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INtroductIoN 3
GoverNaNce aNd accouNtabIlIty 4
StrateGIc coNtext Mandate & vision 6 business and Planning Framework 7 brand Promise 8 yyc logo Story 9 corporate values 10 balancing Interests and Issues 12 creating the Passenger experience 13 Key business characteristics & Principles 14 Facts and Figures 18 calgary International airport role Statement 20 calgary International airport land use Plan 21 airport vicinity Protection area 22 Springbank airport role Statement & land use Plan 23
PlaNNING FraMeworK economic outlook 24 calgary economic region 25 Industry outlook 26 two Major Infrastructure Projects 28 objectives & Strategies 31 risk assessment 32 Performance Measurement 33 Summary Statement 34
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calGary INterNatIoNal aIrPort
SPrINGbaNK aIrPort
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2009-2013 Strategic operating Plan | 3
INtroductIoN the calgary airport authority was incorporated in 1990 under the regional airports authorities act of alberta. Simply stated, our mandate is to operate and develop the calgary International and Springbank airports. both airports are operated under long-term lease from the Government of canada; calgary International since July 1992 and Springbank since october 1997.
calgary International airport is alberta’s premier air passenger and cargo gateway and is a major contributor to the prosperity of the calgary region with a total GdP impact of $6 billion. on-airport industries directly employ 15,000 people. we are committed to maintaining our industry leading position as a high service – low operating cost provider of airport facilities and services.
over $1 billion has been invested since 1992 to renovate and expand airport infrastructure and a further $3 billion investment is currently forecast over the next 10 years to meet the needs of our trading region. all costs of operating and expanding airport infrastructure must be recovered from the users of airport facilities. In addition, we have paid over $300 million in federal airport rent since 1992 and an additional rent burden estimated at $600 million will be incurred over the next 15 year period. these requirements will stress the economic framework that exists today and represent our major challenge going forward.
It is important to note that infrastructure investment projections are predicated on medium case traffic projections and underlying economic factors. the most significant investment decisions will not be required until the fall of 2010 at the earliest. the authority can, and will, defer future infrastructure investments if they are not supported by economic fundamentals.
we extend our sincere appreciation to our airport authority staff, volunteers and board of directors, whose contributions have made the journey to date so successful.
Garth F. atkinson Peter c. wallisPresident & chief executive officer board chair
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4 | calgary airport authority
GoverNaNce & accouNtabIlIty
the governance and accountability processes of the calgary airport authority are structured to promote the purposes and business of the authority as set forth in the regional airports authorities act.
the directors and officers of the authority are bound to a duty of care which is set forth in the regional airports authorities act as follows:
“a director or officer of an authority, in exercising his powers and performing his duties, shall
(a) act honestly, in good faith and with a view to the best interests of the authority,
(b) exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances, and
(c) comply with the articles and by-laws of the authority.”
the objectives of the authority board of directors are as follows:
i. to adopt a strategic plan for the corporation and regularly monitor progress towards the achievement of that plan, updating the plan when appropriate;
ii. to understand the principal risks which the corporation faces and ensure the corporation is adequately protected against those risks;
iii. to appoint qualified senior management to direct the business of the corporation, ensure training is available for current and prospective senior management, regularly assess the performance of senior management and provide for succession;
iv. to ensure there are effective communication processes in place to allow the corporation to communicate effectively with and receive feedback from its stakeholders; and
v. to ensure there are effective internal controls and financial reporting systems to ensure the corporation’s finances are protected and the corporation’s financial reports may be relied upon with confidence as to their integrity and accuracy.
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VICE PRESIDENT
OPERATIONS
BERNIE HUMPHRIES
VICE PRESIDENT
FINANCE & CFO
FRANK JAKOWSKI
VICE PRESIDENT & CHIEF
COMMERCIAL OFFICER
STEPHAN POIRIER
LONG-RANGE
PLANNING COMMITTEE
OF THE CALGARY
CHAMBER OF COMMERCE
(ELEVEN MEMBERS)
THE CITY OF CALGARY
(THREE MEMBERS)
FEDERAL GOVERNMENT
(TWO MEMBERS)
MUNICIPAL DISTRICT
OF ROCKY VIEW
(ONE MEMBER)
STANDING BOARDCOMMITTEES
AUDIT & FINANCE
GOVERNANCE &
COMPENSATION
ENVIRONMENTAL
AFFAIRS
BUSINESS &
INFRASTRUCTURE
DEVELOPMENT
AIRPORT OPERATIONS,
SAFETY & SECURITY
NOMINATING
THE CALGARY AIRPORT AUTHORITY
BOARD OF DIRECTORS
PETER C. WALLIS, BOARD CHAIR
MEL BELICH
DON BROWNIE
PAUL A. DAWSON
DON DOUGLAS
MARK EBERL
BEVERLEY K. FOY
KEVIN GREGOR
CHRISTOPHER LEGEYT
JOHN EDWARD MCGILLIVRAY
KENNETH MCNEILL
DOUGLAS MITCHELL
QUINCY SMITH
KIM STURGESS
DAVID SWANSON
STELLA THOMPSON
ACCOUNTABILITYFRAMEWORK
PUBLIC MEETINGS
FIVE YEAR REVIEWS
CANADA LEASE
REGULATORY
COMPLIANCE
ANNUAL REPORT
APPOINTER
MEETINGS
STAKEHOLDER
MEETINGS
PUBLIC NOTICES
COMMUNITY
CONSULTATION
SENIOR VICE PRESIDENT
PLANNING & ENGINEERING
R. J. (BOB) SCHMITT
PRESIDENT &
CHIEF EXECUTIVE OFFICER
GARTH F. ATKINSON
GoverNaNce & accouNtabIlIty FraMeworK
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6 | calgary airport authority
StrateGIc coNtext
our MaNdate
c to manage and operate the airports for which we are responsible in a safe, secure and efficient manner
c to advance economic and community development by means that include promoting and encouraging improved airline and transportation service and an expanded aviation industry
For the general benefit of the public in our region
our vISIoN
In support of our customers, our business partners and the entire calgary community, we will operate and develop our airports in an efficient, innovative and sustainable manner.
efficient c lean organization; best practices; cost leadership
Innovative c turning challenges into opportunities
Sustainable c corporate social responsibility and leadership; prudent financial management
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our buSINeSS aNd PlaNNING FraMeworK
CANADA LEASE Land Use Plan
MASTER PLAN20 Year Infrastructure
Growth Strategy
DEVELOPMENT PLANMajor Project Plans & Budgets
STRATEGICOPERATING PLAN
Objectives & Strategies
BUSINESS PLANGoals & Budgets
5 Y
EAR
S
AN
NU
AL
10 Y
EAR
S
20 Y
EAR
S
80
YEA
RS
MA
ND
ATE VISIO
N V
ALU
ES
PERFO
RM
AN
CE M
EASU
RES
DAILY OPERATIONSAND MANAGEMENT
StaIrway to SucceSS
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our brand Promise, expressed by the words ‘experience the energy’, represents our unique personality and the promise we make to our customers each and every day. the middle circle represents how we intend to deliver on our promise. the outer circle illustrates our corporate values; how we act as we deliver our brand.
EXPERIENCE THE ENERGY
RESPONSIBLE INVESTING
CUSTOMER FOCUSED
TEAMPLAYERS ACCOUNTABLE
RESPECTFULSAFETY
CONSCIOUS
FAIR
WESTERN HOSPITALITY
OPERATIONAL EFFICIENCY
DEDICATED PEOPLE
GREAT PARTNERSHIPS
our braNd ProMISe
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2009-2013 Strategic operating Plan | 9
yyc – loGo Story
It starts here.
the calgary International airport is alberta’s premier international gateway and has experienced significant growth in the past 15 years, making it a major contributor to the region’s economic development. with a major expansion plan in place, it is evident the airport is heading in an exciting and dynamic direction. In support of this, the calgary airport authority is proud to introduce a new visual identity.
the new logo incorporates the airport call letters yyc, signifying the important role of all airport partners in providing a unique calgary customer experience.
the colour red represents the city of calgary and reflects our western hospitality and entrepreneurial spirit. It is a natural choice for one of canada’s most prominent international airports.
the typeface was designed by canadian typographer Keith tam. Known as ‘arrival’, this font was specifically designed to provide clarity and readability in an airport application.
our new look is a bold, confident reflection of the calgary airport authority’s growing reputation for efficiency, innovation and sustainability. It starts here at yyc. From here you can experience the energy and promise of our people, city and region.
CALGARYAIRPORTAUTHORITY
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10 | calgary airport authority
corPorate valueS
our corporate values (craFtS) help define who we are and what we stand for.
cuStoMer FocuSedwe consider and balance the needs and views of our customers and stakeholders.
reSPectFulwe believe there is strength in diversity. each of us makes a contribution and we are all valued.
accouNtablewe take personal responsibility for the quality of our work and the achievement of our objectives. operating within a low cost model requires us to do more with less.
FaIrwe strive to ensure that all discussions and decisions take place within a consistent framework that is free from bias or favouritism.
teaM PlayerSwe believe collaboration with others allows us to turn challenges into opportunities and helps to achieve optimum results.
SaFety-coNScIouSwe place safety as our top priority. our employees, travellers and stakeholders are important to us and we take their safety seriously.
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COMMUNITY IMPACT
ENVIRONMENT
INFRASTRUCTURE NEEDS
AIR CARRIERS
AERONAUTICAL FEES
AIRPORT SERVICES
CARGO
TENANTS
COMMERCIAL REVENUE
CONSUMER PRICES
CORPORATE AVIATION
BUSINESS DEVELOPMENT
GENERAL AVIATION
COST CONTROL
the calgary airport authority strives to find the optimum balance among a diverse range of sometimes competing, sometimes conflicting, interests and issues.
balaNcING INtereStS aNd ISSueS
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ZONE OF INFLUENCE ZONE OF CONTROL
PASSENGER CHECK-IN
PRE-BOARD SECURITY SCREENING
UNITED STATES PRE-CLEARANCE
ON-TIME DEPARTURES
BAGGAGE HANDLING & DELIVERY
CANADA CUSTOMS & IMMIGRATION
TERMINAL FACILITY
VEHICLE PARKING
SIGNAGE
FACILITY MAINTENANCE
TERMINAL CLEANING
RETAIL SHOPS
creatING the PaSSeNGer exPerIeNce
creating a good passenger experience is a shared responsibility. For that reason, we devote a great deal of effort towards positively influencing a wide range of other service providers at calgary International airport.
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14 | calgary airport authority
Key buSINeSS characterIStIcS & PrINcIPleS For SuStaINable oPeratIoNS
the Key characteristics that define our business are as follows:
c capital intensive
c heavily regulated (Federal)
c leasehold complexity (80-year lease)
c heavily taxed (Federal rent tax)
c Significant public exposure & accountability
c Influence more than we control
c constantly evolving air carrier requirements
c wide diversity of stakeholders/interests
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2009-2013 Strategic operating Plan | 15
our seven Key business Principles provide a solid foundation for long-term sustainable operations and guidance for all business decision-making processes.
1. eMPloyee eNGaGeMeNt
the authority will strive to create a culture of accountability whereby employees are engaged and supported in meaningful work that complements the objectives of the organization. this will include competitive salaries and benefits, flexible work schedules, training and professional development opportunities. together, we will pursue our mandate with commitment, integrity and professionalism.
2. health & SaFety
the authority is committed to maintaining a workplace health and safety system comprised of programs, procedures, standards, performance measurements and initiatives to ensure compliance with the law and to protect authority staff, volunteers, contractors, visitors and other users of authority facilities. we partner with others in developing initiatives and enhancements to our Safety Management System. our goal is to meet or exceed recognized industry standards in workplace health and safety.
at the calgary airport authority, an all-encompassing safety culture is the foundation of responsible management and safe airport operations.
3. eMerGeNcy PreParedNeSS
the authority has a comprehensive emergency response plan which involves support from the calgary Fire department, calgary Police Service, calgary health region, calgary emergency Medical Services, calgary emergency Management and others. In cooperation with airport partners, we regularly conduct simulated and live training exercises to test emergency response and operational contingency plans.
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16 | calgary airport authority
4. the eNvIroNMeNt
the calgary airport authority is committed to protecting the environment and operates the calgary International and Springbank airports to serve the community in a safe, secure and efficient manner while protecting the quality of the environment.
we will:
c ensure, as a minimum, that all practices conform to relevant federal, provincial and municipal laws
c Promote environmental awareness among authority employees and all airport service providers
c Provide appropriate environmental training for authority staff
c Maintain active communication regarding environmental issues
c Subject all new airport construction projects to an environmental review process
c Maintain plans and procedures to deal with environmental emergencies and take immediate corrective action in the event of an incident
c Promote sustainability in the application of our environmental Policy through continuous improvement
c conduct regular audits and reviews to assess the environmental condition of the airports and facilitate preventative and corrective measures
c Strive to be a leader of sound environmental management for airports
5. FacIlIty reStoratIoN aNd develoPMeNt
the authority will ensure that all assets are maintained and restored in a manner which provides reasonable assurance that systems will perform as expected and reach their expected serviceable life. Facility planning and development will be organized and undertaken in a responsible and prudent manner to provide adequate capacity to meet marketplace requirements.
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2009-2013 Strategic operating Plan | 17
6. FINaNcIal oPeratIoNS
the calgary airport authority will conduct its financial planning and operations so as to remain a viable corporation over the long term and will:
c Pursue efficiency and effectiveness in all operations and activities
c balance the needs of airport stakeholders in all resource decisions
c only undertake facility expansion that is consistent with our financial capabilities
7. coMMuNIty INvolveMeNt
the calgary airport authority believes that community involvement is integral to our long-term success. ongoing corporate and employee support is provided to the united way, the aviation Interfaith Ministry, dreams take Flight and many other community-based organizations. over 8,000 students annually participate in educational programs at our SpacePort facility located in the air terminal building and we are proud to be a significant sponsor of rotary challenger Park, a barrier-free multi-sport facility built on airport lands. each month we prepare and serve dinner to guests at the Mustard Seed’s Foothills shelter facility. we participate in the Mayor’s annual environmental expo and employees participate in the calgary commuter challenge utilizing alternative transportation methods. we are also a formal signatory to ‘imaginecalGary’, a community initiative to improve the quality of life for all calgarians in the years ahead.
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18 | calgary airport authority
FactS aNd FIGureS
the calgary airport authorityFinancial operations
year ended december 31, 2007 revenues $223 Million expenses $165 Million capital Investment $80 Million
as of december 31, 2007 capital assets (cost) $930 Million long-term debt $365 Million
calgary International airportyear ended december 31, 2007
Facility Information total land area 2,081 hectares terminal building 158,000 m2
32 loading bridges three runways 16-34 3,863 m 10-28 2,438 m 07-25 1,890 m
business volumes enplaned & deplaned Passengers 12.2 Million commercial aircraft Movements 196,000 cargo tonnage 134,000 M. tonnes commercial land under lease 316 hectares third Party Industrial Space 409,000 m2
total economic impact of calgary International airport (2007) $6 billion value-added GdP 40,000 Jobs
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20 | calgary airport authority
calGary INterNatIoNal aIrPort role StateMeNt
as one of canada’s busiest airports, calgary International is an important component of the canadian civil air transportation system. the airport functions as an important hub for domestic, transborder and international passengers and air cargo. working within the framework of the alberta regional airports authorities act (1990), the calgary airport authority is responsible for operating the facility in a safe and financially self-sufficient manner for the general benefit of the public in our region. the operation, development and capacity management of calgary International airport will be directed to supporting commercial and corporate air transport operations and associated services.
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AIRFIELD
AIR TERMINAL DISTRICT
AVIATION SERVICES DISTRICT N
CALGARY INTERNATIONAL AIRPORT
LAND USE PLANAMENDMENT No. 2 - SCHEDULE "C" 07U007
NORTHBARLOWAVIATION
PARK
DEERFOOTSOUTH
AVIATIONPARK
McKNIGHTAVIATION
PARK
McKNIGHTCOMMERCIAL
EASTAIRFIELD
INDUSTRIALPARK
AIRFIELDRESERVE
McCALLNORTH
AVIATIONPARK
McCALL CENTRALAVIATION PARK
TERMINALRESERVE
LANDSAIRFIELD
DEERFOOTNORTH
AVIATIONPARK
SOUTH BARLOWINDUSTRIAL
64 AVE NE
11 S
TREE
T NE
AIRPORT PROPERTY BOUNDARY
DEER
FOOT
TRA
IL
AIRPORT TRAIL NE
DEER
FOOT
TRAIL
11 STREET NE
DRAFTJune 2008
AIRP
ORT
PROP
ERTY
BOU
NDAR
Y36
STR
EET
NE
78 AVE NE
BARL
OW T
RAIL
NE
McKNIGHT BLVD NE
BARL
OW T
RAIL
112 AVE NECOUNTRY HILLS BLVD. NE AIRPORT PROPERTY BOUNDARY
36 S
TREE
T NE
McCA
LL W
AY N
E
AIRPORT RECREATIONDISTRICT
AIRPORT COMMERCIAL DISTRICT
AIRPORT LIGHT INDUSTRIALDISTRICT
EAST AIRFIELD INDUSTRIALDISTRICT
OPERATIONAL SERVICE AREAS
McCALL SOUTHAVIATION
PARK
BARLOWCOMMERCIAL
DEERFOOTNORTH
COMMERCIAL
AIRPORT RD. NE
calGary INterNatIoNal aIrPort laNd uSe PlaN
the basis for all development on the airport campus is a land use Plan that designates major categories of permitted development. this Plan may be updated periodically to reflect changing development requirements.
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LEGEND:
AVPA BOUNDARY
30 Noise ExposureForecast (NEF)CONTOUR(residential uses arerestricted within the30 NEF contour)
DE
ER
FOO
T TR
AIL
COUNTRY HILLS BLVD.
PROPOSEDRUNWAY
McKNIGHT BLVD.
MEMORIAL DR.
MAC
LEO
D T
R.
16 AVE N
32 AVE N
17 AVE S
CR
OW
CH
ILD
TR
.
14 S
T S
52 S
T S
68 S
T S
calGary INterNatIoNal aIrPort aIrPort vIcINIty ProtectIoN area
the calgary International ‘airport vicinity Protection area’ (avPa) is a provincial regulation that restricts incompatible development (primarily residential) in areas most impacted by aircraft operations. the protection zone includes provision for the planned fourth runway.
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2009-2013 Strategic operating Plan | 23
SPrINGbaNK aIrPort role StateMeNt
Springbank airport is a certified aerodrome and the most significant general aviation airport in the calgary region. the operations and development of Springbank airport will be directed to supporting light aircraft activity including flight training, recreational flying, corporate and air charter activity and compatible aircraft maintenance, manufacturing and support operations.
SPrINGbaNK aIrPort laNd uSe PlaN
the current plans for Springbank airport anticipate upgrades to the existing airfield infrastructure, provision for a future 16r-34l parallel runway when required and ongoing, incremental development of aviation-related businesses. a formal Master Plan will be completed by the end of 2008.
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24 | calgary airport authority
PlaNNING FraMeworK
ecoNoMIc outlooK
Global economic conditions are changing rapidly at this time as the effects of the weak economic conditions in the united States spread to other jurisdictions. the weakness and failure of some large financial and other institutions has led to unprecedented worldwide government intervention.
the u.S. economy, impacted by the sub-prime mortgage crisis, falling house prices and reduction in credit availability, is not expected to begin any real recovery until the latter half of 2009 at the earliest.
the canadian economy is being impacted by world events and the general economic slowdown. western canada, while experiencing slower growth than the past few years, has until recently benefited from high commodity prices. the expectation of a slowing world economy and potential recession may negatively impact commodity prices, including oil and gas. overall, the canadian economy is, at best, expected to post very modest growth in 2008 and 2009.
as noted in other sections of this Strategic operating Plan, no major facility expansion decisions for calgary International airport will be required for the next two to three years. as such, the authority is well-positioned to weather any downturn in our economic trading region.
we will monitor economic conditions closely and adjust plans accordingly as we go forward.
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calGary ecoNoMIc reGIoN
this map illustrates the calgary economic region, however it should be noted that the airport traffic catchment area extends west to central and northern british columbia, north to the yukon and Northwest territories and east to Saskatchewan and Manitoba.
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26 | calgary airport authority
INduStry outlooK
air travel demand is generally reflective of the prevailing economy.
Passenger movements have grown 60% at calgary International airport since 2001, an indication of the underlying strength and growth of the calgary economic region.
as noted in the economic outlook, we have entered a period of weaker economic conditions that will likely result in reduced demand over the near term. as we move beyond the current downturn into the next economic cycle, calgary is well-positioned to enjoy continued air service growth and an expansion of the air service route network.
at the international level, canada is continuing with the implementation of air service liberalization, albeit at a modest pace. the introduction of scheduled services by british airways, Mexicana and lufthansa over the past several years indicates that calgary has achieved a new level of international recognition and we are working to further improve our international links in the years ahead.
the canada-united States market (to/from calgary) has grown substantially over the past few years and calgary is well served in this regard. Near-term growth in this market will likely be impacted by the downturn in the united States economy, however the new westJet/Southwest airlines distribution and codeshare agreement should provide increased opportunities for growth.
the canadian air carrier industry, dominated by air canada and westJet, has experienced a level of success that parallels the canadian economy. to date, aircraft load factors have remained high and both carriers have taken steps to cope with fluctuations in costs and demand. calgary continues to be an important international, transborder and domestic hub airport for both carriers and this is not expected to change in the years ahead.
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28 | calgary airport authority
two MaJor INFraStructure ProJectS
two major projects dominate our infrastructure investment program and overall corporate focus. both projects are currently in the design phase and will emphasize our commitment to responsible investing.
1. 4th ruNway SySteM
c 4,267 m (14,000 ft.)
c Parallel to existing runway (16r/34l)
c code ‘F’ capable (a380)
c Noise contour and electronic zoning protection in place
c In-service 2014
c $500 million cost (2008 $)
2. INterNatIoNal FacIlItIeS terMINal & aProN
c expanding alberta’s premier international gateway
c dedicated International/transborder concourse
c 120,000 m²
c 20 aircraft gates
c In-service 2015
c $1.3 billion cost (2008 $)
IMPortaNt Note:
From a risk management and facility development perspective, it is important to note that the most significant capital construction investment decisions will not be required until the fall of 2010 at the earliest. It should also be noted that although these two major products are both demand driven, they are not directly linked and each project represents an independent investment decision.
there will be an ongoing (re)evaluation of demand factors and projected economic conditions as we go forward. the authority can, and will, defer future capital investments if they are not supported by economical fundamentals.
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KEY OBJECTIVES
ENSURE we have a knowledgeable, skilled and engaged workforce
OPERATE our airports in a safe, secure and sustainable manner
OPTIMIZE commercial and business development
RENOVATE and EXPAND airport infrastructure
MANDATE
ANNUAL BUSINESS
PLAN GOALS, BUDGET
& RESULTS
STRATEGIES
c Ensure recruitment and orientation programs enhance the collective capability of the Authority and reflect the diversity of our community
c Provide training, development and succession planning programs that enable staff to meet the evolving needs of the Authority
c Maintain effective performance management and recognition programsc Implement communication strategies that result in an engaged
and knowledgeable workforce
c Develop airport lands in support of cargo, logistics and aviation development
c Develop the optimum number of non-stop and one-stop air service destinations
c Optimize all sources of commercial revenuec Maintain reasonable aeronautical fees to air carriers
c Achieve the highest practical utilization of existing infrastructure before undertaking expansion
c Build to meet forecast demand in an incremental, sequential and cost-effective manner
c Ensure thorough stakeholder consultation on all major projectsc Manage long-term debt within acceptable risk parameters
c Provide a service-oriented operation at the lowest practical cost and ensure the infrastructure, vehicles and equipment are renovated and replaced when appropriate
c Provide responsible environmental stewardship of the assets and operations of the airport and incorporate responsible investing criteria into all facility renovations and expansions
c Promote the YYC brand through enhancement of the customer experience
c Develop a leading Safety Management System for both regulated and non-regulated aspects of the operation
c Be prepared for an effective response to a wide range of disruptive incidents and emergencies
2009–2013 PlAnnIng PErIOD
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32 | Calgary Airport Authority
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rISk ASSESSMEnT
The Calgary Airport Authority utilizes an enterprise risk management approach which reviews, on an annual basis or as required, key risks affecting the corporation in all areas: financial, operational, environmental, reputational, contractual, regulatory, systems, health and safety, human resources and competition. We analyze each risk element in terms of probability, impact and potential mitigation measures.
In the current planning period, the key risks relate to the requirement for significant infrastructure growth. Any material increase in long-term borrowing rates or projected construction costs will stress our economic framework, and along with the projected growth of the Federal rent Tax, put further upward pressure on user fees and charges.
In response to these key risks, we will:
c Closely monitor economic and airport traffic trends and developments
c Align the timing of major construction award decisions to meet essential infrastructure growth requirements
c Undertake proactive means to ensure the most competitive construction bids are received
c Undertake discussions with the Federal government regarding the Federal rent Tax
There are other significant risks during the planning period that fall under the general heading of ‘Significant negative Events’.
The world is an increasingly interconnected environment where negative developments in one country can have immediate impact around the globe. Air travel is susceptible to a variety of significant negative events. Terrorism attacks can reduce or even temporarily eliminate travel. Illnesses can spread quickly via air travel and both governments and passengers have demonstrated they will react quickly when threatened by a pandemic. As noted earlier, economic downturns can also have a significant adverse effect on air travel.
TWO MAjOr InFrASTrUCTUrE PrOjECTS
Fourth runway System
International Facilities Terminal and Apron
Existing Terminal Facilities
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MEASUREMENT FACTOR PERFORMANCE TARGET
PASSENGER SATISFACTION
AIR SERVICE
COST CONTAINMENT
AVIATION FEES
ACHIEVE A 4.0 RATING OR BETTER OUT OF 5 (80% +) ON THE AIRPORTS COUNCIL
INTERNATIONAL SERVICE QUALITY SURVEY RATING SCALE
ACHIEVE TOP QUARTILE PERFORMANCE WHEN COMPARING PASSENGER AND AIR
CARRIER MOVEMENTS PER CAPITA TO OTHER MAJOR CANADIAN AIRPORTS
ACHIEVE TOP QUARTILE PERFORMANCE WHEN COMPARING DIRECT OPERATING
COSTS PER PASSENGER TO OTHER MAJOR CANADIAN AIRPORTS
MAINTAIN AVIATION FEES LOWER THAN THE AVERAGE OF OTHER MAJOR
CANADIAN AIRPORTS
MEASURE GOVERNANCE AND MANAGEMENT EFFECTIVENESS BY CONDUCTING AN INDEPENDENT ‘FIVE YEAR REVIEW’ AS REQUIRED BY THE CANADA LEASE AND REGIONAL
AIRPORTS AUTHORITIES ACT
EVERY FIVE YEARS
corPorate level PerForMaNce MeaSureMeNt
the authority’s goal is to create a productive balance which produces a quality level of service at the lowest practical cost.
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34 | Calgary Airport Authority
SummAry StAtement
Perhaps the most important dynamic contributing to the successful execution of strategy within an organization involves creating and sustaining a state of mind which thrives on teamwork, challenge and continuing improvement.
It is our expectation that the values, principles and strategies outlined in this plan will give our employees, as well as those of our partner organizations, a strong sense of common purpose.
the Calgary Airport Authority will play a positive and significant role in the continued growth of Calgary and its trading region.
We are committed to working effectively with all of our stakeholders to improve the services and opportunities afforded to Calgarians and all customers utilizing Calgary International and Springbank airports.
We will add value to our community and give necessary attention to business and community initiatives, all of which will help us realize the potential of our locally operated airport and contribute to the fulfillment of our mandate.
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the calGary aIrPort authorIty2000 airport road Ne, calgary ab t2e 6w5
tel: 403.735.1200 Fax: 403.735.1281www.yyc.comwww.ybw.ca
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