Item No.:                    3b 
Meeting Date:             July 29, 2014 
2015  2019 Aviation Division
Business Plan 
July 29, 2014 


1

Industry / Business Context 
Airline industry is profitable 
U.S. airline industry profitable each year, 2010- 2013 
Consolidation, reduced capacity, higher load factors,
strengthening economy 
Alaska and Delta have highest operating profit margins 
Alaska and Delta -- growing competition at Sea-Tac 
Alaska:> 50% of passengers at Sea-Tac for 2012 and
2013 
Delta: 10 daily intercontinental flights, increasing
domestic service; 95 departures by year-end 2014, up
from 43 in 2013 
2

Industry / Business Context 
Implications for Sea-Tac 
Likely will see above average growth in operations
and passengers in near term (~5 years) 
Increase in connecting passengers 
Pressure on terminal facilities 
Is growth sustainable? 
Intercontinental seats per GDP at Sea-Tac far less
than peers (YVR, SFO, LAX) 
Air service consultants' and staff's assessment is
that both airlines can be successful at Sea-Tac 
3

Summary of Airport Strategies 
Operate a world-class international airport by: 
Ensuring safe and secure operations 
Anticipating and meeting the needs of tenants,
passengers and the region's economy 
Managing Airport assets to minimize long-term
total cost of ownership. 
Become one of the top customer service airports in
North America. 
Lead the U.S. airport industry in environmental
innovation and minimize the airport's
environmental impacts. 
4

Summary of Airport Strategies 
Keep airline costs as low as possible without
compromising operational and capital needs. 
Maximize non-aeronautical net operating income
consistent with current contracts, appropriate use
of Airport properties and market demand. 
Continually invest in a culture of employee
development, organizational improvement and
business agility. 
Maintain valued community partnerships based on
mutual understanding and socially responsible
practices. 
5

Major and New Initiatives 
Reconstruct Runway 16C/34C in 2015 
Complete Sustainable Airport Master Plan in 2015 
Make staffing and process changes for successful capital
program 
Put in place emergency-back-up power facility 
Lease off-airport properties for air cargo and/or aeronautical
purposes 
Design and construct International Arrivals Facility 
Complete NorthSTAR project 
Create Master Record As-built Drawing System 
Update South Satellite concourse interior 

6

Major and New Initiatives 
Articulate new long-term environmental goals within the
Sustainable Sea-Tac Strategy Plan (S3) 
Implement Airport Dining and Retail Master Plan 
Implement improvements to the parking revenue control
system 
Complete RFP for taxi and limousine contracts. 
Grow Continuous Process Improvement at Sea-Tac and Port 
Implement new programs under the updated Part 150 noise
mitigation plan. 
Renegotiate the Port of Seattle / City of SeaTac Interlocal
Agreement 
Increase value of Airport contracts with small businesses 
7