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Don’t try logic or reasoning. It seems to go over both Navpi and Ozzy’s head. Rather than recognise the fact that Manchester will enjoy a couple of dozen new new routes in 2022 plus steady growth by EasyJet, Ryanair and Jet2, they preferred to criticise for not building a business based on taking a handful of Ryanair diversions from Leeds or a few ad hoc freight flights.
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Don’t try logic or reasoning. It seems to go over both Navpi and Ozzy’s head. Rather than recognise the fact that Manchester will enjoy a couple of dozen new new routes in 2022 plus steady growth by EasyJet, Ryanair and Jet2, they preferred to criticise for not building a business based on taking a handful of Ryanair diversions from Leeds or a few ad hoc freight flights.
If its based on proposals via ACL i suspect that's merely crystal ball gazing.
Regarding freight, nothing to be concerned about here although we are 40% down on freight, not that it matters as there is of course no money in that business anyway.
There are a lot of new schedules that are bookable with Ryanair and Easyjet plus quite a few others.
Cargo is mainly underbelly so therefore is down as the number of schedule services is down. when the cargo has to unloaded by hand as did the B777 in Liverpool
it is time and labour intensive (12 hours per flight) it is quite likely that none of the handling agent wanted it.
Cargo is mainly underbelly so therefore is down as the number of schedule services is down. when the cargo has to unloaded by hand as did the B777 in Liverpool
it is time and labour intensive (12 hours per flight) it is quite likely that none of the handling agent wanted it.
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Two points briefly on new routes.
Firstly, we need to see the final picture much closer to the start of the summer schedules. It's true that the initial ACL report did show additional based a/c for Ryanair and easyjet compared to where we were in 2019, and we live in hope that will come to pass, if only partially.
Secondly, although some new routes have been formally announced and are bookable, there are some existing pre-covid routes and initially planned new ones that appear at present not to be operating in S22. Ultimately it's the net position and capacity by the number of seats that will show whether or not growth by specific airlines is reflected in the schedules.
Firstly, we need to see the final picture much closer to the start of the summer schedules. It's true that the initial ACL report did show additional based a/c for Ryanair and easyjet compared to where we were in 2019, and we live in hope that will come to pass, if only partially.
Secondly, although some new routes have been formally announced and are bookable, there are some existing pre-covid routes and initially planned new ones that appear at present not to be operating in S22. Ultimately it's the net position and capacity by the number of seats that will show whether or not growth by specific airlines is reflected in the schedules.
QUOTE: "I do not know, or care."
Oh WOW. That is Manchester's problem right there. Neatly summarised in six short words.
Thankyou, HOVIS. I take it that you are a MAN-based handling agent, then? Or have experience of the role?
But whilst I don't doubt the issues you identify, I do differ from you on how MAG and their onsite handling agency partners should respond to them.
Let's analyse the points you raise.
"Maybe other airports have free stands available, maybe they have fewer peaks and troughs."
This issue is best addressed by implementation of a dynamic diversion policy (which is the way most airports do address stand availability). Airport operators issue advice to ATC and operators along the lines of we can accommodate one more widebody and upto three aircraft of A321/B738 size. This process ensures that the airport can make best use of available resources, yet not become overloaded beyond their capability. It maximises the revenue opportunity, which is a good thing for all concerned. A blanket "NO DIVS" notam offers none of this flexibility. It is a blunt instrument, inappropriate for use at a major airport for days and weeks at a time. An advisory of this sort should only be used when exceptional circumstances dictate, and that should apply for a matter of hours only and be subject to regular review. Remember that handling agents are not the only folks to be considered in this loop. When the largest airport in Northern England refuses all diversions, do you realise the pressure this places on ATC, amongst others? Other agencies have to deal with the fallout. They don't have the option to shrug their shoulders and look the other way. And they aren't overrun with extra staff on call either.
"The handling agents right now, today, do not have enough staff to offer the type of diversion availability you want."
Do you speak for all handling agents on the campus? When a Jet2 flight which had recently departed MAN asked to return, they fell foul of the no divs notam and were turned away by default. But Jet2 self-handles at MAN. They wouldn't ask to come back to MAN if they were unable to handle their own aircraft on site. So again, a dynamic diversion policy would address this. If Jet2 are able to service their own diverted aircraft, allow them the flexibility to do so. That doesn't impact other handling companies which don't have the resources to cope, does it? But the blanket no divs notam allows no discretion to those operators which can cope. Let them do their job on their own terms.
As for not having enough staff, there are ways to address this. At MAN, the ingrained culture seems to be that nothing can be done, or perhaps we don't know or care. The solution is actually to recruit sufficient staff to cope with the business opportunity which an airport the size of MAN offers. And to motivate those staff with appropriate terms and conditions. Yes, I am aware of the race to the bottom which has resulted in the collapse of staff morale amongst handling agents, and across other departments at MAN. Demotivated, miserable staff won't go the extra mile to help when the need arises. They won't pitch in for overtime shifts when they're desperately needed. They say things like we don't know, or care. But this mindset should not be allowed to prevail unaddressed. A good management team will bring all interested parties together to resolve a situation of this sort for the long-term benefit of the airport operation as a whole. MAG in particular needs to address this, because we are not seeing these problems on anything like this scale at other similar airports. And I very much doubt that handling agency staff at competing airports are on significantly better pay, terms and conditions than their MAN-based counterparts. So the problem is Manchester-specific.
"All of this takes resources."
Of course. Things don't happen by magic on an airport campus. If the airport suffers a chronic shortage of contact stands on a routine basis, that is an issue which senior management should be addressing. Mr Cornish, Ms Smart ... over to you! Baggage teams unavailable due to being deployed on earlier aircraft. This again relates to understaffing ... an issue which can and should be addressed. The solution to this should not be beyond the wit of any self-respecting manager.
"Many aircraft are going out less than half full. It's a mess."
I acknowledge this and agree with you. Not only are the aircraft half full, there are far fewer of them! The mismanagement of C-19 by inept and cowardly politicians has reaped devastation across this industry above all. The lack of help for aviation in the UK from HMG has been shameful. But it's always darkest before the dawn, and pandemic restrictions cannot last for ever. Politicians who seek re-election cannot abuse their voters indefinitely. And there is certainly huge pent-up travel demand awaiting the day that border restrictions are removed, pointless testing is axed, and the uncertainty of crazed kneejerk quarantine orders are removed from the equation. Our industry needs to be ready for this, ahead of the curve. Management teams must think ahead and train up staff now ... how ever challenging that may be financially. Because - perhaps as soon as Easter 2022 - restriction-free travel will return. Management at MAN needs to make sure that the entire campus is ready for this, inhouse staff and and partner agencies alike. Yes, it will require money, investment and close liaison with other agencies on campus. But the airport must prepare now. This is the key challenge which Mr Cornish, Ms Smart and their business partners must prepare for. It will be quite the challenge.
In answer to GrahamK: I believe that the taxiway realignment work at MAN is largely complete now. If I'm mistaken, others can correct me, but I'm not under the impression that large-scale work-in-progress is impacting apron availability at this point.
And to Andrew H52: Your posting is gratuitously abusive, but that reflects on you. However, your advocacy for Liverpool Airport is a common theme amongst your posts. When MAN turns away business, whether potential diversions or a series of cargo flights such as Nordwind, much of that business ends up at LPL. Those new routes which MAN does welcome will have been secured in spite of the long furlough of the marketing team. We know that opportunities were missed during their absence (Vueling, Transavia, others?). Competing airports benefitted from that own goal. So your motive in cheerleading the status quo is transparent. But contributors such as Navpi and myself will continue to encourage MAG management to address the challenges which the airport faces head-on. My posting record shows that I give praise where it is deserved and criticism where it is justified. The weakspots which I highlight to managers at MAN are very specific, not generic. A good management team should be motivated to address them. They should strive to make MAN the best it can be. I won't apologise for urging them to do that.
Oh WOW. That is Manchester's problem right there. Neatly summarised in six short words.
Thankyou, HOVIS. I take it that you are a MAN-based handling agent, then? Or have experience of the role?
But whilst I don't doubt the issues you identify, I do differ from you on how MAG and their onsite handling agency partners should respond to them.
Let's analyse the points you raise.
"Maybe other airports have free stands available, maybe they have fewer peaks and troughs."
This issue is best addressed by implementation of a dynamic diversion policy (which is the way most airports do address stand availability). Airport operators issue advice to ATC and operators along the lines of we can accommodate one more widebody and upto three aircraft of A321/B738 size. This process ensures that the airport can make best use of available resources, yet not become overloaded beyond their capability. It maximises the revenue opportunity, which is a good thing for all concerned. A blanket "NO DIVS" notam offers none of this flexibility. It is a blunt instrument, inappropriate for use at a major airport for days and weeks at a time. An advisory of this sort should only be used when exceptional circumstances dictate, and that should apply for a matter of hours only and be subject to regular review. Remember that handling agents are not the only folks to be considered in this loop. When the largest airport in Northern England refuses all diversions, do you realise the pressure this places on ATC, amongst others? Other agencies have to deal with the fallout. They don't have the option to shrug their shoulders and look the other way. And they aren't overrun with extra staff on call either.
"The handling agents right now, today, do not have enough staff to offer the type of diversion availability you want."
Do you speak for all handling agents on the campus? When a Jet2 flight which had recently departed MAN asked to return, they fell foul of the no divs notam and were turned away by default. But Jet2 self-handles at MAN. They wouldn't ask to come back to MAN if they were unable to handle their own aircraft on site. So again, a dynamic diversion policy would address this. If Jet2 are able to service their own diverted aircraft, allow them the flexibility to do so. That doesn't impact other handling companies which don't have the resources to cope, does it? But the blanket no divs notam allows no discretion to those operators which can cope. Let them do their job on their own terms.
As for not having enough staff, there are ways to address this. At MAN, the ingrained culture seems to be that nothing can be done, or perhaps we don't know or care. The solution is actually to recruit sufficient staff to cope with the business opportunity which an airport the size of MAN offers. And to motivate those staff with appropriate terms and conditions. Yes, I am aware of the race to the bottom which has resulted in the collapse of staff morale amongst handling agents, and across other departments at MAN. Demotivated, miserable staff won't go the extra mile to help when the need arises. They won't pitch in for overtime shifts when they're desperately needed. They say things like we don't know, or care. But this mindset should not be allowed to prevail unaddressed. A good management team will bring all interested parties together to resolve a situation of this sort for the long-term benefit of the airport operation as a whole. MAG in particular needs to address this, because we are not seeing these problems on anything like this scale at other similar airports. And I very much doubt that handling agency staff at competing airports are on significantly better pay, terms and conditions than their MAN-based counterparts. So the problem is Manchester-specific.
"All of this takes resources."
Of course. Things don't happen by magic on an airport campus. If the airport suffers a chronic shortage of contact stands on a routine basis, that is an issue which senior management should be addressing. Mr Cornish, Ms Smart ... over to you! Baggage teams unavailable due to being deployed on earlier aircraft. This again relates to understaffing ... an issue which can and should be addressed. The solution to this should not be beyond the wit of any self-respecting manager.
"Many aircraft are going out less than half full. It's a mess."
I acknowledge this and agree with you. Not only are the aircraft half full, there are far fewer of them! The mismanagement of C-19 by inept and cowardly politicians has reaped devastation across this industry above all. The lack of help for aviation in the UK from HMG has been shameful. But it's always darkest before the dawn, and pandemic restrictions cannot last for ever. Politicians who seek re-election cannot abuse their voters indefinitely. And there is certainly huge pent-up travel demand awaiting the day that border restrictions are removed, pointless testing is axed, and the uncertainty of crazed kneejerk quarantine orders are removed from the equation. Our industry needs to be ready for this, ahead of the curve. Management teams must think ahead and train up staff now ... how ever challenging that may be financially. Because - perhaps as soon as Easter 2022 - restriction-free travel will return. Management at MAN needs to make sure that the entire campus is ready for this, inhouse staff and and partner agencies alike. Yes, it will require money, investment and close liaison with other agencies on campus. But the airport must prepare now. This is the key challenge which Mr Cornish, Ms Smart and their business partners must prepare for. It will be quite the challenge.
In answer to GrahamK: I believe that the taxiway realignment work at MAN is largely complete now. If I'm mistaken, others can correct me, but I'm not under the impression that large-scale work-in-progress is impacting apron availability at this point.
And to Andrew H52: Your posting is gratuitously abusive, but that reflects on you. However, your advocacy for Liverpool Airport is a common theme amongst your posts. When MAN turns away business, whether potential diversions or a series of cargo flights such as Nordwind, much of that business ends up at LPL. Those new routes which MAN does welcome will have been secured in spite of the long furlough of the marketing team. We know that opportunities were missed during their absence (Vueling, Transavia, others?). Competing airports benefitted from that own goal. So your motive in cheerleading the status quo is transparent. But contributors such as Navpi and myself will continue to encourage MAG management to address the challenges which the airport faces head-on. My posting record shows that I give praise where it is deserved and criticism where it is justified. The weakspots which I highlight to managers at MAN are very specific, not generic. A good management team should be motivated to address them. They should strive to make MAN the best it can be. I won't apologise for urging them to do that.
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An excellent and well thought-out response Ozzy.
I can only hope that MAG/MAN management read these constructive posts and possibly manage to respond, in some way, to Ozzy's post.
I can only hope that MAG/MAN management read these constructive posts and possibly manage to respond, in some way, to Ozzy's post.
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It's against this background that folk like Ozzy and Navpi as well as myself get frustrated by the perceived complacency reflected in more recent times on certain issues, which makes us question why that ambition and 'can do' mentality of years past is seemingly no longer there. I agree the TP is a major project for which the airport management deserves credit, and it's unfortunate that covid has delayed completion of aspects of it such as piers 2 & 3 or the opening of airline lounges. But Ozzy is right - there are issues which could, and must, be addressed, and solutions found, in liaison with its airport partners. It's not just a case of complaining but trying to offer constructive criticism.
Last edited by MANFOD; 31st Dec 2021 at 20:53.
When the largest airport in Northern England refuses all diversions, do you realise the pressure this places on ATC, amongst others? Other agencies have to deal with the fallout. They don't have the option to shrug their shoulders and look the other way. And they aren't overrun with extra staff on call either.
Running short of ground crew because of flights not running to schedule is nothing new - I remember running around like a blue a*sed fly 40 years when everything turned to sh*t, as my supervisor used to so eloquently put it. It's not just about good management, somebody has to pay for the system to be running with sufficient flex to cope with additional flights. BTW, the main restraining factor for us taking diversions years ago used to be availablity of coaches for onward transport...
When LHR, LGW or DUB close for whatever reason, ourselves in ATC know MAN won't be helping out. SNN, BFS, the Scottish and other London airports will happily take whatever they can, as will DUB if it isn't the one closed. The airlines/crews are the ones who make the decision on where to go ultimately and that decision needs to be made relatively quickly. This has been the case for years now. I remember some poor AA 777 5 years or so ago couldn't get in to LHR due crosswinds after 2 go arounds. MAN was his filed alternate, he wanted to head up for a splash and dash, MAN couldn't take him. He ended up in DUB out of hours and everyone had to overnight. Skipper was spitting venom I believe.
Last edited by Una Due Tfc; 1st Jan 2022 at 01:22.
SWBKCB - It is all a matter of timescale. ATC does not require two weeks notice that an airport is unavailable for diversions. Dynamic information is the norm. Diversions are almost always a last minute decision. Far better to have the major airport pitch in and help out with such extra traffic as it can accommodate, rather than to just shrug the shoulders and pass the buck to other agencies. If they accept half of the aircraft needing to divert, that is half the problem resolved. It really helps. Those aircraft are safely out of the system. Better to deal with the few which can't be accepted in the end than with the entire disrupted flight programme.
Ultimately, we're talking about an inter-connected system here. Flights rejected by MAN have to be vectored to other alternate airports. That is extra workload. And those aircraft will require the services of a handling agent wherever they do end up. Probably staffed by workers employed on similar T&C's to those at MAN. With all the same concerns. If the largest airport routinely shirks its share of the workload, that stresses every other agency in the system. It is not something to flaunt with a smirk and a sense of entitlement. It is the main reason that MAN has become a joke within the industry: "The airport which likes to say NO".
It's not good enough.
One final point here. Most replies have followed up on the issue of MAN refusing diversions. But my original post wasn't primarily about diversions at all. It was about the "no-can-do" culture which has become pervasive across several departments within the MAN operation. The no-divs policy is just one symptom of that. Many employees seem to brandish their bolshie 'not my problem' attitude with pride. That is a cancer on the operation, and it is a problem which has grown exponentially under Mr Cornish's leadership. Many staff don't feel valued for whatever reason, and they have withdrawn their goodwill in consequence. Some appear to take pride in being uncooperative and looking out for their own narrow interests alone. There is no team ethos. It is a major concern, and one which I would like to see Mr Cornish and Ms Smart actively address, along with partner agencies across the airport complex.
Ultimately, we're talking about an inter-connected system here. Flights rejected by MAN have to be vectored to other alternate airports. That is extra workload. And those aircraft will require the services of a handling agent wherever they do end up. Probably staffed by workers employed on similar T&C's to those at MAN. With all the same concerns. If the largest airport routinely shirks its share of the workload, that stresses every other agency in the system. It is not something to flaunt with a smirk and a sense of entitlement. It is the main reason that MAN has become a joke within the industry: "The airport which likes to say NO".
It's not good enough.
One final point here. Most replies have followed up on the issue of MAN refusing diversions. But my original post wasn't primarily about diversions at all. It was about the "no-can-do" culture which has become pervasive across several departments within the MAN operation. The no-divs policy is just one symptom of that. Many employees seem to brandish their bolshie 'not my problem' attitude with pride. That is a cancer on the operation, and it is a problem which has grown exponentially under Mr Cornish's leadership. Many staff don't feel valued for whatever reason, and they have withdrawn their goodwill in consequence. Some appear to take pride in being uncooperative and looking out for their own narrow interests alone. There is no team ethos. It is a major concern, and one which I would like to see Mr Cornish and Ms Smart actively address, along with partner agencies across the airport complex.
We'll have to agree to disagree - from my point of view it's better to have as much certainty in the system as early as possible. Better to say you can't take anything than to have to turn a/c away at the last minute. It's the last minute changes and re-planning which cause stress and uncertainty and needs to be reduced .
Last edited by SWBKCB; 1st Jan 2022 at 09:12.
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ozzyozBorn
I am a regular (twice a week normally) user of the airport, and would concur with your thoughts on the no can do attitude that pervades the place now, along with some pretty rude, and obviously de motivated staff in customer facing roles, which is never going to end well.
Cheers
Mr Mac
I am a regular (twice a week normally) user of the airport, and would concur with your thoughts on the no can do attitude that pervades the place now, along with some pretty rude, and obviously de motivated staff in customer facing roles, which is never going to end well.
Cheers
Mr Mac
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We'll have to agree to disagree - from my point of view it's better to have as much certainty in the system as early as possible. Better to say you can't take anything than to have 20 a/c plan you as alternate and then have to turn half of them away at the last minute. It's the last minute changes and re-planning which cause stress and uncertainty and needs to be reduced .
Why is it MAN, an international airport that claims it is capable of handling up to 50m passengers a year, that feels the need to do this so often - and it's not just something that's arisen because of covid?
Why is the blanket notam issued for extended periods? The one issued 20 December until today has now been renewed for another week. No surprise there!
With cat 3B available at many airports and with modern a/c and crew so validated, the mass diversions of the 70s and 80s are now a very rare occurrence in the UK. It takes heavy snow fall, storm force winds or a blocked runway to cause major problems. As ozzy points out, in today's dynamic age of technology and instant information, a few diversions from LBA or BHX occasionally shouldn't really be a big headache from a pilot or ATC perspective.
That doesn't solve the problems on the ground with GHAs, airport staff, T & Cs, attitudes etc, and as has been said, those issues can't simply be left to simmer. They have to be addressed and solutions found. To reiterate, the 'no diversions' policy is simply one example of what many perceive as a negative mentality prevailing at MAN.
Thanks - I was merely addressing Navpi's and Ozzy's comments re ATC stresses and safety and the diversion policy. I expect the rest of the issues are around incessant outsourcing and sub-contracting, which makes Ozzy's team ethos "difficult" - with MAN's size being a disadvantage in this area against the smaller competitors he references. Its not all about leadership and management, funding is needed as well.
ozzyozBorn
I am a regular (twice a week normally) user of the airport, and would concur with your thoughts on the no can do attitude that pervades the place now, along with some pretty rude, and obviously de motivated staff in customer facing roles, which is never going to end well.
Cheers
Mr Mac
I am a regular (twice a week normally) user of the airport, and would concur with your thoughts on the no can do attitude that pervades the place now, along with some pretty rude, and obviously de motivated staff in customer facing roles, which is never going to end well.
Cheers
Mr Mac
That's not singling out MAN in particular but is a reference to how the service users, corporate or end users demand a service but are unwilling to pay the full price for it.
Better to say you can't take anything than to have to turn a/c away at the last minute.
A dynamic diversion policy offering discretion to operators is what is needed here, and it is the way things are done at almost every other major airport. A discretionary policy does not mean the airport becoming swamped, it means accepting what can be accommodated and refusing only those which really can't (as opposed to everything, by default).
Most diversions arise at short notice anyway, so airports and agencies do not need to know the specifics days in advance, nor is that possible. A broad seasonal diversion plan should cover the essentials at this time of year.
The airport IS full. There are still lots of parked aircraft around. It does not matter if Jet2 self handle or not, they don't have their own stands, they are a shared resource. When we stop towing the early arrivals off stand only to tow them back again 3 hrs later, just to make room for a transiting inbound scheduled flight, then and only then can diversions be accepted. The old days of parking a 747 full of passengers on the taxiway for half a day have gone. Take a look at the apron next time, you will see very few if any free stands, remote or otherwise. Its all very well saying the airport should do this, that and the other, but until there is a very positive indication that this nasty business is over, then investment in staff, trading and other resources is not going to happen.
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The airport IS full. There are still lots of parked aircraft around. It does not matter if Jet2 self handle or not, they don't have their own stands, they are a shared resource. When we stop towing the early arrivals off stand only to tow them back again 3 hrs later, just to make room for a transiting inbound scheduled flight, then and only then can diversions be accepted. The old days of parking a 747 full of passengers on the taxiway for half a day have gone. Take a look at the apron next time, you will see very few if any free stands, remote or otherwise. Its all very well saying the airport should do this, that and the other, but until there is a very positive indication that this nasty business is over, then investment in staff, trading and other resources is not going to happen.
I see the apron regularly and the airport is NOT permanently full for days on end. Yes, there are plenty of parked-up aircraft, but that is not the same thing as 'full'. If the airport were actually "full" as you say, it would be necessary to hold each inbound flight until a departing aircraft vacates a stand for it, wouldn't it? That is clearly not required, as the airport is not "full". Some (vacant) stands may indeed be set aside for an incoming flight, but not all of them. And not all day - a 'splash-and-dash' could certainly be accommodated in the middle of the day. Most diverted flights don't require contact stands anyway. And that is why a dynamic diversion policy should apply. The alternative reflects the lamentable "do not disturb" mentality which Manchester Airport highlighted to great effect when challenging the Department of Transport all those years ago.
Not every diversion can be accepted. We all recognise that. But some certainly can. I strongly suspect that those aforementioned Jet2's could have been accommodated. And what about smaller aircraft such as Citations and Learjets? A catch-all blanket no-divs notam prevents them from enquiring about access by default also.
A dynamic diversion policy allows for aircraft which genuinely cannot be accommodated to be turned away. But those which can be accommodated can be accepted. That is a good thing, though the "not my problem" brigade clearly need some convincing. Almost all other major airports operate a dynamic diversions policy without issue. But perhaps this is another example of the "Manchester way" alone being right beyond question, and every other major airport being incompetent without realising it.
Yes, on a regular basis. That means not permanently. Which is why a dynamic policy should apply. Scope to use discretion is a good thing in a successful business.
Not every diversion can be accepted. We all recognise that. But some certainly can. I strongly suspect that those aforementioned Jet2's could have been accommodated. And what about smaller aircraft such as Citations and Learjets? A catch-all blanket no-divs notam prevents them from enquiring about access by default also.
A dynamic diversion policy allows for aircraft which genuinely cannot be accommodated to be turned away. But those which can be accommodated can be accepted. That is a good thing, though the "not my problem" brigade clearly need some convincing. Almost all other major airports operate a dynamic diversions policy without issue. But perhaps this is another example of the "Manchester way" alone being right beyond question, and every other major airport being incompetent without realising it.
the issue of stand capacity is a very real. I experience this first hand on a regular basis …
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From the Manchester Airport World Cargo Page.
"Manchester Airport's cargo facility, the World Freight Terminal, is a community of more than 1,000 professionals managing freight-only aircraft as well as consignments that arrive or depart in the holds of passenger aircraft. Having grown to meet the increasing demands on importers and exporters across the country, our 24/7 service operates from 60,000 square metres of warehouse and office space for a comprehensive air cargo support system."
One might summise that despite not having 1000 professionals onsite, not always a 24/7 operation , nor warehousing which has carpet bombed the surrounding area, Liverpool and indeed Bournemouth are able to compete really well ?
How is this possible ?
What was a sprinkling of freight flights into Liverpool has now morphed into a half a dozen flights a week until April, today there are actually two flights, so why is it that what's seen as an inconvenience at one airport with (in its own words) a wealth of infastructure is seen as a revenue and employment opportunity elsewhere ?
If you were CEO at Manchester would you not be contrasting and comparing the resources at hand ?
And what of Bournemouth, as an example , it had a meagre throughput of cargo a few years back but accordinging to this weeks Bournmouth Echo is on target this year to handle 20,000 tonnes,
From a standing start with no operators , no routes and very little infastructure the CEO is bullish reporting a forecast cargo throughput for 2022 of 40,000 tonnes.
In context that is a staggering 40% of the Manchester total pre pandemic and nearer 75% of the Manchester figures post pandemic.
Many detractors have suggested that one adhoc off cargo flights are nothing more than a hindrance , a nuisance but that completely misses the fact they can clearly turn into something more substantive.
One wonders what the CEOs of Liverpool and Bournemouth could do with 10% of the resources available at Manchester?
"Manchester Airport's cargo facility, the World Freight Terminal, is a community of more than 1,000 professionals managing freight-only aircraft as well as consignments that arrive or depart in the holds of passenger aircraft. Having grown to meet the increasing demands on importers and exporters across the country, our 24/7 service operates from 60,000 square metres of warehouse and office space for a comprehensive air cargo support system."
One might summise that despite not having 1000 professionals onsite, not always a 24/7 operation , nor warehousing which has carpet bombed the surrounding area, Liverpool and indeed Bournemouth are able to compete really well ?
How is this possible ?
What was a sprinkling of freight flights into Liverpool has now morphed into a half a dozen flights a week until April, today there are actually two flights, so why is it that what's seen as an inconvenience at one airport with (in its own words) a wealth of infastructure is seen as a revenue and employment opportunity elsewhere ?
If you were CEO at Manchester would you not be contrasting and comparing the resources at hand ?
And what of Bournemouth, as an example , it had a meagre throughput of cargo a few years back but accordinging to this weeks Bournmouth Echo is on target this year to handle 20,000 tonnes,
From a standing start with no operators , no routes and very little infastructure the CEO is bullish reporting a forecast cargo throughput for 2022 of 40,000 tonnes.
In context that is a staggering 40% of the Manchester total pre pandemic and nearer 75% of the Manchester figures post pandemic.
Many detractors have suggested that one adhoc off cargo flights are nothing more than a hindrance , a nuisance but that completely misses the fact they can clearly turn into something more substantive.
One wonders what the CEOs of Liverpool and Bournemouth could do with 10% of the resources available at Manchester?