With the announcements coming along with an increase in flights from its existing passenger airlines and the addition of new commercial airline brands, CVG’s airport traffic is increasing rapidly.
“Translating to passenger volume, it means an estimated 5,000 more passengers,” notes Brian Cobb, vice president of customer services at CVG. “We’re anticipating an increase of 25 percent within a very short period of time, placing additional volume-based demands on our stellar staff.”
Historically, housekeeping staff has worked on a cleaning routine based on the flight scheduling — cleaning after flight landing and takeoff times. This approach to restroom maintenance worked well pre-recession, when 80 percent of CVG’s airline passengers were connecting from one plane to another, making passenger flows relatively predictable. Today, however, 90 percent of CVG’s traffic is from the local market and only 10 percent are connecting passengers. This has changed the dynamic and made it more difficult to predict and schedule around peak times for restroom usage.
“We can pretty much tell you how many passengers will use particular restrooms on the secure side of the airport, where passengers are required to process through security with a boarding pass” says Cobb. “The variable is in the terminal building because it’s a public use space open to all, and you don’t need to have a ticket in order to enter the terminal or use the restroom.”
Operationally, this has been a critical issue. “Airport cleanliness is a key driver to overall customer experience. If you see poor cleanliness conditions, immediately you formulate an opinion, and that’s not the perception we want to be known for,” says Cobb.
To improve the situation, CVG turned to technology to help increase efficiency, match staff to peak restroom usage times and understand if staffing levels are appropriate for the passenger flow.