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1 Introduction1C H A P T E R

IN T R O D UC T I O N

v

re development of Toronto Pearson.

Since the 1999 Master Plan was

adopted, the majority of projects

it envisioned have been com-

pleted, and it is now appropriate

to update this important

planning document.

The updated Toronto Pearson

Airport Master Plan will present

the traffic demand forecasts and

required facility infrastructure to

meet capacity requirements

through to 2030. Within this

planning horizon, Toronto Pearson

is projected to reach its practical

capacity. Accordingly, the Toronto

Pearson Airport Master Plan will

explore capacity optimization

opportunities and the eventual

need to address airport capacity

planning and management as

Toronto Pearson approaches its

ultimate capacity.

Chapter 1 > IN T R O D UC T I O N

1.1

I N T R O D U C T I O N

Chapter 1

1 . 1 B A C K G R O U N D

Toronto Pearson International

Airport had its origins in 1937

when the federal government ac -

quired nine farms in the Malton

area to serve as an airport site for

the City of Toronto. Toronto

Muni cipal Airport in Malton

opened in 1938 offering two hard

surface runways, one grass landing

strip and a converted farm house

for a terminal building. From

these modest beginnings at a

remote location on the outskirts

of what is now the most populous

city in Canada, Toronto Pearson

International Airport has evolved

to become Canada’s busiest airport

and one of the country’s most sig-

nificant pieces of transportation

infrastructure. In 2006, the

Airport handled close to 31 mil-

lion passengers, 417,000 aircraft

movements and 517,000 tonnes

of cargo.

Toronto Pearson is surrounded

by the rapidly growing Greater

Toronto Area (GTA) and serves a

region with a population in excess

of 5.5 million people. By 2020,

the GTA’s population will likely

reach 7.3 million at which time it

is estimated that some 50 million

passengers and 637,000 aircraft

movements per year will use the

Airport’s facilities. By 2030, the

GTA’s population is expected to

reach 8.2 million and the demand

for Toronto Pearson’s facilities is

projected to be 66 million passen-

gers and 801,000 aircraft move-

ments. As the GTA continues to

grow, so does its air travel needs

and its reliance on a world

class airport.

The Greater Toronto Airports

Authority (GTAA) is now in its

11th year of operating and manag-

ing Toronto Pearson. The GTAA’s

mandate is to ensure that the

Airport’s facilities and air services

match the needs of the growing

population of the GTA and south-

central Ontario. To address this

significant responsibility, the

GTAA embarked on a 30-year

vision for the development of

Toronto Pearson in 1996. Since

that time, the GTAA’s primary

focus has been to replace obsolete

airport infrastructure in order to

improve the facilities and services

that Toronto Pearson has to offer

the region it serves.

For the past eight years,

The Airport Master Plan

(2000-2020), published

in 1999, has provided

the framework for the


1.2

1 . 2 A I R P O RT M A S T E RP L A N P R O F I L E

1.2.1 Master Plan Objectives

The primary purpose of the

Airport Master Plan is to describe

the long-term development of

facilities that will be required to

enable Toronto Pearson to meet its

strategic objectives while efficiently

serving the needs of the travelling

public and the region it serves.

The Master Plan serves not only as

a blueprint for the development of

the Airport’s physical facilities, it

also provides a snapshot of its

existing facilities, conditions, and

capabilities; examines future needs;

and establishes the Land Use Plan

for the Airport.

The Master Plan is a comprehen-

sive study of the Airport that

describes the short-, medium- and

long-term plans for airport devel-

op ment. The Master Plan will

address airfield, passenger termi-

nal, groundside access, cargo,

business aviation, support and

ancillary facilities, and the facility

improvements required to enhance

the overall operating efficiency of

the Airport.

Another major objective of the

Master Plan is to provide the

framework required for corporate

decision-making that allows air-

port management to make day-to-

day decisions aimed at preserving

long-term development options. It

also guides technical staff by pro-

viding sufficient warning before

new facilities and services will be

required and makes it clear at an

early stage the key milestones of

airport development.

The Airport Master Plan will also

be of great interest to the Airport’s

many partners and stakeholders. It

provides an indication of the

GTAA’s plans for infrastructure

development and creates long-

term clarity and certainty for all

those affected or interested; it

serves to notify commercial,

industrial and community interests

of the future plans for airport

development in time for their

comment, assistance and partici-

pation; it provides a useful tool for

communicating to a range of

stakeholders, including airlines,

funding institutions, local and

regional municipal authorities and

other local interests to allow them

to make well-informed investment

decisions; and, it provides a con-

sistent and publicly recognizable

vehicle for federal and provincial

governments, investors and stake-

holders to assess the progress

being made.

In light of the investment and air-

port redevelopment undertaken at

Toronto Pearson by the GTAA

over the last decade, an update to

the Master Plan is required. With

the major construction phase now

complete, it is necessary to review

the timing of future development

at Toronto Pearson.

1.2.2 Master Plan History

The first Master Plan for Toronto

Pearson was released by the federal

Department of Transport in 1967

and was followed by numerous

studies over the next 30 years that

addressed airport growth and the

provision of adequate airport

capacity to meet the rapidly

growing air traffic demands of

the Toronto Region.

Following the decisions to dis -

continue development of the

Pickering lands, the Department

of Transport produced the Malton

Contingency Plan in 1975 which

recommended 36 courses of

action aimed at squeezing more

capacity out of existing facilities to

enable the Airport to cope with

demand pressures up until 1982.

A new Master Plan was published

by Transport Canada in 1982 that

recommended a number of major

improvements to airport opera-

tions and facilities. Improvements

Terminal 1 and Apron Area


1.3

included the construction of a

third terminal, expansion of cargo

operations, expansion and develop-

ment of air carrier maintenance

facilities, and improvements to

ground transportation facilities, air

traffic services, air navigation and

airside facilities. It further empha-

sized that development of the

Airport would be done on an

incremental basis in order to

respond to the constantly changing

demands for airport facilities.

The 1982 Master Plan also estab-

lished a Land Use Plan for the

Airport that identified specific

areas designated for on-site devel-

opment. The Infield Area south

and west of Runway 15-33 was to

remain undeveloped in the imme-

diate term, but was to be retained

for long-term development of ter-

minal, cargo, and other facilities,

as required during the 1990s

and beyond.

The Master Plan was updated

again by Transport Canada in

1986 and stressed the primary

need to ensure adequate terminal

and groundside capacity over the

next 10 years. A major component

of this Master Plan was the 1984

Airside Capacity Study, which rec-

ognized that additional runway

capacity would ultimately be

required if Toronto Pearson was to

continue as the primary air carrier

airport in the Toronto area.

The 1986 Master Plan concluded

that a multi-sector third terminal

was required in the near term and

further recommended that pro -

posals to design, construct, and

operate a third terminal be sought

from the private sector. The Plan

also presented specific proposals

for the further long-term

development of airport lands.

Transport Canada issued a revised

Master Plan in 1995 in response

to the federal government’s new

direction for Toronto Pearson. The

focus of this Master Plan was the

development of Toronto Pearson’s

airside system to its ultimate

capacity and the provision of addi-

tional passenger terminal capacity

beyond the year 2000. The Land

Use Plan further refined the long-

term development concept for the

Airport and subsequently formed

the basis for the planning and

development decisions made by

the GTAA.

Shortly after the release of the

1995 Master Plan, the GTAA

unveiled a concept to replace

Terminals 1 and 2 with a single

unified terminal capable of accom-

modating 45 to 50 million passen-

gers per year in conjunction with

Terminal 3, which was consistent

with the approved Land Use Plan.

The GTAA published its first

Master Plan for Toronto Pearson

in December 1999. The focus of

the 1999 Master Plan was the

development of passenger terminal

facilities required to meet aviation

demand over the 2000-2020 plan-

ning horizon. It defined the long-

term vision for Toronto Pearson

and the Airport Development

Program (ADP) that was required

to provide sufficient capacity for

the next 20 years to maximize the

development potential of

Toronto Pearson.

1.2.3 Master Plan Setting 2007

The development of Toronto

Pearson, as described in this

Master Plan, is predicated on a

number of planning parameters

and assumptions which include

the following:

• Population and demand for air

transportation within the GTA

and south-central Ontario will

continue to grow.

• Toronto Pearson will remain the

principal international airport

for commercial traffic within

southern Ontario for the duration

of the Master Plan timeframe.

• Aircraft operations will continue

under the current regulatory

environment.


1.4

• Toronto Pearson is situated in a

built-up urban area with little

room for expansion.

• Adequate external transportation

infrastructure within the GTA

will be provided by the relevant

municipal, regional and provin-

cial authorities to ensure that

passengers, freight, employees,

and visitors can access the

Airport.

• With the ADP complete, Toronto

Pearson has reached a mature

stage of development there by

establishing the foundation for

the Airport to achieve its opti-

mum capacity (that which best

balances financial, environmental

and social considerations).

• Wherever possible, incremental

expansion of existing facilities

will be used to deliver new

capacity.

• Toronto Pearson will be

developed to its optimum

capacity, which will likely be

reached within the 2030

planning horizon.

• Optimization measures will be

required to ensure the highest

and best use of existing and

planned facilities.

• Reliever airport capacity will be

required at other airport sites in

southern Ontario before 2030.

In summary, this Airport Master

Plan will review the timing of

future development at Toronto

Pearson. It will explore optimiza-

tion options and discuss the need

for additional airport capacity to

accommodate the region’s air

travel activity as Toronto Pearson

approaches its optimum capacity.

1.2.4 Master Plan Approach

This Master Plan provides the

strategy for the long-term develop-

ment of the Airport over the plan-

ning horizon to 2030 and will

examine the following topics:

• The socio-economic profiles of

the local and regional communi-

ties the Airport serves.

• The types of aviation activity

that Toronto Pearson is intended

to serve throughout the plan-

ning horizon.

• The airport environment and

the environmental impact of the

Master Plan.

• Airfield, passenger terminal and

ground transportation facilities,

capacities and development

plans, including transit initia-

tives; description of the ultimate

build-out of Toronto Pearson

facilities and the balancing of

key systems.

• Practical and maximum airside

capacity.

• Airport commercial services and

facilities such as Business

Aviation, airline support, and

cargo facilities.

• Airport operational support

facilities and services including

emergency services, airport

maintenance, administrative

facilities and utilities.

• The Airport’s noise management

plan.

• The Land Use Plan that identifies

space requirements for aviation

activities during the planning

horizon and designates land into

areas for specific types of activity.

• Opportunities for optimizing the

use of the physical infrastructure,

given that the Airport has

reached a mature stage of devel-

opment; identification of capac-

ity optimization options aimed

at achieving efficiency improve-

ments and increased throughput.

• Requirements for airport

capacity to meet the long-term

aviation needs of the GTA and

south-central Ontario.

This Master Plan for Toronto

Pearson builds upon the GTAA’s

long-term vision for the Airport

as presented in the 1999 Airport

Master Plan (2000-2020). It pro -

vides the framework for develop-

ment over the 2008-2030

time frame and combines them

into an overall picture of what

facility requirements and future

planning options are necessary to

accommodate forecast traffic

volumes.

1 . 3 A I R P O RT P R O F I L E

1.3.1 Airport Setting

Toronto Pearson is located 25 km

northwest of Toronto’s central

business district in the heart of the

southern Ontario region. The

Airport is surrounded by a variety

of industrial, commercial and resi-

dential land uses and is bound by


1.5

a series of major highways and

regional arterial roads:

• Hwy 401, part of the Trans-

Canada Hwy, borders the Airport

to the south.

• Hwy 427 forms part of the

eastern boundary of the Airport

and provides a link to down-

town Toronto via the Gardiner

Expressway.

• From the northeast to the south-

west, the Airport is bordered by

Airport Road, Derry Road and

Dixie Road.

Ground transportation links from

the Airport to business and resi-

dential centres of south-central

Ontario are provided by nine

major highways, (including Hwy

401, the principal east/west high-

way through southern Ontario), a


1.6

vast system of local and regional

roadway systems, and various

modes of public transit.

Toronto Pearson is situated in the

northeastern corner of the City of

Mississauga although a small por-

tion of the Airport is located

within the City of Toronto. The

communities surrounding Toronto

Pearson also include the City of

Brampton and the Town of

Caledon within the Regional

Muni cipality of Peel, the City of

Vaughan in the Regional Muni -

cipality of York, and the towns of

Halton Hills and Milton in the

Regional Municipality of Halton.

Due to their proximity to the

Airport, these communities derive

the most direct benefits and the

greatest impact of Toronto

Pearson’s operations.

1.3.2 Aviation Setting

Toronto Pearson is the principal

commercial service airport in the

Greater Toronto Area and south-

central Ontario and, with its

central location within the

national transportation network, it

is Canada’s primary hub for

domestic, transborder and inter -

national air travel. Toronto Pearson

is also the country’s busiest airport

handling over 30 per cent of

Canada’s air passenger traffic,

47 per cent of the nation’s air

cargo and 12 per cent of Canada’s

aircraft movements each year mak-

ing it the focal point for regional,

provincial and national aviation.

Toronto Pearson has served as

Canada’s main international air-

port since 1957 and as Canada’s

busiest airport since 1962. In

2006, Toronto Pearson ranked

29th in the world for passenger

traffic, 17th in North America for

passenger traffic, and 2nd in North

America in terms of international

traffic after New York (JFK).

The Airport has enjoyed signifi-

cant growth over the last decade

(1996-2006). Passenger volumes

have grown from 24.26 million to

30.97 million, averaging 2.5 per

cent per annum led by strong

growth in the international sector.

If current trends continue, passen-

ger traffic is forecast to reach

36 million passengers by 2010,

50 million passengers by the year

2020 and 66 million passengers

by 2030. Similarly, aircraft move-

ments have shown healthy growth

between 1996 and 2006, from

375,000 to 417,000, and are

expected to reach 637,000 by

2020 and 801,000 by 2030.

Today Toronto Pearson serves a

network of over 120 non-stop

inter national and domestic desti-

nations and same-plane service to

100 other international cities, and

the list is growing. These routes in

turn provide links to the remain-

ing world markets. Due to its

proximity to the populous U.S.

market, Toronto Pearson plays a

key role in the North American

air route structure with service

provided by 79 airlines. There are

11 domestic, 26 U.S.-based, and

42 other foreign airlines.

Additional airlines are seeking

government approval to gain land-

ing rights in Toronto. Scheduled

services are supplemented by sig-

nificant charter activity to numer-

ous North American, Caribbean,

Latin American, and European

destinations. In addition to pas-

senger service, eight airlines pro-

vided regular cargo and courier

service and over 200 business avia-

tion operators offered service to

numerous domestic and trans -

border destinations in 2006.

Due to its favourable location

within Canada, Toronto Pearson

Toronto International Airport, 1964


1.7

not only serves those visiting or

living within south-central

Ontario, but also the growing

number of passengers using the

Airport as a connecting point for

onward journeys. Toronto’s central

gateway location means that an

estimated 60 per cent of North

America’s population is within a

90-minute flight from Toronto

Pearson.

Given this strategic location and

available capacity, the GTAA will

focus on the development of

Toronto Pearson’s gateway status

as a means to diversify revenue

and ensure the residents of the

GTA access to an increased

number of destinations.

The Toronto City Centre Airport

is the only other airport within

the GTA that accommodates

scheduled airline service, albeit on

a very limited basis. The Toronto

City Centre Airport is located off-

shore from downtown Toronto on

Toronto Island and is operated by

the Toronto Port Authority.

Hamilton International Airport,

currently served by three passenger

airlines, has taken on a significant

role as an air cargo/courier airport.

The Region of Waterloo Inter -

national Airport has recently

introduced commercial air service

to Florida and Caribbean destina-

tions. Other southern Ontario air-

ports such as Buttonville,

Bramp ton, Burlington, and

Oshawa provide opportunities for

general aviation and commercial

service in the vicinity of the GTA,

but none has the infrastructure for

significant scheduled air service.

The closest commercial airport

with any extensive passenger

service is in Buffalo, New York.

1.3.3 Historical Profile

Toronto Pearson International

Airport has come a long way since

its early days as Malton Airport.

What began as a 420-hectare air-

field located on farmland situated

on the outskirts of Toronto has

become Canada’s largest and

busiest airport. The highlights of

Toronto Pearson’s history are illus-

trated in Figure 1-2 located at the

end of this chapter.

1.3.4 Toronto PearsonInternational Airport Today

The area of land within the cur-

rent operational boundary of

Toronto Pearson covers 1,867 hec -

tares (4,613 acres) and encom-

passes airside facilities, passenger

and cargo terminals, parking,

access roads, business aviation,

and aviation support facilities.

Airside Facilities

Toronto Pearson currently has five

runways in operation aligned in

both the east-west direction and

the north-south direction.

The east/west runways are:

• Runway 06L-24R measures

2,956 metres (9,697 feet)

in length,

• Runway 06R-24L measures


in length,

• Runway 05-23 measures

3,389 metres (11,120 feet)

in length.

The north/south runways are:

• Runway 15L-33R measures

3,368 metres (11,050 feet)

in length,

• Runway 15R-33L measures


in length.

The existing five-runway system is

capable of handling 520,000 to

Terminal 1

Terminal 1

1.8

610,000 arriving and departing

flights per annum.

An extensive system of taxiways,

measuring over 40 kilometres in

length, provides access between the

runways and the passenger termi-

nal, air cargo and airline hangar

areas. The Central Deicing Facility

also forms part of the airside system

and consists of six deicing bays, six

staging bays, an operations centre

and a central glycol storage area.

Other airside facilities include the

terminal apron areas, airside roads,

and the vast system of electronic,

communication, navigational and

visual approach aids that provide

both precision and non-precision

approaches to the runway system.

Passenger Terminals

Toronto Pearson has two passen-

ger terminals offering 97 bridged

aircraft gates and 32 commuter

positions, bringing the current

esti mated maximum capacity of

the Airport’s terminal system to

approximately 38-40 million pas-

sengers. Both Terminals 1 and 3

handle all three sectors of traffic:

domestic, transborder (Canada-

U.S.), and international

passengers.

Terminal 1, with 49 bridged gates

and nine commuter positions, is

the base for all of Air Canada’s

operations, as well as for the inter -

national Star Alliance member

airlines plus several other inter -

national airlines. The Terminal 1

Satellite provides an additional

15 commuter aircraft positions

which brings the practical capacity

of Terminal 1 to approximately

21 million annual passengers.

Terminal 3, with 32 bridged gates

and three commuter aircraft

positions, is the base for more

than 50 airlines from around the

world including WestJet, the

“Skyteam” alliance airlines, and

the “one world” alliance of airlines.

The Terminal 3 Satellite provides

a further five bridged gates and

five commuter aircraft positions

bringing the total capacity of

Terminal 3 to approximately

14 million annual passengers.

The Infield Terminal (IFT) was

built to provide additional gating

capacity during the construction

of the new terminal and will con-

tinue to serve as an overflow facility

in the years to come. The IFT

offers 11 bridged aircraft gates and

provides additional passenger pro-

cessing capacity of approximately

four million annual passengers.

Ground Transportation Access,

Circulation and Parking

The groundside road system links

all terminals as well as the various

cargo and air carrier support facili-

ties. Parking garages are provided

at both terminals. The Terminal 1

Parking Garage is an eight-level

structure offering 9,000 spaces and

the Terminal 3 Parking Garage is a

five-level structure providing 4,200

spaces. Other parking areas

include the remote Reduced Rate

Parking Lot located across Airport

Road with 2,400 spaces, employee

parking facilities located through-

out the Airport totalling 7,000

spaces, and a consolidated Com -

mercial Vehicle Holding Area for

taxis, limousines and charter buses.

An elevated Automated People

Mover, known as the LINK Train,

is capable of moving between

10,000 and 12,000 people per day

and provides the link between the

Reduced Rate Parking Lot,

Terminal 1, and Terminal 3 via

cable-pulled trains.

Terminal 3

Terminal 3



1.10

Air Cargo Facilities

Air cargo operations take place at

three different locations on the

Airport: the Vista Cargo area, the

Airport Infield, and the FedEx site.

The Infield Cargo area (also

known as Cargo West) includes

three cargo buildings, a large

common-use cargo apron, vehicle

parking and truck manoeuvering

areas. Tenants include Air Canada,

American Airlines, WestJet and

Worldwide Flight Services. The

Infield Cargo area is connected to

the passenger terminal area by a

598 m, four-lane vehicle tunnel.

The Vista Cargo area (or Cargo

East) is a privately owned and

operated complex that consists of

a multi-tenant U-shaped facility

with an adjacent apron area. The

FedEx Cargo area (Cargo North)

serves as the Canadian hub

for Federal Express. The site is

home to two cargo buildings plus

dedicated ramp space.

Business Aviation Facilities

The Business Aviation Area

houses some 11 hangars and two

fuelling facilities and is home to

two Fixed Base Operators (FBOs),

Skycharter and Landmark

Aviation. A third FBO, Skyservice

FBO, is located in the Infield

Area. FBOs provide a range of

services to the aviation commu-

nity including parking, fuelling,

servicing, and hangarage of air-

craft. Ground transportation

services, communications facilities,

lounges, meeting rooms, catering

services, customs, and flight plan-

ning facilities are also provided to

visiting pilots and passengers.

Commercial aircraft operators in

the Business Aviation area serve a

variety of aviation segments,

including special purpose passen-

ger service such as executive, air

ambulance, and tour operations.

Airline and Airport Support

Facilities

A wide variety of support services

housed in numerous facilities

throughout the Airport are neces-

sary to facilitate aircraft opera-

tions, airport maintenance and

administrative functions.

Facilities dedicated to the servicing

of aircraft operations at Toronto

Pearson include seven airline air-

craft maintenance hangars oper-

ated by Air Canada, Skyservice,

Air Transat, and the GTAA. These

facilities are used for line mainte-

nance including routine aircraft

maintenance and inspection.

Other facilities include three flight

kitchens operated by CARA and

CLS Catering Services, six aircraft

ground handling equipment main-

tenance facilities, fuelling facilities,

and aircraft waste facilities.

Airport support facilities include

emergency response and coordina-

tion, policing, security, airport and

airfield maintenance, and various

administrative functions. Toronto

Pearson is home to three fire halls

plus a state-of-the-art fire training

area, an Emergency Coordination

Centre, a canine unit, an airport

security and pass control building,

and a police station to accommo-

date the Region of Peel Police

Department. Other on-site support

functions include an airside bussing

facility, central workshops and

stores, GTAA Administration

Building, Central Utilities Plant,

Cogeneration Plant and 14 storm -

water management facilities.

1.3.5 Airport Layout

The development of the Airport

has been governed by the orienta-

tion of Toronto Pearson’s existing

two sets of parallel runways. The

Airport LINK Train

Infield Terminal and Airside View of Terminals 1 & 3


1.11

15-33 runways (running north/

south), along with the associated

taxiways, provide the boundary for

the Airport East and Airport

Infield areas. The 06-24 runways

and Runway 05-23 (east/west ori-

entation) set the boundary for the

Airport North and Airport South

areas. Existing developments in

these four major areas (Airport

East, Airport Infield, Airport

North and Airport South) along

with the Airport Airside and some

additional smaller parcels that

make up the airport lands are

described below.


1.12

Airport East

The Airport East area is an amal-

gamation of four development

areas identified in the 1999

Master Plan as Areas 5, 7, 11, and

12 and accounts for 259.2 ha

(640 acres).

Passenger Terminal Complex

(Area 11): Terminals 1 and 3 are

located in this 209.1 ha (517 acres)

area along with their associated

parking structures and the 500-

room Sheraton Gateway Hotel sit-

uated atop the Terminal 3 Parking

Garage. Also accommodated

within the Passenger Terminal

Complex area is the bulk of the

road network servicing the passen-

ger terminals and the LINK Train

elevated guideway.

The Terminal 2 Parking Garage,

also located in Area 11, will

remain in use for employee parking

until a new parking structure is

constructed in Area 6B by the end

of 2009.

The Pearson International Fuel

Facilities Corporation operations

headquarters (PIFFC) occupies a

site located adjacent to the

Terminal 1 Satellite. This facility

accommodates administrative

offices, staff support functions,

and a vehicle maintenance and

parking area for fuel tankers and

fuel carts. The triturator facility,

which contains equipment for the

processing of aircraft sewage, is

located adjacent to the PIFFC

building.

Vista Cargo Area (Area 5): The

Vista Cargo Centre leases the

majority of the 16.4 ha (41 acre)

site for cargo facilities. There is

also a flight kitchen located in this

area and Air Canada’s flight simu-

lator building.

Airline Aircraft Maintenance Area

(Area 7): This 31.6 ha (78 acre)

area, located northwest of

Terminal 3, is leased for large air-

craft maintenance operations. Air

Canada owns and operates five

hangar complexes in this area

complete with maintenance

support shops and offices.

Aviation Fuel Tank Farm

(Area 12): The Fuel Tank Farm,

maintained and operated by

Consoli da ted Aviation Fueling for

PIFFC, occupies a 2.1 ha (5 acre)

site located north of Terminal 1.

This facility holds the main airport

supplies of jet, automotive and

diesel fuels.

Airport Infield

The Airport Infield Area (Area 10)

is situated between the parallel

north/south runways and occupies

142.3 ha (352 acres). Nav Canada

Air Traffic Services facilities, con-

sisting of the Control Tower and

the Area Control Centre, are

accommodated here as is the

Central Deicing Facility and the

Moore Creek Stormwater

Manage ment Facility.

The balance of the site has recently

been developed as part of the

Airport Development Program.

The need for the development of

the Airport Infield area arose as a

result of the growth in cargo

demand and the displacement of

the previous air cargo area and

other airport support facilities by

the development of new terminal

and airside facilities.

New infield facilities include a

multi-tenant air cargo complex

consisting of three cargo buildings,

the GTAA Three Bay Hangar for

aircraft maintenance, the

Skyservice Avitat maintenance

hangar, the Skyservice Lounge

serving their business aviation

opera tions, the Cara Flight

Kitchen and the Infield Terminal.

Also located in the Infield are

several airline support facilities,

navigational aids and the en -

trance to the four-lane Infield

Tunnel that provides vehicular

access between the Infield area

and the passenger terminal area.

Airport South

This 55.3 ha (136 acre) develop-

ment area is located south of

Runway 06R-24L and includes

Areas 2A and 2B.

Area 2A at 45.7 ha (113 acres),

the larger of the two parcels,

facilitates a number of support

facilities including several GTAA

administrative and maintenance

facilities that were relocated to this

area due to the redevelopment of

their former sites. Facilities located

in Area 2A include the GTAA

Infield Three Bay Hangar and FBO Facility


1.13

corporate administrative offices,

Pass/Permit Control Office,

Airfield Maintenance Building,

South Fire Hall, Airside and Inter-

terminal Bussing Facility, and the

Central Workshop and Stores,

which also provides space for the

Airport Emergency Support

Centre and Canine Unit.

Other facilities in the area include

one flight kitchen operated by

CLS, the Air Canada flight simula-

tor building, Servisair’s ground

hand ling equipment maintenance

and storage facility, the Air Canada

Ground Services Equip ment

build ing and Annex, the Transport

Canada/Peel Regional Police

Build ing (Airport Divi sion), a

concrete recycling plant and the

Environ ment Canada meteoro -

logical compound.

Area 2B at 9.6 ha (24 acres),

located to the east of Area 2A, is

leased as a car rental complex.

Airport North

Located north of Runway 05-23,

the Airport North area refers to

Area 8 (the Business Aviation

Area), Area 14 (the FedEx site),

Area 15 (the Boeing lands), Area

16 (the Skeet lands) and two

parcels located north of Derry

Road known as Areas 13A

and 13B.

The 36.3 ha (90 acre) Business

Aviation Area houses 11 hangars

and two fuelling facilities, and is

home to various commercial air-

craft operators that service a variety

of aviation segments including

special purpose passenger service

such as executive, air ambulance,

tour operations and aircraft parts

and maintenance. Also situated in

Area 8 are the North Fire Hall and

Wildlife Control Centre.

Both Areas 13A (24.1 ha/60 acres)

and 13B (38.8 ha/96 acres) have

commercial/industrial develop-

ment potential. Area 13B is home

to the CAE Flight Training

Centre. The remaining available

developable area is vacant and the

balance of the site is comprised of

creek valley lands. Area 13A has

significant building height restric-

tions over the property as it is on

the approach to Runway 15L and

therefore offers limited develop-

ment potential.

Area 14 (24.4 ha/60 acres) is home

to the FedEx courier facilities.

Area 15A (16.1 ha/40 acres) refers

to the first phase of the former

Boeing lands that were transferred

to the GTAA in May 2006. The

ownership of the Boeing lands is

being turned over to the GTAA in

phases. These lands offer access to

the airside system and significant

available development heights.

Future uses could include aircraft

maintenance or cargo facilities.

Area 16 (12.3 ha/30 acres) com-

prises the former Skeet Club

lands, which were transferred to

the GTAA in February 2007.

There are building height restric-

tions over the property imposed

by the adjacent runways. Potential

uses on the site could include

additional cargo or airline

support facilities.

Airport East Access

This area is comprised of five

parcels (Areas 6A, 6B, 6C, 6F, and

6Z) totalling 68 ha (168 acres).

Parcel A (10.7 ha/26.4 acres)

accommodates the Airport LINK

Train Viscount Road Station and

the remote Reduced Rate Parking

Lot. Parcel B (16.8 ha/42 acres) is

being utilized for employee park-

ing. Both of these parcels are

located north of Airport Road and

west of the former Hwy 409 lands.

Parcel C (8.3 ha/21 acres) accom-

modates the GTAA’s Cogeneration

and Central Utilities Plants and

the City of Mississauga Fire Hall.

Area 6F (3.2 ha/8 acres) consists

of the lands located on Dorman

Road that were acquired by the

GTAA in December 2000 to

accommodate the development of

the Hwy 409 inbound roads that

serve the passenger terminal com-

plex. Area 6Z (29 ha/72 acres)

refers to the portion of the former

Hwy 409 lands recently acquired

by the GTAA from the Province

of Ontario that also accommodate

the access roads to the passenger

terminal complex.

Airport Airside

This area (Area 13), comprising

the largest bulk of airport property

(1,168 ha/2,886 acres), accommo-

dates runways and taxiways, navi-

gational aids, airside roads and the

Terminal 3 Interior


1.14

Central Deicing Facility and forms

the operationally protected areas

around these facilities, as dictated

by the Airport Zoning Regula -

tions. This area has extremely

limited development potential

beyond the current functions

accommodated due to the exten-

sive restrictions associated with the

Airport Zoning Regu la tions.

Other lands within Area 13 are in

the flood plain of the creek valleys

and thus have no development

potential.

Also located within the Airport

Airside area is the newly con-

structed GTAA Fire and Emer -

gency Services Training Institute

(FESTI). This state-of-the-art

facility was created to train GTAA

Emergency Services and first

responders from around the world

and includes a confined space

training building, a burn building,

a rescue tower, as well as a training

field and classroom facilities.

Other Airport Lands

In this category are included sev-

eral parcels of land surrounding

the Airport, some of which have

development potential. They are

identified in Figure 1-4.

The largest of these parcels

(11.3 ha/28 acres), known as 13E,

is prime commercial/industrial

land, currently vacant, located at

the intersection of Hwy 401 and

Dixie Road.

Parcel 6E (5.6 ha/13.8 acres) is

located south of Airport Road at

Carlingview Drive and accommo-

dates a storm water management

facility and a parking facility on a

lease basis.

1 . 4 G R E AT E R T O R O N T OA I R P O RT S A U T H O R I T Y

1.4.1 Corporate Profile

In July 1994, the Government of

Canada announced its National

Airports Policy whereby the

management, operation and main-

tenance of 26 airports within the

National Airport System would be

transferred to locally controlled

Canadian Airport Authorities.

Toronto Pearson was identified as

one of Canada’s core airports that

made up the National Airports

System and would be managed by

an airport authority.

The Greater Toronto Airports

Authority (GTAA) was incorpo-

rated in 1993 as a non-share

corporation under Part II of the

Canada Corporations Act and was

recognized as a Canadian Airport

Authority by the federal govern-

ment in 1994. Although it was

incorporated in 1993, the GTAA

did not carry on a commercial

business prior to its acquisition of

Toronto Pearson on December 2,

1996, pursuant to a 60-year

ground lease with the Govern -

ment of Canada.

The GTAA is an airport manage-

ment and facility development

company and was originally

created to operate and develop

Toronto-Lester B. Pearson Inter -

national Airport within a regional

system of airports in the Greater

Toronto Area. Specifically, the

GTAA operates Toronto Pearson

as a public facility for the benefit

of its customers (the travelling

public and cargo shippers) its part-

ners (airlines, government agen-

cies, Canadian Air Transport

Security Authority, retailers) and

other stakeholders (federal, provin -

cial, municipal and regional gov-

ernments). Entirely self-funding,

the GTAA is a not-for-profit cor-

poration that reinvests any operat-

ing surpluses to expand and

develop the Airport.

The GTAA is governed by a

15-member Board of Directors

comprised of five appointees from

the regional municipalities of

Durham, Halton, Peel and York

and the City of Toronto; two

appointees from the Government

of Canada; one appointee from

the Province of Ontario; four

appointees from a pool of nomi-

nators comprised of the following

organizations: Law Society of

Upper Canada, Association of

Professional Engineers of Ontario,

Institute of Chartered Accoun -

tants of Ontario, Toronto Board

of Trade, boards of trade and

chambers of commerce in

Durham, Halton, Peel, and York;

and three members appointed by

the Board. This governance

GTAA Administration Building


1.15

structure ensures a wide range of

business, community and social

interests are represented and that

the Board has, as a whole, the

necessary skill set to oversee the

management of the GTAA. Board

members are appointed for a

three-year term and are eligible to

be reappointed to a maximum

limit of nine years.

1.4.2 Ground Lease

On December 2, 1996, pursuant

to a Ground Lease between the

GTAA and the federal govern-

ment, the GTAA assumed the

operation, management and con-

trol of Toronto Pearson Inter -

national Airport for a term of 60

years with on option to extend the

term for an additional 20 years.

The lands and facilities leased pur-

suant to the Ground Lease

includes all airport lands, build-

ings, structures and certain roads

and bridges providing access to

the Airport, but excludes any

assets owned by Nav Canada, the

operator of Canada’s civil air navi-

gation system and any assets

owned by tenants.

The Ground Lease governs the

commercial relationship between

the GTAA and Transport Canada

for the term of the lease. It deter-

mines the rent to be paid and

generally allocates risk and respon -

si bilities between the GTAA and

the federal government for all

matters related to the operation of

the Airport. By virtue of its status

as a tenant under the Ground

Lease, the GTAA has the authority

to set and collect airline rates and

charges from airlines; negotiate

and issue leases, licenses, and per-

mits; and construct and develop

the infrastructure of the Airport.

1.4.3 Corporate Strategic Plan

During its first 10 years, the

GTAA corporate strategy has been

focused on airport facility develop-

ment and construction. The

opening of Terminal 1’s Pier F on

January 30, 2007 was a significant

milestone marking the completion

of the Airport Development

Program. The 1999 Master Plan

provided the vision, framework,

and direction for the Airport

Development Program. Through

unwavering commitment to this

Plan, Toronto Pearson is now well

positioned with modern airport

facilities that will allow the Airport

to compete on the world stage.

Vision Statement

To be a leading airport company

championing sustainable global

access for the Greater Toronto

Area.

With the completion of the

Airport Development Program,

the GTAA has recognized the need

to adjust strategic priorities and

resources. Whereas for the last

10 years the GTAA has been

“designing” and “building”

Toronto Pearson, corporate strategy

and resources are now focused on

improving the “competitiveness”

of the Airport. Materially, Toronto

Pearson’s competitive position will

be achieved through its ability to

leverage the existing airport infra-

structure through maximizing and

optimizing airport capacity,

improving productivity of facilities

and services, and increasing the

value that customers and stake-

holders place on Toronto Pearson’s

facilities and services.

Master Plan Linkage with

Corporate Strategic Plan

The Strategic Plan establishes

GTAA’s vision for Toronto

Pearson to be a leading airport

company championing sustainable

global access for the Greater

Toronto Area. Now that the

Airport has been redeveloped into

a world-class facility, the GTAA’s

strategic focus is centred on

View from LINK Train


1.16

improving the competitiveness of

Toronto Pearson as a gateway to

Ontario, Canada and the world.

By improving competitiveness,

Toronto Pearson will support and

enhance the economic develop-

ment of the GTA, southern

Ontario and Canada.

While the Strategic Plan estab-

lishes the vision, values and strate-

gic direction for Toronto Pearson,

the Master Plan looks forward

20 years to ensure the best and

optimal use of Toronto Pearson’s

most fundamental resources – its

land and its newly developed and

expanded infrastructure.

1.4.4 The GTAA’s First Decade

During the first decade of its

stewardship of Toronto Pearson, the

GTAA has managed the Airport

through rapid growth in traffic

that saw a 28 per cent increase in

passenger demand and a 12 per

cent increase in aircraft move-

ments from 1996 to 2006. The

GTAA has also been responsible

for the most extensive develop-

ment project ever undertaken at

Toronto Pearson, development

that was essential to meet the

demands of this growth and to

ensure that the Airport would be

well prepared to accommodate

future demand. This development

has been guided by the GTAA’s

first Master Plan adopted in 1999.

When the GTAA assumed the

management, operation, and con-

trol of Toronto Pearson on

December 2, 1996, it took on

major challenges as much of the

Airport’s infrastructure was out-

dated and in poor condition. At

the time of transfer, major site

problems existed, such as inade-

quate road systems, insufficient

apron areas, and facilities that were

in dire need of refurbishment,

expansion or replacement at the

time of transfer. The existing pas-

senger terminals and runway sys-

tem had a practical annual capacity

of approximately 28 million pas-

sengers and in 1996 were already

experiencing an actual demand

level of over 24 million passengers.

Both terminal and groundside

capacity was limited and in many

cases operating beyond reasonable

capacity. In terms of serving the

future aviation demands of the

region, the Airport was not

adequately equipped.

It was clear to the GTAA that the

Airport was in need of immediate

improvement and a long-term

strategy to properly serve the

growing travel needs of the GTA

and south-central Ontario. The

GTAA replaced the short-term

incremental planning practices of

the past with a long-term vision

that would meet the future head-

on. To meet the projected demand

for air travel through Toronto

Pearson, the GTAA developed a

$4.4 billion comprehensive

Airport Development Program

(ADP) for the improvement of the

Airport’s infrastructure, discussed

in greater detail in Chapter 4.

The construction component of

the ADP is now complete, a

remark able logistical feat consider-

ing that the Airport remained fully

open and accessible throughout

construction. Facilities have been

designed to enable future expan-

sion when demand warrants fur-

ther investment. With the recent

completion of the redevelopment

of Toronto Pearson, the GTAA has

created the right platform to sup-

port the region’s future growth and

economic development.

Other significant accomplishments

that the GTAA has achieved in its

first decade include the purchase

of Terminal 3 from the Airport

Development Corporation, en -

abling the GTAA to consolidate

the management of all of the

Airport’s passenger terminals; the

acquisition of 1.5 km (0.93 miles)

of Hwy 409 from the Ontario

Ministry of Transportation to

rationalize the Airport’s roadway

system; the purchase of the former

Runway 05 Threshold


1.17

Skeet Club lands adjacent to the

Airport lands; negotiation of an

agreement to purchase the Boeing

lands consisting of more than

45 ha (111 acres) adjoining air-

port property; completion of the

largest bond issue in Canadian

corporate history for airport

expansion and redevelopment;

completion of one of the largest

infrastructure projects in Canadian

history on time and on budget;

and achievement of ISO 14001

environmental standards certifica-

tion making Toronto Pearson the

first North American airport

awarded this certification.

Figure 1-5 illustrates the develop-

ment projects and land acquisitions

that the GTAA has implemented

since 1996 after taking over the

management, control and

operation of Canada’s largest and

busiest airport.

1.4.5 Summary

The federal government created

the National Airports Policy to

permit airports to be more respon-

sive to local interests and needs, to

support local economic develop-

ment, to promote Canada’s com-

petitiveness, and to shift the cost

of developing and operating air-

ports from the taxpayers to those

who use the facilities.

The GTAA has delivered on this

policy. The outdated inefficient

facilities at Toronto Pearson have

been replaced by modern and

upgraded infrastructure. Specific

local needs of the community have

guided the GTAA’s objectives and

there is now a long-term vision for

the Airport that will be presented

in this Master Plan. With the air-

port redevelopment complete, the

GTAA has positioned Toronto

Pearson as a world-class facility

that supports tourism, business

and economic growth for the

region and the province.

Terminal 1 (left) and Terminal 1 Parking Garage (right)

Terminal 3 and Sheraton Gateway Hotel

1.19


H I S TO R I C A L P R O F I L E O F TO R O N TO P E A R S O N I N T E R N AT I O N A L A I R P O RT

The 1930sYEAR MILESTONEFebruary 1935 The federal government promises to build an airport in Toronto “the finest in all Canada”.July 1937 Toronto City Council votes to proceed with the immediate construction of airports at both Toronto Island and Malton.August 1937 The federal government acquires nine farm properties in Malton for airport development.August 1938 The City of Toronto opens Toronto Municipal Airport in Malton (informally known as Malton Airport).August 1938 The first official landing at Toronto Municipal Airport.January 1939 The City transfers responsibility for Toronto Municipal Airport to the Toronto Harbour Commission.January 1939 The Airport receives official licence to operate as an aerodrome facility.February 1939 The Toronto Harbour Commission immediately transfers the Airport to the Department of Transport under a lease

agreement until December 1940.February 1939 The Department of Transport contracts Trans Canada Airlines to operate the Airport until 1940.The 1940sYEAR MILESTONE1940 The federal government leases Toronto Municipal Airport from the City of Toronto for the duration of the Second World

War to use primarily for military training.January 1942 Malton’s Air Traffic Control Centre starts operations.April 1946 The federal government agrees to operate Toronto Municipal Airport for the next 10 years, leasing the property from

the City.May 1948 The federal government installs an Instrument Landing System (ILS) at Toronto Municipal Airport.January 1949 A new terminal building opens providing additional capacity for 400,000 passengers per year.The 1950sYEAR MILESTONEJanuary 1954 The federal government announces long-range plans to extend Malton’s runways and spends $5 million to expropriate

property to make Toronto Municipal an international airport.June 1955 U.S. Customs begins pre-clearance at Malton.1957 By 1957, Toronto Municipal Airport takes over from Montreal’s Dorval Airport as Canada’s main international airport.1957 The introduction of jet-powered aircraft in the late 1950s leads to the need to increase runway lengths beyond the

current 1800 m (6000 ft) and the first long runway (15-33) is completed.November 1958 The City of Toronto sells the Airport to the Department of Transport and the Airport becomes federal government property.December 1958 Construction begins on the first of 4 planned aeroquay passenger terminals (Old Terminal 1).The 1960sYEAR MILESTONEOctober 1960 Toronto Municipal Airport is officially renamed Malton International Airport in recognition of trans-oceanic service.November 1960 Malton International Airport is renamed Toronto International Airport (Malton).1962 Toronto International becomes the busiest airport in Canada surpassing Montreal.1962 The new east-west parallel runway (06L-24R) is completed and Runways 15-33 and 06R-24L are extended to 3,400 m and

2,900 m respectively.1964 The federal government opens the Air Cargo Centre north of Terminal 1.February 1964 The first aeroquay terminal (Terminal 1) is opened by Prime Minister Lester B. Pearson. Terminal 1, with 23 gates, was

built to handle 3.5 million passengers annually.July 1968 The federal government announces it will not build a second aeroquay terminal, opting instead to build an interim

terminal capable of handling new wide-body jets.1968 Plans for a new airport in Pickering are introduced and proceed until 1975 at which time the Pickering project is halted

by the Ontario government.1969 Construction of Stage 1 of Terminal 2 commences.1969 Runway 06L-24R is extended to 3,200 m to accommodate jumbo jets.October 1969 Ontario introduces a 51,500-acre noise zone around the Airport and will allow no residential development within it, only

soundproofed hotels.

F I G U R E 1 - 2


1.20

H I S TO R I C A L P R O F I L E O F TO R O N TO P E A R S O N I N T E R N AT I O N A L A I R P O RT ( C O N T ’ D )

The 1970s YEAR MILESTONEJune 1972 Terminal 2 opens with the capacity to serve 6 million passengers. Originally designed to be a cargo facility, its role soon

changed as passenger traffic continued to grow.March 1972 The federal government purchases 7,527 hectares of land within Pickering, Markham and Uxbridge for the purpose of

building a second international airport for the Toronto area.April 1973 Stage 2 of Terminal 2 is completed and Air Canada moves its entire operation into Terminal 2.1973 A Category II ILS is installed allowing aircraft to arrive and depart in most weather conditions.1974 A new international pact with the U.S. establishes customs and immigration pre-clearance procedures.1977 Terminal 2 international expansions increase its capacity to 9 million passengers per year.The 1980sYEAR MILESTONE1981 Terminal 1 international expansion increases its capacity to 6.5 million passengers per year.1984 Toronto International Airport is officially renamed Lester B. Pearson International Airport.1988 Construction of Terminal 3 by a private consortium commences.July 1989 The federal government announces Toronto Pearson is to be developed to its optimum capacity. The federal government

begins the environmental assessment of the Toronto Pearson site.August 1989 The Minister of Transport announces “Pearson will continue as the major airport for Southern Ontario and will be

developed to its optimum capacity in terms of social, economic and transportation considerations.”The 1990sYEAR MILESTONE1991 Terminal 3 – Canada’s first air terminal facility developed, owned and operated by the private sector, opens with 24 gates

capable of handling 10 million passengers per year.1991 The federal government commences public hearings on the findings of the Environmental Assessment of the expansion of

Toronto Pearson.February 1993 After three years of detailed environmental studies (from 1989-1991) regarding future airside development, followed by

four months of public hearings in 1991 and 1992, the Minister of Transport announces that three additional runways areto be constructed at Toronto Pearson to meet air traffic demand in southern Ontario until approximately 2010.

March 1993 The Greater Toronto Regional Airports Authority (GTRAA) is established as a community initiative led by the regionalmunicipalities of Durham, Halton, Metropolitan Toronto, Peel, and area boards of trade and chambers of commerce.

July 1994 The Minister of Transport announces a new National Airports Policy. Toronto Pearson is defined as one of Canada’s coreairports that will form the National Airports System and will be managed by an airport authority.

November 1994 The GTRAA is reconstituted with a new name: the Greater Toronto Airports Authority (GTAA). The GTAA is officiallyrecognized by Transport Canada as the operating authority for Toronto Pearson.

December 1994 The GTAA signs a letter of intent to initiate formal negotiations with Transport Canada for the transfer of Toronto Pearson.1995 The GTAA unveils a concept to replace Terminals 1 and 2 with a single unified terminal capable of accommodating

50 million passengers per year.2 December 1996 The GTAA signs the Ground Lease with the federal government and assumes the operation, management and control of

Toronto Pearson.April 1997 The GTAA purchases Terminal 3 from the Airport Development Corporation, the consortium that built, operated and

maintained it under contract with Transport Canada, thereby consolidating the management of all three terminals.1997 The GTAA completes the largest bond issue in Canadian corporate history for airport expansion and redevelopment.November 1997 Runway 15R-33L, Toronto Pearson’s fourth runway, begins operations.1998 The first phase of the new Central Deicing Facility opens.July 1998 The location of the Toronto Pearson Airport Operating Area in the Region of Peel (for Mississauga and Brampton) was

determined by an Ontario Municipal Board ruling.July 1998 New North Fire Hall and fire training facility open.

F I G U R E 1 - 2


1.21

H I S TO R I C A L P R O F I L E O F TO R O N TO P E A R S O N I N T E R N AT I O N A L A I R P O RT ( C O N T ’ D )

The 1990s (cont’d)YEAR MILESTONE1998 Toronto Pearson’s Airport Development Program, the GTAA’s $4.4 billion plan for the redevelopment of the Airport, is

launched and groundbreaking ceremonies signal the official start of construction of the new passenger terminal.July 1999 New South Fire Hall opens.1999 Two additional Central Deicing Facility pads are constructed.1999 The GTAA receives ISO 14001 environmental standards certification, making it the first North American airport to be

awarded this certification.1999 The new Air Traffic Control tower is commissioned measuring 34.5 metres higher than the previous tower.The 2000sYEAR MILESTONE2000 The GTAA purchases 1.5 km of Hwy 409, west of Hwy 427, from the Ontario Ministry of Transport to rationalize the

Airport’s roadway system.2000 The GTAA facilitates the move of 40 airlines between terminals due to industry consolidations and in preparation for the

opening of the new terminal.2000 The old Air Traffic Control tower, commissioned in 1963, is demolished to make room for expanded infield facilities.2000 The Infield Tunnel opens providing a link between the infield and the terminal buildings.2001 Cargo operations are moved to the new infield facilities.July 2001 The GTAA enters into an agreement to purchase the Boeing lands comprising more than 45 ha adjoining airport property.August 2001 The Ontario Municipal Board ruled on the Toronto Pearson Airport Operating Area location within the City of Toronto.2002 Runway 06R-24L, Toronto Pearson’s fifth runway, and the dual taxiway in the terminal area become operational.April 2004 The first phase of New Terminal 1 opens comprised of piers D and E offering 14 bridged aircraft gates and nine commuter

positions. November 2004 Old Terminal 1 is demolished.October 2005 Ten additional bridged gates become operational in New Terminal 1.July 2006 The Automated People Mover Train, named the LINK Train, begins operations connecting Terminals 1 and 3 and the GTAA

Reduced Rate Parking Lot on Airport Road.January 2007 The second phase of New Terminal 1 becomes operational with the opening of Pier F, the international pier, consisting of

an additional 25 bridged gates.

F I G U R E 1 - 2

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