Heathrow was the London 2012 Olympic Airport. About 45,000 additional passengers (athletes, support, etc) were expected to use the airport during the summer peak. Babcock, as operator of the baggage systems was tasked with making this seamless and to solve the problems of disproportionate volumes per athlete and the scale of the out of gauge luggage. We project managed the design, planning and delivery of new operations to support the Olympics and Paralympics.
To facilitate the traffic of Olympic specific baggage at Heathrow during the 2012 games
Established in 1891, Babcock is the UK’s leading engineering support services organisation earning revenues of circa £3bn during 2013. Babcock operates in a variety of sectors including; defence, energy, telecommunications, transport, airports and education.
Babcock Airports Division is responsible for Heathrow Airport’s airport-based baggage handling systems. Babcock uses its unrivalled baggage processing and operational knowledge, together with its specialist engineering skills in automated handling and control systems development, to deliver the optimum through-life performance in terms of cost, efficiency and reliability.
They employ over 1,000 skilled personnel with experience in baggage system design, control systems development, operations, maintenance and general airport-based baggage services. These unique skills and experience ensure that Babcock is recognised as an industry sector leader in the provision of through-life integrated solutions to airport baggage handling and management requirements.
During the summer of 2012 they had to manage significantly higher volumes and changes in traffic types coming through the airport before, during and after the London 2012 Olympics.
To put the operations into context, here are some facts and figures:
We were engaged to facilitate the review, design and documentation of the processes required to deliver the temporary baggage systems required in Terminal 3 and Terminal 5 to meet the extra capacity requirements. We ensured that this activity was properly organised so that it did not impact the on-going operations that Babcock were already delivering for the airport.
The following measures were identified and implemented:
Working with a large group of operational workstream leaders the project was a great success with a number of airport records being broken including the highest number of passengers through the airport in one month without a decline in service.
We helped the team take some of the learning points from the project to continually improve the baggage handling service in particular in the processing of arriving passengers and in resource scheduling.
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