Airports can’t think in terms of quarterly targets and annual results. We map out detailed plans spanning decades. And for a global hub like Toronto Pearson, our vision of the future, shaped by a 20-year strategy and a comprehensive Master Plan, must be big enough to address the priorities of all our stakeholders.
We Have a Plan
In December 2017, we presented the federal Minister of Transport with our 2017–2037 Master Plan, a comprehensive review of how Toronto Pearson will respond to forecast growth in demand over the short, medium and long term. Significantly updating a document prepared 10 years earlier, the new Master Plan looks at anticipated needs across all of our facilities, including the airfield, passenger terminals, groundside access, air cargo, business aviation and ancillary support services. It also examines the improvements required to ensure we continue to meet growing demand and operate efficiently while working with community stakeholders to address any impacts of our operations.
Planning Principles
Long-range planning for Toronto Pearson is a continuous, adaptive process. Specific changes may not materialize at precisely the scale we expect, or according to our estimated timelines. The proposals
in our Master Plan are therefore modular and flexible, so we can better respond to stakeholders’ evolving needs. Our planning process is guided by the following principles:
- Maximize economic benefits to communities while minimizing greenhouse gas emissions and other potentially negative impacts.
- Recognize that rapid technological change will demand ongoing adaptation and require us to be innovative.
- Coordinate our planning with that of our neighbours and partners.
- Divide our 20-year horizon into shorter increments of detailed study and action.
- Develop flexible plans so we can respond nimbly to changes in our environment.
Stakeholder Consultation
In developing the Master Plan, we consulted extensively with our stakeholder network, including business partners, governments, community groups, labour unions, air travellers and area residents.
All play critical roles in helping us maintain and improve Toronto Pearson’s connections to local communities while operating our airport safely, delivering superior service, and addressing the concerns and priorities of those who are
affected by our operations. For more on our ongoing efforts, please see the report section on stakeholder engagement.
Where We’re Heading
Based on our in-depth analysis, we’ve developed the most likely scenario for Toronto Pearson in 2037: Some 85 million passengers will travel through our airport annually. We’ll facilitate more than
630,000 aircraft movements to connect our region and all of Canada with the rest of the world. And some 970,000 tonnes of cargo will move through our facilities each year.
By increasing the productivity of Toronto Pearson’s land and facilities, we’re confident that we can meet future demand using our existing footprint and runways while minimizing our impact on neighbouring communities. We’ll also continue to innovate, keeping pace with rising demand by embracing new business models and adopting new enabling technologies.
To review the complete Master Plan, including our detailed conclusions and recommendations, please visit torontopearson.com/masterplan.
85 million passengers by 2037 Our 2017–2037 Master Plan estimates that the number of travellers passing through our airport annually will grow by 80 per cent over the next two decades.
Twenty Years Ahead
All airports have long planning horizons, and a leading global hub like Toronto Pearson must take a longer view than most. Within the 20-year strategic framework approved by the GTAA Board of Directors in 2015, we develop one-year and five-year business plans, as well as annual budgets. The framework sets out six strategic priorities that inform all of our business activities and decision-making:
- Safety – Focus on the safety and security of everyone who visits or works at our airport.
- People – Develop a talented, high-performing workforce to achieve our vision.
- Passenger and Customer Service – Pursue operational efficiency while providing a superior travel experience.
- Financial Sustainability – Generate sufficient returns to support our day-to-day operations and invest in infrastructure, customer service and debt reduction.
- Aviation Growth – Expand connectivity to benefit the surrounding region, Ontario and all of Canada.
- Corporate Responsibility – Work with our stakeholders to preserve the environment and support thriving communities.
Guided by these key priorities – and within the parameters established by our Master Plan for Toronto Pearson – we expect, over the coming years, to invest more than $6 billion over the next few years to renew existing facilities and keep up with anticipated growth. Specific areas targeted for investment include enhanced customer service, expanded airport amenities and improved passenger, baggage and aircraft flow.
- 103-2
Learn more about how we connect Canada to the rest of the globe
Adding destinations. Opening up new markets. Attracting tourism and investment. Supporting travellers from their homes, around the globe and back again. And always keeping an eye on the horizon.