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Arup Aviation

05 March 2020

Arup is a trusted partner to many of the world’s leading and emerging airports – advising on investment and planning, design and implementation, as well as operations and efficiency improvement.

Planning future travel

We help aviation clients set new standards for international travel and commercial return in one of the most competitive sectors of the world economy. Clients often enlist Arup’s help early, to shape projects at the earliest stages. Our multidisciplinary strengths enable us to design development programmes where physical design is precisely aligned to passenger behaviour and changing market needs. By bringing these disciplines and insights together we enable clients to lower costs, improve operations and generate higher revenues.

*Arup masterplanned and provided early engineering on Kunming Changshui International Airport a major multi-modal transport hub in China. We also led the masterplanning of the $4.4bn revitalisation of Toronto Pearson International Airport, including a major new terminal and cargo and maintenance hangars.

High performance

More than four billion passengers fly every year. Producing and operating airports that can meet the growing global demand for air travel is a continuous challenge for airlines, airport owners, and funders alike. We ensure clients’ facilities and infrastructure are designed and operated optimally, through an insightful alignment of people, processes, physical assets, and technology.

*Arup has over 50 years’ experience in the physical design of airport structures, from control towers to passenger terminals to cargo and maintenance facilities. From Beijing to Dublin, New York JFK to London Heathrow, Arup’s breadth of global expertise in engineering, design, and operational performance makes us the perfect partner to successfully deliver aviation projects of any size that respond to increased demand for capacity and quality of passenger experience.

Ready for everything

Aviation never stops and clients work with Arup because they trust us to plan and implement complex airport programmes without interrupting day-to-day activity. This could be planning the seamless moves of multiple airlines into new terminals or the meticulous trialing of new facilities to ensure they are ready for operation on day one through our rigorous operational readiness activation and transition methodology. Our consultancy skills extend to improving operational efficiencies, passenger processing and organisational design.

At Heathrow Terminal 2 our ORAT approach involved 175 trials, testing by 14,000 people and training for 25,000 airport staff. At Emirates Terminal 3, Dubai Airport we ensured the opening of the biggest single passenger terminal in the world without incident. Facilities, processes, technology and most importantly, people, worked in harmony from day one.

Digital insights, operational benefits

Digital technology continues to reshape passenger behaviour and operating processes. As a leader in the digital built environment Arup is collaborating with airport operators, airlines and software developers to embed technology and capture data in ways that make operations more efficient. We designed an IT asset replacement strategy for Heathrow Airport’s baggage handling team, reducing operational expenditure through technology and process insights.

The post Arup Aviation appeared first on Linkline Journal - Ireland.

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Five on the Fly: Urbantz with Byron Dunne

Urbantz general manager for UK, Ireland & Northern Europe Byron Dunne answers Linkline’s ‘Five on the Fly’ about some the challenges and future of his sector.

What have the challenges been in your sector?

Tradition and more importantly lack of risk taking. The logistics industry is very traditional and to an extent risk averse. Many of the more important roles within the larger organisations change hands between the same people. Thus a very challenging environment to implement change as naturally these profiles bring the knowledge and tradition they have been used t,oo from one company to the next, thus inhibiting change.

This is a major roadblock for innovation as not many of these individuals have the experience to implement game changing strategies, and when they do they put the job on the line as margins are tight, volumes are growing and resources are restricted.

How did you/the organisation adapt? 

Education. We are in contact with C-Level Logistics and Supply Chain management throughout Europe. Opinions differ in each country together with legislation. Certain countries are very open to finding and testing new strategies to stay ahead of the game, or at least keep up with the game, others are experts at identifying problems, complaining about them and not executing any plans.

We try to find common ground by advising these individuals and providing them with the technology they need should they decide to execute a plan of action. The media has created a lot of noise about what is trendy and what sells clicks, but the reality is that the majority of what the press predicts as the future of last mile is not relevant for the next 5 years. It’s important to cut through the noise, stick to the vision and push for change.

What lessons did you learn/ are you learning from this?

The last mile goes well beyond the walls of the Supply Chain and Logistics offices. The customer is having more and more influence on what the future of logistics will hold.

Logistics is no longer an isolated department that sources goods, operates fleets and manages operations. It has now become one of the most important elements in creating a brand, maintaining customer relationships and ensuring sales

What advice can you give based on your experience in this area thus far?

Embrace new ideas, new innovation and take some risks. Amazon has built a more efficient supply chain than the vast majority of traditional retailers and transport operators in the space of 10 years. It’s not magic, it’s forward thinking, disrupting and innovating that has put them where they are today.

What does the future hold?

Urban logistics is changing rapidly.  Consumer behaviour is also changing rapidly. Logistics processes, strategy and technology are not changing as quickly as they should be. The future is quite bleak for companies that are not embracing change  and they will be left behind.

For more information about Urbantz please visit their website www.urbantz.com

The post Five on the Fly: Urbantz with Byron Dunne appeared first on Linkline Journal - Ireland.

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Working Remotely

Dear  Members and Trainees ,

As the advice regarding the containment and delay phases for the Coronavirus continues to develop daily, I would like to assure all customers and partners of the continuity of our service.

Due to the cloud-based nature of our key systems, we will be working remotely  for the forceable future . This means that there should be no disruption to the availability of the scheduled ADR Exams for the following date: Naas 20 March 2020 and Galway 26 March 2020. Future information will be available  in due course. 

As always, we remain committed to our trainees  and members  with our high level of customer service. We will continue to monitor the situation and provide updates appropriately and promptly.

If you have any queries at all, please don't hesitate to contact the Institute by email at info@cilt.ie 

Many thanks

Mick Curran 

CILT CEO 

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Central Bank of Ireland: Expectations of Insurers during COVID 19 Crisis

  • Insurers must put forward consumer-focused solutions on policy payment breaks, rebates and claims 
  • While most insurance policies are clear, if  there is a doubt about the meaning of a term, the interpretation most favourable to the consumer should prevail
  • The Central Bank expects the CEOs of Irish authorised firms to take responsibility for the oversight of how their firm is managing determinations of whether claims are covered or not in the context of COVID-19.

The Central Bank of Ireland has today set out its expectations of how regulated insurance firms should treat their customers in light of the significant economic disruption caused by the COVID-19 public health emergency.

The Central Bank has written to the Chairs and CEOs of both life and general insurance firms requiring them to take account of the challenging situation in which many of their customers find themselves and to put forward consumer-focused solutions for insurance payment breaks, policy rebates and claims in light of the emergency.

Where a claim can be made because a business has closed as a result of a Government direction due to contagious or infectious disease, the Central Bank is of the view that that the recent Government advice to close a business in the context of COVID-19 should be treated as a direction.  This is a view that has also been set out by the Minister for Finance, Public Expenditure and Reform.  Firms must ensure that claims are appropriately assessed and where there is insurance cover in place that claims are accepted and paid promptly.

Where relevant, firms must proactively communicate in a clear, transparent manner to customers about the levels of cover provided by individual insurance policies including informing them, when renewing existing policies, if there are any changes to those policies arising from COVID-19. 

Firms must ensure that their customer-facing functions are adequately resourced to ensure that customer needs are met and queries are handled in an appropriate timeframe and that they have processes in place to engage positively with customers who are experiencing difficulties in the payment of premiums as a result of COVID-19.

Firms must also engage with their intermediaries and partners to keep them fully informed at all times about the implications of COVID-19 for existing and new policies.
In relation to insurance claims, firms must ensure that they are fully compliant with the Central Bank’s Consumer Protection Code 2012 and all other relevant regulatory requirements. Any claim settlement offer made to a claimant must be fair, must take into account all relevant factors and must represent the firm’s best estimate of the claimant’s reasonable entitlement under the policy.

Firms must ensure that they handle claims effectively and properly and where appropriate to do so they must offer to assist their customers in the process of making a claim, including, where relevant, alerting the claimant to policy terms and conditions that may be of benefit to the claimant. Although the Central Bank expects that  most policy wordings are clear in terms of what cover is provided and what is excluded, where there is a doubt about the meaning of a term, the interpretation most favourable to the consumer should prevail.

In the case of Irish authorised insurance

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