Item No.:                  7b Supp 
Meeting Date:            May 26, 2015 
Aviation Division 
2016  2020 Business Plan
Overview 
Commission Briefing
May 26, 2015

Industry/Business Context 
Airline industry continues to be profitable 
U.S. airline industry profitable each year, 2010  2014 due to
consolidation, capacity management, recovering economy 
Low fuel costs driving record profits in 2015 
Strong demand for air service driven by: 
Expanding economy 
Employment growth 
Rising personal income 
Higher consumer sentiment 
Capacity (available seats) growing in 2015: 
Domestic will be at highest level in last seven years 
International at all time high 
Strong demand, airline profits, more seat capacity

Industry/Business Context 
Sea-Tac Airport  passenger growth 
+ 7.7% in 2014 
+13.1 through April, 2015 
Current 2015 projection: +10% (vs. budget of
4%) 
Master plan projects growth of 38% from 2014  
2024, or CAGR of 3.3% from 2014  2024 
Internationalgrowing faster than domestic 
Passenger growth at Sea-Tac far faster than expected

Drivers/Challenges  2015-2020 
Dramatic growth in passengers and airfield operations 
Accelerating pace of passenger and airline reliance on,
and expectations for, mobile technology 
Significant new facility requirements  in the near-,
medium-, and long-term  to respond to current airline
activity and the long-lead-time facilities identified by
the Sustainable Airport Master Plan; and 
Changes in federal security requirements will require
increased attention to employee screening and could
lead to 100% employee screening. 

Accommodating growth will be challenging

Accelerated Needs 
Detailed planning and definition of the near-term projects
identified in the Master Plan. 
Design and construction of the "immediate," interim
remote aircraft loading/unloading facilities; procurement
of additional buses and associated aircraft loading
equipment. 
Refurbishment or reconstruction of critical customer
service facilities to adequately meet the increased
passenger throughput in the terminal (e.g., restrooms). 
Additional staffing to support increased passenger loads
(e.g., janitorial) 
Required employee screening infrastructure and staffing. 
Increased non-airline revenues to help fund capital
program. 
Capital and operating costs will increase; but so will non-aero revenues

Major/New Initiatives 
Complete 16C/34C Phase 2 by Q3, 2016 
Complete Sustainable Airport Master Plan
environmental review by Q4, 2016 
Begin remote handstand aircraft
loading/unloading by Q2, 2016 
Complete construction of NorthSTAR program
and International Arrivals Facility 
Renegotiate and gain approval of a revised Port
of Seattle / City of SeaTac Interlocal Agreement
(ILA) prior to expiration of current ILA 
Hardstand operations required by Q2 2016

Major/New Initiatives 
Implement Quality Jobs Initiative policies/programs 
Implement Airport Dining and Retail (ADR) Master
Plan, including infrastructure upgrade, competitive
solicitations and resulting leases. 
Adjust security operations and invest in new
facilities to remain in compliance with evolving TSA
requirements related to employee screening 
Prepare in 2016 and develop in 2017 the successor
lease or resolution to the current Signature Lease
and Operating Agreement 
Implementing ADR program will increase jobs and non-aero revenues

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. 
Airport Strategies Have Not Changed

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. 
Airport Strategies Have Not Changed