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  • GROWINGRESPONSIBLY

    Master Plan 2017-2037

    Toronto Pearson International Airport

    DRAFT

  • Toronto Pearson Airport Master Plan 20172037

    Master Plan 20172037

    Toronto Pearson International Airport

    December 1, 2017

  • Toronto Pearson Airport Master Plan 20172037

    Table of Contents

    Chapter Page 1. Executive Summary

    1

    2. Retrospective 13 3. Guiding Principles and Processes 15 4. Overview and Strategic Context 18 5. Demand Forecasts 26 6. Airside System 39 7. Passenger Terminal System 55 8. Ground Access System 66 9. Cargo and Logistics 92 10. Aviation Fuel 101 11. Utilities 107 12. Land Uses 114 13. Interface with Surrounding Area Plans 120 14. The Southern Ontario Airport Network 126 15. Corporate Responsibility: Economic 131 16. Corporate Responsibility: Environmental 136 17. Corporate Reponsibility: Social 140 18. Stakeholder Engagement 152 19. Conclusions and Recommendations 160 20. Land Use Plan 162

  • Toronto Pearson Airport Master Plan 20172037

    1

    1. Executive Summary

    Our Economic Impact

    Toronto Pearson is more than an airport its one of Canadas vital economic engines.

    Our impact is national: were the hub that connects lobster fishers in Atlantic Canada with seafood lovers in China; lentil growers in Saskatchewan with customers in India; the small fashion house in Brampton, Ontario with its design and manufacturing teams in South Asia; and oil-sands workers from Venezuela with jobs in Alberta among many other links that create jobs and opportunities. We also connect residents of the Greater Toronto Area (GTA) one of the most diverse city-regions on earth with business opportunities, with adventures abroad, and with family and friends across Canada and around the globe.

    We estimate that 49,000 jobs are directly associated with operations at Toronto Pearson. Hundreds of thousands more people, throughout Southern Ontario and beyond, enjoy livelihoods made possible by the connectivity we provide. Our airport also boosts the productivity of industries across the country by linking Canadian firms with vibrant markets, commercial partners and investors worldwide.

    Our aspiration is to become the best airport in the world. As we evolve into a top-tier global hub, we expect to connect Canada to more than 80% of the global economy creating additional jobs, fuelling exports and attracting foreign investment.

    This Master Plan presents a rigorous assessment of the demand we expect to face over the next 20 years. It also describes the operations and facilities well need, within the planning horizon, to support the continued growth and dynamism of our region, province and country. Lastly, this document culminates with a detailed Land Use Plan, which we present for the review and approval of the federal Minister of Transport.

    A Lot Has Changed in the Last 10 Years

    Since the last Master Plan for Toronto Pearson was completed in 2008, our world has changed. The global economic balance has shifted markedly: growth in emerging economies such as China, India, Brazil, Russia and others has outpaced growth in many parts of Western Europe and North America. Since the introduction of the iPhone in 2007, people and organizations have become mobile and connected like never before. At the same time, the sharing economy has developed with remarkable speed. A decade ago, most people would not have used their own cars to offer transportation services to strangers, or rented rooms in their homes for short-term stays; now Uber, Lyft and Airbnb have made these common behaviours and transactions.

  • Toronto Pearson Airport Master Plan 20172037

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    Ten years on, a million more people call the GTA home within a regional population that is steadily aging. And amid all these changes, our appetite for air travel continues to grow.

    As stewards of Toronto Pearson International Airport, the Greater Toronto Airports Authority (GTAA) has also changed in the last 10 years. Weve enhanced our business practices, reduced costs, increased revenues, improved returns on investment and paid down debt. Together, these changes have strengthened our financial position and established a solid foundation for the development of our airport over the next 20 years. That development will in turn deliver significant value to residents, businesses and visitors across the region.

    Were More Connected

    The GTAA has become more outward-looking in many respects over the past decade. Weve built relationships with other regional airports in Southern Ontario. And weve worked to better understand and activate the relationships connecting us to the social and economic fabric of our surrounding communities. Our decisions are now more deeply informed by our awareness that the air connectivity we provide is part of a longer, multi-modal trip: a home-to-home journey for our passengers, and a supply-chain journey for the goods we help to move. We collaborate with governments to advance important issues, and we engage actively with a large and diverse group of stakeholders.

    Regional Collaboration. We project that 94 million passengers and close to one million tonnes of cargo will flow through Southern Ontarios airports in 2037 up substantially from the 49 million passengers and 470,000 tonnes of cargo we collectively accommodate today. The best way to meet this forecast increase in demand is to harness the collective resources and capabilities of all airports across the region.

    In other large metropolitan areas around the world, airports coordinate to offer complementary services that benefit an entire region. For example, Los Angeles International Airport is a primary hub and international gateway for the region it serves, while nearby Orange County Airport focuses on origin-and-destination travel (as opposed to connecting passengers) from the southern part of the region, and Van Nuys Airport accommodates general aviation.

    We envision a future in which Toronto Pearson will continue to be the main hub for air connectivity in Southern Ontario and indeed will evolve into a top-tier international airport while accommodating less regional passenger traffic. In this scenario, other airports will offer more non-stop service to smaller centres across Southern Ontario and the U.S. Northeast, offering travellers more choice and shortening air passengers ground journeys.

    As a step toward that vision, since our last Master Plan, Toronto Pearson and 10 other airports Hamilton, Niagara, Windsor, downtown Toronto (Billy Bishop), London, Kitchener-Waterloo, Lake Simcoe, Oshawa, Peterborough and Kingston have formed the Southern Ontario Airport

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    Network. (Other airports, including Burlington and Downsview, also play a role.) Our shared goal is to provide more options and deliver superior service to air travellers, carriers, cargo shippers and aircraft owners, while collaborating on improved ground access, effective policy advocacy and the sharing of best practices.

    The Heart of a Thriving Area. Toronto Pearson is in effect downtown to the Airport Employment Zone (AEZ), the second-largest concentration of employment in Canada after Torontos downtown core. The AEZ has gained prominence in recent years as a leading centre of growth in the regional and national economies. One sign of the importance of our airport and the connectivity we provide is the increase in commercial property values in the areas surrounding our lands. The Province of Ontarios updated land use policy reflects a growing awareness among policymakers that places like the AEZ have a unique role to play in the provincial economy. The government is placing greater emphasis on multi-jurisdictional approaches to planning key employment areas, and on creating holistic and sustainable communities that support both quality of life and economic vitality.

    In the planning choices we make and those we support outside Toronto Pearsons boundaries our goal is always to provide world-class connectivity while helping the regions employment areas and residential communities continue to thrive. Weve developed this Master Plan to be consistent with the policy priorities and objectives of Ontarios Greater Golden Horseshoe Growth Strategy. Its also closely aligned with the official plans of the Region of Peel and the Cities of Mississauga and Toronto.

    A Lot Will Change in the Next 10 Years

    In preparing this Master Plan, weve gathered as much trend data and other relevant information as possible and used a comprehensive, probability-based forecasting model to generate the most realistic future scenarios.

    Looking forward from today, we project that the number of people wanting to fly to, from and through Toronto Pearson will grow at 3.1% per year higher than forecast in our last Master Plan. The most likely scenario for 2037 is that Toronto Pearson will serve about 85 million passengers, up from 47 million today. We estimate that this will represent about 91% of all passengers flying into and out of airports in Southern Ontario in 2037.

    Our forecasting work has also generated high and low scenarios in which between 100 million and 60 million people will fly in and out of Toronto Pearson in 2037. Within our extensive planning horizon, we continually monitor demand trends, accelerating or deferring our capacity-expansion plans as necessary.

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    Our forecasts indicate that while the GTAs population is expected to grow by about 33% during our planning horizon, air passenger traffic at Toronto Pearson during the same period will increase by 81%. There are several reasons for this di