Doing Business With

THE BRADLEYDEVELOPMENT LEAGUE

PRESENTED BY CT BUSINESS MAGAZINE

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KEY CONTACTSElaine Sarsynski, BDL President and First Selectman Town of Suffield

Phone: (860) 668-383883 Mountain RoadSuffield, CT 06078e-mail elaines@suffieldtownhall.com

Patrick McMahon, Director of Economic Development83 Mountain RoadSuffield, CT 06078Phone: (860) 668-3849e-mail patrickm@suffieldtownhall.com

Hugh Corr, PresidentSuffield Chamber of Commerce

Phone: (860) 668-4848P.O. Box 741, Suffield, CT 06078email info@suffieldchamber.org

Jim Burke, Director of Economic Development275 Broad StreetWindsor, CT 06095Phone: (860) 285-1877 email EconomicDevelopment@townofwindsorct.com

Sharran Selig Bennett, President Windsor Chamber of Commerce

Phone: (860) 688-5165261 Broad Street, Windsor, CT 06095email info@windsorcc.org

Mike Russo, PresidentWindsor Locks Chamber of Commerce

P.O. Box 257, Windsor Locks, CT 06096Phone: (860) 623-9319

Jeffrey Ives, First Selectman Town of Windsor Locks

Phone: (860) 627-1444 50 Church Street, Windsor Locks, CT 06096-0412e-mail jives@wlocks.com

David K. Kilbon, First SelectmanTown of East Granby

Phone: (860) 653-25769 Center Street. P.O. Box 1858East Granby, CT 06026e-mail davek@egtownhall.com

Bob Sproat, Economic Development Officer Phone: (860) 413-9371 9 Center StreetEast Granby, CT 06026e-mail econdev@egtownhall.com

Annelise Hurley and Ken Waite, Co-PresidentsEast Granby Chamber of Commerce

Phone: (860) 651-3833 P.O. Box 1335, East Granby, CT 06026 email eastgranbycoc@eastgranbycoc.org

ContentsTHE BRADLEY

DEVELOPMENT LEAGUE

DOING BUSINESS WITH About The BDLSince its creation in 1995, the BDL has actively

promoted and assisted in the development and

growth of business in the vicinity of the airport,

providing an extensive array of services to

companies considering relocation or expansion.

The Preferred Alternative includes several development projects to improve the Airport's operations and safety in the future and has been submitted to the Connecticut Department of Transportation and the FAA for approval.

Bradley’s Master Plan

Developable Land For ExpansionAccording to the Bradley Airport Environs Land Use Study conducted by the Arlington, Virginia-based consulting firm Hagler Bailly, there were 2,498 buildable acres in the four towns and at theairport in 1999.

The Community Advisory BoardA Community Advisory Board has been formed asa part of the new oversight structure for Bradley International Airport.

Kiran Jain: Bradley ‘s New Director of Marketing

Jain's primary responsibilities will be in the area of marketing, with a particular focus on marketing functions related to airline and cargo activities at Bradley International Airport.

BDL Town Profiles

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The Bradley Development League, Inc. (BDL) is a consortiumof the towns of East Granby, Suffield, Windsor and WindsorLocks with a mission to further the economic development

of the region surrounding Bradley International Airport. The League believes that Bradley International Airport (BIA) is

an asset to the Hartford-Springfield region, as well as to the State ofConnecticut, and its success as a competitive industry is critical toeconomic development in the four member towns.

Since its creation in 1995, the BDL has actively promoted andassisted in the development and growth of business in the vicin-ity of the airport.

It has partnered with the Department of Transportation,Department of Economic and Community Development (DECD),Connecticut Economic Resource Center, Northeast Utilities,Connecticut Development Authority and the Metro HartfordAlliance (Alliance) to further important development projects.

A PRIVATE/PUBLIC ENDEAVORBDL was formally incorporated as a non-profit corporation in2000, adding business representatives to the board to reflect thecombined public/private nature of this endeavor. The OperatingCommittee, made up of the economic development professionalsfrom the four towns, manages the day to day business operations.

The Committee meets on a monthly basis and receives valuableinput from partners including a representative from the Bureau ofAviation and Ports, Tom Marano from Northeast Utilities, andDan Carstens from Airport News and CT Trade Strategies.

HELPING BUSINESSES LOCATEMembers of the Operating Committee provide an extensive arrayof services to companies considering relocation or expansion.They will assist companies locate suitable existing or build tosuit facilities, work with other Connecticut agencies to develop acomprehensive incentive package, facilitate the development of aprivate and/or public financing package and streamline theapproval process.

STRATEGIC PLANNINGStrategic planning is one way in which League members work topromote Bradley Airport regional development. They haveassisted the Capitol Region Council of Governments (CRCOG) in

the completion of The Bradley Area Transportation Study,designed to ensure the transportation network around the airport isprepared for future economic development growth.

The League is currently working with the Bradley AirportLocal Advisory Committee, CRCOG, DECD and the Alliance topreplan development site around the Airport so that they can befast tracked for projects.

PROMOTING THE BRADLEY AREAThe BDL promotes the Bradley area as a key component of theHartford/ Springfield metro area.

Tim Lescalleet, a BDL board member and senior vice presi-dent of Griffin Land — a major land owner and developer of overtwo million square feet of commercial and industrial workspace— states that, “An area stretching from south of Hartford to northof Springfield running along I-91 is being marketed as theKnowledge Corridor due to the well educated workforce and thepresence of several prominent institutions of higher learning. TheBDL area is at the heart of the Knowledge Corridor and its cut-ting edge industries benefit from these highly skilled workers.”

INTER-TOWN COOPERATIONElaine Sarsynski, League president and First Selectman ofSuffield, states that “These four towns share the economic engineof Bradley Airport, as well as the important highway access pro-vided by Route 20 and Interstate 91. It is only natural that wework together for our common benefit.

“By acting together the communities, area businesses and theAirport can realize greater economic and community benefits thanare not possible through separate efforts.”

This inter-town cooperation was recently recognized byCRCOG with a regional award touting that town officials “shareinformation and market the area without regard to municipalboundaries.”

For more information on the League visit www.bradleydevel-opment.com or call 1-800-568-8880. The website and 1-800 number are designed to give prospects immediate accessto all that the four towns and Bradley International Airporthave to offer. �

THE BRADLEY DEVELOPMENT LEAGUE

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WHAT’S UP AT BRADLEY?

The Federal Aviation Administration(FAA) requires all commercial air-ports to update their Master Plan

every ten years. In the early 1990’s BradleyInternational Airport prepared its lastMaster Plan. A Master Plan produces a 20-year plan for the physical improvement ofthe airport facilities. An airport Master Planserves as both a local planning tool, as wellas a Federal planning document.

BIA initiated the Master Plan Updatenearly four years ago. Two public workshops

BRADLEY’S MASTER PLANhave been held as part of the process ofincorporating industry-wide changes toreflect the anticipated aviation activity forthe Airport’s future.

The first public workshop introducedthe master planning process, a proposedschedule, preliminary forecasts of aviationdemand, environmental aspects, and issuesfor the airport. Airport facility issues fromthe tenants, stakeholders, and the StudyWork Group were identified, along with aforecast of expected future air traffic.

At the second public workshop, thepreliminary alternatives were presented,and input on those alternatives was gath-ered from the public. After the secondworkshop, the preliminary alternativeswere refined and screened through adetailed evaluation process.

The results of the alternative evalua-tion were examined, and the preferredalternative has been selected andendorsed by the airport staff, ConnecticutDepartment of Transportation and theBradley Board of Directors, says trans-portation planner Kevin Lynch.

The preferred alternative includes sev-eral development projects to improve theAirport’s operations and safety in the futureand has been submitted to the ConnecticutDepartment of Transportation and the FAAfor approval.

The Master Plan Update’s website,www.bradleyairport.com/masterplan,contains detailed information on theMaster Plan Update’s process, technicalanalysis results, and materials from allpublic meetings. �

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There’s land available in the Bradleyarea. Suffield’s director of EconomicDevelopment Patrick McMahon

points to a study prepared for theDepartment of Economic and CommunityDevelopment.

According to the Bradley AirportEnvirons Land Use Study conducted bythe Arlington, Virginia-based consultingfirm Hagler Bailly, there were 2,498buildable acres in the four towns and atthe airport in 1999.

The breakdown is as follows: 31.6acres inside and 279.6 acres outside thefence at Bradley; 462 acres in EastGranby; 561 acres in Suffield; 784.9 inWindsor; and 379 in Windsor Locks.

Further, the study indi-cated that there were 1,840buildable commercial indus-trial acres in the four towns.

McMahon refers toWindsor as “the Direct MailCapital of the World” due toADVO’s expansions to DayHill Road. In neighboring Windsor Locks,McMahon reports, Ford Motor Companyjust opened a parts distribution facility andWatkins Motor Lines, one of the nation’slargest less-than-truckload carriers (LTL), isbuilding a truck terminal.

Helsinki, Finland-based Alstrom hasinvested millions in upgrading facilitiesin Ahlstrom FiberComposites, located in

Windsor Locks, since Ahlstrom acquiredthe Dexter nonwoven business inSeptember of 2000.

In Suffield, McMahon notes, C&SWholesale Grocers, the giant wholesale fooddistribution company, has acquired a 700,000square foot facility. C&S also has a 1 millionsquare foot facility in Windsor Locks. �

Developable Land For Business Expansion

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Bradley’sCommunityAdvisory Board

ACommunity Advisory Board hasbeen formed as a part of the newoversight structure for Bradley

International Airport. The Board’s purposes are twofold: to

provide a regular communication vehiclebetween nearby towns and airport admin-istrators; and to advise the Bradley Boardof Directors on issues of transportation,planning, land use, zoning, and economicdevelopment.

To assist the Board, there is a subcom-mittee made up of each town’s manager orplanner and representatives of the CapitalRegion Council of Governments, theSpringfield Regional Planning Agency,the Greater Hartford Growth Council(now the MetroHartford RegionalAlliance), and the state Department ofEconomic and Community Development.

Board meetings are scheduled prior tothe Bradley Board of Directors meetings,in order to allow quick communication ofissues. East Granby First SelectmanDavid Kilbon, who also serves as a direc-tor, is the Board chair. �

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Kiran Jain joined the ConnecticutDepartment of Transportation’s (ConnDOT)management team in mid-November as theBureau of Aviation and Ports’ new directorof Marketing and Development.

Jain’s primary responsibilities will bein the area of marketing, with a particularfocus on marketing functions related toairline and cargo activities at BradleyInternational Airport.

She has extensive experience in travelmarketing and has worked since 2000 forNational Express as Stewart InternationalAirport’s (Newburgh, NY) general man-ager, Marketing and Air ServiceDevelopment. Jain has previously heldvarious senior level marketing positionswith World Duty Free, a subsidiary of

BAA, as well as Jet Vacations, a sub-sidiary of Air France.

CT Business Magazine sat down withJain on day four of her new job.

CT Business: How will you go about per-suading airlines to open or expandbusiness service from Bradley?

Jain: It has to be a very persuasive businessmodel based on what the market can bear.Once you determine what that is — andyou’re already pushing 6.5 million passen-gers in and out of this airport to begin with— the question remains as to how you canaccentuate the existing market.

The way you do that is by bringing inthe product that the market wants, which ismore non-stop flights, a stronger frequencyof air service, and to some extent persuadeinternational service into this airport.

CT Business: How can you lure morepatrons from western Massachusetts andFairfield County?

Jain: Advertising in those areas has beenminimal, although there is a fair amountof traffic that exists because they are sodensely populated. Bradley is a conve-nient alternative and definitely easy to getto. You don’t have to cross a bridge to getto Bradley, compared with the southerntier airports.

There is a substantial demographicthat necessitates marketing more stronglydown there. I have to go through themedia and see where we would get themost bang for our buck.

CT Business: What do you see asBradley’s biggest challenges?

Jain: The advertising and the outreachprogram. How quickly are you able tobring in travelers from Fairfield? How doyou change their thinking about the south-ern tier airports versus their own homestate airport.

That process is fairly challenging,because you’re going to go out there to

INTRODUCING:

Kiran JainThe new marketing director joins theBureau of Aviation and Ports

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change the psyche. The idea is to bring in theright service — what product is it that thosepassengers want the most? Once you’re ableto identify that product and go after it,Bradley becomes a do-able alternative.

The other challenge is that you alreadyprocess 6.5 million passengers. You wanta strong pace of growth. We need to workwith the current carriers to see how theycan give us more service.

All of those things need to be looked at.At the end of the day, you are making surethat what you are presenting to the cus-tomer is really the best that you can do, notonly aesthetically but value for money.

We have premier low-cost carriers butthe message has to get out. Over the pasttwo to three years, a lot of focus has notbeen put on that. Now that I’m here, myfocus will be on hard core advertising.

CT Business: What are Bradley’s biggestopportunities?

Jain: Continuing to grow its passengerbase and being poised for internationalservice, considering that the infrastruc-ture has already been set up.

CT Business: What types of new market-ing plans do you have in store?

Jain: There will be a plan focused ondomestic — sustaining and growing theflights that we have — considering thatthis is the worst aviation economic time-frame that you can be in.

The second angle is going to be inter-national service and trying to build a mar-ket for international service. There’s defi-nitely a proven market for domestic. Theidea is to in some small way replicate thatfor international service so that we cangain that first contact over the Atlantic. �

We have premier low-cost carriers but the message has to get out.

17.5 Square Miles - Population 4,980

E ast Granby is the “WesternGateway” to Bradley InternationalAirport and near everything busi-

nesses need. The town’s residential baseand amenities complement its strengths incommercial options, infrastructure, exist-ing facilities and prime corporate, indus-trial and professional sites.

East Granby First Selectman, DaveKilbon says, “This is a nice place to liveas well as to do business. The school sys-tem is consistently rated among the bestin Connecticut. We have more than 600acres of town parks providing a variety ofactive and passive outdoor activities rang-ing from league sports to hiking on thelong distance Metacomet Trail.

“People can bicycle on the FarmingtonValley Greenway multi-use trail, kayak inthe Tariffville Gorge or visit Old New-Gate Prison. We are home to a wide rangeof businesses and industries, from manu-facturing to computer animation.

“In addition, the Connecticut AirNational Guard’s 103rd Fighter Wing isbased at Bradley and located in EastGranby.” The town is a scenic communitythat combines rural appeal with suburbanamenities.

President and CEO of Nufern, MartinSeifert, describes East Granby as a placewhere Mayberry meets the millennium.He located his company here in 2000 afterlooking at a number of Hartford sites.

Seifert said, “The town planners andofficials were very supportive and eagerto work with Nufern to turn a former jetturbine repair facility into an optical fibermanufacturing plant. The local commu-nity, police and fire, really all the civicservices, have done an outstanding job ofworking with us and making us feel safeand secure.

“Airport access is particularly impor-tant since our customers travel to Nufernand we travel internationally. In beingclose to both Hartford and Springfield wecan pull from two labor pools.”

President of Joining Technologies,

LLC, Michael Francoeur relocated hisfacility to East Granby in 1998 afterlearning about the Bradley DevelopmentLeague at a local tradeshow.

This high tech company is classifiedas a new age specialized precision weld-ing and joining facility, boasting the latestin high-energy beam welding capabilities.

Francoeur said, “We examined theentire state of Connecticut for competitivereal estate to conduct our high perfor-mance manufacturing business. EastGranby, in the Bradley InternationalAirport industrial zone, was our bestresource hands down.”

The Rockbestos-Surprenant CableCorp. has been in East Granby since 1974because the town best serves their special-ized wire and cable business. PhilipBorgia, director of Human Resources said,“In support of our commitment to EastGranby, we recently expanded our manu-facturing operations to a second facilitywithin the community. Rockbestos-Surprenant looks forward to many moreyears of building upon our long and suc-cessful history in East Granby.”

The success of East Granby’s businesscommunity is the result of sound planningand administration. The town’s commer-cial/industrial complex, immediatelyadjacent to Bradley International Airport,has been planned and developed to servethe needs of leading-edge industries. Adiverse range of existing commercialproperties and developable land is servedby a full range of utilities and technology.

East Granby operates under a Board ofSelectmen/Board of Finance/TownMeeting form of government. The electedFirst Selectman is the full time townadministrator whose office is located inTown Hall at 9 Center Street, EastGranby, CT 06026.

Learn more about the community byvisiting the town’s website at www.eastgranby.net or by contactingEconomic Development Officer, BobSproat, at 860-413-9371 or by e-mail atecondev@egtownhall.com. �

East Granby

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43.1 Square Miles - Population 13,552

L ocated on the Connecticut Riverbetween Hartford and Springfield,Suffield is proud of its heritage

and its steady growth, a product of carefulplanning.

Beginning as a farming community in1670, Suffield maintains a delicate bal-ance between its agricultural roots andtoday’s modern life-style.The town is richin contrasts — sweeping fields, forestedhills, a picturesque Main Street, boutiqueshopping areas, the Congamond Lakes, aswell as an attractive industrial park area.

With the growth of BradleyInternational Airport which is on the town’ssouthern border, town officials had theforesight to zone over 1400 acres adjacentor proximate to the airport for industry.

Many business and industrial concernshave already recognized the benefits oflocating in Suffield; among them: Praxairindustrial gases, H.P. Hood dairy products,Teleflex aerospace goods, AB Massa spe-cialty papers, Hilltop Technologies tele-phone and communications systems, EDMlawn and garden equipment distributors,Zanger distinctive Polish pottery distribu-tors, as well as several precision machineshops. C&S Wholesale Grocers, the secondlargest food distributor in the country,recently acquired and is operating a700,000 square foot distribution center.

Two state highways — Routes 159 and75 — pass through the industrial parkarea, as well as town roads, providingample frontage opportunities.There iseasy access to Interstate 91 that connectsto Interstates 84, 90 and 95. The industrialpark zoned land is fully serviced by exist-ing utilities and several of the availableparcels are serviced by rail.

Opportunities exist in town to satisfythe needs of small, medium and largecompanies. The Town has developed theMach One Industrial Park north ofBradley International Airport. Two lotsremain (4.5 and 2.5 acres) at an attractiveprice of $30,000 a net dry acre. Across the

road from Mach One are 400 additionalacres that can be subdivided and devel-oped into a beautiful campus-like corpo-rate setting. Of the 400 acres, 63 acres aretown-owned and the Town will be distrib-uting an RFQ/RFP package to select apreferred developer for this tract of land.

Ron Poulin, president of PoulinEnterprises, Inc., says that of the severalreasons he chose to relocate his companyto Suffield none was more important thanthe “friendly and upbeat” response fromSuffield town officials.

In his dealings with the EconomicDevelopment Director, Town Planner andEngineer he found that “they were notonly accommodating but made me feellike they were partners in making mybuilding a reality.”

Poulin continued, “Another reason forchoosing Suffield was the tasteful designof their Industrial Park and its proximityto Bradley International Airport which ishome to a good portion of our customerbase, as well as its high profile locationbeing very noticeable to both commutersand business travelers coming and goingfrom the airport, which has resulted instrong name brand recognition for mysales staff throughout Connecticut.”

Suffield operates under a Board ofSelectmen/Board of Finance/TownMeeting form of government. The electedFirst Selectman is the full time townadministrator whose office is located inthe Town Hall at 83 Mountain Road,Suffield, CT 06078.

Financial incentives for locating inSuffield are available in some instancesthrough the town and state governments.Learn more about the community by vis-iting the town’s website at www.suffield-townhall.com, and the EconomicDevelopment Commission website atwww.suffieldedc.com, or by contactingthe Director of Economic Development,Patrick McMahon at 860-668-3849 or e-mail patrickm@suffieldtownhall.com. �

Suffield31 Square Miles - Population 28,237

W indsor, Connecticut’s firsttown, is an importantregional employment center

in New England’s Knowledge Corridor,strategically located on Interstate I-91between Hartford, and Springfield, andadjoining Bradley International Airport.

With 2.5 million square feet of officespace, 6.8 million square feet of indus-trial/flex space and more than 800 hotelrooms, Windsor maintains a diversifiedeconomic base. Major industries includebusiness and financial services, precisionand high-tech manufacturing, softwaredevelopment, regional distribution, datamanagement and hospitality.

Among the nationally known firms withWindsor facilities are ADVO, Aetna,American Airlines, CIGNA, The Hartford,Westinghouse, Konica Minolta, Fleet/Boston,Xerox, ADP, and Pitney Bowes.

Windsor has also become a haven forforeign-owned companies in the Hartfordarea. Sixteen companies from Europe andAsia employ more than 2500 persons here.

Windsor companies enjoy a uniqueaccess to a large qualified workforce.With a location to the north of Hartford,local firms are able to attract employeesfrom two labor market areas —Springfield, Massachusetts and Hartford.

Generally, the local workforce is drawn30 percent from the Springfield area, 30percent from Windsor, and 40 percent fromGreater Hartford. And this labor pool has achoice of regular public transit as well asinterstate highway access.

In addition to its strategic location,exceptional business community andaccessible workforce, the town of Windsorhas a well-deserved reputation for itsspeedy development review process. Thisdistinction is the result of a consciouslycoordinated approach among staff andcommissions to provide good customer ser-vice and to encourage quality development.

A key to Windsor’s successful processis the weekly development review meet-

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9.2 Square Miles - Population 12,043

W indsor Locks is the proudhome to BradleyInternational Airport, the sec-

ond largest airport in New England.Bradley draws millions of people eachyear to the charming small town that hasgone international. In addition to the air-port, established commercial and indus-trial areas merge gracefully into the his-toric beauty and warmth of a residentialcommunity.

Windsor Locks is also home to manyinternationally prominent corporate andbusiness leaders, including HamiltonSunstrand — the designer of much of thehighly sophisticated equipment and sys-tems for America’s space program — aswell as Ahlstrom/Dexter Corporation, thesecond oldest firm in continuous operationin the United States and a leading producerof composite nonwoven materials used inseveral consumer and business sectors.

Windsor Locks is seeing tremendousgrowth as it celebrates its 150th anniver-sary. Federal Express, Watkins MotorLines Inc., American Honda, and FordMotor Company have all made multi-mil-lion dollar investments in Windsor Locksin recent years.

In announcing the grand opening ofFord’s new regional parts distribution cen-ter, Governor Jodi Rell commented onthe 80 new jobs and $10 million in invest-ment the center would bring to WindsorLocks: “Connecticut is a great state inwhich to do business, and it is our goal tomake it even better. These types of pro-jects that create jobs and attract invest-ment, underscore the importance of build-ing a competitive business climate — onewhere companies can thrive and grow.”

Frederick Toney, director of GlobalParts, Supply and Logistics at Ford stated,“Ford chose Connecticut as the locationfor our new High Velocity PartsDistribution Center because at the stateand local level there are many positiveattributes that support and encourage

Windsor Locksing with the developer, consultants andtown staff.

Representatives of Planning, BuildingSafety, Fire Marshall, Engineering, Health,Economic Development and the TownManager’s Office are present to providefeedback as plans are developed, in order toidentify requirements and necessaryapprovals, and to help establish a coordi-nated schedule for project approvals.

Projects consistently benefit from thiscooperative interaction and valuable timeis saved when potential issues are identi-fied early in the process. Staff will oftenmake suggestions for cost-effective waysto comply with regulations.

A recent example of how Windsorworks in concert with developers and ten-ants to quickly complete projects hap-pened in May of 2003.

ADVO, Inc. (the nation’s largest directmail marketer, which is headquartered inWindsor) approached the town with a planto construct a state-of-the-art, 165,000-square-foot operations and technology cen-ter, and speedy approval was required.

Despite the fact that the process wascomplicated — because the site over-lapped town boundaries — the companyand town were able to complete all neces-sary approvals so that building permitscould be issued ten weeks later, and thisincluded approval of a State TrafficCommission certificate.

Windsor operates under a TownCouncil/Manager form of government.The Town Manager is appointed by theTown Council and is the full-time townadministrator whose office is located inTown Hall at 275 Broad Street, Windsor,CT 06095.

Learn more about the community byvisiting the town’s website atwww.townofwindsorct.com, or by contact-ing the James Burke, EconomicDevelopment Director, at 860-285-1877 ore-mail burke@townofwindsorct.com. �

business development.” First Selectman Jeffery Ives spoke

with pride on how hard the town hasworked to help these companies build orexpand their facilities in a quick time-frame: “Windsor Locks has a reputationfor stepping up to the plate and doingeverything we can to expedite projectslike this.”

The business friendly environment isworking. American Wood Molding recentlyannounced that it will build a 382,000square foot distribution center, with thefirst phase being 207,000 square feet.

Windsor Locks offers Bradley andmuch more to business — an ideal location,unrivaled transportation and freight capa-bilities, and an attractive tax structure.

Dan Carstens, president ofCargoZone and publisher of AirportNews, sees the advantages of WindsorLocks for his business, “We have greatintermodal transportation capacities thatfacilitate the movement of goods world-wide, including scheduled weekly cargoservice to Europe.”

For global business, Windsor Locksoffers the tax and duty advantages of itsForeign Trade Zone #71. Another advan-tage for Windsor Locks is that businesstravelers have ample quality hotels andrestaurants to choose from.

Windsor Locks operates under aBoard of Selectmen/Finance Board/TownMeeting form of government. The electedFirst Selectman is the full time townadministrator whose office is located inTown Hall at 50 Church Street, WindsorLocks, CT 06096-0412.

Learn more about the community byvisiting the town’s website atwww.munic.state.ct.us/WINDSOR_LOCKS or by contacting Jeffrey Ives at 860-627-1444 or e-mail at jives@wlocks.com. �

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Are

a’s

Lar

gest

Em

plo

yers Top Five Major Employers by

Town (2002)

East Granby Rockbestos-SuprenantGalasso MaterialsRoncari Development, Inc. BAX GlobalHoover Precision Products

Suffield Super Valu, Inc.Connecticut Department ofCorrectionsTown of SuffieldFleming Transportation, Inc. H.P. Hood Inc.

WindsorAlstrom Power SystemsAetnaUTC Pratt WhitneyTown of WindsorStandadyne, Inc.

Windsor LocksHamilton Sunstrand DexterCorporationDexter CorporationAmerican Real Estate HoldingsAvis Rent a CarWinchester Partnership

Connecticut’s Department of

Transportation owns and operates

Bradley International Airport

(BDL), a unique arrangement, as it

is one of only two state-run

airports in the country. Some

additional general information

about BDL:

• Murphy Terminal (Terminal B)

is the oldest continuously

operating terminal in the

United States.

• There are presently 268 daily

commercial flight operations

serving 18,000 travelers.

• The Airport is served by

seventeen airlines, including four

low-fare carriers, and nine

major carriers.

• BDL currently ranks 53rd of

171 North American airports

(2002 data) in the U.S. in terms

of total passengers and 34th of

150 North American airports in

terms of tons of freight and mail

cargo handled (2003 data).

• The most recent economic

impact study determined that the

Airport generates $2.5 billion in

annual economic activity, $700

million being paid in the form

of wages.

• There are approximately 27,000

full time employees who are

directly or indirectly dependent

on BDL.

Bra

dle

y In

tern

atio

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Air

por

t Fa

cts:

Bradley International Airport, the second busiest airport in New

England, abuts Suffield’s industrial property. Air cargo landing fees are

among the lowest in the Northeast and the entire country.

Symbol: (BDL)

Location: Windsor Locks, Connecticut

Coordinates: N41-56.3; W072-41.0

Telephone: 860 292-2000 or 888 624-1533

Served by 15 passenger airlines (including 3 low-fare carriers) and 11

air cargo carriers

Bradley International serves more that six million passengers, 140,000

tons of cargo and 10,000 tons of mail each year.

24 Hour U.S. Customs is available

Elevation: 174 MSL

Runways: 1/19 5,141’ x 100’ asphalt, 15/33 6,846’ x 150’ asphalt

grooved, and 6/24 9,802’ x 120’ asphalt grooved

Approaches: ILS, NDB

Charts: New York Sectional; low altitude L25, L28

Sheraton Hotel on airport, others nearby

Executive terminal and services

Taxis, limousine, shuttles

20 minutes to Hartford, CT and Springfield, MA

Signature Flight Support 860 623-4955

Fuel: all major jet; Texaco 100LL, Jet

FAA certified repair station

Avionics sales, installation, repair

Cargo Zone/BDL 860 292-1292

Foreign Trade Zone #71 860 292-1292