2022 Annual Report:
Accountability Data
YVR | 2022 Annual Report: Accountability Data 2
Contents
2022 Annual Report: Accountability Data ................................................................ 1
About This Report .................................................................................................... 3
2022 External Assurance ................................................................................ 3
Materiality Assessment ................................................................................... 4
Our Business .............................................................................................................. 5
2022 Business Performance at a Glance ................................................... 5
Air Services, Passengers, and Cargo .......................................................... 8
Guest Experience .............................................................................................12
Security and Safety .........................................................................................13
Parking and Ground Transportation ..........................................................15
Our Leadership ........................................................................................................17
Business Ethics .................................................................................................17
Board Diversity ................................................................................................ 19
Nomination and Selection of the Board of Directors ............................20
Board Compensation.......................................................................................21
Executive Compensation ................................................................................23
Our Economic Impact ............................................................................................24
Direct Economic Impact .................................................................................24
Indirect Economic Impact .............................................................................. 27
Our People and Community ................................................................................28
Living Wage ........................................................................................................28
Our Stakeholders .............................................................................................29
Employees .......................................................................................................... 33
Employee Health and Safety ........................................................................39
Diversity and Equal Opportunity .................................................................41
Local Communities ..........................................................................................42
Our Environment .....................................................................................................45
Reducing Air and Carbon Emissions ..........................................................45
Water Use ...........................................................................................................49
Ecosystem Health ............................................................................................50
Effluent and Waste ...........................................................................................52
Aeronautical Noise ..........................................................................................57
Global Reporting Initiative Content Index ..............................................................58
Key Performance Indicators Definitions .................................................................65
Independent Practitioner’s Assurance Report .....................................................67
YVR | 2022 Annual Report: Accountability Data 3
About This Report
The following document supplements our 2022 Annual and Sustainability
Report and is informed by the Global Reporting Initiative’s (GRI) Universal
Standards. This report reflects the environmental, economic, social, and
governance impacts of Vancouver Airport Authority (the “Airport Authority”)
and our operation at the Vancouver International Airport (YVR). It does not
include the impacts of our subsidiaries other than as part of the Airport
Authority’s consolidated financial statements.
Throughout the report, we refer to additional
data and information contained in the 2022
Annual and Sustainability Report, consolidated
financial statements, and information available
on our website.
The references made throughout our
report include: Global Reporting Initiative
Universal Standards and the UN Sustainable
Development Goals.
2022 External Assurance
As part of our commitment to transparency,
and providing our community with clear,
concise and reliable information, in 2022, we
undertook our first Environmental, Social and
Governance (ESG) audit and engaged Ernst
and Young (EY) to provide external assurance
over a selection of ESG indicators in this
report. This engagement consisted of a limited
level of assurance over 20 key ESG indicators
and a reasonable level of assurance over our
Scope 1 and Scope 2 GHG emissions. ESG
indicators receiving assurance are marked
with an in this report. A detailed description
of the results for the 2022 ESG audit can be
viewed in the Independent Practitioner’s
Assurance Report.
YVR | 2022 Annual Report: Accountability Data 4
Materiality Assessment
Our 2022 data is centered around 17 material
topics, reflecting our impacts and where we
influence the assessment and decisions of
stakeholders. These topics were identified
through an extensive process that included
a document review, surveys, workshops,
and interviews with key stakeholders, and
are summarized in our Content Index. These
material topics are presented in the context of
the UN Sustainable Development Goals.
In addition to canvassing Airport Authority
employees, we consulted numerous
stakeholders to identify the material topics
in this report, including airlines, passengers,
local communities, airport business partners,
government and regulators, industry
associations, and our investors.
We completed a comprehensive review of the
17 UN Sustainable Development Goals and we
compared the encompassed 169 targets to our
business operations. While we recognize the
importance of all 17 goals, our organization is
best able to contribute to 14 of the 17 goals,
pictured below. References to these goals can
be seen throughout this report.
YVR | 2022 Annual Report: Accountability Data 5
Our Business
1 Definitions for internally developed criteria can be found in the appendix.
2 The CSAT score is administered every 4 days by Leger and monitored on a monthly basis. See the Guest Experience section for
moredetails.
3 Our airline satisfaction survey was developed internally and ran from October 17th – November 10th, 2022. See Air Services, Passengers,
and Cargo section for more details around survey results.
4 The Wi-Fi satisfaction score is based on monthly, in-terminal customer satisfaction surveys administered by Leger. See the Guest
Experience section for more details.
2022 Business Performance at a Glance
In 2022, we launched our 2022-2024 Strategic Plan (the “Plan”) that builds on our purpose of
serving the community and the economy that supports it. The Plan outlines our six strategic
work streams: Strengthening the Core; Purpose Through People; Financial Sustainability;
Climate; Gateway to the New Economy and Staying Ahead of COVID. Implementation of the Plan is
considered through the four lenses of Digital, Climate, Reconciliation and Financial Sustainability.
As part of the Plan, we introduced 16 Key Performance Indicators (“KPIs”) to help us track our
success. These KPIs are focused on our customer-driven business performance; operational
performance and efficiency; financial performance and sustainability; and people, diversity
andwell-being.
Our 2022 Corporate Scorecard
1
met target target not met
CUSTOMER-DRIVEN BUSINESS PERFORMANCE
Metric Target Annual Total Success
Customer Satisfaction (CSAT)
2
90%
89%
Airline Satisfaction
3
3.5 unweighted
3.39
Wi-Fi Satisfaction
4
89%
80%
YVR | 2022 Annual Report: Accountability Data 6
OPERATIONAL PERFORMANCE AND EFFICIENCY
Metric Target Annual Total Success
Passengers 7.83M
19.01M
Cargo – Total Tonnes 274,000 tonnes 302,572 tonnes
Cargo – Integrators 113,000 tonnes 152,698 tonnes
Cargo – Belly Cargo 161,000 tonnes 149,875 tonnes
Departure Punctuality 80%
68.4%
Average Wait Times at Security Screening 85%/15min
85%/16.3min
Baggage Connections 98.0%
99.9%
FINANCIAL PERFORMANCE AND SUSTAINABILITY
1
1 The audited Consolidated Financial Statements document is available to download from this web page.
Metric Target Annual Total Success
Revenue $268.9M $502.2M
Earnings Before Interest Depreciation
and Amortization (EBIDA)
$24.5M $215.3M
Excess of Revenue Over Expenses (EROE) -$205.5M -$27.20M
Return on Invested Capital (ROIC) -6.4% 0.7%
YVR | 2022 Annual Report: Accountability Data 7
PEOPLE, DIVERSITY, AND WELLBEING
Metric Target Annual Total Success
People Experience Survey
1
Top Quartile
Third Quartile
Lost Time Injury Frequency Rate 0.49
1.26
1 Our annual employee survey ran from January 17–30th, 2022. The People Experience Survey was administered by a third party,
McKinsey and Company, one of the world’s leading international management consultancies. The Airport Authority’s OHI score was 62,
which rated in the third quartile relative to McKinsey’s global database.
CLIMATE CHANGE
Metric Target Annual Total Success
Airport Authority Scope 1 and Scope 2
Greenhouse Gas Emissions
11,588 tonnes
Scope 1
2
– 10,164t
Scope 2 – 1,161t
Total – 11,325t
2 Direct Scope 1 GHG emissions exclude biogenic CO
2
emissions. In 2022 biogenic CO
2
emissions totaled 112t CO
2
e.
YVR | 2022 Annual Report: Accountability Data 8
Air Services, Passengers, and Cargo
YVR is a major international airport that provides critical and strategic links
between Vancouver and markets across the world. By connecting people and
places, cargo and markets, we open BC to the world, supporting connectivity and
enabling the flow of ideas, experiences, knowledge, goods and investment. During
2022, the Airport Authority experienced a significant increase in passengers,
airlines, and destinations served at and/or from YVR as global aviation recovered
from the COVID-19 pandemic. We exceeded our corporate target of 7.8 million
passengers with a total of 19.01 million passengers in 2022 due to a faster than
anticipated recovery. With a year focused on recovery, the airport community
worked hard to deliver service despite resourcing issues, unpredictable peak
operations, and extreme weather events.
We continued our efforts to improve operational performance by working with our business
partners in tracking KPIs such as departure punctuality, average wait time at security screening,
and baggage connections.
• Our departure punctuality is measured through the proportion of flights that depart from their
stand within 15 minutes of their original scheduled departure time. We remained below our
set target of 80% with only 68.4% of our flights meeting their original scheduled departure
times. This was a result of a significant increase in travel demand, staffing issues across
SeaIsland and late arrivals from other airports experiencing similar challenges.
• Our average wait time KPI represents the average time it takes a passenger to get through
security screening from the point of lining up to fully clearing security. We did not reach
our target wait time of 15 minutes. Our average wait time for the 2022 reporting period was
16.3minutes as a result of significant air travel demand compounded by staff resourcing
challenges experienced by our agency partners.
• Our baggage connection KPI represents the proportion of connecting bags that have been
successfully delivered to our customers and partners at YVR on time with a delivery time of
15 minutes prior to the actual flight departure for Domestic and 25 minutes prior to the actual
flight departure for International/Transborder. It is used to monitor and improve our baggage
system performance and allocation plans. It also provides insight on the effectiveness and
efficiency of our baggage handling system. Our baggage connections remained on target with
99.9% of connecting bags successfully delivered to our customers and partners at YVR.
YVR | 2022 Annual Report: Accountability Data 9
Number of Arriving and Departing Passengers (GRI A01)
2022
1
Passengers Domestic Transborder Asia Pacific Europe Latin America Total
Arriving
Passengers
5,301,558 2,183,597 955,856 730,291 392,985 9,564,287
Departing
Passengers
5,296,840 2,182,274 906,783 681,453 381,779 9,449,129
Total
Passengers
10,598,398 4,365,871 1,862,639 1,411,744 774,764 19,013,416
1 While the Airport Authority collects accurate data for transfer passengers, specific data related to connecting passengers is currently
notavailable.
2021
2
Passengers Domestic Transborder Asia Pacific Europe Latin America Total
Arriving
Passengers
2,577,234 432,062 261,270 190,514 87,782 3,548,862
Departing
Passengers
2,583,508 499,171 202,900 158,031 94,130 3,537,740
Total
Passengers
5,160,742 931,233 464,170 348,545 181,912 7,086,602
2 While the Airport Authority collects accurate data for transfer passengers, specific data related to connecting passengers is currently
notavailable.
YVR | 2022 Annual Report: Accountability Data 10
2020
1
Passengers Domestic Transborder Asia Pacific Europe Latin America Total
Arriving
Passengers
2,110,801 689,383 536,006 142,088 176,361 3,654,639
Departing
Passengers
2,130,550 664,291 552,119 133,772 164,916 3,645,648
Total
Passengers
4,241,351 1,353,674 1,088,125 275,860 341,277 7,300,287
1 While the Airport Authority collects accurate data for transfer passengers, specific data related to connecting passengers is currently
notavailable.
2019
2
Passengers Domestic Transborder Asia Pacific Europe Latin America Total
Arriving
Passengers
6,337,287 3,208,302 2,320,184 887,005 466,211 13,218,989
Departing
Passengers
6,344,025 3,203,390 2,266,615 873,980 472,871 13,160,881
Total
Passengers
12,681,312 6,411,692 4,586,799 1,760,985 939,082 26,379,870
2 While the Airport Authority collects accurate data for transfer passengers, specific data related to connecting passengers is currently
notavailable.
Number of Airlines and Destinations Served by YVR in 2022
In 2022, we had 52 airlines serving 111 destinations (2021 – 36 airlines, 98 destinations;
2020–46airlines, 69 destinations; 2019 – 56 airlines, 122 destinations).
YVR | 2022 Annual Report: Accountability Data 11
Cargo
A total of 302,572 tonnes of cargo was transferred through YVR (2021 – 278,569; 2020 – 240,514;
and 2019 – 304,078) exceeding our corporate target of 274,000 tonnes. The integrators continued
to show strong growth while belly capacity started to recover later in the year as restrictions
were removed. Cargo volumes at YVR, like other west coast airports are now close to 2019
levels. While cargo demand was very strong in 2021, 2022 reflected some weaker demand as
consumers shifted towards services from goods, cargo from ocean to air declined and retail
inventories were much higher due to inflationary pressures.
Airline Satisfaction Survey
We strive to develop and maintain strong relationships with our airline partners to best serve
our passengers and community. What our airline customers think matters to us and in 2022 we
surveyed their level of satisfaction for the second consecutive year on the passenger experience,
terminal systems, airside assets, workplace environment and support, and interactions. In
2022, 31 of 39 carriers responded to our survey with a 79% response rate (2021 – 87%). A
total of 87% of responding airlines indicated that we were meeting or exceeding expectations
(2021– 74%), while no airlines reported that we were not meeting expectations (2021 – 0%). Our
top scores were in the areas of responsiveness to airline issues, quality of verbal and written
communications, support and understanding of airline needs, partnership with airlines on
broader stakeholder engagement and meeting our commitments to airlines. Pre-board security
screening, holdrooms and passenger amenities, baggage delivery and carousel experience,
ease of making flight connections and infrastructure we provide for the check-in experience
were identified as areas needing improvement. These challenges were due to the faster-than-
anticipated passenger return placing additional pressure on airport processes and services.
YVR | 2022 Annual Report: Accountability Data 12
Guest Experience
We strive to deliver a great airport experience for passengers, partners, and
communities by taking an integrated, collaborative approach to make the travel
experience welcoming, efficient, consistent and inclusive.
In 2022, we looked at the airport’s customer service model and saw an
opportunity to both elevate the customer experience and be more connected
to the community. We launched a new Guest Experience Program with an
in-sourced team of frontline representatives who welcome guests to YVR and
reflect Musqueam culture and tradition. Our Guest Experience team provides
support 24/7, speaks over 30 languages and are located at key touchpoints along
the passenger journey to answer questions, provide solutions, and contribute to
operationalexcellence.
Customer Service Quality
Our customer satisfaction (“CSAT”) score is based on in-terminal customer satisfaction surveys
conducted every 4 days which monitor our passenger satisfaction across various aspects of
the airport experience and helps inform future project initiatives: these scores are monitored
on a monthly basis. The CSAT survey collects data from randomly selected departing, arriving
and connecting passengers, and includes a broad array of topics such as Wi-Fi availability and
quality, food and beverage choices, speed of check-in, cleanliness, and overall friendliness of
staff. In 2022, 89% (2021 – 90%; 2020 – 90%; 2019 – 91%) of respondents reported being either
“very satisfied” or “satisfied” with our services and facilities. As we continued to recover from
the impacts of the COVID-19 pandemic, we worked hard to deliver customer service quality
during aperiod of rapidly increasing passenger volumes, staffing constraints and unpredictable
weatherevents.
Wi-Fi Satisfaction
As part of our CSAT survey, the Airport Authority also measures and monitors satisfaction level
around our Wi-Fi usage experience. We fell below our target set at 89% on our Wi-Fi Satisfaction
score by 9 percentage points with a steady decrease in Wi-Fi satisfaction through the year
(2021 – 85%). Factors that may have contributed to the lower score include the implementation
of splash screens upon user access as well as congestion at check-in, security and customs
causing Wi-Fi access to become saturated from rapid passenger recovery and increased use
of digitalized passenger processing platforms post-COVID. In response to this, we reverted to a
single click Wi-Fi login and put plans in place to update our hardware to improve quality service
and satisfaction.
YVR | 2022 Annual Report: Accountability Data 13
Security and Safety
Our security and safety are made up of the following areas: airside safety,
security practices, emergency preparedness, cyber security and privacy, and
wildlife management. Security and safety are at the core of our business and are
managed through numerous policies, programs, and training workshops.
Airside Safety
Our health and safety practices comply with the Quarantine Act, Public Health Agency of Canada
Act, Canadian Aviation Security Regulations (“CASR”), and Canadian Aviation Regulations
(“CARs”). In 2022, we enhanced our airside safety goals and added additional measures to further
ensure our success. As part of our Integrated Airport Safety Strategy (“IASS”) we provided
training to all Airport Authority departments on our Safety Management System (“SMS”),
including why we have airside-specific safety goals. As part of the work identified in the IASS, we
have set objectives for each operational department to establish their own annual safety goals.
Baggage – as one of the biggest operational areas – has already published its safety goals for
2023. All other departments are in progress into 2023.
Security Practices
Our security practices and awareness programs comply with CASR. Our customers and
passengers interact daily with frontline service staff who ensure their safety and security.
As required by CASR, we have a Security Awareness Program where all staff working at the
airport complete airport security awareness training. We work closely with our agency partners
at Canada Border Services Agency and Canadian Air Transport Security Authority to support
national security and public safety priorities.
Emergency Preparedness
Our emergency preparedness complies with CASR and CARs. In 2022, the emergency
preparedness program expanded its reach by offering exercises and training to a wider and
more diverse audience than ever before. Building off last year’s efforts, emergency operations
center training continued with offerings for previously untrained employees. Additionally, all shift
workers attended spring and fall training sessions covering various emergency programs and
procedures. This year also brought the return of in-person exercises, including 25-night shift
tabletop exercises held for the Airport Authority and RCMP teams, a large stakeholder security
exercise with 80 participants from 10 agencies, and a full-scale aircraft incident exercise with
170participants from 15 organizations. This work provides primary and secondary responders
with opportunities to improve coping responses and practice what they’ve learned.
YVR | 2022 Annual Report: Accountability Data 14
Cyber Security and Privacy
Our privacy practices comply with the Personal Information Protection and Electronic Documents
Act (PIPEDA). We have a cross-departmental cyber security and privacy team that manages
our internal and external policies, provides training to Airport Authority employees, and
works with Airport Authority business units to advise on best practices in cyber security and
privacy. We have adopted the NIST cyber security framework, and we continue to strengthen
our layers of defense with recent improvement in our Security Operations Center, Endpoint
Detection and Response, and Incident Recovery Capabilities. To ensure compliance and to
identify potential areas of improvement, we provided Cyber Security and Privacy trainings to
targeted departments, including Security, Communications, Finances, IT, and HR. In 2022, the
Airport Authority did not experience a cyber security breach, nor did we have any substantiated
complaints concerning breaches of customer privacy or losses of customer data (2021 – 0;
2020– 0; 2019 - 0). (GRI 418-1)
Wildlife Management
Our wildlife management team ensures safe aircraft operations while conserving wildlife. Aircraft
operating at YVR share the skies with migratory birds from across the globe. Many of these birds
rely on the productive estuaries of the Fraser River delta for their survival. We mitigate the risk
of collisions between these animals and aircraft through our Wildlife Management Program.
Our program is informed by a detailed understanding of the behavioural ecology of wildlife. Our
work is supported by data systems, like avian radar, to document and understand patterns of
bird behaviour. From this information we strategically deploy a variety of non-lethal techniques
to disperse animals away from the runways and aircraft flight paths. These include using trained
birds of prey and dogs to scare birds from the airfield, and capturing and translocating wild birds
of prey away from the airport to safer and suitable habitats.
Total Number of Wildlife Strikes per 10,000 Aircraft Runway Movements (GRI A09)
2022 2021 2020 2019
Reported wildlife strike incidents
1
180 128 132 223
Wildlife strike incidents per 10,000 aircraft runway
movements
6.9 9 9.8 8
Confirmed number of animals struck 212 161 138 338
Confirmed number of animals struck per 10,000aircraft
runway movements
8 11.3 10.2 11.7
1 A reported wildlife strike occurs anytime a pilot reports a strike, ground personnel observe a strike, an animal is found deceased or
injured within the runway strip or animal remains are found on an aircraft. Multiple animals may be struck during a single strike incident.
The overall boundary for which the wildlife strike is recorded is defined by Transport Canada as within 90m of the extended runway
center and/or when the aircraft is below 200ft on approach and 500ft on takeoff. Summary based on aircraft movement data provided by
YVR Noise Management program; only includes runway movements for runways 08R, 08L, 26R, 26L and 13.
YVR | 2022 Annual Report: Accountability Data 15
Parking and Ground Transportation
YVR’s ground transportation network is a multi-modal network that provides
our passengers, employees, and the Sea-Island community with a variety
of travel options to and from YVR. We also actively manage several parking
facilities, including public and employee parking lots on Sea Island. We work
closely with our transportation partners to provide safe, reliable, and sustainable
transportation options.
Mode of Transportation 2022 2021 2020 2019
Parking transactions
1
960,200 412,958 390,786 1,486,283
Outbound taxi trips 482,000 235,000 316,000 1,320,000
Ride hail trips to and from the airport 1,177,000 248,000 193,000 nil
Canada Line SkyTrain boarding’s and alighting’s
At the three stations on Sea Island 7,390,000 3,390,000 3,210,000 10,210,000
Off-island Canada Line trips 4,540,000 2,030,000 2,110,000 6,630,000
Intra-island trips 2,850,000 1,360,000 1,090,000 3,580,000
Percentage of departing passengers reported using
public transportation for their journey toYVR
28% 16.9% 18% 29%
Canada Line SkyTrain 21% 11.9% 12% 17%
Other forms of collective transportation
(e.g. shuttle buses, courtesy buses,
and coaches)
7% 5% 6% 12%
1 This includes transactions from the YVR Parkade, JetSet Self-Park and the Value Long Term Lot.
YVR | 2022 Annual Report: Accountability Data 16
Parking and Ground Transportation Highlights
Parking In 2022 we developed a program with the intent to significantly expand electric vehicle (“EV”) charging
capability at YVR. The program focuses on fast charging capability at various locations around the Airport
for the public, our ground transportation business partners as well as the Authority’s fleet of vehicles. The
project commenced in late 2022 and equipment installation will be complete by the end of 2024.
Ground Transportation Taxi Program: In 2022 we completed a new long-term agreement with the 17 taxi companies that service
YVR. We focused on driving greater efficiency and increasing supply of vehicles to service passengers,
particularly during periods of peak demand. We also ensured that we continue to offer a high standard of
service to our passengers and provide support to enable a partial transition to EV vehicles over the term of
the agreement. The total taxi fleet of 1,023 vehicles is comprised of 3 EVs and 833 hybrid-electric vehicles
(2021 – total fleet of 717 with 529 hybrid-electric vehicles, 2020 – total fleet of 705 with 565 hybrid-electric
vehicles, 2019 – total fleet of 695 with 504 hybrid-electric vehicles).
We continue to work closely with our major ground transportation partners, such as taxi and ride-
hail operators, to support transitions to EV fleets. In 2022, we supported YVR’s car rental partners in
infrastructure planning and pilot projects to introduce EV vehicles into their rental fleets. Currently, one
of our car rental partners has incorporated electric vehicles into their operational fleet and all of our car
rental partners are planning for significant expansion of EV fleets in the coming years.
YVR | 2022 Annual Report: Accountability Data 17
Our Leadership
The Airport Authority is a private non-share capital corporation formed in 1990 under PartII of
the Canada Corporations Act, and continued in 2013 under the Canada Not-for-profit Corporations
Act. The Airport Authority operates YVR pursuant to a lease with the Government of Canada that
covers most of Sea Island, BC. The Airport Authority is governed by a community-based Board of
Directors and our Executive Team who oversee the daily operations of YVR.
Our Board Directors are expected to carry out their duties honestly, with integrity, and in good
faith in accordance with the Board of Directors’ Governance Rules and Practice Manual, which
includes terms of reference, guidelines, and policies. We disclose our Corporate Governance
Guidelines and practices following the same guidelines as listed companies.
Business Ethics
Our conduct has a direct impact on employees and business partners, whereas
the consequences of this conduct involve a broader spectrum of stakeholders
including industry partners and regulators. Airport Authority staff are expected to
conduct themselves in accordance with the highest standards through our Code
of Ethics, corporate policies, management systems, and internal audit program.
Ethics in the Workplace reflects our commitment to our Code of Ethics, Global
Risk Management Program, Internal Audit Department, and corporate policies
around anti-corruption (GRI 205-2) and our Whistleblower Policy.
We require that all employees complete a Code of Ethics training module annually to ensure
organizational comprehension and compliance.
We also require that all employees, Executives, Board Directors, and contractors submit a
Conflicts Declaration on an annual basis or more frequently, as appropriate.
Under our Whistleblower Policy, there were no complaints reported during 2022 through our
24-hour whistleblower hotline, which is managed by an independent third party (GRI 2-26).
Advertising is an important business and ethical consideration for the Airport Authority. To
ensure we maintain high standards, we manage advertising through our Advertising Guidelines.
YVR | 2022 Annual Report: Accountability Data 18
Communication about Anti-corruption Policies and Procedures (GRI 205-2 )
Total Number
1
Percentage
Governance body members 13 100%
Employees
2
Management: 111
Non-Management: 511
Management: 100%
Non-Management: 100%
Business partners
3
68 100%
1 2022 is our first year reporting on this indicator thus no comparative data is available.
2 Training is provided to active employees. All employees and Board Members that receive anti-corruption communication and/or training
are based in the same region.
3 The Airport Authority’s business partners are defined as contractors that perform specific work on behalf of the Airport Authority.
Training on Anti-corruption Policies and Procedures (GRI 205-2 )
4
Total Number
5
Percentage
Employees
6
Management: 73
Non-Management: 356
Management: 65.77%
Non-Management: 69.67%
4 Members of the Board of Directors, in their capacity as directors, do not interact with government officials nor conduct business on behalf
of the Airport Authority and accordingly are not provided training specific to the Airport Authority’s Anti-Corruption Policy.
5 2022 is our first year reporting on this indicator thus no comparative data is available.
6 Training is provided to active employees. All employees and Board Members that receive anti-corruption communication and/or training
are based in the same region.
YVR | 2022 Annual Report: Accountability Data 19
Board Diversity
Board of Directors
The Board identifies diversity as an essential element in attracting qualified
Directors and maintaining a high-functioning Board. The Board aspires to achieve
a target of gender parity and have at least 30% of its directors comprised of
individuals from other diversity groups (e.g. BIPOC, disability, gender expression/
identity, sexual orientation, age). The average age of current Directors is
61.8 years, with one Director between the ages of 30 and 50 years old, and the
remainder over 50 years old (GRI 405-1).
Percentage of Individuals within the Airport Authority’s Governance Bodies (GRI 405-1)
2022
2021 2020 2019
Board Diversity Number % Number % Number % Number %
Women 7 53.84 7 50.00 6 42.86 5 35.7
Visible Minorities 2 15.38 3 21.43 3 21.43 1 7.1
Persons with Disabilities 1 7.69 1 7.14 1 7.14 0 0
Indigenous Peoples 0 0 0 0 0 0 0 0
YVR | 2022 Annual Report: Accountability Data 20
Nomination and Selection of the Board of Directors (GRI 2-10 )
Our Board may have a maximum of 15 Directors. Nine of these Directors are nominated by
external organizations called our Nominating Entities. The Board may have up to five Directors
elected by the Board from the community at large – the Chair occupies one of these at-large
positions. The CEO of the Airport Authority is automatically a member of the Board by virtue of
their position.
Our Nominating Entities include:
• Chartered Professional Accountants of British Columbia (1 Director)
• City of Richmond (1 Director)
• City of Vancouver (1 Director)
• Engineers and Geoscientists British Columbia (1 Director)
• Government of Canada (2 Directors)
• Greater Vancouver Board of Trade (1 Director)
• Law Society of British Columbia (1 Director)
• Metro Vancouver (1 Director)
Each Nominating Entity has its own internal process for nominating a member to the Airport
Authority Board, but all Nominating Entities have an advertising process. The Airport Authority
Chair, Governance Committee Chair and Chief Governance Officer meet with the Nominating
Entity and review the director exclusions set out in our by-laws, the Directors’ Skills and
Attributes Matrix (see below), a Position Specification document with details on current skill
sets required on the Board, and the Board’s Diversity and Inclusion Policy. Depending on the
Nominating Entity, we may also assist with advertising the position, provide input into developing
candidate short lists, or participate in candidate interviews. The final decision on the nominee
rests with the Nominating Entity, and the Board of Directors elects the selected nominee at its
Annual Meeting of the Members. Prior to the Annual Meeting, nominees are required to complete
a Conflict of Interest declaration to address any real, potential, or perceived conflicts of interest
and evaluate the nominee’s independence.
YVR | 2022 Annual Report: Accountability Data 21
For at-large Board positions, the Board’s Governance Committee acts as the Nominating
Committee. The Governance Committee also considers the Directors’ Skills and Attributes Matrix,
the current skill sets required on the Board, and the Board’s Diversity and Inclusion Policy. We
engage a third-party search firm to assist with identifying potential candidates with the desired
skill sets, while also considering diversity and lived experience. We advertise the position
opening and all interested parties are invited to contact the search firm. Working with the search
firm, the Governance Committee develops a short list and, following an interview and vetting
process to ensure no conflicts of interest, will recommend a candidate for election by the Board.
In 2022, our Board Directors had no reported conflicts of interest (GRI 2-15 )
1
.
Except for the CEO, all Directors are independent from the Vancouver Airport Authority and its
subsidiaries. Our Directors are free from any interest, business, or other relationship that could,
or could reasonably be perceived to, interfere with their ability to exercise independent judgment
and act in the best interests of the Airport Authority.
Board Compensation
Director Remuneration (GRI 2-19 )
The Governance Committee reviews Directors’ compensation every two years with the assistance
of an independent compensation consultant. In late 2021, the Board approved the current
retainer structure for 2022 and 2023.
The CEO receives no additional compensation for services as a Director. In making its
compensation recommendation to the Board for 2022 and 2023, the Governance Committee was
guided by the compensation principles set out below.
1 There were no reported conflicts of interest related to cross-board membership; cross-shareholding with suppliers and other
stakeholders; existence of controlling shareholders; related parties, their relationships, transactions, and outstanding balances.
YVR | 2022 Annual Report: Accountability Data 22
Compensation Principles
1. Compensation paid to Directors will reflect the Airport Authority’s unique accountability
structure, its purpose in serving the community and the economy that supports it and the
level of corporate risk assumed. Compensation will be set at an amount that is competitive,
i.e., does not discourage individuals from choosing to serve on the Airport Authority Board of
Directors when they have choices in how they commit their time, and signals the level and
type of experience, skills and talent required of members of the Board.
2. Every two years, the Board will review market data, provided by a third party compensation
consultant, from two comparator groups – ”Broad Public Sector” (i.e. BC organizations with
public interest mandates or operating largeinfrastructure and the larger Canadian airport
authorities) and “Private Sector Organizations” with headquarters in BC and a scale and size
(revenue) similar to the Airport Authority (publicly listed, privately held or member owned).
For Private Sector Organizations, the data will exclude equity compensation. The composition
of Comparable Corporations will be proposed by a third-party compensation consultant
and reviewed and affirmed by the Governance Committee. The Committee also assesses
comparisons to these two comparator groups separately and on a weighted basis.
3. The Board has previously set Director compensation consistent with the mid-range (P50) of
the Comparable Organizations. The Board will review compensation market data against the
two comparator groups every two years.
4. To reflect the additional time and responsibility of serving as Chair of a Committee or Task
Force, these Directors will receive a Committee Chair Annual Retainer. Consistent with market
practice, the Finance and Audit Committee Chair will receive a slightly higher annual retainer.
Board members do not receive termination payments or have a retirement benefits program.
The annual retainers for non-management directors in 2022 is set out in the table below.
Annual Retainers
Board Chair Retainer $195,000
Non-management Director Retainer
1
$65,000
Finance and Audit Committee Chair Retainer
2
$19,500
Other Committee Chairs Retainer
2
$15,000
Committee Membership Retainer $6,000
1 Management Directors do not receive additional compensation for their service on the Board
2 Includes the Committee Membership Retainer
YVR | 2022 Annual Report: Accountability Data 23
Directors are reimbursed for reasonable out-of-pocket expenses, which are reviewed by the
Chair and the Corporate Secretary. The Board Chair’s expenses are reviewed by the Governance
Committee Chair. We do not reimburse Directors for travel expenses to attend Board and
Committee meetings unless the Director resides outside the Metro Vancouver Regional District.
The total remuneration paid to each Director in 2022 was as follows
1
:
A. King $195,000 K. Kramer $77,000
H. Acheson $86,000 J. Leversage $77,000
J. Currie
2
$33,316 D. Nomura $77,000
M. A. Davidson $86,000 K. Panatch
2
$25,011
H. Deal $77,000 J. Sihota $77,000
F. Fiorillo $86,000 K. Smith
2
$57,184
K. Howlett $77,000 S. Zein $77,000
TOTAL $895,189
1 We do not report out on clawbacks, sign on bonuses and recruitment incentives as they are not included in our Board remuneration policy.
2 J. Currie and K. Panatch retired from the Board on 9 May 2022. K. Smith joined the Board on 9 May 2022.
In addition to the above remuneration, Directors collectively were reimbursed for expenses
totaling $408.57 in 2022.
Executive Compensation (GRI 2-19 )
3
The Airport Authority has a responsibility to provide a clear, concise, and understandable
description of the link between pay and performance for its CEO and executives in key decision-
making positions. This comprehensive 2022 Statement of Executive Compensation (amended:
March 28, 2023) is available to download from this web page. This includes detailed information
on CEO and Executive compensation oversight, compensation principles, compensation
comparator groups and an overview of the executive compensation program and compensation
for 2022.
3 We do not report out on clawbacks, sign on bonuses and recruitment incentives as they are not included in our remuneration policy.
YVR | 2022 Annual Report: Accountability Data 24
Our Economic Impact
Direct Economic Impact
YVR plays a key role in the economy by creating jobs and driving business
activity. We are committed to providing social and economic benefits to the
region while being financially sustainable. Under our private non-share capital
corporation governance model, the Airport Authority reinvests all profits back
into the airport. A key aspect of financial sustainability is the ability to generate
sufficient income to meet both our current and future obligations. As we serve
the ever-changing needs of our community, we continue to look for opportunities
for our business and income sources to evolve and diversify. This approach will
continue to build financial resilience and support a broad range of economic
benefits in the region.
To ensure we operate under a sustainable financial model, we monitor KPIs that reflect the
different areas of our non-consolidated financial performance such as revenue growth, operating
costs, and our ability to generate a strong return. Going into 2022, we were still faced with
significant uncertainty on the recovery of passenger traffic. We exceeded our revenue target
of $268.9M with a total of $502.2M in revenues for the 2022 reporting period. We measured
our overall financial performance by assessing our topline growth with operating efficiencies
by calculating our Earnings Before Interest, Depreciation and Amortization (“EBIDA”) and our
Excess of Revenue Over Expenses (“EROE”) which includes all earnings. The Airport Authority’s
corporate target for EBIDA was set for $24.5M and -$205.5M for EROE. Both targets were
exceeded, with our EBIDA of $215.3M and EROE of -$27.2M, mainly due to the higher than
anticipated passenger volumes and scheduled passenger movements as a result of softening
COVID-19 restrictions. Our ability to use our assets to provide service the community while
generating a return is key to our ability to reinvest in the airport. Our Return on Invested Capital
was 0.7% compared to our corporate target of -6.4%.
YVR | 2022 Annual Report: Accountability Data 25
Direct Economic Value Generated and Distributed (GRI 201-1)
1
2022 2021 2020 2019
Economic Value Generated ($000,000’s) ($000,000’s) ($000,000’s) ($000,000’s)
Revenue
2
515.003 284.348 288.729 581.470
Economic Value Distributed
Operating expenditures 151.638 134.331 124.763 159.607
Employee wages and benefits 72.305 60.288 64.235 65.484
Payments to providers of capital
(debenture holders)
53.788 52.984 42.098 31.470
Payments to government 64.133 34.724 16.507 77.924
Community investments 5.708 3.262 3.225 6.887
Total Economic Value Distributed 347.572 285.589 250.828 341.372
2
Total Economic Value Retained 167.431 (1.241) 37.901 240.098
2
1 These figures are based on consolidated financial statements which are available to download from this web page.
2 Revenue includes subsidiary partnership income.
YVR | 2022 Annual Report: Accountability Data 26
Supply Management
Every day, the Airport Authority makes purchasing decisions that impact both our organization
and others. We set policies and guidelines to promote our values among suppliers, in furtherance
of our Sustainable Purchasing Policy, and we support our local economy. In 2022, over 95%
(2021– 99%; 2020 – 98%; 2019 – 98%) of our total spend was with Canadian businesses, with 64%
of that total being in British Columbia (including 60% in the Metro Vancouver area). Furthermore,
in2022, 99% (2021, 2020 and 2019 – 99%) of new suppliers were screened using the
environmental, economic and social criteria detailed in our Supplier Code of Conduct, available
at www.yvr.ca/suppliers (GRI 414-1). A detailed list of the Airport Authority’s 2022 single and
sole-source contracts is available to download from this web page.
The Airport Authority’s top supplier categories by spend (GRI 2-6) are as follows:
1. Construction and Civil Services
2. Engineering and Design Services
3. Security Services
4. Janitorial Services
5. Baggage Operation Services
6. Information Technology Services and Equipment
7. Terminal Equipment and Maintenance Services
The Airport Authority experienced bottlenecks to its supply chain network (GRI 2-6) as a result
of geopolitical tensions, the slowing of global growth and the ongoing effects of the COVID-19
pandemic. Increased pressures on global supply chains have led to delays and increased
material prices, which have impacted our projects and the cost to maintain and operate our
facilities. Notwithstanding these changes, we have continued to focus on our Sustainable
Purchasing goals, with increased emphasis on the evaluation of ESG factors as we engage
withour supplier community.
YVR | 2022 Annual Report: Accountability Data 27
Indirect Economic Impact
While YVR impacts the region through direct employment and purchasing
that supports airport operations, it also plays an important role in the broader
economy. YVR indirectly contributes to regional and global markets by facilitating
the movement of millions of people and goods across borders.
The Airport Authority commissions an economic impact study every few years,
with the next study to be completed in 2023. The results from our last economic
impact study in 2019 indicated that YVR’s role in the local economy helped
facilitate an economic impact across the province of: 126,000 jobs, $20.2B in total
economic output, $10.4B in total GDP, and $1.4B in total government revenue. Our
next economic impact study is set to take place in 2023.
For information on our Community Investments see page 44.
YVR | 2022 Annual Report: Accountability Data 28
Our People and Community
Living Wage
As we move through the impacts of the COVID-19 pandemic and other climate-
related and world events, we recognize the rising cost of living in Metro
Vancouver and the challenges that it creates for some of our employees. Beyond
this, we recognize many of our partners are experiencing challenges with hiring
and retaining workers. Paying a living wage helps to ensure affordability of basic
expenses, reduced financial stress, and greater opportunity for employees to
participate in enriching experiences in their communities. It also creates a more
rewarding work environment, resulting in higher retention.
In 2022, we announced our certification as a Living Wage Employer, making YVR the first
airport in Canada to achieve this designation. As a Living Wage Employer, all Airport Authority
employees and direct service providers will be paid at or higher than the living wage for
our region. We are currently working with our direct service providers to help ensure these
companies pay their employees the designated living wage. At the same time, we recognize the
steep rate increase presents a challenge for some of our business partners and that it may take
time to implement the full living wage rate. This provides us with an opportunity to collaborate
with our direct service providers to help address the rising cost of living in Metro Vancouver and
remove barriers to hiring and retaining workers at YVR.
YVR | 2022 Annual Report: Accountability Data 29
Our Stakeholders (GRI 2-29)
We define our stakeholders as anyone who influences or is impacted by YVR’s operations. This
includes the millions of passengers who pass through YVR every year, airport authority workers,
partners, and local communities.
Stakeholder How We Engage 2022 Highlights
Passengers
• Quarterly Customer
SatisfactionSurvey
• Daily frontline Guest
Experienceteam
• Information kiosks
• Sea Island newspaper (SkyTALK)
• YVR Website
• Social media
• News Media
• 89% Customer Satisfaction rating
• Most followed airport in Canada on Twitter
• Voted into the top three bestNorth American
airportsat the Skytrax WorldAirport Awards
As Canada’s second-busiest
airport, YVR welcomes millions
of passengers every year. These
passengers come from all over the
world, with key markets including
Canada, the US, the Asia-Pacific,
Latin America andEurope.
Airlines
• Regular meetings and
communications
• Key airport initiatives and events
• Airline Consultative Committee
• Support to new routes and
airlines through orientation, site
tours and provision of supporting
documentation.
• Welcomed back the restart of several important
pre-pandemic air services during the year:
- 11 Domestic services
- 14 Transborder services
- 6 Asia Pacific services
- 6 Europe services
- 1 Latin America service
• Launched new service offerings:
- Air Canada launched new service to Austin, Houston,
Miami and first ever service to Bangkok.
- Flair Airlines launched new service to San Francisco,
Los Angeles, San Jose del Cabo, andPuerto Vallarta.
- Central Mountain Air launched a new service
toSmithers.
• Welcomed several new airlines to YVR:
- We welcomed Fiji Airways to YVR with anew route
toNadi.
- JetBlue launched their first non-stop flight to Canada
from New York to Vancouver.
- First Canadian airport to welcome Sun
CountryAirlines for its first scheduled
inaugural service from Minneapolis-Saint
PaulInternationalAirport.
- New airline Lynx Air began operation and
servesEdmonton, Kelowna, Winnipeg, Calgary and
Toronto fromYVR.
- Canada Jetlines began operation with a service
toToronto.
Our airline partners connect people
and businesses to a wide range of
non-stop destinations worldwide.
YVR | 2022 Annual Report: Accountability Data 30
Stakeholder How We Engage 2022 Highlights
Airport Business Partners
• Regular meetings,
communications
• Annual Public Meeting
• Key airport initiatives and events
• Sea Island newspaper
• Airline Operations Committee
• Founding participant in Canada’s Net Zero Challenge
• Recognized employees, partners and volunteers
who displayed exceptional customer service in 2022
through our YVR Stars program
• Celebrated YVR tenants who are minimizing their
environmental impact through our YVR Green
Excellence Awards and Waste Wars Awards
A large community works on
Sea Island to support YVR’s
operations. This team includes
a broad range of YVR business
partners – from commercial
tenants to our maintenance team,
ground transportation and baggage
handling service providers,
contractors and much more.
Vancouver Airport Authority
• Regular meetings and
communications
• Regular employee pulse surveys
• 24-hour whistleblower hotline
• Regular updates on YVR Intranet
• Live TV virtual series with CEO
and employees
• Annual engagement initiatives
• Fun events throughout the
year to connect employees (i.e.
summer BBQ, popsicle, and ice
cream social events)
• Annual employee recognition
programs
• Leadership training program
• Performance management
(Check-In For Success):
- Create a learning culture
where feedback is sought, and
we are held accountable for
our outcomes
- Build skills and behaviours
to ensure our teams are both
engaged and equipped to
deliver on our purpose
- Create opportunities for our
teams to deliver meaningful
work and build their careers
• Certified as a Living Wage Employer
• Governance Professionals of Canada awarded YVR
the Strategy Award at the Excellence in Governance
Awards.
• Average length of employee service: 8.25 years
• In 2022, we measured feedback through our People
Engagement Survey, the survey was comprised of
McKinsey and Company’s Organizational Health Index
(OHI) and an Inclusion Assessment (IA). Participation
rate of 83%.
Vancouver Airport Authority
employs a core team of
professionals in a range of
occupations including technical and
administrative roles, management,
trades and operations. Our
Board of Directors oversees the
businessconduct and activities
ofthe Airport Authority’s
ExecutiveTeam.
YVR | 2022 Annual Report: Accountability Data 31
Stakeholder How We Engage 2022 Highlights
Local Communities
• Annual Public Meeting
• Social Media
• YVR website
• News releases, media statements
and interviews
• YVR newsletter
• Consultation and engagement for
airport projects
• Quarterly meetings with
Aeronautical Noise Management
Committee and Environmental
Advisory Committee
• Community brand and
surveyquestionnaire
• Community Investment Program
• Regular meetings with the
Airport Authority and Musqueam
Relationship Committee
• Regular meetings with
Musqueam member job-
seekers, artists, and Musqueam
businessowners
• Regular meetings with
Musqueam Administration
• Participation in YVR events by
Musqueam elders and official
representatives
• 18.2B media impressions; 19,021 total mentions; and
96% positive or neutral media coverage
• YVR received a 63% satisfaction score in our annual
community survey. New this year was a methodology
that reached beyond our immediate geographic area
and asked those across the Lower Mainland and
across BC their impression of YVR. Additionally, we
added steps to ensure people living with disabilities
and those for whom English is a second language were
represented in the findings
• Marked the five-year anniversary of the signing of the
Sustainability and Friendship Agreement between
YVR and Musqueam (see our Indigenous Relationship
section for more highlights)
• Hosted media availabilities and press conferences
throughout the year to engage with media about
initiatives at the airport and the travel process during
peak times (i.e. long weekends and holidays)
• Awarded the Mary B. Jordan Scholarship for Women
in Business
• The CEO’s email address and direct telephone
number are available on our website and the public
are encouraged to contact her with any comments,
questions or observations. Comments received
are responded to in a timely manner. Her contact
information is listed directly alongside her biography
on the website.
YVR is located on Sea Island in
Richmond, British Columbia, and is
bordered by Vancouver across the
Fraser River. Our local communities
include Musqueam Indian Band –
on whose traditional land YVR is
located – the 23authorities that
make up the Metro Vancouver
Regional District and the First
Nations on whose land they
arelocated.
Government and Regulators
• Annual presentations to local
municipalities and nominating
entities
• Ongoing one-on-one meetings
with government representatives
• Participation in industry-
government committees and
working groups
• Participation in the Future
Borders Coalition
• YVR grew its representation on regional industry
committees to propel policy priorities.
• YVR presented at two parliamentary committee
hearings to advocate for supportive policy outcomes
for Canada’s aviation sector and promote greater
innovation in the passenger journey.
• Engaged with the Public Health Agency of Canada and
Transport Canada to explore COVID-19 wastewater
surveillance programs at YVR
We work with municipal, regional,
provincial and federal governments,
as well as international regulators,
to ensure the airport meets and
exceeds all regulations, while
providing economic and social
benefits for our region.
YVR | 2022 Annual Report: Accountability Data 32
Stakeholder How We Engage 2022 Highlights
Industry Associations
• Industry association meetings,
conferences, and working groups
• Industry sponsorship initiatives
• Participation in private
roundtables with industry
leaders
• Promote tourism and
businessesin BC
• First Canadian airport to achieve Level 4+ (Transition)
in ACI’s Airport Carbon Accreditationprogram
• Awarded Excellence in Industry Innovation at the
2022 Technology Impact Awards for our Digital
Twinplatform
• Tamara Vrooman’s Annual Address at the Greater
Vancouver Board of Trade (“The Future of Growth
and Connection”)
• Signed Cascadia Memorandum of Understanding
(MOU) with Ports of Seattle and Portland to progress
sustainability policy and net zero carbon objectives
• Committed to working with the two largest commercial
airports in the Cascadia Corridor (Seattle-Tacoma
International Airport and Portland International
Airport) on leveraging resources that will decarbonize
aviation, including the development and use of
sustainable aviation fuels and incentivizing the
transition of ground support equipment to lower- and
zero-emissions fuels
• Founding member and Chair of Canadian Chamber of
Commerce’s Western Executive Council to advocate for
Western Canada’s perspective on federal policy matters
• Hosted Future Borders Coalition (FBC) Transportation
Border Summit in Washington, DC to drive Canada-US
border policies
• See GRI 2-28 found in the Global Reporting
Initiative Content Index for the full list of our
membershipassociations
We strive to be a leader in the
aviation industry, and we work
with a broad range of industry
partners: regional airports and
industry organizations such as
Airports Council International–
North America (ACI – NA), the
Canadian Airports Council
(CAC), the International Air
Transport Association (IATA) and
the International Civil Aviation
Organization (ICAO).
YVR | 2022 Annual Report: Accountability Data 33
Employees
We strive to build and maintain a strong and diverse team by attracting and retaining the right
talent and ensuring our people have all the resources needed to achieve our strategic objectives.
Total Number of Employees by Employment Contract, Employment Type, and Gender (GRI 2-7), 2022
Employment Contract
1
Male Female Other
2
Not Disclosed
Acting Full-Time 7 7 0 0
Permanent Full-Time 317 213 0 0
Permanent Part-Time 20 39 0 0
Term Full-Time 9 10 0 0
Term Part-Time 0 1 0 0
Temporary 1 1 0 0
Casual 2 5 0 0
Total 356
3
276
3
0 0
1 An employment contract refers to a position that is acting, permanent, term, temporary or casual. An employment type refers to full-time
or part-time. This data was compiled using data from the HR system.
2 Identifies other than gender assigned at birth.
3 71.5% of employees are covered by the collective bargaining agreement.
YVR | 2022 Annual Report: Accountability Data 34
Total Number of Employees by Employment Contract, Employment Type, and Gender (GRI 2-7), 2021
Employment Contract
1
Male Female
Acting Full-Time 3 2
Permanent Full-Time 254 164
Permanent Part-Time 4 10
Term Full-Time 4 4
Term Part-Time 1 0
Temporary 1 0
Casual 1 0
Total 271
2
183
2
1 An employment contract refers to a position that is acting, permanent, term, temporary or casual. An employment type refers to full-time
or part-time. This data was compiled using data from the HR system.
2 71.5% of employees are covered by the collective bargaining agreement.
Total Number of Employees by Employment Contract, Employment Type, and Gender (GRI 2-7), 2020
Employment Contract
3
Male Female
Acting Full-Time 3 2
Permanent Full-Time 234 150
Permanent Part-Time 8 8
Term Full-Time 12 6
Term Part-Time 2 1
Temporary 0 1
Casual 1 1
Total 260 169
3 An employment contract refers to a position that is acting, permanent, term, temporary or casual. An employment type refers to full-time
or part-time. This data was compiled using data from the HR system.
YVR | 2022 Annual Report: Accountability Data 35
Total Number of Employees by Employment Contract, Employment Type, and Gender (GRI 2-7), 2019
Employment Contract
1
Male Female
Acting Full-Time 8 6
Permanent Full-Time 292 192
Permanent Part-Time 12 13
Term Full-Time 6 7
Term Part-Time 2 1
Temporary 1 0
Casual 2 3
Total 323 222
1 An employment contract refers to a position that is acting, permanent, term, temporary or casual. An employment type refers to full-time
or part-time. This data was compiled using data from the HR system.
Total Number and Rate of New Employee Hires (GRI 401-1)
2
, 2022
Age < 30 30-50 >50 Total
Number
3
42 113 51 206
Rate 6.72% 18.08% 8.16% 32.96%
Gender Male Female Other
4
Not Disclosed Total
Number
3
97 109 0 0 206
Rate 15.52% 17.44% 0 0 32.96%
2 All employees are based in the same region.
3 Includes permanent and term employees. Casual and temporary employees are not included.
4 Identifies other than gender assigned at birth.
YVR | 2022 Annual Report: Accountability Data 36
Total Number and Rate of New Employee Hires (GRI 401-1), 2021
1
Age <30 30-50 >50 Total Gender Male Female Total
Number
2
10 32 9 51 Number
2
26 25 51
Rate 2.24% 7.17% 2.02% 11.43% Rate 5.83% 5.61% 11.43%
1 Total number and rate of new employee hires for 2021 has been restated.
2 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
Total Number and Rate of New Employee Hires (GRI 401-1), 2020
Age <30 30-50 >50 Total Gender Male Female Total
Number
3
4 4 22 30 Number
3
10 20 30
Rate 0.94% 0.94% 5.16% 7.04% Rate 2.35% 4.69% 7.04%
3 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
Total Number and Rate of New Employee Hires (GRI 401-1), 2019
Age <30 30-50 >50 Total Gender Male Female Total
Number
4
13 44 7 65 Number
4
36 29 65
Rate 2.41% 8.35% 1.30% 12.06% Rate 6.68% 5.38% 12.06%
4 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
Total Number and Rate of Employee Turnover (GRI 401-1), 2022
Age <30 30-50 >50 Total
Number
5
15 38 23 76
Rate 2.40% 6.08% 3.68% 12.16%
Gender Male Female Other Not Disclosed Total
Number
5
36 40 0 0 76
Rate 5.76% 6.40% 0 0 12.16%
5 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
YVR | 2022 Annual Report: Accountability Data 37
Total Number and Rate of Employee Turnover (GRI 401-1), 2021
1
Age <30 30-50 >50 Total Gender Male Female Total
Number
2
7 48 26 81 Number
2
43 38 81
Rate 1.57% 10.76% 5.83% 18.16% Rate 9.64% 8.52% 18.16%
1 Total number and rate of employee turnover for 2021 has been restated.
2 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
Total Number and Rate of Employee Turnover (GRI 401-1), 2020
Age <30 30-50 >50 Total Gender Male Female Total
Number
3
16 53 82 151 Number
3
66 85 151
Rate
4
3.75% 12.44% 19.25% 35.44% Rate 15.49% 19.95% 35.44%
3 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
4 In 2020, we reduced our workforce due to the impact of COVID-19, resulting in higher turnover.
Total Number and Rate of Employee Turnover (GRI 401-1), 2019
Age <30 30-50 >50 Total Gender Male Female Total
Number
5
6 26 10 42 Number
5
18 24 42
Rate 1.11% 4.82% 1.86% 7.79% Rate 3.34% 4.45% 7.79%
5 Includes permanent and term employees. Casual and temporary employees are not included. All employees are based in the
same region.
Training and Development (GRI 404-2)
We continued to provide training opportunities and programs around management, career and
leadership development, health and safety; and diversity, inclusion and belonging.
Compliance Training
In 2022, we reintroduced in-person training to complement our existing online training.
Ouremployees completed a total of 5,632 online training modules and 1,570 in-person training
events. We continued with regulatory training for employees and used computer-based
modules, virtual video platforms, and live training for various in-house needs. Compliance
training accounted for the top five training items in 2022, which included security, legal, privacy,
information security, and accessibility training.
YVR | 2022 Annual Report: Accountability Data 38
Departmental Training
Throughout the year, we worked closely with departmental trainers on job-specific requirements
so we could improve how we train and develop our teams and organization. Some of our new
offerings included a series of Airport 101 sessions which explored our Airside Operations and
Business Intelligence programs. In addition, a subset of teams received emergency planning and
safety management system training based on their roles. Workplace violence and de-escalation
training and First Aid Certification events were part of the reintroduction of in-person training,
upholding our commitment to providing a work environment where employees are treated with
respect and feel safe and healthy.
Development Opportunities
In 2022, we emphasized the importance of Leadership Behaviours throughout the entire
organization as we believe that all our people play important roles in delivering on our purpose.
As such, all employees received training in six categories: Building Resilience, Giving and
Receiving Feedback, Communicating Through Uncertainty, Leading with Empathy, Building Trust,
and Developing Others Through Coaching. Management and people leaders participated in an
in-depth workshop series in the same categories. We received feedback from these sessions that
our people leaders could benefit from coaching development, so we collaborated with ViRTUS
to offer half-day coaching sessions for employees in these roles. We also offered Collective
Bargaining Agreement and People Experience sessions for managers to learn more about our
organizational health and align on organizational strategy. In addition to understanding our
organization and teams, we provided all employees with access to “The Working Mind” training,
an evidence-based program designed to promote mental health and reduce the stigma around
mental illness in the workplace.
Employee Feedback
In January 2022, the Airport Authority launched its first Organizational Health Index survey,
which we internally branded as the People Experience Survey. All 456 employees were
invited to participate; 379 provided responses (83%) and 308 provided comments, opinions,
and recommendations (81%). All employee comments were confidentially shared through
the organization. Results were communicated and cascaded from executives to directors to
managers and all employees. All groups were also invited to live sessions to provide feedback
on actions we need to take to address our highest priorities. Feedback was compiled and all
people leaders attended multiple in-person sessions in 2022 to learn and practice the determined
actions. The next People Experience Survey is scheduled for March 2023 and will assess our
continued progress.
YVR | 2022 Annual Report: Accountability Data 39
Employee Health and Safety
The Airport Authority is federally regulated under the Canada Labour Code
Part II Act and associated Canada Occupational Health and Safety Regulations.
We proactively manage health and safety through management systems
and programs that are aligned to the business needs. We are verified by the
Certificate of Recognition audit program which is based on the “plan, do,
check, act” continuous improvement model. Given the number of contractors
on Sea Island, we also have a comprehensive Contractor Safety Management
Programinplace.
Empoyee Health and Safety
Certificate of Recognition
In 2022, we successfully passed an external recertification audit
through WorkSafe BC’s Certification of Recognition Program,
with scores of 96% (2021 – 95%; 2020 – 93%; 2019– 92%) for the
occupational health and safety management systemaudit.
Contractor Safety Management Program
In 2022, this program oversaw 350,837 (2021 – 327,237; 2020 –
1,201,708; 2019 – 1,993,849) person hours of capital contracted
work with a total recordable injury frequency rate of 2.28 (2021 –
4.28; 2020 – 2.83; 2019 – 3.11).
We measure our internal health and safety performance by tracking all at-work injuries
that result in an employee missing work or medical attention beyond first aid. Whenever we
have asignificant workplace incident, near-miss or employee lost-time injury, we conduct an
incidentinvestigation to identify root causes and develop recommendations to prevent the
incident from happening again. The Airport Authority aspires to keep the Lost Time Injury
Frequency Rate as low as possible, our target of 0.49 represents a decreasing trend from our
historical average. Our2022 Lost Time Injury Frequency Rate was 1.26 (2021 – 1.0; 2020 – 0.97;
2019 – 1.20). The types of injuries experienced in 2022 include slip and falls, tripping, and an
equipment-related injury.
YVR | 2022 Annual Report: Accountability Data 40
Types of Injury and Rates of Injury, Occupational Diseases, Lost Days, and Absenteeism, and Number of
Work-Related Fatalities (GRI 403-9)
1
2022 2021 2020 2019
Total Number of Fatalities 0 0 0 0
Fatality Frequency Rate 0 0 0 0
Total Number of High-Consequence Injuries 0 1 N/A N/A
High-Consequence Injury Frequency Rate 0 0.25 N/A N/A
Lost-Time Injury Frequency Rate
2
1.26
0.50 0.97 1.20
Total Number of Lost-Time Days 21 36 33 24
Total Number of Recordable Injuries 8 9 N/A N/A
Recordable Injury Frequency Rate 1.67 2.25 N/A N/A
Absenteeism Percentage 4.09% 5.86% 3.20% 3.75%
Total Work Hours 955,480 801,221 N/A N/A
1 We do not disclose the health and safety information of our contractors and suppliers due to confidentiality constraints and specific
details around work related hazards related to high-consequence injuries.
2 Rates to be expressed as incidents per 100 employees with maximum straight-time hours as per OSHA standards. Calculated based on
200,000 hours worked.
YVR | 2022 Annual Report: Accountability Data 41
Diversity and Equal Opportunity
Workforce
We are committed to creating a workforce and work environment where all
employees are treated with dignity and respect. We comply with the Employment
Equity Act and Canadian Human Rights Act, and take measures to ensure fair
employment practices and treatment across the organization. We identify
occupational gaps in the workforce and set hiring targets for four designated
groups: women, Indigenous Peoples, persons with disabilities, and members of
visible minorities.
We strive to create a workplace that reflects the rich diversity of the community
we serve. We value the contributions of all employees and are committed to
employment equity, inclusion, diversity, and belonging. The following table is a
summary of our representation levels compared to labour market availability as
of December 31, 2021:
Airport Authority Demographics vs Labour Market Demographics (GRI 405-1)
1
(2021 )
2
Designated Group Airport Authority Labour Market
3
Percentage above
Labour Market
Women 40.0% 37.0%
+3.0%
Indigenous Peoples 1.6% 3.1%
-1.5%
Persons with Disabilities 2.0% 8.0%
-6.0%
Visible Minorities 34.4% 25.6%
+8.8%
1 This information was prepared in accordance with the Employment Equity Act guidelines. In order to remain consistent, age group is
not included.
2 2022 data was unavailable at the time of reporting. The data in this table reflects our 2021 demographics.
3 Includes combined Metro Vancouver, provincial and national employment data as provided by Employment and Social Development
Canada.
YVR | 2022 Annual Report: Accountability Data 42
Airport Authority Demographics vs Labour Market Demographics (GRI 405-1)
1
(2020)
Designated Group Airport Authority Labour Market
2
Percentage above
Labour Market
Women 39.6% 32.9% +6.7%
Indigenous Peoples 1.2% 3.2% -2.0%
Persons with Disabilities 1.9% 8.0% -6.1%
Visible Minorities 34.2% 25.1% +9.1%
1 This information was prepared in accordance with the Employment Equity Act guidelines. In order to remain consistent, age group is
not included.
2 Includes combined Metro Vancouver, provincial and national employment data as provided by Employment and Social Development
Canada.
Incidents of Discrimination and Corrective Actions Taken (GRI 406-1):
We had no reported incidents of discrimination in 2022 (2021 – 0; 2020 – 0; 2019 – 0).
Local Communities
Engagement
Connecting with our community is a core part of who we are, and public
participation is fundamental to our ability to engage and interact, collect feedback,
and communicate openly. We provide open, honest, and timely information to
stakeholders, including around areas of local community engagement, impact
assessments, and our construction programs (GRI 413-1). We also engage the
public and key stakeholders on the potential environmental and health impacts
of airport operations. Both the Environmental Advisory Committee and the
Aeronautical Noise Management Committee enable local communities to give
direct feedback. During 2022, we responded to 63 (2021 – 319; 2020 – 387; 2019–
254) inquiries through our community relations phone line and email. The reduction
in community relations inquiries may be attributed to the temporary suspension
of accepting community grant applications, easing of COVID-19 travel restrictions
and regulations as well as the completion of public engagement for development
projects on Sea Island. Our media relations team responded to 484 media inquiries
in 2022. We also hosted media availabilities and press conferences throughout the
year to engage with media about initiatives at the airport and the travel process
during peak times (i.e. long weekends and holidays).
YVR | 2022 Annual Report: Accountability Data 43
Indigenous Relationships
YVR and Musqueam share a unique connection: YVR is located in Musqueam territory and
Musqueam are located in YVR’s operating area. Our 30-year Musqueam Indian Band – YVR
Airport Sustainability and Friendship Agreement serves as a roadmap to create thriving,
respectful, and resilient relationships.
Our 2022-2024 Strategic Plan incorporates a reconciliation lens among its focus on operational
and financial sustainability and climate priorities. To this end, we actively advance programs and
policies that:
1. Maintain commitments to the Musqueam Indian Band – YVR Airport Sustainability and
Friendship Agreement, and
2. Pursue a broader (global) Indigenous strategy designed to include Indigenous Peoples in
programs and opportunities at YVR, while also facilitating connections between Indigenous
trade and Indigenous tourism partners.
In doing so, our Indigenous Relations team aims to have Indigenous programming and
policies that can be measured in hard and soft values, in a way that demonstrates the role
of reconciliation as a benefit to both Indigenous People and the organization through social,
environmental, and economic initiatives.
Our Indigenous Relations leadership in this space thus far is helping to drive change and
inclusive growth in Musqueam and beyond. Our commitments have led to economic benefits not
only in our operating community of Musqueam but also regionally and nationally via partnerships
with Indigenous Tourism BC and Indigenous Tourism Canada. As a result of our work with
Musqueam and our partners, there has been an increase in Indigenous hiring, economic
partnerships and joint ventures, and an increase in Indigenous procurement considerations in
the organization’s supply chain. These initiatives not only answer Truth and Reconciliation Call
to Action #92 but also provide opportunities for the Airport Authority to engage internally and
externally on best practices and reputational considerations. We believe we are paving the way
for others to follow by not only demonstrating the value added to Indigenous businesses and
community members but by considering and fostering long term sustainable relationships.
YVR | 2022 Annual Report: Accountability Data 44
2022 Musqueam Indian Band – YVR Airport Sustainability and Friendship Agreement Highlights:
• $2,459,540 of shared revenue in 2022
• Seven scholarships awarded
• Re-established the Maintenance apprenticeship program for two Musqueam members and
developed a pre-apprentice program for two additional Musqueam members
• Eight Musqueam members are employees of the Airport Authority
• 31 Musqueam members work collectively at our partners including ABCoast, DeltaTec,
Concord Parking, Securiguard, and the Musqueam Arts Store
• YVR raised a welcome figure carved by ?əýx
w
atələq (Musqueam artist Brent Sparrow) to
greet travelers and visitors to the airport and Musqueam territory with a traditional
Musqueam welcome
Community Investment
In 2022, we supported 18 partners (2021 – 27; 2020 – 24) via donations totaling $770,000.
In-kind value donations totaled $1,141,700 (2021 – $49,750; 2020 – $571,662; 2019 – $1,200,000)
to support a diverse range of organizations and causes (GRI 203-1). Our five main partnerships
are with the YVR Art Foundation ($100,000), Pacific Family Autism Network ($100,000), Take
aHike Foundation ($60,000), Canucks Autism Network ($50,000), and the Quest Outreach
Society($50,000).
YVR | 2022 Annual Report: Accountability Data 45
Our Environment
Reducing Air and Carbon Emissions
At YVR, we are focused on reducing emissions from our operations.The Airport Authority
became a carbon neutral airport in2020. We have maintained our carbon neutral status by
continuingto reduce our emissions and purchase carbon offsets forour direct, indirect, and
corporate travel emissions from the GreatBear Forest Carbon Project, located in BC. We are also
accredited under the Transition (4+) category in the Airport CarbonAccreditation program. This
accreditation recognizes YVR’s role in setting a course for its own carbon reduction while actively
working with aviation partners to drive broader emissions reductions.
In 2021, we announced our Roadmap to Net Zero Carbon which, in conjunction with our 2020–
2024 Environmental Management Plan, outlines our commitment to achieve net zero carbon
from direct emissions for airport operations by 2030. Our pathway to decarbonization is guided
by reducing carbon emissions and improving energy efficiency. In 2022, we invested in a major
terminal lighting retrofit project, improved the efficiency of our heating, ventilation and cooling
and domestic hot water systems through equipment upgrades, and expanded the number of
electric vehicles in our fleet. We manage and report on our emissions and energy consumption
for Airport Authority-owned buildings and operations and work to support all partners through
our supply chain to reduce carbon across the airport community. Scope 1 emissions represent
direct emissions, including fleet vehicles, space heating and cooling, emergency power
generators, and refrigerant releases. Scope 2 emissions represent the indirect emissions
from purchased electricity. These operational boundaries are defined by the Greenhouse Gas
Protocoldeveloped by the World Business Council for Sustainable Development and World
Resources Institute.
YVR | 2022 Annual Report: Accountability Data 46
Direct and Indirect GHG Emissions (tonnes of CO
2
e) (GRI 305-1, 305-2)
1
2022
2021 2020 2019 2018 2012
2
Direct Scope 1
3
10,164 9,593 8,234 8,518 7,714 7,949
Indirect Scope 2
4
1,161 872
3
3,516 3,180 2,714 3,880
Total 11,325 10,465 11,750 11,698 10,428 11,829
Biogenic CO
2
Emissions in 2022: 112 t CO
2
e
1 Emissions are calculated using a methodology consistent with the Government of BC’s framework for reporting emissions (2021 BC Best
Practices Methodology for Quantifying GHG Emissions, May 2022). Global warming potential values are from the Intergovernmental Panel
on Climate Change’s Sixth Annual Report (AR6), which was released in August 2021. Gases included in the calculation are CO
2
, CH
4
and
N
2
O. The consolidation approach is based on operational control.
2 2012 is referenced as a baseline year for reporting, as we undertook a detailed inventory assessment with an external expert.
3 In accordance with the methodology stated in the Government of BC’s framework for reporting emissions (2021 BC Best Practices
Methodology for Quantifying GHG Emissions, May 2022), the CO
2
emissions from the biofuel must be reported separately. As such,
CO
2
emissions from biofuels are as follows: 2022 – 112 tonnes; 2021 – 76 tonnes; 2020 – 59 tonnes; 2019 – 98 tonnes; 2018 – 94 tonnes;
2012 – 76 tonnes.
4 In 2022, the Government of BC changed the methodology for calculating the electricity emissions factor starting in 2021. These changes
included a shift from measuring gross imports to net imports, and a shift from using a three-year rolling average to a four-year average.
This methodology was maintained for the 2022 reporting year. With these changes, the electricity emission factor was 9.7 tonnes CO
2
e/
GWh in 2021 and 11.5 tonnes CO
2
e/GWh in 2022, compared to 40.1 tonnes CO
2
e/GWh in 2020.
Our emissions footprint increased by 9% in 2022 over 2021 and our emissions intensity totaled
0.602 tonnes/1,000 passengers (2021 – 1.49 tonnes/1,000 passengers; 2020 – 1.62tonnes/
1,000passengers; 2019 – 0.45 tonnes/1,000 passengers) from combined Scope 1 and Scope 2
emissions (GRI 305-4). In 2022 we consumed more diesel and electricity compared against 2021
due to cold weather and snow events in both January and December 2022. For example, we had
a record-breaking use of diesel fuel for snow removal and deicing vehicles in December. We also
used more fuel for emergency power generation in 2022.
Energy Consumption within the Organization, in GJ (GRI 302-1)
5
Total Non-Renewable Energy
2022
2021 2020 2019
Fleet Pure Gasoline 4,578 4,457 4,512 5,254
Fleet Pure Diesel 18,401 10,407 8,897 14,288
Emergency Power Generator Pure Diesel 5,100 2,946 2,303 GJ 1,451
Total Non-Renewable 28,078 17,810 15,712 20,993
5 Conversion factors are referenced in the Government of BC’s framework for reporting emissions (2021 BC Best Practices Methodology
for Quantifying GHG Emissions, May 2022) and provided by the Ministry of Environment and Climate Change Strategy.
YVR | 2022 Annual Report: Accountability Data 47
Total Renewable Energy
2022
2021 2020 2019
Fleet Pure Ethanol 337 326 330 384
Fleet Pure Biodiesel 892 509 435 698
Emergency Power Generator Pure Biodiesel 238 139 113 71
Wind 20 22 23 18
Solar Thermal 110 8,605 8,668 8,759
Solar Photovoltaic 28 27 28 29
Geoexchange 4,275 4,146 5,530 6,403
Total Renewable 5,900 13,774 15,127 16,362
Total Electricity, Heating and
Cooling Consumption
1
2022 2021 2020 2019
Purchased Electricity Hydro 363,240 323,718 315,618 382,822
Heating and Cooling Natural Gas 148,979 150,134 140,798 126,149
Heating and Cooling Pure Diesel 3,419 3,084 0 5,848
Heating and Cooling Pure Biodiesel 160 151 0 286
Total 515,797 477,086 456,416 515,105
Electricity, heating and cooling 515,797 477,086 456,416 515,105
Non-renewable energy 28,078 17,810 15,712
20,993
Renewable 5,900 13,774 15,127 16,362
Overall total energy consumed 549,775 508,670 487,255
552,460
1 Electricity, heating, cooling, and steam sold is not applicable. Steam consumption is not applicable.
YVR | 2022 Annual Report: Accountability Data 48
Scope 3 Emissions
We recognize that the bulk of emissions associated with the operation of the airport are related
to aircraft movements and airside activity, passenger and commercial traffic on the island, and
non-Airport Authority buildings. These are considered Scope 3 emissions and although they are
beyond the immediate scope of our net zero commitment and outside our direct control, we are
working hard with our partners to enable the reduction of all emissions. Our Scope 3 emissions
for 2022 are estimated to be 276,092 tonnes CO
2
e (2021 – 179,448 tonnes; 2020 – 172,843 tonnes;
2019 – 344,319 tonnes). These emissions have grown over the past three years, as aircraft traffic
has increased as travel restrictions due to COVID-19 have lifted.
Air Quality
The Airport Authority is committed to reducing air pollution and tracks its air quality through
continuous ambient air quality monitoring. In 2022, we continued to participate voluntarily in the
Lower Fraser Valley Air Quality Monitoring Network. As part of this network, Metro Vancouver
operates an air quality monitoring station located at YVR near the South Runway. Metro
Vancouver analyzes this data each year to demonstrate trends and performance against annual,
hourly, and 24-hour objectives. Data is released in May of each year and is presented in the
following table, compared with Metro Vancouver’s current ambient air quality objectives. We also
report data to the National Pollutant Release Inventory (NPRI) on an annual basis.
Air Pollutants Monitored on Sea Island, 2021
1
(GRI A05)
Annual Averages 2021 2020 2019 2018
Metro
Vancouver
Objectives
Nitrogen Dioxide (NO
2
) (ppb) 11 11 14 14 17
2
Carbon Monoxide (CO) (ppb)
197 210 239 253
No annual
average
Sulphur Dioxide (SO
2
) (ppb) 0.2 0.2 0.4 0.5 5
Fine Particulate Matter (PM
2.5
) (μg/m
3
) 4.6 6.1 5.2 7.0 8
Fine Particulate Matter (PM
10
) (μg/m
3
) 10.0 12.0 11.7 12.9 20
Ozone (O
3
) (ppb)
19.6 18 16 17
No annual
average
1 Omissions, confidentiality constraints, information not available: this report represents 2021 data and is the most current reporting period
provided by Metro Vancouver.
2 1ppb = 0.001ppm. The air quality data is compliant with relevant ambient air quality objectives set by Metro Vancouver; carbon monoxide
and ozone do not have Metro Vancouver annual average objectives.
YVR | 2022 Annual Report: Accountability Data 49
Water Use
We work with our business partners, airlines, and communities to minimize
potable water consumption from airport sources. Our approach is highlighted in
our 2020–2024 Environmental Management Plan which is available to download
from this web page.
2020–2024 Environmental Management Plan Target 2022 Result
Improve Sea Island potable water efficiency by 50% from 2012
baseline level of 69 L/PAX by 2024.
Potable water use per passenger increased by 31% from 2012
levels (48L/PAX).
We track all water consumed on Sea Island, including that of our business partners, and we are
working to reduce the use of potable water and measure consumption of water from all airport-
related sources. Most of the water used at the airport is sensitive to our passenger volumes–
washroom fixtures and food operators – and reduced passengers resulted in considerably
lower water use throughout 2020 and 2021. Total volume consumed is much closer to pre-
pandemic levels at 905,274 m
3
(2021 – 689,803 m
3
; 2020 – 583,737 m
3
; 2019 – 1,101,350 m
3
)
(GRI 303-3). We also measure efficiency of water used from Sea Island water sources against
total passengers. While we consumed more potable water in 2022, the significant increase in
passenger volumes improved our water efficiency to 48 L/passenger (2021 – 97 L/passenger;
2020 – 80 L/passenger; 2019 – 42 L/passenger).
Water Withdrawal from All Areas (megalitres) (GRI 303-3)
Water Sources
2022
2021 2020 2019
Surface Water 0.620
1
0.620 0.620 0.620
Groundwater 0 0 0 0
Seawater 0 0 0 0
Produced Water 0 0 0 0
Third-Party Water 905.274
2
689.803 583.737 1,101.350
Total 905.894 690.423 584.357 1,101.970
1 Total volume of surface water is an estimate of rainwater harvested from the Airside Operations Building.
2 Total water withdrawal comes from the City of Richmond, where water is supplied from three watersheds within the Metro Vancouver
Regional District: Capilano, Seymour, and Coquitlam watersheds. These watersheds are not areas with water stress according to
the Aqueduct Water Risk Atlas (water risk is considered low), and thus use 0 megalitres of water in areas of water stress. All water
withdrawn is classified as freshwater.
YVR | 2022 Annual Report: Accountability Data 50
Airport Authority Potable Water Consumption
The Airport Authority tracks water usage in the Main and South Terminal Buildings as well as the
Airport Authority occupied Airside Operations Building and Aylmer Road Complex. Collectively,
these buildings consumed 201,038 m
3
(2021- 151,521 m
3
; 2020 – 115,230 m
3
; 2019 – 366,290 m
3
)
from municipal sources and 620 m
3
from rainwater (GRI 303-3), representing 22% of total water
used on Sea Island.
Ecosystem Health
To mitigate our operational impact on Sea Island and beyond, we structure our efforts under
YVR’s 2020–2024 Environmental Management Plan which is available to download from this web
page, which sets a clear strategic priority – to improve ecosystem health – with specific goals
and targets.
2020–2024 Environmental Management Plan Target 2022 Result
Maintain Salmon-Safe Certification Salmon-Safe Certified
We lease 13.4 km² of land on Sea Island from Transport Canada and are responsible for
balancing the need for safe airport operations with wildlife management and environmental
protection. Surrounding Sea Island, the Fraser River estuary supports one of the largest salmon
runs on the west coast and is an important location for migratory birds. Our operations are in an
ecologically rich area and are surrounded by several protected areas, including Sturgeon Bank,
Sea Island Conservation Area, Swishwash Island, Iona Beach Regional Park, and McDonald Beach
Park (GRI 304-1).
In 2022, we successfully renewed our Salmon-Safe Certification for a second five-year period.
This re-certification marks the first time Indigenous ways of knowing have been included in
the assessment, by including an Indigenous Assessor as part of the team. Serving as a future
model, Indigenous Assessors provide historic knowledge and insights around environmental
stewardship that bring a reconciliation lens to the process that both enhances and deepens the
learning opportunity. For YVR, this is another opportunity to work with Musqueam to achieve
a sustainable and mutually beneficial future for the region by way of its Sustainability and
Friendship Agreement with Musqueam. Throughout the re-certification process, we enjoyed the
privilege of being able to learn from the knowledge and experiences of Indigenous people of
British Columbia and develop a deeper understanding of the cultural significance of salmon.
YVR | 2022 Annual Report: Accountability Data 51
With a focus on regulatory oversight and ecosystem health, we conduct environmental reviews
of all proposed construction and development projects at YVR. These reviews are conducted
to identify potential impacts, such as loss of sensitive habitats, and also include an analysis of
potential social impacts.
In 2022, we conducted environmental reviews on 159 (2021 – 90; 2020 – 90; 2019 – 89) proposed
projects as required under Section 82 of the Impact Assessment Act. We found that none of the
projects were expected to result in significant adverse environmental effects. In 2022, 154 out of
the 159 projects (2021 – 85/90; 2020 – 89/90; 2019 – all) reviewed under the Impact Assessment
Act met the criteria to be excluded by Ministerial Order issued under Section 88, and therefore
were not posted to the Canadian Impact Assessment Registry. The following projects were
posted to the Registry for public comment opportunities:
• Cargo Carrier Rd
• Hangar Door and Drainage Upgrades at 4400 Stark Street
• Cargo Warehouse
• Sea Island Conservation Area Dike Upgrade
• Million Air Apron Soil Remediation – Vancouver International Airport
We regularly monitor construction projects to ensure mitigation efforts are implemented and
remain effective. In 2022, we conducted more than 80 (2021 – more than 80; 2020 – more than
100) site visits to major construction projects. All known environmental issues were addressed
promptly and none of the projects were found to have caused significant adverse environmental
or social effects.
YVR | 2022 Annual Report: Accountability Data 52
Effluent and Waste
Waste management is a key deliverable in YVR’s 2020–2024 Environmental Management Plan
which is available to download from this web page, which includes plans and programs to
address several types of waste: hazardous waste, non-hazardous waste and water discharge.
In 2022, we resumed our tenant engagement program, Waste Wars, that had been put on hold
in 2020 and 2021 dueto the COVID-19 pandemic. Front line staff of our Main Terminalfood and
beverage tenants competed in sorting and divertingwaste and the tenants were awarded prizes
in order toencourage sound waste management practices.
2020–2024 Environmental Management Plan Target
1
2022 Result
60% waste diverted from landfill by 2024 50% waste diverted from landfill
Total Terminal Waste Diversion
1
2022 2021 2020 2019
Total Waste (kg) 3,326,719 1,494,178 1,735,140 4,844,908
Diversion Rate 50% 48% 52% 54%
1 Assurance provided against internally developed criteria in the 2020–2024 Environmental Management Plan. Criteria includes waste
from our terminal including containers, paper, compost and other waste, liquid diversion, gloves, chopsticks, broom cores, kitchen grease
andpallets.
Waste produced in 2022 increased due to passenger volumes rebounding with the continued
changes in COVID-19 travel restrictions. The total amount of waste produced increased by 123%
from 2021 resulting in an increase of garbage sent to the landfill.
YVR | 2022 Annual Report: Accountability Data 53
Aircraft and Pavement De-icing/Anti-icing Fluid Used and Treated by Volume (GRI A06)
2022 2021 2020 2019
Type I 2,445 m
3
1,085 m
3
1,144 m
3
1,441 m
3
Type IV 294 m
3
149 m
3
258 m
3
245 m
3
Pavement de-icing 559 tonnes 496 tonnes
1
Discharged and Captured for Treatment 4,987 m
3 2
1,120 m
3 2
6,097 m
3
3,805 m
3
1 Starting in 2021, data for de-icing and anti-icing fluid applied to operational surfaces is disclosed; no comparative information is available
for 2020 and 2019.
2 Captured volumes include both deicing fluid and precipitation.
Waste Generated (GRI 306-3):
Total Hazardous and Non-Hazardous Waste, in Metric Tons (t)
2022 2021 2020 2019
Waste Generated 14,213 12,694 3,575 86,399
Waste Diverted from Disposal 12,012 11,735 2075 81,912
Waste Directed to Disposal 2,201 959 1,500 4,487
YVR | 2022 Annual Report: Accountability Data 54
Total Weight of Hazardous and Non-Hazardous Waste, in Metric Tons (t)
Hazardous Waste Waste Generated
Waste Diverted
from Disposal
Waste Directed
to Disposal
Batteries, Auto Parts,
Electronic Waste,
Light Bulbs, Waste Oil
38 38 0
Biomedical, International
Custom Hall
33 0 33
Other Waste,
(e.g. Oil Filters)
7 6 1
Asbestos Containing Material 4 0 4
Total Hazardous Waste 82 44 38
Non-Hazardous Waste Waste Generated
Waste Diverted
from Disposal
Waste Directed
to Disposal
Containers, Paper, Liquid
Diversion, Gloves
1,333 1,333 0
Chopsticks, Broom Cores 1 1 0
Compostable Material
and Moisture Diverted by
Composter
1
320 320 0
Other Waste
1
1,673 0 1,673
Construction Waste 10,803 10,314 489
Total Non-Hazardous Waste 14,131 11,968 2,163
1 The on-site composter was not in use in 2022 due to operational constraints.
YVR | 2022 Annual Report: Accountability Data 55
Waste Diverted from Disposal (GRI 306-4):
Total Hazardous and Non-Hazardous Waste Diverted from Disposal, in Metric Tons (t)
Offsite 2022 2021 2020 2019
Preparation for reuse 8 3 2 5
Recycling 11,988 11,732 2,073 81,907
Other Recovery Options 17 0 0 0
No onsite waste diverted from disposal
Total Weight of Hazardous and Non-Hazardous Waste, in Metric Tons (t)
Hazardous Waste Offsite
Preparation for Reuse Recycling Other Recovery Options
Batteries, Auto Parts,
Electronic Waste,
Light Bulbs, Waste Oil
5 33 0
Other Waste,
(e.g. Oil Filters)
3 3 0
Total Hazardous Waste
Diverted from Disposal
8 37 0
Non-Hazardous Waste Offsite
Preparation for Reuse Recycling Other Recovery Options
Containers, Paper,
Liquid Diversion, Gloves
0 1,316 17
Chopsticks, Broom Cores 0 0 0
Compostable Material
and Moisture Diverted
by Composter
0 320 0
Construction Waste 0 10,314 0
Total Non-Hazardous Waste
Diverted from Disposal
0 11,951 17
No waste diverted from disposal for Biomedical, International Custom Hall, Asbestos Containing Material and other non-hazardous waste;
totals are all zero. No onsite waste diverted from disposal. The on-site composter was not in use in 2022 due to a variety of issues related to
COVID-19 recovery.
YVR | 2022 Annual Report: Accountability Data 56
Waste Directed to Disposal (GRI 306-5):
Total Hazardous and Non-Hazardous Waste Directed to Disposal, in Metric Tons (t)
Offsite 2022 2021 2020 2019
Incineration
1
33 12 23 72
Landfilling 2,167 946 1,476 4,414
Other 0 0 0 0
1 Incineration is with energy recovery, there is no incineration without energy recovery
No onsite waste directed to disposal by disposal operation
Total Weight of Hazardous and Non-Hazardous Waste, in Metric Tons (t)
Hazardous Waste Offsite
Incineration
1
Landfilling Other
Biomedical, International
Custom Hall
33 0.1 0
Other Waste,
(e.g. Oil Filters)
0.1 0.3 0
Asbestos Containing Material 0 4 0
Total Hazardous Waste
Directed to Disposal
33 5 0
Non-Hazardous Waste Offsite
Incineration
2
Landfilling Other
Other Waste 0 1673 0
Construction Waste 0 489 0
Total Non-Hazardous Waste
Directed to Disposal
0 2,163 0
2 Incineration is with energy recovery, there is no incineration without energy recovery
No Batteries, Auto Parts, Electronic Waste, Light Bulbs, Waste Oil, Compostable Material and Moisture Diverted by Composter, Containers,
Paper, Liquid Diversion, Gloves, Chopsticks, Broom Cores waste directed to disposal by disposal operation
No onsite waste directed to disposal by disposal operation
YVR | 2022 Annual Report: Accountability Data 57
Aeronautical Noise
We manage aircraft noise to balance the need for safe, convenient 24-hour
travelwith enjoyable urban living. Information on our approach is highlighted on
our website as well as in our 2019–2023 Noise Management Plan (available to
download from this web page) and Annual Noise Report (available to download
from this web page).
Community Survey Questionnaire:
86% (2021 – 92%; 2020 – 88%; 2019 – 85%) of respondents reported not being annoyed by
aircraftnoise.
Concerns per 10,000 Aircraft Movements
1
2022
2021 2020 2019
Concerns per 10,000 aircraft movements 95 144 178 77
1 Aircraft movement data is collected from Tower log files provided by NAV CANADA. These files contain information related to runway
and non-runway (which includes float planes and helicopters) movements at the airport. Noise concerns are collected and tracked in a
database connected to our Aircraft Noise and Operations Monitoring System.
YVR | 2022 Annual Report: Accountability Data 58
Global Reporting Initiative Content Index
The following index provides detailed information on the Airport Authority, for the reporting
period covering January 1 – December 31, 2022, with the exception of our Ambient Air Quality
(GRI A05) and Employment Equity (GRI 405-1) data as noted below.
GRI DISCLOSURE PAGE OR REFERENCE
GENERAL DISCLOSURES AND GOVERNANCE (OUR LEADERSHIP)
THE ORGANIZATION AND ITS REPORTING PRACTICES
2-1 Organizational details a. Name of the organization: Vancouver Airport Authority,
b. Ownership and legal form: Our Leadership, p. 17
c. Location of its headquarters: Sea Island, Richmond, BC, Canada
d. Countries of operations: Vancouver Airport Authority operates in
Richmond, BC, Canada
2-2 Entities included in the organization’s
sustainability reporting
a. Entities listed in its sustainability reporting: Vancouver Airport
Authority. With the exception of the audited Consolidated Financial
Statements (which is available to download from this web page), we
do not report on the financial, environmental, and social impacts of
our subsidiaries in this report.
b. Audited consolidated financial statements: The audited
Consolidated Financial Statements document is available to
download from this web page.
c. With the exception of the Consolidated Financial Statements (which
is available to download from this web page), we do not report on
the financial, environmental, and social impacts of our subsidiaries in
this report.
2-3 Reporting period, frequency and contact point a. Reporting period and frequency of the Annual and Sustainability
Report: January 1, 2022 – December 31, 2022, Annual.
b. Reporting period for the consolidated financial statements:
January 1, 2022 – December 31
c. Publication date of the Annual and Sustainability Report:
April 24, 2023
d. Contact point: Questions can be directed to sustainability@yvr.ca
2-4 Restatement of information a. GRI 305-1, GRI 305-2, Reducing Air and Carbon Emissions, p. 46
b. GRI 401-1, Employees, p. 36–37
2-5 External Assurance a. See Financial Audit Committee Terms of References
b. For the 2022 reporting period, we received external assurance
over a selection of ESG indicators. A link to the Independent
practitioner’s assurance report can be found in this report, p.67.
Our audited Consolidated Financial Statements document is
available to download on this web page.
YVR | 2022 Annual Report: Accountability Data 59
GRI DISCLOSURE PAGE OR REFERENCE
ACTIVITIES AND WORKERS
2-6 Activities, value chain and other business
relationships
a. Who we are: Our Leadership, p. 17
b. i. Activities, products, services, and markets served:
Our Business, p. 5
ii. Supply chain: Direct Economic Impact, p. 26
iii. Stakeholders: Our Stakeholders, p. 29
c. Business partners: 2022 Annual Report which is available for
download on this web page
Significant changes: Direct Economic Impact, p. 24
2-7 Employees Total Number of Employees: Our People and Community, p. 33
2-8 Workers who are not employees An estimated 200 contractors were engaged to perform work or
services at Sea Island. The contractor estimate was based on a
compiled list of vendors and does not include vendors engaged
by subsidiary entities, subcontracted entities, suppliers of goods,
equipment and materials, or entities licensed to conduct business
at YVR. A detailed list of the Airport Authority’s 2022 Single-Source
contracts is available for download from this web page.
As of December 31, 2022, a total of 298 volunteers joined our green
coat volunteer program.
GOVERNANCE
2-9 Governance structure and composition Board structure and composition and related disclosures can be found
at About the Board. Further details around Board composition and
diversity can be found in this report, Our Leadership, p. 19
2-10
Nomination and selection of the highest
governance body
Details around the Board nomination and selection process can be
found in this report, Our Leadership, p. 20.
2-11 Chair of the highest governance body Annalisa King is Chair of the Board of Directors; Board of Directors
2-12 Role of the highest governance body in
overseeing the management of impacts
Details around the Board’s responsibility for the Airport Authority’s
strategic direction and alignment to its values is outlined in the
Board and Board committee (Board of Directors – Terms of Reference
(Jan.2023, V2) is available for download from this web page). Our
economic, environmental, and social impacts are monitored as part
of our enterprise risk management system, managed by the risk
owners and are disclosed in this report. The Board is responsible
for monitoring the Airport Authority’s Enterprise Risk Management
System (“ERM”) and ensure that the sustainability performance of the
Airport Authority is adequately and fairly reported to thepublic.
YVR | 2022 Annual Report: Accountability Data 60
GRI DISCLOSURE PAGE OR REFERENCE
2-13 Delegation of responsibility for
managing impacts
Our economic, environmental, and social impacts are monitored as
part of our enterprise risk management system, managed by the risk
owners and are disclosed in this report. The Board has oversight
over the Authority’s Enterprise Risk Management System (ERM)
and ensures that the sustainability performance of the Authority is
adequately and fairly reported to the public. The Board of Directors–
Terms of Reference (Jan. 2023, V2) is available for download from
thisweb page.
2-14 Role of the highest governance body in
sustainability reporting
The Board of Directors ensure that the sustainability performance of
the Airport Authority is adequately and fairly reported to the public.
The Board of Directors – Terms of Reference (Jan. 2023, V2) is
available for download from this web page.
2-15
Conflicts of interest The Director Conflict of Interest Policy (Jan. 2023, V2) is available for
download from this web page. The total number of conflicts of interest
can be found in this report, Our Leadership, p. 21.
2-16 Communication of critical concerns The Airport Authority has a formal Whistleblower Policy. In addition
to internal channels for reporting, the Whistleblower Policy includes
an option to report via a third-party confidence phone line or website.
The total number of critical concerns can be found in this report, Our
Leadership, p. 17.
2-17 Collective knowledge of the highest
governance body
Measures taken to advance the collective knowledge, skills, and
experience of the Board of Directors can be found in the Board’s
Governance Rules and Practices Manual. Guidelines for Corporate
Governance
2-18 Evaluation of the performance of the highest
governance body
The annual process to review Board, Committee and individual
director effectiveness is set out in the Governance Rules and Practices
Manual. Guidelines for Corporate Governance
2-19
Remuneration policies See our sections on Executive and Board Compensation, p. 21–23. The
Director Compensation Policy (Jan. 2023, V2) is available for download
from this web page.
Statement of Executive Compensation (amended: March 28, 2023) is
available to download from this web page.
2-20 Process to determine remuneration See our sections on Executive and Board Compensation, p. 21–23.
2-21 Annual total compensation ratio See our sections on Executive and Board Compensation, p. 21–23.
YVR | 2022 Annual Report: Accountability Data 61
GRI DISCLOSURE PAGE OR REFERENCE
STRATEGY, POLICIES AND PRACTICES
2-22 Statement on sustainable development strategy 2022 Annual Report
2-23 Policy commitments See our section on Business Ethics, p. 17
2-24 Embedding policy commitments See our section on Business Ethics, p. 17
2-25 Processes to remediate negative impacts See our section on Business Ethics, p. 17
2-26 Mechanisms for seeking advice and raising
concerns
See our section on Business Ethics, p. 17
2-27 Compliance with laws and regulations There were no significant instances of non-compliance with laws and
regulations during the 2022 reporting period
2-28 Membership associations Membership of associations: Airports Council International, Canadian
Airports Council, Greater Vancouver Board of Trade, Business Council
of BC, BC India Business Network, Canadian Chamber of Commerce,
BC Chamber of Commerce, Greater Vancouver Gateway Council,
Pacific Rim Cruise Association, BC Tech Association, Tourism Industry
Association of Canada, Destination Vancouver, Richmond Chamber of
Commerce, Surrey Board of Trade, and Tourism Industry Association
of BC.
Partnerships: The Airport Authority has partnerships with the Greater
Vancouver Board of Trade, Richmond Chamber of Commerce, BC
Chamber of Commerce, Greater Vancouver Gateway Council, Tourism
Industry Association of Canada, Canada’s Aviation Hall of Fame,
BC Women’s Hospital Foundation, BC Aviation Council, Destination
Canada, Destination British Columbia, Destination Vancouver,
Vancouver Hotel Destination Association, Rocky Mountaineer, Tourism
Whistler and Tourism Richmond.
2-29 Approach to stakeholder engagement Our Stakeholders, p. 29
2-30 Collective bargaining agreements A total of 71.5% of employees as of December 31, 2022 are covered by
our Collective Bargaining Agreement.
BUSINESS ETHICS (material topic)
414-1 New suppliers that were screened using
socialcriteria
Direct Economic Impact, p. 26
205-2
Communication and training about anti-
corruption policies and procedures
Business Ethics, p. 18
YVR | 2022 Annual Report: Accountability Data 62
GRI DISCLOSURE PAGE OR REFERENCE
ECONOMIC (OUR BUSINESS)
DIRECT ECONOMIC IMPACT (material topic)
201-1 Direct economic value generated and distributed: Direct Economic Impact, p. 25
AIR SERVICES AND CONNECTIONS (material topic)
A01 Total number of passengers annually, broken
down by passengers on international and
domestic flights, and broken down by origin-and-
destination and transfer passengers, including
transit passengers
Air Services, Passengers, and Cargo, p. 9
CUSTOMER CARE (material topic)
418-1 Substantiated complaints concerning breaches of
customer privacy and losses of customer data
Security and Safety, p. 14
Internally
Developed
Criteria
Customer Service Quality (CSAT) Guest Experience, p. 12
ENVIRONMENT (OUR ENVIRONMENT)
ENERGY (material topic)
302-1
Energy consumption within the organization Reducing Air and Carbon Emissions, p. 46
WATER USE (material topic)
303-3
Water withdrawal Water Use, p. 49
ECOSYSTEM HEALTH (material topic)
304-1 Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of high
biodiversity value outside protected areas
Ecosystem Health, p. 50
AIR EMISSIONS (material topic)
305-1
Direct (Scope 1) GHG emissions (tonnes of CO
2
e) Reducing Air and Carbon Emissions, p. 46
305-2
Energy indirect (Scope 2) GHG emissions (tonnes
of CO
2
e)
Reducing Air and Carbon Emissions, p. 46
305-4 GHG emissions intensity Reducing Air and Carbon Emissions, p. 46
YVR | 2022 Annual Report: Accountability Data 63
GRI DISCLOSURE PAGE OR REFERENCE
A05 Ambient air quality levels according to
pollutantconcentrations in microgram per cubic
meter (μg/m
3
) or parts per million (ppm) by
regulatory regime
Reducing Air and Carbon Emissions, p. 48
EFFLUENT AND WASTE (material topic)
Internally
Developed
Criteria
Waste Generated and Diverted (Terminal
waste only; as measured in the 2020-2024
Environmental Management Plan)
Effluent and Waste, p. 52
A06 Aircraft and pavement de-icing/anti-icing fluid
used and treated by m
3
and/or metric tonnes
Effluent and Waste, p. 53
306-3 Waste generated Effluent and Waste, p. 53
306-4 Waste diverted from disposal Effluent and Waste, p. 55
306-5 Waste directed to disposal Effluent and Waste, p. 56
GROUND TRANSPORTATION (material topic)
Internally
Developed
Criteria
Proportion of surveyed air passengers using
collective transit
Parking and Ground Transportation, p. 15
AERONAUTICAL NOISE (material topic)
Internally
Developed
Criteria
Community Survey Questionnaire Aeronautical Noise, p. 57
Internally
Developed
Criteria
Total Number of Complaints/10,000 aircraft Aeronautical Noise, p. 57
SOCIAL (OUR COMMUNITY)
INDIRECT ECONOMIC IMPACT (material topic)
203-1 Infrastructure investments and services
supported
Local Communities, p. 44
EMPLOYMENT PRACTICES (material topic)
401-1
New employee hires and employee turnover Employees, p. 35
404-2 Programs for upgrading employee skills and
transition assistance programs
Employees, p. 37
YVR | 2022 Annual Report: Accountability Data 64
GRI DISCLOSURE PAGE OR REFERENCE
EMPLOYEE HEALTH AND SAFETY (material topic)
403-9 Work related injuries Employee Health and Safety, p. 40
DIVERSITY AND EQUAL OPPORTUNITY (material topic)
405-1
Diversity of governance bodies and employees Board Diversity, p. 19, Diversity and Equal Opportunity, p. 41
406-1 Incidents of discrimination and corrective
actions taken
Diversity and Equal Opportunity, p. 42
LOCAL COMMUNITIES (material topic)
413-1 Operations with local community engagement,
impact assessments, and development programs
Vancouver Airport Authority operates a single airport and therefore
this equates to 100%. Local Communities, p. 42
SECURITY AND SAFETY (material topic)
A09 Total Annual Number of Wildlife Strikes per
10,000 Aircraft Runway Movements
Security and Safety, p. 14
YVR | 2022 Annual Report: Accountability Data 65
Key Performance Indicators Definitions
A selection of KPI’s marked with an have been assured against our internally developed
criteria described below.
DEFINITIONS
CUSTOMER-DRIVEN BUSINESS PERFORMANCE
Customer/Passenger
Satisfaction
The Customer Satisfaction Survey (CSAT) measures our passengers’ overall satisfaction with the services
and facilities at the airport. The survey is conducted through multi-lingual passenger intercepts using a five-
dimension scale measuring very dissatisfied to very satisfied. The CSAT provides data from departing, arriving
and connecting passengers and includes a broad array of topics including Wi-Fi availability and quality, food
and beverage choices, speed of check-in, cleanliness and overall friendliness of staff. The indicator is measured
by the average score of the Satisfied and Very Satisfied response rates from the survey.
Airline Satisfaction
This indicator measures our performance from our air carrier customers’ point of view. It measures our
responsiveness, alignment with airline business, quality and availability of airport facilities both in-terminal
and airside.
Wi-Fi Satisfaction
This indicator measures passenger satisfaction in the area of Wi-Fi and digitization.
OPERATIONAL PERFORMANCE & EFFICIENCY
Passengers
This indicator provides the total departing and arriving passengers across all sectors.
Cargo This indicator measures cargo volumes in terms of tonnes shipped, reflecting the service we provide to
facilitate the movement of goods for businesses and the broader community.
Departure Punctuality
The proportion of flights that depart from their stand within 15-minutes of their original scheduled
departure time.
Average Wait Time at
Security Screening
This indicator represents the average time it takes 85% of passengers to get through security screening
from the point of lining-up when the first security boarding pass scan occurs to the final clearance
security checkpoint.
Baggage Connections
This indicator represents the proportion of bags that have been successfully delivered to our connecting
customers and partners at YVR and is a measure of the effectiveness of our infrastructure and processes to
support connections through YVR.
FINANCIAL PERFORMANCE & SUSTAINABILITY
Revenue An indicator of our topline financial growth. It consists of aeronautical, non-aeronautical sources and
Aeronautical Improvement Fee (AIF).
EBIDA (Earnings Before
Interest Depreciation
and Amortization)
A measure used to evaluate our operating performance and can be seen as a proxy for cash flow from
our operations.
EROE (Excess of
Revenue Over
Expenses)
Measures the net return generated, which is the equivalent of net income for conventional companies. It
provides the total picture of our annual financial performance including the impacts of interest, depreciation
and amortization.
YVR | 2022 Annual Report: Accountability Data 66
DEFINITIONS
ROIC (Return on
Invested Capital)
Measures how well we allocate our financial capital to projects or investments to generate a return.
PEOPLE, DIVERSITY & WELL-BEING
Employee Engagement/
Well-being
This indicator measures aspects of employee engagement, employee well-being and the ability to deliver
optimized organizational performance. Our Organizational Health Index (“OHI”) is a comprehensive
survey that consists of about 100 proprietary questions assessed against 9 health outcomes including,
direction, accountability, coordination and control, leadership, external orientation, innovation and learning,
capabilities, motivation and work environment. Survey results are assessed by scores and quartiles are
determined relative to other organizations in McKinsey’s global database.
Lost Time Injury
Frequency Rate
This indicator measures total number of employee lost time injuries per 200,000 hours worked during the
calendar year. A lost time injury is defined as a workplace injury resulting in lost workdays after the date
of injury.
CLIMATE CHANGE
Scope 1 and Scope 2
Greenhouse Gas (GHG)
Emissions
This indicator measures our Scope 1 and Scope 2 GHG emissions created by our direct operations. In early
2021 we announced our goal of becoming net-zero by 2030. The implementation of our roadmap over the
next nine years will result in the gradual reduction of our Scope 1 and Scope 2 GHG emissions created by
our direct operations. In 2030, any residual emissions will be directly offset (vs purchasing offsets).
YVR | 2022 Annual Report: Accountability Data 67
Independent Practitioner’s
AssuranceReport
To the Management of Vancouver Airport Authority
Scope
We have been engaged by Vancouver Airport Authority to perform a ‘reasonable assurance
engagement’ and a ‘limited assurance engagement’ as defined by Canadian Standards on
Assurance Engagements, hereafter referred to as the engagement, to report on Vancouver
Airport Authority’s select key performance indicators detailed in the accompanying Schedule
(the “Subject Matter”) for the dates indicated in the accompanying Schedule and contained
in Vancouver Airport Authority’s Accountability Report (the “Report”). The key performance
indicators in scope for ‘reasonable assurance’ are referred to herein as “Subject Matter 1” and
those in scope for ‘limited assurance’ are referred to herein as “Subject Matter 2”.
Other than as described in the preceding paragraph, which sets out the scope of our
engagement, we did not perform assurance procedures on the remaining information included in
the Report, and accordingly, we do not express a conclusion or opinion on this information.
Criteria Applied by Vancouver Airport Authority
In preparing the Subject Matter, Vancouver Airport Authority applied the relevant guidance
contained within the Global Reporting Initiative (“GRI”) and internally developed criteria
(collectively, the “Criteria”) as detailed in the accompanying Schedule and the Report. The
internally developed Criteria was specifically designed for the preparation of the Report. As a
result, the Subject Matter may not be suitable for another purpose.
Vancouver Airport Authority’s Responsibilities
Vancouver Airport Authority’s management is responsible for selecting the Criteria, and for
presenting the Subject Matter in accordance with that Criteria, in all material respects. This
responsibility includes establishing and maintaining internal controls, maintaining adequate
records and making estimates that are relevant to the preparation of the Subject Matter, such
that it is free from material misstatement, whether due to fraud or error.
YVR | 2022 Annual Report: Accountability Data 68
EY’s Responsibilities
As related to Subject Matter 1 and Subject Matter 2, our responsibility is to express an opinion
or conclusion, respectively, on the presentation of the Subject Matter based on the evidence we
have obtained.
We conducted our engagement in accordance with the Canadian Standard for Assurance
Engagements (‘CSAE’), Attestation Engagements Other than Audits or Reviews of Historical
Financial Information (‘CSAE 3000’) and the Canadian Standard on Assurance Engagements
CSAE, Assurance Engagements on Greenhouse Gas Statements (‘CSAE 3410’).These standards
require that we plan and perform our engagement to obtain reasonable or limited assurance, as
applicable, about whether, in all material respects, the Subject Matter is presented in accordance
with the Criteria, and to issue a report. The nature, timing, and extent of the procedures selected
depend on our judgment, including an assessment of the risk of material misstatement, whether
due to fraud or error.
We believe that the evidence we have obtained is sufficient and appropriate to provide a
reasonable basis for our opinion, as related to Subject Matter 1, and for our limited assurance
conclusions, as related to Subject Matter 2.
Our Independence and Quality Control
We have complied with the relevant rules of professional conduct / code of ethics applicable
to the practice of public accounting and related to assurance engagements, issued by various
professional accounting bodies, which are founded on fundamental principles of integrity,
objectivity, professional competence and due care, confidentiality and professional behaviour.
EY applies Canadian Standard on Quality Control 1, Quality Control for Firms that Perform Audits
and Reviews of Financial Statements, and Other Assurance Engagements, and accordingly
maintains a comprehensive system of quality control including documented policies and
procedures regarding compliance with ethical requirements, professional standards and
applicable legal and regulatory requirements.
Description of Procedures Performed
Subject Matter 1
Our procedures included:
• Conducting interviews with relevant personnel to obtain an understanding of the business
and reporting process and internal controls, including the process for collecting, collating and
reporting the Subject Matter 1
• Analytical review procedures to support the reasonableness of the data
YVR | 2022 Annual Report: Accountability Data 69
• Testing, on a sample basis, accuracy of calculations performed and agreeing to source
documentation, where applicable
• Testing that the Criteria has been correctly applied
• Reviewing presentation and disclosure of Subject Matter 1 in the Report
We also performed such other procedures as we considered necessary in the circumstances.
Subject Matter 2
Procedures performed in a limited assurance engagement vary in nature and timing from, and are
less in extent, than for a reasonable assurance engagement. Consequently, the level of assurance
obtained in a limited assurance engagement is substantially lower than the assurance that would
have been obtained had a reasonable assurance engagement been performed. Our procedures
were designed to obtain a limited level of assurance on which to base our conclusion and do not
provide all the evidence that would be required to provide a reasonable level of assurance.
Although we considered the effectiveness of management’s internal controls when determining
the nature and extent of our procedures, our assurance engagement was not designed to provide
assurance on internal controls. Our procedures did not include testing controls or performing
procedures relating to checking aggregation or calculation of data within IT systems.
A limited assurance engagement consists of making inquiries, primarily of persons responsible
for preparing the Subject Matter and related information and applying analytical and other
appropriate procedures.
Our procedures included:
• Conducting interviews with relevant personnel to understand process for collecting, collating
and reporting Subject Matter 2
• Analytical review procedures and inquiries, reperformance of calculations, where applicable,
and testing, on a limited sample basis, underlying source information to support the
completeness and accuracy of Subject Matter 2
• Reviewing presentation and disclosure of Subject Matter 2 in the Report
We also performed such other procedures as we considered necessary in the circumstances.
YVR | 2022 Annual Report: Accountability Data 70
Inherent Limitations
The Greenhouse Gas (GHG) quantification process is subject to scientific uncertainty, which
arises because of incomplete scientific knowledge about the measurement of GHGs. Additionally,
GHG procedures are subject to estimation (or measurement) uncertainty resulting from the
measurement and calculation processes used to quantify emissions within the bounds of existing
scientific knowledge.
Other non-financial information, such as the Subject Matter, is subject to more inherent
limitations than financial information, given the more qualitative characteristics of the Subject
Matter and the methods used for determining such information. The absence of a significant
body of established practice on which to draw allows for the selection of different but acceptable
evaluation techniques which can result in materially different evaluation and can impact
comparability between entities and over time.
Opinion – Subject Matter 1
In our opinion, Subject Matter 1 for the year ended December 31, 2022 is presented, in all
material respects, in accordance with the applicable Criteria.
Conclusion – Subject Matter 2
Based on our procedures and the evidence obtained, nothing has come to our attention that
causes us to believe that Subject Matter 2, for the dates indicated in the accompanying Schedule,
are not prepared, in all material respects, in accordance with the Criteria.
Vancouver, Canada
March 30, 2023
YVR | 2022 Annual Report: Accountability Data 71
Schedule
Subject Matter 1
Our reasonable assurance engagement was performed on the following Subject Matter for the
year ended December 31, 2022:
Performance Indicator Criteria
1
Unit of Measure Reported Value Report Page(s)
Scope 1 GHG emissions (incl.
Biogenics)
GRI 305-1 t CO
2
e 10,276 pg 46
Scope 2 GHG emissions GRI 305-2 t CO
2
e 1,161 pg 46
1 The internally developed criteria are described in the Report on pages 65–66.
Subject Matter 2
Our limited assurance engagement was performed on the following Subject Matter. The
reporting period for the ‘Diversity and Equal Opportunity – employees’ indicator is for the year
ended December 31, 2021. The reporting period for all other indicators is for the year ended
December31, 2022:
Performance Indicator Criteria
1
Unit of Measure Reported Value Report Page(s)
Energy GRI 302-1 GJ 549,775 pg 46–47
Water Usage GRI 303-3 megalitres 905.894 pg 49
Waste
Internally
developed
– – –
Generated kg 3,326,719 pg 52
Diverted % 50 pg 52
Total number and rate of new
employee hires and turnover
GRI 401-1
Total number and rate of new
employee hires
Number of employees 206 pg 35
Total number and rate of
employee turnover
Number of employees 76 pg 36
YVR | 2022 Annual Report: Accountability Data 72
Performance Indicator Criteria
1
Unit of Measure Reported Value Report Page(s)
Diversity and Equal Opportunity –
governance bodies
GRI 405-1
– – –
Women % 53.84% pg 19
Indigenous Peoples % 0.0% pg 19
Persons with Disabilities % 7.69% pg 19
Visible Minorities % 15.38% pg 19
Diversity and Equal Opportunity –
employees
GRI 405-1
– – –
Women % 40.0% pg 41
Indigenous Peoples % 1.6% pg 41
Persons with Disabilities % 2.0% pg 41
Visible Minorities % 34.4% pg 41
Nomination and Selection of the
Board of Directors
GRI 2-10 N/A N/A pg 20–21
Board Conflict of Interest GRI 2-15 N/A N/A pg 60
Board and Executive
Remuneration and Incentives
GRI 2-19 N/A N/A pg 21–23
Anti-Corruption GRI 205-2 N/A N/A pg 17–18
Aeronautical Noise
Internally
developed
Concerns per 10,000
aircraft movements
95 pg 57
Customer Satisfaction
Internally
developed
% 89% pg 5
Airline Satisfaction
Internally
developed
Score out of 5 3.39 pg 5
Wi-Fi Satisfaction
Internally
developed
% 80% pg 5
Passengers
Internally
developed
– – –
Departing Passengers 9,449,129 pg 9
Arrivals Passengers 9,564,287 pg 9
Total Passengers Passengers 19,013,416 pg 9
YVR | 2022 Annual Report: Accountability Data 73
Performance Indicator Criteria
1
Unit of Measure Reported Value Report Page(s)
Departure Punctuality
Internally
developed
% 68.4% pg 6
Lost Time Injury Frequency Rate
Internally
developed
Lost time injuries per
200,000 hours worked
1.26 pg 7
Baggage Connections
Internally
developed
% 99.9% pg 6
People Experience Survey
Internally
developed
Quartile Third Quartile pg 7
Average Wait Times at Security
Screening
Internally
developed
Minutes 16.3 pg 6
1 The internally developed criteria are described in the Report on pages 65–66.