AA GRI 2011

Annual Sustainability ReportFISCAL YEAR 2011 (JULY 1, 2010 - JUNE 30, 2011)

Mastering the Art of Airports

SUSTAINABILITY REPORT

i.

Message From Our President/CEO 1

Message From Our Board Chair 4

Our Sustainability Story 5

San Diego County Regional Airport Authority Sustainability Policy 6

Our Business Performance 7

Our Environmental Performance 9

Our Social Performance 15

Our Team 15

Our Community 17

Our Customers 21

Our Reporting 24

GRI Index 25

Charts & Tables 31

Organizational Profile 36

About San Diego County Regional Airport Authority 36

About San Diego International Airport 37

Our Awards 38

Table of Contents

SUSTAINABILITY REPORTMESSAGE

1 Welcome to the first Sustainability Report from the San Diego County Regional Airport Authority, owner and operator of San Diego International Airport (SDIA). Presented in the form of an interactive digital portal (www.sustain.san.org) and based on Global Reporting Initiative (GRI) guidelines, this report lays out metrics tracking our economic, environmental and social performance – and our overarching commitment to sustainability – for Fiscal Year 2011 (July 1, 2010 to June 30, 2011).

We are pleased to present this report, because it is essential for the Airport Authority to establish a benchmark and become a respected role model for best sustainability practices

in the San Diego region and in the aviation industry worldwide.

Our overall vision and strategy for managing the key challenges associated with sustainability are reflected in the Airport Authority’s mission statement:

“We will plan for and provide air transportation services to the region with safe, effective facilities that exceed customer expectations. We are committed to operating San Diego’s air transportation gateways in a manner that promotes the region’s prosperity and protects its quality of life.”

More specifically, we’ve identified several strategic priorities to guide our sustainability efforts in the short and medium term. These are spelled out in the Airport Authority’s organizational strategies:

• Financial Strategy — Enhance the financial position of the Airport Authority.• Sustainability Strategy — Provide sound stewardship in the use, development and protection of

natural resources.• Employee Strategy — Ensure the highest level of employee satisfaction.• Community Strategy — Be a trusted and highly responsive regional agency.• Customer Strategy — Achieve the highest level of internal and external customer satisfaction.

The Airport Authority pursues these strategic priorities in accordance with state and national regulations, and guidelines of such external entities as the Federal Aviation Administration, Transportation Security Administration, California State Attorney General, state and federal regulatory agencies, the United States Green Building Council (USGBC), the GRI, and relevant professional organizations such as the Government Finance Officers Association, Airports Council International – North America (ACI-NA) and the American Association of Airport Executives. Some examples:

• In2007,AirportAuthoritystaffparticipatedontheACI-NAcommitteethatdevelopedfourelementsforthe international aviation industry to serve as core precepts for a holistic approach to airport sustainability:

- Economic Viability (E) - Operational Excellence (O) - Natural Resource Conservation (N) - Social Responsibility (S)

This approach is known within the industry as EONS, and it builds on the traditional “triple bottom line” by adding an “Operational Excellence” layer vital to airports. EONS is central to the Airport Authority’s Sustainability Policy, which states we shall, “Review and evaluate all new programs and projects in terms of addressing all four Sustainability Elements (EONS), in a balanced, holistic and measurable approach.”

Message From Our President/CEO


2 • WehavealsoadoptedthestandardssetforthbytheUSGBCanduseitsLeadershipinEnergyandEnviron-mentalDesign(LEED)criteriaforachievingsustainabledesignindevelopingandremodelingairportfacilities.WeuseLEEDcriteriaassignificantfactorswhenreviewingtenantdevelopmentandredevelopmentprojects,and we provide incentives to encourage sustainable design.

• SustainabilityeffortsatSanDiegoInternationalAirportarealsoguidedbyahistoric2008Memorandum of Understanding with the California State Attorney General, designed to dramatically reduce greenhouse gas emissions at the airport.

• And,thisSustainabilityReportisevidenceoftheAirportAuthority’scommitmenttointernationalreportingstandards set forth by GRI. Airport Authority staff were instrumental in helping to develop GRI reporting criteria for the new GRI Airport Operators Sector Supplement.

As an institution within a highly dynamic industry, the Airport Authority is impacted by significant trends that influence the pace and degree with which we can advance our sustainability efforts. These include ongo-ing uncertainty in the local, national and global economies; constant challenges in managing tension between efficiency and regulatory mandates; and an aging workforce with the potential for numerous retirements in the next few years.

Another critical trend is the shrinking federal resources for airports and the need to decrease our industry’s relianceonthosefundswhileseekingalternativeresourcesforneededimprovementprojects.

This reporting year, the Airport Authority team made great progress on The Green Build, SDIA’s largest improve-mentprojectever.WearetargetingLEEDSilvercertificationuponcompletionin2013.Duringtheyear,therewas much progress in reducing energy and water usage, adding cleaner vehicles to the airport fleet and establishing a lifecycle management program for all our facilities. I’m pleased with that progress but there is always room for continued improvement.

Since this is SDIA’s inaugural Sustainability Report, we are using this data as an important baseline against which to measure future successes and to help detect areas where there are opportunities to improve. Ensuing Sustain-ability Reports will show these trends by comparing new data with earlier results.

Lookingahead,oneofthemaintargetsforFiscalYear2012isthecontinuedprogressofTheGreenBuild.Asis the case with other airports – and the aviation industry in general – the unstable economy will continue to beamajorchallengeforthecomingfiscalyear.Butwe’repleasedthatTheGreenBuildisstimulatingthelocaleconomy at a time when such investment is sorely needed. Representing an investment of some $1 billion in the region,TheGreenBuildisgeneratingupto1,000construction-relatedjobsduringpeakconstruction.

Our priorities for the coming three to five years include diversifying sources of revenue, successfully opening and operating The Green Build expansion, implementing a new concessions program throughout the airport, enhancing strategic engagement across the organization, developing a consolidated rental car facility on the north side of the airport, improving ground transportation, and executing an Airport Development Plan to guide future development within the airport’s footprint.


3 The online report is designed to make it easy to navigate and find whatever interests you the most. Social media buttons make it easy for you to share sections of the report with your friends and contacts. You can also print the report in PDF format, either in its entirety or in part.

Inthisfirstreport,wepresentenoughdatatomeetrequirementsforGRILevelC.Ourgoalistohave comprehensive reports that meet other levels in the years ahead.

I’m proud of our progress in embracing sustainability as a core precept of what we do at San Diego International Airport.It’sajourneynotwithoutitschallenges,butit’sonetowhichwearefullycommittedasweworkto realize our vision of “Mastering the Art of Airports.”

Thella F. BowensPresident/CEO


4 Thedynamictensionisthatairportsprovidecriticalvalue…andhavemajorimpacts. The responsibility of the San Diego County Regional Airport Authority is to manage our airport to achieve a net positive, in large part by measuring everything we do.

Ours is a public agency charged with stewardship of a valuable public resource. What does that mean? It means taking the broader, longer view. That is why sustainability in everything we do is integral to good stewardship.

Practicing sustainability is also the right thing to do, which our stakeholders recognize and support. Sustainability is not something you debate; where issues arise is implementation.

TheAirportAuthorityhasdoneanexcellentjobinitsenvironmentalsustainabilityefforts,fromconservationtorecyclingtobuildingtogreenerstandardstoprotectingtheendangeredCaliforniaLeastTernthatnestsnexttoour runway. We are proud of our growing efforts to reduce our footprint while increasing passenger volume.

Importantly, we can do more to instill understanding of our public trust, and change the way we measure and report. For example, we should strive to include sustainability impacts in every staff report to the Board. As a public agency, we need to maximize transparency, and be as honest about negatives as we are about positives.

This first-ever Sustainability Report launches us down the path toward doing that and more.

Introducing sustainability practices is, admittedly, disruptive. Changing the way an organization does things is never easy. But sustainability also shifts the calculus of what it means to be efficient. Shifting from a focus on today’s costs to a bigger resource view is both appropriate and necessary.

As the saying goes, pay it today or pay it later.

The longer the view, the more complete the answer. We must take a longer-term view of everything. Inevitably, that will result in a greater net positive delivered to our customers, our community, our employees and our environment.

Robert H. GleasonBoard Chair

Message From Our Board Chair

SUSTAINABILITY REPORTOUR SUSTAINABILITY STORY

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Our Sustainability Story

Sustainability means different things to different people, but to us, it is a simple and straightforward directive: Operate our airport today in a way that cares for, and provides for, the future.

Airports are hubs of travel and commerce that some-times seem at odds with the precepts of sustainability. But spend some time at San Diego International Air-port, and what comes into view is a bustling facility and a team of professionals guided by a deep commit-ment to sustainability across all our operations.

In presenting this inaugural Sustainability Report, we are making a commitment to continue reporting and furthering sustainability efforts at San Diego Interna-tional Airport.

What must the San Diego County Regional Airport Authority sustain in order to survive and thrive for decades to come? Precious resources. We have focused this report on three categories of precious resources central to the Global Reporting Initiative process:

• Economic resources we depend on to stay in business

• Environmental resources we depend on to live

• Social resources we depend on to thrive, including:

- Employee resources we depend on to function

- Community resources we depend on for mutual benefit

- Customer resources we depend on to support us as we serve them

The Airport Authority works to sustain these fundamental resources through the pursuit of five organizational strategies:

• EnhancethefinancialpositionoftheAirportAuthority

• Operateourairportinasafe,secure,environ-mentally sound, effective, and efficient manner

• Achievethehighestlevelofinternalandexternalcustomer satisfaction

• Beatrustedandhighlyresponsiveregionalagency

• Ensurethehighestlevelofemployeesatisfaction

In this and future Sustainability Reports, you will see how we are addressing each of these areas and moving toward a more sustainable future.

In times past, many organizations used precious resources without a sense of limits, without keen knowledgethatthoseresourcescouldbejeopardizedor even lost. It’s a new world today, a closer, more interconnected world with an acute sense of limits and strains on many of our resources. Doing busi-ness today is not about depleting resources, or even minimizing the rate at which they are depleted. Doing business today is about sustaining resources. Airports help make our world smaller – more interconnected. In doing so, it is our belief that airports also have a great responsibility to respect precious resources…and to be ever more sustainable.

We begin here today and plant a flag in the ground. In several areas, we have already made great progress. In others, there is room to do more. From here, we will improve and, in doing so, make our airport, our region and our world a better place.


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OUR SUSTAINABILITY STORY

San Diego County Regional Airport Authority Sustainability PolicyThe San Diego County Regional Airport Authority adopted one of the first sustainability policies for a majorairportintheU.S.ThisformalizedtheAirportAuthority’s commitment to an environmentally sustainable future for the airport and the region.

Adopted by Resolution No. 2008-0013 dated February 7, 2008

Sustainability has emerged as a global environmental themeandamajorbusinessimperativeforthe21stCentury, dramatically influencing regional thinking and policy making. It is essential for the Airport Au-thority to become a known benchmark and respected role model for best sustainable practices in the San Diego region and the aviation industry. Sustainability is consistent with and vigorously reinforces the Airport Authority’s Mission Statement: to operate San Diego’s air transportation gateways in a manner that promotes the region’s prosperity and protects its quality of life.

The Board recognizes the need for the Airport Au-thority to be a sustainable organization and endorses the four sustainability elements of Economic Viability (E), Operational Excellence (O), Natural Resource Conservation (N) and Social Responsibility (S) (EONS) to guide and implement the Airport Author-ity’s sustainable practices. These four elements have been put forth within the aviation industry as the core precepts for a holistic approach to airport sustainability. Incorporating the EONS elements into the Airport Authority’s business practices, policies and programs will ensure sustainability is fully deployed across the Airport Authority’s operational and business functions.By setting forth this policy, the Board commits the Airport Authority to these sustainable practices:

(1) Affirm commitment to regulatory compliance, pollution prevention, continuous improvement and transparency in environmental performance

(2) Actively participate in local and regional sus-tainability partnerships and strongly encourage and promote sustainable practices both in the aviation industry and the region

(3) Review and evaluate all new programs and projectsintermsofaddressingallfourSustain-

ability Elements (EONS), in a balanced, holistic and measurable approach

(4) Analyze the life cycle operating costs and im-pacts of our facilities, operations and services, using a Total Cost of Ownership approach to determineprojectfeasibilityandeconomicsustainability

(5) Adopt the standards set forth by the United States Green Building Council (USGBC); LeadershipinEnergyandEnvironmentalDesign(LEED)asguidingcriteriaforachiev-ing sustainable design in the development and remodeling of airport facilities

(6) ApplyEONSandLEEDcriteriaasasignificantfactor when reviewing tenant development/re-developmentprojectsandprovideincentivestoencourage sustainable design features

(7) Developlanguagewithinallnewleases,agree-ments and contracts that supports the Airport Authority’s sustainability initiatives

(8) RequiretheAirportAuthority’slesseesandcon-tractors to comply with the terms and conditions of their agreements pertaining to sustainability

(9) Establish a work environment that maximizes our employee assets and stimulates an atmo-sphere of innovation, productivity, pride, and a personal commitment to sustainability

(10) Take a leadership role in sustainability initia-tives that strengthen the social well-being and community relationships with visitors, airport stakeholders and the public we serve

SUSTAINABILITY REPORTOUR BUSINESS PERFORMANCE

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Our Business Performance

Our Goal: Enhance the Financial Position of the Airport Authority

Finance isn’t the first thing that comes to mind when thinking about sustainability, but it plays a key role in ensuring the long-term existence of an organization such as the Airport Authority.

Sustainabilityisnotjust“therightthingtodo;”froma financial perspective, it’s also the smart thing to do. For example, reducing energy and water usage is much more than good stewardship of natural resources. Ev-ery action we take to reduce our usage saves financial resources, making us more economically sustainable and allowing us to do even more.

A common misunderstanding about an organization like the Airport Authority is that it levies taxes to

fund all or part of its operations. On the contrary, the Airport Authority is a financially self-sufficient agency that does not rely on local tax dollars or City or County funds for its operations. Revenue sources include fees paid by users of the facilities at San Diego International Airport – including airlines, concessions, ground transportation providers and passengers – as well as bond financing and grants. This financial self-sufficiency is key to the financial sustainability of the organization.

Spotlight On: Airport Authority Executes Successful Bond Sale

To help fund The Green Build – the most significant improvement program ever at San Diego Interna-tional Airport – the Airport Authority completed the largest bond sale in the airport’s history in the

This conceptual rendering illustrates the Airport Authority’s financial environment, including major sources of revenues and expenses, industry trends influencing financial growth, and the recurring financial cycle that characterizes the organization. The rendering is shared with and dis-cussed among Airport Authority employees and leadership to enhance understanding of their roles in the organization’s financial success.


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OUR BUSINESS PERFORMANCE

fall 2010. The Airport Authority capitalized on its financial strength and the federal stimulus program to secure a low interest rate, which will save more than $40 million over the life of the bonds.

InordertofundmajorcomponentsofTheGreenBuild,aswellasothercapitalimprovementprojects,the Airport Authority was prepared to go to the bond market in the fall 2010. In August 2010, the Board voted to authorize issuance of between $430 million and $600 million in bonds, depending on the rate.

Because of the Airport Authority’s prudent fiscal management and strong financial position, by taking advantage of the Build America Bonds program, and by acting before the expiration of the Alternative Minimum Tax waiver (also part of the American Recovery and Reinvestment Act), the Airport

Authority was able to secure a blended interest rate of 4.38percent.

This rate is one of the lowest in the nation for an airport-related, long-term bond sale. Because of that, the tax-free bonds were oversubscribed by more than four times.

As an additional consequence, the Airport Authority will not have to issue additional bonds for The Green Buildandothercapitalimprovementprojectsuntillate 2012.

This bond sale was a significant financial achievement for the Airport Authority, and it was recognized with a Golden Watchdog Award from the San Diego County Taxpayers Association for smart use of public funds.

Direct Economic Value Generated (Revenues)

Direct Economic Value Distributed (Expenses)

Revenues (sales and interest income only) $150,414,981

Operating costs ($128,712,874)

Employee wages and benefits ($38,266,477)

Payments to capital providers (interest expense) ($4,392,903)

Tax payments to government 0

Community investments* 0

Economic value retained (economic value generated less economic value distributed) -($20,957,273)**

*Federal regulations require Federal Aviation Administration and Department of Transportation funds to airports to be used only for capital and operating costs of the airport, the local airport system, and/or other facilities owned and operated by the airport that are directly related to the air transportation of passengers or cargo. However, the Airport Authority does support the community in several significant ways, including sponsorships for a variety of community organizations, an annual United Way employee fundraising drive, and youth education programs, among other initiatives.

**Economic value retained (with other revenue sources & expenses included): $236,166,688 - $189,271,940 = +$46,894,748

Other revenues include passenger facility charges, customer facility charges, Quieter Home Program grant revenue and Capital grant contributions.

Other expenses include Quieter Home Program expenses.

SUSTAINABILITY REPORTOUR ENVIRONMENTAL PERFORMANCE

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Our Environmental Performance

Our Goal: Operate Our Airport in a Safe, Secure, Environmentally Sound, Effective, and Efficient Manner

The Airport Authority is committed to building and operating sustainably, and strives to protect the wide variety of natural resources that exist at the airport’s unique location on the shores of San Diego Bay. Here we look at our efforts in several important areas concerning our natural environment:

• Wastereductionandrecycling• Waterconservation• Energyconservation• Airquality• Endangeredspeciesprotection• Sustainablebuildingmethods• Noiseconsiderations• Employeeawareness

Waste Reduction and RecyclingThe airport is a proud recycling champion and an eight-time winner of the City of San Diego’s “Recycler of the Year” award. Each day, we’re making strides to reduce the amount of waste at the airport, while increasing what is recycled.

The airport implemented a single-stream recycling program in 2002. This directly contributed to an increaseinrecycledwastefrom107tonsin2002tomore than 633 tons in 2010, saving close to $39,000 in annual disposal fees. And our new Universal Waste

Program collected close to 25,000 pounds of fluores-cent light bulbs, batteries and other materials in 2010.

Reducing waste has also become part of our regular business operations. For instance:

• Recycledpaperhasbeenincorporatedfordailyusage throughout the Airport Authority offices.

• Internalnewslettersandmostexternalnews-letters – previously printed and mailed by the thousands – are now produced and distributed electronically.

• In2011,theairportproduceditsfirstsolelyelec-tronic annual report, eliminating the previously printed version.

Water ConservationWater is a precious resource, especially in arid South-ern California. We’ve taken important steps to reduce the airport’s water usage through measures including:

• Satellitewater-trackingsystem–Thisstate-of-the-art system collects and analyzes data from morethan18,000weatherstationstodeterminethe airport’s watering needs. This saves approxi-mately nine million gallons of water each year.

•Xeriscaping–Environmentallyfriendlyland-scaping is being used at the airport, including a variety of indigenous and drought-tolerant plants, shrubs and ground cover.

•Low-flowfixtures–Replacementof1.5-gallon-per-flush urinals with 0.125-gallon-per-flush units saves approximately 15 million gallons of water annually.

In addition to water conservation, the airport has committed to preventing and reducing the discharge

Military (state aviation) - 702

General Aviation - 19,038

Cargo - 6452

Passenger - 158,950

Aircraft185,142

Total Number of Aircraft Movements

Waste Disposal MethodConstruction and demolition debris recycling - 5,150 tons

Land�ll - 4,902 tons

Certi�ed hazardous waste disposal - 80.19 tons

Recycle - 687 tonsWaste

10,819.19 tons

Waste by TypeAll values listed in standard tons

Non-Hazardous 10,739.00

Hazardous 80.19

Total 10,819.19

All hazardous waste is handled by a certified hazardous waste contractor and disposed of in accordance with pertinent regulations.


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OUR ENVIRONMENTAL PERFORMANCE

of polluted storm water into the surrounding environ-ment, especially given its location on the shore of San Diego Bay. The airport’s Storm Water Management Plan provides a roadmap for our efforts.

Energy ConservationThe airport is open 365 days a year, 24 hours a day, creating unique challenges as we seek to minimize the airport’s energy needs. Energy efficiency efforts include:

• Energy-efficientlightinghasbeeninstalledinalloperational areas of the airport, resulting in an-nual energy savings in excess of 2.3 million kWh, enough to power 300 homes for one year.

• Heating,ventilationandairconditioning(HVAC) systems in the terminals have been upgraded to reduce energy consumption.

• Escalatorshavebeenmodernizedtoprovideenergy savings.

• Motiondetectorsensorshavebeeninstalled in Airport Authority offices, so lights go off automatically.

Spotlight On: LED Airfield Lights

Running an airport means round-the-clock activity. Even during departure curfew hours, there is still maintenance and security activity taking place. This creates unique challenges to minimize the airport’s energy needs.

One of the airport’s energy-saving programs was the installation of a new generation of energy-efficient Light-EmittingDiodes(LEDs).SanDiegoInterna-tional Airport is one of the first commercial airports inthenationtoconverttoallLEDlightingontheairfield, which includes all airfield guidance signs, taxiway edge lights and runway guard lights.

The new lights help to prevent runway incursions, reduce the airport’s carbon footprint, lower operating and maintenance costs and improve operational safety.

Shows reductions in energy requirements as a result of these initiatives.

Energy saved due to conservation and e�ciency improvements

Initiatives to provide energy-e�cient or renewable energy based products and services

FY 201122,506 GJ

Represents reduction of

13,053 GJfrom the previous year.

58%Shows reductions in energy requirements as a result of these initiatives.



FY 201122,506 GJ



58%Total Water Withdrawal

Initiatives to provide energy-efficient orrenewable energy based products and services

Energy saved due to conservation and efficiency improvements

Water drawn from the municipal water supply.


17,257 m3/year from the previous year.

FY 2011223,645 m3/year

7%


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Spotlight On: Facilities Life Cycle Management Program

Almost half of all greenhouse gas emissions in the nation are generated by the building sector (design, construction and operations), according to the U.S. Green Building Council. In an effort to do our part to monitor and reduce greenhouse gas emissions at the airport, the Airport Authority put in place a facilities management program that has reduced greenhouse gas emissions and saved millions of dollars.

TheFacilitiesLifeCycleManagementProgramcost$1 million to implement, but has saved $4.3 million over two years, a return of more than 400 percent.

When a building or facility is constructed, all systems are optimized to work efficiently and effectively. Over time, systems slowly degrade, conditions change and buildings no longer operate at peak efficiency. The Airport Authority instituted the program to combat this decline and resulting increases in energy use and costs. This program is a comprehensive system that ensures all aspects of a building or other facility are operating efficiently.

The program began with a thorough process to ex-amine all terminals and Airport Authority buildings, and re-optimize them so they operate as well or better than when they were first built. For instance, is the HVAC operating at maximum efficiency? Are there ways to reduce water use? Once the systems were optimized, a monitoring system provided a constant watch to ensure they continued to operate at maxi-mumefficiency.Thesystemallowsadjustmentsinreal-time when a decline is observed.

The environmental benefits are also significant. Over two years, the program has reduced water usage by morethan76milliongallonsofwater,enoughtosup-ply 600 homes for one year; reduced electricity usage by 29 million kWh, enough to power more than 3,500

homes for one year; and reduced carbon dioxide emissionsbynearly7,000metrictons.

This program is one of the first of its kind in San Diego County, and San Diego International Airport is one of the first airports worldwide to have a system such as this. While a costly undertaking initially, the rewards of this program are significant.

Air QualityThe Airport Authority formally committed to reduc-ing greenhouse gas emissions at the airport in May 2008,enteringintoalandmarkMemorandumofUnderstanding with the California State Attorney General. Since that time, the Airport Authority has developed an Air Quality Management Plan, work-ing closely with the Air Pollution Control District, County of San Diego, the California Air Resources Board and other local agencies to address air emis-sions. Some of the elements include:

• FleetConversions–Conversiontotheuseofbiodiesel in all airport equipment, with the goal of complete conversion of all airside ground ser-vice equipment to alternative and cleaner fuels, including biodiesel, compressed natural gas and electric, by 2015.

• Alternative-FuelVehiclesProgram–Conversionof entire on-airport fleet to alternative fuel by 2015. Today, 35 percent of the fleet is comprised


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of hybrid, electric, compressed natural gas and dual-fuel vehicles. A new parking shuttle fleet, introduced in 2010, has cut fuel costs by about 80percent.

• GroundTransportationManagementPlan–Incentivizing gradual conversion of all airport taxicabs and shuttles to electric, alternative fuel orothernon-pollutingvehiclesby2017.

• Alternative-FuelVehicleSupport–Reservedparking spaces in front of passenger terminals exclusively for alternative-fuel vehicles.

Spotlight On: Green Taxis Arrive at the Airport

Nationwide, the taxi industry is in transition as owners and drivers look for alternatives to driving gas-guzzling cars, mostly Ford Crown Victoria sedans that average 15 miles per gallon. In an effort to de-crease emissions, the Airport Authority entered into a unique public-private partnership with the California Center for Sustainable Energy (CCSE), Mossy Toyota, taxi operators and the San Diego Metropolitan Transit System (MTS) to bring the first green taxis to San Di-ego International Airport. This collaboration clearly enhances the Airport Authority’s sustainability efforts.

The program launched in fall 2011 with more than 30 hybrid vehicles. There are currently about 300 cabs operating at the airport.

The public-private partnership provides incentives to overcome barriers to switching to cleaner, more fuel-efficient taxis through a combination of vehicle rebates, reduced taxi permit fees, and a special financ-ing and maintenance package. The CCSE estimates that taxi operators switching to hybrid cabs save $1,000 to $1,500 per month, depending on the num-ber of miles driven. Hybrid cars average 40 or more miles per gallon.

The Airport Authority worked with the CCSE to obtain funding from the State of California’s Refor-mulated Gasoline Settlement Fund to establish the rebate program to offset the higher purchase costs ofalternativefuelvehicles.CCSEreceived$750,000for rebates to ground transportation providers at the airport, including more than $200,000 earmarked forgreentaxis.Rebatesrangefrom$1,000to$7,500and eligible vehicles range from electric plug-ins to compressed natural gas (CNG) fueled.

Even with the rebate funds, there were hurdles to overcome. Taxi owners and drivers needed to be con-vinced to weigh the benefits of hybrid vehicles against maintenance costs, financing and a lack of under-standing about hybrid technology. To overcome these challenges, Mossy Toyota and the Airport Authority developed an incentive package including low-cost financing, discounted maintenance during off hours and other benefits.

This public-private partnership serves as a highly visible demonstration of San Diego County’s commitment to sustainable transportation. Protecting the Endangered Least TernSan Diego International Airport is home to the CaliforniaLeastTern,afederally-listedendangeredseabirdspecies.TheairportprovidestheLeastTernwith protected nesting habitat on the airfield and easy access to foraging opportunities in nearby San Diego Bay. While it’s hard to believe an endangered species wants to live on an airport, the birds have continued to choose the site because they aren’t competing with beach-goers, planes scare away most predatory hawks and the airport fence keeps out dogs, foxes and other four-legged hunters.


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As a result, the airport is one of the most productive nesting colonies in the San Diego Bay area. In 2010, therewere116viablenests.In1973,therewereonly300 pairs of nesting terns in all of California; today, thanks to efforts like this, there are nearly 20 times that number – some 6,000 pairs.

During nesting season, April-September, the Airport Authority’sonlineLeastTerntrackerkeepsatallyof how many nests are currently on the airfield. The Airport Authority works with the Port of San Diego and the San Diego Zoological Society’s Center for Reproduction of Endangered Species to monitor the LeastTernontheAirportAuthority’sproperties.

The Airport Authority informs the public – adults and children alike – about the importance of protecting theLeastTernhabitat.

In fact, Airport Authority employees Judy McSweeney (author) and Sharon Gonzales (illustrator), created a children’s book, Laverne, the Runway Stowaway, that educates and entertains young audiences by sharing thewhimsicaladventuresofanendangeredLeastTern who nests at the airport.

The Airport Authority currently protects 5.36 hect-ares (about 13 acres) of habitat on airport property, as wellas2.83hectares(about7acres)intheChulaVistaWildlife Refuge in South San Diego County. No habi-tat restoration occurred during the reporting period.

Sustainable Building MethodsSustainability is at the heart of all new and planned construction at the airport.

Today, the Airport Authority is in the midst of the largest improvement program in the airport’s history – The Green Build – named in part for its environ-mentalleadership.TheprojectisdesignedtoachieveLeadershipinEnergyandEnvironmentalDesign(LEED)Silver certification from the U.S. Green Building Council.

So far, the construction team has reused/recycled more than 25,000 tons of concrete, diverting it from landfills. Design and construction incorporate “green” design principles, such as use of alternative energy sources, recycled materials and renewable resources, leading to decreased water usage and reduced energy consumption. Ninety-nine percent of construction materialwastefromtheprojectisbeingrecycledandreused on site.

In addition to The Green Build, the Airport Authority’s FacilitiesManagementBuildingisthefirstLEED-certified building at the airport, achieving a Gold rating. The building is also Energy Star Certified by the U.S. Environmental Protection Agency. In order to obtain this certification, a building must be more energy-efficientthan70percentofallofficebuildingsin the U.S.

The Airport Authority intends for all new construction attheairporttobeLEED-certifiedandincludesthatre-quirement in all relevant construction bid opportunities.

Noise ConsiderationsAirports create noise, and the airport has a depart-ment dedicated to reducing the impact of aircraft noise on the surrounding community. We do this through mitigation programs such as the Quieter Home Program and careful monitoring for compli-ance with local, state and federal regulations.

The airport has a curfew in place that restricts airplane departures between the hours of

SUSTAINABILITY REPORTOUR ENVIRONMENTAL PERFORMANCE

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11:30 p.m.-6:30 a.m. When a curfew violation occurs, the airport takes it seriously. Operators are required to appear before the Curfew Violation Review Panel, which decides whether or not the operator should be fined for the violation. Administrative fines range from $2,000 for the first violation to $10,000 for the third violation in a 6-month compliance period.

Spotlight On: Airport Noise Advisory Committee

The Airport Authority recognizes that neighbor-hoods surrounding the airport are affected by noise from aircraft operations. An Airport Noise Advisory Committee, consisting of individuals from various organizations, residential areas and professional as-sociations,wasformedin1981undertheSanDiegoUnified Port District, the previous operator of San Diego International Airport. The Committee — composed of 14 voting members — provides a forum for collaborative discussion of airport noise issues and other related matters. Com-mittee members represent the following agencies, industries or interested groups:

• CommercialAirlinePilot• Acoustician• Military• FederalAviationAdministration• GreaterGoldenHillPlanningBoard• LittleItalyAssociation• MidwayCommunityPlanAdvisoryCommittee• OceanBeachPlanningBoard• PeninsulaCommunityPlanningBoard• UptownPlanners• CityofSanDiego• CountyofSanDiego• At-largeCommunityMember• AirCarrierRepresentative

The United States Congress, 53rd District Represen-tative, or appointee; County of San Diego, District One Supervisor, or appointee; and City of San Diego, District Two Council member, or appointee, serve as ex-officio (nonvoting) members of the Commit-tee. Additionally, a representative of the Mission Beach Precise Planning Board serves in an ex-officio capacity.

Employee Awareness

Spotlight On: The Green Flash

To help keep Airport Authority employees in-the-know about environmental sustainability at the airport, as well as educate employees about ways they can reduce their personal carbon footprints, the Air-port Authority’s Environmental Affairs team created The Green Flash. This monthly electronic newsletter is emailed to all Airport Authority employees. News items range from energy saving tips to electronic waste disposal events to environmental fairs held throughout San Diego County. Building on the phi-losophy that everyone has to do their part to reduce environmental impacts, The Green Flash helps make living green easy and fun.

SUSTAINABILITY REPORTOUR SOCIAL PERFORMANCE

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Our Social Performance

Our TeamOur Goal: Ensure the Highest Level of Employee Satisfaction

Our employees are another precious resource with which we are entrusted; the airport wouldn’t exist without them. We always keep that top of mind, and constantly strive to maintain a positive work environ-ment that fosters personal growth and makes us an employer of choice.

Employee Health and SafetyThe health and safety of airport employees is im-portant to us. Healthy employees miss fewer days of work and have been shown to work more efficiently, contributing to the effectiveness of our organization.

The airport’s Wellness Program tries to make being healthy fun for employees. The program puts its focus on the top three chronic lifestyle issues: lack of exer-cise, poor diet and smoking.

In order to motivate employees to get involved, an incentive program awards points for every 30 minutes of continuous physical activity, completion of an annual physical and dental check-ups and volunteering in the

community. Employees can then redeem their points for prizes. To make exercise convenient, we built an on-site fitness center where employees can engage in cardiovascular and strength training activities during their workday. In addition, up to 25 percent of our workforce is represented on a formal Employee Safety Committee, operating at the company level, that helps monitor and advise on occupational health and safety programs.

Training and DevelopmentEmployee training and development are critical to maintaining our position as a preferred employer and setting the stage for our talent to have long, successful careers at the Airport Authority.


Total Workforce* by Contract Type

Fixed Term No Contract Supervised (Full Time Contractors) Total

Male 2 207 235 444

Female 1 145 83 229

Total 3 352 318 673

Total Workforce* by Employment Type

Full Time Full Time Contract Supervised (Full Time Contractors) Total

Male 207 2 235 444

Female 145 1 83 229

Total 352 3 318 673

FY 2011

Male 244

Female 229

Total 673

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OUR SOCIAL PERFORMANCE

Our career management program gives employees the opportunity to interview fellow employees who are currently in roles to which they aspire, so they can start to chart their path to success. The airport also hosts workshops throughout the year on topics such as how to update a resume and how to present oneself inaninterview,soemployeescanpursueinternaljobopenings and be competitive with outside applicants.

Following is a list of skills management and lifelong learning courses offered by the Airport Authority in FY 2011.1. Administrative Professionals Academy

a. Cross-Generational Communication b. Me Management c. Thriving During Change

2. “ProjectRunway”ManagementTrainingProgram a. Group Decision-Making and

Problem-Solving b. Performance Coaching c. Professional Writing

3. Customer Service Workshop4. Minute-Taking Workshop5. SituationalLeadership6. SMART Goals Workshop7. StrategicEngagementLearningMapsSessions8. SuccessfulProgramandProjectLeadershipSeries

9. SuccessfulProgramandProjectLeadershipForum

10. VisioIntroduction200711. Career Management – Job Shadowing

DiversityThe Airport Authority is committed to diversity in the workforce, and we view diversity as an integral part of our success.

Each year, we celebrate the rich diversity of our team at a multicultural fair organized by the “DiversiTeam,” a group of employees that meets regularly to plan ways to honor and celebrate the cultural diversity of our employees.

This is an ongoing focus area for the Airport Author-ity as we look toward the future.

Employee EngagementEmployee engagement can make a big impact on the effectiveness of an organization. Engagement refers to showing up for work not only physically but mentally, andbringingacommitmentleveltothejob,generat-ing ideas and caring about the future direction of the business.

Total Workforce* by Gender Percentage of Full Time Employees Receiving Regular Reviews

Number Percent

Male 209 100%

Female 146 100%

* Total workforce includes full time Airport Authority employees and contractors.


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Every18-24monthsweconductanemployeesurvey,andthepastyear’ssurveyshowedthat80percentof our workforce is engaged. Compare that to the average engagement level of 25-35 percent, and you’ll understand why we’re so proud of our team and the great work they do for the airport.

Other mechanisms for employees to provide recom-mendations or direction to the executive team and Airport Authority Board include annual employee performance reviews, monthly staff meetings, employee committee meetings and an ethics hotline and formal ethics reporting system.

Our CommunityOur Goal: Be a Trusted and Highly Responsive Regional Agency

Every business needs to recognize that it is a com-munity citizen and act accordingly. We know that community goodwill is a very precious resource…it is easily squandered and difficult to restore. We foster a strong relationship with the community that benefits from us through economic impact; that trusts us to provide safe access to the world; and whose support benefits us in so many ways.

Spotlight On: Quieter Home Program

The Quieter Home Program is a unique initiative that demonstrates the airport’s commitment to the surrounding community. The program provides noise mitigation improvements (such as the replacement of single-paned windows with double-paned windows) for residents in designated noise-impacted areas.

The program aims to achieve the Federal Aviation Ad-ministration’s goal to reduce interior noise levels for San Diego residents by at least five decibels. Eligibility

for the program is based on the level of aircraft noise impacting a home.

To date, the Airport Authority has helped to reduce aircraft noise for more than 2,000 homeowners as a result of this program. All funding is provided by the FAA and the Airport Authority.

Community InvolvementThe airport is an integral part of the community, and we are involved in a wide range of community programs, groups and activities. Our employees are members of community and business organizations, and serve on local boards of directors and committees for various nonprofits.

One of our passions is aviation education and helping children and young adults learn about the airport and how it works. We host a number of children’s tours throughout the year.

Spotlight On: YMCA Camp Takes Off at SDIA

Each summer, a group of lucky youngsters from the Mission Valley YMCA in San Diego heads to the air-port for a week of fun and learning about aviation.


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Public OutreachCommunication with the public is an important aspect of what we do at the airport, and we take this responsibility seriously. From communication about construction at the airport to tweets and Facebook posts to open houses, our public outreach programs are award-winning and have been shown to raise awareness about what is happening at the airport.

Spotlight On: Now Boarding: Terminals to Tarmac Tours

One of the outstanding public outreach programs of-fered at San Diego International Airport gives people an inside look at how the airport operates.

Our “Terminals to Tarmac Tours” take attendees, literally, from the terminals to the tarmac, providing a firsthand look at how 50,000 passengers travel into and out of the airport each day. Highlights include a walking tour of Terminals 1 and 2, a look at the airport’s public art and an airfield tour that circles the entirerunway,includingalookattheairport’sLeastTern habitat.

The Airport Authority has hosted thousands of tour participantssincelaunchingtheprogramin2007.Thetwo-hour tours are free and open to the public.Tours are offered four times a month – the second and fourth Thursday from 10 a.m.-noon and Friday from 1-3 p.m. To make a tour reservation, visit www.san.organdclick“AttheAirport”orcall(619)400-2880.

Stakeholder EngagementThe airport’s stakeholders are diverse and varied, ranging from residents to local government to other transportation agencies to business leaders. We engage with these stakeholders in many differ-ent ways. Transparent and ongoing communication with stakeholders in the community we serve is of paramount importance. The Airport Authority Board and staff regularly confer and collaborate with a wide range of stakeholders, as shown below. These groups are selected on the basis of our experience and under-standing of which stakeholders are most affected by our operations. Public

• Generalpublic• Travelingpublic

This conceptual rendering was developed to illustrate the dynamic range and interaction of the social resources vital to the Airport Authority, and how our vision and values guide that interaction. The rendering was shared with and discussed among Airport Authority staff and leader-ship to enhance understanding of our many stakeholders and help clarify roles in this dynamic environment.


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• Passengers• Otherairportusers• Airport-adjacentresidents

Organizational• AirportAuthorityBoard• AirportAuthorityexecutivemanagement• AirportAuthoritystaff• Airportemployees• Unions• VolunteerAirportAmbassadors

Public Participation Committees• PublicAdvisoryCommittee• ArtAdvisoryCommittee• AirportLandUseCompatibilityPlanTechnical

Advisory Group• AirportNoiseAdvisoryCommittee

Tenants• Airlines• Otherairporttenants• Concessions• Fixed-baseoperator• Fuelfarmoperator• USO• Rentalcaroperators

Community-Based Groups• PeninsulaCommunityPlanningBoard• MissionHillsTownCouncil• LittleItalyAssociation• FriendsofDowntown• SanDiegoCountyHotel-MotelAssociation• P3PeopleforProgress• USSMidwayMuseum• CatfishClub

Businesses• Local/regionalchambersofcommerce• Smallbusinesscommunity• Businesspartners• Businesscommunity• WorldTradeCenterSanDiego• Tourismcommunity• Research&developmentcommunity• Airport-adjacentbusinesses

Environmental Interest GroupsGovernment Local/regional

• CityofSanDiego• OtherSanDiegoCountycities• SanDiegoMetropolitanTransitSystem• PortofSanDiego

• HarborPolice• SanDiegoAssociationofGovernments• SanDiegoRegionalEconomicDevelopment

Corporation

Corporation • CountyofSanDiego• NorthCountyTransitDistrict• Local/regionalelectedofficials

State• StateofCalifornia• CaliforniaCoastalCommission• CaliforniaDepartmentofTransportation• Otherstateregulatoryagencies• Stateelectedofficials

Federal• FederalAviationAdministration• TransportationSecurityAdministration• Otherfederalagencies• Federallegislativebodies• U.S.Military• U.S.MarineCorps• U.S.Navy• Militaryfamilies• Federalelectedofficials

Stakeholder InputStakeholders and other members of the public are welcome to address the Airport Authority Board during the public comment period at any of its public meetings. All Board, Board Committee and Advisory Committee meetings are open to the public, with public comment periods. Airport Authority Board member contact information is also available on the website at www.san.org.

Forallmajordevelopmentprojects,theAirportAuthority follows state and federal Environmental Impact Report and Environmental Impact Statement guidelines, which include extensive public comment and public participation requirements.


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Other opportunities for stakeholders to provide rec-ommendations to the Airport Authority are through public tours, which allow the public the opportunity to interact with staff, and social media (i.e., Facebook and Twitter), which enable comments from the public and dialogue between the Airport Authority and the public.

Airport Authority Advisory CommitteeThe San Diego County Regional Airport Authority Act calls for the Airport Authority to form a citizen’s advisory committee to assist the Airport Authority Board in its responsibilities specific to the planning and development of airport facilities at San Diego International Airport.

The purpose of the Authority Advisory Committee is to serve as a sounding board and catalyst for the development of recommendations to the Airport Authority Board on issues for which the Airport Authority is responsible.

Small Business DevelopmentSustainabilityattheairportisaboutmorethanjustus. It’s also about the community and creating ways to support the growth of the San Diego region. The airport’s Small Business Development Department was created to ensure that local, small, historically un-derutilized, disabled veteran and emerging businesses have every opportunity to do business with the airport.

Airport Authority Advisory Committee Members

Category Members

Airport Management 3

At-Large Organizations 3

Business Sector 3

California Department of Transportation & Public Transit Authorities 4

General Aviation 3

Local Government 1

Military 3

Natural Environment 2

Neighborhoods Surrounding San Diego International Airport 2

Passenger & Air Freight – Transportation Operations & Economics 3

Regional Economic Development 5

San Diego Campuses of University of California & California State University 1

San Diego Regional Chambers of Commerce 4

San Diego Unified Port District 1

Tourism 4

Trade Associations 4

Transportation 2

Total of 17 Categories Total of 48 Members


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In doing that, our aim has been to create an ongoing cycle of sustainability. By providing small and local businesses with opportunities to win contracts at the airport, we sustain them through payment for their work, and they in turn provide us with needed services to operate and sustain our business. Both partiesprovidejobsforlocalemployees,whothenpurchase goods to support other local businesses. The cycle is ongoing.

Spotlight On: Local Small Business Contributes to The Green Build

As part of The Green Build, the Airport Authority’s small business development team aims to ensure that local, small and disadvantaged businesses have opportunities to bid on and win contracts.

Sowhichcompaniesarewinningsomeoftheseproj-ects? An example is JJ Hawes Inc. DBA Hawes Con-struction Company, a small business based in South-eastern San Diego. The minority-owned business, run by Jess Hawes, President and CEO, won a bid to remove windows and uninstall a large stained glass art piece in Terminal 2, in preparation for construc-tion in the immediate area. The company then installed temporary walls to protect the existing building.

Hawes said that the airport’s small business depart-ment was extremely helpful as he registered his com-panywiththeairportandpreparedtobidonprojects.

“We went through the airport’s Bonding and Contract Finance Assistance Program, and it was a tremendous help,” said Hawes. “We also enrolled in the Turner School of Construction Management. Both programs were very beneficial to our business in helping us win this work.”

Hawes said he will be seeking out additional opportu-nities to work with the airport in the future.

“Theprojectwasverysuccessful,”hesaid.“Ourgoalisalwaystocompleteajobwithinbudget,ontimeandtosatisfyourcustomer,andwedidjustthat.”

Spotlight On: Local Businesses Win Contracts for The Green Build

For the July 2010 to June 2011 reporting period, local businesses were awarded $256 million in contracts as part of The Green Build, a $1 billion improvement project.

The Airport Authority sized and tailored bid packages in order to facilitate small business participation, and conducted extensive outreach to encourage participation.

Our CustomersOur Goal: Achieve the Highest Level of Internal and External Customer Satisfaction

Without customers, a business simply ceases to exist and airports are, first and foremost, businesses. Our customers are air travelers, airlines and those who serve them. They, too, are precious resources that, if unhappy, will take their business elsewhere. San Diego InternationalAirportenjoysexceptionalcustomersatisfaction and mutually supportive relationships with the airlines. Those sustain us!

Customer SatisfactionThe airport takes customer satisfaction seriously, and we survey passengers in the terminals each quarter to seehowwe’remeasuringup.Since2008,we’veseenatleastan86percentcustomersatisfactionrate,ofwhich we’re extremely proud. But we’re always trying to improve!

Customer AmenitiesTraveling can be stressful, but we want to make a pas-senger’s trip through the airport as easy and comfort-able as possible. We strive to do that through a wide variety of customer amenities ranging from flu shots to free Wi-Fi to rocking chairs to help soothe a weary traveler’s soul.

Customer Satisfaction Scores* FY 2011

Overall Satisfaction: 86%

Q1, Jul. - Sep. 2010

Q2, Oct. - Dec. 2010

Q3, Jan. - Mar. 2011

Q4, Apr. - Jun. 2011

87% 83% 85% 89%

*The benchmark surveys were conducted quarterly by Phoenix Marketing International to assess customer satisfaction levels. A five-point scale was used where 1 is “very dissatisfied” and 5 is “very satisfied.”

The following additional practices were also used to assess customer satisfaction:

• AirportServiceQualitySurveywasconductedmonthlyinmorethan190 airports across 50 countries. The customer satisfaction scores compare other airports similar in size and scope

• FeedbackfromtheVolunteerAirportAmbassadorsprogram• Collectionof“ContactUs”commentcards


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Spotlight On: Airport Ambassadors Lost?Confused?Frazzled?Justlookforafriendlyface in a green polo shirt with “Airport Information” emblazoned on the back. The airport’s Volunteer Air-port Ambassadors – there are more than 350 of them – are trained to help passengers find their way at the airport. They can also provide courtesy cart service to the gates for passengers who need mobility assistance.

The Airport Gets Tech-SavvyThese days, technology is a must-have, especially when you’re traveling. The airport has options for the tech-savvy traveler, including seats equipped with electrical outlets and free Wi-Fi.

Air ServiceSan Diego International Airport serves approximately 17millionpassengerseachyearwithnonstopflightsto 50 destinations. San Diego is both a tourism and business destination, with a 50-50 split between

business and leisure travelers using the airport. Con-necting travelers to more nonstop destinations is one of our top priorities. In the past year the airport has in-troducednewservicetoLondon,MexicoandCanada.

New air service is critical to the region because of the economic benefit it brings. For instance, $2.3 billion is spent each year by visitors who arrive by air to San Diego. The estimated economic impact of our daily nonstopflighttoLondonis$156millionannually.These flights mean real dollars to local businesses, and we are committed to expanding our air service.

Nonstop DestinationsInternational1. Calgary2.London-Heathrow3. Puerto Vallarta4. San Jose Cabo5. Toronto6. Vancouver

Domestic 7. Albuquerque 8. Atlanta 9. Austin10. Baltimore11. Bellingham12. Boston13. Charlotte-Douglas14. Chicago-Midway15. Chicago-O’Hare16. Cincinnati17.Cleveland

18.Dallas/FortWorth19. Denver20. Detroit21. El Paso22. Honolulu/Oahu23. Houston-Bush24. Houston-Hobby25. Kahului/Maui26. Kansas City27.LasVegas28.LosAngeles


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Public Art Program In 2006, San Diego International Airport established a formal public art program. Since that time, the pro-gram has brought a variety of exhibits and performances totheterminalsforpassengerstoenjoy–rangingfrom a display of birthstones from the Gemological Institute of America to a flash mob dance perfor-mance in the baggage carousel area to local artists. The program creates an ambiance unique to San Diego, welcoming people to the airport and to the region.

The public art program is comprised of three compo-nents: temporary and rotating exhibits, public (per-manent) art and a performance series, called “ă brève.” Airport Authority policy states that two percent of thecostofalleligiblecapitalimprovementprojectsbeallocated to public art.

Spotlight On: San Diego International Airport Art Program Recognized

In 2011, the international magazine Passenger Terminal World named San Diego International Airport one of the “Most Noteworthy Airports” in its annual Showcase edition. Singled out for its art program, the magazine noted that San Diego International Airport has an “impressive” program that has “transformed the visual and passenger experience in the terminals.”

Passenger Terminal World’s Showcase edition high-lights the world’s premier airports in categories as diverse as architecture and disaster recovery. San Diego International Airport was one of only three U.S. airports to make the list in 2011.

29. Memphis30. Milwaukee31. Minneapolis/St. Paul32. Monterey33. Nashville34. New York-Kennedy35.Newark-Liberty36. Oakland37.Omaha38.Philadelphia39. Phoenix

40. Portland41. Reno42. Sacramento43.SaltLakeCity44. San Antonio45. San Francisco46. San Jose47.Seattle/Tacoma48.St.Louis49. Tucson50. Washington-Dulles

SUSTAINABILITY REPORTOUR REPORTING

24

Our Reporting

San Diego County Regional Airport Authority has consulted the Global Reporting Initiative’s (GRI) G3 guidelines in the production of this report. The index lists the economic, environmental and social criteria that the GRI guidelines suggest, as well as certain specific criteria from the GRI Airport Operators Sector Supplement. The data contained in this report meets requirements for a GRI level C rating. There are no changes or re-statements from previous reports, as this is the Airport Authority’s first reporting period.

Our BoundariesThe Airport Authority’s boundaries for the purposes of this Sustainability Report encompass the organiza-tion’sgeographicjurisdiction(SanDiegoCounty)asdetermined by state law, as well as entities over which the Airport Authority exercises control or significant influence, both in and through its relationships with various entities. A summary of these boundaries follows.

ControlThe San Diego County Regional Airport Authority exercises control over the Airport Authority and San Diego International Airport.

Significant InfluenceThe Airport Authority has significant influence over:

• Authoritycollectivebargainingunit(union)• Airportretailtenants• Airportairlinetenants• Airportcargocarriertenants• Parkingmanagementservice• Airportgroundtransportationserviceproviders• HarborPoliceDepartment• Aircraftrescueandfirefighting/SanDiegoFire-

Rescue Department• On-siteservices(e.g.,janitorial,security)• Contractorandconsultantservices(e.g.,

construction, engineering, environmental, maintenance)

SUSTAINABILITY REPORTGRI INDEX

25 Strategy and Analysis

ProfileDisclosure Description Reported Page

1.1 Statement from the most senior decision-maker of the organization 1-3

Organizational Profile


2.1 Nameoftheorganization 36-37

2.2 Primarybrands,products,and/orservices 36-37

2.3 Operationalstructureoftheorganization,includingmaindivisions, 36-37 operatingcompanies,subsidiaries,andjointventures

2.4 Locationoforganization’sheadquarters 40

2.5 Number of countries where the organization operates, and names of 40 countrieswitheithermajoroperationsorthatarespecificallyrelevant to the sustainability issues covered in the report

2.6 Natureofownershipandlegalform 36-37

2.7 Marketsserved(includinggeographicbreakdown,sectorsserved,and 22-23 types of customers/beneficiaries)

2.8 Scaleofthereportingorganization 7-8,22-23, 36-37

2.9 Significant changes during the reporting period regarding size, structure, 36 or ownership

2.10 Awardsreceivedinthereportingperiod 38-39

Report Parameters


3.1 Reporting period (e.g., fiscal/calendar year) for information provided 1

3.2 Date of most recent previous report (if any) 24

3.3 Reporting cycle (annual, biennial, etc.) 1

3.4 Contact point for questions regarding the report or its contents 40

3.5 Process for defining report content 24

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, 24 jointventures,suppliers)

3.7 Stateanyspecificlimitationsonthescopeorboundaryofthereport 24

YesKEY: No

GRI Index


26

GRI INDEX

3.8 Basisforreportingonjointventures,subsidiaries,leasedfacilities, 24 outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations

3.10 Explanation of the effect of any re-statements of information provided in 24 earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods)

3.11 Significant changes from previous reporting periods in the scope, boundary, 24 or measurement methods applied in the report

3.12 Table identifying the location of the Standard Disclosures in the report 25-30

Governance, Commitments, and Engagement


4.1 Governance structure of the organization, including committees under the 36 highest governance body responsible for specific tasks, such as setting strategy or organizational oversight

4.2 Indicate whether the Chair of the highest governance body is also an 36 executive officer

4.3 For organizations that have a unitary board structure, state the number and 36 gender of members of the highest governance body that are independent and/or non-executive members

4.4 Mechanisms for shareholders and employees to provide recommendations or 16-20 direction to the highest governance body

4.14 Listofstakeholdergroupsengagedbytheorganization 18-20

4.15 Basisforidentificationandselectionofstakeholderswithwhomtoengage 18-20

Economic Performance

PerformanceIndicator Description Reported Page

EC1 Directeconomicvaluegeneratedanddistributed,includingrevenues,operating 8,31 costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments

EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change

EC3 Coverage of the organization’s defined benefit plan obligations

EC4 Significant financial assistance received from government

EC5 Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation

EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation

AO1 Total number of passengers annually, broken down by passengers on 31 international and domestic flights and broken down by origin-and- destination and transfer, including transit passengers

AO2 Annual total number of aircraft movements by day and by night, broken down by 32 commercial passenger, commercial cargo, general aviation and state aviation flights


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GRI INDEX

AO3 Total amount of cargo tonnage 32

EC7 Proceduresforlocalhiringandproportionofseniormanagementhiredfrom the local community at significant locations of operation

EC8 Developmentandimpactofinfrastructureinvestmentsandservicesprovided primarily for public benefit through commercial, in-kind, or pro bono engagement

EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts

Environmental Performance

PerformanceIndicator Description Reported Page

EN1 Materials used by weight or volume

EN2 Percentage of materials used that are recycled input materials

EN3 Direct energy consumption by primary energy source

EN4 Indirect energy consumption by primary source

EN5 Energy saved due to conservation and efficiency improvements 10-11, 32

EN6 Initiatives to provide energy-efficient or renewable energy based products and 10, 32 services, and reductions in energy requirements as a result of these initiatives

EN7 Initiativestoreduceindirectenergyconsumptionandreductionsachieved

EN8 Totalwaterwithdrawalbysource 10,32

AO4 Quality of storm water by applicable regulatory standards 33

EN9 Water sources significantly affected by withdrawal of water

EN10 Percentage and total volume of water recycled and reused

EN11 Locationandsizeoflandowned,leased,managedin,oradjacentto, protected areas and areas of high biodiversity value outside protected areas

EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas

EN13 Habitats protected or restored 33

EN14 Strategies, current actions, and future plans for managing impacts on biodiversity

EN15 NumberofIUCNRedListspeciesandnationalconservationlistspecies with habitats in areas affected by operations, by level of extinction risk

EN16 Total direct and indirect greenhouse gas emissions by weight

EN17 Otherrelevantindirectgreenhousegasemissionsbyweight

EN18 Initiativestoreducegreenhousegasemissionsandreductionsachieved

EN19 Emissions of ozone-depleting substances by weight

EN20 NOx, SOx, and other significant air emissions by type and weight

EN21 Total water discharge by quality and destination


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GRI INDEX

EN22 Total weight of waste by type and disposal method 9, 33

EN23 Total number and volume of significant spills 33

AO5 Ambient air quality levels according to pollutant concentrations in microgram per cubic meter (μg/m3) or parts per million (ppm) by regulatory regime

AO6 Aircraft and pavement de-icing/anti-icing fluid used and treated by m3 and/or 34 metric tonnes

EN24 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally

EN25 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation

EN27 Percentageofproductssoldandtheirpackagingmaterialsthatarereclaimed by category

EN28 Monetaryvalueofsignificantfinesandtotalnumberofnon-monetarysanctions for non-compliance with environmental laws and regulations EN29 Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce

EN30 Total environmental protection expenditures and investments by type

AO7 Number and percentage change of people residing in areas affected by noise

Social Performance

Performance Indicator Description Reported Page

LA1 Totalworkforcebyemploymenttype,employmentcontract,andregion,broken 16,34 down by gender

LA2 Totalnumberandrateofnewemployeehiresandemployeeturnoverbyage group, gender, and region

LA3 Benefitsprovidedtofull-timeemployeesthatarenotprovidedtotemporary orpart-timeemployees,bymajoroperations

LA15 Returntoworkandretentionratesafterparentalleave,bygender

LA4 Percentageofemployeescoveredbycollectivebargainingagreements 34

LA5 Minimumnoticeperiod(s)regardingsignificantoperationalchanges,including whether it is specified in collective agreements

LA6 Percentageoftotalworkforcerepresentedinformaljointmanagement-worker 15 health and safety committees that help monitor and advise on occupational health and safety programs

LA7 Ratesofinjury,occupationaldiseases,lostdays,andabsenteeism,andnumber 35 of work-related fatalities by region and by gender


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GRI INDEX

LA8 Education,training,counseling,prevention,andrisk-controlprogramsin place to assist workforce members, their families, or community members regarding serious diseases

LA9 Healthandsafetytopicscoveredinformalagreementswithtradeunions

LA10 Averagehoursoftrainingperyearperemployeebygender,andbyemployee category

LA11 Programsforskillsmanagementandlifelonglearningthatsupportthe 16 continued employability of employees and assist them in managing career endings

LA12 Percentageofemployeesreceivingregularperformanceandcareerdevelopment 35 reviews, by gender

LA13 Compositionofgovernancebodiesandbreakdownofemployeesperemployee category according to gender, age group, minority group membership, and other indicators of diversity

LA14 Ratioofbasicsalaryandremunerationofwomentomenbyemployeecategory, by significant locations of operation

HR1 Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening

HR2 Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken

HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained

HR4 Total number of incidents of discrimination and actions taken

HR5 Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights

HR6 Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor

HR7 Operationsandsignificantsuppliersidentifiedashavingsignificantriskfor incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor

HR8 Percentageofsecuritypersonneltrainedintheorganization’spoliciesor procedures concerning aspects of human rights that are relevant to operations

HR9 Total number of incidents of violations involving rights of indigenous people and actions taken

HR10 Percentageandtotalnumberofoperationsthathavebeensubjecttohuman rights reviews and/or impact assessments

HR11 Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms

SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs


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GRI INDEX

SO9 Operations with significant potential or actual negative impacts on local communities

SO10 Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities

AO8 Number of persons physically or economically displaced, either voluntarily or involuntarily, by the airport operator or on its behalf by a governmental or other entity, and compensation provided

SO2 Percentage and total number of business units analyzed for risks related to corruption

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures

SO4 Actions taken in response to incidents of corruption

SO5 Public policy positions and participation in public policy development and lobbying

SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country

SO7 Totalnumberoflegalactionsforanti-competitivebehavior,anti-trust,and monopoly practices and their outcomes

SO8 Monetaryvalueofsignificantfinesandtotalnumberofnon-monetary sanctions for non-compliance with laws and regulations

PR1 Lifecyclestagesinwhichhealthandsafetyimpactsofproductsandservices are assessed for improvement, and percentage of significant products and servicescategoriessubjecttosuchprocedures

PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes

AO9 Total annual number of wildlife strikes per 10,000 aircraft movements 35

PR3 Type of product and service information required by procedures, and percentageofsignificantproductsandservicessubjecttosuchinformation requirements

PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes

PR5 Practices related to customer satisfaction, including results of surveys 21-23, 35 measuring customer satisfaction

PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship

PR7 Totalnumberofincidentsofnon-compliancewithregulationsandvoluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes

PR8 Totalnumberofsubstantiatedcomplaintsregardingbreachesofcustomer privacy and losses of customer data

PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services

SUSTAINABILITY REPORTCHARTS AND TABLES

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Charts and Tables

Economic Performance



Direct Economic Value Generated (Revenues) and Distributed (Expenses)

Revenues (sales and interest income only) $150,414,981

Operating costs ($128,712,874)

Employee wages and benefits ($38,266,477)

Payments to capital providers (interest expense) ($4,392,903)

Tax payments to government 0

Community investments* 0

Economic value retained (economic value generated less economic value distributed) -($20,957,273)**

*Federal regulations require Federal Aviation Administration and Department of Transportation funds to airports to be used only for capital and operating costs of the airport, the local airport system, and/or other facilities owned and operated by the airport that are directly related to the air transportation of passengers or cargo. However, the Airport Authority does support the community in several significant ways, including sponsorships for a variety of community organizations, an annual United Way employee fundraising drive, and youth education programs, among other initiatives.

**Economic value retained (with other revenue sources & expenses included): $236,166,688 - $189,271,940 = +$46,894,748

Other revenues include passenger facility charges, customer facility charges, Quieter Home Program grant revenue and Capital grant contributions.

Other expenses include Quieter Home Program expenses.


Interest income - $6,408,130

Total operating revenues - $144,006,851Revenues

$150,414,981

Interest expense - $4,392,903

Employee wages and bene�ts - $38,266,477

Operating costs - $128,712,874Expenses$171,372,254

Direct Economic Value Generated and Distributed

$150,414,981 - $171,372,254 = -($20,957,273)*

Economic value retained = (economic value generated less economic value distributed)

*Economic value retained (with other revenue sources & expenses included): $236,166,688 - $189,271,940 = +$46,894,748

Other revenues include passenger facility charges, customer facility charges, Quieter Home Program grant revenue and Capital grant contributions. Other expenses include Quieter Home Program expenses and Joint Studies Program.


Passengers by International/DomesticDirect Economic Value Generated and Distributed

Domestic International Total

Arriving 8,237,311 212,265 8,449,576

Departing 8,247,416 195,196 8,442,612

Total 16,484,727 407,461 16,892,188

Passengers by Origin & Destination/Transfer*

Origin & Destination Transfer Total

16,023,558 868,630 16,892,188

* Arriving, departing and transit passengers not tracked.


32 Total Amount of Cargo TonnageAll values listed in metric tons

Domestic International Total

Cargo 101,377 2,195 103,572

Mail 15,109 n/a 15,109

Total 116,486 2,195 118,681

Total Number of Aircraft Movements*

Initiatives to provide energy-efficient orrenewable energy based products and services

Energy saved due to conservation and efficiency improvements

Total Water Withdrawal

Flight Category Day Night Total

Passenger 157,818 1,132 158,950

Cargo 5,408 1,044 6,452

General Aviation 19,038 ** 19,038

Military 702 ** 702

Total 182,966 2,176 185,142

* Only the total is shown. Day and night were not tracked.** Day and night as defined by day = within departure curfew hours (6:30 a.m. - 11:30 p.m.) and night = outside departure curfew hours(11:30 p.m - 6:30 a.m.)

Environmental Performance

Shows reductions in energy requirements as a result of these initiatives.



FY 201122,506 GJ



58%Shows reductions in energy requirements as a result of these initiatives.



FY 201122,506 GJ



58%

Water drawn from the municipal water supply.


17,257 m3/year from the previous year.

FY 2011223,645 m3/year

7%


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CHARTS AND TABLES

Pollutant of Concern (units)Median

Concentration(b) Standard # of Analyses # of ExceedancesExceedance

Frequency (%)

Ammonia-N (mg/L) 1.20 2.14 20 2 10

BOD (mg/L) 9.10 30 20 0 0

COD (mg/L) 26.9 120 20 0 0

Specific Conductivity (μmhos/cm) 96.5 900 20 0 0

Oil & Grease (mg/L) 1 15 20 0 0

pH (pH unit) 7.19 6.0-9.0 20 0 0

TSS (mg/L) 6.5 100 20 0 0

Aluminum, Total (μg/L) 255 750 20 4 20

Copper, Total (μ/L) 49.5 14 20 20 100

Copper, Dissolved (μg/L) 21.5 14 20 13 65

Iron, Total (μg/L) 430 1,000 20 2 10

Lead, Total (μg/L) 2.15 82 20 0 0

Zinc, Total (μg/L) 78 120 20 6 30

Zinc, Dissolved (μg/L) 49.5 120 20 3 15

Ethylene Glycol (mg/L) 5 100 20 0 0

Quality of Storm Water by Applicable Regulatory Standards

Note: Half of the detection limit was used as the data point for statistical analysis of results that were not detected.

Habitats Protected or Restored

Habitat Hectares*

Protected 8.19

Restored 0

* Hectare = 2.47 acres

Waste by TypeAll values listed in standard tons

Non-Hazardous 10,739.00

Hazardous 80.19

Total 10,819.19

All hazardous waste is handled by a certified hazardous waste contractor and disposed of in accordance with pertinent regulations.

Military (state aviation) - 702

General Aviation - 19,038

Cargo - 6452

Passenger - 158,950

Aircraft185,142

Total Number of Aircraft Movements

Waste Disposal MethodConstruction and demolition debris recycling - 5,150 tons

Land�ll - 4,902 tons

Certi�ed hazardous waste disposal - 80.19 tons

Recycle - 687 tonsWaste

10,819.19 tons

Total Number and Volume of Significant Spills

Total number of spills 68

Total volume of spills Less than 47 gallons


Type-I Fluid Captured and Collected from Aircraft

Captured - 90%*

Discharged - 10%**Quantity Used

2.74 m3

No type-IV �uid or pavement de-icing was used. One meter3 = 264.2 gallons.

** This material, as applied, is estimated to evaporate in less than 36 minutes. Based on Equation D-1, from Appendix D, Risk Management Program Guidance for O�site Consequence Analysis, USEPA O�ce of Solid Waste and Emergency Response, 1999.

* 90% of all �uid captured is subsequently treated.

Aircraft and Pavement De-Icing/Anti-Icing Fluid Used and Treated

CHARTS AND TABLES

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Social Performance

Total Workforce* by Gender

Aircraft and Pavement De-Icing/Anti-Icing Fluid Used and Treated

FY 2011

Male 444

Female 229

Total 673

Total Workforce* by Employment Type

Full Time Full Time Contract Supervised (Full Time Contractors) Total

Male 207 2 235 444

Female 145 1 83 229

Total 352 3 318 673

Total Workforce* by Contract Type

Fixed Term No Contract Supervised (Full Time Contractors) Total

Male 2 207 235 444

Female 1 145 83 229

Total 3 352 318 673

Total Workforce* by Region - San Diego

Male 444

Female 229

Total 673

Employees Covered by Collective Bargaining Agreements

Covered 29%

Not Covered 71%

* Total workforce includes full time Airport Authority employees and contractors.


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Customer Satisfaction Scores* FY 2011

Overall Satisfaction: 86%

Q1, Jul. - Sep. 2010

Q2, Oct. - Dec. 2010

Q3, Jan. - Mar. 2011

Q4, Apr. - Jun. 2011

87% 83% 85% 89%

*The benchmark surveys were conducted quarterly by Phoenix Marketing International to assess customer satisfaction levels. A five-point scale was used where 1 is “very dissatisfied” and 5 is “very satisfied.”

The following additional practices were also used to assess customer satisfaction:

• AirportServiceQualitySurveywasconductedmonthlyinmorethan190 airports across 50 countries. The customer satisfaction scores compare other airports similar in size and scope

• FeedbackfromtheVolunteerAirportAmbassadorsprogram• Collectionof“ContactUs”commentcards

Percentage of Full Time Employees Receiving Regular Reviews

Number Percent

Male 209 100%

Female 146 100%

Rates of Injury, Occupational Diseases, Lost days and Absenteeism*

Male Female

Injury Rate 2.105 2.631

Occupational Disease Rate 0 0

Lost Day Rate 0 .789

Absentee Rate n/a n/a

* Calculated based on 200,000 hours worked. All employees are based in San Diego. There were no work-related fatalities.

Injury Rates Shown by Cause*

Male Female

Patrolling .526 0

Office Work .526 .789

Lift or Carry .263 0

Lacerations .526 .263

Slip, Trip or Fall .263 1.842

* Calculated based on 200,000 hours worked. All employees are based in San Diego.

Wildlife Strikes

FY 2011

Strikes 0.081

*Annually, per 10,000 aircraft movements

SUSTAINABILITY REPORTORGANIZATIONAL PROFILE

36

SAN DIEGO COUNTYREGIONAL AIRPORTAUTHORITY BOARD

General Counsel

Vice PresidentAdministration

Division

Vice PresidentDevelopment

Division

Vice PresidentFinance/Treasurer

Division

Vice PresidentPlanning &Operations

Division

Vice PresidentMarketing &

CommunicationsDivision

Senior DirectorExecutive

O�ce

FacilitiesDevelopmentDepartment

AccountingDepartment

Airport PlanningDepartment

Airport NoiseMitigation

Department

ProcurementDepartment

Risk ManagementDepartment

InformationTechnologyDepartment

Small BusinessDevelopmentDepartment

Training &Organizational DevelopmentDepartment

Quieter HomeProgram (QHP)

FacilitiesManagementDepartment

Terminal Development

Program Department

Ground Transportation

Department

Real EstateManagementDepartment

CorporateServices

Department

Air ServiceDevelopmentDepartment

Public & CustomerRelations

Department

Inter-GovernmentalRelations

Department

Marketing & Advertising Department

EnvironmentalA�airs

Department

LandsideOperations

Department

Aviation Security &Public SafetyDepartment

Airside OperationsDepartment

Financial Planning & Budget

Department

Business Planning Department

Human ResourcesDepartment

Chief Auditor

President/CEO

Organizational Profile

About San Diego County Regional Airport Authority

The San Diego County Regional Airport Authority was created on January 1, 2003, as an independent agency to manage the day-to-day operations of San Diego International Airport and address the region’s long-term air transportation needs.

The legislation that created the Airport Authority mandates three main responsibilities:

• OperateSanDiegoInternationalAirport• Planforthefutureairtransportationneedsof

the region • Serveastheregion’sAirportLandUseCommis-

sion – and ensure the adoption of land use plans that protect public health and safety surrounding all 16 of the county’s airports

The Airport Authority is governed by an appointed Board of nine voting members (nine male members; no female members) with three additional non-voting members serving ex-officio (two male members; one female member) who represent all areas of San Diego County. Three members serve as the Executive Committee. The Board regularly convenes on matters

connected to its state-mandated mission to effectively manage and operate San Diego International Airport and address the region’s long-term air transportation needs.

Several standing committees of the Board have been formed to better address key policy areas and develop items for consideration by the full Board. They also hold regular public meetings and include:

• ExecutiveCommittee• ExecutivePersonnelandCompensation

Committee • FinanceCommittee• AuditCommittee• TerminalDevelopmentProgramCommittee

President/CEO Thella F. Bowens is responsible for management oversight of the Airport Authority, the annual budget and a staff of approximately 359 aviation professionals. The Airport Authority Board Chair does not serve as an executive officer within the organization’s management.

During the reporting period there have been no significant changes regarding size, structure or owner-ship of San Diego County Regional Airport Authority or San Diego International Airport.

Our Structure


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ORGANIZATIONAL PROFILE

About San Diego International Airport

Formorethan80years,SanDiegoInternational Airport has served the air transportation needs of the San Diego region. The airport’s total operation sits on661acresjusttwomilesnorthwestofSanDiego’sthriving downtown. Its ocean-close location on Harbor Drive is roughly bounded by Interstate 5 to theeast,LibertyStationtothewest,MarineCorpsRecruit Depot to the north and San Diego Bay to the south. The airport has a single primary runway, which is 9,401 feet long.

On average, 40,000–50,000 passengers a day pass through the airport, which accommodates more than 500dailyarrivalsanddepartures,thevastmajorityofwhich are for passenger service.

Twenty passenger carriers and three cargo carriers servetheairport,whichhas41gatesforjetaircraftinTerminals 1 and 2 and four gates for regional planes in the Commuter Terminal. Southwest Airlines, the largestcarrier,accountedfor37percentofthepas-senger volume in 2011.

San Diego International Airport contributes $10 billion annually to the region and approximately 115,000

jobs,oroneofevery16jobsintheregion,aredirectlyor indirectly related to operations at the airport.

SUSTAINABILITY REPORTOUR AWARDS

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Our Awards

During Fiscal Year 2011, the Airport Authority received the following awards and recognition related to its sustainability efforts.

Our Business• 2011GoldenWatchdogAwardfromthe

San Diego County Taxpayers Association for efficient use of public funds for the bond sale for The Green Build

• 2011AchievementofExcellenceinProcurementfrom the National Purchasing Institute

• 2011ProcurementAdvocateoftheYearfrom the San Diego County Hispanic Chamber of Commerce

• 2011DistinguishedBudgetPresentationAwardfrom the Government Finance Officers Association of the United States

• 2011CertificationofExcellenceinDebtPolicyfrom the Association of Public Treasurers of the United States and Canada

• 2011San Diego Metro Mover, Robert H. Gleason, Board Chair

• 2011San Diego Metro Mover, Bob Silvas, Director, Small Business Development

• 2011DisadvantagedBusinessEnterprise Advocate and Partner Award from the Federal Aviation Administration

• 2010PublicAgencyofChoicefromtheAmericanSubcontractors Association

• 2010CFOoftheYearExemplaryAwardfromtheSan Diego Business Journal

• 2010DistinguishedBudgetPresentationAwardfrom the Government Finance Officers Association of the United States and Canada

• 2010CertificateofAchievementforExcellenceinFinancial Reporting from the Government Finance Officers Association of the United States and Canada

• 2010CertificationofExcellenceinInvestmentPolicy from the Association of Public Treasurers of the United States and Canada

• 2010San Diego Metro Mover, Thella F. Bowens, President/CEO

• 2010AchievementofExcellenceinProcurementfrom the National Purchasing Institute

• 2010SpecialAwardfromtheSanDiegoChapterof the American Subcontracting Association for outstanding contribution toward and support of the San Diego subcontracting community’s issues and concerns

Our Environment• 2011AlonzoAwardforSustainableBusiness

Practices from the Downtown San Diego Partnership for going above and beyond local, state and federal regulations in creating best practices in sustainability

• 2011RecycleroftheYearAwardfromthe City of San Diego

• 2011OutstandingEnergyProjectfor“InstallAirfieldSigns,TaxiwayLightsandRunwayGuardLights”fromtheAmericanSocietyofCivil Engineers Region 9

• 2011AirportsCouncilInternational–NorthAmerica Excellence in Airport Marketing and Communications Contest – 2nd Place for Creative Innovations/Technology–LeastTernNestCounteron Website

• 2010OutstandingCivilEngineeringProjectAwardin Sustainable Technology for “Install Airfield Signs,TaxiwayLightsandRunwayGuardLights”from the American Society of Civil Engineers San Diego Section

• 2010RecycleroftheYearAwardfromtheCity of San Diego

Our Team • 2010FirstPlaceMarbleAwardforBest

Medium-Sized Employer for Workplace Excellence from the San Diego Society for Human Resources Management

Our Community• 2011AwardoftheOrganizationfromtheAirport

Minority Advisory Council for significant contributions toward the inclusion of historically underrepresented businesses in contracting opportunities

• 2011DisadvantagedBusinessEnterprise Advocate and Partner Award from the Federal Aviation Administration


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OUR AWARDS

• 2011AirportsCouncilInternational–NorthAmerica Excellence in Airport Marketing and Communications Contest – 2nd Place for Creative Innovations/Promotional Materials – Jet’s Fun Pack

• 2011SilverAnvilfromthePublicRelationsSociety of America in the Community Relations – Govern-ment category for “The Green Build Takes Flight”

• 2011PR Week Honorable Mention in Public Sector Campaign of the Year for “The Green Build Takes Flight”

• 2011PROTOSAwardofExcellenceinCommunityRelations/Institutional Programs for “The Green Build Takes Flight at San Diego International Airport” from the Public Relations Society of America Orange County Chapter

• 2011EdwardL.BernaysfromthePublicRelationsSociety of America San Diego/Imperial Counties Chapter Silver Mark of Excellence Award in Community Relations for “The Green Build Takes Flight”

• 2011AirportsCouncilInternational–NorthAmerica Excellence in Airport Marketing and Communications Contest – 2nd Place for Aviation Education&TourPrograms–JuniorAchievementBizTown Mural

• 2010PublicAgencyofChoicefromtheAmericanSubcontractors Association

Our Customers • 2010#1rankingamongCalifornia

airports in Condé Nast Traveler annual Business Travel Awards

• 2010#5rankingamongU.S.airportsinCondé Nast Traveler annual Business Travel Awards

Other AwardsSafety

• 2011America’sSafestAirports by Travel + Leisure

Planning• 2011OutstandingEnvironmental

Technical Report from the Association of Environmental Professionals, San Diego Chapter for the Ryan Aeronautical Historical American Buildings Survey and Interpretive Display/Website

• 2010FirstPlaceAwardforDistinguished LeadershipfromtheAmericanPlanning Association San Diego Chapter

Marketing/Public Relations• 2011PRProfessionaloftheYear,DianaLucero,

from the Public Relations Society of America San Diego/Imperial Counties Chapter

• 20101stPlaceExcellenceinMarketingand Communications Award, Creative Innovation, Promotional Item from Airports Council International - North America

• 2010FinalistforSanDiegoBookAwards, Picture Book

• 2010FinalistforUSABookAwards, Animals&PetsNovelty

• 2010FinalistforUSABookAwards, Children’s Novelty

Construction/Development• 2011AviationProjectoftheYearfrom

the California Transportation Foundation for the Taxiway C Rehabilitationproject

• 2011OutstandingPublicOwnerfromtheSanDiego Chapter Associated General Contractors

• 2010ProjectoftheYearAwardforthe96InchSewerPipeLinerfromTrenchlessTechnology

• 2010OutstandingCivilEngineeringAwardfor“InstallAirfieldSigns,TaxiwayLightsandRunwayGuardLights”fromtheAmericanSocietyof Civil Engineers

• 2010Constructech Vision Award

SUSTAINABILITY REPORTSECTION TITLE

3225 North Harbor DriveSan Diego, CA 92101United States

P.O.Box82776SanDiego,CA92138-2776United States Matt Harris Senior Director Executive Office Email: [email protected]: 619-400-2400

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AA GRI 2011

Documents

Transcript of AA GRI 2011