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We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

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Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Our Services

BAA London Stansted

Helping Stansted Airport reach new heights

London Stansted is London's third-busiest airport, currently serving around 19 million passengers a year. Leading airport operator, BAA, sought a service partner that provided a one-stop-shop suite of solutions and a total commitment to meeting high standards.

The solution

In November 2009, BAA appointed ISS as its service partner with a 5-year contract. ISS provides BAA London Stansted with a wealth of solutions including cleaning, PRM (passengers with reduced mobility) operations, waste management, security, reception services, post, litter picking, and lost/left luggage management. Around 231 employees deliver our solutions, embracing a site of around 100,000 square metres.

Cleaning operations

Passengers gain their first impressions of an airport at the main entrance, train, bus station and car parks. So it's vital that every area is clean. Staff follow a robust cleaning map, maintaining allocated areas and ensuring cleanliness, even during the busiest times. Our cleaning teams also maintain airside areas, cleaning public toilets, picking up litter and performing general cleaning and housekeeping duties.

Waste management and recycling

ISS collects all airport waste, segregating and recycling it into categories including food, general, plastic, cardboard, plastic and glass.

PRM operations

Our trained PRM team assists all disabled passengers, whether they're arriving, departing or transferring. Operating from a landside desk, our 24-hour services assisted just under 77,000 disabled passengers in 2010 alone. Additionally, we have over 90 wheelchairs and extra specialist equipment to assist with boarding and disembarking, such as mechanical stair walkers and high-lift vehicles. ISS is already considering solutions for the Olympic and Paralympics games in 2012, when many participants will require assistance from our team.

Customer service

At ISS, we believe training and developing staff is crucial to our success. That's why everyone working for BAA and our other clients attends a comprehensive training programme. The programme ensures our teams have the skills required to provide customers with the best possible support and service.

Communications

ISS, BAA and the airlines have worked closely together to improve communications and service across the teams. Our initiatives include:

• weekly inspection tours to highlight and solve problems
• passenger feedback forms to comment on their experiences. We include the results in our quality service measure (QSM) scores and measure them against our monthly key performance indicator (KPI) obligations
• weekly meetings with ground handlers and airlines to communicate operational changes, understand business drivers, and enhance interaction
• weekly meetings with the cleaning manager and the team to discuss audits, schedules, training requirements and expected passenger numbers. Attendees also suggest ways of improving our solutions.
• quarterly meetings to review daily and deep-clean schedules, and ensure they are in line with passenger numbers and external influences.

The results

Since commencing the contract, ISS has built an excellent working relationship with BAA London Stansted. This strong partnership has secured many successes for the organisation, including:

• reducing delays, particularly regarding PRM
• increasing QSM scores
• increasing cleaning team manpower by 20% with no rise in costs
• introducing robust contingency plans for overcoming challenges, for example, helping the airport recover quickly from events such as the ash cloud and adverse weather in 2010
• targeting an achievable 42% recycling of all waste products by the end of 2011. Before BAA appointed ISS, this figure was under 30%.
• receiving nominations for Golden Service awards, including Supervisor of the Year, Cleaner of the Year and Cleaning Site of the Year.