The EU project X-TEAM D2D focuses on future seamless door-to-door mobility, considering the experiences from Air Traffic Management and the currently available and possible future transport modalities in overall multimodal traffic until 2050. This paper deals with developing a Concept of Operations of an intermodal transport system with special consideration of the pabengers' satisfaction with up to 4-hour journeys. For this purpose, the influences of quality management systems and other organizational facilities on the quality of pabenger travel in the transport system were examined. In the study, integration of various management systems, like resources, traffic information, energy, fleet emergency calls, security and infrastructure, and applications such as weather information platforms and tracking systems, is expected.
1. Purpose of the ResearchThe research aims at developing a concept of operations (ConOps) that could connect aviation and all existing and future transport modes into an overall efficient transport network. Such ConOps should provide future passengers with a rapid and seamless travel experience.2. Research design, Methodology or ApproachThis paper describes a ConOps based on an ATM (Air Traffic Management) for a holistic traffic management system. For this purpose, the influences of quality management systems and other organizational facilities on the quality of passenger travel were examined. Various management systems like resources, traffic information, energy, fleet emergency calls, security and infrastructure, and applications such as weather information platforms and tracking systems have been integrated.3. Expected research findingsThe ConOps is intended to pave the way to cross-modal traffic management, in which the preferences of the travellers have a high priority. The first results show that the needs of the passengers can only be met in advance, and the traffic resources can only be used economically through close cooperation and coordination of these management systems and applications with regard to possible synergies and interactions.4. Summary of the originality/contributionTo develop these ConOps, general and traffic management systems next to basic principles of quality management were researched in the literature, which could be summarized in a Total Traffic Management System (TTM). The ATM experience served as a model example. The ConOps can be used as a basis to build a previously non-existing TTM that can be used to manage the future of travelling and future transport modes.
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Predictive models and decision support toolsallow information sharing, common situational awarenessand real-time collaborative decision-making betweenairports and ground transport stakeholders. To supportthis general goal, IMHOTEP has developed a set of modelsable to anticipate the evolution of an airport’s passengerflows within the day of operations. This is to assess theoperational impact of different management measures onthe airport processes and the ground transport system. Twomodels covering the passenger flows inside the terminal andof passengers accessing and egressing the airport have beenintegrated to provide a holistic view of the passengerjourney from door-to-gate and vice versa.This paper describes IMHOTEP’s application at two casestudy airports, Palma de Mallorca (PMI) and London City(LCY), at Proof of Concept (PoC-level) assessing impactand service improvements for passengers, airport operatorsand other key stakeholders.For the first time onemeasurable process is created to open up opportunities forbetter communication across all associated stakeholders.Ultimately the successful implementation will lead to areduction of the carbon footprint of the passenger journeyby better use of existing facilities and surface transportservices, and the delay or omission of additional airportfacility capacities.
Client: Foundation Innovation Alliance (SIA - Stichting Innovatie Alliantie) with funding from the ministry of Education, Culture and Science (OCW) Funder: RAAK (Regional Attention and Action for Knowledge circulation) The RAAK scheme is managed by the Foundation Innovation Alliance (SIA - Stichting Innovatie Alliantie) with funding from the ministry of Education, Culture and Science (OCW). Early 2013 the Centre for Sustainable Tourism and Transport started work on the RAAK-MKB project ‘Carbon management for tour operators’ (CARMATOP). Besides NHTV, eleven Dutch SME tour operators, ANVR, HZ University of Applied Sciences, Climate Neutral Group and ECEAT initially joined this 2-year project. The consortium was later extended with IT-partner iBuildings and five more tour operators. The project goal of CARMATOP was to develop and test new knowledge about the measurement of tour package carbon footprints and translate this into a simple application which allows tour operators to integrate carbon management into their daily operations. By doing this Dutch tour operators are international frontrunners.Why address the carbon footprint of tour packages?Global tourism contribution to man-made CO2 emissions is around 5%, and all scenarios point towards rapid growth of tourism emissions, whereas a reverse development is required in order to prevent climate change exceeding ‘acceptable’ boundaries. Tour packages have a high long-haul and aviation content, and the increase of this type of travel is a major factor in tourism emission growth. Dutch tour operators recognise their responsibility, and feel the need to engage in carbon management.What is Carbon management?Carbon management is the strategic management of emissions in one’s business. This is becoming more important for businesses, also in tourism, because of several economical, societal and political developments. For tour operators some of the most important factors asking for action are increasing energy costs, international aviation policy, pressure from society to become greener, increasing demand for green trips, and the wish to obtain a green image and become a frontrunner among consumers and colleagues in doing so.NetworkProject management was in the hands of the Centre for Sustainable Tourism and Transport (CSTT) of NHTV Breda University of Applied Sciences. CSTT has 10 years’ experience in measuring tourism emissions and developing strategies to mitigate emissions, and enjoys an international reputation in this field. The ICT Associate Professorship of HZ University of Applied Sciences has longstanding expertise in linking varying databases of different organisations. Its key role in CARMATOP was to create the semantic wiki for the carbon calculator, which links touroperator input with all necessary databases on carbon emissions. Web developer ibuildings created the Graphical User Interface; the front end of the semantic wiki. ANVR, the Dutch Association of Travel Agents and Tour operators, represents 180 tour operators and 1500 retail agencies in the Netherlands, and requires all its members to meet a minimum of sustainable practices through a number of criteria. ANVR’s role was in dissemination, networking and ensuring CARMATOP products will last. Climate Neutral Group’s experience with sustainable entrepreneurship and knowledge about carbon footprint (mitigation), and ECEAT’s broad sustainable tourism network, provided further essential inputs for CARMATOP. Finally, most of the eleven tour operators are sustainable tourism frontrunners in the Netherlands, and are the driving forces behind this project.
In De Haagse Hogeschool werken de lectoraten vanuit faculteiten, dicht bij het onderwijs, nauw samen in zeven kenniscentra. Deze kenniscentra zijn de verbinding tussen de regio, met zijn actuele thema’s (vaak gelinkt aan het missiegedreven innovatiebeleid van de overheid) en het onderwijs en onderzoek van de Haagse Hogeschool. De zeven kenniscentra van De Haagse Hogeschool zijn: Cybersecurity, Digital Operations & Finance, Global & Inclusive Learning, Global Governance, Health Innovation, Governance of Urban Transitions & Mission Zero. Deze kenniscentra zijn in opstartende fase en worden ondersteund door centrale diensten. De Haagse Hogeschool kiest voor versterking van de onderzoeksinfrastructuur die centraal staat in de kenniscentra: ‘de Haagse Labs’. Praktijkgericht onderzoek vindt in deze omgevingen plaats als een vervlechting van onderwijs (studenten en docenten), onderzoek, het werkveld en maatschappelijke partners. Sommige labs hebben een tijdelijk karakter, andere, zoals de hogeschool zelf, zijn continu een omgeving waarbinnen onderzoek gedaan wordt. De Haagse Labs zijn bij uitstek de plek waarin nauw samengewerkt wordt met andere hogescholen of kennisinstellingen (veelal zijn ze ontstaan uit een samenwerking zoals The Green Village, of het Basalt SmartLab). De keuze voor de Haagse Labs geeft verdieping aan regionale samenwerkingen en bijbehorende speerpunten. De huidige, meer informele inrichting, kan met behulp van Impuls 2020, verder structuur krijgen, leiden tot een betere kennisdeling tussen de kenniscentra heen en de regionale netwerkvorming versterken. Naast het formaliseren van ‘de Haagse Labs’ zetten we in op zichtbaarheid van de Hogeschool in de regio door te investeren in communicatie (denk bijvoorbeeld aan het opzetten van podcasts, en digitale middelen in Corona-tijd). Die profilering van ons onderzoek wordt verder ondersteunt door een traject rond visievorming en strategische positionering. De kenniscentra zullen begeleid worden om einde 2021 een visie te ontwikkelen met bijbehorende acties om de rol van de hogeschool in de regio te versterken.
This proposal originates from a pilot of the ‘Frontrunners coalition’ on initiatives for the Circular Economy at the city level. This spin off project studies strategizing in hotels, to find innovative solutions how to manage the integration of circularity in the overall business strategy. The theoretical innovation is to better understand the strategizing process by using the theoretical framework of “strategy-as-practices (S-as-P)”. Exploring in two cases the daily challenges of implementing principles of the circular economy at a luxury and a budget hotel (group). The “strategy-as-practices (S-as-P) framework will be used, emphasizing that strategizing is a joint process of (higher) management and other practitioners (within and outside of the company). The data collection and analysis will be executed by Bachelor and Master students of Hotelschool the Hague and faculty of the research centre. The stages of the Design Oriented Research Approach will be used in this project, with a focus on the stages of Analysis & Diagnoses and Solution Design. The hotels will facilitate this research by giving access and support to the operations and (formal) meetings and additional primary data collection. (Small teams of) Student researchers collect qualitative data based on interviews and observations: they will ‘blend’ in during a 10-week period. Faculty of Hotelschool The Hague will safeguard the continuity and alignment in the project in the several rounds in which these steps are executed. The finding will be presented to the participating companies, the coalition in Amsterdam and the Hospitality industry. Direct societal impact is the showcasing of potential initiative and the responsibility of organizations towards circularity in their environment. Another result is the proposal for a larger follow-up project. This larger project will continue this study within a broader set of hotels but will also be studying and developing potential interventions for improvement the strategizing process.
