In a ‘post COVID’ world, forecasted growth to passenger numbers and major capital investment led the client to an airport-led operating model to drive growth.
The client wanted to ensure that as it moved to a new operating model it had the right balance of people / costs between centralised functions and decentralised Business Units. It was keen to gain external viewpoints and understand how other transport groups responded to market trends, while exploring potential opportunities for innovation and efficiency.
To provide a fair and accurate benchmark for people balance between central Group and decentralised Business Units, Q5 examined 6 organisations from our database based on the requirements of being ‘large group based, multi-site operations’. Organisations were similar in size to the client and covered industries including Retail, Telecoms, Transportation and Logistics & Supply chain. These were assessed on metrics including ratio of function size to total organisation, ratio of transactional- to skill-based roles, and function FTE to revenue/EBITDA.
To understand the client’s financial performance Q5 then benchmarked against 6 comparable airports. These financial benchmarks included Employee cost vs revenue, revenue per customer, total cost per customer, among others. This allowed us to examine where the client deviated from norms, indicating areas for potential optimisation.
Developed a high-level view of industry trends by interviewing 5 global airports, operating under a variety of ownership & business models, for qualitative insights. These operating model insights provided added richness and context to the quantitative benchmarks.
