Whitepaper: A progressive approach on EASA Compliance

EASA compliance is a hot topic for Airport Organizations at the moment although the transition to EASA from a national certificate had to be accomplished in 2018.
The transition to this certificate has not been easy for most airports.

We assisted airports in this transition and believe that many more airports can benefit from this approach.

Are you struggling with EASA at the moment? To give you some background information we have written a Whitepaper on this subject.

Request your copy below .

And if you are triggered by the roadmap we layout do not hesitate to give us a call!
We will be happy to guide you to your new progressive approach op EASA compliance.


EASA Compliance Management

Systems Engineering is not about soldering circuit boards

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When developing masterplans for airports, one has to consider a tremendous amount of explicit and implicit variables. Examples are traffic outlooks, airline segmentations and stakeholder requirements. Despite all these variables, we have experienced that in most cases development plans are not in line with the strategic roadmap and the process of truly engaging stakeholders. As a result, the plans are often not sufficient to cope with the modern challenges in aviation. In fact, most masterplans we have assessed are good starting points, but lack quality when it comes to implementation. As a consequence, many projects developed at airports do not add sufficient value to the strategic roadmap. We find that doubtful, and we think airports can do much better. Therefore, we introduce Systems Engineering (SE).

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Don’t let yourself be distracted: how to move along on your strategic roadmap

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Airport development is a long-term business. The lumpiness and increased complexity of infrastructure at airports demands operators to think well ahead. Sometimes over 30 years. However, most airport projects run out of control as a result of short-term focused, bottom-up discussions that will inevitably occur while executing projects. As a result, project organizations are often forced to take decisions which are contradicting to the objectives of your overall strategy. How can you prevent this from happening such that you can move along your strategic roadmap?

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