GTAA Annual Report 2016

Pearson
Connects

Scott Robertson,
human resources associate
and frequent traveller

Georgeta Suvaina,
Passenger Service Representative,
GTAA

Local
Global

Zak Mashadi,
Business Development
and Legal Counsel, TWI Foods Inc.

Todd Letts,
Chief Executive Officer,
Brampton Board of Trade

Growth
Jobs

Stephen Wilcox,
CM, Airport Manager,
Oshawa Executive Airport

Mayor Dave Jaworsky,
City of Waterloo, Ontario

Region
Network

Nina Patel, Director,
Passenger Operations District,
Canada Border Services Agency (CBSA)CBSA

Carlie Waksdale,
Toronto-based graphic designer
and global traveller

Safe
Efficient

Eileen Waechter,
Director, Airport Planning,
GTAA

Lindsey Goodchild,
Co-founder and CEO,
Nudge Rewards

Present
Future

Executive Letters
President and CEO Howard Eng
A Message from the Board Chair

Broadening our Scope and Impact

Toronto Pearson is evolving in several dimensions, as we help to improve regional ground transportation, elevate our airport’s role in the global arena and support initiatives to boost social and economic well-being in our neighbouring communities.

In 2016, we continued to meet the challenge of growing demand for air travel to and from the Greater Toronto Area, southern Ontario and the rest of Canada – as well as the rise in traffic from connecting passengers who see our airport as an efficient global hub. This report details many tangible measures of progress as we pursue the objectives set out in our 20-year strategic plan. At the same time, the themes explored here reflect a significant shift, over the past few years, in the scope of the GTAA’s strategic priorities.

Originally, we were focused on developing and operating a key piece of Canada’s transportation infrastructure, helping travellers get quickly and safely from Toronto Pearson to cities around the world. Today we see our role more as a provider of critical connections – between the local and global economies, and between the services we help to deliver and the transportation networks that extend across our surrounding region.

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In 2016, we continued to meet the challenge of growing demand for air travel to and from the Greater Toronto Area, southern Ontario and the rest of Canada – as well as the rise in traffic from connecting passengers who see our airport as an efficient global hub. This report details many tangible measures of progress as we pursue the objectives set out in our 20-year strategic plan. At the same time, the themes explored here reflect a significant shift, over the past few years, in the scope of the GTAA’s strategic priorities.

Originally, we were focused on developing and operating a key piece of Canada’s transportation infrastructure, helping travellers get quickly and safely from Toronto Pearson to cities around the world. Today we see our role more as a provider of critical connections – between the local and global economies, and between the services we help to deliver and the transportation networks that extend across our surrounding region.

Improving Ground Transportation

This is the impetus behind our proposal to develop a regional transit centre at Toronto Pearson integrating rail, light rail and bus connections to communities across the Greater Golden Horseshoe. Our planned multi-modal hub will improve access to the airport while bringing much-needed transit options to the Airport Employment Zone, the dynamic area around Toronto Pearson that is Canada’s second-largest employment cluster, providing jobs for more than 300,000 people. In the coming year we will deepen our constructive partnerships with key stakeholders – including transit authorities and federal, provincial and municipal governments – to determine how our plan can be implemented to maximize regional productivity, competitiveness and economic growth.

Moving to a higher tier

Complementing this focus on our regional role is a new perspective on Toronto Pearson’s evolution in the international context. Already established as a global hub, our airport meets many of the criteria for an emerging, higher-tier category: the mega hub. Defined quantitatively as an airport serving over 50 million passengers a year – with at least 20 million originating abroad – a mega hub supports levels of connectivity that few global hubs have the capacity or financial resilience to sustain. And the benefits can be significant, as each new route or scheduled flight attracts additional valuable connections, which in turn drive exponential economic gains in the mega hub’s immediate region.

Howard Eng, the GTAA’s Chief Executive Officer, with the full endorsement of the Board, has begun talking to various external stakeholders about Toronto Pearson’s mega hub strategy and its potential to create local prosperity through global connectivity. We expect those consultations to become more robust in the year ahead.

Connected to our Communities

Our discussions about Toronto Pearson’s future are part of a broader conversation with all of our stakeholders, and particularly those who live and do business nearby. The Community Environment and Noise Advisory Committee (CENAC), which includes residents and elected representatives from neighbouring communities, held five public sessions last year to address questions about our airport’s impact and provide updates on the GTAA’s Noise Management Program. Other highlights of our ongoing environmental efforts included further progress against targets in our stormwater and waste management programs, and the adoption of LED lighting in many more areas of the airport – part of an energy conservation strategy that will ultimately yield $1.5 million in annual savings.

In the past year we also extended and strengthened Toronto Pearson’s relationships with a range of community focused organizations, from the Oakville Community Foundation – as the lead sponsor for a program to promote diversity and inclusion – to the Scientists in School education initiative. As well, we continued to support many of the thousands of Syrian refugees who arrived in Canada via our airport: we matched travellers’ generous donations to provide $150,000 in transit passes to newly arrived families; and we sponsored the Nai Syrian Children’s Choir in its remarkable work to make young newcomers feel welcome through music.

These and many other public engagement initiatives undertaken in 2016 reflect the GTAA’s renewed focus on corporate giving. Adopting a model pioneered by the not-for-profit Imagine Canada, the Board voted in late 2015 to invest 1 per cent of annual pre-tax profits through Toronto Pearson’s charitable Propeller Project, focusing on programs that create pathways to employment and build stronger communities. After establishing a governance framework – including a committee of distinguished external advisors – along with processes to review and approve grant applications, in 2016 we were pleased to donate an initial $800,000 to an array of deserving organizations.

A strategy driven by people

This collective commitment to the public good is reflected in the individual dedication of our Board members. This year Poonam Puri, a respected lawyer and expert on corporate governance, reached the end of her mandated term as a GTAA director. We’re grateful to Poonam for her many valuable contributions over the past nine years.

The strategic goals that the Board helps to frame are developed and put into action by the executive team led by Howard Eng, who continues to demonstrate his gift for articulating the GTAA’s vision, setting a clear management agenda and inspiring a group of talented individuals to work together toward common goals. We’re fortunate to have a CEO who is widely recognized as a leading global airport executive.

Lastly, we’re indebted to our diverse and highly engaged community of Toronto Pearson stakeholders, several dozen of whom have generously contributed their perspectives to this report. Their support, insights and guidance are critical to our continued success as we broaden the scope and impact of one of the world’s leading airports.

Signature of Howard Eng

David Wilson
Chairman

President and CEO Howard Eng
A Message from the President and CEO

Connecting Today to Tomorrow

As demand for fast, efficient global access continues to grow, Toronto Pearson links Canadians to opportunities worldwide while helping to integrate transit networks in our own backyard. Our impact can be summed up in two words: we connect.

In 2016, more than 44 million passengers travelled through Toronto Pearson – an 8 per cent increase over the previous year, reflecting the continued growth in demand that has shaped our airport over the past two decades. Those additional three million travellers were attracted by our ability to provide quick, smooth connections to the rest of Canada, North America and the world – while serving as a gateway to our region for visitors from every part of the globe.

But there’s far more to our airport’s role than getting people efficiently and comfortably from one place to another. As this annual report shows, Pearson connects in countless ways. We link local, regional and national enterprises to the global economy, opening up new markets for innovative products and services. We facilitate business development, immigration, tourism and, more generally, the crucial flow of people and ideas.

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In 2016, more than 44 million passengers travelled through Toronto Pearson – an 8 per cent increase over the previous year, reflecting the continued growth in demand that has shaped our airport over the past two decades. Those additional three million travellers were attracted by our ability to provide quick, smooth connections to the rest of Canada, North America and the world – while serving as a gateway to our region for visitors from every part of the globe.

But there’s far more to our airport’s role than getting people efficiently and comfortably from one place to another. As this annual report shows, Pearson connects in countless ways. We link local, regional and national enterprises to the global economy, opening up new markets for innovative products and services. We facilitate business development, immigration, tourism and, more generally, the crucial flow of people and ideas.

The economic activity enabled by our airport drives greater prosperity throughout our region, most obviously in the form of employment. According to an independent study of our economic impact that was updated in the past year, Toronto Pearson generates or facilitates more than 330,000 jobs in Ontario. The total annual economic impact of our airport is calculated at $42 billion, or 6.3 per cent of Ontario’s GDP. This is projected to reach $63 billion, or 6.8 per cent of GDP, by 2030.

What’s more, our impact extends right across the country. From the lobster fishery of Atlantic Canada to the ski resorts of British Columbia, businesses count on Canada’s largest airport to provide easy global access and to welcome travellers from abroad who have money to spend or invest. From coast to coast to coast, Pearson connects Canadian communities and enterprises to long-term growth and prosperity.

We’re in the connectivity business

The people we’re here to serve don’t just journey from airport to airport. Regional travellers make their way to Toronto Pearson from their homes or places of business, while those arriving from elsewhere typically have a few more kilometres to journey before they reach their final destination. We therefore also have an important role to play in supporting convenient, efficient and sustainable ground transportation.

In the past year, we announced plans for a regional transit centre integrating Toronto Pearson with existing and proposed rail and bus networks that will ultimately link much of southern Ontario. Working closely with ground transportation agencies and all levels of government, we’ve proposed a multi-modal hub that will provide easier access to our airport and – more importantly – offer greener, more economical and less stressful transit options for the hundreds of thousands of commuters who currently travel our region’s traffic-clogged roads.

The GTAA is ideally positioned to spearhead development of the regional transit centre, based on geography, infrastructure and, above all, experience. Because while our focus at Toronto Pearson is on aviation, our real expertise is helping enhance the flow of people and goods across our region and around the globe. We’re in the connectivity business.

Where the present meets the future

This larger vision of how Pearson connects is driving our evolution from a major global hub to a “mega hub” – one of a handful of airports worldwide whose interconnections bridge dynamic regional economies. In planning for our evolution to this higher tier of airports, we’re responding to the needs of the communities we serve, as more and more travellers crisscross the planet and regional businesses connect with the wider world.

As a mega hub, Toronto Pearson will extend its potential reach via daily direct flights to 80 per cent of the global economy. The volume of connecting passengers, which already accounts for nearly a third of total traffic, will steadily grow, allowing carriers to add more routes than origin-and-destination traffic alone could support. These new global dimensions will in turn boost the competitiveness of our region – and all of Canada – through increased trade and foreign direct investment. The economic benefits highlighted throughout this annual report will only deepen as Toronto Pearson grows to support a projected 700,000 jobs in the region.

We’ve begun sharing our mega hub vision with diverse stakeholders and will continue these consultations in the coming year, confident that we’ve built a solid foundation for success. Our airport is a self-sustaining enterprise with a healthy balance sheet. Working with carriers, government agencies and other partners, we’re improving passenger flow in areas such as baggage processing, customs and immigration (both Canadian arrivals and U.S. preclearance) and security screening. And we’re maximizing the value of existing assets by adding more retail and dining options while revitalizing spaces such as the central node in Terminal 3 – all to enhance the overall airport experience.

The impact of these efforts is reflected in our highest score yet in the globally recognized Airport Service Quality (ASQ) passenger satisfaction survey. Toronto Pearson advanced against nine of 10 key quality benchmarks in 2016 – three years ahead of target in our long-term quality strategy. That momentum is sustained by the strong support of our Board of Directors, which provides vital counsel as we pursue our strategic goals. And as always we’re indebted to the over 1,500 employees of the GTAA – and the 49,000 people who work at our airport – who support our vision every day. Their readiness to help ensure passengers enjoy the best possible experience is captured in the highly successful engagement campaign we launched during the past year: I am Toronto Pearson.

As Canada’s largest airport and a leading global hub, we’re here to create connections that wouldn’t otherwise happen. We link adventurous people to promising opportunities, and we bridge the ambitious dreams of today to the achievements of tomorrow. Because this is what a great airport does. We connect.

Signature of Howard Eng

Howard Eng
President and Chief Executive Officer

Annual Report Highlights

As a global hub, Toronto Pearson opens up new opportunities not just for Southern Ontario, but for dynamic regional economies across the country – including the ski tourism areas of British Columbia.

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Looking out from his office perched above the snow-covered slopes of the Okanagan Highland, Michael Ballingall sees clearly the crucial role that air connectivity plays in business growth. As Senior Vice President with Big White Ski Resort, the second-most popular skiing destination in British Columbia, Michael has worked with nearby Kelowna International Airport to promote vacation packages as well as real estate opportunities to skiing and snowboarding enthusiasts from Eastern Canada and beyond.

“Since non-stop service began from Toronto Pearson, there have been many positive economic spinoffs,” Michael says, “including new families moving into our area, better medical facilities, more technology-based businesses and even higher enrolments at our campus of the University of British Columbia. Most important for us has been the substantial increase in skiers arriving via Toronto. The easy connection, with business-class options and the ability to bring your equipment on the same aircraft, has brought a whole new group of guests to local resorts, benefiting the entire Okanagan Valley.”

We help travellers move quickly through our airport, but that’s just part of getting from A to B. Toronto Pearson is evolving into a hub for regional transportation, integrating transit, rail and road to ease every step in the journey to and from people’s front doors.

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The GTAA continues to play a lead role in the development of a regional ground transportation strategy for the Greater Toronto Area. Last year we consulted extensively with the Toronto Transit Commission and Metrolinx – which oversees GO Transit – as well as planning authorities and decision makers at the municipal, provincial and federal levels.

In February 2017, we unveiled our proposal for a regional transit centre at Toronto Pearson connecting employment and residential areas across the Greater Golden Horseshoe. This multi-modal hub, to be built adjacent to our terminals, will support the UP Express rail link to downtown Toronto, as well as existing bus services. The hub will also connect several transit lines in development or at the proposal stage, including the Eglinton Crosstown West LRT, Mississauga Bus Rapid Transit, the Finch West LRT, Regional Express Rail (to/from Kitchener-Waterloo) and the province’s High-Speed Rail concept.

This transit centre is part of a vitally needed solution for the region’s increasingly congested roads. Of more than 300,000 people who work in the Airport Employment Zone – the second-largest such cluster in the country – more than 90 per cent have to make the daily commute by vehicle. The time they spend in traffic stifles productivity, erodes quality of life and greatly increases greenhouse gas emissions.

Currently, only about 10 per cent of passengers access Toronto Pearson via public transit, compared to 36 per cent at London Heathrow and 60 per cent at Shanghai Pudong. The multi-modal hub, with integrated check-in facilities and security screening, will free air travellers from traffic headaches and further reduce pressure on roads. And at a broader level, it will mesh the global connectivity of Toronto Pearson with transportation networks across southern Ontario, boosting competitiveness and creating new opportunities for growth.

The 49,000 people who work at Toronto Pearson are coming together, with enthusiastic support from their employers, to create a passenger experience that delivers on our vision to be the best airport in the world. It starts with a simple question: How can I help?

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Visitors exploring behind the scenes at Toronto Pearson often note the feeling of pride expressed by the 49,000 people who are directly employed at our airport. In a diverse range of organizations, large and small, you find a shared appreciation for the role Canada’s largest airport plays in the life of our country and the global transportation network.

In the past year, we looked at how we can channel that grassroots pride toward the people whose experience of Toronto Pearson ultimately decides our ranking among the world’s best: our passengers. The result is I am Toronto Pearson, a movement that inspires everyone working at our airport to become ambassadors and celebrates the many exceptional employees who go out of their way to help passengers every single day.

Bringing together leaders and front-line staff from the GTAA and seven major airport employers, I am Toronto Pearson immediately gained momentum. And as ambassadors from the founding organizations continue to spread the word, more and more businesses are getting onboard.

The spirit of I am Toronto Pearson is summed up in a simple question we invite employees to ask themselves and pose to passengers they meet on the job: “How can I help?” Everyone should feel empowered to stretch their job descriptions and make a difference, whether providing a bit of unexpected help or welcoming newcomers to our community and our country. When such “moments of truth” are repeated countless times each day, they add up to a transformative passenger experience and move us steadily closer to becoming the world’s best airport – one passenger at a time.

In 2016, over three million more travellers passed through Toronto Pearson than in the previous year – and they carried with them about three million more bags. Faced with growing pressure to handle high volumes of baggage quickly and smoothly, we’re investing $300 million to enhance our processes and systems.

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Ensuring we’re equipped to move passengers’ bags as efficiently as possible is the focus of a complex, multi-year initiative by the GTAA. Working closely with Air Canada and other carriers, we’ve made significant improvements to inbound and outbound baggage handling by sharing more tracking data and improving work processes. But the challenge has become all the more complex as the number of connecting passengers rises at a faster rate than origin-and-destination traffic.

In the past year, nearly 14 million people flew via Toronto Pearson to their ultimate destinations. Ensuring that passengers’ bags accompany them on connecting flights is a complex operation, as they may be arriving from domestic, U.S. or international cities and catching flights to similarly varied destinations. This is an area where we’re investing significant capital and resources as we evolve from five legacy baggage systems to one integrated solution that moves bags seamlessly between our two terminals while providing for automated holding areas, additional security screening where required and – for originating passengers – the convenience of checking in anywhere. This is the next phase of our Baggage Master Plan, which combines infrastructure enhancements with human-centric process design to ensure this aspect of our airport keeps pace with continued growth.

In 2016, we added 25 new shops and restaurants to make our airport more welcoming and enjoyable. The redeveloped passenger space in Terminal 3 includes a dramatically expanded duty-free store and luxury boutiques, plus enhanced retail and dining options.

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OTG operates more than 350 restaurants and retail food concepts in airports across North America, including 11 locations at Toronto Pearson serving everything from contemporary Indian cuisine to gourmet paninis by Chef Mark McEwan. Known for innovative design and use of technology, OTG brought digital menus to Pearson in 2012 and now has 2,300 tablets in dining and waiting areas to keep travellers connected and engaged. One of OTG’s latest concepts is Beerhive, featuring Ontario craft beers. It’s part of a revitalized 50,000-square-foot dining and retail space opened in Terminal 3 during the summer of 2016.

Corporate sustainability highlights

Safety

Being a safe and secure airport is the GTAA’s highest priority. In 2016, over 44 million people passed through our doors, and it is important that each passenger, customer, employee and visitor arrives home safely at the end of the day.

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To foster a culture of safety at the airport, we have the Toronto Pearson Safety Program, a comprehensive program that focuses on aviation safety, security, terminal and groundside safety, environment, technical and construction, occupational health and safety and emergency management. The goal of the Program is zero injuries, because we believe all injuries and accidents can be prevented.

We work directly with our staff and contractors to set goals and to improve safety practices and performance. In 2016, we implemented the SafeStart training program to plan, think and act within a greater safety mindset, and we mandated that our contractors be COR™ certified by 2017.

As delegated by the GTAA’s Board of Directors, the Board’s Risk Oversight Committee oversees the GTAA’s safety and security program at Toronto Pearson. Our management team, in turn, is responsible for ensuring that such policies and programs meet legislative and regulatory requirements and best practices.

Implementation of our Safety Strategy is primarily the responsibility of our Vice President of Governance, Corporate Safety and Security, and our team of executives and managers are accountable for the adoption of all applicable safety policies, programs, practices and training.

Passenger and customer service

Our mission: “passengers are our passion.” In the coming years, passenger and customer traffic at Toronto Pearson will reach unprecedented levels, directly influencing our long-term growth and viability.

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We remain committed to partnering with top-notch hospitality, transportation and retail service providers to deliver an always-improving passenger experience. This is the very core of our operations and activities.

Recently, the GTAA has implemented a number of initiatives to provide faster and more streamlined passenger processing, enhanced flow, and improved atmosphere and amenities throughout Toronto Pearson. These include:

  • Passenger navigation enhancements
  • Improved pre-board screening experience
  • Self-service passage kiosks and trusted traveller programs
  • International to domestic baggage connections
  • New restaurants, stores and services
  • Strategic partnerships and advertising
  • Volunteer program
  • Parking and ground transportation

Beyond our passengers and customers, we are also committed to serving the airlines and businesses that call Toronto Pearson home. We work closely with partners like the Canadian Air Transport Security Authority to ensure smooth and efficient security screening service.

Internal collaboration on passenger and customer service strategy is essential if we are to achieve our vision of being “the best airport in the world.” With the highest service standards in mind, our Vice President of Customer and Terminal Services leads a team of employees dedicated to a simple goal: improve the passenger experience.

Aviation growth

Toronto Pearson is North America’s second-largest international gateway airport, serving over 44 million passengers in 2016 (an increase of 3 million from the previous year).

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Much more than a regional hub, Toronto Pearson’s catchment area extends well beyond the Greater Toronto Area, as up to 200 million people live within a two-hour flight from the city. This is only the beginning. By 2043, the number of passengers expected to travel through Southern Ontario by air is expected to reach 90 million, the majority of whom will travel through Toronto Pearson.

As Canada takes a greater role on the world stage, Toronto Pearson will need to grow to support and serve the needs of Canadians – locally, regionally and nationally. The ability to engage the world is critical for the country’s future, and essential if we are to ensure a diverse, creative and innovative economy.

With the service of 65 airlines, Toronto Pearson provides direct flights to 33 Canadian cities and 152 international cities. The airport is Canada’s largest entry and departure point for international air service.

To meet unprecedented demand and remain regionally competitive, the GTAA needs to collaborate with our partners – neighbouring communities, governments, airlines and industry peers – to create opportunities for the region while staying true to our vision of “connecting the world through Toronto Pearson.”

In the short term, the GTAA continues to focus on capital programs to optimize both the capacity and use of existing infrastructure assets. This improves passenger, baggage and aircraft processing and flow in conjunction with regulatory requirements. Our vision to be “the best airport in the world” remains our long-term focus and several initiatives are already underway to transform Toronto Pearson into a multi-modal hub.

The GTAA’s Aviation Growth Strategy is, above all, a team endeavour. Our Chief Executive Officer is in constant dialogue with our executive leadership team, Board of Directors, management and a diverse group of employees. The message is clear: Toronto Pearson is focused on connecting citizens and helping Canada to compete in the global marketplace.

Engaged people

Fostering a workplace with highly engaged, innovative and collaborative people is critical to the ongoing success of the GTAA. Guiding this vision is our diverse, committed and capable executive team.

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We are committed to building a “talent pipeline” of front-line workers, managers and leaders who are passionate about working together to grow Pearson into a mega hub airport.

We know our employees take pride in the work they do every day to serve our passengers and customers. It’s that pride that has helped to build a strong airport culture. And it’s empowering all our team members with the right tools and development opportunities that will help us realize our vision to be “the best airport in the world.”

In 2015, we established Our Connection, a strategic framework that serves as a cornerstone for achieving our goals and living our values. By focusing on our Rules of the Runway – by making safety, customer service, accountability, teamwork and relationships important – we work and win together. At every level of the organization, GTAA employees lead by example to create a high-performance environment where everyone can be part of our success story.

As of December 31, 2016, the GTAA employed 1,513 persons engaged in management, technical, administrative and other operational activities. Included in that number are 152 seasonal employees working in our deicing and airfield maintenance departments. The majority of our employees are unionized, represented by either UNIFOR Local 2002 or the Pearson Airport Professional Firefighters Association (PAPFFA).

The Human Resources and Compensation (HR&C) Committee oversees the GTAA’s employment relationship with the President and Chief Executive Officer (CEO), and provides oversight of succession planning, executive compensation, talent and performance management, and enterprise people risks and policies. Advising the Board on these matters, the HR&C Committee makes recommendations in respect of executive compensation and human resources matters.

With a focus on creating sustained talent pipelines and a capable, engaged workforce, the GTAA’s Vice President of Human Resources and Corporate Services has full accountability for the GTAA’s long-term people and culture strategy.

Environmental responsibility

We know that Toronto Pearson’s operations impact local ecosystems and contribute to climate change. So, it’s our desire as a good neighbour to minimize the airport’s negative impacts and act as an environmental steward.

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The GTAA is committed to ensuring that all of our operations comply with applicable environmental laws and regulations, with particular sensitivity to public concerns. Through research, testing, responsible planning and collaboration with credible environmental service providers and partners like the Toronto and Region Conservation Authority (TRCA), we are able to strategically identify ways to improve both our environmental footprint and the well-being of communities that afford the airport its social licence to grow.

Thanks to our ongoing dialogue with regional associations and municipalities, the GTAA is actively involved with evaluating, and agile in adapting to, new regulations. Collaboration with forward-thinking peers in our regional eco-zone is critical to making meaningful impacts. That’s why the GTAA works with initiatives such as Partners in Project Green to balance our internal priorities and capture new market opportunities. Our role as an environmental steward is non-negotiable.

The oversight of environmental risks and related matters affecting Toronto Pearson has been delegated to the Board’s Risk Oversight Committee. Management is responsible for compliance.

The GTAA also has an Environmental Management Program dedicated to identifying environmental risks and priority areas. Through this program, mitigation plans are developed, implemented, monitored and continuously improved. At the same time, the GTAA’s Environmental Services division provides reports on risks and mitigation plan monitoring – quarterly to senior management, and semi-annually to the Risk Oversight Committee.

Our Vice President of Airport Planning and Technical Services (APTS) oversees our Environmental Management Program in concert with several groups within the GTAA. Always evolving, the Program is meant to reflect the requirements of the new 2015 ISO 14001 standard and Toronto Pearson’s Corporate Responsibility Strategy.

Social responsibility

While the GTAA provides direct and indirect jobs and opportunities to the people of the Greater Toronto Area, we have a broader mandate to support initiatives that reflect the priorities and ever-expanding cultural diversity of our region.

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Toronto Pearson’s growth means greater cultural and economic opportunities for our neighbouring communities. This also presents challenges. Noise and other impacts result from the airport’s operations and activities, and we must engage with the citizens affected by these issues.

A dialogue of respect is of utmost importance, and we are dedicated to engaging residents, civic organizations and other stakeholders through several initiatives. Town hall meetings, community investments and collaboration with organizations like the Community Environment and Noise Advisory Committee (CENAC) provide invaluable feedback to help us plan for the future. Our neighbourhood is 3.3 million strong, and we use every opportunity to critically evaluate options and continue to earn our social licence to grow.

The Propeller Project is our recently renamed community investment initiative and represents a more coordinated effort from the GTAA to empower our neighbours by financially supporting local projects. Whether through volunteering or financial donations, the GTAA wants to better understand how it can make significant, long-term impacts in local communities.

Led by our Vice President of Stakeholder Relations and Communications, the GTAA’s Stakeholder Engagement Program is always informed by our new Corporate Responsibility Strategy. The program calls for significant collaboration within the GTAA and the airport community.

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Annual Report 2016
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MD&A and Financials
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Supplement: Reporting in accordance
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