ON THE SOAPBOX: Stewart Wingate, CEO, Gatwick Airport

Stewart Wingate has been CEO of Gatwick Airport since 2009 joining from Stansted Airport where he had been Managing Director under the old BAA.  Whilst investor group Global Infrastructure Partners have remained as shareholders since that time (with others) as of now the French engineering group Vinci controls 50.1% of the shares, Gatwick its largest airport.

As the start of summer approaches, I’m reminded about the extraordinary efforts of our frontline colleagues almost a year ago.

Consumer demand bounced back faster than expected after two difficult years and traffic rebounded rapidly.  As we all know this generated operational challenges at airports across the UK.

The decisive action we took with our airlines at Gatwick in June to control the rate of growth paid off, giving passengers reliable timetables for the rest of the vital summer season. I remain extremely grateful for the hard work of staff across the airport during that busy period. I am also pleased to say we are well prepared for what is expected to be a busy 2023 summer season.

Key to Gatwick’s recovery has been the gradual return of discipline to airport slot regulations. For the right reasons temporary regulations were introduced during the pandemic. These impacted Gatwick disproportionately hard, however.  So, when we bounced back, we did so quickly from a very low base.

A year on we are now offering passengers well over 40 long-haul routes to destinations across the globe, and a short-haul network to match any major international airport.

Significant recent route announcements include Air India naming four new services, Delta Airlines returning to Gatwick after 11 years and Norse Atlantic expanding – announcing only this week that they will fly to a total of seven US destinations from Gatwick this summer.

While things are looking up, a full recovery is still some way off and it is also not guaranteed.

That uncertainty will remain for a number of reasons, including slot regulations not yet returning to full strength. Doing so would give recovery a boost. A thorough review of the current slot regime would be another positive step and would give confidence of a system that is fit for purpose.

Efficient slot regulations are good for competition. They encourage new airlines into the market, and they give consumers a choice of airline and a choice of airfare to suit their needs.

Innovation is also key to recovery and growth. Last year we improved our airport resilience by resurfacing our main runway in half the time and for half the cost compared to traditional resurfacing methods. By ripping up the ‘resurfacing rule book’, we also saved significant amounts of embodied carbon by using 70% less asphalt.

Our innovative plan for growth over the medium and long term also reaches an important milestone this year when we expect to submit a Development Consent Order (DCO) planning application. We want to bring Gatwick’s Northern Runway into regular use – for departures only – alongside our Main Runway.  This would deliver new global connections, create a more resilient operation, meet future demand, and provide a significant boost to the economy.

Crucially, our plans are low impact and are wholly consistent with up-to-date government policy for airports to grow by making best use of their existing infrastructure.

Talking broadly, as an industry, demonstrating how we plan to reduce our impact will be central to securing future growth.  

Accelerating efforts to decarbonise our operations will be vital. This will require significant support from government. Not just longer-term funding for the development of zero emission flights, but also continued support for airspace modernisation and investment to develop domestic production of Sustainable Aviation Fuels.

Sustainability is a broad church however and – as well as the environment – it is also about people and communities. At Gatwick, the pandemic had a dramatic impact on both. This influenced a change in emphasis for the airport, and this will be reflected in our new sustainability plans.  

We will continue our great work for the local environment, but we will also increase investment in our people and local communities.

As we prepare for a busy summer, our frontline colleagues can be confident we will grow sustainably, including by supporting them and the local communities that many of them live in.   

Stewart Wingate, Chief Executive Officer, London Gatwick Airport

See in this month's TNU Massive Gatwick expansion for Norse  plus Self-manoeuvring aircraft at Gatwick.

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