2019 levels ,” he says . “ There are a number of initiatives and schemes we are doing both in the local chambers of commerce and through business summits to help us achieve those aims .” A statement that demonstrates Heathrow and its procurement team ' s passion passion to deliver on the commitments it has made .
Lessons to carry into the future and beyond It is this culture of collaboration that Doherty feels is the best route to building mutuallybeneficial relationships between Heathrow and their strategic partners . If they are working with other organisations who can innovate and deliver more than would normally be expected , they can produce better and wider outcomes than the ceiling setting a defined target could engender . He believes the biggest piece of learning for the whole management team was for them not to mandate but to collaborate , as they do not just want their partners to deliver up to a set limit , but instead to bring the best of what they can deliver to the airport , with a level of quality that is centrally ingrained within the business .
“ We go back to the mantra : ‘ if you can make it work at Heathrow , you can make it work anywhere ’.”
Ultimately , Paul Doherty returns to the key purpose of every operational decision the airport makes , which is the experience of every person who walks through the terminal door with a suitcase in hand .
“ The way in which we work with our supply chain is to always make sure that we are listening , collaborating and challenging ourselves to make sure that we don ' t miss the opportunity to get something even better for ourselves , for our passengers and for our airport community and stakeholders .”
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