VOLUME 37 June 2016

Total Page:16

File Type:pdf, Size:1020Kb

VOLUME 37 June 2016 LINKEDIN 2 VOLUME 37 June 2016 NEW EMPLOYEE ASSISTANCE PROGRAMME 2 ACTION FOLLOWING 2015 STAFF SURVEY RESULTS 2 SIA ACS AUDIT 3 BRONZE AWARD ARMED FORCES COVENANT ERS 3 CUSTOMER SERVICE 4 WELCOMING NEW STAFF 5 MEET THE HEAD OF CLIENT RELATIONS, AVIATION 5 AN INSIGHT - BY ASHLEY BANCROFT, MD 6 TRAINING AND QUALITY 7 EMPLOYEE SERVICE AWARDS 9 BUSINESS NEWS 10 EMPLOYEE OF THE MONTH AWARDS 11 CORPORATE SOCIAL RESPONSIBILITY 15 AVIATION 16 ICTS UK LTD South Block, First Floor CORPORATE & PUBLIC SECTOR SERVICES 18 Tavistock House CANINE SECURITY SERVICES 19 Tavistock Square ELECTRONIC SECURITY SERVICES 20 London, WC1H 9LG WORDS OF RECOGNITION 20 www.icts.co.uk EVENTS 22 Tel: 0207 874 7576 Fax: 0207 874 7599 A DAY IN THE LIFE OF… 22 STAFF BENEFITS 23 NOTICES 24 Editor: Roberta Puccinelli Sher Page 2 V OL UME 37 Page 3 Photo: Tavistock House - London, Photo: Tavistock House - London, ICTS HQ ICTS HQ LINKEDIN GROUND-BREAKING SIA ACS AUDIT ICTS UK & Ireland now has its own page on LinkedIn – this is a ‘Showcase Page’ appearing under ICTS Europe. In line with ICTS’ strategy to improve RESULTS FOR ICTS, MAKING IT TOP IN THE communication via social media, we would like to invite ICTS staff to create LinkedIn profiles and ‘follow’ ICTS UK & Ireland’s showcase page. INDUSTRY LinkedIn is the world's largest professional network and a tool via which we, Following a recent SIA Approved Contractor Scheme (ACS) audit, ICTS as a Company, can better connect with professionals in our line of business receives the top score in the Security Industry. For the third consecutive and share corporate and industry news. LinkedIn will also be used for year ICTS has improved its SIA ACS audit score to a remarkable 170 out of recruitment. 174. NEW EMPLOYEE ASSISTANCE “The results are fantastic and it is a delight to be able to receive such recognition for the quality of service delivered and hard work that goes into PROGRAMME our daily tasks. We were told that the feedback the SIA received from our In the middle of June 2016 ICTS UK & Ireland is introducing a new staff Clients, was second to none. We, the team as a whole, must be extremely benefit – an Employee Assistance Programme (EAP), run by Workplace proud of this achievement, for it is due to the work of every individual staff Options. Workplace Options is an expert provider of employee support member who provides services, creates relationships with the Clients and services that is completely independent from ICTS. goes above and beyond what is expected” said Gary Benwell, Head of Corporate and Public Sector Security Services, ICTS (UK) Ltd. Staff will be able to access free and professional advice on a range of subjects: personal, work, family and relationships, daily living and life events The SIA ACS demonstrates the existence of an effective quality management etc. The services will be accessible by phone, e-mail, instant messaging and system and shows commitment to quality, customers, and a willingness to work towards improving efficiency. Photo: Gary Benwell (ICTS Head of via the website. Further information to be issued via Yammer and locally. Corporate and Public Sector Security Services). ACTION TAKEN FOLLOWING 2015 STAFF ICTS UK RECEIVES THE BRONZE AWARD SURVEY Paul Hunter, Executive Director Business Affairs, ICTS UK & Ireland said, “It FROM THE ARMED FORCES COVENANT was pleasing to see that the overall results of the 2015 Survey were an improvement on 2014, with an increase in positivity across all areas. EMPLOYER RECOGNITION SCHEME However, we know there are areas that we can do better in and that there ICTS’ work through its Military Service Transition Advice and Resettlement is always room for improvement. One of these themes that carried over Training (START) Programme has won a Bronze award from the Armed from previous surveys was that whilst there had been improvements, there Forces Covenant Employer Recognition Scheme (ERS). ICTS has been was still a feeling that we failed to communicate effectively and that this recognised for its commitment to, and support of, defence personnel. Paul Hunter, Executive was having an effect on morale. Director Business Affairs, “The scheme is made up of Bronze, Silver and Gold awards for employers Local management were tasked with improving this and some of the actions ICTS UK & Ireland said, who support those who serve or have served in the Armed Forces, and their taken to address this were: “All of you have a voice families. We are honoured to have been selected and for our work to have Employee forums, regular staff meetings and drop-in sessions were and we will continue to made a difference to injured and able-bodied Servicemen and women’s implemented at larger operational locations to ensure that all listen to you and work transition into civilian employment upon leaving the military. employees have an opportunity to raise points, both positive and hard to improve on all negative with management. areas within the To date we have helped and advised over 300 soldiers and veterans through Operations such as the Home Office / UBKA, where staff are deployed Survey.” taster visits/insight days, bespoke visits (to meet individual’s physical in small numbers over a wide area, regular visits and increased daily limitations), work placements, and most notably it has led to the contact plans were implemented. employment of over 70 ex-servicemen and women with ICTS and many The success of the Social Committee in Belfast Airport was also copied more elsewhere” said Scott Paterson, Head of ICTS Military START and airports such as Dublin formed new social committees which Programme and Head of Consultancy, ICTS Consult. whilst still in their infancy, are beginning to show positive results. All of these, along with the use of Yammer are helping to improve the way in which we communicate with you, but there is always more that can be done.” Page 2 V OL UME 37 Page 3 Photo: Tavistock House - London, Photo: Tavistock House - London, ICTS HQ ICTS HQ LINKEDIN GROUND-BREAKING SIA ACS AUDIT ICTS UK & Ireland now has its own page on LinkedIn – this is a ‘Showcase Page’ appearing under ICTS Europe. In line with ICTS’ strategy to improve RESULTS FOR ICTS, MAKING IT TOP IN THE communication via social media, we would like to invite ICTS staff to create LinkedIn profiles and ‘follow’ ICTS UK & Ireland’s showcase page. INDUSTRY LinkedIn is the world's largest professional network and a tool via which we, Following a recent SIA Approved Contractor Scheme (ACS) audit, ICTS as a Company, can better connect with professionals in our line of business receives the top score in the Security Industry. For the third consecutive and share corporate and industry news. LinkedIn will also be used for year ICTS has improved its SIA ACS audit score to a remarkable 170 out of recruitment. 174. NEW EMPLOYEE ASSISTANCE “The results are fantastic and it is a delight to be able to receive such recognition for the quality of service delivered and hard work that goes into PROGRAMME our daily tasks. We were told that the feedback the SIA received from our In the middle of June 2016 ICTS UK & Ireland is introducing a new staff Clients, was second to none. We, the team as a whole, must be extremely benefit – an Employee Assistance Programme (EAP), run by Workplace proud of this achievement, for it is due to the work of every individual staff Options. Workplace Options is an expert provider of employee support member who provides services, creates relationships with the Clients and services that is completely independent from ICTS. goes above and beyond what is expected” said Gary Benwell, Head of Corporate and Public Sector Security Services, ICTS (UK) Ltd. Staff will be able to access free and professional advice on a range of subjects: personal, work, family and relationships, daily living and life events The SIA ACS demonstrates the existence of an effective quality management etc. The services will be accessible by phone, e-mail, instant messaging and system and shows commitment to quality, customers, and a willingness to work towards improving efficiency. Photo: Gary Benwell (ICTS Head of via the website. Further information to be issued via Yammer and locally. Corporate and Public Sector Security Services). ACTION TAKEN FOLLOWING 2015 STAFF ICTS UK RECEIVES THE BRONZE AWARD SURVEY Paul Hunter, Executive Director Business Affairs, ICTS UK & Ireland said, “It FROM THE ARMED FORCES COVENANT was pleasing to see that the overall results of the 2015 Survey were an improvement on 2014, with an increase in positivity across all areas. EMPLOYER RECOGNITION SCHEME However, we know there are areas that we can do better in and that there ICTS’ work through its Military Service Transition Advice and Resettlement is always room for improvement. One of these themes that carried over Training (START) Programme has won a Bronze award from the Armed from previous surveys was that whilst there had been improvements, there Forces Covenant Employer Recognition Scheme (ERS). ICTS has been was still a feeling that we failed to communicate effectively and that this recognised for its commitment to, and support of, defence personnel. Paul Hunter, Executive was having an effect on morale. Director Business Affairs, “The scheme is made up of Bronze, Silver and Gold awards for employers Local management were tasked with improving this and some of the actions ICTS UK & Ireland said, who support those who serve or have served in the Armed Forces, and their taken to address this were: “All of you have a voice families. We are honoured to have been selected and for our work to have Employee forums, regular staff meetings and drop-in sessions were and we will continue to made a difference to injured and able-bodied Servicemen and women’s implemented at larger operational locations to ensure that all listen to you and work transition into civilian employment upon leaving the military.
Recommended publications
  • St. Louis Lambert International Airport Gateway Airport Partners
    St. Louis Lambert International Airport Gateway Airport Partners 26 November 2019 Confidential [email protected] 2020-01-16 15:19:57 +0000 STRICTLY CONFIDENTIAL Contents 01 InsertIntroduction divider title 23 02A InsertAirport divider Management title Experience 10 7 03 Specific Topics 15 04 Driving Value at STL 21 05 Financial Capability 26 06 Engaging in the STL Process 29 07 Our Offering 31 08 Questions and AnswersConfidential 33 [email protected] 2020-01-16 15:19:57 +0000 STRICTLY CONFIDENTIAL Confidential [email protected] 2020-01-16 15:19:57 +0000 Introduction STRICTLY CONFIDENTIAL I. Introduction Today’s attendees Dan Rossetti Ashley Munroe David Stanton Michael Johansson Will MacDonald Director, OTPP Principal, OTPP ConfidentialManaging Director, OAIL Snr Operations Manager, Senior Vice President, CAI Macquarie Capital Over 10 years of experience Joined OTPP in 2015 and Over 25 years of global 35 years experience in the Over 10 years experience at at OTPP after joining in has over seven years of experience in aviation airline and airport industry Macquarie after joining in 2009, with a focus on global infrastructure strategy, finance and 2008, with a focus on transportation infrastructure investing and asset operations. Board Director Broad experience across transport and infrastructure. management [email protected] for Birmingham Airport, strategic airport projects, Led OTPP’s acquisition of London City Airport and including: Advised Sydney Airport the Chicago Skyway Worked on OTPP’s (SYD:ASX) in relation to Copenhagen Airport. Deputy — Capacity assessments acquisition of London City Chairman at Copenhagen numerous M&A and Sits on the boards of GCT Airport in 2016 2020-01-16 15:19:57 +0000and planning financing transactions.
    [Show full text]
  • How Aircraft Arrive at Bristol Airport
    How aircraft arrive at Bristol Airport At each end of our runway is 2 Aircraft turn at different 1 an Instrument Landing points to align with the Aircraft arrive in the System (ILS) centreline of the runway 4 Bristol area from different directions depending on their point of origin The ILS sends out radio 3 signals that enable pilots to Aircraft are very consistent align exactly with the runway on their position on the final centreline 5 approach Aircraft will 6 continuously descend towards the runway. 7 Over 80% of aircraft carry out Continuous Descent Approaches (CDAs). CDAs may be quieter for some local communities compared to the traditional stepped approach. CDAs also use less fuel and produce less carbon emissions Example of typical summer season arrival 0 – 4000 ft 4000 – 6000 ft tracks onto Runway 27 over one day 6000 – 10,000 ft Bristol Airport How aircraft depart from Bristol Airport They will then 1 depart to the Aircraft initially depart straight They can turn after they have national airways ahead to a set distance. reached 3000ft 4 2 Some aircraft may be required to leave the NPRs early 4000ft if, for instance, there is bad weather further along the 5 route. These instances are logged by Air Traffic Control 3 Our Noise Preferential Which direction? Routes (NPRs) cease when The direction that our runway operates is dependent on weather conditions, they are over 4000ft particularly wind. Aircraft prefer to land and take-off into wind. When aircraft are arriving from the east and departing to the west this is Runway 27.
    [Show full text]
  • Conference Report Tuesday, 11Th June 2019 Concord Conference Centre, Manchester
    Airport Cities Development Conference Conference Report Tuesday, 11th June 2019 Concord Conference Centre, Manchester @BENetworking @benetworkinguk Built Environment Networking #ACDC19 www.built-environment-networking.com Contents Airport Cities Development Conference Airport Cities Development Conference Foreword Contents Foreword UK Airport’s are the catalysts for their land, operators who are shaping 03 Foreword 10 Airport Cities Future Development billions of pounds of investment into the agenda in their region and thought the UK economy each year however, leaders who have worked on airport Plans the average citizen has a transactional city related projects across the world. relationship with them, only We even found time to make the associating their worth when going on usually dry topic of car parking an 04 Defining Airport Cities 12 Innovation & Ambition for business trips or holidays. Several underrated and integral part of the Airport Cities European cities including Stockholm agenda! and Dublin are seeking to change this cliché by pioneering the Walking away from the event, it was 06 Airport Cities Future Development 14 Bristol Airport developments of new communities abundantly clear that we only scratched the surface of the Airport Plans Q&A and using their airport as catalysts for growth. In Britain, Manchester Airport city potential but it was great that is leading the way in introducing this many of our attendees arrived on the concept and on your approach to the morning with a sense of intrigue and a 16 08 A View from Placemarque Conference Photos Keith Griffiths, terminal you can clearly see the basic level of understanding on the Managing Director, “Manchester Airport City” branding.
    [Show full text]
  • Supplementary Analysis of the Economic Case for the Expansion of Leeds Bradford Airport
    SUPPLEMENTARY ANALYSIS OF THE ECONOMIC CASE FOR THE EXPANSION OF LEEDS BRADFORD AIRPORT Findings of independent research FINDINGScommissioned by OF the Group for Action on Leeds Bradford Airport INDEPENDENT ANALYSISNew Economics Foundation Findings of independent analysis commissionedCOMMISSIONED by the Group BY for Action THE on Leeds Bradford Airport GROUP FOR ACTION ON LEEDS BRADFORD Findings of independent research commissionedAIRPORT bySUPPLEMENTA the Group for Action on RYLeeds ANALYSIS Bradford Airport ON THE ECONOMIC CASE FOR Supplementary analysis of the economic case for the expansion of Leeds Bradford Airport SUPPLEMENTARY ANALYSIS OF THE ECONOMIC CASE FOR THE EXPANSION OF LEEDS BRADFORD AIRPORT Findings of independent research commissioned by the Group for Action on Leeds Bradford Airport Published September 2020 Authors: Dr Alex Chapman and Marc Postle Client: Group for Action on Leeds Bradford Airport (GALBA) The consultancy of the New Economics Foundation, NEF Consulting helps put new economics into practice with people and the planet at the heart of decision-making. The New Economics Foundation is the UK’s leading think tank promoting social, economic, and environmental justice to transform the economy so that it works for people and the planet. NEF Consulting Limited New Economics FoundationThe consultancy of the New Economics Foundation, NEF Consulting helps put new economics into practice with people and the planet at the 10 Salamanca Place, London SE1 7HB heart of decision-making. www.nefconsulting.com Tel: 020 7820 6300 The New Economics Foundation is the UK’s leading think tank promoting social, economic, and environmental justice to transform the economy so that it works for people and the planet.
    [Show full text]
  • AOA URGES BUDGET SUPPORT for UK AVIATION and Warns That the Survival of UK Airports Is at Stake
    THE AIRPORT OPERATORTHE OFFICIAL MAGAZINE OF THE AIRPORT OPERATORS ASSOCIATION AOA URGES BUDGET SUPPORT FOR UK AVIATION and warns that the survival of UK airports is at stake Features LEEDS BRADFORD SOUTHAMPTON AIRPORT Plans for a new £150m terminal tells local council ts future approved in principle depends on a runway extension EIGHT ENGLISH AIRPORTS HOPES RISE FOR SPRING 2021 bid for freeport status Stansted expansion 2 THE AOA IS PLEASED TO WORK WITH ITS CORPORATE PARTNERS, GOLD AND SILVER MEMBERS Corporate Partners Gold Members Silver Members WWW.AOA.ORG.UK 3 KAREN DEE Introduction to The Airport Operator THE AIRPORT All of these moves amount to a Welcome to heartening vote of confidence OPERATOR from the owners of airports that THE OFFICIAL MAGAZINE OF THE AIRPORT OPERATORS ASSOCIATION this edition of we will recover and be a vibrant, successful sector again. But, while AIRPORT OPERATORS ASSOCIATION The Airport that is really good news for the future, it shouldn’t distract us from The Baroness Ruby Operator the desperate situation that many McGregor-Smith CBE airports find themselves in now after Chair which tells the Government has, in effect, forced Karen Dee the story of them to close down their passenger Chief Executive operations. Henk van Klaveren how UK airports are fighting Head of Public Affairs & PR The Office of National Statistics to survive the worst crisis recently confirmed that air travel has Christopher Snelling that they have ever seen, but suffered more from the pandemic Policy Director than any other sector. The UK Rupinder Pamme also points to some optimism Government’s statement that Policy Manager international travel restrictions will Patricia Page about the future.
    [Show full text]
  • The Airport the Airport
    THE AIRPORT OPERATOR THE OFFICIAL MAGAZINE OF THE AIRPORT OPERATORS ASSOCIATION AIRPORTS INVESTMENT BOOM Multi-billion plans Features EDINBURGH AOA MANIFESTO Recipe for success Ambitious agenda CORNWALL AIRPORT NEW AIRPORT CHIEF NEWQUAY EXECUTIVES SUMMER 2017 Fastest-growing UK airport Sinclair heads for London City ADVERT 3 ED ANDERSON Introduction to the Airport Operator THE AIRPORT invisible infrastructure in the sky that OPERATOR Welcome has changed little since the 1960’s, THE OFFICIAL MAGAZINE OF THE AIRPORT OPERATORS ASSOCIATION renewed our call for a 50% cut in Air to this Passenger Duty and emphasised the AIRPORT OPERATORS ASSOCIATION importance of having a well-resourced edition Border Force that will be able to cope Ed Anderson with increased passenger flows. Chairman of the Karen Dee Operator, As I write this introduction, the Chief Executive Government is embarking on the first stages of what will no doubt be a long Peter O’Broin which is and complex negotiation to implement Policy Manager published the referendum vote for the UK to Henk van Klaveren leave the European Union. The AOA Public Affairs & PR Manager online on the occasion has worked hard over recent months Roger Koukkoullis of the summer 2017 to explain to officials and politicians of Operations, Safety all parties that aviation currently relies & Commercial Director aviation Parliamentary on the legal framework provided by Claire Humphries reception. EU-level air services agreements for Events & Member Following the General Election the flights to over 40 countries. We have Relations Manager reception will provide us with a timely also emphasised that early certainty on Patricia Page opportunity to meet newly-elected how these agreements will be replaced Executive Assistant and re-elected MPs and to explain is vital, as airlines typically plan their & Office Manager how the Government and Parliament routes 12 to 18 months in advance.
    [Show full text]
  • Living Near the Airport Where Aircraft Fly Keeping Track
    Living near the airport Where aircraft fly Keeping track • We record all of the aircraft movements in and out of Bristol Airport using our Noise and Track-keeping System. • This includes the radar tracks/paths of all the flights • The next few pages show information on flight movements which local residents and those potentially looking to move to the area may find useful. • In showing our movements, we have picked our busiest month of the year (August), to give you an idea of our peak activities. This map shows all the arrivals and departures from Aircraft positions and their heights Bristol Airport in August 2014. It is colour coded to show the heights that the aircraft were at. This map shows you the number of flights that flew over Aircraft numbers an area during August 2014. How aircraft arrive At each end of our runway is an Aircraft turn at different points to 2 Instrument Landing System (ILS) align with the centreline of the 1 runway Aircraft arrive in the 4 Bristol area from different directions depending on their point of origin The ILS sends out radio signals Aircraft are very consistent on that enable pilots to align exactly their position on the final 3 with the runway centreline 5 approach The majority of aircraft 6 will continuously descend towards the runway. 7 Over 80% of aircraft carry out Continuous Descent Approaches (CDAs). CDAs may be quieter for some local communities compared to the traditional stepped approach. CDAs also use less fuel and produce less carbon emissions How aircraft depart They will then depart to Aircraft initially depart straight ahead to 1 the national airways They can turn after they have a set distance.
    [Show full text]
  • Background on Application for Partial Slot Coordination
    BACKGROUND ON APPLICATION FOR PARTIAL SLOT COORDINATION What is an airport ‘slot’? A ‘slot’ is the permission given by an airport ‘coordinator’ for an aircraft to arrive or depart at a specific airport at a specified time on a specified day. This permission allows an aircraft - along with its crew and any passengers - access to the airport infrastructure, including runway, terminal facilities, baggage handling and operational requirements such as aircraft refuelling. Why have slots? The management of airport slots is required at airports where the available airport infrastructure is insufficient to meet the demand of airlines and other aircraft operators. It also gives airports greater control of when flights arrive and depart. What is coordination? Airport coordination is a means of managing airport capacity through the application of a set of rules set out by the International Air Transport Association (IATA). Coordination involves the allocation of constrained or limited airport capacity to airlines and other aircraft operators to ensure a viable airport and air transport operation. The process of slot allocation is designed to achieve the maximum utilisation of scarce airport capacity within an acceptable level of delay. If an airport is designated as Level 3 coordinated, it enables the control of slot allocation along with the monitoring of slot usage to ensure carriers adhere to the given slot. What are ‘airport levels’? For the purposes of airport coordination, airports are categorized by the responsible authorities (the Department for Transport in the UK) according to the following levels of congestion: a) Level 1: airports where the capacity of the airport infrastructure is generally adequate to meet the demands of airport users at all times.
    [Show full text]
  • (Land at A38 and Downside Road) Compulsory Purchase Order 2020 Bristol Airport Limite
    September 2020 The Bristol Airport Limited (Land at A38 and Downside Road) Compulsory Purchase Order 2020 Bristol Airport Limited's Statement of Reasons Womble Bond Dickinson (UK) LLP Tel +44(0)345 415 0000 www.womblebonddickinson.com CONTENTS Clause Page 1. INTRODUCTION ............................................................................................................................. 1 2. STRUCTURE OF THIS STATEMENT ............................................................................................ 1 3. DESCRIPTION OF THE ORDER LAND ......................................................................................... 3 4. PRESENT OWNERSHIP AND OCCUPATION OF THE ORDER LAND ....................................... 4 5. BACKGROUND TO AND NEED FOR THE HIGHWAY WORKS ................................................... 5 6. DESCRIPTION OF THE HIGHWAY WORKS AND THE SCHEME ............................................... 8 7. JUSTIFICATION OF THE USE OF THE ENABLING POWER ....................................................... 9 8. DETAILS OF ATTEMPTS TO ACQUIRE INTERESTS BY AGREEMENT .................................. 10 9. TIMESCALE FOR DELIVERY ...................................................................................................... 10 10. PLANNING POLICY AND PLANNING POSITION ....................................................................... 11 11. FUNDING ...................................................................................................................................... 13 12. COMPLIANCE
    [Show full text]
  • Appendix B Airports Located Within the Green Belt
    Appendix B Airports Located within the Green Belt Newcastle In its 1994 Master Plan, the case was made for the removal of part of the Airport site from the Tyne and Wear Green Belt. The approach was adopted by all relevant local planning authorities and the main part of the Airport site was duly removed from the Green Belt and allocated for Airport related development within the Newcastle upon Tyne Unitary Development Plan (UDP) (Adopted 1998). The most recent Airport Master Plan states: “The main benefit of this approach [removal of the main Airport site from the Green Belt] has been to enable the Airport to grow with certainty. The expansion of the terminal, car parking and freight facilities was seen to be of overriding importance to the economy of the region and to meet passenger demand, and allocation within the green belt was seen to be inappropriate for this level of growth.” Manchester The majority of Manchester Airport’s Operational Area is located within the Green Belt and designated as a Major Developed Site. The recently submitted Manchester Core Strategy highlights that a review of the Green Belt was undertaken in response to the North West RS (which allowed for detailed changes to accommodate airport expansion, similar to the dRS in the context of Bristol Airport) the results of which have informed an amendment of the Green Belt to remove areas needed for airport development. Policy MA1 states: “The growth of Manchester Airport to accommodate 45 million passengers per annum by 2030 will be supported, and it is designated as a Strategic Site.
    [Show full text]
  • Bristol Airport - Wikipedia Coordinates: 51°22′58″N 002°43′09″W Bristol Airport
    09/06/2021 Bristol Airport - Wikipedia Coordinates: 51°22′58″N 002°43′09″W Bristol Airport Bristol Airport (IATA: BRS, ICAO: EGGD), at Lulsgate Bottom, on the northern slopes of the Mendip Hills, in North Bristol Airport Somerset, is the commercial airport serving the city of Bristol, England, and the surrounding area. It is 7 nautical miles (13 km; 8.1 mi) southwest of Bristol city centre.[2] Built on the site of a former RAF airfield, it opened in 1957 as Bristol (Lulsgate) Airport,[4] replacing Bristol (Whitchurch) Airport as Bristol's municipal airport. From 1997 to 2010, it was known as Bristol International Airport.[5] In 1997, a majority shareholding in the airport was sold to FirstGroup, and then in 2001 the airport was sold to a joint venture of Macquarie Bank and others. In September 2014, Ontario Teachers' Pension Plan bought out Macquarie to become the sole owner. In 2019, it was ranked the eighth busiest airport (overtaking Glasgow International Airport from the previous year) in the IATA: BRS · ICAO: EGGD United Kingdom, handling over 8.9 million passengers, a 3% Summary [6] increase compared with 2018. A passenger survey carried Airport type Public out in 2015 found that 32.5% of journeys using the airport started or ended in the city of Bristol, 9.6% in Gloucestershire, Owner Ontario Teachers' 24.5% in Somerset and 16.9% in Devon.[7] Pension Plan Serves Bristol, Somerset, Airlines with operating bases at the airport include EasyJet Gloucestershire, and Ryanair. The airport has a Civil Aviation Authority Public Herefordshire, Use Aerodrome Licence (number P432) that allows flights for the public transport of passengers and for flying instruction.
    [Show full text]
  • Annual Monitoring Report Contents
    Annual Monitoring Report Contents Section 1 Foreword 1 Section 2 Summary and key year highlights 2 Section 3 Aircraft movements 3 Section 4 Aircraft types 4 Section 5 Passenger statistics 6 Section 6 Passenger routes 7 Section 7 Runway usage 8 Section 8 Flight routings 9 Section 9 Noise monitoring 10 Section 10 Noise contours 12 Section 11 Noise complaints 14 Section 12 Night noise quota usage 19 Section 13 Ground noise management 22 Section 14 Public transport 23 Section 15 Air quality 25 Section 16 Waste management 28 Section 17 Utilities & energy management 29 Section 18 Employment 31 Section 19 Community relations 33 Appendix A Flight routing maps 35 Appendix B Predicted noise contours for summer 2020 37 Appendix C Noise Action Plan 38 Foreword 1 Welcome to the Annual Monitoring report (AMR). The AMR brings together key reports, from across Bristol Airport’s operation during 2019. This report also highlights the key areas of improvement the Airport is undertaking to continuously develop and deliver against its sustainability ambitions. We have been publishing the AMR for I feel incredibly proud to be leading change becoming the first airport over a decade as part of our ongoing a dedicated team who pride to implement a paper cup recycling commitment to engagement and themselves on delivering a safe, scheme across our food and beverage transparency within our community. secure and great experience for outlets and introducing the first This report tells the story of our our customers while working hard compostable security bags. year – one of high achievement with to deliver a lower carbon future.
    [Show full text]