DEN ESG Report 2023

MESSAGE FROM THE CEO

I am excited to share Denver International Airport (DEN)’s second annual Environmental, Social and Governance (ESG) report. This report is part of our ongoing commitment to be transparent about the progress we are making in our Vision 100 and Operation 2045 strategies – our efforts to prepare the airport to serve 100 million annual passengers in the next several years and 120 million annual passengers by 2045.

2023 was another historic year for DEN. We saw a record 77.8 million annual passengers travel through the airport, a 12% increase over the year before. Even as our passenger traffic grew, we remained focused on our customers and can point to several accomplishments throughout the year:

• DEN announced an updated Economic Impact Report in which an outside consultant detailed a 15-month study of the airport’s impact on the Colorado economy. The study indicated the airport contributed over $36.4 billion to the state’s economy and supported over 220,000 jobs.

• We broke ground on a facility to house the Center of Equity and Excellence in Aviation (CEEA).

• We teamed with U.S. Secretary of Transportation Pete Buttigieg, Colorado Governor Jared Polis and Denver Mayor Mike Johnston to open the new Taxiway EE.

• The City and County of Denver, on behalf of DEN, announced the successful refunding of $628 million of its subordinate airport revenue bonds. The refinancing will save DEN more than $46 million over the next 20 years.

• Work continued on our Great Hall Program, and we put the finishing touches on a new West Security Checkpoint that opened in February 2024. We also made progress with utility work and framing for a new East Security Checkpoint that will open in 2025.

• 64 oil and gas wells across airport property were capped as part of a $12.5 million program that includes decommissioning all of DEN’s 38 tank battery locations.

• We completed our annual facility and operations inspection by the Federal Aviation Administration (FAA) and certification inspectors found no discrepancies with DEN’s compliance.

More information will be shared about these accomplishments and others in the pages that follow.

Of course, we also acknowledge opportunities for improvement in the face of such tremendous passenger traffic growth. After all, DEN was built to facilitate 50 million annual passengers, and we’ve surpassed that threshold every year since 2008, except for 2020 when we were impacted by the worldwide pandemic. It is through such transparency that DEN will continue to grow in capacity and capability.

Please take your time to review our most recent ESG report. We’re confident you will come away assured of the management, performance and trajectory of your airport.

Sincerely,

PHILLIP A. WASHINGTON CEO, Denver International Airport

INTRODUCTION:

ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTING

This is Denver International Airport’s second ESG report, published to provide transparency and insight into our ESG efforts and to complement the information disclosed within our audited 2023 Annual Comprehensive Financial Report. Unless otherwise stated, the topics, metrics and data included in this ESG report are current as of December 31, 2023. Instances where 2024 updates are included are noted accordingly.

DEN referred to Airports Council International-North America (ACI-NA) ESG framework published in March 2024, Global Reporting Initiative standards, Sustainability Accounting Standards Board standards and the United Nations Sustainable Development Goals, among others, based on their relevance and usability to develop the structure and content of this report.

DEN’s voluntary annual ESG reporting reflects our core values and our commitment to grow responsibly in a sustainable and equitable fashion. We will continue to monitor the reporting landscape as the major ESG reporting organizations are establishing strategic partnerships and consolidating the standards and frameworks, and as governments around the globe are taking tangible steps toward enacting ESG-specific regulatory changes. Specifically for this report,

In 2023, DEN created an ESG task force that included representatives from Sustainability, Internal Audit, Culture and Strategy, Finance, and Global Communications and Marketing teams to develop the annual report. This task force identified the material topics for ESG reporting based on the significance, impact and strategic relevance to DEN and to our stakeholders. We welcome feedback as we continue to calibrate our ESG reporting with relevant material topics that meet our stakeholder’s expectations.

INTRODUCTION:

ABOUT DEN Located near the geographic center of the United States, DEN is the primary commercial service airport serving the region and is the only major hub airport within a 500-mile radius. Since opening in February 1995, DEN has become one of the world’s busiest airports. According to the Airports Council International (ACI), the airport was ranked third busiest in the United States and sixth busiest in the world in 2023.

DEN has plenty of room to expand its current facilities to accommodate growth and meet future demand. The airport operates on 53 square miles (34,000 acres or 137.8 square kilometers) of land, making it the largest airport in the United States by total area and the second largest airport in the world. DEN’s area is twice the size of Manhattan and larger than populous cities such as Boston, Miami or San Francisco. In terms of airports, Hartsfield-Jackson Atlanta, Dallas Fort Worth, Chicago O’Hare and Los Angeles International could collectively fit into our expansive property.

DEN’s award-winning architecture and magnificent views of the Rocky Mountains create a unique atmosphere for travelers. Jeppesen Terminal’s internationally recognized peaked roof is reflective of snowcapped mountains and evokes the early history of Colorado, when

Native American teepees dotted the Great Plains. DEN offers multimodal transportation options to connect with the Denver Metro area. The passenger terminal complex is reached via Peña Boulevard, an 11.1-mile dedicated access road that connects Interstate 70 and intersects with the E-470 tollway. DEN can also be reached via bus, commuter rail, rideshare and carshare services.

Aviation) of the city for the purpose of development, promotion and accommodation of air commerce, air travel and air transportation. The city, by ordinance, has designated DEN as an “enterprise” within the meaning of the state constitution, with the authority to issue its own revenue bonds or other financial obligations in the name of the city.

DEN has six runways (four oriented north-south and two oriented eastwest) with room to expand to 12. One of DEN’s runways, measuring 16,000 feet in length, is the longest commercial service runway in the United States. All of DEN’s runways are equipped to land three aircraft simultaneously, even in zero visibility conditions. Denver’s natural geographic advantage as a connecting hub is enhanced by the airport’s ability to accommodate aircraft landings and takeoffs in virtually any weather conditions.

Denver, the capital of Colorado, is a consolidated city and county. It serves as the financial, transportation and distribution center of the Rocky Mountain region. A non-partisan elected mayor, auditor and 13-member city council govern Denver. Nine main departments, established by the City Charter, carry out the functions of city government. DEN is organized as a department (Department of

Denver’s mayor, with the city council’s approval, appoints the Department of Aviation’s Chief Executive Officer (CEO), who then serves as a member of the mayor’s cabinet and reports directly to the mayor. DEN’s executive leadership team further consists of five Executive Vice Presidents appointed by the CEO and a General Counsel.

INTRODUCTION:

STRATEGIC PLAN – VISION 100 AND OPERATION 2045

In 1995, the newly opened airport served more than 31 million annual passengers in facilities built for 50 million annual passengers. By 2008, 13 years after its opening, DEN had surpassed its constructed capacity. With the exception of the global pandemic-affected 2020, the airport’s passenger traffic has steadily grown beyond that threshold each year since. 2023 was a year of extraordinary growth for DEN and was the first year in DEN’s history to serve a record 77.8 million annual passengers. Additionally, 2023 also marked the first year that DEN exceeded four million annual international passengers.

For nearly three decades, DEN has been a catalyst for economic growth and development in the area. Today, DEN is the economic engine for the region, generating $36.4 billion a year, employing more than 40,000

employees and supporting nearly 220,000 jobs. But the benefits of the airport extend well beyond that, bringing with it an even greater responsibility to lay a clear path for generations to come. To maintain and develop capacity and infrastructure to accommodate the inevitable growth, DEN developed Vision 100 and Operation 2045.

Vision 100 and Operation 2045 are two phases of DEN’s strategic plan. Vision 100 is phase one and was developed to prepare the airport to serve 100 million annual passengers between 2030 and 2035. However, as the airport continues to see historic growth in passenger traffic and airport operations, the revised passenger traffic forecasts suggest that DEN should prepare to serve 100 million passengers as soon as 2027. Operation 2045 is phase two and is focused on preparing the airport for

its 50th anniversary in 2045 and for an expected 120 million-plus annual passengers. Both phases combined serve as a blueprint to align decisionmaking and accountability with the support of guiding principles focused on Sustainability and Resiliency, Equity, Diversity, Inclusion and Accessibility, Operational Excellence and Enhancing the Customer Experience.

VISION

To Emerge as the Nation’s Preeminent Aviation Thought Leader

MISSION Through the Power of Our People, Be the Best in Class

“

DEN BELONGS TO ALL OF COLORADO. AS WE INCREASE OUR PASSENGER NUMBERS AND GLOBAL CONNECTIONS, THIS TEAM WILL BE WORKING TO CREATE MORE ECONOMIC, BUSINESS, EDUCATION AND CULTURAL OPPORTUNITIES. THE OPPORTUNITIES ARE ENDLESS AND TOGETHER WE CAN CREATE A STRONGER, MORE DIVERSE COMMUNITY WHERE EVERYONE CAN THRIVE.”

–

PHILLIP A. WASHINGTON, CEO, DENVER INTERNATIONAL AIRPORT

VISION 100 PILLARS

DEN’s strategic plan is centered around the four pillars of Vision 100. Under each pillar are strategic objectives.

PILLAR 1

EMPOWERING OUR PEOPLE

• Build a skilled and diverse talent pipeline that’s committed to excellence

• Support learning and growth of DEN employees

• Establish a culture of belonging and inclusion

PILLAR 3

MAINTAINING WHAT WE HAVE

• Improve durability, reliability, predictability and maintenance of DEN’s assets

• Implement an Airport Experince Improvement program

PILLAR 2

GROWING OUR INFRASTRUCTURE

• Build integrated systems of planning to realize projects and meet demands

• Increase non-aeronautical revenue

• Grow responsibly to become the most sustainable airport in the world

INTRODUCTION: KEY FIGURES

3RD BUSIEST Airport in North America

6TH BUSIEST Airport in the world (ACI 2023)

Airlines

PILLAR 4

EXPANDING OUR GLOBAL CONNECTIONS

• Expand to unserved destinations, including Africa

• Grow our domestic air network

STRATEGIC GUIDING PRINCIPLES

The airport’s environmental, social and governance practices are aligned with the strategic plan to ensure this critical asset is run responsibly and continues to benefit the community and travelers for generations to come.

SUSTAINABILITY AND RESILIENCY

Our goal is to become the greenest airport in the world, while ensuring our actions and decisions foster a healthy and resilient organization.

OPERATIONAL EXCELLENCE

We maintain focus on ensuring efficient and effective operations while collabrating with our partners to identify and address changes, review our experiences and implement improvements based on learnings.

EQUITY, DIVERSITY, INCLUSION AND ACCESSIBILITY

We are better when everyone is at the table and when we respect and listen to all viewpoints.

ENHANCING THE CUSTOMER EXPERIENCE

This is our core business. We will work closely with our stakeholders to meet and exceed the needs and desires of our travelers.

Roughly 1,200 companies working at DEN

40,000+ employees

Colorado’s largest economic engine $36.4B annually

4+ MILLION

International travelers in 2023, a 21.5% increase as compared to 2022

280 MILLION

DENVER

DEN Recognized as the 2023 Colorado Airport of the Year

DEN was recognized by the Colorado Division of Aeronautics as the 2023 Colorado Airport of the Year. This award is presented annually to recognize Colorado public-use airports that exhibit outstanding contributions to the Colorado Aviation System.

Airports distinguished with this recognition demonstrate values that fall in line with the Colorado Department of Transportation Division of Aeronautics’ mission to advance a safe, efficient and effective statewide aviation system through collaboration, investment and advocacy. The Colorado Airport System consists of 76 public-use airports that support over 345,000 jobs, provide $16.2 billion in annual payroll and $48.6 billion in total business revenue for the State of Colorado.

DEN received the 2023 Colorado Airport of the Year award, a recognition that acknowledges the hard work and dedication of more than 40,000 airport employees and partners. Along with such plaudits and awards comes a constant push at DEN to improve security wait times, institutionalize equity in all initiatives and provide the customer experience and service travelers expect.

“FOR DECADES, DEN HAS BEEN A STALWART SUPPORTER OF OUR DIVISION OF AERONAUTICS AND COLORADO’S ENTIRE STATEWIDE AVIATION SYSTEM,” DIRECTOR OF AERONAUTICS DIVISION AT THE COLORADO DEPARTMENT OF TRANSPORTATION DAVID ULANE SAID. “THEIR COLLABORATION WITH US ON A NUMBER OF IMPACTFUL STATEWIDE INITIATIVES HAS MADE ALL OF OUR AIRPORTS SAFER, MORE EFFICIENT AND MORE ACCESSIBLE, AND WE ARE PROUD TO RECOGNIZE THEM AS OUR 2023 AIRPORT OF THE YEAR.”

DEN Named One of the Top Five Green Fleets in North America

In August 2023, DEN’s Fleet Operations Department was recognized for its sustainable management as the number three fleet in North America by the National Association of Fleet Administrators. The annual ranking recognizes peak-performing operations and honors enhanced practices making a positive impact on the environment and improvements within the fleet industry. In 2022, DEN ranked number four, moving up one spot in 2023.

DEN’s fleet has a long history of prioritizing sustainability, dating back to the airport’s opening in 1995. The entire team at the airport is dedicated to reducing greenhouse gas emissions, while balancing operational capability. “This award is a recognition and acknowledgement of specifically our maintenance team’s passion, efforts and dedication towards our goal of becoming one of the greenest airports in the world,” DEN CEO Phil Washington said.

DEN’s Fleet Management Department maintains more than 1,300 different pieces of equipment ranging from large snow removal vehicles, Aircraft Rescue and Firefighting vehicles, forklifts and cranes to smaller equipment such as concrete saws. Approximately 26% of DEN’s vehicle fleet is powered with alternative fuels such as compressed natural gas (CNG). Additionally, the fleet management division currently provides CNG testing services to about 300 vehicles operated by tenant airlines.

DEN Received Environmental Achievement Award

DEN was awarded the ACI-NA 2023 Environmental Achievement Award in the Environmental Management category for the Low-Carbon, Cost-Effective, Reliable and Resilient Energy Projects.

ACI-NA has been recognizing its airport members that strive to protect and preserve the environment through programs, initiatives and projects since 1997.

DEN Awarded Certificate of Achievement for Excellence in

DEN was awarded the 2023 Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association (GFOA) for its Annual Comprehensive Financial Report for fiscal year 2022. “We take our fiscal responsibilities very seriously and hold in high regard the values of transparency and accountability,” DEN CEO Phil Washington said. DEN Chief Financial Officer Mike Nakornkhet added, “We are pleased to be recognized for our financial reporting by the GFOA for a fourth consecutive year.”

The GFOA is a 118-year-old association for public-sector finance professionals that seeks to advance excellence in government. The GFOA Certificate of Achievement is the highest form of recognition in governmental accounting and financial reporting. The high standards for the program include demonstrating a “spirit of full disclosure” to clearly communicate the airport’s annual financial results.

DEN Received Airport Equity, Diversity and Inclusion (EDI) Award

DEN was honored with the prestigious Airport Equity, Diversity and Inclusion Award from International Airport Review. The award celebrates airports that have implemented inclusive policies and practices to ensure equal opportunities for all employees and are committed to promoting diversity and creating an inclusive environment that reflects the needs and values of the local community and traveling public.

“We believe we are better when everyone has a seat at the table and when we respect and listen to all viewpoints. We’re grateful to be recognized for our work and will continue to use this momentum to further our equity work here at DEN,”

DEN CEO Phil Washington said.

Receiving the Airport Equity, Diversity and Inclusion Award showcases the airport’s unwavering commitment to providing an exceptional passenger experience while prioritizing equity, diversity, inclusion and accessibility. DEN will continue to lead by example, setting new standards for the industry.

DEN’S EXECUTIVES HONORED WITH INDUSTRY RECOGNITION

Four of DEN’s executives were also honored for their achievements.

DEN CEO Phil Washington Honored with Engineering Industry Recognition

DEN CEO Phil Washington has been named an Engineering News-Record Top 25 Newsmaker of 2023 for his founding of the Equity in Infrastructure Project and efforts to increase infrastructure contracting opportunities for historically underutilized businesses.

DEN CEO Phil Washington Named Mineta Leadership Fellow

DEN CEO Phil Washington was awarded the esteemed 2024 Norman Y. Mineta Leadership Fellowship. The Mineta Leadership Fellows Program is designed to highlight the experiences and insights of leading figures in transportation, focusing on their leadership strategies, challenges encountered and the cultivation of cohesive, inclusive teams through shared values and vision. Phil Washington is recognized within this program as a leading authority in the transportation industry.

DEN CEO Phil Washington Inducted into 2023 APTA Hall of Fame

In October 2023, DEN CEO Phil Washington was inducted into the American Public Transportation Association (APTA) Hall of Fame in recognition of his outstanding leadership, unwavering dedication and transformative contributions to the public transportation industry. The APTA Hall of Fame was established in 1983 and is a prestigious accolade that celebrates distinguished organizations and leaders with awards for their vision, leadership and commitment to public transportation.

DEN’s Chief Commercial Officer Named 2023 Property Manager of the Year by Airport Experience News

DEN Chief Commercial Officer Penny May was named Airport Experience News’ 2023 Property Manager of the Year. The publication highlighted May’s fresh and vibrant approach to concessions in the Great Hall Program expansion and renovation efforts. May oversees various aspects of DEN’s operations including concessions, procurement, business operations, airline affairs, business technology and air service development.

DEN’s Chief Construction and Infrastructure Officer Awarded 2023 Man of the Year by the Colorado Chapter of Women’s Transportation Seminar

DEN Chief Construction and Infrastructure Officer Jim Starling was awarded Man of the Year by the Colorado Chapter of Women’s Transportation Seminar for being a leader in transportation, for directly contributing toward the advancement of women and minorities through programs or opportunities in the transportation field and for his outstanding contributions to the industry.

DEN’s Chief Financial Officer Earns 2023 Airport Finance Professional of the Year Award by ACI-NA

DEN Chief Financial Officer Mike Nakornkhet was recognized as a 2023 ACI-NA Finance Professional of the Year for large-hub airports.

Under Nakornkhet’s leadership, DEN devised a two-year plan that led DEN through one of the fastest financial recoveries in the United States. Nakornkhet also brought back $500 million in Capital Improvement Plan (CIP) projects that had been paused due to the pandemic and successfully made the financial case for a $1.3 billion Great Hall Program redevelopment project to facilitate passenger growth that was already exceeding 2019 levels.

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ENVIRONMENTAL:

SOCIAL AND GOVERNANCE

In support of our goal to remain one of the most sustainable airports in the world, DEN has defined Sustainability and Resiliency as one of four guiding principles within the DEN’s Vision 100 Strategic Plan and staffed a team dedicated to addressing environmental risks and implementing opportunities to improve our environmental performance. As stated in our 2017 Sustainability Policy, “DEN is committed to strategically considering the long-term economic, social and environmental impacts of all airport activities to maximize longterm benefits and ensure that our success strengthens our community stakeholders.”

ENVIRONMENTAL MANAGEMENT

DEN operates in accordance with an International Organization for Standardization (ISO) 14001-certified Environmental Management System (EMS), which proactively identifies and mitigates potential impacts to the environment from airport operations. The EMS outlines a series of guidelines, policies, procedures and processes that address environmental impacts in day-to-day business activities to systematically manage environmental risks and leverage opportunities. DEN has been successfully certified to the ISO standard for the last 20 years

We were honored that ACI-NA recognized our progress towards achieving these goals by awarding DEN the 2023 Environmental Achievement Award for our “LowCarbon, Cost-Effective, Reliable and Resilient Energy Projects.”

DEN was also proud to release an in-airport marketing campaign in 2023 to build awareness of our Vision 100 sustainability goals and forwardthinking sustainability programs with airport passengers, staff and business partners. The goal of the campaign was to demonstrate the steps that DEN is taking today to improve our community’s sustainability far into the future.

As part of the EMS, DEN maintains and upholds an environmental policy that commits to business practices, policies, actions and programs that enhance our environmental performance. The commitments of this policy include:

• Protecting the environment

• Conserving energy and natural resources

• Preventing pollution

• Meeting or exceeding all compliance obligations and voluntary commitments

• Continually improving the EMS

ENVIRONMENTAL:

AIR QUALITY AND CLIMATE activities include preparation of updated operational and construction emissions inventories that were provided to Colorado Department of Public Health & Environment (CDPHE) for inclusion in regional air quality planning efforts.

As an emitter of criteria air pollutants and greenhouse gases (GHG) in our region, we take seriously our responsibility to reduce emissions and stay in line with regional emissions budgets. Local air quality concerns and climate action are intrinsically linked, and we approach our reduction activities in a concerted and targeted way.

DEN has been diligently working toward supporting the city’s sciencebased target to reduce GHG emissions

65% by 2030 on the path to net zero by 2040. With DEN’s ambitious Vision 100 and Operation 2045 expansion plans, we recognize that it is critical for DEN to grow sustainably in a way that does not increase emissions.

AIR QUALITY

For air quality, our primary focus is compliance with Clean Air Act regulations, preparation for more stringent requirements in our region, and the continued reduction in the emissions of criteria air pollutants. In 2022, our region was classified as severe non-attainment for the 2008 ozone standard. As a result, this change requires DEN to hold a Title V Major Source air permit for the facility. Much of our focus in 2023 around air quality was preparation and submission of our major source permit application and continuing work to forecast future emissions levels for inclusion in regional air quality planning efforts. Additional

CLIMATE ACTION

Although significant progress has been made to reduce Scope 1 and 2 emissions over the past decade (both due to DEN projects and the reduced carbon intensity of electricity supplied by our utility), we recognize that additional strategies and high-impact actions will be necessary to achieve these goals. We started to develop a Net Zero Emissions Plan (NZEP) to eliminate the gap between our current emissions projections and the city’s goals considering the airport’s growth.

Key aspects of the plan include:

• Requiring that new construction is as close to net zero as possible

• Decarbonizing the heating and cooling of our facility

• Reducing the emissions associated with our existing facility through our Energy Performance Contract

• Electrifying fleet vehicles

• Increasing the percentage of renewable energy powering airport facilities and supporting the work of Xcel Energy to reduce the carbon intensity of electricity supplied to DEN

In 2023, we completed the initial phase of the NZEP including basic emissions modeling.

While we have seen overall emissions reductions over the past 10-15 years, Scope 1 emissions have remained stubbornly consistent due to the increased square footage associated with expansion of our facility. We are keenly aware that emissions reductions from facility heating and fleet fuel use will be necessary to achieve our goals, and we are focused on reductions to our direct emissions as we look toward 2030 and beyond. Electrification is a key strategy to achieving Scope 1 GHG reduction goals including buildings, vehicles, backup power and other opportunities. This strategy is being considered and pursued in both new construction (see Sustainable Development section) and in existing infrastructure.

DEN continues to see Scope 2 reductions through increased energy efficiency and a reduction in the carbon intensity delivered to the airport. We support our electric utility for their progress so far and are eager to see their continued progress in decarbonization of the grid.

Activities working towards climate action at DEN:

• Annual GHG inventory including Scope 1, 2 and 3 emissions

• Phase 1 of the NZEP finalized

• Electrification: Purchased 25 electric vehicles in 2023 to add to our fleet

• Kicked off boiler electrification exploration project

• Reduction in electricity use: Our Energy Performance Contract (EPC) program will yield dramatic electricity and natural gas savings, which will lead to significant emissions reductions across our facility.

GREENHOUSE GAS EMISSIONS INVENTORY

DEN conducts a GHG inventory annually using the Airport Carbon and Emissions Reporting Tool to measure and track Scope 1, 2 and 3 emissions.

Scope 1 emissions come from direct sources, controlled or operated by DEN, such as heating our buildings or fueling DEN-owned vehicles. Scope 2 emissions result from purchased electricity from our utility partner Xcel Energy. Scope 3 emissions are all indirect emissions associated with DEN’s operations, such as aircraft movements, waste generation and employee commuting. While we have detailed data for our Scope 1 and 2 emissions, we are working to improve the completeness of our Scope 3 inventory by adding new categories of emissions and identifying additional opportunities to reduce our overall carbon footprint.

DEN has seen a decrease in Scope 1 and 2 emissions by 11.5% from 2019 (DEN’s baseline year) to 2023, despite a 12.7% increase in passengers. This includes a 6.8% decrease in Scope 1 emissions and a 16.7% decrease in Scope 2 emissions with a 10% reduction in electricity usage.

Currently, DEN is reducing Scope 1 and 2 emissions by an average of 2.9% per year.

While we are headed in the right direction regarding GHG emissions reduction, primarily from energy efficiency projects and grid decarbonization, a gap remains to meet our 2030 and 2040 goals. Our work continues to identify and implement efforts that will drive additional emissions reductions despite projected growth.

This distinction between emissions scopes highlights the important role that airports must play in working with business partners to achieve our shared emissions reduction goals.

ENVIRONMENTAL:

SUSTAINABLE DEVELOPMENT

CONCOURSE EXPANSION PROJECTS (CEP)

Since opening the first expansion area in 2020, DEN has added 39 new gates totaling over 1.3 million square feet of space. With these new gates and waiting areas, DEN has now commissioned the largest space since the Westin Hotel and Transit Center in 2015. We acknowledge that airport growth is not without sustainability risks. As one of our four guiding principles within Vision 100, we developed a framework to consider the impact of all business decisions in a sustainability context. As a starting point, DEN committed to building the CEP projects to at least the Leadership in Energy and Environmental Design (LEED) Gold standard to ensure that new construction is substantially more

efficient than our legacy facilities.

The B-West expansion is certified to the LEED Gold standard, and the three other projects are tracking to be certified at LEED Gold or Platinum.

The new expansions include:

• Rooftop solar systems that reduce energy use over conventional design

• Low-flow fixtures, toilets and urinals projected to reduce water use in the facility

• Reduction in artificial exterior lighting and increased internal natural light

DEN is committed to using LEED certification as an accountability framework to achieve our goal of

constructing the most sustainable facilities and providing long-term value to employees, passengers and business partners. Rather than “point-chasing” to find the most costeffective path towards certification, we have focused on strategic investments that have resulted in projects that have significantly exceeded the base number of credits for LEED Gold.

DEN currently has five LEED certified buildings, including a LEED Platinum on-airport hotel that sits directly above an electrified commuter rail transporting passengers to and from downtown Denver. Once the final CEP documentation is approved, we expect to have eight LEED-certified facilities as we plan to transition to net-zero designs in the future.

SUSTAINABLE CIVIL INFRASTRUCTURE

DEN also promotes sustainability within the many civil construction projects across our campus. Envision® is a holistic sustainability framework and rating system that enables a thorough examination of the sustainability and resiliency of all types of civil infrastructure. In 2023, DEN continued its efforts to complete Envision® self-assessments for all infrastructure projects with a construction cost greater than $1 million. We strive to achieve Envision®-verified level for projects with a construction cost of $10 million or greater.

LOW CARBON CEMENT

Phase 1 of the Economy Parking Lot

Pavement Rehab was completed between 2023-2024. DEN’s contractor utilized Type 1L low-carbon cement in the concrete mixes to rehabilitate deteriorated asphalt pavement and reconstruct shuttle lanes and the main exit. This project provided valuable experience in understanding the strength of low-carbon cement concrete at various maturities that will help DEN specify the product in future projects.

TRANSPORTATION DEMAND MANAGEMENT FOR PEÑA BOULEVARD

The Peña Boulevard Master Plan aligns with DEN’s Sustainability Policy to consider the long-term economic, social and environmental impacts associated with the primary roadway to DEN. As part of this plan, DEN developed a Transportation Demand Management (TDM) Plan aimed at reducing single-occupancy vehicles (SOVs) on Peña Boulevard and shifting existing travel to more sustainable modes of transportation, such as to public transit and active transportation. DEN utilized the Envision® framework to incorporate sustainable infrastructure strategies into the Peña Boulevard Plan with the goal of achieving Envision® verification.

ENVIRONMENTAL:

ENERGY PERFORMANCE CONTRACT (EPC)

In 2022, DEN initiated an $83 million EPC to significantly increase the energy and water efficiency of the existing facility through an upgrade to our Energy Management Controls System, as well as replacement of restroom water valves and all remaining non-LED lights. The implementation follows a comprehensive multiyear technical audit of efficiency opportunities across eight million square feet of airport facilities. The EPC program comes with a performance guarantee that ensures we will realize the projected millions of dollars each year in utilities and maintenance savings –so rather than paying for unnecessary energy and water use, we will pay to improve our facilities. This represents the largest EPC project in Colorado history and is projected to reduce DEN’s overall energy use by 20%, water use by 32% and greenhouse gas emissions by 30,000 metric tons annually.

The water scope was largely completed in 2023 and exceeded projections. Between 2022 and 2023, DEN experienced a 100+ million gallon water use reduction, despite a 13% passenger increase. The energy scope is also well underway and will guarantee 35.9 million kilowatt-hours of electricity savings and 94,083 MMBtu of natural gas savings once fully implemented.

Progress towards Sustainability Goals through EPC

Equi valencies:

XCEL ENERGY STRATEGIC

ENERGY

MANAGEMENT PROGRAM

Beyond the EPC project, DEN also participates in several other energy reduction programs. DEN has already recognized energy savings of more than 1.2 million kilowatt-hours through participation in Xcel Energy’s Strategic Energy Management program.

DEN’s savings equate to a 1.7% energy reduction when compared to the 2022 baseline year through proactive resolution of Air Handling Unit issues, operation of DEN’s chilled water plant in “free cooling” mode when conditions are favorable and by proactively turning off runway complex lights when not in use.

RENEWABLE ENERGY

GENERATION

DEN continues to host one of the largest and most diverse solar photovoltaic (PV) programs of any airport in the world with over 150 acres of on-site solar across multiple arrays, which produce over 30 million kilowatt-hours of clean electricity each year. DEN has another 13-megawatt array currently under construction and set to be energized in late 2024. These large-scale Power Purchase Agreements are in addition to 1.5 megawatts of solar PV across the new concourse expansions,

on- and off-site Community Solar Gardens from which DEN subscribes to the power generated along with other community organizations, subscriptions to large utility-owned solar arrays and a utility-owned solar canopy on a DEN-owned parking lot. That solar canopy powers a large battery energy storage system as part of a microgrid project for an adjacent transit-oriented Development and serves as a model for a 2-megawatt/4.5-megawatt-hour battery that will connect to DEN’s newest solar array and provide backup power to our inter-concourse train system.

ELECTRIFICATION

Electrification is one of DEN’s primary strategies for decarbonization, which will transition fossil fuel-based emissions sources to electricity, reducing emissions in both the short-term and in the future as the local electric grid gets cleaner. In preparation for this transition, DEN has been working closely with Xcel Energy to identify and prepare for future electrical loads at the airport and on projects to improve the reliability and resiliency of electricity delivered to the airport.

Airports represent unique use cases for electrification, based on the number of different activities that can be electrified. DEN is actively working on plans to support electrification of passenger and employee vehicles, the airport fleet, airport buses, rental cars, ground access vehicles and airline ground support equipment through increased availability of charging. In the longer term, we will also be working on electrification of facilities through emergency generators, heating equipment, and ultimately, fully electric new construction.

ENVIRONMENTAL: WATER QUALITY AND USE

DEICING FLUID AND WASTE

DEN has an industry-leading stormwater management system that collects an average of 70% of the deicing fluid applied to aircraft during each winter season. This prevents the release of deicing fluid into nearby receiving waters, where the biochemical oxygen demand can negatively impact aquatic life. Since DEN opened, we have operated

an onsite glycol recycling plant that uses concentration and distillation systems to reclaim spent deicing fluid. The 99% recycled propylene glycol was previously sold back to industrial markets, but in 2023 DEN completed construction and commissioned operation of a new system that recycles spent glycol to a level that allows for remanufacturing into deicing fluid that can be reapplied to aircraft. This new closed-loop system improves the environmental performance of the deicing system, while enhancing operational reliability and reducing costs for DEN and our business partners.

DEN achieved its goal in the 2022-2023 deicing season, realizing a 75% collection rate.

AIRCRAFT

DEICING FLUID COLLECTION RATES

Aircraft Deicing Fluid Collection Rates

WATER CONSUMPTION AND REDUCTION

Water is a critical resource in the Rocky Mountain West, and DEN has committed to reducing water consumption associated with our operations. In addition to integrating water conservation into our Concourse Expansion Projects as a key component of our LEED strategy, DEN’s EPC has also

prioritized improving the efficiency of water usage within DEN’s existing restrooms. The EPC is projected to drive 143 million gallons of annual water savings, which is approximately 15% higher than original projections. In 2023, DEN began to see the results of this work with over 100 million gallons of water use reduction compared to 2022, despite a 13% increase in passengers.

In addition to facility water reductions, DEN is also participating in Denver Water’s One Plan, which embraces a holistic, sustainable approach to managing water across city divisions and infrastructure projects.

WATER USAGE

Total Water Usage (Gallons)

ENVIRONMENTAL:

The city has set ambitious goals of achieving a 50% diversion rate across our community by 2027 and 70% by 2032. In alignment with these goals, DEN is striving to achieve 5% increases year over year to improve upon our 21%+ diversion rate in 2023. We are actively working to improve existing programs and looking for new ways to keep valuable resources out of the landfill and into a beneficial end use.

As DEN gets closer to serving 100 million passengers each year, we are experiencing a steady increase in overall waste generated. To better understand the materials in our trash and recycling streams, we conducted a waste characterization study which provided key insights that will inform

diversion strategies moving forward.

The high-level takeaways from the trash stream analysis include:

• 58.6% of DEN’s trash stream is recyclable or compostable.

• Compostables comprised the largest portion of the stream (31.2%), mainly from food scraps and soiled paper.

• Recyclables made up the second largest portion of the stream (27.4%), mainly from plastic containers, cardboard and steel cans.

• Combined, plastic bottles, plastic to-go containers and cardboard constitute over 15% of the total waste stream. These are materials that should continue to be targeted for recycling.

The findings from our recycling stream analysis were equally valuable in highlighting both our successes and areas of opportunity. Important takeaways from that portion of the waste sort include:

• DEN’s recycling stream has a 31% contamination rate when liquid contained within the recyclable materials is included. Though this is still much higher than we’d like it to be, it’s an improvement over our 2019 contamination rate of 37%.

• The liquid waste is mainly a result of non-emptied beverage containers disposed of at security checkpoints. As a result, we have a renewed focus on our liquid dumping station program.

Nearly 95% of the cardboard waste generated at DEN is captured in the recycling stream, which is a huge improvement over the 2019 capture rate of 46%.

DEN has made meaningful strides in waste diversion over the past five years that are worth celebrating. This waste characterization study has highlighted many of those wins and also illuminated the areas where we need to focus.

COMPOSTING

Following a COVID-related reduction in compost collection, DEN’s program bounced back to near pre-pandemic levels in 2023. This was despite regional challenges with our compost processing facility associated with widespread contamination in the compost stream. We were active participants in these conversations and implemented contamination reduction measures to protect this important materials stream.

WOODEN PALLETS

The number of deliveries to DEN presents important opportunities to divert non-traditional material

streams. We have collected plain wooden pallets for composting for several years but have recently embraced new opportunities for the collection and recycling of heavyduty colored wooden pallets. Last year brought a new partnership with a pallet manufacturer, which collected 81.2 tons of pallets from DEN in just 10 months for reuse and recirculation. This was in addition to almost 200 tons of regular wooden pallets collected and sent to be mulched.

Our wooden pallet collection amounts have been a bright spot in our waste diversion program over the last few years and continue to increase.

LOOKING AHEAD

For 2024, we are excited about continuing to invest in our longstanding programs and introducing some new initiatives. We’re anticipating the completion of our Solid Waste Action Plan, which will outline key strategies to achieve our 5% diversion increase year over year, as well as the rollout of our Zero Waste Valet pilot program, which is a 2023 grant-funded initiative aimed at improving waste diversion among DEN’s concessions partners. We also look forward to updating our waste bin infrastructure and revitalizing our food donation program.

ENVIRONMENTAL:

LAND MANAGEMENT

ENVIRONMENTAL:

AIRCRAFT NOISE

PER- AND POLYFLUOROALKYL SUBSTANCES (PFAS)

DEN is actively managing environmental risks associated with the historic firefighting uses of aqueous film forming foam (AFFF), which contained PFAS chemicals, in compliance with federal requirements. Over the past several years, DEN has undertaken a number of activities to reduce the use of AFFF for activities where its use was not mandated, including transitioning DEN’s structural (non-airfield) rigs to fluorine-free foams (F3), actively working with the Denver Fire Department to prepare for transition of airfield rigs to F3 and eliminating the use of AFFF in FAA certification, rig testing and training.

In 2023, DEN was accepted into the Colorado Department of Public Health and Environment (CDPHE) Voluntary Cleanup and Redevelopment Program (VCUP). Through the VCUP, DEN will investigate the nature and extent of PFAS impacts on our property, and if necessary, will develop and implement a remediation program to address areas impacted by PFAS. This work will be conducted under the oversight of CDPHE, and CDPHE will provide determinations to DEN when site and media-specific investigation and remediation projects are complete.

DEN also evolved its Materials Management Plan (MMP) that establishes best practices for conducting land-disturbing activities, such as construction projects, in areas where AFFF was historically used, and applied the MMP to ongoing construction projects at DEN to ensure worker safety and limit environmental risk.

Throughout the year, DEN also completed the capping of 64 oil and gas wells across airport property as part of a $12.5 million program that included decommissioning all of DEN’s 38 tank battery locations.

DEN has a unique set of drivers related to aircraft noise, specifically those associated with the noise exposure performance standards that were created in the 1988 Intergovernmental Agreement (IGA) that allowed Denver to annex the land for a new airport. In 2023, DEN marked the end of years-long legislation with the Colorado Supreme Court ruling in Denver’s favor. The case focused on the system that has been used since the airport’s opening to assess compliance with the IGA.

Although DEN benefits from the land buffers that result in residential communities being located farther away than at other major airports, we take our responsibility seriously when responding to residents with questions or complaints associated with aircraft noise. Although the FAA has sole authority to locate and adjust aircraft routes, DEN works with our federal partners to communicate the IGA requirements and collaborate on the latest technological advancements to minimize the impact of aircraft noise on surrounding communities.

While 2023 represented a small increase in the number of households making a noise complaint (from 26 to 32), noise complaints associated with aircraft at DEN have declined significantly since the airport opened in 1995. DEN remains committed to providing information, flight tracks and personal discussions for all residents who seek to learn more about aircraft routing around their homes.

Office Number of Households that Registered at Least One Complaint

NUMBER OF HOUSEHOLDS THAT REGISTERED AT LEAST ONE COMPLAINT

03

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EQUITY, DIVERSITY, INCLUSION AND ACCESSIBILITY (EDIA)

CEEA GROUNDBREAKING

Center of Equity and Excellence in Aviation (CEEA) held a groundbreaking ceremony in December 2023 to mark a historic moment in DEN’s commitment to inclusivity and ensuring a talented and sustainable future workforce. The first-of-itskind training center will help create a pipeline of aviation talent for our entire community in Denver and the aviation industry with a focus on promoting under-represented communities, historically underutilized business, people of color and women. CEEA fosters building generational wealth, establishes career pathways in the aviation industry and serves as an innovation hub that will influence our global community.

The facility is being constructed within 66,000 square feet of space on Level 4 of the Hotel and Transit Center, easily accessible to the Regional Transportation District (RTD)’s A Line commuter rail to downtown Denver. The Hall of Equity within the facility will accommodate up to 300 people for training and educational purposes, while adjacent lecture halls and training rooms will accommodate another 200-300 people. Construction will take approximately two years to complete.

DEN CONTINUES TO PLAY A VITAL ROLE IN DRIVING THE ECONOMIC GROWTH OF THE ROCKY MOUNTAIN REGION, GENERATING OVER $36 BILLION FOR COLORADO’S ECONOMY AND SUPPORTING OVER 220,000 JOBS,” DENVER MAYOR MIKE JOHNSTON SAID. “I AM PROUD TO WORK WITH DEN CEO PHIL WASHINGTON AND HIS TEAM, WHO ARE WORKING TO CREATE OPPORTUNITIES IN AVIATION, BUT ESPECIALLY FOR THE UNDERREPRESENTED MEMBERS OF OUR COMMUNITY INCLUDING OUR MINORITY-OWNED BUSINESSES.”

According to Mayor Johnston and the DEN leadership team, this forwardthinking inclusive concept will ensure that the Mile High City and DEN will thrive for many years to come. CEEA plays an important role in developing a talented workforce for the aviation industry in Colorado, and their training facility will serve as an inspiration to other airports worldwide.

AS DENVER GROWS, WE NEED TO BE MINDFUL OF THE NEEDS OF UNDER-REPRESENTED AND YOUNGER GENERATIONS, AND MAKE SURE THAT EQUITY, DIVERSITY AND INCLUSION REMAIN A TOP PRIORITY.”

– PHILLIP A. WASHINGTON, CEO, DENVER INTERNATIONAL AIRPORT

While construction is underway, DEN has already begun CEEA programming, offering a wide variety of training and development opportunities. This includes:

CEEA aims to be the industry model in developing aviation talent. CEEA offers opportunities for under-represented individuals and businesses to enter the aviation industry and rise as future leaders. With CEEA and its comprehensive programs, employees will receive the necessary training and tools for a successful career in aviation while supporting minorityowned small businesses to grow and prosper.

• Business Development Training Academy (BDTA): BDTA is a program that provides small businesses the training and support they need to grow and thrive at DEN. Specifically, the program will provide a systematic approach to entering DEN in the areas of construction, professional services, goods and services and concessions.

• Career Pathways: Career Pathways is a program that creates a pipeline of aviation talent through a progressive training model that will attract and retain the current and future workforce. The program provides opportunities for students to get involved, including DEN Academy, internships, tours and much more. In addition, this program provides training and development opportunities for our current workforce aimed at building future leaders for the industry.

• Research and Innovation Lab:

The lab will be located within the CEEA facility and will allow DEN to partner with local colleges and universities to conduct aviation research, identify best practices and adapt new and existing technology systems to innovate and advance the aviation industry. DEN intends to seek speakers and lecturers focused on presenting current and future aviation trends and fill leadership voids.

DEN EQUITY, DIVERSITY, INCLUSIVITY TEAM (EDIA)

DEN’s EDI team is charged with helping the airport and its employees consider issues of institutional racism and discrimination. The EDI team works to make substantive changes that will ensure a more inclusive organization. With the topics of race and social justice as forms of employee engagement, the EDI team has worked to develop a broad focus that encompasses employees, operations and the community.

The process includes three phases: normalizing conversations about race and racism, organizing with

stakeholders to build organizational capacity and operationalizing action with a data-driven approach.

This is accomplished by making the conversation about race and discrimination more comfortable, providing a safe place to share our experiences and empowering vulnerability and openness to understand one another and come together to solve problems.

Ultimately, through working together with all employees, we will identify policies, practices and further training to reinforce our shared goals.

ADVANCING EDIA THROUGH DEN COMPETITIVE PROCUREMENTS

EDIA is one of the four guiding principles of DEN’s Vision 100 strategic plan. At DEN, we value equity, diversity, inclusivity, accessibility and sustainability in all aspects of our business, including through contracting with the business community.

DEN, in partnership with the Division of Small Business Opportunity (DSBO), the Mayor’s Office of Social Equity and Innovation and the City Attorney’s Office, made procedural changes to its competitive procurements that will improve opportunities and promote economic equity by engaging a more diverse and inclusive community of vendors and contractors.

Some of the equity enhancements to the procurement process include:

• Added language to competitive solicitations (RFPs, RFQs, RFIs) that includes detailed information about DEN’s EDI requirements, including a new City Values Statement

• A required Equity Plan submission as part of proposals that will be scored and factored into each proposal’s final score (excluding RFIs)

• An effort to promote greater diversity in the composition of evaluation panels

• New components of training for the evaluation panel participants to equip them to look for EDI sociocultural merits as they review and evaluate proposals

• Encouragement of broad and diverse participation in the procurement process, including an effort to encourage minority/ women-owned businesses (MWBE) to serve as prime contractors as they seek out key partnerships for their proposals

These are just some of the ways DEN’s procurement process is embracing a stronger focus on advancing equity. With full representation across contracts, DEN demonstrates that as an international airport serving millions of passengers annually, it is possible to represent the diverse communities we serve.

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DIVERSITY IN BUSINESS AT DEN

Helping a larger, more diverse field of businesses compete for government contracts is an important way that we help small businesses grow and increase their revenues. Many small companies do not realize they can access a much broader world of opportunity by gaining certification for various qualifying factors. These factors include being minority- or woman-owned, or otherwise being a disadvantaged business.

The city’s Office of Economic Development runs the DSBO. DSBO’s mission is to be the bridge that promotes and improves the participation and engagement of small businesses through the creation and implementation of programs, thereby achieving an equitable Denver economy. In addition to granting certifications and providing outreach and capacity-building for small firms,

DSBO sets participation goals for public projects and ensures that contractors are paid promptly.

This table reflects payments over time on any DEN contract with an SBE Defined Pool requirement. The total payments to primes only accounts for contracts with an SBE Defined Pool requirement as monitored by DSBO and does not include payments on other contracts. The payment data is aggregated by payment date.

$71,332,032.62

$60,864,147.85

$71,134,750.89

$105,334,264.70

$107,700,550.21

$217,933,523.48

$418,576,972.69

$760,607,437.86

$979,969,436.22

This table reflects payments over time on any DEN contract with an MWBE or DBE requirement, respectively. The total payments to primes only accounts for contracts with an MWBE or DBE requirement as monitored by DSBO and does not include payments on other contracts. The payment data is aggregated by payment date.

table shows a breakdown of the payments to MWBE and DBE certified businesses on DEN contracts in 2023, divided by whether the certified business was the prime contractor or a subcontractor. Payments to SBE certified businesses are not included because the SBE certification is race- and gender-neutral. The payment data is aggregated by payment date (2023).

DEN also runs several programs, such as the Airport Concessions

Disadvantaged Business Enterprise (ACDBE) and Mentor Protégé programs, that contribute to increasing diversity in business.

ACDBE

The ACDBE Program aims to provide equitable opportunities by providing small businesses owned and controlled by socially and economically disadvantaged individuals a fair opportunity to compete for concession opportunities at the airport.

The ACDBE Program is a federal program applicable to airports that receive federal funds through grants from the FAA. ACDBE certification affords small businesses the opportunity to compete for concessions contracts, either as an operator or supplier at DEN, as well as other airports receiving federal funding throughout Colorado. It is race and gender conscious.

ACDBE TRIENNIAL GOALS:

An overall ACDBE goal (“triennial goal”) is established every three years and submitted to FAA for review and approval. The overall goal percentage represents the difference between the current percentage of

minority and women-owned firms’ participation on transportation projects and the percentage of participation that would be expected absent the effects of current and past discrimination. As per FAA requirements, DEN has established two separate overall ACDBE goals.

The car rental goal has been developed using the percentage of purchases anticipated. The projections used in the preparation of the car rental ACDBE concession goal, including purchasing forecasts, represent best efforts to develop a current assessment, based on data available at the time the triennial goal was established.

MENTOR PROTÉGÉ PROGRAM

This program is managed by DSBO and supports the city’s commitment to expanding the capacity of MWBEs. In support of that commitment, the citywide Mentor-Protégé Program matches larger firms with MWBEs to assist the smaller firms with developing the necessary skills to scale their businesses and gaining educational and networking opportunities directly from participating city agencies. The DEN Commerce Hub team meets with members of various DEN divisions throughout the season that can assist the teams with their goals. Currently, the focus is on construction, design, engineering and professional service teams.

BDTA Launched in 2022 with Architecture/ Engineering/Construction (A/E/C) Concourse 100, BDTA seeks to support small businesses during the lifecycle of their work at DEN by providing trainings at all transitional points of the business.

BDTA will help small businesses develop a systematic approach to entering DEN in the areas of construction, professional services, goods and services, and concessions. The three primary goals of the training academy are to create, educate and cultivate an environment where the small business can grow and connect with other businesses and industry groups. BDTA will help build a pipeline for certified small businesses from learning about opportunities to graduating from DSBO’s certified program. As a result of these modular

trainings, DEN will be able to increase the pool of certified firms ready, willing and able to do work and be successful at DEN.

In 2023, BDTA piloted its A/E/C Concourse 200 class, graduating 14 certified small businesses from the program. BDTA also held another Concourse 100 session, graduating an additional 27 certified small businesses.

INCLUSION AND ACCESSIBILITY

ADA - DEN FOR AMERICANS WITH DISABILITIES

Like all local and federal government agencies, DEN is required to comply with the Americans with Disabilities Act, also known as the ADA. This federal civil rights law prohibits discrimination against people with disabilities and was signed into law almost 34 years ago. Some basic ways that DEN demonstrates compliance with the ADA include curb cuts, elevator access to DEN services and programs and accessible restrooms and nursing rooms. Because EDIA is at the heart of DEN’s core values, we strive to go above and beyond with compliance. Our goal is to ensure access to safe air travel for customers with disabilities.

THE SUNFLOWER HIDDEN DISABILITIES PROGRAM

DEN has been a proud Sunflower Hidden Disabilities Airport Partner since 2022. The Sunflower Hidden Disabilities program is globally recognized and designed to help people with hidden disabilities (i.e., autism spectrum disorder,

Parkinson’s, deaf or hard of hearing, dementia, etc.).

The program enables travelers to be discreetly visible to airport employees. The sunflower lanyard indicates to staff that they may need to adjust their customer service to accommodate passengers who may need a little extra assistance, understanding or time. Wearing the sunflower lanyard is optional and travelers can pick one up for free at any of DEN’s Customer Service Information booths.

REVITALIZING FLYDENVER.COM

Just as DEN’s infrastructure is improving, so is the way you can find Access and Mobility information. The new flydenver.com site was launched in November 2023. The website is ADA WCAG 2.1 compliant and integrated the former jobs and business sites to create a seamless experience for our passengers, job seekers and partners. The Accessibility and Mobility page is now more prevalent and hosts information about wheelchairs, travel assistance, sign translation services and more.

EFFECTIVE COMMUNICATION

DEN is committed to compliance with the Americans with Disabilities Act of 1990, 42 U.S.C. § 12101 et seq, Title II (state and local government), to provide effective communication for persons with disabilities accessing Denver government programs, services and events. This includes but is not limited to providing upon request by individuals who are deaf, blind or hard of hearing: assistive

listening devices, sign language interpretation and captioning via Communication Access Realtime Translation. TITLE VI

DEN’s Title VI program’s purpose is to ensure nondiscrimination in airport activities, services and programs per Title VI of the Civil Rights Act of 1964. Title VI also requires DEN to provide meaningful access to information and services to limited English proficiency communities. DEN is committed to compliance with 2 C.S. § 561 et seq. (Act 172 of 2006) and Denver’s Executive Order 150 in ensuring meaningful access to city services and programs for individuals with limited English proficiency.

DEN utilizes Language Line Solutions for professional interpretation and translation services, providing 24/7 language access in over 290 languages. DEN currently has the following qualified bilingual staff members to offer oral interpretation as needed.

• 2023: 11 City and County of Denver (CCD) Employees

• 2024 through April: 22 CCD Employees

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CUSTOMER EXPERIENCE

CALL CENTER AND LIVE AGENTS

A guiding principle of DEN’s Vision 100 plan is to enhance the customer experience. We’re continuously initiating new programs and technologies to meet the needs of and go above and beyond for our customers.

DEN VOLUNTEER PROGRAM

DEN has a team of volunteers ready to assist passengers as they navigate the airport. There are four groups of volunteers that make up DEN’s Volunteer Program. They include our Ambassadors, Canine Airport Therapy Squad (CATS) and Collegiate and Teen Navigators. Friendly ambassador volunteers donning iconic plaid purple vests and black hats helped over 1.2 million customers in 2023. From providing directions to reuniting friends to capturing group photos, 230 ambassadors, including 12 Teen Navigators, contributed over 28,200 hours of their time making DEN a welcoming place.

DEN CATS

The Guinness World Recordholding DEN CATS program benefits passengers in a truly unexpected way. Volunteer animals and their human partners offer customers a comforting interaction in an environment that can sometimes be stressful. All pets are registered with the Alliance of Therapy Dogs, Pet Partners or K9 To 5, and are trained, certified and insured.

AI and other technology help DEN’s Customer Service team aid passengers in navigating the airport, whether in person or answering questions via phone, email, video chat, web chat or text.

DEN TRAVEL ASSIST

In 2023 DEN announced DEN Travel Assist, a new program designed to help travelers (especially those in need of extra assistance) navigate DEN easily and efficiently DEN Travel Assist employees can meet customers at their car to help unload luggage, strollers and car seats, or at their airline ticket counter. DEN Travel Assist handles all the baggage, walks customers to check-in or baggage claim upon arrival and ensures a smooth trip through the airport.

DEN RESERVE

DEN partnered with CLEAR to introduce the DEN Reserve program to help passengers save time at airport security. DEN Reserve is a free service that allows all passengers to reserve a dedicated time slot through DEN’s West Security Checkpoint for their party – giving them a more predictable and seamless travel experience.

ART AND CULTURE

From its very first year of operation, DEN has integrated art into its public spaces. Mustang, our world-famous blue horse by artist Luis Jiménez, may be the most well-known, but DEN has over 34 artworks in its permanent collection, which is composed of 230 smaller, individual components. DEN also features rotating exhibits

in the terminal, on each concourse and in baggage claim, that highlight Colorado-based artists and makers.

AIRPORT SERVICE QUALITY (ASQ) SURVEYS AND VOICE OF THE CUSTOMER REPORTING

DEN tracks and reports customer satisfaction through ASQ surveys. Customers rate their various experiences on a 1-5 scale, which helps airport staff identify key opportunities for improvement. Additionally, the Voice of the Customer report documents customer interactions with our Customer Relations Center and across social media channels to give context to customer comments and to bring awareness of issues so that DEN personnel can address problems.

ON-SITE HOTEL

Located just steps from the terminal, the Westin Denver International Airport is a hotel and conference center and was designed to resemble a bird in flight. Its curved roof mimics the concave shape of Jeppesen Terminal’s white peaked roof.

The hotel spans a whopping 433,000 square feet, consisting of 519 guest rooms, a 37,500 square foot conference center, one grand ballroom, one junior ballroom, and 16 additional meeting/board rooms.

The Westin Hotel hit their highest year yet for revenue in 2023 at $73.5 million with an overall average occupancy rate of 85%.

DEN TRANSIT CENTER

DEN provides convenient access to the Denver Metro area through bus and rail services. The commuter rail line connects DEN to downtown Denver in approximately 35 minutes via the RTD’s A Line train. The train runs every 15 minutes during peak hours and every 30 minutes during non-peak hours, serving 50 million customers since it opened in 2016. The public transit center also serves as the pick-up and drop-off location for all RTD buses. Customers can also get a free shuttle ride to the East and West Parking lots from the transit center

RIDESHARING AND CARSHARING

At DEN we know that our customers want a variety of transportation options to and from the airport. We are committed to providing passengers with access to innovative transportation choices. Colorado was the first state in the country to legislatively authorize ridesharing companies, or Transportation Networking Companies, and DEN was the third major airport in the country to secure a formal operating agreement with them in 2014. DEN has also partnered with carsharing services such as Turo to provide customers with an alternate way to get to their destinations across the state.

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HIRING APPROACH

DEN focuses on recruitment and retention practices using a datadriven approach to understand how hiring impacts the overall demographics composition of airport employees. Human Resources highlights demographic opportunities within each smaller organization they support and communicates those opportunities to the hiring manager upon beginning a new recruitment. The intention is to consciously improve the demographic makeup of the team while maintaining or improving its capability.

DEN follows the practices of Colorado Equal Pay for Equal Work in regard to its recruitment practices. That allows both internal and external candidates the opportunity to apply for and be in consideration for job opportunities. DEN puts a large focus on upskilling and creating pathways to promote internal candidates throughout the organization. Human Resources, in partnership with leadership, understands that many employees offer a great amount of talent but may not have the education to qualify for promotional opportunities. As such, recent focus on creating qualification equivalencies, allowing for work experience to substitute educational experience, ensures that talent can apply for and be considered for such roles.

Lastly, DEN cannot sustain its increasing operational demand without focusing on retaining its employees. This past year, DEN has reviewed and audited, where necessary, compensation across the organization.

Working at DEN isn’t only a job – for our employees, it’s a career. At DEN, employees are properly trained, and they have consistent support from leadership to confidently execute their responsibilities. What’s more, DEN employees understand the ways to continuously grow both in skill and in compensation, ensuring they have a clear route to career opportunities and advancement.

DEN NEW HEIGHTS PROGRAM

In April 2023, DEN partnered with the Colorado Department of Corrections (CDOC) to offer employment and work experience to individuals exiting the justice system. DEN launched Employment Pathways to transition those individuals into the workforce and soar to “DEN New Heights.”

The program is operated through Bayaud Enterprises and is comanaged by CEEA and DEN’s maintenance division. Duties include landside functions outside of the airport’s secure areas, such as landscaping, minor road repairs, snow removal and trash clean up.

DEN New Heights provided accessible work experience to individuals and will optimize transitional success to navigate employment services.

DEN New Heights offers alternative employment pathways to marginalized community populations and serves as an innovative approach to provide access to meaningful work experiences.

“Our pilot program participants will gain experience while enhancing our airport through their work,” DEN CEO Phil Washington said. “We aim

to be trailblazers in the aviation industry by embedding equity in all that we do, including connecting with our community’s most vulnerable populations with a human-centered, data-driven approach.”

INDIVIDUAL, BUT IT ALSO HELPS KEEP OUR COMMUNITIES SAFER.”

“DEN New Heights will provide work to up to 10 participants for 12 weeks, about 40 individuals over a year, in rotating work crews. Work assignments will vary based on DEN’s maintenance operational needs, including seasonal priorities. BY HELPING JUSTICE-INVOLVED INDIVIDUALS RE-ENTER THE WORKFORCE, THE DEN NEW HEIGHTS PROGRAM WILL PROVIDE A FOUNDATION FOR A FRESH START AND OFFER A PATH TOWARD PRODUCTIVITY AND PURPOSE,” EXECUTIVE DIRECTOR OF BAYAUD ENTERPRISES TAMMY BELLOFATTO SAID. “HAVING JOB SKILLS AND THE OPPORTUNITY TO FIND STABLE EMPLOYMENT REDUCES THE LIKELIHOOD THAT A PERSON RELEASED FROM PRISON WILL COMMIT A NEW CRIME AND END UP BACK IN PRISON. THAT NOT ONLY CHANGES THE FUTURE FOR THAT

CDOC EXECUTIVE DIRECTOR ANDRE STANCIL NOTED, “WE ARE GRATEFUL FOR OUR PARTNERS AT DEN AND BAYAUD FOR PROVIDING OPPORTUNITIES FOR INDIVIDUALS WANTING TO MAKE A POSITIVE CHANGE IN THEIR LIVES.”

In alignment with the EDIA guiding principle of our Vision 100 strategy, DEN New Heights offers wide-ranging resources and services to ensure an equitable approach in serving the unique needs of participants. In addition to working onsite at DEN, participants attend employment retention classes to support their transition. Participants are also provided daily breakfast and lunch, supplementary clothing items, hygiene products and transportation to their worksite. DEN New Heights team members receive same-day payment at the end of each workday.

EMPLOYEE ENGAGEMENT AND RETENTION

Employee engagement is about the connection employees have with their work. Highly engaged employees do their work not just because they are paid, but because they care about doing a good job. At DEN, we’re focused on nurturing and achieving great work, not just increasing engagement, because great work directly leads to better results.

The Employee Engagement Committee (EEC) members serve as division representatives and ambassadors for DEN’s overall employee engagement efforts. The EEC works directly with DEN leaders, Office of Human Resources (OHR) and Culture and Strategy to shape DENwide and division-specific initiatives that support focus areas, as defined from survey results.

The EEC meets monthly to design and implement strategies aimed at addressing two DEN-wide goals: Senior Leadership and Tools to Do My Job. These goals and focus areas were determined from employee feedback during the most recent engagement survey, and the committee has been working toward implementing strategies around improving in these areas.

CEO VISIONARY AWARDS

At DEN, we ask for employee excellence in all we do. In addition to being liberal with appreciation, it’s vital to recognize employee’s outstanding performance in order to reinforce the very behaviors that are transforming DEN into a world-class operation. Everything we are becoming is because of what our employees’ are doing.

DEN’s CEO Visionary Awards celebrate the outstanding vision, leadership and innovative spirit within our organization. In its inaugural year, the awards highlighted individuals who have shown innovation and excellence and who embody the pillars and guiding principles of Vision 100 in six categories:

• Sustainability and Resiliency

• Equity, Diversity, Inclusion and Accessibility

• Operational Excellence

• Enhancing the Customer Experience

• Teamwork Champion

• The CEO Award

WELLNESS

DEN’s wellness program offers a variety of resources, education, events and challenges to help DEN employees maintain their overall health and well-being. DEN offers free wellness center memberships to all City and County of Denver (CCD) employees. Our objective is to empower employees to make healthy and informed choices and encourage their own personal wellness.

In 2023, DEN focused on improving both the physical space in the DEN wellness center and the programming offered, centered around four pillars of wellness: physical, mental, financial and professional. We replaced or added over 20 pieces of equipment, repainted workout areas and upgraded lighting throughout. We’ve also collaborated with our

janitorial services provider to greatly enhance their care of the facility. In addition, DEN now offers 14 different ongoing training programs ranging from wellness improvement learning opportunities (e.g. Psychological First Aid, CPR/AED, Stop the Bleed, Lunchtime Yoga) to over 18 engagement opportunities during Wellness Week.

Participation in wellness programs has consistently increased, reflecting the positive reception and perceived value of these initiatives. Wellness and safety classes have maintained a high engagement rate, and health screenings have become a regular part of members’ wellness routines. Additionally, a record 50% of DEN CCD employees achieved the wellness incentive in 2023! This was one of the highest participation rates in the city.

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CONTINUOUS IMPROVEMENT (CI)

CI is a shared mindset focused on always striving to be better at what we do every day. The CI team at DEN supports a culture of innovation and leads programs and trainings that engage and empower all DEN employees to drive changes that will improve outcomes and performance across the airport. DEN’s CI program priorities include capability building, CI coaching and consulting, and enterprise project leadership.

CAPABILITY BUILDING

DEN employees can choose to be trained in a variety of CI Kickstarter courses, as well as Green and Black Belt certification programs. DEN has 187 certified Green Belts and 60 certified Black Belt innovators. Additionally, in FYE 2023, 140 DEN employees completed their training in various problemsolving methodologies, a 22% increase from 2022.

ENTERPRISE PROJECT LEADERSHIP

The CI team leads continuous improvement projects in support of DEN strategic goals that require seasoned expertise in continuous improvement techniques and those that would better be accomplished through facilitation by a neutral party.

Here are some examples of projects that encourage innovation, improvement and a more efficient environment at DEN.

EFFECTIVE COLLABORATION IS KEY TO KEEPING DEN CLEAN

In November 2022, a project was launched to tackle the growing problem of waste accumulation across the concourses. With the airport experiencing exponential growth, waste accumulation also surged, placing unprecedented strain on our waste infrastructure. These backups in the infrastructure pose challenges to daily operational tasks and could potentially impact our ability to provide exceptional service to our customers. Initial assessments revealed that 56% of waste compactor sites at DEN were experiencing issues such as overfilling, chute blockages or the presence of large items disrupting normal operations. To address these challenges, a dedicated project team was assembled.

CI COACHING AND CONSULTING

The CI team advises and assists DEN employees who have completed Green Belt and Black Belt training in the implementation of the continuous improvement projects they lead. In 2023, DEN’s CI team supported 116 continuous improvement initiatives (a 45% increase over the prior year) led by DEN employees. ACCELERATING

Their focus was on fostering productive collaboration, implementing a communication platform for efficient task delegation and securing a reliable contractor to manage large-scale cleanup operations. By December 2023, the project team achieved a nearly 40% decrease in the number of compactor locations experiencing issues, marking an exceptional two-thirds reduction from the baseline figures.

ONBOARDING EFFORTS:

In May 2023, the DEN Customer Relations Center (CRC) faced a significant challenge with staffing shortages, prompting a collaborative effort to streamline training schedules as the team recruited new members. Through strategic adjustments, including eliminating unnecessary onboarding steps, the team achieved remarkable results. Six new CRC agents were successfully onboarded in just two weeks each, yielding approximately 1,500 full-time employee hours that were redirected toward other priorities. New trainees rated their readiness at an impressive 91%, surpassing the set goal. This transformative endeavor earned the prestigious Black Belt certification.

INNOVATOR OF THE YEAR AWARD:

INCREASE NEW CONCESSIONAIRE ORIENTATION

Ensuring the success of new concessionaires at DEN has remained a top priority for the Concessions team, particularly with the recent expansion of the airport, necessitating efficient onboarding processes. Recognizing this need, the team dedicated efforts to develop a comprehensive onboarding program. This initiative equips new concessionaires with vital information, contacts, forms, templates and guidance essential for navigating and thriving within our bustling airport environment.

A noteworthy feature of the program is the initiation of orientations before concessionaires begin operations. This practice guarantees access to resources and fosters continuous communication concerning updates to guidelines and procedures. Consequently, concessionaires have informally shared that their businesses are adequately equipped to flourish at the airport. For spearheading this impactful initiative, which significantly enhances strategic partnerships and elevates the customer experience, the project team received the prestigious Innovative Team of the Year Award during the November Innovation Showcase.

ENHANCING SNOW OPERATIONS EFFICIENCY: DIGITIZING COMMUNICATION

Snow Operations Management at DEN has adapted to the growth of the airport, prompting a shift in communication practices. Manual tracking of essential information, previously sufficient for a smaller team, led to delays and inefficiencies as the team expanded. This reliance on manual processes hindered timely dissemination of critical information, such as resource allocation for snow clearance to maintain customer pathways and airline operations. To address this challenge, a digital solution was introduced to streamline communication and centralize data on equipment, routes and employee availability.

The adoption of this solution revolutionized snow operations, enhancing communication and efficiency within the team. Post-snow event sessions facilitated swift error identification and continuous improvement efforts. Additionally, the solution enabled better tracking of material usage and resource allocation, aligning with Vision 100’s sustainability goals and bolstering organizational resilience. This initiative underscores DEN’s dedication to continuous improvement, driving tangible enhancements in snow event preparedness and operational efficiency.

ESTABLISHMENT OF THE INNOVATION CHAMPIONS GROUP

Amid the soaring growth of passenger traffic, DEN has embraced a culture of continuous improvement to meet the evolving demands of its dynamic environment. Recognizing the pivotal role of innovation in sustaining this momentum, the airport implemented a strategic initiative under Vision 100. Empowering employees across divisions, the Continuous Improvement team spearheaded the appointment of Innovation Champions, strategically selected from executive portfolios to coach and mentor colleagues through improvement efforts. This innovative approach has yielded remarkable results, with an unprecedented 72% increase in DEN staff engagement with Continuous Improvement initiatives since the prior fiscal year.

As DEN continues to thrive as a hub of innovation, these Innovation Champions stand as beacons of progress, driving positive change and ensuring a brighter future for employees and travelers alike.

SOCIAL:

DENVER WAGE LAWS

The Colorado Legislature enacted a statute in 2019 permitting local governments to set a jurisdiction-wide minimum wage. In November 2019, the Denver City Council created the Denver Revised Municipal Code Chapter 58-16, which sets the local minimum wage for Denver and prescribes the means for setting, enforcing and complying with the new local minimum wage. The citywide minimum wage rate is required to increase annually according to the calculation of the Consumer Price Index.

GOVERNANCE:

DEN LEADERSHIP

PHILLIP A. WASHINGTON, Chief Executive Officer

Washington started as DEN’s CEO in July 2021. He returned to Denver after six years as CEO of the Los Angeles County Metropolitan Transportation Authority. He served as Assistant General Manager from 2000-2009 and General Manager and CEO from 2009-2015 for metro Denver’s Regional Transportation District.

Originally from the south side of Chicago, Washington is a 24-year veteran of the U.S. Army, where he held the rank of Command Sergeant Major. He retired from active duty as a disabled veteran and received the prestigious Defense Superior Service Medal for exceptional service to his country. He holds a bachelor’s degree in business from Columbia College, a master’s in management from Webster University and is a graduate of the Harvard University Kennedy School for Senior Executives in State and Local Government.

MARIA G. MELEANDEZ, Chief of Staff

Meleandez oversees Government Affairs and Global Public Policy, Culture and Strategy and CEEA, among other duties. Prior to joining DEN, she served as the Deputy Executive Officer of the Los Angeles County Metropolitan Transportation Authority (LA Metro), where she worked to advance the implementation of high-impact, community-centered workforce investments and both internal agency and outward-facing programs and projects.

Prior to joining LA Metro, she excelled in numerous capacities, leading large-scale programs within education, healthcare and infrastructure industries. As a first-generation college graduate, Maria holds a master’s degree in business administration, is a licensed Registered Nurse and a Hudson-trained Executive Coach.

DAVE LAPORTE, Chief Operating Officer

LaPorte oversees airport operations, maintenance, sustainability, parking and ground transportation and asset management.

He has been in the aviation industry for more than 30 years and has been with DEN since 2012. His most recent position was Deputy Chief Operating Officer, where he had direct oversight of Airport Safety and Operations Innovation and Analytics. He held the position of Senior Vice President of Airport Operations from 2015 to 2023, where he was responsible for leading Airside and Terminal Operations, Safety, Security, Emergency Preparedness and Management, Contract Administration and the Communications Center. Prior to joining the DEN team, LaPorte had a 19year career with Southwest Airlines, most recently serving as the airline’s DEN Station Manager.

PENNY MAY, Chief Commercial Officer

May joined the airport as its new Deputy Chief of Staff in December 2018. In September 2021, she was appointed to Chief Commercial Officer overseeing Concessions, Aviation Commercial Business Development, Business Operations/Procurement and Business Technologies. She also serves as DEN’s point of contact for Human Resources. Prior to joining DEN, she served as the Deputy Chief of Staff for Mayor Hancock and as the executive director of Denver Human Services. Her career with the city includes serving in the administration of three mayors. Penny also served as Director of Excise and Licenses, Deputy Manager of Human Services, interim Chief of Staff to Mayor Hancock and as the Interim Executive Director of the General Services Department. Penny holds a bachelor’s from the University of Colorado and a master’s from the University of Denver.

JAMES STARLING, PE, Chief Construction and Infrastructure Officer

Starling is the Chief Construction and Infrastructure Officer, overseeing Planning, Design and Construction. He comes to DEN from Jacobs, where he served as Vice President and Construction Program Manager for the Mid-Coast Corridor Projects in California. Prior to that, he worked as a Corridor Manager for the Regional Transportation District in Denver. In his expanding new role, he will oversee the Great Hall Program, Gate Expansion Project and other design.

MIKE NAKORNKHET, Chief Financial Officer

Nakornkhet serves as DEN’s Chief Financial Officer and oversees the financial and strategic management of DEN’s capital program and operating budget with annual revenues of more than $900 million. He also leads the airport’s finance, accounting, business management services, internal audit and financial planning and analysis functions. He has 20 years of experience in the aviation sector, most recently as the Acting Managing Director of Finance at San Francisco International Airport, where he oversaw capital finance, budgeting and financial planning and analysis in delivering its large-scale Capital Improvement Plan.

EVERETT B. MARTINEZ, General Counsel

Martinez joined DEN in November 2016. He oversees a team of 18 attorneys and legal professionals supporting the airport. DEN Legal is a section within the Denver City Attorney’s Office that negotiates real estate transactions, drafts contracts, secures bond financing, litigates and defends legal claims and ensures legal and regulatory compliance with federal, state and local laws on behalf of the airport.

ANDREA ALBO, Deputy Chief of Staff

Albo is Deputy Chief of Staff and is responsible for the Chief of Staff portfolio that includes organizational strategic planning and performance management, CEEA and the airport’s overall EDI efforts. She also works to operationalize key priorities for CEO Phil Washington. Andrea joined DEN in 2019, serving as the Senior Vice President for Culture and Strategy. In this role, she oversaw the Commerce Hub, Strategic Planning, Continuous Improvement, Wellness, Employee Engagement, ADA/Title VI, future workforce development and EDI efforts.

MICHAEL BIEL, Deputy Chief Financial Officer

Biel is the Deputy Chief Financial Officer at DEN and has been with the organization since June 2017. He oversees all the DEN financial statements including the annual audited financial statement and assists in financing transactions to secure funding for capital improvement projects. Biel previously served as the Senior Vice President of Financial Accounting. Prior to joining DEN, he worked in a similar role at what is now the Harry Reid International Airport in Las Vegas. He also has 20 years’ experience with certified public accountant firms in Las Vegas, Nevada and Mobile, Alabama. He is a licensed CPA in Alabama with reciprocity in Nevada and earned his bachelor’s degree in accounting from the University of South Alabama.

COMMUNITY ADVISORY COMMITTEE (CAC)

DEN announced the addition of three new members to its CAC, the ad hoc volunteer committee that carries forth DEN’s vision of providing excellence in service and support to the public.

The CAC was designed to seek the insight, guidance and advice of Front Range community members in order to advance DEN’s global reach and reputation as a leader in the aviation industry. The CAC also serves to help enhance the DEN customer experience. As DEN CEO Phil Washington notes, this committee helps DEN keep community feedback at the forefront of its decisions.

The CAC meets at DEN quarterly and consists of 16 community members representing each county in the Denver metro and Boulder markets. Representatives reflect diversity in race, ethnicity, gender identity, national origin, age, ability, religion, sexual orientation, experience and perspective regarding issues such as travel, customer experience, business, construction, environmental transportation and tourism.

GOVERNANCE:

AIRPORT OPERATIONS

DEN’S AIR SERVICE NETWORK

In March 2023, United Airlines resumed daily nonstop flights to Tokyo/Narita (NRT) after a nearly three-year suspension due to the COVID-19 pandemic. June 2023 marked the 10th anniversary of the inauguration of United’s DEN-NRT service, DEN’s first and only nonstop connection to Asia.

In August 2023, DEN announced new nonstop service between DEN and Dublin beginning May 17, 2024 – the first-ever service from DEN to Ireland – along with a brand-new carrier to DEN, Aer Lingus.

In September 2023, DEN announced a partnership with Viva Aerobus, a new airline offering nonstop service between DEN and Monterrey, Mexico, beginning January 25, 2024.

In October 2023, United Airlines inaugurated new nonstop service between DEN and San Juan, Puerto Rico, the first-ever service between the two cities. San Juan long ranked as the largest domestic market without nonstop service from Denver, with demand levels reaching nearly 200 travelers per day.

New domestic destinations started in 2023:

• Lehigh Valley, Penn. (Allegiant)

• Bellingham, Wash. (Southwest)

• Dayton, Ohio (United)

• Greensboro, N.C. (United)

• Lexington, Ky. (United)

NEW FOOD AND LOUNGE OPTIONS

Several new dining options were added to DEN’s portfolio of restaurants and shops. In June 2023, Miami-based Half Moon Empanadas opened its first location outside of Florida on DEN’s Concourse B. In July 2023, DEN welcomed The House of LR&C, a retail store owned by Super Bowl Champion Russell Wilson and Grammy-winning singer-songwriter Ciara, on Concourse C. DEN has had many kiosks and travel conveniences open as well, including Fly Fly Baby and High Dune on Concourse B, and Sugarphoria, Black Canyon and Longs Peak on Concourse C. Lastly, DEN opened the Plaza Premium Lounge on Concourse A. In partnership with Capital One, the lounge is the third Plaza Premium Lounge to open in the United States. More local and popular shops and restaurants are coming to DEN in 2024.

NEW AUTOMATED GUIDEWAY TRANSIT SYSTEM (AGTS) CARS

In December 2023, DEN announced the arrival of the first new train car from manufacturer Alstom as we begin upgrading the train system that carries passengers between the terminal and concourses. An additional 25 train cars are expected to arrive in Denver throughout 2024, with the first vehicles carrying passengers in time for the summer travel rush.

INFRASTRUCTURE

In September 2023, DEN cut the ribbon on Taxiway EE and was joined by U.S. Secretary of Transportation Pete Buttigieg, Colorado Governor Jared Polis and Denver Mayor Mike Johnston. This is the largest airport safety project funded by the FAA, worth almost $51 million. The project addresses an FAA “Hot Spot” – a location on an airport movement area with a history or potential risk of collision or runway incursion. The project addresses safety – DEN’s highest priority – and increases the efficiency of its airfield by 10%.

ANNUAL INSPECTION AND CERTIFICATION

DEN completed its annual facility and operations inspection by the FAA and certification inspectors found no discrepancies with DEN’s compliance under 14 CFR Part 139 regulations. This is the third year in a row and the sixth time in seven years that DEN has passed the annual certification inspection with zero findings.

DEN’S AWARD-WINNING SNOW PROGRAM

• DEN has nearly 600 trained snow removal personnel, approximately 338 pieces of airside snow removal equipment (includes contractor equipment for ramp areas) and 175 pieces of equipment for landside parking lots and roadways.

• Over the past two years, the airport invested in 24 new pieces of state-of-the-art multifunction equipment. These machines each cost $1,080,036.

• DEN has five centralized deice pads with a total of 27 deicing spaces and four deicing contractors.

DEN’S DRONE PROGRAM

Over the past several years, the proliferation of interest in and use of Unmanned Aircraft Systems (UAS), or drones, has led the FAA to research applications for UAS in airport environments and significant policy and regulatory adaptations to integrate these platforms into the airport environment.

DEN’s Airside Operations’ drone team has been dedicated to transforming UAS operations at DEN since 2022, particularly in the areas of emergency response, inspection and mapping of the airfield. By leveraging the capabilities of drones, we aim to

bring a fresh perspective and identify opportunities for improvement in various areas, such as construction inspections, survey work, incident/ emergency management, training and exercises, facility assessment, mapping and wildlife inspections.

Airside Operations embraces a flexible approach in supporting the airport’s vision and needs through the utilization of drones, while always prioritizing safety. DEN’s UAS program currently has 15 Airside Certified Pilots and four drones. DEN will continue to collaborate with the FAA to navigate the evolving rules and regulations governing drone operations in controlled airspace.

Below are the roles we envision the drone team playing in the future:

• Emergency Response

• Denver Police Department Response

• CFR Part 139 Airfield Self Inspections

• Facility Inspections

• Construction Inspections

• Mapping and Survey Missions

• Wildlife Mitigation

• Parking Lot Patrols

• Training and Exercises

PAST TO PRESENT DRONE PROGRAM

SEPTEMBER 2022

INSURANCE REQUIREMENT

Opened communication with Risk Management about insurance requirements for external users to fly UAS on DEN property

SEPTEMBER 2022

OPERATING INSTRUCTION

Work begins on Operating Instruction for procedure to allow UAS operation on DEN property

OCTOBER 2022

UAS RULE 145

Opened communications with DEN Legal to begin drafting DEN rule for operating UAS on DEN property

MAY 2022

DRONE PURCHASE PROPOSAL

Quotes for drone purchase submitted to Senior Leadership

MAY 2022

AIRSIDE OPERATIONS

LEADERSHIP PASS PART 107 EXAM

Airside Operations leadership complete online Part 107

Pilot training course and successfully pass Part 107 Pilot Exam

SEPTEMBER

2023

VEOCI INTEGRATION

UAS Operations on DEN

Property Approval Request live on Veoci platform for external users to request to fly UAS on DEN property

SEPTEMBER 2023

CERTIFICATE OF AUTHORIZATION

DEN Airside Operations recieves FAA Certificate of Authorization to begin flying UAS missions on DEN property

SEPTEMBER 2023

TWY EE UAS FLIGHT

UAS flight by Airside Operations of TWY EE prior to taxiway opening

SEPTEMBER 2023

DEN PARKING LOT

SURVEILLANCE

Airside Operations begins flying UAS missions over parking lots as a deterrant for car theft

OCTOBER 2023

SNOW DRY RUN

Airside Operations captures footage of Snow Equipment Dry Run using UAS

NOVEMBER 2023

UAS RULE 145 ADOPTED

DEN Rule 145 operations adopted

NOVEMBER 2023

AIRSIDE OPERATIONS

PARTNERS WITH DEN GIS AND CCD GIS & ESRI

Airside Operations partners with DEN GIS, CCD GIS and ESRI to begin discussions about mapping the airfield using UAS

GOVERNANCE:

FINANCIAL PERFORMANCE

OPERATING REVENUES:

In 2023, DEN continued to see an increase in passenger traffic and airport operations, with a 12.3% increase in total passengers and a 7.5% increase in total aircraft operations, respectively, for the year ending Dec. 31, 2023, as compared to the same period in 2022.

Operating revenue at the airport totaled $1,022.1 million, an increase of $91.9 million, or 9.9%, for the year ended Dec. 31, 2023, as compared to the same period in 2022. Airline revenue totaled $459.6 million, a rise of $60.2 million, or 15.1%. The overall augmentation was due to increases in facility rentals and landing fee revenue. Nonairline revenue totaled $562.5 million, an escalation of $31.7 million, or 6%, primarily due to more overall passengers. Non-airline revenue represented 55% of total operating revenue.

OPERATING EXPENSES:

Operating expenses, exclusive of depreciation and amortization, totaled $578.7 million for the year ended Dec. 31, 2023, representing an increase of $39.7 million, or 7.4%, as compared to the year ended Dec. 31, 2022. The increase compared to prior year was primarily driven by a $45.5 million, or 18.7%, increase in contractual services, and a $24.1 million, or

13%, increase in personnel costs, partially offset by a $32.1 million, or 68.1%, decrease in repair and maintenance projects.

CASH AND INVESTMENTS:

As of Dec. 31, 2023, and 2022, cash and investments, restricted and unrestricted, totaled $3.5 billion and $3.9 billion, respectively. Current investment vehicles include U.S. treasury securities, U.S. agency securities, corporate bonds, structured products, multinational fixed income, municipal bonds, commercial paper, local government investment pools and money market funds.

GRANTS:

DEN periodically receives grant revenues from federal agencies, which are either for capital projects or operating purposes. In 2023 and 2022, capital grants totaled $91.1 million and $74.1 million, respectively. These grants include FAA Airport Improvement Program funds used for airfield improvement projects and certain equipment replacement.

FEDERAL STIMULUS:

• ARPA: In March 2021, additional federal stimulus funds were available under the American Rescue Plan Act (ARPA). DEN

received two awards totaling $233 million, of which $28.8 million provided rent relief to concessionaires. The remaining amount of $204.3 million was deposited into an irrevocable escrow to pay debt service for DEN’s outstanding bonds. DEN has used all the funds placed into the irrevocable escrow accounts, except for approximately $59.7 million remaining from the ARPA funds.

• Federal Infrastructure Bill: In November 2021, the United States executed the $1 trillion Bipartisan Infrastructure Bill (BIL). The BIL allocated $25 billion to airports, which includes $15 billion for Airport Infrastructure Grant (AIG), $5 billion for Airport Terminal Program (ATP) and $5 billion for FAA infrastructure assets. Funding under BIL will be spent over a five-year period. DEN has applied for approximately $200 million in ATP-funded qualified projects. DEN has already been awarded approximately $97.1 million in ATP funding for 2022 and 2023 ATP. The AIG is formulabased funding allocated based on passenger traffic. The airport was awarded $178.6 million under the AIG for federal fiscal year 2022 through 2024.

Operating Expenses before Depreciation and Amoritization for the years ended December 31, 2023, 2022 and 2021 (%of total)

2023-2027 CAPITAL IMPROVEMENT PROJECT (CIP)

The airport developed the 2023-2027 Capital Program. Projects included in the program are periodically evaluated by the airport with respect to their timing, costs, availability of funding, airport cash position, any environmental issues that may arise and other factors that might affect the implementation. The airport is evaluating a significant expansion of the scope of the 2023-2027 Capital Program to accommodate faster passenger growth. The scope expansion would correspondingly increase the cost and extend the timing of completion of the program.

In March 2024, DEN expanded the 2023-2027 CIP to extend the projection timeframe through 2035 with an increase in overall estimated value of approximately $9.9 billion. The new expanded and extended CIP provides both vertical and horizontal infrastructure projects that add capacity at DEN to accommodate the projected passenger growth as well as maintain and modernize existing facilities. Some of the expansion projects include additional gates on Concourse C west, expansion of the AGTS, a consolidated rental car facility along with common transportation system and north terminal expansion.

DEN REVENUE BONDS

2023-2027 CIP COSTS

The 2023-2027 Capital Program identifies capital projects with a total cost of approximately $2.9 billion in the following areas of the airport.

In November, the City and County of Denver on behalf of DEN announced the successful refunding of $628 million of its 2013A and 2013B subordinate airport revenue bonds. The refinancing will save DEN more than $46 million over the next 20 years. The bond sale was met with strong investor demand, achieving an oversubscription of more than seven times, a testament to DEN’s strong credit ratings of AA-/Aa3 on its senior lien bonds and A+/A1 on its subordinate lien bonds by three major credit rating agencies – the highest combined ratings in the history of DEN. The pricing activity was led by Ramirez & Company and represented the largest bond transaction in DEN’s history that was led by a MWBE organization. The city received over $4.4 billion in orders from over 70 investors. The transaction closed on Nov. 22, 2023.

DEN ECONOMIC IMPACT

In 2023, a 15-month economic impact study was completed quantifying the economic impact of DEN on Colorado’s economy. The result of the study indicates the airport has contributed over $36.4 billion to the state’s economy and supported over 220,000 jobs. The study also looks ahead to what the economic impact will be over the implementation of DEN’s Vision 100 strategic plan. In 2032, or sooner, when Vision 100 projects are expected to be complete and passenger levels are anticipated to exceed 100 million annual passengers, DEN would support 447,386 jobs with a total economic impact of $71.3 billion.

This near doubling of economic impact from 2021 to 2032 and the separate quantified impact of implementation of the Vision 100 infrastructure program demonstrates the tremendous power of DEN as a regional and statewide economic generator.

GOVERNANCE:

GROWTH AND EXPANSION

GREAT HALL PROGRAM

The Great Hall Program is one of DEN’s capital improvement projects that will help the airport prepare for the future by enhancing security, improving operational efficiency and increasing the capacity of the Jeppesen Terminal.

PHASE 2: COMPLETED FEBRUARY 2024

The Great Hall Program consists of three phases. The first two phases focused on building a new ticketing/ check-in space for some of our airlines, as well as one new security checkpoint in the northwest corner of Level 6. The Completion Phase, the third and final phase of the project currently underway, will complete the full build-out of the Jeppesen Terminal, bringing it up to speed for future growth and critical infrastructure needs.

PHASE 1: COMPLETED OCTOBER 2021

This first phase of the project renovated the center portion of Jeppesen Terminal on Levels 5 and 6 to create new check-in space for United, Southwest and Frontier Airlines. The renovations created a more modern check-in experience and added more capacity in the terminal, improving operational efficiency.

Phase Two of the Great Hall Program built the first of two new security checkpoints on Level 6 – West Security Checkpoint. The balcony was widened to approximately 40 feet and a new triple escalator was built that takes screened passengers from Level 6 to Level 4, where they can take the train to the gates. The checkpoint was completed ahead of schedule and under budget.

Currently, construction of the East Security Checkpoint is well underway and is scheduled to be completed in fall 2025. This second, new, stateof-the-art checkpoint will consist of 17 screening lanes with the same screening technology as the West Security Checkpoint. New elevators and stairs will help move screened passengers from Level 6 to the train platform. The entire Great Hall Program will be completed by the end of 2027.

COMPLETION PHASE

The Great Hall Program Completion, the final phase of the project is now underway. This phase includes:

• Building the East Security Checkpoint on Level 6 in the northeast corner of the terminal, which includes extending the balcony 40 feet to match the west side and provide for additional circulation space

• Renovating the airline check-in facilities on south end of Level 6

• Creating a new meet and greet area for domestic and international arrivals

• Constructing CEEA

Overall, these improvements to the Jeppesen Terminal provide the following benefits to our passengers and community:

• Increased capacity of the terminal to accommodate more than 100 million annual passengers

• Additional space to grow and better serve passengers with new airlines and destinations that better connect our community to the world

• New security checkpoints, a widened balcony and a new triple escalator

• 6,500 direct jobs, 500 indirect jobs, 1,300 induced jobs and an estimated 54,000 additional apprenticeship hours

• Training and job opportunities once DEN’s CEEA opens

+31,000

158,500

Improved safety for passengers

A new security checkpoint with enhanced technology on the northeast side of level 6. With the completion of this second checkpoint, both the checkpoints on Level 5 will be relocated to Level 6. At the same time, this will enable DEN to add more screening lanes, increasing capacity.

Improved safety for passengers

A new security checkpoint with enhanced technology on the northeast side of level 6. With the completion of this second checkpoint, both the checkpoints on Level 5 will be relocated to Level 6. At the same time, this will enable DEN to add more screening lanes, increasing capacity.

Updated ticketing spaces Renovated check-in areas on the south end of level 6 for all remaining airlines.

Upgraded facility

The project will renovate restrooms, replace flooring, lighting, elevators/escalators, etc. These improvements will save DEN approximately $200-250 milliion in maintenance costs over 10 years.

Developing a pipeline of aviation talent

A new Center of Equity and Excellence in Aviation will be constructed on Level 4 of the Westin Denver International Airport. the Center will engage, educate, empower, motivate and provide

Developing

Upgraded facility

Updated ticketing spaces

Comfortable spaces to meet and greet travelers

Renovated check-in areas on the south end of level 6 for all remaining airlines.

The project will renovate restrooms, replace flooring, lighting, elevators/escalators, etc. These improvements will save DEN approximately $200-250 milliion in maintenance costs over 10 years.

This includes both domestic and international arrivals on Level 5.

a future skilled workforce and become a focal point for aviation knowledge and best practices. Estimated This $1.3 billion began in late complete by opening alon minimizing the has on passengers.

Developing a pipeline of aviation talent

Comfortable spaces to meet and greet travelers

This includes both domestic and international arrivals on Level 5.

A new Center of Equity and Excellence in Aviation will be constructed on Level 4 of the Westin Denver International Airport. the Center will engage, educate, empower, motivate and provide opportunities for under-represented students and young people who are interested in aviation. It will help build a future skilled workforce and become a focal point for aviation knowledge and best practices.

Estimated to be completed end of 2027

This $1.3 billion Great Hall Completion phase began in late 2022 and is expected to be complete by the end of 2027 with sections opening alon the way. DEN is committed to minimizing the impact that construction has on passengers.

Estimated to be completed end of 2027

This $1.3 billion Great Hall Completion phase began in late 2022 and is expected to be complete by the end of 2027 with sections opening alon the way. DEN is committed to

Added square feet of space for the Jeppesen Terminal GREAT HALL PHASE I METRICS

Automated self-bag drop units (43 on each side) to streamline the check-in process

CONSOLIDATED RENT-A-CAR FACILITY (CONRAC)

In October 2023, DEN announced the site location for the ConRAC facility to ensure we meet projections of 120+ million annual passengers by 2045, reduces our carbon footprint, improve the customer experience and accessibility, and stabilize a significant program that contributes to airport revenues. We evaluated different sites and determined the employee lot located along 78th Avenue, north of Peña Boulevard and east of Jackson Gap, provides DEN with the most benefits for future growth.

A future ConRAC at DEN will provide a one-stop shop for all car rental companies that is covered and more easily accessible for the customers. DEN has five rental car brand families onsite (Avis, Enterprise, Fox, Hertz and Sixt), and several others that operate offsite. The current rental car program uses 12,760 parking spaces. With the influx of passengers expected, DEN will need 16,130 parking spaces, a 26% increase.

No decisions have been made yet on how to finance or deliver those projects.

PEÑA MASTER PLAN AND TRANSPORTATION DEMAND MANAGEMENT (TDM)

DEN REAL ESTATE

In addition to the ConRAC facility, a possible Common Transportation System that would move people between the terminal and the ConRAC is also being contemplated.

Safety risks are of concern; high crash rates reaching 860 collisions between 2016 through 2021, and periods of poor roadway performance on Peña have multiplied.

WHY IS THE PEÑA MASTER PLAN NEEDED?

Learn more click here Safety risks are of concern; high crash rates reaching 860 collisions between 2016 through 2021, and periods of poor roadway performance on Peña have multiplied.

Safety risks are of concern; high crash rates reaching 860 collisions between 2016 through 2021, and periods poor roadway performance on Peña have multiplied.

and pedestrian facilities in and around the Peña Boulevard corridor remain unconnected, with a lack of connectivity to transit stations, and regional trails.

Bicycle and pedestrian facilities in and around the Peña Boulevard corridor remain unconnected, with a lack of connectivity to transit stations, and regional trails.

Passenger growth at DEN, developments along the corridor, and increased freight trips have all added significant demands to the corridor and all are expected to increase due to anticipated regional growth projections.

In early 2024, DEN published the Peña Master Plan and TDM Plan. The TDM Plan establishes target modal shifts for DEN to reduce drive-alone trips for both employees and passengers, while encouraging sustainable transportation. The Peña Master Plan identifies potential improvements to Peña Blvd. that will be carried forward to environmental review and conceptual design.

Safety risks are of concern; high crash rates reaching 860 collisions between 2016 through 2021, and periods of poor roadway performance on Peña have multiplied.

Bicycle and pedestrian facilities in and around the Peña Boulevard corridor remain unconnected, with a lack of connectivity to transit stations, and regional trails.

With approximately 53 square miles of land area, DEN has the second largest land ownership of any airport in the world. Even after full buildout of all airport facilities, DEN has approximately 16,000 acres of land for commercial development, the size of Manhattan. This is the largest commercial land holding of any airport in the United States.

This development portfolio is focused on approximately 900 acres situated along the prime access of Peña Blvd. and takes advantage of Colorado’s unique natural amenities by siting each district in a manner that celebrates DEN’s short grass prairie environment and maximizes front range views. Each development district will be a distinct experience, where thoughtful planning, innovation and sustainability create economically thriving centers of activity.

Bicycle and pedestrian facilities in and around the Peña Boulevard corridor remain unconnected, with a lack of connectivity to transit stations, and regional trails.

Passenger growth at DEN, developments along the corridor, and increased freight trips have all added significant demands to the corridor and all are expected to increase due to anticipated regional growth projections.

Average daily traffic (ADT) volume on Peña Boulevard has increased from 75,000 vehicles in 1995 to more than 135,000 ADT in 2019 (an increase of 80%).

DEN’s real estate strategic development plan leverages this prime location, transforms non-aviation land into a series of concentrated, vibrant commercial development districts that serve a diverse spectrum of regional, national and global businesses, and creates a dynamic new revenue stream to ensure that the airport can keep airline costs down while growing competitively for decades to come.

In 2023, DEN executed three new land leases totaling approximately 100 acres. The uses include a new regional beverage bottling and distribution facility, a gas station and quick-serve restaurant development, and a new fire station serving residential areas south of the airport. These leases add over $175 million in revenue in aggregate over the combined terms of the leases, which range from 20 to 99 years.

Looking forward to 2024, DEN expects to construct more utility and roadway infrastructure to enable increased commercial development and to continue to accelerate land lease transactions in order to both diversify its revenue streams and spur further regional growth. The focus will be on the West Approach and Second Creek Districts. By 2025, DEN will have the necessary infrastructure and proper planning in place to experience rapid lease activity in these locations.

Travel time has become increasingly unreliable on Peña Boulevard.

Average daily traffic (ADT) volume on Peña Boulevard has increased from 75,000 vehicles in 1995 to more than 135,000 ADT in 2019 (an increase of 80%).

Peña Boulevard was originally constructed almost 30 years ago, as such required maintenance work is extensive, and the cost to maintain the aging facility is substantial.

Passenger growth at DEN, developments along the corridor, and increased freight trips have all added significant demands to the corridor and all are expected to increase due to anticipated regional growth projections.

Passenger growth at DEN, developments along the corridor, and increased freight trips have all significant to the corridor and all are expected to due to anticipated regional growth projections.

Average daily traffic (ADT) volume on Peña Boulevard has increased from 75,000 vehicles in 1995 to more than 135,000 ADT in 2019 (an increase of 80%).

Travel time has become increasingly unreliable on Peña Boulevard.

Average daily traffic (ADT) volume on Peña Boulevard has increased from 75,000 vehicles in 1995 to more than 135,000 ADT in 2019 (an increase of 80%).

Peña Boulevard was originally constructed almost 30 years ago, as such required maintenance work is extensive, and the cost to maintain the aging facility is substantial.

GOVERNANCE:

RISK MANAGEMENT AND EMERGENCY MANAGEMENT

RISK MANAGEMENT

The airport is exposed to various risks of loss including torts, thefts of, damage to, and destruction of assets, errors and omissions and natural disasters. The airport purchases commercial insurance for various risks. Employees of the city (including all airport employees) are covered by the city’s insurance policies. The city established a Workers’ Compensation self-insurance trust in 1989 in accordance with state statutes, to be held for the benefit of the city’s employees.

ROCIP KEY BENEFITS AND COVERAGES

At DEN we take a comprehensive approach to Risk and Safety programs, including our ROCIP. Our suite of coverage includes Workers’ Compensation, Commercial General Liability, Builder’s Risk, Employer’s Liability and Contractor’s Pollution

Balancing financial and other risks to DEN while concurrently removing barriers for small and disadvantaged businesses to thrive and grow in the airport environment is a challenge. The airport uses Rolling Owner Controlled Insurance Programs (ROCIP) for select CIPs to address this challenge. Additionally, ROCIP has achieved cost avoidance for the airport.

Liability. In addition to coverage provided to contractors through ROCIP, there are additional types of insurance required that contractors must maintain.

We cover not only the $800+ million construction projects, but all projects over $3 million or those that may encroach on a ROCIP project site. We provide limits that many of our contractors cannot procure or afford on their own. We do this to eliminate barriers, protect our workforce and facility and to ensure that if an event occurs, we can minimize any operational or financial impact through expedient resolution and litigation avoidance.

KEY PERFORMANCE INDICATORS (KPI)

While DEN tracks many KPIs and data points for our ROCIP programs, we highlight three key areas that demonstrate our level of risk control, operational success and commitment to our partners.

SAFETY

• Platform for progressive and transparent safety programs and oversight

• Safegaurding construction workers, airport employees and traveling public

• Shared expertise from collaboration with insurance partners and contractors

CONSISTENCY AND CONTINUITY

• Insurance coverage, limits, terms and conditions controlled by DEN

• Mitigated claim disputes and litigation with single set of insurers

• Centralized loss control and claims management

EQUITY AND INCLUSION

• Reduced barriers for small business participation

• Supports achievement of DSBO contact goals

• Resources for small business to gain experience and loss control mentoring

COST SAVINGS

Contractors:

• DEN provided higher limits of insurance

• Small deductible obligations

• Eight years completed operations liability tail coverage

DEN:

• Five years fixed rating

• Intangible cost savings from mitigating disputes, litigations, reputational harm

• Tangible cost savings from good safety performance for enhanced responsible financial stewardship

DEN RECOGNIZES AND TOUTS FOUR KEY BENEFITS TO OUR ROCIP:

SAFETY

We have a permanent, full-time safety staff of board-certified safety professionals who work hard to send our contracting partners, stakeholders and public home safely at the end of each day, while simultaneously achieving world-class safety results. Zurich is one of the largest construction insurers globally and the lead insurer on ROCIP3 and ROCIP4. Zurich provides comparison across its construction risk clients: currently, ROCIP3 is achieving the excellent results shown below; ROCIP4 will be benchmarked as the program matures.

COMMUNITY

ROCIPs reduce barriers for small businesses, so they are able to participate in large construction projects at the airport through DENpaid levels of insurance they could not otherwise purchase. The chart to the right shows the small business payroll impact over the life cycle of ROCIP3 and ROCIP4. The trend line states the small business payroll as a percentage of total reported payroll for the corresponding year. ROCIPs are typically a five-year term, with the natural progression to add projects and grow in the first three years, then to begin completing projects and moving toward closure in the final two years.

FINANCIAL

To date, all ROCIPs have produced cost avoidance for DEN, which is a function of controlling insurance purchasing and safety performance. Active programs are an estimate; however, the chart to the bottom right illustrates the current potential. Intangible cost savings derive from better safety performance, preventing overhead costs and project delays, eliminating coverage and claim disputes, and maintaining control of insurance and claims management.

ENVIRONMENTAL:

CLIMATE RESILIENCY AND ADAPTATION PLAN

There are many factors affecting how major airports around the world, like DEN, consider future climate change impacts. Changes in temperature, precipitation, annual snowpack, wind, lightning, wildfires, wildlife migration and other extreme events have the potential to disrupt safe and efficient aircraft operations, passenger movements and integrated airport systems like those at our airport. Understanding the effects of climate change, how to prepare and adapt, and identifying opportunities created by climate change will all play an important role in the sustainability and resiliency of DEN as it continues to age and grow.

DEN has embarked on an initiative to conduct a climate change risk and vulnerability assessment coupled with the development of an adaptation plan specific to the assets and operations of the airport. Our goals for this work are:

• Awareness and understanding of climate risk

• Limit human impact

• Avoid delays and closures

• Limit impact to assets and operations

• Limit revenue loss

• Support surrounding communities and the state of Colorado

Objectives of this initiative are to engage all DEN division stakeholders and our broader airport community in the climate adaptation planning process and be able to answer the question: For DEN, what are our largest risks from projected climate change and what can we do about it?

Activities of this study include:

• Conduct detailed research, modeling and analysis of climate risks specific to DEN, including baseline ‘present day’ and projection milestones at or around 2045 and 2070

• Conduct a climate change risk and vulnerability assessment of the identified climate stressors on the airport’s critical assets and operations, including impact to regional infrastructure that directly supports DEN (e.g., public transit, roads/bridges, utilities)

• Develop adaptation strategies, goals and policies for significant vulnerabilities and align with DEN strategic vision

• Identify gaps that require further research

• Create a strategy to embed actions and monitoring into DEN’s design policies, master plan, planning and asset management processes, sustainability management, business continuity plans, emergency response plans and other relevant programs to operationalize

• Incorporate safety elements into DEN’s Safety Management System (SMS) and other safety programs

WILDLAND FIRE MITIGATION PROJECT

Infrastructure associated with airports is vital to continued operations and any disruption in service could have cascading effects on the National Airspace System. To address these challenges, airports must consider the probability of wildland fires— and where possible, go beyond the minimum standards—to protect the infrastructure that enables its facilities to remain operational.

The Wildland Fire Mitigation Project at DEN has bolstered the airport’s mitigation efforts by identifying infrastructure that may be susceptible to wildland fires. This airport-wide identification process has emphasized a need to enhance defensible space around key locations that, for numerous reasons, have become vulnerable to withstanding potential fire hazards. Enhancing this defensible space not only provides protection by stopping or slowing the spread of fire from reaching the airport’s facilities, but it also allows first responders to safely defend airport property.

In partnering with Risk Management and Airport Operations, DEN Emergency Management acquired funds which facilitated the purchase of materials for the first of a multiphase project essential to the enhancement of defensible space. Field Maintenance provided the labor, including the application of sustainably produced Class 6 road base, a material fabricated from recycled runway and taxiway concrete.

The Wildland Fire Mitigation Project is an ongoing effort that seeks to continuously evaluate infrastructure as sites are constructed, decommissioned or as levels of criticality change. DEN remains committed to safety and preparedness by continuing its pursuits of operating responsibly, demonstrating a high level of risk awareness and leading the industry in mitigation innovation.

PARTNER INVOLVEMENT

In an effort to ensure proper mitigation measures are taken, our Denver Fire Department (DFD) partners have reviewed each site selected including proposed areas of mitigation. DFD has provided best practices to follow in planning and implementation of the mitigation applications. Also, the U.S. Department of Agriculture (USDA) partners surveyed each site selected and determined that all sites could be completed without disruption to the habitat or population of federally protected burrowing owls.

Phase One

Phase one is compiled of 11 sites that were selected in May, 2023 for additional mitigation. These specific sites were included in phase one for their immediate need for defensible space. As of April 2024, all phase one sites have been completed.

Next Steps

DEN will continue to identify and mitigate sites that could benefit from additional defensible space. Documentation has also been submitted to incorporate wildland fire mitigation into DEN architectural design standards. We will ensure future sites and continue to address the ongoing hazard that is wildland fire.

EMERGENCY MANAGEMENT

DEN Emergency Management is composed of Emergency Operations, Training, Exercise Design and Driver Training. These four groups operate in all aspects of emergencies and incidents: preparedness, recovery, mitigation and response. The work of these groups meets both regulatory and non-regulatory functions.

EMERGENCY OPERATIONS CENTER (EOC)

Emergency Management – Operations provides DEN with a comprehensive approach to managing emergencies through tactical operations and support during response, to planning and coordination in preparation for any hazard. We achieve this through establishing solid relationships throughout DEN and communication with the airport community.

During incidents that require coordination between multiple departments or external entities, the Emergency Management – Operations team may activate DEN’s EOC. The EOC serves as focal point for situational awareness and onsite and offsite resource coordination in support of the overall incident. Additionally, the EOC provides regular briefings and communication to impacted stakeholders to ensure transparency and accountability during the response.

GOVERNANCE:

SAFETY AND SECURITY

DEN is committed to providing world-class services with paramount concern for safety, health and wellbeing. Below is an outline of DEN’s Safety Management System (SMS) and its dedication to embedding safety as a core value in all operations.

CORE PILLARS OF DEN’S SMS

Safety Policy: DEN’s safety policy underscores its commitment to compliance with regulations while striving for excellence in safety standards.

Safety Assurance: DEN ensures safety through comprehensive auditing, hazard identification and mitigation strategies, leveraging its Safety Risk Assessment process to engage stakeholders and address concerns effectively.

Safety Risk Management: DEN actively manages operational and project hazards, fostering collaboration with stakeholders to enhance safety protocols.

Safety Promotion: DEN promotes safety through initiatives such as annual safety summits, safety action teams, job hazard analysis, foreign object damage programs and safety bulletins.

DEN’s robust SMS reflects its unwavering commitment to safety, health and well-being. Through proactive measures, stakeholder engagement and continuous improvement, DEN strives to set the standard for airport safety globally.

Airport Executive Office Safety Policy and Leadership Commitment

DEN is committed to providing services with the utmost concern for the safety, health, and well-being of our employees, partners, tenants, and the public. DEN recognizes and embraces safety as a core value that we embed in our operation while complying with applicable regulations, and, where practicable, exceeding those standards. Our commitment is to do our best to provide a safe and healthy environment, to mitigate hazards to acceptable levels, and to strive to be a world leader in airport safety.

DEN leadership Is committed to reaching these goals through open and transparent support, promotion, championing, and management of our Safety Management System. Every employee and every leader within our organization is responsible for our safety performance. The key objectives DEN strives to achieve through the implementationof our SM$ include:

• Ensuring safety is embedded in our business activities and not viewed as a separate activity or compliance item.

• Providing the appropriate and necessary resources and equipment to execute our operations safely.

• Identifying hazards, assessing their risk, and developing and implementing mitigation strategies.

• Providing confidential reporting tools for all staff and stakeholders to ensure that all safety concerns or hazards are reported including near miss incidents. Safety reporting shall be a non-punitive communication tool unless it Involves willful, wanton, or criminal infractions.

• Continuous improvement through systematic measurement of safety performance indicators.

• Engaging all stakeholders in the safety proces.s through effective consultation and collaboration.

• Holding all DEN managers and leaders responsible for integrating safety Into all aspects of their operations.

• Organizing training programs to Increase the knowledge for all staff with roles in the SMS and safety awareness of everyone at DEN.

It ls important that everyone who accesses areas under our control understand and abide by our safety objectives and SMS. DEN expects all staff to work in a safe manner while not creating or increasing unnecessary risk. The health, safety, and welfare of our people and customers are of paramount Importance and, ultimately, we all have a duty to care for each other.

Safety starts with me.

PHILLIP A. WASHINGTON CEO, Denver International

Airport

ACHIEVEMENTS AND MILESTONES

• FAA-approved implementation plan for DEN’s SMS

• Significant growth in the Safety Team, demonstrating DEN’s leadership role in safety coordination and rulemaking

• Ongoing efforts to train all badge holders and relevant parties on safety programs and hazard identification

• Creation of industry-leading guidelines for airports and airlines in the U.S. on SMS integration, data sharing and collaboration.

DEN’s robust SMS reflects its unwavering commitment to safety, health and well-being. Through proactive measures, stakeholder engagement and continuous improvement, DEN strives to set the standard for airport safety globally.

HUMAN TRAFFICKING

Human trafficking is a growing problem around the world. According to the U.S. Department of Homeland Security, an estimated 40 million people are subjected to human trafficking and forced labor globally, reaping an estimated $150 billion in illicit profits annually. Statistics published by the American Association of Airport Executives estimate that more than 60% of trafficked persons will move through an airport at some stage during their time in exploitation.

While the eradication of human trafficking is the responsibility of the government and the law enforcement agencies, the task at hand is so extensive that it requires all hands on deck. Airport employees are uniquely positioned to spot, report and disrupt this horrible crime. Once trained, airline, airport, ground handling, security screening and customs staff can provide an important source of intelligence to prevent human trafficking.

As part of a federal requirement, DEN worked with the Colorado Human Trafficking Council to install posters in all public-facing restrooms with both national and local hotlines to report suspicious activity.

It is sometimes said that human trafficking is an “invisible crime” because its signs are not always obvious to the untrained eye. At DEN, we are dedicated to combating human trafficking through comprehensive awareness and training initiatives for all employees. In collaboration with the Laboratory to Combat Human Trafficking, we offer online training modules designed to educate our workforce, foster understanding and bolster programs that emphasize the collective responsibility for safety.

Our commitment extends to our public facing personnel, who benefit from continuous access to training opportunities aimed at enhancing their capabilities in identifying and addressing instances of human trafficking. As a result of these efforts, we have witnessed a marked increase in investigations and notifications related to human trafficking incidents.

NOTABLY, 86% OF OUR PUBLIC-FACING EMPLOYEES HAVE COMPLETED TRAINING ON PERTINENT TOPICS CONCERNING HUMAN TRAFFICKING, FURTHER SOLIDIFYING OUR DEDICATION TO COMBATING THIS HEINOUS CRIME.

GOVERNANCE:

CYBERSECURITY AND PRIVACY

The Information Security team provides an environment where DEN’s strategic vision can thrive while reliably reducing the exposure of our assets to a minimal level of risk. The team’s mission is to safeguard the availability, confidentiality and integrity of information systems, identity and data assets by providing proactive security expertise, maintaining a resilient and secure infrastructure, and fostering a culture of security awareness and compliance throughout DEN.

DATA PRIVACY AND PROTECTION AT DEN

It is the policy of the city to comply with applicable regulatory rules, contractual terms or recognized standards for data privacy and security for personally identifiable information, regulated data and confidential and/or proprietary information (protected data). The city issued an executive order to establish the protected data privacy policy for all city employees. Data privacy and protection is a priority within DEN’s Information Security and Compliance programs. Governance for data privacy and protection at DEN implements safeguards and controls to minimize

The Information Security team’s core functions are:

CYBERSECURITY OPERATIONS

• 24x7 threat detection and incident response

• Threat modeling

• Threat hunting

• Threat and incident use case development

• Security Information and Event Management engineering

SECURITY AWARENESS

• Phishing awareness

• Phishing testing

• Airport educational sessions on cybersecurity

• Cybersecurity training management

• Cybersecurity incident response training

• Tabletop exercises

CYBERSECURITY ENGINEERING AND ARCHITECTURE

• Security architecture optimization

• Event logging integration

• Security product integration and ongoing maintenance

• Design and implementation of cybersecurity controls

risk and protect sensitive data. This governance model includes data classification, handling, storage and disposal. DEN has established an Information Governance Committee that aligns with the city’s efforts to provide guidance and oversight to meet regulatory requirements for data privacy, security and information governance.

Additionally, DEN is assessed annually as a Level 1 merchant for Payment Card Industry Data Security Standard (PCI DSS) compliance and does not store customer credit card information.

INTELLIGENCE ANALYSIS

Cybersecurity intelligence analysis in partnership with:

• Department of Homeland Security (DHS)

• Transportation Security Administration (TSA)

• Cybersecurity and Infrastructure Agency (CISA)

• Multi-state information sharing and analysis center (MS-ISAC)

• Aviation information sharing and analysis center (A-ISAC)

RISK MANAGEMENT

• Risk identification and remediation

• Penetration testing

• Vendor security reviews

• Policy exception reviews

• Vulnerability management

• New and existing solution reviews

GOVERNANCE:

ETHICS AND CONFLICTS OF INTEREST

The city operates under the belief that a great city government must start with a fundamental commitment to ethics, and as such, created a Board of Ethics. The Denver Code of Ethics regulates the employees, elected officials, appointed officials and board and commission members of the city government. The Board of Ethics administers the Denver Code of Ethics and gives advice about ethics issues, investigates complaints submitted by city employees or citizens about ethics issues regarding city government personnel, and works with the OHR to provide ethics training to city personnel.

The Denver Code of Ethics handbook is one tool with which the city strives for excellence and the highest ethical standards in the work for the citizens of Denver. Some of the topics covered in the Ethics handbook include:

• Employment and supervision of family members

• Gifts to city personnel

• Conflicts of interest

• Prior employment for city personnel

• Outside employment or outside business activity for city personnel

• Subsequent employment for city personnel

• Use of public office for private gain

• Use of confidential records

CORE FUNCTIONS OF THE INFORMATION SECURITY TEAM.

A LOOK AHEAD

DEN is more than a great place to work and an expanding facility that’s adapting to historic passenger traffic growth. It is also a vibrant part of the city and a leading global organization that is taking its place at the forefront of the transportation infrastructure industry.

In June 2024, DEN Leadership enhanced its vision and mission statements to address the need for a refocused direction that better reflects this ambitious chapter, as well as the airport’s increasing complexity and changing nature. DEN’s enhanced vision and mission statements are informed by city goals and clarify the two-phased strategic framework: Vision 100 and Operation 2045.

DEN’S VISION: TO EMERGE AS THE NATION’S PREEMINENT AVIATION THOUGHT LEADER.

DEN’s enhanced vision statement sets a direction for where the airport aspires to go. It speaks to our ability to be a prominent voice in the areas of environmental leadership, customer service, safety, people development, technology, systems integration, capital project delivery and operations throughout the global transportation infrastructure industry.

DEN’S MISSION: THROUGH THE POWER OF OUR PEOPLE, BE THE BEST IN CLASS

DEN’s enhanced mission statement defines our business objective and how we’ll get there. It is built upon the idea that we need to have the right people organized in the right way, doing extraordinary things while being empowered to be best-in-class.

SYSTEMS INTEGRATION MANAGEMENT OFFICE

DEN is establishing a Systems Integration Management Office (SIMO) to help facilitate DEN’s mission. This new division under the Chief of Staff portfolio will serve as a central office, providing active, hands-on leadership to ensure the work of capital/program management, operations, maintenance and customer service are properly tied together into a single integrated ecosystem that coordinates and anticipates overall system

impacts, challenges and opportunities. Goals of the SIMO include:

• Implement a systematic approach to bring the right stakeholders together at the right time to facilitate accelerated completion of DEN priorities

• Complement existing initiatives by ensuring all appropriate stakeholders are communicating and working together to advance priorities

• Contribute to a positive and collaborative work culture enterprise-wide

SUSTAINABILITY

DEN continues to make significant progress on our goal to remain one of the most sustainable airports in the world and has several projects in development that we look forward to sharing more information about in future ESG reports:

• Final LEED certifications of concourse expansion projects

• Completion of construction on EPC projects

• Energizing additional large-scale solar PV projects

• Commissioning of a battery energy storage system to provide backup power and microgrid controls to DEN’s inter-concourse train system

• Continued progress on the VCUP to address historic PFAS impacts

• Transition of Aircraft Rescue and Firefighting rigs to fluorine-free foam

• Installation of additional electric vehicle charging stations to support the transition to lower-carbon transportation options

• Implementation of the Zero Waste Valet program to support DEN concessions in improving waste diversion

• Integration of a new glycol pond to improve the operation and environmental performance of DEN’s aircraft deicing system

WE CONTINUE TO OPERATE IN A MANNER THAT RESPECTS THE ENVIRONMENT AND EMPOWERS THE UNDERREPRESENTED. WE ARE EXCITED ABOUT THE FUTURE OF THE AIRPORT AND ARE CONFIDENT IN OUR PLANS.