Sustainability Overview

Priorities and
Performance

The GTAA tracks and measures key sustainability indicators to help manage performance and drive continuous improvement.

We have developed a downloadable Sustainability Management Approach and GRI Index, which includes the management approach, metrics and performance data included in our online annual report, as well as GRI data and additional content in accordance with the GRI Standards: Comprehensive option (self-declared). Our GRI reporting includes the Airport Operators Sector Disclosure, which the GTAA helped to develop in 2011.

We continue to use an internal verification program to review Toronto Pearson’s performance data – including, but not limited to, assessing how data was captured, collected, reviewed and reported. We evaluated a sample of information related to the performance indicators to confirm that a documented process and adequate controls are in place; this ensures our ability to present consistent and accurate data. The GTAA does not currently have a policy or mandate with respect to externally assuring our non-financial reporting.

We review priority topics every two or three years – but we listen to and engage with stakeholders on an ongoing basis.
A large group of stakeholders gathered at Toronto Pearson

Our Priorities

Due to the evolving nature of the global aviation industry, the GTAA has committed to reviewing our priority (material) topics every five years. However, we address specific stakeholder priorities and concerns on an ongoing basis. We will next review our priority topics by 2020.

In our 2015 Annual Report, we undertook a thorough review of priority topics by reassessing those identified in the previous year’s report. To determine priority reporting topics, we considered stakeholder feedback gathered through surveys and other methods, as outlined in the Stakeholder Engagement section of this report.

We also looked at our priorities from an internal perspective – for example, how they aligned with the goals outlined in our strategic framework, and with leadership insights shared during annual in-person interviews conducted with members of the GTAA’s executive team.

Our Priority Topics

The diagram below provides a present-day view of our corporate responsibility priorities. They are tied to our 20-year strategic goals, which were developed to reflect what is most important to the GTAA and its stakeholders, along with areas where our impact is considered to be most significant.

Safety
  • Lost-time injuries (LTI) reduction
  • Promoting a culture of safety and security
  • Safety and security management systems
  • Toronto Pearson Safety Index Program
Passenger and Customer Service
  • Airport Service Quality (ASQ)
  • Efficient passenger flow per ICAO standards
  • Service Level Agreements and performance standards with major airline partners
  • Ground transportation
Corporate Responsibility – Social
  • Economic impact and opportunities
  • Community engagement
  • Noise management
Corporate Responsibility – Environmental
  • Energy
  • Climate-change adaptation
  • Greenhouse gas emissions
  • Waste and stormwater management
  • Deicing and anti-icing fluid
Aviation Growth
  • Airport capacity
  • Long-term partnerships
  • Public policy and compliance
Financial Sustainability
  • Net income
  • Return on assets
  • Free cash flow generation
  • Business continuity
Engaged People
  • Employee engagement
  • Talent acquisition
  • Talent development
  • Rewards and recognition

Performance Scorecard

Goals and Performance Metrics 2016 2017 Projected
Aviation Growth
Passenger traffic (millions) 44 47 51 (2018)
Aircraft movements (thousands) 456 465 510 (year 2020)
Cargo volume (tonnes) 472,300 534,500 590,000 (year 2020)
New international cities (net increase) 10 11 Continue to increase new international destinations
Passenger and Customer Service
Airport Service Quality (ASQ) 4.25
Second in North America and 13th in the world (>40MM passengers)		 4.31
First among North American and European airports (>40MM passengers)		 Top 10 of World Airports (in the same size category) for ASQ
Customer complaints per million passengers* 52.7 74 Continue to improve the passenger and customer experience
Customer compliments per million passengers* 9.4 11 Continue to improve the passenger and customer experience
Engaged People
Employee engagement (Aon Hewitt) 66% 69% Top quartile among Canadian employers by 2019
Direct jobs 49,000 51,000 By 2030, it’s estimated that Toronto Pearson could generate and facilitate 542,000 jobs in Ontario.
Diversity Diversity (% employees)
Women: 27.2%
Aboriginal peoples: 0.8%
Persons with disabilities: 0.7%
Visible minorities: 19.7%		 Diversity (% employees)
Women: 28.4%
Aboriginal peoples: 0.9%
Persons with disabilities: 0.7%
Visible minorities: 20.7%		 The GTAA views diversity as one of our most competitive advantages; it ensures our ability to meet the demands of a challenging marketplace. At the GTAA, we strive to create a workplace that reflects the diversity of the community we serve. To us, it is critical to ensure fair employment practices and treatment of our employees across our organization.
Average salary Women
Managers: $113,000
Non-Managers: $69,000

Men
Managers: $120,000
Non-managers: $78,000		 Women
Managers: $114,932
Non-Managers: $74,798

Men
Managers: $130,522
Non-Managers: $83,456		 The GTAA embraces its obligations under federal employment equity and human rights legislation; hiring practices are determined based on the individual, irrespective of the gender and background of employees.
Safety
Toronto Pearson Safety Index (lost-time injuries per million enplaned and deplaned passengers) 7.78% reduction from 2015 6.5% reduction from 2016 Vision of zero lost-time injuries
Corporate Responsibility – Environmental
Stormwater Refer to 2016 GRI Index Refer to GRI Index
Ambient air quality The results from the modelling indicated that the air quality in the study area is dominated by the regional emissions, in particular those associated with transportation in the study area Develop and implement an action plan associated with the Air Quality and Human Health Risk Assessment
Solid waste 74% diversion 71% diversion Develop a roadmap for GTAA to achieve zero waste
GHG emissions and climate change Airport Carbon Accreditation Program – Level 3 In 2017, the GTAA increased its use of electric vehicles and installed charging stations for electric fleet vehicles and for employees in the parking lots. 80 per cent reduction by 2050
Energy conservation (MWh) 4,100 MWh 5,000 MWh $10M in expected savings by 2026 from the GTAA’s LED projects
Natural gas (GJ)
Gasoline (litres)
Diesel (litres)		 Natural gas: 412,886 GJ
Gasoline: 447,415 litres
Diesel: 1,449,330 litres		 Refer to GRI Index Continue to implement the energy conservation and efficiency initiatives identified in the 2015–2019 Energy Master Plan to reduce consumption
Sustainable transportation Introduced Green Commuter Rebate Program: $50/month rebate for GTAA employees taking a green mode of transportation to/from work Over 200 employees registered for the Green Commuter Rebate Program Continue to increase participation in the Green Commuter Rebate Program
Corporate Responsibility – Social
Noise 53,135 complaints from 880 callers 168,676 complaints from 2,399 callers 2018–2022 Noise Management Action Plan
Community Investment Impact (Propeller Project participants) 29,499 participants Committed nearly $800,000 in support of 24 community projects – including Scientists in School, CivicAction, ACCES Employment and others – which benefited more than 67,000 residents Continue to support community investment opportunities
GRI Indicators
  • 102-35
  • 102-38
  • 102-47
Sustainability Overview

Learn more about how we operate our airport responsibly

At Toronto Pearson, we embrace our obligation to manage growth sustainably. We respect the needs of all stakeholders while balancing the vital dimensions of social, economic and environmental responsibility.