M I T S l o a n S c h o o l o f M a n a g e m e n t

DavidFollette,ChesterLiu,IlissaSchild

Spring09

SustainabilityAtMassport

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TableofContents

Introduction ................................................................................................................................3OverviewofMassport .................................................................................................................................................................... 3ProblemStatement.......................................................................................................................................................................... 3

UniqueChallenges .......................................................................................................................4

DescriptionofMethodology ........................................................................................................5Scoping ................................................................................................................................................................................................. 5Interviews ........................................................................................................................................................................................... 5Secondaryresearch......................................................................................................................................................................... 5Rankingprocess ............................................................................................................................................................................... 5Regulationbarriers ......................................................................................................................................................................... 5Impact ................................................................................................................................................................................................... 6Feasibility ............................................................................................................................................................................................ 6Control .................................................................................................................................................................................................. 6Timehorizon...................................................................................................................................................................................... 6

Research&InterviewFindings.....................................................................................................7BestpracticesfromSEA‐TAC...................................................................................................................................................... 7GoalsandScope.................................................................................................................................................................................. 7Partnerships ........................................................................................................................................................................................ 7SpecificInitiatives/Achievements .............................................................................................................................................. 8EnergyAnalysisatSEA­TAC ......................................................................................................................................................... 9

UnitedStatesAirForce:ManagingforOperationalSustainability............................................................................. 9ClintonClimateInitiative(CCI)andBuildingOwnersandManagersAssociation(BOMA)......................... 11InterviewTakeaways .................................................................................................................................................................. 12MassportLoganEmployees ....................................................................................................................................................... 12BAAInterview .................................................................................................................................................................................. 12PortofOaklandInterview .......................................................................................................................................................... 13DenverAirportInterview............................................................................................................................................................ 14

Recommendations.....................................................................................................................15Communication.............................................................................................................................................................................. 15Analyses ............................................................................................................................................................................................ 16IncentivePrograms...................................................................................................................................................................... 16CapitalProjects .............................................................................................................................................................................. 17RecommendationMap................................................................................................................................................................ 19

Conclusion .................................................................................................................................20

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Introduction

OverviewofMassport

TheMassachusettsPortAuthority(Massport)isanindependentpublicauthoritythatdevelops,promotes,

andmanagesairports,seaports,andtransportationinfrastructureinthestateofMassachusetts.MassportoperatesBostonLoganInternationalAirport,HanscomField,andWorcesterRegionalAirport.MassportalsooperatesshippingterminalsinBoston,aswellastheTobinBridge.

Massportisrunbyaseven‐memberboardappointedbythegovernor,andisself‐supported,receivingno

statetaxfunding.Thoughcreatedbythestatelegislature,itsoperatingstructureissimilartoaprivatecorporation,withaboardandCEO.Massport'sstructureisorganizedbybusinessarea(e.g.airport,seaport)andfunction(e.g.finance,legal,environmentandsafety).

Massport'smissionisasfollows:

Massportownsandoperatesanintegratedworld‐classtransportationnetworkthatpromoteseconomicgrowthandopportunity,enhancesthequalityoflifeofNewEnglandresidentsandprotectsthefreedomtotravelsafely,securely,efficientlyandcost‐effectively.InmeetingourresponsibilitytoconnectNewEngland

withtheworld,Massportstrivestoalwaysbeagoodstewardbytreatingcolleaguesandcustomerswithrespect,embracingdiversityandminimizingtheimpactoftransportationservicesonourneighborsandtheenvironment.

ProblemStatement

Massport'slargestassetistheBostonLoganInternationalAirport.Overthelastdecade,ithasspentover$4billioninmodernizingandupgradingitsfacilities,mostvisiblythecompleterenovationofTerminalsA

andE,withTerminalAbecomingtheworld'sfirstairterminaltobeLEEDcertified,in2006.Notableenvironmentalconsiderationsincluderoofingmembraneandpavingdesignedtoreflectheat,stormwater

filtrationdevicestoremovepollutants,water‐efficientplumbing,extensiveuseofdaylight,andconstructionwasterecycling.Specialmeasuresweretakentominimizetheuseofvolatileorganiccompounds.

Despiteitseffortstobuildandoperatesustainably,Massportdirectlycontrolsonlyasmallpercentageof

operationsattheairport.Mostofthespaceisleasedouttoairlinesandconcessionaires.Leaseagreementsspelloutthedetailsofhowthefacilitiesareusedandoperated.Intheareaofconcessionaires,Massportcontractswithtwoconcessionsoperators,BAAandWestfield.Theseinturnsubleasespaceout

toconcessionairessuchasDunkin’Donuts,AuBonPain,andnewsstands.Intheareaofterminalsandgates,leaseagreementsvarybyairlinesandbyterminals.Forexample,TerminalAisoperatedbyDeltawhileTerminalEissharedamongdifferentairlines.

Inlightoftheseoperatingarrangements,thisstudyattemptstoaddressthefollowingthreequestions:

1. HowcanMassportcollaboratewithitstenantsmoreeffectivelyonsustainability?

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2. HowcanMassportreduceitsecologicalfootprintonactivitiesitcontrolsdirectly?

3. HowcanMassportstrivetowardsustainabilitywhileoperatingunderregulatoryconstraints?

UniqueChallengesAsmentionedbefore,Massportneedscreativewaystocollaboratewithitstenantstomaximize

sustainabilityatitsfacilities.TheleaseagreementsprovideMassportleverageoverairport‐wideinitiatives,butbestresultsareachievedthroughcollaboration,notcoercion.

ThereareotherdifferencesuniquetoMassportfromotherowner‐tenantrelationshipssuchasofficebuildingsandshoppingmalls.Massportoperatesonanalmostcontinuousbasis,withflightslandingwell

intothenightandtakingoffearlyinthemorning.Massportalsoneedstobemindfulofitsprimarymission,tomovepassengersthroughtheairportincomfortandsafety.Sustainabilityeffortsthatnegativelyimpactthismissionarenotacceptable.

Furthermore,manyairlineshaveoperatingproceduresthatmustbeconsistentatallairportsanditwould

beeitherimpracticalorimpossibletooperatedifferentlyonlyatLogan.Finally,MassportisaffectedbyFAA,TSA,EPA,andotherregulatoryagenciesthatimposespecificrestrictionsonthedisposalofwaste,the

transportationofmaterial,etc.Fortunately,despitethesechallenges,therearestillmanywaysofmovingtowardamoresustainable

airport,asthisstudywillshow.

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DescriptionofMethodology

Scoping

ThescopeofthisprojectislimitedtoLoganAirport,asithasthegreatestpublicvisibility,andisthemost

accessiblefromCambridge.WithinLoganAirport,theprojectfocusesontherelationshipbetweenMassport,thetenants(airlines,concessionaires),andthesub‐tenants(individualrestaurants,newsstands,andretailers).Thisprojectisnotlimitedtoanyspecificterminalattheairport,sinceanyrecommendations

tochangetheowner‐tenantrelationshipcanlikelybeappliedtoallterminals.

Interviews

Interviewswereconductedwithanumberofinternalandexternalsourcestogainanunderstandingofthe

currentstatusofsustainabilityeffortsandtoresearcheffortsgoingonatotherairportsintheUS.ThefirstinterviewswereconductedwithMassportmanagementtogainanunderstandingoftheoverallpictureandthegoalsthatMassportistryingtoachieve.SpecificallywespoketoCatherineWetherell,ourproject

sponsor,JackHemphill,Logan'sBusinessGeneralManager,andSalAmico,theManagerofAirportConcessions.ThenextroundfocusedontheindividualstakeholdersatMassport,whichincludestheconcessionairesandretailoperators,specificallyDebbieRussell,theBAA‐LoganConcessionManager.

Finally,interviewswereconductedwithleadersatotherairportsthathavestrongsustainabilityprograms,includingDenverInternational,andOaklandInternational.Theseinterviewsnotonlyprovidedabasisforcomparisonbutalsohelpedcollectbestpracticesfromaroundthecountry.

Secondaryresearch

Thechallengesofanowner‐tenantrelationshipandsustainabilityarenotuniquetoMassPort.Other

airports,theUSAirForce,andshoppingmallsallhavesimilaritieswithMassPort,eitherrelatingtoaviation,theowner‐tenantrelationship,sustainability,oranycombinationofthethree.InadditiontostudyingMassPort'ssituation,thisprojectaimstolookatthestateoftheindustryanddiscoversuccessfulstrategies

thathavebeenusedinsimilarsituationsandcanbeappliedatMassPort.

Rankingprocess

ForanorganizationaslargeasLoganAirport,thereareamultitudeofwaystoreduceitsenvironmental

impact.However,partofthegoalofthisprojectistoidentifythemostpromisinginitiativesandjustifywhichonescanproducethemostimpactwiththefewesthurdles.Thisprojectusedthemetricslistedbelowtosortandrankrecommendationsforsustainability.

Regulationbarriers

Likeallairports,LoganAirportmustoperatewithintheregulationsoftheFAA,DHS(TSA),DepartmentofState(BorderPatrolandImmigration),andlocalordinances.Oftentimes,thispreventsMassPortfrom

undertakingsustainabilityeffortsthataretypicalofothertransportationhubs.Bomb‐prooftrashcans,therequirementtoincineratetrashfromborderpatrolquarantining,andthestrictrulesregardingairplanetaxiingonthegroundarejustafewexamples.Thisprojectaimstodeliverrecommendationsthatcanbe

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implementedwithintheregulatorybarriers,butalsoconsiderwhatchangeswouldbeeffectiveiftheregulationswereabsent.Therefore,thefirstcriterionforrecommendationsiswhetherornotitfallswithin

thepresentregulatoryframeworkforaUSairport.

Impact

Thesecondcriterionthisprojectwillconsiderisimpact.Impactcanbemeasuredinquantitativeunits,

fromtonsofCO2saved,totonsofsolidwastediverted,tokilowatt‐hourreductions.Therecanalsobequalitativeimpacts,fromcustomersatisfaction,communityrelationships,andpublicperception.SincewedonothavesufficientdataforLoganAirport,wewillattempttocomparethevariousrecommendationson

ascalefrom1to5,(with5beingthegreatestimpact).

Feasibility

Thefeasibilitycriterionencompasseseaseofexecutionandcost.Forexample,convertinggroundequipmentfromdieseltoelectricorinstallingsolarpanelswouldberelativelyinfeasible,whileaddingrecyclingbinsandcirculatingmonthlysustainabilitybulletinswouldbehighlyfeasible.Each

recommendationisassignedavaluefrom1to5,with5beingthemost"feasible"recommendation.

Control

Anadditionmetricutilizedinthisrankingprocessiscontrol,orMassport’sabilitytomaintaincompliance.

Althougharecommendationmaybehighlyfeasibleintermsofoperationalexecution,itmayalsobecompletelyunenforceableoroutsideofMassport’srealmofinfluence.Examplesofthisincludeconsolidationofhotelshuttlesandtheuseofgreencleaningproductsbyfoodvendors.Each

recommendationisassignedavaluefrom1to4,with4beingthemostenforceablerecommendation

Timehorizon

Thefinalmetricisthetimerequiredtoimplementthechange.Recommendationsthatcanbe

implementedquicklyaremuchmoredesirable,consideringthefrequentturnoverofrestaurantsandretailersattheairport.Also,thesoonertangibleresultsareachieved,theeasieritwillbetoraisesupportforfuturesustainabilityinitiatives.

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Research&InterviewFindings

BestpracticesfromSEA‐TAC

LogancangainsignificantknowledgebylookingatsustainablyprogressiveairportsintheUSwithsimilar

throughputandtenantstructures.AnexcellentexampleistheSeattle‐TacomaInternationalAirport,orSEA‐TAC,whichserves31millionpassengersannually,andisthe15thbusiestairportintheUS.AsinthecasewithMassPort,thePortofSeattleistheowner,builder,operator,maintainer,andlessorformany

areasoftheSEA‐TACairportandhasdealtwithmanyoftheuniquechallengesthatLoganairportfaces.Inaddition,SEA‐TACislookingforwaystooperatemoresustainabilitywithinitscurrentcapitalassets,ratherthansimplyrebuildormakesignificantretrofits.ThefollowinginformationwasfoundinaSEA‐TACreport

fromtheFAANorthwestMountainRegionConferenceinApril2008.WewereunabletogetintouchwitharepresentativefromSEA‐TAC;howeverwerecommendMassportcontinueitscurrentrelationshipofsharingbestpracticeswiththenorthwestairport.

GoalsandScope

OneofthemainlearningsfromSEA‐TAC’sprogramistheupfrontagreementandcommunicationofthe

airport’soverallsustainabilitygoals,knownasits“GoalsofSustainableAirportManagement.”Anexplicitstatementofgoalsforbothinternalandexternalcommunicationisanessentialstepinrallyingwide‐spreadsupport,generatingbuy‐inandaccountability,andinspiringintrinsicmotivation.ForSEA‐TAC

thesegoalsarefour‐fold:

1. Tomakedecisionsfullyinformedontotalcostofownershipimplications

2. Tobettermanagelongtermcapitalandoperatingcosts

3. Topromoteenvironmentallysustainabledevelopment

4. Toconserveresources

Inaddition,SEA‐TACispragmaticintheirsustainabilityprogramoutlookandunderstandsthatenvironmentalsustainabilityisoftenalignedwithfinancialsustainability.Theylookatsustainabilityasnotjustanenvironmentalinitiative,butasabroadercontinuousimprovementopportunityinthewaySEA‐TAC

operates,maintainsitsassets,makesdecisions,andmitigatesrisks.Finally,atinterimstagesofthesustainabilitystrategyrollout,theairporthastakenan“achievement/opportunity”approach,verymuchinalignmentwiththementalityofcontinuousimprovement.Inotherwords,aschangesaremadeand

successachieved,additionalandnewopportunitiesareidentifiedandaddedtothescope.

Partnerships

AnothernotablestrategicchoicemadebySEA‐TACwasengagingtheCleanAirportPartnership(CAP),anindependentbodyexclusivelydedicatedtoworkingwithairportsonachievingimprovedenvironmental“qualityandefficiency.”ThroughitsassociationwithSEA‐TAC,CAPhasassessedandvalidatedSeattle’s

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priorachievements,identifiednewopportunities,andhelpedcreateauser‐friendlyandeasy‐to‐readsustainabilityreportforeffectiveinternalandexternalcommunication.

SpecificInitiatives/Achievements

SEA‐TAChasdividedtheirsustainabilityinitiativesintofivemainsubsections:solidwaste,air,building

efficiency,water,andnoise.ThissectionwilloutlinesomeofthemoresuccessfulprogramsineachoftheseareasthatcouldbeapplicabletoLoganairportaswell.

• Solidwaste:ThusfarSEA‐TAChasimplementedcoffeegroundscomposting,“payasyouthrow”tenantincentives,wastesegregationandcentralizedcollect,andwaste‐to‐cementtechnology.

Additionalopportunitiesincludewasteauditing,recycledcontentprocurement,greencleaningproducts,promotionofbiodegradablefoodandbeveragecontainers,andfoodcomposting.

• Air/Landside:SEA‐TAChassuccessfullyimplementedmultipleprogramsthatreduceacustomer’sfootprintwhengainingaccesstotheairport,manyofwhichLoganhasalreadydone.Novelideals

includeacleantaxiprogram,thecreationofanon‐site“CleanVehicleFleet,”promotingemployeeride‐sharing,andareductionofvehicleidling.Inaddition,SEA‐TAChasconverteditsgroundsupportequipmentfromdieseltoelectricpower.Othernotableopportunitiesthattheyhave

identifiedaretheencouragementofcleanrentalcars,theconsolidationofhotelshuttles,andtheexpansionofmanyofthecurrentgreenprograms.

• Air/Aircraft:SEA‐TAChasbegunusingafuelhydrantsystemthatreducesthedistancetraveledandtimeutilizedbyfueltrucks.Inaddition,aircraftpowerbackhasbeenprohibited,requiringtheuse

ofa“towtruck”forreversetaxiing.Finally,afullgreenhousegasinventoryhasbeencompleted.Additionalopportunitiesincludegatepowerandtheuseofpre‐conditionedair,whichwouldeliminatetheneedtoruntheenginesorAPUatthegate,aswellascarriereducationin

sustainability.

• BuildingEfficiency:WhilemanyoftheseprogramshavealreadybeenimplementedatLogan,suchaslightingupgrades,HVACimprovements,andthepotentialuseofphotovoltaics,additionalopportunitiesincludeheatrecoverymethodsand“fullcost”basedutilityrates.

• Water:Anoftenoverlookedresources,watershouldbeconsideredinasustainabilitystrategyas

muchasenergyoranyotherresource.SEA‐TAChasthusfarconductedonandoff‐sidewetlandsmitigation,implementedstormwatermanagementtechniquestoavoidflooding,sedimentation,andcontamination,containedandprocessedde‐icingeffluent,andutilizedanorganicfilterfor

metalsremovedduringcomposting.Additionalopportunitiesincludetheexpansionofpublicaccesstowetlandmitigationsites,waterlessurinals,andtheabilitytoisolatewatersystemvalves.

• Noise:Lastly,SEA‐TAChasmadeadvancesinthereductionofnoisethroughthepurchaseofresidentialpropertiesinhighnoiseareasoftherunwayandinsulatinghomesandschoolswith

noisecancelingmaterials.Otheropportunitiesincludethegroundpowerandpreconditionedairmentionedinthe“Air”section,increasingfundingadditionalR&Dinthisarea,andfinally

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advocatingfor“continuousdescent”approachprocedures,whichallowaconstantangleofdescentfromcruisingaltitudetofinalapproach,reducingbothfuelconsumptionandnoise.

EnergyAnalysisatSEA‐TAC

Asabenchmarkingexercisetobediscussedintherecommendationsection,itisveryusefulforanairport

toidentifyandunderstandwhereitsenergyisderived.SEA‐TAConceagainprovidesanexcellentexample.Takinganoverviewoftheenergyinflowstoanairport,98%ofthetotalenergyarrivesasJetAjetfuel.Granted,99%ofthatfuelisburnedbytheairplanewhiletraveling,butitputstheenergyuseoftheairport

inperspectivewiththegreaterglobalenvironmentaleffects.Althoughenergysavingsattheairportareimportant,effortstoreducethefuelconsumptionofairplanescouldpotentiallyhavegreaterimpactonagloballevelthansimilareffortsattheairport.

Lookingspecificallyatenergyuseattheairport,BritishAirwaysestimatesthat1%ofaircraftfuelisusedon

thegroundtosupporttheAPU.Withthisassumption,JetAfuelstillcomprises24%ofthetotalenergyconsumption,andelectricenergyistheprimaryformconsumedatSEA‐TAC.

UnitedStatesAirForce:ManagingforOperationalSustainability

In2007,theUSAirForcereleasedtheirinaugural"ManagingforOperationalSustainability"reportoutliningthepresentenvironmentalimpactoftheUSAF'soperations,andtheirgoalsforthenextfiveyears.Witha

budgetof$129Band333,000employees(in2007)theAirForcehasasignificantenvironmentalfootprint,andsignificantpotentialtoreducetheirenvironmentaleffects.TheAirForceisagoodmodeltocomparewithMassPort,astheyfacesimilarchallengesinoperatingandsupportingthousandsofaircraftand

personnel.

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OneofthefirststepsthattheUSAFistakingtoreducetheirenvironmentalimpactistodeterminetheirbaselineusage.TheyusetheGlobalReportingInitiativeframeworkfordeterminingtheirtotalemissionsof

greenhousegases(GHGs),intermsofcarbondioxideequivalents(CO2e).Withabaselinetostartfromandaconsistentmeasurementmethodology,theycanthensettargetsforfutureyears,andaccuratelymonitortheirimprovement.

Goingforward,theUSAFhasspecificreductiongoalsforFacilities,VehicleOperations,andAviation.Specifically,theyarelookingtoimprovetheefficiencyoftheirbuildings,increasetheiruseofalternative

energyvehicles,andmovetowardssyntheticfuelblendsforaircraft.

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Withthesekindsoftargetsinplace,theyarebetterpositionedtodecidewhatkindofmeasureswillbenecessarytoachievethesegoals.

ClintonClimateInitiative(CCI)andBuildingOwnersandManagersAssociation(BOMA)

In2008,theClintonClimateInitiative(CCI)workedonaprojectwiththeBuildingOwnersandManagersAssociation(BOMA)todevelopsomebestpracticestohelpimprovetheefficiencyofbuildingsaroundthe

world.Theirfindingsareapplicabletomanytypesofowner/tenantrelationshipsandcanbeappliedtocommercialandgovernmentproperties.MassPortfallswellwithinthoseboundsandwouldbeabletoapplymanyoftheirrecommendations.

BOMArecognizesthechallengesinvolvedwithinvestinginenergyefficiency.The"HoldingPeriodBias"

biasesbuildingownerstoreduceinvestmentinenergyefficiency,sincetheycannotbesurethattheywilloccupythebuildinglongenoughtorecouptheenergysavingsfromtheirinvestments.Thisexplainswhymanyoftheefficiencyinvestmentstodatehavebeeningovernmentownedbuildings.BOMAalso

recognizesthatthesplitincentivebetweenownersandtenantspreventseitheronefrominvestinginenergysavings.Theownerhasnoincentivetohelpthetenantsaveonenergybills,andthetenantdoesnotexpecttooccupythespacelongenoughtogainareasonablereturnontheirinvestment.Finally,many

projectsrequireacapitalinvestment,andthatcapitalisoftenappropriatedtoareasotherthanenergyconservation.Intoday'seconomy,itisevenmoreunlikelyforfirmstohaveavailablecapital.

Toaddresstheseproblems,BOMArecommendstheuseofEnergyServiceCompanies(ESCOs),wholookforopportunitiesforenergysavings,investtheirowncapitalintheupgrades,andthensharethesavingswiththeirclients.Thus,neithertheownernorthetenantofthepropertyhastoprovideanycapital,andneither

hastoworryaboutthelong‐termeffectsoftheinvestment.Ifthepropertychangeshands,theESCOcancontinuetosharethesavingswiththenewowner.Althoughthepropertyownerandtenantdonotrealizethefullmonetaryvalueoftheirsavings,theyareabletoeliminatetherisksofinvestment,takeadvantage

oftheESCO'sexpertise,andavoidmanyofthebarriersfacingenergyefficiencyprojects.Intheirliterature,BOMAaddressessomeofthetypicalchallengesandsharesbestpracticesassociated

withhiringanESCOtoachievesustainabilitygoals:

• BeforechoosinganESCO,thecustomermustdefinetheirgoals,whichcouldbe:LEEDcertification,EnergyStarcertification,percentreductioninenergyuse,oradollarvalueincostsavings.

• TheESCOmarketiscompetitive,andcustomersshouldcomparequotesandenergysaving

estimatesfromeachonebeforeenteringintoacontract

• ThecustomerandESCOneedtoevaluatesitesandchoosetheoneswiththegreatestpotentialforimprovement.(typicallyolder,inefficientbuildings)

• Beforemakinganychanges,itiscriticaltobenchmarkthecurrentenergyandutilitiesusage

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• Finally,thecustomerneedstocontinuouslymonitortheperformanceofESCOtoensurethatenergysavingstargetsarebeingmet.

InterviewTakeaways

MassportLoganEmployees

ThroughourinterviewwithLoganemployees,welearnedsomekeyfactsabouttenant‐employeeculture,aswellasairlineoperations.Althoughtheairportconsistsofthousandsofemployeesallwithvery

differentrelationshipstoMassport,i.e.Westfield,BAAemployees,vendoremployees,airlinesemployees,Massportemployees,welearnedthatallofthesegroupsconsiderthemselves“Loganemployees.”Asaresult,thereisadistinctcultureofcamaraderieandcohesiveness.Thislearningwasinitiallysurprising,and

shouldbetappedintobyMassportasmuchaspossibleinordertogainmomentumwithgreeninitiatives.

Inaddition,MassportemployeesaretypicallyquitewillingtoparticipateinLogan‐driveninitiatives,aslongasitdoesnotrequireactivitiesthatdetractfromtheiroperations.TheseprogramsareLogan‐basedand

wouldmostlikelynotbespecifiedinthetenantleases.Finally,eventhoughLoganhasfourterminalswithindividualmanagers,rules,andregulationsateach,Loganemployeesdonotrespondwelltoterminal‐specificprograms.Becauseofcross‐terminalcommunicationandthefactthatmanyoftheconcessions

havestorefrontsinmultipleterminals,programsrunmoresmoothlywhentheyareintroducedacrosstheboard.TemporarypilotprogramshaveworkedquitewellatLoganinthepast,butonlywhendoneairport‐wide.

Additionalinsightsfromtheseinterviewswerecenteredaroundtheairlines.Itisgenerallybelievedthat

mostairlines,withtheirfocusonoperationalefficiency,havealreadytakenadvantageofmuchofthelowhangingfruitgreeninitiatives,leavingonlyhighup‐frontcost,“worsebeforebetter”optionsleft.ThisfactmakesfindingopportunitiesforairlineincentivizedbehavioralchangedifficultforMassport.

Finallywealsolearnedthatairlineslikeconsistencyintheiroperationalproceduresfromairporttoairport.

Althoughtheywillcomplywithcertainone‐offLoganinitiatives,itisusuallynotwithoutextremepushback.ThistendencyforresistanceshouldbetakennoteofbyMassportwhentryingtoroll‐outprogramsthataffecttheairlines.

BAAInterview

AsoneofthetwoprimarytenantsatLoganAirport,BAAhandlesmanyofthesub‐leaseswiththeactualconcessionairesintheterminals.NeitherBAAnorMassporthaveanyoverarchingsustainabilityguidelines,

buttherearedefinitelyisolatedprojectsthathaveapositiveeffectontheenvironment.BAAprovidesfryingoilrecyclingforalloftheirtenants,andMassportrequiresalltenantstorecycletheircardboard.In

addition,certainconcessionaires(AuBonPainwascitedspecifically)havetheirownprogramsforrecyclingandwastereduction,independentofBAAorMassport.

BAAisdefinitelyexcitedtohearnewsuggestionsforsustainability,buthasnothadmanydirectivesfromMassporttomakeanychanges.BAArunsotherairmalls,butdoesnothaveextensivesustainability

experiencefromothersitesthatcouldbeappliedtoLogan.

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PortofOaklandInterview

OaklandInternationalAirportfocusesonthe“triplebottomline”whenconsideringtheirsustainabilityefforts.Theirgoalistobeeconomically,environmentally,andsociallysustainable,andtheirresultsprovethattheyhavebeenactiveinallthreeareas.

SocialSustainability

Onthesocialfront,theytrytoinvolvetheircommunityasmuchaspossible,andlivebythemotto,"yourdollarsgotoyourlocalcommunity."OnestrategyOaklandusesistotrytouselocalcontractorsasmuchas

possible.Toreachthisgoal,theygivelocalcontractorsa10%benefitwhencomparingpricebidsforaproject.(However,theycannotusethispolicywithcontractsthatarefederallyfunded.)Oaklandalsoestablishesprojectlaboragreementstoensurethatcontractorscompensateworkerswithwagesand

benefitson‐parwithworkersinaunionandpromoteapprenticeshipprogramstohelpdevelopskilledlabor.Last,butnotleast,Oaklandisastrongsupporterofemployeevolunteerefforts,includingannualgivingcampaignsandemployee‐runeffortstofundscholarshipsatlocalhighschools.

Environmental&EconomicSustainability

Ontheenvironmentalside,Oaklandeffectivelyrecycleswasteandconserveselectricity,butalsostepsback

totakea“bigpicture”viewoftheoverallfootprintoftheairport.Oaklandmeasureseachprojectbyits“LifecycleCost”ratherthanbreakingouteconomiceffectsandenvironmentaleffects.LifecycleCostincludesthetotalcostoftheprojectoveritsusablelifetime,whichcanincludeanticipationoffuture

environmentalregulations,reductionoffueluse,andimmediatecapitalcosts.But,OaklandhasfoundthatprojectsthathavethelowestLifecycleCostalsotendtobeenvironmentallyfriendly.

SomeofOakland’srecentachievementsincludedesigningtheairportgatestobe“multi‐use”sothattheycanbeusedbypersonnelfromanyairline.Thus,insteadofbuildinganewterminaltohousenewairlines,

Oaklandcanhaveairlinessharegatesandgetgreaterutilizationoutofthefacilitiestheyalreadyhave.TheresulthasbeenthatOaklandairportwastopratedinmetricsinvolvingpassengertrafficpergateandturnspergate.Inaddition,whenrenovatingoneterminal,theyfoundthatrecyclingtheconstructionmaterials

fromthesitewasnotonlyenvironmentallypreferable(lesstruckingtoandfromthelandfillandlessvirginmaterial),butwasalsolowercost.Thesekindof“bigpicture”effortsreallyshowthesignificantresultsthatOaklandhasachieved.

Oaklandknewthatitssustainabilityprogramswouldnotbeeffectivewithoutbuy‐infromeveryoneatthe

airport,sothefirststepintheprocesswastospreadthewordwithaseriesoftownhallmeetings.Theyinvolvedfunandgames,butfocusedonprovidinginformation,andgettingideasbackfromthepeopleontheground.Oaklandalsosuggeststhatinitiativesbeorganization‐wide,sothateveryoneisheldtothe

samestandard.Finally,Oaklandseemstoreallygetthemostoutofthefacilitiesthattheyalreadyhave,whichisarguablythemosteffectiveformofsustainability.

EnergyServiceCompanies

WhileEnergyServiceCompanies(ESCOs)havebeeneffectiveatincreasingenergyefficiencyingovernmentinothersectors,Oaklandbelievesthattheyarenotaseffectiveforairports.First,airportsalreadyemploy

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theirownstaffofmechanical,electrical,andfacilitiesengineers.Second,thecostofcapitalcanbelowerforairportsthanforESCOs,soitcanbemoreeconomicalfortheairportstoundergocapitaldevelopment

projectsthemselves.WhileESCOscanbeveryhelpfultoschoolsandotherbusinessesthatlackfacilitiesexpertiseandcheapcapital,Oaklandhaspreferredtousetheirinternalresourcesinsteadoflookingtotheprivatesector.Theonlyexceptionisinsituationssuchassolarpower,wheretherearesubstantialtax

benefitsavailablefromthegovernment,makingitmorecosteffectiveforaprivatecompanytoownthesolarpanelsandreceivethetaxbreaks,sinceairportsdonottypicallypaytaxes.

DenverAirportInterview

DIA’ssustainabilitystrategyisbuiltaroundanISO14001certifiedEnvironmentalManagementSystem.Itisthefirstairporttoreceivethiscertification.ThisinternationalcertificationensuresthatDIAhasa

systematicapproachtoidentifying,prioritizing,andmanagingthoseaspectsofbusinessthathavepotentialtoimpacttheenvironment.

TheirEMSisbuiltaroundair,water,andwastemanagementprograms.Theirprojectsaresplitintotwoareasoffocus:infrastructureandoperationsprojectsinareasthatDIAdirectlycontrols,andincentive

programsforareasthatDIAdoesnotdirectlycontrol.Theprojectsareinformedbystudies–amasterenergystudytofindwaystoreduceenergyconsumptionandawastecompositionstudytofindareastoimproverecyclingefforts.

Beingoneofthenewestairportsinthecountry,DIAhastheadvantagesofbuildinginenvironmentally

infrastructurefromtheoutset,suchasrecyclingofdeicingfluidandprovidingpowerplugsateverygatetopreventtheneedforplanestoidleandconsumefuel.However,havinganEMSensuresthattherearecontinualprocessimprovements.

Organizationally,DIAhasaFocalPointProgram,whereeachdepartmenthasarepresentativewhomonitors

andreportsontheirsustainabilityinitiativesandgoals.ThisprogramiseffectiveinensuringthatsustainablethinkingisinfuseddeepintotheDIAorganizationandthatDIAisabletogetthe“bigpicture”ofwheretheyaremeetingtheoverallgoalsandwhereimprovementsarenecessary.Oneexampleofsuccess

isthatthroughthewastecompositionstudy,itwasdeterminedthatalotoforganicwastewasgeneratedfromtheconcessionsandfromemployeebreakrooms.Apilotcompostingprogramwaspublicized,andDIA,totheirsurprise,receivedanoutpouringofvolunteersupportfromtheirownemployees.

DIAalsodrawssupportandinnovationfromitspartnershipwiththecityandcountyofDenver’sGreenprint

program,asustainabledevelopmentinitiative.Bypartneringwiththecity,DIAisabletoleverageexpertiseandpartnerships,suchasincentivesforhybridtaxis.

Finally,DIAispartoftheGlobalReportingInitiative,whichproducesthedefactostandardinsustainabilityreporting.ByparticipatingintheGRI,DIAensuresthatitsannualsustainabilityreporteffectivelymeasures,

tracks,andimprovesDIA’ssustainabilityinitiatives.

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RecommendationsWe'vedividedourrecommendationsintofourmajorcategories:Communication,Analyzes,IncentivePrograms,andCapitalProjects.Thissectionwilloutlineeachrecommendation,discussingthemotivationbehinditandtheprimaryrisksassociated.Finally,theserecommendationswere"ranked"asdescribedin

theMethodologysection,byimpact,execution,andcontrol.Basedontheserankings,wewilldiscussproposedtimelinesandprogrampriorities.

Communication

Logancanmakeahugeimpactonitscustomers,employees,andcommunitysimplybyimprovingitsinternalandexternalcommunication.Throughoutourresearch,wehavefoundthekeytoacohesiveandwell‐participatedsustainabilitystrategyisclearanddirectcommunicationwithemployeesandexternal

stakeholders.Thefollowingrecommendationsarerelativelyeasytodo,highimpact,andallwithinMassport’sdirectcontrol.

BrandingandEducation–HavingtraveledthroughLoganrecently,itisclearthatMassportisworkingtocommunicatetheairportssustainabilityeffortstoitscustomers.Throughpressreleases,posters,EarthDay

celebrations,andPAannouncements,I,asatraveler,wasawareoftheexistenceofgreenprogramsatLogan.However,Loganneedstodevoteequalifnotmoreefforttocommunicatingwithitsemployees.It’svitalforallLoganemployeestoknownotonlythatLoganisworkingonsustainability,butspecificallyhow.

Inordertoenablewide‐spreadparticipation,youneedtogeneratewide‐spreadawareness.Massportshouldbranditsgreenprogramsothatit’seasilyidentifiableandsimplycommunicated.Morewillbesaidonthisinthefollowingfewrecommendations.

Explicitlystateholisticgoalsandquantitativetargets–Aspartoftheeducationandbrandingdiscussed

above,Loganneedstocarveoutitssustainabilityscope.WhatfactorsdoesLoganwanttofocuson?Howboldshoulditsgoalsbe?DoesLoganwanttoout‐greenotherairports?BasedonthepositionLoganhopestotake,theairportneedstostateitsgoals,muchlikeSEA‐TAC.Andmoreimportantly,Loganneedsto

communicatethesegoals,internallyandexternally,muchlikeamissionstatement.Thiswillenableemployeestotrytoaligntheiractionswiththesegoals–alltheiractions,notjustthosethathavebeenpre‐labeledgreen.ThesegoalswillalsoallowingLogantomeasureimprovementandcelebratesmallwins,

thusbuildingLogan’sgreenbrandequityandLogan’sbrandequityasawhole.

SustainabilityWorkshops–Agreatwaytobotheducateemployeesandbuildupagreenbrandisthroughsustainabilityworkshops.Byhavinginteractivesessionswithvariousgroupsofemployeesalltogether,

Massportcanhopetocultivateacommunity‐drivenworkenvironmentandmotivateparticipation.Bygatheringoperatorsatvariouslevels,theseworkshopscanalsohelpcreatethegoalsinthepreviousrecommendations,collectandaddressconcerns,educateemployeesonwhatLoganhasalreadydone,play

toemployee’sintrinsicmotivationtohelptheenvironment,andgeneratebuy‐in.Whileweunderstanditisverydifficulttohavelarge‐scalemeetingsata24/7‐operatingairport,webelievethesecanbedoneinshiftsandstillhavesignificantimpact.

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“LoganisGreen!”Newsletter–Thisisanothereasywinandcanworktohighlightprogressoncurrentinitiatives,recognizecertainproactiveindividuals,introducenewinitiatives,andreiterategoals.In

addition,suchanewsletterwouldhighlycontributetotheLogangreenbrand,andcanbeusedasbothaninternalandexternalbrandingtool.

Analyses

Oneofthefirstplacestostartwhenconsideringalarge‐scalesustainabilitystrategyisbenchmarking.Whiletheactofmeasuringitselfdoesnothaveadirectimpact,thelearningsandawarenessofcertainhotspotsandopportunitiesisinvaluable.

GreenhouseGasAnalysis‐‐Alogicalplacetostartishiringathirdpartytoconductafull‐scaleGHGanalysis

ofLogan.ThewillservetwopurposesasLoganmovesforwardwithanintegratedsustainabilitystrategy:1)itwillallowformeasurableimprovement,inparticularforinternal/externalcommunicationpurposes,2)itwillidentifyareasoftheairportthat,throughincentivizedbehavioralchangeandcapitalprojects,canhave

thebiggestimpactofLogan’soverallfootprint.Someriskstoconsideristhepossibledeterminationofanextremely“dirty”partofLogan’soperationsandthepotentialnegativepublicitythatresults.

LocalizedTenantMetering–Inordertocarryoutthe“ElectricityPricing”recommendationinthenextsection,Loganwouldneedtometereachofitstenants’electricity(andpotentiallywater.)Thisappliesin

particulartotheconcessionaireswho,becausetheirutilitybilliscurrentlysodecoupledfromtheirusage,haveforegonecertainimprovementsthatwouldenablethemtobemoreenergyefficient.

IncentivePrograms

IncentiveprogramsareoneofthemanyleveragepointsthatLoganhaswiththeiremployees,tenants,andsub‐tenants.Whenproperlytargeted,incentiveprogramscanbeaveryeffectivewayofstartingawide

scalebehaviorchangeinalargeorganizationsuchasMassport.

GreenCertificationforAirportTenants‐‐Thisprogramwouldincentivizetenantstomeetapre‐determinedlistofcriteriatobeabletoadvertisetheirestablishmentas“LoganGreenCertified”.Tenantswouldbeabletousethecertificationintheirpublicationsandcertifiedtenantswouldhaveagreenleaf

iconlocatednexttotheirnameonairportdirectories.Althoughithasbeenproventhatconsumersarenotcurrentlywillingtopaymoreforgreen,consumerswillmakepurchasingdecisionsbasedonacompany’scommitmenttogreen.Agreenleafcaninfluencedecision‐makingandthusincreaserevenue.

Inaddition,retailerswhoachievethisstandardwouldberecognizedinternallyaswell.Thiscanbedone

throughfinancialincentives,butmorelikelythroughpeerrecognition,eitheronthe“board”inTerminalA,throughpresentationatlarge‐scalemeetings,byconductingfeaturestoresintheLoganisGreennewsletter,etc.

Thefirststepindevelopingthisprogramistogatherallofthestakeholders(retailers,foodvendors,

airlines,andMassport)anddeterminewhata“green”standardshouldbe,anddevelopsomecreativesolutionsforsustainability.Somemetricscouldincludewasteproductionpermonth,recyclingpercentage,energyusagepersquarefoot,waterusagepersquarefoot,healthcarebenefitsforemployees,and

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consecutivemonthsofgreencertification.Thegreenstandardshouldalsoincludevariouslevelsofcompliance(or“shadesofgreen”)sothattenantscantakeagradualapproachtoimprovement,and

continuetostrivetoimprove.

UseCreativeElectricityPricingtoIncentivizeConservation‐‐SinceLoganoperatesasanelectricutility,ithastheabilitytovarytheratestructuretoencourageconservation.Oneincentivetoconsideristieredpricing,whereasconsumptionincreases,sodoestherateforelectricity.Anotheroptionistodeterminea

baselineusageforeachtypeoftenant,thenchargepenaltiesorgivecreditsbasedonthevariationfromthebaseline.Thisway,Logancanremainrevenue‐neutral,whileencouragingconservationthroughdemandmanagement.

VaryLandingFeesBasedonPlaneEfficiency‐‐WhilethisproposalmayfaceresistancefromtheFAAor

airlines,Massportcouldchargedifferentlandingfeesaccordingtotheefficiencyratingoftheaircraft.Theseefficiencymeasurementscouldbebasedontheageoftheaircraft,theeffectivemiles/gallon/passengerthattheaircraftachievedonitsjourney,orthetotalfueluseoftheaircraft.While

thepurposeofthisprogramisnottobecomearevenuesource,itwouldincentivizeairlinesatLogantoupgradetheirfleetstobemorefuel‐efficienttoavoidadditionallandingfees.

TrashDisposalFeesBasedonVolume‐‐Presently,Loganairportprovidestrashdisposalasaservicetoitstenantsanddoesnotseemtohaveapricingstructurebasedontrashvolume.OtherUSairportsusea

“pay‐as‐you‐throw”approachandchargetenantsbasedonthevolumeoftrashtheyproduce.Thisgivestenantsarealeconomicincentivetoreducetheirwaste,andthecosttotheairportisslightlyincreasedadministrativecoststomanagetheaccounts.

ParticipateInAFootprintReductionCompetition(e.gCarbonRally.com)‐‐Asidefromfinancialincentive

programs,LogancouldalsoharnesssocialincentiveprogramssuchasCarbonRally.comwhereteamssignuponlinetotakecarbonreductionchallenges,andcompetewithotherteamsaroundthecountry.The

programwouldbecompletelyvoluntary,butthesekindofprogramsincreaseawarenessaboutsustainability.Themoreawarenessemployeeshaveabouttheirownenvironmentalimpact,themoretheywillbringthesameattitudewiththemtotheworkplace.

IntegrateEnvironmentalCriteriaIntoTerminalManagers'PerformanceMetrics‐‐TerminalManagers

shouldbeencouragedtopromotesustainability,butalsomeasuredandrewardedonsustainability.Typicalmetricssuchasquarterlyprofit,employeeturnover,andcostreductiondonotalwaysencourageenvironmentallyfriendlybehavior.Metricssuchaswaterorenergyusepersquarefootofterminalspace,

orpercentageofvendorsmeetingthe“LoganGreenCertification”aremeasurablemetricsthatpromotesustainabilityefforts.Inaddition,incorporating“greenchampions”intotheworkforceensuresthattherearepeopleatthegroundleveldedicatedtosustainabilitywhoareaccountabletorealresults.

CapitalProjects

Finallywepresentanextensivelistofpotentialone‐off“capitalprojects”oractivities.Wehavedefinedcapitalprojectsasbeingthoseprojectsthatmayinvolveaninitialoutlayofcapital,andnotinthesenseof

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CapExvsOpEx.Furthermore,theseprojects,thoughrequiringupfrontcapital,almostalwayshaveapositiveROI.

Appointsustainabilitychampionsforeachdepartment,couldbeanalreadyexistingemployee–Thisis

themostimportantrecommendationinthissection.FollowingDenverInternational’sFocalPointmodel,arepresentativefromeachdepartmentwithinMassportcouldbeassignedthetasksofdisseminatingsustainabilitygoalsforMassportandcollectingmetrics.Weseethisasavitalstepinpenetratingthelarge

andcomplexMassportorganization,andgettinginformationtoandfromalllevels.

Foodscrapcomposting‐‐AsdiscoveredatDIAandelsewhere,organicwastefromconcessionsandemployeebreakroomsandpublicareasconstitutealargeproportionofthewastestream.Acompostingprogramcouldtakeadvantageofunusedlandwhilegeneratingincome.

Fuelhydrants‐‐Installationoffuelhydrantsreducetheexpenseoffueltruckscirculatingaroundterminal

gatesaswellasreducetrafficontaxiways.

De‐icingrecycling‐‐AsimplementedatDenverInternational,$1.7millionwassavedannuallyviaanonsiteaircraftde‐icingrecyclingsystem.Aircraftneedingdeicingwoulddriveontospecialareasthatcollectdrainageandrecyclethede‐icingfluid.Environmentaldamageisalsoalleviatedbyreducingthereleaseof

glycol.

HireanESCO‐‐EnergyServiceCompaniesputuptheirowninitialcapitalforenergy‐savinginitiatives,thenshareintherewardfromthecostofenergysaved.Thisisarecommendedcourseofactioninacapital‐restrictedorrisk‐averseenvironment.

Pluginelectricityandpre‐conditionedairatgate‐‐Installationofthesesystemsremovetheneedfor

planestoidleatthegate,thusreducingpollutionandfuelconsumption.

Greencleaningproducts‐‐Thisapproachimprovesairqualityinsidebuildingandreducesreleaseofundesirablevaporsintotheatmosphere;howeverweacknowledgethatthisisdifficultonavarietyof

levels.WiththeappearanceofcertaincommunicablediseasessuchasSwineFlu,sanitationandhealthandsafetyareofever‐increasingimportance.Inaddition,withtheexceptionofcommonspaces,theindividualtenanthiresitsowncleaningcrew,andMassportwouldhavelittleleveragetoconvincethemtousenew

productsinonlyLogan.Especiallyforchainrestaurantthathavetheirownstandardoperationalprocedures.

Conversionofgroundequipmentfromdieseltoelectric–Thiswouldreducethefuelemissionsthatcancurrentlybeattributedtothevariousgroundvehiclesandmachinesthatrunallday.

Greywaterrecycling‐‐Rooftoprainwatercanbecollectedincisternsandusedforcleaningandlandscape

irrigation.Loganhasanenormousphysicalfootprintwithalotofroofspace,thereforeasignificantamountofrainwatercanberecovered.

ConsolidateRentalCarShuttlesandhotelshuttles‐‐Anexcessofshuttlebusestypicallyexists,eachgenerallyoperatedatverylowcapacityandcausingairpollutionandtrafficcongestion.Consolidated

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shuttleserviceswouldmitigatethisproblem.WerecognizethatLoganiscurrentlyworkingtobuildaconsolidatedrentalcarfacility;howeveritwouldbebeneficialtotheenvironmenttoincorporatehotel

shuttlesaswell.

RecommendationMap

Belowisagraphsummarizingthedifferentrecommendationsandillustratingtherankingmethodology

describedintheprevioussection.Torecap,theserecommendationswererankedbythreedimensions:1)easeofexecutionwhichrefersthephysicalexecutionoftheproject,i.e.itiseasiertousegreencleaningsuppliesthatinstallingsolar‐panels;2)impact,intermsofameasurablereductioninGHGsoranoticeable

increaseinthenumberofparticipatingvendors;andfinally3)thedegreeofcontrolthatMassporthasovercompliance.Forexample,MassportwouldhavecompletecontroloverwhetherornotLoganshouldinstallfuelhydrants;howeverithaslittletonocontroloverhotelsconsolidatingtheirshuttles.Whendetermining

atime‐dependantroll‐outplan,Loganshouldfocusitseffortsonrecommendationsindarkvibrantcolorsintheupperright‐handcorner.Massport’ssecondpriorityshouldbethebottomrightcorner,andfinallythebottomleftcorner.Thoserecommendationsintheupperleftareprobablynotworththeupfront

investment.

AsMassportconsidersadditionalprogramsandinitiatives,werecommendtheyuseasimilarmappingtechniquetodetermineandpresentpriorities,hurdles,andtimelines.Thismethodalsorequiresacritical

breakdownofthreekeyfactorsthatwilldeterminesuccessatMassport.

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ConclusionItisourhopethatprovidingactionablerecommendationsbasedonourresearchandinterviewfindingswillallowMassporttomoreeffectivelyroll‐outsustainabilityinitiatives,andgeneratebuy‐in.Loganalreadyhas

manycutting‐edgeprograms,fromTerminalAtothewarm‐mixasphalt.However,Logancanhugelybenefitfromtighteningupitsprogram,creatingabrand,benchmarkingcurrentlevels,developinggoals,andcommunicatingsuccesses.AllofLogan’scurrentandfutureprogramsrequireemployees,manywho

arenotdirectlyemployedbyLogan,tobemotivatedtotakepart.MassportmustthereforeworkwithLogantocreateadisseminationnetworkforeducation,awareness,empowerment,andaccountability.Asa24/7operationwithanintrinsicallylargeenvironmentalfootprint,Loganairporthasauniqueopportunity

tomakehugeimprovementsandbecomealeaderinthespaceofsustainableairports.

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References

SecondaryResearch

“AirForce:ManagingforOperational.Sustainability.”2007InauguralReport.

<http://www.safie.hq.af.mil/shared/media/document/AFD‐081002‐059.pdf>

“AviationandtheGlobalAtmosphere.”IPCCSpecialReportsonClimateChange.http://www.grida.no/publications/other/ipcc_sr/?src=/Climate/ipcc/aviation/127.htm

“CleanAirportPartnership.”<http://www.cleanairports.com/>(2009)

“ClintonClimateInitiative”<http://www.clintonfoundation.org/what‐we‐do/clinton‐climate‐initiative/>

“DenverAirportEnvironmentalManagement.”<http://www.flydenver.com/diabiz/community/enviro/index.asp>(2009)

“EnergyDensity.”http://en.wikipedia.org/wiki/Energy_density

“EnergyDensityNumbers.”<www.ocean.washington.edu/courses/envir215/energynumbers.pdf>

“SustainableAirportManagement:ManagingaGreenAirport.”FAANorthwestMountainRegion

ConferenceProceedings,April21,2008.<http://www.google.com/url?sa=t&source=web&ct=res&cd=3&url=http%3A%2F%2Fwww.faa.gov%2Fairports_airtraffic%2Fairports%2Fregional_guidance%2Fnorthwest_mountain%2Fairports_news_events%2Fannu

al_conference%2F2008%2Fmedia%2Fsustainable_airport_management.pdf&ei=723uSe6XI5vFtgfdmIXIDw&usg=AFQjCNFkbzmSdSUhtimvwCJna6qV0QUj_A>

PrimaryResearch:

SalAmico,theManagerofAirportConcessions–Logan

JeffArneson–DenverInternationalAirport

JackHemphill,BusinessGeneralManager–Logan

KristiMcKenney,Manager,AviationPlanningandDevelopment–PortofOakland

DebbieRussell,theBAA‐LoganConcessionManager–Logan