calgary airport authority - calgary international airport · 2012. 12. 21. · cool grey 11 mc 9...

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9 WAX partnership incorporatedFile Name: 2523713 YYC StratPlanProject: Publication: Strat Plan Final Version

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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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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

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10 Y

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20 Y

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YEA

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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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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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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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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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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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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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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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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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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

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14 S

T S

52 S

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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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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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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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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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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.

2523713 YYC StratPlan.indd 34 11/17/08 1:24:26 PM

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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


calgary airport authority - calgary international airport · 2012. 12. 21. · cool grey 11 mc 9...

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