AA GRI 2011

Annual Sustainability Report
FISCAL YEAR 2011 (JULY 1, 2010 - JUNE 30, 2011)
Mastering the Art of Airports

SUSTAINABILITY REPORT
i.
Message From Our President/CEO 1
Message From Our Board Chair 4
Our Sustainability Story 5
San Diego County Regional Airport Authority Sustainability Policy 6
Our Business Performance 7
Our Environmental Performance 9
Our Social Performance 15
Our Team 15
Our Community 17
Our Customers 21
Our Reporting 24
GRI Index 25
Charts & Tables 31
Organizational Profile 36
About San Diego County Regional Airport Authority 36
About San Diego International Airport 37
Our Awards 38
Table of Contents

SUSTAINABILITY REPORTMESSAGE
1 Welcome to the first Sustainability Report from the San Diego County Regional Airport
Authority, owner and operator of San Diego International Airport (SDIA). Presented in
the form of an interactive digital portal (www.sustain.san.org) and based on Global Reporting
Initiative (GRI) guidelines, this report lays out metrics tracking our economic, environmental
and social performance – and our overarching commitment to sustainability – for Fiscal
Year 2011 (July 1, 2010 to June 30, 2011).
We are pleased to present this report, because it is essential for the Airport Authority to
establish a benchmark and become a respected role model for best sustainability practices
in the San Diego region and in the aviation industry worldwide.
Our overall vision and strategy for managing the key challenges associated with sustainability are reflected in the
Airport Authority’s mission statement:
“We will plan for and provide air transportation services to the region with safe, effective facilities
that exceed customer expectations. We are committed to operating San Diego’s air transportation
gateways in a manner that promotes the region’s prosperity and protects its quality of life.”
More specifically, we’ve identified several strategic priorities to guide our sustainability efforts in the short
and medium term. These are spelled out in the Airport Authority’s organizational strategies:
• Financial Strategy — Enhance the financial position of the Airport Authority.
• Sustainability Strategy — Provide sound stewardship in the use, development and protection of
natural resources.
• Employee Strategy — Ensure the highest level of employee satisfaction.
• Community Strategy — Be a trusted and highly responsive regional agency.
• Customer Strategy — Achieve the highest level of internal and external customer satisfaction.
The Airport Authority pursues these strategic priorities in accordance with state and national regulations, and
guidelines of such external entities as the Federal Aviation Administration, Transportation Security Administration,
California State Attorney General, state and federal regulatory agencies, the United States Green Building
Council (USGBC), the GRI, and relevant professional organizations such as the Government Finance Officers
Association, Airports Council International – North America (ACI-NA) and the American Association of
Airport Executives. Some examples:
• In 2007, Airport Authority staff participated on the ACI-NA committee that developed four elements for the
international aviation industry to serve as core precepts for a holistic approach to airport sustainability:
- Economic Viability (E)
- Operational Excellence (O)
- Natural Resource Conservation (N)
- Social Responsibility (S)
This approach is known within the industry as EONS, and it builds on the traditional “triple bottom line”
by adding an “Operational Excellence” layer vital to airports. EONS is central to the Airport Authority’s
Sustainability Policy, which states we shall, “Review and evaluate all new programs and projects in terms of
addressing all four Sustainability Elements (EONS), in a balanced, holistic and measurable approach.”
Message From Our President/CEO

2 • We have also adopted the standards set forth by the USGBC and use its Leadership in Energy and Environ-
mental Design (LEED) criteria for achieving sustainable design in developing and remodeling airport facilities.
We use LEED criteria as significant factors when reviewing tenant development and redevelopment projects,
and we provide incentives to encourage sustainable design.
• Sustainability efforts at San Diego International Airport are also guided by a historic 2008 Memorandum
of Understanding with the California State Attorney General, designed to dramatically reduce
greenhouse gas emissions at the airport.
• And, this Sustainability Report is evidence of the Airport Authority’s commitment to international reporting
standards set forth by GRI. Airport Authority staff were instrumental in helping to develop GRI reporting
criteria for the new GRI Airport Operators Sector Supplement.
As an institution within a highly dynamic industry, the Airport Authority is impacted by significant trends
that influence the pace and degree with which we can advance our sustainability efforts. These include ongo-
ing uncertainty in the local, national and global economies; constant challenges in managing tension between
efficiency and regulatory mandates; and an aging workforce with the potential for numerous retirements in the
next few years.
Another critical trend is the shrinking federal resources for airports and the need to decrease our industry’s
reliance on those funds while seeking alternative resources for needed improvement projects.
This reporting year, the Airport Authority team made great progress on The Green Build, SDIA’s largest improve-
ment project ever. We are targeting LEED Silver certification upon completion in 2013. During the year, there
was much progress in reducing energy and water usage, adding cleaner vehicles to the airport fleet and establishing
a lifecycle management program for all our facilities. I’m pleased with that progress but there is always room for
continued improvement.
Since this is SDIA’s inaugural Sustainability Report, we are using this data as an important baseline against which
to measure future successes and to help detect areas where there are opportunities to improve. Ensuing Sustain-
ability Reports will show these trends by comparing new data with earlier results.
Looking ahead, one of the main targets for Fiscal Year 2012 is the continued progress of The Green Build. As
is the case with other airports – and the aviation industry in general – the unstable economy will continue to
be a major challenge for the coming fiscal year. But we’re pleased that The Green Build is stimulating the local
economy at a time when such investment is sorely needed. Representing an investment of some $1 billion in the
region, The Green Build is generating up to 1,000 construction-related jobs during peak construction.
Our priorities for the coming three to five years include diversifying sources of revenue, successfully opening
and operating The Green Build expansion, implementing a new concessions program throughout the airport,
enhancing strategic engagement across the organization, developing a consolidated rental car facility on the
north side of the airport, improving ground transportation, and executing an Airport Development Plan to
guide future development within the airport’s footprint.

3 The online report is designed to make it easy to navigate and find whatever interests you the most. Social media
buttons make it easy for you to share sections of the report with your friends and contacts. You can also print the
report in PDF format, either in its entirety or in part.
In this first report, we present enough data to meet requirements for GRI Level C. Our goal is to have
comprehensive reports that meet other levels in the years ahead.
I’m proud of our progress in embracing sustainability as a core precept of what we do at San Diego International
Airport. It’s a journey not without its challenges, but it’s one to which we are fully committed as we work to
realize our vision of “Mastering the Art of Airports.”
Thella F. Bowens
President/CEO

4 The dynamic tension is that airports provide critical value…and have major impacts.
The responsibility of the San Diego County Regional Airport Authority is to manage
our airport to achieve a net positive, in large part by measuring everything we do.
Ours is a public agency charged with stewardship of a valuable public resource. What
does that mean? It means taking the broader, longer view. That is why sustainability in
everything we do is integral to good stewardship.
Practicing sustainability is also the right thing to do, which our stakeholders recognize
and support. Sustainability is not something you debate; where issues arise is implementation.
The Airport Authority has done an excellent job in its environmental sustainability efforts, from conservation to
recycling to building to greener standards to protecting the endangered California Least Tern that nests next to
our runway. We are proud of our growing efforts to reduce our footprint while increasing passenger volume.
Importantly, we can do more to instill understanding of our public trust, and change the way we measure and
report. For example, we should strive to include sustainability impacts in every staff report to the Board. As a
public agency, we need to maximize transparency, and be as honest about negatives as we are about positives.
This first-ever Sustainability Report launches us down the path toward doing that and more.
Introducing sustainability practices is, admittedly, disruptive. Changing the way an organization does things is
never easy. But sustainability also shifts the calculus of what it means to be efficient. Shifting from a focus on
today’s costs to a bigger resource view is both appropriate and necessary.
As the saying goes, pay it today or pay it later.
The longer the view, the more complete the answer. We must take a longer-term view of everything. Inevitably,
that will result in a greater net positive delivered to our customers, our community, our employees and
our environment.
Robert H. Gleason
Board Chair
Message From Our Board Chair

SUSTAINABILITY REPORTOUR SUSTAINABILITY STORY
5
Our Sustainability Story
Sustainability means different things to different
people, but to us, it is a simple and straightforward
directive: Operate our airport today in a way that cares
for, and provides for, the future.
Airports are hubs of travel and commerce that some-
times seem at odds with the precepts of sustainability.
But spend some time at San Diego International Air-
port, and what comes into view is a bustling facility
and a team of professionals guided by a deep commit-
ment to sustainability across all our operations.
In presenting this inaugural Sustainability Report, we
are making a commitment to continue reporting and
furthering sustainability efforts at San Diego Interna-
tional Airport.
What must the San Diego County Regional Airport
Authority sustain in order to survive and thrive
for decades to come? Precious resources. We have
focused this report on three categories of precious
resources central to the Global Reporting Initiative
process:
• Economic resources we depend on to stay
in business
• Environmental resources we depend on to live
• Social resources we depend on to thrive,
including:
- Employee resources we depend on
to function
- Community resources we depend on
for mutual benefit
- Customer resources we depend on to
support us as we serve them
The Airport Authority works to sustain these
fundamental resources through the pursuit of five
organizational strategies:
• Enhance the financial position of the Airport
Authority
• Operate our airport in a safe, secure, environ-
mentally sound, effective, and efficient manner
• Achieve the highest level of internal and external
customer satisfaction
• Be a trusted and highly responsive regional
agency
• Ensure the highest level of employee satisfaction
In this and future Sustainability Reports, you will see
how we are addressing each of these areas and moving
toward a more sustainable future.
In times past, many organizations used precious
resources without a sense of limits, without keen
knowledge that those resources could be jeopardized
or even lost. It’s a new world today, a closer, more
interconnected world with an acute sense of limits
and strains on many of our resources. Doing busi-
ness today is not about depleting resources, or even
minimizing the rate at which they are depleted. Doing
business today is about sustaining resources. Airports
help make our world smaller – more interconnected.
In doing so, it is our belief that airports also have a
great responsibility to respect precious resources…
and to be ever more sustainable.
We begin here today and plant a flag in the ground.
In several areas, we have already made great progress.
In others, there is room to do more. From here, we
will improve and, in doing so, make our airport, our
region and our world a better place.

6
OUR SUSTAINABILITY STORY
San Diego County Regional
Airport Authority Sustainability Policy
The San Diego County Regional Airport Authority
adopted one of the first sustainability policies for a
major airport in the U.S. This formalized the Airport
Authority’s commitment to an environmentally
sustainable future for the airport and the region.
Adopted by Resolution No. 2008-0013 dated
February 7, 2008
Sustainability has emerged as a global environmental
theme and a major business imperative for the 21st
Century, dramatically influencing regional thinking
and policy making. It is essential for the Airport Au-
thority to become a known benchmark and respected
role model for best sustainable practices in the San
Diego region and the aviation industry. Sustainability is
consistent with and vigorously reinforces the Airport
Authority’s Mission Statement: to operate San Diego’s
air transportation gateways in a manner that promotes
the region’s prosperity and protects its quality of life.
The Board recognizes the need for the Airport Au-
thority to be a sustainable organization and endorses
the four sustainability elements of Economic Viability
(E), Operational Excellence (O), Natural Resource
Conservation (N) and Social Responsibility (S)
(EONS) to guide and implement the Airport Author-
ity’s sustainable practices. These four elements have
been put forth within the aviation industry as the core
precepts for a holistic approach to airport sustainability.
Incorporating the EONS elements into the Airport
Authority’s business practices, policies and programs
will ensure sustainability is fully deployed across the
Airport Authority’s operational and business functions.
By setting forth this policy, the Board commits the
Airport Authority to these sustainable practices:
(1) Affirm commitment to regulatory compliance,
pollution prevention, continuous improvement
and transparency in environmental performance
(2) Actively participate in local and regional sus-
tainability partnerships and strongly encourage
and promote sustainable practices both in the
aviation industry and the region
(3) Review and evaluate all new programs and
projects in terms of addressing all four Sustain-
ability Elements (EONS), in a balanced, holistic
and measurable approach
(4) Analyze the life cycle operating costs and im-
pacts of our facilities, operations and services,
using a Total Cost of Ownership approach to
determine project feasibility and economic
sustainability
(5) Adopt the standards set forth by the United
States Green Building Council (USGBC);
Leadership in Energy and Environmental
Design (LEED) as guiding criteria for achiev-
ing sustainable design in the development and
remodeling of airport facilities
(6) Apply EONS and LEED criteria as a significant
factor when reviewing tenant development/re-
development projects and provide incentives to
encourage sustainable design features
(7) Develop language within all new leases, agree-
ments and contracts that supports the Airport
Authority’s sustainability initiatives
(8) Require the Airport Authority’s lessees and con-
tractors to comply with the terms and conditions
of their agreements pertaining to sustainability
(9) Establish a work environment that maximizes
our employee assets and stimulates an atmo-
sphere of innovation, productivity, pride, and a
personal commitment to sustainability
(10) Take a leadership role in sustainability initia-
tives that strengthen the social well-being and
community relationships with visitors, airport
stakeholders and the public we serve

SUSTAINABILITY REPORTOUR BUSINESS PERFORMANCE
7
Our Business Performance
Our Goal: Enhance the Financial
Position of the Airport Authority
Finance isn’t the first thing that comes to mind when
thinking about sustainability, but it plays a key role in
ensuring the long-term existence of an organization
such as the Airport Authority.
Sustainability is not just “the right thing to do;” from
a financial perspective, it’s also the smart thing to do.
For example, reducing energy and water usage is much
more than good stewardship of natural resources. Ev-
ery action we take to reduce our usage saves financial
resources, making us more economically sustainable
and allowing us to do even more.
A common misunderstanding about an organization
like the Airport Authority is that it levies taxes to
fund all or part of its operations. On the contrary,
the Airport Authority is a financially self-sufficient
agency that does not rely on local tax dollars or City
or County funds for its operations. Revenue sources
include fees paid by users of the facilities at San
Diego International Airport – including airlines,
concessions, ground transportation providers and
passengers – as well as bond financing and grants.
This financial self-sufficiency is key to the financial
sustainability of the organization.
Spotlight On: Airport Authority Executes
Successful Bond Sale
To help fund The Green Build – the most significant
improvement program ever at San Diego Interna-
tional Airport – the Airport Authority completed
the largest bond sale in the airport’s history in the
This conceptual rendering illustrates the Airport Authority’s financial environment, including major sources of revenues and expenses, industry
trends influencing financial growth, and the recurring financial cycle that characterizes the organization. The rendering is shared with and dis-
cussed among Airport Authority employees and leadership to enhance understanding of their roles in the organization’s financial success.

8
OUR BUSINESS PERFORMANCE
fall 2010. The Airport Authority capitalized on its
financial strength and the federal stimulus program to
secure a low interest rate, which will save more than
$40 million over the life of the bonds.
In order to fund major components of The Green
Build, as well as other capital improvement projects,
the Airport Authority was prepared to go to the bond
market in the fall 2010. In August 2010, the Board
voted to authorize issuance of between $430 million
and $600 million in bonds, depending on the rate.
Because of the Airport Authority’s prudent fiscal
management and strong financial position, by taking
advantage of the Build America Bonds program, and
by acting before the expiration of the Alternative
Minimum Tax waiver (also part of the American
Recovery and Reinvestment Act), the Airport
Authority was able to secure a blended interest rate of
4.38 percent.
This rate is one of the lowest in the nation for an
airport-related, long-term bond sale. Because of that,
the tax-free bonds were oversubscribed by more than
four times.
As an additional consequence, the Airport Authority
will not have to issue additional bonds for The Green
Build and other capital improvement projects until
late 2012.
This bond sale was a significant financial achievement
for the Airport Authority, and it was recognized with a
Golden Watchdog Award from the San Diego County
Taxpayers Association for smart use of public funds.
Direct Economic Value Generated (Revenues)
Direct Economic Value Distributed (Expenses)
Revenues (sales and interest income only) $150,414,981
Operating costs ($128,712,874)
Employee wages and benefits ($38,266,477)
Payments to capital providers (interest expense) ($4,392,903)
Tax payments to government 0
Community investments* 0
Economic value retained (economic value generated less economic value distributed) -($20,957,273)**
*Federal regulations require Federal Aviation Administration and Department of Transportation funds to airports to be used only for capital and operating
costs of the airport, the local airport system, and/or other facilities owned and operated by the airport that are directly related to the air transportation of
passengers or cargo. However, the Airport Authority does support the community in several significant ways, including sponsorships for a variety of
community organizations, an annual United Way employee fundraising drive, and youth education programs, among other initiatives.
**Economic value retained (with other revenue sources & expenses included): $236,166,688 - $189,271,940 = +$46,894,748
Other revenues include passenger facility charges, customer facility charges, Quieter Home Program grant revenue and Capital grant contributions.
Other expenses include Quieter Home Program expenses.

SUSTAINABILITY REPORTOUR ENVIRONMENTAL PERFORMANCE
9
Our Environmental Performance
Our Goal: Operate Our Airport in a
Safe, Secure, Environmentally Sound,
Effective, and Efficient Manner
The Airport Authority is committed to building and
operating sustainably, and strives to protect the wide
variety of natural resources that exist at the airport’s
unique location on the shores of San Diego Bay. Here
we look at our efforts in several important areas
concerning our natural environment:
• Waste reduction and recycling
• Water conservation
• Energy conservation
• Air quality
• Endangered species protection
• Sustainable building methods
• Noise considerations
• Employee awareness
Waste Reduction and Recycling
The airport is a proud recycling champion and an
eight-time winner of the City of San Diego’s “Recycler
of the Year” award. Each day, we’re making strides
to reduce the amount of waste at the airport, while
increasing what is recycled.
The airport implemented a single-stream recycling
program in 2002. This directly contributed to an
increase in recycled waste from 107 tons in 2002 to
more than 633 tons in 2010, saving close to $39,000
in annual disposal fees. And our new Universal Waste
Program collected close to 25,000 pounds of fluores-
cent light bulbs, batteries and other materials in 2010.
Reducing waste has also become part of our regular
business operations. For instance:
• Recycled paper has been incorporated for daily
usage throughout the Airport Authority offices.
• Internal newsletters and most external news-
letters – previously printed and mailed by the
thousands – are now produced and distributed
electronically.
• In 2011, the airport produced its first solely elec-
tronic annual report, eliminating the previously
printed version.
Water Conservation
Water is a precious resource, especially in arid South-
ern California. We’ve taken important steps to reduce
the airport’s water usage through measures including:
• Satellite water-tracking system – This state-of-
the-art system collects and analyzes data from
more than 18,000 weather stations to determine
the airport’s watering needs. This saves approxi-
mately nine million gallons of water each year.
• Xeriscaping – Environmentally friendly land-
scaping is being used at the airport, including
a variety of indigenous and drought-tolerant
plants, shrubs and ground cover.
• Low-flow fixtures – Replacement of 1.5-gallon-
per-flush urinals with 0.125-gallon-per-flush
units saves approximately 15 million gallons of
water annually.
In addition to water conservation, the airport has
committed to preventing and reducing the discharge
Military (state aviation) - 702
General Aviation - 19,038
Cargo - 6452
Passenger - 158,950
Aircraft
185,142
Total Number of Aircraft Movements
Waste Disposal Method
Construction and demolition debris
recycling - 5,150 tons
Landfill - 4,902 tons
Certified hazardous waste disposal -
80.19 tons
Recycle - 687 tons
Waste
10,819.19 tons
Waste by Type
All values listed in standard tons
Non-Hazardous 10,739.00
Hazardous 80.19
Total 10,819.19
All hazardous waste is handled by a certified hazardous waste contractor
and disposed of in accordance with pertinent regulations.

10
OUR ENVIRONMENTAL PERFORMANCE
of polluted storm water into the surrounding environ-
ment, especially given its location on the shore of San
Diego Bay. The airport’s Storm Water Management
Plan provides a roadmap for our efforts.
Energy Conservation
The airport is open 365 days a year, 24 hours a day,
creating unique challenges as we seek to minimize
the airport’s energy needs. Energy efficiency efforts
include:
• Energy-efficient lighting has been installed in all
operational areas of the airport, resulting in an-
nual energy savings in excess of 2.3 million kWh,
enough to power 300 homes for one year.
• Heating, ventilation and air conditioning
(HVAC) systems in the terminals have been
upgraded to reduce energy consumption.
• Escalators have been modernized to provide
energy savings.
• Motion detector sensors have been installed
in Airport Authority offices, so lights go off
automatically.
Spotlight On: LED Airfield Lights
Running an airport means round-the-clock activity.
Even during departure curfew hours, there is still
maintenance and security activity taking place. This
creates unique challenges to minimize the airport’s
energy needs.
One of the airport’s energy-saving programs was the
installation of a new generation of energy-efficient
Light-Emitting Diodes (LEDs). San Diego Interna-
tional Airport is one of the first commercial airports
in the nation to convert to all LED lighting on the
airfield, which includes all airfield guidance signs,
taxiway edge lights and runway guard lights.
The new lights help to prevent runway incursions,
reduce the airport’s carbon footprint, lower
operating and maintenance costs and improve
operational safety.
Shows reductions in energy requirements as a result of these initiatives.
Energy saved due to conservation and efficiency improvements
Initiatives to provide energy-efficient or
renewable energy based products and services
FY 201122,506 GJ
Represents reduction of
13,053 GJ
from the previous year.
58%Shows reductions in energy requirements as a result of these initiatives.
FY 201122,506 GJ
13,053 GJ
58%Total Water Withdrawal
renewable energy based products and
services
Energy saved due to conservation and
efficiency improvements
Water drawn from the municipal water supply.
17,257 m3
/year
FY 2011223,645 m3
/year
7%

11
Spotlight On: Facilities Life Cycle
Management Program
Almost half of all greenhouse gas emissions in the
nation are generated by the building sector (design,
construction and operations), according to the U.S.
Green Building Council. In an effort to do our part to
monitor and reduce greenhouse gas emissions at the
airport, the Airport Authority put in place a facilities
management program that has reduced greenhouse
gas emissions and saved millions of dollars.
The Facilities Life Cycle Management Program cost
$1 million to implement, but has saved $4.3 million
over two years, a return of more than 400 percent.
When a building or facility is constructed, all systems
are optimized to work efficiently and effectively. Over
time, systems slowly degrade, conditions change and
buildings no longer operate at peak efficiency. The
Airport Authority instituted the program to combat
this decline and resulting increases in energy use and
costs. This program is a comprehensive system that
ensures all aspects of a building or other facility are
operating efficiently.
The program began with a thorough process to ex-
amine all terminals and Airport Authority buildings,
and re-optimize them so they operate as well or better
than when they were first built. For instance, is the
HVAC operating at maximum efficiency? Are there
ways to reduce water use? Once the systems were
optimized, a monitoring system provided a constant
watch to ensure they continued to operate at maxi-
mum efficiency. The system allows adjustments in
real-time when a decline is observed.
The environmental benefits are also significant. Over
two years, the program has reduced water usage by
more than 76 million gallons of water, enough to sup-
ply 600 homes for one year; reduced electricity usage
by 29 million kWh, enough to power more than 3,500
homes for one year; and reduced carbon dioxide
emissions by nearly 7,000 metric tons.
This program is one of the first of its kind in San
Diego County, and San Diego International Airport
is one of the first airports worldwide to have a system
such as this. While a costly undertaking initially, the
rewards of this program are significant.
Air Quality
The Airport Authority formally committed to reduc-
ing greenhouse gas emissions at the airport in May
2008, entering into a landmark Memorandum of
Understanding with the California State Attorney
General. Since that time, the Airport Authority has
developed an Air Quality Management Plan, work-
ing closely with the Air Pollution Control District,
County of San Diego, the California Air Resources
Board and other local agencies to address air emis-
sions. Some of the elements include:
• Fleet Conversions – Conversion to the use of
biodiesel in all airport equipment, with the goal
of complete conversion of all airside ground ser-
vice equipment to alternative and cleaner fuels,
including biodiesel, compressed natural gas and
electric, by 2015.
• Alternative-Fuel Vehicles Program – Conversion
of entire on-airport fleet to alternative fuel by
2015. Today, 35 percent of the fleet is comprised

12
of hybrid, electric, compressed natural gas and
dual-fuel vehicles. A new parking shuttle fleet,
introduced in 2010, has cut fuel costs by about
80 percent.
• Ground Transportation Management Plan –
Incentivizing gradual conversion of all airport
taxicabs and shuttles to electric, alternative fuel
or other non-polluting vehicles by 2017.
• Alternative-Fuel Vehicle Support – Reserved
parking spaces in front of passenger terminals
exclusively for alternative-fuel vehicles.
Spotlight On: Green Taxis Arrive at
the Airport
Nationwide, the taxi industry is in transition as
owners and drivers look for alternatives to driving
gas-guzzling cars, mostly Ford Crown Victoria sedans
that average 15 miles per gallon. In an effort to de-
crease emissions, the Airport Authority entered into a
unique public-private partnership with the California
Center for Sustainable Energy (CCSE), Mossy Toyota,
taxi operators and the San Diego Metropolitan Transit
System (MTS) to bring the first green taxis to San Di-
ego International Airport. This collaboration clearly
enhances the Airport Authority’s sustainability efforts.
The program launched in fall 2011 with more than 30
hybrid vehicles. There are currently about 300 cabs
operating at the airport.
The public-private partnership provides incentives
to overcome barriers to switching to cleaner, more
fuel-efficient taxis through a combination of vehicle
rebates, reduced taxi permit fees, and a special financ-
ing and maintenance package. The CCSE estimates
that taxi operators switching to hybrid cabs save
$1,000 to $1,500 per month, depending on the num-
ber of miles driven. Hybrid cars average 40 or more
miles per gallon.
The Airport Authority worked with the CCSE to
obtain funding from the State of California’s Refor-
mulated Gasoline Settlement Fund to establish the
rebate program to offset the higher purchase costs
of alternative fuel vehicles. CCSE received $750,000
for rebates to ground transportation providers at the
airport, including more than $200,000 earmarked
for green taxis. Rebates range from $1,000 to $7,500
and eligible vehicles range from electric plug-ins to
compressed natural gas (CNG) fueled.
Even with the rebate funds, there were hurdles to
overcome. Taxi owners and drivers needed to be con-
vinced to weigh the benefits of hybrid vehicles against
maintenance costs, financing and a lack of under-
standing about hybrid technology. To overcome these
challenges, Mossy Toyota and the Airport Authority
developed an incentive package including low-cost
financing, discounted maintenance during off hours
and other benefits.
This public-private partnership serves as a highly
visible demonstration of San Diego County’s
commitment to sustainable transportation.
Protecting the Endangered Least Tern
San Diego International Airport is home to the
California Least Tern, a federally-listed endangered
seabird species. The airport provides the Least Tern
with protected nesting habitat on the airfield and easy
access to foraging opportunities in nearby San Diego
Bay. While it’s hard to believe an endangered species
wants to live on an airport, the birds have continued
to choose the site because they aren’t competing with
beach-goers, planes scare away most predatory hawks
and the airport fence keeps out dogs, foxes and other
four-legged hunters.

13
As a result, the airport is one of the most productive
nesting colonies in the San Diego Bay area. In 2010,
there were 116 viable nests. In 1973, there were only
300 pairs of nesting terns in all of California; today,
thanks to efforts like this, there are nearly 20 times
that number – some 6,000 pairs.
During nesting season, April-September, the Airport
Authority’s online Least Tern tracker keeps a tally
of how many nests are currently on the airfield. The
Airport Authority works with the Port of San Diego
and the San Diego Zoological Society’s Center for
Reproduction of Endangered Species to monitor the
Least Tern on the Airport Authority’s properties.
The Airport Authority informs the public – adults and
children alike – about the importance of protecting
the Least Tern habitat.
In fact, Airport Authority employees Judy McSweeney
(author) and Sharon Gonzales (illustrator), created a
children’s book, Laverne, the Runway Stowaway, that
educates and entertains young audiences by sharing
the whimsical adventures of an endangered Least
Tern who nests at the airport.
The Airport Authority currently protects 5.36 hect-
ares (about 13 acres) of habitat on airport property, as
well as 2.83 hectares (about 7 acres) in the Chula Vista
Wildlife Refuge in South San Diego County. No habi-
tat restoration occurred during the reporting period.
Sustainable Building Methods
Sustainability is at the heart of all new and planned
construction at the airport.
Today, the Airport Authority is in the midst of the
largest improvement program in the airport’s history
– The Green Build – named in part for its environ-
mental leadership. The project is designed to achieve
Leadership in Energy and Environmental Design (LEED)
Silver certification from the U.S. Green Building Council.
So far, the construction team has reused/recycled
more than 25,000 tons of concrete, diverting it from
landfills. Design and construction incorporate “green”
design principles, such as use of alternative energy
sources, recycled materials and renewable resources,
leading to decreased water usage and reduced energy
consumption. Ninety-nine percent of construction
material waste from the project is being recycled and
reused on site.
In addition to The Green Build, the Airport Authority’s
Facilities Management Building is the first LEED-
certified building at the airport, achieving a Gold
rating. The building is also Energy Star Certified by
the U.S. Environmental Protection Agency. In order
to obtain this certification, a building must be more
energy-efficient than 70 percent of all office buildings
in the U.S.
The Airport Authority intends for all new construction
at the airport to be LEED-certified and includes that re-
quirement in all relevant construction bid opportunities.
Noise Considerations
Airports create noise, and the airport has a depart-
ment dedicated to reducing the impact of aircraft
noise on the surrounding community. We do this
through mitigation programs such as the Quieter
Home Program and careful monitoring for compli-
ance with local, state and federal regulations.
The airport has a curfew in place that restricts
airplane departures between the hours of

SUSTAINABILITY REPORTOUR ENVIRONMENTAL PERFORMANCE
14
11:30 p.m.-6:30 a.m. When a curfew violation occurs,
the airport takes it seriously. Operators are required
to appear before the Curfew Violation Review Panel,
which decides whether or not the operator should
be fined for the violation. Administrative fines range
from $2,000 for the first violation to $10,000 for the
third violation in a 6-month compliance period.
Spotlight On: Airport Noise Advisory
Committee
The Airport Authority recognizes that neighbor-
hoods surrounding the airport are affected by noise
from aircraft operations. An Airport Noise Advisory
Committee, consisting of individuals from various
organizations, residential areas and professional as-
sociations, was formed in 1981 under the San Diego
Unified Port District, the previous operator of San
Diego International Airport.
The Committee — composed of 14 voting members
— provides a forum for collaborative discussion of
airport noise issues and other related matters. Com-
mittee members represent the following agencies,
industries or interested groups:
• Commercial Airline Pilot
• Acoustician
• Military
• Federal Aviation Administration
• Greater Golden Hill Planning Board
• Little Italy Association
• Midway Community Plan Advisory Committee
• Ocean Beach Planning Board
• Peninsula Community Planning Board
• Uptown Planners
• City of San Diego
• County of San Diego
• At-large Community Member
• Air Carrier Representative
The United States Congress, 53rd District Represen-
tative, or appointee; County of San Diego, District
One Supervisor, or appointee; and City of San Diego,
District Two Council member, or appointee, serve
as ex-officio (nonvoting) members of the Commit-
tee. Additionally, a representative of the Mission Beach
Precise Planning Board serves in an ex-officio capacity.
Employee Awareness
Spotlight On: The Green Flash
To help keep Airport Authority employees in-the-
know about environmental sustainability at the
airport, as well as educate employees about ways they
can reduce their personal carbon footprints, the Air-
port Authority’s Environmental Affairs team created
The Green Flash. This monthly electronic newsletter
is emailed to all Airport Authority employees. News
items range from energy saving tips to electronic
waste disposal events to environmental fairs held
throughout San Diego County. Building on the phi-
losophy that everyone has to do their part to reduce
environmental impacts, The Green Flash helps make
living green easy and fun.

SUSTAINABILITY REPORTOUR SOCIAL PERFORMANCE
15
Our Social Performance
Our Team
Our Goal: Ensure the Highest Level of
Employee Satisfaction
Our employees are another precious resource with
which we are entrusted; the airport wouldn’t exist
without them. We always keep that top of mind, and
constantly strive to maintain a positive work environ-
ment that fosters personal growth and makes us an
employer of choice.
Employee Health and Safety
The health and safety of airport employees is im-
portant to us. Healthy employees miss fewer days of
work and have been shown to work more efficiently,
contributing to the effectiveness of our organization.
The airport’s Wellness Program tries to make being
healthy fun for employees. The program puts its focus
on the top three chronic lifestyle issues: lack of exer-
cise, poor diet and smoking.
In order to motivate employees to get involved, an
incentive program awards points for every 30 minutes
of continuous physical activity, completion of an annual
physical and dental check-ups and volunteering in the
community. Employees can then redeem their points
for prizes. To make exercise convenient, we built an
on-site fitness center where employees can engage in
cardiovascular and strength training activities during
their workday. In addition, up to 25 percent of our
workforce is represented on a formal Employee Safety
Committee, operating at the company level, that helps
monitor and advise on occupational health and
safety programs.
Training and Development
Employee training and development are critical to
maintaining our position as a preferred employer and
setting the stage for our talent to have long, successful
careers at the Airport Authority.

Total Workforce* by Contract Type
Fixed Term No Contract Supervised (Full Time Contractors) Total
Male 2 207 235 444
Female 1 145 83 229
Total 3 352 318 673
Total Workforce* by Employment Type
Full Time Full Time Contract Supervised (Full Time Contractors) Total
Male 207 2 235 444
Female 145 1 83 229
Total 352 3 318 673
FY 2011
Male 244
Female 229
Total 673
16
OUR SOCIAL PERFORMANCE
Our career management program gives employees
the opportunity to interview fellow employees who
are currently in roles to which they aspire, so they can
start to chart their path to success. The airport also
hosts workshops throughout the year on topics such
as how to update a resume and how to present oneself
in an interview, so employees can pursue internal job
openings and be competitive with outside applicants.
Following is a list of skills management and lifelong
learning courses offered by the Airport Authority in
FY 2011.
1. Administrative Professionals Academy
a. Cross-Generational Communication
b. Me Management
c. Thriving During Change
2. “Project Runway” Management Training Program
a. Group Decision-Making and
Problem-Solving
b. Performance Coaching
c. Professional Writing
3. Customer Service Workshop
4. Minute-Taking Workshop
5. Situational Leadership
6. SMART Goals Workshop
7. Strategic Engagement Learning Maps Sessions
8. Successful Program and Project Leadership Series
9. Successful Program and Project Leadership
Forum
10. Visio Introduction 2007
11. Career Management – Job Shadowing
Diversity
The Airport Authority is committed to diversity in the
workforce, and we view diversity as an integral part of
our success.
Each year, we celebrate the rich diversity of our team
at a multicultural fair organized by the “DiversiTeam,”
a group of employees that meets regularly to plan
ways to honor and celebrate the cultural diversity of
our employees.
This is an ongoing focus area for the Airport Author-
ity as we look toward the future.
Employee Engagement
Employee engagement can make a big impact on the
effectiveness of an organization. Engagement refers to
showing up for work not only physically but mentally,
and bringing a commitment level to the job, generat-
ing ideas and caring about the future direction of the
business.
Total Workforce* by Gender Percentage of Full Time Employees
Receiving Regular Reviews
Number Percent
Male 209 100%
Female 146 100%
* Total workforce includes full time Airport Authority employees and contractors.

17
Every 18-24 months we conduct an employee survey,
and the past year’s survey showed that 80 percent
of our workforce is engaged. Compare that to the
average engagement level of 25-35 percent, and you’ll
understand why we’re so proud of our team and the
great work they do for the airport.
Other mechanisms for employees to provide recom-
mendations or direction to the executive team and
Airport Authority Board include annual employee
performance reviews, monthly staff meetings,
employee committee meetings and an ethics
hotline and formal ethics reporting system.
Our Community
Our Goal: Be a Trusted and Highly
Responsive Regional Agency
Every business needs to recognize that it is a com-
munity citizen and act accordingly. We know that
community goodwill is a very precious resource…it is
easily squandered and difficult to restore. We foster a
strong relationship with the community that benefits
from us through economic impact; that trusts us to
provide safe access to the world; and whose support
benefits us in so many ways.
Spotlight On: Quieter Home Program
The Quieter Home Program is a unique initiative
that demonstrates the airport’s commitment to the
surrounding community. The program provides noise
mitigation improvements (such as the replacement of
single-paned windows with double-paned windows)
for residents in designated noise-impacted areas.
The program aims to achieve the Federal Aviation Ad-
ministration’s goal to reduce interior noise levels for
San Diego residents by at least five decibels. Eligibility
for the program is based on the level of aircraft noise
impacting a home.
To date, the Airport Authority has helped to reduce
aircraft noise for more than 2,000 homeowners as a
result of this program. All funding is provided by the
FAA and the Airport Authority.
Community Involvement
The airport is an integral part of the community,
and we are involved in a wide range of community
programs, groups and activities. Our employees are
members of community and business organizations,
and serve on local boards of directors and committees
for various nonprofits.
One of our passions is aviation education and helping
children and young adults learn about the airport and
how it works. We host a number of children’s tours
throughout the year.
Spotlight On: YMCA Camp Takes Off
at SDIA
Each summer, a group of lucky youngsters from the
Mission Valley YMCA in San Diego heads to the air-
port for a week of fun and learning about aviation.

18
Public Outreach
Communication with the public is an important
aspect of what we do at the airport, and we take this
responsibility seriously. From communication about
construction at the airport to tweets and Facebook
posts to open houses, our public outreach programs
are award-winning and have been shown to raise
awareness about what is happening at the airport.
Spotlight On: Now Boarding: Terminals
to Tarmac Tours
One of the outstanding public outreach programs of-
fered at San Diego International Airport gives people
an inside look at how the airport operates.
Our “Terminals to Tarmac Tours” take attendees,
literally, from the terminals to the tarmac, providing
a firsthand look at how 50,000 passengers travel into
and out of the airport each day. Highlights include
a walking tour of Terminals 1 and 2, a look at the
airport’s public art and an airfield tour that circles the
entire runway, including a look at the airport’s Least
Tern habitat.
The Airport Authority has hosted thousands of tour
participants since launching the program in 2007. The
two-hour tours are free and open to the public.
Tours are offered four times a month – the second
and fourth Thursday from 10 a.m.-noon and Friday
from 1-3 p.m. To make a tour reservation, visit www.
san.org and click “At the Airport” or call (619) 400-2880.
Stakeholder Engagement
The airport’s stakeholders are diverse and varied,
ranging from residents to local government to
other transportation agencies to business leaders.
We engage with these stakeholders in many differ-
ent ways. Transparent and ongoing communication
with stakeholders in the community we serve is of
paramount importance. The Airport Authority Board
and staff regularly confer and collaborate with a wide
range of stakeholders, as shown below. These groups
are selected on the basis of our experience and under-
standing of which stakeholders are most affected by
our operations.
Public
• General public
• Traveling public
This conceptual rendering was developed to illustrate the dynamic range and interaction of the social resources vital to the Airport Authority,
and how our vision and values guide that interaction. The rendering was shared with and discussed among Airport Authority staff and leader-
ship to enhance understanding of our many stakeholders and help clarify roles in this dynamic environment.

19
• Passengers
• Other airport users
• Airport-adjacent residents
Organizational
• Airport Authority Board
• Airport Authority executive management
• Airport Authority staff
• Airport employees
• Unions
• Volunteer Airport Ambassadors
Public Participation Committees
• Public Advisory Committee
• Art Advisory Committee
• Airport Land Use Compatibility Plan Technical
Advisory Group
• Airport Noise Advisory Committee
Tenants
• Airlines
• Other airport tenants
• Concessions
• Fixed-base operator
• Fuel farm operator
• USO
• Rental car operators
Community-Based Groups
• Peninsula Community Planning Board
• Mission Hills Town Council
• Little Italy Association
• Friends of Downtown
• San Diego County Hotel-Motel Association
• P3 People for Progress
• USS Midway Museum
• Catfish Club
Businesses
• Local/regional chambers of commerce
• Small business community
• Business partners
• Business community
• World Trade Center San Diego
• Tourism community
• Research & development community
• Airport-adjacent businesses
Environmental Interest Groups
Government
Local/regional
• City of San Diego
• Other San Diego County cities
• San Diego Metropolitan Transit System
• Port of San Diego
• Harbor Police
• San Diego Association of Governments
• San Diego Regional Economic Development
Corporation
Corporation
• County of San Diego
• North County Transit District
• Local/regional elected officials
State
• State of California
• California Coastal Commission
• California Department of Transportation
• Other state regulatory agencies
• State elected officials
Federal
• Federal Aviation Administration
• Transportation Security Administration
• Other federal agencies
• Federal legislative bodies
• U.S. Military
• U.S. Marine Corps
• U.S. Navy
• Military families
• Federal elected officials
Stakeholder Input
Stakeholders and other members of the public are
welcome to address the Airport Authority Board
during the public comment period at any of its public
meetings. All Board, Board Committee and Advisory
Committee meetings are open to the public, with
public comment periods. Airport Authority Board
member contact information is also available on the
website at www.san.org.
For all major development projects, the Airport
Authority follows state and federal Environmental
Impact Report and Environmental Impact Statement
guidelines, which include extensive public comment
and public participation requirements.

20
Other opportunities for stakeholders to provide rec-
ommendations to the Airport Authority are through
public tours, which allow the public the opportunity
to interact with staff, and social media (i.e., Facebook
and Twitter), which enable comments from the public
and dialogue between the Airport Authority and
the public.
Airport Authority Advisory Committee
Act calls for the Airport Authority to form a citizen’s
advisory committee to assist the Airport Authority
Board in its responsibilities specific to the planning
and development of airport facilities at San Diego
International Airport.
The purpose of the Authority Advisory Committee
is to serve as a sounding board and catalyst for the
development of recommendations to the Airport
Authority Board on issues for which the Airport
Authority is responsible.
Small Business Development
Sustainability at the airport is about more than just
us. It’s also about the community and creating ways
to support the growth of the San Diego region. The
airport’s Small Business Development Department
was created to ensure that local, small, historically un-
derutilized, disabled veteran and emerging businesses
have every opportunity to do business with
the airport.
Airport Authority Advisory Committee Members
Category Members
Airport Management 3
At-Large Organizations 3
Business Sector 3
California Department of Transportation & Public Transit Authorities 4
General Aviation 3
Local Government 1
Military 3
Natural Environment 2
Neighborhoods Surrounding San Diego International Airport 2
Passenger & Air Freight – Transportation Operations & Economics 3
Regional Economic Development 5
San Diego Campuses of University of California & California State University 1
San Diego Regional Chambers of Commerce 4
San Diego Unified Port District 1
Tourism 4
Trade Associations 4
Transportation 2
Total of 17 Categories Total of 48 Members

21
In doing that, our aim has been to create an ongoing
cycle of sustainability. By providing small and local
businesses with opportunities to win contracts at the
airport, we sustain them through payment for their
work, and they in turn provide us with needed
services to operate and sustain our business. Both
parties provide jobs for local employees, who then
purchase goods to support other local businesses.
The cycle is ongoing.
Spotlight On: Local Small Business
Contributes to The Green Build
As part of The Green Build, the Airport Authority’s
small business development team aims to ensure that
local, small and disadvantaged businesses have
opportunities to bid on and win contracts.
So which companies are winning some of these proj-
ects? An example is JJ Hawes Inc. DBA Hawes Con-
struction Company, a small business based in South-
eastern San Diego. The minority-owned business,
run by Jess Hawes, President and CEO, won a bid to
remove windows and uninstall a large stained glass
art piece in Terminal 2, in preparation for construc-
tion in the immediate area. The company then installed
temporary walls to protect the existing building.
Hawes said that the airport’s small business depart-
ment was extremely helpful as he registered his com-
pany with the airport and prepared to bid on projects.
“We went through the airport’s Bonding and Contract
Finance Assistance Program, and it was a tremendous
help,” said Hawes. “We also enrolled in the Turner
School of Construction Management. Both programs
were very beneficial to our business in helping us win
this work.”
Hawes said he will be seeking out additional opportu-
nities to work with the airport in the future.
“The project was very successful,” he said. “Our goal is
always to complete a job within budget, on time and
to satisfy our customer, and we did just that.”
Spotlight On: Local Businesses Win
Contracts for The Green Build
For the July 2010 to June 2011 reporting period, local
businesses were awarded $256 million in contracts
as part of The Green Build, a $1 billion improvement
project.
The Airport Authority sized and tailored bid packages
in order to facilitate small business participation, and
conducted extensive outreach to encourage
participation.
Our Customers
Our Goal: Achieve the Highest Level
of InternalandExternalCustomer
Satisfaction
Without customers, a business simply ceases to exist
and airports are, first and foremost, businesses. Our
customers are air travelers, airlines and those who
serve them. They, too, are precious resources that, if
unhappy, will take their business elsewhere. San Diego
International Airport enjoys exceptional customer
satisfaction and mutually supportive relationships
with the airlines. Those sustain us!
Customer Satisfaction
The airport takes customer satisfaction seriously, and
we survey passengers in the terminals each quarter to
see how we’re measuring up. Since 2008, we’ve seen
at least an 86 percent customer satisfaction rate, of
which we’re extremely proud. But we’re always
trying to improve!
Customer Amenities
Traveling can be stressful, but we want to make a pas-
senger’s trip through the airport as easy and comfort-
able as possible. We strive to do that through a wide
variety of customer amenities ranging from flu shots
to free Wi-Fi to rocking chairs to help soothe a weary
traveler’s soul.
Customer Satisfaction Scores* FY 2011
Overall Satisfaction: 86%
Q1, Jul. - Sep.
2010
Q2, Oct. - Dec.
2010
Q3, Jan. - Mar.
2011
Q4, Apr. -
Jun. 2011
87% 83% 85% 89%
*The benchmark surveys were conducted quarterly by Phoenix Marketing
International to assess customer satisfaction levels. A five-point scale was
used where 1 is“very dissatisfied”and 5 is“very satisfied.”
The following additional practices were also used to assess customer
satisfaction:
• Airport Service Quality Survey was conducted monthly in more than
190 airports across 50 countries. The customer satisfaction scores
compare other airports similar in size and scope
• Feedback from the Volunteer Airport Ambassadors program
• Collection of“Contact Us”comment cards

22
Spotlight On: Airport Ambassadors
Lost? Confused? Frazzled? Just look for a friendly
face in a green polo shirt with “Airport Information”
emblazoned on the back. The airport’s Volunteer Air-
port Ambassadors – there are more than 350 of them
– are trained to help passengers find their way at the
airport. They can also provide courtesy cart service to
the gates for passengers who need mobility assistance.
The Airport Gets Tech-Savvy
These days, technology is a must-have, especially
when you’re traveling. The airport has options for the
tech-savvy traveler, including seats equipped with
electrical outlets and free Wi-Fi.
Air Service
San Diego International Airport serves approximately
17 million passengers each year with nonstop flights
to 50 destinations. San Diego is both a tourism and
business destination, with a 50-50 split between
business and leisure travelers using the airport. Con-
necting travelers to more nonstop destinations is one of
our top priorities. In the past year the airport has in-
troduced new service to London, Mexico and Canada.
New air service is critical to the region because of the
economic benefit it brings. For instance, $2.3 billion
is spent each year by visitors who arrive by air to San
Diego. The estimated economic impact of our daily
nonstop flight to London is $156 million annually.
These flights mean real dollars to local businesses,
and we are committed to expanding our air service.
Nonstop Destinations
International
1. Calgary
2. London-Heathrow
3. Puerto Vallarta
4. San Jose Cabo
5. Toronto
6. Vancouver
Domestic
7. Albuquerque
8. Atlanta
9. Austin
10. Baltimore
11. Bellingham
12. Boston
13. Charlotte-Douglas
14. Chicago-Midway
15. Chicago-O’Hare
16. Cincinnati
17. Cleveland
18. Dallas/Fort Worth
19. Denver
20. Detroit
21. El Paso
22. Honolulu/Oahu
23. Houston-Bush
24. Houston-Hobby
25. Kahului/Maui
26. Kansas City
27. Las Vegas
28. Los Angeles

23
Public Art Program
In 2006, San Diego International Airport established
a formal public art program. Since that time, the pro-
gram has brought a variety of exhibits and performances
to the terminals for passengers to enjoy – ranging
from a display of birthstones from the Gemological
Institute of America to a flash mob dance perfor-
mance in the baggage carousel area to local artists.
The program creates an ambiance unique to San Diego,
welcoming people to the airport and to the region.
The public art program is comprised of three compo-
nents: temporary and rotating exhibits, public (per-
manent) art and a performance series, called “ă brève.”
Airport Authority policy states that two percent of
the cost of all eligible capital improvement projects be
allocated to public art.
Spotlight On: San Diego International
Airport Art Program Recognized
In 2011, the international magazine Passenger
Terminal World named San Diego International
Airport one of the “Most Noteworthy Airports” in
its annual Showcase edition. Singled out for its art
program, the magazine noted that San Diego
International Airport has an “impressive” program
that has “transformed the visual and passenger
experience in the terminals.”
Passenger Terminal World’s Showcase edition high-
lights the world’s premier airports in categories as
diverse as architecture and disaster recovery. San
Diego International Airport was one of only three
U.S. airports to make the list in 2011.
29. Memphis
30. Milwaukee
31. Minneapolis/St. Paul
32. Monterey
33. Nashville
34. New York-Kennedy
35. Newark-Liberty
36. Oakland
37. Omaha
38. Philadelphia
39. Phoenix
40. Portland
41. Reno
42. Sacramento
43. Salt Lake City
44. San Antonio
45. San Francisco
46. San Jose
47. Seattle/Tacoma
48. St. Louis
49. Tucson
50. Washington-Dulles

SUSTAINABILITY REPORTOUR REPORTING
24
Our Reporting
San Diego County Regional Airport Authority has
consulted the Global Reporting Initiative’s (GRI) G3
guidelines in the production of this report. The index
lists the economic, environmental and social criteria
that the GRI guidelines suggest, as well as certain
specific criteria from the GRI Airport Operators
Sector Supplement. The data contained in this report
meets requirements for a GRI level C rating. There are
no changes or re-statements from previous reports, as
this is the Airport Authority’s first reporting period.
Our Boundaries
The Airport Authority’s boundaries for the purposes
of this Sustainability Report encompass the organiza-
tion’s geographic jurisdiction (San Diego County) as
determined by state law, as well as entities over which
the Airport Authority exercises control or significant
influence, both in and through its relationships with
various entities. A summary of these boundaries follows.
Control
exercises control over the Airport Authority and San
Diego International Airport.
Significant Influence
The Airport Authority has significant influence over:
• Authority collective bargaining unit (union)
• Airport retail tenants
• Airport airline tenants
• Airport cargo carrier tenants
• Parking management service
• Airport ground transportation service providers
• Harbor Police Department
• Aircraft rescue and firefighting/San Diego Fire-
Rescue Department
• On-site services (e.g., janitorial, security)
• Contractor and consultant services (e.g.,
construction, engineering, environmental,
maintenance)

SUSTAINABILITY REPORTGRI INDEX
25 Strategy and Analysis
Profile
Disclosure Description Reported Page
1.1 Statement from the most senior decision-maker of the organization 1-3
Organizational Profile
Profile
2.1 Name of the organization 36-37
2.2 Primary brands, products, and/or services 36-37
2.3 Operational structure of the organization, including main divisions, 36-37
operating companies, subsidiaries, and joint ventures
2.4 Location of organization’s headquarters 40
2.5 Number of countries where the organization operates, and names of 40
countries with either major operations or that are specifically relevant
to the sustainability issues covered in the report
2.6 Nature of ownership and legal form 36-37
2.7 Markets served (including geographic breakdown, sectors served, and 22-23
types of customers/beneficiaries)
2.8 Scale of the reporting organization 7-8, 22-23,
36-37
2.9 Significant changes during the reporting period regarding size, structure, 36
or ownership
2.10 Awards received in the reporting period 38-39
Report Parameters
Profile
3.1 Reporting period (e.g., fiscal/calendar year) for information provided 1
3.2 Date of most recent previous report (if any) 24
3.3 Reporting cycle (annual, biennial, etc.) 1
3.4 Contact point for questions regarding the report or its contents 40
3.5 Process for defining report content 24
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, 24
joint ventures, suppliers)
3.7 State any specific limitations on the scope or boundary of the report 24

YesKEY: No
GRI Index

26
GRI INDEX
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, 24
outsourced operations, and other entities that can significantly affect
comparability from period to period and/or between organizations
3.10 Explanation of the effect of any re-statements of information provided in 24
earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions,
change of base years/periods, nature of business, measurement methods)
3.11 Significant changes from previous reporting periods in the scope, boundary, 24
or measurement methods applied in the report
3.12 Table identifying the location of the Standard Disclosures in the report 25-30
Governance, Commitments, and Engagement
Profile
4.1 Governance structure of the organization, including committees under the 36
highest governance body responsible for specific tasks, such as setting strategy
or organizational oversight
4.2 Indicate whether the Chair of the highest governance body is also an 36
executive officer
4.3 For organizations that have a unitary board structure, state the number and 36
gender of members of the highest governance body that are independent and/or
non-executive members
4.4 Mechanisms for shareholders and employees to provide recommendations or 16-20
direction to the highest governance body
4.14 List of stakeholder groups engaged by the organization 18-20
4.15 Basis for identification and selection of stakeholders with whom to engage 18-20
Economic Performance
Performance
Indicator Description Reported Page
EC1 Direct economic value generated and distributed, including revenues, operating 8, 31
costs, employee compensation, donations and other community investments,
retained earnings, and payments to capital providers and governments
EC2 Financial implications and other risks and opportunities for the organization’s
activities due to climate change
EC3 Coverage of the organization’s defined benefit plan obligations
EC4 Significant financial assistance received from government
EC5 Range of ratios of standard entry level wage by gender compared to local
minimum wage at significant locations of operation
EC6 Policy, practices, and proportion of spending on locally-based suppliers at
significant locations of operation
AO1 Total number of passengers annually, broken down by passengers on 31
international and domestic flights and broken down by origin-and-
destination and transfer, including transit passengers
AO2 Annual total number of aircraft movements by day and by night, broken down by 32
commercial passenger, commercial cargo, general aviation and state aviation flights

27
GRI INDEX
AO3 Total amount of cargo tonnage 32
EC7 Procedures for local hiring and proportion of senior management hired from
the local community at significant locations of operation
EC8 Development and impact of infrastructure investments and services provided
primarily for public benefit through commercial, in-kind, or pro bono engagement
EC9 Understanding and describing significant indirect economic impacts, including
the extent of impacts
Environmental Performance
Performance
EN1 Materials used by weight or volume
EN2 Percentage of materials used that are recycled input materials
EN3 Direct energy consumption by primary energy source
EN4 Indirect energy consumption by primary source
EN5 Energy saved due to conservation and efficiency improvements 10-11, 32
EN6 Initiatives to provide energy-efficient or renewable energy based products and 10, 32
services, and reductions in energy requirements as a result of these initiatives
EN7 Initiatives to reduce indirect energy consumption and reductions achieved
EN8 Total water withdrawal by source 10, 32
AO4 Quality of storm water by applicable regulatory standards 33
EN9 Water sources significantly affected by withdrawal of water
EN10 Percentage and total volume of water recycled and reused
EN11 Location and size of land owned, leased, managed in, or adjacent to,
protected areas and areas of high biodiversity value outside protected areas
EN12 Description of significant impacts of activities, products, and services on
biodiversity in protected areas and areas of high biodiversity value outside
protected areas
EN13 Habitats protected or restored 33
EN14 Strategies, current actions, and future plans for managing impacts
on biodiversity
EN15 Number of IUCN Red List species and national conservation list species
with habitats in areas affected by operations, by level of extinction risk
EN16 Total direct and indirect greenhouse gas emissions by weight
EN17 Other relevant indirect greenhouse gas emissions by weight
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved
EN19 Emissions of ozone-depleting substances by weight
EN20 NOx, SOx, and other significant air emissions by type and weight
EN21 Total water discharge by quality and destination

28
GRI INDEX
EN22 Total weight of waste by type and disposal method 9, 33
EN23 Total number and volume of significant spills 33
AO5 Ambient air quality levels according to pollutant concentrations in microgram
per cubic meter (μg/m3
) or parts per million (ppm) by regulatory regime
AO6 Aircraft and pavement de-icing/anti-icing fluid used and treated by m3
and/or 34
metric tonnes
EN24 Weight of transported, imported, exported, or treated waste deemed
hazardous under the terms of the Basel Convention Annex I, II, III, and
VIII, and percentage of transported waste shipped internationally
EN25 Identity, size, protected status, and biodiversity value of water bodies and
related habitats significantly affected by the reporting organization’s discharges
of water and runoff
EN26 Initiatives to mitigate environmental impacts of products and services, and
extent of impact mitigation
EN27 Percentage of products sold and their packaging materials that are reclaimed
by category
EN28 Monetary value of significant fines and total number of non-monetary sanctions
for non-compliance with environmental laws and regulations

EN29 Significant environmental impacts of transporting products and other goods
and materials used for the organization’s operations, and transporting members
of the workforce
EN30 Total environmental protection expenditures and investments by type
AO7 Number and percentage change of people residing in areas affected by noise
Social Performance
Performance
LA1 Total workforce by employment type, employment contract, and region, broken 16, 34
down by gender
LA2 Total number and rate of new employee hires and employee turnover by age
group, gender, and region
LA3 Benefits provided to full-time employees that are not provided to temporary
or part-time employees, by major operations
LA15 Return to work and retention rates after parental leave, by gender
LA4 Percentage of employees covered by collective bargaining agreements 34
LA5 Minimum notice period(s) regarding significant operational changes, including
whether it is specified in collective agreements
LA6 Percentage of total workforce represented in formal joint management-worker 15
health and safety committees that help monitor and advise on occupational
health and safety programs
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number 35
of work-related fatalities by region and by gender

29
GRI INDEX
LA8 Education, training, counseling, prevention, and risk-control programs in
place to assist workforce members, their families, or community members
regarding serious diseases
LA9 Health and safety topics covered in formal agreements with trade unions
LA10 Average hours of training per year per employee by gender, and by employee
category
LA11 Programs for skills management and lifelong learning that support the 16
continued employability of employees and assist them in managing career endings
LA12 Percentage of employees receiving regular performance and career development 35
reviews, by gender
LA13 Composition of governance bodies and breakdown of employees per employee
category according to gender, age group, minority group membership, and other
indicators of diversity
LA14 Ratio of basic salary and remuneration of women to men by employee category,
by significant locations of operation
HR1 Percentage and total number of significant investment agreements and
contracts that include clauses incorporating human rights concerns, or that
have undergone human rights screening
HR2 Percentage of significant suppliers, contractors and other business partners
that have undergone human rights screening, and actions taken
HR3 Total hours of employee training on policies and procedures concerning
aspects of human rights that are relevant to operations, including the
percentage of employees trained
HR4 Total number of incidents of discrimination and actions taken
HR5 Operations and significant suppliers identified in which the right to exercise
freedom of association and collective bargaining may be violated or at significant
risk, and actions taken to support these rights
HR6 Operations and significant suppliers identified as having significant risk for
incidents of child labor, and measures taken to contribute to the effective
abolition of child labor
HR7 Operations and significant suppliers identified as having significant risk for
incidents of forced or compulsory labor, and measures to contribute to the
elimination of all forms of forced or compulsory labor
HR8 Percentage of security personnel trained in the organization’s policies or
procedures concerning aspects of human rights that are relevant to operations
HR9 Total number of incidents of violations involving rights of indigenous people
and actions taken
HR10 Percentage and total number of operations that have been subject to human
rights reviews and/or impact assessments
HR11 Number of grievances related to human rights filed, addressed and resolved
through formal grievance mechanisms
SO1 Percentage of operations with implemented local community engagement,
impact assessments, and development programs

30
GRI INDEX
SO9 Operations with significant potential or actual negative impacts on local
communities
SO10 Prevention and mitigation measures implemented in operations with
significant potential or actual negative impacts on local communities
AO8 Number of persons physically or economically displaced, either voluntarily
or involuntarily, by the airport operator or on its behalf by a governmental or
other entity, and compensation provided
SO2 Percentage and total number of business units analyzed for risks related to
corruption
SO3 Percentage of employees trained in organization’s anti-corruption policies
and procedures
SO4 Actions taken in response to incidents of corruption
SO5 Public policy positions and participation in public policy development
and lobbying
SO6 Total value of financial and in-kind contributions to political parties,
politicians, and related institutions by country
SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and
monopoly practices and their outcomes
SO8 Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with laws and regulations
PR1 Life cycle stages in which health and safety impacts of products and services
are assessed for improvement, and percentage of significant products and
services categories subject to such procedures
PR2 Total number of incidents of non-compliance with regulations and voluntary
codes concerning health and safety impacts of products and services during
their life cycle, by type of outcomes
AO9 Total annual number of wildlife strikes per 10,000 aircraft movements 35
PR3 Type of product and service information required by procedures, and
percentage of significant products and services subject to such information
requirements
codes concerning product and service information and labeling, by type
of outcomes
PR5 Practices related to customer satisfaction, including results of surveys 21-23, 35
measuring customer satisfaction
PR6 Programs for adherence to laws, standards, and voluntary codes related to
marketing communications, including advertising, promotion, and sponsorship
codes concerning marketing communications, including advertising, promotion,
and sponsorship by type of outcomes
PR8 Total number of substantiated complaints regarding breaches of customer
privacy and losses of customer data
PR9 Monetary value of significant fines for non-compliance with laws and
regulations concerning the provision and use of products and services

SUSTAINABILITY REPORTCHARTS AND TABLES
31
Charts and Tables
Economic Performance
Direct Economic Value Generated (Revenues)
Direct Economic Value Distributed (Expenses)
Direct Economic Value Generated (Revenues) and Distributed (Expenses)
Revenues (sales and interest income only) $150,414,981
Operating costs ($128,712,874)
Employee wages and benefits ($38,266,477)
Payments to capital providers (interest expense) ($4,392,903)
Tax payments to government 0
Community investments* 0
Economic value retained (economic value generated less economic value distributed) -($20,957,273)**
*Federal regulations require Federal Aviation Administration and Department of Transportation funds to airports to be used only for capital and operating
costs of the airport, the local airport system, and/or other facilities owned and operated by the airport that are directly related to the air transportation of
passengers or cargo. However, the Airport Authority does support the community in several significant ways, including sponsorships for a variety of
community organizations, an annual United Way employee fundraising drive, and youth education programs, among other initiatives.
**Economic value retained (with other revenue sources & expenses included): $236,166,688 - $189,271,940 = +$46,894,748
Other revenues include passenger facility charges, customer facility charges, Quieter Home Program grant revenue and Capital grant contributions.
Other expenses include Quieter Home Program expenses.
Direct Economic Value
Generated (Revenues)
Interest income - $6,408,130
Total operating revenues - $144,006,851
Revenues
$150,414,981
Interest expense - $4,392,903
Employee wages and benefits - $38,266,477
Operating costs - $128,712,874Expenses
$171,372,254
Direct Economic Value Generated and Distributed
$150,414,981 - $171,372,254 = -($20,957,273)*
Economic value retained = (economic value generated less economic
value distributed)
*Economic value retained (with other revenue sources & expenses included):
$236,166,688 - $189,271,940 = +$46,894,748
Other revenues include passenger facility charges, customer facility charges, Quieter Home Program
grant revenue and Capital grant contributions. Other expenses include Quieter Home Program
expenses and Joint Studies Program.
Direct Economic Value
Distributed (Expenses)
Passengers by International/DomesticDirect Economic Value Generated
and Distributed
Domestic International Total
Arriving 8,237,311 212,265 8,449,576
Departing 8,247,416 195,196 8,442,612
Total 16,484,727 407,461 16,892,188
Passengers by Origin & Destination/Transfer*
Origin & Destination Transfer Total
16,023,558 868,630 16,892,188
* Arriving, departing and transit passengers not tracked.

32 Total Amount of Cargo Tonnage
All values listed in metric tons
Domestic International Total
Cargo 101,377 2,195 103,572
Mail 15,109 n/a 15,109
Total 116,486 2,195 118,681
Total Number of Aircraft Movements*
renewable energy based products and
services
Energy saved due to conservation
and efficiency improvements
Total Water Withdrawal
Flight Category Day Night Total
Passenger 157,818 1,132 158,950
Cargo 5,408 1,044 6,452
General Aviation 19,038 ** 19,038
Military 702 ** 702
Total 182,966 2,176 185,142
* Only the total is shown. Day and night were not tracked.
** Day and night as defined by day = within departure curfew hours
(6:30 a.m. - 11:30 p.m.) and night = outside departure curfew hours
(11:30 p.m - 6:30 a.m.)
Environmental Performance
Shows reductions in energy requirements as a result of these initiatives.
FY 201122,506 GJ
13,053 GJ
58%Shows reductions in energy requirements as a result of these initiatives.
FY 201122,506 GJ
13,053 GJ
58%
Water drawn from the municipal water supply.
17,257 m3
/year
FY 2011223,645 m3
/year
7%

33
CHARTS AND TABLES
Pollutant of Concern (units)
Median
Concentration(b)
Standard # of Analyses # of Exceedances
Exceedance
Frequency (%)
Ammonia-N (mg/L) 1.20 2.14 20 2 10
BOD (mg/L) 9.10 30 20 0 0
COD (mg/L) 26.9 120 20 0 0
Specific Conductivity (μmhos/cm) 96.5 900 20 0 0
Oil & Grease (mg/L) 1 15 20 0 0
pH (pH unit) 7.19 6.0-9.0 20 0 0
TSS (mg/L) 6.5 100 20 0 0
Aluminum, Total (μg/L) 255 750 20 4 20
Copper, Total (μ/L) 49.5 14 20 20 100
Copper, Dissolved (μg/L) 21.5 14 20 13 65
Iron, Total (μg/L) 430 1,000 20 2 10
Lead, Total (μg/L) 2.15 82 20 0 0
Zinc, Total (μg/L) 78 120 20 6 30
Zinc, Dissolved (μg/L) 49.5 120 20 3 15
Ethylene Glycol (mg/L) 5 100 20 0 0
Quality of Storm Water by Applicable Regulatory Standards
Note: Half of the detection limit was used as the data point for statistical analysis of results that were not detected.
Habitats Protected or Restored
Habitat Hectares*
Protected 8.19
Restored 0
* Hectare = 2.47 acres
Waste by Type
All values listed in standard tons
Non-Hazardous 10,739.00
Hazardous 80.19
Total 10,819.19
All hazardous waste is handled by a certified hazardous waste contractor
and disposed of in accordance with pertinent regulations.
Military (state aviation) - 702
General Aviation - 19,038
Cargo - 6452
Passenger - 158,950
Aircraft
185,142
Total Number of Aircraft Movements
Waste Disposal Method
Construction and demolition debris
recycling - 5,150 tons
Landfill - 4,902 tons
Certified hazardous waste disposal -
80.19 tons
Recycle - 687 tons
Waste
10,819.19 tons
Total Number and Volume of Significant Spills
Total number of spills 68
Total volume of spills Less than 47 gallons

Type-I Fluid Captured and Collected from Aircraft
Captured - 90%*
Discharged - 10%**
Quantity Used
2.74 m3
No type-IV fluid or pavement de-icing was used. One meter3
= 264.2 gallons.
** This material, as applied, is estimated to evaporate in less than 36 minutes.
Based on Equation D-1, from Appendix D, Risk Management Program Guidance
for Offsite Consequence Analysis, USEPA Office of Solid Waste and Emergency
Response, 1999.
* 90% of all fluid captured is subsequently treated.
Aircraft and Pavement De-Icing/Anti-Icing Fluid Used and Treated
CHARTS AND TABLES
34
Social Performance
Total Workforce* by Gender
Aircraft and Pavement De-Icing/Anti-Icing Fluid Used and Treated
FY 2011
Male 444
Female 229
Total 673
Total Workforce* by Employment Type
Full Time Full Time Contract Supervised (Full Time Contractors) Total
Male 207 2 235 444
Female 145 1 83 229
Total 352 3 318 673
Total Workforce* by Contract Type
Fixed Term No Contract Supervised (Full Time Contractors) Total
Male 2 207 235 444
Female 1 145 83 229
Total 3 352 318 673
Total Workforce* by Region - San Diego
Male 444
Female 229
Total 673
Employees Covered by Collective
Bargaining Agreements
Covered 29%
Not Covered 71%
* Total workforce includes full time Airport Authority employees and
contractors.

35
Customer Satisfaction Scores* FY 2011
Overall Satisfaction: 86%
Q1, Jul. - Sep.
2010
Q2, Oct. - Dec.
2010
Q3, Jan. - Mar.
2011
Q4, Apr. -
Jun. 2011
87% 83% 85% 89%
*The benchmark surveys were conducted quarterly by Phoenix Marketing
International to assess customer satisfaction levels. A five-point scale was
used where 1 is“very dissatisfied”and 5 is“very satisfied.”
The following additional practices were also used to assess customer
satisfaction:
• Airport Service Quality Survey was conducted monthly in more than
190 airports across 50 countries. The customer satisfaction scores
compare other airports similar in size and scope
• Feedback from the Volunteer Airport Ambassadors program
• Collection of“Contact Us”comment cards
Percentage of Full Time Employees
Receiving Regular Reviews
Number Percent
Male 209 100%
Female 146 100%
Rates of Injury, Occupational Diseases,
Lost days and Absenteeism*
Male Female
Injury Rate 2.105 2.631
Occupational Disease Rate 0 0
Lost Day Rate 0 .789
Absentee Rate n/a n/a
* Calculated based on 200,000 hours worked. All employees are based in
San Diego. There were no work-related fatalities.
Injury Rates Shown by Cause*
Male Female
Patrolling .526 0
Office Work .526 .789
Lift or Carry .263 0
Lacerations .526 .263
Slip, Trip or Fall .263 1.842
* Calculated based on 200,000 hours worked. All employees are based in
San Diego.
Wildlife Strikes
FY 2011
Strikes 0.081
*Annually, per 10,000 aircraft movements

SUSTAINABILITY REPORTORGANIZATIONAL PROFILE
36
SAN DIEGO COUNTY
REGIONAL AIRPORT
AUTHORITY BOARD
General Counsel
Vice President
Administration
Division
Vice President
Development
Division
Vice President
Finance/Treasurer
Division
Vice President
Planning &
Operations
Division
Vice President
Marketing &
Communications
Division
Senior Director
Executive
Office
Facilities
Development
Department
Accounting
Department
Airport Planning
Department
Airport Noise
Mitigation
Department
Procurement
Department
Risk Management
Department
Information
Technology
Department
Small Business
Development
Department
Training &
Organizational
Development
Department
Quieter Home
Program (QHP)
Facilities
Management
Department
Terminal
Development
Program Department
Ground
Transportation
Department
Real Estate
Management
Department
Corporate
Services
Department
Air Service
Development
Department
Public & Customer
Relations
Department
Inter-Governmental
Relations
Department
Marketing &
Advertising
Department
Environmental
Affairs
Department
Landside
Operations
Department
Aviation Security &
Public Safety
Department
Airside Operations
Department
Financial
Planning & Budget
Department
Business Planning
Department
Human Resources
Department
Chief Auditor
President/CEO
Organizational Profile
About San Diego County
Regional Airport Authority
was created on January 1, 2003, as an independent
agency to manage the day-to-day operations of San
Diego International Airport and address the region’s
long-term air transportation needs.
The legislation that created the Airport Authority
mandates three main responsibilities:
• Operate San Diego International Airport
• Plan for the future air transportation needs of
the region
• Serve as the region’s Airport Land Use Commis-
sion – and ensure the adoption of land use plans
that protect public health and safety surrounding
all 16 of the county’s airports
The Airport Authority is governed by an appointed
Board of nine voting members (nine male members;
no female members) with three additional non-voting
members serving ex-officio (two male members;
one female member) who represent all areas of San
Diego County. Three members serve as the Executive
Committee. The Board regularly convenes on matters
connected to its state-mandated mission to effectively
manage and operate San Diego International Airport
and address the region’s long-term air transportation
needs.
Several standing committees of the Board have been
formed to better address key policy areas and develop
items for consideration by the full Board. They also
hold regular public meetings and include:
• Executive Committee
• Executive Personnel and Compensation
Committee
• Finance Committee
• Audit Committee
• Terminal Development Program Committee
President/CEO Thella F. Bowens is responsible for
management oversight of the Airport Authority,
the annual budget and a staff of approximately 359
aviation professionals. The Airport Authority Board
Chair does not serve as an executive officer within the
organization’s management.
During the reporting period there have been no
significant changes regarding size, structure or owner-
ship of San Diego County Regional Airport Authority
or San Diego International Airport.
Our Structure

37
ORGANIZATIONAL PROFILE
About San Diego International
Airport
For more than 80 years, San Diego International
Airport has served the air transportation needs of the
San Diego region. The airport’s total operation sits
on 661 acres just two miles northwest of San Diego’s
thriving downtown. Its ocean-close location on
Harbor Drive is roughly bounded by Interstate 5 to
the east, Liberty Station to the west, Marine Corps
Recruit Depot to the north and San Diego Bay to the
south. The airport has a single primary runway, which
is 9,401 feet long.
On average, 40,000–50,000 passengers a day pass
through the airport, which accommodates more than
500 daily arrivals and departures, the vast majority of
which are for passenger service.
Twenty passenger carriers and three cargo carriers
serve the airport, which has 41 gates for jet aircraft in
Terminals 1 and 2 and four gates for regional planes
in the Commuter Terminal. Southwest Airlines, the
largest carrier, accounted for 37 percent of the pas-
senger volume in 2011.
San Diego International Airport contributes $10 billion
annually to the region and approximately 115,000
jobs, or one of every 16 jobs in the region, are directly
or indirectly related to operations at the airport.

SUSTAINABILITY REPORTOUR AWARDS
38
Our Awards
During Fiscal Year 2011, the Airport Authority
received the following awards and recognition
related to its sustainability efforts.
Our Business
• 2011 Golden Watchdog Award from the
San Diego County Taxpayers Association for
efficient use of public
funds for the bond sale
for The Green Build
• 2011 Achievement of Excellence in Procurement
from the National Purchasing Institute
• 2011 Procurement Advocate of the Year from
the San Diego County Hispanic Chamber of
Commerce
• 2011 Distinguished Budget Presentation Award
from the Government Finance Officers Association
of the United States
• 2011 Certification of Excellence in Debt Policy
from the Association of Public Treasurers of the
United States and Canada
• 2011 San Diego Metro Mover, Robert H. Gleason,
Board Chair
• 2011 San Diego Metro Mover, Bob Silvas, Director,
Small Business Development
• 2011 Disadvantaged Business Enterprise
Advocate and Partner Award from the Federal
Aviation Administration
• 2010 Public Agency of Choice from the American
Subcontractors Association
• 2010 CFO of the Year Exemplary Award from the
San Diego Business Journal
• 2010 Distinguished Budget Presentation Award
from the Government Finance Officers Association
of the United States and Canada
• 2010 Certificate of Achievement for Excellence in
Financial Reporting from the Government Finance
Officers Association of the United States and
Canada
• 2010 Certification of Excellence in Investment
Policy from the Association of Public Treasurers of
the United States and Canada
• 2010 San Diego Metro Mover, Thella F. Bowens,
President/CEO
• 2010 Achievement of Excellence in Procurement
from the National Purchasing Institute
• 2010 Special Award from the San Diego Chapter
of the American Subcontracting Association for
outstanding contribution toward and support of the
San Diego subcontracting community’s issues and
concerns
Our Environment
• 2011 Alonzo Award for Sustainable Business
Practices from the Downtown San Diego
Partnership for going above and beyond
local, state and federal regulations in
creating best practices in sustainability
• 2011 Recycler of the Year Award from the
City of San Diego
• 2011 Outstanding Energy Project for “Install
Airfield Signs, Taxiway Lights and Runway Guard
Lights” from the American Society of Civil
Engineers Region 9
• 2011 Airports Council International – North
America Excellence in Airport Marketing and
Communications Contest – 2nd Place for Creative
Innovations/Technology – Least Tern Nest Counter
on Website
• 2010 Outstanding Civil Engineering Project Award
in Sustainable Technology for “Install Airfield
Signs, Taxiway Lights and Runway Guard Lights”
from the American Society of Civil Engineers San
Diego Section
• 2010 Recycler of the Year Award from the City
of San Diego
Our Team
• 2010 First Place Marble Award for Best
Medium-Sized Employer for Workplace
Excellence from the San Diego Society
for Human Resources Management
Our Community
• 2011 Award of the Organization from the Airport
Minority Advisory Council for
significant contributions toward
the inclusion of historically
underrepresented businesses
in contracting opportunities
• 2011 Disadvantaged Business Enterprise
Advocate and Partner Award from the Federal
Aviation Administration

39
OUR AWARDS
Communications Contest – 2nd Place for Creative
Innovations/Promotional Materials – Jet’s Fun Pack
• 2011 Silver Anvil from the Public Relations Society
of America in the Community Relations – Govern-
ment category for “The Green Build Takes Flight”
• 2011 PR Week Honorable Mention in Public Sector
Campaign of the Year for “The Green Build Takes
Flight”
• 2011 PROTOS Award of Excellence in Community
Relations/Institutional Programs for “The Green
Build Takes Flight at San Diego International
Airport” from the Public Relations Society of
America Orange County Chapter
• 2011 Edward L. Bernays from the Public Relations
Society of America San Diego/Imperial Counties
Chapter Silver Mark of Excellence Award in
Community Relations for “The Green Build
Takes Flight”
Communications Contest – 2nd Place for Aviation
Education & Tour Programs – Junior Achievement
BizTown Mural
• 2010 Public Agency of Choice from the American
Subcontractors Association
Our Customers
• 2010 #1 ranking among California
airports in Condé Nast Traveler
annual Business Travel Awards
• 2010 #5 ranking among U.S. airports in Condé Nast
Traveler annual Business Travel Awards
Other Awards
Safety
• 2011 America’s Safest Airports
by Travel + Leisure
Planning
• 2011 Outstanding Environmental
Technical Report from the Association
of Environmental Professionals,
San Diego Chapter for the Ryan
Aeronautical Historical American
Buildings Survey and Interpretive Display/Website
• 2010 First Place Award for Distinguished
Leadership from the American Planning
Association San Diego Chapter
Marketing/Public Relations
• 2011 PR Professional of the Year, Diana Lucero,
from the Public Relations Society of America San
Diego/Imperial Counties Chapter
• 2010 1st Place Excellence in Marketing and
Communications Award, Creative Innovation,
Promotional Item from Airports Council
International - North America
• 2010 Finalist for San Diego Book Awards,
Picture Book
• 2010 Finalist for USA Book Awards,
Animals & Pets Novelty
• 2010 Finalist for USA Book Awards,
Children’s Novelty
Construction/Development
• 2011 Aviation Project of the Year from
the California Transportation
Foundation for the Taxiway C
Rehabilitation project
• 2011 Outstanding Public Owner from the San
Diego Chapter Associated General Contractors
• 2010 Project of the Year Award for the 96 Inch
Sewer Pipe Liner from Trenchless Technology
• 2010 Outstanding Civil Engineering Award for
“Install Airfield Signs, Taxiway Lights and Runway
Guard Lights” from the American Society of
Civil Engineers
• 2010 Constructech Vision Award

SUSTAINABILITY REPORTSECTION TITLE
3225 North Harbor Drive
San Diego, CA 92101
United States
P.O. Box 82776
San Diego, CA 92138-2776
United States
Matt Harris
Senior Director Executive Office
Email: sustain@san.org
Phone: 619-400-2400
40

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