APPENDIX 6.

7
(referred to in paragraph 6.163)

BAA’s summary of its ‘planning objectives’ approach

1. BAA believed that all airport planning should be based on a set of basic airport planning prin-
ciples. Our view is that good airport planning should:

— deliver appropriate levels of capacity to passengers, airlines, and other users;

— deliver appropriate levels of service to passengers, airlines and other users;

— enable efficient airport operations (whether undertaken by BAA, airlines, handling agents or
other organizations);

— deliver value for money for all parties in terms of optimizing all parties’ capex and opex and
income;

— recognize the different needs of different passengers, airlines and other stakeholders;

— recognize BAA’s own business needs which include safety, security, and sustainability in addi-
tion to customer service and financial objectives;

— allow for flexibility to accommodate change, including changes in business relationships, opera-
tional needs and technological progress; and

— recognize learning points from other experiences.

2. BAA’s intention would be to seek to achieve the set of time-based and space-based objectives
when planning airport facilities, whilst recognizing the need for these performance objectives to take
account of a number of ‘real-world’ checks and balances.

3. When planning new or redeveloped facilities, BAA will continue to work with those affected to
determine the best solution. This will use information generated from the time-based and space-based
figures, but will also take account of local circumstances and the ‘real world checks and balances’
described below. The intention will always be to find a mutually acceptable solution for BAA and its
main stakeholders.

4. Any form of planning cannot take place without reference to the realities of the operational and
business implications. BAA has concluded that airport planning should take account of the following
specific ‘checks & balances’:

— different needs of different segments of the airline industry require different treatment;

— strict compliance with a set of standards can imply inappropriate capacity limitations;

— the overall benefits (including service quality, financial and other benefits) should outweigh the
overall costs (including capital and operating costs for both BAA, its airline customers and
business partners);

— technological change or process improvement may lead to different approaches being required;

— BAA, its airline customers, and its business partners are often jointly responsible for delivered
service performance, and planning standards, targets or guidelines must take account of this;
and

— the need to obtain planning consents, and government policy objectives, may affect the eventual
development solution.

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BAA’s planning objectives

Arriving and departing passenger processes

Facility Waiting time* When space Standing space‡ Sitting space§ Seating for¶
required†
Check-in 95% up to 12
minutes
2 2
Departures 1.0 m 1.0 m 10% where
concourse passengers do
not have to wait.
50% where
passengers have
to wait.
2
Passenger search First process: First process: 5 0.6m
and passport 95% up to 3 minutes. Second
control minutes. Second process: 1
process: 95% up minute.
to 1 minute
2 2
Departures lounge 1.0 m 1.0 m 60%
2 2
Satellites, gate 1.0 m 1.0 m 70%
lounges
2
Gaterooms 1.0 m 100%
2
Immigration, 95% up to 4 12 minutes 0.6m
UK/EC minutes
2
Immigration, 95% up to 12 30 minutes 0.6m
others minutes
2 2
Buffer hall 1.0 m 1.0 m 40%
2 2
Baggage reclaim Max 25 minutes 0.6m 1.0 m 5%
from first
passenger
entering reclaim
(or buffer hall) to
last bag on unit
2 2
Arrivals concourse 1.0 m 1.0 m 20%

Lifts 95% up to 2
minutes. 50% up
to 0.5 minutes.

*Waiting time (% of passengers within stated time).

†Space for passengers waiting up to the stated time.
‡ Personal space per standing person.
§Personal space per sitting person.
¶ Seating for stated % of people present (these represent the best estimates of the seating needed for a seat to be
available for anyone who wants one).

Transfer processes

Transfer desks
— 95 per cent of passengers should queue for less than six minutes.

— 0.6 square metre queue space per passenger plus inter-queue space.

Security
— 95 per cent of passengers should queue for less than three minutes.

— 0.6 square metre queue space per passenger plus inter-queue space.

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Seating/waiting areas
— Seats to be provided for all passengers who require a seat at any time.

— 1.0 square metre queue space per passenger for both standing and sitting passengers plus a
100 per cent allowance for circulation.

Walking distance
— A maximum of 250 metres without mechanical assistance and up to 650 metres with walkways
(of which not more than 200 metres unaided).

— Transport should be provided for unbroken point to point journeys of more than 500 metres.

Coaching
— Passengers should wait no longer than ten minutes between arriving at the bus station and the
coach leaving the terminal.

Minimum connection
— Minimum connection times of 45 minutes for intra-terminal connections, and 60 minutes for
inter-terminal connections. (Lower values may be achievable where airlines introduce special
passenger and baggage handling arrangements).

Other processes

Car Parks
— 100 per cent availability of car parking spaces on airport for anyone seeking a space.

— Queuing at car park entry: 95 per cent up to one minute.

— The total queue time at exit (prepayment or cashier exit): 95 per cent up to four minutes.

Forecourts
— 95 per cent chance of finding a space.

Piers
— Pier service for at least 90 per cent to 95 per cent of passengers in each terminal.

— Walking distance maximums of 250 metres unaided and 650 metres with walkway (of which
not more than 200 metres unaided).

— Transport should be provided for unbroken point to point journeys of more than 500 metres.

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