AIRPORT SURFACE ACCESS STRATEGY - MAY 2018 - Gatwick Airport
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AIRPORT SURFACE ACCESS STRATEGY
MAY 2018
CONTENTS Welcome from our CEO Introduction and Context 1 Sustainability 5 A New Airport Surface Access Strategy 9 Our Performance 17 Gatwick by Rail 25 Gatwick by Road 31 Car Parking 39 Cycling and Pedestrian Access 43
WELCOME
This is the first update of our Airport Surface Access Gatwick’s commitments are to improve our public transport mode share for
Strategy since 2012, when almost 34 million passengers and staff, provide sustainable travel choices and reduce the
passengers passed through our doors. In the 12 environmental impacts of surface access. We are taking business decisions with
months to July 2017 we passed the 45 million mark. our supplier partners to support the use of electric and hybrid vehicles, and the
latest generation clean-fuel buses and coaches, to help achieve our carbon
Over the same five-year period, the number of
reduction plans. We recognise that, for some, car travel will be the only effective
people working at the airport has grown from almost mode of access so we are also developing a roads strategy to enhance our access
21,000 to over 23,800, with more than 10,000 in roads, forecourts and car parks to manage growth, as well as supporting the M23
airport-related jobs in the surrounding area. Our Smart Motorway widening project led by Highways England.
surface access links, by road and rail, are essential
for delivering customer service and a safe and We believe that our Surface Access Strategy leads the way for best practice, in
part due to the active involvement of stakeholders and partners with common
accessible workplace. They ensure people and
goals. We are very grateful to the members of the Transport Forum Steering
goods have access to Gatwick as a gateway to the Group that monitor progress on our surface transport initiatives and hold us to
world, and connect returning travellers and overseas visitors to the rest of account. Efficient transport links will benefit the whole of the local community and
the UK. Our main line rail network and national motorway links, accessed the opportunities that exist for improvements to road and rail access mean that we
direct from our terminals, carry over 60 million journeys a year to or from the remain confident in our ability to grow sustainably.
airport. Ensuring we have a robust strategy for managing and improving
surface access is essential to Gatwick’s operations. We have a credible, financeable and deliverable plan for a second runway at
Gatwick, including investment in road and rail access, which guarantees growth
Gatwick is successfully competing in the global aviation market, operating to nearly and a connected future for Britain as it leaves the EU. Whilst Government pursues
230 destinations in over 70 countries worldwide, including over 60 long haul routes. an alternative solution, Gatwick will continue with the important task of planning for
Our established airlines continue to grow and new partners are attracted to the growth and investing in the world’s most efficient single runway airport and making
airport by world class facilities and excellent onward transport connections. Having best use of existing facilities. The years covered by this ASAS correspond to an
reached the 45 million passengers a year mark, we are looking to how and when exciting period for Gatwick. We will continue to upgrade our facilities, improve
we might grow above 50 million passengers. We can only do this if we support our passenger services and focus on driving operational efficiency.
airport with accessible and reliable surface transport connections; for inbound and
This Strategy will be consulted upon with the Gatwick Area Transport Forum and
outbound passengers, staff from a wide catchment area, and suppliers and
updated in line with our future master plan. It will be delivered by our Surface
businesses across the region and nationally.
Transport Team, in partnership with others at Gatwick and with all our stakeholders
Our vision is to remain the best connected and accessible UK airport, delivering through the Transport Forum.
sustainable travel choices and integrated solutions to support economic growth.
Our railway station is the busiest in the South East, excluding London, catering for
over 19 million journeys last year. We have an aspiration for over half our Stewart Wingate
passengers to travel by rail, and we are working with DfT, Network Rail and GTR Chief Executive Officer
on exciting plans for a new railway station to support our ambition. This ASAS sets
out the first steps for achieving this aspiration by moving towards a target of a 45%
rail mode share by 2030.
An aerial view of Gatwick Airport shows the proximity of the M23 motorway, with direct access to both South Terminal and North Terminal, and the full integration of the railway station on the Brighton Main Line with South Terminal, providing a class-leading air-rail interchange
This ASAS sets out how we will tackle these new challenges while
INTRODUCTION AND CONTEXT delivering an excellent passenger experience and maintaining capacity
and choice to meet the needs of all airport users. It will be updated as
This is Gatwick’s Airport Surface Access Strategy (ASAS), a five year plan required in line with relevant masterplanning and investment strategies.
that sets out an objective-led vision for sustainable access to and from the
world’s most efficient single runway airport and the UK’s second largest GATWICK AIRPORT CONTEXT
international gateway. Access to and from the airport is an essential part
of Gatwick’s ambition to grow and become London’s airport of choice. Gatwick has evolved over 60 years, since the current South Terminal first
opened in 1958. Thirty years ago the airport added a second, the North
Although not a statutory document, this ASAS sets out important targets Terminal and this forms the basis of the single runway, two terminal
and action plans, which will be monitored by key stakeholders and provide operation that continues today. However, facilities and capacity across the
the focus of activity for Gatwick’s Surface Transport Team. This strategy airport have continued to develop, in response to increasing demand, the
sets out the infrastructure, services, relationships and ways of working we need for greater efficiency and to adapt to changing customer
will need to support the airport operations, Gatwick’s users and our expectations and technology.
neighbouring communities through to 2022, as well as setting the
foundation for the longer term.
Our aim is to promote sustainable travel for our passengers and staff, and
we will work with our partners and service providers to deliver safe and
efficient access 24 hours a day, seven days a week. Our ASAS will also
be reflected in our masterplanning for future growth, our Decade of
Change sustainability strategy and our Capital Investment Plan.
In 2012 “Access Gatwick” set a new benchmark for best practice by setting
our objectives for sustainable travel within a longer term vision, supporting
growth, embracing technology and providing choice. It explored how
surface access to airports may change in the years to 2030. This new
ASAS will consolidate the achievements that have brought unparalleled
growth, world-first innovations and exciting development projects. It builds
on the 2012 ASAS and highlights how we are already embracing some of
the “future” technology, which is already here.
Within the last five years Gatwick has served a record number of Gatwick’s runway sees up to 55 movements in a busy hour during the summer
passengers, completed some of the biggest and most complex projects in
our history and provided industry leadership in technology, sustainability Gatwick is the second busiest airport in the UK and the world’s most
and efficiency. Our recent achievements include hitting almost all of our efficient single runway achieving 950 aircraft movements a day during our
surface transport targets and creating a sound basis for managing major busiest periods and one arrival or departure a minute in peak hours. This
changes to both road and rail access over the next few years. allows Gatwick to serve over 160,000 passengers on a busy, summer day.
1
London is the biggest aviation passenger market in the world and more Gatwick’s proximity to London and surface access links to the wider South
than a quarter of London’s air passengers chose to use Gatwick Airport in East (and beyond) provide a wide catchment area. In total, around 15
2017. Since 2012 Gatwick has grown by over a third, adding nearly 12m million people are estimated to live within an hour’s travel time of Gatwick.
passengers, more than any other UK airport. In 2012 we transported According to CAA survey data, 80% of Gatwick’s terminating passengers
close to 34 million passengers through our doors, in the 12 months to July (i.e. excluding transfer passengers) were travelling to/from destinations in
2017 this figure exceeded 45 million. Approximately 8% of these London or the South East and around half of those were in Greater
passengers transfer between flights at Gatwick, the remainder use the London, as illustrated in Figure 1 and Figure 2.
road and rail networks to access the airport or for onward travel.
Over 23,800 people work for over 250 employers at different sites around
We currently serve nearly 230 destinations in over 70 countries, more than the airport, including over 50 different airlines. We have a responsibility for
any other airport in the UK, including more than 60 long haul destinations keeping all of our staff and suppliers safe while they are working or
as far afield as Peru, Singapore and China. We are served by some of the conducting business at the airport and this influences our day to day
largest and fastest-growing airlines in Europe. Gatwick is the largest base operations and our staff travel planning. We provide support and
for EasyJet accounting for over a third of our passengers in 2017 and a incentives for staff to use sustainable modes of access for their journey to
growing British Airways route network. One of our fastest growing airlines work.
is Norwegian, operating short haul and expanding long haul schedules.
Figure 1: UK distribution of terminating passengers (CAA survey data) Figure 2: South East distribution of terminating passengers (CAA survey data)
2
In 2017 Gatwick handled approaching 100,000 tonnes of cargo, mostly in We have improved the passenger journey through the airport, including a
the hold of long haul passenger aircraft. This is still significantly below world leading passenger security search process and the world’s largest
figures from the early 2000s but is increasing as Gatwick’s long haul network self-service bag-drop facility in North Terminal.
grows. Through consolidation, we have reduced the number of goods
movements to and from the airport, which remains a very small proportion of
total traffic, and will continue to adopt best practice to minimise the impact of
any increase in cargo volume.
We aim to deliver the best passenger experience by listening to our
passengers and providing the kind of service that will make them choose
to fly from Gatwick. One of the first initiatives at Gatwick under new
ownership in 2010 was the creation of three key Passenger Commitments:
We’ll treat you as our guest
We hate queues
We love to be on time
A significant part of the £1.5bn already invested at Gatwick since 2010,
and the £1.2bn earmarked for the next five years, is targeted directly at Our North Terminal has been transformed with the new self-serve check-in and bag drop
these commitments. We have re-built Pier 1, combined with a new areas
baggage handling system in South Terminal, allowing passengers to Our investment programme is outlined in our Capital Investment Plan,
check in luggage up to 18 hours before their flight. which is updated annually. As well as setting our key spending priorities
the CIP provides an update on our anticipated passenger demand, based
on forecasting that takes account of prevailing market conditions. The
most recent CIP, published in June 2017, estimated that Gatwick would be
serving up to nearly 47 million passengers per year by 2022. As we
prepare to update the CIP for 2018 we are already slightly ahead of our
estimated passenger demand.
In January 2017 Gatwick completed the successful 72 hour transition
during which easyJet was consolidated in North Terminal, and we
switched two of our biggest airlines British Airways (north to south) and
Virgin (south to north). Airline Moves was one of the largest and most
complex projects in Gatwick’s history, the culmination of 2 years of
planning, affecting 10,000 staff and combining 84 construction projects
The new fast turn stands at Pier 1 and 37 operational trials.
3
We lead the way in applying new technology to improve efficiency and In 1988 a new North Terminal brought with it new highway access, car
enhance the passenger experience. In 2017 we installed 2,000 indoor parks and an inter-terminal shuttle connecting back to the railway station.
navigation beacons in our terminals enabling augmented reality wayfinding Gatwick operates on a relatively small footprint and while this creates
for passengers. The system is much more reliable than GPS and can be challenges for incremental growth it ensures a high degree of accessibility
used within a range of mobile airport, airline or third party apps. We have with short walk and travel times between sites.
also introduced a new airport app providing information and orientation for
passengers at every stage of their journey through the airport, which also
will be the platform for the new augmented reality wayfinding.
ACCESSING THE AIRPORT
Gatwick has operated around an integrated air-rail interchange for over 80
years, from when the circular Beehive terminal was built for the first
commercial aircraft at Gatwick in 1936, with direct access from a high
quality rail service via a dedicated station, a world’s first. When the new
South Terminal was opened in 1958 it was accompanied by an adjoining
railway station and large parts of both are 60 years old this year. In 2014
Gatwick Airport railway station opened its seventh platform, allowing for
Simplified wayfinding, with information designed to improve accessibility, is used throughout
improved operation and greater capacity.
the airport
The airport is directly connected to the M23 motorway at South Terminal,
with a dedicated motorway spur. From South Terminal Airport Way
connects to the North Terminal, which also sits adjacent to the A23
running between Crawley and Horley. Proximity to the local and strategic
road network allows access by both local buses and long distance coach
services. These can be operated efficiently to within a short walking
distance of both our terminals rather than to a remote interchange point.
The same is true for car and taxi access, with drop off/pick up and short
stay parking closely linked to each terminal.
Segregated walking and cycling routes exist to connect Gatwick with its
adjacent communities in Horley and Crawley, providing useful access for
staff living locally. The South Terminal and railway station lie adjacent to
Our new onward travel screens in our baggage claim areas provide live information about
National Cycle Network route 21, which in turn links to recreational routes
road and rail connections from the airport across the South East.
4
Since the initiative was launched in 2010, the airport has grown from 31
SUSTAINABILITY million to over 45 million passengers a year, yet Gatwick’s environmental
footprint today is the same or smaller than in 2010.
Sustainability plays a central role in Gatwick’s transformation and the
airport has a clear, publicly stated aim of becoming the UK’s most
sustainable airport. In 2010 we launched our Decade of Change initiative, Our Decade of Change sustainability pledges
Gatwick’s sustainability strategy, which set ambitious targets to improve Our Decade of Change programme sets out our 10-year 10-topic strategy for
Gatwick’s environmental and sustainability performance by 2020. making Gatwick a leader in sustainability by 2020. We are two thirds through our
Achieving our surface access targets and delivering on our action plan is programme for delivering these pledges and we monitor and report on our
an important contributor to meeting our sustainability objectives. performance in each category every year.
Gatwick is acutely aware of the balance between the environmental 1. Community - Share the benefits of Gatwick’s growth, contributing to the social,
impacts of an expanding operation and the economic benefits of the environmental and educational development of our community.
airport, while at the same time delivering excellent service to our 2. Economy - Develop and fulfil our role as an economic driver of local, regional
passengers and airlines. We believe that the better we manage our and national significance.
facilities, including modernising the airport in the most sustainable way, the
3. Carbon - By 2020 reduce our carbon emissions by 50% against a 1990 baseline
smaller our environmental footprint will become. (Scope 1 and 2 emissions). Source 25% of our energy from renewable sources.
4. Air quality – Improve air quality impacts using new technology, systems and
processes.
5. Noise - Be consistently recognised as a best practice operator for noise
management.
6. Transport – Increase sustainable access options for our passengers and staff.
Achieve 40% public transport mode share for air passengers and staff by the time
the airport reaches 40 mppa and identify feasible measures to achieve a stretch
target of 45% mode share.
7. Energy - By 2020 achieve a 20% reduction in energy against a 1990 baseline.
8. Waste - Generate no untreated waste to landfill and achieve a 70% waste
recycling rate by 2020.
9. Water - Continually improve the quality of water leaving the airport. Achieve a
20% reduction in water consumption against a 2010 baseline.
10. Biodiversity - Have an award-winning approach to biodiversity through
Gatwick’s performance against the Decade of Change targets is achieving a nationally recognised award for ecological awareness.
measured, audited and reported on each year in our Decade of Change
Sustainability Report.
5
AN INTEGRATED APPROACH This accreditation applies to our emissions from fuels, electricity and
business travel. In 2016 we continued to reduce these emissions and to
Carbon emissions purchase 100% certified renewable electricity to run the Airport. Our
As part of our Decade of Change reporting, we calculate and review the residual 2016 emissions were offset through Gold Standard carbon
annual carbon footprint from Airport operations and those who use it. credits. Airport Carbon Accreditation also requires independent verification
Emissions from passengers’ and staff surface access journeys to the of our carbon footprint and collaborative action to reduce third party
airport contribute 26% of carbon emissions with staff commuting adding a emissions.
further 7%, behind only the landing – take off cycle for aircraft as a share
of overall emissions. This means that promoting greater uptake of In 2016 Gatwick also became one of a handful of organisations to hold
sustainable travel and low or zero emission vehicles can make a triple certification to the Carbon Trust Standard for reducing carbon, water
significant and measurable difference to carbon management and climate use and waste management.
change mitigation. Air quality management
One of the most significant, recent sustainability achievements for Gatwick We review and assess air quality in and around Gatwick on a regular basis
has been the certification of the airport at ‘Level 3+ Neutral’ by Airport to ensure that pollutants resulting from our day to day activities are below
Carbon Accreditation. This means we are the first carbon neutral London their respective limit values set by the Government. The general trend in
airport and the second busiest neutral Airport in Europe after Amsterdam emissions levels over the years has been downwards and our goal is to
Schiphol. maintain this trend. Our objectives to improve air quality are a key
component of our Decade of Change sustainability strategy.
Off-airport monitoring takes place at three permanent sites near the airport
and is conducted in partnership with Reigate and Banstead Borough
Council (RBBC) as part of the Horley Air Quality Management Area
(AQMA). In 2016, in agreement with RBBC, we put in place an additional
air quality monitoring programme on the A23 Brighton Road in Horley and
also at Hazelwick Roundabout area in Crawley. At both locations, Gatwick-
related road traffic represents a small proportion of total vehicles,
particularly in the peak periods. On the A23 Brighton Road tips to and from
Gatwick account for less than 17% of total traffic across both peaks and at
We are already making good progress towards meeting several of our Decade of Change
Hazelwick Roundabout less than 5%. We will continue to assist with
targets and, in the process, are setting new UK and global benchmarks for sustainability monitoring air quality in both areas as well as supporting further measures
to provide low or zero emission choices for onward travel in the local area,
alongside our service providers.
6Waste management Following our 2012 Airport Surface Access Strategy, its public transport
In 2016, Gatwick became the first airport in the world able to dispose of mode share goals for passengers were also incorporated into the Decade
Category 1 airline waste on site. At Gatwick’s waste processing plant this of Change strategy. We report annually on this, as well as staff sustainable
and all other organic waste is converted into energy to heat the new plant transport mode share, in our Decade of Change sustainability report.
and potentially other airport facilities. We also sort waste in-house to
This reporting on our modal share targets is based on data provided by the
maximise the amount recycled, reaching almost 70% in 2018 which is the
CAA. We also undertake our own surveys of passenger modal share. In
highest rate for a UK airport. The upgraded plant also has a surface
2016 we undertook the Travel to Work survey to obtain an updated picture
access impact, reducing lorry journeys to external waste plants by 50%
of staff travel behaviours. This indicated the proportion of staff that are
and so reducing local road congestion, carbon and air quality impacts.
commuting via sustainable modes, again set against our ASAS targets.
We are committed to increasing our public transport mode share, having
achieved our target of 40% of passengers using public transport by the
time the airport served 40 million passengers per annum and approaching
our stretch target, with over 44% using public transport in 2017. We are
making further strides among staff commuting to the airport by sustainable
modes, at 37% in 2016 and over 40% if sustainable travel options such as
car sharing are included.
From a surface access perspective sustainability means:
Maximising the number of passengers and staff utilising public
transport and other sustainable transport modes to access the
airport
Driving innovation in transport technology to improve
sustainability
Our energy from waste facilities helps us to achieve our no waste to landfill target but also
Minimising our impact on congestion on local and national
reduces waste truck movements by over 50% strategic road networks
SUSTAINABLE SURFACE ACCESS Minimising the impact of airport-related traffic in terms of air
quality, promoting low and zero emission vehicles in use at and
Surface Access presents one of the areas with the highest potential to around the airport
improve Gatwick’s environmental impact. Vehicle traffic to the airport Adhering to our obligations under S106 and committing to our
contributes to our carbon footprint, greenhouse gas emissions and local action plans.
road congestion. Thus Surface Access is an integral part of Gatwick’s
Decade of Change sustainability strategy, with an initial objective set in
2010 to increase sustainable travel options for our passengers and staff.
7An aerial view of the South Terminal shows the integration of the railway station and terminal, with the forecourt and multi-storey car parks to the east. The terminal building sits over the A23
running north to south and the entrance to the shuttle linking South Terminal to North Terminal is at the top of the view, between the railway station and the A23 (note, this photograph pre-dates the
construction of Platform 7).
8BACKGROUND
A NEW AIRPORT SURFACE To reflect progress on measures to provide efficient and safe access to the
ACCESS STRATEGY airport we publish an Airport Surface Access Strategy. The ASAS is
subject to regular monitoring and covers a period of approximately five
Our ASAS is built around the inherent characteristics of the airport, years. The main elements of the ASAS relate to promoting public transport
including easy access to the strategic road network and an integrated and active travel (walking and cycling modes), managing the impacts of
main line railway station alongside local access routes. Gatwick strongly road traffic accessing the airport and taking measures to reduce this where
supports the use of sustainable travel choices to and from the airport, and possible, whilst maintaining choice. Government guidance states that the
we have one of the highest public transport mode shares of any UK airport ASAS should:
including the highest rail mode share. We recognise that bus, coach and
Show how we intend to increase passenger/staff access by
rail services will not be convenient for all airport users and therefore we
public transport (offering clear and robust targets and a strategy
also cater for car and taxi journeys. We also work to ensure everyone has for delivery)
an equal opportunity to fly and provide services and choices suitable for Include a staff travel plan for increasing travel to work by
those with impaired mobility or for people that find access to, from and sustainable modes
through the airport challenging. Our surface access approach is Provide an action plan with performance indicators and output
developed in partnership with our Terminals and Passenger Experience measures to monitor and assess progress
teams. Confirm the approach to monitoring progress through an Airport
Transport Forum
To achieve our objectives for surface transport and ensure good quality
We provide a clear and robust strategy to secure delivery of these targets
accessibility we work with a range of service providers and stakeholders
based on sound analysis and agreed with the Transport Forum. Within this
including Government, national agencies, local authorities, operators,
strategy, we recognise the airport’s role as a transport interchange. Our
investment partners and stakeholders. We aim to secure the right future
ASAS targets are not statutory but we note their relevance to other
investment decisions, with resilient transport solutions, delivered on time
statutory requirements, such as those relating to air quality, which may rely
and in readiness for growth.
on measures to reduce road traffic emissions that are stated in the ASAS.
We are constantly seeking to improve our working practices, reporting and
It is important that the strategy fits with wider airport masterplanning and
engagement in order to reflect the changing nature of the airport and the
our Capital Investment Plan, which evolve in response to passenger
needs of our passengers, staff and service providers. As a result, this
requirements and our business objectives. The ASAS must also explicitly
ASAS does not simply update the previous one but shows how we are
considers longer term objectives for sustainable growth. For the purposes
moving forward and delivering on some of the objectives and targets we
of monitoring, the targets and action plan consider a five-year time
set just over five years ago. It also reflects where we still have work to do
horizon. The exception is where targets reflect the outcomes from any
or where we might decide to adjust our focus.
major infrastructure projects planned and delivered over a longer period.
9This ASAS is an overarching document covering all access modes and all Their role is to oversee its development and implementation, specifically
user groups, including passengers, staff, service providers, contractors ensuring that the ASAS sets out:
and emergency services. Our strategy has specific regard to the following:
challenging short- and long-term targets for increasing the
accessibility needs of all groups, including mobility impaired proportion of journeys made to the airport by public transport;
people a staff travel plan consistent with achieving these targets, taking
transport modelling and analysis required to appraise schemes into account prospective growth at the airport and background
being considered in the action plan growth in traffic; and
the need to consider methods of demand management options a monitoring system whereby the Transport Forum can oversee
to tackle congestion and pollution, if required as a result of implementation of the strategy
environmental targets
Members of the steering group are drawn from the following organisations:
relevant parking and road strategies (on and off airport) and how
these might be used to meet demand whilst encouraging West Sussex County Council (WSCC)
motorists and car passengers onto public transport East Sussex County Council (ESCC)
Our Section 106 agreement with Crawley Borough Council and West Surrey County Council (SCC)
Sussex County Council requires our ASAS and car parking strategy to Kent County Council (KCC)
demonstrate that Gatwick is acting consistently with local and national Crawley Borough Council (CBC)
planning policy to reduce the impact of road traffic.
Highways England
THE GATWICK AREA TRANSPORT FORUM Network Rail
One of the most important aspects of our surface transport remit is to work Transport for London (TfL)
with a wide range of stakeholders and business partners. By doing this we South London Partnership
can achieve a co-ordinated approach against shared objectives. The main Gatwick Diamond
consultative group is the Gatwick Area Transport Forum, which was set up Passenger Advisory Group (PAG)
in 1998. The Transport Forum consists of GAL, local authorities, transport Airline Operators Committee
providers and agencies, business representatives, airlines and other
Govia Thameslink Railway (GTR)
interested parties.
Metrobus
Our Transport Forum Steering Group meets quarterly to review progress
In addition, the steering group appoints task sub-groups to look at specific
on initiatives and projects relating to surface transport. The group also
issues. In 2017 a permanent Bus & Coach Sub-Group was set up to
discusses any wider, relevant issues that could impact access to Gatwick.
develop our approach to local bus services. This includes reviewing our
One of the main responsibilities of the Steering Group is to monitor
priorities for funding local services through the Passenger Transport Levy
progress against the ASAS, in accordance with Government guidance.
(PTL), in support of our objective to increase bus and coach mode share
for passengers and staff.
10The Transport Forum works alongside two sub-groups from our airport- The Team is responsible for making sure all of our passengers and staff
wide Passenger Advisory Group (PAG), one for rail and the other for can access the airport conveniently and safely by road, rail, on foot or
non-rail modes. These represent the specific needs of airport passengers cycle. It is responsible for the first impression of Gatwick for a departing
and explicitly consider passenger experience, including the needs of air passenger and the last impression for an arriving air passenger, as well
mobility impaired travellers, as well as reviewing progress on projects and as providing for safe 24/7 staff access including sustainable travel choices.
initiatives.
Day to day the Surface Transport Operations team keep the 27 miles of
ANNUAL GATWICK TRANSPORT FORUM roads that GAL manages safe and clear. It also assists with the
management of any highway or rail incidents or disruption as effectively as
All of our relationships with our stakeholders, partners and agencies are
possible ensuring impacts and mitigation are communicated to our
distilled once a year into a single room for the Gatwick Transport Forum.
customers, staff and stakeholders as quickly as possible. We work closely
This annual event brings together these partners to celebrate the work that
with the emergency services, Highways England and its network
has been done, hold Gatwick to account for its surface access and to
management framework partners, and with GTR’s Gatwick Airport Station
discuss wider issues and trends within the transport sector.
Manager to stay up to date with any changes that may require action.
The Transport Forum helps us take stock of what has been achieved and
allows us the following:
To update stakeholders on our actions
To inform them on our performance
To communicate our plans for the future
To listen to their concerns, thoughts and ideas
And to inspire them with trends and innovation in the transport
industry through thought-provoking presentations and guest
speakers.
We also welcome the forum as an opportunity for stakeholders to
challenge us and hold us to account for our progress and actions.
OUR SURFACE TRANSPORT TEAM
GAL employs an experienced Surface Transport Team responsible for
managing all aspects of surface access, working with suppliers and a wide
range of stakeholders. Our roles include stakeholder engagement, An essential part of our Surface Transport operations function is to maintain a safe and
accessible airport, whatever the weather. During the winter we can use as much as 15-20
partnerships, communications and marketing as well as operations,
tonnes of grit to keep our roads and footways clear
commercial contracts with suppliers, planning, project delivery, data
analysis and strategy.
11The safety and security of our passengers, staff and service providers Our ASAS Objectives, Targets and Action Plan are set out in this section
around the airport is our top priority. Our approach to managing road and of the report. Running across our objectives, and linking the ASAS back to
pedestrian safety is part of our airport-wide programme called Gatwick’s passenger commitments and core values is our Vision for
GatwickSAFE, which is a cultural approach to identify and encourage the surface access. Whilst we recognise that we can only influence certain
challenge of unsafe acts and conditions, and recognise, reward and aspects of our surface transport links we are committed to ensure the
reinforce those which are safe. We take a proactive approach to quality and efficiency of access does not compromise the safe operation of
monitoring the condition of our assets and using data to identify the need the airport or the transport and environmental impacts on our neighbours.
for any action.
Our surface access vision is:
Our Strategy team works with other groups across the airport to develop
To provide safe and sustainable access for all
our medium and long term plans to serve the needs of our staff and
airport users, without compromising quality
passengers in a sustainable way. The whole team works with project
managers, engineers and change managers from across the wider or choice, and to provide for growth while
supporting the needs of our local
business to deliver these plans. We provide a focus for all staff travel
communities, economy and environment.
needs and enquiries, working with service providers and stakeholders in
the local community to maximise the effectiveness of our travel plan. The responsibility for delivering this vision lies with our Surface Transport
We regularly review data related to Gatwick and other airports, as well as Team, supported by the wider airport community and endorsed by the
Executive Management Board.
researching changes in transport trends and policy to ensure we aspire to
good practice. Alongside the Operations team we provide a Achieving this vision will be a constant and evolving challenge, requiring
comprehensive Communications Plan for surface access, ensuring we use the participation and support of a wide range of partners. In order to
our media channels to provide accurate, relevant and up-to-date measure progress and ensure this ASAS is consistent with our vision we
information for passenger and staff travel. This involves close working have identified a number of key objectives that will guide our activities over
with service providers and stakeholders to keep information consistent. the next five years.
Through these stakeholders we also contribute to regional and national
In translating this vision into a coherent set of objectives, targets and
consultations and working groups relating to surface transport.
action plans we have consulted the Transport Forum Steering Group on
OUR SURFACE ACCESS VISION what they expect from the ASAS. Our strategy therefore seeks to address
the following comments:
Gatwick has achieved a number of UK and global firsts in achieving our
ambition to be the world’s most efficient single runway airport. This is Provides a positive vision for Gatwick, referencing its strategic
based on a vision of efficiency across all areas of our business, and using economic value
technology to achieve sustainable growth. We have the same ambition for Includes aims that are clear, concise and linked to objectives
surface transport, supported by our service providers and partners. Identifies targets that are measurable and distinct
Has a clear, “auditable” action plan for the TFSG to challenge
GAL on progress
12 Sets mode share targets for staff and passengers separately OBJECTIVES
Includes targets by mode where relevant, and for public Our new ASAS is objective-led so that we can be transparent in measuring
transport/sustainable travel overall
our performance and be held to account by our Transport Forum and
Provides more emphasis on relationships and joint working (with stakeholders. We will continue to meet the objectives set in our 2012
a range of stakeholders, including airlines) to promote
ASAS, which focus on being well connected, accessible, sustainable and
sustainable travel
innovative. However, our rapid growth means that we also will need to
Highlights more use of data and evidence to support the action focus on maintaining a high level of passenger experience at the same
plan
time as managing considerable change, especially to road and rail access
Is based on clear project delivery timescales to achieve targets in the next few years. With this in mind we have developed the following
Set proactive targets for staff travel, to make best use of PTL four objectives in consultation with our Transport Forum Steering Group:
budget and spending
Include targets/actions for managing parking (on and off airport) Objective 1: Continue to innovate as the best connected and most
accessible UK airport, delivering integrated surface
Include actions to extend ASAS working groups and stakeholder
engagement transport and sustainable growth by meeting customers'
needs.
Objective 2: Manage the transition to enhanced rail and road provision,
securing safe, efficient and reliable journeys for all users of
the transport network, with effective communication.
Objective 3: Collaborate with key stakeholders and communities in the
region to maximise the economic potential from efficient
road and rail access to Gatwick.
Objective 4: Deliver a new standard in sustainable surface access in
support of Gatwick’s Decade of Change, using technology
to achieve greater choice and efficiency.
These objectives give us high level, over-arching criteria against which to
assess our projects and plans. We will also use these objectives to
articulate our surface transport “contract” with staff/passengers/suppliers.
To help with measuring how we are achieving our objectives we need a
series of targets and a corresponding action plan. We have set out to
make our targets challenging but realistic and achievable. We will strive to
Our Annual Transport Forum plays an integral part in creating awareness of our Surface
exceed our targets where possible. These will also contribute to meeting
Transport activities and promoting stakeholder engagement
our statutory Section 106 obligations and Decade of Change targets.
13TARGETS Target 5: Reduce the ratio of staff to parking spaces in line with a shift to
more sustainable modes of at least 5% by 2022 and achieve
Our main targets relate to mode share change, which we report quarterly
5% of staff car journeys by registered car share users.
and support the Government’s objective to promote sustainable travel.
Over the last two decades Gatwick has successfully grown its public Target 6: Achieve in excess of a 5% year on year increase in bus use by
transport mode share and supported sustainable staff travel through a staff and passengers, and demonstrate measurable value for
variety of projects and initiatives. We currently sustain a public transport money from Passenger Transport Levy funding.
mode share for passengers of 44%, the majority of which (39%) is by rail.
We expect these trends to continue over the period of this ASAS and our Target 7: Deliver continuous improvement across the full range of Quality
targets reflect this. Service Monitor metrics, maintaining a level above 4.0 with
measurable scores for bus/coach, taxi and car rental.
This ASAS sets out specific targets related to reductions in car journeys
that have the greatest environmental impact. We have also reflected the
views of the Transport Forum Steering Group regarding stakeholder
relationships and joint working initiatives.
Target 1: Achieve 48% public transport mode share for airport
passengers by 2022 under the scrutiny of the Transport Forum
Steering Group
Target 2: Demonstrate clear progress towards reaching a rail mode
share aspiration of 45% by 2030, by achieving a rail mode
share of over 40% by 2019 and sustaining at least this level to
Our new sustainable travel targets indicate more public transport use by 2022 and more staff
2022.
cycling, walking and car sharing
Target 3: Achieve 42% of staff journeys to work by sustainable modes
ACTION PLAN
(public transport, active travel modes and group travel provided
by individual employers for their staff, referred to as “company Our targets are challenging but achievable, in many cases requiring
transport”) and 45% including other sustainable travel initiatives continued close working, and the support, of our surface transport service
(car share and zero emission vehicles) by 2022. providers and partners. With respect to Gatwick’s commitment to meet
these targets we have developed a series of actions, which may be added
Target 4: Deliver a reduction in air passenger “Kiss and Fly” car journeys to over the course of the ASAS, in consultation and agreement with the
equivalent to at least 10% of its 2017 mode share by 2022, and Transport Forum Steering Group.
a reduction in single occupancy car journeys by staff of at least
10% of its 2017 mode share.
14Each action is designed to contribute to the successful delivery of one or Action 10: Set out an annual data collection programme in consultation
more of our ASAS Targets. with the Transport Forum Steering Group, sufficient to
support quarterly monitoring of progress against targets.
Action 1: Continue to meet our Section 106 obligations in respect of
local planning policy, including Crawley Borough Council’s Action 11: Undertake a new Staff Travel Survey by the end of 2021 to
policy on airport related car parking (Policy GAT 3) measure change in journey to work behaviour in accordance
with ASAS targets.
Action 2: Create a strong Surface Transport brand identity for
communication and engagement with stakeholders. Action 12: Complete a thorough review of options to manage forecourt
access, including consideration of measures to reduce the
Action 3: Produce and implement Communication Plans for the delivery
proportion of “Kiss and Fly” trips (those incurring both drop off
of the M23 Smart Motorway Project and Gatwick Station and pick up journeys).
Project and manage the information flow to stakeholders,
passengers and staff through to completion. Action 13: Develop a sustained approach to funding local bus services
through the PTL that correspond to key staff and passenger
Action 4: Prepare a Surface Transport Plan for Construction to manage
catchment areas in Sussex, Surrey and Kent.
access for Gatwick development projects during potential
motorway and railway disruption and measure outcomes in Action 14: Convene regular stakeholder working groups related to the
terms of delay. following:
- Local Community Access and off-airport parking;
Action 5: Work with bus and rail operators to integrate the Gatwick
- Active Travel.
Staff Travel Discount within the KeyGo smartcard.
Action 15: Complete a thorough review of wayfinding and signage at the
Action 6: Develop an Action Plan to increase awareness of staff travel
airport to produce a prioritised action plan for improvement
initiatives and the take up of public transport and active travel
and to fill any gaps.
modes for the journey to work.
Action 16: Provide an annual update on progress against the ASAS
Action 7: Develop plans for a new Gatwick Cycle Hub in consultation
targets and Car Parking Strategy.
with local stakeholders and partners.
Action 17: Sustain an active role in the Brighton Mainline Alliance,
Action 8: Trial or adopt zero/low emission vehicles for selected Surface
Community Rail Partnerships and Transport for South East,
Transport operations, local bus services and car park shuttles
and continue Gatwick’s contribution to consultations of
Action 9: Complete projects to improve bus/coach passenger facilities regional and national significance.
and capacity at North Terminal.
15Further initiatives
Achieving our targets and building on recent success becomes more
challenging, as we seek to attract increasing numbers and a wider
catchment of passengers and staff to public transport. This makes it
important that we work together with our surface transport partners to
provide further incentives for sustainable travel. We are confident that we
will achieve a continued increase in rail mode share over the next five
years and beyond. This is as a result of several ongoing initiatives and
new projects that Gatwick will support:
Improving passenger experience at Gatwick Airport station
through delivery of a major improvement project that increases
concourse capacity, vertical circulation and platform availability.
More frequent trains between Gatwick and London as a result of
the 2018 timetable change and the wider catchment achieved
with direct trains to Cambridge and Peterborough for the first
time with GTR.
Increasing the take up of Oyster and contactless ticketing,
offering passengers convenience for onward travel to and in
London.
Continuing our successful partnership with Govia Thameslink
Railway (GTR), to improve the passenger experience and attract Working with bus operators we have increased capacity at our North Terminal bus stops but
regular users. are looking at ways to improve the passenger experience further
Doubling the service frequency between Gatwick and Reading
as part of a franchise commitment by Great Western Railway Alongside exciting projects for rail, we will continue to work with bus and
(GWR). coach providers to trial new services and provide funding in an effort to
establish sustainable commercial services. Examples of ongoing initiatives
with local and long-distance providers are as follows:
Increase the availability of 24 hour local bus services to provide
access to work for staff living in the Crawley, Horsham, Horley
and Redhill areas.
Support the new staff service from Brighton and promote further
enhancements to increase choice.
Co-funding trials of new routes, in parallel with increasing
frequency on existing routes, through express coach providers.
16Figure 3: Comparison with other London airports – CAA Public Transport
OUR PERFORMANCE Mode Share
The success of our operation, and our ability to plan effectively for the
future, is supported by regular and in-depth passenger research. This
research helps us to understand passenger needs, their current perception
of Gatwick and how industry and technology trends are changing
expectations on future products and services. We know that, while at the
airport, it is the Gatwick brand that passengers identify with most.
Therefore, it is important to understand what service levels passengers are
both expecting and experiencing. Customer feedback shows that we are
continually improving and compare well against other major airports.
BENCHMARKING
Using our own and third party data, and with consideration of how we are
doing at meeting our objectives and targets, we can also benchmark
Gatwick against other UK and international airports. We constantly strive
Source: CAA Annual Passenger Survey
to deliver best practice and learn lessons from other airports, sharing
knowledge and aspiring to be the best, encourages us to always meet or Our benchmarking tells us we continue to lead the way in the UK and
exceed expectations. An example is our benchmarking of short stay Europe in terms of rail access and connectivity but lag behind other major
parking, drop off and pick up arrangements to help us address capacity UK airports in terms of bus access. Whilst partly this is due to rail
and provide guidance for private hire access, including Uber. competition, we have highlighted that this requires more focus within this
We also track our surface access mode shares against other airports to ASAS.
understand if there are underlying trends in passenger behaviour that we There are also type types of quality measure that we report
should respond to. Looking over the last 10 years Gatwick has
outperformed the other main London airports in terms of increasing public Quality of Service Monitor
transport mode share. Over that time our combined rail, bus and coach
Our monthly Quality of Service Monitor (QSM) is an important piece of
share has increased over 7% compared with around 4% at Stansted and
research that helps us ensure we are doing everything possible to deliver
Heathrow’s remaining broadly flat, as shown in Figure 3.
the best possible experience for our passengers. The survey aims to gain
an insight to how passengers feel at each stage of their journey through
the airport, with passengers asked to provide a rating from 5 (excellent) to
1 (extremely poor) at selected service touchpoints for both departing and
arriving passengers.
17The findings are distilled into a single overall satisfaction rating and, in The targets we set in 2012 were designed to be realistic but challenging,
January 2018, we achieved our highest-ever monthly score of 4.33. and were agreed through consultation with our Transport Forum Steering
However the survey also picks up examples of where scores are slipping, Group. Our achievement against these targets is as follows:
for example with bus waiting facilities and wayfinding, helping us direct our
achieve 40% public transport mode share for air passengers
attention to aspects of the operation that need improvement.
and staff by the time the airport reaches 40 million
Airport Service Quality passengers per annum (mppa)
The Airport Service Quality (ASQ) survey is run by the Airports Council We have sustained a public transport mode share for air
International (ACI) and involves almost 300 airports worldwide. It is a passengers since 2010 when we handled 31mppa. We reached
quarterly report that we use to benchmark our performance against other 40mppa in 2015, when our public transport mode share was
nearly 44%, comfortably exceeding our target.
European airports, helping us to see what we are doing well and where we
need to improve. Like our QSM survey, the ASQ research helps us to Our preferred metric is to measure staff travel by including all
target areas of weak performance. It can also be used to measure trends sustainable modes (adding cycling and walking, plus company
in passenger satisfaction following change programmes or construction transport provided by airlines) rather than just public transport.
projects. For example we identified positive improvements in satisfaction In the 2016 staff travel survey the sustainable mode share for
scores following the introduction of new security and check-in processes in employees was 37% excluding car share, which accounts for up
both terminals. to 6% more, which puts us ahead of our target of 40%.
PERFORMANCE AGAINST 2012 ASAS TARGETS identify feasible measures to achieve a stretch target of 45%
public transport mode share once the 40% target at 40mppa
When we set our last mode share targets in 2012, the airport was serving has been achieved
34 million passenger journeys a year and our mode share for public
transport was just over 40%. We recognised that, even to maintain this We have almost hit our 45% stretch target whilst accommodating
mode share as the airport grew towards 40 million passengers, around growth to over 45mppa, including a boost in rail mode share from
four million additional bus, coach and rail journeys to and from the airport 35% in 2012 to 39% in 2017.
would be needed. While this appeared challenging in itself, we chose also
achieve a quality service rating of 4.5 for all surface access
to add a stretch target to achieve a 45% public transport mode share as
transport modes and facilities by the time the airport
the airport continued to grow. reaches 40mppa
So how does our report card look? Since 2012 the airport has grown
Our QSM scores apply to car rental and bus/coach with our taxi
significantly, and a number of important changes have taken place. This provider providing separate customer feedback. Scores have
growth presents a physical challenge for any facilities that have remained improved in almost every case. For bus, scores are at or above
broadly unchanged over that period having to accommodate up to 35% 4.0 with one exception and 20% of metrics have reached 4.5.
more activity. For car rental and taxi feedback scores remain above 4.0 but
have not reached 4.5.
18Passenger journeys Table 1 shows the transport mode shares for passengers in 2017 as
Having already exceeded 45 million passengers for the twelve months to recorded by the CAA, alongside the equivalent figures from 2011. This
June 2017 we have almost achieved our 45% stretch target, which is a shows that the total public transport mode share (rail and coach/bus mode
great achievement. CAA mode share data for 2017 (adjusted to 100%), shares) for passengers has risen to nearly 45%.
illustrated in Figure 4, shows 44.9% public transport mode share, Table 1: Transport mode share – Passengers 2011 and 2017
corresponding to a significant uplift in passengers choosing sustainable
modes. This equates to over 18.5m journeys by train, bus or coach made Mode 2011 (percentage) 2017 (percentage)
by our airport passengers each year. Private Car 42.4 38.6
This also shows a continuing trend to reducing the proportion of Rail 35.6 39.0
passengers travelling to and from the airport by private car. Since 2002 Taxi 13.3 15.4
the mode share for private cars has dropped by more than a quarter, from
Coach/Bus 6.7 5.9
over half of passengers to around 38%. In contrast rail mode share has
risen by 80%. Car rental 1.7 0.9
Other 0.3 0.2
Figure 4: Surface access transport mode share percentages for air
passengers travelling via Gatwick Total 100 100
Source: CAA Annual Passenger Survey
Overall we have been successful in most areas and will continue to build
on these achievements. We will maintain progress on our challenging
QSM targets and have completed a number of important projects, such as
the new bus waiting area in South Terminal, which should have a positive
impact on passenger feedback going forward. As a result of improved
monitoring and data collection we are also better at capturing information
on issues that require changes or new facilities.
Staff travel
We take a similar approach to our staff journeys, ensuring employees
have access to a range of travel choices and encouraging the use of
Source: CAA Annual Passenger Survey sustainable modes. In 2016 we undertook a comprehensive Staff Travel
Survey which provides valuable information on the travel patterns of our
23,800 strong workforce, including how far and how long they travel to
work. This is being used to target improvements where and when staff
need them most.
19Due to changes in shift patterns corresponding to a busier early morning ACHIEVEMENTS
schedule of flights, and a higher proportion of aircrew that rotate between
The following milestones have been achieved during the course
more than one London airport, there are challenges around how staff get of the last five years:
to work by public transport, particularly rail, at a 24 hour airport. To offset Opening of Platform 7 at Gatwick Airport station in February
the relatively limited rail connectivity available to cover the early morning 2014, to improve operational performance and longer platform
and late evening shift patterns we have secured the support of local occupation times for Gatwick Express.
operator Metrobus to make more bus services available 24 hours a day, Arrival in January 2016 of Oyster and contactless fare payment
serving the Crawley and Horley areas where a significant proportion of our for train journeys between Gatwick and London.
staff live. Our staff receive discounts on both bus and rail journeys with Completion of the Gatwick Express Portal, waiting area and first
local operators. class lounge at Gatwick Airport station in October 2016.
Implementation of common signage design (yellow on black)
We recognise that place of residence, shift-working and lifestyle factors matching the railway station to terminal wayfinding in Summer
may make it impossible for some staff to find a reliable public transport 2016.
option for their journey to Gatwick. We are therefore doing more to support Increased support for local bus services including the extension
of 24 hour services to Horley and Crawley and a wider network
alternative sustainable travel modes. This includes investment through the
of routes serving staff catchment areas.
Passenger Transport Levy for more and better facilities for cyclists, Refurbishment of multi-storey car park MSCP6 at North Terminal
including lockers, showers, secure storage and “Ride to Work” support. to make structural repairs, with the facility returning to service in
Investment in new cycling facilities delivered in 2017 created immediate, 2017.
additional demand, to which we will continue to respond. Introduction of the first Tesla all-electric cars on the Gatwick
Airport Cars taxi fleet in Spring 2017 along with on-airport
The percentage of staff who travel to work by car (driver or passenger) is charging facilities.
61%, down almost 10% since the last travel survey in 2012. Driver only Completion in March 2018 of the Northway widening project,
journeys have dropped at a similar rate and account for only just over half providing new crossing facilities and an improved road layout for
of staff in 2016. There has been a corresponding shift to bus, rail and passenger drop off.
company-provided transport, as well as a small increase in car share. Opening in Summer 2017 of a limo pick-up facility for premium
Along with cycling and walking these sustainable modes now account for passengers at North Terminal.
over 37% of staff excluding car share and over 40% with car share. Installation of expanded and improved cycling facilities at South
Terminal in Summer 2017, including new stands, dedicated
Historically, it has been hard to accurately track car sharing, though survey changing/locker facilities and shower access.
data show up to 6%. We have recently agreed a contract with a new car Refurbishment of the ready-return layout for car rental at South
share scheme supplier that enables accurate, regular monitoring of actual Terminal to improve vehicle flow and safety, completed in 2016.
Revisions to bus stop allocations and layout accompanying the
car share activity, allowing the prioritisation of available spaces and
introduction of 18m articulated buses on staff and long-stay car
targeted incentives based on measured use. We believe this is a more park shuttles.
transparent and auditable approach than relying on the number of users
registered to the scheme.
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