Register Today – 3rd Annual Airport PRM Leadership Conference, Paris CDG on November 9th, 2018.

SPACE IS LIMITED, REGISTER BELOW

In addition to a direct focus on the use of technology to ensure the passenger journey and airport operations we will focus on Airport PRM (Passengers with Reduced Mobility) Best Practices.

How have some airports brought their PRM operations under firm control whereas others suffer or, worse, struggle?

Yes there are some real differences between airports when it comes to PRM operations: size, infrastructure, work legislation, airport PRM tax level, role of airport supervisory authorities, to name some of the obvious ones.

But, more importantly, a clear picture is starting to emerge of the characteristics shared by those airports that consistently do well.

The purpose of the Conference is squarely for each attendee to understand the essential actionable operational techniques used by those airports that have brought their PRM operations firmly under control and to take hope with them actionable operational practices :

 

  • In what key ways do airports who have cracked the PRM challenge use their PRM software to control their daily PRM operations?
  • How are they organized ?
  • What data and dashboards do they use to achieve this, monitor and report in real time their compliance with PRM SLAs and KPIs?

PRM leaders from Airports, Service Providers and Airlines will have the opportunity to share key dimensions of those best practices in workshops that will focus on the above topics with experts who have “cracked the PRM challenge” themselves.

The minutes of the of the workshop takeaways as well as the core learnings from speakers’ keynotes will be distributed to attendees (under copyright) after the conference.

The 3rd annual conference will go beyond theory: it will be about the shortlist of essential things you need to do to bring your PRM operations under control and how you can do apply them in practice when you go back to your airport in terms of operational organisation and real time PRM daily management using advanced PRM software.

Places are limited, register now for your place at the 2018 Airport PRM Leadership Conference.


Sign-up up now for the event to make sure you can attend as places are limited!
(Includes all sessions, Snacks, Lunch & Afternoon Wine Reception, there is no fee for qualified attendees)

First name (required)

Last name (required)

E-mail (required)

Phone number (required)

Company (required)

Country (required)

Role (required)

Please add below your biggest PRM Challenge and/or what you would most like to learn more about at this years conference:

For more information, to schedule a Demonstration or request Ozion evaluate your current PRM management system, please contact:

William L. Neece | Director of Airport Solutions
Ozion Airport Software
Europe : Paris Office
2, passage de la gare
92420 Vaucresson, France
Office: +33 (0)1 47 01 32 75
Mobile: +33 (0)6 52 21 32 60
eMail : wneece at Ozion-Airport.com
www.Ozion-Airport.com

How can you Turnaround a Failing Airport PRM Activity?

How can you Turnaround a Failing Airport PRM Activity?

This is a question we hear often « offline »: we will explore many of the answers at the November 10 Airport PRM Leadership Conference held at Paris CDG airport (see Conference registration link elsewhere in this newsletter). A workshop and a presentation will provide answers to this « burning » question to all those attending the conference.

PRM (Passengers with Reduced Mobility) is the one fiendishly difficult service to get right at medium and large-sized airports across the Globe. Usually outsourced airport services such as aircraft handling, cleaning and baggage handling are relatively easy to get right. The underlying reason is simple: they are essentially predictable services whereas the PRM environment is structurally volatile, requiring a dedicated approach.

As this begins to be understood, consensus on best practices and on what constitute the the key success factors to get a PRM service to work reliably are beginning to appear. One of the goals of the upcoming airport Airport PRM Leadership Conference that will be held at Charles de Gaulle airport on November 10th, will be to aggregate and enrich the body of answers to this increasingly crucial question for airports, PRM providers and airlines.

Why is PRM structurally volatile?

First, let’s begin with a short primer on why the airport PRM environment is such a highly volatile service: much of what a PRM operator depends on is difficult or impossible to predict. This shifts the onus from planning perfectly to developing the effective ability to address surprises as they arise throughout the day, thereby turning a thoroughly unpredictable activity into a reliable one.

Poor pre-notifications, large and unpredictable ad-hoc passenger turnouts, large amplitude of departing passengers’ arrival times at the airport, last minute gate changes, incorrect initial SSR Passenger types, planes that often neither arrive or leave on time, irregular human productivity from one agent to another, erratic screening times, suspect baggage incidents, diverse PRM passenger behaviour (some passengers are happy to go to their gate without visiting duty free or the toilets, others not) … More than any other service, PRM operates in an environment with an exceptionally large range of variables upon which PRM operators depend to successfully deliver the service – but have little or no control over.

Compare this with a comparatively stable activity like ground-handling. In ground handing, the number of planes to turn around and the jobs to be done during a turnaround are so predictable as to seem to be cast in stone in comparison to PRM operations (same tasks, same task execution times … the only unknown is the plane arrival time!).

Denying the exceptional underlying volatility of PRM operating variables is possibly the main reason why this service has been a consistent headache for most airports to date. Know your enemy and don’t underestimate him. In PRM, the enemy is the exceptional volatility of key operating variables. To put things right after years of frustration, it would seem essential to make the right diagnostic as to why things haven’t worked as expected to date. From there, one can build on firm foundations. This is what Ozion offers.

Solutions?

How to make things work will be discussed during the PRM conference with attendees getting a copy of the full body of answers produced during the 10th of November workshops. Key PRM operational Key Success Factors included :

• Receiving messages and processing them so that orders are reliable, complete and well understood at the same time as duplicates are eliminated

• Pre-notification improvements through education and by applying less favourable (because slower) EU SLA to ad-hoc Pax

• Finding a way to generate a real-time picture of a complete PRM activity allowing the PRM operator to see everything easily and to track problems so as to work with those who created them to diminish their frequency

• Listening and working with experts on the subject representing PRM passengers point of view

• PRM applications that modelize PRM operations and make everything work well from bullet-proof message reception and transformation into reliable job orders to ultra-smart dispatching and complete, reliable activity visualisation and production of traceable data

• Real time collaboration between the provider, airlines, handlers and the airport

• Educating the airlines

• Helping providers implement these conditions to succeed

• Etc.

As often, getting PRM right begins with awareness of the challenges and then facing up to them by working to fit the pieces of the solution puzzle into place to manage the activity predictably to the benefit of all, from passengers to agents, airports to providers, airlines to the government agencies tasked with overseeing it.

Some major airports such as Paris CDG airports have cracked the PRM conundrum by addressing most of the problems in a seamless web of solutions. We can learn from them and others!

 

 

For more information, to schedule a Demonstration or request Ozion evaluate your current PRM management system, please contact:

William L. Neece | Director of Airport Solutions
Ozion Airport Software
Europe : Paris Office
2, passage de la gare
92420 Vaucresson, France
Office:   +33 (0)1 47 01 32 75
Mobile:   +33 (0)6 52 21 32 60
eMail :   wneece at Ozion-Airport.com
www.Ozion-Airport.com

Part 1: The changing world of PRM management solutions

Part 1: The changing world of PRM management solutions

PRM Management is the most difficult of all airport services to get right – this article explains why this is the case and why it no longer needs to be.
Original Article published in International Airport Review

Why PRM Management is a crucial yet impossibly complex service for airports to get right – and why things have suddenly started to change?

“PRM”, which stands for “Passengers with Reduced Mobility”, is one of the names used to describe the free service European airports have been legally bound to offer to all passengers with reduced mobility since 2008. All that passengers need to do to get access to the service is to ask for it. Then, they can expect to be taken safely and freely to and from their plane within the airport. Sometimes confusingly, PRM is also known under a variety of other names : “Special Assistance”, “Mobility” and “Wheelchair” services, to mention just three of them.

Though many people work at large airports, only a minority work directly for the airport itself or its airline clients. That is because airports are world experts at outsourcing services on an industrial scale via a wide array of service providers. Most people one sees working at an airport actually work for service providers who have been awarded 3 to 5 year contracts by the airport or the airlines via tenders. These range from “Handlers” who man many of the check-in desks and departure gates at the airport (even if they wear an airline uniform), to baggage, security checkpoint and aircraft turnaround handlers (who see to it aircraft are refuelled, filled with food, luggage and freight, de-iced, etc).

Yet, PRM is fundamentally unlike any other airport service. In fact, it is universally known as the one truly fiendishly complex, if not impossible, service to deliver regularly on time, at the required quality level and according to budget. Industry wisdom has it that if you can run PRM reliably, you can run any service on earth.

What, one may well ask, makes PRM so horribly difficult to master? And why does it matter ?

Let’s start with why PRM is so important. Legally, no plane can be turned around until all PRM passengers have been disembarked – and this can only be done by specially trained personnel employed by PRM providers. Until a qualified agent arrives to disembark the plane’s PRM passenger(s), the plane can’t be cleaned or take on new passengers.

The plane’s next departure slot is at risk as are its daily number of trips objective and the punctuality of all of its subsequent flights. This in turn impacts the airport’s slot schedule. If, as is likely, the plane is late as a result, the cost to the airline for being late to leave its gate will rapidly bite into its profits. One begins to see the severe damage that just one late PRM passenger can make to a plane’s daily schedule. This is even more true for low-cost airlines whose business model depends on faster turnaround times to enable more flights per aircraft per day.

But when things spiral out of control, it isn’t one, but many planes that run the risk of being late. There is also the sensitive question of the PRM passenger’s experience. On the one hand, PRM passengers can suffer greatly as a result of their dependency upon others: when they are late and miss a plane, the impact on them can be many times more traumatising than it would already be for a completely mobile passenger. This is unbearable from a human point of view and dangerous from a PR corporate standpoint as bad publicity can rapidly ensue with dire commercial consequences as the media love to dwell on such incidents.

Second, why is PRM so hard to master ? The answer is that it is a fundamentally unpredictable activity.

The very high volatility of the things PRM assistance depends upon on but has no control over threaten to, and frequently do run havoc with the daily activity: change of gate, switch from jet-bridge to ambulift boarding/un-boarding, SSR type change (classification of the degree of mobility of a passenger ), volume of last-minute un-notified “ad-hoc” passengers, no-show passengers, to mention a few. The pressure rises all the time like milk about to boil : weather provokes delays, accentuating the situation. A large plane comes in with 10 unannounced PRM passengers. Others planes land without their notified PRM passengers showing up, preferring on second thoughts to do without assistance. And so on.

One begins to understand why running a PRM service at a large international airport is not for the fainthearted: it is a little-loved service that frequently turns to disaster from the point of view of passengers, airlines, the airport and the company providing the service. All have learned to fear PRM. If this sounds excessive, consider the following :

  • The majority of large airports in Europe are not capable of providing reliable, traceable basic SLA data that give a true picture of the actual service being delivered. For example, most large airports usually have no reliable answer to apparently simple questions such as “how many PRM passengers used my airport’s PRM service last year” or “How many PRM jobs” were late last year?”
  • Neither the airport nor the provider they appoint through a tender know the true cost of the PRM service because they don’t have the necessary information : they don’t know the real number of PRM passengers who will be provided an actual PRM service. This regularly results in the Provider realising he grossly underestimated the workload and having to degrade the service level well below the defined target level to reduce his costs and avoid losing money and/or having to stop his activity; in the airport having to agree to higher prices mid-contract or see the provider being shut down.
  • Many PRM pre-notified passengers never turn up (a passenger who requested PRM assistance when they booked their flight may change their mind when they land because they feel good enough to proceed alone  while forgetting to inform anyone). These “no show” PRM passengers can represent 14 % of the PRM passenger total – at a large and reasonably-well organised international airport !
  • Many turn up at the airport PRM assistance desk requesting help even though they didn’t “pre-notify” the airline as they are supposed to 36 hours before their flight. Yet, the airport and therefore the provider, is legally obligated to assist them, even if the service turnaround time the provider has to carry out the job is increased.
  • Because there is no centralised system shared by airlines, provider and the airport, no-one knows the net balance of PRM passengers who turn up on any actual day. The provider may not tell the airport that the agent sent to collect a pre-notified passenger on an incoming plane didn’t turn up – what is called a “No show” in the industry – because they fear that they won’t be paid for the job as much or even at all.
  • Many passengers’ names requesting assistance appear several times because the same passenger may forewarn the airline, the PRM provider or an airport helpdesk or checkpoint desk, or passengers are entered on the telephone when they present themselves without pre-notification. Multiple entries of the same passenger under a name with slightly different spellings are often not spotted as duplicates because most PRM IT systems neither centralise nor systematically re-duplicate all PRM job orders. This is how service providers often invoice the airport for more jobs than are actually done without necessarily knowing it ! No official format exists for departure PRM jobs, making this type of mistake easier and considerably more widespread than need be.
  • Discrepancies in crucial airline forewarning (36 hours “Pre-notification”) discipline have been tolerated with the bad performance of some airlines going on lastingly unchallenged. The result is that the service provider’s job of “sizing” their daily activity (determining how many agents they will need to carry all the expected PRM passengers on the day) is impossible to get right. How can you reliably deliver a service when you don’t know if you will have 1 000 or 600 PRM passengers on the day ? Yet 30 to 40 and even 50 % variations between the number of pre-booked PRM jobs and the number turning up on the day are standard.
  • This is because the service provider has to accept people who turn up on the day requesting assistance without having notified their airline previously. If I am feeling tired, have difficulty speaking the language spoken at the airport, orientating myself in a large airport, I am entitled to request assistance for free even if I just turn up un-announced on the day – says the law in Europe. Such passengers are called “ad-hocs”. They are the reason some airlines pre-notify 80, 90 % of their PM passengers while others pre-notify as little as 30 % without this number being rare.
  • Recently, some airports have begun charging airlines with poor pre-notification scores more for the service than they do disciplined airlines, but poor pre-notification performance remains widespread. This impacts PRM passengers with severe mobility restrictions most because the influx of passengers with no or very slightly impaired mobility absorb precious agent resources that should be focused on helping those whose condition really requires their timely, expert assistance. Though, this is ethically and economically unfair, it has gone on largely unchallenged for years.

These challenges are magnified by demographic trends such as an ageing and increasingly overweight and therefore less healthy, population.

This is apparent in the numbers:

PRM passenger growth everywhere is dramatically outpacing overall air travel growth : when large European airports register 3 % annual passenger annual growth, their PRM growth is usually in the 10 to 15 % range. This may sound marginal – it isn’t. It means airport will see their PRM passenger traffic double every 4 to 5 years! The consequences of this discrepancy on PRM passenger service is dramatic because the airport tax that finances PRM services is levied on airlines on the basis of overall traffic growth, not PRM traffic growth.

You would think that faced with such dynamics most airports would take the bull by the horns and take strong measures to ensure PRM services are managed to a particularly high level, would rein in the poor discipline of airlines with dismal pre-notification records, ensure crucially important IT systems are chosen to absorb the activity’s structural unpredictability and accelerate active collaboration between airlines, airport and service providers to slowly but surely improve service outcomes. What has happened in the last few years has been the opposite – denial : “everything is just fine” airports would and still say publicly as the situation deteriorates. This situation is now widely understood by many national airport supervisory bodies in Europe, organisations who represent PRM passenger’s interests and many airport-user exchange groups.

The good news is that things have recently taken a dramatic turn for the better. A few visionary airports have recognized that the traditional model of PRM service provision is broken, unsustainable and very costly in human, financial and reputation terms. They have taken dramatic action with the results starting to show the massive benefits of getting it right. As the omerta about poor service starts to give way and some airports show how things can be dramatically improved, the whole scene is starting to change rapidly. Such airports include Paris Airports CDG and Orly, Brussels airports and now Oslo airport where visionary and forward thinking teams at both the airport and provider level decided it is time to make PRM work effectively.

Thanks to what these forward-thinking airports have done and proved with their very real trusted data, all airports can now quite easily and rapidly deploy major initial implementations in just 3 months.

Part II of this article will come out in the next issue of your PRM Newsletter at the end of June. It will focus on how the particular difficulties that characterize airport PRM services covered in Part I can now be addressed successfully with a host of practical examples. Airports who have opened their eyes to the very real challenges faced by their PRM service delivery teams will now know that the effective, practical and proven answer to their hopes exists – and that nothing prevents them adopting it to finally get the consistently reliable PRM delivery they, their passengers, contractor’s agents and airline clients all want.

Vintage Technology is Cute, Airport PRM Management is Critical

Vintage Technology is Cute, Airport PRM Management is Critical

Why Airports are choosing to upgrade to Ozion PRM Manager, the Benchmark in PRM Software

The PRM sector is now well engaged in its transformation from adolescence to adulthood. Proof of that maturity is nowhere more obvious than in the sector’s growing awareness of the  “PRM conundrum” – the fact that most airports strongly feel that when it comes to PRM, things are not working at all as they should.  More and more Airports and their Service Providers are reaching the point where they believe the time has come for a major upgrade in PRM Software Management. Airports believe the questions their provider’s PRM software should answer conclusively are not being answered and that the  operational performance levels they want to achieve are not being met. Here are typical questions many airports ask themselves:

• Do we properly understand the complexity and details of how our Airport PRM service is run? Unless we do, how can we expect to put out solid tenders, hope to supervise our PRM service properly or to improve it over time?

• Do we trust the data we are receiving on SLAs and operational KPIs? (not in the sense of honesty but in the sense that it is at best partial and our understanding is limited).

• Does our PRM application truly help our providers streamline their operations to increase quality of service and productivity at the same time, year after year?  Are we effectively able to mitigate the discrepancy between overall passenger traffic growth and PRM passenger growth? (PRM growth + 10% per year).

 The candid answer to these 3 typical questions by the majority of airports is: “No!”.

In this context, it is enlightening to understand the very different approach Ozion has taken to design its new benchmark PRM software solution. This approach is what enables it to deliver what other, older “vintage” applications adapted from ground-handling operations, are unable to deliver.

Deploying Ozion’s PRM Manager collaborative SaaS Solution in just 3 months will give an airport and its PRM service provider organization everything other airports can only dream of:

• Access to complete, reliable SLAs available in real time at the click of a button e.g. pick up times and compliance for all departure and arrival passengers pre-booked and not pre-booked.

• Ability for the provider, gate agents and airlines to track the detailed evidence-based progress of each passenger (with 10 to 25 time-stamped milestones such as the actual agent-passenger meet time) in real time or at a later date. This makes it easy to see where each passenger and agent is, to investigate any complaint and share the results by email with the airport and airlines on the spot.

• Allow airline check in staff to welcome PRM passengers and enter their details in the software via their cute browser; allow gate agents to see the exact whereabouts of remaining PRM Passengers and their ETA at the gate to decide on when to close the flight.

• Allow PRM providers to become much more productive and increase service levels simultaneously year on year. This can be done as early as the first year you use Ozion PRM Manager increasing productivity significantly, lowering staff costs in the process, and improving service levels. Much smarter overall allocation of jobs to agents plays one part. Another is having instant visibility on every situation as it unfolds making it at last possible to remedy intelligently on the spot to the many changes that constantly test PRM services.

• Enable PRM Providers to adapt to the many changes that constantly affect PRM operations at every airport. The gate number changes: the plane will in fact not be docking at the terminal, meaning the PRM passenger can no longer be reached by jet bridge and an ambulift will instead be needed to disembark them.  Or the SSR type turns out to be wrong, requiring more or different, resources to be taken well care of. The list of changes is endless. Now, for the first time, PRM dispatchers know a problem has occurred, where and why. Because dispatchers are informed of such changes in real time, the software can propose to the dispatcher the best case scenario to reschedule the job optimally from both a Service Level perspective and an economic perspective.  Last but not least, the software constantly recalculates everything: the resources available needed to address new jobs, the ETA of every job, the ETA of rescheduled jobs.

• The PRM operator no longer operates in a unrealistic world which predicated that every job that started would finish according to plan never meeting problems along the way. PRM Manager operates with total visibility in a world where things go wrong all the time owing to the many circumstances outside the PRM operator’s control but which they must address to perform.

• Last but not least, have instant access to extensive reports shared live with airlines.


 

Ozion is speaking at PTE – 2017 in Amsterdam on March 14-16:

William L. Neece, Director of Airport Solutions for Ozion will join Paris Airports in addressing the audience at PTE. In his presentation he will demystify the PRM conundrum by explaining why airports are not getting what they want from their providers in most of Europe and why Ozions’ new software makes such a difference, going over the differences in its approach and design that enable it to deliver what other, older “vintage” applications adapted from ground-handling operations, are unable to deliver.

William will be attending the entire PTE Conference in March. Send him an e-mail to connect at PTE or to meet on the phone before or after the show: wneece at ozion-airport.com


“The New PRM Service Offer Deployed at Paris Airport”
Thursday, March 16th @ 12:25pm
Part of the “Ageing Population & PRMs” track
Passenger Terminal Conference – PTE 2017
RAI Center, Amsterdam









For more information, to schedule a Demonstration or request Ozion evaluate your current PRM management system, please contact:

William L. Neece | Director of Airport Solutions
Ozion Airport Software
Europe : Paris Office
2, passage de la gare
92420 Vaucresson, France
Office:   +33 (0)1 47 01 32 75
Mobile:   +33 (0)6 52 21 32 60
eMail :   wneece at Ozion-Airport.com
www.Ozion-Airport.com

Paris CDG Airport Presents it’s Use of Ozion PRM Manager at PTE

Paris CDG Airport Presents it’s Use of Ozion PRM Manager at PTE

Paris CDG will present as part of the “Ageing Population & PRMs” Track:



The presentation will go in-depth into why Paris Airports made the strategic initiative of choosing the Ozion PRM Manager software solution while outsourcing PRM operations to 3 service providers at the same time. Describing the complexities of CDG connecting three service providers and in effect 3 airports in one: a large airport (Air France’s Hub in terminal 2), a medium-sized airport (Terminal 2’s ABCD satellites) and a smaller airport (Terminal 1).  Once completed the Airport was able to gain a complete view of all the providers across the entire airport and provide passengers with a seamless travel experience.

The presentation will also cover:
1.  A view into the why and how of the implementation
2. The post installation results including SLA reporting and the ability to improve PRM service all the time by interpreting the wealth of new KPI data



“The New PRM Service Offer Deployed at Paris Airport”
Thursday, March 16th @ 12:25pm
Part of the “Ageing Population & PRMs” track
Passenger Terminal Conference – PTE 2017
RAI Center, Amsterdam


William L. Neece, Director of Airport Solutions for Ozion will also address the audience at PTE. In his presentation he will demystify the PRM conundrum by explaining why airports are not getting what they want from their providers in most of Europe and why Ozions’ new software makes such a difference, going over the differences in its approach and design that enable it to deliver what other, older “vintage” applications adapted from ground-handling operations, are unable to deliver.

William will be attending the entire PTE Conference in March. Send him an e-mail to connect at PTE or to meet on the phone before or after the show: wneece at ozion-airport.com







For more information, to schedule a Demonstration or request Ozion evaluate your current PRM management system, please contact:

William L. Neece | Director of Airport Solutions
Ozion Airport Software
Europe : Paris Office
2, passage de la gare
92420 Vaucresson, France
Office:   +33 (0)1 47 01 32 75
Mobile:   +33 (0)6 52 21 32 60
eMail :   wneece at Ozion-Airport.com
www.Ozion-Airport.com

© 2019 Ozion Airport - Theme by Themefyre