Recent world events have reinforced the need to embody flexibility required and to respond to the changing needs of the staff and passengers. The war in Iraq, increased terrorism, disease epidemics and the heightened state of security call for a focus on improving operating standards, careful controls of costs and working well with airlines to achieve continued growth (Manchester Airport, 2004) A state of the art security technology is essential to support the security operation to ensure that Manchester Airport respond proactively to changes in external threats. This also calls for cooperation with government agencies and police; the local community.
With traffic forecast to double to circa 42 million passengers per annum by 2015, there is a need to accommodate this demand in the most economic manner. Growth has to be facilitated through a combination of maximizing the use of existing assets, investment in new technology, a comprehensive review of operational processes and investment in new infrastructure. (Manchester Airport, 2004)
Tracking of flights and passengers with collection of information and its accuracy is crucial to Manchester Airport smooth operations. Information technology and operations processes assist to increase customer service and/or capacity through the implementation of new approaches to meeting customer requirements. For example, Terminal 2 check-in trials that assess the benefits upon capacity and operations through the allocation of check-in desks in accordance with the reporting profiles and employment of a range of queue management techniques. Projects to increase the capacity of the baggage reclaim process by increasing the size of the existing facilities and providing an additional reclaim belt for domestic and international capabilities were carried out. Infrastructure in baggage handling areas is being re-configured to improve operations and reduce bag delivery times.
As the White Paper has recognized the need to adopt new ways of development to achieve the economic, social and environmental objectives, whilst at the same time taking account of the long-term implications, the priority then includes more investment in people and equipment for a competitive economy (Manchester Airport, 2004). Major investments were made in Manchester’s environmental management programme to research for ways to operate in more environmentally efficient ways, and measures aimed at minimizing noise and air pollution, lowering energy use and managing natural resources.
The increasingly demanding security requirements and significant changes in airlines market require Manchester Airport to provide a superior level of response and service. Developing and improving two-way communication with staff reflects the need to improve communication of strategic objectives and bolster staff morale. (Manchester Airport, 2004) A rigorous training program conducted for staff to support the security operation and an independent quality assurance program in place to ensure the maintenance of high standards are examples to be adopted throughout the organization as they are vital for success especially with a constant threat of downturn in demand due to adverse global economic factor or specific events which posed the reality of the airport business.
Application of prudent financial controls, gathering of business intelligence with information technology and human resource and contingency planning with communication across functions are responses to the issues from the external environment.
In satisfying Manchester Airport’s customer, the airlines, Manchester Airport needs to show passengers their best face as they think the airport’s responsible for them and not the airline. It has to some extent influence the environment in satisfying their customers.
Manchester Airport has created the environment where passengers spend money, keeping operational charges low and low airfares that benefits the airline and the airport; keeping one part of the chain happy, keeps all part of the chain happy. It has a variety of facilities to accommodate the needs of families travelling through the airport. Services and infrastructures such as plane access, parking facilities, ramps and lifts, telephones, toilets, hearing difficulties assistance are in place to ensure an easy journey even for passengers with reduced mobility.
With respect to its HR functions in satisfying customers, Manchester Airport commitment to good employment practices is enshrined in the ‘Fair Deal' Policy, on the basis that a fair deal for staff means a fair deal for customers. Since the future success in business depends on how well customers are served, the ‘Fair Deal’ is good for business. Job training available to all staff provide the best service to their customers. The commitment to developing a representative workforce is monitored for assessment of progress. Evidently in the setting of the working environment, to provide the best for their customers, they embrace diversity into their workforce coupled in their policy statement-Manchester Airport condemns all forms of unlawful and unfair discrimination (Manchester Airport, 2004).
Whilst the airport itself has changed considerable, so has the world in which the business operates. The challenge is to reap the benefits in an efficient, equitable, responsible and sustainable manner.
