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M I T S l o a n S c h o o l o f M a n a g e m e n t
DavidFollette,ChesterLiu,IlissaSchild
Spring09
SustainabilityAtMassport
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TableofContents
Introduction ................................................................................................................................3OverviewofMassport .................................................................................................................................................................... 3ProblemStatement.......................................................................................................................................................................... 3
UniqueChallenges .......................................................................................................................4
DescriptionofMethodology ........................................................................................................5Scoping ................................................................................................................................................................................................. 5Interviews ........................................................................................................................................................................................... 5Secondaryresearch......................................................................................................................................................................... 5Rankingprocess ............................................................................................................................................................................... 5Regulationbarriers ......................................................................................................................................................................... 5Impact ................................................................................................................................................................................................... 6Feasibility ............................................................................................................................................................................................ 6Control .................................................................................................................................................................................................. 6Timehorizon...................................................................................................................................................................................... 6
Research&InterviewFindings.....................................................................................................7BestpracticesfromSEA‐TAC...................................................................................................................................................... 7GoalsandScope.................................................................................................................................................................................. 7Partnerships ........................................................................................................................................................................................ 7SpecificInitiatives/Achievements .............................................................................................................................................. 8EnergyAnalysisatSEATAC ......................................................................................................................................................... 9
UnitedStatesAirForce:ManagingforOperationalSustainability............................................................................. 9ClintonClimateInitiative(CCI)andBuildingOwnersandManagersAssociation(BOMA)......................... 11InterviewTakeaways .................................................................................................................................................................. 12MassportLoganEmployees ....................................................................................................................................................... 12BAAInterview .................................................................................................................................................................................. 12PortofOaklandInterview .......................................................................................................................................................... 13DenverAirportInterview............................................................................................................................................................ 14
Recommendations.....................................................................................................................15Communication.............................................................................................................................................................................. 15Analyses ............................................................................................................................................................................................ 16IncentivePrograms...................................................................................................................................................................... 16CapitalProjects .............................................................................................................................................................................. 17RecommendationMap................................................................................................................................................................ 19
Conclusion .................................................................................................................................20
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Introduction
OverviewofMassport
TheMassachusettsPortAuthority(Massport)isanindependentpublicauthoritythatdevelops,promotes,
andmanagesairports,seaports,andtransportationinfrastructureinthestateofMassachusetts.MassportoperatesBostonLoganInternationalAirport,HanscomField,andWorcesterRegionalAirport.MassportalsooperatesshippingterminalsinBoston,aswellastheTobinBridge.
Massportisrunbyaseven‐memberboardappointedbythegovernor,andisself‐supported,receivingno
statetaxfunding.Thoughcreatedbythestatelegislature,itsoperatingstructureissimilartoaprivatecorporation,withaboardandCEO.Massport'sstructureisorganizedbybusinessarea(e.g.airport,seaport)andfunction(e.g.finance,legal,environmentandsafety).
Massport'smissionisasfollows:
Massportownsandoperatesanintegratedworld‐classtransportationnetworkthatpromoteseconomicgrowthandopportunity,enhancesthequalityoflifeofNewEnglandresidentsandprotectsthefreedomtotravelsafely,securely,efficientlyandcost‐effectively.InmeetingourresponsibilitytoconnectNewEngland
withtheworld,Massportstrivestoalwaysbeagoodstewardbytreatingcolleaguesandcustomerswithrespect,embracingdiversityandminimizingtheimpactoftransportationservicesonourneighborsandtheenvironment.
ProblemStatement
Massport'slargestassetistheBostonLoganInternationalAirport.Overthelastdecade,ithasspentover$4billioninmodernizingandupgradingitsfacilities,mostvisiblythecompleterenovationofTerminalsA
andE,withTerminalAbecomingtheworld'sfirstairterminaltobeLEEDcertified,in2006.Notableenvironmentalconsiderationsincluderoofingmembraneandpavingdesignedtoreflectheat,stormwater
filtrationdevicestoremovepollutants,water‐efficientplumbing,extensiveuseofdaylight,andconstructionwasterecycling.Specialmeasuresweretakentominimizetheuseofvolatileorganiccompounds.
Despiteitseffortstobuildandoperatesustainably,Massportdirectlycontrolsonlyasmallpercentageof
operationsattheairport.Mostofthespaceisleasedouttoairlinesandconcessionaires.Leaseagreementsspelloutthedetailsofhowthefacilitiesareusedandoperated.Intheareaofconcessionaires,Massportcontractswithtwoconcessionsoperators,BAAandWestfield.Theseinturnsubleasespaceout
toconcessionairessuchasDunkin’Donuts,AuBonPain,andnewsstands.Intheareaofterminalsandgates,leaseagreementsvarybyairlinesandbyterminals.Forexample,TerminalAisoperatedbyDeltawhileTerminalEissharedamongdifferentairlines.
Inlightoftheseoperatingarrangements,thisstudyattemptstoaddressthefollowingthreequestions:
1. HowcanMassportcollaboratewithitstenantsmoreeffectivelyonsustainability?
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2. HowcanMassportreduceitsecologicalfootprintonactivitiesitcontrolsdirectly?
3. HowcanMassportstrivetowardsustainabilitywhileoperatingunderregulatoryconstraints?
UniqueChallengesAsmentionedbefore,Massportneedscreativewaystocollaboratewithitstenantstomaximize
sustainabilityatitsfacilities.TheleaseagreementsprovideMassportleverageoverairport‐wideinitiatives,butbestresultsareachievedthroughcollaboration,notcoercion.
ThereareotherdifferencesuniquetoMassportfromotherowner‐tenantrelationshipssuchasofficebuildingsandshoppingmalls.Massportoperatesonanalmostcontinuousbasis,withflightslandingwell
intothenightandtakingoffearlyinthemorning.Massportalsoneedstobemindfulofitsprimarymission,tomovepassengersthroughtheairportincomfortandsafety.Sustainabilityeffortsthatnegativelyimpactthismissionarenotacceptable.
Furthermore,manyairlineshaveoperatingproceduresthatmustbeconsistentatallairportsanditwould
beeitherimpracticalorimpossibletooperatedifferentlyonlyatLogan.Finally,MassportisaffectedbyFAA,TSA,EPA,andotherregulatoryagenciesthatimposespecificrestrictionsonthedisposalofwaste,the
transportationofmaterial,etc.Fortunately,despitethesechallenges,therearestillmanywaysofmovingtowardamoresustainable
airport,asthisstudywillshow.
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DescriptionofMethodology
Scoping
ThescopeofthisprojectislimitedtoLoganAirport,asithasthegreatestpublicvisibility,andisthemost
accessiblefromCambridge.WithinLoganAirport,theprojectfocusesontherelationshipbetweenMassport,thetenants(airlines,concessionaires),andthesub‐tenants(individualrestaurants,newsstands,andretailers).Thisprojectisnotlimitedtoanyspecificterminalattheairport,sinceanyrecommendations
tochangetheowner‐tenantrelationshipcanlikelybeappliedtoallterminals.
Interviews
Interviewswereconductedwithanumberofinternalandexternalsourcestogainanunderstandingofthe
currentstatusofsustainabilityeffortsandtoresearcheffortsgoingonatotherairportsintheUS.ThefirstinterviewswereconductedwithMassportmanagementtogainanunderstandingoftheoverallpictureandthegoalsthatMassportistryingtoachieve.SpecificallywespoketoCatherineWetherell,ourproject
sponsor,JackHemphill,Logan'sBusinessGeneralManager,andSalAmico,theManagerofAirportConcessions.ThenextroundfocusedontheindividualstakeholdersatMassport,whichincludestheconcessionairesandretailoperators,specificallyDebbieRussell,theBAA‐LoganConcessionManager.
Finally,interviewswereconductedwithleadersatotherairportsthathavestrongsustainabilityprograms,includingDenverInternational,andOaklandInternational.Theseinterviewsnotonlyprovidedabasisforcomparisonbutalsohelpedcollectbestpracticesfromaroundthecountry.
Secondaryresearch
Thechallengesofanowner‐tenantrelationshipandsustainabilityarenotuniquetoMassPort.Other
airports,theUSAirForce,andshoppingmallsallhavesimilaritieswithMassPort,eitherrelatingtoaviation,theowner‐tenantrelationship,sustainability,oranycombinationofthethree.InadditiontostudyingMassPort'ssituation,thisprojectaimstolookatthestateoftheindustryanddiscoversuccessfulstrategies
thathavebeenusedinsimilarsituationsandcanbeappliedatMassPort.
Rankingprocess
ForanorganizationaslargeasLoganAirport,thereareamultitudeofwaystoreduceitsenvironmental
impact.However,partofthegoalofthisprojectistoidentifythemostpromisinginitiativesandjustifywhichonescanproducethemostimpactwiththefewesthurdles.Thisprojectusedthemetricslistedbelowtosortandrankrecommendationsforsustainability.
Regulationbarriers
Likeallairports,LoganAirportmustoperatewithintheregulationsoftheFAA,DHS(TSA),DepartmentofState(BorderPatrolandImmigration),andlocalordinances.Oftentimes,thispreventsMassPortfrom
undertakingsustainabilityeffortsthataretypicalofothertransportationhubs.Bomb‐prooftrashcans,therequirementtoincineratetrashfromborderpatrolquarantining,andthestrictrulesregardingairplanetaxiingonthegroundarejustafewexamples.Thisprojectaimstodeliverrecommendationsthatcanbe
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implementedwithintheregulatorybarriers,butalsoconsiderwhatchangeswouldbeeffectiveiftheregulationswereabsent.Therefore,thefirstcriterionforrecommendationsiswhetherornotitfallswithin
thepresentregulatoryframeworkforaUSairport.
Impact
Thesecondcriterionthisprojectwillconsiderisimpact.Impactcanbemeasuredinquantitativeunits,
fromtonsofCO2saved,totonsofsolidwastediverted,tokilowatt‐hourreductions.Therecanalsobequalitativeimpacts,fromcustomersatisfaction,communityrelationships,andpublicperception.SincewedonothavesufficientdataforLoganAirport,wewillattempttocomparethevariousrecommendationson
ascalefrom1to5,(with5beingthegreatestimpact).
Feasibility
Thefeasibilitycriterionencompasseseaseofexecutionandcost.Forexample,convertinggroundequipmentfromdieseltoelectricorinstallingsolarpanelswouldberelativelyinfeasible,whileaddingrecyclingbinsandcirculatingmonthlysustainabilitybulletinswouldbehighlyfeasible.Each
recommendationisassignedavaluefrom1to5,with5beingthemost"feasible"recommendation.
Control
Anadditionmetricutilizedinthisrankingprocessiscontrol,orMassport’sabilitytomaintaincompliance.
Althougharecommendationmaybehighlyfeasibleintermsofoperationalexecution,itmayalsobecompletelyunenforceableoroutsideofMassport’srealmofinfluence.Examplesofthisincludeconsolidationofhotelshuttlesandtheuseofgreencleaningproductsbyfoodvendors.Each
recommendationisassignedavaluefrom1to4,with4beingthemostenforceablerecommendation
Timehorizon
Thefinalmetricisthetimerequiredtoimplementthechange.Recommendationsthatcanbe
implementedquicklyaremuchmoredesirable,consideringthefrequentturnoverofrestaurantsandretailersattheairport.Also,thesoonertangibleresultsareachieved,theeasieritwillbetoraisesupportforfuturesustainabilityinitiatives.
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Research&InterviewFindings
BestpracticesfromSEA‐TAC
LogancangainsignificantknowledgebylookingatsustainablyprogressiveairportsintheUSwithsimilar
throughputandtenantstructures.AnexcellentexampleistheSeattle‐TacomaInternationalAirport,orSEA‐TAC,whichserves31millionpassengersannually,andisthe15thbusiestairportintheUS.AsinthecasewithMassPort,thePortofSeattleistheowner,builder,operator,maintainer,andlessorformany
areasoftheSEA‐TACairportandhasdealtwithmanyoftheuniquechallengesthatLoganairportfaces.Inaddition,SEA‐TACislookingforwaystooperatemoresustainabilitywithinitscurrentcapitalassets,ratherthansimplyrebuildormakesignificantretrofits.ThefollowinginformationwasfoundinaSEA‐TACreport
fromtheFAANorthwestMountainRegionConferenceinApril2008.WewereunabletogetintouchwitharepresentativefromSEA‐TAC;howeverwerecommendMassportcontinueitscurrentrelationshipofsharingbestpracticeswiththenorthwestairport.
GoalsandScope
OneofthemainlearningsfromSEA‐TAC’sprogramistheupfrontagreementandcommunicationofthe
airport’soverallsustainabilitygoals,knownasits“GoalsofSustainableAirportManagement.”Anexplicitstatementofgoalsforbothinternalandexternalcommunicationisanessentialstepinrallyingwide‐spreadsupport,generatingbuy‐inandaccountability,andinspiringintrinsicmotivation.ForSEA‐TAC
thesegoalsarefour‐fold:
1. Tomakedecisionsfullyinformedontotalcostofownershipimplications
2. Tobettermanagelongtermcapitalandoperatingcosts
3. Topromoteenvironmentallysustainabledevelopment
4. Toconserveresources
Inaddition,SEA‐TACispragmaticintheirsustainabilityprogramoutlookandunderstandsthatenvironmentalsustainabilityisoftenalignedwithfinancialsustainability.Theylookatsustainabilityasnotjustanenvironmentalinitiative,butasabroadercontinuousimprovementopportunityinthewaySEA‐TAC
operates,maintainsitsassets,makesdecisions,andmitigatesrisks.Finally,atinterimstagesofthesustainabilitystrategyrollout,theairporthastakenan“achievement/opportunity”approach,verymuchinalignmentwiththementalityofcontinuousimprovement.Inotherwords,aschangesaremadeand
successachieved,additionalandnewopportunitiesareidentifiedandaddedtothescope.
Partnerships
AnothernotablestrategicchoicemadebySEA‐TACwasengagingtheCleanAirportPartnership(CAP),anindependentbodyexclusivelydedicatedtoworkingwithairportsonachievingimprovedenvironmental“qualityandefficiency.”ThroughitsassociationwithSEA‐TAC,CAPhasassessedandvalidatedSeattle’s
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priorachievements,identifiednewopportunities,andhelpedcreateauser‐friendlyandeasy‐to‐readsustainabilityreportforeffectiveinternalandexternalcommunication.
SpecificInitiatives/Achievements
SEA‐TAChasdividedtheirsustainabilityinitiativesintofivemainsubsections:solidwaste,air,building
efficiency,water,andnoise.ThissectionwilloutlinesomeofthemoresuccessfulprogramsineachoftheseareasthatcouldbeapplicabletoLoganairportaswell.
• Solidwaste:ThusfarSEA‐TAChasimplementedcoffeegroundscomposting,“payasyouthrow”tenantincentives,wastesegregationandcentralizedcollect,andwaste‐to‐cementtechnology.
Additionalopportunitiesincludewasteauditing,recycledcontentprocurement,greencleaningproducts,promotionofbiodegradablefoodandbeveragecontainers,andfoodcomposting.
• Air/Landside:SEA‐TAChassuccessfullyimplementedmultipleprogramsthatreduceacustomer’sfootprintwhengainingaccesstotheairport,manyofwhichLoganhasalreadydone.Novelideals
includeacleantaxiprogram,thecreationofanon‐site“CleanVehicleFleet,”promotingemployeeride‐sharing,andareductionofvehicleidling.Inaddition,SEA‐TAChasconverteditsgroundsupportequipmentfromdieseltoelectricpower.Othernotableopportunitiesthattheyhave
identifiedaretheencouragementofcleanrentalcars,theconsolidationofhotelshuttles,andtheexpansionofmanyofthecurrentgreenprograms.
• Air/Aircraft:SEA‐TAChasbegunusingafuelhydrantsystemthatreducesthedistancetraveledandtimeutilizedbyfueltrucks.Inaddition,aircraftpowerbackhasbeenprohibited,requiringtheuse
ofa“towtruck”forreversetaxiing.Finally,afullgreenhousegasinventoryhasbeencompleted.Additionalopportunitiesincludegatepowerandtheuseofpre‐conditionedair,whichwouldeliminatetheneedtoruntheenginesorAPUatthegate,aswellascarriereducationin
sustainability.
• BuildingEfficiency:WhilemanyoftheseprogramshavealreadybeenimplementedatLogan,suchaslightingupgrades,HVACimprovements,andthepotentialuseofphotovoltaics,additionalopportunitiesincludeheatrecoverymethodsand“fullcost”basedutilityrates.
• Water:Anoftenoverlookedresources,watershouldbeconsideredinasustainabilitystrategyas
muchasenergyoranyotherresource.SEA‐TAChasthusfarconductedonandoff‐sidewetlandsmitigation,implementedstormwatermanagementtechniquestoavoidflooding,sedimentation,andcontamination,containedandprocessedde‐icingeffluent,andutilizedanorganicfilterfor
metalsremovedduringcomposting.Additionalopportunitiesincludetheexpansionofpublicaccesstowetlandmitigationsites,waterlessurinals,andtheabilitytoisolatewatersystemvalves.
• Noise:Lastly,SEA‐TAChasmadeadvancesinthereductionofnoisethroughthepurchaseofresidentialpropertiesinhighnoiseareasoftherunwayandinsulatinghomesandschoolswith
noisecancelingmaterials.Otheropportunitiesincludethegroundpowerandpreconditionedairmentionedinthe“Air”section,increasingfundingadditionalR&Dinthisarea,andfinally
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advocatingfor“continuousdescent”approachprocedures,whichallowaconstantangleofdescentfromcruisingaltitudetofinalapproach,reducingbothfuelconsumptionandnoise.
EnergyAnalysisatSEA‐TAC
Asabenchmarkingexercisetobediscussedintherecommendationsection,itisveryusefulforanairport
toidentifyandunderstandwhereitsenergyisderived.SEA‐TAConceagainprovidesanexcellentexample.Takinganoverviewoftheenergyinflowstoanairport,98%ofthetotalenergyarrivesasJetAjetfuel.Granted,99%ofthatfuelisburnedbytheairplanewhiletraveling,butitputstheenergyuseoftheairport
inperspectivewiththegreaterglobalenvironmentaleffects.Althoughenergysavingsattheairportareimportant,effortstoreducethefuelconsumptionofairplanescouldpotentiallyhavegreaterimpactonagloballevelthansimilareffortsattheairport.
Lookingspecificallyatenergyuseattheairport,BritishAirwaysestimatesthat1%ofaircraftfuelisusedon
thegroundtosupporttheAPU.Withthisassumption,JetAfuelstillcomprises24%ofthetotalenergyconsumption,andelectricenergyistheprimaryformconsumedatSEA‐TAC.
UnitedStatesAirForce:ManagingforOperationalSustainability
In2007,theUSAirForcereleasedtheirinaugural"ManagingforOperationalSustainability"reportoutliningthepresentenvironmentalimpactoftheUSAF'soperations,andtheirgoalsforthenextfiveyears.Witha
budgetof$129Band333,000employees(in2007)theAirForcehasasignificantenvironmentalfootprint,andsignificantpotentialtoreducetheirenvironmentaleffects.TheAirForceisagoodmodeltocomparewithMassPort,astheyfacesimilarchallengesinoperatingandsupportingthousandsofaircraftand
personnel.
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OneofthefirststepsthattheUSAFistakingtoreducetheirenvironmentalimpactistodeterminetheirbaselineusage.TheyusetheGlobalReportingInitiativeframeworkfordeterminingtheirtotalemissionsof
greenhousegases(GHGs),intermsofcarbondioxideequivalents(CO2e).Withabaselinetostartfromandaconsistentmeasurementmethodology,theycanthensettargetsforfutureyears,andaccuratelymonitortheirimprovement.
Goingforward,theUSAFhasspecificreductiongoalsforFacilities,VehicleOperations,andAviation.Specifically,theyarelookingtoimprovetheefficiencyoftheirbuildings,increasetheiruseofalternative
energyvehicles,andmovetowardssyntheticfuelblendsforaircraft.
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Withthesekindsoftargetsinplace,theyarebetterpositionedtodecidewhatkindofmeasureswillbenecessarytoachievethesegoals.
ClintonClimateInitiative(CCI)andBuildingOwnersandManagersAssociation(BOMA)
In2008,theClintonClimateInitiative(CCI)workedonaprojectwiththeBuildingOwnersandManagersAssociation(BOMA)todevelopsomebestpracticestohelpimprovetheefficiencyofbuildingsaroundthe
world.Theirfindingsareapplicabletomanytypesofowner/tenantrelationshipsandcanbeappliedtocommercialandgovernmentproperties.MassPortfallswellwithinthoseboundsandwouldbeabletoapplymanyoftheirrecommendations.
BOMArecognizesthechallengesinvolvedwithinvestinginenergyefficiency.The"HoldingPeriodBias"
biasesbuildingownerstoreduceinvestmentinenergyefficiency,sincetheycannotbesurethattheywilloccupythebuildinglongenoughtorecouptheenergysavingsfromtheirinvestments.Thisexplainswhymanyoftheefficiencyinvestmentstodatehavebeeningovernmentownedbuildings.BOMAalso
recognizesthatthesplitincentivebetweenownersandtenantspreventseitheronefrominvestinginenergysavings.Theownerhasnoincentivetohelpthetenantsaveonenergybills,andthetenantdoesnotexpecttooccupythespacelongenoughtogainareasonablereturnontheirinvestment.Finally,many
projectsrequireacapitalinvestment,andthatcapitalisoftenappropriatedtoareasotherthanenergyconservation.Intoday'seconomy,itisevenmoreunlikelyforfirmstohaveavailablecapital.
Toaddresstheseproblems,BOMArecommendstheuseofEnergyServiceCompanies(ESCOs),wholookforopportunitiesforenergysavings,investtheirowncapitalintheupgrades,andthensharethesavingswiththeirclients.Thus,neithertheownernorthetenantofthepropertyhastoprovideanycapital,andneither
hastoworryaboutthelong‐termeffectsoftheinvestment.Ifthepropertychangeshands,theESCOcancontinuetosharethesavingswiththenewowner.Althoughthepropertyownerandtenantdonotrealizethefullmonetaryvalueoftheirsavings,theyareabletoeliminatetherisksofinvestment,takeadvantage
oftheESCO'sexpertise,andavoidmanyofthebarriersfacingenergyefficiencyprojects.Intheirliterature,BOMAaddressessomeofthetypicalchallengesandsharesbestpracticesassociated
withhiringanESCOtoachievesustainabilitygoals:
• BeforechoosinganESCO,thecustomermustdefinetheirgoals,whichcouldbe:LEEDcertification,EnergyStarcertification,percentreductioninenergyuse,oradollarvalueincostsavings.
• TheESCOmarketiscompetitive,andcustomersshouldcomparequotesandenergysaving
estimatesfromeachonebeforeenteringintoacontract
• ThecustomerandESCOneedtoevaluatesitesandchoosetheoneswiththegreatestpotentialforimprovement.(typicallyolder,inefficientbuildings)
• Beforemakinganychanges,itiscriticaltobenchmarkthecurrentenergyandutilitiesusage
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• Finally,thecustomerneedstocontinuouslymonitortheperformanceofESCOtoensurethatenergysavingstargetsarebeingmet.
InterviewTakeaways
MassportLoganEmployees
ThroughourinterviewwithLoganemployees,welearnedsomekeyfactsabouttenant‐employeeculture,aswellasairlineoperations.Althoughtheairportconsistsofthousandsofemployeesallwithvery
differentrelationshipstoMassport,i.e.Westfield,BAAemployees,vendoremployees,airlinesemployees,Massportemployees,welearnedthatallofthesegroupsconsiderthemselves“Loganemployees.”Asaresult,thereisadistinctcultureofcamaraderieandcohesiveness.Thislearningwasinitiallysurprising,and
shouldbetappedintobyMassportasmuchaspossibleinordertogainmomentumwithgreeninitiatives.
Inaddition,MassportemployeesaretypicallyquitewillingtoparticipateinLogan‐driveninitiatives,aslongasitdoesnotrequireactivitiesthatdetractfromtheiroperations.TheseprogramsareLogan‐basedand
wouldmostlikelynotbespecifiedinthetenantleases.Finally,eventhoughLoganhasfourterminalswithindividualmanagers,rules,andregulationsateach,Loganemployeesdonotrespondwelltoterminal‐specificprograms.Becauseofcross‐terminalcommunicationandthefactthatmanyoftheconcessions
havestorefrontsinmultipleterminals,programsrunmoresmoothlywhentheyareintroducedacrosstheboard.TemporarypilotprogramshaveworkedquitewellatLoganinthepast,butonlywhendoneairport‐wide.
Additionalinsightsfromtheseinterviewswerecenteredaroundtheairlines.Itisgenerallybelievedthat
mostairlines,withtheirfocusonoperationalefficiency,havealreadytakenadvantageofmuchofthelowhangingfruitgreeninitiatives,leavingonlyhighup‐frontcost,“worsebeforebetter”optionsleft.ThisfactmakesfindingopportunitiesforairlineincentivizedbehavioralchangedifficultforMassport.
Finallywealsolearnedthatairlineslikeconsistencyintheiroperationalproceduresfromairporttoairport.
Althoughtheywillcomplywithcertainone‐offLoganinitiatives,itisusuallynotwithoutextremepushback.ThistendencyforresistanceshouldbetakennoteofbyMassportwhentryingtoroll‐outprogramsthataffecttheairlines.
BAAInterview
AsoneofthetwoprimarytenantsatLoganAirport,BAAhandlesmanyofthesub‐leaseswiththeactualconcessionairesintheterminals.NeitherBAAnorMassporthaveanyoverarchingsustainabilityguidelines,
buttherearedefinitelyisolatedprojectsthathaveapositiveeffectontheenvironment.BAAprovidesfryingoilrecyclingforalloftheirtenants,andMassportrequiresalltenantstorecycletheircardboard.In
addition,certainconcessionaires(AuBonPainwascitedspecifically)havetheirownprogramsforrecyclingandwastereduction,independentofBAAorMassport.
BAAisdefinitelyexcitedtohearnewsuggestionsforsustainability,buthasnothadmanydirectivesfromMassporttomakeanychanges.BAArunsotherairmalls,butdoesnothaveextensivesustainability
experiencefromothersitesthatcouldbeappliedtoLogan.
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PortofOaklandInterview
OaklandInternationalAirportfocusesonthe“triplebottomline”whenconsideringtheirsustainabilityefforts.Theirgoalistobeeconomically,environmentally,andsociallysustainable,andtheirresultsprovethattheyhavebeenactiveinallthreeareas.
SocialSustainability
Onthesocialfront,theytrytoinvolvetheircommunityasmuchaspossible,andlivebythemotto,"yourdollarsgotoyourlocalcommunity."OnestrategyOaklandusesistotrytouselocalcontractorsasmuchas
possible.Toreachthisgoal,theygivelocalcontractorsa10%benefitwhencomparingpricebidsforaproject.(However,theycannotusethispolicywithcontractsthatarefederallyfunded.)Oaklandalsoestablishesprojectlaboragreementstoensurethatcontractorscompensateworkerswithwagesand
benefitson‐parwithworkersinaunionandpromoteapprenticeshipprogramstohelpdevelopskilledlabor.Last,butnotleast,Oaklandisastrongsupporterofemployeevolunteerefforts,includingannualgivingcampaignsandemployee‐runeffortstofundscholarshipsatlocalhighschools.
Environmental&EconomicSustainability
Ontheenvironmentalside,Oaklandeffectivelyrecycleswasteandconserveselectricity,butalsostepsback
totakea“bigpicture”viewoftheoverallfootprintoftheairport.Oaklandmeasureseachprojectbyits“LifecycleCost”ratherthanbreakingouteconomiceffectsandenvironmentaleffects.LifecycleCostincludesthetotalcostoftheprojectoveritsusablelifetime,whichcanincludeanticipationoffuture
environmentalregulations,reductionoffueluse,andimmediatecapitalcosts.But,OaklandhasfoundthatprojectsthathavethelowestLifecycleCostalsotendtobeenvironmentallyfriendly.
SomeofOakland’srecentachievementsincludedesigningtheairportgatestobe“multi‐use”sothattheycanbeusedbypersonnelfromanyairline.Thus,insteadofbuildinganewterminaltohousenewairlines,
Oaklandcanhaveairlinessharegatesandgetgreaterutilizationoutofthefacilitiestheyalreadyhave.TheresulthasbeenthatOaklandairportwastopratedinmetricsinvolvingpassengertrafficpergateandturnspergate.Inaddition,whenrenovatingoneterminal,theyfoundthatrecyclingtheconstructionmaterials
fromthesitewasnotonlyenvironmentallypreferable(lesstruckingtoandfromthelandfillandlessvirginmaterial),butwasalsolowercost.Thesekindof“bigpicture”effortsreallyshowthesignificantresultsthatOaklandhasachieved.
Oaklandknewthatitssustainabilityprogramswouldnotbeeffectivewithoutbuy‐infromeveryoneatthe
airport,sothefirststepintheprocesswastospreadthewordwithaseriesoftownhallmeetings.Theyinvolvedfunandgames,butfocusedonprovidinginformation,andgettingideasbackfromthepeopleontheground.Oaklandalsosuggeststhatinitiativesbeorganization‐wide,sothateveryoneisheldtothe
samestandard.Finally,Oaklandseemstoreallygetthemostoutofthefacilitiesthattheyalreadyhave,whichisarguablythemosteffectiveformofsustainability.
EnergyServiceCompanies
WhileEnergyServiceCompanies(ESCOs)havebeeneffectiveatincreasingenergyefficiencyingovernmentinothersectors,Oaklandbelievesthattheyarenotaseffectiveforairports.First,airportsalreadyemploy
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theirownstaffofmechanical,electrical,andfacilitiesengineers.Second,thecostofcapitalcanbelowerforairportsthanforESCOs,soitcanbemoreeconomicalfortheairportstoundergocapitaldevelopment
projectsthemselves.WhileESCOscanbeveryhelpfultoschoolsandotherbusinessesthatlackfacilitiesexpertiseandcheapcapital,Oaklandhaspreferredtousetheirinternalresourcesinsteadoflookingtotheprivatesector.Theonlyexceptionisinsituationssuchassolarpower,wheretherearesubstantialtax
benefitsavailablefromthegovernment,makingitmorecosteffectiveforaprivatecompanytoownthesolarpanelsandreceivethetaxbreaks,sinceairportsdonottypicallypaytaxes.
DenverAirportInterview
DIA’ssustainabilitystrategyisbuiltaroundanISO14001certifiedEnvironmentalManagementSystem.Itisthefirstairporttoreceivethiscertification.ThisinternationalcertificationensuresthatDIAhasa
systematicapproachtoidentifying,prioritizing,andmanagingthoseaspectsofbusinessthathavepotentialtoimpacttheenvironment.
TheirEMSisbuiltaroundair,water,andwastemanagementprograms.Theirprojectsaresplitintotwoareasoffocus:infrastructureandoperationsprojectsinareasthatDIAdirectlycontrols,andincentive
programsforareasthatDIAdoesnotdirectlycontrol.Theprojectsareinformedbystudies–amasterenergystudytofindwaystoreduceenergyconsumptionandawastecompositionstudytofindareastoimproverecyclingefforts.
Beingoneofthenewestairportsinthecountry,DIAhastheadvantagesofbuildinginenvironmentally
infrastructurefromtheoutset,suchasrecyclingofdeicingfluidandprovidingpowerplugsateverygatetopreventtheneedforplanestoidleandconsumefuel.However,havinganEMSensuresthattherearecontinualprocessimprovements.
Organizationally,DIAhasaFocalPointProgram,whereeachdepartmenthasarepresentativewhomonitors
andreportsontheirsustainabilityinitiativesandgoals.ThisprogramiseffectiveinensuringthatsustainablethinkingisinfuseddeepintotheDIAorganizationandthatDIAisabletogetthe“bigpicture”ofwheretheyaremeetingtheoverallgoalsandwhereimprovementsarenecessary.Oneexampleofsuccess
isthatthroughthewastecompositionstudy,itwasdeterminedthatalotoforganicwastewasgeneratedfromtheconcessionsandfromemployeebreakrooms.Apilotcompostingprogramwaspublicized,andDIA,totheirsurprise,receivedanoutpouringofvolunteersupportfromtheirownemployees.
DIAalsodrawssupportandinnovationfromitspartnershipwiththecityandcountyofDenver’sGreenprint
program,asustainabledevelopmentinitiative.Bypartneringwiththecity,DIAisabletoleverageexpertiseandpartnerships,suchasincentivesforhybridtaxis.
Finally,DIAispartoftheGlobalReportingInitiative,whichproducesthedefactostandardinsustainabilityreporting.ByparticipatingintheGRI,DIAensuresthatitsannualsustainabilityreporteffectivelymeasures,
tracks,andimprovesDIA’ssustainabilityinitiatives.
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RecommendationsWe'vedividedourrecommendationsintofourmajorcategories:Communication,Analyzes,IncentivePrograms,andCapitalProjects.Thissectionwilloutlineeachrecommendation,discussingthemotivationbehinditandtheprimaryrisksassociated.Finally,theserecommendationswere"ranked"asdescribedin
theMethodologysection,byimpact,execution,andcontrol.Basedontheserankings,wewilldiscussproposedtimelinesandprogrampriorities.
Communication
Logancanmakeahugeimpactonitscustomers,employees,andcommunitysimplybyimprovingitsinternalandexternalcommunication.Throughoutourresearch,wehavefoundthekeytoacohesiveandwell‐participatedsustainabilitystrategyisclearanddirectcommunicationwithemployeesandexternal
stakeholders.Thefollowingrecommendationsarerelativelyeasytodo,highimpact,andallwithinMassport’sdirectcontrol.
BrandingandEducation–HavingtraveledthroughLoganrecently,itisclearthatMassportisworkingtocommunicatetheairportssustainabilityeffortstoitscustomers.Throughpressreleases,posters,EarthDay
celebrations,andPAannouncements,I,asatraveler,wasawareoftheexistenceofgreenprogramsatLogan.However,Loganneedstodevoteequalifnotmoreefforttocommunicatingwithitsemployees.It’svitalforallLoganemployeestoknownotonlythatLoganisworkingonsustainability,butspecificallyhow.
Inordertoenablewide‐spreadparticipation,youneedtogeneratewide‐spreadawareness.Massportshouldbranditsgreenprogramsothatit’seasilyidentifiableandsimplycommunicated.Morewillbesaidonthisinthefollowingfewrecommendations.
Explicitlystateholisticgoalsandquantitativetargets–Aspartoftheeducationandbrandingdiscussed
above,Loganneedstocarveoutitssustainabilityscope.WhatfactorsdoesLoganwanttofocuson?Howboldshoulditsgoalsbe?DoesLoganwanttoout‐greenotherairports?BasedonthepositionLoganhopestotake,theairportneedstostateitsgoals,muchlikeSEA‐TAC.Andmoreimportantly,Loganneedsto
communicatethesegoals,internallyandexternally,muchlikeamissionstatement.Thiswillenableemployeestotrytoaligntheiractionswiththesegoals–alltheiractions,notjustthosethathavebeenpre‐labeledgreen.ThesegoalswillalsoallowingLogantomeasureimprovementandcelebratesmallwins,
thusbuildingLogan’sgreenbrandequityandLogan’sbrandequityasawhole.
SustainabilityWorkshops–Agreatwaytobotheducateemployeesandbuildupagreenbrandisthroughsustainabilityworkshops.Byhavinginteractivesessionswithvariousgroupsofemployeesalltogether,
Massportcanhopetocultivateacommunity‐drivenworkenvironmentandmotivateparticipation.Bygatheringoperatorsatvariouslevels,theseworkshopscanalsohelpcreatethegoalsinthepreviousrecommendations,collectandaddressconcerns,educateemployeesonwhatLoganhasalreadydone,play
toemployee’sintrinsicmotivationtohelptheenvironment,andgeneratebuy‐in.Whileweunderstanditisverydifficulttohavelarge‐scalemeetingsata24/7‐operatingairport,webelievethesecanbedoneinshiftsandstillhavesignificantimpact.
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“LoganisGreen!”Newsletter–Thisisanothereasywinandcanworktohighlightprogressoncurrentinitiatives,recognizecertainproactiveindividuals,introducenewinitiatives,andreiterategoals.In
addition,suchanewsletterwouldhighlycontributetotheLogangreenbrand,andcanbeusedasbothaninternalandexternalbrandingtool.
Analyses
Oneofthefirstplacestostartwhenconsideringalarge‐scalesustainabilitystrategyisbenchmarking.Whiletheactofmeasuringitselfdoesnothaveadirectimpact,thelearningsandawarenessofcertainhotspotsandopportunitiesisinvaluable.
GreenhouseGasAnalysis‐‐Alogicalplacetostartishiringathirdpartytoconductafull‐scaleGHGanalysis
ofLogan.ThewillservetwopurposesasLoganmovesforwardwithanintegratedsustainabilitystrategy:1)itwillallowformeasurableimprovement,inparticularforinternal/externalcommunicationpurposes,2)itwillidentifyareasoftheairportthat,throughincentivizedbehavioralchangeandcapitalprojects,canhave
thebiggestimpactofLogan’soverallfootprint.Someriskstoconsideristhepossibledeterminationofanextremely“dirty”partofLogan’soperationsandthepotentialnegativepublicitythatresults.
LocalizedTenantMetering–Inordertocarryoutthe“ElectricityPricing”recommendationinthenextsection,Loganwouldneedtometereachofitstenants’electricity(andpotentiallywater.)Thisappliesin
particulartotheconcessionaireswho,becausetheirutilitybilliscurrentlysodecoupledfromtheirusage,haveforegonecertainimprovementsthatwouldenablethemtobemoreenergyefficient.
IncentivePrograms
IncentiveprogramsareoneofthemanyleveragepointsthatLoganhaswiththeiremployees,tenants,andsub‐tenants.Whenproperlytargeted,incentiveprogramscanbeaveryeffectivewayofstartingawide
scalebehaviorchangeinalargeorganizationsuchasMassport.
GreenCertificationforAirportTenants‐‐Thisprogramwouldincentivizetenantstomeetapre‐determinedlistofcriteriatobeabletoadvertisetheirestablishmentas“LoganGreenCertified”.Tenantswouldbeabletousethecertificationintheirpublicationsandcertifiedtenantswouldhaveagreenleaf
iconlocatednexttotheirnameonairportdirectories.Althoughithasbeenproventhatconsumersarenotcurrentlywillingtopaymoreforgreen,consumerswillmakepurchasingdecisionsbasedonacompany’scommitmenttogreen.Agreenleafcaninfluencedecision‐makingandthusincreaserevenue.
Inaddition,retailerswhoachievethisstandardwouldberecognizedinternallyaswell.Thiscanbedone
throughfinancialincentives,butmorelikelythroughpeerrecognition,eitheronthe“board”inTerminalA,throughpresentationatlarge‐scalemeetings,byconductingfeaturestoresintheLoganisGreennewsletter,etc.
Thefirststepindevelopingthisprogramistogatherallofthestakeholders(retailers,foodvendors,
airlines,andMassport)anddeterminewhata“green”standardshouldbe,anddevelopsomecreativesolutionsforsustainability.Somemetricscouldincludewasteproductionpermonth,recyclingpercentage,energyusagepersquarefoot,waterusagepersquarefoot,healthcarebenefitsforemployees,and
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consecutivemonthsofgreencertification.Thegreenstandardshouldalsoincludevariouslevelsofcompliance(or“shadesofgreen”)sothattenantscantakeagradualapproachtoimprovement,and
continuetostrivetoimprove.
UseCreativeElectricityPricingtoIncentivizeConservation‐‐SinceLoganoperatesasanelectricutility,ithastheabilitytovarytheratestructuretoencourageconservation.Oneincentivetoconsideristieredpricing,whereasconsumptionincreases,sodoestherateforelectricity.Anotheroptionistodeterminea
baselineusageforeachtypeoftenant,thenchargepenaltiesorgivecreditsbasedonthevariationfromthebaseline.Thisway,Logancanremainrevenue‐neutral,whileencouragingconservationthroughdemandmanagement.
VaryLandingFeesBasedonPlaneEfficiency‐‐WhilethisproposalmayfaceresistancefromtheFAAor
airlines,Massportcouldchargedifferentlandingfeesaccordingtotheefficiencyratingoftheaircraft.Theseefficiencymeasurementscouldbebasedontheageoftheaircraft,theeffectivemiles/gallon/passengerthattheaircraftachievedonitsjourney,orthetotalfueluseoftheaircraft.While
thepurposeofthisprogramisnottobecomearevenuesource,itwouldincentivizeairlinesatLogantoupgradetheirfleetstobemorefuel‐efficienttoavoidadditionallandingfees.
TrashDisposalFeesBasedonVolume‐‐Presently,Loganairportprovidestrashdisposalasaservicetoitstenantsanddoesnotseemtohaveapricingstructurebasedontrashvolume.OtherUSairportsusea
“pay‐as‐you‐throw”approachandchargetenantsbasedonthevolumeoftrashtheyproduce.Thisgivestenantsarealeconomicincentivetoreducetheirwaste,andthecosttotheairportisslightlyincreasedadministrativecoststomanagetheaccounts.
ParticipateInAFootprintReductionCompetition(e.gCarbonRally.com)‐‐Asidefromfinancialincentive
programs,LogancouldalsoharnesssocialincentiveprogramssuchasCarbonRally.comwhereteamssignuponlinetotakecarbonreductionchallenges,andcompetewithotherteamsaroundthecountry.The
programwouldbecompletelyvoluntary,butthesekindofprogramsincreaseawarenessaboutsustainability.Themoreawarenessemployeeshaveabouttheirownenvironmentalimpact,themoretheywillbringthesameattitudewiththemtotheworkplace.
IntegrateEnvironmentalCriteriaIntoTerminalManagers'PerformanceMetrics‐‐TerminalManagers
shouldbeencouragedtopromotesustainability,butalsomeasuredandrewardedonsustainability.Typicalmetricssuchasquarterlyprofit,employeeturnover,andcostreductiondonotalwaysencourageenvironmentallyfriendlybehavior.Metricssuchaswaterorenergyusepersquarefootofterminalspace,
orpercentageofvendorsmeetingthe“LoganGreenCertification”aremeasurablemetricsthatpromotesustainabilityefforts.Inaddition,incorporating“greenchampions”intotheworkforceensuresthattherearepeopleatthegroundleveldedicatedtosustainabilitywhoareaccountabletorealresults.
CapitalProjects
Finallywepresentanextensivelistofpotentialone‐off“capitalprojects”oractivities.Wehavedefinedcapitalprojectsasbeingthoseprojectsthatmayinvolveaninitialoutlayofcapital,andnotinthesenseof
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CapExvsOpEx.Furthermore,theseprojects,thoughrequiringupfrontcapital,almostalwayshaveapositiveROI.
Appointsustainabilitychampionsforeachdepartment,couldbeanalreadyexistingemployee–Thisis
themostimportantrecommendationinthissection.FollowingDenverInternational’sFocalPointmodel,arepresentativefromeachdepartmentwithinMassportcouldbeassignedthetasksofdisseminatingsustainabilitygoalsforMassportandcollectingmetrics.Weseethisasavitalstepinpenetratingthelarge
andcomplexMassportorganization,andgettinginformationtoandfromalllevels.
Foodscrapcomposting‐‐AsdiscoveredatDIAandelsewhere,organicwastefromconcessionsandemployeebreakroomsandpublicareasconstitutealargeproportionofthewastestream.Acompostingprogramcouldtakeadvantageofunusedlandwhilegeneratingincome.
Fuelhydrants‐‐Installationoffuelhydrantsreducetheexpenseoffueltruckscirculatingaroundterminal
gatesaswellasreducetrafficontaxiways.
De‐icingrecycling‐‐AsimplementedatDenverInternational,$1.7millionwassavedannuallyviaanonsiteaircraftde‐icingrecyclingsystem.Aircraftneedingdeicingwoulddriveontospecialareasthatcollectdrainageandrecyclethede‐icingfluid.Environmentaldamageisalsoalleviatedbyreducingthereleaseof
glycol.
HireanESCO‐‐EnergyServiceCompaniesputuptheirowninitialcapitalforenergy‐savinginitiatives,thenshareintherewardfromthecostofenergysaved.Thisisarecommendedcourseofactioninacapital‐restrictedorrisk‐averseenvironment.
Pluginelectricityandpre‐conditionedairatgate‐‐Installationofthesesystemsremovetheneedfor
planestoidleatthegate,thusreducingpollutionandfuelconsumption.
Greencleaningproducts‐‐Thisapproachimprovesairqualityinsidebuildingandreducesreleaseofundesirablevaporsintotheatmosphere;howeverweacknowledgethatthisisdifficultonavarietyof
levels.WiththeappearanceofcertaincommunicablediseasessuchasSwineFlu,sanitationandhealthandsafetyareofever‐increasingimportance.Inaddition,withtheexceptionofcommonspaces,theindividualtenanthiresitsowncleaningcrew,andMassportwouldhavelittleleveragetoconvincethemtousenew
productsinonlyLogan.Especiallyforchainrestaurantthathavetheirownstandardoperationalprocedures.
Conversionofgroundequipmentfromdieseltoelectric–Thiswouldreducethefuelemissionsthatcancurrentlybeattributedtothevariousgroundvehiclesandmachinesthatrunallday.
Greywaterrecycling‐‐Rooftoprainwatercanbecollectedincisternsandusedforcleaningandlandscape
irrigation.Loganhasanenormousphysicalfootprintwithalotofroofspace,thereforeasignificantamountofrainwatercanberecovered.
ConsolidateRentalCarShuttlesandhotelshuttles‐‐Anexcessofshuttlebusestypicallyexists,eachgenerallyoperatedatverylowcapacityandcausingairpollutionandtrafficcongestion.Consolidated
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shuttleserviceswouldmitigatethisproblem.WerecognizethatLoganiscurrentlyworkingtobuildaconsolidatedrentalcarfacility;howeveritwouldbebeneficialtotheenvironmenttoincorporatehotel
shuttlesaswell.
RecommendationMap
Belowisagraphsummarizingthedifferentrecommendationsandillustratingtherankingmethodology
describedintheprevioussection.Torecap,theserecommendationswererankedbythreedimensions:1)easeofexecutionwhichrefersthephysicalexecutionoftheproject,i.e.itiseasiertousegreencleaningsuppliesthatinstallingsolar‐panels;2)impact,intermsofameasurablereductioninGHGsoranoticeable
increaseinthenumberofparticipatingvendors;andfinally3)thedegreeofcontrolthatMassporthasovercompliance.Forexample,MassportwouldhavecompletecontroloverwhetherornotLoganshouldinstallfuelhydrants;howeverithaslittletonocontroloverhotelsconsolidatingtheirshuttles.Whendetermining
atime‐dependantroll‐outplan,Loganshouldfocusitseffortsonrecommendationsindarkvibrantcolorsintheupperright‐handcorner.Massport’ssecondpriorityshouldbethebottomrightcorner,andfinallythebottomleftcorner.Thoserecommendationsintheupperleftareprobablynotworththeupfront
investment.
AsMassportconsidersadditionalprogramsandinitiatives,werecommendtheyuseasimilarmappingtechniquetodetermineandpresentpriorities,hurdles,andtimelines.Thismethodalsorequiresacritical
breakdownofthreekeyfactorsthatwilldeterminesuccessatMassport.
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ConclusionItisourhopethatprovidingactionablerecommendationsbasedonourresearchandinterviewfindingswillallowMassporttomoreeffectivelyroll‐outsustainabilityinitiatives,andgeneratebuy‐in.Loganalreadyhas
manycutting‐edgeprograms,fromTerminalAtothewarm‐mixasphalt.However,Logancanhugelybenefitfromtighteningupitsprogram,creatingabrand,benchmarkingcurrentlevels,developinggoals,andcommunicatingsuccesses.AllofLogan’scurrentandfutureprogramsrequireemployees,manywho
arenotdirectlyemployedbyLogan,tobemotivatedtotakepart.MassportmustthereforeworkwithLogantocreateadisseminationnetworkforeducation,awareness,empowerment,andaccountability.Asa24/7operationwithanintrinsicallylargeenvironmentalfootprint,Loganairporthasauniqueopportunity
tomakehugeimprovementsandbecomealeaderinthespaceofsustainableairports.
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References
SecondaryResearch
“AirForce:ManagingforOperational.Sustainability.”2007InauguralReport.
<http://www.safie.hq.af.mil/shared/media/document/AFD‐081002‐059.pdf>
“AviationandtheGlobalAtmosphere.”IPCCSpecialReportsonClimateChange.http://www.grida.no/publications/other/ipcc_sr/?src=/Climate/ipcc/aviation/127.htm
“CleanAirportPartnership.”<http://www.cleanairports.com/>(2009)
“ClintonClimateInitiative”<http://www.clintonfoundation.org/what‐we‐do/clinton‐climate‐initiative/>
“DenverAirportEnvironmentalManagement.”<http://www.flydenver.com/diabiz/community/enviro/index.asp>(2009)
“EnergyDensity.”http://en.wikipedia.org/wiki/Energy_density
“EnergyDensityNumbers.”<www.ocean.washington.edu/courses/envir215/energynumbers.pdf>
“SustainableAirportManagement:ManagingaGreenAirport.”FAANorthwestMountainRegion
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PrimaryResearch:
SalAmico,theManagerofAirportConcessions–Logan
JeffArneson–DenverInternationalAirport
JackHemphill,BusinessGeneralManager–Logan
KristiMcKenney,Manager,AviationPlanningandDevelopment–PortofOakland
DebbieRussell,theBAA‐LoganConcessionManager–Logan