10:44am. Wednesday 9 March 2011
Post by: Stewart Wingate, CEO
I want Gatwick to be better than the rest. I’ve got no doubt that a competitive spirit exists at the airport now, particularly after having been part of a monopoly across the south east for so long.
For me, being better starts with understanding what our passengers really want. If we don’t get that right, we’re seriously letting down our customers.
Together with our airport partners we’ve agreed three shared passenger commitments. Simply put:
With these in mind, we’ve made some small but innovative changes to the airport during our first year of new ownership. I hope you’ve noticed.
You might have seen our security assistance lanes for passengers who most need our help - older people, those with disabilities or families with young children. These dedicated lanes enable our staff to provide the extra support that really helps make their airport journey that bit less stressful.
If you’ve flown with Norwegian recently, you might have used the self service technology to check-in and tag your own luggage. I know I’d prefer to do it myself if it means saving time – and it does. Passengers who check-in online now take on average just 23 seconds to use this fast bag drop.
Of course, we’re only as good as the 25,000 employees and service partners who work at the airport. Whether they greet you at check-in, load your luggage onto the plane or check your passport at immigration. Everyone who works at the airport has a role to play.
One thing I hear time and again from passengers is ‘why do I have to wait so long for my bags‘? We now publish monthly performance stats showing how quickly our busiest airlines deliver passengers’ bags to the reclaim belt.
In the last three months, we’ve seen waiting times improve. So a little healthy competition between airlines seems to be paying off and our passenger commitments are helping us deliver better together every day.
Hear from Stewart and the team
Join in our converstion on what matters to Stewart Wingate and his team.