Airport Sustainability Practices Airport Sustainability Practices

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Abbreviations used without deﬁnitions in TRB publications: CHAIR OFFICERS AAAE American Association of Airport Executives JAMES WILDING Chair: Debra L. Miller, Secretary, Kansas DOT, Topeka AASHO American Association of State Highway Officials Independent Consultant Vice Chair: Adib K. Kanafani, Cahill Professor of Civil Engineering, University of California, AASHTO American Association of State Highway and Transportation Officials Berkeley ACI–NA Airports Council International–North America VICE CHAIR Executive Director: Robert E. Skinner, Jr., Transportation Research Board ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act JEFF HAMIEL MEMBERS APTA American Public Transportation Association Minneapolis–St. Paul ASCE American Society of Civil Engineers Metropolitan Airports Commission J. BARRY BARKER, Executive Director, Transit Authority of River City, Louisville, KY ASME American Society of Mechanical Engineers ALLEN D. BIEHLER, Secretary, Pennsylvania DOT, Harrisburg ASTM American Society for Testing and Materials MEMBERS JOHN D. BOWE, President, Americas Region, APL Limited, Oakland, CA ATA Air Transport Association LARRY L. BROWN, SR., Executive Director, Mississippi DOT, Jackson ATA American Tr ucking Associations JAMES CRITES DEBORAH H. BUTLER, Executive Vice President, Planning, and CIO, Norfolk Southern CTAA Community Transportation Association of America Dallas–Ft. Worth International Airport Corporation, Norfolk, VA CTBSSP Commercial Tr uck and Bus Safety Synthesis Program RICHARD DE NEUFVILLE WILLIAM A.V. CLARK, Professor, Department of Geography, University of California, Los Angeles DHS Department of Homeland Security Massachusetts Institute of Technology DOE Department of Energy DAVID S. EKERN, Commissioner, Virginia DOT, Richmond KEVIN C. DOLLIOLE EPA Environmental Protection Agency NICHOLAS J. GARBER, Henry L. Kinnier Professor, Department of Civil Engineering, UCG Associates FAA Federal Aviation Administration University of Virginia, Charlottesville JOHN K. DUVAL FHWA Federal Highway Administration JEFFREY W. HAMIEL, Executive Director, Metropolitan Airports Commission, Minneapolis, MN Beverly Municipal Airport FMCSA Federal Motor Carrier Safety Administration EDWARD A. (NED) HELME, President, Center for Clean Air Policy, Washington, DC FRA Federal Railroad Administration STEVE GROSSMAN WILL KEMPTON, Director, California DOT, Sacramento FTA Federal Transit Administration Oakland International Airport SUSAN MARTINOVICH, Director, Nevada DOT, Carson City IEEE Institute of Electrical and Electronics Engineers TOM JENSEN MICHAEL D. MEYER, Professor, School of Civil and Environmental Engineering, Georgia ISTEA Intermodal Surface Transportation Efficiency Act of 1991 National Safe Skies Alliance Institute of Technology, Atlanta ITE Institute of Transportation Engineers CATHERINE M. LANG NASA National Aeronautics and Space Administration MICHAEL R. MORRIS, Director of Transportation, North Central Texas Council of Governments, Federal Aviation Administration NASAO National Association of State Aviation Officials Arlington GINA MARIE LINDSEY NCFRP National Cooperative Freight Research Program NEIL J. PEDERSEN, Administrator, Maryland State Highway Administration, Baltimore Los Angeles World Airports NCHRP National Cooperative Highway Research Program PETE K. RAHN, Director, Missouri DOT, Jefferson City CAROLYN MOTZ NHTSA National Highway Traffic Safety Administration SANDRA ROSENBLOOM, Professor of Planning, University of Arizona, Tucson NTSB National Transportation Safety Board Hagerstown Regional Airport TRACY L. ROSSER, Vice President, Corporate Traffic, Wal-Mart Stores, Inc., Bentonville, AR SAE Society of Automotive Engineers RICHARD TUCKER ROSA CLAUSELL ROUNTREE, Executive Director, Georgia State Road and Tollway Authority, SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: Huntsville International Airport Atlanta A Legacy for Users (2005) HENRY G. (GERRY) SCHWARTZ, JR., Chairman (retired), Jacobs/Sverdrup Civil, Inc., TCRP Transit Cooperative Research Program EX OFFICIO MEMBERS TEA-21 Transportation Equity Act for the 21st Century (1998) St. Louis, MO TRB Transportation Research Board SABRINA JOHNSON C. MICHAEL WALTON, Ernest H. Cockrell Centennial Chair in Engineering, University of TSA Transportation Security Administration U.S. Environmental Protection Agency Texas, Austin U.S.DOT United States Department of Transportation RICHARD MARCHI LINDA S. WATSON, CEO, LYNX–Central Florida Regional Transportation Authority, Orlando Airports Council International— STEVE WILLIAMS, Chairman and CEO, Maverick Transportation, Inc., Little Rock, AR North America LAURA McKEE EX OFFICIO MEMBERS Air Transport Association of America THAD ALLEN (Adm., U.S. Coast Guard), Commandant, U.S. Coast Guard, Washington, DC HENRY OGRODZINSKI JOSEPH H. BOARDMAN, Federal Railroad Administrator, U.S.DOT National Association of State Aviation REBECCA M. BREWSTER, President and COO, American Transportation Research Institute, Officials Smyrna, GA MELISSA SABATINE PAUL R. BRUBAKER, Research and Innovative Technology Administrator, U.S.DOT American Association of Airport GEORGE BUGLIARELLO, Chancellor, Polytechnic University of New York, Brooklyn, and Foreign Executives Secretary, National Academy of Engineering, Washington, DC ROBERT E. SKINNER, JR. SEAN T. CONNAUGHTON, Maritime Administrator, U.S.DOT Transportation Research Board LEROY GISHI, Chief, Division of Transportation, Bureau of Indian Affairs, U.S. Department of the Interior, Washington, DC SECRETARY EDWARD R. HAMBERGER, President and CEO, Association of American Railroads, Washington, DC CHRISTOPHER W. JENKS JOHN H. HILL, Federal Motor Carrier Safety Administrator, U.S.DOT Transportation Research Board JOHN C. HORSLEY, Executive Director, American Association of State Highway and Transportation Officials, Washington, DC CARL T. JOHNSON, Pipeline and Hazardous Materials Safety Administrator, U.S.DOT J. EDWARD JOHNSON, Director, Applied Science Directorate, National Aeronautics and Space Administration, John C. Stennis Space Center, MS WILLIAM W. MILLAR, President, American Public Transportation Association, Washington, DC NICOLE R. NASON, National Highway Traffic Safety Administrator, U.S.DOT JAMES RAY, Acting Administrator, Federal Highway Administration, U.S.DOT JAMES S. SIMPSON, Federal Transit Administrator, U.S.DOT ROBERT A. STURGELL, Acting Administrator, Federal Aviation Administration, U.S.DOT ROBERT L. VAN ANTWERP (Lt. Gen., U.S. Army), Chief of Engineers and Commanding General, U.S. Army Corps of Engineers, Washington, DC

*Membership as of June 2008. *Membership as of May 2008.

Need Spine Width Airport cooperative Research Program

ACRP Synthesis 10

Airport Sustainability Practices

A Synthesis of Airport Practice

Co n s u l t a n t s FIONA BERRY, SARAH GILLHESPY, a n d JEAN ROGERS Arup North America, Ltd. San Francisco, California

Su b j e c t Ar e a Aviation

Research Sponsored by the Federal Aviation Administration

Transportation Research Board

Washington, D.C. 2008 www.TRB.org AIRPORT COOPERATIVE RESEARCH PROGRAM ACRP SYNTHESIS 10 Airports are vital national resources. They serve a key role in transpor- Project 11-03, Topic S02-02 tation of people and goods and in regional, national, and international ISSN 1935-9187 commerce. They are where the nation’s aviation system connects ISBN 978-0-309-09809-0 with other modes of transportation and where federal responsibility Library of Congress Control Number 2008906006 for managing and regulating air traffic operations intersects with the © 2008 Transportation Research Board role of state and local governments that own and operate most airports. Research is necessary to solve common operating problems, to adapt appropriate new technologies from other industries, and to introduce innovations into the airport industry. The Airport Coopera- tive Research Program (ACRP) serves as one of the principle means by which the airport industry can develop innovative near-term solu- COPYRIGHT PERMISSION tions to meet demands placed on it. Authors herein are responsible for the authenticity of their materials and The need for ACRP was identified in TRB Special Report 272: for obtaining written permissions from publishers or persons who own Airport Research Needs: Cooperative Solutions in 2003, based on a the copyright to any previously published or copyrighted material used study sponsored by the Federal Aviation Administration (FAA). The herein. ACRP carries out applied research on problems that are shared by Cooperative Research Programs (CRP) grants permission to reproduce airport operating agencies and are not being adequately addressed by material in this publication for classroom and not-for-profit purposes. Permission is given with the understanding that none of the material existing federal research programs. It is modeled after the success- will be used to imply TRB or FAA endorsement of a particular product, ful National Cooperative Highway Research Program and Transit method, or practice. It is expected that those reproducing the material in Cooperative Research Program. The ACRP undertakes research and the document for educational and not-for-profit uses will give appropriate other technical activities in a variety of airport subject areas, including acknowledgment of the source of any reprinted or reproduced material. design, construction, maintenance, operations, safety, security, policy, For other uses of the material, request permission from CRP. planning, human resources, and administration. The ACRP provides a forum where airport operators can cooperatively address common operational problems. The ACRP was authorized in December 2003 as part of the Vision 100-Century of Aviation Reauthorization Act. The primary participants in the ACRP are (1) an independent governing board, the NOTICE ACRP Oversight Committee (AOC), appointed by the Secretary of the The project that is the subject of this report was a part of the Airport U.S. Department of Transportation with representation from airport Co-operative Research Program conducted by the Transportation Research operating agencies, other stakeholders, and relevant industry orga- Board with the approval of the Governing Board of the National Research nizations such as the Airports Council International–North America Council. Such approval reflects the Governing Board’s judgment that the (ACI-NA), the American Association of Airport Executives (AAAE), program concerned is of national importance and appropriate with respect the National Association of State Aviation Officials (NASAO), and to both the purposes and resources of the National Research Council. the Air Transport Association (ATA) as vital links to the airport com- The members of the technical committee selected to monitor this project and to review this report were chosen for recognized scholarly munity; (2) the TRB as program manager and secretariat for the gov- competence and with due consideration for the balance of disciplines erning board; and (3) the FAA as program sponsor. In October 2005, appropriate to the project. The opinions and conclusions expressed or the FAA executed a contract with the National Academies formally implied are those of the research agency that performed the research, and, initiating the program. while they have been accepted as appropriate by the technical committee, The ACRP benefits from the cooperation and participation of air- they are not necessarily those of the Transportation Research Board, the port professionals, air carriers, shippers, state and local government National Research Council, or the Federal Aviation Administration of the officials, equipment and service suppliers, other airport users, and U.S. Department of Transportation. research organizations. Each of these participants has different inter- Each report is reviewed and accepted for publication by the techni- ests and responsibilities, and each is an integral part of this cooperative cal committee according to procedures established and monitored by the Transportation Research Board Executive Committee and the Governing research effort. Board of the National Research Council. Research problem statements for the ACRP are solicited periodically but may be submitted to the TRB by anyone at any time. It is The Transportation Research Board of The National Academies, the the responsibility of the AOC to formulate the research program by National Research Council, and the Federal Aviation Administration identifying the highest priority projects and defining funding levels (sponsor of the ACRP) do not endorse products or manufacturers. Trade and expected products. or manufacturers’ names appear herein solely because they are considered Once selected, each ACRP project is assigned to an expert panel, essential to the clarity and completeness of the project reporting. appointed by the TRB. Panels include experienced practitioners and research specialists; heavy emphasis is placed on including airport professionals, the intended users of the research products. The panels prepare project statements (requests for proposals), select contractors, and provide technical guidance and counsel throughout the life of the project. The process for developing research problem statements Published reports of the and selecting research agencies has been used by TRB in managing NATIONAL COOPERATIVE HIGHWAY RESEARCH PROGRAM cooperative research programs since 1962. As in other TRB activities, are available from: ACRP project panels serve voluntarily without compensation. Primary emphasis is placed on disseminating ACRP results to the Transportation Research Board intended end-users of the research: airport operating agencies, ser- Business Office vice providers, and suppliers. The ACRP produces a series of research 500 Fifth Street, NW Washington, DC 20001 reports for use by airport operators, local agencies, the FAA, and other interested parties, and industry associations may arrange for work- and can be ordered through the Internet at: http://www.national- shops, training aids, field visits, and other activities to ensure that academies.org/trb/bookstore results are implemented by airport-industry practitioners. Printed in the United States of America THE NATIONAL ACADEMIES Advisers to the Nation on Science, Engineering, and Medicine

The National Academy of Sciences is a private, nonprofit, self-perpetuating society of distinguished schol- ars engaged in scientific and engineering research, dedicated to the furtherance of science and technology and to their use for the general welfare. On the authority of the charter granted to it by the Congress in 1863, the Academy has a mandate that requires it to advise the federal government on scientific and technical matters. Dr. Ralph J. Cicerone is president of the National Academy of Sciences. The National Academy of Engineering was established in 1964, under the charter of the National Acad- emy of Sciences, as a parallel organization of outstanding engineers. It is autonomous in its administration and in the selection of its members, sharing with the National Academy of Sciences the responsibility for advising the federal government. The National Academy of Engineering also sponsors engineering programs aimed at meeting national needs, encourages education and research, and recognizes the superior achievements of engineers. Dr. Charles M. Vest is president of the National Academy of Engineering. The Institute of Medicine was established in 1970 by the National Academy of Sciences to secure the services of eminent members of appropriate professions in the examination of policy matters pertaining to the health of the public. The Institute acts under the responsibility given to the National Academy of Sciences by its congressional charter to be an adviser to the federal government and, on its own initiative, to identify issues of medical care, research, and education. Dr. Harvey V. Fineberg is president of the Institute of Medicine. The National Research Council was organized by the National Academy of Sciences in 1916 to associate the broad community of science and technology with the Academy’s purposes of furthering knowledge and advising the federal government. Functioning in accordance with general policies determined by the Academy, the Council has become the principal operating agency of both the National Academy of Sci- ences and the National Academy of Engineering in providing services to the government, the public, and the scientific and engineering communities. The Council is administered jointly by both Academies and the Institute of Medicine. Dr. Ralph J. Cicerone and Dr. Charles M. Vest are chair and vice chair, respectively, of the National Research Council. The Transportation Research Board is one of six major divisions of the National Research Council. The mission of the Transportation Research Board is to provide leadership in transportation innovation and progress through research and information exchange, conducted within a setting that is objective, interdis- ciplinary, and multimodal. The Board’s varied activities annually engage about 7,000 engineers, scientists, and other transportation researchers and practitioners from the public and private sectors and academia, all of whom contribute their expertise in the public interest. The program is supported by state transportation departments, federal agencies including the component administrations of the U.S. Department of Transportation, and other organizations and individuals interested in the development of transportation. www.TRB.org

www.national-academies.org ACRP COMMITTEE FOR PROJECT 11-03 COOPERATIVE RESEARCH PROGRAMS STAFF CHRISTOPHER W. JENKS, Director, Cooperative Research CHAIR Programs BURR STEWART CRAWFORD F. JENCKS, Deputy Director, Cooperative Port of Seattle Research Programs ROBERT E. DAVID, Senior Program Officer MEMBERS EILEEN DELANEY, Director of Publications GARY C. CATHEY California Department of Transportation ACRP SYNTHESIS STAFF KEVIN C. DOLLIOLE STEPHEN R. GODWIN, Director for Studies and Special Unison Consulting, Inc. Programs BERTA FERNANDEZ JON M. WILLIAMS, Associate Director, IDEA and Synthesis Landrum & Brown Studies JULIE KENFIELD GAIL STABA, Senior Program Officer Jacobs DON TIPPMAN, Editor CAROLYN MOTZ CHERYL KEITH, Senior Program Assistant Hagerstown Regional Airport TOPIC PANEL CHRISTINE GERENCHER, Transportation Research Board FAA LIAISON RUSTY T. HODAPP, Dallas/Fort Worth International Airport LORI PAGNANELLI Board ROGER A. JOHNSON, Los Angeles World Airports ACI–NORTH AMERICA LIAISON CHERYL KOSHUTA, Port of Portland (OR)/Portland Interna- RICHARD MARCHI tional Airport RANDY J. McGILL, Greater Toronto Airports Authority TRB LIAISON SAM MEHTA, San Francisco International Airport CHRISTINE GERENCHER JONATHAN RUBIN, University of Maine HOLLAND YOUNG, Jacobs Consultancy ED MELISKY, Federal Aviation Administration (Liaison) HOWARD AYLESWORTH, Aerospace Industries Association of America (Liaison) JESSICA STEINHILBER, Airports Council International–North America (Liaison) FOREWORD Airport operators, service providers, and researchers often face problems for which information already exists, either in documented form or as undocumented experience and practice. This information may be fragmented, scattered, and unevaluated. As a consequence, full knowledge of what has been learned about a problem may not be brought to bear on its solution. Costly research findings may go unused, valuable experience may be overlooked, and due consideration may not be given to recommended practices for solving or alleviating the problem.

There is information on nearly every subject of concern to the airport industry. Much of it derives from research or from the work of practitioners faced with problems in their day-to-day work. To provide a systematic means for assembling and evaluating such useful information and to make it available to the entire airport community, the Airport Coop- erative Research Program authorized the Transportation Research Board to undertake a continuing project. This project, ACRP Project 11-03, “Synthesis of Information Related to Airport Practices,” searches out and synthesizes useful knowledge from all available sources and prepares concise, documented reports on specific topics. Reports from this endeavor constitute an ACRP report series, Synthesis of Airport Practice.

This synthesis series reports on current knowledge and practice, in a compact format, without the detailed directions usually found in handbooks or design manuals. Each report in the series provides a compendium of the best knowledge available on those measures found to be the most successful in resolving specific problems.

PREFACE This synthesis study is intended to inform airport operators, stakeholders, and policy By Gail Staba, makers about a range of airport sustainability practices gathered from a literature review and web-based survey. It specifically targets airport operators and provides a snapshot of Senior Program Officer airport sustainability practices across the triple bottom line of environmental, economic, Transportation and social issues. Research Board Information used in this study was acquired through a review of the literature and interviews with airport operators and industry experts.

Fiona Berry, Sarah Gillhespy, and Jean Rogers, of Arup North America, Ltd, San Fran- cisco, California, collected and synthesized the information and wrote the report. The members of the topic panel are acknowledged on the preceding page. This synthesis is an immediately useful document that records the practices within the limitations of the knowledge available at the time of its preparation. As progress in research and practice continues, new knowledge will be added to that now at hand.

Contents

1 SUMMARY

3 CHAPTER one Introduction Audience and Dissemination, 3 Background, 3 TRB Panel, 3 Definitions,3 Issues Addressed, 4 Report Content, 5

6 CHAPTER TWO METHOD Literature Review, 6 Survey, 6

8 Chapter Three Survey Response Survey Respondents, 8 Airport Authorities, 8 Geographic Location, 8 Airport Size, 8

9 Chapter FOUR DRIVERS, PRIORITIES, AND BARRIERS TO SUSTAINABILITY PRACTICES Existing and Future Drivers for Sustainability, 9 Sustainability Priorities, 10 Barriers to Implementation, 12

13 Chapter FIVE ORGANIZATIONAL Governance of Sustainability Roles and Responsibilities, 13 Training, 13 Sustainability Organizations, 15 Public Reporting, 15

17 Chapter SIX Environmental Practices Environmental Sustainability Self-Assessment, 17 Measurement and Monitoring, 18 Water, 19 Air Quality, 20 Climate Change, 21 Land Use, 22 Biodiversity, 23 Materials, 24 Waste Management, 24 Noise Pollution and Aesthetics, 25 Energy, 26 Green Building, 27 29 Chapter SEVEN Economic Practices Economic Sustainability Self-Assessment, 29 Local and Responsible Economic Practices, 30 Community Contributions, 31 Valuing Sustainability, 31 Sustainability Research and Development, 32 Incentives for Sustainable Behavior, 32

34 Chapter EIGHT Social Practices Social Sustainability Self-Assessment, 34 Stakeholder Relationships, 35 Employee Practices and Procedures, 36 Transportation, 36 Accessibility, 38 Local Identity, Culture, and Heritage, 38 Indoor Environmental Quality, 39 Employee Well-Being, 39 Passenger Well-being, 40

41 Chapter NINE Conclusions

43 REFeRENCES

46 APPENDIX A Airport Sustainability Practices Survey

93 APPENDIX B Management Performance Scale

94 APPENDIX C List of 25 Airports Responding to Survey

95 APPENDIX D List of Sustainability Practices Captured by Survey airport sustainability Practices

SUMMARY This project was undertaken on behalf of TRB. The report documents a range of airport sustainability practices gathered from a literature review and web-based survey. It specifically targets airport operators and provides a snapshot of airport sustainability practices across the triple bottom line of environmental, economic, and social issues.

A literature review was undertaken to inform the development of a survey for airport operators to identify current sustainability practices. After the survey, another literature review was undertaken to supplement the survey findings. The web-based survey included questions related to the management of environmental, economic, and social practices at airports; current and future drivers and priorities; and barriers to implementing sustainability. The survey was issued to 52 persons at U.S. and non-U.S. airports. Twenty-five survey responses were received from a range of large, medium, small, and non-hub U.S. airports, and from airports in the United Kingdom, Europe, Asia, and Canada.

The survey asked respondents to assess their airport in relation to environmental, economic, and social sustainability performance using an ordinal management performance scale. Respondents were encouraged to identify practices that were planned or in place at their airport.

On overall sustainability performance, respondents from non-U.S. airports and large U.S. airports rated their airports’ performance higher than those from small and medium U.S. airports.

Respondents identified regulation and airport policy as key drivers for the implementation of sustainability practices. For the future, they cited stakeholder concerns and global concerns such as climate change. For the next five years, large U.S. and non-U.S. airports consistently identified environmental sustainability practices as a priority. Smaller U.S. airports were more focused on economic prosperity. Corporate social responsibility and strategic environmental management at the governance level were key future priorities for some non-U.S. airports.

For all the airport respondents, funding was the predominant barrier to implementation of sustainability practices. Responsibility for these practices at airports was not restricted to an environmental manager but varied across a range of disciplines and management levels. Respondents from both U.S. and non-U.S. airports said that environmental training is offered at their airport; economic and social sustainability training were not mentioned as often.

Environmental reporting, whether as part of an annual report or separately, was common among the survey respondents. However, of the 25 respondents, only 4 non-U.S. respondents said that their airport uses the Global Reporting Initiative sustainability reporting guidelines for environmental, economic, and sustainability performance. 2

Environmental practices commonly in place at airports include measuring and monitoring water conservation, water quality, climate change, air quality, land use, biodiversity, environmentally sustainable materials, waste, noise and aesthetics, energy, and green buildings.

Economic sustainability practices commonly in place at airports include local hiring and purchasing, contributing to the community, quantifying the value of sustainability practices, contributing to research and development, and incentivizing sustainable behavior.

Social concerns at airports include public awareness and education, stakeholder relationships, employee practices and procedures, sustainable transportation, alleviating road congestion, accessibility, local culture and heritage, indoor environmental quality, employee well-being, and passenger well-being. 3

chapter one Introduction

This report presents the findings of the ACRP Synthesis This synthesis aims to create a better understanding of S02-02: Airport Sustainability Practices project undertaken current sustainability practices in airports in the United on behalf of TRB. The research synthesis included a literature States and around the world, to understand the barriers to review and a web-based survey of U.S. and non-U.S. airports. and drivers behind these practices, and to identify areas for improvement. The report presents analysis and detailed findings from the survey data collected on governance and on environmental, social, and economic practices currently being imple- TRB Panel mented in U.S. and non-U.S. airports. It includes details of the literature review, a discussion of findings in each topic A panel of experts was formed to oversee this synthesis. The area, and conclusions drawn from the survey data, as well as panel included academics, airport industry representatives, a section on topics for additional research. and airport environmental/sustainability managers.

The panel provided input at various stages of the project, Audience and Dissemination including the following:

This synthesis is specifically targeted to airport operators. • Suggesting airports and contacts for the survey target Airlines, airport tenants, and other stakeholders associated list. with the aviation industry also may find the report useful. • Providing feedback on the proposed scope of work The synthesis focuses specifically on capturing and docu- (work plan) submitted by the research team. menting airport sustainability practices. Although the sur- • Providing feedback on the survey content and format. vey asked respondents to assess the performance of their • Providing feedback on the draft versions of the report airports, the synthesis does not provide statistics on trends (by means of a workshop and teleconferences). or performance in airport sustainability practices. Rather, • Suggesting sources for the literature review. it provides a snapshot of what U.S. and non-U.S. airports of varying sizes are currently doing with regard to triple- The panel’s contribution has been invaluable, and its bottom-line sustainability issues. feedback has ensured that this report will benefit various airport industry stakeholders, improve sustainability per- The target audience is airport operators and members of formance, and raise awareness about the importance of this the public who are interested in airport sustainability. The issue. report offers suggestions for and examples of sustainability practices that can be adopted by airports. The survey could be repeated in the future for purposes of comparison. Definitions

Airport sustainability practice is a broad term that encom- Background passes a wide variety of practices applicable to the management of airports. For the purposes of this study, the term TRB commissioned the synthesis in response to increasing refers to practices that ensure: interest in the aviation industry on the concept of sustainability and the need to establish management practices that • Protection of the environment, including conservation address risks and opportunities associated with more than of natural resources. just environmental performance or economic success. In an • Social progress that recognizes the needs of all effort to help the industry develop a management framework stakeholders. for sustainability, a number of information gaps were identi- • Maintenance of high and stable levels of economic fied by TRB. growth and employment. 4

These three components of sustainable development are • Environmental sustainability performance of airports, often referred to as the environmental, social, and economic especially triple bottom line. –– water quality –– climate change In this report, organizational governance refers to the –– air quality management, organization, and operation of sustainability –– land use issues at an airport. –– biodiversity –– materials –– waste Issues Addressed –– noise and aesthetics –– energy The focus of this synthesis is the triple bottom line as it –– green buildings. applies to airports. Specifically, the survey and literature • Social sustainability performance of airports, review focus on the following topics and subtopics devel- especially oped by the research team (see Table 1): –– public awareness and education –– stakeholder relationships • Organizational governance of airports with respect to –– employee practices and procedures implementation of sustainability practices. –– sustainable transportation • Existing and future barriers to implementing sustain- –– alleviating road congestion ability practices in airports. –– accessibility • Existing and future drivers for implementing sustain- –– local culture and heritage ability practices at airports. –– indoor environmental quality –– employee well-being –– passenger well-being.

Table 1 List of Topics Addressed in the Airport Sustainability Practices Survey Existing Sustainability Practices Introduction and Barriers and Organizational Governance Environmental Economic Social Future Priorities Respondent Profile Management of Management of Management of Other Sustainability Environmental Practices Economic Practices Social Practices Practices Expenditure and Measuring and Hiring and Purchasing Public Awareness Barriers to Employment Monitoring and Education Sustainability Practices Responsibility for Water Conservation Community Stakeholder Future Priorities and Sustainability Practices Contributions Relationships Drivers for Sustainability Reporting and Policies Water Quality Quantifying Employee Practices Sustainability And Procedures Existing Drivers of Climate Change Contribution to Sustainable Sustainability Research and Transportation Development Air Quality Incentivizing Alleviating Road Sustainable Behavior Congestion Land Use Accessibility Biodiversity Local Identity Culture and Heritage Materials Indoor Environmental Quality Waste Employee Well-being Noise and Aesthetics Passenger Well-being Energy Green Buildings 5

• Economic sustainability performance of airports, • Economic practices—summarizes the results of the especially management and implementation performance assess- –– local hiring ments for the economic issues addressed. –– local purchasing • Social practices—summarizes the results of the man- –– contribution to the community agement and implementation performance assessments –– quantifying sustainability for the social issues addressed. –– contribution to research and development • Conclusions—conclusions of the research. –– incentives for sustainable behavior. • Opportunities for further research—discusses possible future research areas to explore these issues in greater detail. Report Content Literature Review The report is organized as follows: The results of the literature review are referenced through- • Method—outlines the process undertaken for the two out this report, and the sources are listed in the References tasks of the synthesis: the literature review and the at the end of the document. Information from the literature online survey. review is differentiated from survey responses. Boxes iden- • Survey response—details the response rate and tifying specific airport sustainability practices and related the airport sizes and geographic locations of information are included throughout the report. respondents. • Drivers, priorities, and barriers to sustainability Survey practices—summarizes the feedback from respondents on drivers and barriers to sustainability prac- The results of the survey are included throughout the report tices and priorities for sustainability now and in the in various formats: future. • Organizational governance of sustainability—sum- • Statistical results such as numbers or percentages. marizes the information obtained from survey respon- • Graphs and diagrams summarizing results. dents on governance of sustainability practices at • Boxes describing specific airport sustainability their airports. practices. • Environmental practices—summarizes the results of • A general discussion of survey results. the management and implementation performance assessments for the environmental issues addressed. See Appendix A for a copy of the survey. 6

CHAPTER TWO METHOD

Literature Review tors do not tell the whole story. Quantitative indicators tend to reflect past performance, whereas management practices A literature review was conducted to identify concepts of can predict future performance. Robust, proactive, consis- sustainability that could be specialized to an airport sustain- tently well-funded management practices for sustainability ability program. These concepts were translated into content issues reduce the risk of unexpected developments or unde- and questions for the survey. The literature review also iden- sirable effects associated with those issues. tified examples of airport sustainability practices to support the results of the survey. The management performance scale was developed to assess the extent to which sustainability management prac- A variety of sources are cited, including aviation indus- tices are fully integrated into standard business processes at try reports, annual reports, transportation journal articles, airports. The scale covers a wide range of classic manage- and airport authority websites. The results of the literature ment issues (such as staff awareness, formal policies, and review appear throughout the report as we highlight current accountability), with 1 representing little or no awareness of airport practices for environmental, economic, and social the issue and no policies or programs in place, and 5 repre- performance. Information from the literature review is cited senting high awareness, accountability and long-term plan- and sources are listed in the References. ning, and incentives aligned with performance.

Following the management performance rating, the sur- Survey vey contains a series of multiple choice questions for each sustainability subtopic. The user was requested to rate the A survey was developed to obtain information on the imple- implementation performance for each subtopic by selecting mentation of sustainability practices at airports. It was struc- one of the answers (see Figure 1). Examples are provided tured around a range of triple-bottom-line issues developed within the survey questions to help respondents choose an by the research team. answer.

The survey consisted of multiple choice questions. To In Place Planned Not Applicable capture additional information on sustainability practices There are initia- No sustainability initia- The sub-topic at their airports, survey participants were encouraged to tives being tives in place for does not apply write in blank text boxes. See Appendix A for a copy of the actively imple- the sub-topic at present; to the respon- survey. mented and however, there are plans dents’ particular managed for for initiatives to be imple- airport. the sub-topic. mented in the future. Self-Assessment Using Performance Scales FIGURE 1 implementation performance scale. The survey was designed to allow users to undertake a self- assessment of their airport’s performance across a range of Format issues. Under the triple-bottom-line framework, users were prompted to assess environmental, economic, and social sus- To ensure easy access to the survey within and outside the tainability performance using a management performance United States, it was translated into an online format. This scale of 1 to 5 developed by the research team. For a copy of program also allowed the survey to be password protected this scale, see Appendix B. for each user and to be circulated to more than one person at each airport. The scale was designed to measure the extent to which airport operators manage sustainability issues. Management Target Audience is considered a proxy for performance. Financial analysts look at management practices to assess a company’s expo- The survey was administered to 52 persons working in air- sure to financial risk, recognizing that quantitative indica- ports within and outside the United States. To obtain infor- 7 mation from a cross-section of airports, the researchers The 21 non-U.S. airports were from the following targeted airports of different sizes and geographic locations. regions: The TRB Panel provided a list of airport names and key contacts. The research team added other airports to supplement • Continental Europe (7) the list. • United Kingdom (6) • Asia (3) The final target list is not an objective random sample of • Canada (2) airports and may not present an unbiased representation of • Middle East (2) airport sustainability performance. For example, some of the • Australia (1). survey respondents are also members of the TRB Panel. Airport Size Geographic Location US Code Title 49 § 47102 categorizes airports into large hub, To capture a wide range of sustainability practices, 31 U.S. medium hub, small hub, and non-hub, according to passen- and 21 non-U.S. airports were targeted for participation in ger boardings. The categories are defined as follows: the survey. • Large hub airport—a commercial service airport that The 31 U.S. airports were from the following states: has at least 1.0% of total U.S. passenger boardings (in 2005, this was more than 7.4 million passengers). • California (5) • Medium hub airport—a commercial service airport • Florida (2) that has at least 0.25% but less than 1.0% of total U.S. • Illinois (2) passenger boardings (in 2005, this was more than 1.8 • Pennsylvania (2) million and less than 7.4 million passengers). • Texas (2) • Small hub airport—a commercial service airport that • Arizona (1) has at least 0.05% but less than 0.25% of total U.S. pas- • Colorado (1) senger boardings (in 2005, this was more than 368,101 • Georgia (1) and less than 1.8 million passengers). • Louisiana (1) • Non-hub airport—a commercial service airport that • Massachusetts (1) has less than 0.05% of total U.S. passenger boardings • Michigan (1) (in 2005, this was less than 368,101 passengers) (US • Missouri (1) Code 2004). • Mississippi (1) • New Mexico (1) The following sizes are represented by the 31 U.S. air- • Nevada (1) ports in our survey: • New York (1) • Ohio (1) • 16 large hub • Oregon (1) • 8 medium hub • Tennessee (1) • 4 small hub • Utah (1) • 3 non-hub. • Virginia (1) • Washington (1) In this report, we do not specify sizes for the 21 non-U.S. • Wisconsin (1). airports. 8

Chapter Three Survey Response

Of the 52 airports surveyed, 25 responses were received, rep- Airport Size resenting a 48% response rate. (For a list of the 25 respondents, see Appendix C.) As shown in Figure 3, the U.S. respondents represented the following kinds of airports:

Survey Respondents • 9 large hub • 4 medium hub The 25 persons who responded to the survey are referred to • 2 small hub as survey respondents throughout this report. Any statistics • 1 non-hub. derived from the responses relate to the survey respondent group only, not to the total target audience of 52.

Airport Authorities

Two of the non-U.S. airport survey respondents represented large airport authorities that manage more than one airport. For the purposes of data analysis, we have counted the airport authorities as one airport, although their responses may represent sustainability practices at more than one airport.

Geographic Location FIGURE 2 geographic location of the 25 survey respondents. The 25 survey responses were from 16 U.S. airports and 9 non-U.S. airports. The U.S. airports were located in various states and the non-U.S. airports in various regions (see Figure 2).

FIGURE 3 Varying airport sizes for 25 U.S. survey respondents. 9

Chapter FOUR DRIVERS, PRIORITIES, AND BARRIERS TO SUSTAINABILITY PRACTICES

This synthesis sought to identify drivers, priorities, and bar- Rank Current Future riers for implementing sustainability practices at airports State/Regional Stakeholder Concerns/ 1 and how these might change in the future. Specifically, the Regulations Relations study sought to identify: 2 Airport Policy Global Trends 3 Federal Regulations Airport Policy • The main driving forces (present and future) behind sustainability practices. 4 Corporate Responsibility Corporate Responsibility • Airports’ top priorities for improving sustainability. Stakeholder Concerns/ 5 Federal Regulations • The main barriers to implementation of sustainability Relations practices. FIGURE 4 Current and future drivers for sustainability. • Future trends.

compares the top five current drivers for sustainability prac- Existing and Future Drivers for tices with the top five future drivers identified by the survey Sustainability respondents.

As sustainability becomes a bigger issue for the aviation Current Drivers for Sustainability industry, it is important to understand what motivates airport operators to improve their environmental, social, The survey respondents identified state/regional and federal and economic performance. Changes in behavior can be regulations as key drivers for implementation of sustainabil- attributed to external influences or internal changes in an ity practices at airports, along with airport policies, corpo- organization. rate responsibility, and stakeholder concerns/relations. Table 2 shows the proportion of respondents from different-sized The survey questions related to sustainability drivers airports who selected these five drivers. focused on the motivations behind the sustainability practices already implemented in airports and the drivers for The following were not identified by any survey future practices. Survey respondents were asked to rank the respondents as current drivers for airport sustainability top five drivers (with 1 being the highest) of their sustain- practices: ability practices from the following list: • Global trends (e.g., climate change) • State/regional regulations • City/local regulations • Airport policy • Aviation Industry Association (e.g., position papers) • Federal regulations • Economic incentives (e.g., rebates) • Corporate responsibility • Customers • Stakeholder concerns/relations • International regulations (e.g., EU directives, • City/local regulations International Aviation Authority policies). • Global trends (e.g., climate change) • Economic incentives (e.g., rebates) Future Drivers for Sustainability • International regulations (e.g., European Union directives, International Aviation Authority policies) For the future, global issues such as climate change were • Aviation Industry Association (e.g., position papers) identified as the most common drivers for implementation • Customers. of airport sustainability practices and programs. This may be closely linked to another key future driver—stakeholder Survey respondents did not select economic incentives, concerns/relations. Airport policies, corporate responsibil- international regulations, or customer satisfaction as key ity, and federal regulations were also among the top five drivers for implementing sustainability practices. Figure 4 future drivers. Table 3 shows the proportion of respon- 10 dents from different-sized airports who selected these five U.S. Airports drivers. U.S. airports mainly identified environmental practices as The following were not identified by any survey respon- key priorities for the future, followed by social and then dents as future drivers for airport sustainability practices: economic practices. Under environmental practices, respondents from large and medium airports consistently men- • State/regional regulations tioned energy, green buildings, and climate change. The • City/local regulations sustainability practices included: • International regulations (e.g., EU directives, International Aviation Authority policies) • Energy conservation, efficiency, demand management, • Economic incentives (e.g., rebates) and baseline audit. • Customers • Emission (CO2) reductions. • Aviation Industry Association (e.g., position papers). • Clean energy production and clean fuel vehicles. • Use of green building principles, sustainable design, and high-performance buildings. Sustainability Priorities • Green building certification using Leadership in Energy and Environmental Design (LEED), a green The survey asked respondents to list their priorities for building rating system developed by the U.S. Green implementation of sustainability practices in the next five Building Council. years. Table 4 summarizes the sustainability priorities for the next five years, as identified by the survey respondents. Other priorities for the future identified by respondents The table is organized into the survey subtopic areas of envi- included social practices such as employee health and well- ronmental, economic, and social practices. being, increased employee use of public transit, and maxi-

Table 2 Table 3 Proportion of respondents from U.S. and Proportion of respondents from U.S. and Non-U.S. Non-U.S. airports who selected the top five airports who selected the top five future current drivers for sustainability practices drivers for sustainability practices Current Driver for Sustainability Practices Future Driver for Sustainability Practices

Airport Stakeholder Relations Concerns/ Trends Global Policy Airport Resp. Corporate Regulation Federal Size Regional State/ Regulation Policy Airport Regulation Federal Resp. Corporate Stakeholder Relations Concerns/ Airport Size U.S. Airports U.S. Airports Non- Non- 100% 100% 100% 0% 0% 100% 0% 0% 0% 100% Hub (1) Hub (1) Small Small 50% 0% 50% 0% 50% 50% 0% 0% 0% 50% Hub (2) Hub (2) Medium Medium 75% 50% 50% 100% 75% 100% 75% 50% 75% 75% Hub (4) Hub (4) Large Large 89% 78% 33% 56% 56% 56% 44% 56% 44% 33% Hub (9) Hub (9) Non-U.S. Airports Non-U.S. Airports % Respondents % % Respondents % Continental Continental 100% 80% 60% 40% 20% 40% 60% 40% 60% 40% Europe (5) Europe (5) Asia (1) 0% 100% 0% 100% 100% Asia (1) 100% 100% 100% 100% 0% United United 100% 0% 0% 0% 100% 100% 100% 100% 100% 0% Kingdom (1) Kingdom (1) Canada (2) 0% 0% 100% 100% 100% Canada (2) 100% 50% 100% 100% 50% 11

Table 4 Priorities selected by respondents from U.S. and non-U.S. airports for future implementation of sustainability practices Environmental Practices Economic Practices Social Practices

Airport Size Monitoring and Measuring Conservation Water Quality Water Change Climate Quality Air Use Land Biodiversity Materials Waste Aesthetics and Noise Energy Buildings Green Purchasing And Hiring Contributions Community Sustainability Quantifying and Research to Contribution Development Sustainable Incentivizing Behavior Education and Awareness Public Relationships Stakeholder Procedures & Practices Employee Transportation Sustainable Congestion Road Alleviating Accessibility and Culture Identity Local Heritage Quality Environmental Indoor Well-being Employee Well-being Passenger OTHER U.S. Airports Non-Hub (1) 1 2 Small Hub (2) 1 2 Medium 1 1 1 1 1 1 4 2 Hub (4) Large Hub (9) 1 4 1 7 4 1 1 1 1 Non-U.S. Airports Continental 1 1 2 1 1 1 2 3 Europe (5) Asia (1) 3

Number of Respondents Priorities Respondents of Number United 1 1 1 Kingdom (1) Canada (2) 1 1 1 1 2

mizing mass transportation to and from the airport and These respondents also mentioned energy, climate onsite. change, water, waste, and stakeholder relationships.

The three small and non-hub U.S. airport respondents Respondents from airports in continental Europe, Asia, identified other priorities for the future related to economic and Canada listed a variety of future priorities related to performance, such as: improving governance of sustainability at their airport, such as: • Economic self-sufficiency of the airport. • Economic growth of the airport and the community. • Corporate social responsibility. • Capacity enhancement. • Implementing the UN Global Compact (see box). • Revenue growth. • Ensuring stable financial performance. • Improving strategic environmental management. Non-U.S. Airports

Respondents from non-U.S. airports also focused on envi- The United Nations Global Compact is a framework ronmental practices, followed by social and economic prac- for businesses that are committed to aligning their operations and strategies with 10 universally accepted tices. Noise, aesthetics, and sustainable transportation issues principles in the areas of human rights, labor, the were mentioned by respondents from continental Europe and environment, and anticorruption. As the world’s largest the United Kingdom (UK): corporate citizenship initiative, the Global Compact is first and foremost concerned with exhibiting and • Noise insulation scheme. building the social legitimacy of businesses and • Minimizing operations noise. markets (“Global Compact…” 2007). • Improvement of railway infrastructure to the airport. 12

Barriers to Implementation Table 5 Proportion of respondents from U.S. and The survey also sought to identify the reasons behind failed Non-U.S. airports identifying key barriers to or slow implementation of sustainability practices at U.S. implementation of sustainability practices and non-U.S. airports. Respondents were asked to list three Barrier To Sustainability Practices barriers to implementation of sustainability practices at their airports.

Table 5 shows the five key barriers identified by respondents and gives the proportion of U.S. and non-U.S. airport Airport Size Funding Staffing Management Culture/ Behavior Training/ Understanding/ Knowledge respondents who identified these topics as impediments to U.S. Airports sustainability practices at their airports. Non- 100% 0% 0% 0% 0% Hub (1) U.S. Airports Small 50% 0% 50% 0% 0% Hub (2) A lack of funding was identified as the key barrier to imple- Medium 75% 0% 0% 25% 0% mentation of sustainability by 10 of the 16 U.S. respondents. Hub (4) A variety of other impediments received roughly equal men- Large 56% 33% 11% 22% 33% tion: lack of staffing, lack of management support, lack of Hub (9) an environmental culture, and limited staff understanding Non-U.S. Airports

of sustainability. Respondents % Continental 60% 0% 20% 20% 0% Europe (5) Respondents from small and medium U.S. airports especially cited lack of management support or an environmen- Asia (1) 100% 0% 0% 0% 0% United tal culture in their organization, whereas respondents from 100% 0% 0% 0% 0% large airports were more likely to mention lack of funding, Kingdom (1) lack of staffing, and lack of understanding/knowledge as Canada (2) 50% 50% 50% 0% 50% barriers. the success of implementation difficult. Less common Non-U.S. Airports responses included:

As with their U.S. peers, respondents from non-U.S. air- • Strong political variability (continental Europe). ports—especially those in Asia and the UK—identified • Limited time to devote or dedicate to sustainability lack of funding as the most common barrier. Unlike any (Asia). other non-U.S. respondents, one of the continental Europe • Lack of experienced professionals (Canada). respondents identified that the absence of a culture and • Lack of understanding of social sustainability behavior that supports sustainability practices makes (Canada). 13

Chapter FIVE ORGANIZATIONAL Governance of Sustainability

Organizational governance of sustainability refers to the key indicator of the potential for successful implementation management, organization, and operation of sustainability is the relationship between the person(s) responsible for sus- issues at an airport. It is important to understand how an tainability and key leaders in the organization. The follow- airport functions with regard to sustainability practices. ing proportions of respondents from U.S. airports said that To gather information on the characteristics of the orga- those with responsibility for sustainability practices at their nizations that own or manage airports, the survey queried airport reported to the CEO: respondents on organizational governance from a sustainability perspective. • Large: 56% (5 of 9 airports) • Medium: 25% (1 of 4 airports) • Small: 50% (1 of 2 airports) Roles and Responsibilities • Non-hub: 0% (0 of 1 airport).

Management of sustainability practices can be the responsi- Non-U.S. Airports bility of one person or can be spread over a number of roles in an organization. The survey sought to obtain information Most respondents from airports in continental Europe and on the role of the respondent, whether the responsibility for Canada said that one person was responsible for manag- implementation of sustainability practices was shared or not, ing sustainability practices at their airport. For example, and how closely the responsible person(s) worked with man- Aéroports de Paris has a sustainable responsibility director agement on sustainability issues (see Table 6). who is specifically assigned to manage such initiatives. In Asia, the responsibility was more likely to be allocated to U.S. Airports more than one person. Non-U.S. airport respondents identified roles—such as safety manager or community affairs Respondents from U.S. airports generally said that more manager—that also carried responsibility for environmen- than one person at their airport is responsible for sustain- tal issues. ability practices. Four of the nine respondents (44%) from large hub airports said that one person is a dedicated man- The following proportions of respondents from non-U.S. ager of sustainability matters at their airport. Sustainability airports said that those with responsibility for sustainability practices at small and non-hub airports were the responsi- practices at their airport reported to the CEO: bility of the airport manager or finance director. Medium and large airport respondents identified more specific roles, • Continental Europe: 60% (3 of 5 airports) such as managers of environment, engineering, facilities, or • Asia: 0% (0 of 1 airport) safety. One respondent from a medium airport said that no • United Kingdom: no response (0 of 1 airport) one had overall responsibility for sustainability practices. • Canada: 100% (2 of 2 airports).

Implementing sustainability practices in an airport organization usually involves the introduction of new ideas, con- Training cepts, and approaches. As stated in the proceedings of a TRB conference on sustainability, “[T]ransportation planning Business and industry are ideal sites for ongoing sustain- agencies face cultural challenges that must be overcome ability training, so that all sectors of the workforce have to address unsustainable transportation impacts. Cultural the knowledge and skills necessary to make decisions and issues must be accommodated to enable the incorporation perform their work in a sustainable manner (“Decade of of sustainability-friendly solutions” (Integrating Sustain- Education…” 2007). Airport operators oversee crucial com- ability… 2004). ponents of the air transportation infrastructure and are key stakeholders in the transportation industry. A number of the A primary challenge is achieving management commitment respondents identified lack of understanding as a key barrier to implementing sustainability practices at an airport, and a to implementation of sustainability practices. 14

Table 6 Responsibility for sustainability practices identified by U.S. and Non-U.S. airport respondents Responsibility For Sustainability Practices

Airport Size Person 1 Description Person >1 Description U.S. Airports Non- • Airports Manager + Assistant Airports Manager 0% 100% Hub (1) Small Hub • Finance Manager + Capital Program Administrator + Business Services 0% 50% (2) Manager • Manager Engineering & Construction + Senior Director Planning/ Engineering + Director Facilities & Maintenance Medium • Director Aviation + GM Aviation Environment & Safety + Chief 0% 75% Hub (4) Environmental Officer • ESH Supervisor + Environmental Coordinator + Associate General Counsel • Environmental • Director Environmental Programs + Director Engineering + Director Services Planning Manager • Senior Director Maintenance + Senior Architect • Deputy • Executive VP Operations + VP Environmental Affairs + VP Energy Large Hub 44% Executive 56% Transport Management (9) Director • Director Environmental Planning/Permits + Chief Environmental • Environmental Management + Director Planning/Urban Design Coordinator • Deputy MD Aviation Facilities & Environment + Manager Aviation

% Respondents % Environmental Programs Non-U.S. Airports • Manager Safety • Head of Environmental Protection + Others & Environment Continental • Head of Environment + Head of Airport Business Development 60% 40% Europe (5) • Sustainable Responsibility Director • Corporate Environmental Manager Asia (1) 0% 100% • Assistant Environmental Manager United No response 100% 0% Kingdom (1) provided • VP Operations Canada (2) 100% • VP Community 0% & Environmental Affairs

The survey asked respondents to provide information on on social (75%) and economic (50%) sustainability topics. the provision of training on environmental, social, and eco- Specific training topics include: nomic sustainability topics. Table 7 shows the proportion of survey respondents who identified environmental, economic, • Environmental management system training. and social sustainability training at their airports. • Diversity training. • Disadvantaged business enterprises training. U.S. Airports Non-U.S. Airports With the exception of the non-hub respondent, all U.S. respondents said that their airports provide training for staff Respondents from non-U.S. airports also consistently said on environmental sustainability topics. To a greater extent that environmental training is offered at their airport. Train- than large airports, medium airports also provide training ing on social sustainability topics was cited by respondents 15 from three of the five continental European airports and the • Alliance to Save Energy one UK airports. Economic sustainability training was cited • Department of Energy Clean Cities. by only three continental European airport respondents. Non-U.S. Airports

Sustainability Organizations Respondents from non-U.S. airports listed the following sustainability organizations: Survey respondents were asked to list sustainability organizations to which their airport belongs. • UK Sustainable Aviation Initiative • Scotland’s Climate Change Forum. U.S. Airports

The following organizations were listed by respondents from Public Reporting U.S. airports: Reporting on sustainability performance allows airport • California Climate Action Registry organizations to measure and therefore manage their per- • Sustainable Silicon Valley formance. The benefits of public reporting include increased • Sierra Business Council transparency and accountability, improved stakeholder • Green Print Denver relationships, and the ability to benchmark performance • ACI–NA Sustainability Subcommittee against peers. Annual reporting of financial performance • International Facility Management Association is common for organizations, but public reporting on envi- • The Natural Step ronmental, economic, and social sustainability performance • Oregon Environmental Council demonstrates a commitment to accountability, transparency, • Columbia Slough Watershed Council and ongoing improvement. • ACI Task Force on Sustainability • ACI–NA Technical Committee, Environmental Committee, and Sustainability Working Group • U.S. Green Building Council Table 8 • TRB Aviation Group Proportion of U.S. and non-U.S. airport respondents identifying stand alone sustainability reporting Table 7 As Part of As Separate Annual Report Report Proportion of U.S. and non-U.S. airport respondents identifying sustainability training at their airports Sustainability Training Airport

Size/ Region Environmental Economic Social Environmental Economic Social U.S. Airports Airport Size/ Non- 100% 100% 100% 0% 0% 0% Region Environmental Economic Social Hub (1) U.S. Airports Small Hub 0% 0% 0% 50% 50% 50% Non-Hub (1) 0% 0% 0% (2) Medium Small Hub (2) 50% 50% 0% 25% 0% 75% 25% 0% 25% Hub (4) Medium 75% 75% 50% Large Hub Hub (4) 56% 44% 56% 67% 44% 22% (9) Large Hub (9) 100% 56% 33% Non-U.S. Airports Non-U.S. Airports % Respondents % Continental 40% 40% 60% 60% 20% 40% Continental Europe (5) 80% 60% 60% % Respondents % Europe (5) Asia (1) 100% 100% 100% 0% 0% 0% Asia (1) 100% 0% 0% United United Kingdom 0% 0% 0% 100% 100% 100% 100% 100% 0% Kingdom (1) (1) Canada (2) 100% 0% 0% Canada (2) 100% 100% 100% 100% 100% 100% 16

The survey asked respondents whether their airports ments about airport performance, both per airport and over- report on environmental, social, and economic performance all. Areas of differential impact are made more obvious as part of an annual report or in a separate report for each through comparison, and the reasons for these differences triple-bottom-line issue, and whether they used a standard can be investigated. Such differences can also be used as reporting framework and indicators. leverage points for regulators and other stakeholders who believe an airport should improve its environmental perfor- U.S. Airports mance in terms of reducing absolute impact or in terms of environmental efficiency (Upham and Mills 2005). Respondents from large, medium, and non-hub U.S. airports said that their airports publicly report on environmental and social performance in the annual report (see Table 8). None The vision of the Global Reporting Initiative is that of the respondents from medium airports said that economic comparable reporting on economic, environmental, and social performance by all organizations will become as sustainability performance is reported in their annual report. routine as financial reporting. In addition, neither of the respondents from the two small airports said that environmental, economic, or social per- Organizations can use the Sustainability Reporting formance was included in the annual report. The respondent Framework—of which the Global Reporting from one small hub airport said that the airport does not Initiative Sustainability Reporting Guidelines are the report sustainability performance publicly at all. cornerstone—as the basis for disclosure about their sustainability performance. This gives stakeholders a Some respondents from large, medium, and small air- universally applicable, comparable framework in which ports said that their airports produce separate reports across to understand disclosed information (Sustainability Reporting Guidelines 2007). the triple bottom line. Respondents from six of the nine large airports cited a separate environmental report, and three also produce separate social and economic reports. One small The survey sought to identify airports that are using the hub airport reports on environmental, economic, and social Sustainability Reporting Framework, a standardized frame- performance in three separate reports. work and set of indicators. Only four respondents said that their airport uses the framework to report sustainability Non-U.S. Airports performance, and all of them are outside the United States (three continental European and one Canadian). Respondents from non-U.S. airports in continental Europe, Asia, and Canada said that their airports report on environmental, economic, and social sustainability practices in the Table 9 annual report. All the respondents from the UK and Canada said that their airports publish dedicated public reports on Sustainability topics addressed in Greater Toronto Airports Authority 2005 Sustainability environmental, economic, and social performance. Most Report respondents from continental Europe said that separate envi- Environmental Economic Social ronmental reporting is common. • ISO14001 • 2005 Operating • Employees Environmental Activity • Material Use The Greater Toronto Airports Authority (GTAA) pub- Management lishes data from the triple-bottom-line areas in its annual • Operating • Ethics System Results report and provides more detailed information in a separate • Compliance • Public Donations • Risks and Guidelines sustainability report, which uses the Global Reporting Ini- • Energy Use Uncertainties tiative Sustainability Reporting Guidelines (2005 Sustain- • Political • Water Use • Airport ability Report 2005). Table 9 outlines the issues addressed Contributions • Biodiversity Development in this report. Program and • Privacy • Emissions, Capital Projects • Diversity Effluents and Global Reporting Initiative Waste • Pickering Airport • Training and Plan Development Comparison of airport sustainability performance using • Health and standardized benchmarking and reporting indicators would Safety help both airport managers and stakeholders to make judg- • Community 17

Chapter SIX Environmental Practices

There is a compelling and urgent need to address the envi- of environmental, economic, and social sustainability. ronmental effects of air transportation, especially as these Using the management performance scale (see Appendix effects will grow as the economy and the demand for air B), respondents completed a self-assessment on how well transportation grow. If these effects are not addressed, they their airport was managing environmental, social, and eco- could constrain air transportation growth in the 21st century nomic sustainability with regard to policies and programs, (Waitz et al. 2004). Airports of the future will have to deal performance monitoring and reporting, and incentives and with the environmental concerns of the communities that awareness. surround them (Committee on Aviation and Environmental Protection 2007). On the management performance scale, 1 represents little or no awareness of the issue and no policies or pro- This section of the report presents the survey findings on grams in place, and 5 represents high awareness, account- environmental sustainability practices in the areas of mea- ability and long-term planning, and incentives aligned surement and monitoring, water, energy, climate change, with performance. Figure 5 shows the results of the self- land use, materials, waste, noise, energy, and green building. assessments. Table 10 shows which U.S. and non-U.S. airport respondents identified current or planned environmental practices at their U.S. Airports airports. For a detailed list of environmental sustainability practices reported by survey respondents, see Appendix D. Among respondents from U.S. airports, most of those from large airports rated their airport’s environmental performance as 4 or 5. The two small hub airports rated their per- Environmental Sustainability Self-Assessment formance as 1 or 3, whereas the four medium airports rated their performance as 2 or 5. The non-hub airport respondent Survey respondents were asked to rate performance at rated its airport’s environmental performance as 3. Sev- their airports with respect to the triple-bottom-line issues eral of the large hub airports justified their high ratings by

Table 10 Survey respondents from U.S. and non-U.S. Airports who provided information on environmental practices at their airport

Non-U.S. Airport U.S. Airport Respondents Environmental Practice Respondents Large Hub Medium Hub Small Hub Non-Hub En1. Measuring and Monitoring Q Q Q Q En2. Water Conservation Q Q Q Q En3. Water Quality Q Q Q Q En4. Climate Change Q Q Q Q Q En5. Air Quality Q Q Q En6. Land Use Q Q Q Q En7. Biodiversity Q Q Q En8. Materials Q Q Q En9. Waste Q Q Q Q En10. Noise and Aesthetics Q Q Q En11. Energy Q Q Q Q En12. Green Buildings Q Q Q 18 describing specific policies, performance monitoring, and reporting practices: Rating 1 2 3 4 5

• “First comprehensive environmental sustainability U.S. Airports report will be published in June 2007” (self-assessment Non-Hub (1) 100% = 5). Small Hub (2) 50% 50% • “The airport has implemented a formal sustainability Medium Hub (4) 75% 25% performance improvement management system. This management system incorporates sustainable prac- Large Hub (9) 11% 11% 56% 22% tices, and monitoring, reporting and improvement into Non-U.S. Airports operations” (self-assessment = 4). Continental 20% 20% 60% • “Compliance practices are very well developed; no Respondents% Europe (5) sustainability program policy, funding, or baseline Asia (1) 100% developed yet” (self-assessment = 3). United Kingdom (1) 100% • “Performance driven by EMS [environmental management system]” (self-assessment = 4). Canada (2) 100%

Non-U.S. Airports FIGURE 5 Environmental sustainability self-assessment by respondents representing U.S. and non-U.S. airports. The respondents from non-U.S. airports generally ranked their airport’s environmental performance at high levels: 3 for the UK; 3, 4, and 5 for continental Europe; 5 performance. Respondents were asked if their airport has for Canada; and 4 for Asia. The respondent from Toronto implemented any of the following: International Airport commented, “We are the first airport registered to ISO 14001 in North America.” (ISO 14001 is • EMS certified to ISO 14001. the international standard for environmental management • EMS uncertified. systems.) • Registration with the EU eco-management and audit scheme (EMAS). • Other measurement or monitoring systems. Measurement and Monitoring

A systematic approach makes managing a business both An environmental management system (EMS) easier and more effective. Management systems allow busi- outlines specific activities for the implementation of an organization’s environmental policy. The International nesses to define the best way to handle each key activity Organization for Standardization (ISO) produced the and create a common approach that all employees can use. ISO 14001 standard against which an organization’s A consistent approach reduces the number of mistakes and EMS is assessed and certified internationally the cost of correcting problems. It also reduces the level of (ISO 14001:2004 2007). The EPA supports and risk and ensures compliance with legislation (“Set Up a promotes the development and use of EMSs to help Health…” 2007). organizations achieve their environmental obligations and broaden environmental performance goals. EPA An environmental management system (EMS) is a busi- does not specifically favor ISO 14001 over other EMS ness management practice that allows an organization to models or approaches. The plan–do–check–act/ strategically address environmental matters. Several EMS continual improvement approach used by ISO 14001 frameworks exist; most are based on the International Orga- and similar models has proven to be effective as applied to environmental management, but not all nization for Standardization (ISO) 14001 EMS standard. facilities have modeled their EMSs on ISO 14001 Globally, more than 130,000 organizations have certified (“EPA’s Position on EMS” 2007). their EMSs to the standard. Although an EMS does not relieve an airport operator of its environmental responsibili- The European Union’s eco-management and audit ties under federal, state, and local law, it can reduce the costs scheme (EMAS) acknowledges organizations that and time for processing environmental analyses by provid- improve their environmental performance on an ing baseline data and a framework for checking and report- ongoing basis. EMAS registered organizations are ing compliance with mitigation commitments (“Program legally compliant, run an environmental management Guidance Letter 06-07…” 2007). system, and report on their environmental performance in an independently verified environmental statement (“EMAS: The Eco Management and Audit Scheme” The synthesis survey sought to identify airports that have 2007). implemented a system to measu re and monitor environ ment al 19

Table 11 shows the feedback from survey respondents on that move beyond environmental performance and also measuring and monitoring systems at their airports. Respon- address social and economic performance. dents from 16 U.S. airports and 9 non-U.S. airports identified some kind of EMS in place at their airport; however, The respondents from one large U.S. airport said that its only 2 respondents from large U.S. airports in the study EMS is compliant with and audited by the EPA. A Canadian have an EMS that is certified to ISO 14001. Alternatively, airport respondent said that its EMS is integrated with its all five respondents from continental European airports and health and safety management system. one from Canadian airports have an EMS that is certified to the standard. Only one of the continental European airports Interestingly, all airports that have an ISO 14001 certified reported using the EMAS. EMS also publicly report sustainability performance against the Global Reporting Initiative (GRI) guidelines. Respondents from a large U.S. airport and an airport in continental Europe described best practice management plans or comprehensive sustainability management systems Water

Water Conservation Table 11

Proportion of respondents from U.S. and non-U.S. Only 1% of the earth’s water is available for human use, Airports identifying environmental monitoring and even though both the population and the demand on or measuring systems at their airport freshwater resources are increasing, supply remains con- Systems in Place to Measure and Monitor stant. Managing water is a growing concern in the United Environmental Performance States as communities across the country face water supply and water infrastructure challenges (“Why We Need Watersense” 2007).

A new facility reprocesses highly concentrated Airport wastewater from de-icing operations by means of Size/ distillation. The resulting solution (approximately 65%

Region (ISO14001) EMS (uncertified) EMS Registration EMAS Other Description propylene glycol) is reprocessed at a recycling facility operated by Clariant at Munich Airport and turned into U.S. Airports a de-icing agent. The distillate is disposed of through Non- 0% 100% 0% 0% the spray irrigation system (see Figure 6). Hub (1) • Storm water Small Pollution 0% 50% 0% 50% Hub (2) Prevention Plan Medium 0% 100% 0% 0% Hub (4) • Best Practice Management Large Plans 22% 44% 0% 22% Hub (9) • Permit Tracking System

% Respondents % Non-U.S. Airports Conti- • Sustainability nental 100% 0% 20% 20% Management Europe System (5) FIGURE 6 treatment of wastewater from de-icing operations at Zurich Airport. Asia (1) 0% 100% 0% 0% United Operation of airports—from cargo to passenger terminals Kingdom 0% 100% 0% 0% to airline movements—requires the use of water. Ensuring (1) efficient use can minimize waste and conserve this precious Canada 50% 100% 0% 0% resource. Even seemingly small efforts help—at Los Angeles (2) International Airport, maintenance staff phone numbers are 20 prominently posted in restrooms, so people can report leaky • Reducing impermeable surfaces (runways, taxiing faucets or other water problems. lanes, buildings, etc.). • Spill traps/management, oil separator pumping sta- The survey respondents said that the following practices tions, fuel delivery systems. to enhance water conservation and efficient use of water are • Dyke system and flood storage capacity. in place at their airports: (TRB ACRP is also publishing Project 02-02, “Planning • Low flow/automatic fixtures and toilets, and waterless Guidelines and Best Management Practices for Aircraft and urinals. Airfield De-icing Stormwater Management Systems.” For • Monitoring to track water consumption and water con- more information, go to www.trb.org.) servation audits. • Capturing and partially infiltrating rainwater. The principal law governing pollution of U.S. surface • Use of gray/storm/recycled water for irrigation and waters is the Federal Water Pollution Control Act (Clean recycled water for car washes. Water Act). Originally enacted in 1948, it was totally revised • Computer-controlled, “smart” irrigation systems. in 1972 by amendments that spelled out ambitious programs • Green roofs and limited landscaping that features xeri- for water quality improvement. These programs have been scape and drought-tolerant species. expanded and are still being implemented by industries and • Water-efficient central heating and cooling systems. municipalities. The Clean Water Act has two major parts: (1) provisions that authorize federal financial assistance for Water Quality municipal sewage treatment plant construction, and (2) regulatory requirements that apply to industrial and municipal The 21st century water environment holds many complex dischargers (Copeland 2002). and challenging problems, such as polluted runoff, suburban growth, drinking water security, groundwater/surface water Several airport respondents identified water quality prac- interactions, invasive species, microbes in drinking water, tices at their airports that are direct responses to the Clean and atmospheric deposition. These problems require a mod- Water Act, such as water-efficient equipment and facilities, ern approach to environmental protection—an approach and enhancing the management of stormwater runoff in grounded in sound science, innovative solutions, and broad response to National Pollutant Discharge Elimination Sys- public involvement (Mehan 2007). tem permitting requirements.

De-icing involves the removal of frost, snow, or ice Air Quality from aircraft surfaces or from paved areas, including runways, taxiways, and gate areas. More than a quarter of all commercial airports operating in De-icing can be performed mechanically or by applying the United States are located in air quality nonattainment chemical agents (Aviation and Environment… 2000, areas. As federal controls become increasingly stringent for p. 18). industrial sources, airports are emerging as a major source of pollution—they are responsible for up to 10% of total emissions in some urban areas. To receive regulatory approval, Activities of airport operators have the potential to influ- an airport located in a nonattainment area must show that its ence local water quality. Transportation and storage of fuels, growth will conform with air quality plans for the region and de-icing of aircraft and surfaces, and indirect pollution can that, at a minimum, enforceable programs will be established lower the quality of watersheds and water bodies near an to offset increases in pollution (Alternative Fuel… 2001). airport.

Survey respondents listed the following practices to The Clean Air Act was passed in 1970. Under the enhance water conservation and the efficient use of water at Act, EPA sets limits on certain air pollutants and on pollutants from certain sources, as well as limits on their airports: pollution levels anywhere in the United States. States must develop State Implementation Plans (SIPs) that • Onsite stormwater collection, treatment, and man- outline how they will control air pollution under the agement (swales, bioretention, vaults, wetlands), and Clean Air Act. A SIP is a collection of regulations, requiring a stormwater pollution prevention plan for all programs, and policies a state will use to clean up new construction. polluted areas. The states must involve the public • Onsite wastewater treatment plants. and industries through hearings and opportunities • De-icing spots/pads, collection and treatment of de- to comment on the development of the state plan icing fluids. (“Plain English Guide to the Clean Air Act” 2007). 21

Survey respondents listed the following practices to Boston–Logon International Airport’s voluntary address air quality issues at their airports: 15-year Air Quality Initiative (AQI) strives to maintain NOx emissions at or below 1999 levels (see Figure 7). • Air quality monitoring and metering. • Particle filters on airport vehicles. • Air quality management plan (tied to 20-year master plan) and air quality enhancement program. • Partnering with research institutions and resource agencies to address air quality issues. • Planning for development that complies with the SIP and the Clean Air Act. • Active dust control, permitting, and conformity analysis programs. • Stationary source reductions. • Transport Demand Management (strategies or policies to reduce or redistribute automobile travel demand).

Several survey respondents from both U.S. and non- U.S. airports identified research efforts and partnerships with universities or aviation research bodies on air quality FIGURE 7 air quality practices at Logan International Airport issues: (Massachusetts).

• Participation in ACRP’s Hazardous Air Pollutants study and sustainability survey. • Use of compressed natural gas (CNG), electricity, • Support for the International Civil Aviation propane, solar power, hydrogen, ethanol, and biodiesel Organization’s development of new guidance govern- fuels. ing the calculation of emission sources at airports. • Provision of a public CNG fueling station and electric vehicle charging stations.

Climate Change Aéroports de Paris uses energy management as a At the global level, climate change is likely to drive impor- key indicator in strategic decision making. All revenue generated by savings in CO2 emissions are used tant changes in the aviation industry over the next 10 to for energy management. For accounting year 2005, 20 years (Upham et al. 2003). Growth in global air trans- 10,000 tonnes of CO2 were sold under prior virtuous port is forecast to triple aviation carbon dioxide emissions practices. between 1990 and 2050, and total radiative forcing (global warming) effects are forecast to increase fourfold over the same period (“Aviation and the Global Atmosphere” Passenger Access 1999). • Intraterminal train, automated people movers. • Comprehensive public transportation network, invest- Airport operators are realizing how construction, oper- ment in light rapid transit to airport, subsidized public ation, maintenance, and other activities at airport facili- transport. ties can contribute to the industry’s overall climate change • Flyaway program providing parking and reduced rate impacts. Airports can play a role in reducing their impact bus service from remote locations to the airport (reduced on climate change by addressing emissions in ground emissions by more than 1,000 tonnes last year). transportation, energy use in buildings, and associated indirect emissions. Aircraft on the Ground • Installation of stationary aircraft energy supply sys- Survey respondents listed the following practices to tems; ground power units at all gates. reduce greenhouse gas emissions and minimize their air- • Airport constructed a taxiway to reduce taxi distances port’s contribution to climate change: from terminal to runway. • Airport conducted the first aircraft towing trial in Ground Vehicles North America with Virgin Atlantic, Boeing, and • Clean/alternative fuel vehicle program using liquefied FAA—an aircraft was towed from the gate closer to the natural gas (LNG). runway, reducing engine running time on the taxiway. 22

Aircraft must have a power source at the gate to maintain electronic systems and pneumatic pressure for air conditioning. Aircraft formerly met this need with portable ground power units, or by running an onboard auxiliary power unit (APU)—a small turbine engine inside the fuselage. A B-737 APU burns 34 gallons of jet fuel/hour, emits exhaust on the airport ramp, and is noisy. A typical land-takeoff cycle of 15–26 min burns 12–17 gallons of jet fuel if the APU is used the entire time. If 100 aircraft/day eliminated use of the APU, there would be an NOx reduction of 10 tonnes/year (Rowe 2005).

Aircraft in the Air • Use of continuous descent approach program. FIGURE 8 airport practice in relation to reducing emissions. • Air emissions charge—the most highly polluting aircraft incur the highest charge. list of incompatible land uses that encroach on airspace and Buildings approach areas is long; it includes noise-sensitive and high- • Conversion of heating systems from oil to gas. density land uses such as residential areas and parks/open • Tracking and reduction of airport energy consumption. spaces. Conflicts between airports and their urban environments escalate as the demand for developable land increases Monitor and Manage Emissions (Oregon Department of Aviation 2003). • Company-wide quota unit set up to control and manage CO2 emissions. A significant problem facing airports is incompatible land • Greenhouse gas inventory reported online through uses. Noise-sensitive land uses such as parks and open space California Climate Action Registry. and residential areas near airports are considered incompatible. Managing and treating contaminated land is also Research and Partnerships a prevalent issue for many airport operators. Placing land • Support International Civil Aviation Organization uses that attract wildlife hazardous to aviation (e.g., deer, and Eurocontrol (European Organization for the large waterfowl, and flocking bird species) are other major Safety of Air Navigation) method of monitoring global concerns. emissions. • Participate in the city’s Zero Emissions 2020 Plan, Survey respondents listed the following practices related which commits the city to developing a clean air plan to land use at their airports. for public transit. • Active participation of airport staff in local, regional, Contaminated Land state, and national climate change research and • Hazardous materials management plan and team. programs. • Measurement campaign to evaluate soil pollution, survey of contaminated sites, groundwater monitoring program. The Green Apron Policy at Hong Kong Airport involves • Decontamination of polluted zones, soil and ground- replacing the existing 43-vehicle fleet with alternative- water cleanup. fuel or low-emission vehicles over the next five years, and providing fixed ground power and preconditioned air supply at each frontal gate so aircraft can shut down their Some respondents cited regulations and relationships APUs while they are parked at the gate (see Figure 8). with government to manage this issue:

• Clean Land Act controlled by the Netherlands Environment Department. Land Use • Development of a Prospective Purchaser Agreement with the EPA for certain contaminated land One of the greatest concerns facing airports today is incom- acquisitions. patible land use. With the pressure to convert open space • Polluted airport sites illustrated in a “cadastre of pol- for development and the proliferation of telecommunica- luted sites at aerodromes,” published by the Swiss tion structures, the demand on the national airspace and Federal Office of Civil Aviation and available to the the ground area around airports continues to increase. The general public. 23

ity of experimental results to a natural setting. It is also very The U.S. Army Corps of Engineers worked with difficult to generalize behavioral responses across species Redding (California) Municipal Airport staff to remove because of the multiple variables of each noise event: vol- World War II–era underground storage tanks. An ume, frequency, rate of onset, season, time of day, year, and aggressive land acquisition program seeks to prevent residential encroachment and preserve wetlands and so on (AMEC 2005). green space (see Figure 9). Survey respondents listed the following practices relating to biodiversity at their airports:

Nonlethal Bird Techniques • Noise systems to scare birds (fixed on cars or on the ground). • Crackers to scare birds. • Habitat management and landscaping that is not attractive to birds. • Monitoring and movement of birds away from aircraft. • Managing unsealed areas of the airport as extensive grassy meadows to prevent collisions between aircraft and birds.

Tallahassee Airport in Florida has implemented a FIGURE 9 Redding Municipal Airport land use practices. number of biodiversity practices including onsite conservation area for gopher tortoise (species of concern); remediation of area of bent golden aster Land Use Planning (endangered) during construction; establishment of tree bank, and use of native species in area where Survey responses related to land use planning were limited residences were demolished for noise mitigation; bird to the following: control plan uses habitat modification and harassment as primary means of reducing threat to aircraft. • Plans to partner with the community on an airport- centered eco-industrial zone. • Incorporating green space as much as possible in future Habitat Protection or Enhancement developments. • Eighty percent of airport area is for operations and 20% for nature conservation zones, woodlands, and (Noise-compatible land uses are discussed in the “Noise bodies of water; annual plan implemented by airport’s Pollution and Aesthetics” section of this chapter.) greenery maintenance service. • Dolphin sanctuary/marine park to protect endangered dolphin species; membership to Marine Mammals Biodiversity Conservation Committee. • Protected and enhanced foreshore habitat during dike Two key issues related to wildlife have an impact on airports: repairs. the conflict between wildlife preservation and aircraft safety, • Wildlife hazard management plan. and the effects of noise on migration and nesting patterns. • Wetland mitigation program. • Vegetation management/habitat protection. Aircraft collisions with wildlife (commonly referred to • 300-acre dunes preservation area—largest remaining as “wildlife strikes”) cost the civil aviation industry in the coastal dunes fragment in Southern California, home United States at least $500 million a year in direct damages of endangered El Segundo blue butterfly; two land- and associated costs, and more than half a million hours of scape technicians remove noxious/invasive species and aircraft down time. However, it is not the economic cost of reestablish native species; biologist annually monitors wildlife strikes but the cost in human lives that requires the endangered species. industry to manage this problem (Cleary and Dolbeer 2005). • Contract with U.S. Department of Agriculture. • Partnership with the local conservation group to fund The effect of noise on wildlife is poorly understood for the restoration of 21 acres of grassland habitat. a number of reasons including the difficulty of separating • Financial support to Nature Conservancy to manage visual and aural components of an event, and the applicabil- local nature reserve. 24

• Support local greenbelt trust and outreach program— • Forest Stewardship Council certified cherrywood staff involved in habitat improvement. paneling. • Nature conservation areas created and financially supported as ecological compensation measures. Hazardous or Toxic Products • Use of lower biochemical oxygen demand (BOD) de- icing materials. (TRB ACRP has also published Project Materials 02-01 “Alternative Aircraft and Airfield De-icing and Anti-Icing Formulations with Reduced Aquatic Construction and demolition waste constitutes about 40% of Toxicity and Biological Oxygen Demand.” For more the total solid waste stream in the United States. Extraction, information, go to www.trb.org.) processing, and transportation, as well as the air and water • Work safety service tracks harmful chemicals and pollutants created during production, can destroy natural hab- enters records into a database when the chemical prod- itats and deplete natural resources (Green Building… 2005). ucts work group encounters a new product. Reuse and recycling of materials can significantly reduce • Use of nontoxic pest-control products. consumption of virgin materials, as well as the amount of • Use of antifreeze with high recycled content (glycol). waste sent to landfill. Ensuring that materials have little or no environmental impact and do not harm human health is para- mount for achieving sustainable outcomes at an airport. Waste Management

Waste management at airports is becoming increasingly Vancouver International Airport’s building and con- important with the enormous increases in passenger num- struction processes use materials such as strawboard bers; it is a key responsibility of the facilities manager (Pitt and paints that are low in volatile organic compounds, and Smith 2003). Airports are notoriously poor environ- reuse building materials onsite, and have a high reuse rate of concrete and asphalt (see Figure 10). mental performers, and the growth in the industry is leading to increasing levels of waste production. Environmentally sound waste management must go beyond the mere safe disposal or recovery of wastes and address the root cause of the problem by attempting to change unsustainable patterns of production and consumption (United Nations Conference on the Environment and Development 2001).

Portland Airport recycles foreign periodicals from international flights to educational institutions that teach foreign languages (see Figure 11).

FIGURE 10 Vancouver Airport sustainable materials use.

Survey respondents listed the following practices related to materials use at their airports:

• Free-trade coffee purchased for offices. • Compostable food serviceware. • Soy-based ink. • Carpeting with high recycled content. • Restroom paper products with high recycled content.

Construction Materials FIGURE 11 Waste management at Portland Airport. • Use of strawboard instead of gyprock. • Reuse of building materials onsite; very high reuse of Managing the waste streams from airport operations pro- concrete and asphalt during construction projects. vides a variety of challenges, including separating and recy- 25 cling waste at terminals, tenant requirements, and meeting/ Recycling and Waste Management adhering to city or county ordinances. In addition, interna- • Adequate space provided for the collection, storage, tional airports are required to meet government disease con- and disposal of recyclable materials. trol regulations for recycling and disposing of international • Waste containers around the airport for passengers and waste. Survey respondents listed the following practices tenants—transferred to onsite dumpsters and compac- related to waste management at their airports. tors, then transported to an offsite processing facility. • Thirty different waste types recycled at the airport. Tenant/Airline Waste Management • Airport offices recycle paper. • Implementing pilot programs for food/trash waste separation at concessionaires. Composting • Separating solid waste types at the point of generation. • Recycling waste and scrap materials from airport, air- Respondents from both U.S. and non-U.S. airports identified line, cargo, and construction activities. a number of composting initiatives at their airports: • Planning to participate in a pilot program with other airports to target in-flight operation paper waste. • Food waste composting to organic soil conditioner for • Airport-wide recycling of cardboard, wood pallets, airport landscaping. scrap metal, batteries, and used oil. • Compost coffee grounds from an airline for use in airport landscaping. • Food service operations participate in the food scraps Besides the waste taken off airplanes, airport waste composting program. is generated in offices, shops, restaurants, restrooms, and flight kitchens; from cargo operations, maintenance Respondents did not supply details of the composting areas, and hangars; and from landscaping, construction, and demolition. Each of these areas creates distinct operations. The U.S.DOT recommends the following: waste streams, making it complicated to establish an airport-wide recycling program (Atkin et al. 2006). Composting operations that accept only yard waste (e.g., leaves, lawn clippings, and branches) generally do not attract hazardous wildlife. Sewage sludge, woodchips, Waste Disposal Logistics and Management and similar materials are not municipal solid wastes and • Waste disposal contractor chosen to encourage the recov- may be used as compost bulking agents. The compost must ery of separated waste materials as much as possible. never include food or other municipal solid waste. Com- Each tenant chooses the number of waste types to sepa- posting operations should not be located on airport property rate at the source—cost reflects the degree of separation, (“Advisory Circular…” 2004). which provides a financial incentive for good practices. • Waste disposal logistics (landside and airside) revised in 2007 to meet EU regulations modified in response Noise Pollution AND Aesthetics to the Schengen Agreement (which seeks to abolish physical borders among European countries). Today’s aircraft are typically 75% quieter than jets in the • Waste disposal services optimized through the use 1960s; however, action is needed to prevent deterioration in of new providers (shorter journeys to and from the the noise climate as air traffic growth overtakes the rate of airport) and more efficient means of transport (vehicles technological advance (UK Department for Transport 2003). with trailers to reduce the number of trips required). • Feasibility study concerning separate disposal of The Fly Quiet Program onboard waste (e.g., newspapers/paper from aircraft at San Francisco cabins and onboard catering recyclables). International Airport takes a participatory Waste Minimization approach to complying • Implementing waste minimization program for paper, with noise abatement cardboard, aluminum cans, plastic bottles, plastic procedures by grading airline performance, sheets, fluorescent tubes, lube oil, food waste for com- making scores posting, and CDs. available to the public, • Reducing number of copier machines by 12% airport- and presenting awards wide. to high achievers • Reproducing engineering/architectural contracts and (see Figure 12). bid documents on CDs and submitting work orders electronically. FIGURE 12 san Francisco International Airport noise • Reducing paper towel use in restrooms. management activities. 26

Code of Federal Regulations Title 14 Part 150 prescribes the procedures, standards, and methodology governing the Land use decisions that conflict with aviation activity development, submission, and review of airport noise expo- and airport facilities can result in undue constraints on an airport. To enable this sector of the economy to sure maps and airport noise compatibility programs, includ- expand, to provide a wide variety of job opportunities ing the process for evaluating and approving or disapproving for local citizens, and to meet the needs of the traveling those programs. It also identifies land uses that are normally public, it is vitally important that airports operate in an compatible with various levels of exposure to noise by indi- environment that maximizes the compatibility of the viduals (“Electonic Code…” 2007). Survey respondents airport with off-airport development (Program Guidance listed the following practices related to noise pollution or Letter 06-07 2007, pp. 1-3–1-4). aesthetics at their airports: The FAA has prepared a guide to help all involved to work together to protect this valuable resource and to Aircraft in the Air promote land use compatibility around airports. “Land Use • Separate pricing for low-sound-classified planes. Compatibility and Airports: A Guide for Effective Land Use • Chapter 2 aircraft that produce more noise were Planning” is available on the FAA website (www.faa.gov). phased out. • Only the quietest aircraft are authorized to fly at night. Research and Partnerships • Arrivals and departures occur over the ocean and not • Working with FAA Air Traffic Control to suggest over residential areas. changes to approach and departure procedures to • VHF omni range radio beacon guides aircraft on a reduce noise impact on neighboring residents. noise abatement route. • Working with Boeing, FAA, and United Airlines on Oceanic Tailored Arrivals to reduce noise from flights arriving from the Pacific Rim. The FAA has developed a toolkit for land use planning • Working with community group, FAA, and airlines to around airports. “Airport Noise Compatibility Planning address noise issues. Toolkit” is available on the FAA website (www.faa. • Study to implement continuous decent approach gov). The toolkit helps local governments and planners develop noise-compatible land use plans for airports procedure. and their environs. Several respondents identified practices required by regulations: Aircraft on the Ground • Limitations on taxiing and engine testing; engine • Local regulations limit neighborhood construction run-up pad to attenuate noise from engine testing. and air traffic. • Preferential runway use policy—limits departures to • Altered takeoff patterns imposed by authorities. runways in the interior of the airport. • Ground run-up enclosure contains noise from maintenance testing. Energy

Surrounding Neighborhoods Energy efficiency is not a new concept among airport • Ho u s i n g s c h e m e fo r n oi s e i n s u l a t io n ; a i r p o r t s o u n d p r o of- operators and designers. Kaszewski and Sheate (2004) cite ing program; residential noise mitigation program. several airports that have adopted green construction; for • Noise walls constructed. example, Stansted (UK), Barajas-Madrid (Spain), and Chep • Enhancement program—parkways and greenbelts Lap Kok (Hong Kong) airports have all maximized the use along the airport perimeter as an attractive buffer of natural lighting in their terminal buildings. These build- between the airport and the community. ings also incorporate very high standards of insulation and • Noise mitigation program for residential areas, schools, high heat-recovery air-conditioning systems. and other sensitive public buildings. The activities and facilities operating at airports are Monitoring very energy-intensive environments. The use of electricity, • Permanent noise monitoring system to monitor noise requirements for heating and cooling, and specific energy levels in communities around the airport (29 stations). requirements for aircraft operations and maintenance keep • Airport Noise Abatement Office maintains a database energy demand at high levels. The synthesis survey sought of all complaints from nearby communities about air- to identify airport practices that reduce energy through effi- port noise nuisance. ciency of design and operation and use of low- or zero-car- • Noise mitigation program with full-time staff and bon energy sources. Survey respondents listed the following extensive noise monitoring system. practices related to energy use or efficiency at their airports. 27

Management Motivated by the West Coast energy crisis of • Preliminary energy audit. 2000–2001, the Seattle–Tacoma International Airport • Regulations related to insulation, energy efficiency, invested $7 million over five years to reduce electricity and CO2 emissions are becoming stronger—working consumption by $1.7 million/year. Initiatives included light retrofitting, improving HVAC efficiency and group formed to examine possibilities. escalator efficiency, and using improved architectural • Energy reduction team identifies opportunities to standards for new buildings (“Improving Building improve energy efficiency. Efficiency…” 2004, p. 3) (see Figure 13). • Agreement with Department of Water and Power for 15% green power in all facilities.

(TRB ACRP is in the process of publishing Project 11-02/ Task 1, “Model for Improving Energy Use in U.S. Airport Facilities.” This model will provide guidance for facility managers on improving energy use through improved energy-related operations and maintenance procedures; commis- sioning/optimizing major energy-consuming systems; and installation of the latest cost-effective energy conservation measures. For more information, go to www.trb.org.)

Green Building

Green buildings are designed, constructed, and operated to boost environmental, economic, health, and productiv- FIGURE 13 Port of Seattle energy practices. ity performance. Many of the benefits of green building technologies and practices for occupants, owners, the envi- Interiors ronment, and society at large are quantifiable and well doc- • Automatic lights/system based on ambient lighting and umented. These benefits include measurable reduction of occupancy; use of a light intensity meter; changing incan- waste, decreased water use, energy savings, reduced operat- descent bulbs to fluorescent; uncoupling strip lights, using ing and maintenance costs, and improved indoor air quality. efficient ballasts; computer-operated lighting systems. Less tangible benefits are improvements in occupant health, • Automatic engine and heating, ventilation, and air employee morale, productivity, recruitment, and retention, conditioning (HVAC) control, hot air curtains, airflow and an improved public image for the organization that return, carbon monoxide monitors to reduce unneces- builds green (U.S. Green Building Council 2003). sary HVAC, upgraded air-handling units with variable speed drives and soft-start controls; changing the heat- When queried on priorities for sustainability in the next ing source from fuel oil to natural gas and using excess five years, survey respondents selected energy efficiency heat for cooling. and green building as the top two priorities for their air- • Energy Star energy-efficient equipment. ports. They cited the following practices related to green • Grouping flights in a certain part of the concourse dur- building: ing nonpeak hours allows the airport to shut off air conditioning and lighting in unused areas. • Escalator sleep mode. Established in 1996 in France, the High Quality • Solar hot water panels reduce natural gas consumption, Environmental (HQE) Association involves French businesses, industries, experts, and project managers as boilers are not required in the summer. in developingg the environmental quality of buildings in • 20kW capacity solar photovoltaic panel array on roof the residential and tertiary sectors. The HQE approach of airport building. requires the environment to be taken into consideration at every stage of the development and life of a building As a result of the modification of the VLAREM II (planning, design, construction, demolition, etc.). Many regulation (Flemish regulation on environmental permits), parameters are integrated, including the management the Brussels Airport Company is obliged to develop of energy, water, and waste; air quality and the quality periodic energy plans. An exhaustive energy audit carried of the spaces; and reducing the noise and visual out in 2005–2006 has resulted in three energy plans. pollution typical of building sites. The HQE approach is The energy-saving measures laid out in these plans will a wide-ranging cross-disciplinary approach to the living be carried out in 2007–2008 (“Energy Planning” 2007). environment (“High Environmental Quality…” 2007). 28

Certification and Policies • Sustainable building policy requires all construction to • Airport joined the HQE (High Quality Environmental) achieve the highest practical LEED certification. Association in 2005; 14 target areas earmarked • Sustainable design guidelines used for all design and for action, broken down into eco-building, construction projects. eco-management, comfort, and health. • Use of natural light. • Building certified to Silver level of LEED (Leadership • LEED for all new buildings. in Energy and Environmental Design)—the U.S. green building rating system. Green Building Practices • Policy to assess feasibility of LEED for all new build- • Grid-connected solar photovoltaic panels. ings and major renovations. • Forest Stewardship Council certified wood. • Developing green building policy to guide future reno- • Ground landscaping composed of native plants and vations and development. trees grown in local nurseries specifically for the • City’s green building ordinance specifies that con- airport. struction projects larger than 15,000 square feet should • Green building concepts incorporated into designs and achieve a minimum LEED rating of Silver. remodels, although the airport does not necessarily • Terminal building design is 30% more efficient than seek certification. required under federal law—high-performance glazing, enhanced daylight, energy-efficient fixtures, At Toronto Pearson International Airport, the New Fire efficient entryways, efficient ventilation, outside air and Emergency Services Training Institute (FESTI) at economizer, energy management and control system, the airport is certified to a LEED Silver level. variable-flow chilled and hot water systems. 29

Chapter SEVEN Economic Practices

The air transportation system provides for the cost-effective tal, economic, and social sustainability. Using the manage- transportation of goods and services and is a significant ment performance scale (see Appendix B), respondents engine of the U.S. economy. About 75% of long-distance completed a self-assessment on how well they believed their travelers and 42% of medium-distance travelers prefer air airport was managing environmental, social, and economic travel. The air transportation industry requires large capital sustainability with regard to policies and programs, perfor- investments to provide services—airport capacity is one of mance monitoring and reporting, and incentives and aware- the most significant issues facing civil aviation, as building ness. On the management performance scale, 1 represents new airports can be more expensive than expanding avail- little or no awareness of the issue and no policies or pro- able facilities. Policymakers must project the impact of their grams in place; and 5 represents high awareness, account- policies in the presence of long lead times (Mezhepoglu and ability and long-term planning, and incentives aligned with Sherry 2006). performance. Figure 14 shows the results of the survey respondents’ self-assessment. Examples of economic sustainability includes local hiring and purchasing policies, charitable donations, long-term and life-cycle financial considerations, research to develop sustainable technologies, and incentives to encourage sus- Ratings 1 2 3 4 5 tainable behavior. Responsible and successful economic U.S. Airports performance is not just a key indicator of business practice Non-Hub (1) but of the long-term sustainability of an organization. Small Hub (2) 50% 50% Table 12 provides a summary of the economic practices Medium Hub (4) 25% 75% most frequently cited by survey respondents from U.S. Large Hub (9) 22% 22% 33% 22% and non-U.S. airports. For a detailed list of economic sus- Non-U.S. Airports tainability practices reported by survey respondents, see Continental 60^ 20% Appendix D. Europe (5) % Respondents% Asia (1) Economic Sustainability Self-Assessment United 100% Kingdom (1) Participants in the survey were asked to provide an overall Canada (2) 50% 50% rating of the performance of sustainability at their airports FIGURE 14 Economic sustainability self-assessment of with respect to the triple-bottom-line issues of environmen- respondents.

Table 12 Survey respondents from U.S. and non-U.S. Airports who provided information on economic practices at their airport Non-U.S. U.S. Airport Respondents Airport Economic Practice Respondents Large Hub Medium Hub Small Hub Non-Hub Ec1. Hiring and Purchasing   Ec2. Community Contributions     Ec3. Quantifying Sustainability    Ec4. Contribution to Research and Development   Ec5. Incentivizing Sustainable Behavior    30

U.S. Airports organization, but also to society and the economy, whilst minimizing damage to the environment (“Procuring the Respondents from large hub U.S. airports assessed their Future…” 2006). Local and environmentally responsible economic management performance between 2 and 5, procurement can have a wider range of benefits than imme- with a preference for 4. This rating is similar to their self- diately apparent; for example, the environmental benefits of assessment for environmental performance. Respondents using recycled materials and the social benefits of reducing from medium airports mostly ranked their airports at 4, unemployment. compared with the highest ranking for environmental performance at 5. Respondents from the two small hub The survey sought to identify specific practices in the airports assessed the management of their economic sus- following focus areas of economic sustainability: tainability practices at 1 and 3, the same rating they gave their environmental performance. The non-hub respondent • Local hiring by airports and tenants. rated their airport as having better economic sustainabil- • Local purchasing by airports and tenants. ity practices than their environmental practices (4 rather • Purchase of goods and services from local and envi- than 3). ronmentally friendly businesses.

Non-U.S. Airports Survey respondents listed the following practices related to local hiring or purchasing at their airports. The survey respondents from continental European and UK airports assessed the management of their economic Local Hiring sustainability practices as stronger than the management • Attract business by promoting regional assets. of their environmental practices. The respondent from Asia • Contracts have Medium/Women/Disadvantaged rated economic sustainability performance at 2, compared Business Enterprise requirements. with a rating of 4 for environmental performance. The • First Source Hiring Program requires tenants and con- respondents from Canadian airports rated management tractors to give the airport impact area (local commu- of environmental practices higher 5 than management of nities) the first opportunity to fill airport jobs. economic sustainability (3 and 4). A Canadian respondent • Local job fairs. noted that their airport is a not-for-profit organization. • “Means Business Program” helps local small business (See box for explanation of Canada’s National Airports owners get better access to airport purchasing dollars System.) and share in the revenue the airport generates for the regional economy. • Preference for local businesses and contractors in pub- The 26 airports that currently handle 94% of air lic solicitations. travelers in Canada comprise a network known as • Airport jobs represent 11% of jobs for the county. the National Airports System (NAS). The system includes airports in the national, provincial, and territorial capitals, as well as those that handle Local and Responsible Purchasing at least 200,000 passengers a year. In 1994, the • Green procurement in place whenever possible and Canadian government introduced the National Airports reasonable. Policy, in which it retained ownership of the 26 NAS • ISO 14001 EMS gives preference for other ISO airports but leased them to local airport authorities businesses. who are responsible for financial and operational • Social and environmental sustainability criteria are management. The objective of this policy was to allow incorporated in requests for proposals. locally owned and operated airports to function in a • “Business Development Opportunities in Economic more commercial and cost-efficient manner, be more Communities” project aims to analyze the territo- responsive to local needs, and be better able to match rial impact of purchases made by the major airport levels of service to local demands (“National Airports principals and make airport-specific purchases more Policy” 2007). visible. • Airport purchases services from contractors who use environmentally friendly practices; for example, Local and Responsible Economic Practices waste hauling contractors who use alternative fuel vehicles. “Sustainable procurement is a process whereby organi- • Diversity study identified areas to improve contract zations meet their needs for goods, services, works, and opportunities for Medium and Women Business utilities in a way that achieves value for money on a whole Enterprises. life basis in terms of generating benefits not only to the • City regulations on small business enterprises. 31

Community Contributions • Provides job opportunities for summer or short-term employment in neighboring communities. There is a clear connection between a healthy business and the • Comprehensive corporate support program provides well-being of the community in which it operates. By contrib- funding to local charities and organizations. uting to the surrounding community, an organization can: • Office of Employment and Community Partnerships coordinates programs linking welfare-to-work recipi- • Recruit, motivate, and retain employees. ents and unemployed and underemployed city residents • Use community programs as part of staff training and to airport jobs. development. • Student Employment Program offers intern programs • Improve its reputation and profile. to high school and college students and recent master’s • Realize new opportunities by being in touch with the graduates. local community. • Supports ACI–NA and participates on all committees. • Boost networking opportunities with suppliers and • Partnered with local universities to establish aviation customers. academies. • Improve the bottom line by tackling social issues in the • Provides substantial support on an annual basis to local area (Small Business Journey 2007). charitable and community organizations. • Participates in ACI–NA and AAAE. • Makes in-kind contributions to airport community At San Francisco International Airport, an extensive groups. employee donation program raised more than • Supports local K–12 educational institutions. $120,000 in employee contributions in 2004 and 2005 • Makes payments in lieu of taxes to local (see Figure 15). municipalities. • Speakers bureau presents regularly to community groups and academic institutions. • Employees participate in giving campaigns. • Sponsors a cleanup day and contributes substantially to charity. • Recycles foreign periodicals from international flights to educational institutions teaching foreign languages. • Participates in community involvement consultations and “one company one job” employment programs.

Valuing Sustainability

Economic considerations are fundamental to environmental decision making, because these decisions involve trade-offs between the costs and benefits of protecting or FIGURE 15 san Francisco International Airport employee contribution initiative. improving environmental quality. Those who have the responsibility for making environmental management decisions must reconcile conflicts among environmental, The survey queried respondents about practices at their economic, and social considerations. Economic appraisal airport regarding monetary or in-kind contributions to ensures that the best option to meet an objective is selected, industry, charity, or the community. Respondents listed the taking into account costs and benefits, risk and uncertainty, following practices related to community contribution: and other policy objectives and constraints (Fisher and McMahon 2003). • Sponsors community projects such as organic farming. • Provides outreach to affected communities. Examples of how sustainability practices are quantified • Provides airport job center to help tenants at Portland Airport include capital projects required to predict operating and maintenance costs: recruit employees and help employees fill out job applications. Asset management program considers energy costs. • Established a foundation in 2003 to coordinate social sponsorship schemes and pursue structured long-term Annual objectives and targets include quantification of subsidizing policy—backs projects directly rather than nonmonetary benefits. subsidizing the associations behind them. 32

To understand how airports value sustainability prac- ronmental, social, and economic sustainability topics. Sur- tices, the survey included questions on life-cycle costing, vey respondents cited the following examples: quantifying financial and nonfinancial savings, and fore- casting potential future costs. Survey respondents listed the • Aircraft emissions measurement, monitoring, and following practices related to quantifying sustainability at modeling—the airport has its own lab that contrib- their airports: utes to research programs such as AIRPUR (an airport emissions measurement project run by the French • All new projects require life-cycle costing before Aerosace Lab ONERA). implementation. • AERONET—European Commission network on air- • Reductions in CO2 from onsite transportation and car- craft emission reduction technologies. sharing initiatives are quantified. • Fund monitoring and conservation programs for • Quantifying monetary and nonmonetary benefits endangered species. is part of every business case and net present value • Airport plans to collaborate with state energy and evaluation. environmental agencies. • Every project is reviewed with prudent commercial • Airport is forming a regional coalition of similar-sized and life-cycle analyses before approval. organizations to benchmark each other’s sustainability • The 20-year master plan uses a sustainability matrix to initiatives. assess possible projects. • Life-cycle cost analysis is performed for all new con- Seventeen of the 25 survey respondents said that their air- struction projects. port does not currently invest in economic or social sustain- • Emissions reductions from energy savings are ability research. quantified. • Diverted waste from landfill through waste management initiatives is quantified. Incentives for Sustainable Behavior • Water efficiency is quantified as water reductions per passenger. An incentive is something that “incites or has a tendency to • The success of wastewater treatment is measured incite to determination or action” (Merriam-Webster 2007). as the percentage improvement above regulated By providing incentives, airports can motivate stakehold- levels. ers to change their behavior and contribute toward success- • Capital projects are required to predict operating and ful implementation of sustainability practices. The survey maintenance costs. sought to identify any incentives provided by airports to • The asset management program considers energy influence the behavior of tenants, employees, and passen- costs. gers. Respondents listed the following incentives for sus- • Annual objectives and targets include quantification of tainability practices at their airports. nonmonetary benefits. Financial Incentives

Sustainability Research and Development • Emissions and noise charging, separate pricing for low-sound-classified planes. Sustainability research and development is a way for airports • Choice of waste disposal contractor made with the aim to improve existing, environmental, social, and economic of encouraging recovery of separated waste materials practices, and discover new ones. Research and development as much as possible—each tenant can choose number can also benefit airports through the implementation of new of waste types to separate at the source, and the cost technologies, processes, and ideas. reflects the degree of separation. • Airport subsidizes public transport buses and bus rapid transit to all terminals. Los Angeles International Airport funds research • Commuter rebate program provides financial incentive projects on air quality impacts through the University to carpool/bus/bike to work. of Southern California and UCLA. A full-time community benefits coordinator/liaison works with local stakeholders on this project. Hong Kong International Airport has an annual green office competition for airport staff, as well as an environmental best practice competition among airport The survey queried respondents on the extent to which business partners (see Figure 16). their airports invest in research and development into envi- 33

Non-Financial Incentives

• The Environmental Club aims to raise employee and tenant awareness. During National Week of Sustainable Development the airport developed leaflets to inform stakeholders about good environmental practices. • Website (accessible by all tenants) created to raise employee and manager awareness. • Airport has a strong collaboration with public transport companies (bus) to improve public transport network. • Separate waste receptacles are available in the terminal building for recyclables.

FIGURE 16 sustainability incentives at Hong Kong International Airport. 34

Chapter EIGHT Social Practices

This section of the survey addressed sustainable practices grams, performance monitoring and reporting, and incen- designed to promote social progress and recognize the needs tives and awareness. On the management performance of all stakeholders. Social sustainability plays an important scale, 1 represents little or no awareness of the issue and no role in an airport’s relationship with its community and policies or programs in place; and 5 represents high aware- region. It aims to improve interactions with all stakeholders, ness, accountability and long-term planning, and incentives including passengers, employees, airlines, and residents of aligned with performance. Figure 17 shows the results of the neighboring areas. The category includes stakeholder rela- survey respondents’ self-assessment. tionships, employee practices and procedures, transportation practices, indoor environmental quality, and the well-being of employees and passengers. Ratings 1 2 3 4 5 Table 13 shows which U.S. and non-U.S. airport respon- U.S. Airports dents identified planned or existing social practices at their Non-Hub (1) 100% airports. (For a detailed list of social sustainability practices Small Hub (2) 50% 50% reported by survey respondents, see Appendix D.) Medium Hub (4) 50% 25% Large Hub (9) 11% 22% 33% 33% Social Sustainability Self-Assessment Non-U.S. Airports Continental 20% 40% 20% Participants in the TRB survey were asked to provide an Europe (5) overall rating of the performance of sustainability at their Respondents% Asia (1) 100% airports with respect to the triple-bottom-line issues of United environmental, economic, and social sustainability. Using 100% the management performance scale (see Appendix B), Kingdom (1) respondents completed a self-assessment on how well they Canada (2) 100% believed their airport was managing environmental, social, FIGURE 17 social sustainability self-assessment of and economic sustainability with regard to policies and pro- respondents representing U.S. and non-U.S. airports.

Table 13 Survey respondents from U.S. and non-U.S. Airports who provided information on social practices at their airport

Non-U.S. Airport U.S. Airport Respondents Social Practices Respondents Large Hub Medium Hub Small Hub Non-Hub So1. Public Awareness and Education    So2. Stakeholder Relationships   So3. Employee Practices and Procedures    So4. Sustainable Transportation    So5. Alleviating Road Congestion    So6. Accessibility   So7. Local Identity Culture and Heritage   So8. Indoor Environmental Quality   So9. Employee Well-being   S010. Passenger Well-being    35

U.S. Airports The synthesis survey sought to identify airport practices that maintain and enhance relationships with stakeholder Management of social sustainability practices at the two groups. Twelve example groups internal and external to the small hub airports was rated the same as environmental and airport were listed to prompt survey respondents. Respon- economic practices (3 and 1). Fifty percent of medium airport dents cited the following practices at their airports. respondents rated their airport’s social sustainability management at 1, compared with higher assessments for economic Community/Neighborhood Groups and environmental sustainability management. One medium • Community programs such as caring for the elderly airport respondent did not provide a self-assessment of social and organic farming. sustainability performance. Respondents from large airports • Area advisory committee includes a number of com- rated their airports between 2 and 5, in a similar pattern to munity members and meets each month. their ratings for economic and environmental performance. • Bimonthly Noise Roundtable with community members. Non-U.S. Airports Airlines Respondents from non-U.S. airports generally rated manage- • Strategic plan undertaken with main airline includes ment of social sustainability practices at their airports lower an important chapter on sustainable development. than they rated environmental and economic practices. Only • Airline operating committee meets monthly with three of five respondents from continental Europe rated their airlines. airports at 4 or 5 in this area, compared with four of five for environmental and economic practices. Twenty percent of Transport Bodies these respondents rated their airport’s performance at 2, and • Member of and active participant in ACI. one respondent did not provide any information. Federal, State/Regional, Local Government A UK respondent rated social sustainability practices at • Regular communication with local government. the airport at 3, the same as environmental practices. The Canadian airports both rated their social sustainability per- Tenants formance at 2, compared with 5 for environmental sustain- • Launched Environmental Club to allow airport tenants to ability and 3 or 4 for economic sustainability. voice environmental concerns and make suggestions.

Respondents justified their ratings with comments such Airport Operator Employees as the following: • Projects can be initiated by the staff or the local community. • “Noise mitigation and residential purchase program is rated at a 5 level” (large U.S. airport, self-assessment Local Businesses = 5). • Regular meetings with groups of business partners. • “We do a lot, but program and policy not formalized” • Quarterly forums with local businesses. (non-U.S. airport, self-assessment = 2). Passengers • Customer service office searches for ways to improve ser- Stakeholder Relationships vices and systems to meet customer needs and desires. • Customer comment cards with prepaid postage avail- Maintaining good relationships with stakeholders can help able at convenient locations. Airport director reads all airport operators better understand airport impacts, articu- cards and responds weekly. late values and strategies, facilitate regulatory approval processes, participate in measurement and reporting, avert or resolve a crisis, and contribute to the local community (“The The Vancouver Airport Authority has demonstrated Importance of Stakeholder Engagement” 2007). its commitment to ongoing stakeholder engagement through annual public meetings and reports, airport tours, media interviews, and presentations. Stakeholders Stakeholder engagement is not unidirectional and linear; are invited to participate in community forums to discuss rather, it is an interactive and iterative system that feeds into issues that affect the region, especially noise pollution and enriches itself. It is an ongoing process, not an event and environmental management. A comprehensive (Amaeshi and Crane 2005). By considering the needs and 20-year master plan is being developed with extensive interests of stakeholders, airport operators can manage, input from community, industry, and government implement, and continually improve relationships; enhance representatives (see Figure 18). reputation; and minimize conflict. 36

Airport respondents listed the following employee practices at their airports:

• Endorsed equal opportunity agreement and seeks to achieve the AFAQ AFNOR equality label (see box); introducing paternity leave and intercompany day nurseries; held a seminar on the theme of equal work opportunities as a factor in performance. • Performance-related pay available only to nonunion employees. • Airport’s Equal Employment Opportunity, Diversity and Training Office promotes employee recognition and development, and sponsors employee appreciation day. FIGURE 18 Example of enhancing stakeholder relationships • Employee awards recognize merit, safety, security, by Vancouver International Airport Authority. length of service, valor, and undertaking exceptional tasks not included in the normal course of duty. • E-mail system on the airport’s website receives • First aid, cardiopulmonary resuscitation, and auto- complaints; most are responded to the same day. matic external defibrillator training are offered free Improvements implemented on the basis of customer to all employees—classes are offered on all shifts to comments include family/companion restrooms, wheel- accommodate the 24-hour workforce. chair assistance, free assistance in parking garages for • Health and wellness policy incorporates nutrition, cars with flats/dead batteries/no fuel, designated meeting exercise, and education to improve health and reduce points to eliminate greeter/traveler confusion, additional sick time. seating, dog relief areas for service animals and family • Active safety committees have resulted in lower injury pets, foreign language line at information desk, e-mail rates. contact to the lost and found for overseas travelers, and • Airport expanded the use of online computer-based baby changers in all restrooms, including men’s. training to provide flexibility and promote efficient use of employee time. Other • All employees fall under the city’s employment guide- • Annual corporate responsibility report based on stake- lines, including the equal opportunity and diversity holders, their demands and how the airport has built and retirement programs. relationships with stakeholders through its sustainable • Airport has an onsite child care facility and subsidizes development strategy. child care for employees. • The airport is in constant contact with all • Airport offers performance-related pay and pay stakeholders. benchmarking. • Airport has a public employee retirement program with Employee Practices and Procedures fixed benefits. • Airport has a telecommuting policy. A high turnover rate can indicate employee uncertainty and dissatisfaction, or it may signal a fundamental change in the structure of the organization’s core operations. The quality Transportation of benefits is a key factor in retaining employees (“What Is the Global Reporting Initiative?” 2000–2006). Sustainable transport includes all forms of transport that reduce congestion and minimize emissions of carbon dioxide and other pollutants. Kaszewski and Sheate (2004) found The equality label (France) acknowledges equality and professional gender mix in a company and that stakeholders overwhelmingly supported a best practice its management. Certification is handled by an scenario for sustainable airport development that included a internationally recognized organization—AFAQ “green transportation plan.” The UK Department for Trans- AFNOR and is based on the company’s implemented port defines this as reducing traffic congestion and emis- gender equality policy. A commission composed of sions pollution, and developing effective partnerships among management, labor, and government representatives businesses, local authorities, and transport operators. advises AFAQ AFNOR. The label is granted for three years at a time, with an inspection at 18 months to Because this synthesis focuses on airports, the survey ensure that the company continues to satisfy the question for this topic refers to transportation that is under labeling criteria (“Equality Label Brochure” 2007). the influence of the airport operator (i.e., traveling to and 37 from and within an airport); it does not include sustainable Ground services provide an excellent opportunity for transportation practices by individual airlines. Airports alternative fuel vehicles because of their limited range of require extensive transportation services, not just for pas- use, high daily mileage, long idle times, and frequent stops sengers but for employees, tenants, cargo, and associated (“Alternative Fuel…” 2001). Survey respondents cited the services. Because of the high traffic, airports are multimodal following practices in place at their airports related to alter- and can play a major role in influencing regional transpor- native fuel vehicles. tation practices, as well as creating their own alternatives to car travel. Examples of sustainable transportation might Clean and Alternative Fuel Vehicles include walking or cycling, public transport, car pooling, and alternative or cleaner fueled vehicles. • Clean vehicles—approximately 30% of the vehicles are liquefied petroleum gas or electric. The survey asked respondents about the extent to which • Sports facilities with lockers for staff; biking their airport was implementing public transportation and opportunities. cleaner transportation practices. Respondents cited the fol- • Airport participates actively in the public debate to lowing sustainable transportation practices: implement a new rail link between the city and the airport. Public Transit • Parking lot bus fleet is 100% CNG. • Thirty-three CNG buses with more than 10,000,000 • Bus, rail, and ferry transportation. miles traveled. • New intra-airport passenger train. • CNG stations on airport property. • Significant investment ($300 million) into public light • Second largest airport-based alternative fuel vehicle rapid transit line to airport. (AFV) program in the world—more than 600 AFVs. • Built a train station and bus access. • All shuttles have been converted to CNG or biodiesel. • Employee rideshare program has received EPA’s Gold Medal for the past two years—28% of employees Alleviating Road Congestion participate. • Airport provides subsidized van pools. Survey respondents cited the following practices at their air- • Airport offers free public transit passes to employees. ports to reduce road congestion:

• Global Compact best practice car sharing being devel- Sky Harbor Airport in Phoenix offers free transportation oped to reduce employees’ use of cars; website allows between the terminals in shuttle buses fueled by communication about car sharing. CNG. The airport recently opened a Stage & Go cell • Commuter rebate program provides financial incentive phone lot where drivers can wait in their vehicles, free of charge, while passengers deplane, pick up their to carpool/bus/bike to work. luggage, and walk out to the curb. This eliminates the • High-occupancy vehicle (HOV) and airport priority need to circle the terminals (see Figure 19). lanes. • Aggressive HOV goals being met through express bus services and transit to terminals. • Airport subsidizes “flyaway project,” in which passengers park in remote locations, check in (including luggage), and ride an HOV to the airport. Last year more than a million people used the two flyaway locations. • Airport offers “cell phone lots” to reduce terminal circling. • Active Transportation Management Association facilitates ride matching, van pooling incentives, and transit subsidies. • Employees are charged for parking. • Airport is active in transportation planning to minimize congestion.

Survey respondents cited the following practices related to FIGURE 19 sustainable transportation at Sky Harbor Airport pedestrian and cycling facilities at their airports. (Phoenix). 38

Pedestrian/Cycling • Airport provides family rooms where parents can care for infants. • Pedestrian walkways and automated people movers. • Running trail. Zurich Airport was the first European airport to • Pedestrian/cycle trails being constructed through the implement regulations related to physical and airport land; however, foot and cycle access to termi- rehabilitation medicine (PRM), which is a recognized nals is discouraged. medical specialty in all European countries. • Zebra crossings and footpaths for access to taxis. • Bike access to facilities. • Cycle facilities started, but much more is required. Americans with Disabilities Act

• A number of U.S. airport respondents cited practices to Accessibility comply with the Americans • with Disabilities Act (ADA): A child, a person with a broken leg, a parent with a baby • All facilities comply with the ADA Standards for carriage, an elderly person—all are “disabled” in one way or Accessible Design and continue to improve access. another. As far as the built-up environment is concerned, it is • Airport conducted an ADA survey of all facilities important that it should be barrier-free and adapted to fill the and is retrofitting locations where accessibility is needs of all people equally. The needs of disabled persons limited. coincide with the needs of the majority, and all people are at • Airport developed an ADA program. ease with them. As such, planning for the majority implies planning for people with varying abilities and disabilities (“Accessibility for the Disabled” 2003–2004). The survey The ADA Standards for Accessible Design provide guidelines for accessibility to places of public sought to identify airport practices that improve accessibil- accommodation and commercial facilities by persons ity for disabled or disadvantaged stakeholders. with disabilities. These guidelines are to be applied during the design, construction, and alteration of Disabled Persons such buildings and facilities to the extent required by regulations issued by federal agencies, including Survey respondents cited the following practices at their air- the Department of Justice, under the Americans ports to improve accessibility: with Disabilities Act of 1990 (“Code of Federal Regulation…” 1994, p. 492). • Service that lifts a physically impaired person up to the aircraft. • Accessible toilets, extra-large toilet stalls; nursing Local Identity, Culture, and Heritage rooms and changing tables. • Handicap accessibility is the law. Social sustainability principles emphasize social equity, • Barrier-free access for people with disabilities is a meeting basic needs, personal development, and responsible significant design aspect of airport terminals. citizenship. One measure of social sustainability is the ability to express a sense of identity through heritage, art, and Other Accessibility Issues culture (“Guidelines for the Development…” 2001).

Respondents also cited practices related to accessibility for Survey respondents from U.S. airports cited the follow- disadvantaged/disabled employees and families: ing practices at their airports intended to enhance local identity, culture, and heritage: • Employs 223 disabled persons (2.8% of workforce); committed to increase to 6% to meet statutory • Preserved archeological finds during airport requirements. construction. • In 2005, the airport organized two sessions on the role • Maintain natural coastline of airport island. of disabled people in the organization, highlighting that • Native American art exhibited throughout the disability and efficiency are not mutually exclusive. airport. • Human Resources division has a Disability Mission to • Archaeological procedure for all construction ensures provide information and advice in connection with the that existing sites are protected. professional integration of disabled workers. • Built museum of commercial aviation at new interna- • Airport offers vehicles at very low cost to employees tional terminal by replicating 1930s terminal—first based on the airport—providing transport to work for airport to be accredited by the American Association people who could not afford it otherwise. of Museums. 39

• Planted native plants and trees throughout the Indoor Environmental Quality facility. • Art collection comprises more than 75 pieces Indoor environmental quality includes air quality, thermal by artists of local, national, and international comfort, lighting, and acoustics, and is closely linked to the acclaim—in line with the city’s percent-for-art ordi- health and productivity of building occupants. According to nance, which requires an art enrichment allocation the EPA, indoor air is increasingly more polluted than out- equivalent to 2% of the construction cost of a new or door air, even in the largest and most industrialized cities renovated civic structure. (“The Inside Story…” 2007). • Local art program requires that a percentage of all construction projects go to public art—rotating local The survey questioned respondents on the practices in art exhibit in terminal locations. place at their airports to address noise, thermal comfort, • Historical property display in airport. lighting, odor, ventilation, and vibration. Respondents • Public/local community art at various locations in from large hub airports and non-U.S. airports identified terminals. the following practices related to indoor environmental • Airport works with state historical preservation office quality: when archeological sites are found. • In-terminal museum/educational display about local • High standard of equipment for staff. river history. • Thermal comfort is taken into account early in the • Art on one concourse celebrates the local region by building studies process with a double goal of energy incorporating a map of the river basin into the floor efficiency and employee comfort. design. • The airport is drafting a noise map to identify the areas affected by noise. None of the respondents from non-U.S. airports provided • All airport systems meet national and international information on practices in their airports to enhance local standards for non-ionizing radiation and have been identity, culture, and heritage. approved by the relevant authorities; the airport is developing and maintaining an inventory of all installations and systems that emit non-ionizing The Phoenix Airport Museum has a collection of radiation. more than 500 works of art, as well as gallery spaces • The airport maximizes the use of sunlight, uses for exhibitions. Most art and museum displays are double glazing to reduce noise, and has a comput- in terminals rather than concourses, so visitors can enjoy them without going through airport security. erized program to control indoor temperature and Some displays are outdoors; all are free and most ventilation. are accessible 24 hours a day. In 1986, the city of • Low VOC paints are used. Phoenix passed an ordinance to allocate funding of • The Health Safety Section provides training and sup- up to 1% of the city’s capital improvement projects plies materials, in-house and external expertise, and for public art. Today, the Phoenix Office of Arts and resources for employees. Culture administers aviation percent-for-art projects in • The preventive maintenance program to maintain collaboration with the Aviation Department’s Phoenix HVAC systems includes duct cleaning and high- Airport Museum. Historic preservation assessments efficiency air filters. are also being undertaken for residential purchases • The airport monitors recirculating air quality (HVAC) near the airport (“Phoenix Sky Harbor…” 2007) programs. (see Figure 20).

In Switzerland, emission levels of non-ionizing radiation are regulated by the provisions of the 2000 Ordinance on Protection Against Non-Ionizing Radiation. Non-ionizing radiation comes from the use of radar and wireless data transmission. (Unique 2006).

Employee Well-Being

Companies succeed by attracting and retaining the best FIGURE 20 Practices for enhancing local culture, identity, and employees. To do this, they must offer attractive pay and history at Sky Harbor Airport (Phoenix). benefits packages, provide opportunities for training and 40 development, and ensure a safe workplace that is free from Passenger Well-being harassment. Companies that encourage equal opportunities will benefit from the innovation and creativity of a diverse Employee satisfaction plays a crucial role in customer satis- workforce (Aviation and Climate Change… 2007). Survey faction, particularly with today’s increased dwell times and respondents identified the following practices that enhance heightened passenger sensitivity (D’Andrea 2002–2003). employee well-being at their airports: Survey respondents identified the following practices to enhance passenger well-being at their airports: • Sports facilities with lockers for staff; biking opportunities. • Internet access. • Airport houses an intercompany day nursery. • Golf course. • Off-airport child care facility for swing-shift • Banks, shops, post office. workers. • Chapel. • All airport services can be used by employees. • Planters and open green space. • Every staff member has Internet access. • Park and nature trail near airport. • Airport has a staff lounge with gym, television, and • Full-service Bank of America branch. multifunction rooms. • More than 70 retail outlets. • Golf course. • Main post office. • Banks, shops, post office. • Quiet rooms. • Chapel. • Airport hotel being planned. • Police stations. • Wi-fi Internet access. • Planters and open green space. • Spa facility in the terminal. • Fire station has a gym. • Internet access in most terminals. • Meditation rooms. • Meditation rooms. • Airport is planning a fitness club in the terminal in • Child play areas in terminal concourses. the next five years. • Dog walking park. • Two areas for massage. • Airport is planning a fitness club in the terminal in the • On-airport child care center and subsidized employee next five years. child care. • Two areas for massage.

Airports can realize numerous benefits from employee satisfaction. By providing fair and equitable employee ben- The 2,000-square-foot Plaza Shower and Relaxation efits related to pay, training, career development, and health Lounge at the Hong Kong International Airport includes eight shower rooms, two hair blow-dry rooms, and and well-being, employers can ensure a happy and produc- nine semi-private rooms for napping (“Hong Kong tive workforce, which will result in a successful and efficient International Airport Passenger Guide 2007). business. 41

Chapter NINE Conclusions

The survey revealed that U.S. and non-U.S. airports are lations were responsible for many of the environmental implementing a number of initiatives that fit within the practices they are implementing. definition of sustainability practices. Economic sustainability practices focused more on com- Survey respondents cited regulations and airport policy munity contributions than on sustainable procurement or as the key drivers for sustainability practices today; they investment in research and development. expect stakeholder concerns and global issues such as climate change to be the key drivers in the future. Respondents Social practices in place at airports include public aware- from large and medium U.S. airports identified energy effi- ness and education, stakeholder relationships, employee ciency, carbon emission reductions, and green building prac- practices and procedures, sustainable transportation initia- tices as key focus areas for the next five years. Respondents tives, alleviating road congestion, ensuring accessibility, from small and non-hub U.S. airports identified other priori- local culture and heritage, indoor environmental quality, and ties for the future related to economic growth and self-suf- employee and passenger well-being. Frequently cited social ficiency. Respondents in Europe cited noise, aesthetics, and practices at U.S. and non-U.S. airports included employee sustainable transportation practices as key focus areas going practices and procedures, sustainable transportation initia- forward; respondents from Asia and Canada mentioned tives, and measures to alleviate road congestion. Measures corporate social responsibility and strategic environmental to enhance local identity, culture, and heritage; indoor management at the governance level. environmental quality; and employee well-being were less prevalent. For both U.S. and non-U.S. airports, funding was the number one barrier to the implementation of sustainability Overall, the airport industry appears to be moving toward practices. Other barriers were lack of staffing and manage- more holistic sustainability approaches to their organiza- ment support, and the absence of an environmental culture tions and operations. Most emphasis is on environmental in their airport organization. initiatives, but increasingly social and economic practices are being viewed as equally important and prioritized as Most respondents said that environmental training is highly as environmental practices. Funding is a challenge offered at their airport; fewer respondents said that economic for sustainability practices, but drivers such as climate and social sustainability training is offered. change are prompting airports to invest in managing these risks to their operations, business, and stakeholders over the Environmental public reporting—either as part of an long term. annual report or in a separate document—is common. Few respondents said that their airport reported environmen- Suggestions for additional research and actions include: tal, social, and economic performance together. Only four respondents (three continental European and one Canadian) • Use the survey results to create sustainability guide- said that their airport uses the Global Reporting Initiative lines for airports. guidelines for sustainability performance. • Research the three sustainability areas (environmental, economic, and social) separately and in depth. Most respondents from large U.S. airports and non-U.S. • Ensure that governance of sustainability practices at airports gave their environmental performance a high rat- airports targets developing a business plan and strat- ing. In the United States, medium and non-hub airports rated egy for implementation. their environmental performance lower, and small airports • Partner with the Global Reporting Initiative to develop rated their performance lowest of all. an airport sector supplement of the G3 guidelines. • Query the airports further on their practices and create The survey reveals a focus on climate change, land use, a best practice sustainability in airports document with water, waste, energy, and noise issues by airports. Respon- details on where, when, how, and why airports have dents from both U.S. and non-U.S. airports said that regu- implemented various practices. 42

• Define the business case for sustainability practices. • Survey the 12 stakeholders/user groups on their per- • Link planning and capital budgeting—determine ceptions of sustainability at airports and compare with why funding was identified as the key barrier to the airports’ perceptions. implementation. • Explore opportunities for airlines and airports to form • Research sustainability training in airports—internal joint interactions that promote sustainability. versus external training and opportunities for external • Provide incentives for tenants and customers for sus- training for employees. tainability practices at airports. • Research incentives for sustainability and the success • Determine how airports are implementing life-cycle of certain practices, including analysis of incentive costing for sustainability practices; identify savings/ types and delivery methods. avoided costs and cost-effectiveness (or individual sustainability practices). 43

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Appendix A Airport Sustainability Practices Survey 6 7

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T A h 51

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Airport Sustainability Practices Survey

1. GENERAL INFORMATION

1.1 Respondent Profile

Name and Contact Details:

Owner/Constitution of the Airport: Name of Key Respondent: Title/Position of Respondent: Telephone Number: Include country code & area code Email Address:

Annual Number of Passengers:

<5M 5M-15M 15M-25M 25M-35M >35M

Traffic Sectors:



Annual Number of Aircraft Movements:

<100 000 100 000 - 200 000 200 000 - 300 000 300 000 - 400 000 > 400 000

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Airport Sustainability Practices Survey

1.2 Expenditure and Employment

Annual expenditure on non-regulatory/compulsory initiatives to improve your airport's performance with regard to environmental protection, contribution to the local economy, community relations or efficient use of natural resources:

$0 - $10 000 $10 000 - $50 000 $50 000 - $250 000 $250 000 - $1M $1M+

Number of employees at the airport who are directly employed by the airport operator (ie: are paid directly by the airport operator):

<5000 5000 - 10 000 10 000 - 15 000 >15 000

Number of employees at the airport who are employed by the airport tenants, airlines or transport providers:

<5000 5000 - 10 000 10 000 - 15 000 >15 000

Total square feet of retail area in your airport:

<100 000 100 000 - 250 000 250 000 - 500 000 >500 000

Major tenants/leasees who reside in your airport (tick all that apply):

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Airport Sustainability Practices Survey Page 2 of 3

Food and Beverage Retail Car Rental Agencies Hotel or Accommodation Freight or Distribution Fuel Station Operators Plane Maintenance Services Tourist Information Services Other (please specify)

If you selected other, please specify:

  8%

This online survey is powered by WebSurveyor.

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Airport Sustainability Practices Survey

2. ORGANIZATIONAL GOVERNANCE

2.1 Responsibility for Sustainability Initiatives

Is there one person with overall responsibility for sustainability issues at your airport?

One Person More than one person

Please provide details of up to 3 key people in your organization who are responsible for sustainability issues?

Name:

Title:

Reports directly to CEO (Y/N)?

Reports to Other Management (Y/N)?

Name:

Title:

Reports directly to CEO (Y/N)?

Reports to Other Management (Y/N)?

Name:

Title:

Reports directly to CEO (Y/N)?

Reports to Other Management (Y/N)?

  10%

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Airport Sustainability Practices Survey

2.2 Reporting and Policies

Does your organization publicly report on performance for any of the following issues?

As Part of As Use Global Reporting Annual Separate Initiative (GRI) Report Report Guidelines

Protection of the environment, including conservation of natural resources

Social progress that recognizes the needs of all stakeholders

Maintenance of high and stable levels of economic growth and employment

Additional comments:

Please list any sustainability groups your organization is a member of (eg: World Business Council for Sustainable Development, UK Sustainable Aviation Initiative):

Does your organization provide training for staff on any of the following issues?

Protection of the environment, including conservation of natural resources Social progress that recognizes the needs of all stakeholders Maintenance of high and stable levels of economic growth and employment Other (please specify)

If you selected other, please specify:

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3. EXISTING SUSTAINABILITY INTIATIVES

3.1 Drivers

Please rank the top five (5) drivers of your EXISTING sustainability initiatives:

1)  2)  3)  4)  5) 

  15%

This online survey is powered by WebSurveyor.

http://www.trb.org/ss/wswebtop.dll/WSPreview?v=0 5/16/2007 57 3 7

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h a a

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s w i r y n

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I o i

n y t a c t t e s / i n / E l s

m e i O M g t y r b g u x o o a n l . e i n O N S p b t i r g a a C t m . t a h s t e E

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n   d b s i i  r

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e t w n r i / l o / n : o p

p r s t i i

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e s

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i d n i e

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r f A o o

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p i s n

l , i u e y

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t r e . c a n s

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a r S c s n

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y y p r o m t r a s r

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o a

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a a

s w i r y t e N h h E

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n o i r r i i i e g s

r r e y t a p i u u i s s t l t e r n s / G h p p h i a a i e n i / c

l s i l l l l t h h a s e i t N g

t a a a a c c I r c b r n r r u e c c c c x a o a u R e u u v . o o o r o e I n o a L L L P P p L S b t i m y r H

h a a

e . t . h h l s t u r 1 c w u w o p i

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o o

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f o

s e v i t a i t i n i

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: o

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a l

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c o g l i p i

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n o a A C C O I S b t i y r C

h a a

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o o

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w r / p o / : r p i p r t i t A A h 75 3 7

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s c n e a I l v i P t a i

t i d n e i

n e n c a i l t P c a r

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- n c

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t a

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i c

g g p t r t

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o n e i i i I r s k

c e y c t a p y y e

t e l e a t T f f r s / i t i n i g i v d e n / t t r m i i l s a N n t a s e i n n g e e i r s

t l a r b r a a k A d i u n u e x p t o a u u n i s u n o v . i e U n m n n o a i Q U L Q i i C S b t i y r Q

h a a

. t . h h s t u r c 3 w u w o i

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f t w I E T w r / p o / : r p i p r t i t A A h 76 3 7

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a s t s

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w n d

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i i e n l / e c l s  t T a  s e i a g e

t n t  r i b r c u e x o  o a a u o r v . e O N

n   o a S M P S b t i  y r C

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e e

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d w : v n p a y a u A i

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s v p e r g P 

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a S  o a a l t r t y l  e r l r l r  i u p U c u e u d  o l . a o S p c  m S i l p i c p o t r s e 

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r o t e b r t G r a e i a

n c

b o I e : i r p

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e "

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r t c ? s i e

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 t e g y n t a p T

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f t w E T I w r / p o / : r p i p r t i t A A h 78 3 7

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w r / p o / : r p i p r t i t A A h 79 3 7

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r c

p n s

u u r , t a

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d c e n t l i

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r o l , N e r a n a t P

b i z p n r A i P n  a

s S

i t i

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 m W r r t " o / v

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. a

S c  v N i l t p i S h p t r

n s a  g P i l E r o i

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h c A u o

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i o o d n e f a

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t r g

P A n w  s n c

o i a r g

 o e y t a p i t l n p C t  t r n s /

I i i e n l i / e c l s  t t a L  s e i a g e

t n t  r i b r n c B u e x o  o a a u e o r v . e U

n   o a S M P S b t i  m y r P

h a a

 e . t .  h h l s t u r c  w u w o p i

y S O 1 h w

o o

m f t w I I T S w r / p o / : r p i p r t i t A A h 81

Airport Sustainability Practices Survey Page 1 of 3

Airport Sustainability Practices Survey

SO2. STAKEHOLDER RELATIONSHIPS

To what extent is your airport maintaining and enhancing relationships with the following stakeholders:

Not In Planned Applicable Place

Community/ Neighbourhood Groups

Airlines

Transport Bodies (eg: American Institute of Aeronautics and Astronautics)

Non-Governmental Organizations (eg: PARTNER - Partnership for Air Transportation Noise and Emissions Reduction)

Federal/National Government

State/Regional Government

Local Government

Tenants

Employee Unions

Employees employed by the airport operator

Employees employed by airlines/tenants

Local Businesses

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

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Airport Sustainability Practices Survey Page 1 of 3

Airport Sustainability Practices Survey

SO3. EMPLOYEE PRACTICES AND PROCEDURES

To what extent is your airport addressing employee practices and procedures such as:

Not In Planned Applicable Place

Equal Opportunities and Diversity

General Training

Job-Specific Training

Career Development

Pay and Benefits eg: pay benchmarking, performance-related pay, vacation, sick leave, pensions

Job Flexibility eg: full time, part time, casual

Health and Wellness eg: providing sport facilities, supporting employee sport programs

Support for Families eg: childcare

Retirement Plans or Programs

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  74%

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Airport Sustainability Practices Survey Page 1 of 2

Airport Sustainability Practices Survey

SO4. SUSTAINABLE TRANSPORTATION

To what extent is your airport supporting sustainable transportation through initiatives to:

Not In Planned Applicable Place

Enhance Pedestrian Access eg: safe, accessible footpaths, zebra crossings?

Enhance Cyclist Access and Facilities eg: bike paths, locked/secure storage, showers?

Support Public Transport eg: shuttle bus, rail link?

Implement Clean Transport Technologies eg: converting vehicles to alternative fuels

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  77%

This online survey is powered by WebSurveyor.

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Airport Sustainability Practices Survey

SO5. ALLIEVIATING ROAD CONGESTION

To what extent is your airport helping to allieviate road congestion through initiatives to:

Not In Planned Applicable Place

Reduce car journeys by employees working at the airport eg: charge parking?

Reduce car journeys by passengers using the airport eg: high-occupancy lanes

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  79%

This online survey is powered by WebSurveyor.

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SO6. ACCESSIBILITY

To what extent is your airport maximizing accessibility for all passengers within and to your airport terminal(s) through initiatives to:

Not In Planned Applicable Place

Enhance accessibility for physically impaired persons eg: disabled toilet facilities, ramps, signage for visually impaired?

Enhance accessibility for families (eg: accessibility for prams/strollers)

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  82%

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SO7. LOCAL IDENTITY, CULTURE AND HERITAGE

To what extent is your airport enhancing local identity, culture and heritage through initiatives to:

Not In Planned Applicable Place

Acknowledge and celebrate indigenous sites?

Acknowledge and celebrate local historical sites?

Create or enhance local identity eg: native landscaping, public art which reflects local history

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  85%

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SO8. INDOOR ENVIRONMENTAL QUALITY

To what extent is your airport actively managing indoor environmental quality through initiatives to address:

Not Applicable Planned In Place

Lighting?

Ventilation?

Noise?

Thermal Comfort?

Odor?

Vibration?

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  87%

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SO9. EMPLOYEE WELLBEING

To what extent does your airport provide a variety of facility types to enhance well being for employees such as:

Not In Planned Applicable Place

Accessible Open and/or Green Space?

Essential Services eg: banks, shops, post office, places of worship, meditation rooms?

Support Facilities eg: childcare, internet access?

Leisure or Recreation facilities eg: sport facilities or social spaces

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  90%

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SO10. PASSENGER WELLBEING

To what extent does your airport provide a variety of facility types to enhance well being for passengers such as:

Not In Planned Applicable Place

Accessible Open and/or Green Space?

Essential Services eg: banks, shops, post office, places of worship, meditation rooms?

Support Facilities eg: childcare, sleeping facilities, showers, internet access?

Leisure or Recreation facilities eg: wellness or spa facilities

If you have selected "In Place" for any of the above sub-topics, please provide further detail of any best practice initiatives of which your airport is particularly proud.

  92%

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4. OTHER INITIATIVES AND BARRIERS

4.1 Other Sustainability Initiatives

If there are any other sustainability initiatives that are being implemented at your airport that have not been captured by this survey, please list them in the below space:

4.2 Barriers to Sustainability Initiatives

Please list three barriers to implementing environmental, economic or social sustainability initiatives for your airport (eg: lack of funding, lack of support from management, time, corporate/contractual agreements, technology):

  95%

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5. FUTURE SUSTAINABILITY PRIORITIES

5.1 Future Priorities

Please list three sustainability priorities (environmental, economic or social) for your airport in the next 5 years:

5.2 Drivers

Please rank the top five (5) drivers of your FUTURE sustainability initiatives:

1)  2)  3)  4)  5) 

  97%

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THANK YOU FOR TAKING THE TIME TO COMPLETE THIS SURVEY.

If you have any questions about the results of this survey or future stages of the project, please contact:

Gail R. Staba Keck Center of the National Academies Transportation Research Board 500 Fifth Street, NW Washington, DC 20001 USA [email protected] Ph: 

PLEASE CLICK ON THE 'SUBMIT SURVEY' BUTTON NOW.

  100%

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Appendix B Management Performance Scale

1 2 3 4 5

Program and No formal policy or Limited Program or Policy or programs are Policy or program Industry-leading policy or Policies program in place. policy in place to well-developed and embedded in airport program. Long-term address issues. reflects good practice operations and planning horizon.

reflects best practice.

Performance Risks have not Risks have been Goals and targets Continuous Includes mechanism for Monitoring and been assessed and assessed and a established. monitoring of continuous performance Reporting performance is not baseline Performance is performance against improvements. monitored. established. No on- monitored but is not goals and targets that Performance goals

going monitoring of reported either internal are updated regularly. aligned with strategic performance. or external to the Performance is planning/corporate level

organizations. reported internally goals and targets.

within the Performance is reported organization. externally to stakeholders

and general public.

Incentives and Issue not on radar Problems identified. Some awareness of Strong internal Feedback loops in place, Awareness screen, relevancy to Stakeholders take issue inside awareness, continuous surveying of the organization the lead in raising organization. Policy or recognition and stakeholders.

undetermined. No issue. Limited program is understanding of Performance goals

budget allocation budget allocation communicated and issue. Investment incentivized. for activity. for managing issue. enforced. Funding deemed a priority.

allocation to manage

issue established on

annual basis. 94

Appendix C List of 25 Airports Responding to Survey

U.S. AIRPORTS RESPONDING TO SURVEY NON-U.S. AIRPORTS RESPONDING TO SURVEY NAME OF AIRPORT CITY STATE OWNER/ NAME OF AIRPORT CITY COUNTRY OWNER/ CONSTITUTION OF THE AIRPORT CONSTITUTION OF THE AIRPORT

LARGE HUB MAINLAND EUROPE

• San Francisco International Airport/San Francisco, • Various Airports/Paris, France/Aéroports de Paris California/San Francisco International Airport • Zurich International Airport (Flughafen Zürich AG) • Los Angeles International Airport/Los Angeles, Zurich Switzerland Unique (Flughafen Zürich AG) California/City of Los Angeles • Frankfurt International Airport/Frankfurt, • Denver International Airport/Denver, Colorado/ Germany/Fraport AG City and County of Denver • Brussels Airport/Brussels, Belgium/The Brussels • Sky Harbor Airport/Phoenix, Arizona/City of Airport Company Phoenix Aviation Department • Amsterdam Schipol Airport/Amsterdam, • Tampa International Airport/Tampa, Florida/TPA Netherlands/Amsterdam Schipol Airport Aviation Authority • Salt Lake City International Airport/Salt Lake City, ASIA Utah/Salt Lake City Corporation • Dallas/Fort Worth International Airport/Dallas, • Hong Kong International Airport/Hong Kong, Texas/Dallas/Fort Worth International Airport China/Airport Authority Hong Kong • Logan International Airport/Boston, Massachusetts/ Massachusetts Port Authority UNITED KINGDOM • Seattle-Tacoma International Airport/Seattle, Washington/Port of Seattle • Various Airports/London, England/British Airports Authority MEDIUM HUB CANADA • Reno-Tahoe International Airport/Reno, Nevada/ Reno–Tahoe Airport Authority • Toronto Pearson International Airport/Toronto, • Portland International Airport/Portland, Oregon/ Canada/Greater Toronto Airports Authority Port of Portland • Vancouver International Airport/Vancouver, • Columbus Regional Airport/Columbus, Ohio/ Canada/Vancouver International Airport Authority Columbus Regional Airport Authority • Allegheny County Airport/Pittsburgh, Pennsylvania/Allegheny County Airport Authority

SMALL HUB

• Tallahassee Airport/Tallahassee, Florida/City of Tallahassee • Quad City International Airport/Moline, Illinois/ Quad City International Airport

NON-HUB

• Redding Municipal Airport/Redding, California/ City of Redding 95

Appendix D List of Sustainability Practices Captured by Survey NON HUB SMALL HUB Ƚ Stormwater Pollution Prevention Plan (SWPPP) Ƚ Low flow/reduced flow toilet and lavatory equipment Ƚ Replacement of non-native species during construction and/or mitigation projects MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Long range master plan incorporates sustainability principles as a principal element of the plan Ƚ Long term environmental goals being developed which will be incorporated into strategic plan Ƚ Cffort to consolidate sustainability practices into integrated program is underway Ƚ Restroom fixtures to reduce water use Ƚ "Smart" irrigation controls and non- potable water use Ƚ Recycled water for vehicle/bus washing Ƚ Central heating and cooling systems designed for water efficiency Ƚ Regular water conservation audits Page 1 of 18 LARGE HUB ENVIRONMENT SUSTAINABILITY AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ EMS Ƚ ISO EMS Ƚ EMS compliant with US EPA model, audited Ƚ Permit tracking system Ƚ Best Management Practices (BMP) plans and training of staff/tenants Ƚ Automatic shutoff fixtures in nearly every public restroom Ƚ Low-flow devices on all toilets and sinks with phone numbers prominently posted in all restrooms to notify maintenance staff if leaky faucets or other water problems are encountered Ƚ Recycled water used for on-airport car washes Ƚ Number of landscaped areas served limited to those accessible to the reclaimed water supply pipeline Ƚ Irrigation system monitored and controlled through centralized computer-controlled irrigation control center Ƚ Xeriscaping (landscaping that does not require supplemental irrigation eg: native plants and low water landscaping) NON-US AIRPORT RESPONDENTS Ƚ EMS integrated with Health and Safety Management Ƚ First airport with certified ISO14001EMS in North America Ƚ Low flow outlets in toilets, low-flow fixtures Ƚ Saving outlet tapwater system Ƚ Automatic flow systems Ƚ Monitoring system on airport waterways to measure and avoid potable water leakages Ƚ Buffering and partially infiltrating rainwater Ƚ Automatic hand wash basins Ƚ Greywater collected from kitchens and aircraft wash treated for irrigation Ƚ Tracking consumption and upgrading facilities Ƚ Waterless urinals Ƚ Green roof Ƚ Xericscape entrance-way Ƚ Stormwater facility connected to irrigation system Ƚ Landscaping guidelines require drought tolerant species SUB-TOPIC EN1. MEASURING AND MONITORING EN2. WATER CONSERVATION 96 NON HUB Ƚ Fuel and maintenance activities performed using industry accepted best practices SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ State of the art deicing system (further enhancements planned) Ƚ In ground hydrant system for fueling and tenant training for spill prevention Ƚ Increased flood storage capacity through drainage system design Page 2 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Wastewater treated on-site at sanitary and industrial wastewater treatment plants - discharges in 2006 met or exceeded National Pollutant Discharge Elimination System Permits quality standards Ƚ Stormwater vaults that catch and release water into streams to improve salmon habitat Ƚ Deploying Clean Water Act water efficient equipment and facilities Ƚ Stormwater runoff diverted to detention ponds and pumped to wastewater treatment plant for Ƚ Stormwater runoff from a small area flows into bioswales (grassy channels) before being discharged to wetland area Ƚ All airport and tenant construction projects must submitted a Stormwater Pollution Prevention Plan during permitting process Ƚ Stormwater Pollution Prevention staff conduct routine inspections of all airport facilities to ensure compliance with Best Management Practice (BMPs) plans - citations and warning letters issued if any deficiencies in the BMPs are observed at a site Ƚ Sampling and analysis of stormwater discharges at each outfall is also required during two major storm events in each wet season Ƚ Stormwater detention basin captures 100% of non- stormwater flows and first flush of storm events - water is treated and sent to the City WW Treatment Plant Ƚ Committment to reduce impervious pavement on the airport Ƚ Best management practices for all airport activities to prevent stormwater pollution including tarmac cleaning Ƚ Largest reverse osmosis treatment facility in North America NON-US AIRPORT RESPONDENTS Ƚ Good spill management and chemical - flooding is a big risk Ƚ Central deicing pad Ƚ Storm water management facilities designed to retain water for sediment/fuel control and divert glycol to Publicly Owned Treatment Works Ƚ Flood risk managed by dyking system Ƚ On-site stormwater collection Ƚ Waste treatment plants Ƚ Deicing spots and collectors Ƚ 15% of area is water collection Ƚ Increasing area of impermeable surfaces (runways, taxiing lanes, buildings, etc) has involved regulating rate of discharge according to the environmental absorption rate rather than constant rate - watchdog committee known as "water law" established 2003 to organize consultations between various parties - following a preliminary stage, an initial consensus was reached Ƚ New facility for reprocessing highly concentrated waste water from de-icing operations by means of distillation - distillate is disposed of via spray irrigation system and remainder is re-cycled and turned into de-icing agent for reuse Ƚ On-site sewage treatment plant Ƚ Deicing water collected separately and will be treated as from 2009 Ƚ Spill traps and oil separator pumping stations installed to cover all apron areas SUB-TOPIC EN3. WATER QUALITY 97 NON HUB Ƚ Tenant airlines utilize electric tugs Ƚ Ground power is provided to reduce auxillary power unit run times SMALL HUB Ƚ Airport provides 400 Hz power and pre-conditioned air at all terminal parking positions - reduces need for auxillary power unit operations during loading and unloading MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Use of biodiesel and compressed natural gas (CNG) for vehicles Ƚ Conversion of CUP from oil to natural gas Ƚ Efficient airfield layout for taxiing Ƚ Light rail to airport and bike routes/parking Ƚ Projects to reduce congestion in parking garage and access roadway Ƚ Include greenhouse gas emissions in air emission inventory

Page 3 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX gas (CNG), electricity, propane, solar power and hydrogen with plans to begin utilizing ethanol and biodiesel Ƚ Flyaway program providing parking and reduced rate bus service from remote locations to the airport (reduced emissions by over 1,000 tons last year) Ƚ Large CNG bus program, provision of a public fueling station and conversion of shared-ride vans to CNG Ƚ Pushback of aircraft and 98% ground power air Ƚ Greenhouse gas inventory (non-airline equipment) is planned Ƚ All gates have Ground Power Units Ƚ Electric vehicles for maintenance staff and electric charging stations at airside terminals for airlines Ƚ Large fleet of electric Ground Support Equipment (GSE) and airport/airline partnership to deploy electric GSE recharging infrastructure Ƚ 92% of airport vehicle fleet 589 vehicles are clean fuel vehicles Ƚ Encourage reduced engine taxiing where appropriate and safe Ƚ Continous Descent Approaches (CDA) program under consideration Ƚ Alternative fuel Ground Support Equipment (GSE) equipment goals Ƚ Subsidize public transport buses and bus rapid transit to all terminals Ƚ Member of California Climate Action Registry - publicly report greenhouse gas inventory online Ƚ Participating in the City’s Zero Emissions 2020 Plan, which commits the City to developing a clean air plan for public transit Ƚ AirTrain - electric automated people mover that links airport terminals, parking garages, and rental car center Ƚ Jointly conducted the first aircraft towing trial in North America with Virgin Atlantic, Boeing and FAA - an aircraft was towed from gate closer to the runway reducing time that engines of aircraft were running on taxiway Ƚ Second largest airport-based alternative fuel vehicle (AFV) program in the world - over 600 AFVs which represent 60% of fleet and goal is to expand 100% by 2015 - alternative fuels include liquefied natural gas (LNG), compressed Ƚ Tracking of greenhouse gases pending Ƚ Active participation of airport staff in local, regional, state, and national climate change research programs - NON-US AIRPORT RESPONDENTS Ƚ Actively supporting ICAO & Eurocontrol (European Organiasation for the Safety of Air Navigation) methodology of monitoring global emissions by calculating for each flight from take-off at the airport to landing destination airport Ƚ Emissions from handling activities and infrastructure reduced through conversion of heating systems throughout the airport from oil to gas and installation of stationary aircraft energy supply systems Ƚ Air Emissions Charge: most highly-polluting aircraft incur the highest charges - revenue (2 million annually) used to finance air pollution monitoring stations, fixed ground power stations, measures to reduce road transport to/from airport and emissions-reducing aircraft approach/departure system Ƚ Green Apron Policy - aims to replace existing 43 vehicle fleet with alternative fuel or low emission vehicles over the next 5 years (to date 3 LPG and 4 hybrid vehicles), fixed ground power and pre-conditioned air supply at each frontal gate so aircraft can shut down their auxillary power units while parked at gate Ƚ Planning to partner with community on airport centred eco Ƚ Electric baggage trucks Ƚ 40% public transportation, comprehensive transportation network in place to discourage use of private vehicle Ƚ Investment of $300 million for light rapid transit to airport Ƚ Promotion of public transport Ƚ Company-wide "quota unit" set up to control and manage CO2 emissions Ƚ Strategic decisions use energy management as a key indicator - use all revenue generated by savings in CO2 emissions into energy management as soon internal organization permits - for accounting year 2005, 10,000 tonnes of CO2 were sold under prior virtuous practices Ƚ Developing a clean vehicles program using electricity and LPG Ƚ Studies underway to evaluate airport operations emissions more precisely Ƚ Track and reduce airport energy consumption Ƚ Airport people mover - intra airport train industrial zone Ƚ Constructing a taxiway to reduce taxi distances from terminal to runway Ƚ Taxi incentive for clean vehicles SUB-TOPIC EN4. CLIMATE CHANGE 98 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Estimating greenhouse gas emissions Ƚ Managing strategies for emission reduction Ƚ Participation in Airport Cooperative Research Project's (ACRP) Hazardous Air Pollutants (HAPs) study and sustainability survey Ƚ Participation in ACI environment committee and sustainability steering team/task force

Page 4 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Comprehensive air quality enhancement program addressing air quality impacts from aircraft emissions, associated ground service equipment, cars and buses driving in and around the airport fuel energy use at airport Ƚ Largest publicly accessible CNG refuelling complex in northern California Ƚ "Transit First Policy" gives priority to public and private High Occupancy Vehicles (HOV) traveling to the airport Ƚ “Trip Reduction Rule” added to airport’s official Rules and Regulations in 1993 - aimed at reducing employee trips to the airport in single occupancy vehicles Ƚ Adopted "Clean Air Vehicle Policy" in 2000 mandating 50% of fleet vehicles use clean fuels by 2005, 100% 2012 - state and federal grant funding provided Ƚ Financial and non-financial incentives for clean vehicles - preferential trip fees for courtesy shuttles, “head of the line” privileges for CNG taxicabs, levy high fees non- compliance vehicles, pre-tax deduction service to employees who purchase monthly public transit passes Ƚ Selected as one of 10 airports in the US to participate Inherently Low-Emission Airport Vehicle (ILEAV) program where U.S. Department of Transportation (DOT) provides 50% of cost low-emission vehicles and to construct refueling and recharging stations up to a total of $2 million Ƚ Air quality group staffed with 5 environmental specialists monitors annual emissions and develops programs to reduce emissions Ƚ Teamed with numerous research institutions and resource agencies to develop industry leading approaches addressing air quality issues Ƚ Planning for development - emissions in the State Implementation Plans (plan for complying with the federal Clean Air Act) Ƚ Active dust control, permitting, and conformity analysis programs Ƚ Air quality management program tied to 20 year master plan development projects

NON-US AIRPORT RESPONDENTS Ƚ External area is monitored Ƚ Take part in a large-scale European research project called AIRPUR - aims to provide accurate description of pollutants emitted by aircraft on the ground - several metering campaigns run at our airport since 2005 Ƚ Supporting ICAO in developing new guidance governing the calculation of all emission sources at airports Ƚ Series of tests carried out relating to the equipping special vehicles with particle filters to fulfil requirements set forth by the federal authorities, Ƚ Federal Department of the Environment, Transport, Energy and Communications (DETEC) specify NOX threshold of 2,400 tonnes - NOX emissions resulting from flight operations, handling and infrastructure at our airport are only 50% of threshold (1,208 tonnes) Ƚ Three air quality monitoring stations to measure airport emissions Ƚ On-site air quality monitoring Ƚ In process of updating air quality management plan Ƚ Initiatives underway to contribute improved air quality by reducing emissions and improving energy efficiency (e.g. fleet management to alternative fuels) SUB-TOPIC EN5. AIR QUALITY 99 NON HUB Ƚ U.S. Army Corps of Engineers working in cooperation with airport staff to remove WWII era Underground Storage Tanks (USTs) Ƚ Agressive land acquisition program - seeks to prevent residential encroachment and preserve wetlands and green spaces SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Planned future developments incorporate greenspace as much possible Page 5 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Soil and groundwater clean up Ƚ Hazardous materials management Ƚ Hazardous materials group staffed with 4 environmental specialist who monitor contamination on our and tenants property Ƚ Installed groudwater monitoring program to monitor the quality of our groundwater and avoid contamination - inspects each facility on an annual basis to ensure no spills and/or leaks have occured Ƚ Developed and received a 'Prospective Purchaser Agreement' with EPA for certain contaminated land acquisitions Ƚ Very active 'contaminated site cleanup' program Ƚ Environmental cleanup program to remediate contaminated soils Ƚ System of monitoring wells Ƚ Collaborative program with local cities to redevelop land acquired for noise into job-producing land uses Ƚ Air quality initiatives including fleet vehicles, ground service equipment, energy efficiency, stationary source reductions, Transport Demand Management process improvements Ƚ Voluntary 15-year Air Quality Initiative strives to maintain NOx emissions at or below 1999 levels Ƚ Dedicated staff and monitoring infrastructure to monitoring and managing air emissions - NON-US AIRPORT RESPONDENTS Ƚ Clean land act in place controlled by the Environment Department Ƚ Spills immediately handled Ƚ Several measurements campaigns to evaluate soil pollutions at several areas within the airport Ƚ Polluted sites at airport illustrated in "cadastre of polluted sites at aerodromes" (published by the Swiss Federal Office of Civil Aviation) and is available to the general public Ƚ Except 5, all contaminated sites on the airport (55) have either been cleaned up or examined and found to be relevant only in connection with construction projects Ƚ Extensive survey is under way on contaminated sites Ƚ Effective decontamination of polluted zones is taking place Ƚ Active on-site soil bio-remediation for the last 10 years (only 2 known areas left) Ƚ Virtually no greenfield areas left Ƚ Planning to partner with community on airport centred eco industrial zone SUB-TOPIC EN6. LAND USE 100 NON HUB SMALL HUB Ƚ On-site conservation area for Gopher Tortoise (species of concern) Ƚ Remediation of area Bent Golden Aster (endangered) during construction Ƚ Establishment of tree bank and use of native species in area where residences were demolished for noise mitigation purposes Ƚ Bird Control Plan uses habitat modification and harrassment as primary means of reducing threat to aircraft MEDIUM HUB US AIRPORT RESPONDENTS Page 6 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Wildlife Hazard Management Plan Ƚ Construction Management Ƚ Wetland Mitigation Program Ƚ Research Support Ƚ Vegetation Management/Habitat Protection Ƚ 300 acre dunes preservation area - largest remaining coastal dune fragment in Southern California, home to endangered El Segundo Blue Butterfly - 2 landscape technicians removing noxious/invasive and reestablishing native species, biologist annually monitors endangered species health Ƚ Partnership with the local conservation group to fund the restoration of 21 acres grassland habitat Ƚ Contract with United States Department of Agriculture Ƚ Paid for mitigation to land bank 404 Permit (Clean Water Act) for Wildlife Management Plan Ƚ Relocating threatened species to preservation area Ƚ Wildlife Management Program Ƚ Designed new landscaping program to minimize bird attractiveness

NON-US AIRPORT RESPONDENTS Ƚ Airport equipped with noise systems to scare birds - can be both fixed on cars or the ground Ƚ Regulations demand installation of nets on water storages for the purification system Ƚ More than half airport area consists of greenery, 80% for operations and 20% nature conservation zones, woodlands and bodies of water - annual plan implemented by our own greenery maintenance service, annual monitoring based on the provisions of Federal Animal Feed Ordinance Ƚ To prevent collisions between aircraft and birds, unsealed areas of airport are managed as extensive grassy meadows - promotes development of valuable ecological zones that provide habitat for rare and endangered flora fauna Ƚ Other nature conservation areas created and financially supported by the airport as ecological/compensation measures Ƚ Dolphin sanctuary/marine park to protect endangered dolphin species and member of Marine Mammals Conservation Committee Ƚ Use of crackers for scaring birds Ƚ Supporting the local green belt trust and outreach programme - involves staff in habitat improvement Ƚ Protect and enhance foreshore habitat during dyke repairs Ƚ Finance to Nature Conservancy manage local nature reserve Ƚ Non-lethal techniques for bird control include habitat management, monitoring, movement of birds away from aircraft (noise makers, dogs) SUB-TOPIC EN7. BIODIVERSITY 101 NON HUB Ƚ Passenger terminal recycling program SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Pre and post consumer food waste program in place with material going to composting Ƚ Recycling foreign periodicals from international flights to educational institutions who teach foreign languages Ƚ Select lower Biochemical Oxygen Demand (BOD) deicing materials Ƚ Restroom paper products with high recycled content Ƚ Paper products with recycled content

Page 7 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX all departments of the City, including airport to maximize purchase of recycled products Ƚ 90% of all paper used contains 30% post-consumer recycled paper Ƚ Use soy-based ink, a renewable resource that emits less volatile organic compounds than traditional inks Ƚ Interior of the International Terminal Building contains 21,000 square feet of Forest Stewardship Council (FSC) certified cherry wood paneling - one of the world’s largest installations of veneer from certified forests Ƚ Purchase environmentally sensitive products such as Green Seal custodial products and non-toxic pest control Ƚ Purchases products such as paper, carpeting, antifreeze etc that have high recycled content Ƚ Purchase of paper with no less than 35 % recycled content Ƚ Some environmentally preferrable and recycled content purchasing in place - more planned food scraps composting program and City Resource Efficient Building Ordinance (REB) mandates that adequate space be provided for the collection, storage, and disposal of recyclable materials Ƚ Waste containers around the airport for passengers and tenants - transferred to on-site dumpsters and compactors then transported to an off-site processing facility Ƚ Pilot programs for food/trash waste separation at concessionaires, reducing bathroom paper towel use, separating solid waste types at point of generation Ƚ Reducing number of copier machines by 12% airport-wide Ƚ City Composting Resolution urges Departments with food service operations (including airport) to purchase compostable food serviceware Ƚ Resource Conservation Ordinance (RCO) for the City directs Ƚ Resource Conservation Ordinance (RCO) for the City mandates reduction of solid waste, City Composting Resolution urges food service operations to participate in the

NON-US AIRPORT RESPONDENTS Ƚ All material checked for highest degree of recycle Ƚ Goal = 20% recycled waste material Ƚ Products selected by group of experts Ƚ "Work Safety" service has been tracking harmful chemicals for 15 years, developed database of all chemical products and enters records into database when "Chemical Products" work group encounters a new product Ƚ Recycled paper and other green products Ƚ Free-trade coffee is purchased for offices Ƚ Some building design incorporated use of strawboard instead of gyprock Ƚ Re-used building materials on-site Ƚ Very high reuse of concrete and asphalt during construction projects this provides financial incentive for good practices Ƚ Waste disposal logistics (landside and airside) revised during 2007 due to required adjustments EU regulations relating to the Schengen Agreement Ƚ Waste disposal services optimised through the use of new providers (shorter journeys to and from the airport) more efficient means of transport (e.g. vehicles with trailers in order to reduce the required number of journeys) Ƚ Paper, wood and plastic seperated collected to go recycle plants Ƚ Choice of waste disposal contractor made with aim encouraging recovery of separated waste materials as much as possible - each tenant can choose number of waste types to separate at source and cost reflects degree of separation - SUB-TOPIC EN9. WASTE EN8. MATERIALS 102 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Operate VHF Omni Range (VOR) radio beacon to guide aircraft on noise abatement route Ƚ Ground run-up enclosure built in 2000 to contain noise from maintenance testing

Page 8 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX in communities around airport (29 stations) Ƚ Noise Abatement Office maintains a database of all complaints received regarding noise nuisance from nearby communities Ƚ Working with FAA Air Traffic Control (ATC) to suggest changes to approach and departure procedures reduce noise impacts for neighboring residents Ƚ Working with the Boeing, FAA and United Airlines on “Oceanic Tailored Arrivals” (OTA) to reduce noise from arriving flights from the Pacific Rim Ƚ Working group (community, FAA and airlines) to address noise issues Ƚ Study to implement continuous decent approach procedure Ƚ Preferrential runway use policy - limits departures to runways on interior of the airport Ƚ Engineering/architectural contracts and bid documents reproduced on CDs and work orders submitted electronically Ƚ Recycling and Source Reduction Program recycles waste and scrap materials from airport airline, cargo construction activities - on the way to meet Mayor's goal of 70% recycling by the year 2015 Ƚ Planning participation in pilot program with other west coast airports to target the recycling aircraft in-flight operation paper waste Ƚ 30 different waste types recycled at airport Ƚ Offices at airport recycle paper Ƚ Airport-wide cardboard, wood pallet, scrap metal, batteries, used oil recycling Ƚ Improvements planned to increase aircraft waste/terminal passenger recycling Ƚ Compost coffee grounds from an airline for use on airport landscape Ƚ "Fly Quiet Program" promotes participatory approach in complying with noise abatement procedures by grading airline performance, making scores available to the public and presenting awards to high achievers Ƚ Permanent noise monitoring system to monitor levels

NON-US AIRPORT RESPONDENTS Ƚ Feasibility study concerning separate disposal of on-board waste eg: newspapers/paper from aircraft cabins and onboard catering recyclables Ƚ Waste minimization program for paper, cardboard, aluminum cans, plastic bottles, sheets, fluorescent tubes, lube oil, food waste for composting, CDs Ƚ Food waste composting to organic soil conditioner for airport landscape traffic Ƚ Only quietest aircraft authorized to fly at night Ƚ Airport Sound Proofing Program - approximately 1,950 properties have been protected with the aid of sound proofing measures Ƚ Altered take off patterns imposed by the authorities Ƚ Limitations on taxiing and motor testing Ƚ Noise walls constructed Ƚ Engine run-up pad to attenuate noise from engine testing Ƚ Phased out chapter 2 aircraft that produce more noise Ƚ Seperate pricing for low sound classified planes Ƚ Housing scheme for noise insulation Ƚ Local regulations limit neighbourhood constructions and air SUB-TOPIC EN10. NOISE AND AESTHETICS 103 NON HUB SMALL HUB Ƚ Switched terminal heating source from fuel oil to natural gas

MEDIUM HUB US AIRPORT RESPONDENTS efficient glass and insulation Ƚ Lighting systems computer operated - adjust based on ambient lighting and occupancy Ƚ All new construction at airport uses highly

Page 9 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Arrivals and departures occur over ocean not the residential Ƚ Residential noise mitigation program - acoustic modifications to over 8,000 homes in past 7 years Ƚ Spent over $100 million on enhancement program- half on parkways and green belts along airport peremiter as attractive buffer to the community Ƚ Noise mitigation program for residential, schools and other sensitive public buildings Ƚ Noise mitigation program with full time staff and extensive noise monitoring system Ƚ Residential sound insulation program fixtures, ballasts, and bulbs during remodeling Ƚ Ongoing program to upgrade building air-handling units with variable speed drives and soft-start controls Ƚ Agreement with the Department of Water and Power for 15% Green Power in all facilities Ƚ Plans to build a solar photovoltaic system Ƚ 30+ year history of aggressive energy efficiency Ƚ Alliance to Save Energy, Star of Energy Efficiency Award recipient in 2005 Ƚ Invested $7M over 5 years to reduce electricity consumption by $1.7M per year Ƚ Energy Star energy efficient equipment Ƚ Two CNG fueling stations that are available for use by airport and non-airport patrons Ƚ 2,000 square feet of solar photovoltaic panels on the roof an airport building (20 kW capacity) Ƚ Indoor lighting improvement program - incandescent to fluorescent Ƚ Preliminary Energy Audit Ƚ Retrofitting existing buildings with energy efficient lighting

NON-US AIRPORT RESPONDENTS Ƚ Efficient system for reducing electricity consumption eg: automatic lights, motor and HVAC control Ƚ Use of excessive heat for cooling Ƚ Commitment to reduce energy consumption in terminals by Ƚ Terminal building designed to maximize sunlight Ƚ Energy saving lighting and light intensity meter/auto- lighting system Ƚ Flights grouped to a certain area of concourse during nonpeak hours - allows shut off air conditioning and lighting at unused part of concourse Ƚ Energy reduction team identifies opportunities to improve energy efficiency eg: LED airfield lighting; escalator sleep mode; carbon monoxide monitors (reduce unnecessary HVAC), solar hot water panels (reduce natural gas consumption as boilers not required in summer) 20% by 2010 compared with 2005, 8-point programme of energy saving awareness campaigns implemented through ISO14001 EMS Ƚ Improvements made during redevelopment of buildings (efficient bulbs, automatic lighting levels, uncoupling strip lights, insulation, automatic doors, hot air curtains, airflow return etc) Ƚ Regulations related to insulation, energy efficiency, CO2 emissions are becoming stronger - working group formed to examine further possibilities SUB-TOPIC EN11. ENERGY 104 NON HUB SMALL HUB

MEDIUM HUB US AIRPORT RESPONDENTS seek certification Ƚ Incorporate green building concepts into designs and remodels but do not necessarily

Page 10 of 18 LARGE HUB ECONOMIC SUSTAINABILITY AIRPORT SUSTAINABILITY PRACTICES MATRIX control system, variable flow chilled and hot water systems, Ƚ Sustainabile building policy requires all construction to achieve the highest practical LEED certification Ƚ Sustainable Design Guidelines for all design and construction projects Ƚ Use of natural light Ƚ LEED for all new buildings Ƚ City's Green Building Ordinance specifies construction projects greater than 15,000 square feet should achieve a minimum LEED™ rating of Silver Ƚ Grid-connected solar photovoltaic panels Ƚ Forest Stewardship Council certified wood Ƚ Ground landscaping comprised of native plants and trees grown in local nurseries specifically for the airport Ƚ Terminal building design 30% more efficient than required under Federal law (Title 24 – Nonresidential Building Energy Standards) - high performance glazing, enhanced daylight, energy efficient fixtures, entryways, ventilation, outside air economizer, energy management and

NON-US AIRPORT RESPONDENTS Ƚ HEQ (High Environmental Quality) culture is managerial approach to curbing construction and operation environmental impact of buildings - 14 target areas earmarked for action broken down into eco-building, eco- management, comfort and health - project leaders attended awareness-raising and training sessions - company joined HEQ think-tank association in 2005 Ƚ 1 LEED silver building in-place Ƚ Policy to assess feasibility of LEED for all new buildings and major renovations Ƚ Developing green building policy to guide future renovations and developments SUB-TOPIC EN12. GREEN BUILDINGS 105 NON HUB Ƚ Staff members encouraged to provide volunteer time to a variety of local organizations eg: schools, universities, charitable organizations and community organizations such as sports clubs SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Present regularly to community groups and academic institutions (speakers bureau) Ƚ Prohibited by law from giving charitable donations although employees participate in giving campaigns Ƚ Sponsor a cleanup day and contribute substantial donation to charity Ƚ Recycling of foreign periodicals from international flights to educational institutions teaching foreign language

Page 11 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Office of Employment and Community Partnerships (ECP) coordinates programs linking welfare-to-work recipients, unemployed, and under-employed city residents to airport jobs Ƚ Student Employment Program offers intern programs to high school and college students recent masters graduates Ƚ Support Airport Council International-North America and participate on all committees Ƚ Partnered with local universities to establish aviation academies Ƚ Provide substantial support on an annual basis to charitable and communities organizations Ƚ ACI-NA and AAAE Ƚ Contracts with Arizona State University Ƚ In-kind contributions to airport community groups Ƚ Support local K-12 educational institutions Ƚ Payments in lieu of taxes to local municipalities Ƚ Severely restricted by law from providing money to other organizations Ƚ Airport jobs represented 11% of for county Ƚ Purchase services from contractors that utilize environmentally friendly practices eg: waste hauling contractors use alternative fuel vehicles Ƚ Contracts have Medium/Womens/Disadvantaged Business Enterprise requirements Ƚ "First Source Hiring Program" requires tenants and contractors to use airport impact area (local communities) provide a first opportunity for airport jobs Ƚ City regulations on small business enterprises Ƚ Diversity study to identify areas improve contract opportunities for Medium and Women Business Enterprises Ƚ Local job fairs Ƚ Airport "Means Business Program" - help local small business owners get better access to airport purchasing dollars and share in revenue that the ariport generates for regional economy Ƚ Preference for local businesses, contractors in public solicitations Ƚ Outreach to affected communities Ƚ Provide airport jobs center to assist tenants in recruiting employees and to assist in filling out job applications NON-US AIRPORT RESPONDENTS Ƚ Established foundation in 2003 to coordinate social sponsorship schemes and pursue structured long-term subsidizing policy - backs projects directly rather than subsidizing the associations behind them Ƚ Sponsor community projects such as organic farming Ƚ Provide job opportunities for summer or short term employment in neighboring communities Ƚ We are a not-for profit and do this in small way Ƚ Comprehensive corporate support program provides funding to local charities and organizations Ƚ Schooling system in place for low educated people Ƚ "Business Development Opportunities in Economic Communities" project aims to analyse the territorial impact of purchases made by the major airport principals and make airport-specific purchases more visible Ƚ Green procurement in place whenever possible and reasonable Ƚ ISO 14001 EMS gives preference for other businesses Ƚ Incorporated social and environmental sustainability criteria in Request for Proposals (RFPs) Ƚ Attract business by promoting the regional assets SUB-TOPIC EC2. COMMUNITY CONTRIBUTIONS EC1. HIRING AND PURCHASING 106 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Capital projects are required to predict O&M costs Ƚ Asset management program considers energy costs Ƚ Annual objectives and targets include quantification on non-monetary benefits Page 12 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Perform life cycle cost analysis for all new construction projects Ƚ Quantify emissions reductions from energy savings Ƚ Quantify diverted waste from landfill through management initiatives Ƚ Quantify water efficiency as reductions per passenger Ƚ Quantify success of wastewater treatment measured as % improvement above regulated levels Ƚ Currently funding research projects through the University of Southern California and UCLA looking at air quality impacts Ƚ Full-time individual acts as a community benefits coordinator/liason with local stakeholders. Ƚ Work with Arizona State University Ƚ Very active community soundproofing and acquisition program within 65Ldn neighborhood around airport. Ƚ Limited testing of innovative strategies and technologies - collaboration with state energy and environmental agencies planned Ƚ Forming regional coalition of similar sized organizations to benchmark each others sustainability initiatives

NON-US AIRPORT RESPONDENTS Ƚ Participate in aircraft emissions measurement, monitoring and modelling - have own lab that contributes to research programs such as AIRPUR Ƚ AERONET - thematic network of the european commission on aircraft emissions reduction technologies Ƚ Funded monitoring and conservation programs for endangered species Ƚ Community involvement consultations, participated in "one Ƚ All new projects require life cycle costing before implementation Ƚ Quantify reductions in CO2 from on-site transportation and car sharing initiatives Ƚ Quantifying monetary and non- benefits part of every business case and Net Present Value evaluation Ƚ Every project reviewed with prudent commercial and life cycle analyses before approval Ƚ 20 year master plan utilizes a sustainability matrix to assess possible projects company one job" employment programs SUB-TOPIC EC4. CONTRIBUTION TO RESEARCH AND DEVELOPMENT EC3. QUANTIFYING SUSTAINABILITY 107 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Routinely include economic impact numbers in public communications; speakers bureau and website Ƚ Subsidize public transit passes substantially (cost without subsidy = $500, employee cost = $25) Ƚ Charge for employee parking Page 13 of 18 LARGE HUB SOCIAL SUSTAINABILITY AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Entered into "Community Benefits Agreement" with Coalition for Environmental, Economic and Educational Justice - includes programs for outreach to stakeholders, environmental improvements, and programs to improvement acoustic performance of local schools Ƚ Annual report and speaking at functions Ƚ Active community program for noise mitigation around the airport and advertisement for ecomonic impacts of the airport Ƚ Annual environmental reports Ƚ Environmental pages on website Ƚ Periodic economic benefits reporting Ƚ Signage Ƚ Free recycling services to all airport tenants Ƚ Passengers encouraged to recycle through use of in- terminal recycling containers Ƚ Public transporation passes at reduced rates Ƚ Transportation Management Association (TMA) to encourage HOV travel to airport facilities Ƚ Regular staff/tenant training and issues updates Ƚ Education and incentives for employees to use public transporation eg: discount for train fares Ƚ Provide subsidized van pools Ƚ Free public transist passes to employees who take transit Ƚ Subsidize "Flyaway" project where passengers park in remote locations, check in (incl luggage) and ride a high occupancy vehicle to airport - last year over 1 million people utilized the two existing flyaway locations Ƚ Active Transportation Management Association facilitates ride matching, van pooling incentives and transit subsidies

NON-US AIRPORT RESPONDENTS Ƚ Programs at the airport available to show impacts Ƚ Environmental Club of the airport encourages employees' awareness raising During the National week of Sustainable Development - many tenants participate Ƚ Developed leaflets to inform stakeholders on environmental good practices Ƚ Web site accessible to all the tenants developed in 2005 raise employees and managers awareness - contains diagnostic and information. Ƚ Strong collaboration with public transport companies (bus) to improve public transport network Ƚ Annual green office competition for staff, airport environmental best practice competition for airport business partners Ƚ Separate waste receptacles for collecting recyclables in terminal building Ƚ Emissions and noise charging Ƚ Choice of waste disposal contractor made with aim encouraging recovery of separated waste materials as much as possible - each tenant can choose number of waste types to separate at source and cost reflects degree of separation - this provides financial incentive for good practices Ƚ Seperate pricing for low sound classified planes Ƚ Subsidize public transport buses and bus rapid transit to all terminals Ƚ Commuter Rebate program provides financial incentive to carpool/bus/bike to work Ƚ Annual public awareness event on Sustainable Development in collaboration with local University Ƚ Provides local residents with three day course on sustainable development Ƚ Exhibitions on the airport's environmental program held periodically Ƚ Public consultation on major development projects Ƚ Extensive sustainability reporting explictly addressing social, environmental, economic and governance issues - 2005 sustainability report won many awards SUB-TOPIC SO1. PUBLIC AWARENESS AND EDUCATION EC5. INCENTIVIZING SUSTAINABLE BEHAVIOR 108 NON HUB SMALL HUB

MEDIUM HUB US AIRPORT RESPONDENTS fixed benefit Ƚ Telecommute policy Ƚ Performance related pay and benchmarking Ƚ Public employee retirement program with

Page 14 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Customer Service Office search for ways to improve services and systems to suit customer needs desires Ƚ Customer Comment Cards provided at convenient locations and contain prepaid postage - responded to within seven business days - Airport Director reads all customer comment cards.weekly Ƚ Established e-mail system on website, recieve complaints globally the majority of which are responded to within same day - improvements implemented on basis of customer comments include family or companion restrooms, wheelchair assistance, free assistance in parking garages for cars with flats, dead batteries, no fuel, designated "meeting points" to eliminate greeter/traveler confusion, additional seating, dog relief areas for service animals and family pets, foreign-language line at information desks, e-mail contact to the lost and found for overseas travelers, baby changers in all restrooms (including men's) Ƚ Monthly standing area advisory committee meeting comprised of numerous community members Ƚ Bi-monthly Noise Roundtable meeting with community members Ƚ Meet monthly with airlines through our airline operating committee Ƚ Conduct quarterly business forums with local Ƚ Airport's Equal Employment Opportunity, Diversity and Training office promotes employee recognition, development and employee appreciation day Ƚ Employee Recognition Awards recognize merit, safety, security, length of service, valor and undertaking exceptional tasks not included in their normal course of duty Ƚ First Aid, CPR and automatic external defibrillator training offered free of charge to all employees - classes on all shifts to accommodate 24-hour workforce Ƚ Health and wellness workplace policy incorporates nutrition, exercise and education to improve health reduce sick time Ƚ Active safety committees resulted in lower injury rates Ƚ Expanded the use of on-line computer based training to provide flexibility in addressing efficient use of employee time Ƚ As a city agency all employess fall under City's employment guidelines including equal opportunity and diversity retirement program Ƚ On-site child care facility and subsidize for employees NON-US AIRPORT RESPONDENTS Ƚ Having already endorsed equal opportunity agreement, now seeking to achieve the Equality Label (offered by AFAQ AFNOR, an international auditing company) - introducing paternity leave, intercompany day nurseries, seminar on the theme of equal work opportunities as a factor performance Ƚ Performance related pay only available to non union employees Ƚ First annual Corporate Responsibility Report based on stakeholders, their demands and how the airport has built relationships with stakeholders through sustainable development strategy Ƚ In constant contact with all stakeholders Ƚ Strategic plan with the main airline undertaken - includes an important chapter on sustainable development. Ƚ Regular meetings with groups of business partners Ƚ Community programs such as caring for the elderly, organic farming Ƚ Regular communication with local government Ƚ Member of and active participation in Airports Council International Ƚ Project initiatieves can be started by the staff or local community Ƚ Launched Environmental Club for tenants based on the airport to voice environmental concerns and suggestions SUB-TOPIC SO3. EMPLOYEE PRACTICES AND PROCEDURES SO2. STAKEHOLDER RELATIONSHIPS 109 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Subsidize public transit passes substantially (cost without subsidy = $500, employee cost = $25) Ƚ Charge for employee parking Ƚ Light rail to airport Ƚ Active transportation planning to minimize congestion overall Ƚ Sufficient parking Ƚ Cell-phone waiting lot Ƚ Bike path to airport and bike racks/showers Ƚ Light rail to airport Ƚ Corporate fleet includes some hybrid vehicles

Page 15 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Aggressive HOV goals being met through express bus 'Cell Phone Lots' and an are planning for automated train Ƚ Work on regional transit projects like airport train station and Bus Rapid Transit Ƚ Active Transportation Management Association facilitates ride matching, van pooling incentives and transit subsidies Ƚ services and transit to terminals Ƚ Zebra crossing and footpaths for access to taxis Ƚ Built a train station and bus access Ƚ 100% of our shuttles converted to CNG or biodiesel Ƚ Second largest airport-based alternative fuel vehicle (AFV) program in the world - over 600 AFVs Ƚ Employee rideshare program has been awarded EPA's Gold Medal for the past two years - 28% of our employees participate Ƚ Provide subsidized van pools Ƚ Free public transist passes to employees who take transit Ƚ Maintain bike access to our facilities Ƚ CNG stations on property Ƚ Inter-terminal, rental car center Ƚ Parking lot bus fleet is 100% CNG Ƚ 33 CNG buses with over 10,000,000 miles travelled Ƚ Education and incentives for employees to use public transporation eg: discount for train fares Ƚ Passengers can choose many forms of public transport eg: train, bus, shuttles, taxis Ƚ Subsidize "Flyaway" project where passengers park in remote locations, check in (incl luggage) and ride a high occupancy vehicle to airport - last year over 1 million people utilized the two existing flyaway locations Ƚ Providing reduced parking and bus fees to encourage ridership Ƚ To reduce passenger cars, provide dedicated waiting areas,

NON-US AIRPORT RESPONDENTS Ƚ Non mineral oil for transport Ƚ Sport facilities for staff with lockers and biking opportunities Ƚ Participate actively in public debate to implement new rail link between city and airport Ƚ Study underway to create a strong culture of "clean" vehicles - approximately 30% of the are LPG or electric Ƚ Pedestrians walkways and automated people movers Ƚ Running trail Ƚ Bus, rail and ferry transportation Ƚ Low emission and alternative fuel vehicles Ƚ 2.5 miles of pedestrian/cycle trails being constructed through the airport land but foot and cycle access to terminals is discouraged Ƚ New intra airport passenger train Ƚ Cycle facilities started but much more required Ƚ Significant investment ($300 million) into public light rapid transit line to airport Ƚ Global Compact Best Practice Car sharing being developed to reduce employee's car transport - website being used for car sharing and communication for all employees Ƚ Commuter Rebate program provides financial incentive to carpool/bus/bike to work Ƚ HOV and airport priority lanes Ƚ Significant investment ($300 million) into public light rapid transit line to the airport SUB-TOPIC SO4. SUSTAINABLE TRANSPORTATION SO5.ALLEIVIATING ROAD CONGESTION 110 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Page 16 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ All of our facilities comply with the Americans Disabilities Act (ADA) Standards for Accessible Design and continue to improve access Ƚ Provide family rooms for taking care of newborns Ƚ Conducted ADA survey of all facilities and are retrofitting all locatons where accessibility is limited Ƚ Developed ADA program

NON-US AIRPORT RESPONDENTS Ƚ Separate handicap toilets and transport opportunities Ƚ A specific service exists for physically impaired person: it is taking care of disabled persons up to the lift in plane Ƚ Currently employ 223 disabled persons or 2.8% of the workforce and committed to increase 6% meet statutory requirements - hiring a disabled person forces managers to adopt a more rigorous procurement approach Ƚ In 2005 airport management institute organized two sessions on role of disabled in company proving that disability and striving for efficiency are not mutually exclusive Ƚ Human Resources division includes Disability Mission that provides information and advice in connection with the professional integration of disabled workers (comprises social workers, medical officers, architects/experts in ergonomics, IT and training - convenes on regular basis to examine occupational circumstances and propose solutions to problems) Ƚ First european airport to implement new regulations related to Physical and Rehabilitation Medicine (or PRM, which is a recognized medical specialty in all European count Ƚ Disabled toilets, nursing rooms, extra large toilet stalls, changing tables Ƚ Handicap accessibility is the law Ƚ Barrier Free Program providing access for people with disabilities is a signficant design aspect of airport terminals Ƚ Airport offers vehicles at very low cost to employees based on the airport - providing transport to work that people could not afford SUB-TOPIC SO6. ACCESSIBILITY 111 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Work with State Historical Preservation Office when sites are found Ƚ In-terminal museum/educational display regarding local river history Ƚ Art on one concourse celebrates local region by incorporating map of river basin into floor design Page 17 of 18 LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ Built museum of commercial aviation at new international terminal by replicating 1930s - first airport to be accredited by the American Association of Museums Ƚ Planted native plants and trees thorughout facility Ƚ Art collection comprises more than 75 pieces of art by artists of local, national and international acclaim - in line with city's "percent for art ordinance" - enrichment allocation equivalent to 2% of the construction cost a new or renovated civic structure Ƚ New landscaping policies require use of native vegitation Ƚ Local art program requires percentage of all construction projects go to public art - rotating local exhibit in terminal locations Ƚ Historical property display in airport Ƚ Arts Program is nationally known Ƚ Archeology required for all construction Ƚ Historic preservation assessments being done for the residential purchase near the airport Ƚ Public/local community art at various locations in terminals Ƚ Health Safety Section provides training, supplies material, in-house and external expertise resources for emplyees Ƚ Ongoing preventative maintenance program to maintain HVAC systems including duct cleaning and high efficiency air filters Ƚ Monitors recirculating air quality (HVAC) programs

NON-US AIRPORT RESPONDENTS Ƚ High standard equipment for staff Ƚ Thermal comfort taken into account early in building studies process with a double goal of energy use optimization Ƚ Preserved archeological finds during airport construction Ƚ Maintain natural coast line of airport island Ƚ Native art exhibited throughout the airport Ƚ Archaelogical procedure for all construction ensures existing sites protected and employee thermal comfort Ƚ Noise map is being draft of airport to localise the main areas impacted by noise Ƚ All airport systems meet national and international standards for non-ionising radiation (from radar and wireless data transmission) and have been approved by the relevant authorities - currently developing and maintaining inventory of all installations and systems that emit non-ionising radiation Ƚ Maximize use of sunlight, double glazing to reduce noise, computerized program to control indoor temperature and ventilation. Ƚ Low VOC paints SUB-TOPIC SO8. INDOOR ENVIRONMENTAL QUALITY SO7. LOCAL IDENTITY CULTURE AND HERITAGE 112 NON HUB SMALL HUB MEDIUM HUB US AIRPORT RESPONDENTS Ƚ Planning fitness club within terminal in the next 5 years Ƚ Wireless internet Ƚ Two areas for massage Page 18 of LARGE HUB AIRPORT SUSTAINABILITY PRACTICES MATRIX Ƚ On-airport childcare center and subsidize employee childcare Ƚ Chapel Ƚ Fire Station has gym Ƚ Started employee wellness program Ƚ Meditation rooms Ƚ Off airport child care facility for swing shift workers Ƚ Park and nature walking trail near airport Ƚ Park and nature walking trail near airport Ƚ Full serivce Bank Of America branch Ƚ More than 70 retail spots Ƚ Main post office Ƚ Quiet rooms Ƚ Airport hotel being planned Ƚ Wi-fi internet access Ƚ Spa facility in terminal Ƚ Internet access in most terminals Ƚ Meditation rooms Ƚ Child play areas in terminal concourses Ƚ Dog walking park NON-US AIRPORT RESPONDENTS Ƚ Internet access Ƚ Golf course Ƚ Banks, shops, post office Ƚ Chapel Ƚ Planters and open green space Ƚ Sport facilities for staff with lockers and biking opportunities Ƚ Airport houses an intercompany day nursery Ƚ All airport services can be used by employees Ƚ Every staff member has internet access Ƚ Staff lounge with gym, TV, multi-function rooms Ƚ Internet access Ƚ Golf course Ƚ Banks, shops, post office Ƚ Chapel Ƚ Police stations Ƚ Planters and open green space SUB-TOPIC S010. PASSENGER WELLBEING SO9. EMPLOYEE WELLBEING

TRANSPORTATION RESEARCH BOARD 2008 EXECUTIVE COMMITTEE* Abbreviations used without deﬁnitions in TRB publications: OFFICERS AAAE American Association of Airport Executives Chair: Debra L. Miller, Secretary, Kansas DOT, Topeka AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials Vice Chair: Adib K. Kanafani, Cahill Professor of Civil Engineering, University of California, Berkeley ACI–NA Airports Council International–North America Executive Director: Robert E. Skinner, Jr., Transportation Research Board ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act MEMBERS APTA American Public Transportation Association ASCE American Society of Civil Engineers J. BARRY BARKER, Executive Director, Transit Authority of River City, Louisville, KY ASME American Society of Mechanical Engineers ALLEN D. BIEHLER, Secretary, Pennsylvania DOT, Harrisburg ASTM American Society for Testing and Materials JOHN D. BOWE, President, Americas Region, APL Limited, Oakland, CA ATA Air Transport Association LARRY L. BROWN, SR., Executive Director, Mississippi DOT, Jackson ATA American Tr ucking Associations CTAA Community Transportation Association of America DEBORAH H. BUTLER, Executive Vice President, Planning, and CIO, Norfolk Southern Corporation, Norfolk, VA CTBSSP Commercial Tr uck and Bus Safety Synthesis Program WILLIAM A.V. CLARK, Professor, Department of Geography, University of California, Los Angeles DHS Department of Homeland Security DAVID S. EKERN, Commissioner, Virginia DOT, Richmond DOE Department of Energy NICHOLAS J. GARBER, Henry L. Kinnier Professor, Department of Civil Engineering, University of Virginia, Charlottesville EPA Environmental Protection Agency FAA Federal Aviation Administration JEFFREY W. HAMIEL, Executive Director, Metropolitan Airports Commission, Minneapolis, MN FHWA Federal Highway Administration EDWARD A. (NED) HELME, President, Center for Clean Air Policy, Washington, DC FMCSA Federal Motor Carrier Safety Administration WILL KEMPTON, Director, California DOT, Sacramento FRA Federal Railroad Administration SUSAN MARTINOVICH, Director, Nevada DOT, Carson City FTA Federal Transit Administration MICHAEL D. MEYER, Professor, School of Civil and Environmental Engineering, Georgia Institute of Technology, Atlanta IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 MICHAEL R. MORRIS, Director of Transportation, North Central Texas Council of Governments, Arlington ITE Institute of Transportation Engineers NEIL J. PEDERSEN, Administrator, Maryland State Highway Administration, Baltimore NASA National Aeronautics and Space Administration PETE K. RAHN, Director, Missouri DOT, Jefferson City NASAO National Association of State Aviation Officials SANDRA ROSENBLOOM, Professor of Planning, University of Arizona, Tucson NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program TRACY L. ROSSER, Vice President, Corporate Traffic, Wal-Mart Stores, Inc., Bentonville, AR NHTSA National Highway Traffic Safety Administration ROSA CLAUSELL ROUNTREE, Executive Director, Georgia State Road and Tollway Authority, Atlanta NTSB National Transportation Safety Board HENRY G. (GERRY) SCHWARTZ, JR., Chairman (retired), Jacobs/Sverdrup Civil, Inc., St. Louis, MO SAE Society of Automotive Engineers C. MICHAEL WALTON, Ernest H. Cockrell Centennial Chair in Engineering, University of Texas, Austin SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: LINDA S. WATSON, CEO, LYNX–Central Florida Regional Transportation Authority, Orlando A Legacy for Users (2005) TCRP Transit Cooperative Research Program STEVE WILLIAMS, Chairman and CEO, Maverick Transportation, Inc., Little Rock, AR TEA-21 Transportation Equity Act for the 21st Century (1998) TRB Transportation Research Board EX OFFICIO MEMBERS TSA Transportation Security Administration U.S.DOT United States Department of Transportation THAD ALLEN (Adm., U.S. Coast Guard), Commandant, U.S. Coast Guard, Washington, DC JOSEPH H. BOARDMAN, Federal Railroad Administrator, U.S.DOT REBECCA M. BREWSTER, President and COO, American Transportation Research Institute, Smyrna, GA PAUL R. BRUBAKER, Research and Innovative Technology Administrator, U.S.DOT GEORGE BUGLIARELLO, Chancellor, Polytechnic University of New York, Brooklyn, and Foreign Secretary, National Academy of Engineering, Washington, DC SEAN T. CONNAUGHTON, Maritime Administrator, U.S.DOT LEROY GISHI, Chief, Division of Transportation, Bureau of Indian Affairs, U.S. Department of the Interior, Washington, DC EDWARD R. HAMBERGER, President and CEO, Association of American Railroads, Washington, DC JOHN H. HILL, Federal Motor Carrier Safety Administrator, U.S.DOT JOHN C. HORSLEY, Executive Director, American Association of State Highway and Transportation Officials, Washington, DC CARL T. JOHNSON, Pipeline and Hazardous Materials Safety Administrator, U.S.DOT J. EDWARD JOHNSON, Director, Applied Science Directorate, National Aeronautics and Space Administration, John C. Stennis Space Center, MS WILLIAM W. MILLAR, President, American Public Transportation Association, Washington, DC NICOLE R. NASON, National Highway Traffic Safety Administrator, U.S.DOT JAMES RAY, Acting Administrator, Federal Highway Administration, U.S.DOT JAMES S. SIMPSON, Federal Transit Administrator, U.S.DOT ROBERT A. STURGELL, Acting Administrator, Federal Aviation Administration, U.S.DOT ROBERT L. VAN ANTWERP (Lt. Gen., U.S. Army), Chief of Engineers and Commanding General, U.S. Army Corps of Engineers, Washington, DC

*Membership as of May 2008.

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