Effective Curbside Management Improve Service and Reduce Costs through third party management Presented by Horace McCarter AGTA Meeting September 25, 2006

Why do we need Curbside Management? Curb space in at premium at most major US Airports – we need to manage this space! Need to provide patrons easy access to airlines and other airport services Provide information to patrons Manage the public and provide informational services Assistance during construction and other capital projects Provide assistance in marketing airport and other services

Functions of third party management Providing increased service levels for customers Manage communication flow between airport and service providers Reduce costs of operation to the airport Relieve airport from direct responsibility of managing system Translate and communicate airport directives to service providers Experience with respond to changing conditions / assignments while operating within budget Maintain responsibility to community through outreach programs Set positive example and serve as the ambassador to patrons arriving and departing airport

A move towards standardization Competition increases choices for the public Contractors must Value the Trust / Value the Opportunity A direct result of Competition and the increased pressure to improve the Quality of Customer Service while reducing costs Must be focused on the Customer and therefore must be focused on the Labor Airports / Clients / Patrons require and expect providers of these services to be Focused / Resourceful / Customer Oriented Contractors / Providers must recruit / hire / train well qualified employees

Benefits of third party management Improved Customer Service Less supervisory oversight is required Consistency in delivery of service Experienced employees know job / airport / mission well We create a culture of customer service excellence Provide feedback and rewards system for employees Maintain Labor Peace Effective system to Reward outstanding performance

Potential Obstacles Uncooperative service providers / vehicle operators Operators whom OPT – Out / Rogue Operators Inadequate Short Fare Programs Operators who fail to provide quality Customer Service Traffic Flow / Enforcement at Load Zones Lack of Space to Handle Demand Staging Lot Proximity to Terminals Limited Stock of available Providers / Vehicles Lack of Cooperation / Repeated Violations

The Results Development of the concept of “Team” – All focused and working together towards a Common Mission Better service provided to passengers Assistance with Lost and Found The creation of a Customer Service Culture Emphasis of the customer as the central theme of the mission and message Provide feedback customer employees and client Content Employees provide better service and are likely to stay with the company – Result is more experience employees

Improve quality and reduce costs 3 Requirements: Effective partnership with Airport with a clear set of directives and shared vision Successful partnerships with Service Providers Effective training and development

Who is ShuttlePort? Part of the Veolia Transportation Family that specializes in airport transportation and curbside management Rental car, parking lot and employee shuttles Taxicab management and dispatching, curbside management and service ambassadors 16 projects at 8 major airports

The ShuttlePort Advantage National company with Global Resources Culture of Customer Service Latest Technology Operational Efficiencies