HAPTER - gta.igs.netkiddbatt/DOCS/growoshawa... · The air terminal buildings at Toronto Pearson are the result of a recently completed redevelopment program culminating in the com-pletion

6 PassengerTerm

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6C H A P T E R

PA S S E NG E RTE R M I NA L S

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of facilities and services. As such,the GTAA will be more activein influencing its business drivers.This will be reflected in changesto facility design assumptions andapproaches.

This chapter provides an overviewof existing passenger terminalfacilities and options for furtherdevelopment as demand increases.

6 . 2 C U R R E N T FA C I L I T I E S

The air terminal buildings atToronto Pearson are the result of arecently completed redevelopmentprogram culminating in the com-pletion of Stage 2 of Terminal 1.With the decommissioning ofTerminal 2 as of January 30, 2007,Toronto Pearson now operates twomain passenger terminals,Terminal 1 and Terminal 3 (seeFigure 6-1). Additional holdroomsand aircraft gates are provided atthe Terminal 1 and Terminal 3

Chapter 6 > PA S S E NG E R TE R M I NA L S

6.1

P A S S E N G E R T E R M I N A L S

Chapter 6

6 . 1 I N T R O D U C T I O N

Toronto Pearson InternationalAirport is the primary air trans-portation gateway for theGreater Toronto Area (GTA), thesouth-central Ontario region, andCanada as a whole. TorontoPearson is also one of the major airtransportation gateways to NorthAmerica. As managers and opera-tors of Toronto Pearson, theGTAA is required to provideappropriate passenger facilities toensure the safe and efficient trans-fer of passengers at a level of service that also contributes tothe economic growth of southernOntario.

It is for this reason that, since1996, the GTAA has invested sig-nificant time and resources inredeveloping the terminal areathrough the Airport DevelopmentProgram (ADP). With this workcomplete, Toronto Pearson is nowentering a new phase of planneddevelopment with a base onwhich it can build toward thecurrent site’s optimum capacity,currently estimated at approxi-mately 50 million passengersper year.

With this new phase in TorontoPearson’s development comes arevised approach to the planning

and the staging of the expansionand improvement of passenger ter-minal facilities. The ADP com-prised the wholesale replacementof existing facilities which were atthe end of their physical and eco-nomic life cycle. The GTAA willnow focus on incremental develop-ment aimed at bringing requiredcapacity online “just in time”while accommodating increasedopportunities for non-aeronauticalrevenue generation in the mostfinancially sustainable manner.

Toronto Pearson’s terminal develop-ment strategy is intended to allowphased expansion of facilities toaccommodate forecast growth indemand in a timely and cost-effec-tive manner. To ensure that facili-ties are used to their optimumcapacity before new facilities arebrought into service, developmentwill be timed based on definedfacility utilization rate targets.

The airline industry itself hasexperienced a radical rethink con-cerning how it does business. Asthe airline industry has evolvedto reflect the increasing“commoditization’’ of airtravel, so too must airportschange to reflect a movefrom a “utili ty” model toa more “business-based”approach to the provision


6.2

Satellites and at the InfieldTerminal (IFT).

The passenger terminal facilities atToronto Pearson currently have acombined total of 97 bridged gatesand 32 commuter aircraft posi-tions1. This results in a combinedcapacity of approximately 39 mil-lion enplaned and deplaned pas-sengers annually. Figure 6-1illustrates the location and extentof the existing terminals.

6.2.1 Terminal 1

Terminal 1 is the newest of thetwo main terminal facilities at

Toronto Pearson. Stage 1 of theterminal opened in April 2004with 14 bridged gates and ninecommuter aircraft positions, sup-plemented by an 11-gate InfieldTerminal (IFT). At that time,Terminal 1 accommodated AirCanada domestic and interna-tional operations along with itsStar Alliance international part-ners. Ten additional bridged gatesbecame operational in October2005 (for a total of 24), allowingsome international aircraft activityto be relocated from the IFT gatesto Terminal 1, as well as supple-menting domestic gating capacity.

Stage 2 of the Terminal 1 develop-ment became operational inJanuary 2007, providing full U.S.precleared passenger processingfacilities, additional baggagemakeup and claim capacity, and 25additional bridged gates on the ter-minal expansion known as Pier F/Hammerhead F. Two gates onHammerhead F were configuredto accommodate larger aircraftsuch as the Airbus A380. Each ofthese gates can connect twobridges to an A380-class aircraft,one to the main-deck door andone to either a second main-deckdoor or to an upper-deck door.

1 The GTAA defines two types of gates:• Bridged Gates – positions that have passenger boarding bridges (some of which will be able to accommodate regional jets).• Commuter Aircraft Positions – positions whose critical aircraft is a turbo prop or regional jet, which do not have passenger boarding bridges

and where passengers walk out to the aircraft.


6.3

The completion of Stage 2marked the end of the develop-ment defined within the ADP’sTerminal Develop ment Project,and allowed the closure ofTerminal 2 (see Section 6.2.3).Terminal 1 now accommodatesdomestic, transborder and interna-tional traffic and primarily servesStar Alliance carriers, along with afew unaligned charter and inter -national airlines.

Terminal 1 parking facilities werealso provided through theTerminal Development Project.This eight-level structure hasapproximately 9,000 parkingspaces. In its current form withapproximately 346,000 m2

(3,724,000 ft2) of operationalspace and with 49 bridged and24 commuter aircraft positions(including the Terminal 1Satellite), the terminal has a maxi-mum capacity of approximately21 million annual passengers. Ifthe Infield Terminal gates areincluded in the Terminal 1 inven-tory, this increases to approxi-mately 25 million annualpassengers.

Retail in Terminal 1 is comprisedof three distinct programs thateffectively service each sector post-security. The full program consistsof more than 64 retail concepts,including three duty-free loca-tions, 35 food and beverage con-cepts, 14 specialty and serviceretail concepts and 12 news,books and music locations. Foodand beverage, as well as news,books and music stores, arelocated in every sector. Specialtyretail is predominantly located inthe domestic sector while duty-free is exclusive to trans borderand international areas.

6.2.2 Terminal 1 Satellite

The Terminal 1 Satellite located atthe east edge of the apron and for-merly associated with Terminal 2,continues to accommodate someStar Alliance transborder com-muter aircraft operations, however,approximately 30 per cent of thetransborder regional jet activityformerly allocated to this facilityis now assigned to gates onTerminal 1. Passengers still usingthe satellite facility travel by

bus from Terminal 1, using thebus stations at Node F and on theeastern face of the Satellite.

With the closing of Terminal 2,transborder commuter aircraftpositions accessed from the eastend of Terminal 2 were deacti-vated. To accommodate this traf-fic, and the additional transbordercommuter traffic expected to betransferred from Terminal 3, covered walkways were added toeach end of the Terminal 1Satellite building to allow accessto seven additional commuter air-craft positions, bringing the totalnumber of positions to 15.

6.2.3 Terminal 2

With the completion of Stage 2of the Terminal Development Pro -ject and the transfer of Terminal 2transborder traffic to Terminal 1 asof January 30, 2007, Terminal 2was officially closed. The demo -lition process, that began whendomestic operations were re -assigned to Piers D and E ofTerminal 1, resumed in April2007. The Terminal 2 ParkingGarage has been temporarily con-verted for use as an employee park-ing facility pending completion ofnew facilities in Area 6B across

Terminal 1

Former Terminal 2


6.4

Airport Road. In 2006, its last fullyear of operation, Terminal 2 han-dled approximately 5.2 millionenplaned and deplaned transborderpassengers. Terminal 1 now handles all of this traffic.

6.2.4 Terminal 3

When it opened in 1991,Terminal 3 was the first major air-port facility to be financed andoperated by the private sectorunder a lease agreement withTransport Canada. The facility

was acquired by the GTAA inMay 1997.

The terminal has undergone anumber of significant upgradesand expansion projects since itsopening. With the relocation ofadjacent airline and airport


6.5

support functions as well as cargofacilities to the Infield, expansionon the east side of the easternmostpier (Pier C) was undertakenadding six additional bridged gatesand holdrooms. The expandedHammerhead C includes twogates which can be modified toaccommodate larger aircraft suchas the Airbus A380.

The parking garage was alsoexpanded, increasing its capacityto about 4,200 spaces, of which3,500 are available for publicparking. More recently, the mainprocessor has been extended toprovide more check-in, securityscreening, inspection services andbaggage handling capacity.

Terminal 3 currently has a grossfloor area of approximately159,000 m2 (1,710,000 ft2),including the Terminal 3 Satellite,and has a total of 37 bridged gatesand eight commuter aircraft posi-tions, including five bridged andfive commuter positions on theTerminal 3 Satellite.

In 2007, the principal air carriersoperating out of the terminalinclude WestJet, oneworld allianceairlines and SkyTeam alliance air-lines. Canadian charter carriersSkyservice and Air Transat alsoprovide service out of Terminal 3to a number of leisure destinationsthat vary by season.

The terminal has the capacity toprocess approximately 14 millionpassengers annually. In 2006,Terminal 3 handled approximately11.3 million enplaned and de -planed passengers. Of these,29 per cent were domestic, 33 percent were transborder, and 38 percent were international.

The retail program in Terminal 3is spread out across the building tomeet the needs of every passengersector. The Terminal 3 retail pro-gram is comprised of more than64 retail concepts consisting of sixduty-free locations, 24 food andbeverage concepts, 24 specialty andservice retail concepts and 10news, books and music locations.

While every sector has exposureto retail, the current program ispredominantly pre-security andmakes up the Retail Court. TheRetail Court is a cluster of shopswith merchandise ranging fromfood, leather goods, books, jewelryand clothing. Once post-security,Terminal 3 offers some limitedretail opportunities includingduty-free, news, books and food concepts, as well as limited spe-cialty retail.

6.2.5 Infield Terminal

The Infield Terminal (IFT) wasconstructed to provide interimgating capacity during the phasedconstruction of Terminal 1. Thefirst two gates became operationalin June 2002, with the remaining

Terminal 3 and Terminal 3 Satellite


6.6

nine gates opening the followingyear. (The final three gates openedin July 2003, bringing the totalavailable to 11.)

Prior to the final closure of theoriginal Terminal 1, increasingnumbers of international flightsoperated by airlines assigned tothat building were gated at theIFT, with transportation betweenthe two buildings provided onbusses specially designed for air-side use. Upon the opening of

new Terminal 1, the IFT continuedto serve this function, with bussestravelling between the IFT andbus stations at Node E of the newTerminal.

When additional gates becameavailable on Terminal 1 inOctober 2005, some long-haulinternational flights were reas-signed to the gates on Pier E andon the gates between Piers E andF, reducing the need to transportpassengers between the two buildings by bus.

Pier F and Hammerhead F arecapable of accommodating allinternational flights until utiliza-tion thresholds trigger construc-tion of additional Terminal 1 gates.Hence, the IFT has been closed,with provisions made for quickrecall to service should it berequired to accommodate seasonalor overflow demand and to providecapacity during future terminalbuilding construction.

6 . 3 D E M A N D / CA PA C I T YA N A LY S I S

6.3.1 Introduction

In order to determine what facili-ties will be required during thetime horizon of this Master Plan,the demand forecasts for the plan-ning period were converted intofacility requirements and thencompared to the capacities of eachof the terminal facilities. The cur-rent Terminal facilities are sum -marized in Table 6-1. Any futurerequirements not accommodatedby the existing facilities will formthe basis of a business case for further development.

The starting point for the analysisinvolves considering the Terminal 3requirements associated with air-lines currently operating at

Infield Terminal (IFT) and North ASDE Tower


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Terminal 3. As Terminal 3 hasbeen expanded to the maximumcapability of its site, this terminalis expected to reach its practicalcapacity before Terminal 1 does.By determining when this willoccur, a strategy for reallocatingtraffic can be developed. The traf-fic to be transferred will then formpart of the requirements for theexpansion of Terminal 1 alongwith the natural growth of carriersoperating out of Terminal 1.

To assist in a traffic allocationstrategy, a set of Air CarrierTerminal Allocation Principleswere developed. These principlesacted as a guide in selecting trafficto be reallocated from Terminal 3to Terminal 1 as Terminal 3reaches its practical capacity. Theyinclude:• Ensuring optimum utilization

of facilities (based on averageannual passengers per gate).

• Balancing facility demandagainst capacity.

• Accommodating all operationsof each carrier within the same terminal.

• Accommodating all operations ofmember airlines of each airlinealliance within the same terminal.

• Matching facility requirementsassociated with connecting versusOrigin/Destination traffic withterminal flow characteristics.

• Meeting level of service expecta-tions/standards.

• Matching carriers to retail/ concessions and other amenities.

• Giving consideration to carriers’

economic contributions to theGTAA and surrounding region.

The demand/capacity analysisfocuses on several key areas:• gates (number of gates by facility

and sector)• check-in processors• government inspection services

(including both Canadian andU.S. Customs and Immigration)

• pre-board security screening• baggage systems (system through-

put as well as inbound and out-bound induction and displaydevices).

C U R R E N T FA C I L I T I E S

Aircraft Gate Facilities Total Airport T1* T3** IFTBridged Gates 97 49 37 11Commuter Positions 32 24 8 0Transborder Passenger Departures Facilities Total Airport T1 T3 IFTCheck-in Counter Positions (All Functions) 145 74 71 0Common Use Kiosks 74 64 10 0U.S. Customs and Border Protection Counters 56 34 22 0Registered Traveller Kiosks 6 4 2Canadian Air Transport Security Authority Security Lanes 19 12 7 0Domestic/International Passenger Departure Facilities Total Airport T1 T3 IFTCheck-in Counter Positions (All Functions) 291 144 147 0Common Use Kiosks 48 30 18 0Canadian Air Transport Security Authority Security Lanes 42 25 17 0Transborder/International Arrivals Facilities Total Airport T1 T3 IFTCanadian Border Services Primary Inspection Line Counters 60 36 24* 0* Includes T1 Satellite** Includes T3 Satellite

TA B L E 6 - 1

Terminal 3 – Evening View


6.8

Sections 6.3.2–6.3.3 outline therequirements based upon thisanalysis. Terminal 3 is consideredfirst as it will reach capacity firstand thus the reallocation of someof its traffic will form a portion ofthe Terminal 1 demand.

The key time horizons consideredare medium term (2015) and longterm (2025).

6.3.2 Terminal 3

GatingAs demand for gates builds inTerminal 3, usage of theTerminal 3 Satellite will increaseuntil an overall target level of gateutilization is achieved. As this tar-get approaches, flights that cannotbe accommodated at the facilitywill be gated at the IFT. Passengersassociated with these flights wouldbe processed at Terminal 3 andbussed to and from the IFT. It isanticipated that this will start tooccur around 2010/2011.

As traffic continues to build,demand will approach the facility’scombined Terminal 3/IFT gatingcapacity. It is anticipated that

some carriers may have to bemoved to Terminal 1 prior to2015. Based on the allocationprinciples identified above, themost likely candidates will be partof an airline alliance providinginternational and transborder services. These reallocations willcreate sufficient available capacityto accommodate the growth of theremaining Terminal 3 carriersthrough to 2025. In addition, theGTAA will be converting the areacurrently occupied by Air CanadaHangar “A” to aircraft apron associated with Terminal 3.

Check-In FacilitiesBoth Terminal 1 and Terminal 3are equipped with common-usesystems for check-in includingself-service kiosks. These systemsprovide standard hardware andfront-end software for all airlineswhich enables access to airline- specific reservations systems. Thisallows more flexible allocation ofcheck-in facilities, facilitatingmore efficient use of space in thedepartures halls in both terminals.

Technological change is causing amajor shift in the check-in processfor most airlines, with self-serve

check-in kiosks and off-airportinternet check-in accounting foran increasingly significant percent-age of boarding pass procurementby passengers. As passengers takeon increasing responsibility for thecheck-in process, most traditionalfull-service check-in counters willfunction as or be replaced by baggage weighing and tagging sta-tions. This should provide a highercapacity per unit than conven-tional counters. The challengefrom a planning perspective is todetermine how these newprocesses will impact terminalrequirements in the longer term.As such, the impact on facilityrequirements from these emergingprocess changes is still largely un -known, thus conventional check-in counter requirements have beenused as the basis for this analysis.

To support this evolution in pro-cessing, the new generation of self-service kiosks now being installedincorporate document scanningtechnology that will allow moreefficient validation of compatiblepassports or alternate travel docu-ments. Recent developmentsincluding the incorporation of

Terminal 3 Departures Hall

Terminal 3 Check-in Facilities


6.9

baggage tag printing may alsoimpact on check-in counterrequirements.

The analysis illustrates that asTerminal 3 approaches the point atwhich it is constrained by its gatecapacity, the demand for check-incounters (conventional) is alsoapproaching the capacity of theexisting inventory. However, theincrease in demand for check-infacility space is anticipated to betempered as the check-in processbecomes more efficient and moreof the process is carried out off-site. As such, in both 2015 and2025, ample capacity is expectedto meet the forecast demand.

Pre-Board Security Screening The consequent security responsesto events of September 11, 2001and other threats have had a majorimpact on various functionswithin the passenger terminals. Inparticular, the implementation ofmore stringent pre-board security(PBS) screening procedures greatlyreduced the anticipated capacity ofpassenger security inspection areasin the existing terminals. Actual

throughput rates fell from morethan 250 passengers per hour perlane to, at worst, less than 100 pas-sengers per hour per lane. Sinceterminal design criteria assumedrates of 200-250 passengers perhour per lane, this necessitatedexpansion of certain securityscreen ing areas in the existing terminals to allow for more lanes.Current throughput has recoveredto approximately 100-120 passen-gers per hour per lane, with effortscontinuing to increase efficiencythrough the optimization ofscreening processes. Within thiscontext, passenger demand isexpected to reach the capacity ofTerminal 3’s passenger PBS systemabout the same time as theTerminal 3 gate system. With theprojected relocation of Terminal 3carriers to Terminal 1, sufficientcapacity will become available toaccommodate growth past 2025.

Government Inspection Services(Canadian and American)Processing requirements in bothCanadian and U.S. InspectionServices have become more com-plex and time consuming.

However, the introduction of newtechnologies (NEXUS biometricidentification kiosks and “E-PIL”)could not only offset increasedprocessing times, but possiblyincrease overall throughput ca -pacity of existing Canadian BorderServices Agency (CBSA) and U.S.Customs and Border Protection(U.S. CBP) facilities.

Demand/capacity analysis indi-cates that U.S. CBP will reachcapacity around 2015. However,CBSA facilities are anticipated tobecome the constraining system,reaching capacity prior to 2015.The move of an airline alliance toTerminal 1 prior to 2015 willresult in sufficient available U.S.CBP and CBSA capacity toaccom modate growth inTerminal 3 past 2025.

Baggage FacilitiesFollowing September 11, 2001,the Canadian government man-dated the implementation ofmulti-level security screening of allchecked baggage, including bag-gage on domestic flights. Thisrequired significant modificationsto existing Terminal 3 outboundbaggage systems and incorporationof Hold Bag Screening provisionsin new and expanded Terminal 3baggage systems.

Terminal 3 Departure Hall and Retail Court Entrance

Terminal 3 Retail Concession


6.10

The constraining element of theTerminal 3 baggage system is fore-cast to be the outbound baggagedevices. Capacity/demand analysishas indicated that the outboundinternational baggage devices willreach their capacity prior to 2015.This would therefore contribute tothe need to move carriers toTerminal 1 prior to 2015.

However, as airline business mod-els evolve to view passenger bag-gage as a business opportunity, theimplementation of additionalcharges to check baggage maychange passenger behaviour andthe number of checked bags perpassenger may decline from his-torical rates. This would have theeffect of delaying the time whenthe system reaches capacity.

Concessions FacilitiesOpportunities for non-aeronauticalrevenue generation will be fullyexplored in future expansion, andrenovation projects will incorpo-rate retail space allocation duringthe planning and design phases.

Current best-practices and trendsindicate that the Retail Court lay-out at Terminal 3 is no longer

appropriate and that retail offer-ings should be relocated so themajority of locations are post-security. New post-security retailwill be clustered and feature anabundance and variety of shops inan area (or areas) where there isthe greatest potential for passengerexposure and dwell time. Ideally,passengers would be “funneled”into and through retail on theirway to the gates, to provide fullaccess to services and amenities.

Careful consideration will also begiven to the impact on conces-sions of gates which are used formore than one sector and hencehave restrictions on passengerflows. These “swing gates” canincrease or decrease the amount ofaccessible retail to passengers at a

moment’s notice, resulting in dramatic reductions in sales andrevenue at affected concessions.

Terminal 3 SummaryDemand/capacity analysis indi-cates that aircraft demand can beaccommodated up until 2015 byusing IFT gates. However, as aresult of constraints on certainpassenger processors and baggagefacilities, a move of someTerminal 3 traffic to Terminal 1will be required prior to 2015.This may occur in stages between2010 and 2015. After this traffictransfer, sufficient capacity will beavailable in Terminal 3 to accom-modate forecast growth past 2025.

6.3.3 Terminal 1

GatingDemand/capacity analysis forTerminal 1 is driven by both thegrowth in its current carriers, pre-dominately Air Canada and itsStar Alliance partners, and by theprojected reallocation of sometraffic from Terminal 3 toTerminal 1 prior to 2015.

Terminal 1 facilities, including theapron around the future Pier G

Terminal 1 and Apron Control Tower

Terminal 1 Check-in Facilities


6.11

provided as part of the post-ADPwork (described in Section 6.4.2),are anticipated to accommodateTerminal 1 gating requirementsuntil future additional facilitiesbecome operational. Current forecasts show a requirement foradditional gate capacity by 2014.This requirement will be metthrough provision of Pier G witha minimum of 22 bridged gatesbased upon forecast demand. Thiswill increase passenger processingcapacity by approximately 7-8mil lion enplaned and deplanedpassengers annually.

Beyond 2015, growth forecastsindicate a requirement for addi-tional capacity beyond Pier G.This requirement will be fulfilledby additional pier development.Although conceptually conceivedas Piers H and I, these conceptswill be reviewed to ensure theircontinued viability.

Check-In FacilitiesAs in Terminal 3, the impact ofnew technologies and newapproaches to the check-in processmakes the assessment of future

check-in facility requirements dif-ficult. By analyzing the facilityrequirements based upon a con-ventional check-in process, an esti-mate of requirements can bemade. Based on this approach,current facilities will be adequateto accommodate traffic until theopening of Pier G. Ultimately,decisions regarding additionalcheck-in facilities associated withpost-Pier G development willneed to be made closer to the con-struction phase when there is aclearer picture of how check-inprocesses will evolve.

Pre-Board Security Screening With the dramatic increase in pro-cessing time described in Section6.3.2, one of the issues that willhave to be dealt with in Terminal1 prior to the next phase of devel-opment is pre-board security(PBS) screening capacity. Basedupon current processing rates, thedomestic and international PBSportals will be capable of accom-modating the growth in trafficuntil the opening of Pier G.However, assuming current pro-cessing rates, the transborder PBS

facilities are anticipated to reachcapacity prior to this time. As thephysical location and layout of thecurrent transborder PBS precludessignificant increases in capacity, itis this facility that will require themost innovative solutions.

The shortage in Terminal 1 transborder PBS capacity will beresolved through provision of newoutbound transborder facilitiescoincidental with or prior to theopening of Pier G around 2014(see below).

Government Inspection Services(Canadian and American)The capacity/demand analysis,based upon today’s processingrates, indicates that there is amplecapacity in the U.S. Customs andBorder Protection (CBP) facilityto accommodate demand past2020. However, other factors, in -cluding the limited space availablefor U.S. departures pre-boardsecurity screening, will requireeventual relocation of U.S. CBPto Node G.

Existing Canadian Border ServicesAgency (CBSA) facilities canaccommodate forecast growth upto the opening of Pier G. With theopening of Pier G, an additionalPrimary Inspection Line (PIL)facility with over 30 positions will

Terminal 1 Holdrooms, Pier F Hammerhead

Terminal 1 Domestic Baggage Claim


6.12

be required. This facility would beused as a dedicated transborderPIL making the existing CBSAfacilities available for dedicatedinternational traffic. Both facilitieswill accommodate forecast growthin traffic to beyond 2025.

Baggage FacilitiesWhile the original design of theTerminal 1 baggage systems pre-dated the requirement for screen-ing of all checked baggage, theinternational and transborder sys-tems included general provisionfor the introduction of in-linescreening equipment. However, arequirement for screening of alldomestic checked baggage was notanticipated. Significant alterationswere required to all systems tocomply with the government legislation in this area.

Based on current processing rates,and barring any unforeseenchanges in regulation, it is antici-pated that the current baggage sys-tem within Terminal 1 shouldprovide acceptable levels of servicein the domestic and internationalsectors until the opening of Pier Gin 2014. However, the transbordersystem is expected to approachcapacity based on forecast growthand the projected transfer of someairlines from Terminal 3. As such,

it is anticipated that Pier G willrequire a transborder baggage sys-tem at some point in the future, ifnot upon its opening.

The requirement for baggagecapacity for Pier G will be drivenby the trend in the number ofchecked bags per passenger as aresult of evolving travel patternsand potential changes in airlinebusiness models.

Concessions FacilitiesIn Terminal 1, the domestic sectoris well served through effectiveretail clustering in Hammerhead Eand the growing cluster in Node F.Further expansion of the retailprogram for international passen-gers will relate to location oppor-tunities to focus or funnelpassenger flows.

Transborder passengers will beprovided additional retail oppor-tunities post-security as part of thePier G development. This will alsobe in a clustered format.

The Transborder sector is currentlyimpacted by the requirement toaccommodate non-Transbordertraffic at Node F which means thatTransborder passengers would nothave access to the retail in this areaduring certain times. As such,future clusters will be located tominimize exposure to such“swing” gates.

Limited additional pre-securityretail is also currently planned forthe Pier G project.

Terminal 1 SummaryThe Terminal 1 demand/capacityanalysis has been driven by both

the traffic growth of the Terminal1 carriers, as well as the projectedreallocation of some transborderand international traffic fromTerminal 3 to Terminal 1 leadingup to the opening of Pier G.Accom modation of gating demandprior to the opening of Pier G mayrequire the use of the IFT as wellas some off-gate operations duringpeak periods.

Passenger processing facilities areforecast to accommodate trafficgrowth until the opening ofPier G, however, transborder PBSwill require some innovativeapproaches to ensure reasonablelevels of service.

With the opening of Pier G, addi-tional check-in, PBS, and CBSAfacilities are required to supportthe additional gate capacity.

It is anticipated that additionalbaggage systems may be requiredcoincidental with the opening ofPier G. However, when they willbe required and the size of bag-gage systems associated with bothPier G and post-Pier G develop-ments requires further study.

6 . 4 T E R M I N A LD E V E LO P M E N T

6.4.1 Scope

With the completion of Stage 2 ofTerminal 1 (including Pier F,Hammerhead F and gates on themain building east of Pier F), theTerminal Development Projecthas come to an end, setting theframework for the ultimate devel-

Terminal 1 Retail Concessions


6.13

op ment of the Toronto Pearsonsite. However, to achieve the site’soptimal capacity, and to ensurebalanced capacity of airside, termi-nal and groundside systems, sig-nificant terminal development isstill required.

The current pause in constructionactivity has afforded the GTAAthe opportunity to re-evaluate the remaining terminal area develop-ment, in particular Pier G. Theaim of this effort is to ensure thatthe design concept originally con-ceived and outlined in the previ-ous Master Plan – a horseshoeprocessor with multiple piers –was still optimal. This was doneduring the spring and summer of2006 when a study was carriedout to assess a broad range ofalternative design concepts for theremaining development. Thescope of the study was limited tothe parcel of land to the east ofthe current Terminal 1 structure,which had been identified andreserved for additional terminaldevelopment in the previousMaster Plan.

From this study, it was determinedthat the concept for the ultimatebuild out of Terminal 1 identifiedin the previous Master Plan wasstill valid.

Potential future development atTerminal 3 is much more limitedin scope. With a lack of spaceavailable for further development,capacity improvements will focuson facility optimization andprocess improvements, particularlyin the case of passenger and

baggage processing, with limiteddevelopment of new facilities.Increases in gating capacity willcome through increased utilizationof existing facilities, densificationof existing gates and developmentof the reclaimed Hangar “A” areaas active terminal apron.

6.4.2 Post Airport DevelopmentProgram (ADP)

The immediate next stage inToronto Pearson’s development isthe phased construction of apronparking in the area of the soon-to-be demolished Terminal 2 and itsparking garage by the beginningof 2009. The extent of the apronto be constructed is illustrated inFigure 6-6.

6.4.3 Terminal 1 Pier G

The next phase of terminal capacityexpansion will be the furtherdevelopment of Terminal 1. This iscurrently projected to be requiredby 2014 and will involve construc-tion of an additional pier (Pier G)and may include some limitedexpansion at the east end of themain processor building.

A new approach to operatingTerminal 1 is being consideredwith the planned addition ofPier G into the Terminal 1 inven-tory. Prior to this point, bothPiers E and F have handled a mixof sectors. For example, Hammer -head F has been operated as aninternational facility, while theneck of the Pier has accommo-dated transborder operations.

Once Pier G opens, with somefacility modifications, it would bepossible to accommodate domesticgrowth on Pier F gates andaccommodate international trafficfurther down the pier.

Allowing domestic flights onPier F will displace transborderdemand to Pier G, allowing it tooperate as a pure transborder pier.Pier F would also remain availableto transborder flights during peaktransborder periods. Although thismay require facility alterations inPier F, it has the benefit of reducingthe required number of additionalgates associated with Pier G byincreasing the utilization of Pier Fgates. Pier G may also be sized toaccommodate the trans bordercommuter aircraft currently oper-ating out of the Terminal 1Satellite.

One of the key drivers of the com-plexity, and thus cost, of Pier G isthe physical separation requiredbetween the arriving and departingtransborder passengers. Changes inU.S. regulations regarding in- transit operations at U.S. airportssince September 11, 2001 requirethat all international passengersarriving in the U.S. be cleared byU.S. CBP at their point of entry.This results in all passengers who

Terminal 1 Retail Concessions


6.14

historically could transfer throughthe U.S. on their way to Torontowithout seeing a U.S. CBP officer,having to clear at their connectingU.S. airport. This combined withthe U.S. Pre clearance operation atToronto Pearson means that allpassengers within a transbordersecure area have now cleared U.S.CBP. For this reason, the U.S.

Government has given permissionto mix arriving and departingtransborder passengers within onearea without segregation. TheGTAA is currently working withTransport Canada and CBSA toobtain permission to mix thesepassenger flows. With this permis-sion, the cost of constructing thepier could be greatly reduced by,for example, eliminating the need

for a mezzanine level and the asso-ciated vertical circulation (currently designed on the outsideof the structure).

With Pier G being a single sectortransborder pier, and other trans-border activity limited to Pier F,there would be a shift in trans -border activity eastward within theexisting processor. In the longer


6.15

term, this would become evenmore pronounced as transbordergrowth in Terminal 1 is accommo-dated to the east of Pier G.

In order to simplify passengerflows and to ensure minimumpossible passenger travel times, relocation of transborder passenger

processing facilities would be prudent. This would result in anew outbound transborder facility consisting of a check-in areaapproach ing 100 processors, aPBS area2 with approximately20 positions, and a U.S. CBP areawith over 40 positions adjacent toPier G.

In addition to being prudentfrom a passenger flow perspective,this move would provide anopportunity to repatriate the current trans border processingfacilities for use as domestic/ international passenger processingand provide additional concen-trated concession opportunities.

2 The PBS area would be located prior to U.S. CBP in compliance with up-to-date U.S. CBP design standards.


6.16

The detailed design of Pier G willtake place commencing in 2008.

6.4.4 Terminal 1 Piers H and I

In the longer term, additionalfacilities are anticipated to berequired associated withTerminal 1. The currently forecasttarget year for such expansion is2020 and will be accomplishedthrough the addition of Pier H.The requirements for these facili-ties will be driven not only by thegrowth in Terminal 1, but also bya further relocation of additionalcarriers from Terminal 3 as it onceagain approaches capacity.

Although the concept for this pierrequires validation, the currentconcept is for Pier H to beattached to the main processor. The processor itself may requiresome expansion that could incor-porate or be positioned around ahotel development.

The last phase of development forTerminal 1, Pier I, was originallyidentified in the previous MasterPlan as a smaller commuter pier.Due to the extremely long walkingdistances, particularly for connect-ing traffic, this requirement hasbeen incorporated into the planfor Pier G. Hence, the concept forthe area originally slated for Pier “I”requires further review.

In its ultimate configuration,Toronto Pearson will consist ofapproximately 157 bridged gatesand 32 commuter aircraft posi-tions, for an equivalent gate countof 173. This corresponds to apractical capacity of 54 millionpassengers per year at an accept-able level of service. This is in balance with the maximum airsidecapacity of the six-runway systemand would reflect some additionalcapacity within the terminal sys-tem to absorb passenger conges-tion in the buildings associatedwith peak activity periods and theimpacts of potential airside delays.


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6 . 5 T E R M I N A L U T I L I Z AT I O NF O R E C A S T

Timing of the provision of addi-tional terminal facilities will bebased upon a just-in-timeapproach to ensure optimal use ofexisting facilities before new facili-ties are built. This approach usesforecast gate utilization rates as thetrigger for the addition of capacityto the operational inventory. A

gate utilization target of 350,000annual passengers per equivalentgate3 across the Airport has histor-ically been proven to be a realisticutilization rate which reflects abalance between demand patternsand level of service.

Figure 6-9 illustrates this concept,and identifies the forecast time-frames for the major facilityexpansions. The blue band identi-fies the target utilization rate withan upper and lower control limit.

As the Airport average utilization(seen in gray) rises to the top ofthe target band, additional facili-ties are required to maintain effi-cient operations and acceptablelevels of service. By monitoringthe utilization, the timings of eachof the facility elements can beadjusted to ensure that additionalcapacity is being brought onlinewhen it is needed, and not before.

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Forecast Gate Utilization

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IFT gates moved to T3inventories Pier H/I openPier G opens

3 The intent of the Equivalent Gate metric is to reflect the lower utilization of the RJ and turboprop gates. An “Equivalent Gate” is defined asone bridged gate of any gauge, or two commuter aircraft positions.

Documents

HAPTER - gta.igs.netkiddbatt/DOCS/growoshawa... · The air terminal buildings at Toronto Pearson are the result of a recently completed redevelopment program culminating in the com-pletion