. In case of Boarding Bridge stands, PRM passengers are usually
deplaned with the use of Wheel Chairs directly to the boarding stand. In case of remote stand parking
positions, a special Vehicle (ambulift) is called to pick up passengers from the aircraft.
Other Passengers with Special Needs (UM...) are escorted to the gate area by designated employees.
For departing passengers, the process starts with the acquisition of their travel tickets and their arrival at the
airport of origin.
Passengers with a confirmed ticket may proceed to the available Check-in methods. Passengers who need
to buy their ticket or pay for any extra services should be able to easily identify the ticket sales desk.
The following are available methods of Passenger Check-in:
WEB Home Mobile Check-in: passengers have checked in online and hold their boarding passes.
According to Airlines IT&T Infrastructure, passengers may be required to print their boarding pass or
having it delivered electronically to their handheld/smartphone device;
Kiosk Check-in: passengers holding confirmed tickets are required to check-in at the dedicated
equipments and obtain their boarding passes;
Traditional check-in at the counter: depending of the Airline procedure passengers may check-in at
dedicated or common use counters. Carriers may only apply this method for special category
passengers or Business class Premium Passengers;
Passengers with Special needs (PRM, UMs).
Following the Check-in process, passengers are divided into two categories:
Requiring to check baggage
Carry-on baggage only
Those that are holding baggage should proceed to the allocated check-in counters usually named as
Baggage Drop Off and check-in their baggage. Should an excess or other payments be required, the bag is
stood by and the passenger returns to the ticket sales desk to complete the payment, then comes back to
the Check-in counter for baggage release. Depending on the airports infrastructure, special baggage
requirements (size, weight, nature) may apply. Usually oversized or unusually-shaped bags are delivered
to Special counters named OOG, Out of Gauge. Passengers deliver these items by themselves.
After finishing the above procedure the passenger is informed of the gate allocation and proceeds to the
security and/or Immigration control if required.
The Check-in process ends at designated check-in time closure, usually 30 minutes prior to the Scheduled
Departure Time (depending on the airline policy).
Immigration control is performed by State Security and Forces Bodies. Usually there are dedicated passport
control counters for local passengers, Schengen passengers and other third countries.
There are usually three types of Security Control, dictated by National regulations Airport infrastructure and
processes:
Centralized security control prior to entering the Shop waiting area of the airport. At the Centralized
Security Control, all passengers pass through the screening equipment and then move freely within the
shop and gate area. This Security Control is performed by the Private Security Company contracted by
the Airport.
Immigration control, mandatory for Non Schengen departing passengers. Usually there are dedicated
Passport control counters for Local Passengers, Schengen passengers and Other Third Countries (Non
Schengen). This security control is performed by State Security and Forces Bodies
Security Control before the boarding gates. At security controls before the gate area there is an
additional presecurity control in order to verify that the specific passenger is eligible to board. Then
passengers may enter the shopping/waiting area and proceed to their respective screening controls.
This security control is performed by the ground handler agents at the boarding gate managing the
boarding process.
27
Information to the passengers about their departing gate, times and other changes or irregularities are
communicated via the Airport Information System, public announcements and/or mobile information provided
from the airline or the airport.
Passengers enter the gate area according to the airlines requirements which vary between 4530 minutes
prior to departing time. Boarding process starts 40-50 minutes (according to the airlines procedures)
irrespectively of aircraft landing time or delay.
Prior to actual boarding, passenger screening should be performed. Screening intends to identify
passengers with excess hand baggage prior to departure. Information on any passengers special needs or
restrictions are usually identified through DCS info and/or Close out / Station Control agents.
Pre-Boarding Announcements may be performed according to Airlines rules informing passengers of
boarding times, boarding methods and/or any irregularities.
Boarding is usually approved and initiated following aircraft crew approval and information comes through
the Ramp agent. There are airlines that use the concept of Auto boarding, meaning that at a specified time
prior to the departure gate the crew initiates boarding without prior notification approval, provided that the
crew is on board and the Aircraft is serviceable.
Actions prior to boarding that have to be completed are:
Aircraft serviceability verification by the Captain
Aircraft Safety and Security checks
Cleaning of aircraft
Catering of Aircraft.
Crew briefing
The above processes are usually part of the Ramp processes and will not be discussed here.
Boarding is usually performed by seat row numbers; priority is given to passengers needing special
attention, business classpriority passengers, families with children and/or according to airlines procedures.
Usually, there is automated boarding equipment installed at the gate where passengers scan their boarding
passes (printed or electronically) and according to local Security requirements an Identification with a travel
document may be performed. For international flights an ID check at this point is mandatory.
The DCS system counts the checked-in and boarded passengers until all passengers have been boarded.
In specified time frames, announcements stating the current status of passenger boarding are made.
Boarding finishes 05 10 minutes prior to the Scheduled departure time. At the specified time a final
passenger announcement is made and information on missing passengers is given to the ramp. This check
is made in order to identify passengers baggage due to security restrictions and laws, and this baggage is
offloaded from the flight.
Considerations on the final off load of passengers, search for passengers and waiting delays are taken from
the respective supervisors. Information is given to or exchanged between the ramp, station control, close out
and Operation Control of the Airline in order to plan for a punctual departure or minimum delay.
Depending on the aircraft parking position, boarding can be of two types:
Contact Stand boarding, for the Aircrafts parked on the stands positioned close to the Terminal building.
Passengers can access the aircraft via a Passenger Boarding Bridge or by descending to the apron and
walking to the aircraft.
Remote Stand boarding, requiring Buses to transport passengers to the aircraft stand.
At the moment the Remote stand boarding gate agent informs Bus services of the amount of buses they will
need and the time that the expected boarding will start. Buses are usually standing by at the gate area 05
minutes prior to scheduled boarding time.
Passengers entering the aircraft are assisted by the cabin crew in order to speed up the process and excess
carry-on bags may be given to the ramp for aircraft hold load. In case of excessive number or size of hand
bags, the cabin crew delivers them to Ground staff for hold load.
28
Finalization of the boarding process is given by the Cockpit crew and ramp agent, and the the flight then
begins Departure procedures. Prior to aircraft doors closing, the ground crew has to deliver flight documents
to the Crew. Flight documents are Load Sheet and all accompanying papers, Passenger Name List and/or
other special passengers lists.
The boarding process ends when all passengers are seated in the aircraft and aircraft doors are closed
3.4.1.1 Pre-Flight Preparation

In order to ensure the smooth operation of the flight it is essential to complete a proper pre-flight preparation.
This consists of the following processes:
Prior, during and after passenger processes, several actions have to be performed in order to verify the
smooth operation of the Flight. During daily activities, flight info and irregularities should be observed and
action needed should be taken. Information may come from a variety of Systems/Means depending on
the Handler/Airline structure. The usual methods of information sourcing and tracking are:
Airlines Network Flight planning System
Airports Flight Information Displays
DCS system own notification info System
Movement Messages
A dedicated department according to the local setup should be responsible for gathering all
information and referring it to departments accordingly. Such departments may be:
Handlers- Airlines Station Control.
Airlines Handlers Check-in Close out
Airlines Representatives
IOCC of the airline
Prior to flight check-in initiation, all prior information should be assessed and flight open should be
commenced. Such actions are to verify that the correct Aircraft type, configuration and capacity are
allocated to the specified flight. All irregularities are observed in order to minimize or handle any
foreseeable delays, as described in the table Pre- Flight Preparation. Airline employees or Handling
Agent employees may perform these duties according to the local contract or roles of the Airline. There
is no clear definition of who should perform these duties.
Flight editing procedure Step
Close Out Agent-Supervisor
Familiarize yourself with the booking figure for each flight in

order to be prepared to handle an overbooking situation in an
efficient manner
Check flight is displayed in DCS System
Check the Configuration found in the Airlines Network

Planning System or Daily published operations plan against
the configuration shown in the Check-kin DCS subsystem so
as to verify the Correct Configuration and Business /
Economy class divider curtain version of the A/C
29
Check flight status accordingly. Check-in status may be:
Open
Suspended
Boarding
Delayed
Cancelled
Check that the departure plan activities have run correctly,

Passenger Name list has been processed.
All required systematic processes have been finalized.
If there are any problems check with DCS support
Check correct A/C registration
Check correct gate number is entered
Check booking figures in order to be prepared to handle

overbooking situations in an efficient manner.
Insert all necessary info about flight (Gate Number, Delays,

)
10
Perform pre-seating (if necessary)

Normally, special facility seats as well as seats for special
categories of passengers are pre-allocated at the time of
reservation.
8 Block last C-class and first Y-class rows in case of last
minute a/c configuration change
9 Block rows after the 4th Y-class towards the back for
proper seating of families who may check in late
11
Check for any special requests e.g. wheelchairs, assistance,

seat requests or VIPS, CIPS and take necessary actions.
12
Check with Network Planning system or Daily program for

any irregularities or special attention needed .During the daily
operations Movement messages should be carefully noticed
for irregularities or other information.
If a Station control is available then Station Control should
identify all irregularities and inform Close out Agents.
Weather conditions
Airport Restrictions
Aircraft Maintenance needs
Late incoming Aircrafts
30
13
Make sure that all check-in Staff are aware of special

situations and delays.
14
In case of misconnections arrange with ticket sales to rebook

passengers on next flights.
15
Inform Arrival Agents of any irregularities
16
Meet and assist/escort arriving passengers with short

connections
17
Meet and assist arriving passengers needing special services

such as PRM, UM...
Table 5 Pre-Flight procedures
3.4.1.2 Check-In Counter Requirements

The following applies for check-in counters:
Check-in counters must be correctly identified, with airlines logo, flight numbers and times; in the case of
common check-in, counters should refer to all destinations or any alternative destinations checked in as
specified in the Local Procedures Manual and the handling contract;
A check-in sign showing Flight number, Destination and airline logo is positioned near or over the desk;
The check-in counter itself should be stocked with name labels, timetables, notification regarding
restricted articles and other relevant information;
The number of counters will depend on the station and type of flight handled;
A supply of the necessary check-in materials should be available before check-in starts;
Airport Flight Information System shows the correct flight details if applicable.
3.4.1.3 Queuing Time

th
The premise is that queuing time should be as short as possible. Following this, according IATA 9 Airport
Reference Material, an acceptable queuing time for First Class, Business and/or Priority passengers should
1
not be longer than 3 minutes and for Economy class passengers should not be longer than 12 minutes .
Processing time should be flexible according to individual circumstances.
If the check-in counter is not continuously staffed the counter must be opened according to the flight:
International Flights: No later than three hours prior to departure
Domestic Flights: No later than two hours prior to departure.
At least one check-in counter should remain open until departure time. This check-in counter should indicate
to whom the passenger can refer to.
This acceptable Queuing Time will depend on the Airline Policy, for example, in the case of Aegean it is
assumed that for First Class, Business and Priority, queuing time will be no longer than 5 minutes. For
Economy Class, acceptable queuing time should not be longer than 15 minutes.
31
3.4.1.4 Check-in Methods

WEB Check-In:
WEB check-in (or internet check-in) is possible via the Airline Web Site. Conditions are:
Passenger must hold a valid ticket (electronic or paper ticket);
Flying to/from certain selected destination, eligible for web check-in;
This type of check-in enables passengers to print out their boarding pass on their own printer or store it
in their own electronic devices (smartphones or similar);
The web boarding pass consists of a single A4 size paper copy which stays with the passenger. After
validation at the gate, keeping a copy is not necessary.
Kiosk Self Service Check-In Devices:

Self-service check-in is the check-in performed by passengers, by entering their means of identification into
a self-service check-in device, which then issues a boarding card with seat number.
Self-service check-in means of identification are:
Passengers name and electronic ticket number;
Passengers name and booking reference;
Passport;
Frequent Flyer Card number, presented at the reservation;
Credit card number with which the ticket was issued.
Traditional Check-in:
At the check-in counters, the check-in agent (or airline staff member) checks the documentation of the
passenger to confirm his/her identity and destination. Unlisted passengers are only allocated places on a
space available basis. Next, passengers are asked for their seat preference which is respected in
accordance with availability and the limitation of the Emergency exit rule, finally allocating the seat number
and, after confirming the baggage (number of pieces) handed over is checked in, issuing the Boarding Pass.
When handing back the documents, the passenger is informed of the departure gate and boarding time,
customs inspection, passport control, security measures and any relevant information according to local
procedures.
3.4.1.5 Baggage Drop-Off

All passengers who checked in via internet or at the Self-service Kiosk have the possibility to drop-off their
luggage at a baggage drop-off counter. Only the registration of the baggage, the printing of baggage tags
and the capturing of APIS/Doc Check data will be performed at the baggage drop off counter. The advantage
for the passenger in using the self-service facilities in combination with the baggage drop-off counter is a
shorter wait-time. The procedure is as follows:
Collection of the boarding pass and baggage, calling up the passenger data on the Check-in system;
If necessary, capture of APIS/Doc Check data;
Verification that the weight of the baggage is within the free baggage allowance of the passenger. If
necessary, apply the standard procedure for excess baggage;
For passengers who continue to an onward destination, baggage is tagged until the final destination
observing the standard rules for through check-in of baggage.
Ask if any Prohibited Articles are being carried in carry-on baggage;
32
The baggage is weighed, removing old baggage tags. All baggage must be labelled with the passengers
name. Passengers are reminded to take all valuable items with them instead of placing them in the
baggage for loading;
In case of excess baggage, passengers are informed accordingly, directing them to the tickets sales
desk for payment;
Passengers are asked if any Dangerous Goods are carried in checked baggage.
Baggage is entered into the Check-in system
Baggage tags are attached to the pieces of baggage and the baggage is transported.
Finally, the boarding pass and the claim tags for the checked baggage are handed to the passenger.
Damaged, fragile or unsuitably packed baggage and items other than personal baggage must be
tagged with a Limited Release Tag. In this case the passenger is advised that in the event of
damage or further damages occurring, airline may not accept liability for any subsequent claim. The
passenger is then asked to sign the Limited Release Tag.
Passenger is informed of the final destination of the checked baggage in case of connecting flights.
3.4.1.6 Check-in Deadline

Check-In Deadline is a time expressed in minutes prior to scheduled departure which is published to
passengers, travel agents and which is the latest time passengers should present themselves for check-in at
the designated check-in counter. Check-in deadlines depend on the station and the type of flight.
IMPORTANT: Strict application of the deadlines helps on-time departure of the flights.
3.4.1.7 Late Check-In

A late check-in is a check-in performed after the official check-in deadline. Late passengers may be
accepted, with or without baggage, with the agreement of the Station Manager or other authorized staff,
under the following conditions:
Baggage will be checked only with a limited release tag. Passenger is informed that departure is not
guaranteed. Passenger is informed that no additional meals will be ordered if this would cause a delay of
the flight.
Departure will not be delayed.
3.4.2
Passenger Boarding Process
Before Boarding process starts

Passengers should stay at the boarding area before the boarding starts. Gate agents start their activities a
certain time before boarding starts. An indicative time is at least 45 minutes to STD. Parallel to this, the
monitor should display the Boarding status. Gate agents tasks include:
Carry out a briefing with relevant information;
Gate set up (tensa barriers, baggage sizer);
Prepare passenger queues, according to passenger type ;
Scanning of the passengers cabin baggage.
Regarding the last point, Cabin Baggage Scanning, special attention and effort needs to be given. It is very
important to perform scanning and complete it, before the boarding starts (oversized cabin baggage and/or a
greater number of pieces than allowed per passenger). Statistical data has shown that Cabin Baggage is
responsible for delaying the boarding process, creating frustration in customers on board and delaying the
customers in settling into their seats, thus delaying flights.
33
Pre-Boarding
Pre-boarding should be performed for all special passengers. The following priorities should be followed in
coordination with the crew:
PRM, INAD and DEPO Passengers shall always be boarded before all other passengers:
Deportees shall be boarded without drawing attention to them. DEPO's escorted by officers of the
law shall be pre-boarded and seated in the aft-rows;
DEPO passengers must be verbally notified to the PIC;
Unaccompanied Minors (UM) and elderly passengers:
UMs as well as any PRM passengers shall be personally handed over to the flight crew;
Transit Passengers:
Transit passengers shall be called and boarded as mentioned, by withdrawing their transit passes
from them;
Families with children and infant;
On request-groups.
Actions Taken
The pre-boarding shall be requested by an appropriate announcement to passengers;
Such announcement shall be made prior to the actual boarding call in the departure gate;
The announcement may also be necessary in the ramp bus (if used);
The crew has to be informed via operations about special pre-boarding.
When Boarding starts

When ready to start boarding, ensure that:
Gate monitors should display Last Call status
The revised Boarding announcement is made
Usually, two queues are formed by that time; Premium Customers and Economy with customers sitting in
the aft of the aircraft. The passengers are verbally informed that a single queue should be formed for all
customers (except Premium Customers). Tensa barriers can be used to form the two queues and relevant
A4 paper displays indicating the direction for each customer will be provided.
Boarding starts with the boarding of passengers requiring special assistance (PRM, UM) families with
children and anyone in need, first; followed by the boarding of the Premium Customers queue. Once all
customers standing in that queue have boarded, the process continues with the next queue, the Economy
Class passengers. The procedure implies:
Checking that customers with Fast Lane stickers are PREMIUM
The boarding of customers strictly following the seat number/row order
Customers that are not yet to board (front rows) are asked to wait at the back of the queue, not where they
stand at that time. Premium customers who arrive in their respective queue during boarding of economy
class customers can be served by one agent without interrupting the rest of the customers that will be
continuously served by the other agent/scanner.
Boarding Procedure
It is important that passengers safety must be observed throughout the complete boarding process. The
following actions are taken to board the passengers:
Boarding announcement;
34
Passenger holding boarding passes and identification documents. Identity check of the passengers is
repeated during boarding the gate. This also includes transit passengers;
Checking flight numbers and dates on boarding passes, seat number;
Remove excessive carry-on baggage.
Passengers are asked to scan their boarding pass through the automated system if present. In case of nonautomated system the procedure is as follows:
Tear off the boarding pass stub performing computerized Boarding Control through DCS or passing the
boarding pass through the Gate Reader. Keep flight coupons where applicable. Return the small portion
of the boarding pass to the passenger;
Passenger boarding should be conducted in an orderly manner using the forward door only if an air
bridge is used and both forward and aft doors if the aircraft is parked on the open apron;
Upon boarding the aircraft passengers shall be directed in such a manner that passengers are finding
their seats as fast as possible with the least degree of hindering each other. At transit stations of multisector flights, passengers in transit shall board before local boarding passengers;
The total number of passengers checked in should be equal to the number of passengers boarded and
finally the total number of passengers counted on board the aircraft and mentioned in the load sheet.
Regarding the process, recommendations are included to speed up the boarding process:
Avoid overcrowded areas and long queues on the Passenger Boarding Bridges, on the stairs and at the
entrances of the buses;
Help passengers requiring special assistance;
If boarding is performed by bus, make sure buses are not overloaded;
If passengers walk from the gate to the aircraft an agent should escort them;
In case of Manual Boarding Control check passengers sequence number on the manual boarding chart.
Passengers Reconciliation
After completion of passengers boarding, the Gate Agent informs the Ramp Agent about the number of
passengers boarded through normal boarding procedure. The ramp agent will provide the information to the
Senior Cabin Attendant and the Commander, in order to cross check the Passengers figures with the Load
sheet.
Purpose of the measures:
According to European Security Regulations, airlines shall transport checked-in baggage only if its owner is
on the same flight and shall prevent the introduction of any other bags. To this extend passengers that are
not accepted to the flight due to different reasons (fail to present at the gate within the specified time, are
ineligible to board and so on) should be offloaded such their baggage should be identified and unloaded of
the flight. After the head-counting, if the number of passengers boarded is less than the number of
passengers checked-in, according to the head-counting, and thus stated on the Load Sheet, actions are
taken:
Make an individual call for the passenger (on board, at the gate and in the terminal);
Check the name of the passenger in DCS;
Check if the missing passenger has checked baggage inform ramp agent to locate the baggage and
offload it;
Check for any check-in error (double check-in);
Check if he was through checked from another station;
Check with security/Immigration or customs if the passenger had been delayed there.
35
If the passenger does not show up and has not checked in any baggage, offload him in the DCS advising
Load Control and ramp agent. If the passenger does not show up and has checked-in baggage, it must be
assured that his baggage will be offloaded before departure. Offload passenger, in the DCS advising Load
Control and ramp agent about it.
In general, the baggage identification is necessary in order to determinate the baggage of the missing
passenger. Ramp agent and Station control are informed during the baggage reconciliation procedure all the
time.
Boarding Finalization
Following passengers board and baggage reconciliation necessary Flight Documents should be delivered to
the Flight Crew. According to the airlines infrastructure these documents may be provided electronically or
manual printed through gate printers. Usual Flight Documents are
LoadSheet;
Passenger Information List (PIL).
It is the responsibility of Ground Personnel to ensure that Cabin Crew is informed of all passengers
travelling. The Passenger Information List is a mandatory document which contains all necessary
information that Cabin crew needs to have regarding passengers.
3.4.3
Passenger De boarding Arrival Process
Pre-Arrival Activities:
The pre-arrival activities entail the collection of all the necessary information of arriving passengers through
the DCS info system, Station Control Info, Close Out and / or movement messages. Pre-arrival activities
include the following ones:
Check the number of passengers on board, in view of the number of busses to be foreseen;
Check the special service messages: PTM, PSM...
Arrange for special assistance if required;
Check the estimated time of arrival. If delayed, check connections and make new reservations if
necessary;
Check individual messages;
Prepare to quick transfer short connecting passengers;
Inform passengers accordingly on next flight info Gate Check-in allocation.
Disembarkation Rules
The following general disembarkation rules apply:
Passenger safety must be observed throughout the entire disembarkation process;
Disembarkation may only start after OK given by ground staff to cabin crew. In case buses are used,
disembarkation may start after passenger bus is available;
Cabin doors must be opened by the cabin crew, after OK from the ground staff or commander,
whichever is applicable;
Make sure steps or Passenger Boarding Bridge are in correct position.
Order of Disembarkation
Disembark passengers in the following sequence:
VIPs;
36
Business Class passengers;
Economy Class passengers;
Deportees;
Ums;
Passengers with reduced mobility or needing special assistance.
Particular procedures for the arrival process
Whenever applicable, Delivery at Aircraft baggage must be offloaded and returned to passenger at the
time of disembarkation, but without causing any delay in the disembarkation process;
Where applicable, meet and assist arriving passengers giving all relevant information concerning
immigration, customs clearances and connecting flights;
If disembarkation is done by bus, make sure busses are not overloaded. Always separate business class
passengers from economy class passengers, according to local circumstances;
If passengers have to walk on the apron they must be escorted; in this case, observe ramp safety
regulations;
Passengers needing special assistance (reduced mobility, mothers with infants etcetera.) must be
assisted in every possible way up to the arrival hall;
Unaccompanied minors must remain under the airlines or handling agents custody until handed over to
the awaiting party;
Where possible, arrival staff shall be present when disembarking with a list of the connecting flights at
risk, including details such as departure gate, boarding time;
Whether or not an arriving passenger must go through immigration at the arrival station depends on the
journey of the passenger, and the location of the arrival airport in a Schengen or non-Schengen country
(list of the Schengen countries (see TIM/TIMATIC);
Whether or not an arriving passenger must clear his baggage through customs at the arrival station
depends on:
The journey of the passenger;
The location of the arrival airport in or outside the European Union;
Reference: More detailed information and a list of EU countries can be found in TIM/TIMATIC.
3.4.4
Passenger in transfer process
3.4.4.1 Overview
Transfer passengers are passengers arriving by aircraft at a given aircraft, holding a confirmed or requested
reservation for a connecting flight by the same or another carrier, and whose baggage was checked through
on that connecting flight at the original boarding station. Transfer passengers hold separate flight coupons
and receive separate boarding passes for the different parts of their journey
3.4.4.2 Handling at Connecting Station

The aim of efficient handling at connecting stations is:
Improvement of passenger service;
Facilitation of ground handling activities;
Reduction of connecting times;
General Handling Procedures.
37
Upon receipt of the PTM, all necessary arrangements should be made to ensure a smooth transfer of the
passengers and their baggage as is shown below:
Check inbound/outbound connections and number of passengers concerned;
Check critical connections;
Prepare handling of passengers needing special assistance;
In case of interline transfer; notify the continuing carrier, using the PTM information;
Meet the transferring passengers upon arrival of the incoming aircraft;
For disembarkation and arrival assistance, follow the principles described in PSM Section 3 Arrival If
possible, have the passengers with short connection disembark first;
Direct the through checked passengers to the appropriate departure gate. Direct non-through checked
passengers for check-in to the transfer desk or gate, whichever is applicable;
Give the passenger all relevant information concerning immigration and customs clearance, if applicable;
Airport change. If an airport change is occurred during a transfer is involved, through check-in of
passengers and through labelling of baggage is not permitted;
Through Checked Passengers;
Passenger Transfer Message (PTM). A Passenger transfer message (PTM) must be sent to inform the
connecting station of the transfer passengers and their checked baggage;
Special Assistance Facilities. Passengers needing special assistance (reduced mobility, mothers with
infants, etcetera) must be assisted in every possible way during the transfer.
Unaccompanied Minors must remain under the airlines or handling agents custody during the complete
transfer time.
3.4.4.3 Minimum Connecting Times

In order to guarantee passengers and their checked baggage the transfer to a connecting flight, minimum
connecting times are defined for each airport. Such minimum connecting times (MCTs) must be observed if
baggage should be through-checked to the final destination.
Therefore, a reservation for a continuing journey involving two or more flights may only be confirmed if the
time between schedule arrival and schedule departure at the point of transfer is equal to, or greater than the
established MCT.
3.4.4.4 Immigration at Transfer Station

Whether or not a transfer passenger must go through, immigration at a transfer station depends on the
journey of the passenger and the location of the transfer airport in a Schengen or non-Schengen country
(For list of the Schengen countries, see TIM/TIMATIC). Exceptions might be locally decided
Transfer Documents
Certain countries require a transit visa for certain nationalities, even if the passenger remains in the transit
area of the airport. If a change of airports is involved, a transit visa may be required. If transit documents are
missing, the passenger may become an INAD (Inadmissible Passenger).
Customs Clearance at Transfer Station
Whether or not a transfer passenger must clear his baggage through, customs at a transfer station depends
on the journey of the passenger and the location of the transfer airport in or outside the European Union.
Reference: More detailed info and a list of EU countries can be found in TIM/TIMATIC.
38
3.4.5
Process Flow Diagrams
Arrival Process
Figure 5 Passenger Arrival Process
39
Departure Process
Figure 6 Passenger Departure Process

40
3.4.6
Identification of Process Indicators
Identify the process indicators used at the moment to check the pax process in real-time, such you can
foresee issues that could delay the turnaround (bottlenecks on check-in queues, % of pax have not checked
in due time to reach the boarding gate on time, etcetera)
Code
Item
Applies for
Handling of
Pax
Description
Target
Ramp
%
Customer
Perception
Average rating of passenger perception on a

scale from 1 to 5 (best)
4.8
Source: Customer Satisfaction Survey (CSS)

1
Check-in
Overall perception (average annual result)
4.8
Gate
Overall perception (average annual result)
4.8
%
2
Station delays minutes per 100

Departures
X
The delay time caused by handling delays.

Penalties will only be applied when the aircraft is
operating on schedule STA+/-5 min. (Source:
AIMS, Network Planning System)
5%
Delay Codes: 8,9,10,11, 12, 13, 15,16 31

Delay Codes: 18, 31,32,33, 34, 35,39
%
3
Aircraft Cleaning
The cleaning has to be performed within the

given timeframe and to the satisfaction of the
flight crew. Cleaning times are as follows:
X
Baggage Delivery
A319: 10 mins.
A320: 12 mins.
A321: 16 mins.
Baggage Delivery: Out Of Hub The first bag

should be delivered on baggage belt 7 mins. after
ATA . The last baggage has to be on the belt 20
mins after ATA.
Baggage Delivery Hub Station: The first bag
should be delivered on baggage belt 11 mins.
after ATA . The last baggage has to be on the
belt 21 mins after ATA.
95
95
41
Code
Item
Applies for
Handling of
Pax
Target
Ramp
Number of Baggage Irregularity Cases per 1000
passengers (Source: Worldtracer):
Baggage
Irregularity Rate:
Description
Ramp handling
X
Target for HUB Station 2.5
Target for peripheral airports 1.1
RL Codes:
P10, 11, 12, 15, 17
P20, 21, 23, 25, 27
P30, 31, 32, 33, 35
Provision of service equipment and staff: All

service equipment and necessary staff must be
positioned/ available within 2' after beacon lights
are turned off
2.5/1.1
100
Table 6 Process Indicators associated to Passenger Process
3.5
Identification and description of Information Flows and Process Interactions
Information receipt and transmitted comes from various sources and coordinating to Specific allocation
departments according to Airlines- Handlers setup. The common points and sources of information are as
follows:
.
42
Figure 7 Passenger Process Information Flows

43
Passenger Services constantly work in close communication and cooperation with some of the other
functional areas such as the following:
Ramp handling for the coordination off activities required for the turnaround process. Many of key
function activities such as boarding initiation are directly related to ramp functions (cleaning fueling
etcetera.)
STACO Station control is the entity that monitors flight paths and irregularities, communicate with airport
and airline Operations Centers in order to verify and identify irregularities. Communication and flow of
information with this department is essential.
Lost and Found for the treatment of all misconnecting unidentified bags and arrival processes.
Origin
Boarding Agent
Destination
Ramp Agent
Information
Mode
Info from DCS Transmission
Missing Passenger Info
Verbal
Boarding Completed
Transmission Verbal
Load sheet
Pax Info List
Check In
Close Out
Boarding Finalized
Close out
Last Minute Change
Weight and Balance
Final PAX Figures
Weight and Balance
Finalization
Boarding Agent
Final Passenger Info
Close Out
Last Minute Change

Transfer Passengers
info
Arrival Transfer Agent
Close out
PRM Agent Arrival
PRM Passengers
PRM Agent Departure
PRM Passengers
Arriving Flight
passenger info , loads
ETA
Boarding Process
Initiation
PRM Boarding
Initiation
Excess Hand Bags to
A/C Hold
Estimated Time Of
Arrival ETA
Passenger Figures
Estimated Time Of
Arrival ETA
Passenger Figures
Ramp Agent
PRM Agent Arrival
Crew
Ramp Agent
Close out
Other Station control

of Dep
PRM Agent Arrival
Station Control
Info from DCS - Physical Delivery

Through DCS screen Pop Up
Info from DCS

Verbal
Verbal
Transmission Verbal
Info from DCS - Verbal
Info from FIDS
Transmission Verbal
Transmission Verbal
Physical Delivery
MVT message through DCS
Info from DCS
MVT message through DCS
Info from DCS
Arrival Agent
Passenger Figures ,
Special Passengers
Close Out
Transfer Passengers
PRM Agent Arrival
PRM Passengers
Info from DCS-or MVT message

(PTM)
Info from DCS-OR MVT MSG
Close Out
Transfer PRM Status
Transmission Verbal
DCS - MVT
44
Origin
Destination
PRM Agent Departure
Boarding Agent
Information
Boarding Process
Initiation
Boarding Initiation
Aircraft Doors Close
Boarding Complete
Ramp Agent
Load sheet
Crew
Pax Info List

Finalization of ramp
Operations
Fuel Figures
Weight and Balance
Security Point
Boarding Agent
Close Out
Station Control
Last Minutes Changes

( Hand Bags)
Missing Passenger
Check
ETA
Mode
Transmission Verbal
Transmission Verbal
Transmission Verbal
Physical Delivery
Transmission Verbal
Info From Crew -Transmission
Verbal
Transmission Verbal
Transmission Verbal
Transmission Verbal
ETA
Ramp Agent
Inbound Load
Transmission Verbal or Handheld

Device
Transfer
Close out
Transmission Verbal
Weight and Balance
Boarding Agent
Inbound Pax Figures

Transfer Passengers
Status
Load sheet
Info from DCS
Table 7 Passenger Process Information Flows
3.6
Information Management Systems
3.6.1
IOCC Network Planning
IOCC, is the Network Planning Department allocation aircrafts into the Daily program and adjust operation
needs in case of irregularities accordingly throughout the network. Main Software used is usually a Network
Planning System (AIMS), such:
AIMS receives information from the Annual Network Planning and allocates Aircraft Tale
numbers/Registrations) to specific flights and according various requirements from Flight Ops,
Operational Needs and Maintenance needs, and
transmits relevant information to departments usually by using SITA Messages and MVT messages.
Other end translates the messages accordingly to asses and display information.
Network Planning usually transmits one-way information to various departments and two-way
communication to a single department usually called Station Control.
When Handling Agent presents irregularities IOCC may communicate with Airlines representatives for
decision taken. Station Control communicates with IOCC usually via SITA messages or nowadays via emails. Information received is MVT messages from various stations stating departing and arriving times,
delay times, other special messages. Communication may also come in Verbal form in regards of calculation
needed turnaround times or urgent information. Network System is usually capable to transmit electronically
information to DCS systems or Resource Management Systems
All departments may access information from IOCC through AIMS.
See relevant flow chart, Network Planning
45
3.6.2
DCS System
DCS, departure Control System, is the main system for the process completion and finalization of passenger
and Weight and Balance processes. DCS is usually owned by the Airline and the handler is using it on
behalf. Handlers also may own their DCS which is used to Check-in the relevant flights. For the purpose of
this project we will assume that the handler uses Airlines Own System.
DCS are connected to the Airlines reservation system and a central data base system usually called
Inventory in order to retrieve crucial flight and passenger and baggage information. Once the flight is built
Inventory releases the flight and through some monitoring actions DCS activates flight for Web Check-in
(usually 48 hours prior the Departing time) and for Airport Check-in methods, usually on the same day.
Relevant departments , Check-in Boarding Close out Check-in the passengers and update DCS
information, finally A load sheet is printed and necessary flight papers (Passenger Lists, Passenger special
needs, Special loads, etcetera) are handled to the Aircraft Crew.
DCS may be accessed by various departments and information may be updated according to the following
Diagram.
Usually critical charges (Last minute acceptance, deplaning- change of aircraft- passenger and baggage
offload) and monitoringfinalization actions are only performed by a department called Closeout (Editing
department ) This is to safeguard that critical changes will not jeopardize the flight process.
3.6.3
Movement Messages (MVT) Software
Airlines communicate each other and stations to stations usually via SITA messages called MVT messages.
Such messages may be: departure of the aircraft, arrival, delay, passenger transfer list, baggage transfer
message etc.
These messages should be usually generated through AirlinesHandlers DCS system or from external
software.
Movement messages are usually generated by the Station Control Department and/or Close out
departments, Ramp agent (via Station Control) and Boarding (via Closeout) give final infoupdate of the
status of the flight.
Final recipient of these messages is the Destination Airport for Passenger Information Display, IOCC
department and the Network Planning System for network update, next AirlinesHandlers DCS system and
Baggage Handling Systems. Arrival and Transfer departments make use of these messages for on time
dispatch of transfertransit passengers and baggage.
3.6.4
BHS- Baggage Handling System
BHS is the system that receives information of passenger baggage through the form of Baggage messages,
automatically generated through the DCS system. These messages are used for segregation purposes and
transit transfer information. Usually, dedicated department assess these messages and use a BRS
(Baggage Reconciliation System) to load bags to destinations. A final message with transfer baggage BTM
is sent to the next point. BHS BRS are critical informational systems in respect of passenger irregularities
(missing passengers at gate) and transfer irregularities (late arrival of incoming flight)
3.6.5
Information FlowPassenger Processes.
All above referring systems collaborate each other in order to update the passenger and flight status and
complete the passenger process. Five major Steps are to complete before flight departure:
Pre Flight. Receives and transmits information via following systems:
Network Planning system
Inventory System
Movement System
Reservation System
All above systems feed information to DCS system in order to initiate and complete passenger check-in ,
boarding and aircraft loading process.
46
DCS is the main system used by Check-in , Boarding and Close out departments in order to check-in
board passengers as well as input necessary flight information. Furthermore, DCS feeds BHS, Arrival,
Ramp agent, Weight and Balance and Boarding with passenger info. Weight and balance is critical for
the flight completion and may only receive updated information form Check-in department. Information
status may also be given by Ramp agent and Boarding.
Arrival and transfer may feed info to DCS regarding transferring/transiting passengers and their status.
They can also share information with boarding.
BHS- BRS receives information via DCS and may feed information about passengers baggage to the
Boarding and Ramp agent. All necessary updated information may come via Check-in department.
Boarding receives information electronically only from DCS, but status and verbal information comes from
Ramp agent , Arrival Transfer, BHS , Crew and transmits to Ramp agent, BHS, Weight and Balance
47
4 Baggage Process
4.1
Scope
The scope of this section is to describe the Baggage process as part of the turnaround. The scope
encompasses the input of all actors in the baggage process (airline, airport, handler...) and all the
information flows. Hence the description is not limited to the linear physical flow of the baggage nor to the
data linked directly to the baggage process but also takes into account the interdependencies with the other
processes and the interaction of the relevant information flows.
The baggage sorting area is the link between landside and airside services both for the inbound and
outbound process of bags. Hence, the baggage process is a key process in the whole handling process. It is
clear that it is critical to ensure smooth baggage process because baggage handling and the different
activities in the Baggage Sorting Area have a direct impact on the customers and passengers perception of
the quality of the entire service.
4.1.1
Objectives
The purpose of this section is not only limited to visualise and understand the baggage process on itself but
also to get an understanding of the interaction points with the other sub-processes both in the physical flow
as well as the information flow.
This understanding should then lead to a better joint optimisation of the whole process thanks to a better
insight into the critical interdependencies and the points in the process where there are risks for delays and
errors. Preventive measures as well as improvement of the process design and the input of new techniques
can only be effective if the description of the baggage process is clear and comprehensive.
4.2
4.2.1
Context
The process described is the general one in place for the operational scenarios considered in the Chapter 2,
within the Context, Assumptions and INTERACTION Scenarios (commercial flights, narrow bodies, mid-size
airport, non-hub operation). However, where has been considered relevant, alternative processes have been
described too.
4.2.2
Assumption
For the Baggage Process, assumptions considered are as follows:
The sorting facility with enough capacity is in use with one or max 2 sorting areas in place.
The Airport manages a BRS (Baggage Reconciliation System, included in the process description
An average bag-factor of 0.7 is assumed. If lower, i.e. on pure business destinations, the process will
only be faster and cause less risk
Charter flights with a high bag-factor have not been considered. Holiday traffic is less time critical and
not the main focus of this project.
Exceptions such as insufficient capacity, no automated screening and sorting system, many different
baggage areas, high transfer baggage ratio as for example in hubs have not been taken into account.
48
4.3
Organisation Unit
Role
Handling Staff Operator
Drive Dollies and Container/Pallet loaders to stand
(Includes: Equipment Operator,
Drive Baggage carts and conveyor belts to stand
Load Control, Ground Handling

Agent)
Open Hold Doors
Position and secure pallet/container loader
Position and secure conveyor belt
Offload Transfer ULDs Baggage to dollies
Offload priority Baggage ULDs to dollies
Offload Baggage ULDs to dollies
Offload Transfer Bulk Baggage to baggage carts
Offload bulk Baggage to baggage carts
Deliver to transfer area
Deliver priority baggage to claim area
Deliver baggage to claim area
Deliver special luggage to aircraft door (WCH, BB carts, hand

luggage)
Special luggage to remove at A/C door
Load baggage carts at sorting area
Drive baggage carts to stand
Load baggage/freight dollies
Load standard baggage into the Aircraft
Load priority baggage into the Aircraft
Load cargo into the aircraft
Remove conveyor belt
Close main hold Doors
Get a signed copy of load-sheet
Confirm special luggage to deliver at A/C gate
Deliver special luggage at A/C door
Checked bags for missing passengers
Look for missing passengers luggage
Load container/pallets at sorting area
Cabin Crew
Baggage Sorting Area Staff
49
Organisation Unit
Role
Airport Operator
Baggage sorting & screening
Management, supervision and operation of the baggage handling

system
Sufficient capacity for Check-in counters, maintenance of Checkin , boarding equipment, airport signage , boarding facilities
maintenance
Airport Flight Information Displays for passenger information
Facilities and means of ticket sales, ticket charges, excess

charges
Communicate incoming bags
Check-in capacity
Airline
(Includes:
Centre
Operations
Control
Table 8 Actors and Roles and Responsibilities for the Baggage Process
4.4
4.4.1
Process Description
4.4.1.1 Originating baggage

Once the check-in desks are opened by passenger agents, passenger proceeds to check-in and drop off
their baggage. If any passenger has checked-in at home he/she directly proceeds to the baggage drop-off
point of the flight. At check-in the bag is weighed and labelled by ground handling staff. Passenger is asked
to scan his boarding pass, after which he/she hands over his baggage, takes possession of the baggage tag
and is then ready to proceed towards the boarding gate. The check-in time for each passenger is noted
automatically by the system and shared by PFIS. Baggage monitoring process also starts by providing the
Baggage Flow Information Service (BFIS) with the information related to the baggage checked.
Once passengers drop off their baggage in the check-in, a baggage monitoring process starts in parallel to
passengers monitoring process. The information related to the baggage checked is provided to the involved
partners by BFIS and compiled in the baggage tag. In a similar way to the passenger flow, several
monitoring points (drop off baggage at check-in, security inspection devices and baggage bay among them)
will be established along the baggage flow. These points are used to monitor the location of any suitcase
and to be aware of any problem in the process. When a suitcase crosses a monitoring point, this information
will be provided by BFIS. If any baggage is rejected at security control this information will be also published
by BFIS. Last baggage delivery to the hold baggage bay is considered as a milestone in TITAN [20] and as a
crucial point on the bags way to the aircraft deck.
Baggage loading process continues from baggage bay to aircraft deck. Loading instructions and load sheet
are sent to the baggage agent through BFIS, which also reports in case any expected suitcase does not
arrive to the aircraft. Once all baggage is loaded in the aircraft, departure baggage recording process
finishes and BFIS publishes this information.
BRS, either manually or electronically integrated in information flow, ensures then that the required 100%
screening of passenger baggage for the corresponding flight has been completed and the baggage delivered
to the aircraft.
The overall procedure must be different for normal size and shape baggage, called in-gauge baggage, than
for out-gauge baggage (OOG). Below the processes for in-gauge baggage and out-gauge baggage are
described in detail, as well as security level 4 and 5 and special types of baggage.
50
Normal size and shape baggage

The table below shows the size, weight and shape limits for baggage which can be handled via the
automated BHS namely in-gauge bags. Baggage with ALL parameters falling within those ranges shall be
handled as in-gauge baggage.
Min.
Max.
Length (cm)
21
85
Height (cm)
65
Width (cm)
14
45
Weight (kg)
0,5
50
Table 9 In-gauge baggage
Baggage with ANY ONE parameter smaller than the corresponding minimum shall be handled as OOG
baggage. Baggage with ANY ONE parameter greater than the corresponding maximum shall be handled as
OOG baggage or Super OOG.
Suitable in-gauge baggage is transported to the baggage hall via the automated BHS which consists of
many conveyor lines and different tilt-tray sorters.
The baggage handling systems control computer checks its database for the code to see if a Baggage
Source Message (BSM) has been received from the carriers DCS. If a BSM has been received then the
control system will know which flight, destination and service class the bag belongs to and will automatically
sort the bag to the flight make-up chute that has been pre-assigned by the BHS Scheduling Operators. If the
BHS has not received a BSM for the bag then the control computer will tip the bag off the sorter onto a
conveyor line that is manned. The operator will use a handheld bar-code scanner to try and scan the tags
bar-code or, if that cannot be read, enter the ten-digit licence plate using a keypad. If that is also not
recognised then the operator will enter the flight code so that the control computer can inject the bag back
onto the sorter and sort the bag to the correct chute. The process of manually identifying the bag in this way
is called manual coding. Any bag whose tag is not read by the two automatic scanner arrays will also be
diverted to the manual coding line. The automatic scanners may not read a bar-code either because the tag
is partly covered or bent, or because the bar-code is damaged, or because there is no bar-code on the tag,
or because there is no tag.
All departing bags including transfer bags are subjected to security screening, known as Hold Baggage
Screening (HBS). Because all departing bags are screened the term 100% HBS is used.
At the flight make-up chute the bar-code on the bag tag may be scanned by ground handling staff using a
handheld bar-code scanner connected to the (BRS). The BRS will check the passenger status data in the
BSM (not checked-in, checked-in, standby, boarded) and Authorised To Load (ATL) status (yes or no), if
any, in the BSM and will inform the handler whether the bag can be loaded into the baggage container also
known as a Unit Load Device (ULD) or into a bulk cart, depending on whether the aircraft is containerised
or bulk loading.
The BHS has a number of conveyor lines that are used for the short-term storage of bags that are inducted
into the system before the relevant flights chutes have opened. Each baggage hall has several early bag
lines and each line is allocated based on a time slot, e.g. one line for bags whose flights chutes will open
within half hour, one line for bags whose flights chutes will open within one hours, and so on. Collectively
these conveyor lines are referred to as the EBS (Early Bag Store). The storage capacity of the EBS in each
hall is theoretically up to 288 bags, although the actual capacity is a function of the bag width and the
number of bags in each time slot. Thus the storage capacity will vary in practice. The BHS Scheduling
Operator performs the control of the early bag lines.
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OOG baggage
Baggage with ALL parameters falling within the range established before is normally classified as in-gauge
baggage and can usually be introduced into the automated baggage handling system. However, certain
types of baggage with all its parameters within the acceptable ranges may cause stoppages or damage to
the baggage handling system and shall therefore be handled as OOG baggage. Such baggage shall include
the following items:
Cylindrical items such as churns, poles, tubes and rolled carpet/linoleum;
Spherical items such as beach balls and bowling balls;
Musical instruments;
Baby buggies;
Flimsy baggage;
Cylindrical bags;
Baggage with long dangling straps or flaps.
Baggage with ANY ONE parameter falling below the corresponding dimensions and weight shall be handled
as OOG baggage.
Baggage with ALL parameters falling within the range in the table below shall be handled as OOG baggage.
Min.
Max.
Length (cm)
85
200
Height (cm)
65
100
Width (cm)
45
75
Weight (kg)
50
90
Table 10 OOG Large and/or heavy baggage
Baggage with ANY ONE parameter greater than the corresponding maximum in the table above shall be
handled as Super OOG baggage.
After check-in and labelling, an OOG bag is taken to one of the OOG counters in the check-in concourse
which are staffed by AIRPORT BHS. Then the BHS staff will scan with BRS the bag and depending on the
type of bag decides to either feed the bag into the OOG line leading to the OOG screening machine located
in the baggage hall or transport it via the OOG lift. After screening by HBS staff, the OOG bag is manual
coded / scanned and sorted manually by AIRPORT staff. There the ground handling company will collect it
and take it to the relevant make-up chute or aircraft where it is subjected to the same action as for in-gauge
baggage. Due to its excessive size and/or weight, Super OOG baggage is transported by the ground
handling company to the baggage hall via van rather than the OOG lift or line. It is the carriers decision
whether to accept OOG and Super OOG baggage for carriage when the passenger presents the baggage
for check-in.
Special types of baggage
Live animals (pets)

When a carrier wishes to transport a live animal (pet) as hold baggage in an IATA approved animal
container, the animal in its container shall be handled manually. Under no circumstances shall the live
animal be put into either the automated baggage handling system or an off-line X-ray machine. The
security screening locations for live animals to be carried as hold baggage shall be the same as those for
OOG baggage.
52
Vessels containing liquids

The airport will only permit the transport through the airport of a vessel containing a liquid if the vessel is
robust and well-sealed. Whether they are considered in-gauge or OOG baggage, vessels containing
liquids shall be handled manually. Under no circumstances shall the vessel be put into the automated
baggage handling system, irrespective of whether the vessel is being handled for departure or reclaim.
The security screening locations for vessels containing liquids to be carried as hold baggage shall be the
same as those for OOG baggage. A vessel containing a liquid shall be handled as OOG baggage or
Super OOG baggage according to the vessels size and weight.
Fragile baggage
A fragile item such as glassware, works of art etc. shall be handled as OOG baggage or Super OOG
baggage according to the items size and weight.
Wheel chairs
The wheelchair shall be handled as OOG baggage or Super OOG baggage according to the items size
and weight.
4.4.1.2 Arriving baggage

Once aircraft beacon light is turned off, unload process can start. Baggage agent receives loading
instructions through the BFIS. This process is described in detail in ramp & GSE section but is introduced
here for context purposes. When baggage unloading is finished, baggage agent sends this information to the
BFIS while baggage is delivered to the assigned claim belt, reported by AIRS to the ground handler.
The ground handling company, using tugs with dollies or bulk carts, transports arriving baggage to the
allocated reclaim racetrack in the baggage hall. Terminating in-gauge bags are unloaded onto the racetrack
by the ground handling company and the passenger retrieves it from the reclaim racetrack in the baggage
reclaim hall. Terminating OOG baggage is taken manually into the baggage reclaim hall by the ground
handling company as it is not possible to put it onto a reclaim racetrack. Likewise the ground handling
company will have to take Super OOG manually into the reclaim hall or drive it to the curb side if it is too
large to fit through the double doors into the baggage reclaim hall.
4.4.1.3 Transfer baggage

Transfer baggage either arrives at the airport pre-sorted in containers (also known as ULDs), mixed with
terminating baggage in ULDs, or loose (bulk loaded). The ground handling companies load in-gauge
transfer baggage onto a transfer in-feed conveyor inside the baggage hall. There are two transfer in-feed
conveyor lines in each baggage hall. A transfer bag is sorted automatically if a BSM has been received by
the BHS and the bag tag has a bar-code, otherwise the bag will have to be manually coded as described
earlier for originating baggage. A transfer bag is treated in the same way as originating baggage once it is in
the automated BHS.
OOG transfer baggage will be handled manually and screened using machines located in the baggage hall
for the purpose. Once an OOG bag is screened the handling company will transport it manually to the makeup chute or aircraft and process in the same way as originating OOG baggage from then on.
4.4.1.4 Operating concept

International Airport
and
process
management
and
monitoring
at
Athens
The following sections depict the operating concept and the management and monitoring of the baggage
process conducted in the Athens International Airport. These sections have been included for context
purposes and on information basis to all partners involved in the project but will not be included in the
process flow diagrams. This section is of great value in order to understand the environment in which the
different solutions developed in the INTERACTION framework will be validated and, therefore, should be
kept here for those partners developing any type of prototype dealing with the baggage process.
4.4.1.4.1
Operating concept
The BHS is operated by AIRPORTs Baggage Handling Systems Operations functions team. The actual
make-up and break-down of flights will be carried out by third party ground handling companies or self-
53
handling carriers. With the exception of resetting emergency stop devices, the ground handling companies
operate the push-buttons at the reclaim racetrack break-down docks and at the transfer in-feed docks.
Although the Airport Company performs the technical operation of the facilities it should be noted that this
does not mean that the users, i.e. the ground handling companies, are not involved. The users are able and
indeed expected to relay their operational requests and queries to AIRPORT. Likewise, AIRPORT frequently
needs to contact the users at a working level. Thus, at the working level there needs to be close cooperation
between AIRPORT and the users of the facilities. AIRPORT will take into account the various users
requirements, subject to the physical limitations of the facilities and operating constraints.
Monitoring, control and allocation of the equipment in each baggage hall is conducted in a BHS control room,
one per hall. The control room contains computer equipment, terminals and CCTV to enable the monitoring
and control of the system. In the control room there is one system operator responsible for the monitoring
and control of the mechanical handling system and one scheduling operator responsible for the allocation of
make-up chutes, reclaim racetracks and early bag storage lines. The scheduling operator also liaises with
the counter allocation operator in the Airport Services Operations Centre so that make-up chutes are
primarily allocated in the baggage hall nearest the associated check-in desk (for the reason given in 5.2
Overview of the facilities and processes). The ground handling companies also liaise as necessary with the
BHS scheduling operator regarding make-up chute allocation.
Manual coding operators and baggage manual handlers are stationed at certain manual handling positions in
the baggage handling system. The manual coding operators are needed to enter the licence plates of those
bags whose tags have not been read by the automatic bar-code scanners. The baggage manual handlers
are used for e.g. the manning of OOG Counters, resolution of bag jams, manual transport of fragile baggage
and live animals from Departure Level to Ground Level via goods lift, the manning of problem bag chutes
and late bag chutes, the handling and manual coding of bags, etcetera. There are dynamic signs in the
baggage halls, including one at each make-up chute and one at each break-down dock, to inform the ground
handlers of the current allocation of the facilities. Ground handling staff from the third party ground handling
companies mans the check-in desks, make-up chutes and arrival break-down docks as necessary.
4.4.1.4.2
Safety and Corporate Policies & Procedures
Climb onto the System Safely

Before any personnel steps onto the conveyors or climbs onto the system for maintenance reasons or in
order to remove baggage or resolve baggage jams the affected part of the baggage handling system needs
to be isolated. To ensure that the affected part is isolated it is essential that the actions defined below are
carried out.
The System Operator shall switch off the line from the Visualisation Terminal in the BHS Control Room
and confirm this to the BHS Senior Technician.
The relevant technician who is responsible for isolating the affected part of the baggage handling system
shall inform the System Operator via trunk radio that the affected part is now isolated and clear to enter.
The System Operator shall inform the relevant operating staff that is going to work in the affected part
that the affected part is now isolated and clear to enter.
The relevant operating staff can now work in the isolated part of the baggage handling system.
Under no circumstances shall staff step onto conveyors or climb onto the system before the above defined
actions have been carried out and the relevant area is cleared to enter.
Driving in the baggage halls
No combustion engine propelled vehicles are allowed inside the baggage halls. If ground handler use hybrid
engine propelled vehicles, the ground handler driver shall switch to electric powered mode before entering
the baggage halls and switch back to combustion (diesel) after leaving the baggage halls. In special cases
propelled vehicles may be granted authorisation to enter the baggage hall from the BHS Supervisor.
54
Inbound
Transport the baggage that has been unloaded from an arriving aircraft to the hand-over area outside
the relevant baggage hall by using a combustion engine vehicle.
Uncouple the load devices from the combustion engine vehicle at the hand-over area.
Couple the load devices to a non-combustion engine vehicle (electric tug).
Transport the baggage from the hand-over area to the relevant location inside the baggage hall by using
a non-combustion vehicle.
All actions defined above for the hand-over of inbound baggage are carried out by ground handler.
Outbound
Transport the baggage from the baggage hall to the hand-over area outside the baggage hall by using a
non-combustion engine vehicle.
Uncouple the load devices from the non-combustion engine vehicle at the hand-over area.
Couple the load devices to a combustion engine vehicle.
Transport the baggage from the hand-over area to the relevant location outside the baggage hall (flight
stand).
All actions defined above for the hand-over of outbound baggage are carried out by ground handler.
4.4.1.4.3
Reporting of faults and incidents
The actions for the reporting by staff of faults are defined below.
The staff shall report to the BHS Supervisor via trunk radio.
If the staff cannot reach the BHS Supervisor, then the staff shall determine whether it is an equipment
fault, scheduling fault or safety incident.
If it is an incident such as accident, fire, crises or other emergency and the staff cannot reach the BHS
Supervisor then the staff shall call the System Operator or Scheduling operator in the BHS Control Room
via telephone or trunk radio and the BHS Supervisor shall follow the AIRPORT corporate procedures.
If it is an equipment fault and the staff cannot reach the BHS Supervisor then the staff shall call the
System Operator in the BHS Control Room via telephone or trunk radio.
If it is a scheduling fault and the staff cannot reach the BHS Supervisor, then the staff shall call the
Scheduling Operator in the BHS Control Room via telephone or trunk radio.
The BHS Supervisor, the System Operator and the Scheduling Operator shall inform each other about the
following:
That there is a problem.
That the problem is being dealt with or that the problem has been dealt with.
The person(s) dealing with the problem.
The person(s) already informed.
55
Figure 8 Baggage Process: Reporting Faults communications
1. In case of technical fault, inform BHS Senior Technician (or IT&T, TES, SITA) and request rectification of
the fault, agree timescale with the relevant technician (estimated time until the problem will be fixed).
2. Inform OCC regarding the problem and the action agreed.
3. Inform Airport Duty Officer about the problem or incident and the operational impact and request
additional assistance if necessary.
Inform HBS Supervisor and Terminal Operations Supervisor
4. Inform handling agents about the problem and make contingency arrangements.
5. Inform the Manager Baggage Systems and Head Baggage Handling Systems Operations about the
problem or incident and the operational impact and request additional assistance if necessary.
6. Inform BHS Supervisor that the problem is fixed and/or progress of works.
The BHS Supervisor must update all involved parties including the Manager BHS and Head BHS
Operations.
4.4.1.4.4
Logging of faults
There are two Control Room Logbooks:
BHS Scheduling Operators Logbook
BHS System Operators Logbook
The Control Room Logbooks are records of the events occurring in the baggage hall and which affect the
BHS system operation, scheduling issues and the security and safety of personnel. Only authorised
personnel are allowed to enter information in the logbooks. The logbooks are important documents and shall
always remain under the supervision of the BHS Control Room Operators within the BHS Control Room. The
System Operator is responsible for keeping the logbook in good condition. The BHS Control Room
Operators are responsible for maintaining the BHS Control Room logbook. However the BHS Supervisor is
also authorised to log information in the logbook. Below are the actions for logging faults in the BHS Control
Room Logbook.
56
If any AIRPORT staff or ground handling staff notices any technical or operational
fault concerning baggage handling they shall use the actions defined in section 5.6
Reporting of faults.
Staff
If the BHS Supervisor has been informed of a fault he shall inform the relevant Control
Room Operator of the fault.
BHSS
The logbook layout is defined below.
OP
If the columns have not already been drawn in the logbook, the BHS Control Room
Operator shall draw them.
Date
Time
Incident description & Organisation reported the incident
Action
The Operator shall log in the logbook the time and date that he was informed of the
incident. The Operator shall enter a short description of the incident and, if the
incident was reported by someone else, the organisation of the person reporting it. If
the particular event needs an action and monitoring then the Operator shall enter a
circle in the Actions column (see example below).
Date
Time
1/11/09
23:30
Stuck sorter tray South reported by Rainbow handling
1/11/09
23:31
Sunshine Handling called to reconfirm chutes required 102-104
Date
Time
1/11/09
23:32
SYSOP contacted STECH concerning stuck sorter tray South
1/11/09
23:35
STECH reported to SYSOP that they need 1 hour to fix the fault
stuck sorter tray South
OP
Action
Action
The Operator shall log in the logbook the date and time he reported the incident to the
STECH and OCC personnel Reporting of faults and their responses.
OP
If the Operator notices an event or fault without it having been reported, he shall use the
same action as above to log the fault.
OP
The BHS Supervisor may log in the BHS Control Room event logbook any information
concerning incidents or human attitudes he deems important and he feels that may or has
affected operation efficiency.
BHSS
The Operator shall log in the BHS Control Room logbook the time and date that a fault has
been repaired, the name of the STECH reporting this, and a short description of the work
done.
OP
57
The Operator shall put a line through the appropriate circle in the Action column in the
logbook to indicate the incident has been resolved (see the example below).
Date
Time
23:30
Stuck sorter tray South reported by Rainbow handling
1/11/09
23:31
Sunshine Handling called to reconfirm chutes required 102-104
1/11/09
23:32
SYSOP contacted STECH concerning stuck sorter tray South
1/11/09
23:35
STECH reported to SYSOP that they need 1 hour to fix the fault
stuck sorter tray South
2/11/09
1:30
STECH reported to SYSOP that the fault stuck sorter tray South
been repaired
1/11/09
BHSS
Action
To be noted that the System Operator enters information concerning system stoppages to an excel spread
sheet and sends it (via e-mail) to the duty BHS Supervisor to be included in the BHS Supervisors shift
report. This report is send to a distribution list (at the end of the shift) including the Technical Administrator &
Warehouse Controller who is responsible to extract the system availability figures for producing daily &
monthly reports and statistics.
4.4.1.4.5
Logging of Short shipped bags
A short shipped bag may occur for the following reasons:
The bag is jammed into a subsystem of BHS and is found after flight departure.
The bag is a transfer bag and is late feed into the BHS. The bag is sorted into a chute (destination chute
or PBC) after flight departure.
The bag has been forgotten in check-in area by check-in staff.
The bag is miss-sorted in a different chute (other flight) and the handling staff has loaded the bag into a
different flight.
The bag has been forgotten in baggage hall by AIRPORT or handling agent staff.
A short shipped may be found from AIRPORT BHS staff or is reported from handling staff.
In both cases the bag is recorded by the BHS Supervisor as short-shipped bag and is returned to the
handling company.
BHS Supervisor will follow up the case in order to identify the reason why the bag was short shipped and to
clarify if it is AIRPORTs responsibility or it is related to handling staff actions.
The number of short shipped bags due to AIRPORTs responsibility is included in BHS Supervisor shift
report. This report is send to a distribution list (at the end of the shift) including the Technical Administrator &
Warehouse Controller who is responsible to extract the short shipped bags figures for producing reports and
statistics.
In addition the night shift BHS Supervisor is entering the number of bags handled and short shipped bags
only due to AIRPORTs responsibility in the daily report to OCC.
Note that if a short shipped bag is not reported to AIRPORT it is not accepted as short shipped due to
AIRPORTs responsibility unless it was found jammed in the system or forgotten in the baggage hall by
AIRPORT staff. For flights using the AIRPORTs BRS information is given automatically regarding bags
being miss-sorted to wrong chute by BHS or other reason.
58
4.4.1.4.6
BHS Control Room Operation
The Baggage Handling System is operated from BHS Control Room South. In case it is operationally
necessary the BHS may also be operated from the back-up control room (BHS Control Room North).
Supervisory control of the baggage handling system (electromechanical facilities)
The BHS System Operator shall carry out the following action if appropriate:
Monitor the performance of the mechanical handling system continuously.
Control the mechanical handling system from the BHS Control Room.
Operate the mechanical handling system including the check-in collecting conveyors from the BHS
Control Room.
Instruct AIRPORT baggage manual handlers and AIRPORT manual coding operators as and when
required.
Take action in case of malfunction or damage to the automated baggage handling system
Take over the tasks of the AIRPORT Scheduling Operator when that operator is on comfort breaks (e.g.
mealtime, toilet pause).
The BHS System Operators control the electromechanical facilities of the automated baggage handling
system using the following systems and take appropriate action when necessary:
BHS mimic panel
Visualisation Terminal
CCTV
Below is a short description of the functionality of each the above mentioned systems.
BHS mimic panel
The System Operator monitors the automated baggage handling system by using the mimic panel, which
includes the reclaim racetracks. Several events and alarms are displayed on this mimic panel and alert the
System Operator in order to take appropriate action in accordance with the relevant contingency action(s)
described as Failure of Contingency Measures of this procedure. For detailed function of the mimic panel
refer to the operating manuals of the automated baggage handling system.
Visualisation Terminal
The Visualisation Terminal gives the System Operator an overview of the complete conveyor system of the
two baggage halls. The purpose of the Visualisation Terminal is:
To enable the System Operator to switch conveyor lines and sorters on and off;
To enable the System Operator to monitor the status of the conveyor lines and sorters, i.e. running,
stopped, faulty, in dieback;
To inform the System Operator about faults and stoppages.
The function of the Visualisation Terminal (VISU) is described in the operating manuals of the automated
baggage handling system.
CCTV
The System Operator uses the CCTV to view the cramped areas of the BHS, which are not manned and to
view if there are capacity problems at some manned areas. The CCTV also covers the chutes, the OOG
area on the Departure Level, the OOG area in the baggage hall and the Level 3 station. The CCTV enables
the System Operator to recognise problems before he/she sends staff to the affected area. The detailed
function of the CCTV is described in the operating manuals of the CCTV system.
59
Allocation and scheduling of departure hold baggage flight make-up chutes

The action for allocation and scheduling of departure hold baggage flight make-up chutes including the
Problem Bag Chutes and the Late Bag Chutes is defined below. The chute allocation is performed by the
BHS Scheduling Operator using the BHD workstation.
Chute allocation schedule
The allocation of chutes is carried out daily by AIRPORT. The handling company or self-handling carrier will
be notified in advance. The chute allocation schedule contains:
The chute numbers allocated to the flight codes
The chute opening time
The chute closing time
The service classes
The destination(s)
The Scheduling Operator shall distribute the chute allocation schedule to ground handler by fax or e-mail or
hard copy every day at 23:00 hours in printed form. The chute allocation schedule is valid for the next
twenty-four hour period starting at 00:00 hours.
The Scheduling Operator shall carry out the daily allocation and scheduling of flight make-up chutes in
accordance with the Flight Schedule received automatically from UFIS.
Blocks of chutes allocated to ground handler
Each handling company or self-handling carrier will be allocated a range of chutes. The Scheduling Operator
shall allocate and schedule chutes to the ground handler in accordance with the agreements made. Chutes
shall be allocated in blocks to the ground handler for the following reasons:
In case baggage is sorted in fall-back mode.
To enable ground handler to operate in their relevant zone with more efficiency and less manpower.
In order to minimise the traffic inside the baggage halls.
The assignment of blocks of make-up chutes is subject to operational needs and may change during the
day.
Sort criteria
The number of chutes allocated to a flight will be a function of the size of aircraft, class configuration and
number of passengers.
Open chutes
The Scheduling Operator shall open the flight make-up chutes at STD/ETD minus 2 hours for flights
undertaken with a narrow-bodied aircraft unless requested otherwise by the ground handling company or the
self-handling carrier subject, to available facilities.
The Scheduling Operator shall open the flight make-up chutes at STD/ETD minus 3 hours for flights
undertaken with a wide-bodied aircraft unless requested otherwise by the ground handling company or the
self-handling carrier subject, to available facilities.
If the ETD for a flight changes in the actual flight table before the relevant chute has opened (inbound flight
delayed or for any other reasons), the Baggage Handling Director computer shows a message that the ETD
for the relevant flight has changed.
If baggage has been introduced into the BHS and no flight make-up chute has yet opened the baggage will
be stored automatically in the EBS until the relevant flight make-up chute has opened. Flight make-up chutes
60
shall be opened independently by the Scheduling Operator in accordance with the daily Chute Allocation
Schedule, agreements between AIRPORT and ground handler and the procedure defined in this document.
Special requests for ad hoc changes shall be carried out. The Scheduling Operator shall not give any
additional information to ground handler that the relevant flight make-up chute has opened. Ground handler
shall be informed via the daily Chute Allocation Schedule or by knowing the STD/ETD of the relevant flight.
The Scheduling Operator shall inform ground handler about opening a flight make-up chute only if the chute
opening has been carried out due to an appropriate ad hoc change requested by a relevant organisation and
ground handler does not yet know about the ad hoc change and the corresponding chute opening.
Close chutes
The flight make-up chute closure is STD/ETD for all flights unless requested otherwise by the ground
handling company or the self-handling carrier, subject to available facilities.
The baggage will be tipped to the relevant Late Bag Chute available in each baggage hall after the flight
make-up chute has closed.
Flight make-up chutes shall be closed independently by the Scheduling Operator in accordance with the
daily Chute Allocation Schedule, the estimated departure time of the relevant flight, agreements between
AIRPORT and ground handler and the actions defined in this document.
If the ETD changes while the chute is open, the Baggage Handling Director computer receives this
information from UFIS and displays a message to the Scheduling Operator. The Scheduling Operator shall
change the scheduled chute closing time in accordance with the action defined above into the new ETD
unless requested otherwise by ground handler or other operational needs.
Special requests for ad hoc changes shall be carried out. The Scheduling Operator shall not give any
additional information to ground handler that the relevant flight make-up chute has closed. Ground handler
shall be informed via the daily Chute Allocation Schedule or by knowing the STD/ETD of the relevant flight.
The Scheduling Operator shall inform ground handler about closing a flight make-up chute only if the chute
closure has been carried out due to an appropriate ad hoc change requested by a relevant organisation and
ground handler does not yet know about the ad hoc change and the corresponding chute closure.
Ad hoc changes
There might be requests for ad hoc changes by AIRPORT, ground handler, carriers, State authorities or
whoever has a reasonable motive to request an ad hoc change concerning the chute situation. The actions
for ad hoc changes are defined below. Changes in the actual flight table received from UFIS (e.g. flight
delayed) are not considered as ad hoc changes.
If ground handler or any other relevant organisation requests an ad hoc change, they shall contact the
Scheduling Operator. The Scheduling Operator shall carry out the requested change if he thinks it is
appropriate and if it is possible due to available facilities. Any change shall be in accordance with special
requests of the State authorities (e.g. monitoring special bags). If necessary the Scheduling Operator shall
inform the relevant handling company or self-handling carrier about the ad hoc change before it will be
carried out. Examples of ad hoc changes that might be requested are given below.
Postponement of chute closing time requested by airline.
Change of sort criteria requested by ground handler due to types of checked-in baggage.
Monitoring of special bags requested by Hellenic Police or Customs.
Change flight to a different chute requested by ground handler.
Open additional chute requested by ground handler.
Close chute requested by airline.
Close chute temporarily for a defined time requested by ground handler.
Send bags for a designated flight to the LBC requested by ground handler.
61
Information flow
If ground handler or any other relevant organisation such as airlines, Customs, Police, HCAA, AIRPORT
staff, etc. wants to inform AIRPORT about requests, problems, technical difficulties or any other matters
concerning the allocation and scheduling of flight make-up chutes they shall either contact the BHS
Supervisor who shall inform the Scheduling Operator or they can contact the Scheduling Operator directly.
The BHS Supervisor is moving around in the baggage halls and can be contacted verbally or via trunk radio.
One Scheduling Operator is constantly manning the BHS Control Room and can be contacted via telephone
or trunk radio.
If the BHS Supervisor or the Scheduling Operator need to contact ground handler or any other relevant
organisation for whatever reasons they shall inform them either verbally, or via telephone, or via trunk radio if
possible.
The BHS Supervisor and the Scheduling Operators of each shift shall have all relevant contacts available at
any time in the form of a telephone list. Relevant contacts are:
ground handler (duty office of all handling companies and self-handling carriers at this airport)
Airlines (all carriers flying from and to Athens International Airport)
ADO
Check-in counter allocation coordinator
Head, Baggage Handling Operations
Manager, Baggage Handling Systems
Terminal Operations Supervisor
Security Supervisor
Duty Officer, Airport Police Station
Duty Officer, Airport Customs Station
Veterinary Station
Allocation and scheduling of break-down racetracks

The actions for the allocation and scheduling of break-down racetracks are defined below. The reclaim
allocation is performed by the BHS Scheduling Operator using the UFIS workstation.
Schedule
Due to the frequent changes to allocation that will occur in practice the Scheduling Operator will not provide
a schedule for the allocation
Allocation criteria
The Scheduling Operator:
Shall carry out the allocation of break-down racetracks in accordance with the daily flight arrival table in
UFIS. A UFIS terminal is installed in the BHS Control Room.
Shall take any agreements between AIRPORT and the relevant ground handler into consideration
whenever possible.
Shall endeavour to allocate different flights handled by the same ground handler together on the same
break-down racetrack.
Shall endeavour to allocate the break-down racetracks in accordance with ad hoc changes requested by
relevant organisation(s) such as ground handler, airlines, Customs, AIRPORT, etc.
All these actions will enable ground handler to handle their flights efficiently and save manpower.
62
The Scheduling Operator shall carry out the allocation of break-down racetracks in accordance with the
criteria defined above only if the relevant facilities are available. The actual flight table might make it
necessary to compromise the allocation criteria defined above.
Allocate racetrack to flight
The BHS Scheduling Operator is performing twice a year, for the seasonal winter and summer flight
schedule, the planned allocation of reclaim racetracks in UFIS workstation. A flight is considered as
allocated when a reclaim racetrack is assigned to the flight.
Open racetrack
A break-down racetrack is considered open when the Opening Time entered into the UFIS is reached and
the flight-code is displayed on the BIDS.
The Scheduling Operator shall allocate the Opening Time of the break-down racetrack by entering the time
of racetrack opening into UFIS.
Close racetrack
A break-down racetrack is considered closed when the Closing Time entered into the UFIS is reached
becomes actual time and the flight-code has disappeared from the BIDS.
The Scheduling Operator shall allocate the Closing Time of the break-down racetrack by entering the time of
racetrack closure into UFIS. The default closing time of racetrack is the opening time plus 90 minutes.
If no notification has been received from ground handler that the reclaim racetrack is clear, the Scheduling
Operator shall close the reclaim racetrack for this flight 1 hour after the opening of the racetrack for the flight
without asking or giving any information to ground handler. If ground handler wishes to extend the reclaim
period for any appropriate reasons, they shall inform the Scheduling Operator.
Information flow
The Scheduling Operator will not inform ground handler about opening or closure of a break-down racetrack.
The relevant ground handler staff shall be informed via the dynamic signage inside and outside the baggage
halls and in the reclaim halls. Ground handler also can use the UFIS terminals (if installed in his offices) to
be informed about the status of a relevant break-down racetrack. If ground handler wants any additional
information (e.g. which racetrack is allocated to a certain flight), they shall call the Scheduling Operator at the
BHS Control Room via telephone.
The Scheduling Operator will not inform any other organisation about break-down racetracks allocated to
flights. If any relevant organisation wants to have any information about the allocation of break-down
racetracks they shall call the Scheduling Operator via telephone.
Allocation and scheduling of early baggage storage lines
Function of the early baggage storage lines
The early baggage storage lines enable the Scheduling Operator to store limited amount of baggage inside
the automated baggage handling system. This applies to baggage that has been fed into the system and the
relevant chute for the baggage is not yet opened. The EBS supervision is performed by the BHS Scheduling
Operator using the BHD workstation.
The sequence of storing baggage on the early baggage storage lines is defined below:
The sequence of storing baggage on the early baggage storage lines is defined below:
1. Baggage fed into the system via either:
a. the transfer in-feed conveyor line(s);
b. return line(s);
63
c.
Check-in desks (check-in shall not start until the chutes for the relevant flight are opened so that
regularly no bags from the check-in desks need to be stored in the EBS). In practice the carriers
may use common check-in or start early check in which increase the number of early bags.
2. Baggage scanned by the automatic scanners.

3. Steps 2 and 3 assume that the baggage was screened and no items were found in the bag that might
jeopardise a flight.
4. Steps 2 and 3 also assume that the bag was successfully coded and the relevant flight is in the
schedule.
5. The BHD computer recognises the baggage as early baggage because no chute has been yet opened.
6. The baggage will be routed to the relevant early bag spur. The early bag spur depends on the remaining
time until the scheduled opening time of relevant flights make-up chute
The baggage will be stored in time slots in the early bag storage lines. The early baggage storage lines are
designed to accommodate a maximum of 288 bags depending on the size of the bags.
There are two early baggage stores in the baggage handling system, one in each baggage hall. Each early
baggage store consists of five early baggage spurs.
Early bags will be stored in the early bag store in the baggage hall in which they were introduced into the
baggage handling system, which will not necessarily be the hall in which the flights chutes are allocated.
Allocation and scheduling of early baggage storage lines
The allocation of the early bag storage lines is an automated procedure. Currently the time slot for each line
is 30 minutes.
The BHS Scheduling Operator may purge or disable the line(s) on demand.
Early Bag Store full
If the Early Bag Store is full all bags destined for this Early Bag Store will be routed to the Problem Bag
Chute in the same baggage hall and collected by ground handler.
Bag Tracing
The Bag Tracing service is provided by the on duty BHS Scheduling Operator. In case it is operationally
necessary the BRS Specialist may be requested to take over partially or fully this duty.
Bag tracing requests may fall in to one of the following categories:
1. Cancellation of passenger departures
2. Change of flight (BSM Change of flight)
3. Bag retrieval from the system in case of re-tagging
4. Customs Request
5. Passport, medicine etcetera within checked bag needed by the passenger
st
6. confirmation of 1 class transfer passenger baggage arrival

7. BRS related requests (i.e. BSM arrived for transfer bag but bag is not inserted into the system)
8. OOG Bag checked but was not delivered to OOG counter (e.g. hand baggage)
9. Bag was delivered at PBC but was not BRS scanned by AIRPORT staff
64
4.4.2
Process Flow Diagram
Figure 9 SOP Departing Bags
65
Transfer
Employee
Check expected
inbound baggage
in Airline system.
Receive
baggage by
Airport
system?
Transfer
Employee
Airline System
Baggage received
by other handler
no
yes
Screen Baggage
received outside
the Aiport system
by X-ray.
Does bag have

O/D or rush
label
attatched?
no
yes
Transfer
Employee
Baggage reconsiliation
with BRS or Airline
system. OK?
No
Perform SOP
Baggage
Tracing
SOP AP P PAX08
yes
Transfer
Employee
Transport to
loading area
Perform SOP
Departing
Baggage
SOP AP P BAG01
End
Figure 10 SOP Transfer Bags
66
BAG COO
Receive docs
through Telex or
Flightwatch
Employee / Bag
Driver
Transport inbound
baggage to
Baggage Hall
Employee
Transfer
Baggage AP
customer
airlines?
Employee
Unload local and

other transfer
baggage from
carts or ULDs at
baggage belts
Employee
Press FIBAG /
LABAG
Passenger
Local baggage
undamaged to
passenger?
LDM/CPM
yes
Perform SOP
Transfer
Baggage
Ref. to SOP AP P
BAG02
no
Ref. to working
instruction
no
Perform SOP
Damaged
Baggage
Ref. to SOP AP P
PAX09
yes
End
Figure 11 SOP Incoming Bags
4.4.3
The following process indicators are defined as the main BHS KPIs:
System availability: measured as the % of time that the system is not available in a specific period of
time. Times of Plan Preventive Maintenance (P.P.M), Planned Power Save (P.P.S), Modifications,
Upgrades, Power fluctuations & New equipment installation, are not considered as downtime.
Maximum Duration of Single Event Failure: The maximum single event failure of the particular
system (per system/sub system) on a specific period
Additionally the main indicators used to describe the baggage process from a more operational point of view
are:
Short shipped bags: this is explained in detail in section 4.4.1.4.5. This can be measured as the
percentage of short shipped bags against the total number of baggage treated in the system in a specific
period of time.
Congestion of sorting area: measured as the % of times that bags arrive late at the airport due to
congestion in the sorting area (delay code 18)
ULD equipment available: % of times when ULD equipment is available.
Baggage reconciliation errors: % of bags that have errors in the BRS
67
4.5
The Baggage Handling Team constantly works in close communication and cooperation with some of the
other functional areas such as the following:
Passenger services for the acceptance of checked-in and sorted (automated or manual) bags and
communication about possible irregularities.
Ramp handling services for the acceptance of arriving bags and communication about bag type (e.g.
priority and late) to be delivered to the reclaim area or to be transferred to the next flight.
Lost and Found for the treatment of all re-flight bags, excepting short shipped bags.
The main information crossover points in the baggage process are:
4.6
the bag tag produced at check-in is read by the central airport system when the bags are injected
into the sorting system. The label contains the information (BSM barcode) needed to be recognised
by the central system that receives all data from the airline DCS. The BSM allows the system to
allocate the bag to the right flight chute.
At the end of the sorting operation, at the chute where the handler picks up the bag, the other
information crossover is the BRS procedure. The BRS procedure can also be held at the ac outside
on tarmac. With the BRS scanner the BSM is read and compared with the flight data received from
the airline DCS in order to reconcile bag with flight and pax.
Figure 12 Baggage and Core Handling overview
68
4.6.1
Baggage Reconciliation System
Athens BRS is in accordance with ICAO Annex 17 to the Chicago Convention in which each airline must
prevent on international flights departure with unauthorized baggage onboard.
In Athens BRS this mandatory security is done with an automated system which receives all relevant info
from airlines DCSs and displays the authorization of the baggage to the handling companies users.
Upon check-in a Baggage Source Message (BSM) is transmitted to BRS from the airline DCS authorizing
the load of the baggage. If a passenger after having checked baggage fails to board the aircraft or cancel his
flight then a Baggage Unload Message (BUM) or a BSM Delete is send from the airline DCS and the
baggage has to be unloaded. When the BRS is used in containerized flights, it will speed up the unloading
procedure by specifying the exact location of the bag to be retrieved. If such a bag has not yet been loaded
then BRS will visualize that this bag is not authorized for loading during the loading process.
In return BRS is able to generate and send Baggage Process Messages (BPM) for each bag loaded into the
aircraft back to airline DCS.
Athens BRS is covering the following basic features and advantages:
Identification of not authorized passenger baggage
Clear assignment of baggage prior to loading
Reconciliation of passenger and baggage prior to flight departure
Creation of Baggage Reports
Swift location of baggage in aircrafts ULDs (containers) for offloading
Seamless tracing of baggage by bag tag license plates
Flight re-allocation and re-routing of short shipped baggage incl. creation of RUSH tags
Provides real time baggage management and information solution
Increase punctual departures of flights
Reduce miss-handled and short-shipped baggage
Enhance passenger safety and flights security
Usage of wireless technology with hand-held bar code scanners
Customizable reporting and statistical information provided by AIRPORT
Full compliance with IATA rp1745 baggage messages and baggage tags
Upgradeable and extendable to add airlines to existing installation
Utilizes proven technology
Adaptable to individual users and as global area system
All BHS hardware and software maintained by AIRPORT
69
5 Freight Process
5.1
Scope
This section details the airport handling freight process, focusing on the freight transported within the bellies
of passenger carriers.
Throughout the following lines, freight process, which takes place in the Cargo Terminal, is broken down in
different steps. The entire process sequence is presented through a process flow diagram, highlighting the
actors involved. Information flows, interactions as well as Information Management System involved in this
process are also analysed and described.
5.1.1
Objectives
The main aim of this section is to analyse the airport handling Freight process in order to understand how it
is currently performed and who the participating actors are.
5.2
5.2.1

Context
A total of 14.5 million tonnes of domestic and international air freight passed through European airports in
2011, according to European Commission Eurostat. Germany registered the highest volumes of air freight,
followed by the United Kingdom. Annex I Highest Air Freight Traffic at EU airports provides some numbers
representing the main airports for freight traffic in the last years.
Full freighter airliners are facing tough competitions with passenger airliners selling belly cargo space due to
the flexibility and lower prices that they can offer. Passenger airliners belly cargo are almost entirely paid for
by the passengers, with the belly cargo only having to carry extra fuel, sales and handling costs. Therefore,
belly cargo in passenger aircraft may substantially contribute to increase the overall flight revenue.
According to Air Cargo Management Group [2], Freighter Belly ratio is around 50:50. Freight transport in
mixed aircraft (passengers & freight) is usually offered by national airlines, whose fleet consists of wide-body
aircraft (787-300ER, 787-8, A330-300 and A350-900 are some of the freight friendly aircraft), and it takes
place between major airports, mainly hubs.
5.2.1.1 Pros and cons of carrying belly cargo

The continual increases in fuel prices represent a clear threat for the air cargo sector. This leads to an
increase in the cost base and in consequence a reduction in freight traffic. According to IATA, since 2010
freight traffic has been decreasing and the trend is continuing.
On the other hand, a key to moving forward is the growing percentage of cargo being transported in
passenger aircrafts bellies. It can be argued that any volume of freight makes a contribution to the costs of
operating passenger aircraft, but it also represents an opportunity for the air freight industry to adjust its
capacity to the demand.
70
Figure 13 Evolution of Freighters and Belly hold FTK transported (source IATA) [3]
A clear advantage of Belly Hold traffic is that many airlines fly the same plane to different cities on the same
day. Therefore, if the delivery goes to different major cities, the airplane only gets loaded once with all the
freight and is unloaded as the plane lands at other airport to make connecting flights (e.g. A flight going from
Barcelona to Beijing makes a stopover to Frankfurt, so it can carry cargo for Frankfurt and Beijing).
An important aspect that influences passenger airlines to sell their bellies for cargo usage is the airport
landing taxes which nowadays are computed by the MTOW declared , specified in ICAOs Policies on
Charges for Airports and Air Navigation Service. Business models of Low Cost Carriers (LCC) recommend a
fleet with the same aircraft model with different MTOWs, using the aircraft with high MTOW for routes in
which cargo could provide higher revenue considering the landing taxes.
Carrying belly cargo may provide benefits, but at the same time it involves several disadvantages. From the
point of view of an airline, Table 11 summarizes some pros and cons related to belly cargo.
Pros
Cons
Increases revenues
Complex
Increased network as cargo need may

also utilize commercial destinations
Slow-down turnaround times (critical for

LCC)
Increased service portfolio of the airline
Need for sales agents (GSSA), handlers,

road feeders and ULD (if necessary)
Security and regulations constraints
Higher airport fees
Table 11 Pros and Cons of carrying Belly cargo, from an airline point of view
The type of cargo impacts on the time required for its loading, which is essential for airlines. Moreover the
hold loading system, Bulk and ULD loading systems also affect the turnaround time as well as the equipment
required to the Handling Operator. Table 12 below provides more information related to the factors that help
or impede carrying belly cargo.
71
Favourable
Unfavourable
Containerized
cargo
decreases
turnaround time as preparation is
performed at the Cargo terminal
Logistics of ULD management take a

huge effort and a lot of time.
Containerized cargo leads to better

volume calculation
Cost and maintenance of installation of

containers
Bulk cargo contributes to more Flexible

load. Especially in unusually shaped
items
Cargo loading system ( sliding carpet)

cannot carry heavy pallets
Maximizes capacity and volume of cargo

holds
Weight of containerized system
It may be supported in all airports even in

those that do not have the necessary
equipment and infrastructure.
Weight of cargo loading system
Cargo loading system is faster than bulk

loading
In the case of a full flight , one must

consider that a cargo ULD may be
sacrificed for a baggage ULD thus
substantially decreasing cargo loads and
increasing times
Bulk load costs lower than containerized
Special load transportation (AVIH)

decreases final volume of cargo as it
allocates a full container space for the
special cargo.
Bulk loading demands less preparation

time and is available for last minute
cargo. ( newspapers especially )
Bulk loading is significantly slower than

containerized systems
Cargo or mail for ULD demands longer

preparation time
Table 12 Favourable and Unfavourable characteristics of Bulk and Containerized cargo for belly transport
However, the major disadvantage is that the industry tries to adhere to very punctual schedules and
regulation. If orders are not in the proper area at the proper time the airline industry does not carry the
shipper, unless its transport is highly required or the goods are perishable. If the package is left on ground,
the customer has to wait until the next time the airline has room for its shipment to the desired destination.
Regulations also dictate what may be shipped by airlines when they are carrying passengers at the same
time.
5.2.1.1.1
Air Cargo Pricing and Revenue management
Airlines usually fix a price or a rate per kilogram for carrying air cargo. Very often, the space in the aircraft
is previously contracted by a forwarder which leads to a private negotiation between the two parties. In case
of ad-hoc shipments, spot rates can be requested by the forwarders.
Two main aspects are considered when establishing the cost of carrying cargo:
Dimensional weight conversion - Freight carriers use the greater of the actual weight or dimensional
weight to calculate shipping charges. Dimensional Weight is calculated as (Length x Width x Height) /
(Shipping Factor). The shipping factor represents cubic inches/pound or cubic centimetres/kilograms. Its
72
value differs depending on the measurement systems (imperial or metric), shipment mode or customers.
The freight carrier provides this factor.
Surcharges added by the airline to cover additional costs of increasing fuel-prices, extra fuel required
for the added weight to the aircraft, increasing numbers of security checks and related administration.
Airlines always try to optimize the cargo capacity of their aircraft, and try to sell it at the highest revenues.
This can be successfully achieved by applying a cargo revenue management.
An effective cargo revenue management system aims to determine the available capacity on each flight and
to allocate capacities to the appropriate products and amounts of products in such a way as to maximize
profit.
According to a publication from Sabre [4], the cargo business process presents more complex problems than
passengers management due to uncertain capacities in departures as it depends on passenger baggage,
three-dimensional capacity and a rate/density mix that determine the transport price, fewer customers than
the potential millions of passengers, greater impact from undesired behaviour by a customer and the routing
options which are fewer when compared to the range of destinations for passengers.
The amount of space available for cargo is impacted by a number of factors. In the present case of
considering cargo flown on a passenger aircraft, the anticipated passenger load must be taken into account,
since passengers have priority over cargo in most cases. In addition, any anticipated increase in cargo for a
flight will require an increase in fuel weight, resulting in less available space for cargo due to weight
restrictions of the aircraft.
Airlines apply different techniques for maximizing revenues from selling cargo space, such as:
Overbooking accept more booking than can be loaded into the aircraft assuming that an amount of
booked cargo will not show up by flight departure. For each flight, the show-up rate is forecast based on
historical behaviour of the flight. Overbooking set to low results in unused space and missed revenue.
On the other hand, when over-sales occur revenue is reduced due to customer refunds, offload
expenses, storage fees and loss-of-goodwill costs;
Allotment management and allotment is a long-term agreement between a customer and an airline that
guarantees a specified amount of space on future flights. Very often airlines require to be informed 48
hours before departure if the reserved space will not be used by the customer. If the customer does not
use the space allocated in the agreement and the airline is not informed, the aircraft could fly with
unused capacity;
Demand forecasting determines how much cargo will tender for a particular flight, based on historical
data. The demand is classified by revenue type. This categorization enables forecasting and optimization
to be performed by rate and load mix;
Bid price optimization - examines the demand for various types of capacity, as well as the level of
demand, to arrive at the optimal bid price for each flight. It also determines the allocations of each
revenue class for each flight. When demand is low, resulting in unused capacity, the bid price is low; and
when demand is high, exceeding capacity, the bid price is high.
Particular characteristics of the air cargo business, such as the presence of perishable commodities,
demand that does not always show up and customers willing to pay different prices for the same commodity
make necessary the implementations of a revenue management technique. These functions outlined above
help reduce the unused space and allow an appropriate allocation of inventory.
5.2.1.1.2
Low Cost Carriers
The major part of belly cargo is carried by wide-body aircraft, operated by Full Service Network Carriers
(FSNC). When it comes to narrow-body aircraft operated mainly by LCC, belly cargo is almost non-existent.
According to an Azfreight publication [5], almost 90% of the belly cargo is expected to be carried by widebody aircraft. This percentage could be affected by the LCC which seem to become more interested in belly
transport.
The Business Model for Low Cost Carriers has been funded by Southwest Airlines. Table 13 summarizes the
original Low Cost Business Model principles.
73
Product features
Fares/Network
Low, simple and unrestricted fares, high frequencies, point to point, no

interlining
Distribution
Travel agents (GSSA) and call centres (internet sales), ticketless
In-flight
Single class, high density seating, no meals or free alcoholic drinks,

snacks and light beverages can be purchased, no seat assignment
Operating Features
Fleet
Single type, narrow-body aircraft (e.g. Boeing 737 types), high utilization,
11-12 hours/day
Airport
Secondary or uncongested, 20-30 minute turnarounds
Sector length
Short, average 400 nautical miles
Staff
Competitive wages, profit sharing, high productivity

Table 13 Low Cost Business Model initiated by Southwest Airlines [6]
Going into more details on Low Cost Airlines, some main characteristics of their procedure at the airport are
outlined below [7]:
Remote parking and parallel to the terminal building (if possible). No pushback tractor is required as the
aircraft can move independently. This leads to a cost reduction, as less equipment is required, as well as
less time or potential delay due to pushback operation;
If the distance is not excessive and the safety procedures are accomplished, passengers walk from the
parking position to the terminal gate. Cost and delays related to the required equipment are therefore
avoided;
Passengers boarding by means of stairs, so additional airport chargers for fingers are avoided. This
goes in line with the remote parking as stairs are required. Very often, boarding and deplaning is sped up
by adding a stair to the rear door of the aircraft;
By eliminating catering services, the loading of trolleys is skipped and cleaning time is reduced;
Short turnaround times in order to maximise aircraft utilization. Low cost airlines can achieve up to 4000
flight hours a year, whilst conventional airlines only reach around 2500;
Cargo provides low revenue rate and slows down the turnaround process. Hence, no cargo is
transported except luggage, which is loaded using only belt loaders;
Refuelling may not be necessary at every flight, so the tankering technique may be applied. This
means ferrying enough fuel for more than one flight segment, in order to avoid the higher fuel cost and
additional time on ground at destination airports.
Tankering and Cargo loading are difficult to combine as an increment if one of these concepts reduces
the weight available for the other. This depends on the range of the destination and other factors but
generally these two concepts do not go together. Moreover, the operational department of an airline
imposes the minimums for fuel to be carried, so the aircraft load must consider this restriction.
Airlines cover the majority of their costs through ticket sales. Therefore, revenues coming from belly cargo
represent higher profit on flights. Even if higher load requires more fuel as well as extra handling activities, its
additional cost is negligible.
Bearing this in mind, belly cargo should always be accepted when hold space is available. In practice, this
works differently, especially in the case of short-medium range aircraft operated by Low-Cost Airlines,
74
regarding their Business Model outlined above. Even if the belly of LCC aircraft usually travels empty, cargo
is not considered as reduced turnaround time is essential and critical for their operation.
However, according to an article published by Air Cargo Week [8], Low Cost Carriers are expected to
consider belly cargo as part of their business activity in the future. Some low cost airlines, like Flydubai,
Pegasus Airlines, SpiceJet and AirAsia, have already introduced cargo transport within their single aisle
passenger aircraft flights.
Flydubai has ordered 111 aircraft, 11 Boeing 737-800 NG and 100 737 MAX, to be delivered over the next
10 years. Aircraft hold space corresponding to six or seven 737 MAX could carry the half of cargo loaded in
a 777 full freighter. This airline currently accepts freight such as general, perishable, valuable and courier.
Courier cargo can be delivered 1.5 hours before a flight; mail, two hours; perishable and valuable, four hours
and finally general cargo, six hours.
Pegasus Airlines has also included belly cargo transport within its operations. From Istanbul alone, Pegasus'
cargo division serves a wide range of international destinations including London, Cologne (Germany),
Stockholm, Omsk in Russia, Almaty and Tehran. Not all cargo type is accepted for loading. The airline has
defined a list of restrictions and limitations in order to fit the cargo transport to its low cost model:
Goods not accepted:
AL (Valuable Cargo);
VUN (Vulnerable Cargo);
ARMS,AMMUNITION and EXPLOSIVES;
AVI (Live Animals);
DGR (Class 1 , Class 6.2 , Class 7, Limited Quantity);
Limited conditions:
Max acceptable weight is 150kg per piece, but depends on the final destination;
Gun shipments can only be accepted on request with a pre-approval. (Valid import license, preform
invoice, check list must be forwarded to the airline and commodity should be sporting hunting guns);
Live bees can only be accepted on request with a pre-approval.
SpiceJet follows a similar model to Pegasus Airlines by introducing restrictions on the freight accepted. In
this case, valuable or dangerous cargo is not carried by SpiceJets fleet. Its cargo division offers two to 3.5
tonnes per flight within its 737-800 and 737-900ER fleet. With 264 scheduled daily flights, the carrier has a
daily capacity of 300 tonnes; the equivalent of four large wide-body freighters.
The last example of a low cost airline providing cargo service is AirAsia, whose network spans over 20
countries. The cargo services use Airbus A330-300 and Airbus A320-200. The A330-300 can carry 30 LD3
containers along with one 96-inch pallet, plus bulk cargo.
This section highlights the main characteristics of LCCs and their evolution towards the cargo market. It can
be concluded that the Air freight market seem to have more competition as the LCCs are getting more
interested in cargo transport.
5.2.2
Assumptions
The analysis of the current freight process aims to describe a generic process. All activity outlined
throughout this section is present in every freight process. Ground Support Systems, aircraft hold
configuration or flow order may vary depending on the airport, operational method or the aircraft (wide or
narrow body, freighter of passenger aircraft).
From the point of view of the airport, the freight process described throughout this section corresponds to a
medium one, whose main traffic is European. The Cargo terminal, which will be frequently mentioned when
describing the process, is considered to form part of the airports infrastructure, being an independent
building.
75
INTERACTION will focus on short to medium range passenger flights, Boeing 737 and A318/319/320/321,
as these aircraft families represent a major share inside Europe. The particularity for these narrow-body
aircraft is that cargo represents a small share of the payload, for a lot of airlines (like low-cost airlines) being
actually inexistent, and is loaded into the aircraft bellies, most often not containerized.
The freight process boundaries, as part of Turnaround, are delimited as follows:
Departure
Starts when freight arrives at the terminal;
Ends when the freight is prepared and waiting to be transported to the apron by the Handling Staff
Operator. It is followed by the freight activities included in the Ramp & GSE process.
Arrival
Starts when the freight arrives at the terminal, brought by the Handling Staff Operator after unloading
it from the aircraft;
Ends when freight leaves the terminal, carried by the forwarder.
Bearing in mind all these aspects, the Freight process, with its correspondent actors and activities, is
described below.
76
5.3
Identification of Actors involved, Roles & Responsibilities
Table 17 below summarises the list of actors and their roles within the freight process taking place in the
Cargo Terminal.
Organisation Unit
Role
Handling
Staff
Operator
(only
activities related to
Freight Process)
Drive Dollies and Container/Pallet loaders to stand

Drive Baggage carts and conveyor belts to stand
Open Hold Doors
Offload special Cargo ULDs to dollies
Offload special Cargo to carts
Offload Transfer Cargo to carts
Offload Transfer Cargo ULDs to dollies
Offload Cargo ULDs to dollies
Offload bulk Cargo to dollies
Offload Transfer Bulk Cargo to dollies
Deliver to Cargo Terminal
Clean Cargo compartments (under demand)
Load bulk
Drive dollies to stand
Drive baggage-carts to stand
Open main hold Doors
Retry container/pallet loaders
Airline
(only
activities related to
Freight Process)
Facilities and means of ticket sales, ticket charges, excess charges

Approves aircraft changes, aircraft scheduled flight in case of irregularities
Communicate incoming bags/cargo
Manage flight and cargo data (also meteorological data)
77
Organisation Unit
Role
Take Cargo and documents (Cargo manifest, NOTOC) from the Cargo
Terminal
Issue new Cargo manifest with real Cargo loaded
Cargo
Staff
Terminal
(includes Customs,
Postal
Authority,
Cargo
Agents,
Veterinary
and
Phytosanitary
control staff)
Expend Air Wway bill

Collecting and safeguarding customs duties and controlling the flow of goods
including animals, transports, personal effects and hazardous items in and out of
a country
Cargo Receipt
Transportation and delivery of authorized classes of mail
Specialized mailing services
Sort and load/unload the cargo/mail into containers/carriages
Freight inspections for compliance with Community veterinary, Phytosanitary and
food hygiene legislation
External
Operator
Cargo
Contact with a carrier in order to transport freight
Table 14 Actors and roles involved in Freight process
5.4
Process Description
During Turnaround, a landside and airside process take place in order to load/unload cargo into aircraft. The
landside process does not directly form part of the Turnaround process, but it has an impact on it. Freight
cannot be transported if the landside process is not fully completed. The airside means the airport facilities
associated with aircraft movement to transport passengers and cargo, so the airside process includes the
transport and load/unload of freight as well as Ground Support Systems required.
The Freight process detailed throughout this section consists of the Landside process while the freight
airside process is included in the Ramp & GSE process, detailed in Section 6,.
5.4.1
Overview of the Freight process
The freight process forms part of the overall Turnaround. It focuses on inspection, storage, preparation and
delivery of the freight for its transport and loading into the aircraft.
A general view of the freight process is presented in Figure 26 below. As can be observed, shipments are
handled several times to fit different transport constraints. Each one of these handling operations consumes
time and increases the transportation costs with non-added value operations.
Figure 14 Basic Freight Process
Freight delivered to the airport by the Forwarder is received by the Cargo Terminal. This kind of terminal
based on freight operation has a set of characteristics adapted to its activity:
Infrastructure modal access and unloading/loading areas;
Equipment loading/unloading, lifting and storing equipment;
78
Storage enough space for empty and loaded containers;
Management administration, maintenance, access and information systems.
In addition to these basic facilities, some terminals also provide some ancillary activities, such as:
Trade facilitation free trade zone or logistical services;
Distribution centres trans-loading, warehousing or temperature controlled;
Storage depot container depot and bulk storage;
Container services washing, preparation or repair.
Thus, a Cargo terminal may differ because of the mode involved and the commodities transferred. A basic
distinction is between bulk cargo and containers. Bulk cargo refers to goods handled in large quantities,
unpacked and in uniform dimensions. This type of cargo requires more labour than the containerized one,
which requires significant amount of storage space. Freight activity within the Cargo terminal mainly focuses
on storage and preparation of ULD and bulk cargo carried by aircrafts (freighters or belly cargo) as well as
transfer of air freight to the forwarder. The connection between the terminal and the aircraft is made by the
Handling Staff Operator.
The Handling Staff Operator or even the airline itself, having an in-house handling function, is in charge of
cargo handling at the airport. Activities related to the turnaround process start with the long-term and
medium/short-term planning phases. This part of the Freight process forms part of the Ramp and GSE
process, Section 6, where all the handling activities are detailed. Some of the Handling Staff Operator
activities are summarized below:
The day before of operations the Handling Staff Operator receives for the following data for each aircraft:
Type of aircraft;
Stand allocation;
Estimated time of arrival;
Any particular constraints.
The Handling Staff Operator creates a plan taking into account the daily flights schedule and available
resources. An estimation of turnaround process is provided by each aircraft operator.
On the actual date of the flight the handling organisation receives further details including actual
passenger and baggage figures and cargo details. This knowledge enables the handlers to prepare
better for the turnaround process.
When the pilot confirms the in-block time, the handling manager creates a specific Plan, with sequence
and equipment used in the turnaround. The handling operator informs the airline regarding the estimated
time of completion of the process
When the aircraft arrives at the stand, all the handling processes follow the defined Plan.
5.4.2
The freight process consists of the reception and preparation of load within the Cargo Terminal as well as
the dispatch of freight once it has been unloaded and transported to the terminal.
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5.4.2.1 Freight Loading Process

The landside process, depicted in Figure 15, starts when freight arrives at the Cargo terminal.
Incoming checks &
administration
Unload truck
Airline provides
information about the
available space for cargo
in the plane
Prepare & Plan for
handling and storage of
shipments based on
confirmed
bookings/FWBs and
handling instructions
Forwarder truck arrives
at agreed time before
flight
Truck driver checks in at
counter and awaits
approval for unloading
Evaluate shipment
against booking and
notify or reject in case of
differences in pieces,
weight and volume
Check applicable RFC
items
Check security items,
known shipper
Collect prepaid handling
charges if applicable
Accept shipment
Sort goods and

documents
Register shipment
receipt, send FSU to
customer
Assign warehouse bin
number or ULD number
Store the shipment in the
warehouse
Confirm storage
Store shipment
documents
Send message to
with Cargo Info
Finalise booklist of flight
Prepare Cargo manifest
prepares Load
Information Report
(LIR)
Send it to Cargo
Terminal
Outgoing checks &

administration
Build ULDs
(if any)
Gather changes in cargo Build ULDs according to

due to LIR information
instructions
Gather AWBs and
Prepare ramp transport
documents for flight
of bulk cargo according
according to booklist,
to instructions
prepare flightbag
Gather goods for flight
according to booklist,
prepare and weight
ULDs
Handle last minute
changes in load-plan
based on aircraft Wight &
Balance requirements
(passengers, cargo, fuel,
etc.)
Prepare NOTOC
Inform airline, customs,
airport of destination
and/or customer
Figure 15 Landside Freight Loading Process [9]
All freight is submitted to physical and documentary inspection as well as a security check performed by a
Security Company after its arrival at the Cargo terminal. Once these checks are completed, the freight is
accepted and stored in the dedicated export area within the Cargo terminal. If applicable, customs perform a
Risk Analysis and eventually physical and/or documentary inspection. Also at this stage, the Airmail received
from the Air Mail Unit is submitted to a security check in case the Postal Authorities have not carried it out.
The incoming checks before loading and departure of the aircraft can be clustered in 4 categories:
Commercial checks:
According to booking
Correct weights, numbers and volumes indicated
Logistics checks
Delivered RFC
Flight safety checks
Correct weights, numbers and volumes indicated
Correct and undamaged packaging
Potentially hazardous materials declared and correctly labelled and visible
Correct and complete documents and labels
Security checks
Known shipper and forwarder declared
Correct and undamaged packaging
Correct and complete documents and labels
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An exception made in order to avoid the security check time from delaying operations is applied to ther
category Known Consignor, which are freight shippers whose merchandise can be carried by both
passengers and cargo aircraft (according to Regulation EC 185/2010). If a company wants to obtain "Known
Consignor" status, it must apply to the State Aviation Safety Agency (EASA). This certification process
involves a thorough audit conducted by an individual air security authority to ensure compliance with
standards for air cargo preparation, storage, infrastructure and employee training. Known Consignors are
credited as any company that exports or imports air cargo regularly through Accredited Agents and carrying
their goods on passenger aircraft or cargo. With this accreditation, companies will face reduced security
controls and total goods transportation times.
The amount of time that freight stays at a terminal waiting to be prepared is called dwell time. This depends
on the availability of transport services, equipment, sort and load of ULDs or customs clearance, which are
all essential for the preparation of cargo to be transported and loaded in the aircraft. It also depends on the
type of freight, as perishable goods are more restrictive from this point of view.
In case of special freight that cannot be handled through the Cargo Terminals (e.g. oversized goods, live
animals, valuables, etc.), a direct access to airside area (pre-arrangements are necessary) is allowed by the
Airport Companys Cargo Development Department. In case of Non-EU shipments customs control has to be
performed.
On the other side, the airline reports to the Cargo Terminal about the available space in the airplane hold for
each one of its flights. According to this information, the terminal accepts a specific amount of cargo and
plans the handling and storage of it. It also prepares the flight or cargo manifest paper, which accompanies
the freight. The information stated in this document consists of the Air Waybill numbers of each of each
package, weight and estimated volume.
The Cargo Terminal Staff, based on the information received related to the space available and aircraft,
prepares the freight to be carried. As mentioned before, narrow-body aircraft carry mainly bulk cargo, so only
in a few cases is the freight distributed in ULDs.
ULDs allow a large quantity of cargo to be bundled into a single unit. Each ULD has its own packing list (or
manifest) so that its contents can be tracked. This leads to fewer units to load, saves ground crew time and
effort and helps prevent delays in the turnaround process. Nowadays, ULDs are mainly loaded into widebody carriers and only a few are compatible with narrow-body aircraft (see Annex II Aircraft and ULD
compatibility for more details about compatibility between aircraft and ULDs).
Afterwards, the Cargo Terminal Staff sends a message to the Handling Staff Operator, with the information
about the freight they are planning to carry in the aircraft, including dangerous or incompatible freight. Using
this data, the Handling Staff Operator produces the Loading Information Report (LIR) with definitive
information about the cargo that will be travelling and its distribution inside the aircraft. LIR must consider
loading the freight according to the following priority order:
1. Baggage
2. Mail
3. Perishable goods
4. Others
The LIR is sent to the Cargo terminal and the Equipment Operator, who will be in charge of performing the
transport and loading. The following steps form part of the Ramp & GSE process and are detailed in Section
6.
The processes related to Cargo and Mail are basically the same, but some slight differences can be
identified from the point of view of the documents and rules they follow:
The first basic difference is the fact that postal organisations handle full door-to-door chain, except for
the real airport-airport part. Sometimes even the ramp transport to and/or from the aircraft is arranged by
the postal organisation to gain handling speed, so the airline handling agent only performs loading
and/or unloading of the aircraft;
The second basic difference is the air transport document and the information and functions thereof Air
cargo uses the Air waybill, and Airmail uses the CNdoc, see Table 15;
Third: airmail shipments are not booked but fly on predefined allotments;
81
A fourth difference is the commercial aspect of airmail;
A fifth difference is the Electronic Data Interchange (EDI) message exchange for paper free exchange of
information between all parties in the airmail chain. Mainly based on CARDIT (CARrier/Documents
International Transport advice) and RESDIT (RESponse to Documents International Transport advice)
messages, instead of FWB (Freight Way Bill) and FSU (Freight Status Update) messages.
The Air Way Bill (AWB) is a contract agreed between the shipper and the carrier and is non-negotiable. It
indicates that the goods have been accepted for carriage (see Table 15). The digit number of an AWB
serves for booking and checking the status of delivery and the current position of the shipment.
Air waybill air cargo
CNdoc - airmail
Issued by airline
Information related to shipment/colli travelling on
certain flight flight driven
Each shipment individually booked on a flight
Different sizes and weights possible
Cargo is boxed and palletized, mainly loaded in
ULDs
All steps in the chain are monitored by customs:
Manifest (airline)
Air
waybill/shipments
(airline
+
forwarder)
Colli/shipment contents (forwarder +
end customer)
IATA rules apply
Functions as a contract between customer
(forwarder) and airline
Financial settlement based on volume/weight
Issued by postal organisation

Information relates to certain flight carrying mail
No bookings on flights (allotments)
destination driven
Standard size and weight restrictions (<31,5 kg)
Consists of mailbags, mainly loaded as loose
cargo or in containers
Contents of the shipment are never made visible
t customs
UPU rules apply
Contract between airline and postal organisation
must be separately arranged
Financial settlement based on weight per
dispatch. A dispatch has the same origin &
destination and mail-subclass. Generally one
CNdoc is used per dispatch.
Table 15 Air transport document used for cargo and mail
5.4.2.2 Freight Unloading Process

The unloading process can also be separated into two processes: landside and airside. Both processes are
similar to the loading ones, but done in reverse.
Information related to cargo (LRM//CPM) carried in an aircraft is sent by the Handling Staff Operator to the
destination airport in order to prepare its arrival. Therefore, the Handling Staff Operator from the arrival
airport prepares the unloading instructions.
Once the aircraft has arrived at the airport, the Handling Staff Operator unloads it according to the
instructions provided by the Handling Staff Operator of the origin airport. The Handling Staff Operator
transports freight (cargo and mail) to the Cargo terminal. All packages further pass through security checks
and through radiation detectors.
Customs staff classifies the imported goods according to regulations, based on the packaging list and
invoice. This way the packages remain unopened. However, customs can decide to release or hold the
shipment for physical inspection, where upon the packages are opened. It can also demand payment of
import duties or even fines depending on the customs. In case of alert, specific procedures issued by
customs are followed.
Similar to the loading process, the security and customs checks may be avoided if the freight is under the
responsibility of a Known consignor, which has acquired the corresponding licence and exemptions.
The Freight unloading process, consisting of the landside process begins when freight arrives at the
terminal, summarized in Figure 16.
82
Breakdown ULDs
(if any)
Receive ULDs and bulk
cargo in warehouse
Breakdown ULDs
according to instructions
Incoming checks &

administration
Sort goods and

documents
Security Check and

Assign warehouse bin
revision of documents;
number or ULD number
report irregularities
Store shipment in the
Customs clearance
warehouse
Register import
Store shipment
shipment receipt and
documents for pick-up
send notification/FSU to
by customer
customer
Release AWB for
invoicing
Outgoing checks &

administration
Load truck
Forwarder truck arrives Load truck

at agreed time
Truck driver check in at
counter with customs
cleared documents
Collect and check
shipment, customs
documents, driver ID
Collect delivery charges
Register delivery and
give POD
Clear flight manifest
Figure 16 Landside Freight Unloading Process [9]
Within the landside freight unloading process, Cargo Terminal Staff is are charge of:
Breaking down and separating cargo and mail (Air mail is taken to the Air Mail Unit, where Postal
Authorities assume the responsibility for delivering it);
Sorting and checking against manifest data;
Storing;
All handling documents required;
Notifying freight arrival, its correspondent charges and documents to the consignee.
In the case of special freight that cannot be handled through the Cargo Terminals (e.g. oversized goods, live
animals, valuables, etcetera.), the Airport Companys Cargo Development Department (pre-arrangements
with the Cargo Agent necessary) allows one or more authorized trucks to enter the airside and consequently
the aircraft parking position, following the loading procedure carried out by the Handling Agent (Load
Control). If any shipment needs clearance from Ministry of Rural Development & Food, the freight is
inspected by the Veterinary and/or Phytosanitary Control.
A slight change between EU and Non-EU shipments treatment must be highlighted at this stage of the
process. Non-EU shipments are submitted to additional customs controls, with respect to the EU ones:
Customs clearance document;
Customs perform Risk Analysis;
Customs perform document and physical inspection, if necessary;
Consignee pays customs duties;
Consignee pays handling charges to the Cargo Agent and picks up goods.
83
5.4.3
The whole Freight process, mentioning the roles and people responsible (according to Table 17) for each
activity, is depicted the two figures below. The process flow diagrams for loading, Figure 17, and unloading,
Figure 18, have been separated in order to easily identify each step in the sequence.
Freight arrives to
the Cargo terminal
NO
Cargo Terminal
Staff
Receipt Cargo
Inspection &
Storage
Available space in
the aircraft?
NO
YES Gather AWBs &
prepare NOTOC
Prepare ULDs
and/or bulk
cargo
Load
prepared?
YES
Transport
freight to
the aircraft
Handling Staff
Operator
Load accepted
to be charged?
YES
Load cargo
in the
aircraft
NO
Ramp & GSE process
Figure 17 Freight loading process
Ramp & GSE process

Handling Staff
Operator
Cargo Terminal
Staff
Unload ULDs
and unpacked
cargo & mail
Transport
freight to the
terminal
Inspection &
Customs control
ULD breakdown
& freight
storage
Notify freight
arrival to
consignee
Prepare documents
and charges for the
consignee
Figure 18 Freight unloading process
5.4.4
Process indicators constitute a valuable source of information to measure and quantify the parameters that
define a good quality service. Process indicators are used to identify mistakes, inefficient processes or
parameters that need improvement. The main process indicators to parameterize freight process are the
following:
OTP (on time performance)
Punctuality: % of times cargo is prepared for transport (according to the standard, it must be at the
apron at a given time);
Flow and Quality of Information
Timely information: % of cases in which messages are sent on time (SLA measuring coordination
is correct). It can be important mainly in the CPM and LDM messages;
Reliability of data sent to Load Control: Kg % of variations between the data sent to Handling
Staff Operator (and therefore included in the LIR) and what is really sent in the plane;
Ability to forecast ULD cargo: measures the percentage of cargo that was scheduled in an aircraft
and is not finally stowed due to capacity problems. This indicator can be fed back to try to be
accurate in space;
Ability to forecast bulk cargo: measures the percentage of cargo that was scheduled in an aircraft
and is not finally stowed due to capacity problems. This indicator can be fed back to try to be
accurate in space;
Processes compliance (Service Level Agreements - SLAs)
84
Shipping errors: % of cases in which the amount of load received is different what was planned
according to the LIR;
Poorly prepared Load: % of badly made pallets that cannot be stowed in the aircraft;
Carried freight volume
Holds usage: airlines unused space in holds, taking the load into account. It measures the capacity
for growth or unused resources;
Freight carried: freight kg by origin/destination and % of the total payload carried.
5.5
Activities presented in Figure 17 and Figure 18 involve the exchange of information between the different
actors. The messages can represent only information or can trigger further steps.
Origin
Destination
Message
Airline
Cargo Terminal Staff
Available
Space
airplane for cargo
Mode
in
Telex, screen or paper
Cargo transported info

Cargo/Mail information
Telex or paper
Prepared NOTOC
Loading
Information
Report (LIR)
Telex or paper
External Cargo Operator
Notify freight arrival
Telex
Table 16 Information Exchange in the Freight process
All messages presented in Table 16 are emitted at a determined place in time and in a particular order.
85
Therefore, Figure 19 and Figure 20 place this information exchanges within the process flow in order to
create a complete view of the process.
Cargo Terminal
Staff
Handling Staff
Operator
Airline
Receipt Cargo
Inspection &
Storage
Available space in the aircraft
Gather AWBs &
prepare NOTOC
Cargo Info message and NOTOC
Load Information Report

Prepare ULDs
and/or bulk cargo
Figure 19 Information exchanged within the Loading process flow
Handling Staff
Operator
Cargo Terminal
Staff
Airline
External Cargo
Operator

Unload ULDs
and unpacked
cargo & mail
Transport freight
to the Cargo
terminal
Inspection &
Customs control
ULDs breakdown
and freight
storage
Prepare
documents and
charges for the
consignee
Figure 20 Information exchanged within the Unloading process flow
86
5.6
Information Management Systems are built to share critical information among stakeholders that can affect
the operation of the airport. Regarding freight handling, the following figure presents the main Information
Management Systems that are used currently.
Airport
Slots management (Dep.&Arr.)
A-CDM
Global Coordination (HCC/OCC)
Airline
Flight program
Pax and Bags
CPM/LDM Messages
Flight Program
Fleet plan (routing)
Reservation system
Handling Agent
DCS
Suppliers management
Flight Program
a/c availability
CPM/LDM messages
Cargo Agent
Cargo weight & volume

Cargo Transport
coordination
Cargo management
system
Figure 21 Information Management Systems of the airport
Through the Flight Planning System, the airline develops its flight program for each of the seasons, setting
departure and arrival times of each of its flights. This flight program is sent to both the Handling Staff
Operator and the Cargo Terminal Staff so they know how it will operate.
Later on, at h-48 of a particular flight (this timeline can change depending on the airline) the tail assignment
is performed by a routing tool, and this information is sent to both agents.
At the same time, through the airlines reservation system, tickets sales are known and so is the expected
occupancy for each of its flights, which is reported to the two operators:
Cargo: to check flight availability to prepare cargo accordingly;
Handling: to organize its resources and identify possible critical flights.
The information is usually notified by telex or screens of the different programs the agents have access to,
in order to be autonomous.
The Cargo Agent/CargoTerminal Staff determines through its Cargo Management System (e.g. Hermes
described in section 5.6.1) the freight that is transported on each flight using the information given by the
airline about flights and availability. In turn, this agent has systems for generating the necessary
documentation based on the type of cargo and destination / origin.
This freight data is notified via telex and messages to the Handling Staff Operator which through DCS
system, prepares the LIR, the W/B of the aircraft and other required items. At the same time, the arrival time
of the cargo is notified by telex or by voice.
In turn, the Handling Staff Operator performs time control over the other turnaround processes, monitoring
arrival, start and end of the processes to prevent possible incidents or delays.
In a general sense, there are two centres that are responsible for managing the entire operation:
87
OCC (Operations Control Centre) belongs to the airline, it uses a Solver system and is responsible for
assigning real-time crews and fees (routing)
HCC (Hub Control Centre) monitors the processes that occur during the scale (including freight)
Through the A-CDM program and through these Centres the airport is notified of possible delays in output to
optimise management slots reducing overall delays in arrival and departure.
5.6.1
Cargo Management System - Hermes

2
Hermes is the industry-leading cargo handling system supplied by Hermes Logistics Technologies [10].
The system has a proven record of offering optimal solutions to the complex and changing conditions for
cargo handling:
Complete and integrated solution: encompasses all physical and documentary handling processes;
Real-Time Warehouse: allows handling time to be controlled and reduced;
Service Level Profiling: allows service to be tailored to customers products;
Real-Time Service Level Monitoring: ensures that service standards can be met;
Service Failure Prevention: proactive alerts to imminent service failures;
Integrated Communications: keep customers and supply chain partners fully informed;
High Level of Automation: eliminates repetitive time-consuming tasks;
Integrated Billing: prevents revenue leakage through automated and accurate billing;
Industry Standards: compliant with Cargo2000 and IATA e-Freight.
Hermes has been designed by Ground Handling professionals, being a latest-generation innovative IT
solution for managing the full range of cargo handling activities of Cargo terminals:
This application is implemented and used by different Handling Agents. Aviatpartner uses this application in
its operations in Amsterdam and Frankfurt airports. http://www.hermes-cargo.com/
88
Figure 22 HERMES integration diagram
Hermes combines a Real-time paperless warehouse (operated with hand-held terminals and barcode
technology) with back-office documentation and billing processes.
Real-Time Warehouse and documentation
Through the handheld devices, the warehouse operatives are provided with the following functionalities:
Accept Export cargo from Agents/Shippers
Allocate and move shipments onto warehouse locations
Load shipments to ULDs and/or Bulk
Load ULDs and/or Bulk onto trucks
Register contours, weights and special information onto ULDs
Produce pallet tags
Register service failures (e.g. damaged cargo, missing cargo)
Perform warehouse bond-checks
Perform ULD inventory checks
Accept ULDs from flights and/or trucks
Break down ULDs
Deliver loose cargo and/or ULDs to Agents/Consignees
Transfer shipments to other handlers/airlines
89
Figure 23 Real time warehouse functionality screenshots
Back-office operatives can register, handle and produce all cargo related documents in Hermes (Air
Waybills, Manifests, NOTOC, ADR, Transfer Manifests).
However, Hermes is designed to capture as well as send all electronic variants of these documents, typically
IATA Cargo IMP messages (FWB, FFM, FHL, FBL, NTM). If this possibility is used to the maximum extent
then the Back Office operatives spend their time on monitoring the (quality of) operations rather than
registering the operations.
Service Management
Because Hermes is a Real-Time based system which is process driven, the opportunity is given to set up all
kinds of processes and SLAs on all kinds of levels (Airline, Customs, Special Product, Flows). In Figure
24 below an example of the Cargo profile interface is depicted.
90
Figure 24 Hermes service management Example of cargo profile screenshot
The system automatically monitors operations against SLAs in Real-Time, and preventatively alert
operations when they are about to be breached. This allows operations to avoid and prevent failures rather
than correcting them. At all times, Hermes allows a complete overview of the processes.
If any discrepancies occur (e.g. missing cargo, found cargo, missing documentation), records are
automatically created and moved to the Service Recovery module.
The Service Recovery module instructs users how to resolve the issue in a step by step way, and also
automatically informs the customer of the error and the status of the error until it is finally resolved.
Messaging
Hermes can send and receive the IATA Cargo IMP messages which are commonly used in the aviation
industry allowing the customer and supply chain participants to be fully informed. All of these messages are
sent automatically.
Hermes can also send a wide range of non-IATA Cargo IMP messages which can be customized to suit the
customers needs. Most of these can also simply be sent automatically or semi-automatically if data is
needed which is not held by the system and is only known to the user (e.g. seal numbers on containers
carrying valuable cargo).
Dangerous Goods
Hermes can be used to register Dangerous Goods declarations for shipments. Once completed, it
automatically produces Checklists based on UN numbers. Over packs and All Packed in Ones are
supported in a user friendly way, see Figure 25.
91
Figure 25 Hermes dangerous goods declaration screenshot
The physical check is performed step by step using the hand held device with visual aids. Discrepancies are
automatically derived as part of the DGR check process and are centrally controlled. NOTOC, e-NOTOC and
ADR documents are produced fully automatically.
Invoicing and Accounts
Hermes prevents revenue leakage by assigning automatic charges (per customer) to all handling activities.
There is a comprehensive Tariff structure with customer specific contract capture facility. Charges can be
made on AWB, ULD and Flight level. Full paper based or electronic billing with e-Invoices and detailed
supporting documentation per customer is possible. Cash and cashier management is fully integrated.
5.6.2
E-Freight
The e-freight program initiated by IATA aims to replace all paper documents included in the air cargo
process with electronic data and messages. In 2012 the Global Air Cargo Advisory Group (GACAG)
developed a roadmap to 100% e-freight, which defines the approach, structure and targets for the programs
success [11]. GACAG approach relied on three pillars:
Pillar I Establish Route Network: locations where Regulatory and e-Customs environment supports
implementation of paperless procedures
Pillar II Implement Paperless Airport-to-Airport: Replace the main documents required for transporting
the freight with:
e-Air Waybill (e-AWB, see 5.6.3)
e-House Manifest
e-Consignment Sec
Declaration (e-CSD)
e-Flight Manifest
92
Pillar III Implement Paperless Door-to-Door: Replace the main documents corresponding to
commercial side and cargo particular documents with:
e-Invoice
e-Packing List
e-DG Declarations, etcetera.
GACAG main aim is to make the industry more efficient, competitive, sustainable and profitable.
5.6.3
Air Waybill and E- Air Waybill
The Air Waybill (AWB) is a critical air cargo document that constitutes the contract of carriage between the
shipper (forwarder) and the carrier (airline). It has other functions like guiding to airline staff informing
them about the shipment and including special handling instruction, being a certificate of insurance or a
method of invoicing for freight and other charges.
AWB must consist of three original copies with a minimum of six copies and a maximum of 11 additional
copies. The distribution of the three original AWBs is as follows:
Green copy marked for the issuing carrier and retained by the airline. It serves as an accounting
document for the issuing carrier and being signed by the shipper is proof of the contract of carriage;
Pink or red copy marked for consignee, which accompanies the goods and is signed by the consignee
upon delivery;
Blue - marked for shipper. Given to the shipper it serves as a proof of receipt of the goods for shipment
and documentary evidence of the contract of carriage.
The main pieces of information required for an air waybill are:
Shippers and consignees name and address
Issuing carriers agent and agents IATA code
Airport of departure and airport of destination
Handling of information box, which contains details of special instructions on dangerous goods
information, live animals information and special handling instructions on the temperature requirements
of the cargo.
Declared value of the goods:
Value for carriage. This can be any amount specified by the shipper or no value might be declared. It
affects the airlines responsibility in case of loss or damage to the consignment. It can also affect the
freight rate.
Value for Customs. This is the value declared by the exporter for customs.
Value for insurance. This is the amount of insurance the shipper might insure the cargo for through
the airline. Most exporters prefer to take out insurance through their own nominated broker (see
Transit insurance).
Description of the goods. This includes the gross weight (in kilos or lbs), the number of items, the nature
of the goods, the dimensions and the chargeable weight. The chargeable weight is the number of kilos
on which the freight is being levied. For volumetric shipments, the chargeable weight is always larger
than the actual weight of the shipment.
Details of charges. These appear on the lower left side of the air waybill, and charges are either prepaid
or collect. Prepaid means the exporter pays, and charges collect means the consignee pays.
The shipper and the issuing carrier sign separate boxes of the air waybill which establishes a contract of
carriage between the two parties.
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The AWB is used throughout the air journey. The same document continues to be used if the consignment is
passed from one airline to another. The number of the air waybill is used to trace consignments throughout
their journey, so without it, no information on a consignment would be available.
Electronic messages have existed since the 80s, but the air cargo industry still relies on paper and human
intervention. Airfreight shipment generates up to 30 different paper documents. Behaviours have not
changed yet: booking, track and trace are still predominantly based-on human intervention.
Whereas the processing of air cargo in this context introduces limitations to the efficiency and reliability of
the process, with direct impact on cost, time and satisfaction of the various actors involved.
The Air Waybills limitations are:
Introduce extra costs, purchase costs for printing paper and archiving costs.
Job redundancy, require repeating manual tasks and streamlining processes, repeating data keying,
cargo handling delays due to missing or illegible paper AWB.
Reduced efficiency, introduce extra processing times, waiting time for processing paper AWB at airline
desk, cargo delay by document rejection, additional work to investigate and fix issues.
Lower reliability, risk of losing documents and wrong data capture.
Reduced contribution to the advanced reporting requirements.
Additional post processing workload, documentation transportation and storage and destroy of
documents after several years of storage.
Lower visibility, stake holders and customers has reduced track and trace functionality and real time
visibility of freight movement.
The impacts the Air Waybill may have are:
Freight Forwarder reduced efficiency
Potential incorrect billing by Airlines
Risk of customs holding cargo and delaying delivery to consignee
Data capture redundancy (same data, many times)
Increase of workload
Extra time and space required to store and archive paper documents
May lead to low customer (Consignee) satisfaction
Since 2008 e-AWB has been developed by the industry and IATA [12], which is working with the industry to
engage local authorities to support e-AWB. The project is endorsed by FIATA (International Federation of
Freight Forwarders Association) who encourages its members to adopt it. The majority of airlines start
implementing e-AWB in their home market and then roll it out globally. Some airlines have already achieved
100% e-AWB penetration from their main hubs.
The benefits associated to the e-AWB are shared between all stakeholders including regulators. The most
important benefits are the following:
Reduced costs: Elimination of purchase costs for pre-printed paper AWB, reduced AWB printing and
archiving costs
Higher productivity: Elimination of repeating data keying, real time access to AWB information, reduction
in cargo handling delays due to missing or illegible paper AWB, detection of errors prior to submitting the
physical freight, no waiting time for processing paper AWB at airline desk
Better reliability: No risk of losing documents and reduced number of errors
Regulatory compliance: Authorized by international treaties regulating air cargo transport; contribution to
the advanced reporting requirements
Paving the way towards e-freight: A first step toward a paper free air cargo, involving fewer stakeholders
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The overall conclusion of the e-AWB project is that it will replace the paper AWB with an electronic contract
of carriage between the Freight Forwarder and the Carrier an easier and more reliable contracting process.
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6 Ramp and GSE Process

6.1
Scope
Ramp operations encompass a set of activities during the turnaround of an aircraft, which cover the provision
of services to the aircraft, including the baggage/cargo load and unload and the coordination of the boarding
and deplaning of passengers.
For the description of ramp operations consideration will be given to all the interactions between the different
kind of airport resources and ground support equipment, which could affect the time efficiency of ramp
processes and the critical path of turnaround as a whole.
All the considerations provided in the context and assumption sections will be integrated in the process
description, to identify the coverage of each process and the relevant information flows.
6.1.1
Objectives
The main objective of this chapter is to provide a description of the processes and the ground support
equipment (GSE) associated with Ramp operations.
The process description will be oriented to identify the main interactions, not only within ramp operations, but
also with the other turnaround processes.
A further analysis of interactions, information flows and process dependencies will allow it to be determined
which processes are critical to reach the time efficiency in ramp operations.
6.2
6.2.1
Context
The Ramp and GSE process description will be focused on a generic aircraft turnaround considering the
current airport operation environment, bearing in mind the developments of the SESAR programme and ACDM implementation.
6.2.2
Assumption
Ramp operations entail a series of sub-processes that need to be managed and coordinated in an efficient
way. The wide range of airport facilities, resources and equipment currently available influence not only the
ramp process description, but also the interaction with other sub-processes within the turnaround operations.
In order to establish an operational scenario that reduces the complexity of the process description and that
is coherent with airport operations in the ECAC area, the following assumptions will be used:
Preparation activities such as resources management and ground support equipment allocation will be
considered.
The process description will focus on the execution of ramp operations as a continuous sequence of
activities during a turnaround, from when the aircraft arrives until its leave.
The process description will address ramp processes both, at stands next to the terminal building and
those remote from it.
To avoid overlapping with other processes the following assumptions will be considered:
Baggage/cargo handling process for outbound flights within ramp operations encompass all the activities
from when the baggage/cargo is ready for delivery at the terminal building for outbound flights (sorting
processor area) until the closing of aircraft hold doors. On the other hand Baggage/cargo handling
process for inbound flights will encompass all the activities from the opening of aircraft hold doors until
the baggage/cargo is delivered to the terminal building (Baggage claims?).
Operations regarding passenger handling services will entail the transportation and location of the
ground support equipment necessary to perform both, the passenger boarding and deplaning process.
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The following table shows the list of actors and their main roles within ramp operations and associated
equipment maintenance
Actor
Role
Responsibility
Execution
ANSP
ATC
Authorizes aircraft engine start up
Control of aircraft taxiing on taxiways
Provides taxiway routing and runway to be used
Provides push back clearance
Informs airport operational system of the ETA
Planning
Operations
Airport
Provides the stand allocation planning according to

flight schedule, flight characteristics, apron capacity
and airline operation needs
Allots, assigns and schedules baggage handling

resources (make-up. break-down) according to flight
schedule, flight stand allocation and BHS capacity
Boarding gate to flight assignment planning.
Assignment of the GSE stating

airline/handling agent planning
Provides the apron access permits (AAP) for

vehicles and Ground Support Equipment
Provides season flight scheduling
areas
to
Execution
Stand allocation changes
Baggage handling resources assignment changes

and re-scheduling
Boarding gate assignment changes
GSE staging areas assignment changes
Execution
Fire Safety Services
Act as needed according to local regulations whenever

it is informed that an aircraft will refuel with passengers
on board.
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Actor
Role
Responsibility
Planning
Ground
Agent
Handling
Develop a plan for ground handling operations

(equipment and human resources allocation and
scheduling per handled flight)
Develop a plan for equipment maintenance
Execution
Ensures the availability of human resources
Ensures the
equipment
Ensures that the correct operation of ground support

equipment and systems
Manages Information Messages
availability
of
ground
support
Execution
Ground Handling
Marshaller
Provide visual guidance to the aircraft until it

reaches parking position
Supervises the operation of automated guidance

systems
Execution
Passenger Handling
Agent
Coordinates
passengers
Boards and Deplanes Unaccompanied Minors

(UMs)
Coordinates the availability of equipment and

personnel for the boarding and deplaning of PRMs
Boarding
and
De
Boarding
of
Execution
Passenger Handling
Operator
Transports passengers from aircraft to terminal

building and vice versa by bus
Assists PRM boarding/ de-boarding (drives and

locates ambulift)
Transports PRMs from/to remote stand
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Actor
Role
Responsibility
Planning
Baggage/Cargo
Handling Agent
Develops a plan for cargo handling operations

(equipment and human resources allocation and
scheduling per handled flight)
Develops a plan for equipment maintenance
Execution
Ensures the availability of human resources
Ensures the
equipment
Ensures that the correct operation of ground support

equipment and systems
Manages Information Messages
availability
of
ground
support
Execution
Baggage/cargo
handling operator
Opens, closes and secures aircraft hold doors
Operates Equipment for loading and/or unloading

baggage/cargo
Prioritizes and delivers baggage delivery to the

terminal
Transport of transfer baggage to the sorting area
Operates Equipment for loading and/or unloading

baggage/cargo
Loads, secures and distributes baggage/cargo in

the aircraft
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Actor
Role
Responsibility
Execution
Ramp Operator
Examination of the ramp area
Positions/removes wheelchock and safety cones
Connects/disconnects electric power supply
Operates/positions/secures and retires Passenger

Boarding Bridge/ Passenger Stairs
Coordinates the aircraft door opening/close with the

crew
Services aircraft lavatories
Janitorial services (waste removal)
Air conditioning unit (fixed/mobile)
Pneumatic air jet start unit
Drain and replenish water tanks
Fuel load
Connects/disconnects tow bar to/from the aircraft
Performs push-back
Execution
Operates catering truck
Coordinates the aircraft door opening/close with the

crew
Unloads/loads and stows catering supplies from/on

aircraft
Transfers catering supplies on aircraft between

galleys
Catering Operator
Execution
Airline
Cabin Crew
Open/Close aircraft doors
Arm/disarm doors slides
Assist passenger Boarding/De-boarding
Crosscheck catering information
Passenger Counting
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Actor
Role
Responsibility
Execution
Cockpit Crew
Drive the aircraft to/from stand to/from taxiway
Request Engine start-up
Request Push-Back
Provides the quantity of fuel to refuel
Provides load instructions
Signs Weight and balance sheet
Planning
Operations
Provides and updates Flight Information
Crew planning and management
Execution
Updates flight information
Manages information messages
Table 17: Actors, Roles and Responsibilities
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6.3
Process Description
6.3.1
Ground Support Equipment (GSE)
The ground support equipment (GSE) available at an airport comprises a wide range of vehicles and
equipment that are necessary to service the aircraft during the turnaround. Depending on aircraft type and
the different set of activities associated with ramp operations theres a wide variety of GSE fleet. In order to
facilitate the operation and manoeuvring of all this equipment, the layout of the ground support equipment on
stand follows a standard configuration at each airport.
Figure 26 Typical Ramp Layout
Depending on the service provided to the aircraft, the ground support equipment can be classified as follows:
6.3.1.1 Passenger boarding/de boarding
Buses at airports are used to transfer passengers from the terminal to either an aircraft or another
terminal when it is parked at a remote stand or PBB is not available at a contact stand. Known as airside
transfer buses or apron buses, these are designed and built to carry a large number of passengers, and
for this reason they are longer and wider than those used in normal traffic and are usually fitted with
minimal or no seating. They are equipped with wide doors on both sides of the bus enabling easy entry
and exit. Because they operate on the airport apron and cross active taxiways they can only achieve
operating speeds well below their cruise speeds.
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Figure 27 Apron bus
Passenger boarding stairs are used to embark and disembark passengers from the aircraft when the
aircraft is parked on a remote stand or no PBB is available at a contact stand. While smaller units are
generally moved by being towed or pushed, larger units are self-powered. Most models have adjustable
height to accommodate various aircraft. Optional features may include canopy, heat, supplementary
lighting and red carpet.
Self-powered passenger steps are highly stable due to the use of front and rear stabilizers. They
are provided with hydraulic technology and components are utilized to provide reliable performance
and easy maintenance. The platform is designed for easy and convenient positioning at the doorsill
and equipped with safety devices to assure that there is no damage to the aircraft.
Figure 28 Self-Powered Passenger Step
Non-powered passenger steps are mounted on a towable chassis and consist of a pivoted lower
flight and a telescopic upper flight. The stairs can be tilted and extended to achieve the best
elevation in its working range. The unit has hydraulically-operated vertical stabilizers to provide
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stability and mechanical restraint devices to prevent the stairs from lowering and retracting. A
mechanical parking brake is automatically applied when the tow bar is lifted.
Figure 29 Non-Powered Passenger Step
Passenger Boarding Bridge (PBB) is an enclosed, movable connector which extends from an airport
terminal gate to an airplane, allowing passengers to board and disembark without going outside.
Depending on building design, sill heights, fuelling positions and operational requirements, it may be
fixed or movable, swinging radially or extending in length.
Figure 30 PBB
PRM vehicles are used to transfer PRM passengers from a terminal dedicated area to the A/C. They
can adjust to the height of the doorsill of the aircraft type being boarded. On some types of aircraft a
specially adapted ramp is used to transfer passengers from the Truck to the door of the aircraft. The
vehicle consists of a rear body with seats and special restraints systems (for wheelchairs, stretchers...),
lifting system, platform and an electro-hydraulic control mechanism. The vehicle can be lifted up, down
and the platform can be moved into place beside the aircraft. It comes with various capacities for
payload and reach. Some suppliers offer it on specific chassis instead of commercial chassis.
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Figure 31 PRM vehicles
6.3.1.2 Services to the Aircraft
Visual Docking Guiding System (VDGS) is an electronic system which helps the pilot to dock the
aircraft in the correct position. A laser scanning device identifies the aircraft and once identified, the
system guides the aircraft to the correct docking point
Figure 32 Visual guiding System
Aircraft refuellers are refuelling vehicles equipped with tanks filled at the airport fuel farms and can be
either self-contained fuel trucks or hydrant trucks or carts.
Fuel truck refuelling tankers are rigid chassis units that have single or dual compartment 2,600 litres
to 17,000 litre product tanks with a hydraulically driven pump supplying one underwing and one
overwing hose and nozzle via the filter vessel and metre. Much larger capacity units are also built
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Figure 33 fuel truck
Hydrant truck Hydrant Dispensers or Hydrant Servicers are designed for airports equipped with Hydrant
Systems (underground pipelines). They do not carry fuel capacity on board but are connected between
the airport hydrant pit system and the aircraft to perform the refuelling operation. These vehicles are
mostly designed for large commercial airports as they offer high flow rates up to 4.000 L/min. Standard
or custom configurations are available. The dispenser has an elevating scissor lift platform to
accommodate all aircraft, two underwing platform-deck hoses supported by hydraulic boom, plus single
or dual rear hose-reels, also for underwing refuelling. The hydrant coupler and input hose hook onto a
hose-lifting hoop which is raised with the vehicles hydraulic stabilisers. Pneumatic systems are supplied
by hydraulically powered air compressor.
Figure 34 Hydrant truck
Potable water trucks are special vehicles that fill up drinking water tanks in aircraft. The water is filtered
and protected from the elements while being stored on the vehicle. A pump in the vehicle assists in
moving the water from the truck to the aircraft. As some access panels to water service are sometimes
located at considerable height, it features fixed or elevated platforms for the operator to reach the panel.
It can be towable or self-propelled and can use either a commercial chassis or a specific chassis. If selfpropelled, the operator basket is located at the front which avoids the need to reverse towards the A/C
for safer operation.
Lavatory service vehicles provides rinsing water for airplane toilets and collects waste water from the
toilet e. Waste is stored in tanks on the aircraft until these vehicles can empty them and remove of the
waste. After the tank is emptied, it is refilled with a mixture of water and a disinfecting concentrate,
commonly called 'blue juice'. Instead of a self-powered vehicle, some airports have lavatory carts, which
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are smaller and must be pulled by tug. To ease the access to the panel, it features fixed or elevated
platform for the operator. When located at the front it provides safer operation and avoids the need
reverse towards the A/C.
Figure 35 Lavatory service vehicle
Catering vehicles consists of a refrigerated unit, lifting system, platform and an electro-hydraulic control
mechanism. The vehicle can be lifted up, down and the platform can be moved to place beside the
aircraft. HI-Lift Catering or Cabin Service Trucks are general purpose vehicles used primarily for
loading/unloading food trolley and beverages into/from aircraft. The vehicle may also be used to
transport baggage, parts, or other equipment. It consists of a basic commercial truck chassis mounted
with hydraulically-operated scissors lift, an elevating van body with front platform and two pairs of angled
vertical stabilizers.
Figure 36 Catering truck
Pushback tugs and tractors Pushback tugs are mostly used to push an aircraft away from the gate
when it is ready to leave. These tugs are very powerful and because of the large engines, are sometimes
referred to as an engine with wheels.
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Figure 37 Pushback tug
Tow-bars make it possible to tow a given aircraft using a tractor which is clipped to the bar. The
main advantage is that only one type of tractor is needed to tow all types of aircrafts. The main
disadvantage is the high number of staff required to fix the bar to the aircraft.
Figure 38 Tow bar
Towbarless tractors are those which do not use a tow bar. They scoop up the nose wheel and lift it
off the ground, allowing the tug to manoeuvre the aircraft. This allows better control of the aircraft,
and higher speeds, without anyone in the cockpit
Figure 39 Tobarless tractor
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Ground Power Units usually consist of a diesel engine coupled with a generator and a control system
and provide electrical power for aircraft on the ground. They are available as truck mounted, towable and
PBB mounted units. Truck mounted and towable units are very effective on smaller and low volume
airfields as one unit can be used wherever it is required reducing the need to purchase more ground
power units.
Figure 40 Towable GPU
PBB units are more suited for larger airports as they can be put into operation as soon as the
aircraft reaches the terminal, reducing turnaround time.
Figure 41 PBB Mounted GPU
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6.3.1.3 Services to Baggage/cargo load/unload service
Baggage/Cargo tugs and tractors are powered equipment used to transport baggage/cargo to and
from the aircraft and terminal/cargo facility
Figure 42 Baggage/cargo truck
Bag carts are small vehicles pushed by travellers (human-powered) to carry individual luggage mostly
suitcases.
Figure 43 Bag Cart types
Dollies are specialized equipment to carry containers, Unit Load Devices (ULDs) and pallets which are
designed to save weight and thus have wheels for easy moving.
Figure 44 Dollies
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Container/pallet transporter is used for loading and unloading of cargo placed in containers or on
pallet. The loader has two platforms which can be independently raised or lowered. The containers or
palettes on the loader are moved with the help of built-in rollers or wheels, and are rolled onto the aircraft
across the platforms.
Figure 45 Container/pallet transporter
Container loader is used for loading and unloading of cargo placed in containers or on pallet. The
loader has two platforms which independently raise or come down. The containers or palettes on the
loader are moved with the help of built-in rollers or wheels, and are carried in aircraft across the
platforms.
With the introduction of containerized narrow-body aircraft, GSE manufacturers developed a specific range
of loaders for this application, more compact and narrower, with 3,5t capacity, and limited reach
(conventional lower lob loaders feature 7t capacity, and can accommodate wider range of ULDs). Two
types of 3,5t loaders are available:
Single platform transporter loader which combines both capabilities to transport and elevate the
containers. The dolly train with containers can be parked anywhere around the aircraft and the
transporter/loader act as a junction to transfer containers between the dolly and the aircraft.
Figure 46 Single platform transporter loader
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Dual platform loader which stays docked with the aircraft. A dolly train brought flush with the edge of the
rear platform in order to transfer the ULDs to the elevator and then to the bridge.
Figure 47 Dual platform loader
Conveyor belt loaders are vehicles with movable belts for unloading and loading of baggage and cargo
of aircraft. On fully bulk aircraft, one or two belt loaders are used to handle both baggage and cargo
which are sorted by the handlers when unloading the aircraft. 2 dollies are used in this case, one for
cargo and one for baggage.
Figure 48 Regular Belt Loader
Some new systems for Belt loaders have recently been introduced onto the market (Ramp snake, Power
Stow Bendi Belt), with a flexible motorized roller extension to transport the load and convey it inside the
compartment. This new systems can save one operator and eliminate some of the risk of back injuries
for operators.
Ramp snake is a vehicle that makes use of powered belts that can be extended inside the aircraft
cargo compartment at a proper angle, Figure 49 . Some of the advantages of such a system are :
Avoidance of injuries from manual handling;
Reduction of required handling staff;
Faster loading/unloading operations;
Less damage to aircraft doorsills.
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Figure 49 Ramp Snake Loader
Power Stow - is a roller track conveyor equipped with a belt loader extension that is built into a
mobile belt conveyor in order to facilitate the loading and unloading of passenger baggage into and
out of the aircraft cargo hold. It shares the same advantages as the ramp snake.
Figure 50 Power Stow Loader
Bendi Belt - is an ingenious aircraft baggage loading system which enables baggage to be
loaded/unloaded in a safe, efficient and expedient manner with the operator in control from within the
hold. With a unique curvature design and key safety features, it can deliver a number of significant
benefits including turnaround efficiencies, reduction in manpower costs and manual handling,
reduction in the risk through automation of manual handling injuries and ground damage to aircraft.
Figure 51 Bendi Belt
Even presenting such advantages, these advanced loading systems are still marginal due to the added
complexity of the equipment and significant investment.
Aircraft often contains particular systems in order to help and simplify loading/unloading inside the
aircraft, such as:
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Sliding Carpet. Movable belt inside the aircraft hold. It can be installed in both the forward and aft
hold of the aircraft, enabling baggage and freight to be loaded by one person inside. It consists of a
thin moveable belt at the bottom of the cargo compartment and a driver unit situated at the far end of
the compartment. The mechanical systems, such as Ramp Snake or similar, are usually operated by
the handling agent, and consist of moveable sets of metal trays, which themselves take up typically
20% of the available space. Therefore, the sliding carpet enables space for bulk cargo and weight
saving. Another advantage is that only one staff member is required to be inside the cargo hold.
Figure 52 Sliding Carpet System
Telescoping Baggage System (TBS) storage platforms consisting of a flat rectangular base and
two upwardly extending side walls closely adjoined to the shape of the fuselage. Each platform
moves longitudinally relative to the aircraft fuselage away from and back towards the fuselage door
in a telescoping sequence
Figure 53 Telescopic Baggage System
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Cargo Loading System (CLS) - helps move cargo through an aircraft fuselage. It includes ball
transfer units, power drive units, control systems, freighter common turntables, centreline restraints,
bumpers, unicaster panels, door sill assemblies and rollout stops. These components work together
to convey and secure cargo within an aircraft for fast and easy loading and unloading. This system is
usually implemented on wide-body aircraft.
Figure 54 Cargo Loading System
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6.3.2
Ramp operations
Ramp processes consist of a wide range of simultaneous activities which take place from when the aircraft
arrives at the stand until it leaves. Within this time period, known as turnaround time, all the interested
parties i.e. airline, ground handler and airport; need to be coordinated to undertake all tasks in an efficient
way and with a certain level of service.
Prior to the arrival of aircraft to the stand or parking position, the handling agent has to ensure that the ramp
and the planned resources are ready for the operation by checking that:
The parking area is clear of obstacles and Foreign Object Debris (FOD) that might cause damage to the
aircraft
The ground support equipment (GSE) for the arrival is available and located behind the marked
restriction line
The ground handling staff is available at the right parking position
Once the aircraft has landed and vacated the runway, the marshalling process ensures the safe guiding of
the aircraft to the right stand parking position. In a first step, whenever available, a follow me car escorts
the aircraft from the taxiway to the assigned stand. Afterwards, the marshaller provides visual guiding, in
accordance with the ICAO standard signals, until the aircraft is at the right parking position. At some airports
the stand can be equipped with a visual guiding docking system, which provides information to the pilot to
park the aircraft at the airport stand. In this case, the handling agent ensures that the system is activated
before the aircraft arrives. When the aircraft is correctly parked, the pilot shuts down the engines and the
ramp operator starts performing their activities according to a plan previously developed by the Handling
Agent.
When the anti-collision beacon has been turned off, the ramp operators proceed to place chocks at the front
and back of the wheels (usually on the nose landing gear) to place cones at the wingtips and walk around
the aircraft to check for any damages.
In parallel, the GPU/400Hz is connected to supply the aircraft with electric power. If the aircraft is parked
near the terminal building this device is located at the bridgehead of the PBB, on the other hand, if the
aircraft is at a remote stand the ramp operators should transport the device with a tow tractor.
Afterwards start the following processes, some of them can be performed simultaneously while others are
sequential and require close coordination with other sub-processes to ensure time efficiency:
6.3.2.1 Passenger deplaning process

This process starts when the ramp operator connects the Passenger Boarding Bridge (PBB) to the front door
located on the left hand side of the aircraft. Depending on the apron and aircraft type there are two main
positions for the PBB to be considered:
PARKING: This is the position to be reached when the PBB is not in use. PBB tunnels are almost fully
retracted and the PBB height is configured to horizontal (as far as it is reasonably practicable). The
operation mode used while parked is off.
SERVICE: The PBB is docked to an aircraft. The operations mode used while servicing an aircraft is
Auto Level.
Before executing any movement to the Bridge, the operator needs to check if the operation zone is clear and
receive the confirmation of the staff operating on ramp. He then proceeds with the PBB connection. After
that, the operator moves the boarding bridge (fixing the height and turning the cabin in order to align the
cabin threshold with the planes line), and the operator slowly extends the boarding bridge towards the plane,
maintaining the bumper parallel to the airplane fuselage until it is in the correct position.
When the aircraft is parked on a remote stand, the Handling Agent ensures that passenger stairs are
available before the aircraft arrives, 1 or 2, depending on the agreement between the airline and the handling
company. The ramp operator moves the stairs into position by towing or pushing them with the use of a
boarding stairs tow truck, provided they are not self-powered and can be moved into position autonomously.
Once the PBB/ Passenger Stair are correctly positioned and docked, the ramp operator coordinates with the
cabin crew that aircraft doors can be open and passengers can deplane. If the aircraft is at a remote stand,
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the passenger handling agent shall ensures the availability of an ambulift for the de-boarding of RMPs and
airport buses, in order to transport passengers and cabin crews to the terminal building in the safest way.
6.3.2.2 Baggage and Cargo Unload.

This process starts when the baggage/cargo handling operator opens the hold doors of the aircraft. The
unloading process requires different methods and equipment according to the type of aircraft. Independently
if the aircraft is near the terminal building or at a remote stand, the baggage/cargo handling agent shall
ensure that baggage belt loaders/lifters and cargo cart/dollies are available at stand and that baggage/freight
handling operators have the unload instructions provided by airline operations.
For bulk loaded aircrafts, the handling operator starts unloading with the help of belt loaders. Starting with
the priority luggage, which has to be delivered to the arrival luggage belt in the first place, then continues
with the rest of the baggage including special baggage that needs to be delivered at aircraft door (stollers)
and transfer baggage, freight is unloaded at the end. For the transportation of bulk baggage/ freight from the
stand to the terminal building, the handling operator uses baggage/cargo carts.
If the baggage or cargo is stored in containers or pallets, the operator uses high loaders for the unloading
and cargo dollies for the transportation of cargo/baggage between the aircraft and the passenger/cargo
terminal.
6.3.2.3 Refuelling
This process normally starts once passengers are out of the aircraft but it also could start with passengers
on board, prior notification to the fire brigade. Fuel can be provided either by a fuel truck or via hydrant
fuelling system, which is located on each parking stand. In any case, before the refuelling starts, the operator
has to ensure that the tanker and the aircraft are properly grounded. When the refuelling takes place via
hydrant system, the operator connects the hydrant cart into the central pipeline network and pumps fuel from
the airport fuel storage into the aircrafts tanks.
6.3.2.4 Catering Services

Catering services comprise the removal of the empty galleys and replacement of them with the new ones,
this process can start once the passengers are off the aircraft.
The catering operator locates the catering truck first at the front door and afterwards at the back door, on the
right hand side of the aircraft and provides the catering supplies as specified by the airline. To avoid
inefficiencies in the catering service, the catering company has to make a crosscheck between the number
of meals and the number of passengers, and also as a precaution, this crosscheck can be conducted by the
handling staff or by the airline representative.
6.3.2.5 Interior Cleaning Services

Interior cleaning services start once the cabin crew has completed the security check and at the same time
as catering, using the time available before passengers start boarding. The cleaning of the aircraft is
performed by subcontracted companies or by the ground handling agent. Therefore, an optimum number of
cleaning staff has to be arranged, depending on the aircraft type with regard to the service level agreement
of the airline. The lavatory service (drain waste materials) and potable water refill could be done at any time
during turnaround after passenger de-boarding and should finished before passengers start boarding.
6.3.2.6 The Passenger Boarding

This process starts, whenever a PBB is available, once the catering and cleaning services are completed.
The passenger handling agent ensures that PRMs and unaccompanied minors board at a first place. When
there is no PBB available, the passenger handling agent ensures that an ambulift is available for PRMs. In
the same way, airport buses are necessary to transport passengers from the terminal building to the aircraft.
The baggage/cargo load process starts at the sorting area when the ULDs are ready to be delivered to the
aircraft. The loading of the aircraft is performed under the responsibility of two different units: Airline
operations and ramp operators, the distribution of the baggage and cargo inside aircraft holds is planned by
airline operators, who consider the factors such as limitation of holds, gravity centre of aircraft, and amount
of payload (total weight of passenger, baggage, and cargo) for the loading process. Once baggage/cargo
dollies/carts arrive at the stand, the baggage/cargo handling operator confirms reception of the
baggage/cargo and proceeds to load the hold according to cabin crew instructions.
117
As previously mentioned, bulk baggage/cargo (without containers) requires belt loaders for loading the
aircraft and baggage carts for its transportation between the aircraft and the terminal. Baggage carts require
a tow tractor, which is used also for carrying other equipment that cannot move itself (air starters, mobile airconditioning unit, etc). On the other hand, baggage/cargo stored in containers or pallets (UDLs) require high
loaders for loading as well cargo dollies for transportation.
The baggage/cargo handling operator updates the Loading Information Report (LIR) while loading. Any
changes in the LIR due to last minute changes must be immediately reported.
If there is a missing passenger, the baggage handling operator has to search the bag and take it out the
aircraft hold.
Any special luggage that needs to be delivered at aircraft door at destination is loaded in hold 5, located in
the rear section of the aircraft.
If any special conditions are required for the loaded freight, such as temperature or pressure, the Cargo
Agent sends to the handling operator a Notice to Captain (NOTOC) with all these requirements, he checks
and signs it and sends it to the Cockpit Crew.
Once all baggage/cargo is loaded, the hold doors are closed and the operator hands in the LIR to the Flight
Dispatcher, who sends any changes made on it to Load Control. This department updates the Weight &
Balance Sheet including the updated LIR data.
The final W&B sheet must be handed in to the Flight Crew, who has to sign it and return a copy to the Load
Control, or it can be sent via Aircraft Communications Addressing and Reporting System (ACARS), printed
and signed by the Flight Crew in order to give the Load Control a copy. Updated LIR must also be handed
in to the cockpit crew, including the definitive information about the baggage/cargo loaded on the aircraft.
The Handling Agent also sends the updated Weight & Balance Sheet to the arrival airport by Load
Distribution Message (LDM) or Container and Pallet Distribution Message (CPM), which includes the
definitive information for unloading.
On completion of passengers boarding cabin crew starts with the headcounting, the passenger handling
agent confirms with the crew that they are ready to close doors and depart. The side guards on steps are
then detached and the passenger is door closed. Once this is completed, the chocks and connected
equipment are then removed. In the case of operations near the terminal building, the PBB is not retracted
until the aircraft passenger door has been closed.
Before engine-start up, a ramp operator proceeds to a final pre-flight inspection of the aircraft before engine
to confirm that:
The surface condition of the apron is adequate to conduct operations
The apron is clear of vehicles, equipment and items that might cause FOD
Aircraft servicing doors are all closed and secured.
All GSE are disconnected from the aircraft
Cones are removed
Chocks are removed
When the ATC provides clearance, the cockpit crew will advise the handling operator to start the pushback
prior to engine start. This process is carried out by special vehicles called pushback tractors or tugs.
Conventional tugs use a tow bar to connect the tug to the nose landing gear of the aircraft. The tow bar is
fixed laterally at the nose landing gear and connected at the front or the rear of the tractor, depending on
whether the aircraft will be pushed or pulled. There are also towbar-less tractors which scoop up the nose
wheel and lift it off the ground, allowing the tug to manoeuvre the aircraft. When the aircraft is on the taxiway,
the tow bar is removed and the aircraft starts engines and leaves the apron.
118
6.3.3
6.3.3.1 Passenger Deplaning at Contact Stand

Passenger
Handling
Agent
Assist
deplanning of
standard Pax
Deplane PMR
Deplane UMs
no
Open Aircraft
door
Cabin Crew
Confirm
PRMs
Confirm UMs
Coordinate
Deplaning of
standard Pax
Standard Pax
deplane finish?
Paseenger deboarding
finished
yes
Confirm special
baggage to
deliver at gate
Ramp
Operator
Locate and
Secure PBB
Deliver special
baggage at aircraft
door
Knock the
door
Figure 55 Passenger De-boarding at Contact Stand Flow Diagram

119
6.3.3.2 Passenger Deplaning at Remote Stand

no
Open Aircraft
door
Cabin Crew
Confirm
PRMs
Confirm UMs
Assist
Deplaning of
standard Pax
Standard Pax
deplane finish?
yes
Confirm special
baggage to
deliver at gate
Ramp
Operator
Transport Stairs to
remote stand
Deliver special
baggage at aircraft
door
Transport Passengers to
terminal building by bus
Locate and
secure Stairs
Knock the
door
Transport apron
busses to remote
stand
Transport special
deboarding
equipment/staff to
remote stand
Locate and
Secure special
equipment for
PRMs
Passenger
Handling
Agent
Deplane PMR
Deplane UMs
Transport PRM/UM to
terminal building
Figure 56 Passenger De-boarding at Remote Stand Flow Diagram

120
6.3.3.3 Baggage Unload

Drive Dollies
and Container/
Pallet loader to
stand
Baggage
Handling
Operator
Open Hold
Doors
Position and
secure pallet/
container loader
Deliver Special
luggage to aircraft
door (WCH, BB, hand
luggage)
Transfer
Baggage
yes
Offload Transfer
ULD Baggage
Transfer ULDs
to dollies
Deliver to transfer aera
Offload priority
baggage ULDs
Transfer ULDs
to dollies
Deliver priority
baggage to transfer
aera
Offload Baggage
ULDs
Transfer ULDs
to dollies
Deliver baggage to
claim area
Offload Transfer
Baggage
Load baggage
carts with
transfer
baggage
Deliver to transfer aera
Offload priority
baggage
Load baggage
carts with priority
baggage
Deliver priority
baggage to claim area
Offload baggage
Load baggage
carts with
baggage
Deliver baggage to
claim area
No
Pallet
Priority
baggage
yes
No
Bulk or Palletized
Baggage?
Bulk
Drive Baggage
Carts and
Conveyor belts
to Stand
Open Hold
Doors
Position and
secure conveyor
belt
Deliver Special
luggage to aircraft
door (WCH, BB, hand
luggage)
Transfer
Baggage
yes
No
yes
Priority
baggage
No
Figure 57 Baggage Unload Flow Diagram
121
6.3.3.4 Cargo Unload

Drive Dollies
and Container/
Pallet loader to
stand
Cargo Handling
Operator
Open Hold
Doors
Position and
secure pallet/
container loader
Special cargo?
(PER,AVI)
yes
Offload special
Cargo ULDs
Load dollies with

special Cargo
ULDs
Offload Transfer
Cargo ULDs
Load dollies with

transfer Cargo
ULDs
Offload Cargo
ULDs
Load dollies with

Cargo ULDs
No
Pallet
yes
Transfer
Cargo?
Bulk or Palletized
Cargo?
No
Bulk
Deliver to Cargo
Terminal
Drive Cargo
Carts and
Conveyor belts
to Stand
Open Hold
Doors
Position and
secure conveyor
belt
Special cargo?
(PER,AVI)
yes
Offload special
bulk cargo
Load cargo carts

with special
bulk cargo
Offload Transfer
bulk cargo
Load cargo carts

with transfer
bulk cargo
Offload bulk
cargo
Load cargo carts

with bulk
No
Transfer
Cargo?
yes
No
Figure 58 Cargo Unload Flow Diagram
122
6.3.3.5 Catering Service

Cabin Crew
Catering
Operator
Control last
passenger deboarding
Position the Catering

Truck at the right
front door of the
aircraft
Open right side front

door
Unload catering
supplies from aircraft
Confirm Loading
Instructions
Load catering
supplies from
forward galley
Open right side rear

door
Load catering
supplies from rear
galley
Check for last minute

changes or special
request
Remove Catering
Truck
Figure 59 Catering Service Flow Diagram
123
6.3.3.6 Aircraft Cleaning

Remove litter/
waste
Clean passenger and crew

compartments (seat back
pockets, galleys, toilets, floors,
tables etc.)
Perform Cabin
dressing (Replace
head rests/pillow
covers)
Disinfect
deodorize aircraft
Provide cabin
items (blankets/
pillows)
Clean Cargo
compartments
(under demand)
Interior Cleaning
Ramp
Operator
Transport Staff and

cleaning equipment
to terminal
Transport Staff and

cleaning equipment to
terminal
Drain waste
materials
Flush the tank

with
disinfectant
Lavatory service and

water refill
Position toilet
waste truck
Open lavatory
service panel
Connect filling
and grain
hoses
Disconnect
hoses
Close lavatory
service door
Remove toilet
waste truck
Drain the
system
Replenish
Fluids
Figure 60 Aircraft Cleaning Flow Diagram
124
6.3.3.7 Refuelling Service

No
Ramp
Operator
Check refueling
preview and
ensure it in the
Truck
Transport Fuel
Truck to the
stand
Connect
discharge to
ground
Hydrant
system?
Connect pipes
Refuel
Retry pipes
Final figures
of fuel
Transport Fuel Truck/

hydrant cart back to
airport facilities
yes
Transport
Hydrant Cart
to the stand
Confirm
amount fuel
to charge
Cockpit Crew
Provide a Signed copy

of refueling sheet
Confirm passengers
disembark complete
Cabin Crew
Inform Passengers of
safety measures during
refueling
No
Passengers on
board?
yes
Airport
Operations
Warn Airport
Fire
Department
Confirm Fire
Department
authorization
Figure 61 Refuelling Flow Diagram
125
6.3.3.8 Baggage Load

Inform load
figures and
confirm loading
Instructions
Cockpit Crew
Baggage
Handling
Operator
Drive dollies with

loaded
containers/pallets
to stand
Provide a signed
copy of Loadsheet
Load standard
ULDs into the
Aircraft
Load priority
ULDs into the
Aircraft
Load Cargo
Last minute
baggage?
yes
Load
figures
Take last minute

baggage to the
stand and load bulk
no
Pallet
Special
baggage?
Load Hold 5
yes
Remove Baggage
Dollies and Lift
Loaders from stand
Retry
container/
pallet loaders
no
Bulk or Palletized
Baggage?
Missing
Passenger?
yes
Search and
remove
Baggage
Transport baggage to
terminal
Bulk
Close Hold
Doors
Drive baggage
carts with bulk to
stand
Load bulk
baggage
Load bulk
priority
baggage
Load Bulk
Cargo
Last minute
baggage?
yes
Take last minute

baggage to the
stand and load bulk
no
Special
baggage?
Load Hold 5
yes
Retry
conveyor belt
from main
holds
Remove Baggage
Carts and conveyor
belt from stand
no
Missing
Passenger?
yes
Search and
remove
Baggage
Transport baggage
to terminal
Figure 62 Baggage Load Flow Diagram
126
6.3.3.9 Cargo Load

Inform load
figures and
confirm loading
Instructions
Cockpit Crew
Cargo
Handling
Operator
Pallet
Take Cargo
documents (cargo
manifest, Notoc)
from the Cargo
Terminal
no
Special Cargo
(PER, AVI,ICE)
Drive Dollies
with cargo
ULDs to stand
Provide a signed
copy of Loadsheet
Drive Cargo dollies back

to cargo terminal
Load cargo
ULDs into the
aircraft
yes
yes
Drive dollies With

special cargo
ULDs stand as
late as possible
All Cargo on
board
no
Bulk or Palletized
Cargo?
yes
Is possible to
load rest cargo?
no
Bulk
Take Cargo
documents (cargo
manifest, Notoc)
from the Cargo
Terminal
Return Cargol to
Cargo terminal
Issue new cargo

manifest with real
Cargo loaded
no
Special Cargo
(PER, AVI,ICE)
Drive carts with

bulk Stand
Drive Cargo carts back

to cargo terminal
Load bulk
cargo into the
aircraft
yes
Drive carts with
special bulk cargo
to stand as late as
possible
Figure 63 Cargo Load Flow Diagram
127
6.3.3.10 Passenger boarding at contact stand

Passenger
Handling
Agent
Board PMR
Board UMs
Assist
Boarding of
standard Pax
Confirm UMs
Coordinate
Boarding of
standard Pax
Look for
passengers at
terminal building
Look for missing

passenger at
terminal building
no
Cabin Crew
Confirm
boarding can
start
Confirm
PRMs
Collect Special
Baggage at
aircraft door
Boarding
complete?
yes
yes
All
passengers
on board
Headcounting
Close aircraft
door
no
Ramp
Operator
Confirm Cabin
services
finished
yes
Load special
baggage
Time to
wait?
Remove PBB
no
Missing Pax
baggage
checked?
no
yes
Find and Remove

missing pax
baggage
Figure 64 Passenger Boarding at Contact Stand Flow Diagram

128
6.3.3.11 Passenger boarding at Remote Stand

Passenger
Handling
Agent
Board PMR
Board UMs
Assist Boarding of
standard Pax at
boarding gate
Look for
passengers at
terminal building
Cabin Crew
Look for missing

passengers at
terminal building
no
no
Confirm
boarding
can start
Confirm
PRMs
Coordinate
Boarding of
standard Pax
Confirm
UMs
Collect Special
Baggage at
aircraft door
yes
Boarding
complete?
All
passengers
on board
Headcounting
yes
Close aircraft
door
no
Ramp
Operator
yes
Time to
wait?
no
Confirm
Cabin
services
finished
Transport
special
equipment
for RMP to
stand
Transport
passengers
from terminal
building via
apron buses
Transport
passengers
from terminal
building via
apron buses
Remove Stairs and

Apron busses
Transport missing
passenger from
terminal building
Remove special
equipment for
RMPs
Missing Pax
baggage
checked?
yes
Locate and
secure
special
equipment
for RMPs
Ensure
secure of
stairs
Load special
baggage
Find and Remove

missing pax
baggage
Figure 65 Passenger Boarding at Remote Stand Flow Diagram

129
6.3.4
During an aircraft turnaround, the efficiency in ramp operations depends on the capability of the airline, the
ground handler and the airport working together in order to prepare the aircraft for its next flight in a given
time period and with a certain level of service.
The service level agreements (SLA) signed between the airport operator and ground handling companies or
between the airline and the ground handler allows evaluating the level of service provided in ramp
operations. Through the SLAs all parties jointly agree the performance areas that need to be monitored and
have a concrete description of the performance targets. The indicators within the defined performance areas
allow identifying any shortcomings and actions to assure agreed performance levels.
The main indicators per performance area to assess the ramp and GSE process can be classified as:
Productivity
Ground handlers measure the productivity in terms of worked hours per flight. The way this indicator is
measured varies from one ground handler to another. Nevertheless the main objective is to minimise the
number of staff and the hours they work for a given volume of flights.
The worked hours can be collected through the hours registered on time registration systems of a handling
company; this measurement doesnt take into account absences due to sickness, recuperation time
pregnancy, holidays, etcetera and depending on the ground handler these hours can be classified in hours
worked, hours paid, FTEs, etcetera.
The numbers of flights are measured in terms of turnarounds, each turnaround is an arrival and a
departure, though some ground handlers calibrate their flights and count a wide body for two narrow bodies.
Another indicator to measure productivity is the cost of the staff (excluding management and support
functions). To calculate this indicator handling companies take the total personnel costs (including holiday,
sickness) and divide it by the total number of worked hours obtaining the personnel cost per worked
hour. Afterwards this cost is multiplied by the number of worked hours per flight obtaining the total
personnel cost per turnaround
To measure aircraft productivity, airlines use the Airplane utilization KPI, typically presented in block hours
per day. This indicator is calculated by dividing aircraft block hours by the number of aircraft days assigned
to service on airline routes. The number of block hours for an airline for a given period of time (like a year,
quarter or month) is a measure of the total time that its aircraft were in use during that period.
Safety
This indicator is measured as the number of accidents with aircraft per 1000 turnarounds, currently this
measurement is standardised as 0.15 accidents per 1000 flights, which means that in an airport with 100.000
turnarounds will have an average of 15 accidents, ranging from scratch to mayor accidents.
In order to reduce the risk of accidents special attention is paid to training and communication but also to
control. Ground handlers perform safety checks of their flights through observation by collecting information
about elements such as safety clothing, respect for distance, speed...
Quality
The quality measurements are based on service level agreements, the main indicators related to the ramp
and GSE process are:
The On time performance KPI provides information about the % of flights that depart on time. This indicator
is calculated as the total number of flights which leave the stand with a delay of 15 minutes after scheduled
time of arrival (disregarding any flights with late arrival delay code 93). Ground handlers measure this
indicator as the % of flights that depart on time
The Passenger transportation bus availability is measured as the presence of passengers busses upon
arrival of an aircraft at a remote stand.
130
The Baggage delivery performance indicator measures the delivery times of the first and last bag after onblocks on the arrival belt for the passenger. Those delivery times depend on the distances between airport
facilities and aircraft location.
GSE
Although the choice of the equipment can influence the timing of the turnaround process, KPIs used for GSE
are mostly cost driven rather than productivity driven. The main KPI used for ground support equipment is
the Total cost of the GSE per turnaround, which can be detailed in ownership cost, maintenance and
repair costs or fuel.
6.4
As described in the process, before ramp operations start there are some preparation activities that need to
be undertaken before the aircraft arrives at stand/gate. During this preparation process there are some
message exchanges between origin and destination airports, handlers and aircraft operators which contain
similar information, such as the number of passenger, estimated time of arrival, loading instructions,
passengers with special requirements, etcetera.
Movement Messages (MVT): Movement messages are composed of actual departure (AD), estimated
departure (ED), estimated arrival (EA), and actual arrival (AA) messages. These messages are used to
inform the destination stations about the departure time of the aircraft, together with the information about
the number of passengers. This message is transmitted to all units in the handling company. Depending on
the message, the passenger services department decides when check-in has to start, the ramp and
operation department allocates the staff and equipment, the airport authority allocates the parking stand,
etcetera.
Load and Distribution Message (LDM): LDM is sent by ground handling agent at airport of origin to ground
handler on destination in order to clarify how the loading has been performed on the related aircraft. This
message contains the distribution of baggage, mail and cargo, amount of the load and number of
passengers. LDM message also can be in the form of another message, named Container-Pallet Message
(CPM), which shows the distribution of baggage containers in the aircrafts holds. Thorough this message
the handling staff operator knows the type of GSE equipment that needs to be available at stand position
and the exact location and distribution of cargo/ baggage by the time the unload process starts.
Passenger Service Messages (PSM): PSM messages give information about RMP, UMs who need special
assistance to de-board, and deportee passengers (passengers who have missing papers, passport or visa
problems).
The following table summarises the information flows identified within the ramp process and represented in
the Figure 29. It assess the origin and destination of the information flow, the exchanged data and the type of
information flow
Origin
Destination
Information
Airport
Operations
Ground
handlers
Airport resources
operations:
Ground
Handlers
Airport
Operations
Mode
allocation
Stand/gate allocation
outbound flights
during
for
day
inbound
of
and
Baggage belts for inbound flights
Time estimates for inbound and outbound

flights
Actual and estimated departure times

Actual and estimated arrival times
SITA/TELEX
SITA/TELEX
131
Origin
Destination
Information
Airline
Operations
Ground
Handlers
Airline Schedule
Mode
Aircrafts technical data

Messages for inbound flights:
MVT message
LDM message
CPM message
PSM message
Fuelling data
Flight plan data
SITA
Messages for outbound flights:
Ground
Handlers
Airline
Operations
Loading data
Catering data
Passengers data
Flight plan data
Messages for outbound flights
MVT messages
LDM message
Fuel message
CPM message
Load message
Delay messages (EOBT updates)
SITA
Airline Cockpit
Crew
Ground Handler
MVT messages
Time estimations
Boarding data
Fuel information
Radio
Request for Push-back after clearance
Telex or Paper
Copy of the signed Load sheet

Ground
Handler
Airline
Crew
Cockpit
Fuel information
Radio
Final load figures
Telex or Paper
Finalization of ramp operations

Airline
Crew
Cabin
Ground Handler
Initation/Finalization of passenger de-boarding
Paper or telex
Catering information and checks

Initation/Finalization of passenger boarding
132
Origin
Destination
Information
Mode
Ground
Handler
Airline
Crew
Paper or telex
PBB or Passenger stairs located and secured
Radio
Cabin
Finalization of aircraft services

Airline Cockpit
Crew
Airport ATC
Airport ATC
Cockpit Crew
Request Start Up clearance
Radio
Request Push-back Clearance

Start Up clearance
Radio
Pushback clearance
Cabin Crew
Cockpit Crew
Number of passengers on board
Paper
Table 18 Information exchanges
The figure below represents the information flows identified in the ramp process:
133
Airport
Operations
Stand/Gate
Allocation
Estimated time of
arrival
Airline
Operations
Ground
Handling
Aircraft information
Airline schedule
Drive GSE to
Stand/Gate
Actual In-Block Time
Position
Chocks
Connect,
Locate and
Secure GSE
Passenger with
special requirements
(PRMs, UM)
Cockpit
Crew
Cabin
Crew
Airport
ATC
Turn-off beacon light
Equipment located
and secured
Passenger DeBoarding
Start de- Boarding
EOBT updates
Unload Instructions
Baggage/Cargo
position
Baggage/
Cargo Unload
EOBT updates
Cleaning
Sevice
Last passenger deboard
Catering
Sevice
Catering Checks
and information
EOBT updates
Catering information
EOBT updates
Refuelling
Fuel figures
EOBT updates
Passenger with
special requirements
(PRMs, UM)
Passenger
Boarding
Aircaft services
finished
Boarding Starts/Ends
EOBT updates
Load Instructions
Baggage/Cargo
position
N of passengers
on board
Baggage/
Cargo Load
Final Load Sheet

figures
Copy of Signed
Loadsheet
Remove GSE
Completion of ramp
operations
EOBT updates
Actual Off-Block
Time
Start-Up request
Start-Up
Clearance
Push-Back request
Push Back
Push-Back
clearance
Figure 66 Information exchanged within the Ramp process
134
6.5
Information Management System
The aim of information management systems is to share on time and acurate information among airport,
airline and ground handlers in order to optimize their processes during the turnaround. The figure below
represents the information systems that supports ramp operations, the interconnection of information
management systems ensures the smooth flow of information between different areas of the handling
organization, as well as with external agents (airport, airlines), as a key for an efficient and coordinated
operation.
Figure 67 Information Management systems
Airport operational database is the central hub to collect, process and distribute all flight related
information in real time.
Airline information systems provide their flight schedules for planning purposes and during the day of
operation update their flight operations status.
Ground handling information systems integrate the following systems, which are interoperable among
them and share and collect information from the airport and airline systems.
Flight Information Systems provide accurate and precise information of all incoming and outgoing
flights at the airport. The Flight Information System is used during the whole process of preparing,
handling and closing a flight. Its integration with the Airport Operational Database ensures the instant
synchronization and update of all aircraft movements and situations in real-time, allowing the different
handling departments and services to respond expeditiously to airlines and customers requirements by
adapting their operations and interventions in function of evolving situations.
Main functionalities in the flight information system are:
Detailed operational procedures and standard documents are available at all times
Incident reporting
Quality monitoring
Service recording
Departure Control Systems (DCS) assist handlers in providing efficient departure control services to
multiple airlines from the flight arrival until the next flight departure. By integrating this system with
135
handled airlines, ground handling is able to provide a service of high quality. The Departure Control
Systems are applications with the following functionality:
Check-in of passengers and baggage including internet & self-service check-in
Weight & balance
Boarding of passengers
Loading of baggage & cargo
Flight documents
Baggage Reconciliation System (BRS) ensures not only the correct distribution of passenger baggage
from origin to destination, but also controls the bag loading process to avoid the quick unload of missing
passengers. Thanks to BRS is possible to:
Reduce risk for causing delays due to a more secure and efficient bag loading process
Optimize communication channel with the airport bag sorter system via the use of the BSM ,BPM
and BUM messages
Ground Handling System covers all operational steps through an integrated flow providing contract
information, service registration, invoicing, operational statistics recording and quality monitoring. The
different operational units feed the system, to ensure an accurate invoicing of all the services provided.
This system contains a customer Database, operational reports, quality reporting and invoicing
functionality. The Ground Handling System also contains a module for managing and invoicing General
Aviation activities.
Contract management. The commercial department inserts contracts into the Ground Handling System
database. This data is then used for:
Generating contract documents via templates that are defined by the users
Define services to be presented in Quick Service Registration screen
Define individual prices for the calculation of optional services
Calculation of invoices
Service registration. Operations register the services provided in order to be used for invoicing. This is
done using the Quick Service Registration (QSR) that is accessed via the Flight Information System.
Invoicing. The administration department calculates and validates the invoices. The invoices are then
sent to the customers (via paper or e-invoicing). Non-Flight events are calculated and invoiced. Invoice
information is transferred to the accounting system.
Quality. It is used by operational people to register SLA, Quality and Statistical related data. It is also
used to make a total Quality assessment of a flight by the Quality pilots. This functionality is fully
integrated within the Flight Information System application.
Maintenance Management System allows optimizing the maintenance of GSEs. The system covers
the following functionalities:
Purchasing & inventory management of spare parts: The system is capable of reporting on historical
purchases of spare parts. This can be used to analyse the usage of spare parts supplier
performance
Inventory of GSE including also key technical data, which is used to organize activities such as interstation exchange/reuse of equipment and standardization and optimization of purchasing
Maintenance management: Maintenance plans and maintenance frequencies for preventive

maintenance are registered in the system. The system automatically generates maintenance
alerts/reminders, based on equipment working hours registered during the regular preventive
controls. All maintenance (preventive & corrective) activities are managed via a work order
136
generated by the system, based on the maintenance plans. On each work order the spare parts
used, technician time spent and responsible technician are registered.
Reporting/statistics: Per equipment a history report is available consisting of preventive, corrective

and damage repair interventions and a history of the maintenance cost
Optimize the maintenance of GSEs across the network supporting:
The administration of the required data to execute maintenance work such as material management
and purchasing.
The recording of the underlying know-how required for the execution of the work.
The recording of maintenance experience and the reporting and analysis of ratios and costs for
Management support.
GSE tracking systems provide a reliable position and status of the Ground Support Equipment (GSE)
across the operations area of the airfield. Aircraft handling movements can be detected and recorded,
equipment utilization can be optimized, fleet sizes minimized and fuel consumption reduced. The main
features of this system are:
An Airport Map with a real-time overview of the apron fleet and relevant information related to
individual units, e.g. a GSEs operation status
Access control features to stop unauthorized use of the GSE and to help reduce damage to the
equipment
Impact sensors, shedding light into accidents or any other kind of collision involving the GSE by
recording the incident including critical details such as time, place and name of driver
137
7 Turnaround as a Whole Process

7.1
Scope
The scope of this section is to formalise the interdependencies between the Passenger, Baggage, Freight
and Ramp & GSE sub-processes that coexist during the aircraft turnaround process. Once these are
identified and formalised a mathematical modelling process will be used to simulate the Turnaround
3
operation. In case that unexpected emergent dynamics appear due to the sub-process relationships that
requires specific actions; the actors involved, roles and responsibilities will be identified and addressed as
separate use cases.
One of the main indicators of the turnaround as a whole which has been reported in the literature is the
overall time. This indicator is usually measured as an aggregation of the sub-processes within the Critical
Path of the operation. It worth stressing that, depending on the nature of the Turnaround operation, the
critical path can be different as well. The most relevant literature focuses on the sub-processes involved in
the critical path to reduce the turnaround time. However the scope of this section will be extended to all the
sub-processes with tight technical, legal and operational interdependencies between individual activities
comprising the turnaround to address the issue in the most holistic way possible.
7.1.1
Objectives
The main purpose is to formalise the different interdependencies between the turnaround sub-processes in
such a way that the impact of any spatial-temporal activity change on the overall turnaround is transparent to
all stakeholders. It is worth mentioning that interdependencies that affect the turnaround as a whole will
consider not only technical issues, such as equipment changes, but also human factor issues. Subprocesses interdependencies are usually considered complex and its analysis is avoided by a significant set
of coordinating activities beforehand or the introduction of time buffers to mitigate its impact on the whole
process. Due to the importance of spatial-temporal processes during the turnaround, INTERACTION
proposes a proper understanding of the interactions in order to enhance the synergies that could be
generated by introducing changes both in the procedures and in technologies.
Transparency can only be achieved by a proper understanding of the cause/effect relationships present
inside each sub-process and between sub-processes. Thus, a causal modelling formalism will be used to
specify the technical, legal and operational interdependencies together with a quantitative analysis to predict
the impact of any change or modification in the sequence of activities.
Furthermore, the quantitative analysis will contribute to identify and propose new solutions: A key aspect to
succeed with a more efficient turnaround process will not consist only to reduce the turnaround time, but
instead how the turnaround time will be optimized. Thus, the information reported in this section should
contribute to:
To detect the non-added-value operations that coexist with the activities defined in each subprocess.
To detect the sensitivity of spatial and/or temporal changes in the sub-processes on the turnaround.
To predict the impact of the different improvements on the turnaround robustness.
The use of new technologies to avoid the numerous process disruptions and improve the operations.
To analyse the interdependencies considering the physical and temporal restrictions, together with
the processes and their functionality.
It addresses the specific cases that might disrupt the normal turnaround operation: Missing passenger,
etc
138
7.2
7.2.1
Context
Turnaround complexity arises due to the effects of interdependencies between different actors that can
generate an event that could block, freeze, delay, or disable/ enable other activities programmed in the same
or in another sub-process. A critical barrier to mitigate the effects of interdependencies is a lack of formalism
that could integrate the physical, time, security and legal restrictions together with the relevant information
about the actors, processes and functionalities involved.
Logical constraints affecting the main stakeholders and turnaround operations, together with their
precedence, physical and temporal relationships are some of the key elements that can be formalised in a
discrete context as a sequence of events that upgrade the state variables of the turnaround process as a
whole and some performance indicators.
Specification requirements in terms of cause-effect relationship between sub-processes demands for a
knowledge representation technique that considers the stochastic, dynamic and synchronous nature of the
turnaround process, and allows representing both the structure and the different ways in which the subprocesses can be influenced. The proper representation, analysis and evaluation of all the eventrelationships that determine the comprehensive turnaround behaviour are essential in dealing with innovative
robust improvements.
7.2.2
The Causal Formalism: Use of Petri Nets
Petri nets (PN) were presented for the first time by Petri (1962) in his doctoral thesis as a formal method for
describing computer systems. But the ease with which the PN primitives permitted the description of formerly
difficult properties like concurrency, non-determinism, communication and synchronisation, as well as the
analysis of these properties, led to the use of Petri nets as true mathematical modelling tools [13].
Their subsequent development was facilitated by the fact that Petri net models are easily able to process
synchronisation, asynchronous events, concurrent operations, and resource sharing. Petri Nets have been
successfully used for concurrent and parallel systems and model analysis, communication protocols,
performance evaluation and fault-tolerant systems.
A Petri Net is a directed bipartite graph, together with an initial state called the initial marking. In this graph,
there are two kinds of nodes: places - represented by circles- and transitions -represented by rectanglesthat are alternatively connected by arcs. An arc can connect either a place to a transition or a transition to a
place, but it can never connect two transitions or two places.
Places can contain a non-negative number of tokens, represented graphically as black dots. The number of
tokens in a place is the marking of that place, and the array with the number of tokens in every place of the
PN (in a certain fixed order) is the marking of the PN. The initial marking indicates the number of tokens
corresponding to each place in the initial state.
Petri nets model not only the structure of a system but also its dynamics. This is achieved by changes in the
state of the PN, which are represented by the evolution of its marking. Thus, the current marking of the net
shows the state of the system. Two special markings are considered: M0 is the initial marking (initial state of
the system) and Mf is the final marking (final or objective state). The change from one state to the next is
given by the firing of transitions.
The main characteristics of PN that offer a suitable formalism to describe and analyse the interdependencies
between the turnaround sub-processes are:
All the events that could appear according to each particular turnaround state can be easily
determined (state space analysis).
All the events that can set off the firing of a particular event (initiation of a turnaround activity) can be
detected visually.
Some reasons to choose Petri nets as the formalism to describe turnaround sub-processes interactions are:
Petri nets are a clear, easy to understand and not ambiguous modelling formalism. Very little
information is needed to synthesise a system, since it includes the concepts of receptivity and
sensitivity.
Given a particular state in the turnaround process, PN allows understanding and predicting the
different effects of a time or spatial disruption as well as the subsequent consequences.
139
PN allows the representation of simultaneous evolutions. Thus, parallelism can be modelled and
hence, it can be used for the representation of the turnaround interdependencies.
PN allows the validation of the right behaviour of the turnaround process. The structure and marking
of a PN contain information about the turnaround behaviour. This information improves the legibility
of the descriptions and the formal validation of certain properties such as detection of deadlocks and
failures among others.
The nets can be generated from the flow oriented descriptions of the activities that take part in each
turnaround sub-process.
Despite all the advantages of PN as a modelling formalism, there is a drawback to using PN for describing
the turnaround process as a whole: a lack of tools to efficiently specify the information flow inherent to any
process.
By using colours that allow the representation of entity attributes, coloured Petri nets (CPN) allow a better
modelling approach. Other CPN characteristics that enable the use of this formalism to specify the
turnaround are:
7.2.3
CPN allows the specification of the sub-processes at different abstraction levels: Thus, the physical,
time, security and legal restrictions that are relevant for the analysis of the interdependencies will be
described at micro level, while the non-relevant sub-process aspects can be described at macro
level.
CPN allows the specification and analysis of complex dynamics that can be described by a postprocess in flowchart descriptions for a better dissemination of the results.
Assumptions
The Turnaround as a Whole will refer to the processes that an aircraft experiments directly in the stand. Subprocesses like Passengers, Baggage, Freight and ramp & GSE are taken into account but only direct
interactions/processes performed to the aircraft in the Passenger, Baggage and Ramp & GSE processes
considered. Processes that are very up or downstream of the aircraft physical perspective of the operation
are not described here and can be found in their respective chapters (i.e. aircraft arriving to the stand,
turnaround and aircraft leaving the stand).
The specification and analysis of the interdependencies between turnaround sub-processes will be
generated from the flow diagrams (provided for each sub-process) and from the physical, time, security and
legal restrictions. For that purpose, a compilation of functional diagrams from these mentioned processes
have been made, following a sequential time order.
Geometric and logistical dependencies in each sub-process will be considered as inputs to the analysis of
the turnaround as a whole. Thus, the main security and safety related regulations in Europe should be
specified, as is the case of EG 300/2008 [14], EASA CS 25 [15], or IATA AHM [16] which applies to the
service arrangements. As an example, the fuelling process is typically performed separately (on the aircraft
right hand side) from passenger related processes (left hand) to grant an escape route free of vehicles or
other obstacles. Especially refuelling with passengers on-board requires safety precautions, set in EU-OPS
[17] Chapter 1.305. The ground area beneath the exits intended for emergency evacuation and slide
deployment areas must be kept clear. Therefore, some ground procedures are influenced in space and/or
time.
Information about the adequate clearances to the airplane and the space and manoeuver requirements of
the different equipment should also be provided in the sub-process description, together with the preceding
restrictions (hard and soft) which need to be finished before particular key activities: deplaning must be
finished before cleaning and catering can start.
A time domain definition for each activity together with external disturbances that could affect the expected
time should also be provided by the sub-processes.
The identification of the actors involved, their roles and responsibilities are required for certain emergent
dynamics appearing due to sub-process relationships that require specific actions.
140
7.3
This chapter identifies all the actors, either physical natural persons or departments/entities, involved in the
turnaround operation throughout the different general sub-processes: Passengers, Baggage, Freight and
Ramp &GSE.
7.3.1
List of Actors
Operation
Actors
Deplaning
(Contact stand
&
Remote
stand)
Load cargo/mail
using ULDs
Load baggage
using ULDs
Operation
Handling
Staff
Operator
(Contact Stand: 3 Persons/ 3
Roles; Remote Stand: 6
persons/ 4 Roles)
Cabin Crew
Passenger Handling Agent
(PSA)
Handling Staff Operator (1 or
2)
Cockpit Crew
Sorting Area Staff
Actors
Boarding (Contact
Stand & Remote
Stand)
Load bulk cargo

2)
Sorting Area Staff
Cockpit Crew
Load bulk baggage
Unload
cargo/mail
using ULDs

2)
Unload bulk cargo
Unload
baggage using
ULDs

2)
Unload
baggage
Handling Staff operator (1 or

2)
Airport Operations
Cabin Crew
Fire Service
Catering
Refuelling
bulk

(Contact
Stand:
3
Persons/
3
Roles;
Remote
Stand:
6
persons/ 4 Roles)
Cabin Crew
Passenger
Handling
Agent (PSA)
(1 or 2)
Sorting Area Staff
Cockpit Crew
(1 or 2)
Sorting Area Staff
Cockpit Crew

(1 or 2)

(1 or 2)
Cabin Crew
Catering
Operator
Handling
Table 19 List of Actors per Process Activities
141
7.3.2
List of Roles/Responsibilities
The following table shows the actors mentioned in the previous chapter and their respective roles describing
them whithin the full turnaround operation. Some sub-Actors are integrated as a general clause Actor
integrating all the different roles/responsibilities related with him.
Actor
Role/Responsibilities
Locate and secure / remove PBB
Transport special deplaning equipment/staff to boarding gate
Transport Stairs to a remote stand
Transport apron buses to remote stand
Transport especial deplaning equipment/staff to remote stand
Transport Passengers to terminal Building by Bus
Drive Dollies and Container/Pallet loaders to the stand
Drive Baggage carts and conveyor belts to the stand
Open Hold Doors
Position and secure pallet/container loader
Position and secure conveyor belt
Offload Transfer ULDs Baggage to dollies
Offload priority Baggage ULDs to dollies
Offload Baggage ULDs to dollies
Offload special Cargo ULDs to dollies
Offload special Cargo to carts
Offload Transfer Cargo to carts
Offload Transfer Cargo ULDs to dollies
Offload Cargo ULDs to dollies
Offload bulk Cargo to dollies
Offload Transfer Bulk Cargo to dollies
Offload Transfer Bulk Baggage to baggage carts
Offload bulk Baggage to baggage carts
Deliver to transfer area
Deliver priority baggage to claim area
Deliver baggage to claim area
Deliver to Cargo Terminal
Deliver special luggage to aircraft door (WCH, BB carts, hand

luggage)
Check refuelling preview and ensure it in the Truck
Transport Fuel Truck to the stand
Transport Hydrant Cart to the stand
Connect/discharge to ground
142
Actor
Connect/retry refuelling pipes
Refuel
Transport Fuel Truck/hydrant cart back to airport facilities
Transport Staff and cleaning equipment to aircraft
Remove litter/waste
Position toilet waste truck
Clean passenger and crew compartments (seat back pockets,

galleys, toilets, floors, tables...)
Open lavatory service panel
Perform Cabin dressing (Replace head rests/pillow covers)
Connect filling and grain hoses
Drain waste materials
Flush the tank with disinfectant
Drain the system
Replenish Fluids
Disinfect/deodorize aircraft
Provide cabin items (blankets/pillows)
Disconnect hoses
Clean Cargo compartments (under demand)
Close lavatory service door
Remove toilet waste truck
Transport Staff and cleaning equipment to terminal
Check all cabin services done
Check boarding staff ready
Ask crew ready for boarding
Coordinate UMs Boarding with Passenger Handling Agent
Start standard boarding assisted by PHA at boarding gate and

crew at A/C
Locate apron bus at the boarding gate
Ensure secure of stairs at A/C
Remove Stairs from remote stand
Load baggage carts at sorting area
Load bulk
Drive dollies to stand
Drive baggage carts to stand
143
Actor
Cabin Crew
Passenger
(PHA)
Handling
Agent
Open main hold Doors
Load priority baggage into the Aircraft
Retry container/pallet loaders
Remove conveyor belt
Get a signed copy of load-sheets
Knock on the door
Coordinate Passenger deplaning with crew
Confirm PRM
Coordinate PRM deplaning
Confirm UM
Coordinate UMs deplaning with crew and PHA
Confirm special luggage to deliver at A/C gate
Deliver special luggage at A/C door
Confirm all standard passengers deplaning
Inform Passengers of safety measures during refuelling
Confirm amount fuel to charge
Get a copy of refuelling sheet signed by the crew
Confirm catering loading Instructions
Open right side front & rear door
Check for last minute changes or special request
Close right side front & rear door
Head counting
Checked bags for missing passengers
Look for missing passengers luggage
Close Aircraft Doors
Transport to terminal Building assisted by PRM/UM staff
Board PRM
Coordinate UMs Boarding with Passenger Handling Agent
Start standard boarding assisted by PHA at boarding gate and

crew at A/C
Transport special equipment for PRMs to stand
144
Actor
Cockpit Crew
Sorting Area Staff
Airport Operations
Fire Service
Catering Handling Operator
Airport Fire Department
Locate and secure special equipment for PRMs
Call for passengers at terminal building
Inform load figures and confirm loading Instructions
Drive the aircraft to/from stand to/from taxiway
Engine start-up
Provides the quantity of fuel to refuel
Load container/pallets at sorting area
Warn Airport Fire Department
Authorize engine start up
Control of aircraft taxiing on taxiways
Provides the stand allocation
Position fire truck
Over-watch refuelling operation with passengers on-board
Remove fire truck
Position the Catering Truck at the right front door of the aircraft
Unload catering supplies from aircraft
Load catering supplies from forward/rear galley
Remove Catering Truck
Confirm refuelling operation
Take Cargo and documents (cargo manifest, NOTOC) from the

Cargo Terminal
Issue new cargo manifest with real Cargo loaded
Provide visual guiding to the aircraft till parking position
Operate automated guidance systems
Marshaller
Table 20 Roles and Responsibilities
7.4
7.4.1
Process Description
The Turnaround as a Whole description is a macroscopic view of the sub-processes described in detail in
the precedent chapters of this deliverable: Passengers, Baggage, Freight and Ramp & GSE. It will gather
and compile the information coming from each chapter extracting high level processes that interact together
at the aircraft stand. The positioning of the aircraft considered is next to the terminal.
145
7.4.1.1 Envelope of process description

The borderlines of the textual description are physical: the aircraft stand and its associated movement area.
This area will also serve as the spatial grid for the Coloured Petri Net (CPN) model. It is in this area where, a
priori, the majority of the interferences between actors and, consequently, their associated processes, are
occurring in such a way that can undesirably delay or even, in ultimate case, disrupt the turnaround
operation.
The CPN Modelling will consider the description of sub-processes with the due granularity. See chapter 10:
Annex, for an example of CPN model adapted to the Turnaround as a whole.
Therefore, the actions out of this boundary area described at each sub-process of the Turnaround operation
(Passenger, Baggage, Freight and Ramp & GSE) are not taken into consideration in the first iteration of CPN
model nor in the process description of the Turnaround as a Whole.
After the Turnaround modelling, enhancement on the model may be studied in order to seek different
opportunities of improvement in the sub-processes.
7.4.1.2 Aircraft Entering the Stand

Prior to the arrival of aircraft at the stand or parking position, the Handling Staff Operators have to ensure
that:
The parking area is clear of obstacles and Foreign Object Debris (FOD) that might cause damage to the
aircraft.
The ground support equipment (GSE) for the arrival is available and located behind the marked
restricted line.
The Handling Staff Operators are available at the right parking position.
When the aircraft is correctly parked, the Cockpit Crew shut down the engines and Handling Staff Operators
start performing their activities. When the anti-collision beacon has been turned off, the Handling Staff
Operators proceed to place chocks at the front and back wheels (usually on the nose landing gear) and
cones at the wingtips. This activity demarks safety zones and points around the aircraft for Handling Staff
Operators as warnings. In parallel, another Handling Staff Operator connects the GPU/400Hz to supply the
aircraft with electric power for operating cargo doors and other subsystems needed for the turnaround
operation.
146
7.4.1.3 Positioning of Actors and GSEs

The positioning of the different actors and supporting GSEs vary depending on the aircraft type, services
4
demanded and Airline Operations Manual .
The following graphic depicts the aircraft positioning in the stand and the corresponding GSEs location:
2
1
3
16
5
7
10
15
11
12
13
14
Figure 68 Aircraft Turnaround GSEs positioning
The figure above is extracted from the CPN modelling in chapter 10: Annex. It is a layout of GSEs and
aircraft respective positions. The original figure has been obtained from the Airbus 320 AIRCRAFT
CHARACTERISTICS AIRPORT AND MAINTENANCE PLANNING document, together with the next table in
which the meaning of the symbols used is described:
It is understood that the Airline Operations Manual fulfil with all safety provisions affecting the turnaround
operation.
147
Table 21 Ground Support Equipment acronyms
7.4.1.4 Sequence of Turnaround Processes

The next process description focuses on the main activities performed directly to the aircraft. Other subprocesses that may have longer preparation activities prior or post the scope of this operation are not
reflected. Some of the sub-processes can be performed simultaneously while others are sequential and
require close coordination with other sub-processes to ensure time efficiency. The following list describes the
processes in the turnaround following a temporal sequence. The turnaround critical path is identified as well,
by adding and asterisk in the name of the sub-process. This critical path can vary depending on the
assumptions made for the description. The numbers initiating the paragraphs denote their order in the
sequence of processes. Sub-processes with the same numeration indicate they can be done simultaneously.
The next chapter includes a Flow Diagram depicting the critical path.
* Passenger deplaning: This process starts when the Handling Staff operator connects the passenger
boarding bridge (PBB) to the front door located on the aircraft left hand side. Once the air bridge is correctly
positioned and docked, the Handling Staff Operator coordinates with the Cabin Crew that aircraft doors can
be open and passengers can deplane.
Waste and potable water exchange: The Toilet servicing and potable water refill can be done at any time
during turnaround and before passengers boarding process by a Handling Staff Operator.
Baggage/Cargo Unload processes: This process starts when the baggage/cargo Handling Staff Operator
opens the hold doors of the aircraft. The unloading process requires different methods and equipment
according to the type of aircraft. The baggage/cargo Handling Staff Operators ensure that baggage belt
loaders/lifters and cargo cart/dollies are available at stand and that baggage/freight Handling Staff Operators
have the unload instructions.
For bulk loaded aircrafts, the Handling Staff Operator starts unloading with the help of belt loaders. He
starting with the priority luggage, which has to be delivered to the arrival luggage belt in the first place, then
continues with the rest of the baggage and finally with freight. For the transportation of bulk baggage/ freight
from the stand to the terminal building, the Handling Staff Operator uses baggage/cargo carts.
If the baggage or cargo is stored in containers or pallets, the Handling Staff Operator uses high loaders for
the unloading and cargo dollies for the transportation of cargo/baggage between the aircraft and the
passenger/cargo terminal.
* Catering services: Comprise the removal of the empty galleys and the replacement of those with the new
ones, this process can start once the passengers are off the aircraft. The Catering Handling Operator locates
the catering truck first at the front door and afterwards at the back door, both times on the aircraft right hand
side and provides the catering supplies as specified by the airline.
* Cleaning services: It can start at the same time as the catering service, and use the time available before
passengers start boarding. An optimum number of Handling Staff Operator has to be arranged, depending
148
on the aircraft type with regard to the service level agreement of the airline. The Passenger Boarding
process starts once the catering and cleaning services are finished.
Refuelling: This process normally starts once passengers are out of the aircraft but it also can start with
passengers on board, prior notification to the Fire Service. The fuel can be provided either by a fuel truck or
via a hydrant fuelling system, which is located on each parking stand. The Fuel Service Provider has the
flight schedules to serve the aircraft; nevertheless, the Handling Staff Agent has the responsibility for calling
the fuel service on time and informs them about any changes in the schedule in case they were not
informed. When the refuelling takes place via hydrant system, the Fuel Service Provider Staff Operator
connects the hydrant cart into the central pipeline network and pumps fuel from the airport fuel storage into
the aircrafts tanks.
The baggage/cargo load process: Bulk baggage/cargo (without containers) requires belt loaders for
loading the aircraft and baggage carts for its transportation between the aircraft and the terminal. Baggage
carts require a tow tractor, which is used also for carrying other equipment that cannot move itself (air
starters, mobile air-conditioning unit, etc.). On the other hand, baggage/cargo stored in containers or pallets
(UDLs) require high loaders for loading as well cargo dollies for transportation. Once baggage/cargo
dollies/carts arrive at stand the baggage/cargo Handling Staff Operator confirms reception of the
baggage/cargo and proceeds to loading the hold according to Cabin Crew instructions.
The baggage/cargo Handling Staff Operator updates the Loading Information Report (LIR) while loading.
Any changes in the LIR due to last minute changes must be immediately reported.
If there is a missing passenger, the baggage Handling Staff Operator has to search the bag and take it out of
the aircraft hold.
Any special luggage that needs to be delivered at aircraft door at destination is loaded in the hold located at
the rear of the aircraft.
If any special conditions are required for the loaded freight, such as temperature or pressure, the Cargo
Terminal Agent sends to the Handling Staff Operator a Notice to Captain (NOTOC) with all these
requirements, he checks it, signs it and sends it to the Cockpit Crew.
Once all baggage/cargo is loaded and hold doors are closed the cargo Handling Staff Operator hands over
the LIR to the Flight Dispatcher and he may send changes on it to Load Control. This department updates
the Weight & Balance Sheet including the updated LIR data. The final W&B sheet must be handed in to the
Cockpit Crew, who has to sign it and return a copy to Load Control, or send it via Aircraft Communications
Addressing and Reporting System (ACARS), printed and signed by the Cockpit Crew in order to give the
Load Control a copy. Updated LIR must also be handed over to the Cockpit Crew, including the definitive
information about the baggage/cargo loaded on the aircraft. The cargo Handling Staff Operator also sends
the updated Weight & Balance Sheet to the arrival airport by Load Distribution Message (LDM) or Container
and Pallet Distribution Message (CPM), which includes the definitive information for unloading.
* Passenger boarding: Passengers can start boarding as soon as the Cleaning Service has completed its
operation. The Passenger Handling Agent ensures that PRMs (Persons with Reduced Mobility) and
unaccompanied minors board at a first place. When there is no air bridge available, the Passenger Handling
Agent ensures that an ambulift is available for PRMs. On completion of passengers boarding Cabin Crew
starts with the head-counting, the Passenger Handling Agent shall confirm with the Cabin Crew that they are
ready to close doors and depart. The side guards on steps shall be removed and the passenger door closed.
7.4.1.5 Removing Actors and GSEs

Once the side guards on the steps are removed and the passenger door closing is completed, chocks and
connected equipment are removed. For air bridge operations the PBB shall not be retracted until the aircraft
passenger door is closed. In the meantime, dollies/carts, belt loaders, baggage carts, tow tractors; high
loaders and cargo dollies for transportation of ULDs have been removed as soon as they have ended their
loading activities.
7.4.1.6 Aircraft Exiting the Stand

Before engine-start up a Handling Staff Operator proceeds to a final examination of the aircraft to confirm
that:
Surface condition of the apron is adequate to conduct operations.
149
Apron is clear of vehicles, equipment and items that might cause FOD.
Aircraft servicing doors are all closed and secure.
All GSE are disconnected from the aircraft.
Cones are removed.
Chocks are removed.
When the Airport operations provide clearance, the Cockpit Crew will advise the Handling Staff Operator to
start the pushback prior to engine start. This process is carried out by special vehicles called pushback
tractors or tugs. Conventional tugs use a tow bar to connect the tug to the nose landing gear of the aircraft.
The tow bar is fixed laterally at the nose landing gear and connected at the front or the rear of the tractor,
depending on whether the aircraft will be pushed or pulled. When the aircraft is on the taxiway, the tow bar is
removed; the aircraft starts engines and leaves the apron area.
7.4.2
The Turnaround as a Whole part will focus on the processes that the aircraft experiments directly at the
stand. Only the direct interactions/processes performed to the aircraft from the Passengers, Baggage,
Freight and Ramp & GSE sub-processes are taken into account. The specification and analysis of the
interdependencies between turnaround sub-processes will be generated from the flow diagrams provided for
each sub-process, together with physical, time, security and legal restrictions. For that purpose, a
compilation of functional diagrams from these mentioned processes have been made, following a sequential
5
time order :
An enhanced format is presented in a separate annex.
150
Coordinate stands
with Airport
Operations
Transport GSE
equipment/staff to
a/c stand
Handling Staff
Operator
PRECEDENCE
Airport
Operations
Handling Staff
Operator
Out of sequence
External cargo
operator
Visual check to
avoid FOD at
stand and
marshalling
Freight delivered
Prepare docs and

charges for
consignee
Notify freight
storage to
consignee
ULDs breakdown
and freight
storage
Handling Staff
Operator
Marshaller
Position
chokes
Handling Staff
Operator
Connect
GPU
Handling Staff
Operator
Connect
Auxiliary
Units
Handling Staff
Operator
Cabin Crew
Inspections and
Customs control
Handling Staff
Operator
PHA
* Passenger
Deboarding
Waste &
potable water
Baggage/cargo/
mail Unload
Handling Staff
Operator
Handling Staff
Operator
* Catering
Handling Staff
Operator
Handling Staff
Operator
* Cleaning
Cabin Crew
Handling Staff
Operator
Handling Staff
Operator
Handling Staff
Operator
Deliver Priority Baggage Deliver Baggage to claim

to claim area
area
Handling Staff
Operator
Handling Staff
Operator
Deliver Baggage to
transfer area
Deliver Cargo/Mail to
cargo terminal
Cabin Crew
Refuelling
Baggage/cargo/
mail Load
Handling Staff
Operator
Cockpit Crew
Airport
Operations
Airport Fire
Department
Cabin Crew
* Passengers
boarding
PHA
Handling Staff
Operator
Visual
check
Out of sequence
Transport freight
to the Stand
Prepare ULDs
and/or Bulk cargo
Gather AWBs and

NOTOC
Inspection &
Storage
Dissconnect
GSE
Handling Staff
Operator
Handling Staff
Operator
Handling Staff
Operator
Remove
Chokes
Handling Staff
Operator
Start-up
Cockpit Crew
Push back
Receipt cargo
Handling Staff
Operator
SUCESSOR
Cargo at cargo terminal
Figure 69 Turnaround as a whole Process Diagram
The processes are depicted in blue boxes and the actors performing these processes are next to them in red
boxes. Activities at the same level are susceptible to start at the same time or shift among them depending
on the assumptions taken.
The Critical Path of the operation is depicted by a red line. It indicates the processes that are to be done
sequentially and its order cannot be changed.
7.4.3
Process indicators are set of parameters that give information of certain aspects of the operation. There is a
big amount of process indicators that can be built based on the time, quantity of units, or any measurable
item that intervene in the process and that can give status information of a certain aspect.
The key matter of this topic is that only a few process indicators can describe the operation and give relevant
information on efficiency, quality, or any other important aspect.
Two kinds of Processes Indicators can be identified:
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Performance Indicators, that measure agreed aspects by two agents of the operation, for instance, the
Airline and the Handling Company, or the Fuel Service Provider. These Indicators are agreed and
monitored in Service level Agreements or SLAs and its function is to alert about the fulfilment degree of
6
the services contracted.
Operational Indicators, those that measure a certain parameter or combination of parameters of the
operation that gives relevant information of the on-going status. Some Performance Indicators can be
Operational Indicators but the first ones are more related with the efficiency and economical aspects of
the turnaround operation rather than with the purely operational information related, for instance, time
elapsed in boarding process, etcetera.
Ideally, traceability between these two kinds of indicators should be possible by transforming operational
indicator to form a performance indicator, that is to say, the performance indicator must be measurable in
order to be able to modify operational parameters and get improvements in the performance of the
operation.
Performance Indicators usually give information about the economic and quality aspects of the operation.
They are normally formed and monitored during a post-process of the operation to analyse SLAs and any
other aspect of the operation important to the respective stakeholder.
Operational Indicators describe the actual operation and can be usually obtained in real time.
In the following list, some Performance Indicators identified in sub-processes of the Turnaround are
presented sorted by typical performance areas:
Productivity
Worked hours per flight: The main objective is to minimise the number of staff and the hours they
work for a given volume of flights. The numbers of flights are measured in terms of turnarounds,
each turnaround is an arrival and a departure.
Cost of the staff: (excluding management and support functions). To calculate this indicator
handling companies take the total personnel costs (including holiday, sickness...) and divide them by
the total number of worked hours obtaining the personal cost per worked hour.
Airplane utilization: KPI, typically presented in block hours per day. This indicator is calculated by
dividing aircraft block hours by the number of aircraft days assigned to service on airline routes.
Block hours: this is a measure of the total time that aircraft of an airline for a given period of time
(like a year, quarter or month) were in use during that period.
Punctuality: the percentage (%) of the times cargo is prepared for transport (according to the
standard, it must be at the apron at a given time).
Holds usage: airlines unused space in holds, taking the load into account. It measures the capacity
for growth or unused resources;
Freight carried: freight Kg by origin/destination and % of the total payload carried.
Safety
Number of accidents with aircraft per 1000 turnarounds: Currently, the average is of 0.15
accidents per 1000 flights, which means that in an airport with 100,000 turnarounds will have about
15 accidents, ranging from scratch to mayor accidents.
The service level agreements (SLA) signed between the airport company and the ground handling
companies or between the airline and the ground handler allows evaluating the level of service provided in
ramp operations. Through the SLAs all parties jointly agree the performance areas that need to be monitored
and have a concrete description of the performance targets. The indicators within the defined performance
areas allow identifying any shortcomings and actions to assure agreed performance levels.
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Quality : Processes compliance (Service Level Agreements - SLAs)
On time performance: Provides information about the % of flights that depart on time. This
indicator is calculated as the total number of flights which leaves the stand with a delay of 15 minutes
after scheduled time of arrival (disregarding any flights with late arrival delay code 93). Ground
handlers measure this indicator as the % of flights that depart on time .
Baggage delivery: This performance indicator measures the delivery times of the first and last bag
after on-blocks on the arrival belt for the passenger. Those delivery times depend on the distances
between airport facilities and aircraft location.
Shipping errors: % of cases in which the amount of load received is different from what was
planned according to the LIR.
Poorly prepared Load: % of badly made pallets that arent allowed to be stowed in the aircraft.
Reliability of data sent to Load Control: Kg % of variations between the data sent to Handling
Staff Operator (and therefore included in the LIR) and what is really sent in the plane;
The quality measurements are based on service level agreements.
153
7.5

Ground
Handling
Cockpit
Crew
Cabin
Crew
Airport
ATC
Drive GSE to
Stand/Gate
Position
Chocks
Turn-off beacon light
Connect,
Locate and
Secure GSE
Passenger DeBoarding
Start de- Boarding
Baggage/
Cargo Unload
Cleaning
Sevice
Last passenger deboard
Catering
Sevice
Catering Checks
and information
Refuelling
Quantity of fuel
Boarding Starts
Passenger
Boarding
Boarding Finishes
Baggage/
Cargo Load
Final Load Sheet

figures
Copy of Signed
Loadsheet
Remove GSE
Completion of ramp
operations
N of passengers
on board
Remove
Chocks
Start-Up request
Turn-on beacon light

Start-Up
Clearance
Push-Back request
Push-Back
clearance
Push Back
Figure 70 Turnaround Information Flow Diagram
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8 Process Management and Information Tools and Support Systems

8.1
Scope
This section aims to introduce the current process management and information tools affecting the airport
turnaround process.
More concretely, it aims to:
Identify the information flows integrated into the information management systems i.e. what is needed
to run the process and what is provided.
Analyse all the technologies that are currently used to exchange information.
Identify the Information Management Systems in the airport that currently support the informationsharing among the different stakeholders.
Analyse some of the Information Management Products that are currently available in the market and
which support information exchange among the different actors involved.
8.1.1
Context
In the airport environment there are a multitude of systems and technologies that are used to support the
different stakeholders involved during the turn-around process. The systems used depend on many factors
such as: the type of airport, its size, its operations, its country, the type of traffic it has and many more.
There is no single system that manages them all.They are separately managed with different processes
taking place in the same airport environment, leading to independent information management for each
process: landside processes, freight process, GSE, and ramp operations.
Most of the stakeholders in airport processes use information systems and databases to store relevant
information and to assist data processing to achieve more efficient operations and provide all the essential
information. However, some of the processes are not fully automated and require manual support.
Within their own domains and for their own business processes, Airports, Airlines, and Handling Agents use
Information Technology. Often, technology is used for information sharing, though it can also be used for
planning and optimization of the stakeholders own business processes. The great variety and difference of
systems among stakeholders stresses the need for interoperability in order to guarantee that the whole
system works in an efficient and consistent way.
Additionally, all the stakeholders may use their own resource management systems and resource
optimization systems. The different criteria used for each stakeholder may lead to solutions incoherent with
the rest of the stakeholders needs, leading to inefficiencies. In order to fill this gap, the Airport-CDM concept
arose, aiming to improve the overall efficiency of operations at an airport through collaborative planning and
information sharing among stakeholders, with particular focus on the aircraft turn-round and pre-departure
sequencing processes.
8.2
Information exchange elements
The information exchange elements for each individual process were previously analysed in sections 3, 4, 5,
and 6. These are shown next:
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Origin
Destination
Information
Airport
Operations
Ground handlers
Airport resource allocation during daily

operations:
Ground Handlers
Airport Operations
Mode
Stand/gate allocation for inbound and

outbound flights
Baggage belts for inbound flights
Time estimates
outbound flights
for
inbound
Actual and estimated departure times

Actual and estimated arrival times
Airline Operations
Ground Handlers
SITA/TELEX
and
SITA/TELEX
Airline Schedule
Aircraft technical data
MVT message
LDM message
CPM message
PSM message
Fuelling data
Flight plan data
SITA
Ground Handlers
Airline Operations
Loading data
Catering data
Passengers data
Flight plan data
MVT messages
LDM message
Fuel message
CPM message
Load message
Delay messages (EOBT updates)
SITA
Airline
Crew
Cockpit
Ground Handler
MVT messages
Time estimations
Boarding data
Fuel information
Radio
Request for Push-back after clearance
Telex or Paper
156
Origin
Destination
Information
Mode
Ground Handler
Airline
Crew
Fuel information
Radio
Final load figures
Telex or Paper
Cockpit
Finalization of ramp operations

Airline
Crew
Cabin
Ground Handler
Start and end of passenger deplaning
Paper or telex

Start of passenger boarding
Ground Handler
Airline
Crew
Cockpit
Airline
Crew
Cabin
Endof passenger boarding
Paper or telex
Airport ATC
Request Start Up clearance
Radio
Request Push-back Clearance
Airport ATC
Cockpit Crew
Start Up clearance
Radio
Push-back clearance
Cabin Crew
Cockpit Crew
Number of passengers on board
Paper
Table 22 List of information exchange elements in the ramp process
Origin
Destination
Message
Mode
Airline
Cargo
Staff
Available Space in airplane for cargo
Telex,
paper
Cargo
Staff
Terminal
Handling
Operator
Cargo
Staff
Staff
Terminal
Handling
Operator
Cargo
Staff
External
Operator
Terminal

Staff
Cargo/Mail information
screen
or
Telex or MER
Prepared NOTOC
Terminal
Cargo
Loading Information Report (LIR)
Telex or paper
Telex
Table 23 List of information exchange elements in the Freight process
8.3
8.3.1
Current Technologies used

Mechanism to exchange information
This section describes some of the typical ways of interchanging information between processes (systems)
at an airport or in any environment requiring the integration of processes. The analysis is made from a dual
point of view: from the communication model and from the messaging model point of view.
8.3.1.1 Communication model

There are three main models over which the communication between processes or systems can be made:
multicast, unicast and inter-process communication. In the following subsections are explained in detail each
one of these models, also giving details about the pros and cons for each model.
157
8.3.1.1.1
Multicast
This communication model sends the same data packet from a transmitter to several receivers. This is the
most efficient strategy, since it sends messages through each network link just once, creating copies at the
output links of the receivers. In this way, packets are not duplicated in each receiver, which allows routers to
process only one set of packet data.
The packet can be sent to a whole receiver group simultaneously and it is received at the same time. This is
possible since only one packet has to be sent. This is also useful with, for example, software updates, which
need to be synchronized across all destinations.
Multicast clients only receive the packets if they connect via the specific multicast group address providing
the access rights. Routers in a multicast network know which sub-networks have active clients for each
multicast group and try to minimise packet transmission, limiting it to the part of the network in which these
kinds of clients are not active. These multicast groups do not have physical or geographical boundaries and
the receivers can be located at any point on the network or Internet.
Given that data is exchanged one-way, multicast communication relationships are necessary (one per
member) to achieve bidirectional exchange. Although the data flow is in one direction in unidirectional
communication, the data control (acknowledgment of receipt) required by the transmitter to know that the
data is received correctly can be transmitted in reverse direction without the need for additional multicast
communication.
Multicast is based on UDP (User Datagram Protocol) so it has several advantages which are discussed
below.
Server
Message
Message
Message
Message
Message
Figure 71 Communication Model: Multicast
Advantages:
Less network congestion: The need to send only one message to multiple receivers alleviates the
server output load (low data volume) and network traffic, and so creates important savings in bandwidth
and resource optimization because only a low processing capacity is necessary. As well, the need to
involve intermediate and final systems to carry out the communication is minimized.
Easier addressing: A transmitter does not need to know the identity of every receiver because only the
intermediate routers which are closer to the receivers know which hosts are members of a fixed multicast
group. As well, the transmitters do not monitor the multicast group unless all information is distributed
through multicast routers.
158
High scalability: The packets are sent only once for each network link. This makes it possible to
implement distributed applications.
Output optimization: The redundant traffic is deleted, since few data copies have to be forwarded and
processed.
Disadvantages:
Low reliability: The implementation of this model on a large scale may be affected by the presence of
additional points of failure due to loss of packets, data corruption or service refusal attacks. Therefore,
multicast applications should be designed bearing this in mind.
Potential additional costs: Additional forwarding mechanisms are required, as well as routing protocols
for forwarding multicast traffic efficiently.
The intermediate systems involved in the communication must be able to copy the sent data since it is
possible that it has to be forwarded to multiple output interfaces.
High complexity: Multicast works only with UDP, which does not have either mechanisms for
congestion control or a reliable process of packet delivery. Due to this, it requires feedback and
coordination among different routers. Moreover, it is usually used for the sending of data streams which
require higher bandwidth and, even more seriously, for performing service refusal attacks taking
advantage of the security holes that exist in UDP. As a result of this latter aspect, many company
firewalls block UPD traffic. This complexity is not presented in the sending of the data, but rather in the
management of the communication. Furthermore, multicast applications should try as much as possible
to detect and avoid the conditions which generate network congestion.
Delivery out of sequence: Network topology changes affect the order of packet delivery.
8.3.1.1.2
Unicast
This communications model is based on sending data packets from a single transmitter to a single receiver
(point to point) and it works using TCP protocol.
Data is exchanged one-way, so two unicast communications are used to achieve bidirectional exchange.
Although data flow is in a single direction in this one-way communication, the data control (acknowledgment
of receipt) required for the transmitter to know that the data was received correctly can be transmitted in the
reverse direction without need of additional unicast communication.
A multicast model can be emulated from a unicast model if point to point communication is fitted out from the
transmitter to each receiver in the implementation environment, through the delivery of replicated packets to
each of them. In other words multiple data copies are made, one for each receiver. The transmitter is able to
send only to one receiver at a time because the destination address of packets is different for each of them.
This option is only feasible when there are few receivers
159
Server
Message to client 1
Message to client 2
Message
Message to client 3
Message to client 4
Message
Client 1
Message
Client 2
Message
Client 3
Client 4
Figure 72 Communication Model: Unicast
Advantages:
High reliability: This is a result of the correct distribution of all transmitted packets to each unique
receiver, guaranteeing that there are no duplicates and the sequence of these packets is correct, and
that they have been received successfully using acknowledgment of receipt. All this is true as long as
there are no problems in the communications.
Transmission: Unicast transmission is supported for all LAN network and Internet; moreover, the
majority of users are familiar with standard unicast applications which use TCP as a transmission
protocol.
Disadvantages:
High network congestion: Since it is a point to point connection, its use with several receivers requires
the creation of an independent connection for each one, so the network becomes overloaded. This load
increases in accordance with the number of consignees involved.
Low scalability because this model is not feasible with a more extensive number of receivers. This
makes it impossible to implement distributed applications due to the increase in the demand and the use
of resources that is involved (traffic level and clients increase at a 1:1 rate).
Misuse of network resources: It is produced at bandwidth level and processing output level of
transmitters and intermediate systems because data has to be received and transmitted several times in
systems where there are receivers. Moreover, there is an increase in resource use, due to the fact that
the transmitter has to maintain several communications at the same time.
Time-delayed transmission: Data is transmitted with variable delay times among several receivers,
since the packets are sent to each receiver successively. This can generate synchronization problems in
systems where it is necessary that all receivers have the same information at the same time.
Identification: Transmitter needs to know the identity of receivers to which it must send data packets.
8.3.1.1.3
Inter-Process Communication Protocol (IPC)
In cases when cooperating processes need to exchange information, as well as synchronize with each other
in order to perform their collective task, this kind of communication model makes sense. Under this model,
160
the processes communicate efficiently with each other across address space boundaries to exchange
messages and data. This communication can take place in different ways and can use different
communication technologies, but must ultimately meet the overall system needs and user requirements. The
Inter Process Communication (IPC) is the umbrella for various types of communication techniques, some of
which are focused on different functional ranges such as:
Performance,
Fail safety,
Expandability,
Distribution capability,
Scalability.
Also, the following criteria have some major impact on the adequate technique:
Location of the communication partners (Same machine, memory, files system...),
Communication limitation in terms of read/write only restrictions,
Synchronized/on-synchronized communication,
Logical Connection (e.g. point to point,parent2child...).
In general, IPC mechanisms are used to support distributed processing and allow bidirectional
communication at process level. Such mechanisms can range from applications that split processing on the
same machine up to distributed applications on different computers sharing information over a network.
Therefore, the split portions depend on the system architecture and the design of the system itself. The two
major modes in IPC communication are:
Processes that share the same computer.
Processes that reside on different computers.
The first case is easier to implement because processes are able to either share memory in the user space
or in the system space. This is equally true for single processors and multiprocessors.
In the second case the computers do not share physical memory, they are connected via I/O de-vices (for
instance, serial communication or Ethernet). Therefore the processes residing in different computers cannot
use memory as a means for communication.
The table below lists the most common types of IPC.
IPC
Description
Location
Shared Memory
Information is shared by reading and writing

from a common segment of memory.
Local/Single computer
Pipe
Data is transferred between two processes

using dedicated descriptor handles. A
speciality in communication only used for
parent and child processes
Named Pipe
Data is exchanged between processes via

dedicated descriptor handles. In comparison
to pipes communication can occur between
any two peer processes on the same host.
Signal
It is handled like an interruption and notifies

the application to a specific condition.
File
Data is written to and read from a file.

Different numbers of processes can access
161
IPC
Description
Location
and interoperate.
A socket function is similar to a Named Pipe
but it is able of spanning hosts. It can use the
IPv4 and IPv6 protocols, respectively, and
accepts remote connections
Socket
Single/Multiple
computer
Table 24 Common types of Inter-Process Communication Protocol (IPC)
As mentioned above, each technique suits a particular need. Assuming that coordination between multiple
processes is roughly equally intricate, each approach has advantages and disadvantages. The most suitable
method depends on the rate and volume of data exchange needed as well as other considerations.
8.3.1.2 Messaging model

This section explains two paradigms from a message model point of view: the request reply and the
publish/subscribe models.
8.3.1.2.1
Request/Response messaging
The messaging model is based on a programme that is constantly asking another one for new information
which could have arrived since the previous time the question was asked. In this way, a petitioner sends a
request message to the receiver system, which is responsible for receiving and processing the request and
which finally returns a response. In this model, the petitioner sends a single block of data, which remains
blocked while it awaits receiver response and before another one is sent.
For reasons of simplicity, this model is usually implemented in a purely synchronized way, likewise through
calls to web services via HTTP where an open connection is maintained and the service waits until response
is delivered or the waiting period expires. However, it can also be implemented in an asynchronous way, with
a response that is given back later, and this option is not well known. In this second case, the messages
protocol should be considered to be synchronic.
It is used in applications which require the services of another peer application (sending a request and
waiting to receive the correct response)i.e. when the transmitter needs a response in order to continue or
when there exists an interactive communication.
Server
Request
Blocked Status
Response
Request
Blocked Status
Response
Figure 73 Messaging Model: Request/Reply Messaging
162
Advantages:
A model that is easy to use and simple to implement and understand.
Offers a reliable communication channel.
It is able to handle error situations.
It is good at processing deals.
It has knowledge of the response received as a consequence of a request; this response sometimes can
come with errors.
It obtains a higher level of parallelism more easily, because it does not depend on a single channel to
publish messages.
Disadvantages:
It can require high bandwidth use, since the client has to be constantly requesting for new data,
generating a processing cost that is unnecessary, since the majority of cases do not deliver new
information.
It wastes resources due to an unnecessary saturation of servers, network and clients; so it prevents
scalability into a large scale system, also producing a total collapse of the network or the server itself.
When a new piece of information is sent to a client programme, it may be obsolete or incorrect by the
time it has passed between polling cycles.
Strong coupling among the parts involved: clients and servers. A client needs the address server which
processes the request to be explicitly stated. The server must be ready to process it and the client is
blocked until it receives the response. In this way, the client is aware of the destinations of requests
through the references to them.
Performs badly in applications with limited processing and bandwidth capabilities. Moreover, it leads to
non-scalable implementations which provide imprecise or incomplete data, and in applications based on
information in which data supplied from one service depends on data provided by others.
Inefficient and expensive model in many environments.
It blocks the sender until the receiver finishes the processing, causing very restrictive communications in
some cases (e.g. distributed applications).
The network has to be available to execute message exchange.
It supports only unicast communication (one to one) requiring both client and server to be available and
active.
8.3.1.2.2
Publish/Subscribe messaging
This messaging model is based on the roles of subscribers and publishers. Specifically, registered
subscribers receive notifications/publications of modifications to fixed data that concern them, and the
publishers send new and subscriber-specific information based on specific criteria.
Message publishers are not programmed to send their messages to specific subscribers, but their published
messages are characterized by types or subjects, without knowledge of the number of subscribers. These
subscribers specify their interest in one or more subjects and receive the concerning messages until they
cancel the subscription. In this way, many publishers can send messages to a single subject, and all
subscribers to this subject can receive these messages, receiving a part of the total messages that are
published.
The system uses an asynchronous messaging protocol where publishers are uncoupled from all subscribers
and they do not need to be aware of subscribers existence. Each one can continue working normally without
bearing in mind the other, without having to be available at the same time. In this way, both publishers and
subscribers remain anonymous entities.
163
Middleware
Publish to Topic 1
Publish to Topic 2
Subscribe Topic 1
Recv mess Topic 1
SUBSCRIBER
Publish to Topic 3
Subscribe Topic 2
PUBLISHER
SUBSCRIBER
Recv mess Topic 2
Publish to Topic n
Figure 74 Messaging Model: Publish/Subscribe Messaging
Advantages:
Channel optimization: The bandwidth requirements are reduced, since the client does not constantly
requestthe server if there is new data or if the expected event has occurred, but rather it is the server
that informs all clients which have been subscribed to it when the event has been produced and
therefore there is less network overloading.
The server only sends data which has been changed to a specific number of clients who have
subscribed to receive the changes in this data. Moreover, the sender is not blocked.
Improved security: The communication infrastructure transports the published messages only to the
applications that have subscribed to the corresponding topic. Specific applications can exchange
messages directly, excluding other applications from the message exchange.
Data is not delayed as a result of polling cycles.
A more effective data-distribution model which expands and optimizes the communication channel.
Publishers are uncoupled from subscribers: this allows a higher scalability in environments with
smaller installations where update notifications must be sent to a greater number of clients and in a more
dynamic network topology. Thus, subscribers or publishers can be added, moved or removed without
affecting the system.
Reduces the development, deployment and maintenance effort while achieving a good output in
applications with complex data flow because the sending control is centralized and so any change in the
model is performed only once.
Higher flexibility, since it allows developers to incorporate new data models and application
characteristics, as well as to implement complex schemas of many distribution more easily (e.g. different
publishers can offer the same subject, allowing subscribers to obtain the information from multiple
sources).
164
Works well on desktop applications, Internet applications and complex distributed applications; in
general in systems where message exchange is frequent. As well, it can manage applications which add
and remove nodes and data streams dynamically.
Lower demand on communication mechanisms.
There is no need for the network to be continuously available, given the fact that messages can be
queued.
WAN environments require a higher flexibility and uncoupling in the communications.
The current information is always available, in other words, a client does not have out dated information
(if he does not have any queued messages) since the server does not store new information but rather
informs of current data as soon as it is updated.
Disadvantages:
This model is not optimal in systems which require a guarantee that messages are always delivered, or
in systems whose publisher needs to be informed if the delivery cannot be confirmed, since this model
does not have reception control options. There is not usually any way of providing this guarantee since
these systems simply try to send messages for a period of time before they give up and stop their
attempts.
The publisher assumes that a subscriber is listening, even if it is not so, because the publisher has no
way of knowing if it is true. As well, subscribers never know if an event that they have subscribed to will
be launched.
The bandwidth required by each subscriber can be different (even for the same publication).
Security problems exist, because a subscriber could receive data he is not authorized to, since a nonauthorized publisher could introduce incorrect or damaging messages in the system, especially systems with
multicast or broadcast messages, this is possible whenever the intrusive agent knows how the messages are
sent.
8.3.2
Channels to exchange information
8.3.2.1 Introduction
This section describes all the channels that are currently available for the exchange of information in an
airport environment used for the Turn-around process.
The new concepts, processes and systems developed in the frame of INTERACTION project will rely on the
channels described in this section. The use of existing base communication channels and technologies
seems to be a reasonable assumption in the context of the project as the development of communication
channels is out of the scope of the project.
The section organizes the identified channels based on the nature of the communication:
Aeronautic communications: for communications between
Ground-to-Ground communications: for communications between ground partners involved in the

handling process: between handling agents, the airport, Air Traffic control, CFMU...
Air-to-Ground communications: for communications where one of the systems involved in the
communication is onboard an airplane and the other one is a ground partner.
Passenger communications: for communications between ground partners and passengers.
The different types of aircraft communication systems can be split into 3 subgroups depending on the
bodiesinvolved, the safety of the system and the purpose of each communication:
Air Traffic Control (ATC): refers to the communication established between the Air Traffic Control
Institutions and the aircraft to secure the safety and the mobility of aircraft by providing ground navigation
or advice, information about aircraft and the airport weather conditions.
165
Aeronautical Operational Control (AOC): refers to the communication exchanges that the airport and
airline operational control departments perform in order to exchange information related to the status of
the turn-around.
Aeronautical Administrative Communications (AAC): a communication exchange that the airline

companies use for determining aircraft position to secure the navigation of their proprietary aircrafts, to
establish cabin provisioning and other company related non-safety communications.
Aeronautical Passenger Communication (APC): are the communications exchanges between the
airline and the passengers used for keeping the passenger informed of the status of their bookings.
Communication channels listed here may also be classified by distinguishing between data oriented
channels (such as internet messages) and voice oriented channels (such as telephone calls).
8.3.2.2 Ground - Ground communications

8.3.2.2.1
Data oriented channels
8.3.2.2.1.1
IP based data networks
The IP layer abstraction implies a great advantage as it normalizes the communication protocol and
decouples the application layer from the physical implementation. A system designed to work over an IP
network is able to work on any channels with a proper IP stack, without requiring any modification other than
the use of the correct drivers. The Internet itself is an IP based data network, and as such, any IP based
system can potentially connect with other systems via the Internet, by properly configuring the network it
runs on.
IP data networks can be deployed on top of combinations of the following technologies:
Wired:
Ethernet wired network
Twisted pair
Fiber optic
Wireless:
WiFi
Data mobile networks:
4G - LTE, WiMax, LTE Advanced,
3G - CDMA, UMTS
2G - GPRS, EDGE
Satellite based
Advantages
Disadvantages
Wired
WiFi
Data mobile
Private network
High performance
Private network
Low cost
Uses available resources
Radio interferences
Cost of deploying and
maintenance
Operator depending
Shared network
Radio interferences
Low performance
Cost
of
wiring
maintenance
and
Table 25 Comparison of the different types of IP based data networks
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8.3.2.2.1.1.1 Ethernet
Ethernet is a computer networking technology for LANs (Local Area Networks). Ethernet was commercially
introduced in the eighties and is a well-known technology. Nowadays, data rates can achieve 1Gb/s using
twisted pair and 100Gb/s using Fiber Optic. The maximum length of the twisted cables is limited to 100m due
to attenuation. Fiber Optic can operate over tens of kilometres without noticeable attenuation.
This network is used in the turnaround process for all communications between fixed computers involved
such as, for instance, the communications between the Passenger Handling Agents.
8.3.2.2.1.1.2 WiFi
WiFi or WLAN (Wireless Local Area Network) based on IEEE 802.11. WLAN can work in different frequency
bands: 2.4, 3.6, 5 and 60 GHz where the most common are 2.4 and 5 GHz. The first release of the standard
IEEE 802.11 was released in 1997. Today there are several revisions of this standard:
802.11a: 5 and 3.7 GHz band, 20 MHz bandwidth and 54 Mbps as maximum rate.
802.11b: 2.4 GHz band, 20 MHz bandwidth and 11 Mbps as maximum rate.
802.11g: 2.4 GHz band, 20 MHz bandwidth and 54 Mbps as maximum rate.
802.11n: 2.4 and 5 GHz bands, 20 or 40 MHz bandwidth and 72.2 and 150 Mbps as maximum rate
respectively.
802.11ac: 5 GHz band, 20, 40, 80 or 160 MHz bandwidth and 87.6, 200, 433.3 and 866.7 Mbps as
maximum rate respectively.
8.3.2.2.1.1.3 Data Mobile Networks

Mobile networks have evolved over the years, being categorized in several generations starting at 1G (first
generation), the first analogue cellular networks. 2G started with the introduction of the digital cellular
networks in the 1990s, and the first data protocols appeared in this generation and are known as 2.5G. This
protocol called GPRS implements a packet-switched domain in addition to the circuit-switched domain. It
provides data rates from 56 Kbps up to 115 Kbps. 3G was born in 2001 with the UMTS system and started
providing 200 Kbps, but nowadays can reach up to 22 Mbps with HSPA+. The latest generation, known as
4G, is still in deployment. The main difference with the previous generation is that it is IP based and
everything runs on the Internet,including the phone calls. The maximum throughput rates provided by LTE
(Long Term Evolution) system reach around 100 Mbps.
8.3.2.2.1.2
IATA Type B Message communications
Type B is a store-and-forward messaging standard used by the Air Transport industry (not just the airlines)
that supports worldwide operational applications, database services, and interpersonal communications. As
with all store-and-forward services, Type B communications are often one-way. Delivery is carried out
according to a four-level system of priority codes which range from immediate to deferred delivery.
Type B provides a multi-address delivery system with guaranteed end-to-end message security. The
8
addressing system is based on the ATA/IATA 7-character address code and messages contain up to 32
destination addresses at the same time. There is also a facility for defining group addresses. This means
that one address is used as the network destination and messages sent to that address are then
automatically distributed to other terminals defined as part of that group.
Today, Type B is considered a centralized automated store-and-forward system with little manual interaction.
High volume switching machines take the place of manual operators.
A large percentage of todays Type B messaging services are used by airlines and many related businesses,
including Customer Reservation Systems (CRS), Global Distribution Systems (GDS), cargo carriers, ground
handlers, airport authorities and aerospace companies.
IATA Teletype messages have a 7 character address consisting of the Origin IATA Code = AAA, a function
indicator = BB, and the airline designator CC: ATHFFLH would be the Cargo Office (FF) of Lufthansa (LH) in
Athens (ATH)
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There are several suppliers offering global switched Type B messaging services, including ARINC, SITA,
AMADEUS, etc.
8.3.2.2.2
Voice oriented channels
Telephone line
Mobile networks (GSM)
Walkie-talkies
Radio Broadcasting
Satellite network
VoIP:
Wireless network
Wired network
8.3.2.2.2.1
Telephone line
Regular phone calls over twisted pair.

8.3.2.2.2.2
Mobile networks
Voice communications over a mobile network can be handled as voice directly (GSM) or under an IP
network as regular data.
8.3.2.2.2.3
Walkie-talkies
Formally known as handheld transceiver, walkie-talkies are hand-held, portable, two-way radio transceivers.
This technology was developed during the Second World War. Major characteristics include a half-duplex
channel (only one can transmit at a time) and a PTT (Push To Talk) switch that starts the transmission.
Nowadays walkie-talkies are widely used in any setting where portable radio communications are necessary,
including business, public safety, military, outdoor recreationIn the turnaround process it remains as an
important method of communication between the different handling staff.
8.3.2.2.2.4
Radio broadcasting
Radio broadcasting is a one-way wireless transmission over radio waves intended to reach a wide audience.
Audio broadcasting can be carried out via cable radio, local wire, television networks, satellite radio, and
internet radio via streaming media on the Internet.
8.3.2.3 Air-to-ground communications

Air-to-ground communications are the means by which people on the ground and those in airplanes are able
to communicate with each other(not only during flight execution but also during the turnaround process).
Originally this task was carried out by ground controls using visual aids, which provided signals to pilots in
the air without any ability for them to answer. Over time, the development of on-board portable radios offered
pilots the ability to communicate back to the ground and, today, air-to-ground communication relies on the
use of many different systems and protocols.
This communication can be achieved by the use of communication systems such as: VHF airband, other
radio frequency bands, Satellite Communications, ACARS and ATN.
A brief description of these communication systems is presented below, together with some other systems
not mentioned above.
8.3.2.3.1
VHF Airband
Very high frequency (VHF) is the range of radio frequency electromagnetic waves from 30 MHz to 300 MHz
with corresponding wavelengths of one to ten metres. Frequencies immediately below VHF are denoted as
high frequency (HF), and the frequencies immediately above VHF are known as ultra-high frequency (UHF).
168
Airband or aircraft band is the name for a group of frequencies in the VHF radio spectrum allocated to
radio communication in civil aviation. Different sections of the band are used for radio-navigational aids and
air traffic control.
The VHF airband uses the frequencies between 108 and 137 MHz. These frequencies are used for different
purposes:
Navigation Aids: The lowest 10 MHz of the band, from 108 to 117.95 MHz, is split into 200 narrow-band
channels of 50 kHz. These are reserved for navigation aids such as VOR beacons, and precision
approach systems such as ILS localizers.
Voice transmissions: Most countries divide the upper 19 MHz into 760 channels for amplitude
modulation voice transmissions, on frequencies from 118 to 136.975 MHz, in steps of 25 KHz which are
9
progressively being reduced to 8.33 KHz to all Flight Levels .
8.3.2.3.2
Other Radio Frequency Bands
Aeronautical voice communications are also conducted in other radio frequency bands, including high
frequency voice in the North Atlantic and remote areas. Military aircraft also use a dedicated UHF-AM band
from 225.0399.95 MHz for air-to-air and air-to-ground, including air traffic control communication. This band
has a designated emergency and guard channel of 243.0 MHz.
In addition, some types of navaids, such as Non-directional beacons (NDBs) and Distance Measuring
Equipment (DME), do not operate on the VHF Airband frequencies. In the case of NDBs the Low frequency
and Medium frequency bands are used between 190415 kHz and 510535 kHz. The ILS glide path
operates in the UHF frequency range of 329.3335.0 MHz, and DME also uses UHF from 9621150 MHz.
8.3.2.3.2.1
Satellite Communication Network
A Satellite Communication network, commonly known as SATCOM, is an artificial satellite network that is
used to help telecommunication by reflecting or relaying signals into space and back down to Earth. It is one
of the most powerful forms of radio and can cover far more distance and wider areas than other radios.
This system can provide different services for aircrafts such as voice/fax/data. This data service can include
ACARS, ADS, FAN and ATN communications. Two of the main satellite networks are Inmarsat and Iridium.
8.3.2.3.2.2
ACARS
Aircraft Communications Addressing and Reporting System (ACARS) is a digital datalink system for
transmission of short, relatively simple messages between aircraft and ground stations via radio or satellite.
The protocol was designed by Aeronautical Radio, Incorporated (ARINC) to replace their VHF voice service
and deployed in 1978.
ACARS messages may be of three types:
Air Traffic Control (ATC)
Aeronautical Operational Control (AOC)
Airline Administrative Control (AAC)
Air traffic control messages are used to communicate between the aircraft and air traffic control. These
messages are defined in ARINC Standard 623. Air traffic control messages are used by aircraft crew to
request clearances and by ground controllers to provide those clearances.
Aeronautical operational control and airline administrative control messages are used to communicate
between the aircraft and its base. These messages are either standardized according to ARINC Standard
633 or defined by the users, but in the latter case they must meet at least the guidelines of ARINC Standard
618. Various types of messages are possible, for example, relating to fuel consumption, engine performance
data, aircraft position, in addition to free text.
The reduction of the channel spacing from 25 to 8.33KHz is in Europe achieved over FL195 and is
expected to be complete in 2018 under this Flight Level.
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Over the coming years, ACARS will be superseded by Aeronautical Telecommunication Network (ATN)
protocol for Air Traffic Control communications and by Internet Protocol for airline communications.
8.3.2.3.2.3
ATN
The Aeronautical Telecommunication Network (ATN) is an internetwork architecture that allows

ground/ground, air/ground, and avionic data sub-networks to interoperate by adopting common interface
services and protocols based on the ISO Open Systems Interconnection (OSI) Reference Model.
The ATN has been designed to provide data communications services to Air Traffic Service provider
organizations and Aircraft Operating agencies, over different air-ground sub-networks (VDL-3, VDL-2,
SATCOM, and HF).
8.3.2.3.2.4
FANS
The Future Air Navigation System (FANS) is a concept that was developed by the International Civil Aviation
Organization (ICAO) in partnership with other companies in the air transport industry to allow more aircraft to
safely and efficiently utilize a given volume of airspace.
FANS consist of an avionics system which provides direct data link communication between the pilot and the
Air Traffic Controller (ATC). Via either VHF or SATCOM, FANS can transmit communication messages
including: air traffic control clearances, pilot requests and position reporting.
Today FANS is used primarily in the oceanic regions taking advantage of both satellite communication and
satellite navigation to effectively create a virtual radar environment for safe passage of aircraft. FANS plays a
key role in supporting many of the evolving CNS/ATM (Communication, Navigation, Surveillance / Air Traffic
Management) strategies and mandates.
8.3.2.3.3
Visual Docking Guidance Systems
A stand guidance system is a system which gives information to a pilot attempting to park an aircraft at an
airport stand, usually via visual methods, leading to the term Visual Docking Guidance System (VDGS). The
docking process is considered out of scope of the turnaround process, which is started when the chocks are
placed underneath the airplane.
Additionally, the VDGS can also be used to provide visual information to the pilot. This is mostly used to
provide the pilot with updated information of its assigned Target Off-Block Time (TOBT) which he has to try
to adhere to. This way the pilot can know at any time its planned departure time.
Figure 75 Example of provision of TOBT information in the VDGS
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8.3.2.4 Passenger Communications

8.3.2.4.1
Wi-Fi on Airport
This technology has been previously explained (see section 8.3.2.2.1.1.2). It can be used as a way of
communication with the passengers. The common open Wi-Fi usually takes the user to a specific webpage
where information can be presented to passengers.
8.3.2.4.2
Boards
Static printed signage is the most obvious and traditional visual platform for an airport to communicate with
its customers and is still the most commonly used. Whether it is used for way-finding, location identification
or retail advertising, the static sign still provides the cheapest way of communicating information that
changes infrequently.
With increasing passenger numbers, airports were forced to look for new technologies in order to display
information regarding flight departures and arrivals, and in the 1970s, the split-flap board became the
standard communication platform. The split-flap provided the first communication medium that allowed the
display of real-time information, and became essential within the arrival and departure halls of an airport.
Split-flap boards and other LED technology-based boards capable of displaying text are still commonplace in
many airports. These boards are usually part of an airport Flight Information Display System (FIDS).
8.3.2.4.3
Flight Information Display System
A Flight Information Display System (FIDS) is a computer system used in airports to display flight information
to passengers, in which a computer system controls mechanical or electronic display boards or monitors in
order to display arrivals and departures flight information in real-time.
This system is explained in more detail in the section8.4.1.2.1.
8.3.2.4.4
Public Address System
A public address system (PA) is an electronic sound amplification and distribution system with a microphone,
amplifier and loudspeakers, used to allow a person to address a large audience, for example for
announcements of movements at large and noisy air and rail terminals.
In an airport environment, the PA systems are used for announcing flight arrivals and departures, paging for
passengers in the terminal buildings, for emergency calls and broadcasts, and playing of background music
in public areas.
8.3.2.4.5
Bluetooth
Bluetooth is a wireless technology standard for exchanging data over short distances (using shortwavelength microwave transmissions in the ISM band from 2400-2480 MHz) from fixed and mobile devices,
building Personal Area Networks (PANs).
Bluetooth was originally conceived as a standard wire-replacement protocol primarily designed for low power
consumption, with a short range based on low-cost transceiver microchips in each device. Because the
devices use a radio (broadcast) communications system, they do not have to be in visual line of sight of each
other.
The transmitted data is divided into packets and each packet is transmitted on one of the 79 designated
Bluetooth channels. Each channel has a bandwidth of 1 MHz. The first channel starts at 2402 MHz and
continues up to 2480 MHz in 1 MHz steps.
The following table compares the available Bluetooth power classes:
Class
Maximum Power
Operating Range
Class 1
100mW (20dBm)
100 metres
Class 2
2.5mW (4dBm)
10 metres
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Class
Maximum Power
Operating Range
Class 3
1mW (0dBm)
1 metre
Table 26 Comparison of the different power classes of Bluetooth
Bluetooth-based technology is being adopted in airport terminal buildings to provide passenger tracking
information. Passengers are passively tracked using their Bluetooth-enabled mobile devices, real-time
queuing information is then generated, and accurate queuing times are displayed on the flight information
display screens (FIDS).
8.3.2.4.6
RFID
Radio Frequency Identification is the wireless non-contact use of radiofrequency electromagnetic fields to
transfer data, for the purposes of automatically identifying and tracking tags attached to objects.
The tags contain electronically stored information. Some tags are powered by and read at short ranges, a
few metres, via magnetic fields, and then act as a passive transponder to emit microwaves or UHF radio
waves. Others use a local power source such a battery, and may operate at hundreds of metres. Unlike a
bar code, the tag does not need to be within line of sight of the reader, and may be embedded in the tracking
object.
Figure 76 RFID Tag
Band
Range
120 - 150 kHz (LF)
10 cm
13.56 MHz (HF)
10 cm - 1 m
433 MHz (UHF)
1 - 100 m
865
868
MHz
902 - 928 MHz (North America) UHF
(Europe)
1 - 12 m
2450 - 5800 MHz (microwave)
1-2m
3.1 - 10 GHz (microwave)
to 200 m
Table 27 RFID Frequency bands
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8.3.2.4.7
CIR
CIR (Consumed Infrared) refers to a wide variety of devices employing the infrared electromagnetic
spectrum for a wireless communications. Most commonly found in television remote controls.
The infrared wavelength is around 870 nm and 930-350 nm. A carrier frequency is usually fixed, typically
somewhere between 33 to 40 kHz or 50 to 60 kHz using a ASK modulation (Amplitude Shift Keying) with a
data rate in the range between 120 bps to 4bps.
8.3.2.4.8
QR Code
QR code (Quick Response Code) is the trademark for a type of matrix barcode (a bidimensional barcode). A
barcode is an optically machine-readable label that is attached to an item and that records information
related to that item.
The information encoded by a QR code may be made up of four standardized types of data (numeric,
alphanumeric, byte/binary, kanji) or, through supported extensions, virtually any type of data.
Figure 77 QR Code
A QR code consists of black modules (square dots) arranged in a square grid on a white background, which
can be read by an imaging device (such a camera) and processed using Reed-Solomon error correction until
the image can be appropriately interpreted; data is then extracted from patterns present in both horizontal
and vertical components of the image.
8.3.2.4.9
NFC
Near Field Communication (NFC) is a set of standards for Smartphones and similar devices to establish
radio communication with each other by touching them together or bringing them into proximity, usually no
more than a few inches.
NFC operates at 13.56 MHz on ISO/IEC 18000-3 air interface and at rates ranging from 106 kbit/s to 424
kbit/s. NFC always involves an initiator and a target; the initiator actively generates an RF field that can
power a passive target. Thus, communication is also possible between an NFC device and an unpowered
NFC chip, usually called a tag. NFC tags contain data and are typically read-only, but may be rewriteable.
Tags currently offer between 96 and 4,096 bytes of memory.
NFC standards cover communications protocols and data exchange formats, and are based on existing
radio-frequency identification (RFID) standards including ISO/IEC 14443 and FeliCa. The standards include
ISO/IEC 18092 and those defined by the NFC Forum, which was founded in 2004, and now has more than
160 members.
In late 2013, IATA and the NFC Forum jointly published a reference guide for air travel stakeholders outlining
the potential benefits of adopting NFC technology. The NFC Reference Guide for Air Travel aims to help the
global air travel industry better understand and evaluate the potential benefits, costs, uses and
implementation options associated with the adoption of NFC.
Some potential uses highlighted include:
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NFC use for secure provision, storage and reading of boarding passes on mobile devices
NFC on a mobile device to enable tap-and-go access to elite lounges
Airlines and airports using NFC to provide (and cancel) access to secured areas to staff via their mobile
devices
NFC tags coded and embedded in luggage tags to quickly access baggage information and better track
bags progress
Travellers tapping their NFC-enabled devices to enter a parking garage, pay at exit, or store parking
details for later reference
NFC payment applications for purchases in airport shops and on-board the aircraft
8.4
Current Information Management Systems
This section aims to analyse the current Information Management Systems used by each one of the
stakeholders of the airport: the airport itself, the airline, the ground handler and the cargo agent.
Every airline, airport and handling agent normally decides which systems it needs depending on its market
needs, and usually contracts this to an IT software provider that tailors its own developed system to the user
needs. Normally, not every stakeholder and handling agent will have all the systems described here, but only
the ones they need, and some of them may be combined into a single overall system that performs various
functions at the same time. It is important that these systems are not seen as individual, independent
systems but as interconnected, mutually-dependent systems whose classification has been performed for
functionality and operability purposes.
Please notice that only the information management systems related to the turn-around process are listed
here. Other systems such as the handling customer billing process are considered not to affect directly the
airport turn-around process and are therefore not included here.
The current section is organized as follows:
Airport Information Management Systems
Trans-sectorial systems
Airport Passenger terminal systems
Airport Baggage handling systems
Airline Information Management Systems
Airline planning and management systems
Passenger Service Systems (PSS)
Handling Information Management systems
Cargo Information Management systems
8.4.1
Airport Information Management systems
A list of the Current Airport Information Management Systems follows, divided into Trans-sectorial systems,
passenger terminal systems and baggage handling systems.
8.4.1.1 Airport Trans-sectorial systems

8.4.1.1.1
Airport Operational Data Base (AODB)
The key process within the airport is aircraft management, and the system in charge of managing this aircraft
process is the Airport Operational Database (AODB),which takes care of all phases of the operation and its
related activities.
Aircraft management and the information related to the operations is required by basically every system or
stakeholder, and it is important to ensure coherence in the management of this information across the
airport. AODB serves as the operational processes governor, information manager and repository
174
maintenance, facilitating the data exchange with external systems and centralizing the applicability of
operational improvements.
Airport Operational Database (AODB) is the central database or repository for all operational information
within the airport and provides all flight-related data accurately and efficiently in a real-time environment.
In performing its tasks, the AODB takes account of the different information requirements of the various
users. For example, the System supplies specific information to airport personnel in the various departments,
to airlines, passengers, visitors and authorities operating at the airport, such as customs and police. The
AODB Flight Schedule Processing module enables smooth processing of flight schedules and their
augmentation with all flight-event relevant information.
The AODB supports all scheduling and operative processes, ranging from the automatic transfer of the
Seasonal Flight Schedule data, the generation of Daily Flight Schedules to the processing and provision of
billing data. In fact, different service providers at the airport, such as ground handlers, often link their
planning and information systems to the AODB in order to be able to work on the same data for both longer
term (seasonal information) and real time (resource dispatch).
8.4.1.1.2
Airport Resource Management System (RMS)
The Resource Management System (RMS) is a tool used for assigning and monitoring all the airport
resources and facilities, including check-in counters, boarding gates, baggage claim carousels, apron
stands, Common-Use Self-Service machines (CUSS, the self-check-in machines), and any other resource
managed by the airport. Most of them are used in the execution phase but can also be used for planning the
use of airport resources in advance and making simulations.
RMS is directly connected to the Airport Operational Database (AODB) in order to optimize the use of all
airport resources. It allows the airport facilities utilization to be addressed during periods of irregular flight
operations, to detect resource problems, to avoid conflicts and suggest alternatives, and it also allows the
airport supervisors to concentrate on critical issues reducing routine tasks.
8.4.1.1.3
A-CDM Platform
Airport Collaborative Decision Making is the concept which aims at improving Air Traffic Flow and Capacity
Management (ATFCM) at airports by reducing delays, improving the predictability of events and optimizing
the utilization of resources.
The Airport CDM Platform is a generic term used to describe the means at a CDM Airport of providing
Information Sharing between the Airport CDM Partners in order to achieve common situational awareness
and to improve traffic event predictability. The Airport CDM Platform, together with defined procedures
agreed by the partners, is the means used to reach these aims, and it comprises systems, databases, and
user interfaces integrated in the AODB platform (see 8.4.1.1.1).
Implementation of Airport CDM allows each Airport CDM Partner to optimize its decisions in collaboration
with other Airport CDM Partners, knowing their preferences and constraints and the actual and predicted
situation.
Decision making by the Airport CDM Partners is facilitated by the sharing of accurate and timely information
and by adapted procedures, mechanisms and tools.
The Airport CDM concept is divided into the following elements:
Information Sharing
Milestone Approach
Variable Taxi Time
Pre-departure Sequencing
Adverse Conditions
Collaborative Management of Flight Updates
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8.4.1.2 Airport Passenger terminal systems

8.4.1.2.1
Flight Information Display System (FIDS)
The passenger is the most important customer for the airport and it is fundamental to keep him or her
informed with the right information at the right time. This is the main purpose of an FIDS system, to present
operational information where the passenger needs it.
FIDS system is the interface between the airport and the passenger and an indispensable tool for staff
information exchange and broadcasting as well.
FIDS system provides the possibility to present final airport users, passengers, with operational information,
using template design and operational information in order to present the information using purposely made
screens. Thanks to this information presented on the FIDS system, both from the point of view of the
information presented and from the point of view of the time when this information is being presented,
passengers will be able to know, what their flight status is, and where to go in the airport at any time and with
great accuracy.
The diversity of different places and different graphical devices used to present the information to the
passenger makes customization the main feature to take into account when choosing an FIDS system for an
airport. This system must support passenger information at the different places where the information is
needed by the passengers, such as check-in counters, boarding gates, baggage claim belts and other
places throughout the terminal which enable the display of operational information customized for each place
where such displays are deployed.
Figure 78 Example of FIDS system
The airports FIDS should not be confused with the Airline and Ground Handlers specific Flight Information
System (FIS), which is the interface used by these partners to retrieve the information for their flights from
diverse sources, among them the AODB (see sections 8.4.2.1.1 and 8.4.3.1).
8.4.1.2.2
Common Use Passenger Processing System (CUPPS):
CUPPS is an overhaul of the Common Use Terminal Equipment (CUTE) standard, (IATA Recommended
Practice 1797) with the objective of creating a common, standardized system platform for agent-facing
common-use implementations at airports.
The CUTE standard was designed to enable airlines and handling agents to access their own systems from
workstations and printers shared by all users.
There are a number of different CUTE providers each with their respective platforms and/or implementation
methodologies. The goal of CUPPS is to develop a common system platform that reduces support costsby
allowing the use of a single application by an air carrier, that can run on any CUPPS certified platform. In
addition CUPPS enables integration with other airport systems such as those supporting flight information
display and dynamic signage.
8.4.1.2.3
Passenger Tracking System
Passenger tracking systems are systems that track the passengers throughout the airport, improving the
predictability of the passenger flux information.
176
PTS can be used to monitor passenger fluxes by using counting and tracking systems, such as by scanning
the barcode of the boarding pass of each passenger at the various airport checkpoints, such as security
control, passport control or after purchasing something in an airport shop. Other ways to monitor passengers
would be through the use of sensors that measure the number of people in certain parts of the airport, or by
tracking mobile phones through augmented Bluetooth and Wi-Fi connections as passengers move through
the airport.
All this information can be used not only to track individual passengers but also to improve the forecast
capability and provide timely live updates allowing proactive and management of passenger movements and
cues, by opening more check-in counters or more security control points for instance.
8.4.1.3 Airport Baggage handling systems

8.4.1.3.1
Baggage Handling System (BHS)
A baggage handling system (BHS) is a type of conveyor belt system installed in airports that transports and
sorts per flight and screens the checked-in bags. For outbound flights, baggage are transported from checkin counters to the baggage chutes or baggage belts where they are picked up by the handler, while for
inbound flights they are transported from the baggage belts where they are introduced by the handler to the
baggage claims areas where passengers can pick up their bags. Finally, transit baggage can also be
transported between the inbound and the outbound baggage belts if needed.
The BHS sorts all incoming bags arriving from check-in counters per flight by dropping of the bags in chutes
allocated to specific flights or on belts, where the ground handler can pick up and load the bags in baggage
carts for transport to the specific flight.
The security screening of the bag is the second main function of the BHS. Automated screening at different
levels ensures the checking of every bag departing on a flight.
Some of the BHS also include baggage delivery optimisation systems, which aim at finding the most optimal
way in order to deliver the baggage to its destination point in the shortest time possible and taking into
account possible congested or blocked belts.
8.4.2
Airline Information Management systems
8.4.2.1 Airline planning and management systems

8.4.2.1.1
Airline Flight Information System (FIS)
The Flight Information System is the main information management system used by the airline FOC,
retrieving information from various sources for all the flights operated. These sources may range such as the
Airport Operational Database, the TELEX system for retrieving SITA messages, or the real-time position of
the airplanes updated by their on-board systems via ACARS, and the system integrates them all on a
common screen. It allows a more accurate treatment of all flight-related information and real-time updates of
all arrival and departure times.
Most of the FIS automatically prepare the appropriate communications with the rest of agents involved
(AOC, Airport, CFMU) in order to keep them informed of any updates that may occur.
177
Figure 79 Screenshot of FIDS system used by Aviapartner
8.4.2.1.2
Network Planning Systems
Network planning systems support the airlines IOCC (Integrated Operations Control Centre) in performing
the market research necessary in order to make the decisions needed to organize the long-term flight
schedule with its associated fleet plan and to monitor the current network performance. They support the
airline in deciding what capacity should be offered (frequencies, seats, etcetera.) in the current routes in
order to maximize the efficiency and profitability of the routes, and what new routes to open.
To do all this, it can take into account the airline network structure type (hub and spoke, point to point), the
airline alliances and partnership agreements, the market situation, the competitor schedules, the current load
factor for every route, the available slots, the airport opening hours, the airport taxes... Some Network
Planning Systems can also perform network simulations.
8.4.2.1.3
Airline Resource Management systems
The airline Resource Management Systems support the airlines IOCC (Integrated Operations Control
Center) in the day to day plan of operations of airline activities with the aim of keeping the network running
with minimum deficiencies and operational impacts.
The system is an important tool to identify irregularities that may arise (technical problems, weather
disruptions, air traffic regulations, handling delays, etcetera.) and respond on-the-spot to cope with problems
that may arise, such as the need to replace aircraft or to reorganize or cancel flight schedules, to coordinate
with the Network Manager (CFMU) and the destination airports in order to ensure slot and stand availability,
to relocate passengers in other flights, missed connections in hub airports...
It can also be integrated with the Airports Operational Data Base for real time tracking.
8.4.2.1.4
Operational Reliability / TAT Performance Monitoring Systems
TAT (Turn-Around Time) Performance Monitoring Systems are on-board systems used by the airline to
monitor the turnaround process from its AOC. They track the Operational Reliability (OR) of the aircraft while
on the ground using the OOOI events (Out of the gate, Off the ground, On the ground and Into the
gate events) that the aircraft automatically sends via ACARS to the AOC. These events use a system
onboard the aircraft that monitors sensors indicating changes in flight phases like oil-pressure of the engines,
178
parking brake, Weight-on-Wheels and cabin doors in order to determine the current status of the airplane
(flying, taxiing in, taxiing out and turn-around).
The reported time information data is compared to the schedule to measure performance. Additional
information related to possible deviations can be used to calculate operational reliability or other KPIs.
8.4.2.2 Passenger Service Systems (PSS)

8.4.2.2.1
Airline Reservation Systems (ARS)
ARS are the systems used by airlines to sell their tickets according to their associated airline schedules and
fare tariffs. Prior to deregulation, airlines owned their own reservation systems with travel agents subscribing
to them. Nowadays most airlines use their own specific Computer Reservations System (CRS) that interface
with a Global Distribution System (GDS) which supports travel agencies and other distribution channels in
making reservations for most major airlines in a single system. Today, most of the GDS are run by
independent companies with airlines and travel agencies as major subscribers.
8.4.2.2.2
Airline Inventory System
The Airline Inventory System is the system used by airlines to determine the service class (first, business or
economy) and the booking class (for which different prices and booking conditions apply) distribution of
seats in order to maximize revenue or profits among every plane and route. Inventory control steers how
many seats are available in the different booking classes by opening and closing individual booking classes
for sale and combines it with the fares and booking conditions to determine the price for each seat sold.
8.4.2.2.3
Airline Departure Control System (DCS)
The Departure Control System (DCS) is the system in charge of managing the Airlines' Airport operation,
including airport check-in (boarding cards, baggage acceptance), boarding process, load control and aircraft
checks. DCS systems perform mostly two main functions, related respectively to passenger processes
(check-in, gate, rebooking.) and to weight and balance processes (load sheet performing and monitoring).
Most DCS analyze the passenger and cargo load more precisely and automatically define the optimal aircraft
load distribution so that the fuel required for each flight departure is always at the optimum level according to
the airline own guidelines.
Both the Airline and the Handling Agent have Departure Control Systems. The Airline DCS is more tailored
to the specific needs of the individual airline while a third party system from a handler can be used for
different airlines. The airline can choose between using its specific system, or to use the ground handlers
system (see section 8.4.3.4) connected to the main Airline DCS.
Figure 80 Example of Handling RMS with Equipment Tracking System
179
Nowadays the big airlines mostly prefer to perform a Centralized Load Control, in which load sheets are
produced in a main hub and transmitted via SITA to the handling agent in all their flights across all their
airports. However, in the secondary airports they serve, they may decide to rely on the Ground Handlers
DCS as the implementation and training costs of the specific software may not prove necessary to use it if
the number of flights into the airport is low. Other airlines, for instance, could decide to rely on the Ground
Handlers DCS across all their destinations and use their own system only to monitor their progress status
and perform post-processing analyses.
Figure 81 Example of Departure Control System Flight Management for Ground Handlers
8.4.2.2.4
10
Automated Customer Support Systems
Automated Customer Support Systems are systems used to keep passengers informed in real-time of their
flight status by SMS, e-mail or through the airline mobile applications. Sent information can include
reminders of the booked flight, promotional messages, and information on the allocated boarding gate,
forecasted delays and new departure time estimates, start of boarding announcements or last call
announcements directly to the missing passengers. These notifications establish a direct link with
passengers, improve customer satisfaction and allow passengers to optimize their time in the airport.
8.4.3
Handling Information Management systems
8.4.3.1 Handling Flight Information System (FIS)

The Flight Information System is the main information management system used by the handling agent. It
retrieves information for all the flights handled by the agent from various sources, such as the Airport
Operational Database, the handling planning systems and the TELEX system for retrieving SITA messages,
and integrates them all on a common screen. It allows a more accurate treatment of all flight-related
information and real-time updates of all arrival and departure times.
This system permits the quality and service monitoring of the handling process and to report any related
incident that may occur (such as delays in the process), and some systems also incorporate an A-CDM
module to also enable the capture and introduction of all required timestamps and data to support A-CDM
processes.
Most of the FIS automatically prepare the appropriate communications with the rest of the agents involved
(AOC, Airport, CFMU) to keep them informed of any updates in the handling process introduced in the
system.
10
Amadeus AltaGround Handler solutions, see 8.5.3
180
8.4.3.2 Handling Resources Planning Systems

The Airport Handling Systems support the handling agent in the handling operations planning of activities
and their associated resources (ground equipment and personnel) depending on the specific flight needs,
such as the services needed (catering, cleaning, bulk baggage or ULD, cargo loading.), the aircraft type or
category, the type of airline concerned (traditional, low-cost, charter), the type of operation concerned (just
turnaround or night-stop)...
These applications retrieve data from the Airport Operational Data Base via the Flight Information System in
order to calculate the required shifts and qualifications for a certain period, and can be used for dimensioning
the equipment needs, showing the need to buy, rent or sell some of the current equipment used, or to
dimension current personnel needs, hiring more staff if needed, and planning the work schedules in advance
of all the staff involved.
Handling Planning Systems can be used for the long-term, medium-term and short-term planning of the
handling resources and staff.
8.4.3.3 Handling Resource Management systems (RMS)

The Airport Handling Resource Management Systems support the handling agent in the day to day planning
and follow-up of the operations of handling activities and their associated resources (ground equipment and
staff). They are analogous to the Handling resources Planning Systems but are used for real-time
operations.
These applications are integrated in real-time with the Airport Operational Databases via the Flight
Information System, and retrieve data from them in order to calculate the required shifts and roles for a
certain period in real-time and automatically react to changes in arrivals and departures.
They are also used in the turnaround process to assign duties and activities on each flight turnaround with
planned time frames for each process to be completed. Tools identify needs for resources, reports when
inefficiencies and irregularities arise (for example, delayed flights and unavailability of planned resources),
and are used to identify the causes of irregularities, to enter their delay codes and to create their associated
reports.
Some of them incorporate the Ground Service Equipment Tracking System functionality that uses vehiclemounted devices to track the position of each individual equipment unit available in the airport and
superposes it on an airport map in order to improve the coordination and the distribution of the ground
equipment within the airport.
Figure 82 Example of Handling RMS with Equipment Tracking System
11
11
Developed by Proveo GmbH and used by Aviapartner among others
181
8.4.3.4 Handling Departure Control System (DCS)

The Departure Control System (DCS) is the system in charge of managing the Handling Agent Airport
operation, including airport check-in (boarding cards, baggage acceptance), boarding process, load control
and aircraft checks. Both the Airline and the Handling Agent have Departure Control Systems (see Airline
DCS 8.4.2.2.3).
The Ground Handler can also offer a third party DCS to handle an airline. These DCS systems will be linked
to the airline systems in order to allow data about passengers, bookings, bags, etcetera. to be transferred
from the airline to the handler.
Today some major providers of DCS systems offer the same DCS to airlines and to handlers. These
systems are then adapted to the specific needs of an airline or sold as third party systems that can be used
by a ground handler for all airlines.
8.4.3.5 Baggage Reconciliation System (BRS)

A Baggage Reconciliation System (BRS) is used at airports to ensure that the passenger count and the
associated bags match for any given flight.
According to the rules of most air transportation authorities, such as the European Union's Joint Aviation
Authorities, all the baggage belonging to passengers flying with checked baggage that fail to arrive at the
departure gate before the flight is closed must be retrieved from the aircraft hold before the flight is permitted
to take off. The aim of BRS is to improve the handling of individual baggage and match it to its associated
passenger in order to avoid delays in case of any eventuality by improving its knowledge on the position of
every piece of luggage.
This can be achieved using wireless hand scanners that are used to read the barcode of each piece of
baggage and to enter data about it, such as the means of storage (e.g. a container) and its current position,
into a data management system. The system also records which passengers have boarded the aircraft.
Baggage Unload Messages (BUM) are sent to the BRS for all baggage belonging to passengers who have
not boarded. The BRS can determine the location of this baggage by using the entries which have been
made previously. If baggage such as this has not yet been loaded, the scanner operator is informed by the
BRS that it can no longer be loaded.
Figure 83 Example of the infrastructure used in a BRS
182
Figure 84 Example of the scanners used as part of the BRS
8.4.4
Cargo Information Management systems
8.4.4.1 Cargo Management System

The Cargo Management System is a tool that allows the cargo agent and terminal staff to plan the
distribution of the transported goods into the different flights available. It addresses cargo reservations,
capacity control, ratings, load planning, cargo revenue accounting, cargo terminal operations and freightforwarding requirements. It uses as inputs the information given by the airline about flights and availability,
and supports the cargo agent in generating the necessary documentation for each type of cargo and origin
and destination.
Cargo Management Systems enhance cargo business profitability through revenue optimization and
improved operational efficiency, accommodating changes in customer service demands and responding
effectively to changing market conditions and business situations.
183
Figure 85 Example of the functionalities involved in Hermes CMS
Figure 86 Screenshot of the Hermes service management monitor-import flight
184
8.5
Current Information Management Products
There are many software providers all around the world providing different Information Management
Systems involved in the Airport Turnaround Process (see section 8.4). The current section aims to identify
some of the Commercial Off-The-Shelf (COTS) products that are currently used in Airports.
Today, most airports, airlines and handling agents lack a unified, single program to handle all their needs,
and most of them use a different program for each function or for a combination of them. Normally this is the
case because all the products were not acquired together, but progressively according to its evolving needs
and according to the specific Airport Business Plan. Thus, a standard airport may use, for example, an
AODB, a RMS and a BHS, all performed by a single or different providers, which send all the information
needed to each other. This fact stresses the need to tailor each program not only to the different needs of
the airport, but also to adapt it to the existing systems of the airport.
The current information management products are designed to be tailored to satisfy one or various needs for
a given airport, handling agent or airline. Due to the large numbers of systems available, the benchmark has
been focused on those systems that aim to integrate the maximum number of different functionalities
involved.
Some Information Management Systems are listed in the next sections, classified for their sector into four
groups: Airport, Airline, Ground Handling and Cargo.
8.5.1
Airport Information Management Products
Some of the identified Airport Information Management COTS Products follow. Out of the large number of
products identified, only a small part are described here, with a focus on identifying those providers that have
a wide range of solutions and integrated products.
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
AODB12 RMS13
Chroma helps airport

operators deliver the
next generation of airport
operations by providing
Amor Group
Chroma
a
single
technology x
/ Lockheed
Airport Suite platform that is focused
Martin
on
stakeholder
collaboration
and
integration.
In
conjunction with Logic,
ACUTE/
FIDS15
PTS17 BHS18
CDM14
CUPPS16
12
Airport Operational DataBase
13
Resource Management Systems
14
Airport-Collaborative Decision Making
15
Flight Information Display Systems
16
Common Use Passenger Processing Systems
17
Passenger Tracking Systems
18
Baggage Handling Systems
185
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
AODB12 RMS13
ACUTE/
FIDS15
PTS17 BHS18
CDM14
CUPPS16
also from
Lockheed
Martin,
the
Chroma
Airport Suite helps to
better manage airside,
terminal and commercial
operations.
Arinc
Rockwell
Collins
Indra
Sistemas
/ Airport
Operations
Package
ARINC designs, installs

and
maintains
processing
solutions
configured
to
be
efficient,fully integrated x
and easily adaptable to
the
always-evolving
needs
of
airport
operations.
Indras airport solutions

have been modularly
designed using
advanced technology to
allow for ease of scaling
and integration. IT
systems solutions are
offered throughout all
areas of airport
operations such as
operational
management,
infrastructure, security,
maintenance,
Indra Airport environment, corporate
Solutions
and commercial.
These solutions were

developed to adapt to
the different airport
necessities, with
different sizes,
organizational structures
and purposes. Indra
solutions for Airports are
classified asIT systems
for Terminal, Ramp and
Airfield, Navigation Aids
and Tower Traffic
Control (ATC).
GAIMS is an integrated
GAIMS
Resa Airport
solution for airports. It
software
suite
Data
can be tailored to the
186
TYPE
PRODUCT
PRODUCER
NAME
Systems
Siemens
SITA
DESCRIPTION
AODB12 RMS13
ACUTE/
FIDS15
PTS17 BHS18
CDM14
CUPPS16
actual requirements of
each airport. GAIMS can
integrate with existing
systems if necessary,
while ensuring a flexible,
upgradeable
environment to
accommodate future
needs.
Modular software
solution that offers
seamless support to the
airport industry from
seasonal and operative
planning right through to
ongoing optimization of
operations (day of
Siemens
operation). Siamos is
Airport
also a highly valuable
Management
tool in the subsequent
&Siamos
assessment of
Operations
performance and for
Suite
analyzing and
diagnosing operational
weaknesses. Siamos
can therefore be used
not only to monitor
ongoing processes, but
also to forecast their
future development.
AirportCentral
streamlines all systems
into one consolidated
data management
source. AirportCentral
uses data validation to
manage the quality and
accuracy of information
moving through the
AirportCentral
operations system.
SITAs operations
management system
uses a centralized
airport operations
database (AODB) for
flight management,
billing, and reporting.
With one integrated
187
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
AODB12 RMS13
ACUTE/
FIDS15
PTS17 BHS18
CDM14
CUPPS16
touch-point,
AirportCentralmakes it
possible to access data
management tasks and
automated functions for
receiving, processing,
and distributing
consolidated data.
Ultra
Electronics
Ultra's comprehensive
suite of offerings in
Airport Operational
Systems, Passenger
Processing Systems and
Ultra
Ground
Electronics
Handling/Baggage
Airport
Systems, which can be
Systems
delivered as integrated
solutions or managed
services, meet the key
business drivers of
airports.
Table 28 Benchmark of some of the current airport information management products
8.5.2
Airline Information Management Products
Historically, airlines operated under government-set fares, but after 1978s US Airline Deregulation Act,
airlines needed to improve efficiency to compete in a free market. In this deregulated environment Airline
Reservation Systems and its descendants became vital to the travel industry.
In airline history, Airline Reservation Systems have proved to be an essential tool to be able to compete in
an ever-changing market. Afterwards, most of the companies producing Airline Reservation Systems also
started developing other Airline Information Management Products such as Airline Departure Control
Systems or Network Planning Systems. Other companies not providing any ARS also started developing
their own DCS and NPs.
Some of the companies providing COTS Airline IM products follow:
188
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
AANPS20 ARMS21 ARS22 AIS23

ACSS25
FIS19
DCS24
Amadeus Alta Suite is a

complete Passenger Service
System
that
offers
full
reservation,
inventory
and
departure control capabilities,
and delivers an integrated
solution.
Amadeus
Alta
Amadeus main business is

their
Airline
Reservation x
Systems, having as main
customers
are
the
big
European Network Airlines like
Iberia, Aegean, Air Berlin, Air
France,
British
Airlines,
Lufthansa, but it also has
customers such as Singapore
Airlines, South African Airlines,
Qantas, etcetera.
RAIDO
is
an
Airline
Management
System
that
allows the control of all
strategic,
financial
and
operational
business
processes,
throughout
all
stages of the airline operation.
Aviolinx
Raido
The system is built on a x

financial foundation, using a
flexible user definable rule
engine that considers all types
of calculations. It constantly
analyses
and
evaluates
airlines business processes. Its
event driven functionality
displays system alerts and task
19
Airline Flight Information System
20
Network Planning Systems
21
Airline Resource Management Systems
22
Airline Reservation Systems
23
Airline Inventory System
24
Airline Departure Control System
25
Automated Customer Support System
189
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
list which are directed

specific user groups.

ACSS25
FIS19
DCS24
to
The Lufthansa Systems IOCC

Platform is a fully-integrated IT
platform which features a
modular architecture that bends
and
flexes
with
internal
operation,
while
accommodating
external
market conditions.
Lufthansa
Systems
Airline
Solutions
It links various business units

with timely information and
robust functionality, facilitating
the airlines primary mission of
x
transporting passengers and
cargo to their destinations
safely,
punctually
and
profitably.
From schedule management,

operations control, and crew
management to flight planning
and weight & balance, the
IOCC Platform is suitable for
increasing operational and
economic benefits unattainable
with any stand-alone system.
Navitaire
Airline
Solutions
Navitaire company is best

known for its reservation
passenger service systems.
Navitaires reservation solution,
New Skies, is a comprehensive
system providing integrated
mobile and Internet booking,
ancillary revenue generation,
call
center
reservations,
connectivity to travel agency
systems,
inter-airline
and x
alliance codeshare services,
customer
self-service
integration, real-time reporting,
airport check-in and departure
control.
Navitaires main customers are

LCC, such as Ryanair, AirAsia,
Transavia,
Vueling,
Germanwings, but it also
provides services to Network
190
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION

ACSS25
FIS19
DCS24
Operators such as Air Canada

or Qantas.
Sabre
Sabre
Airport
Solutions
Sabre AirCentre Enterprise

Operations assist with the
delivery of integrated flight
operations, crew management,
airport
operations
and
maintenance planning, giving
the airline complete operational
control. The Sabre AirCentre
suite distributes in real-time
operational data throughout the x
airline, which makes it possible
to create, define and process
airline specific business rules to
optimize operational processes.
Sabres main customers are

Network Airlines such as
Aeroflot, American Airlines,
LAN, Virgin, etcetera.
The SITA WorkBridge platform
consists of several solution
components,
which
are
available individually or as a
fully integrated system.
SITA
WorkBridge The architecture is open and x

ready to integrate with existing
systems. SITA WorkBridge is a
high availability system with
failover support for 24/7
operations.
Table 29 Example list of airline information management products
191
8.5.3
Handling Information Management Products
Some of the identified Handling IM Products follow:

TYPE
PRODUCT
PRODUCER
DESCRIPTION
NAME
HHHHBRS30
FIS26 RPS27 RMS28 DCS29
Alta Ground Handler Departure Control

solution was designedto provide efficient
departure control services to a range of airline
customers, from the flight arrival until the next
flight departure.
Amadeus
Alta
Ground
Handler
solutions
This solution, accessed through a single

application sign-in, can be used throughout the
x
airport, with as many as possible automated
functions.
Ground handlers and handled carriers share the

same platform, ensuring the availability of up-todate data. Each airlines business rules are
integrated as well as an essential measure for
best quality services.
The FiNDnet Suite is a complete Operational
Database for ground handling agents, designed
to drive efficiency, service quality and
profitability.
x
Based around the core Operations module, the
suite provides a comprehensive set of tools for
monitoring, analyzing, planning and billing.
Inform
Groundstar covers processes such as contract

creation, definition of SLAs, capture of services
performed, quality management and settlement
GroundStar
x
of accounts. Today, GroundStar is in successful
use in multiple areas at more than 165 airports
of every size worldwide.
SITA
Ground
Handling
Solutions
SITA provide Ground handlers IT solutions for

Distribution,
Passenger
self-service
and
Information and communication technologies.
Topsystem
Ground
The system is modularly structured and offers x
Damarel
FiNDnet
Systems
Suite
International
26
Handling Flight Information Systems
27
Handling Resources Planning Systems
28
Handling Resource Management systems (RMS)
29
Ground Handling Departure Control System (DCS)
30
Baggage Reconciliation System (BRS)
192
TYPE
PRODUCT
PRODUCER
DESCRIPTION
NAME
Handling
System
HHHHBRS30
FIS26 RPS27 RMS28 DCS29
software solutions for the complete chain of

processes in ground handling from contract
management and flight scheduling up to service
recording and invoicing. In addition to the
coverage of all corresponding fields of
operation, the focus lies especially on the
optimisation of work processes: Handling
contracts can be created with an extremely high
degree of flexibility and printed out ready-tosign, and the assignment of contracts to actual
flights is performed automatically.
Table 30 Benchmark of Handling information management products
8.5.4
Cargo Information Management Products
Some of the COTS products identified in the Air Cargo sector follow.
PRODUCER
PRODUCT
NAME
Type
DESCRIPTION
CMS31
Hermes is designed by Ground Handling professionals and is a
latest-generation innovative IT solution for managing the full range of
cargo handling activities of air cargo terminals. It combines Real-time
paperless warehouse (operated with hand-held terminals and
barcode technology) with back-office documentation and billing
processes.
Through the handheld devices, the warehouse operatives are

provided with diverse functionalities, such as accept export cargo
from Agents/Shippers, Load shipments to ULDs and/or Bulk, Load
Hermes
ULDs and/or Bulk onto trucks, Register contours, weights and special
Logistics
Hermes CMS
x
information onto ULDs, Transfer shipments to other handlers/airlines,
Technologies
etcetera.
Back-office operatives can register, handle and produce all cargo
related documents in Hermes (Air Waybills, Manifests, NOTOC,
ADR, Transfer Manifests). Hermes can capture as well as send all
electronic variants of these documents, typically IATA Cargo IMP
messages (FWB, FFM, FHL, FBL, NTM). If this possibility is used
to the maximum extent then the Back Office operatives spend their
time on monitoring the (quality of) operations rather than registering
the operations.
Lufthansa
Systems
ELWIS
The IT system for air cargo ground handling ELWIS (Electronic x

Logistics & Warehouse Information System) aims to improve ground
31
Cargo Management Systems
193
PRODUCER
PRODUCT
NAME
Type
DESCRIPTION
CMS31
cargo handling efficiency and customer service. By covering the
entire handling workflow from physical and documentary handling, Air
Waybill management, messaging, customs clearance to invoicing,
ELWIS integrates all elements in the transport chain into one
coherent, efficient process, which helps increase cargo throughput
and reduces handling costs.
SITA
CHAMPs cargo management systems, known under the Cargospot

brand, control capacity, sales, operation and accounting processes
throughout the entire supply chain of the handling agent. The core
cargo systems for carriers, ground handlers and general sales agents
CHAMPCarg are completed by applications for Business Intelligence and Unit
Load Device (ULD) Management. They also include optimized load x
osystems
planning for freight operations.
Furthermore, the TraxoncargoHUB platform simplifies the
transmission, conversion and distribution of messages. It expands
the scope of information sharing within the air logistics community.
Table 31 Examples of current Cargo Information Management Products
194
9 References
[1] EUROSTAT European Commissions Statistics Data Base
[2] Air Cargo Management Group site http://acmg.aero/
[3] CAPA - Centre for Aviation, http://centreforaviation.com/analysis/air-cargo-structural-reform-urgentlyneeded-where-capacity-exceeds-demand-by-over-100-128013.
[4] Sabre White paper A look at Cargo Revenue Management, 2008
[5] Azfreight, http://www.azfreight.com/news/Low-cost-carriers-expand-belly-cargo_5107.html
[6] Duds Gbor, Low-cost Airlines in Europe: Network Structures After the Enlargement of the
European Union, 2010.
[7] F. Gomez, D. Scholz Improvements to ground handling operations and their benefits to direct
operating costs, Hamburg University of Applied Sciences Aero Aircraft Design and Systems
Group Berliner Tor 9, 20099 Hamburg, Germany, 2009.
[8] Air cargo Week, http://www.aircargoweek.com/news/news_5107.html
[9] Air Cargo - How it works, http://air-cargo-how-it-works.blogspot.com.es/
[10] http://www.hermes-cargo.com/
[11] Global Air Cargo Advisory Group The GACAG e-freight roadmap, 2012.
[12] IATA, http://www.iata.org/.
[13] http://www.informatik.uni-hamburg.de/TGI/PetriNets/
[14] REGULATION (EC) No 300/2008, European Parliament, Brussels, 2008
[15] EASA, Certification Specification 25 Large Aeroplanes, CS-25, Cologne, Germany, 2007
[16] IATA Airport Handling Manual (AHM), 29th Edition, International Air Transportation Association,
2008
[17] Council Regulation (EEC) No 3922/91 on Harmonisation of Technical Requirements and
Administrative Procedures in the Field of Civil Aviation" EU OPS 1 (formerly JAR-OPS 1), European
Community/JAA, Brussels, 2007.
[18] European Commission EU transport in figures, Statistical Pocketbook, 2012
[19] http://en.wikipedia.org/wiki/Unit_load_device
[20] TITAN Turnaround Integration in Trajectory And Network Analysis of the current situation
(TITAN_WP1_SLO_DEL_01_v1.0_Analysis current situation)
195
10 Annex I Highest Air Freight Traffic at EU airports

RANKING
(2012)
AIRPORT
COUNTRY
AND
2008
2009
2010
2011
2012
Paris / Charles de Gaulle
1.392,1
1.202,3
1.292,5
2.095,7
2.151,0
Frankfurt (Main) DE
2.104,3
1.882,7
2.270,2
2.215,2
2.066,2
London / Heathrow UK
1.482,7
1.348,9
1.551,3
1.569,5
1.556,2
Amsterdam / Schiphol NL
1.592,5
1.316,8
1.538,0
1.549,7
1.511,8
Leipzig-Halle
430,2
508,8
637,8
744,0
846,1
Kln-Bonn
574,1
549,0
638,2
726,3
730,1
Table 32 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18]
196
11 Annex II Aircraft and ULD compatibility

The following tales summarizes the aircraft compatibility with common ULDs:
Containers
Compatible Aircraft
LD3s, LD6s, and LD11s
B787s, B777s, B747s, MD-11s, Il-86s, Il-96s, L-1011s

and all Airbus wide-bodies
LD2s and LD8s
B767s
LD1
B747s
LD3s with reduced height (45"

instead of 64")
LD7
A318s, A319s, A320s and A321s
B787s, B777s, B747s, B767s and Airbus wide-bodies,

Table 33 Aircraft and ULD compatibility [19]
Apart of the compatibilities mentioned in Table 33, other several combinations of ULDs can be loaded in an
aircraft:
Interchange ability of LD3/6/11 with LD2/8 (when cargo needs to be quickly transferred to a connecting
flight);
LD3 can be loaded in a B767s.
197
12 Annex III Petri Net Formalism

12.1 Petri net modelling formalism
Petri nets (PN) were presented for the first time by Petri (1962) in his doctoral thesis as a formal method for
describing computer systems. But the ease with which the PN primitives permitted the description of formerly
difficult properties like concurrency, non-determinism, communication and synchronisation, as well as the
analysis of these properties, led to the use of Petri nets as true mathematical modelling tools
(http://www.informatik.uni-hamburg.de/TGI/PetriNets/).
Their further development was facilitated by the fact that Petri net models easily process synchronisation,
asynchronous events, concurrent operations, and resource sharing. Petri nets have been successfully used
for concurrent and parallel systems and model analysis, communication protocols, performance evaluation
and fault-tolerant systems.
A Petri net (see next figure) is a directed bipartite graph, together with an initial state called the initial
marking. In this graph, there are two kinds of nodes: places (represented by circles) and transitions
(represented by rectangles) that are alternatively connected by arcs. An arc can connect either a place to a
transition or a transition to a place, but it can never connect two transitions or two places.
Place Node
Arc
Transition Node
Token
Figure 87 Petri Net example
Places can contain a non-negative number of tokens, represented graphically as black dots. The number of
tokens in a place is the marking of that place, and the array with the number of tokens in every place of the
PN (in a certain fixed order) is the marking of the PN. The initial marking indicates the number of tokens
corresponding to each place in the initial state. In the PN of the next figure, left, the marking is M[3,2,3,1,2].
Petri nets model not only the structure of a system but also its dynamics. This is achieved by changes of
state of the PN, which are represented by the evolution of its marking. Thus, the current marking of the net
shows the state of the system.
Two special markings are considered: M0 is the initial marking (initial state of the system) and Mf is the final
marking (final or objective state). The change from one state to the next is given by the firing of transitions,
which follow the rules below.
198
Figure 88 Petri Net firing transitions
12.1.1 Rules for the Evolution of Marking

A place P is an input place of a transition T if there is an arc oriented from P to T. In the previous figure
Places P1, P2 and P3 are input places to the transition T1.
A place P is an output place of a transition T if there is an arc oriented from T to P. In the previous figure,
Places P4 and P5 are output places of the transition.
A transition is enabled if every input place of that transition got at least as many tokens as the weight of
the arc connecting the place to the transition. Thus, the transition of the PN at the left hand side of
previous figure is enabled because place P1 got at least 2 tokens (weight of the arc connecting P1 to the
transition T1), P2 got at least 1 token and P3 got at least 2 tokens.
An enabled transition is fired if the associated event holds.
The firing of a transition implies the removal of a certain amount of tokens from every input place and the
addition of tokens to every output place. The number of tokens to be removed from the input places
corresponds to the weight of the arc connecting the place to the transition. In a similar way, the number
of tokens to be added to the output places corresponds to the weight of the arc connecting the transition
to the place. Thus, the PN at the right hand side of the previous figure represents the new state reached
after firing the transition.
12.1.2 Coloured Petri Net Formalism

Despite all the advantages of PN as a modelling formalism, there is a drawback to using PN to describe
transport, services and logistics systems: a lack of tools to efficiently specify the information flow inherent to
any logistics system.
By using colours that allow the representation of entity attributes of commercial simulation software
packages, coloured Petri nets (CPN) allow a higher level of modelling. Other CPN characteristics that enable
the use of this formalism to specify service systems are:
CPN allows the specification of a system at different abstraction levels, according to the modelling
objectives.
CPN allows the specification of a complex system by means of bottom-up techniques or more advanced
software engineering techniques, such as: an iterative and incremental development process instead of a
waterfall cycle, promotion of a component-based architecture.
From the modelling point of view, the main differences between CPN and PN formalism are:
Input Arc Expressions and Guards: used to indicate which type of tokens can be used to fire a transition.
Output Arc Expressions: used to indicate the system state changes that appear as a result of firing a
transition.
199
Colour Sets: determines the types, operations and functions that can be used by the elements of the
CPN model. Token colours can be seen as entity attributes of commercial simulation software packages.
State Vector: the smallest information needed to predict the events that can appear. The state vector
represents the number of tokens in each place, as well as the colours of each token.
12.1.3 Coloured Petri Net model of the Turnaround Process as a whole

The Turnaround process includes a set of sequential and parallel operations that must be performed
considering time and space interdependencies. Those activities must be coordinated to optimize the process
without incurring changes in the target of block time. Many actors are involved in the process making it a
complex operation.
The main actors involved in the turnaround process are the aircraft operator, ground handler, air navigation
service provider and airport operator.
The typical task involved in the turnaround may be grouped in four process categories:
Passenger,
Baggage,
Freight and
Ground services.
The Turnaround process comprises the set of services required from the moment the aircraft arrives at its
stand (actual in block time) until the time it leaves it (actual off block time).
In order to be able to develop a causal analysis of the turnaround process, a list of all the tasks together with
the precedent tasks constraints, the space resources, actors involved and a time duration are the input data
required for the spatial-temporal analysis.
In order to determine the spatial interdependencies between the different task, it is important to introduce an
identification mechanism of the different zones under study. It is expected as a result of the Interaction
project the design of new devices with the same functionality as present handling equipment but with
different surface or volumetric requirements, in such a way that, present space restrictions can force some
activities to be performed sequentially, while with new different equipment some tasks could be parallelized.
In the next figure a proposal of zones has been formalized together with some codes that will be used in the
causal model to compute the spatial-temporal interdependencies. The proposed zones should be considered
as a first approach to be specified in the CPN model, and they will be subjected to changes (ie. a zone could
be decomposed in 2 or more zones) along the evolution of the project.
200
2
1
3
16
5
7
10
15
11
12
13
14
Figure 89 Turnaround Ground Support Equipment Positioning
The above figure has been obtained from the Airbus 320 AIRCRAFT CHARACTERISTICS AIRPORT AND
MAINTENANCE PLANNING document, together with the next table in which the meaning of the symbols
used are described.
Table 34 Ground Support Equipment Acronyms
201
The information to describe accurately how the process must be performed is summarized in the next table:
Process Id Task id Task description
Duration (min) Ramp position
1
1 Placing the PBB
2
1
2 Deboarding at L1
7
1
3 Boarding at L1
8
1
4 Headcounting
2
1
5 Moving out the PBB
2
4
6 Placing the catering vehicle at R1
2
4
7 Catering at R1
7
4
8 Moving out the catering vehicle at R1
2
4
9 Driving cat vehicle to R2
1
4
10 Placing the catering vehicle at R2
2
4
11 Catering at R2
11
4
12 Moving out the catering vehicle at R2
2
4
13 Placing cleaning vehicle
2
4
14 Cleaning
21
4
15 Moving out the cleaning vehicle
2
3
16 Placing Lower Deck cargo loader front
1
3
17 Unload Lower Deck cargo front
5
3
18 Load Lower Deck cargo front
5
3
19 Moving out Lower Deck cargo loader front
1
3
20 Placing Lower Deck cargo loader rear
1
3
21 Unload Lower Deck cargo rear
6
3
22 Load Lower Deck cargo rear
6
3
23 Moving out Lower Deck cargo loader rear
1
2
24 Placing conveyor belt
1
2
25 Bulk unload
4
2
26 Bulk load
5
2
27 Moving out conveyor belt
1
4
28 Placing FUEL HYDRANT DISPENSER or TANKER
2
4
29 Refuelling
7
4
30 Moving out FUEL HYDRANT DISPENSER or TANKER
2
4
31 Placing Potable Water vehicle
2
4
32 Potable water servicing
4
4
33 Moving out Potable Water vehicle
1
4
34 Placing Lavatory vehicle
2
4
35 Toilet servicing
5
4
36 Moving out Lavatory vehicle
1
Task Precedence
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
No de precendences
1
2,11
3
4
2,6
7
8
9
10
11
2
14
16
11,17
18
20
11,21
22
24
11,25
26
2,28
29
31
32
33
34
35
No Post process
0
1
2
1
1
0
2
1
1
1
1
1
0
1
1
0
1
2
1
0
1
2
1
0
1
2
1
0
2
1
0
1
1
1
1
1
Ramp entry area Ramp exit area

1
4
1
1
0
1
1
1
1
1
4
0
0
1
0
1
1
1
0
1
1
1
0
1
1
1
0
1
1
0
1
1
1
1
1
1
Table 35 Inputs for Causal Modelism
Some additional restrictions for each task also are needed to complete the description (for instance, fuelling
is not allowed if the boarding process is in progress).
For the Causal Model codified in the Color Petri Network formalism, this input data will be represented as
colors (ie. attributes). Some additional colors will be defined to describe conditions in the system, for
instance during the process the areas may be Free, Blocked, Working) or some actors or equipment may be
available or busy or in transit.
Based on this inputs it is possible to explore the activity network in order to search and evaluate different
sequences to perform the process, together with the impact of any modification in the spatial-temporal
definitions and actor requirements.
A preliminary CPN model of the process with the initial conditions is illustrated in the next figure:
202
Figure 90 Preliminary CPN Model
The process modelled is based on the information presented for a full service of an Airbus A320 (AIRCRAFT
CHARACTERISTICS AIRPORT AND MAINTENANCE PLANNING).
In this model only temporal precedent has been formalized, spatial restrictions will be included further to
represent the impact of spatial restrictions in the working position and also in the transit areas.
Parameters and scenario definitions are introduced in the place nodes (circles):
Node Task sources: This place node holds all the tasks to be performed during the turnaround process.
Tokens represent turnaround tasks and are defined with 4 colors (attributes):
1`(process id, task id, time,no of precedents)

Color
Parameter
Values
PId
Process Id
1-passenger
Observations
2-baggage
3-freight
4-ground services
TId
Task Id
Expected
Duration
nP
Amount of precedents
Time
1 to N
Each task will be listed and assigned

a unique id
1 to N
Average time in minutes
1 to N
Number of task that must finished

before start
Table 36 Node Task Sources: Attributes definition
203
In the next figure it has been represented the Initial Conditions for the Task Source place node describing
the 36 tasks to be performed during the turnaround process.
Figure 91 Preliminary CPN Model: Node Task Source Initial Conditions
Thus, the first token 1`(1,1,2,0) represents the first task (placing the PBB) in the passenger process with a
duration estimated time of 2 minutes and without no precedent constraints. If we consider for example the
token 1`(3,18,5,2), it represent the task n 18 ( load lower deck cargo front ) in the freight process with an
estimated duration of 5minutes, and with 1 precedent task (load lower deck cargo front).
Node Precedents: This place node holds all the temporal precedents to be preserved during the
turnaround process. Tokens represent temporal precedents between two tasks (activity x depend on
activity y) and are defined with 3 colors (attributes):
1`(process id, task id, precedent task)

Color
Parameter
Values
PId
Process Id
1-passenger
Observations
2-baggage
3-freight
4-ground services
TId
Task Id
PT
Task
Id
of
precedent task
the
1 to N

a unique id
1 to N
Each precedent is associated with

their precedents
Table 37 Node Precedent: Attributes definition
204
In the next figure it has been represented the Initial Conditions for the Precedents place node describing the
35 precedents to be considered during the turnaround process.
Figure 92 Preliminary CPN Model: Node Precedent Initial Conditions
Thus, the first token 1`(1,2,1) represents the precedent relationship between task 1 (Placing the PBB) and
task 2 (Deboarding at L1). To describe the 2 precedent relationships of task 14 (cleaning) with task 2
(Deboarding at L1) and task 11 (Catering at R2) two tokns are used: 1`(4,14,2)++1`(4,14,11).
Node Ti: This place node is used to introduce extra delays in the initialization of a task. Tokens
represent the delay to be computed
1`(time to start)
Color
Parameter
Values
T0
Time to start
1 to N
Observations
Table 38 Node Ti: Attributes definition
In the next figure it has been represented the Initial Conditions for the Ti place node describing 10 random
delays in the initialization of a task.
205
Figure 93 Preliminary CPN Model: Node Ti Initial Conditions
To remove the influence of delays in the turnaround process, the node Ti should be initialized with only 1
token: 1`(0).
Node Seq Rec: This place node holds a feasible solution obtained with a particular combination of the
different tasks. Tokens represent the temporal information when the task was performed
1`(start time, process id, task id, end time)

Color
Parameter
Values
Ti
Start time of a task
1 to N
PId
Process Id
1-passenger
Observations
2-baggage
3-freight
4-ground services
TId
Task Id
1 to N
Tf
Finish time of a task
1 to N

a unique id
Table 39 Node Seq Rec: Attributes definition
The 3 transitions nodes (rectangles) represent the event that introduces a change in the turnaround state:
Task 0_prec = performs an activity without precedents.
Tasks 1_prec = performs an activity with one precedent.
Task 2_prec = performs an activity with two precedents.
206
Simulation example
The initial conditions are introduced in places Tasks source, Ti and Precedents, the list of tokens with
each parameter are listed in the green rectangles.
Figure 94 Preliminary CPN Model: Simulation Initial Conditions
The process may start by any of the task without precedent, in the model these conditions are indicated by
the green rectangle around transition Tasks 0_prec. To illustrate the causal dynamics specified in the CPN
model, a step by step simulation used in which only on transition will be fired at each step.
Based on the information described in table-1 the turnaround process may be initiated by task number 1 at
initial time 0. Once fired the transition Task0_prec with token 1`(1,1,2,0) hold in Tasks Sources node and
token 1`(0) hold in Ti node, the new state reached has been represented in the next figure.
The Task 1 as been removed from place Task source (now only are 35 tokens), in the place Seq Rec has
been introduced a new token 1(0,1,1,2), the first color 0 indicate the start time, second and third color are
Process and Task Id and the last color are the ending time. And the Precedents remains in its initial
conditions (34 precedents).
207
Figure 95 Preliminary CPN Model: Simulation step 1
Under these new conditions the transitions Tasks 0_prec and Tasks 1_prec are activated (indicated by
the green rectangle). The transition Tasks 1_prec is now active because Task 1 is a precedent task for
others. By triggering Task 1_prec, the conditions of the system are updated and can be seen in the next
figure.
208
The new conditions are 34 tasks in Task source, 2 tokens in Seq Rec (Tasks 1 and 2 have been done)
and 33 precedents (Tasks number 2 was performed after Task number 1).
Under these new conditions, Transitions Tasks 0_prec and Tasks 1_prec still are activated. By triggering
again Task 1_prec the system changes to 33 tasks in Task source, 3 tokens in Seq Rec (Tasks 1, 2 and
14 have been done) and 32 precedents (Task 14 was performed after Task number 2).
After these events Task 15 can be performed (by triggering transition Tasks 1_prec) the new conditions are
presented in the next figure

209
Task source contains 32 tasks, the 4 task already processed are registered in Seq Rec, and only 31
precedents remain to accomplish. It is important to notice that transitions Task 2_prec has not been
activated yet and the transition Task 1_prec now is disabled.
By triggering again Task 0_prec a new task without precedent is simulated, for instance task number 6, this
task also can be started in 0, the conditions of the system after this are shown in the next figure.
The tasks 2 and 6 have been performed and then task 7 is available to be completed by the event Task
2_prec (green rectangle around the transition). Once transition Task 2_prec is triggered, the number of
precedents change from 31 to 29 (see next figure).
210
By continuing with the simulations of the events in the model, the final condition of 36 tokens in place Seq
Rec can be obtained (a complete sequence to perform the process) which is illustrated in the next figure.
Figure 101 Preliminary CPN Model: Simulation final conditions
Once a solution has been obtained by means of a particular simulation, the results can be represented using
different diagrams, such as the ones illustrated in the next 2 figures.
Figure 102 Results from simulation represented in a Gantt Chart 1
211
Figure 103 Results from simulation represented in a Gantt Chart 2
212

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INTERACTIONINnovative TEchnologies and

Researches for a new Airport Concept towards

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Revision status .................................................................................................................................12

Structure of the document ................................................................................................................12

Context and Assumptions: Drafting the INTERACTION Scenario ...................................................18

Passenger Process ...................................................................................................................................24

Identification of Actors involved, Roles & Responsibilities. ..............................................................25

Process Description ..........................................................................................................................26

Process Definition (textual) ...........................................................................................................26

Passenger Boarding Process .......................................................................................................33

Passenger De boarding Arrival Process ...................................................................................36

Passenger in transfer process ......................................................................................................37

Process Flow Diagrams ................................................................................................................39

Identification of Process Indicators ...............................................................................................41

Identification and description of Information Flows and Process Interactions .................................42

Information Management Systems ...................................................................................................45

IOCC Network Planning ............................................................................................................45

DCS System .................................................................................................................................46

Movement Messages (MVT) Software .........................................................................................46

BHS- Baggage Handling System .................................................................................................46

Information FlowPassenger Processes. .....................................................................................46

Baggage Process ......................................................................................................................................48

Identification of Actors involved, Roles & Responsibilities. ..............................................................49

Process Description ..........................................................................................................................50

Process Definition (textual) ...........................................................................................................50

Process Flow Diagram .................................................................................................................65

Identification of Process Indicators ...............................................................................................67

Identification and description of Information Flows and Process Interactions .................................68

Information Management Systems ...................................................................................................68

Baggage Reconciliation System ...................................................................................................69

Freight Process .........................................................................................................................................70

Identification of Actors involved, Roles & Responsibilities ...............................................................77

Process Description ..........................................................................................................................78

Overview of the Freight process ...................................................................................................78

Process Definition (textual) ...........................................................................................................79

Process Flow Diagram .................................................................................................................84

Identification of Process Indicators ...............................................................................................84

Identification and description of Information Flows and Process Interactions .................................85

Information Management Systems ...................................................................................................87

Cargo Management System - Hermes .........................................................................................88

Air Waybill and E- Air Waybill .......................................................................................................93

Ramp and GSE Process ...........................................................................................................................96

Process Description ........................................................................................................................102

Ground Support Equipment (GSE) .............................................................................................102

Ramp operations ........................................................................................................................116

Process Flow Diagram ...............................................................................................................119

Identification of Process Indicators .............................................................................................130

Identification and description of Information Flows and Process Interactions ...............................131

Information Management System...................................................................................................135

Turnaround as a Whole Process .............................................................................................................138

Context and Assumptions ...............................................................................................................139

The Causal Formalism: Use of Petri Nets ..................................................................................139

Identification of Actors involved, Roles & Responsibilities. ............................................................141

List of Actors ...............................................................................................................................141

List of Roles/Responsibilities ......................................................................................................142

Process Description ........................................................................................................................145

Process Definition (textual) .........................................................................................................145

Process Flow Diagram ...............................................................................................................150

Identification of Process Indicators .............................................................................................151

Identification and description of Information Flows and Process Interactions ...............................154

Process Management and Information Tools and Support Systems ......................................................155

Information exchange elements .....................................................................................................155

Current Technologies used ............................................................................................................157