Optimization of Staff Planning at Genève Aéroport
Genève Aéroport (GVA) engaged with Copenhagen Optimization and Copenhagen Airports to carry out a study
of how to optimize the staff planning for the security checkpoint operation in GVA. The aim of the study was
to assure efficient use of the staff, thereby improving the performance of the security checkpoint in GVA. A
series of optimization initiatives were proposed. One of the conclusions of the study was that shifts and rosters
could be adjusted in order to eliminate approx. 90% of the periods with insufficient staff, while keeping the
cost base constant.
“C-OPT has a profound understanding of
airport planning and operation. The
innovative methods applied, allow us to
plan our Security operations more
effectively while offering a stable high
performance and low waiting time to our
passengers at an unchanged cost.”
- Robert Deillon, CEO,
Genève Aéroport
The Project
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Demand planning based on items per passenger
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Demand for open security lanes transparently
converted to demand for staff
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Gaps in the existing staff plans identified
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Successful implementation serves as the base
for high performance at no added cost
Facts
The Central Security Checkpoint (CSC)
at GVA handled 6.3 million passengers
in 2014 with 14 x-ray machines
available. The staff base is a
combination of staff employed by GVA
and staff supplied by a third party
supplier. The staff plans for the GVA
employed staff are largely fixed
whereas there is a larger degree of
flexibility in the third party staff. The
total employee base at the CSC is
approx. 240.
The Study
The study commenced with a thorough analysis of demand for open
security lanes. The driver of the demand for open lanes is the number
of items each passenger carries. Thus, the analysis established the items
per passenger as well as the item throughput per lane. Applying these
rates to the expected passenger presentation, a lane opening plan was
created that would secure that waiting time targets are kept.
The next step was to create transparency in the transformation of open
lanes into a demand for staff. On top of the staff required to open lanes,
the supply of staff must also allow for breaks and staff used for other
functions like staff security or the transfer security checkpoint. With the
demand for staff in place, the optimization of staff planning was next.
To build the base for optimizing the staff planning, the first step was a
review of the current staff plans to identify gaps compared to demand.
With the gaps identified, a number of initiatives were pinpointed:





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Determine actual application of breaks
Introduce clearly defined buffers
Plan according to waiting time targets
Increase trust in the plans
Plan for each day individually - from budget to day of operation
Introduction of new shifts in the staff plans
In total, the initiatives would, upon successful implementation, allow
GVA to eliminate approx. 90% of the periods with insufficient staff. This
allows GVA to sustain a performance of 85% of passengers waiting less
than 5 minutes for at least 2016 and 2017 without adding additional
staff.
Want to know more?
Kasper Hounsgaard, Managing Partner
Copenhagen Optimization
Telephone: +45 51 34 10 69
Email: hounsgaard@copenhagenoptimization.com