Priorities and performance

Sustainability is at the heart of Toronto Pearson’s corporate strategy and growth plans. We manage it as an integral part of our business, in pursuit of six strategic goals related to safety, engaged people, passenger and customer service, financial sustainability, aviation growth and corporate responsibility.

We publish our performance in this report and in a downloadable Sustainability Management Approach and GRI Index, which includes the management approach, metrics and performance data related to each of our priorities included in our online annual report. Our reporting is in accordance with the GRI Standards: Core option (self-declared) and includes the Airport Operators Sector Disclosure, which the GTAA helped to develop in 2011.

Also included in the Sustainability Management Approach and GRI Index are our material topics (i.e., specific priorities falling within our strategic goals), which were last assessed in 2015 and align with specific GRI topics. Our next materiality assessment will be conducted as part of the development of our five-year strategic plan. For 2018 reporting purposes, we considered ongoing feedback from our stakeholders, gathered through surveys and other methods outlined in the Stakeholder engagement section.

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.

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

2018

Projected

Aviation Growth
Passenger traffic (millions)	44	47	49.5	51 (2018)
Aircraft movements (thousands)	456	465	472	510 (year 2020)
Cargo volume (tonnes)	472,300	534,500	700,000	590,000 (year 2020)
New international cities (net increase)	10	11	10	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)	4.45 First among North American and European airports (>40MM passengers)	Continue to be first among North American and European airports (in the same size category) for ASQ
Customer complaints per million passengers*	52.7	74	109	Continue to improve the passenger and customer experience
Customer compliments per million passengers*	9.4	11	15	Continue to improve the passenger and customer experience

Engaged People
Employee engagement (Aon Hewitt)	66%	69%	74%	Top quartile among Canadian employers by 2019
Direct jobs	49,000	51,000	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%	Diversity (% employees) Women: 32.4% Aboriginal peoples: 2.2% Persons with disabilities: 5.1% Visible minorities: 33.9%	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	Women Managers: $121,538 Non-managers: $72,778 Men Managers: $130,739 Non-managers: $82,638	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	7.8% increase in injuries from 2017	Vision of zero lost-time injuries

Corporate Responsibility – Environmental
Stormwater	Refer to 2016 GRI Index	Refer to GRI Index	Refer to GRI Index	Stormwater Management
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		Refer to GRI Index	Develop and implement an action plan associated with the Air Quality and Human Health Risk Assessment
Solid waste	74% diversion	71% 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.	Refer to GRI Index	80% reduction by 2050
Energy conservation (MWh)	4,100 MWh	5,000 MWh	4,114 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	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	Over 250 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	119,613 noise complaints from 1,471 individuals	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	Invested over one million dollars in community projects through partnerships with 24 organizations within Toronto, Mississauga and Brampton	Continue to support community investment opportunities

Sustainability Overview