Yvr 2037 Master Plan

YVR 2037 MASTER PLAN As a community organization, consultation is fundamental to the Airport Authority’s ability to connect with our community and to plan effectively in an open manner.

For the YVR 2037 Master Plan, we ensured the planning process included comprehensive multi-phase consultation to gather information, collect feedback and facilitate meaningful dialogue.

We would like to thank our community: our neighbours, employees, travellers, business partners and all our valued stakeholders who helped shape the future of our airport.

A special thank you to the people featured prominently on the cover and key areas of this plan:

• David Grigg • Dol Imnamkhao • Hiroshi Takahashi • Iain McCarthy • Paula Kolisnek • Peta Wolmarans • Priya Singh • Rob MacKay-Dunn • Stephanie Thorpe • Zeljko Travica

Consultation and planning for the YVR 2037 Master Plan and Land Use Plan took place from 2015 to 2017.

YVR 2037 was submitted to the Minister of Transport, Government of Canada, in December 2017.

The Honourable Marc Garneau, Minister of Transport, approved YVR 2037 in May 2018.

All facts, figures and information contained herein was current as of December 2017.

/// LETTER CRAIG RICHMOND FROM

ON BEHALF OF VANCOUVER AIRPORT AUTHORITY, IT IS MY PLEASURE TO PRESENT OUR NEW MASTER PLAN—YVR 2037—A COMPREHENSIVE, 20-YEAR ROADMAP FOR VANCOUVER INTERNATIONAL AIRPORT (YVR) BUILT WITH COMMUNITY AND PARTNER INPUT AT EVERY STAGE.

YVR 2037 is a key milestone in a long history of successful planning, a history that spans from designing the North Runway in the 1940s, five decades ahead of its actual construction, to establishing our vision to be a world class gateway through the North Star—Vancouver Airport Authority’s first Strategic Plan.

This vision helped turn YVR into Canada’s second busiest airport. In 2016, YVR welcomed a record 22.3 million passengers and to meet our ambitious goal of serving 25 million passengers by 2020. We see the potential for 35 million passengers by 2037 and we need to plan for this future growth, ensuring that we anticipate challenges and opportunities, while meeting the expectations of our passengers, communities and stakeholders.

2 YVR 2037 MASTER PLAN Vancouver AirportAuthority President &ChiefExecutive Officer Craig Richmond in thefuture. This isjustthebeginningofourjourney together. We will have many more ways for you tocontinue toshapeourairportcommunity I want tothankyou for your contributiontothisplanandencourage you tostay involved. of ourcommunities. Although YVR 2037isa20year plan, theworkhasjustbegun. organization, YVR iscommitted todeveloping anairportthatserves thebestinterests have helpedmake thisMasterPlanasuccess. Asacommunitybased, not-for-profit We greatly appreciate thesupportofall theindividualsandorganizations, whoseefforts of theseideasbrought tolife inthenext few years. and partners have helpedcontributetoourfuture vision—andyou’ll beabletoseesome terminal, tonappodsandmore connectionsfor walking andcycling—our community our designsfor thenewterminalandairportlands. From bringingtheoutsideintoour markets. We received alotofvaluable feedback andhave startedincorporating thisinto our websiteandin-person atopenhouses, workshops andatpop-upboothsinpublic considerations. We alsoengagedinmany conversations withourcommunity, through many optionsthrough avariety oflenses—from economiceffectstoenvironmental capital requirements andoperational issuesintoitsplanning. To dothis, weevaluated As amajortransportation hub, YVR mustweighmany factors suchasexpected growth, a newparkade, improved ground accessandanadditionalplane-spottingplatform. and offera range ofsustainability features, toanincremental expansion ofourterminal, system andutilitiesbuilding, whichwill consolidate YVR’s energy needsunderoneroof $9.1 billion over thenext 20years. These projects range from anewdistrictenergy accommodate ourambitiousCapitalPlan, whichwill include75majorprojects totaling YVR 2037doesjustthis, addressing ourfuture landuseandtheresources neededto PLAN ASUCCESS. EFFORTS HAVEHELPEDMAKETHISMASTER OUR COMMUNITIESANDPARTNERS,WHOSE WE GREATLYAPPRECIATETHESUPPORTOF YVR 2037MASTER PLAN

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YVR SECTION 10: OVERVIEW AVIATION RELATED COMMERCIAL

SECTIONYVR 01: SECTIONSECTION 11: 10: /// AIRSIDE & AIRSPACE 1408 STRATEGICOVERVIEW PLAN 10498 GROUNDSIDEAVIATION COMMERCIAL RELATED COMMERCIAL

SECTIONSECTION 02: 01: SECTIONSECTION 12: 11: 2014 AIRPORTSTRATEGIC SUSTAINABILITY PLAN CONTEXT 112104 COMMUNITYGROUNDSIDE AMENITIES COMMERCIAL

SECTIONSECTION 03: 02: SECTIONSECTION 13: 12: 3220 CONSULTATIONAIRPORT SUSTAINABILITY CONTEXT 122112 UTILITIESCOMMUNITY AMENITIES

SECTIONSECTION 04: 03: SECTIONSECTION 14: 13: 4432 FORECASTSCONSULTATION 140122 AERONAUTICALUTILITIES NOISE EXPOSURE

SECTIONSECTION 05: 04: SECTIONSECTION 15: 14: 5244 AIRSIDEFORECASTS & AIRSPACE 150140 REGIONALAERONAUTICAL AIRPORT NOISESYSTEM EXPOSURE

SECTIONSECTION 06: 05: SECTIONSECTION 16: 15: 6052 PASSENGERAIRSIDE & TERMINALS AIRSPACE 158150 LANDREGIONAL USE PLAN AIRPORT SYSTEM

SECTIONSECTION 07: 06: SECTIONSECTION 17: 16: 7060 GROUNDPASSENGER ACCESS TERMINALS & PARKING 166158 CONCLUSIONLAND USE PLAN

SECTIONSECTION 08: 07: SECTION 17: 8270 CARGOGROUND ACCESS & PARKING 166 CONCLUSION

SECTIONSECTION 09: 08: 9082 AIRPORTCARGO OPERATIONAL SUPPORT SERVICES SECTION 09: 90 AIRPORT OPERATIONAL SUPPORT SERVICES

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WE ARE COMMITTED TO BEING A GLOBAL LEADER IN SUSTAINABILITY while creating an airport that British Columbia can be proud of—a premier global gateway, an economic generator, a community contributor and a hub of innovation.

WHO WE ARE Vancouver International Airport (YVR) We help facilitate $16.5 billion in total is Canada’s second busiest airport economic output, provide $8.4 billion and the gateway between Asia and the in total GDP and $1.4 billion in total Americas. In 2017, we were recognized government revenue across B.C. as the best airport in North America for a record eighth consecutive year by the In 2017, Musqueam Indian Band and Skytrax World Airport Awards, the global YVR signed the Musqueam Indian Band - benchmark for aviation excellence. In YVR Airport Sustainability & Friendship 2016, we received the CAPA Centre for Agreement, a 30-year agreement based Aviation Award for Excellence for best on the four pillars of sustainability— airport in the world, an accolade that Economic, Social, Environment and recognized YVR as an airport that has Governance. The Agreement recognizes done the most to advance the progress the evolving nature of the relationship of the aviation industry. YVR plays a between YVR and Musqueam through significant role in the local, provincial education, employment, revenue and national economy—creating jobs and sharing, support of operations and an driving business activity throughout the engagement protocol and provides region. More than 23,000 people work on Musqueam Indian Band with an important Sea Island, making YVR one of the largest role in the long term future of the airport. employment hubs in British Columbia.

YVR 2037 MASTER PLAN we provided $16.2 million totheCityofRichmondaspayment inlieuoftaxes. federal government. In2016, thispayment amountedto$50.6million. Additionally, government funding, rather wepay annualrent aspartofourground leasewiththe the Vancouver InternationalAirport. Vancouver AirportAuthority receives no Vancouver AirportAuthority hasan80year leasewith Transport Canadatooperate into operations, maintenanceandfuture projects. vision for thefuture oftheairport. All profit generated attheairportis reinvested back whose focus istoensure that YVR serves thebestinterests ofthepublicandsets accountable totheregion through aBoard ofDirectors appointedfrom thecommunity managed like aprivate organization andreceives nogovernment funding. We are YVR ismanagedby Vancouver AirportAuthority, anot-for-profit organization. YVRis HOWGOVERNED WE’RE occupied by MusqueamFirst Nations. in Richmond—15 kilometres from downtown Vancouver onlandstraditionally YVR occupiesapproximately 1,340 hectares offederal property onSeaIsland ARE WHERE WE YVR 2037MASTER PLAN

9 /// AIRSIDE/// YVR & OVERVIEW AIRSPACE IN THE PAST FIVE YEARS, PASSENGER

/// YVR OVERVIEW /// NUMBERS GREW 27% AND CARGO WEIGHT ROSE BY 26%.

WHERE WE’RE GOING HOW WE’LL GET THERE Between 2013 and 2015, YVR passenger Good planning is at the heart of every numbers increased, on average, by decision we make at YVR. In fact, the over one million per year. In 2016, those North Runway was first sketched on numbers grew by another two million. a piece of paper 50 years before it By year’s end we saw a record setting was eventually built. 22.3 million passengers arrive, depart and connect via 55 airlines to more than Our new Master Plan will ensure 125 destinations worldwide. that we’re ready to take advantage of opportunities as they arise over the next With this ongoing rise in passenger few decades. The YVR 2037 Master Plan numbers and an increase in cargo, helps us understand the best use for our YVR will need to manage growth and most valuable asset—land—and is part expansion safely and sustainably, while of YVR’s Flight Plan 2037, an overarching providing continued economic well-being strategy to guide our 20-year operational to the region, support for the community planning at YVR. and protection for the environment. The Airport Authority’s lease with Given our unique geographic location, Transport Canada requires the Land Use we are able to benefit from emerging Plan (found on page 158) to be updated trends in air travel. New technologically- every 10 years and submitted to the advanced planes can fly further distances Minister of Transport for approval. which helps strengthen our position as We use this as an opportunity to engage a premier gateway to the world. When with our communities and stakeholders we look to the future, we see tremendous and create a broader plan that will help opportunity for sustainable growth for guide planning for the next 20 years. YVR, our community and our region. The plan will be reviewed as necessary to respond to new changes, challenges and opportunities.

This document lays out the key decisions and highlights of the YVR 2037 Master Plan and provides a clear overview of our approach to protecting and strengthening YVR’s position as a world class, connecting and sustainable hub for decades to come.

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A A C A C A C A A A N A T A A N A A B C B C N C Pfi C C C E C S C D E A EA A H A H H H A I I E A A D A M R D A O Pfi C P A S A S S S Tfi A U A W C W A A A C E R N A A A A A M A A A A A A A A G A A A A S A A A W E YVR’S MISSION IS TO CONNECT BRITISH COLUMBIA PROUDLY to the world. Our Strategic Plan identifies the vision, values and supporting SECTION 01 objectives as well as the challenges to overcome and the opportunities that will help us succeed. YVR TODAY… PLAN /// STRATEGIC YVR is located in one of the world's most spectacular destinations and is geographically positioned to provide easy connections between Asia and the Americas. Today, we welcome more than 24.2 million passengers a year, create jobs for 24,000 people and contribute more than $8.4 billion to the nation’s GDP. At the same time, we are committed to minimizing our environmental impact by reducing greenhouse gas emissions, water consumption and waste.

… AND TOMORROW We see significant opportunities for sustainable growth in the future and have set our goals accordingly. Our Strategic Plan sets an aggressive goal to bring 25 million passengers a year through YVR by 2020. In addition to advancing clean air aviation policies, we will continue to deliver award-winning customer experiences and bring even greater economic and social benefit to the people of British Columbia.

These goals are not ours alone—we’ve listened to the community of which we are a vital member. Our community wants an airport that is safe and secure—one that is a source of pride because of the connectivity it provides, the economic benefits it brings and the positive impression and distinct sense of place it creates for visitors and returning residents. Our community expects us to be a well-governed and sustainable organization that demonstrates leadership in financial, environmental, social and governance responsibility.

YVR 2037 MASTER PLAN 15 MISSION Connecting British Columbia proudly to the world. /// STRATEGIC PLAN /// STRATEGIC

VISION A world class sustainable gateway airport between Asia and the Americas.

VALUES Safety, teamwork, accountability and innovation.

STRATEGY As a world class and sustainable airport, YVR will grow to 25 million passengers in 2020 by creating a connecting hub between Asia and the Americas, advancing air policies, delivering remarkable customer experiences and bringing economic and social benefit to the people of British Columbia.

SUPPORTING OBJECTIVES

CREATING A DELIVER REMARKABLE CONNECTION HUB CUSTOMER EXPERIENCES

BE A LEADER IN BUILD OUR OWN SUSTAINABILITY EXCEPTIONAL FOUNDATION

16 YVR 2037 MASTER PLAN /// STRATEGIC PLAN /// STRATEGIC /// STRATEGIC PLANNING /// STRATEGIC

17 YVR 2037 MASTER PLAN YVR 2037 MASTER PLAN 017 SETTING THE DIRECTION Our Strategic Plan provides YVR’s direction. STRATEGIC PLAN

/// STRATEGIC PLAN /// STRATEGIC It educates and aligns the entire organization to the strategy for growing the business and guides Provides the big picture and the us towards a prosperous and sustainable future. fundamental direction. The Strategic Plan defines the mission, vision, values and supporting objectives of the organization and sets out the initiatives by which we will achieve them. The Strategic Plan that sets the foundation MASTER PLAN for planning principles for YVR 2037 Master Plan outlined a target of serving 25 million passengers per year by 2020. It defines four supporting Looks forward 20 years at the best objectives which underpin our approach: creating possible allocation of YVR’s land and a connecting hub, delivering remarkable customer the facilities needed to meet demand. experiences, being a leader in sustainability and building on our exceptional foundation.

The Strategic Plan is a living document that looks CAPITAL & FINANCIAL PLANS ahead to the next five years. It is intended to evolve Flight Plan 2037 over time and keep pace with change. Every three years, we review the strategy to ensure that we Allocates funding and sets out what kind of airport infrastructure we will are ready to meet new trends, opportunities and build and when. challenges as they arise. To ensure accountability, we provide ongoing updates to our board of directors.

ANNUAL BUSINESS PLANS

Lays out the specific initiatives we’re working on to help deliver all our other plans.

18 YVR 2037 MASTER PLAN ON THE GROUND… … AND AT 30,000 FEET Land is our fundamental resource and a The Master Plan is aligned with Flight primary consideration. While our future Plan 2037—YVR’s newest integrated plan PLAN /// STRATEGIC is limitless, there is a finite amount of for growth. land available on Sea Island. This reality requires us to keep pace with growth Flight Plan 2037 provides an overarching while remaining a leader in sustainability. blueprint for the future. It incorporates To fulfill our mission over the course of a Capital Plan, Terminal Plan and the next 20 years, we must plan carefully Financial Plan and sets out the path and make informed choices. for implementation and phasing of the projects identified in the Master Plan. The Master Plan builds upon the supporting objectives outlined in the Flight Plan 2037 identifies the best way Strategic Plan and provides a long-term to align our long-term capacity needs framework for the implementation of with our sustainability goals. Developed our strategy. This framework allocates in consultation with stakeholders and land uses and defines infrastructure through ongoing discussions with airline requirements over the next 20 years. partners, it connects growth forecasts to facility capacity. Through Flight Plan The Master Plan guides land use 2037, $9.1 billion will be allocated to the decisions while considering our four development of essential infrastructure pillars of sustainability—Economic, such as expanded terminals, new Social, Environment and Governance— taxiways, a sustainable energy system at each step of the planning process. and upgrades to the roads and bridges It ensures that we meet the needs of which provide access to Sea Island. our communities, business partners and employees by setting the framework which will enable us to meet forecast WITH A CLEAR STRATEGY, A LONG-TERM demand for air travel by ensuring that PLAN FOR THE LAND ON WHICH YVR IS the necessary resources are available. BUILT AND THE FINANCIAL AND CAPITAL RESOURCES TO PUT OUR PLAN IN MOTION, Forecasts of passenger numbers, cargo WE ARE READY TO SERVE THE FUTURE volumes, runway movements and ground NEEDS OF OUR COMMUNITY. transportation requirements between now and 2037 provide the basis for the identification of infrastructure needs. Decision making about land development and infrastructure alternatives on Sea Island is informed by our supporting objectives. In this way, we are able to ensure that the Master Plan is aligned with YVR’s overarching strategy to achieve an exciting future.

YVR 2037 MASTER PLAN 19 years tocome. and ourcountry—notonlyfortoday,butmany and socialbenefitstoourcommunity,province grow inawaythatbringseconomic,environmental and guideseverydecisionwemake.Ourgoalisto SUSTAINABILITY ISPARTOFYVR’SCULTURE 02 SECTION

/// AIRSIDE & AIRSPACE our communityandregion. growth andwell-being ofourairport, activities supportthelong-term land andthepoliciesthatgovern these development ofinfrastructure, theuse of the MasterPlanandensure thatthe considerations. These prioritiesunderpin community andemployees above all other safety andsecurityofourpassengers, approach tosustainability places the Environment andGovernance—our Built onfour pillars—Economic, Social, create lastingvalue. enable ustobuildonoursuccessand and enhancestakeholder relationships socio-economic benefit, spurinnovation optimize environmental outcomes, create environmental andsocialchoicesthat our strategic direction. Makingfinancial, of four supportingobjectives thatdrives Sustainability isimportanttous. Itisone SUSTAINABILITY TODAY & Friendship Agreement. Band—YVR AirportSustainability the obligationsinMusqueam Indian and LandUsePlanwill beconsistentwith The implementationoftheMasterPlan engagement withMusqueamIndianBand. YVR iscommittedtoongoingauthentic www.yvr.ca. which can befound onourwebsiteat in ourAnnual&SustainabilityReport, sustainability are available eachyear the socialandeconomicimpactsof Information related togovernance and reflecting ourenvironmental priorities. document provides recommendations impact ofourlanduse. Asaresult, this focused onreducing theenvironmental developing the YVR 2037MasterPlan the majorityofourtechnical workin of sustainabilityinall decisionmaking, Although weconsiderall four pillars YVR 2037MASTER PLAN

21 /// AIRPORT SUSTAINABILITY/// AIRSIDE & AIRSPACECONTEXT /// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT

KEY RECOMMENDATIONS: SUSTAINABILITY

Near-Term Mid-Term • Perform lighting and building retrofits • Explore rainwater capture and to reduce energy consumption. greywater use. • Explore onsite generation and • Construct airside and groundside distribution of alternative energy. infrastructure that facilitates • Increase low emissions vehicle fleet. efficient operations. • Optimize waste management systems • Explore opportunities for habitat to increase waste diversion rates. enhancement while minimizing • Continue to monitor and maintain wildlife hazards to aviation safety. local water quality and air quality conditions. In the Future • Implement a sustainable energy • Continue environmental measures, system for heating and cooling of support innovative technologies terminal buildings. and explore partnerships to reduce greenhouse gas emissions (GHG), water usage and waste.

22 YVR 2037 MASTER PLAN OUR APPROACH TO SUSTAINABILITY IS BUILT ON THE PILLARS OF ECONOMIC, SOCIAL,

ENVIRONMENTAL AND GOVERNANCE. CONTEXT SUSTAINABILITY /// AIRPORT

WHY IT MATTERS YVR plays a vital role in the region’s economic resilience, connecting British Columbia to a world of opportunity. As Canada’s second busiest airport, we know how quickly that world moves. To keep pace and remain a premier global gateway, we need to make choices that enable us to grow sustainably while meeting the needs of our community and our environment.

ENVIRONMENTAL STEWARDSHIP We strive to be a world class airport that values excellence in environmental management. We do this by reducing our impact on Sea Island and the surrounding environment through a variety of methods. These include the management of wildlife to keep birds and planes safe, management of storm water, protection of water quality and management of waste with diverse recycling and organics programs. We recently became the world’s first Salmon-Safe certified airport, which speaks to our commitment to transform our land and water management practices.

Impact Reduction Climate Adaptation In keeping with YVR’s Environmental Because of its location on Sea Island, Management Plan (EMP), the Master Plan YVR is particularly vulnerable to variations looks at the airside system, terminal in climate, extreme weather events expansion, ground access and utilities and rising sea levels. The Master Plan infrastructure with a view to prioritizing considers the impact to infrastructure the reduction of GHG emissions, waste and identifies areas where additional and potable water consumption and analysis is required. As an example, we improving ecosystem health on are currently implementing a multi-year Sea Island. program to raise our dyke levels to 4.7 metres geodetic—a new height standard— The Master Plan also looks at ways and we are partners in the regional lower to minimize emissions from ground Fraser River flood management strategy. transportation by providing passengers, We also plan to develop a Climate Change employees and business partners with low Adaptation and Risk Management Plan impact options that shorten travel times. to help us ensure the resiliency of our planning, policies and systems.

YVR 2037 MASTER PLAN 23 FINANCIAL STABILITY The Airport Authority has no shareholders BORDERXPRESS™ kiosks, which improve and reinvests all profits back into airport processing times and minimize the operations and development. YVR employs queuing space required within customs more than 24,000 people, generates $8.4 halls. YVR’s Innovative Travel Solutions billion in total GDP and adds $16.5 billion group designs and develops these kiosks in total economic output to the Canadian to automate border processes and is the economy annually. world’s largest provider of non-registered, self-service border solutions. Kiosk Revenue Diversification systems such as Automated Border

/// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT In 2016, the Airport Authority generated Control (ABC), Automated Passport Control $489.7 million in revenues, with (APC) and the newly introduced Primary aeronautical revenues (landing and Inspection Kiosks (PIK) reduce queuing terminal fees) accounting for 26 per cent and wait time, which increases processing of that figure, the Airport Improvement speeds and enhances our capacity. Fee (AIF) accounting for 31 per cent and non-aeronautical revenue (which includes YVR’s self-service border kiosk technology concessions, such as duty free and is in use at 39 airport and seaport advertising, car parking and terminal and locations around the world, serving more land rents) accounting for 43 per cent. YVR than 90 million passengers at more than focuses on maximizing non-aeronautical 1,300 kiosks. YVR also recently partnered revenue to keep rates and charges with Glidepath to develop the world's most competitive so that we can continue accessible, efficient and intuitive self- attracting new carriers and routes. service bag drop on the market, improving speed and ease of use for travellers. Innovation By selling these technologies around the Innovation is essential to the Airport world, we can increase our profitability Authority’s ability to be a perceptive and reinvest the net proceeds from these airport and has been a key driver in our global sales in YVR, which ultimately economic sustainability since we sought to benefits all British Columbians. develop solutions for our business in 1996. By finding new and better ways of doing things, we can significantly enhance our IN 2015, BORDERXPRESS™ KIOSKS WERE efficiency, postpone the need for capital RECOGNIZED BY THE CAPA CENTRE FOR expenditure and unlock new sources of AVIATION AWARDS AS AIRPORT INNOVATION revenue. Our Master Plan identifies areas OF THE YEAR. WE MOST RECENTLY where innovation and automation can DEVELOPED BORDERXPRESS™ GLOBAL, enable us to serve more passengers within THE WORLD’S FIRST SELF-SERVICE our existing footprint, thereby reducing SOLUTION DESIGNED TO MEET THE terminal expansion requirements. IMMIGRATION NEEDS OF ANY GOVERNMENT IN THE WORLD. INNOVATION IS INTEGRAL We were the first airport to develop TO OUR DAY-TO-DAY BUSINESS AND common-use self-service technology INCREASES THE EFFICIENCY OF PASSENGER for passenger check-in, reducing airline PROCESSING, WITH 95 PER CENT OF OUR space and staffing requirements. This PASSENGERS USING THESE KIOSKS. was followed by the development of our

24 YVR 2037 MASTER PLAN /// AIRSIDE & AIRSPACE /// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT

25 YVR 2037 MASTER PLAN YVR 2037 MASTER PLAN 025 Needs to be res'ed up /// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT

26 YVR 2037 MASTER PLAN In 2013, we embarked in a partnership with McArthurGlen to develop a designer outlet centre on Sea Island. This shopping centre is a key tourism destination in our region and provides an amenity for the community and passengers. It is also a key economic driver for the airport, generating an additional source of non-aeronautical revenue that is reinvested back into the airport. /// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT In 2014, we established Vancouver Airport Property Management LLP (VAPM), which owns and operates several multi-tenanted cargo and office facilities on Sea Island. The VAPM team manages these facilities with a focus on developing and expanding cargo business at YVR. Revenues earned from leases are reinvested into operations, maintenance and development of facilities.

SOCIAL ACCOUNTABILITY Sustainability is about more than just reducing our impact—it is also about enhancing positive relationships with our neighbours. We are committed to engaging the community in the creation of a plan that supports our shared future. This is reflected in the consultative process and community input that helped to shape the Master Plan.

Connectivity To support tourism and reinforce our role as a gateway to the rest of the province, the Master Plan supports retention of YVR’s South Terminal, floatplane operations and our Crosswind Runway—all of which play an important role in connecting passengers and communities across British Columbia.

Accessibility We want to ensure that everyone who wants to travel is able to do so at YVR. The Master Plan incorporates Universal Access for the terminal and ground transportation so that we can create an airport that welcomes everyone, including people with disabilities, seniors and those requiring mobility assistance. Beyond meeting standards and requirements, YVR is committed to creating world class facilities and programs that exceed expectations for Universal Access provisioning.

Noise Management Noise management is a key consideration for our community and for us. The Master Plan includes consideration of noise impacts and supports new aviation technologies such as Required Navigation Performance (RNP), which will introduce the potential to reduce environmental and noise impacts even further by improving aircraft efficiency and precision.

YVR 2037 MASTER PLAN 27 YOU TOLD US YOU WANTED SUSTAINABLE TRAVEL OPTIONS THAT REDUCED CARBON /// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT EMISSIONS AND FOR YVR TO BE A SELF-SUSTAINING AIRPORT WITH A SMALLER ENVIRONMENTAL FOOTPRINT.

WISE GOVERNANCE The way we plan, manage and lead at YVR is integral to our future success. Our Board of Directors is made up of members of the community who help ensure that YVR's plans support our collective, long-term success.

YVR has developed a comprehensive Enterprise Risk Management (ERM) system to safeguard the achievement of strategic and business objectives. The ERM system identifies and mitigates a broad range of risks with environmental, social, physical and business impacts. The risk registry is regularly updated to reflect changing issues and threats confronting the airport and the organization. In 2016, YVR was recognized for Best Practice in Enterprise Risk Management by the Governance Professionals of Canada for its important contribution to ERM. Risk management has become a key component in our organizational culture, embedded into everyday planning through our Board and Executive Team. Not only does it help us evaluate projects and understand how to mitigate potential risks, risk management also ensures that we take a broad view when planning a safe and accountable future.

Decision Framework We are committed to being a leader in sustainability and have incorporated sustainability considerations into our decision making framework. The Airport Authority adopted decision support matrices to evaluate the impact of planned projects and initiatives on YVR’s supporting objectives. These matrices provide a framework to examine competing options in the context of our supporting objectives and guide the discussion around the benefits and challenges of each. The Master Plan is aligned with this methodology and used these matrices to evaluate the impact of planned projects and initiatives against criteria based on the supporting objectives including sustainability.

28 YVR 2037 MASTER PLAN contribute totheongoingstrategy anddecisionmakingthatshapes theairport. feedback from theairlines, enablingthemtovote onproposed capital projects and NAV CANADA and Transport Canada. Athird consultative committeeexists togather environmental groups, industry, municipalgovernment, theMusqueamFirst Nation, Committee (ANMC)are made upofarange ofstakeholders, includingcommunityand The Environmental Advisory Committee(EAC) and Aeronautical Noise Management at YVR. These committeesalsoprovide inputoncapital projects andongoingissues. that provide guidanceonenvironmental issues, initiatives andnoisemanagement YVR maintainstwolongstandingcommunityandstakeholder-based committees Transparent andEffectivePublicEngagement YVR 2037MASTER PLAN 29 /// AIRSIDE & AIRSPACE YVR IS A PLACE TO BE PROUD /// AIRPORT SUSTAINABILITY CONTEXT SUSTAINABILITY /// AIRPORT OF—IT’S PART OF THE DESTINATION, NOT JUST AN AIRPORT TO PASS THROUGH. I’VE APPRECIATED THE OPPORTUNITY TO PROVIDE INPUT ESPECIALLY AROUND INNOVATIVE ENVIRONMENTAL MANAGEMENT INITIATIVES.

Rainwater collection and solar power harnessing are important options to explore. I’d lik