Corporate Responsibility Report 2008 - London Stansted Airport

Corporate Responsibility Report 2008London Stanstedwww.stanstedairport.com

Who does what at our airportsRunning an airport is a complex business. While we controlsome aspects directly, other aspects rely on working closelywith stakeholders.BAA is responsible for planning and undertaking airport developments, operatingthe terminals, security, property management, retail facilities, fire services and cargo.The responsibilities of other organisations are illustrated below:1 AirlinesResponsible for checking-in passengersand their luggage, delivering hold luggageto its final destination, cargo, providingand fuelling aircraft, boarding passengers,passenger safety and on-board catering2 NATSThe National Air Traffic Services (NATS)looks after air traffic control andmanagement, ensuring aircraft flyingin UK airspace and over the eastern partof the North Atlantic are safely separated3 Civil Aviation Authority (CAA)Controls all aircraft routes at UK airports,regulates airlines, airports and NATS.The CAA also sets airport charges atthe London airports4 The UK Border AgencyThe UK Border Agency is responsible forsecuring the UK’s borders and controllingmigration in the UK. They manage bordercontrol for the UK, enforcing immigrationand customs regulations5 Commercial servicesIndividual businesses provide catering,shopping, car hire, car parking andbanking services6 Public transport operatorsMany independently-run bus, coach, taxiand rail companies provide connectionsto and from our airports426135

Managing corporate responsibilityExercising corporate responsibility means finding an effectivebalance between the environmental, social and economicperformance of your business, and striving to implementongoing improvements.What is ‘corporate responsibility’?The World Business Council for SustainableDevelopment (WBCSD) defines ‘corporateresponsibility’ as “business’ contribution tosustainable economic development, workingwith employees, their families, the localcommunity and society at large to improvetheir quality of life”.One of the underlying principles of corporateresponsibility is sustainability. Whilst thisis a very broad-reaching concept, touchingon all aspects of everyday life, it is definedat its simplest by the WBCSD as “a goalto be reached by working equally towardsenvironment, society and economy”. Anideal plan for sustainability would benefitthe environment, improve people’s lives,and make money at the same time. Forfurther information on the WBCSD, visittheir website at www.wbcsd.orgHow is corporate responsibilitymanaged at London Stansted?Corporate responsibility is an integral partof running our business at London Stansted.It is built into our governance and drivenby our senior leadership team, so that wehave the right systems in place and setstrategy and manage our business safelyand responsibly.At London Stansted, we have a robustprocess for setting priorities each year, withobjectives and milestones clearly owned andcommunicated across our leadership team.This way, our people know what is expectedof them, and we have a clear link betweenour day-to-day management and our morestrategic, longer-term planning.BAA’s corporate responsibility policy guidesthe way we do business, so that we:• Operate with integrity and honesty.• Comply with all relevant legislation.• Engage with our stakeholders to understandtheir priorities; progress cannot be madein isolation of others, and we are activelyinvolved in a number of committees,consultation and working groups.• Provide a safe and healthy workenvironment that is free fromdiscrimination and harassment.• Support the protection of human rights.• Continue to seek to maximise the positiveand minimise the negative impacts onlocal communities.• Identify how our community activitiescan most benefit those adverselyaffected by our operations.• Report on our corporate responsibilityperformance.• Seek to minimise and prevent adverseenvironmental effects.Management systemsWe operate a ‘Managing Responsibly’ system,which encompasses health, safety, securityand environment. This framework providesus with a systematic way of identifying andmanaging these issues, as well as settingperformance improvement targets. It is acomprehensive approach to risk management,which includes establishing inspection auditcycles, as detailed below.Figure 2: The corporate responsibilitymanagement structure at London StanstedPlanCore Leadership TeamSustainabilityBoard(Strategy)Risk GovernanceBoard(Operational)• Identify and evaluate risk.• Managing the risk of change.• Legal, statutory and other requirements.• Objectives, targets and performance.Figure 3: How HSE is managed at the airportFigure 1: How corporate responsibility topics are grouped at London StanstedReviewPlanEnvironmental“A viable natural environment”Climate changeNoiseEnergyAir qualityWaterWasteBiodiversity and archaeologyTransport to our airportDoCheckManaging HSEResponsiblyat StanstedAirport LimitedDoSocial“Nurturing community”Engaging with our communitySecurity and passenger experienceOur peopleHealth and safetySustainabledevelopmentEconomic“Sufficient economy”The economy• Training, awareness and competence.• Consultation and communication.• Documentation and record management.• Operational controls.• Emergency preparedness response.Check• Incident reporting, investigation andfollow-up.• Performance measurement and monitoring.Review• Management reviews.2 BAA London Stansted Corporate Responsibility Report 2008

Airport expansionIn December 2003, the Government’s Air Transport WhitePaper was published, which set out a strategic framework forthe development of airport capacity in the United Kingdom(UK) over the next 30 years.For the South East of England, its mainfindings were that there is an urgent needfor additional runway capacity, but that thefirst priority must be to make the best useof existing facilities.Following this priority, the White Paperstated that the first new runway in theSouth East should be at London Stansted.In the words of the Department forTransport, “…to be delivered as soonas possible”.Throughout 2008, we spent considerabletime meeting, discussing and presentingour plans for further expansion to communityand stakeholder groups. Our plans for asecond runway – called ‘Generation 2’ –continue to receive support, and thousandsof letters of support have been receivedby Uttlesford District Council. 2London Stansted’s commitment to its rolein the future of aviation in the South Eastand across the UK was endorsed by theGovernment decision in October 2008 1that our proposals to increase the numberof passengers we can handle – which wouldindeed make the best use of existing facilities– could go ahead.To raise the cap from our current limit upto 35 million passengers a year was a voteof confidence in the future of our airportand the future of aviation in our country.The permission for this application –called ‘Generation 1’ – was welcomedacross the region, especially by businessand industry groups.Richard Tunnicliffe, Regional Directorof the CBI in the East of England, said:“…airports are drivers of economic growth and to see the cap lifted to 35 million is good news.”1The Government decision to grant planning permission,which followed a Public Inquiry, was challenged by localopponents in the High Court. This appeal was rejectedby Judge Sir Thayne Forbes in March 2009, who saidthat the case opposing Generation 1 was “unjustifiedand without substance”.2 At the time of going to print, the Public Inquiry intothe second runway proposals, which was due to getunder way on 15 April 2009, has been postponedby the Secretary of State, while the implications forthe Inquiry of the future ownership of London Stanstedare considered.BAA London Stansted Corporate Responsibility Report 2008 3

From the managing director2008 was an exciting year at London Stansted.We take our responsibility to our communityseriously here. London Stansted is all aboutpeople, places and the community thatwe serve. As a growing airport, we holda fundamental place in the nationalinfrastructure of the UK, but of all themillions of people we serve, hundreds ofthousands of them are from the LondonStansted area.In 2008, we continued to work hard atLondon Stansted to build on our existingcorporate responsibility work. This work can,and does, involve anything from workingwith airlines to reduce the impact of aircraftnoise on the local community, to hostinga further ‘Meet the Buyers’ – one of thebiggest procurement events in the South East.As a major international airport, ourcommitment covers an exceptionally widerange of areas, all of which are coveredin this Report of our activities.This Report provides a useful snapshot ofour activities in 2008. My own and my staff’sapproach is that working responsibly is morethan just meeting targets or writing a report– it is how we approach all our work atthe airport.Our dedicated environment team works allyear round on issues like biodiversity, energyand waste. We know from the regularmeetings that I and the London Stanstedteam have with local individuals and groupsthat this is of key importance to them.In 2008, a particular highlight of our effortsto minimise the environmental impact ofour operations was the introduction of astate-of-the-art 2MW wood chip biomassboiler into our new £50-million terminalextension. The boiler, which replaced agas-fired system, burns environmentallysustainable wood chips, resulting in a moreefficient heating system. So efficient is theboiler, in fact, that it now serves as theairport’s primary boiler, and indications arethat it will help to reduce the predicted annualairport gas consumption by nearly 40%.As our airport grows, with the welcomeannouncement that we can now move tohandling 35 million passengers a year, sodoes our challenge. Our passengers and localbusinesses tell us that our role, both now|and in the future, is vital to the success ofthe economy in the East of England.We know that we have to continue to reducethe negative impacts that an airport can bring,balanced against the need to seek new andinventive ways to ensure that as many peopleas possible are able to share in the economicand social benefits to be gained from havingan international gateway airport at the heartof the local community and the region.In 2009, we will continue that work as welook to build an airport fit for the purposesof today and capable of meeting theambitions we have for tomorrow.Thank you for taking the time to read thisReport and I look forward to any feedbackyou have on our work.Stewart WingateManaging directorBAA London StanstedStewart Wingate,managing director4 BAA London Stansted Corporate Responsibility Report 2008

Summary of target achievementsSummary of scoring criteriaThe table below sets out the agreed criteria for scoring London Stansted’s progress against its targets for 2008.ScoreTarget not achievedSome progress madeTarget achievedTarget betteredCriteriaThe target actions have not been progressed at all, or performance is lower than last year.The target has not been achieved, but actions have been carried out towards delivering the targetPerformance has not achieved the target, but is better than last year.All the actions are completed and items delivered.Performance has reached the target level.More actions have been completed than planned against the target. Performance is better than the target.Summary of targetsThe table below summarises our agreed target scores for London Stansted in 2008.Issue Target ScoreSocialEngaging withour communitySecurity andpassenger experienceOur peopleTo open the London Stansted Airport Academy, now known as the London Stansted‘Employment and Skills Academy’.To manage the security operation to ensure the highest standards of security compliance, whiledelivering a target of no more than a ten-minute queuing time for 95% of our departing passengers.Implement a clear engagement plan for our teams – specifically targeting front-line staff andmanagement capability to involve, motivate and engage their people.Reduce levels of absenteeism – with an aim to achieve a 15% reduction in working days lostacross the airport.Target achieved 2Target achieved 2Target achieved 2Some progress made 2Deliver more organisational change – to deliver improved efficiency and productivity. Target achieved 2Health and safetyEnvironmentalTo review all relevant airport local operating procedures and ensure compliance with all BAAManaging Responsibly System Performance Standards.Some progress made 1Climate change None set. Not applicableNoiseEnergyDuring 2008, we will consult on our draft Noise Action Plan and, subject to the date on whichDefra guidelines are published, publish our final version by December 2008.To improve energy efficiency and reduce carbon dioxide (CO 2 ) created as a result of the airport’senergy use. Specifically, to achieve less than 56,177* tonnes of CO 2 derived from energy usein 2008 (*recalibrated from 45,769 using revised Defra Grid Electricity CO 2 Conversion Factors).Some progress made 1Target bettered 1Air quality Publish the Stansted Airport Local Air Quality Strategy by 31 December 2008. Some progress made 1Review and improve management controls on airside emissions sources. Some progress made 2Review and develop an airport-wide vehicle emissions policy. Some progress made 2WaterAt least 97% of our discharges to meet Environment Agency standards for the quality of oursurface water discharges.To construct and commission a new pumping station to improve the quality of surface waterdischarged at Balancing Pond D, by the end of November 2008.Target achieved 2Some progress made 2Waste To recycle at least 33% of airport waste between January 2008 and December 2008. Some progress made 1Biodiversity & archaeology None set. Not applicableTransport to our airport To achieve a 37% share of air passengers using public transport by 2010 and 40% beyond. Target achieved 2EconomicTo reduce the number of staff driving to and from the airport by private car to no morethan 80% by 2010.Target achieved 2The economy None set. Not applicable1Score audited by BAA internal audit.2Score audited by Stansted Airport Limited.BAA London Stansted Corporate Responsibility Report 2008 5

AssuranceDNV Assurance StatementDet Norske Veritas (DNV) carried out anindependent verification of BAA’s internalaudit process applied at BAA LondonStansted Ltd (‘Stansted Airport’) inconnection with its Corporate Responsibility(‘CR’) Report 2008 (‘the Report’).The Management of Stansted Airport isresponsible for all information provided in theReport as well as the processes for collecting,analysing and reporting that information.DNV’s responsibility regarding this verificationis to Stansted Airport only, in accordance withscope of work commissioned. DNV disclaimsany liability or responsibility to a third party fordecisions, whether investment or otherwise,based on this Assurance Statement.ScopeDNV’s scope of work included the verificationof the adequacy of the process applied byBAA’s Internal Audit personnel to verify theaccuracy and completeness of data andassertions made in the Report in relationto the targets listed below. Those targetswere selected by BAA Corporate andStansted Airport CR management personnel,as part of a rolling programme for InternalAudit and External Assurance.• To recycle at least 33% of airport wastebetween January 2008 and December 2008;• To improve energy efficiency and reducecarbon dioxide (CO 2 ) created as a resultof the airport’s energy use. Specifically,to achieve less than 56,177 tonnes CO 2derived from energy use in 2008;• Publish the Stansted Airport Local AirQuality Strategy by 31 December 2008;• During 2008, to consult on our draft NoiseAction Plan and, subject to the date onwhich Defra guidelines are published, publishour final version by December 2008;• To review all relevant airport localoperating procedures and ensurecompliance with all BAA ManagingResponsibly System Performance Standards.This verification focused solely on a reviewof the process, methods and deliverablesfrom BAA’s internal audit of Stansted Airportfocusing on the above mentioned targets.The scope of DNV’s verification did notinclude a detailed investigation of assertions,information or data presented in the Reportthrough site visits or review of data at source.Moreover, it did not include an assessmentof the adequacy, effectiveness or efficiencyof Stansted Airport’s strategy or managementof CR issues. It also excluded the verificationof CR management, performance or reportingpractices by any of BAA’s suppliers or anyother third parties mentioned in the Report.MethodologyThis verification was carried out betweenJanuary and June 2009 by a multidisciplinaryteam of suitably qualified andexperienced professionals, in accordancewith the DNV Protocol for Verificationof Sustainability Reports.The following methods were applied:• Desktop review of the internal auditprogramme;• Review of the internal audit scope andprocess, through an interview with therelevant BAA Internal Auditor;• Review of documentation and datacollected by the BAA Internal Auditor;• Desktop review of the reports of theinternal audits, in relation to the targetswithin the scope of this verification;• Reporting of the external assurancefindings to the BAA Internal Auditor and(via the auditor) to Stansted Airport data/target owners, enabling data to becorrected or provided, wherever errorsor omissions where found;• Review of relevant data and assertionsmade in the Report and assessment ofthe alignment with the findings of theInternal Audits.Statement of IndependenceDNV states its independence and impartialitywith regards to this assurance engagement.In 2008, DNV did not work with StanstedAirport or any of its stakeholders on anyengagements which could compromise theindependence or impartiality of our findings,conclusions or recommendations. Moreover,DNV was not involved in the preparation ofany text or data provided in the Report, inaddition to this Assurance Statement.ConclusionsBased on the scope of work carried out,DNV concludes that:• The Report provides an appropriaterepresentation of Stansted Airport’sperformance against the targets withinthe scope of this assurance engagement,in the 12-month period ending on31 December 2008; and• An appropriate internal audit process wasapplied, which was found to contributeto the improvement of the quality of dataand information presented in the Report.RecommendationsBased on the scope of work carried out,DNV provides the following mainrecommendations, which do not affect theabove mentioned conclusions and are madeto encourage continual improvement:• The Report should clearly describe howthe targets were selected for the purposesof the Internal Audit. Of particular interestwould be to demonstrate how these relateto material issues, the processes forinvolving stakeholders in the selectionof issues for the Report (inclusivity) andhow the Report seeks to respond tostakeholder interests and concerns(responsiveness); and• BAA should ensure that the KPIs andtargets selected for internal audit purposesin any one year are aligned with thosestated in the previous Report. Shouldchanges occur, these should be describedand explained in the Report.Lead VerifierVerifierDet Norske Veritas, London, 16 July 2009BAA London Stansted’s responseto DNV’s recommendationsBAA London Stansted thanks DNV for theirindependent verification of the BAA internalaudit process, and their contribution towardsour corporate responsibility management.We plan to respond positively to theirrecommendations as follows:• Describe our process for selectingindicators used in the audit process withplans to improve our ongoingcommunications with stakeholders.• Continue to review the annual alignmentof targets.• Review our approach to data managementto increase the availability of ‘actual’performance data.• Ensure the KPI and annual targets selectedfor internal audits are fully aligned withthose stated in previous reports with clearexplanations given for any changes toKPI’s during the year.DNV is a global independentprovider of certification,assurance and advisoryservices, focusing onsustainability, climate change,environmental and healthand safety issues across arange of sectors, including aviation.6 BAA London Stansted Corporate Responsibility Report 2008

Engaging with our communityTarget 2008To open the London Stansted AirportAcademy, now known as the LondonStansted ‘Employment and Skills Academy’.Target achievedThe issueLondon Stansted is at the heart of the vibrantlocal community that surrounds the airport.We take seriously the responsibility we haveto be a good neighbour, and this includesopen and honest communications with localpeople about our day-to-day operations andplans for growth. Being involved in localactivities across a wide range of subject areas,and investing time, money and ideas tosupport community good causes, is thereforeregarded as a very important part of our work.Many thousands of local people workat the airport, and a large number of localbusinesses trade with airport companies andtravellers. In addition, hundreds of thousandsof local people travel through the airporteach year, which further emphasises thestrength of the link between London Stanstedand those who live and work locally.Our approachFor all concerned, we want to ensure thatthe community benefits as much as possiblefrom its proximity to London Stansted asa major international airport.We work with the community, in schools,education, sport, employment, skills trainingand other local projects that have a realimpact on people’s lives. We do this byworking through the BAA CommunitiesTrust, the Passenger Community Fund, theStansted Airport Community Trust Fundand the Community Project Board.In addition to the work that we do to providedirect support to local good causes, we arealso proud of the strong relationships thatFigure 4: London Stansted charitable funding in 2008we have built over the years with our widerange of stakeholders and interested parties.It is important that we take the time to talk– and listen – to those who live and work inthe local community and in the wider area, togain a better understanding of people’s issuesand concerns. We do this by providing regularupdates on issues like expansion, aircraft noiseand plans for transport links within the region,and the feedback that we receive can be usedto inform our decision-making.Our performanceWe were involved in a wide range ofcommunity projects throughout 2008. Hereare some of the initiatives that are typical ofour approach:Employment and Skills AcademyThe London Stansted Employment and SkillsAcademy was officially opened by RegionalMinister for the East of England, BarbaraFollett MP, in October 2008.The new Employment and Skills Academy isthe first of its kind at any BAA airport. BAAis to invest £250,000 over the next four yearsin a trailblazing partnership with UrbanFutures, a regeneration company, to bringa ‘one-stop-shop’ employment agency to theheart of the airport operation. The Academywill ensure that the airport continues todo all it can to provide the best skills andemployment training to local people and helpto develop a highly-qualified and motivatedtalent pool to meet future recruitment demand.Fulcrum ChallengeIn 2008, six local students took part in the‘Fulcrum Challenge’, a two-week project,supported by the BAA Communities Trust,to renovate a derelict school in a remotearea of India.The students, from Bishop’s Stortford andSaffron Walden, were selected for theBAA Communities Trust £280,166.00Stansted Airport Community Trust £114,938.00Passenger Community Fund £50,813.07Community Project Board £182,494.07Total £628,411.14‘Fulcrum Challenge’ as they had shownleadership and team-working skills bothin their schools and in the community.Global Exchange 2008This project, supported by the BAACommunities Trust, saw students fromIndonesia and the UK working togetherin the community in 2008, as partof an international volunteeringexchange programme.BAA Youth Adventure ChallengeStudents from eight Essex secondary schoolstook part in the inaugural ‘BAA YouthAdventure Challenge’ in September 2008.The event took place at Great Notley CountryPark, and was organised by sportessex andsupported by London Stansted. Nearly 400Year 10 students competed in eight funpackedadventure sports, including mountainbiking and kayaking, to give them a tasteof the outdoors.London Stansted committed £30,000 tothe games and, in the run-up to the event,20 volunteers from the airport transformedparts of the park in readiness for thechallenge, including tree trimming,woodland clearing and pontoon building.Employee volunteeringBAA encourages its employees to volunteerand fundraise in the local community,particularly in support of those areas in whichthey have a personal community interest.As part of this commitment, BAA allowsstaff to take 48 working hours a year aspaid leave to devote to this work. Each year,BAA celebrates the work of these staff atits ‘i-Volunteer’ awards, and extra funding isdonated to recognise particular achievements.Stakeholder communicationsOur major stakeholder communicationsin 2008 are summarised below:‘Plane Talk’Plane Talk is our community newsletter,distributed to over 180,000 homes within15 miles of the airport. During 2008, wepublished two editions that covered issuesincluding airport expansion, proposedimprovements to local road and rail links,as well as information about LondonStansted’s work within the local community.BAA London Stansted Corporate Responsibility Report 2008 7

Case study 1‘Insight’ programmeLondon Stansted has given £50,000 to the Harlow EducationConsortium to develop a work placement scheme – the ‘Insight’Programme – with a variety of airport companies through theHarlow Education and Employer Partnership (HEEP).Whereas traditional work placement schemes restrict students tothe same company for one or two weeks, HEEP allows them to trialdifferent sectors of the airport, e.g. a day in Engineering, CustomerService, Retail, Catering, etc.8

Engaging with our communitycontinued‘Meaning Business’ e-newsletterOur Meaning Business e-mail newsletteris sent to over 9,000 local and regionalbusinesses, community leaders, other keystakeholders and the media. Circulatedevery four weeks, it contains the latest newsabout airport operations, information onour growth plans, airline news and businessrelatedarticles. The focus is on helpingthe business community, both locally andregionally, to make the most of travelopportunities through London Stansted.Property PackOur Property Pack is made available to thosewho are moving into the London Stanstedarea, or who wish to relocate here. It containsinformation on flight paths, travel advice, andour noise information helpline and website.Copies of the pack are available on ourwebsite and are also sent to local estateagents, libraries, banks, building societiesand solicitors, with the offer of unrestrictedadditional copies subject to client demand.Web and e-mailWeb and e-mail play an ever-increasingrole in our communications; not only dothey allow us to get our message acrossand engage people in a number of ways,but they also reduce our commitment topaper publications and the associatedenvironmental impact.www.stanstedairport.comOur passenger-focussed website,www.stanstedairport.com, is viewedby millions of travellers throughout the year.The website is constantly updated andprovides a focal point for the latest newsand developments at London Stansted,as well as within the aviation industry asa whole, including security information.www.stanstedairport.com/futureOur ‘Stansted Future’ website,www.stanstedairport.com/future,provides information on all of our expansionplans, both on our existing runway and theplanned second runway development. Thesite is a complete repository for the manyhundreds of planning documents associatedwith our growth plans, and we also explainthe key issues in jargon-free language so thateveryone has the opportunity to understandthe detail of our plans. Where possible, wealso use interactive features, such as interactivemaps and video content, to help people gaina better understanding of the key issues.Our plansWe will continue to provide direct supportto a wide range of local charities and goodcauses throughout 2009, and we will lookfor ways in which we can improve and enrichthe lives of those around us.We also remain committed to engagingwith our stakeholders and business partners,ensuring that they are kept as informedas possible on our news and future plans.London Stansted ‘Learning Zone’One of our top priorities for 2009 will beto further our commitment to helping peopleinto careers at the airport by continuingthe good work of the London StanstedEmployment and Skills Academy, inpartnership with Urban Futures.This important gateway for recruitment,training and skills support at the airport willbe complemented by the development ofa ‘Learning Zone’. This concept will be basedon the model launched at Gatwick Airportin 2005, and is intended to provide a centreof learning excellence for airport staff.The ‘Learning Zone’ will be developed inconsultation with the 180 companies onthe airport site, and the region’s key businessand learning organisations.Global Exchange 2009As well as a range of other communityprojects, we will also continue our supportfor the Global Exchange project, which in2009 will involve working with studentsin Kazakhstan.Targets 2009• To open the London Stansted‘Learning Zone’.• To relaunch the Property Pack withthe latest information and updateson the airport.Where can I find out more?Further details on all of theseinitiatives can be found on ourcommunity website:www.stanstedairport.com/communitymattersThe Property Pack is availableon our website at:www.stanstedairport.com/noiseBAA London Stansted Corporate Responsibility Report 2008 9

Security and passenger experienceTarget 2008To manage the security operation to ensurethe highest standards of security compliance,whilst delivering a target of no more thana ten-minute queuing time for 95% of ourdeparting passengers.Target achievedThe issueThe safe passage of passengers, staff andvisitors as they travel through the airport isalways our first priority. We also know that,whilst security is very important to them –and us – what is also important is that thesecurity procedures that we have in placeare as efficient and stress-free as possible,allowing people to get on with their journeyswith the minimum of disruption.We are also committed to providingpassengers with an efficient and enjoyableexperience of our airport. We are continuallyseeking improvements to ensure that ourvisitors, whether inbound or travelling toforeign destinations, are provided with thebest and most modern facilities so that theyare able to spend their time with us in comfort.Our approachIn all that we do, our main priorities aretwofold: to further increase the already highstandards of security at London Stansted,whilst at the same time improving thepassenger experience wherever possible.In 2008, we completed a multi-millionpoundinvestment in enhanced securitysystems at London Stansted, with thereplacement of all X-ray machines with‘Advanced Threat Identification X-ray’, or‘aTiX’ as it is more commonly known, whichis designed to further combat terrorismand speed up journey times for passengersthrough the airport.reducing the queuing times for passengersarriving in the UK, for example by triallingan electronic passport clearance process.We completed our £50-million extensionto the terminal building in 2008, which hasprovided a significant upgrade in passengerfacilities. The expansion has created nearly6,000 square metres of additional spacefor arriving passengers, including a sixthbaggage reclaim belt and extra desk spacesfor immigration control, managed by theUK Border Agency.In addition, new shops have been created,along with more comfortable waiting areasfor friends and relatives and new transportfacilities for those requiring onward travelby bus, coach, train or taxi.In 2008, we made a considerable investmentin improving the environment in the departuressecurity area by upgrading signs, introducingautomated passenger announcements andcreating ‘coloured’ zones (on floors and walls)to simplify and differentiate the various stagesof security.This bright, welcoming environment is animportant upgrade for passengers, andhas also created a more pleasant day-to-dayworking environment for security officers,which we hope will lead to a heightenedsense of morale and well-being.Case study 2UK Border Agency‘ABC’ trials Our performanceOur first priority is to ensure the safety ofeveryone using the airport, but beyond thiswe want to ensure that people’s passagethrough security is as fast and stress-free aspossible. That is why our target is for at least95% of our departing passengers to queuefor ten minutes or less at our security searcharea. Our performance for 2008 was 99.4%.Passenger insightWe regularly review and initiate surveysand research to help us improve ourunderstanding of passenger expectationsand views. We use this information todevelop and invest in the right services,products and facilities at London Stansted.Quality of Service MonitorFeedback from passengers on ourperformance is hugely important to us.Our main measure is the Quality of ServiceMonitor (QSM), which was establishedin 1990. It provides us with a measureof passenger satisfaction on a scale of1 to 5 (1 = Extremely Poor / 2 = Poor /3 = Average / 4 = Good / 5 = Excellent),and we use this information to informour service/facility strategy.We are constantly striving to improve ourrecruitment and training process to ensurethat our security officers are of the higheststandard. The introduction of automateddocument checking procedures in 2008 hashelped to further enhance the screeningof all candidates.Importantly, in 2008, we also chose to focusour efforts on improving the experience forpassengers arriving at the airport.BAA and the UK Border Agency have been working in partnershipto trial an Automation-Assisted Border Control (ABC) system atLondon Stansted. The trial is being used to test how facial recognition,e-Passport and gate technology can assist in managing passengersarriving in the UK.The trial is part of the UK Border Agency’s commitment to modernisethe management of the border by using new technology to drivea more secure, more efficient border environment.On the arrivals side, we are working withthe UK Border Agency to look at ways of10 BAA London Stansted Corporate Responsibility Report 2008

Security and passenger experiencecontinuedThe QSM covers many aspects of passengerservice, some of which are not within ourdirect control (see Figure 5).We also value the detailed passengercomments that we receive from our feedbackcards, website and correspondence.The information collated from this is usedin many ways, not just to inform our day-todayoperations, management activities andinvestment choices, but also to set our ownperformance targets to improve the qualityof our facilities and service levels.Our regulator, the Civil Aviation Authority,uses the QSM to set targets as part ofthe service quality rebate (SQR) scheme,which also measures the availability andperformance of our key passenger serviceassets (e.g. stands, jetties, lifts, escalators,moving walkways, baggage reclaim belts,fixed electrical ground power for aircrafton stands, and the inter-terminal transit),pier service, security queuing levels andaircraft congestion on the airfield. If we failto meet the targets set by the CAA, we arerequired to pay back the airlines a percentageof their passenger charges.Airport Service Quality SurveyLondon Stansted also participates in theAirport Service Quality (ASQ) Survey, whichis owned and directed by Airports CouncilInternational (ACI). ACI is the first worldwideassociation to represent the common interestsand foster co-operation with partnersthroughout the air transport industry, andwas created in 1991 by airport operatorsaround the world. Through ACI, the airportcommunity now speaks with a single voice onkey issues and concerns and, despite regionaldiversity, can move forward as a united industry.Further information on ACI can be found ontheir website at www.airports.org.ASQ is designed to be a bias-free, statisticallyaccuratereflection of service levels in anairport, as experienced by the passenger.The questionnaires are handed to some350 passengers at their departure gate.Although a similar 1 – 5 ranking is usedto the QSM, the scoring scale varies slightlyto the QSM (1 = Poor, 2 = Fair, 3 = Good,4 = Very Good, 5 = Excellent).In the 2008 ASQ, London Stansted sawimprovements in almost every category ofsatisfaction by the fourth quarter. Work willcontinue throughout 2009 to improve uponthe performance in all areas, but witha specific focus on those areas that areunder-performing.‘Professional, friendly and efficient’We are committed to continuing ourcustomer-service training programme,which focuses on the key concepts ofprofessionalism, friendliness and efficiency.This training was delivered to security officersthroughout 2008, and looked at encouragingthese front-line staff to consider whatcustomer service is, what it means to theirDeparturesWay-findingWashroom cleanlinessFlight informationCheck-in waiting timeSecurity waiting timeDeparture lounge crowdingDeparture lounge seatingLoudspeaker announcementsTrolley availability4.254.00role and how it can be implemented ona day-to-day basis.Security awareness trainingSecurity awareness training is undertakenby everyone who requires airside access.We are keen to ensure that we are complyingwith our mandatory training requirementsat all times, and we constantly review thetraining services that we offer to ensure thatthey continue to meet the diverse needsof our business partners.Our plansFollowing the significant programme ofinvestment to improve security facilities thattook place in 2008, we will be concentratingour efforts on embedding these changesthroughout 2009.In particular, we will be looking at how wecan maximise the use of our resources, bothin terms of people and infrastructure, andensuring that we continue to identify waysFigure 5: Some of the aspects covered by the Quality of Service MonitorFigure 6: London Stansted’s QSM performanceArrivalsWay-findingBaggage reclaim waiting timeWashroom cleanlinessConcourse crowdingTrolley availabilityImmigration waiting timeThe ASQ Survey is used by over 120 airportsaround the world, and provides a secure andconsistent set of management informationfor taking business decisions, recognisedby governments, regulatory authoritiesand airport management teams globally.Unlike BAA’s monthly QSM, the ASQ isa self-completed questionnaire, conductedquarterly. The results, collated by anindependent company working for ACI, arederived from ratings covering 34 service areas.QSM Score3.753.503.2520062007• Overall airport/terminal experience rating – departing and arriving passengers• Security queue time rating – departing passengers only2008BAA London Stansted Corporate Responsibility Report 2008 11

Security and passenger experiencecontinuedFigure 7: London Stansted’s Airport ServiceQuality Survey performanceOverall satisfaction with airport (departing passengers only)Satisfaction with ground transportationSatisfaction with waiting time at check-inSatisfaction with courtesy and helpfulness of security staffSatisfaction with ease of finding way around airportSatisfaction with cleanliness of washroomsSatisfaction with cleanliness of terminalSatisfaction with ambienceSatisfaction with availability of baggage cartsSatisfaction of restaurant facilities0 ASQ Score5• QU 2007 • QU 2008in which we can implement improvementsto standards and efficiency on a daily basis.In 2009, we will continue to deliver our‘Professional, Friendly and Efficient’customer-service training programme.It is intended that the main focus for thiswill be managers and supervisors, to ensurethat they are able to provide the higheststandards of leadership to their teams.We will also be looking at ways in whichwe can increase the satisfaction levels ofpassengers using our airport, and we willbe using the valuable feedback that wereceive from our customers to direct theseefforts to improve our standards.In 2009, we will be looking to run a numberof passenger focus groups, whereby airportsenior managers will hold face-to-facesessions with passengers to listen to theirrecent airport experiences and also to hearsuggestions for improving service.Target 2009To manage the security operation to ensurethe highest standards of security compliance,whilst delivering a target of no more thana 15-minute queuing time for 98% of ourdeparting passengers. 0% of departingpassengers will queue for 30 minutes or more.12 BAA London Stansted Corporate Responsibility Report 2008

Our peopleTargets 2008To implement a clear engagement plan forour teams – specifically targeting front-linestaff and management capability to involve,motivate and engage their people.Target achievedTo reduce levels of absenteeism – with anaim to achieve a 15% reduction in workingdays lost across the airport.Some progress madeTo deliver more organisational change – todeliver improved efficiency and productivity.Target achievedThe issueOur people are key to delivering a safe,customer-focused travel experience throughour airport. We strive to foster a workingenvironment where people are treated fairly,have the opportunity to learn and growand feel engaged to continually improvestandards at London Stansted.To meet both our regulatory and commercialchallenges, there was a focus in 2008 todeliver improved efficiency and productivitythrough organisational change.Our approachIn 2008, we focused on implementingorganisational change to ensure that wehave the right people, with the right skills,doing the right jobs at London Stansted,and the right numbers of people to ensurethat we continue to perform in anincreasingly competitive regulatory, economicand political environment.With considerable change in the organisation,it remains a high priority to develop ourcurrent people to make the most of theirpotential. We continue to invest in ourpeople and encourage them to makepersonal progress through training andcareer development opportunities.Whilst we value employee loyalty highlyand continue to reward long-servingemployees, we have also focused oncontinually improving our business throughattracting people with new skills and variedindustry knowledge. All of our employeesare rewarded for the work they do throughthe provision of excellent benefits and highlycompetitive pay packages.Our performanceFocusing on attendanceCase study 3‘Awards forExcellence’In 2008, our recognition scheme for staff –‘Awards for Excellence’ – became an integralpart of the company culture, with significantlyincreased numbers of nominations from allLondon Stansted staff and other employeesat the airport.The feedback from staff demonstrates thatthis scheme is viewed as an engaging tool,which encourages good performance andis a highly visible way of celebrating excellence.The business benefits from highlighting thesedesired organisational behaviours and thefacilitation of a stronger affinity of our peopletowards the company.In 2008, over 20% of our staff were rewardedthrough the formal element of the ‘Awards forExcellence’ scheme, and the informal elementtouched nearly 50% of our people.This team was presentedwith an ‘Award forExcellence’ in October2008 to commendthe contribution ofeach individual membertowards the successfuldeparture and arrivalof a number of theUK Beijing OlympicsEquestrian Team’s horsesthrough the airport.The feedback from theInternational OlympicCommittee and BeijingCommittee was thatthe airport facilitatedthe best transfer that theteam had experienced.Following significant investment in 2007 toequip our managers with the necessary tools,skills and confidence to manage attendanceeffectively in their teams, the focus in 2008was to apply our Attendance ManagementScheme rigorously and consistently.We improved our processes for supportingpeople in returning to work, including anincrease in our return-to-work interview rateon day one to 98% across the business, andimplementing flexible methods to encourage‘planned absence’, which covers annualleave, maternity, paternity and parental leave,religious holidays, career breaks, sabbaticals,time off for training and study, trade unionduties, time off for civic duties and forinvolvement in various voluntary andcommunity activities.Attendance forums have been establishedto share best practice across London Stansteddepartments, encourage process developmentand ensure accountability is maintained. Theresult has been a decrease in our levels ofunplanned absence.Organisational changeIn 2008, the review to simplify BAA’sorganisational structure continued. Thereview aimed to build a leaner, simplifiedcompany, with clear accountabilities, lessduplication and an even greater focuson putting the passenger first.At London Stansted, we continued tocommunicate and consult with employeesBAA London Stansted Corporate Responsibility Report 2008 13

Our peoplecontinuedto ensure this restructure achieved itsefficiency aims, whilst retaining anddeveloping our people.During 2008, we also focused on restructuringthe management tier to our customer serviceactivity. This change will allow us to drivetrue accountability and streamline operationalstructures for both internal efficiency andour customers.Employee engagementWe are committed to ensuring that our staffare truly engaged with our business and, in2008, we focused on improving employeecommunications at all levels. A monthlyforum has been established to share businessinformation and encourage a ‘two-way’communications culture at the seniormanagerial level. This process is cascadedto departmental team meetings and throughvarious sources to front-line staff. A priorityfor 2009 is to ensure that front-line briefingsare all conducted face-to-face.In 2008, we devised a front-line reviewscheme, which encourages two-wayfeedback on both individual performanceand general business issues. All of ourterminal security officers undertook thisreview, which equated to approximately750 staff. The feedback about how it feelsto work at London Stansted and whatimprovements could be made have beenincorporated into our Engagement Strategyfor 2009.Trade unionsAcross BAA, we are committed to workingco-operatively with the unions that representour employees and, at London Stansted, wevalue the constructive working relationshipsthat are maintained.In 2008, London Stansted supportedthe establishment of Union LearningRepresentatives, and has worked closelywith them to establish a pro-activelearning culture.Our plansIn 2009, we will continue to work with ourstaff to ensure that they feel an importantand valued part of our business.the effectiveness of front-line briefings,and will ensure that they are all conductedface-to-face.We will continue to seek feedback from staffabout how it feels to work at London Stanstedand what improvements could be made,and we will make this an ongoing partof our employee Engagement Strategy.The focus on attendance will continuethroughout 2009, as we seek to developthe most dedicated and ‘fit for purpose’workforce that we possibly can to meetthe challenging economic conditions ahead.As such, we will continue to focus on reducinglevels of absenteeism – with an aim toachieve a further 15% reduction in workingdays lost across the airport.Additionally we will ensure that our Learningand Development and Talent Managementplans deliver targeted development for ourpeople – including the roll out of front-lineleadership and commercial training.Target 2009To carry out diversity awareness training for atleast 85% of BAA staff by 31 December 2009.One of the key priorities for 2009 is tocontinue to focus on employee engagementat all levels, and to encourage, yet further,the development of a ‘two-way’communications culture. We will monitor14 BAA London Stansted Corporate Responsibility Report 2008

Health and safetyTarget 2008To review all relevant airport local operatingprocedures and ensure compliance withall BAA Managing Responsibly SystemPerformance Standards.Some progress madeThe issueEnsuring the health and safety of employeesis an obligation of any responsible business.For us, as well as ensuring the health, safetyand security of our employees, we areresponsible for the well-being of everyoneusing London Stansted, including passengers,contractors and our business partners.Health and safety risks in our airport rangefrom potential slips and falls in public areasto risks associated with complex procedures,such as moving aircraft, fuel and heavyequipment. Construction work duringairport developments also creates significantsafety risks.Our approachFor these health and safety issues to beeffectively managed at London Stansted,it is essential that everyone understandswhat is expected of them. To achieve thisseemingly simple goal requires an approachthat takes account of the capabilities ofthose undertaking safety-related tasks,and addresses the operational pressuresthat always compete for time in this key area.As an airport, we strive for the higheststandards of health and safety, and todo this we have tailored our policies andprocedures to ensure that any safety-criticalactivities are subject to the direct scrutinyof senior management.Despite high levels of compliance and acommitment from management, inconsistentapproaches to managing risks can becomea challenge as the company has grown. Inthe last year, London Stansted has moved toreview its management arrangements in thelight of changes in BAA Group PerformanceStandards. Whilst 2008 saw a continuingpositive trend in the reduction of passengerand staff accidents, the airport managementteam have made a commitment to a ‘stepchange’ in London Stansted’s Health andSafety Management System, throughcertification to OHSAS 18001 – OccupationalHealth and Safety Management SystemArrangements Specification (2007).London Stansted took the first step towardsthis goal in October 2008, when it submittedto an OHSAS 18001 pre-assessment. Thisassessment was undertaken independentlyto provide external assurances and confirmedmany of the strengths and weaknesses knownto the management team, and these werehighlighted by our review of compliancewith Group standards.Given the challenging economic andregulatory environment that LondonStansted faces, we feel that the move toexternal assurance of our health and safetymanagement systems is the right thing todo to gain the highest levels of trust andconfidence from our passengers, staff,and business partners.Our performanceDuring 2008, some of our keyachievements were:• London Stansted achieved the lowestpassenger injury rate in the BAA Group,and met its year-end target.• Staff lost-time injuries reduced by 32%and met the airport’s year-end target.• The London Stansted ‘Health, Safety andEnvironment Policy’ was revised and issuedto all staff, as part of a London StanstedHealth, Safety and Environment Handbook.• The London Stansted management teamcarried out a total of 68 seniormanagement tours across the business.• The external auditor’s report on the healthof our safety management systems,revealed many positives, such as:−− A clear sense of operation as a teamand mutual support to enableachievement at the highest level.−− Management and maintenance of fixedassets, such as the baggage handlingsystem, and Terminal Transfer System (TTS).−− Positive relationship with the main tradeunion body.−− High levels of technical capability ofengineering and operations managersand staff.−− Provision of emergency responsecapability.−− An active senior management tourprogramme used to enhanceengagement and provide commitment.−− A developing framework of LondonStansted-specific health, safety andenvironmental procedures and guidanceto complement BAA Group provisions.Additionally, our external assurance companyhelped focus the business on some areasfor improvement, particularly the consistencyof risk assessments in the business, lackof clarity around assurance activities,and the management of some typesof safety documentation.Our plansIn 2009, London Stansted’s principal goal inhealth and safety is certification to OHSAS18001. We had our first audit in April 2009,and by the second audit in October 2009,the airport hopes to demonstrate itscommitment to high standards and continuingimprovement by achieving certification.Targets 2009• Achieve certification to OHSAS 18001by 31 December 2009.• Deliver at least two environmentalcompliance training courses for BAA staffand third parties by 31 December 2009,that meet the training needs identifiedthrough a review of London Stanstedtraining plans and materials.BAA London Stansted Corporate Responsibility Report 2008 15

Case study 4Airport staff get ‘Fit for Business’London Stansted is also working as part of the ‘Fit for Business’programme to improve staff health and fitness.By investing in the health of its staff through provision of free fitnessclasses, opportunities to try new sports, and the sponsorship of staffon various challenge events, the business hopes to add value to theexperience of coming to work at London Stansted, and have apositive impact on staff absenteeism.Under ‘Fit for Business’ (a Lottery and Local Authority-funded scheme),the airport has been able to access funding to offer staff theopportunity to exercise during the working day.London Stansted is also offering staff the chance to take advantageof free spinning classes, the original indoor cycling programme. Inaddition, the airport planned a programme of PT-type fitness sessionsto be run by Essex Boot Camp for six weeks starting in May 2009.16

Climate changeTarget 2008No target was set.The issueScientists agree that human activity ishaving a measurable effect on the earth’sclimate, with significant impacts on globaltemperatures and weather patterns. Themain cause is proven to be the emissionof carbon dioxide, (CO 2 ), associated withthe burning of fossil fuels.Aviation has been identified as one ofthe contributors towards climate change.Specifically, the Intergovernmental Panel onClimate Change (IPCC) estimates aviation’stotal impact to be around 3.5% of the totalhuman contribution to climate change. By2050, the IPCC estimates that aviation couldaccount for 5%, although scenarios rangefrom 3.5% to 15%.In the UK, the Department for Transport(DfT) estimates that UK aviation comprised6.4% of the UK’s total CO 2 emissions in2006 (37.5 million tonnes of CO 2 ). In January2009, the DfT forecast that UK aviationemissions will rise to around 60 milliontonnes of CO 2 by 2050. As the UK reducesits emissions to meet its 80% reductiontarget by 2050, the proportion of aviation’scontribution is forecast to rise.The aviation industry contributes to globalwarming in a number of ways. It is theburning of fossil fuel in flight that is theaviation industry’s biggest impact on theclimate, but ground emissions from airportvehicles and the vehicles used by passengersand staff to get to and from the airportalso contribute. Finally, greenhouse gasemissions are generated by the productionof the energy used in airport buildings.At London Stansted, we clearly recognisethe significance of this important issueand we are committed to reducing carbonemissions at the airport. We are also involvedin industry groups seeking to addressemissions from aviation in general, and thisis considered within a wider national andinternational framework.Our approachTo effectively manage carbon emissions atLondon Stansted, we are taking a numberof actions:• To understand and quantify the impactof our business and the wider airport bymeans of an airport carbon footprint.• To determine which sources of carbonemissions Stansted Airport Limited (STAL)directly controls and take actions toreduce these.• To understand which sources of carbonemissions we do not directly control andwork with our business partners to findways to reduce them.• To continue to explore new operationaland technology developments which offerthe potential to reduce carbon emissions.• To work with the aviation industry and localand national governments to agree targetsand action plans to address carbon emissions.• To promote aviation’s inclusion in the EUEmissions Trading Scheme (ETS).We are currently working to support BAA’starget to reduce by 30% the combinedairport group’s CO 2 emissions by 2020compared to 1990. Clearly, any expansionof London Stansted needs to responsiblymanage any future carbon emissions inrelation to these targets. Consequently, inthe 2008 planning application for LondonStansted’s ‘Generation 2’ development plans,the following commitment was made:• By 2030, London Stansted’s CO2 emissionsfrom energy use will not exceed thosein 2006.• A threefold reduction in CO2 per passengerat London Stansted by 2030, whencompared to 2006. Achieved by groundbreakingrenewable energy technologies.Our performanceIn 2008, we focused on producing anaccurate carbon footprint for London Stansted.The results of this are shown in the carbonfootprint box.During 2008 at London Stansted, wecontinued to focus on working to achieveemission reductions from aircraft on theground and from ground transport.Achievements in 2008 include:• Continued success with the use of fixedelectrical ground power (FEGP) by aircrafton stand (see the ‘Air quality’ sectionof this Report).• Continuing to encourage passengers usingthe airport to take public transport (seethe ‘Transport to our airport’ sectionof this Report).• Continuing to set targets for managingour emissions from energy (see the‘Energy’ section of this Report).Climate change work on a nationaland international scaleThe following list details work undertakenby our parent company BAA on the widerclimate change agenda.UK Sustainable Aviation initiativeIn December 2008, industry groupSustainable Aviation issued a CO 2 reductionroadmap. This demonstrates that CO 2emissions from UK aviation can be reducedto 2000 levels by 2050, through newtechnologies, operational efficiencies andlow carbon fuels. View the roadmap atwww.sustainableaviation.co.uk.Emissions tradingEmissions trading means that part of theindustry’s climate impact will be offset byreductions in other industries, but paid forby the aviation industry.The European Commission completedlegislation during 2008, which means thatEU flights will be part of the EU ETS from2012. We view the European level as aninterim step towards a global aviation climatepolicy framework. We are a founder of the‘Aviation Global Deal’ (AGD) group, whichis promoting aviation’s inclusion in the globalclimate agreement to be negotiated inCopenhagen in 2009.Working in partnershipBAA participates in the Climate LeadersGroup. In 2008, we were signatories to twohigh-profile initiatives in the form of an openletter to UK party leaders as well as to policymakers taking part in the Poznan negotiations.Our plansFollowing the publication of the 2008 airportcarbon footprint we will be establishingstakeholder groups to drive reductionsin emissions in three key areas:• Energy consumption.• Emissions from vehicles.• Emissions from aircraft.These groups will be tasked with verifyingthe assumptions made in the productionof the carbon footprint and exploringoperational and technological opportunitiesto enable further emission reductions.Additionally, we will continue our work onrefining our carbon footprint calculation andproduce a carbon footprint for 2009 in nextBAA London Stansted Corporate Responsibility Report 2008 17

DepartingClimate changecontinuedCarbon footprintStansted Airport Limited’scarbon footprintStansted Airport Limited (STAL)commissioned Entec to develop amethodology for calculating the 2008carbon footprint for the airport. 1To produce the footprint, we drewon best practice guidelines such as the‘Greenhouse Gas Protocol on CorporateAccounting and Reporting’ (see thewebsite www.ghgprotocol.org forfurther details). These define emissionsover which an organisation has directcontrol, as well as other emissionsthat can be reported voluntarily.STAL’s direct carbon emissionsSTAL has calculated its carbon emissionsfor activities over which it has directcontrol. These emissions sources includefuels and energy used in operatingthe airport (where STAL pays the bills)and include electricity and natural gas;fuel used in the airport’s own vehiclesand company cars and emissions fromrefrigeration systems maintainedby STAL.STAL’s direct carbon emissions for 2008are calculated as 54,825 tonnes of CO 2 .A breakdown is shown in Figure 8, whichillustrates that emissions from electricitygenerated dominate, followed byemissions from the use of natural gas onsite. Taken together, these two activitiesaccount for 98% of STAL’s direct emissions.In choosing which emissions to include,STAL has sought to be as comprehensiveas possible, including those sources thatwould be expected to be associatedwith an airport. Specifically, it includescalculations for carbon emissions from:• Aircraft movements on the groundand close to the airport, up to a heightof 3,000 feet on arrival and departure.• All passenger and staff journeys toLondon Stansted (door-to-door).• Water treatment and waste management.• Airport vehicles used by third parties.• Business travel by STAL employees,by road, rail and air (not usingcompany cars).Figure 9 summarises the carbon emissionsfrom other airport sources and illustratesthe significant contribution from aircraftemissions both on the ground and in thedeparting and arrival phase of flights. Toprovide context with STAL’s direct emissions,these are shown as a separate bar.Taken together, other airport emissionsamounted to just under 400,000 tonnesin 2008.This carbon footprint has consciously notsought to calculate emissions from aircraftbeyond those discussed; as the abilityof STAL to make significant changes to theemissions is low, with responsibility lyingwith airlines and air traffic control bodies.To help provide further context it is usefulto note that the Department for Transport(DfT) has calculated that carbon emissionsFigure 9: Other carbon emissionsFigure 8: Stansted Airport Limited’s 2008direct emissions carbon footprintFacilities electricity51,314 tonnes93.60%Facilities gas2,460 tonnes4.49%Other direct emissions1.92%Facilities wood pellets101 tonnesFacilities refrigerants44 tonnesBusiness travel12 tonnesSTAL airside fuel use894 tonnesTotal carbon emissions direct sources 54,825 tonnes CO 2for departing flights from LondonStansted were 1.3 million tonnesin 2005 (the most recent year for whichcalculations are published). Emissionsfrom aircraft in the landing and take-offcycle are therefore less than 20% of theemissions from all flights departing fromLondon Stansted and less than 0.7%of the emissions from UK aviation. 22Total CO 2 emissions from UK aviation in 2005is 37.4M tonnes (DfT, 2009).Other emissionsIn addition to the activities included in STAL’sdirect carbon footprint, the activities ofLondon Stansted’s staff, business partners,customers and passengers also result incarbon emissions, and STAL recognises theneed to understand these impacts and playa role in influencing behaviour.1 Full details of BAA’s carbon footprintingmethodology are due to be publishedin a separate report in mid-2009 on theBAA website at www.baa.comTonnes of carbon emissions per annum (000s)25020015010050054,825STAL’s directemissions233,866(60.98%)ApproachingGround movementsAircraftin LTO102,420(26.71%)Passengertransport33,486(8.73%)Stafftransport7,799(2.03%)Airside fuel use –third party5,882(1.53%)Waste& water50(0.01%)BusinesstravelTotal other emissions 383,502 tonnes CO 205060718 BAA London Stansted Corporate Responsibility Report 20080809*10*11*

Climate changecontinuedyear’s Report, highlighting key changes fromthe information reported this year.Finally, we will continue our wider nationaland international work on the climatechange agenda focusing on developingand enabling policies and tools to assistthe aviation industry reduce its climatechange emissions.Target 2009To publish a 2009 carbon footprint inthe 2009 Corporate Responsibility Report,together with an outline CO 2 emissionreduction programme.Where can I find out more?For more information on BAA’sapproach to climate change,and the national and internationalefforts that are being made totackle this issue, please see the‘Climate change’ section of theBAA Corporate ResponsibilityReport at:www.baa.com/corporateresponsibilityBAA London Stansted Corporate Responsibility Report 2008 19

NoiseTarget 2008During 2008, to consult on our draft NoiseAction Plan and, subject to the date onwhich Defra guidelines are published, publishour final version by December 2008.Some progress madeAs of 31 December 2008, although awaitingDefra guidelines, initial preparation of theNoise Action Plan commenced.Case study 5Collaborativeapproach toimproving Doverroute performanceThe issueWe know that aircraft noise is one of thebiggest issues for our local communities.People are concerned about aircraft heights,the amount of noise planes make and theoperation of night flights, and expect toknow what we are doing about it and howwe are helping to improve the situation.Our approachOur strategy is to minimise existing noiseimpacts wherever we can and tocommunicate with the local community sothat they can better understand noise issues.We monitor aircraft noise levels anddeparture tracks, and fine airlines that breakthese limits. We also handle noise-relatedpublic enquiries and complaints, and produceclear communications so that people canunderstand the different elements ofaircraft noise.To do this, we take a collaborative approachto noise mitigation and communicationby working with airlines, local communities,elected representatives, NATS (the air trafficservices provider), Government andaircraft manufacturers.We report weekly to the Department forTransport (DfT) on night movements atLondon Stansted, in relation to theGovernment’s night-flying restrictions regimeof 2006 for London-designated airports.Our performancePerformance against standardsFrom August 2008, the Flight Analysis Unit undertook a study into theunder-performing Dover routes. This involved collaborative work withAegean Airlines, with support from easyJet and Germanwings.The initial findings were presented at the 2008 Noise Seminar, alongwith some track data from our Noise and Track-Keeping System (NTK),clearly showing some initial improvement. Following on from the NoiseSeminar, the procedures Aegean Airlines adopted to improve their trackkeepingwere further refined, until they were satisfied with the results.Aegean’s track-keeping performance on the Dover routes was initiallyunder 50%. After the satisfactory completion of their trials, by makingchanges to their Flight Management System (FMS), Aegean’s trackkeepingperformance rose to a consistent 99% later that year. Similarwork was undertaken by Pegasus Airlines, and their performance hasalso improved considerably. They will also be making further changesduring 2009.We are committed to continuing to improve upon these results and areconfident that we will start to see track-keeping at 100% for AegeanAirlines and Pegasus Airlines in 2009.This work has since been presented to the UK CAA Directorate ofAirspace Policy, through the DfT, and through these regulatory bodieswe are seeking to enhance the technical information provided to enableall modern aircraft to fly ever more accurately using their FMS.• At least 98% of aircraft departureson track on the flight paths wherethey cannot leave below 4,000 feet.Not achieved.96% of aircraft were on track on theseroutes during 2008. The figure fell slightlyshort of our target due to issues with flightsusing the two Dover flight paths (from eachend of the runway – 23 and 05).Through previous work reported over the lastfew years, we know that the Dover routes aredesigned to be hand-flown principally by theuse of ground-based navigation aids. Mostmodern aircraft now operating at LondonStansted fly using a Flight ManagementSystem (FMS), incorporating sophisticatedon-board navigation computers which utilisesatellite navigation. FMS has proven to behighly accurate in enabling aircraft to fly noisepreferential routes precisely. The case studyon the left highlights this.• A minimum of 99% of aircraft departureson track on the flight paths where theycannot leave below 3,000 feet.Achieved99% achieved. The two routes that operateunder these conditions are the most heavilyutilised of all of London Stansted’s flight paths,and we are very pleased to have achievedour target.20 BAA London Stansted Corporate Responsibility Report 2008

NoisecontinuedWe are constantly looking at ways tomaintain and improve the percentage ofaircraft arriving and departing on track,and continuous dialogue with our airlinepartners has helped to achieve this target.Corporate Responsibility Report 2007, asDefra (Department for Food, Environmentand Rural Affairs) did not publish theirguidance notes on NAPs until the endof March 2009.During 2008, a total of 2,305 noise complaintswere received from 1,016 people, comparedto 5,374 complaints from 1,612 people in 2007.Dedicated noise website• At least 95% of aircraft departureson track on individual flight paths.Achieved on four out of six routesOf the six routes, four were above target:Runway 23 Clacton – 97.6%Runway 23 Buzzard – 98.9%Runway 05 Clacton – 98.8%Runway 05 Buzzard – 99.2%Two routes were below target:Runway 23 Dover – 93.8%Runway 05 Dover – 92%On arrival, we continue to work very closelywith all airlines to improve ContinuousDescent Approach (CDA) procedures. Thisaims to keep arriving aircraft higher forlonger by avoiding prolonged periods of levelflight. This is designed to reduce noise andfuel burn compared to a conventionalapproach. At present, we can only measureCDA compliance for arrivals from the northeast;however, we continue to work withNATS to enable CDAs for arrivals fromthe south-west.Once on the ground, we continue toencourage our airlines to use the FixedElectrical Ground Power (FEGP) system toreduce noise on-stand during turnarounds.During 2008, we continued to see improvedutilisation of this system following previousyears’ work with our engineers and groundhandlingcompanies to improve the system’sserviceability. During August and September2008, we replaced the electronic controlsto create a more stable power supply to theaircraft via the FEGP. After some previoustrials, we have retrofitted a new plug andcable for the FEGP connection acrossSatellites 1 and 2. In November 2008,across our cargo and Satellite 1 stands, amonitoring system for FEGP serviceabilitywas introduced. This enables a quickerresponse time for our engineers to repairany failures of the FEGP system, deliveringgreater utilisation of FEGP. Additionally, wemonitor and control any aircraft or helicopterengine testing on the ground to minimisenoise to our local community.Noise Action PlanIt was not possible to publish the finalversion of our Noise Action Plan (NAP)by December 2008, as projected in theIn 2009, we will undertake pre-consultationwork with key stakeholder groups, e.g. theNoise and Track-Keeping Working Groupand the Stansted Airport ConsultativeCommittee, followed by formal consultationwith external stakeholders, such as localand district councils, which will last for aperiod of 16 weeks. The draft consultationdocument will be made available tointerested parties in local public places,such as libraries and Council offices, andwill be published on our noise website.A final NAP for London Stansted will beproduced by the end of 2009, which willoutline the airport’s plan to minimise noiseimpacts over the next five years.Noise communicationsWe have a dedicated team at LondonStansted – the Flight Analysis Unit – tohandle aircraft noise issues and deal withenquiries and complaints.The team has a proactive approach tothese sensitive issues, and feedback fromthe community suggests that this is valued.During 2008, we engaged in a range ofactivities to inform and engage the localcommunity on aircraft noise issues.Figure 10: Noise complaints 1140001200010000800060004000200002006 2007 2008 2006 2007 2008• Number of complaints• Number of multiple 2 complaintsIn 2007, we launched a dedicated ‘noise’website for London Stansted atwww.stanstedairport.com/noiseThe website provides:• Information for people considering movingto the London Stansted area.• Information on how we are continuallyworking to mitigate and manage noise issues.• A facility for people to make a complaintor enquiry online.One of the most popular areas of thewebsite is ‘WebTrak’, a feature which allowspeople to view the flight path and heightof an aircraft that flew near them, at anyspecific time and date. Together with thenew noise and track- keeping system, theintroduction of this dedicated, state-ofthe-arttechnology saw an investmentof £1.8 million across BAA’s airports.Noise SeminarIn October 2008, we held a dedicated NoiseSeminar to engage key community stakeholderson aircraft noise around London Stansted.This event was attended by over 100 people,including local Councillors, airline industryrepresentatives, business representatives andregional media. A wide range of topics werepresented, including studies into track-keeping200016001200• Number of callers• Number of multiple callers1The term ‘complaints’ includes instances of generic aircraft/airport noise enquiries.2A multiple complaint is where 30 or more complaints are made by one person in a month.8004000BAA London Stansted Corporate Responsibility Report 2008 21

NoisecontinuedFigure 11: Number of noise infringements2004/52005/6200720080 10 20 30 40• Number of noise infringements day(07:00-23:00)• Number of noise infringements night(23:00-07:00)trails, reductions in noise and carbon dioxideemissions, plus new aircraft technologyand bio-fuels.Our plansThroughout 2009, we will continue tomaintain the high standards in track-keepingperformance on the two Clacton and twoBuzzard routes.Figure 12: Track-keeping performance% departures on track *100999897969594932004/52005/62007• 4,000 feet • 3,000 feet • All flights* On each individual Noise Preferential Route.2008Our aim is to resolve and improve theperformance issues on the two Dover routesthrough working with the DfT and theDirectorate of Airspace Policy. We intendto achieve this from the results of the workdiscussed in the case study.During 2009, we will continue to keep ourlocal community and stakeholders fullyinformed of our plans and progress onaircraft noise, maintaining the work of theNoise and Track-Keeping Working Groupand our report through the Stansted AirportConsultative Committee.The performance standards we have setourselves for 2009 are:• At least 98% of aircraft departureson track on the flight paths where theycannot leave below 4,000 feet.• A minimum of 99% of aircraft departureson track on the flight paths where theycannot leave below 3,000 feet.• At least 95% of aircraft departures ontrack on individual flight paths.• During 2009, we will review our structureand process for complaints handling, toensure that we are providing complainantswith the most effective and timely responseservice that we can. We will also reviewthe recording of complaints and theinformation that we provide.Targets 2009• During 2009, we will consult on our draftNoise Action Plan and publish our finalversion by 31 December 2009.• To achieve at least 95% of all flightson track following Dover departures atLondon Stansted by 31 December 2009.22BAA London Stansted Corporate Responsibility Report 2008

EnergyTarget 2008To improve energy efficiency and reducecarbon dioxide (CO 2 ) created as a result ofthe airport’s energy use. Specifically, toachieve less than 56,177 tonnes of CO 2derived from energy use in 2008. This targethas been recalculated from the one publishedin last year’s Corporate Responsibility Report,in line with revised Defra emissions factorsfor converting grid electricity usage into CO 2 . 1Target betteredThe issueWithin the airport, energy is used forheating, cooling, lighting and powering theairports buildings, as well as airport facilitiesincluding people movement and baggagehandling systems.We recognise that energy consumption byour infrastructure is one of the ways in whichthe airport contributes to climate change(see the ‘Climate change’ section of thisReport) through the associated CO 2emissions and is the main emission sourceover which we have direct control. As such,we have directed efforts specifically towardsachieving efficiencies and on identifyingtechnological solutions to meeting ourenergy needs.Our approachWe are committed to supporting BAA’sGroup Energy Strategy to reduce the totalCO 2 emissions from fixed assets, includingthe airport buildings and groundinfrastructure, by 15% in 2010 and by30% in 2020 compared to 1990 levels.• Seek to reduce emissions by identifyingand supporting opportunities for reducingenergy use through technologicalsolutions, asset replacement andbehavioural management.Our performanceUsing the new Defra emissions factors forgrid electricity, our 2008 carbon emissionsfrom energy use were 53,875 tonnes of CO 2 .This figure is the sum of the CO 2 emissionsfrom gas, grid electricity and biomasswoodchip usage. This represents a 4%improvement on our target of 56,177 tonnesof CO 2 .In 2008, we continued to work hard onincreasing energy efficiency across theairport. Achievements in 2008 include:• Installation and commissioning of thenew 2MW biomass boiler, as part of theconstruction of the terminal extension(see case study below). During Novemberand December 2008, this boiler enabledus to reduce our predicted gasconsumption by 54%.• Increased energy efficiency of our assetsthrough asset replacement. In 2008, wereplaced the chillers in Satellite 1 andCase study 6New biomassboiler outperformsexpectationscontinued to review opportunities forfurther efficiencies.• Sustained our work to develop an airportwideenergy strategy for Stansted AirportLimited (STAL) from now to 2030, including:−− A revised assessment of our currentenergy demand management.−− Revision to our forecast futureenergy demands.−− Assessment of the potential to introducenew energy generation technologyat the airport.Our plansBAA is committed to cutting CO 2 emissionsfrom energy use at its airports by 15% in2010 and by 30% in 2020 compared to1990 levels. At London Stansted, we arecommitted to supporting this goal and assuch will continue to set annual targets.During 2009, we will work towards this by:• Working with key stakeholders to identifyand drive forward energy efficiencyand emission reduction measures.• Working to identify and, wherepossible, implement further energyefficiency improvements in the useof current systems.Our strategy to managing the impactsof our energy consumption is to:• Understand and quantify the impact ofour business and the wider airport energyconsumption as part of our compilationof a comprehensive carbon footprint.• Ensure our approach to measuring andreporting emissions from our assets isconsistent with the latest UK/EU guidanceon measuring carbon emissions. Wehave updated our emissions factors forcalculating emissions from electricityconsumption in line with the latestDefra guidance.1Further information on this can be found at the followingweb address: http://www.defra.gov.uk/environment/business/reporting/conversion-factors.htm.As part of London Stansted’s continuous work to minimise theenvironmental impact of its operations, the airport introduced a newstate-of-the-art 2MW woodchip biomass boiler at the end of 2008,which is part of the new £50-million terminal extension. The boiler– one of the largest of its kind in operation anywhere in the UK –burns woodchip fuel from a renewable, Forest Stewardship Councilapprovedsource from the East and South East of England.The boiler, which replaced a gas-fired system, burns environmentallysustainable wood chips, resulting in a more efficient heating system.So efficient is the boiler, in fact, that it is now the airport’s primaryboiler, and results in the first quarter of 2009 indicate that it will helpto reduce the predicted annual airport gas consumption by nearly 40%.BAA London Stansted Corporate Responsibility Report 200823

Energycontinued• Continuing our air-conditioning unitreplacement programme to includeEnterprise House, and Airport Fire Servicebuilding chillers and upgrading the coolingtowers that service the terminal chillers.• Continuing our boiler improvementprocess by replacing the boilers servingSatellite 3.• Conducting an energy efficiencyawareness programme at STAL.Target 2009To reduce London Stansted’s impact onCO 2 emissions by 6% against the businessas-usualforecast during 2009, throughimprovements in energy efficiency.24BAA London Stansted Corporate Responsibility Report 2008

Air qualityTarget 2008Figure 13: Air quality at the airportTo publish the Stansted Airport Limited(STAL) Local Air Quality Strategy by31 December 2008.Emissions atthe airportSome progress madeTo review and improve management controlson airside emissions sources.Some progress madeWeatherAir quality atthe AirportBackgroundair qualityEmissions outsidethe airportTo review and develop an airport-widevehicle emissions policy.Some progress madeThe issueAir pollution levels at the airport are madeup of a wide variety of inputs (see Figure 13).Background air quality refers to theunderlying air quality of the region, in thiscase the South East of England. The weathercan play a large part in determining thequality of air at the airport. In particular,wind strength and direction will clearly affectthe direction and distance any emissionsfrom inside and outside the airport travel,and also how effectively they are dispersed.The significant airport-related emissionssources are highlighted below:• Aircraft operations.• Airport heating/energy generationrequirements.• Vehicles operating at the airport.• Construction and maintenance impacts.• Private vehicles bringing passengersto and from the airport.• Vehicles and operations close to theairport, e.g. road traffic on the M11and A120 trunk roads.These sources of emissions generate twomain pollutants, nitrogen dioxide and fineparticles, referred to as ‘particulate matter’,which occur when fuel is burnt in the engine.Whilst many of these sources of pollution arebeyond our direct control, we recognise ourresponsibility to manage closely all impactsof the airport operation on local air quality.Our approachCase study 7Emissions inventory forStansted Airport LimitedDuring 2008, we received the final reporton the airport emissions inventory. This gavea breakdown of air quality emissions sourcesat the airport. As the pie chart below shows, the bulk of the oxidesof nitrogen (NO x ) emissions come from vehicles. This is determinedby the number of vehicles coming to and from the airport.Figure 14: Breakdown of NO X emissions at the airportAirside vehicles 2%Aircraft ground level 36%Stationary sources 1%Landside vehicles 61%Landside vehicles make up the majority of the particulate matteremissions, as shown in the pie chart below:Figure 15: Breakdown of particulate matter (PM 10 ) emissions at the airportAirside vehicles 3%Aircraft ground level 12%Stationary sources

Air QualitycontinuedEuropean Commission’s Directive limits(96/62/EC) and the UK Government nationalAir Quality Standards (see Figure 16).Our air quality management strategy is basedon the following principles:• To ensure that we meet all our air qualityplanning obligations.• To improve the accuracy of airport airquality assessments.• To influence aircraft emissions throughdialogue with the industry.• To better understand the contributionof non-airport activities to emissions.• To continue to understand externaldevelopments relating to air qualitymanagement, and develop appropriatebest practice.• To continue to tackle ground-basedemissions.• To promote a partnership approach tomanaging air quality with our businesspartners and local authorities.Our performanceMonitoring resultsThe results of our 2008 continuous air qualitymonitoring for pollutants nitrogen dioxide(NO 2 ) and particulate matter (PM 10 ) areshown graphically in Figure 17.The results confirm that the current airquality in and around the airport is withinthe thresholds set by the Government andEU, and show a static or slightly improvedresult compared to 2007.Consulting on our Air Quality StrategyDuring 2008, we developed a final draftof the Local Air Quality Strategy covering theperiod 2009-2015, and carried out consultationexercises with local stakeholders throughthe London Stansted ‘Generation 2’ AirQuality Topic Working Group, the Essex AirQuality Consortium and internally within BAA.We aim to publish the final strategy, includinga detailed action plan, during 2009, once thecomments from the consultation have beenreceived and incorporated.Surface access improvementsIn 2008, a number of improvements weremade to surface access to and from LondonStansted (see the ‘Transport to our airport’section of this Report):• We issued the new London StanstedSurface Access Strategy for the period2008-2015.• The percentage of passengers using publictransport at the airport has increasedfurther to 47%, placing us at the top ofthe rankings for major UK airports, andmaking us one of the best-performingairports in Europe in this regard.This strategy has also commenced our workto review and develop an airport-widevehicle emissions policy, although furtherwork will be done on this during 2009.Aircraft emissions improvementsIn 2008, we have continued to promoteand improve the use of Fixed ElectricalGround Power (FEGP) by aircraft as referredto in the ‘Noise’ section of this Report.Additionally, we also commenced workwith our airline partners to explore furtheropportunities to reduce emissions fromaircraft engines. At present, we are lookingat the feasibility of aircraft taxiing back tothe terminal after landing, with reducedengines operating.Our plansDuring 2009, we plan to:• Implement actions as agreed in ourAir Quality Strategy.• Explore opportunities to work with airlinesto reduce further aircraft emissions on theground, both through reduced enginetaxiing and minimising taxi delays gettingto and from the runway.• Review opportunities to reduce furtheremissions from vehicles coming to andfrom, plus operating at, the airport.• Link our work on air quality with climatechange and noise to maximise the benefitsfor all.Target 2009To roll out the FEGP serviceabilityimprovements across Satellite 3 and Echoaircraft parking stands, plus repeat a usersurvey of the system, by 31 December 2009.Figure 17: Annual Air Quality Results– 2005/6 to 2008mg/m 34030201002005/6 2006/7 2007 2008• Nitrogen dioxide (NO 2) Annual Mean Value• Particulate matter (PM 1O) Annual Mean ValueFigure 16: UK Air Quality Standards as defined in the UK Air Quality Standardsand Objectives for Protection of Human Health, July 2007Nitrogen dioxide (NO 2 )Particulate matter (PM 10 )The objectives for nitrogen dioxide are as follows:• 200 micrograms per cubic metre (µg/m 3 ) as an hourly mean,not to be exceeded more than 18 times per year.• 40 µg/m 3 as an annual mean.The objectives for PM 10 are as follows:• 50 µg/m 3 gravimetric 24-hour (daily) mean not to be exceededmore than 35 times per year.• 40 µg/m 3 gravimetric annual mean.26BAA London Stansted Corporate Responsibility Report 2008

BAA London Stansted Corporate Responsibility Report 2008 27

WaterTarget 2008At least 97% of our discharges to meetEnvironment Agency standards for thequality of our surface water discharges.Target achievedTo construct and commission a new pumpingstation to improve the quality of surfacewater discharged at Balancing Pond D,by the end of November 2008.Some progress madeThe issueThere are three main issues with watermanagement at Stansted AirportLimited (STAL):• Our consumption of drinking water.• The management of potential pollutants– such as de-icer and aircraft fuel.The airport’s self-contained drainagesystem collects all surface water andwe ensure that the infrastructure andprocedures are in place to handle thisprocess effectively.• The management of the waste waterwhich is discharged to the sewer. Theseeffluents are referred to as ‘trade effluents’,and are generated by a range of processesand activities across the airport.Our approachOur main objectives are:• To improve the efficiency of drinking wateruse (through encouraging people not towaste water, for example) and transmission(by making sure we respond quickly to anyreported leaks), in order to reduce theconsumption of water and the overallenvironmental impact.• To ensure that all water discharged intothe environment complies with the qualitystandards established by the EnvironmentAgency and Thames Water.Our strategy is:• To identify and seek to implement newtechniques to improve airport waterefficiency performance.• To maintain and optimise airportdrainage networks in order to ensurethe ongoing management of surfacewater discharges back into the localwatercourses. This is conducted inaccordance with regulatory standards.• To ensure that there is clear responsibilityfor the management of water-relatedissues at the airport.Our performanceWater consumptionIn 2008, we completed a drinking waterefficiency study. The final report proposeda number of actions to improve waterefficiency, which have been incorporatedinto a Water Efficiency Action Plan. Actionsto be completed in 2009 include furtherdetailed leakage survey work to locate lossesfrom the water distribution pipe system.Work was also conducted to repair eightleaks located across the airport site. Thiswork included repairs to drinking waterdistribution pipework, pipework fittings,air valves and fire hydrants, to reduceleakage from our drinking water network.Water qualityCase study 8BalancingPond BBalancing Pond B is one of a number of ponds at London Stanstedthat help us to control the quality and volume of water released fromthe airport to local streams and water courses.In particular, Pond B receives substantial run-off from our Long StayCar Park and the western approach roads to and from the M11 andthe airport. In 2008, we undertook work to collect and analyse siltsamples from Balancing Pond B. These formed part of the preparationsto de-silt the pond by removing particles deposited over time,generated from the Pond B drainage catchment.This work will help us to improve significantly the surface watercompliance of the Pond B system, and has been discussed andagreed with the Environment Agency. The de-silting was completedin April 2009.In 2008, 97.37% of water quality samplesmet the limits set by the EnvironmentAgency for airport surface water dischargesto local watercourses.The 2008 target of constructing andcommissioning a new pumping stationto improve the quality of surface waterdischarged at Balancing Pond D was notmet by the end of November 2008. Someprogress has been made to completethe design of the new system and toconstruct a pipe which will connect thenew pumping station to the existingairport drainage network.At present, we are completing an applicationfor a licence to conduct mitigation worksregarding great crested newts (GCN)(a European protected species), which arepresent on the area identified for theconstruction of the balancing pond andpumping station. We expect to obtain thelicence, start mitigation work to protectthe GCNs and then construct the newsystem, so that it is operational before theend of October 2009.Our plans• To complete a STAL water strategy forthe management of all aspects of waterat the airport.28BAA London Stansted Corporate Responsibility Report 2008

Watercontinued• To continue work to improve the qualityof waste water discharged into the airportsewerage system, known as ‘trade effluent’.• To revise the reporting method for surfacewater quality compliance. Our internalcompliance target will still remain at 97%,but we wish to consider a more effectiveway of identifying opportunities for theimprovement of water quality.• To conduct a detailed review of thecapacity of the largest surface waterBalancing Pond (Pond C). This is likely toinclude hydraulic and water quality studiesto assess the suitability of the systemto manage the run-off in the future.Targets 2009• To construct and commission a newbulk de-icer storage tank facility at theairport to reduce water pollution risksby 31 December 2009.• To implement the action points containedin the Water Efficiency Action Plan for 2009.BAA London Stansted Corporate Responsibility Report 2008 29

WasteTarget 2008To recycle 33% of airport waste betweenJanuary 2008 and December 2008.Some progress madePerformance against target: 26.28%The issueStansted Airport Limited (STAL) is responsiblefor managing more than 5,400 tonnes ofwaste each year, the majority of which isgenerated by passengers, airlines andbusinesses operating at the airport.We are committed to a responsible approachto waste management, and continually striveto improve the efficiency of our wastemanagement activities.Our objectivesBAA has a Group strategy to recycle 40% oftotal waste by 2010. At London Stansted, weare revising our waste management strategyto ensure that we meet the BAA target, andhave set our own objective to recycle 42%of total waste by the end of 2009.Our strategyWe are committed to reducing our relianceon landfill and improving the efficiencyof our waste management operations, inline with local and national waste objectives,including those set out in the UK Government’s2005 Sustainable Development Strategy andthe 2007 Waste Strategy. Further informationon these strategies is available on theDefra website at www.defra.gov.uk.We will continue to increase the volumeof airport waste recovered for recycling,including improved waste segregation,storage and transportation, and to explorenew technologies and new outlets for offsitesorting and recycling.Where appropriate, we will invest in newequipment to improve the management andhandling of waste materials. We continuallyreview our performance and the capabilitiesof our waste management facilities in orderto achieve our targets.Our performance2008 continued to present a number ofchallenges, but we have been working hardto reduce waste generation, maximise sourcesegregation of recyclable material and toidentify appropriate sorting and treatmentfacilities for residual wastes. However,despite these measures, we fell behindour recycling target of 33%, achieving anaverage of 26.28% over the year for wastecollected by our main waste contractor.We continue to receive large quantities ofwaste from the Central Search area due toGovernment security restrictions on liquidsand gels. However, we have improved theinformation we provide to passengers earlierin their journey. Additionally, we have apre-security sorting area in the terminal whichhas reduced the volume of confiscated itemsand has also enabled us to recycle someof the waste generated at Central Search.Whilst we prioritise collection of separatedrecyclable material, including cardboard,paper, metal and glass, we have nowidentified new outlets for the residual wastefrom the terminal. Since November 2008,we have provided a dry recyclable collectionservice for further sortation off-site and nowsend the remainder of terminal waste toa Mechanical Biological Treatment (MBT)facility. This significantly improved ourrecycling performance in the latter part of2008, putting us on course to meet our2009 targets.Our waste management partner, Grundon,has invested in more efficient wastecompactors, which increase the amountof waste carried for every load. This meansfewer road journeys, as well as improvingefficiencies in waste management atthe airport.Finally, we have started formal measurementof waste managed outside our main contractincluding the green waste we composton site and other wastes generated by ourengineering facilities. Inclusion of thesewastes meant that our total recycling for2008 was 34.17%. We intend to includethis data in future targets and reports.Our plansWe will continue to look for ways to createincentives for waste reduction and recyclingfor other airport businesses, includingretailers and airlines. We will implementa new charging system for 2009 that moreclearly incentivises recycling by offeringfree collections of pre-sorted material.Further work will involve reviewing ourexisting waste facilities and collectionservices plus exploring opportunities withthe airport waste contractor to improveour performance. The new waste facilitieswithin the completed terminal extension,to be installed in early 2009, will also provideadditional capacity to manage and recycleairport waste.Such opportunities include:• Extending our dry recyclable collectionservice to retailers and airlines.• Installation of passenger recycling binsin February 2009 across the Terminaland Satellites.• Assessing the feasibility of collectingwaste food and beverages separatelyfor off-site composting.• Assessing the feasibility of sending airsidewaste streams for treatment at the MBT.• Improving the collection of data onconstruction wastes.• Finding ways of promoting the use ofbiodegradable packaging in on-airportfood outlets.Targets 2009• To recycle 42% of total airport wastein 2009 (including on-site composting).• To review and update the STAL WasteManagement Strategy, with a progressreport published in the 2009 CorporateResponsibility Report.30BAA London Stansted Corporate Responsibility Report 2008

Case study 9Working with our airline partnersDuring 2008, we started working with our airline partnersto explore how we can recycle more of the waste which isgenerated from aircraft cabins during flight. On arrival atLondon Stansted, this cabin waste then becomes a matterfor the airport to dispose of.Whilst the majority of London Stansted-based airlines do offer anability to recycle passenger waste on their flights, we believe thereis an opportunity to make this more effective.Clearly, success in this area requires joint efforts from both the airportand the airlines. Currently, we are working with Thomas Cook andeasyJet directly, and also through our participation with the UK InterAirline/Airport Recycling Group to share best practice and developsolutions to improve cabin waste recycling, including exploring howwe could alter our waste facilities and procedures at the airport.As a result, we now provide all our airline partners with facilitiesfor collection of dry recyclables from aircraft.During 2009, we will continue this collaborative work to minimiseand recycle as much cabin waste as possible.31

Biodiversity and archaeologyTarget 2008No target was set for 2008.The issueBiodiversity, nature conservation andarchaeology has been integrated intoStansted Airport Limited’s (STAL) overallmanagement responsibilities for over20 years.The airport covers over 950 hectares, andis home to a wide range of flora and fauna,including great crested newts, skylarks,water voles, deer, pyramid and bee orchids,oxeye daisy, sulphur clover and cowslips.The area includes some important habitats,amongst them a Fen and ancient woodland.Our challenge is to manage any developmentand operations at the airport to avoid ormitigate for the impact on the biodiversityand archaeology of the site.Broadly speaking, the airport land is dividedinto three types, within which differenthabitats occur:• Airside grassland, which is strictlyregulated by the CAA.• Amenity and public landscaped areasmanaged by specialist landscapecontractors with extensive habitatexperience at London Stansted.• Land managed over the last 20 yearsspecially for its ecological value, withadvice from expert ecologists. Thisincludes all areas of the airport notspecifically mentioned above. In fact,some of the grasslands are now of highecological value owing to their speciesrichness and affinities to national valuablegrassland communities.Four of our most environmentally richhabitats include:• The 40-hectare Eastend Wood, whichis a Site of Special Scientific Interest (SSSI).• The Fen, a site of nature conservationinterest and a Local Wildlife Site.• The Wildlife area – an area of wildflowergrassland.• The Habitat Creation area – created ashabitat suitable for great crested newts(1999/2000).Our approachOur approach is to grow and operateour airport responsibly, in accordancewith good practice principles for businessand biodiversity.Our current biodiversity management plan is to:• Manage and maintain ecologically richhabitats to sustain biodiversity.• Maximise efficient land us during airportand project development and seek, wherepossible, to avoid conflict with biodiversity.• Seek, where there is no viable alternativeto conflict, to mitigate and/or compensatefor any negative biodiversity impactsthrough species translocation, habitatrestoration or creation.• Take action to reduce indirect impactson biodiversity as part of the widerairport operation.Our performanceIn 2008, we specifically focused on:• Carrying out management of Eastendancient woodland including:−− Coppicing of Plot 3 within the wood,covering stumps to encourage growth andground flora and fauna and native plants.−− Opening up sections of the rides in thewood to improve light filtration to theunder storeys of the wood.−− Cutting and clearing rides to encouragegrowth of plants.−− Investigating the pollarding/coppicingof the larger established trees in linewith English Nature maintenance plan.• Continuing with our management of thelandscape at the airport, including:−− Ensuring all our green waste iscomposted on site.−− Expanding our bulb and flower plantingin our car parks and roundabouts.−− Managing original plantations all aroundthe airport to maintain light levels inunder storey.−− Managing rabbit infestation to protectdiversity and prevent irreversibledamage to existing habitats.−− Extensive coppice work in LondonStansted car parks.−− Clearing vegetation overgrowth inbalancing ponds.−− Translocated willows around the HabitatCreation area Northside.• Continuing to manage any biodiversityrisks associated with constructionprojects, including:−− Substation 1 and NATS radar installation:identification, capture and relocationof great crested newts.• Commencing a review of the effectivenessof our current landscape management tohabitat areas to inform us if any changesare required.In our 2007 Corporate Responsibility Report,we indicated that we were evaluating thepossibility of working with the Essex WildlifeTrust (EWT) on a habitat enhancementproject in the Pincey Valley. Unfortunately,due to concerns raised by the AerodromeSafeguarding Department, we were unableto become involved in this project. However,we are still in dialogue with the EWT andwe hope to be able to assist with supportingalternative projects in the future.During 2008, there was no specificarchaeology work conducted at the airportby London Stansted, following the publicationof the detailed report on London Stansted’scultural heritage by Framework Archaeology,entitled, ‘From Hunter Gatherers to Huntsmen– A History of the Stansted Landscape’.Our plansDuring 2009, for biodiversity we plan to:• Continue to manage Eastend Woodaccording to the agreed management plan.• Investigate opportunities to improve thequality of the Fen habitat.• Continue to manage the other habitats/landscape features around the landsidepart of the airport to optimise theirbiodiversity contribution.• Review our Biodiversity Action Plan for2009 to ensure that we continue ourlandscape management and biodiversityenhancement work and incorporate thisinto a new airport biodiversity strategycovering the period 2009-2015.• Work to gain a better understanding ofour air quality impacts on vegetation byextending our survey work from 2007.• Explore opportunities to share ourbiodiversity work with others.• Explore opportunities to work with thelocal Wildlife Trusts to enhance biodiversity.Additionally, we will continue with ourarchaeology policy, which has thefollowing objectives:• To ensure that the buried archaeologyis protected from disturbance fromconstruction activities as far as isreasonably practicable.• Where disturbance is unavoidable, toensure that the effects of impacts oncultural heritage are mitigated in accordancewith good practice guidance.Targets 2009• To review the STAL Biodiversity ManagementPlan and develop an Airport BiodiversityStrategy by 31 December 2009.• To produce a proposal for a study on theeffects of noise, air and light pollution onthe flora and fauna in Hatfield Forest by30 September 2009.32BAA London Stansted Corporate Responsibility Report 2008

Case study 10Managing the grasslands at the airportYou would think that cutting the grass at the airport is simple!However, protecting and enhancing the biodiversity of over380 hectares of grassland is a year-round job.WinterIt starts, not with the lawn mower, but in the office! Meetingsare required to plan what we need to do for the following year.The plans need to ensure that:• Sufficient equipment and resources are available.• The airside grass is cut at the right heights to discourage birdsfrom the sensitive areas of the airport where the aircraft operate.• Any enhancement and restoration work is properly co-ordinated.• Clarity is given for managing the naturally colonised andwildflower grasslands.Spring• Site walks are made to find any ground-nesting birds sites.• Work then starts to cut the grass, collect cuttings and compost themon site (for airside grassland, this is referred to as ‘bottoming out’).• Any work required to reinstate grass areas is started with theapplication of seed and soils, as required.• Changes to the site requiring any relocation of protected grasslandsis commenced to minimise any impacts to grasses lifted andto provide the best opportunity for them to re-establish.• The road verges are treated with herbicides and, airside, a verylimited amount of insecticide is applied to reduce insects likelyto attract birds.• Compost and fertiliser are applied as required across the airport.• An eye is kept out for the pyramid and bee orchids, oxeye daisy,and cowslips. Where they occur, we will avoid cutting the grass,where feasible, until they have finished flowering.Summer• Continue to cut the grass as required and re-seed or feed the grassto avoid any degradation.Autumn• On the wildflower grasses, work focuses on cutting and removingthe stalks and leaves to maintain a nutrient-poor soil that wildflowermeadows flourish on.• For airside grassland areas, cutting is scaled back to ensure thatthe grass is at least eight inches high to enable it to withstandthe Winter weather.• Ecological surveys are conducted to determine grassland conditionsand any remedial work required.Currently, this activity involves employing over ten people using16 grass-cutting machines, 25-30 pieces of hand-held equipment,four compost vehicles, seven vans and a chipper shredder, whichgenerate approximately 5,500 cubic metres of grass cuttings a year.33

Transport to our airportTarget 2008• To achieve a 37% share of air passengersusing public transport by 2010 and40% beyond.Target achieved• To reduce the number of staff drivingto and from the airport by private carto no more than 80% by 2010.Target achievedThe issueLondon Stansted has the highest publictransport mode share of any major UKairport, and one of the highest of any majorinternational airport in Europe.However, we recognise that emissions fromroad vehicles travelling to and from LondonStansted have an impact both on localair quality and on UK emissions generally.Road congestion can also be a concernfor local residents.Following the granting of planning permissionfor the airport to grow to 35 million passengersa year, we set out a target of 43% of journeysby non-transferring air passengers beingmade by public transport by 2015.Our approachOur aim is to encourage the use of publictransport by train, bus and coach, and at thesame time seek to minimise London Stansted’simpact on the road network and to promoteand develop public transport choice. Wedo this through the ‘Airport Surface AccessStrategy’, published in November 2008.Our performancePassengersFigure 18: Passenger travel in 2008 – modeof transport to and from the airport (%)Car usePrivate car 42.1%Hire car 2.7%Taxi/Mini cab 7.9%Bus/Coach 21.2%Rail 25.7%Other 0.4%In 2008, the unvalidated CAA figures showthat 46.9% of our non-transferring passengerstravelled to or from London Stansted usingpublic transport, which equates to about9.5 million passengers a year. The proportionof passengers using private cars fell from52.1% in 2000 to 42.1% in 2008.Whilst we have had a strong performanceon our public transport mode share, we areby no means complacent. As the numberof air passengers grows between now and2015, our aim will be to maintain this strongperformance. During 2009/2010, we willreview our existing targets with the StanstedAirport Transport Forum to ensure thatthey remain challenging.Bus and coachWe have worked to develop a network ofmore than 630 departures a day serving55 destinations from London Stansted. Theproportion of bus and coach mode sharegrew from 6.7% in 2000 to 21.2% in 2008.Patronage increased by more than 250%in this period.RailWe have worked with the two rail companiesthat serve London Stansted to develop therail timetable further to meet the needs ofair passengers and staff. As a result, theStansted Express service to London expandedits operating day in both the early morningand late evening. Cross Country Trains, whichoperate to the north of London Stansted,introduced a new timetable in December 2008.The rail companies have also been workinghard to improve their punctuality andcustomer service standards, with goodresults. Rail passenger patronage hascontinued to grow over the years with anincrease in air passengers, and 2008 alsosaw an increase in rail mode share from23.7% in 2006 to 25.7%.Off-airport fly-parkingIn 2008, we provided £50,000 towardsimplementing appropriate fly-parkingmitigation measures. Schemes which werefunded include:• New parking restrictions in Takeley in 2007by Essex County Council.• Hertfordshire County Council introducedparking restrictions in areas of Bishop’sStortford, funded by the same commitment.• London Stansted and Essex CountyCouncil have also worked together toprevent parking on Parsonage Road nearthe airport boundary.• Reports received by our fly-parking phoneline 0800 731 2385 have also reducedconsiderably and are continually monitored.Employee travelIn 2008, we published our new ‘AirportTravel Plan’, which updated our targets withregards to employee travel. Central to thisstrategy is the Airport Commuter Centre,which provides dedicated travel plan adviceto all airport companies, and advises staffon their travel options to and from work. In2008, more than 7,000 staff made contactwith the Centre.A staff travel survey is carried out everytwo years, and the next survey is due during2009. In 2007, the survey identified therewere about 11,660 employees on-airportand 73% drove to the airport by private car.This figure has progressively reduced sincethe introduction of our ‘Airport Travel Plan’in 2002, when the percentage of staff whodrove to work was 86%.Again, we will keep our target under reviewas employee numbers increase to ensure ourtarget remains challenging.Airport TravelcardSales of London Stansted’s Airport Travelcard– which provides discounted travel for allon-airport employees on all public transport34 BAA London Stansted Corporate Responsibility Report 2008

Transport to our airportcontinuedserving the airport – continued to growduring the first half of 2008. However, theimpact of the economic downturn did affectsales during the last quarter of 2008. Thisis reflected in the number of cards sold. TheAirport Travelcard is estimated to save about550,000 kg of CO 2 a month.Car-share schemeDuring 2008, we continued to develop ourcar-share scheme and enhance its regulation.In 2008, we undertook a re-registrationprocess to ensure that our records wereup to date.Our plansIn 2009, we will embark upon delivering ourtargets from the 2008 ‘Airport Surface AccessStrategy’, which include developing new busand coach services, introducing new onwardtravel information and delivering measurestargeting those passengers who get peopleto drop them off and then pick up from theairport (creating four car trips) to choosea more sustainable mode of travel.Figure 19: Passenger travel – mode share 2001 to 2008Percentage (%)60504030201002001 2002 2003 2004 2005 2006 2007 2008• Private car • Non-transfer passengers using public transport• Rail • Taxi/mini cab • Bus/coach • Hire car • OtherTargets 2009• To deliver the 2009 Airport Surface AccessStrategy targets.• To achieve a 43% share of air passengersusing public transport by 2015.• To reduce the number of staff drivingto and from the airport by private carto no more than 73% by 2015.Case study 11Success for X5 airdirect LondonStansted – Ipswichbus serviceOne particular highlight of 2008 was the launch of the X5 airdirect bus service, which operates between Ipswich, Braintreeand London Stansted.This service was developed as a partnership between LondonStansted and Excel Passenger Logistics, with the support of SuffolkCounty Council.In its first year, we have seen patronage grow ahead of what wasexpected, and customers have ranked the service as ‘excellent’ in ourquality surveys. The service operates a two-hourly frequency, 24 hoursa day. Passengers can also book a taxi add-on service from their homein Ipswich to connect to the bus service.BAA London Stansted Corporate Responsibility Report 200835

The economyTarget 2008No target was set for 2008.The issueAt London Stansted, we are proud of thepositive part we play in helping to underpinbusiness success within our region. Air travelis a vital part of the UK economy. It generatesjobs, both directly and indirectly; encouragesinvestment; boosts trade and tourism; andthe transport links it provides benefit thewider economy.Our approachAs the biggest single-site employer in theEast of England, with around 12,000 peopleworking at the airport, London Stanstedtakes its place in the local economy witha sense of pride and deep responsibility.The airport generates over £400 million peryear in wages and salaries for the local andregional economies, and its ongoing successhas brought businesses surging into the majortowns in Essex and surrounding corridors,boosting neighbouring economies in Suffolk,Cambridgeshire and Hertfordshire.In 2008, we reinforced that responsibilityby building on what we did well in 2007,and looked towards improving in otherareas of our work with local businessesand stakeholders.Our performance‘Meet the Buyers’ 2008In February 2008, working with EssexChambers of Commerce, we were delightedto hold a highly successful ‘Meet the Buyers’event. ‘Meet the Buyers’ – one of the biggestprocurement events in the South East – givesbusinesses across the region a platform togenerate new sales and to network and buildnew business relationships.Denise Rossiter, Operations Director at EssexChambers of Commerce, said:“Stansted’s ‘Meet the Buyers’ is a fantasticopportunity for companies in the region. Itis a direct route for suppliers to communicateand do real business.”In the 12 months since the event, over£2.5-million worth of sales were generatedby local and regional companies as a resultof ‘Meet the Buyers’.‘Business in the Community Awards’ 2008For the second year running, London Stanstedwas delighted to sponsor the ‘Business in theCommunity Regional Awards’ – a celebrationof business in the East of England. ‘Businessin the Community’ is a membership-leadorganisation and, as one of the Prince’sCharities, helps to inspire, engage, supportand challenge member companies toimprove their impact on society.Chambers of CommerceOur work with local business, the foundationof the local economy, continues in partnershipwith the very important regional and localChambers of Commerce.Working with the Chambers means thatwe are working with membership-leadorganisations which listen directly to thosewho are affiliated to them.In 2008, we worked with Essex,Cambridgeshire and Suffolk Chambersto ensure that the voice of local businessis being heard in future decisions atLondon Stansted.We were pleased and encouraged at theend of 2008 to see the results of a surveyby Suffolk Chamber of Commerce. Thesurvey of members in the region showedthat 89% believe that London Stansted is‘good for the region’.Federation of Small BusinessesLondon Stansted is committed to continuingto build stronger links with businesses of allsizes across the region.One of the key ways of reaching out to smalland medium-sized businesses (SMEs) in theEast is through supporting the work of theFederation of Small Businesses, the UK’slargest campaigning pressure group aimedat promoting and protecting the interests ofthe self-employed and owners of small firms.Meaning BusinessOur regular e-newsletter, Meaning Business,continues to be distributed to over 9,000business addresses across the region ona monthly basis.The feedback we receive from MeaningBusiness is extremely useful to our work.Meaning Business gives us the opportunityto inform local businesses of what we areworking on and gives them the chanceto let us know what they expect of usand what the local economy requiresfrom London Stansted.Our plansThroughout 2009, we will continue to workclosely with the hundreds of companies,large and small, here at London Stanstedand across the East of England, to ensurethat business remains strong in our region.Target 2009To hold a ‘Meet the Buyers’ procurementevent during 2009.36 BAA London Stansted Corporate Responsibility Report 2008

Case study 12A vote of confidence fromthe Minister for the East of EnglandOur relationship with ‘Business in the Community’ (BITC) alsoled to London Stansted hosting the ‘2008 BITC Conference’, whereGovernment Minister for the East of England, Barbara Follett MP,was the keynote speaker.Barbara arrived at London Stansted before the conference where,together with London Stansted managing director Stewart Wingate,she officially opened our Employment and Skills Academy and metyoung people who, through the Academy, have found work andtraining opportunities.37

Data summaryAreaAir quality(High HouseFarm)MeasureTarget/Standard2008NO 2 annual mean NO 2 < or = 40µg/m 3NO 2 1 hour meanabove 200µg/m 3annual meanNo more than18 exceedencesa yearPM 10 annual mean PM 10 < or = 40µg/m 3annual mean2001/02 2002/03 2003/04 2004/05 2005/6 2006/7 2007 200826 28 28 240 0 0 017 24 22 17PM 10 24 hourmean above50µg/m 3No more than35 exceedencesper annum1 8 9 2CO running CO running 8 hour1.1 1.3 Monitoring10µg/m 3 due to8 hour mean mean < or =stoppedlow levelsNotrecordedAir quality(Runway)NO 2 annual mean NO 2 < or = 40µg/m 3annual meanNotinstalledNotinstalledNotinstalledNotinstalledNotinstalled21 20 21NoiseNO 2 1 hour meanabove 200µg/m 3% departures ontrack on eachindividual NoisePreferential Route4,000ft% departures ontrack on eachindividual NoisePreferential Route3,000ft% departures ontrack all flightsFlights on track onRoute BZD-RFlights on track onRoute CLN -RFlights on track onRoute DVR-RFlights on track onRoute BZD-SFlights on track onRoute CLN-SFlights on track onRoute DVR-SNumber noiseinfringements day(07:00-23:00)Number noiseinfringements night(23:00-07:00)Area within 57 Leqcontour (km 2 )No more than18 exceedencesa yearNotinstalledNotinstalledNotinstalledNotinstalledNotinstalled1 0 498% 93.82% 96.06% 97.19% 96.60% 96.03%99% 99.59% 99.95% 99.52% 99.40% 99.00%None set 97.93 98.74 96.66% 97.84% 98.32% 97.90% 97.38%95% 0.56% 99.38% 99.30% 99.29% 98.80%95% 2.28% 96.78% 97.86% 97.93% 97.64%95% 2.28% 94.98% 97.05% 95.31% 93.84%95% 0.91% 99.18% 99.37% 99.41% 99.20%95% 0.68% 99.39% 99.32% 99.44% 98.84%95% 7.83% 94.02% 93.71% 92.29% 92.00%None set 33 7 10 14 10 8 1 2None set 15 14 7 7 35 9 0 1

Data summarycontinuedAreaWasteMeasureArea within 57 Leqcontour per100,000 paxPopulation withinthe 57 Leqcontour 000'sNo. of enquiresregarding aircrafteventNo. individualsmaking enquiryNight quota– QC 2 aircraftNight quota– QC 4 aircraftNight quota– QC 8 aircraftNight quota– QC 16 aircraftNight quota– Total QCNumber night-timemovementsTotal tonnage ofwaste per annumTotal tonnage ofwaste recycledTotal tonnage ofwaste landfilledTotal tonnage ofwaste to energy% of annualwaste recycled% of annualwaste landfilled% of annual wasteto energyWaste (kg) perpax arisingsTarget/Standard20082001/02 2002/03 2003/04 2004/05 2005/6 2006/7 2007 2008None set 0.38 0.24 0.18 0.14 0.12 0.12 0.13 N/ANone set 2.3 2 2.3 2.9 2.0 2.0 2.5 2008 datanot yetpublishedNone set 7,482 5,593 17,293 17,433 19,435 13,956 5,374 1,890None set 2,298 3,537 2,982 2,382 2,312 2,294 1,612 914None set 1,298 1,191 1,074 619 743None set 25 48 13 5None set 0 0 0 0 0None set 0 0 0 0 0None set 7,167 7,235 7,033 4,400 6,759None set 9,281 9,937 11,137 7,633 9,975None set 4,008 4,188 4,565 4,838 5,259 6,261 5,923 5,400None set 513 665 997 1,062 1,332 1,565 1,382 1,419None set 156 904 1,502 2,141 3,972 4,686 4,541 3,981None set 3,181 2,619 2,065 1,635 0 10 0 030% in 2007,40% by 2010,70% by 202016.80% 16.3% 21.8% 21.96% 25.32% 25.00% 22.50% 26.28%None set 3.90% 21.5% 39.90% 44.25% 74.68% 74.84% 76.70% 73.72%None set 75.10% 62.2% 45.24% 33.79% 0.00% 0.16% 0.00% 0.00%None set 0.28 0.25 0.240 0.228 0.236 0.263 0.249 0.242Energy Grid electricity kWh 98,146,750 81,802,113 84,116,086 83,448,216 85,810,988 89,210,903 90,950,283 92,162,270 95,556,921CHP electricity kWh 1,700,000 0 1,550,456 1,589,494 1,675,099 1,648,044 1,700,000 1,318,592 1,221,732Total electricity kWh 116,917,221 81,802,113 85,666,542 85,037,710 87,486,087 90,858,947 92,650,283 93,480,862 96,778,653Gas kWh 18,770,471 26,549,795 24,581,562 24,327,040 20,332,448 21,418,695 22,725,073 16,855,894 13,295,305Total annualairport energyconsumption kWh135,687,692 108,351,908 110,248,104 109,364,750 107,818,535 112,277,642 115,375,356 110,336,756 110,073,958BAA London Stansted Corporate Responsibility Report 2008 39

Data summarycontinuedAreaEnergycont...MeasureTarget/Standard20082001/02 2002/03 2003/04 2004/05 2005/6 2006/7 2007 2008kWh per passenger None set 7.62 6.58 5.63 5.09 5.05 4.84 4.64 4.93CO 2 derived fromairport energy andgas use in tonnes56,177(Recalibratedfrom 45,769using revised DefraGrid Electricity CO 2Conversion Factors)40,219 40,840 40,505 40,762 42,430 43,426 42,832 53,875(Recalibratedusing revisedDefra Grid ElectricityCO 2 ConversionFactors)CO 2 per pax (kg) None set 2.83 2.44 2.09 1.93 1.91 1.82 1.80 2.41WaterTotal annual airport 787,435 514,840 563,731 623,362 625,275 714,918 781,569 753,744 720,568m 3water consumptionWater consumedlitres per paxNumber of waterquality samplestaken at consentedoutfalls (Ponds A,B and C outlets)Number of waterquality samplestaken at consentedoutfalls with resultsshowing valueshigher thandischarge consent% of samplesshowing valueswithin dischargeconsent parametersNone set 36.56 33.66 32.12 29.42 32.15 32.78 32.26 32.26None set 47 95 196 152None set 1 5 9 495% 97.87 94.74 95.41 97.37BiodiversitySize of areamaintained for itsecological valueNone set 72 72.00 63.83 NottargetedNottargetedNottargetedSurfaceaccessNumber oftravelcard salesNumber ofcar-share members% of staff notarriving by singlecar journey% passengersarriving by publictransport10% increase 513 631 868 747 910 1,108 1,382 1,225439 813 1,284 1603 1,773 2,210 2,438 1,29920% by 2010 10.0% 10.3% 14.0% 20.0% 27.0% Next stafftravel surveyis in 200937% by 2010 34.9% 33.8% 38.6% 40.2% 39.3% 40.1% 44.6% 46.9%(2008 CAAmode share datais provisional)Private car 52.1% 52.8% 49.9% 48.4% 48.0% 47.9% 43.7% 42.1%Hire car 3.2% 3.1% 3.5% 3.4% 3.6% 3.0% 3.0% 2.7%Taxi/mini cab 9.8% 8.2% 7.7% 7.7% 8.7% 9.1% 8.7% 7.9%Bus /coach 7.6% 8.0% 10.2% 11.4% 14.3% 16.3% 20.1% 21.2%Rail 27.3% 25.8% 28.4% 28.8% 25.0% 23.8% 24.5% 25.7%Other 0.1% 2.1% 0.3% 0.3% 0.4% 0.0% 0.0% 0.4%40BAA London Stansted Corporate Responsibility Report 2008

Data summarycontinuedAreaBAA as anemployerMeasureNumber womenemployed byLondon StanstedTarget/Standard20082001/02 2002/03 2003/04 2004/05 2005/6 2006/7 2007 2008381 512 570 550Number menemployed byLondon Stansted674 826 869 833Age mix ofemployees

Data summarycontinuedAreaBAA as anemployercont...Measure‘Make Your Mark’response to diversityquestion to improvefrom 69%favourable to 77%Target/Standard20082001/02 2002/03 2003/04 2004/05 2005/6 2006/7 2007 200869% N/A 64% No ‘MakeYour Mark’2008Economyand jobsNumber of peopleemployed atthe airport10,500 11,500*inc.BAA staff11,500*inc.BAA staff11,500*inc.BAA staffAround12,000 inc.BAA staffHealthand safetyNumber ofcompanies workingat the airportNumber of terminalpassengers(ppa MAT)Number ofpassenger transportmovementsNumber of cargotransportmovementsNumber of othermovementsTotal numberof ATMsNumber of routes(scheduled andchartered)Number of airlines(scheduled andchartered)Staff reportableincidentsStaff nonreportableincidents160 160 160 160 160 Around 18014,219,147 16,745,000 19,408,961 21,168,636 22,237,307 23,844,536 23,758,986 22,337,535136,762 149,166 160,898 165,116 167,429 181,045 180,961 166,49313,466 12,768 12,336 11,687 11,630 11,079 10,526 10,65414,865 17,135 16,216 16,936 16,174150,228 161,934 173,234 191,668 196,194 208,340 208,423 193,321160 160 158 149 (as atDec 2008)37 42 32 29 (as atDec 2008)5 16 14 10 13 10160 193 235 182 230 337Fires 12 6 3 2 4 2False alarms 179 157 94 99 103 102CommunityCompletion ofsenior managementHS&E toursNumber of S106commitmentsdelivered on timeMoney paid toCommunity Trust72 87 68100% 100% 100% 99%(Real-timeinformation incoach stationexpected tobe completeduring 2009£100k £100k42BAA London Stansted Corporate Responsibility Report 2008

Contact usThis Report can be found on our website atwww.stanstedairport.com/corporateresponsibilityIf you would like this Report in an alternative format,please e-mail us at stanstedpublicaffairs@baa.comor call us on 01279 662800.www.stanstedairport.com/corporateresponsibilityBAA London StanstedStansted Airport LimitedEnterprise HouseEssexCM24 1QWTelephone: 01279 662800Design by Addisonwww.addison.co.uk