2013 ANNUAL Sustainability report A u s t i n - B e r g s t r o m i n t e r n at i o n a l a i r p o r t
To set the overall direction of the Austin-Bergstrom International Airport, our strategy follows four pillars of sustainability.
We integrate customer and community value, operational excellence, economic sustainability, and environmental stewardship into our decision making process and daily practices. This strategy brings together Texas hospitality and local culture to create a unique and enjoyable travel experience and is brought to life by what really sets ABIA apart ...
our peopl E <
02 |Introduction
04 |Customer and Community Value Major Challenges & Accomplishments in 2012 Air Service Customs and Border Protection Art in the Airport Music is in the Air Concessions Building the Best Team WIGs (Wildly Important Goals) Award & Recognition Program Employee Survey Wellness Program & Awards Community Outreach Relay for Life Del Valle Schools Good Neighbor Program Honor Flight Austin Airport Float Speakers Bureau Airport Task Force Austin Airport Managers Association
12 |Operational Excellence Awards and Recognitions Major Construction Airport Campus Signs & Presidential Boulevard Upgrades Parking Improvements
Formula 1ÂŽ Initiative
18 |Economic Sustainability
Todayâ&#x20AC;&#x2122;s Air Service Operating Environment 10-year Financial Performance Operating Revenue / Operating Expenses Fund Summary Airline Revenue Compared to Non-airline Revenue Projected Populations
24 |Environmental Stewardship Imagine Austin Guiding Principles Green Gems Map Green Initiatives in Construction
30 |performance measures Customer and Community Value Operational Excellence Economic Sustainability Environmental Stewardship
Cover photo by Dan Herron, herronstock.com
INTRODUCTION
< OUR People are our Airport’s most valuable asset, and ours deliver a standard of service that ranks among the best in North America. Not only do they make this Airport great, they make Austin Austin. Our people are the faces of this community’s culture and character.
Our employees come from all over Austin
eclectic blend of high-tech and honky-tonks,
and the surrounding communities. They are
art, great food (and great food trailers!),
the ticket agents, airline mechanics, ground
theater, film, comedy, nature and recreation,
crew, TSA, custodial staff, volunteers at the
and of course, music. In addition to major
Information booth, the staff in Operations,
music festivals like SXSW and Austin City
and the folks serving at the concessions.
Limits, Austin also hosted the U.S. Grand
They embody our mission: to deliver an
Prix, the first Formula 1® race held in the
Austin style service experience while
U.S. in five years. Our employees met the
providing our community global access.
challenge, and they continue to make the
They know this is a great place to be. In
travel experience the best it can be.
the heart of the Hill Country, Austin is an
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
C IT Y SCEN ES:
Neighborhood murals
Our employees are key to the foundations
evaluation of our progress, exploration of
of Austin-Bergstrom International
new approaches, and transparency to the
Airportâ&#x20AC;&#x2122;s sustainability. We are committed
communities we serve. As our airport
to conducting business responsibly
continues to evolve and grow, we will
by focusing on four areas: customer
capitalize on opportunities and strive to be
and community value, operational
one of the leading airports in sustainability.
excellence, economic sustainability, and environmental stewardship. ABIA has
The Airport is governed by the Austin
embraced sustainability with a commitment
City Council and proudly contributes
to incorporating the best practices in
to the City of Austinâ&#x20AC;&#x2122;s mission of being
environmental, social, operational, and
the best-managed city in the country.
economic realms. This means ongoing
For all this, we thank
ou r peopl E.
They should be proud of their outstanding performance. Congratulations to the best airport team anywhere.
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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SECTION 1
Customer and Community Value Austin-Bergstrom International Airport has been recognized by passengers and the community for delivering top-notch services. For the fourth year in a row, Austin citizens surveyed selected the Airport as the highest ranked service provided by the City of Austin. Over 80% of those surveyed had very favorable comments about our service.
A
s our City welcomes an increasing
from the previous year. Not only is Austin
number of visitors, we continue
a popular tourist destination, hosting
to identify the needs of a growing
numerous music and comedy festivals,
airport, and strive to make the travel
last year over 200,000 people came from
experience easy and enjoyable.
all over the world for the city’s first U.S. Grand Prix, part of the Formula 1® World
There’s no such thing as an “average” year
Championship. The Grand Prix will be held
for ABIA and 2012 proved that once again.
in Austin annually through 2021, and the
There were more than 9.4 million passengers
Circuit of the Americas racetrack will host
through the Airport, an increase of 4%
other racing events in the upcoming year.
Circuit of the Americas
E V ENTS
4
March 2 Grand-Am Road Racing
April 19-21 MotoGP Red Bull Grand Prix of the Americas May 17-19 V8 Supercar Series
September 20-21 American Le Mans Series September 22 World Endurance Championship November 15-17 The Formula 1 U.S. Grand Prix
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
CITY SCENES:
Food trailers along South Congress
Major Challenges and Accomplishments in 2012: The Formula 1速 U.S. Grand Prix debuted
ABIA created a customer service
in Austin at the newly built Circuit of the
training video for all airport employees
Americas racetrack, and two gates were
that focuses on our key values: a safe,
dedicated to international travelers.
fast, friendly, and clean airport.
Transportation Security Administration
We continue to collaborate with our
is staffed to the maximum level during
business partners and all the airport
holidays and special events. A fourth
tenants to provide our customers
passenger screening checkpoint has
with a quality experience.
been added, which reduces wait times and increases the number of passengers clearing security.
NON-ST OP DEST IN A TI O N S:
Air Service: Nine major airlines fly out of our Airport. This amounts to 290 daily commercial passenger flights, with 38 nonstop flight destinations. ABIA continues to grow by building on existing relationships with airlines and forming new bonds. Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
5
Customs and Border Protection
Art in the Airport:
ABIA’s Customs facility was renovated this past year, making Customs a onestop procedure. Before the renovation, passengers presented documentation to enter Customs; they then would retrieve their luggage, and continue to the declarations process. Now travelers get their luggage, and go on to clear customs and declare items in one stop. This makes passenger flow more efficient, accommodating 180 passengers per hour, more than double the previous capacity.
Passengers are surrounded by Austin’s vibrant visual arts scene throughout the Airport. Look up to see the murals above the ticketing counters. Check out the decorated guitars at baggage claim. Pass through the mosaic on the walkway to the rental car area. Linger at the exhibits throughout the concourse area. These works of art represent just some of the artists and artisans working in the region. Some of the works are permanent and other exhibits change, allowing us to continually share the work of artists that interpret the region’s spirit.
WE are ABIA <
Joshua Marcy OPERATIONS SPECIALIST
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
Nancy Coplin m u sic coordinator
< WE are ABIA
Music is in the Air: The instant they disembark, visitors understand why Austin is the Live Music Capital of the World: local musicians play live at the many venues throughout the concourse, and Austin music plays over the public address system. In fact, the Airport hosted 805 live performances in 2012, and has been named one of the best live music venues in the city by the Austin Chronicle’s Austin Music Awards.
Concessions: We work with local restaurants to provide a taste of Austin for passengers to enjoy. Area favorites like Salt Lick, Amy’s Ice Creams, Thundercloud Subs, Ruta Maya, Austin Java, Hill’s Café, Nuevo-Leon, and Saxon Pub are a few of the concessions featured at ABIA.
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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BUILDING THE BEST TEAM
BUILDING THE BEST TEAM Ongoing professional development is vital to building a workforce that is prepared to deliver results in an ever-changing and complex environment. We strive to create an environment of continual learning through education, training, and career development opportunities, using such means as conferences, seminars, on-the-job training,
tuition reimbursement, and coaching and mentoring opportunities. Additionally, all aviation department employees are required to take at least 40 hours of training every year, eight of which must be safety training. Tremendous resources have been devoted to foster a diverse and inclusive work environment.
WE are ABIA <
Tina Morales b u ildin g & Gro u nds A sst .
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
WIGs (Wildly Important Goals) Everyone who works here is vital to ensuring the Airport’s excellence in every aspect. As part of the strategic planning process, the airport establishes goals and objectives that are communicated to employees. Each team develops Wildly Important Goals, or WIGs, that support the airport’s overall goals. These require action beyond an employee’s every day tasks, and through WIGs our employees are more engaged and committed, and even exceeded their goals.
Award & Recognition program It is important to us to recognize individuals for their achievements and outstanding performances. The Department of Aviation provides resources to recognize such achievements, including luncheons, team outings, and gift cards. We also know that so much of what we do depends on teamwork, and we also seek to acknowledge teams among our Divisions.
Employee survey To measure employee engagement, ABIA uses an employee survey to calculate a Net Promoter Score. This annual survey of all Aviation Department staff is used by management to gather data on how well the organization is executing its stated goals. Participation is anonymous in the survey, and management considers the results and develops plans to address identified issues.
Community Outreach Good community relationships are essential to a sustainable future. We are proud to be a part of Austin, and we actively participate in events that benefit individuals and organizations.
Relay for Life In 2012, the airport’s nearly quartermile long concourse served as a walking track for the American Cancer Society’s Relay for Life. Organized by Southwest and American Airlines, employees and team members walked through the terminal for twelve hours and raised funds for the American Cancer Society.
Del Valle Schools Good Neighbor Program One of the most rewarding ways the people of ABIA participate in our community is volunteering with the Del Valle Elementary Mentor Program. Airport employees build special connections with students by reading, playing games, and sharing experiences in a supportive learning environment. Employees also participate in clothing and school supply drives for Del Valle students in the Adopt-a-Family program. Over the holidays, employees provide families with gifts and holiday feasts. The kids also get to tour the airport facilities with the volunteers, and the Airport gets to feature a one-ofa-kind art exhibit created by the kids.
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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Wellness Program
Workforce Demographics:
The City of Austin’s award-winning wellness program, Healthy Connections, helps employees, retirees, and their families have healthier lives with a variety of
35%
programs and services. Our mission is to maximize
FEMALE
the health and well being of the workforce and help employees reach their full potential, which can’t help
65% MALE
but benefit our organization and the community we serve. Some of the programs include fitness seminars, smoking cessation, Weight Watchers at Work, and vegetable deliveries from local farmers. The Aviation Department also has an on-site Fitness Center and
4%
ASIAN/PACIFIC ISLANDS
1%
AMERICAN INDIAN/ ALEUTIAN
offers a broad range of health and wellness activities.
25%
41%
BLACK
WHITE
29%
2012 Wellness Program Awards
HISPANIC
2nd PLACE Central Texas Healthiest Employer Award Fit-Friendly Workplace American Heart Association
26%
Innovation Award for PE Program American Heart Association
UNDER AGE 40
OVER AGE 40
Public Risk Management Association Achievement Award for Men’s Health Month campaign
Lost Time Injuries Decrease
74%
Lost Time Injury Rate* 2008 > 1.30
In 2012, lost time injuries decreased to the lowest level recorded in five years.
2009 > 1.29 2010 > 0.66 2011 > 2.88 2012 > 0.32 *per the equivalent of 100 employees
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
reused or repurposed other elements of the float. The reused material accounted for almost half of the floatâ&#x20AC;&#x2122;s construction.
Honor Flight Austin In June, the first Honor Flight from Austin departed Austin-Bergstrom International Airport. Aboard were 25 WWII veterans, ages 8698, who were flown free of charge to the National WWII Memorial in Washington, D.C. The veterans were greeted at the airport with a color guard, and the flight was operated and sponsored by Southwest Airlines. There were three Honor Flights in 2012, with more slated for 2013. Honor Flight Austin is a non-profit organization that honors veterans by providing transportation to their war memorials, and serves veterans in Travis, Williamson, Hays, Bastrop, and Caldwell counties.
The float is complete with a jet, runway lights, and a control tower. The plane folds down in the rear for passengers to enter and exit. Naturally, the most important consideration is how to get candy to paradegoers: Plexiglas windows pop out so that employees can toss out treats. When the float is parked, kids can get on board, check out the controls, and have their picture taken at the windows. The float is everything the Airport strives for: community, teamwork, and resource conservation.
Speakers Bureau We want to tell people about ABIA, and our Speakers Bureau brings airport representatives to area organizations to do just that. In 2012, airport speakers made 14 visits to area Chambers of Commerce, and business and civic organizations in the region. The Aviation Department reaches out to such organizations to discuss the Airport, its future, and the aviation industry.
Airport Task Force As a member of the Greater Austin Chamber of Commerce, ABIA works with area businesses to identify and support travel opportunities. The Airportâ&#x20AC;&#x2122;s continuing growth momentum is a critical resource and directly affects a successful and healthy Central Texas business environment.
Austin Airport Managers Association Airport Float Employees from several divisions worked together for three months in their spare time to plan and build a float. They used discarded materials like wood, runway lights, carpet, and even an old trailer that was about to become scrap metal, and
The Austin Airport Managers Association is a social organization of airport partners for communicating, networking, and recreational outings. The managers participating in the Association represent airport partners such as airlines, TSA, concessions, customs and City of Austin Aviation Department.
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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SECTION 2
OPERATIONAL EXCELLENCE In 2012, Austin-Bergstrom International Airport set a new all-time record for annual passenger traffic: 9,430,314 passengers. In fact, the Airport has experienced consistent passenger growth for three consecutive years.
Awards and Recognitions ABIA was inducted into the first Airport Council International’s Director General’s Roll of Excellence. The Roll of Excellence recognizes airports that have ranked among the top five in Airport Service Quality (ASQ) for five consecutive years. Only 14 airports in the world have received this recognition, which was presented in November 2011.
For the sixth consecutive year, AustinBergstrom International Airport was highly ranked for customer service. ABIA ranked fourth among airports, regardless of size, in North America by Airport Council International’s (ACI) 2011 Airport Service Quality (ASQ) passenger survey (announced February 2012). The Airport Service Quality Survey
WE are ABIA <
Sheila Armstrong S ec u rity & Gro u nd T ransportation controller
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
rankings were based on the results of a monthly survey, totaling over 300,000 questionnaires completed by passengers at 225 airports worldwide. The surveys capture the passengersâ&#x20AC;&#x2122; perception of the quality of more than 30 aspects of service.
Major Construction Austin-Bergstrom International Airport continues to plan for the future, and we are ever assessing our Cityâ&#x20AC;&#x2122;s growth trends and projections. This planning takes into consideration the needs created for airport facilities by the various levels of passengers flowing in and out every
year. This includes parking, roadways and other supporting facilities as well as the terminal and airfield themselves. There will be approximately 55,000 square feet added to the terminal as part of the East Terminal Infill. By connecting the East ticket lobby to the concourse around Gate 5, it improves passenger flow in the terminal. This project also includes a new security checkpoint with 10 lanes. Construction begins in 2013 and prepares the way for future terminal expansion, with completion scheduled for 2015. Future plans for the terminal include expanding the concourse on the east
Facility Overview
4,242 acres owned
Modern 700,000 sq. ft. Passenger Terminal
1 Federal Inspection Station
2 parallel runways allowing simultaneous landings and/or takeoffs
24 aircraft gates (with full-
Hotel ground lease (273 rooms)
17L/35R = 9,000 feet
4 Security Checkpoints with a total of 15 lanes
by the City of Austin
17R/35L = 12,248 feet 17L is a CAT III runway for low visibility operations
service aircraft jet bridges) and 1 commuter gate
21 gates leased by
Signatory Airlines, 4 gates controlled by ABIA
for International flights
Air cargo facilities that can accommodate up to B747 aircraft General Aviation facilities in the south portion of the airport
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C I T Y S C E N ES:
Sixth Street District
end by about six gates. This depends on variables such as annual passenger traffic and current gate usage. CONRAC (Consolidated Rental Car Facility) consolidates car rental operations into one area and adds 900 more parking spaces for customers. The CONRAC building will be a multi-story garage, and is part of a 1.6 million sq. ft. parking complex. This $1.5 million dollar construction project addresses passenger growth and demand. New public parking will be available on the first floor of the CONRAC facility, as well as the third floor of the existing parking
garage, which is currently occupied by the rental car companies. The project increases efficiency by providing ready rental-car return spaces, and quick turn-around areas with vehicle fueling, cleaning and storage facilities. This reduces the need to ferry vehicles back and forth between the terminal and remote service centers. This in turn reduces fuel consumption, vehicle exhaust, and traffic on Presidential Boulevard. All told, the new consolidated rental car facility will reduce carbon dioxide emissions by 400 tons annually. Austin Commercial, a local firm, is working with DWA Architects to construct the facility.
WE are ABIA <
Kevin Yoon S yste m s S u pport tec h
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
Parking Improvements Valet Parking has added an additional service, ProntoWash. It’s as easy as leaving your car with valet services and choosing from a variety of car cleaning services. The car is cleaned and waiting for the customer upon their return.
Airport Campus Signs + Presidential Boulevard Upgrades We’re making it easier for passengers to navigate the Airport campus. Presidential Boulevard, the road approaching the terminal, has been repaved for a smoother ride. Lanes directing you to the upper and lower decks of the terminal, parking lots, and car rental return are clearly marked, both with overhead signs and directions painted on the road itself. Roadways leading from the terminal are marked to lead to appropriate exits.
Overall Satisfaction with Various Aspects of City Services by Major Category by percentage of respondents (excluding “don’t knows”) Austin-Bergstrom International Airport
37%
Quality of public safety services
45%
29%
Quality of drinking water services
15% 4%
47%
30%
17%
43%
16%
7% 11%
Quality of City libraries
28%
44%
20%
8%
Quality of parks and rec programs/facilities
28%
44%
19%
10%
20%
10%
Quality of wastewater services
26%
Quality of electric utility services
24%
Animal services
40%
20%
Overall management of stormwater runoff
16%
Overall quality of health and human services provided by City
16%
Austin’s overall effectiveness of communication
42% 41%
11%
28%
27% 20
Very Satisfied (5)
Satisfied (4)
12%
60
Neutral (3)
13% 12% 17% 30%
32% 40
31%
34%
31%
10% 0
11%
31%
35%
15%
25%
30%
40%
15%
Overall maintenance of City streets and sidewalks
21%
44%
17%
Quality of municipal court services
Overall quality of planning, development review, permitting and inspection services
45%
31% 32% 80
100
Dissatisfied (1/2)
With the exception of Planning/Development Review/Permitting/Inspection Services and Street/Sidewalk Maintenance, fewer than 18% of the residents surveyed were dissatisfied with any of the overall city services assessed Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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Formula 1 Initiative 速
Austin hosted the U.S. Grand Prix in 2012. As part of the Formula 1速 global race series, it meant that approximately 265,000 car racing fans from around the globe converged on Austin. The event created greater passenger loads than ever in a single day, and expectations were high for us to deliver world class customer service. Through extensive planning with all business partners we did just that. All our Airport partners participated in planning for the event, and together identified and analyzed risks, and developed and executed strategies. We also contacted other airports that had hosted large events, such as Heathrow for the London Olympics, and learned from their best practices. We developed plans for efficient passenger flow, aircraft operations, and enhancing customer experience.
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
We worked with: Transportation Security Administration to address staffing levels. TSA increased staff to accommodate the large influx of passengers over the four days of the event. Customs and Border Protection to efficiently process the many passengers arriving from all over the world for the international event.
Concessionaires to plan extended hours, provide a currency exchange booth, and manage food supply. Rental car companies to manage an anticipated 5,000 car returns on the Monday following the race. We also established an alternative to the usual return system: a two-way roadway circumventing the airport was made into a one way thoroughfare, which facilitated traffic flow to the rental service, where staging lots and shuttles were used to whisk passengers to the terminal. Airlines to ensure effective and efficient staffing, and extra flights. Ground Transportation to address staging and the number of operators. Hotel shuttles were temporarily moved to the upper level and the limousine pickup center was established in bag claim.
plan Customs activity processing international arrivals, Ground transportation flow and staging, vehicle parking, and aircraft parking. National Guard to accommodate helicopter operations. Employees from all divisions, who devoted extra time and effort to provide a warm welcome for travelers. They posted “Welcome Race Fan” banners and donned bright yellow shirts to be identified as a resource for travelers. The surge in passenger traffic for the event made an outbound passenger record of over 21,800 on Nov. 19, 2012. The Prior Permission Required aircraft reservation system successfully handled more than 470 aircraft, from Cessnas to 747s, on ABIA’s airfield – the largest volume of aircraft ever at the airport.
Fixed Based Operators (FBOs), general aviation/private aircraft services, to
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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SECTION 3
ECONOMIC SUSTAINABILITY Austin-Bergstrom International Airport supports the economic vitality of Austin with 40,622 jobs, making for 7% of total jobs in Austin, a payroll of $1 billion, and generating more than $2.2 billion in annual economic activity. The Airport served a record 9.4 million passengers last year and continues to outperform U.S. domestic passenger growth trends.
Todayâ&#x20AC;&#x2122;s Air Service Operating Environment The thriving economy in Central Texas provides a vibrant environment for AustinBergstrom International Airportâ&#x20AC;&#x2122;s operations. Forbes ranked the Austin metropolitan area number one among all big cities for jobs in 2012. Austin is a high-tech hub, with major employers like Apple, Dell, IBM,
Freescale Semiconductor, AT&T, National Instruments, and Samsung. Austin has been named the number one college town by the Travel Channel, and has almost a dozen institutions of higher learning. It is emerging as a home for many pharmaceutical and biotechnology companies.
WE are ABIA <
Joe Medici principal planner
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
CITY SCENES:
We know that the airline industry continues to evolve, and these changes affect every airport around the country, including ours. Doing business in the 21st century requires ABIA to be nimble in order to accommodate a fluctuating aviation industry. More global airline partnerships are being created, increasing profitability, maximizing convenience for passengers, and increasing their shares of U.S. passenger traffic. Mega-
hubs continue to emerge all over the world as well.
South Congress “SoCo” District
>6.6%
Austin-Bergstrom In 2012, ABIA generated International Airport revenue totaling $95,432,219, continues to develop a 6.6% increase from 2011 initiatives to position revenue of $89,513,044. itself appropriately and take advantage of potential growth opportunities.
Total Austin Passenger Growth 5.5% Average Growth since 1981
10,000,000 ——————————————————————————————————————————————————————————————————————— 9,000,000 ——————————————————————————————————————————————————————————————————————— 8,000,000 ——————————————————————————————————————————————————————————————————————— 7,000,000 ——————————————————————————————————————————————————————————————————————— 6,000,000 ——————————————————————————————————————————————————————————————————————— 5,000,000 ——————————————————————————————————————————————————————————————————————— 4,000,000 ——————————————————————————————————————————————————————————————————————— 3,000,000 ——————————————————————————————————————————————————————————————————————— 2,000,000 ——————————————————————————————————————————————————————————————————————— 1,000,000 ———————————————————————————————————————————————————————————————————————
0 ——————————————————————————————————————————————————————————————————————— 1981 1985 1989 1993 1997 2001 2005 2009 2011 2012
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
19
To this end, ABIA will continue planning capital improvement projects to meet future demand and evolving carrier strategies. ABIA also continues to attract more new service. Not only have we added three more new nonstop flights, we added a new airline: AirTran. We also acquired a coveted nonstop route to DCâ&#x20AC;&#x2122;s Reagan National Airport. Openings to Reagan are very
>5.39% Our 2013 total revenue is projected to grow 5.39% to $100,576,000, and operating requirements are projected to increase to $86,610,928, up 9.6%.
limited, and early in 2012, U.S. Department of Transportation awarded one to Southwest Airlines at ABIA. We knew it was a perfect fit as Austin has important commercial and governmental connections with the nationâ&#x20AC;&#x2122;s capital. ABIA has created a high percentage of revenue from such sources as parking, rental
Airline revenue compared to non-airline revenue
100%
Non-Airline Revenue
80
Airline Revenue
60 40
53 47
52 48
2006
2007
54 46
53 47
52 48
53 47
2008
2009
2010
2011
53 47
20 0
20
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
2012 (unaudited)
10 Year Financial Performance ($000)Revenues and Expenses $100 90 80 70 60 50 40 30 20 10 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 (unaudited)
63,479
65,361
68,282
71,496
79,874
84,807
80,890
83,277
90,587
95,432
Revenues
40,786
38,517
41,320
45,714
47,298
52,993
57,296
60,843
59,036
79,015
O&M
>3% cars, and concessions. Because of this we are able keep costs reasonable for airlines to do business with us. That, of course, makes ABIA even more attractive for airlines.
Operating requirements totaled $79,014,809, up 3% from 2011 total expenses of $76,570,465.
The Airport features local fare at its concessions throughout the terminal, and this is an important – and delicious – contribution to the local economy. Area favorites like Salt Lick, Amy’s Ice Creams, Thundercloud Subs, Ruta Maya, Austin Java, Hill’s Café, Nuevo-Leon, and Saxon Pub are a few of the concessions at the Airport.
Revenue Landing Fees Terminal Rent/Other
2010 2011 2012 18,762,381 19,402,479 18,863,991 20,982,284 22,366,757 26,025,589
Total Airline Revenue 39,744,665 41,769,236 44,889,580 Parking 25,201,028 27,854,382 31,028,654 Other Concessions 15,437,361 16,727,704 17,984,911 Other Rentals & Fees 2,462,688 2,994,955 1,418,778 Total Non Airline Rev 43,101,077 47,577,041 50,432,343 Interest Income 431,264 201,417 110,296 TOTAL REVENUE 83,277,006 89,547,694 95,432,219 Airline vs Non-Airline Airline Rev 48% 47% 47% Non-Airline Rev 52% 53% 53%
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Percent Change in Year Over Year Passenger Traffic 12.0
11.7 9.8 9.9
10.0
8.0
8.0 6.0 4.0 2.0
7.0 5.7
4.9
4.7
3.1
4.5 3.0
1.9
3.5
3.0 2.0
2.0
3.5 2.0
1.5 0
1.5
-0.6 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2011
Austin-Bergstrom International Airport has been a self-supporting entity since 1972. ABIA generates revenue to cover operating costs and future improvements, and does not receive any general fund subsidy from the City of Austin. The airport has also
2012
used airport-generated funds to pay all previously issued general obligation debt. Austin-Bergstrom International Airport has maintained an â&#x20AC;&#x2DC;Aâ&#x20AC;&#x2122; rating from Standard & Poor on its revenue bonds.
WE are ABIA <
Monica Castillo acco u ntant
22
6.5
6.0
5.8
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
Keith Clay HEAVY EQUIPMENT OPERATOR
< WE are ABIA AUSTIN:
Center of the “Golden Triangle”
80%
of Texas’ population lives within the triangle of Dallas, San Antonio and Houston.
AVERAGE DRIVE TIMES:
Austin > San Antonio 2 hrs Austin > Dallas/ Ft. Worth 3.5 hrs Austin > Houston 3 hrs
Source: Chamber of Commerce
Austin-Bergstrom International Airport A N N U A L S U S TA I N A B I L I T Y R E P O R T
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SECTION 4
ENVIRONMENTAL STEWARDSHIP Preserving our quality of life is a key value for us at ABIA, and we have many initiatives that reflect our environmental stewardship. Austin-Bergstrom International Airport is part of the Imagine Austin initiative, a collective community vision for the future. The Austin City Council adopted the initiative in 2012, and ABIA is an active partner in environmental initiatives.
W
e’ve reduced our carbon footprint significantly with Austin Energy’s GreenChoice program, the nation’s most successful utility-sponsored and voluntary green-pricing energy program. With GreenChoice, subscribers buy energy produced from 100% renewable resources like wind power and methane gas from landfills. Calendar Year (CY) 2012 GreenChoice reduced DOA estimated carbon emission by 8,500 metric CO2 equivalent tons (MTCO2e). GreenChoice will reduce the ABIA terminal’s Scope 2 carbon emissions by 100%. Scope 2 emissions are associated with purchasing electricity from the grid. (Scope 1 emissions are those
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
that come from DOA sources like shuttle buses, tractors, boilers, etc.) ABIA implemented a new landside recycling that is available for airport tenants, which strategically located eight recycling collection points in non-secure areas of the airport. Approximately 35 tons of recyclables were collected through this program. Numerous Airport in-house recycling programs collected items such as light bulbs, batteries, tires, and the like. More terminal tenants are diverting recyclables from their operations. Our terminal recycling program saw a 28% increase in CY12, from 184 tons to 256 tons.
C I T Y S C E N ES:
Lady Bird Lake Hike & Bike Trail
Guiding Principles Construction projects recycled 1,759 tons of material in CY12.
Grow as a compact and connected city Integrate nature into the city
The brush composting program diverted 144 tons of brush.
Provide paths to prosperity for all
A new solar array has been installed at the Ground Transportation Staging Area. The 74 kW system will offset 50% of GTSA power needs and generate approximately 91,000 kWhs. Thatâ&#x20AC;&#x2122;s enough power to support eight homes for one year. That makes total solar at the Airport 180 kW.
Values & Respects People
Livable
Creative
Develop as an affordable and healthy community Sustainably manage water, energy and our environmental resources Think creatively and work together
Natural & Sustainable
Educated
Mobile & Interconnected
Prosperous
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
25
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Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
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100% renewable energy
used for electrical power to all airport buildings through Austin Energyâ&#x20AC;&#x2122;s GreenChoiceÂŽ, generated by wind turbines.
Water conservation
12 million gallons of drinking water saved in 2012 by using reclaimed water.
Thermal Energy Storage
Chilled water is stored during off peak times for cooling the airport during peak afternoon hours, reducing electricity usage by 50%.
Solar panels
At the airport produce 250,000 kilowatt hours per year.
Alternative fuel stations
Austin-Bergstrom International Airport has used alternative fuel in its airport parking shuttles since it opened in 1999. The airport offers propane and natural gas (CNG) to the general public as well as its airport vehicles.
Recycling
In 2012, 4,160,000 lbs of materials were kept out of the landfill through airport recycling efforts.
Compost
We composted 288,720 lbs of airport brush and landscape materials in 2012. This was transported to the local Dillo DirtTM processing facility.
Green Hilton
The Hilton Austin Airport Hotel is one of only three Green Seal certified hotels in Texas, having been awarded the Silver Level Achievement for Environmental Operational Commitment.
LEED Gold Certification
for new taxi staging area and driver facility (GTSA LEED)
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
27
There have been numerous energy upgrades throughout the airport terminal and campus: Twenty-four jet bridge PCAire units were upgraded with high efficiency systems, which save energy and maintenance costs. These provide air conditioning for aircraft while they are at the gate. High efficiency LED lighting was installed throughout the terminal concourse, with an estimated savings of 217,000 kWh annually. Thatâ&#x20AC;&#x2122;s enough to power 18 homes for a year.
Since the Airport opened in 1999, the parking shuttle fleet has run on alternative fuel (propane). We are in the process of converting our shuttle fleet from propane to Compressed Natural Gas (CNG), a Texas-base fuel. We are well on our way to completing the process, with 21 of 25 shuttles running on CNG. The fleet will be complete in 2013. ABIA was awarded a $115,000 grant from the Environmental Protection Agency (EPA) to assist airlines in acquiring 12 electric ground service vehicles. The electric vehicles replace 12 diesel powered tugs/belt loaders.
< WE are ABIA
Carrie Stefanelli E n v iron m ental co m pliance specialist
28
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
Green Initiatives in Construction CY12 was a year of numerous construction projects that will start turning dirt or upgrading existing systems in 2013. These projects embraced sustainable design elements more than ever. The project teams focused on saving energy and water, protecting trees, recycling, and implementing low impact site development practices such as pervious concrete, rain gardens, and vegetative filter strips. Three of the projects will use the existing reclaimed water infrastructure, saving potable water for the community. Energy efficient lighting incorporated into these projects will save an estimated 780,000 kWh annually, as opposed to using conventional lighting. That’s enough power for 65 homes. The United States Green Building Council principles will guide the renovation of Human Resource/ Planning & Engineering building and the CONRAC, reducing the overall environmental impact of the buildings.
Students show the art of recycling Refrigerator doors were used as canvases by high school students to express their interpretations of the importance of recycling. The refrigerators doors are part of an area high school art contest initiated by Austin Energy to promote the importance of recycling inefficient refrigerators. Six winning doors were featured at Austin-Bergstrom on the lower level in baggage claim. “At first I felt like a regular high school artist and now I feel like I have a little more exposure. It makes me feel more proud of my art and I feel good that it contributes to my community,” said Brittany Stamey, Akins High School Student and refrigerator door artist. “Having my artwork at the airport gives me hope that I can make it in the world.”
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
29
PERFORMANCE MEASURES
Customer and Community Value EXTERNAL CUSTOMERS
UNIT
COMMENT
2009
2010
2011
2012
Ratings
ASQ survey score / percent rating excellent (5’s)
4.36/48%
4.43/53%
4.38/49%
4.33/46%
Cleanliness of the terminal
Ratings
ASQ survey score / percent rating excellent (5’s)
4.48/58%
4.53/61%
4.46/57%
4.44/54%
Cleanliness of the restrooms
Ratings
ASQ survey score / percent rating excellent (5’s)
4.24/45%
4.32/48%
4.30/48%
4.26/46%
Helpfulness of the staff
Ratings
ASQ survey score / percent rating excellent (5’s)
4.32/50%
4.40/54%
4.39/55%
4.32/49%
Courtesy of security staff
Ratings
ASQ survey score / percent rating excellent (5’s)
4.23/48%
4.22/48%
4.17/47%
4.05/40%
Overall customer satisfaction with the airport
MBE/WBE purchases
New measures
Under $5000
Percent
XX
XX
7.09%
5.48%
Total purchases
Dollars
XX
XX
$148,557
$129,623
Passenger flights
Number
Total number of flights
93,092
94,406
95,880
97,324
Direct flights
Number
Includes both domestic and international
83
75
95
84
Non-stop domestic destinations
Number
36
36
36
40
Average seats per flight
Number
120
120
121
121
Total annual seats
Number
11,160,768 11,253,270 11,553,540 11,764,648
Total passengers
Number
8,439,501
8,777,856
9,080,875
9,317,561
2009
2010
2011
2012
352
345
345
347
1.29
0.66
2.88
0.32
INTERNAL CUSTOMERS
UNIT
COMMENT
Total Dept. of Aviation FTE’s Injuries Lost time injury rate
Number
Per the equivalent of 100 employees
Injuries reportable
Number
61
61
51
58
Injuries with medical
Number
20
14
10
25
Injuries with no medical
Number
37
39
32
33
Sick hours utilized
Number
Per 1000 hours
29.85
29.10
28.47
25.84
Training hours per FTE
Number
Departmental Average
56.16
50.71
64
54
Employee satisfaction
Rating
Score from employee survey (changed survey type in 2011)
67
67
19
32
Diversity Male to Female
Percent
White
Percent
38%
38%
39%
41%
Hispanic
Percent
32%
32%
31%
29%
Black
Percent
24%
24%
25%
25%
Asian
Percent
5%
5%
4%
4%
Other
Percent
1%
1%
1%
1%
Percent
9.47%
8.57%
4.59%
7.60%
Employee turnover rate
30
Dept. of Aviation employees only
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
63% to 37% 63% to 37% 64% to 36% 65% to 35%
PERFORMANCE MEASURES
Operational Excellence OPERATIONS
UNIT
COMMENT
2009
2010
2011
2012
Annual aircraft operations
Number
Total takeoffs and landings
158,587
164,436
169,963
159,269
FOD - Pounds removed from Apron
Number
Pounds of FOD removed by staff (new measure)
XX
XX
XX
789
Wildlife/Bird strikes
Number
121
121
95
111
Deficiencies noted during daily 139 inspections
Number
797
557
574
954
Deficiencies noted during 139 inspections
Number
3
2
1
3
AOA warnings issued
Number
0
0
0
2
Security responses with established time
Percent
100%
100%
100%
100%
Security violations issued
Number
61
45
71
41
Average wait times at security checkpoints
Minutes
Morning
Minutes Average week day, excluding holidays and special events
XX
XX
17
18
Afternoon
Minutes Average week day, excluding holidays and special events
XX
XX
9
11
Number
659
676
628
683
New measure
XX
XX
XX
17
Number of ARFF responses
Average time of repairs – from call to completion Number EPAX per gate utilized
Number
Annual enplanements divided by number of gates used
180,466
189,787
180,986
186,510
Enplanements – Change over Prior Period
Percent
Growth or decline
-11%
3%
6%
3%
Turns per gate – gate utilization
Number
Avg. number of departures per gate per day
5.34
5.36
5.91
5.5
Passenger boarding bridge
Annual Cost
Reduce maintenance cost 5%
$176,818
$198,833
137,013
$377,714
Airfield lighting
Number
5% fixture failures on signage (number replaced)
313
345
212
612
People moving systems
Percent
Elevators 95% uptime (new measure)
XX
XX
XX
94%
BHS conveying system
Percent
Carousels and Conveyors 95% uptime (new measure)
XX
XX
XX
95%
PM Costs compared to total maintenance costs
Dollars
Measures effectiveness of PM Program (new measure)
XX
XX
XX
21%
Ratio of productive hours to labor hours
Percent
Measures staff productivity (new measure)
XX
XX
XX
41%
PM’s performed on fleet vehicles
Number
Number of PM’s performed (new measure 2011)
XX
XX
XX
300
Cost per parking space Cost per covered space
Dollars
$725.71
$753.38
$727.65
$730.68
Cost per space with busing operation
Dollars
$576.12
$561.01
$625.74
$515.46
Cost per space without busing or cover
Dollars
$751.60
$785.95
$732.81
$737.87
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
31
PERFORMANCE MEASURES
Economic Sustainability FINANCIAL
UNIT
2009
2010
2011
2012
$8.03
$8.16
$8.23
$8.32
$13.80
$14.27
$13.96
$14.34
Number
A-
A-
A
A
Revenue per enplanement
Dollar
$19.24
$19.53
$19.79
$20.44
Total non-airline revenue
Dollar
Non-airline revenue per passenger
Dollar
$5.04
$5.27
$5.29
$5.41
Non-airline revenue to airline ratio
Percent
52%
54%
53%
53%
Parking revenue per passenger
Dollar
$3.00
$2.91
$3.10
$3.33
Concession revenue to airport
Dollar
$5,767,940
$7,845,107
$7,164,395
$7,794,464
Concession gross sales per square foot
Dollar
$762.02
$874.36
$985.41
$1,046.80
Security cost
Dollar
$9,382,443
$9,361,096
$7,974,943
$8,040,133
Percent
16%
15%
12.63%
12.03%
Passenger airline cost per enplanement
Dollar
Expenses (cost) per enplaned passenger
Dollar
Credit rating
Security cost (percent of Total costs)
ARFF cost
COMMENT
Airportâ&#x20AC;&#x2122;s O&M cost per enplanement
$45,154,720 $46,662,884 $47,760,334 $50,432,342
Dollar
Change over previous period (Benchmark Index, D)
$5,018,029
$4,639,276
$5,125,511
$5,183,126
Percent
Change over previous period (Benchmark Index, D)
9%
8%
8.12%
7.75%
ARFF cost per operation
Dollar
Change over previous period (Benchmark Index, D)
$31.64
$28.21
$30.16
$32.54
ARFF salary and benefits cost
Dollar
$4,054,255
$4,262,447
$4,604,196
$4,670,572
Personnel expenses
Dollar
$25,563,738 $26,025,904 $27,465,037 $28,689,620
Repair and maintenance cost
Dollar
$14,634,780 $19,116,889 $1,781,613
Total operating revenue
Dollar
$79,856,216 $83,277,006 $89,547,695 $95,205,000
Total parking and ground transportation revenue
Dollar
$25,588,448 $25,686,288 $28,415,684 $31,372,981
ARFF cost (percent of total)
Off airport
Dollar
On airport
Dollar
$24,788,880 $24,719,706 $27,227,694 $30,074,289
Pounds
$5,632,500
Total operating revenue
32
Austin-Bergstrom International Airport A nnual S ustainabilit y R eport
$799,568
$966,582
$5,540,793
$1,187,990
$2,116,316
$5,759,298
$1,298,692
$5,815,537
PERFORMANCE MEASURES
Environmental Stewardship ENVIRONMENTAL
UNIT
Terminal utilities
COMMENT
2010
2011
2012
Terminal and central plant only
Electric
kWh
Natural gas
CCF
Water
Gallons
Waste water
Gallons
Campus utilities
21,762,586 21,269,226 23,269,215 22,715,146 99,155 Includes terminal irrigation
143,062
104,067
99,776
34,516,200 31,863,700 30,838,280 25,303,100 31,143,900 25,083,500 25,801,900 24,962,100
Includes terminal and central plant
Electric
kWh
Natural gas
CCF
29,094,502 28,702,372 30,248,907 30,653,904 139,339
Water
Gallons
2009 Malfunction from water feature caused increase
Reclaimed water
Gallons
New – Irrigation and central plant only
Waste water
Gallons
Electricity provided by Green Choice
2009
188,972
151,076
144,421
77,870,400 55,849,100 71,924,220 50,877,800 XX
XX
1,955,600
11,818,400
33,527,100 27,762,600 31,552,800 37,164,700
Percent New – % of total electric provided by alternative sources
XX
XX
26%
100%
De-icing operations De-icing operations – aircraft
Gallons
Total diluted fluid used by airlines
5,947
14,146
18,849
4,305
Pavement de-icing – ground operations
Gallons
Total E-36 (gallons) applied by Dept. of Aviation
0
0
11,165
0
Pavement de-icing – ground operations
Pounds
Total NAAC (liquid) applied by Dept. of Aviation
550
500
5,115
0
Discharged to City’s wastewater system (diluted)
682,049
4,083,514
2,337,168
386,512
Pounds
1,083
14,520
23,467
297
Terminal waste to landfill
Tons
1,660
1,746
1,949
2004
Terminal recycling
Tons
170
184
184
256
Brush composting
Tons
122
235
226
144
Light bulb recycling
Pounds
Pounds of crushed lamps
582
1,450
574
458
Light bulb recycling
Number
Number of whole lamps
1,522
4,167
480
282
Alkaline and rechargeable batteries
Pounds
704
846
1,236
947
Electronic waste
Pounds
XX
2,843
8,448
4,241
Vehicle batteries
Number
71
69
40
140
Tires
Number
140
811
161
301
Oils
Gallons
730
880
850
546
Gasoline
Gallons
38,666
40,514
40,814
35,510
Ethanol (E85)
Gallons
916
1,153
2,794
1,973
Biodiesel (B20)
Gallons
8,287
16,281
16,534
25,654
Diesel
Gallons
14,057
10,198
1,904
1,393
Propane
Gallons
262,763
244,071
237,424
103,233
CNG
Gallons
XX
XX
4,216
96,933
XX
22,646
1,727
1,759
14,047
12,830
11,185
2,697
Aircraft de-icing pond discharges to wastewater Gallons Aircraft de-icer treated at wastewater plant Waste management
Hazardous materials recycled
Vehicle fuel usage
Large construction project demolition recycling
Tons
New measure
Carbon footprint
Metric Tons
Carbon footprint reduction
Percent
Percent reduction year over year
6%
9%
13%
76%
Mowers
Number
Propane mowers
XX
13
17
13
Off-road units
Number
Propane and electric units
XX
20
6
17
On-road units
Number Propane and electric units (Includes buses for parking)
XX
54
60
50
Alternative fuel units
Austin-Bergstrom International Airport A nnual S us ta i na b i l i t y R e p o r t
33
Acknowledgements Customers of Austin-Bergstrom International Airport Austin City Council Lee Leffingwell, Mayor Sheryl Cole, Mayor Pro Tem Chris Riley, Council Member Mike Martinez, Council Member Kathie Tovo, Council Member Laura Morrison, Council Member Bill Spelman, Council Member City Management Marc Ott, City Manager Sue Edwards, Assistant City Manager Austin Airport Advisory Commission Dale Murphy, Chair Steven Hart, Vice Chair Dâ&#x20AC;&#x2122;Ann Johnson, Secretary Ernest Saulmon George Farris James Kelsey Rose Marie Klee Sustainability Report Team Jim Halbrook, Public Information Program & Marketing Manager Sandy L. Stevens, Graphic Designer / Photographer Sustainability Report Contributor Kane Carpenter, Environmental Conservation Program Manager City of Austin Aviation Dept. Executive Team Jim Smith, Executive Director Patti Edwards, Director Jamy Kazanoff Susana Carbajal Liz Haran Dave Arthur Donnell January Shane Harbinson Patricia Van Buren Ghizlane Badawi Stephanie Tucker Production i2i Group Media Design Mary Jo Pehl Dan Herron Photography
www.abia.org