2013 ABIA Sustainability Report

A u s t i n - B e r g s t r o m i n t e r n A t i o n A l A i r p o r t

ANNUAL SUStAiNAbiLity report2013

To set the overall direction of the Austin-Bergstrom International Airport, our strategy follows four pillars of sustainability.

We integrate customer and community value,

operational excellence, economic sustainability,

and environmental stewardship into our

decision making process and daily practices.

this strategy brings together texas hospitality

and local culture to create a unique and

enjoyable travel experience and is brought

to life by what really sets AbiA apart ...

our people <

Cover photo by Dan Herron, herronstock.com

02 |IntroductIon

04 |customer and communIty Value Major Challenges & Accomplishments in 2012

Air Service

Customs and Border Protection

Art in the Airport

Music is in the Air

Concessions

Building the Best Team

WIGs (Wildly Important Goals)

Award & Recognition Program

Employee Survey

Wellness Program & Awards

Community Outreach

Relay for Life

Del Valle Schools Good Neighbor Program

Honor Flight Austin

Airport Float

Speakers Bureau

Airport Task Force

Austin Airport Managers Association

12 |operatIonal excellence Awards and Recognitions

Major Construction

Airport Campus Signs & Presidential Boulevard Upgrades

Parking Improvements

Formula 1® Initiative

18 |economIc sustaInabIlIty

Today’s Air Service Operating Environment

10-year Financial Performance

Operating Revenue / Operating Expenses Fund Summary

Airline Revenue Compared to Non-airline Revenue

Projected Populations

24 |enVIronmental stewardshIp Imagine Austin Guiding Principles

Green Gems Map

Green Initiatives in Construction

30 |performance measures Customer and Community Value

Operational Excellence

Economic Sustainability

Environmental Stewardship

2 Austin-Bergstrom International Airport A N N U A L S U S TA I N A B I L I T y R E P O R T

our people are our Airport’s most valuable

asset, and ours deliver a standard of service that ranks

among the best in North America. Not only do they make

this Airport great, they make Austin Austin. Our people

are the faces of this community’s culture and character.

Our employees come from all over Austin

and the surrounding communities. They are

the ticket agents, airline mechanics, ground

crew, TSA, custodial staff, volunteers at the

Information booth, the staff in Operations,

and the folks serving at the concessions.

They embody our mission: to deliver an

Austin style service experience while

providing our community global access.

They know this is a great place to be. In

the heart of the Hill Country, Austin is an

eclectic blend of high-tech and honky-tonks,

art, great food (and great food trailers!),

theater, film, comedy, nature and recreation,

and of course, music. In addition to major

music festivals like SXSW and Austin City

Limits, Austin also hosted the U.S. Grand

Prix, the first Formula 1® race held in the

U.S. in five years. Our employees met the

challenge, and they continue to make the

travel experience the best it can be.

I N T R O D U C T I O N

<

CITY SCENES: Neighborhood murals

3Austin-Bergstrom International Airport A N N U A L S U S TA I N A B I L I T y R E P O R T

For all this, we thank our people.

They should be proud of their outstanding performance.

Congratulations to the best airport team anywhere.

Our employees are key to the foundations

of Austin-Bergstrom International

Airport’s sustainability. We are committed

to conducting business responsibly

by focusing on four areas: customer

and community value, operational

excellence, economic sustainability, and

environmental stewardship. ABIA has

embraced sustainability with a commitment

to incorporating the best practices in

environmental, social, operational, and

economic realms. This means ongoing

evaluation of our progress, exploration of

new approaches, and transparency to the

communities we serve. As our airport

continues to evolve and grow, we will

capitalize on opportunities and strive to be

one of the leading airports in sustainability.

The Airport is governed by the Austin

City Council and proudly contributes

to the City of Austin’s mission of being

the best-managed city in the country.


customer and communIty Value

Austin-Bergstrom International Airport has been recognized by passengers and the community for delivering top-notch services. For the fourth year in a row, Austin citizens surveyed selected the Airport as the highest ranked service provided by the City of Austin. Over 80% of those surveyed had very favorable comments about our service.

s our City welcomes an increasing

number of visitors, we continue

to identify the needs of a growing

airport, and strive to make the travel

experience easy and enjoyable.

There’s no such thing as an “average” year

for ABIA and 2012 proved that once again.

There were more than 9.4 million passengers

through the Airport, an increase of 4%

from the previous year. Not only is Austin

a popular tourist destination, hosting

numerous music and comedy festivals,

last year over 200,000 people came from

all over the world for the city’s first U.S.

Grand Prix, part of the Formula 1® World

Championship. The Grand Prix will be held

in Austin annually through 2021, and the

Circuit of the Americas racetrack will host

other racing events in the upcoming year.

S E C T I O N 1

A

Circuit of the Americas

e V e n t s

march 2 Grand-Am Road Racing

aprIl 19-21 MotoGP Red Bull Grand Prix of the Americas

may 17-19 V8 Supercar Series

september 20-21 American Le Mans Series

september 22 World Endurance Championship

noVember 15-17 The Formula 1 U.S. Grand Prix


major challenges and accomplIshments In 2012:

The Formula 1® U.S. Grand Prix debuted

in Austin at the newly built Circuit of the

Americas racetrack, and two gates were

dedicated to international travelers.

Transportation Security Administration

is staffed to the maximum level during

holidays and special events. A fourth

passenger screening checkpoint has

been added, which reduces wait

times and increases the number

of passengers clearing security.

ABIA created a customer service

training video for all airport employees

that focuses on our key values: a safe,

fast, friendly, and clean airport.

We continue to collaborate with our

business partners and all the airport

tenants to provide our customers

with a quality experience.

CITY SCENES: Food trailers along South Congress

Air Service: Nine major airlines fly out of our

Airport. This amounts to 290 daily

commercial passenger flights,

with 38 nonstop flight destinations.

ABIA continues to grow by building

on existing relationships with

airlines and forming new bonds.

NON-STOP DESTINATIONS:


Customs and Border ProtectionABIA’s Customs facility was renovated this past year, making Customs a one-stop procedure. Before the renovation, passengers presented documentation to enter Customs; they then would retrieve their luggage, and continue to the declarations process. Now travelers get their luggage, and go on to clear customs and declare items in one stop. This makes passenger flow more efficient, accommodating 180 passengers per hour, more than double the previous capacity.

Art in the Airport:Passengers are surrounded by Austin’s vibrant visual arts scene throughout the Airport. Look up to see the murals above the ticketing counters. Check out the decorated guitars at baggage claim. Pass through the mosaic on the walkway to the rental car area. Linger at the exhibits throughout the concourse area. These works of art represent just some of the artists and artisans working in the region. Some of the works are permanent and other exhibits change, allowing us to continually share the work of artists that interpret the region’s spirit.

<WE are ABIA

Joshua MarcyOPERATIONS SPECIALIST


<WE are ABIA

Music is in the Air:The instant they disembark, visitors understand why Austin is the Live Music Capital of the World: local musicians play live at the many venues throughout the concourse, and Austin music plays over the public address system. In fact, the Airport hosted 805 live performances in 2012, and has been named one of the best live music venues in the city by the Austin Chronicle’s Austin Music Awards.

Concessions:

We work with local restaurants to provide a taste of Austin for passengers to enjoy. Area favorites like Salt Lick, Amy’s Ice Creams, Thundercloud Subs, Ruta Maya, Austin Java, Hill’s Café, Nuevo-Leon, and Saxon Pub are a few of the concessions featured at ABIA.

NancyCoplinmuSIC COORDINATOR


<WE are ABIA

buIldIng the best team

buIldIng the best team

Ongoing professional development is vital to building a workforce that is prepared to deliver results in an ever-changing and complex environment. We strive to create an environment of continual learning through education, training, and career development opportunities, using such means as conferences, seminars, on-the-job training,

tuition reimbursement, and coaching and mentoring opportunities. Additionally, all aviation department employees are required to take at least 40 hours of training every year, eight of which must be safety training. Tremendous resources have been devoted to foster a diverse and inclusive work environment.

TinaMoralesbuILDINg & gROuNDS ASST.


wIgs (WILDLy IMPORTANT GOALS)

Everyone who works here is vital to ensuring the Airport’s excellence in every aspect. As part of the strategic planning process, the airport establishes goals and objectives that are communicated to employees. Each team develops Wildly Important Goals, or WIGs, that support the airport’s overall goals. These require action beyond an employee’s every day tasks, and through WIGs our employees are more engaged and committed, and even exceeded their goals.

award & recognItIon program

It is important to us to recognize individuals for their achievements and outstanding performances. The Department of Aviation provides resources to recognize such achievements, including luncheons, team outings, and gift cards. We also know that so much of what we do depends on teamwork, and we also seek to acknowledge teams among our Divisions.

employee surVey

To measure employee engagement, ABIA uses an employee survey to calculate a Net Promoter Score. This annual survey of all Aviation Department staff is used by management to gather data on how well the organization is executing its stated goals. Participation is anonymous in the survey, and management considers the results and develops plans to address identified issues.

communIty outreach

Good community relationships are essential to a sustainable future. We are proud to be a part of Austin, and we actively participate in events that benefit individuals and organizations.

relay for lIfe

In 2012, the airport’s nearly quarter-mile long concourse served as a walking track for the American Cancer Society’s Relay for Life. Organized by Southwest and American Airlines, employees and team members walked through the terminal for twelve hours and raised funds for the American Cancer Society.

del Valle schools good neIghbor program

One of the most rewarding ways the people of ABIA participate in our community is volunteering with the Del Valle Elementary Mentor Program. Airport employees build special connections with students by reading, playing games, and sharing experiences in a supportive learning environment. Employees also participate in clothing and school supply drives for Del Valle students in the Adopt-a-Family program. Over the holidays, employees provide families with gifts and holiday feasts. The kids also get to tour the airport facilities with the volunteers, and the Airport gets to feature a one-of-a-kind art exhibit created by the kids.


Wellness Program

The City of Austin’s award-winning wellness program,

Healthy Connections, helps employees, retirees, and

their families have healthier lives with a variety of

programs and services. Our mission is to maximize

the health and well being of the workforce and help

employees reach their full potential, which can’t help

but benefit our organization and the community we

serve. Some of the programs include fitness seminars,

smoking cessation, Weight Watchers at Work, and

vegetable deliveries from local farmers. The Aviation

Department also has an on-site Fitness Center and

offers a broad range of health and wellness activities.

2012 Wellness Program Awards

2nd placeCENTRAL TExAS HEALTHIEST EMPLOyER AWARD

fIt-frIendly workplaceAMERICAN HEART ASSOCIATION

InnoVatIon award for pe programAMERICAN HEART ASSOCIATION

publIc rIsk management assocIatIon achIeVement award FOR MEN’S HEALTH MONTH CAMPAIGN

35%FEMALE

26%UNDER AGE 40

74%OVER

AGE 40

41%WHITE

29%HISPANIC

25%BLACK

4%ASIAN/PACIFIC

ISLANDS

1%AMERICAN INDIAN/

ALEUTIAN

65%MALE

Workforce Demographics:

Lost Time Injury Rate*2008 > 1.30

2009 > 1.29

2010 > 0.66

2011 > 2.88

2012 > 0.32*per the equivalent of 100 employees

In 2012, lost time injuries decreased to the

lowest level recorded in five years.

lost tIme InjurIes decrease


honor flIght austIn

In June, the first Honor Flight from Austin departed Austin-Bergstrom International Airport. Aboard were 25 WWII veterans, ages 86-98, who were flown free of charge to the National WWII Memorial in Washington, D.C. The veterans were greeted at the airport with a color guard, and the flight was operated and sponsored by Southwest Airlines. There were three Honor Flights in 2012, with more slated for 2013. Honor Flight Austin is a non-profit organization that honors veterans by providing transportation to their war memorials, and serves veterans in Travis, Williamson, Hays, Bastrop, and Caldwell counties.

aIrport float

Employees from several divisions worked together for three months in their spare time to plan and build a float. They used discarded materials like wood, runway lights, carpet, and even an old trailer that was about to become scrap metal, and

reused or repurposed other elements of the float. The reused material accounted for almost half of the float’s construction.

The float is complete with a jet, runway lights, and a control tower. The plane folds down in the rear for passengers to enter and exit. Naturally, the most important consideration is how to get candy to parade-goers: Plexiglas windows pop out so that employees can toss out treats. When the float is parked, kids can get on board, check out the controls, and have their picture taken at the windows. The float is everything the Airport strives for: community, teamwork, and resource conservation.

speakers bureau

We want to tell people about ABIA, and our Speakers Bureau brings airport representatives to area organizations to do just that. In 2012, airport speakers made 14 visits to area Chambers of Commerce, and business and civic organizations in the region. The Aviation Department reaches out to such organizations to discuss the Airport, its future, and the aviation industry.

aIrport task force

As a member of the Greater Austin Chamber of Commerce, ABIA works with area businesses to identify and support travel opportunities. The Airport’s continuing growth momentum is a critical resource and directly affects a successful and healthy Central Texas business environment.

austIn aIrport managers assocIatIon

The Austin Airport Managers Association is a social organization of airport partners for communicating, networking, and recreational outings. The managers participating in the Association represent airport partners such as airlines, TSA, concessions, customs and City of Austin Aviation Department.


<WE are ABIA

SheilaArmstrongSECuRITY & gROuND

TRANSPORTATION CONTROLLER

operatIonal excellence

In 2012, Austin-Bergstrom International Airport set a new all-time record for annual passenger traffic: 9,430,314 passengers. In fact, the Airport has experienced consistent passenger growth for three consecutive years.

S E C T I O N 2

awards and recognItIons

ABIA was inducted into the first Airport Council International’s Director General’s Roll of Excellence. The Roll of Excellence recognizes airports that have ranked among the top five in Airport Service Quality (ASQ) for five consecutive years. Only 14 airports in the world have received this recognition, which was presented in November 2011.

For the sixth consecutive year, Austin-Bergstrom International Airport was highly ranked for customer service. ABIA ranked fourth among airports, regardless of size, in North America by Airport Council International’s (ACI) 2011 Airport Service Quality (ASQ) passenger survey (announced February 2012). The Airport Service Quality Survey


rankings were based on the results of a monthly survey, totaling over 300,000 questionnaires completed by passengers at 225 airports worldwide. The surveys capture the passengers’ perception of the quality of more than 30 aspects of service.

major constructIon

Austin-Bergstrom International Airport continues to plan for the future, and we are ever assessing our City’s growth trends and projections. This planning takes into consideration the needs created for airport facilities by the various levels of passengers flowing in and out every

year. This includes parking, roadways and other supporting facilities as well as the terminal and airfield themselves.

There will be approximately 55,000 square feet added to the terminal as part of the East Terminal Infill. By connecting the East ticket lobby to the concourse around Gate 5, it improves passenger flow in the terminal. This project also includes a new security checkpoint with 10 lanes. Construction begins in 2013 and prepares the way for future terminal expansion, with completion scheduled for 2015.

Future plans for the terminal include expanding the concourse on the east

4,242 acres owned by the City of Austin

2 parallel runways allowing simultaneous landings and/or takeoffs

17L/35R = 9,000 feet

17R/35L = 12,248 feet

17L is a CAT III runway for low visibility operations

Modern 700,000 sq. ft. Passenger Terminal

24 aircraft gates (with full-service aircraft jet bridges) and 1 commuter gate

4 Security Checkpoints with a total of 15 lanes

21 gates leased by Signatory Airlines, 4 gates controlled by ABIA

1 Federal Inspection Station for International flights

Hotel ground lease (273 rooms)

Air cargo facilities that can accommodate up to b747 aircraft

General Aviation facilities in the south portion of the airport

Facility Overview


<WE are ABIA

KevinYoonSYSTEmS SuPPORT TECh

end by about six gates. This depends on variables such as annual passenger traffic and current gate usage. CONRAC (Consolidated Rental Car Facility) consolidates car rental operations into one area and adds 900 more parking spaces for customers. The CONRAC building will be a multi-story garage, and is part of a 1.6 million sq. ft. parking complex. This $1.5 million dollar construction project addresses passenger growth and demand.

New public parking will be available on the first floor of the CONRAC facility, as well as the third floor of the existing parking

garage, which is currently occupied by the rental car companies. The project increases efficiency by providing ready rental-car return spaces, and quick turn-around areas with vehicle fueling, cleaning and storage facilities. This reduces the need to ferry vehicles back and forth between the terminal and remote service centers. This in turn reduces fuel consumption, vehicle exhaust, and traffic on Presidential Boulevard. All told, the new consolidated rental car facility will reduce carbon dioxide emissions by 400 tons annually. Austin Commercial, a local firm, is working with DWA Architects to construct the facility.

CITY SCENES: Sixth Street District


aIrport campus sIgns + presIdentIal bouleVard upgrades

We’re making it easier for passengers to navigate the Airport campus. Presidential Boulevard, the road approaching the terminal, has been repaved for a smoother ride. Lanes directing you to the upper and lower decks of the terminal, parking lots, and car rental return are clearly marked, both with overhead signs and directions painted on the road itself. Roadways leading from the terminal are marked to lead to appropriate exits.

parkIng ImproVements

Valet Parking has added an additional service, ProntoWash. It’s as easy as leaving your car with valet services and choosing from a variety of car cleaning services. The car is cleaned and waiting for the customer upon their return.

0 20 40 60 80 100

Austin-Bergstrom International Airport

Quality of public safety services

Quality of drinking water services

Quality of City libraries

Quality of parks and rec programs/facilities

Quality of wastewater services

Quality of electric utility services

Animal services

Overall management of stormwater runoff

Overall quality of health and humanservices provided by City

Quality of municipal court services

Austin’s overall effectiveness of communication

Overall maintenance of City streets and sidewalks

Overall quality of planning, developmentreview, permitting and inspection services

37%

29%

30%

28%

28%

26%

24%

20%

16%

16%

17%

15%

11%

10%

4%

7%

11%

8%

10%

10%

15%

11%

12%

13%

12%

17%

30%

31%32%

15%

17%

16%

20%

19%

20%

21%

25%

31%

30%

31%

34%

28%

32%

45%

47%

43%

44%

44%

45%

40%

44%

42%

41%

40%

35%

31%

27%

overall satisfaction with Various aspects of city services by major categoryby percentage of respondents (excluding “don’t knows”)

Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied (1/2)

With the exception of Planning/Development Review/Permitting/Inspection Services and Street/Sidewalk Maintenance, fewer than 18% of the residents surveyed were dissatisfied with any of the overall city services assessed


Austin hosted the U.S. Grand Prix in 2012. As part of the Formula 1®

global race series, it meant that approximately 265,000 car racing

fans from around the globe converged on Austin. The event created

greater passenger loads than ever in a single day, and expectations

were high for us to deliver world class customer service. Through

extensive planning with all business partners we did just that.

All our Airport partners participated in planning for the event, and together identified and analyzed risks, and developed and executed strategies. We also contacted other airports that had hosted large events, such as Heathrow for the London Olympics, and learned from their best practices. We developed plans for efficient passenger flow, aircraft operations, and enhancing customer experience.

We worked with:

Transportation Security Administration to address staffing levels. TSA increased staff to accommodate the large influx of passengers over the four days of the event.

Customs and Border Protection to efficiently process the many passengers arriving from all over the world for the international event.

Formula 1® Initiative


Concessionaires to plan extended hours, provide a currency exchange booth, and manage food supply.

Rental car companies to manage an anticipated 5,000 car returns on the Monday following the race. We also established an alternative to the usual return system: a two-way roadway circumventing the airport was made into a one way thoroughfare, which facilitated traffic flow to the rental service, where staging lots and shuttles were used to whisk passengers to the terminal.

Airlines to ensure effective and efficient staffing, and extra flights.

Ground Transportation to address staging and the number of operators. Hotel shuttles were temporarily moved to the upper level and the limousine pickup center was established in bag claim.

Fixed Based Operators (FBOs), general aviation/private aircraft services, to

plan Customs activity processing international arrivals, Ground transportation flow and staging, vehicle parking, and aircraft parking.

National Guard to accommodate helicopter operations.

Employees from all divisions, who devoted extra time and effort to provide a warm welcome for travelers. They posted “Welcome Race Fan” banners and donned bright yellow shirts to be identified as a resource for travelers.

The surge in passenger traffic for the event made an outbound passenger record of over 21,800 on Nov. 19, 2012. The Prior Permission Required aircraft reservation system successfully handled more than 470 aircraft, from Cessnas to 747s, on ABIA’s airfield – the largest volume of aircraft ever at the airport.


economIc sustaInabIlIty

Austin-Bergstrom International Airport supports the economic vitality of Austin with 40,622 jobs, making for 7% of total jobs in Austin, a payroll of $1 billion, and generating more than $2.2 billion in annual economic activity. The Airport served a record 9.4 million passengers last year and continues to outperform U.S. domestic passenger growth trends.

S E C T I O N 3

today’s aIr serVIce operatIng enVIronment

The thriving economy in Central Texas provides a vibrant environment for Austin-Bergstrom International Airport’s operations. Forbes ranked the Austin metropolitan area number one among all big cities for jobs in 2012. Austin is a high-tech hub, with major employers like Apple, Dell, IBM,

Freescale Semiconductor, AT&T, National Instruments, and Samsung. Austin has been named the number one college town by the Travel Channel, and has almost a dozen institutions of higher learning. It is emerging as a home for many pharmaceutical and biotechnology companies.

<WE are ABIA

JoeMediciPRINCIPAL PLANNER


We know that the airline industry continues to evolve, and these changes affect every airport around the country, including ours. Doing business in the 21st century requires ABIA to be nimble in order to accommodate a fluctuating aviation industry. More global airline partnerships are being created, increasing profitability, maximizing convenience for passengers, and increasing their shares of U.S. passenger traffic. Mega-

hubs continue to emerge all over the world as well.

Austin-Bergstrom International Airport continues to develop initiatives to position itself appropriately and take advantage of potential growth opportunities.

In 2012, ABIA generated

revenue totaling $95,432,219,

a 6.6% increase from 2011

revenue of $89,513,044.

>6.6%

10,000,000 ——————————————————————————————————————————————————————————————————————

9,000,000 ——————————————————————————————————————————————————————————————————————

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7,000,000 ——————————————————————————————————————————————————————————————————————

6,000,000 ——————————————————————————————————————————————————————————————————————

5,000,000 ——————————————————————————————————————————————————————————————————————

4,000,000 ——————————————————————————————————————————————————————————————————————

3,000,000 ——————————————————————————————————————————————————————————————————————

2,000,000 ——————————————————————————————————————————————————————————————————————

1,000,000 ——————————————————————————————————————————————————————————————————————

0 ——————————————————————————————————————————————————————————————————————1981 1985 1989 1993 1997 2001 2005 2009 2011 2012

total austin passenger growth 5.5% Average Growth since 1981

CITY SCENES: South Congress “SoCo” District


To this end, ABIA will continue planning capital improvement projects to meet future demand and evolving carrier strategies.ABIA also continues to attract more new service. Not only have we added three more new nonstop flights, we added a new airline: AirTran. We also acquired a coveted nonstop route to DC’s Reagan National Airport. Openings to Reagan are very

limited, and early in 2012, U.S. Department of Transportation awarded one to Southwest Airlines at ABIA. We knew it was a perfect fit as Austin has important commercial and governmental connections with the nation’s capital.

ABIA has created a high percentage of revenue from such sources as parking, rental

Our 2013 total revenue is

projected to grow 5.39%

to $100,576,000, and

operating requirements

are projected to increase

to $86,610,928, up 9.6%.

>5.39%

100%

80

60

40

20

0

2006 2007 2008 2009 2010 2011 2012 (unaudited)

Non-Airline Revenue

Airline Revenue

47 474846

4853 5352

5452

airline revenue compared to non-airline revenue

47 4753 53


cars, and concessions. Because of this we are able keep costs reasonable for airlines to do business with us. That, of course, makes ABIA even more attractive for airlines.

The Airport features local fare at its concessions throughout the terminal, and this is an important – and delicious – contribution to the local economy. Area favorites like Salt Lick, Amy’s Ice Creams, Thundercloud Subs, Ruta Maya, Austin Java, Hill’s Café, Nuevo-Leon, and Saxon Pub are a few of the concessions at the Airport.

Operating

requirements

totaled $79,014,809,

up 3% from 2011

total expenses of

$76,570,465.

>3%

Revenues

O&M

10 year financial performance ($000)revenues and expenses

$100

90

80

70

60

50

40

30

20

10

0

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 (unaudited)

63,479 65,361 68,282 71,496 79,874 84,807 80,890 83,277 90,587 95,432

40,786 38,517 41,320 45,714 47,298 52,993 57,296 60,843 59,036 79,015

Non-Airline Revenue

Airline Revenue

revenue 2010 2011 2012 Landing Fees 18,762,381 19,402,479 18,863,991 Terminal Rent/Other 20,982,284 22,366,757 26,025,589

total airline revenue 39,744,665 41,769,236 44,889,580 Parking 25,201,028 27,854,382 31,028,654 Other Concessions 15,437,361 16,727,704 17,984,911 Other Rentals & Fees 2,462,688 2,994,955 1,418,778

total non airline rev 43,101,077 47,577,041 50,432,343 Interest Income 431,264 201,417 110,296 total reVenue 83,277,006 89,547,694 95,432,219 airline vs non-airline Airline Rev 48% 47% 47% Non-Airline Rev 52% 53% 53%


percent change in year over year passenger traffic

Austin-Bergstrom International Airport has been a self-supporting entity since 1972. ABIA generates revenue to cover operating costs and future improvements, and does not receive any general fund subsidy from the City of Austin. The airport has also

used airport-generated funds to pay all previously issued general obligation debt.

Austin-Bergstrom International Airport has maintained an ‘A’ rating from Standard & Poor on its revenue bonds.

12.0

10.0

8.0

6.0

4.0

2.0

0

<

Jan

5.7

Feb

9.8

Mar

9.9

Apr

3.1

May

11.7

Jun

4.9

Jul Jul

1.9

Aug Aug

4.7

Sep Sep

5.8

Oct Oct

3.0

Nov Nov

2.0

Dec Dec

1.5

Jan

2.0 2.0

Feb

8.0

6.0

Mar

3.0

-0.6Apr

7.0

May

1.5

6.5

Jun

3.5 3.5

4.5

2011 2012

WE are ABIA

MonicaCastilloACCOuNTANT

23Austin-Bergstrom International Airport A N N U A L S U S TA I N A B I L I T Y R E P O R T

<WE are ABIA

KeithClayHEAVY EQUIPMENT OPERATOR

80%

AUSTIN: Center of the “Golden Triangle”

AVERAGE DRIVE TIMES:

Austin > San Antonio 2 hrsAustin > Dallas/ Ft. Worth 3.5 hrsAustin > Houston 3 hrs

of Texas’ population lives within the triangle of Dallas, San Antonio and Houston.

Source: Chamber of Commerce


enVIronmental stewardshIp

Preserving our quality of life is a key value for us at ABIA, and we have many initiatives that reflect our environmental stewardship. Austin-Bergstrom International Airport is part of the Imagine Austin initiative, a collective community vision for the future. The Austin City Council adopted the initiative in 2012, and ABIA is an active partner in environmental initiatives.

S E C T I O N 4

e’ve reduced our carbon footprint significantly with Austin Energy’s

GreenChoice program, the nation’s most successful utility-sponsored and voluntary green-pricing energy program. With GreenChoice, subscribers buy energy produced from 100% renewable resources like wind power and methane gas from landfills.

Calendar Year (CY) 2012 GreenChoice reduced DOA estimated carbon emission by 8,500 metric CO2 equivalent tons (MTCO2e).

GreenChoice will reduce the ABIA terminal’s Scope 2 carbon emissions by 100%. Scope 2 emissions are associated with purchasing electricity from the grid. (Scope 1 emissions are those

that come from DOA sources like shuttle buses, tractors, boilers, etc.)

ABIA implemented a new landside recycling that is available for airport tenants, which strategically located eight recycling collection points in non-secure areas of the airport. Approximately 35 tons of recyclables were collected through this program.

Numerous Airport in-house recycling programs collected items such as light bulbs, batteries, tires, and the like.

More terminal tenants are diverting recyclables from their operations. Our terminal recycling program saw a 28% increase in CY12, from 184 tons to 256 tons.

W


Construction projects recycled 1,759 tons of material in CY12.

The brush composting program diverted 144 tons of brush.

A new solar array has been installed at the Ground Transportation Staging Area. The 74 kW system will offset 50% of GTSA power needs and generate approximately 91,000 kWhs. That’s enough power to support eight homes for one year. That makes total solar at the Airport 180 kW.

Guiding Principles

Grow as a compact and connected city

Integrate nature into the city

Provide paths to prosperity for all

Develop as an affordable and healthy community

Sustainably manage water, energy and our environmental resources

Think creatively and work together

Livable Mobile &Interconnected

Natural & Sustainable Educated ProsperousCreativeValues &

Respects People

CITY SCENES: Lady Bird Lake Hike & Bike Trail


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100% renewable energy used for electrical power to all airport buildings through Austin Energy’s GreenChoice®, generated by wind turbines.

water conserVatIon12 million gallons of drinking water saved in 2012 by using reclaimed water.

thermal energy storageChilled water is stored during off peak times for cooling the airport during peak afternoon hours, reducing electricity usage by 50%.

solar panelsAt the airport produce 250,000 kilowatt hours per year.

alternatIVe fuel statIonsAustin-Bergstrom International Airport has used alternative fuel in its airport parking shuttles since it opened in 1999. The airport offers propane and natural gas (CNG) to the general public as well as its airport vehicles.

recyclIngIn 2012, 4,160,000 lbs of materials were kept out of the landfill through airport recycling efforts.

compost We composted 288,720 lbs of airport brush and landscape materials in 2012. This was transported to the local Dillo DirtTM processing facility.

green hIltonThe Hilton Austin Airport Hotel is one of only three Green Seal certified hotels in Texas, having been awarded the Silver Level Achievement for Environmental Operational Commitment.

leed gold certIfIcatIon for new taxi staging area and driver facility (GTSA LEED)

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There have been numerous energy upgrades throughout the airport terminal and campus:

Twenty-four jet bridge PCAire units were upgraded with high efficiency systems, which save energy and maintenance costs. These provide air conditioning for aircraft while they are at the gate.

High efficiency LED lighting was installed throughout the terminal concourse, with an estimated savings of 217,000 kWh annually. That’s enough to power 18 homes for a year.

Since the Airport opened in 1999, the parking shuttle fleet has run on alternative fuel (propane). We are in the process of converting our shuttle fleet from propane to Compressed Natural Gas (CNG), a Texas-base fuel. We are well on our way to completing the process, with 21 of 25 shuttles running on CNG. The fleet will be complete in 2013.

ABIA was awarded a $115,000 grant from the Environmental Protection Agency (EPA) to assist airlines in acquiring 12 electric ground service vehicles. The electric vehicles replace 12 diesel powered tugs/belt loaders.

Carrie StefanelliENvIRONmENTALCOmPLIANCE SPECIALIST

<WE are ABIA


green InItIatIVes In constructIon

CY12 was a year of numerous construction projects that will start turning dirt or upgrading existing systems in 2013. These projects embraced sustainable design elements more than ever.

The project teams focused on saving energy and water, protecting trees, recycling, and implementing low impact site development practices such as pervious concrete, rain gardens, and vegetative filter strips.

Three of the projects will use the existing reclaimed water infrastructure, saving potable water for the community.

Energy efficient lighting incorporated into these projects will save an estimated 780,000 kWh annually, as opposed to using conventional lighting. That’s enough power for 65 homes.

The United States Green Building Council principles will guide the renovation of Human Resource/Planning & Engineering building and the CONRAC, reducing the overall environmental impact of the buildings.

Students show the art of recycling

Refrigerator doors were used as canvases

by high school students to express their

interpretations of the importance of recycling.

The refrigerators doors are part of an area

high school art contest initiated by Austin

Energy to promote the importance of recycling

inefficient refrigerators. Six winning doors

were featured at Austin-Bergstrom on the

lower level in baggage claim.

“At first I felt like a regular high school

artist and now I feel like I have a little more

exposure. It makes me feel more proud of my

art and I feel good that it contributes to my

community,” said Brittany Stamey, Akins High

School Student and refrigerator door artist.

“Having my artwork at the airport gives me

hope that I can make it in the world.”


customer and community Value

performance measures

EXTERNAL CUSTOMERS UNIT COMMENT 2009 2010 2011 2012

Overall customer satisfaction with the airport Ratings ASQ survey score / percent rating excellent (5’s) 4.36/48% 4.43/53% 4.38/49% 4.33/46%

Cleanliness of the terminal Ratings ASQ survey score / percent rating excellent (5’s) 4.48/58% 4.53/61% 4.46/57% 4.44/54%

Cleanliness of the restrooms Ratings ASQ survey score / percent rating excellent (5’s) 4.24/45% 4.32/48% 4.30/48% 4.26/46%

Helpfulness of the staff Ratings ASQ survey score / percent rating excellent (5’s) 4.32/50% 4.40/54% 4.39/55% 4.32/49%

Courtesy of security staff Ratings ASQ survey score / percent rating excellent (5’s) 4.23/48% 4.22/48% 4.17/47% 4.05/40%

MBE/WBE purchases New measures

Under $5000 Percent XX XX 7.09% 5.48%

Total purchases Dollars XX XX $148,557 $129,623

Passenger flights Number Total number of flights 93,092 94,406 95,880 97,324

Direct flights Number Includes both domestic and international 83 75 95 84

Non-stop domestic destinations Number 36 36 36 40

Average seats per flight Number 120 120 121 121

Total annual seats Number 11,160,768 11,253,270 11,553,540 11,764,648

Total passengers Number 8,439,501 8,777,856 9,080,875 9,317,561

INTERNAL CUSTOMERS UNIT COMMENT 2009 2010 2011 2012

Total Dept. of Aviation FTE’s 352 345 345 347

Injuries

Lost time injury rate Number Per the equivalent of 100 employees 1.29 0.66 2.88 0.32

Injuries reportable Number 61 61 51 58

Injuries with medical Number 20 14 10 25

Injuries with no medical Number 37 39 32 33

Sick hours utilized Number Per 1000 hours 29.85 29.10 28.47 25.84

Training hours per FTE Number Departmental Average 56.16 50.71 64 54

Employee satisfaction Rating Score from employee survey (changed survey type in 2011) 67 67 19 32

Diversity Dept. of Aviation employees only

Male to Female Percent 63% to 37% 63% to 37% 64% to 36% 65% to 35%

White Percent 38% 38% 39% 41%

Hispanic Percent 32% 32% 31% 29%

Black Percent 24% 24% 25% 25%

Asian Percent 5% 5% 4% 4%

Other Percent 1% 1% 1% 1%

Employee turnover rate Percent 9.47% 8.57% 4.59% 7.60%


operational excellence


OPERATIONS UNIT COMMENT 2009 2010 2011 2012

Annual aircraft operations Number Total takeoffs and landings 158,587 164,436 169,963 159,269

FOD - Pounds removed from Apron Number Pounds of FOD removed by staff (new measure) XX XX XX 789

Wildlife/Bird strikes Number 121 121 95 111

Deficiencies noted during daily 139 inspections Number 797 557 574 954

Deficiencies noted during 139 inspections Number 3 2 1 3

AOA warnings issued Number 0 0 0 2

Security responses with established time Percent 100% 100% 100% 100%

Security violations issued Number 61 45 71 41

Average wait times at security checkpoints Minutes

Morning Minutes Average week day, excluding holidays and special events XX XX 17 18

Afternoon Minutes Average week day, excluding holidays and special events XX XX 9 11

Number of ARFF responses Number 659 676 628 683

Average time of repairs – from call to completion Number New measure XX XX XX 17

EPAX per gate utilized Number Annual enplanements divided by number of gates used 180,466 189,787 180,986 186,510

Enplanements – Change over Prior Period Percent Growth or decline -11% 3% 6% 3%

Turns per gate – gate utilization Number Avg. number of departures per gate per day 5.34 5.36 5.91 5.5

Passenger boarding bridge Annual Cost

Reduce maintenance cost 5% $176,818 $198,833 137,013 $377,714

Airfield lighting Number 5% fixture failures on signage (number replaced) 313 345 212 612

People moving systems Percent Elevators 95% uptime (new measure) XX XX XX 94%

BHS conveying system Percent Carousels and Conveyors 95% uptime (new measure) XX XX XX 95%

PM Costs compared to total maintenance costs Dollars Measures effectiveness of PM Program (new measure) XX XX XX 21%

Ratio of productive hours to labor hours Percent Measures staff productivity (new measure) XX XX XX 41%

PM’s performed on fleet vehicles Number Number of PM’s performed (new measure 2011) XX XX XX 300

Cost per parking space

Cost per covered space Dollars $725.71 $753.38 $727.65 $730.68

Cost per space with busing operation Dollars $576.12 $561.01 $625.74 $515.46

Cost per space without busing or cover Dollars $751.60 $785.95 $732.81 $737.87


economic sustainability


FINANCIAL UNIT COMMENT 2009 2010 2011 2012

Passenger airline cost per enplanement Dollar $8.03 $8.16 $8.23 $8.32

Expenses (cost) per enplaned passenger Dollar Airport’s O&M cost per enplanement $13.80 $14.27 $13.96 $14.34

Credit rating Number A- A- A A

Revenue per enplanement Dollar $19.24 $19.53 $19.79 $20.44

Total non-airline revenue Dollar $45,154,720 $46,662,884 $47,760,334 $50,432,342

Non-airline revenue per passenger Dollar $5.04 $5.27 $5.29 $5.41

Non-airline revenue to airline ratio Percent 52% 54% 53% 53%

Parking revenue per passenger Dollar $3.00 $2.91 $3.10 $3.33

Concession revenue to airport Dollar $5,767,940 $7,845,107 $7,164,395 $7,794,464

Concession gross sales per square foot Dollar $762.02 $874.36 $985.41 $1,046.80

Security cost Dollar $9,382,443 $9,361,096 $7,974,943 $8,040,133

Security cost (percent of Total costs) Percent 16% 15% 12.63% 12.03%

ARFF cost Dollar Change over previous period (Benchmark Index, D) $5,018,029 $4,639,276 $5,125,511 $5,183,126

ARFF cost (percent of total) Percent Change over previous period (Benchmark Index, D) 9% 8% 8.12% 7.75%

ARFF cost per operation Dollar Change over previous period (Benchmark Index, D) $31.64 $28.21 $30.16 $32.54

ARFF salary and benefits cost Dollar $4,054,255 $4,262,447 $4,604,196 $4,670,572

Personnel expenses Dollar $25,563,738 $26,025,904 $27,465,037 $28,689,620

Repair and maintenance cost Dollar $14,634,780 $19,116,889 $1,781,613 $2,116,316

Total operating revenue Dollar $79,856,216 $83,277,006 $89,547,695 $95,205,000

Total parking and ground transportation revenue Dollar $25,588,448 $25,686,288 $28,415,684 $31,372,981

Off airport Dollar $799,568 $966,582 $1,187,990 $1,298,692

On airport Dollar $24,788,880 $24,719,706 $27,227,694 $30,074,289

Total operating revenue Pounds $5,632,500 $5,540,793 $5,759,298 $5,815,537

ENVIRONMENTAL UNIT COMMENT 2009 2010 2011 2012

Terminal utilities Terminal and central plant only

Electric kWh 21,762,586 21,269,226 23,269,215 22,715,146

Natural gas CCF 99,155 143,062 104,067 99,776

Water Gallons Includes terminal irrigation 34,516,200 31,863,700 30,838,280 25,303,100

Waste water Gallons 31,143,900 25,083,500 25,801,900 24,962,100

Campus utilities Includes terminal and central plant

Electric kWh 29,094,502 28,702,372 30,248,907 30,653,904

Natural gas CCF 139,339 188,972 151,076 144,421

Water Gallons 2009 Malfunction from water feature caused increase 77,870,400 55,849,100 71,924,220 50,877,800

Reclaimed water Gallons New – Irrigation and central plant only XX XX 1,955,600 11,818,400

Waste water Gallons 33,527,100 27,762,600 31,552,800 37,164,700

Electricity provided by Green Choice Percent New – % of total electric provided by alternative sources XX XX 26% 100%

De-icing operations

De-icing operations – aircraft Gallons Total diluted fluid used by airlines 5,947 14,146 18,849 4,305

Pavement de-icing – ground operations Gallons Total E-36 (gallons) applied by Dept. of Aviation 0 0 11,165 0

Pavement de-icing – ground operations Pounds Total NAAC (liquid) applied by Dept. of Aviation 550 500 5,115 0

Aircraft de-icing pond discharges to wastewater Gallons Discharged to City’s wastewater system (diluted) 682,049 4,083,514 2,337,168 386,512

Aircraft de-icer treated at wastewater plant Pounds 1,083 14,520 23,467 297

Waste management

Terminal waste to landfill Tons 1,660 1,746 1,949 2004

Terminal recycling Tons 170 184 184 256

Brush composting Tons 122 235 226 144

Light bulb recycling Pounds Pounds of crushed lamps 582 1,450 574 458

Light bulb recycling Number Number of whole lamps 1,522 4,167 480 282

Alkaline and rechargeable batteries Pounds 704 846 1,236 947

Electronic waste Pounds XX 2,843 8,448 4,241

Hazardous materials recycled

Vehicle batteries Number 71 69 40 140

Tires Number 140 811 161 301

Oils Gallons 730 880 850 546

Vehicle fuel usage

Gasoline Gallons 38,666 40,514 40,814 35,510

Ethanol (E85) Gallons 916 1,153 2,794 1,973

Biodiesel (B20) Gallons 8,287 16,281 16,534 25,654

Diesel Gallons 14,057 10,198 1,904 1,393

Propane Gallons 262,763 244,071 237,424 103,233

CNG Gallons XX XX 4,216 96,933

Large construction project demolition recycling Tons New measure XX 22,646 1,727 1,759

Carbon footprintMetric Tons

14,047 12,830 11,185 2,697

Carbon footprint reduction Percent Percent reduction year over year 6% 9% 13% 76%

Alternative fuel units

Mowers Number Propane mowers XX 13 17 13

Off-road units Number Propane and electric units XX 20 6 17

On-road units Number Propane and electric units (Includes buses for parking) XX 54 60 50

environmental Stewardship

perForMANCe MeASureS

33Austin-bergstrom international Airport A N N U A L S U S tA i N A b i L i t y r e p o r t

Acknowledgements Customers of Austin-Bergstrom International Airport Austin City CouncilLee Leffingwell, MayorSheryl Cole, Mayor Pro TemChris riley, Council MemberMike Martinez, Council MemberKathie tovo, Council Member Laura Morrison, Council Member bill Spelman, Council Member City ManagementMarc ott, City ManagerSue edwards, Assistant City Manager Austin Airport Advisory CommissionDale Murphy, Chair Steven Hart, Vice Chair D’Ann Johnson, Secretary ernest Saulmon George Farris James Kelsey rose Marie Klee Sustainability report TeamJim Halbrook, Public Information Program & Marketing ManagerSandy L. Stevens, Graphic Designer / Photographer

Sustainability report ContributorKane Carpenter, Environmental Conservation Program Manager City of Austin Aviation Dept. executive TeamJim Smith, Executive Directorpatti edwards, DirectorJamy KazanoffSusana CarbajalLiz HaranDave ArthurDonnell JanuaryShane Harbinsonpatricia Van burenGhizlane badawiStephanie tucker productioni2i Group Media DesignMary Jo pehlDan Herron photography

www.abia.org

Documents

2013 ABIA Sustainability Report