This can lead to wrong conclusions or even loss of credibility if our analyses turn out to have major errors. Even more important, if we do not eliminate or fix the wrong data, we potentially make wrong analyses. Anybody having already done such a program probably agrees that this a lot of work.
After collecting the available data, even more time was wasted in checking the data and either eliminating or fixig wrong data. However, the problem was that we had to first spend (or rather waste) our time collecting the required data from all kinds of data sources. In the past we have used several Excel spreadsheets. In order to get more fuel savings, we had to have a better understanding of how we really use our fuel. In the case of Condor, we put the focus on communication with all those involved and on having all areas of the airline represented in our fuel efficiency team.Īt Condor the ‘low-hanging fruits’ have already been picked. There is a lot of good general advice available on this topic. The usual principles of change management should be followed in order to initiate the change of process and behavior of people.
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Therefore, it is crucial to have full transparency regarding how fuel is used and to be able to clearly show the potential savings. In our experience, the optimal way to convince management, and, eventually, all those involved, is to be able to provide clear data driven facts. Things need to be adjusted in order to save and, as you probably will agree based on your own experience, people can be very ‘creative’ in finding all kinds of reasons why things should not change. Obviously, no management will object to fuel saving: however, will management support hold if procedures – maybe used for years – need to be adjusted? All fuel efficiency improvement programs will face such issues. One requirement before establishing the team is the clear will, mandate, and support from top management to really save fuel. Obviously, your own know-how is still very important, but the bulk of common initiatives have been well documented.Ī fuel efficiency program is only successful if the efforts are led by a strong and empowered team. Additionally, nearly all aircraft manufactures have published documentation describing ways to save fuel.
Condor taxi software#
In our experience the following three ingredients are required to make a successful fuel efficiency program: First the know-how about fuel conservation, then the proper organization including processes, and last but not least good software tools to manage fuel conservation efforts.Ī lot of good fuel efficiency know-how is already available: the IATA ‘Fuel Book’ (Guidance Material and Best Practices for Fuel and Environmental Management) makes good reading. The structure and culture of an airline are major elements influencing the ‘right way’. Nevertheless there is no single solution applicable to each airline. The best fuel efficiency expert will fail if working alone and not in a team including people from all relevant areas of the airline. We cannot stress it enough – a successful fuel efficiency improvement program is a team effort.
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Finally, we would like to describe what we consider important when identifying fuel savings opportunities and how to best manage fuel savings initiatives. Then offer an overview of the most common fuel savings initiatives. We’d like to first share our view concerning how best to start a fuel efficiency improvement program. So far, the program is progressing well inasmuch as we have already realized more than half of these savings. We started our enhanced activities in 2011 and have identified further savings opportunities amounting to more than 2.4% of our total fuel bill. Nevertheless, the management of Condor asked my team to look for more opportunities. In past years, Condor had implemented several of the ‘obvious and easier’ fuel efficiency improvement initiatives so, overall we could be proud that Condor was already doing well regarding implementing best practices in fuel conservation. Therefore, even small fuel savings have a huge impact on financial performance. Captain Frank Lumnitzer, Head of Fuel-, Environmental- and Air Traffic Management at Condor (Thomas Cook Airlines Group) explains how he started and manages the fuel efficiency improvement program at Condor.įuel costs represent between 30% and 40% of an airline’s total cost and that’s true at Condor as well.
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