DEN ESG Report 2022 Final

D E N V E R I N T E R N AT I O N A L A I R P O R T

Environmental, Social and Governance Report 2022

MESSAGE FROM THE CEO Among my first messages as chief executive officer at Denver International Airport (DEN) were my expectations that DEN would become one of the most sustainable airports in the world and a model of equity, diversity, inclusion and accessibility.

These ambitious goals have been underscored as a guiding principle in our strategic plan and have been embraced by airport employees at all levels

Message from CEO

of the organization. I’m excited to reveal resulting initiatives in this Environmental, Social and Governance (ESG) report that demonstrate our commitment.

In 2022, DEN continued its strong recovery from the global COVID-19 pandemic, finishing the year with the highest passenger traffic levels in our 27-year history. We’re experiencing a period of tremendous growth and we expect to reach 100 million annual passengers within the next five or so years. Given our passenger traffic, it’s not surprising that DEN is the region’s largest economic engine, generating more than $36 billion annually.

With our unprecedented growth and our importance to Colorado’s economy comes a significant responsibility to grow in a way that is sustainable so that we can be the best possible employer, business partner, and community member.

We want our success to strengthen our community – through increased cultural connections, new economic opportunities, and by developing the next generation of airport professionals through our Center of Equity and Excellence in Aviation.

As one of Colorado’s most visible public assets, we must be transparent in our actions, and we are committed to using this and future ESG reports to communicate both our successes and opportunities for improvement as we work to achieve our ambitious goals.

Sincerely,

PHILLIP A. WASHINGTON CEO, Denver International Airport

01

I N T R O D U CT I O N

03

0 2 ESG Reporting

3 0 Equality, Diversity, Inclusion

0 3 About DEN 0 4 DEN Leadership 07 Strategic Planning 0 9 Key Figures and Awards

02

SOCIAL

and Accessibility

41 Customer Experience 4 3 Employee Investment and Engagement

4 5 Denver Wage Laws 4 6 Safety and Security

1 6 Air Quality and Climate

04

20 Sustainable Development

4 8 Airport Operations

2 1 Energy

49 Financial Performance

2 3 Water Quality and Use

51 Growth and Expansion 5 3 Risk Management and

E N V I R O N M E N TA L

25 Waste Reduction and Diversion

G OV E R N A N C E

Emergency Preparedness

2 7 Land Management

5 6 Cybersecurity and Privacy

2 8 Aircraft Noise

57 Ethics and Conflicts of Interest

57 Continuous Improvement

59 A LO O K A H E A D

01

INTRODUCTION

ENVIRONMENTAL, SOCIAL AND GOVERNANCE

INTRODUCTION: ESG REPORTING - SCOPE AND METHODOLOGY

ABOUT THIS REPORT This report is Denver International Airport’s (DEN) inaugural Environmental, Social and Governance (ESG) report and it complements information on the operations and the financial conditions provided in our 2022 audited Annual Comprehensive Financial Report. DEN’s ambitious expansion goals in preparation to serve 100 million passengers make sustainability in ESG practices more important than ever; to ensure responsible growth, we must monitor and report our progress. DEN is committed to providing transparency and insight into our efforts for all our stakeholders on an annual basis to improve our performance toward the ESG goals laid out in our strategic plan called Vision 100.

This report provides an overview of DEN’s strategic priorities, goals and key performance indicators on ESG topics relevant to our operations and partner and stakeholder interests.

The topics, metrics and data included in this report are current as of December 31, 2022, unless otherwise stated. Instances where 2023 updates are included are noted accordingly in the report.

REPORTING METHODOLOGY The structure and content of this report were developed using several standards and frameworks, including Global Reporting Initiative, Sustainability Accounting Standards Board standards, United Nations

Sustainable Development Goals and others as a reference based on their relevance and usability. DEN will continue to monitor the development of international ESG performance reporting standards, along with the expectations of DEN’s stakeholders to align with industrywide expectations and build upon our reporting in a systematic way in the future.

DEN has determined environmental objectives, goals and strategies as part of the Environmental Management System annual planning process and has been publishing annual sustainability reports for several years. In 2021, DEN commissioned University of Colorado Masters of the Environment students to reframe the sustainability reporting to ESG reporting. These students conducted a capstone project that included engaging DEN stakeholders to conduct an ESG materiality assessment, benchmarking with other airports’ ESG topics and developing an ESG report framework for DEN using GRI standards. In 2022, DEN created an ESG task force which included representatives from DEN Sustainability, Culture and Strategy, and Internal Audit teams to further develop DEN’s ESG reporting initiative.

DEN’s ESG taskforce, using the foundations laid out in the capstone project, conducted additional stakeholder meetings to determine DEN’s material topics to include in the inaugural ESG report.

Mustang, © 2008

by Luis A. Jimenez, Jr.

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INTRODUCTION: ABOUT DEN

DEN, located near the geographic center of the United States, is the only large hub airport within a 500-mile radius. According to Airports Council International, in 2022, the airport was ranked third-busiest airport in the United States and the third-busiest in the world, servicing 69.3 million passengers. As of December 31, 2022, the airport had nonstop airline service to more than 200 destinations serviced by over 25 passenger airlines.

DEN’s 53-square mile (33,800acre) footprint is the largest in North America and the second largest in the world, ensuring that the airport has the ability to expand to meet future demand. The airport has six runways with room to expand to 12. One of the runways measures 16,000 feet in length, making it the

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longest commercial service runway in the United States. Three of the four runways oriented north-south, are equipped to land three aircrafts simultaneously even in zero-visibility conditions.

DEN is organized as a department of the City and County of Denver (the city) for the purpose of development, promotion and accommodation of air commerce, air travel and air transportation. 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 nonpartisan elected mayor, auditor and 13-member city council govern Denver.

Nine main departments, which are established by the City Charter, carry out the functions of city government.

The city by ordinance has designated the Department of Aviation / Denver International Airport as an “enterprise” within the meaning of the State of Colorado constitution with the authority to issue its own revenue bonds or other financial obligations in the name of the city. 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 senior leadership team further consists of five Executive Vice Presidents appointed by the CEO. DEN’s contribution to the state of Colorado’s economy is over $36.4 billion a year, as the airport employs nearly 40,000 employees and supports nearly 220,000 jobs.

INTRODUCTION: DEN LEADERSHIP

PHILLIP A. WASHINGTON, Chief Executive Officer Phillip A. Washington was nominated by Denver’s former Mayor Michael B. Hancock and unanimously confirmed by the Denver City Council as Chief Executive Officer (CEO) of the Denver International Airport (DEN) in July 2021. In September 2023, the newly elected Mayor Mike Johnston nominated Mr. Washington to continue to serve as DEN CEO and was unanimously confirmed by the City Council in December 2023. Prior to his appointment to DEN, Washington served as the chief executive officer of the Los Angeles County Metropolitan Transportation Authority (2015-2021). Washington also served as chief executive officer of Denver Regional Transportation District (2009-2015), where he had also worked as an assistant general manager for nearly ten years.

In addition to his 20+ years of experience in the commercial aviation and transportation industries, Washington served for more than two decades in the United States Army, achieving the rank of Command Sergeant Major, the highest non-commissioned officer rank an enlisted soldier can achieve. He retired from active duty, is a disabled veteran and was awarded the prestigious Defense Superior Service Medal for exceptional service to his country.

Washington holds a bachelor’s 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. He is also a past chair of the American Public Transportation Association and a former member of the Executive Committee of the Transportation Research Board and the Eno Center for Transportation.

Throughout his career, Washington has consistently advocated for inclusive, accessible and environmentally conscious transportation solutions.

STEVE JAQUITH, Chief Operating Officer Steve Jacquith oversees airport operations, maintenance, parking and ground transportation and asset management. Jacquith brings nearly 40 years of airline experience to his role at DEN, specifically in customer service and operations. Jacquith served as the Vice President of Airport Operations for United Airlines, where he oversaw a $200 million annual budget and 4,000 employees. Prior to that, Jacquith served as Managing Director for the United Airlines Denver Hub and Rocky Mountain Region. He also worked for Continental Airlines in a number of different positions.

PENNY MAY, Chief Commercial Officer Penny May is the Chief Commercial Officer of the Department of Aviation. She leads the airport’s commercial program, which consists of the Concessions Program, Aviation Commercial Business Development, Business Operations / Procurement and Business Technologies. She has also served as the Executive Director of Denver Human Services, the agency serving the city’s most vulnerable populations. In addition, May has worked for Denver’s Excise and Licensing Department, where she implemented the licensure program for Denver’s first licensed medical marijuana facilities. May holds a bachelor’s from the University of Colorado and a master’s in business administration from the University of Denver.

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JAMES STARLING, Chief Construction and Infrastructure Officer Starling joined DEN in November 2021 and brings over 25 years of experience managing large and complex transportation projects in planning, design, construction and commissioning.

As the Chief Construction and Infrastructure Officer, he oversees Planning and Design, Design, Engineering and Construction, Sustainability, DEN Real Estate, the Great Hall Project and the Gate Expansion Program.

MIKE NAKORNKHET, Chief Financial Officer Mike 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 $1.5 billion. He also leads the airport’s finance, accounting, internal audit and financial planning and analysis functions. Nakornkhet has over 20 years of experience in the aviation sector, most recently as the Acting Managing Director of Finance at San Francisco International Airport (SFO), where he oversaw capital finance, budgeting and financial planning and analysis in delivering its large-scale Capital Improvement Plan. In 2023 Nakornkhet was named the Airports Council International - North America Finance Professional of the Year.

ANDREA ALBO, Acting Chief of Staff Andrea Albo is acting Chief of Staff and is responsible for organizational strategic planning, performance management, the Center of Excellence and Equity in Aviation (CEEA) program and the airport’s overall equity, diversity and inclusion efforts. She also works to operationalize key priorities for CEO Phil Washington. Albo 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 equity, diversity and inclusion efforts.

EVERETT B. MARTINEZ, General Counsel Everett B. Martinez, Esq. joined DEN in November 2016 and became General Counsel to the Department in July 2022. In this capacity, Martinez is responsible for managing the legal staff and representing the airport in various matters related to aviation, finance, real estate and concessions. He obtained a bachelor’s from the University of Colorado and a Juris Doctor from Harvard Law School.

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COMMUNITY ADVISORY COMMITTEE DEN is committed to seeking ongoing stakeholder feedback and input. In November 2021, DEN CEO Phil Washington announced the creation of the DEN Community Advisory Committee (CAC), a group assembled to provide insight, guidance and advice to advance DEN’s global reach, competitiveness and reputation as a leader in aviation.

Washington appointed 16 Coloradoans to serve on DEN’s CAC. The CAC provides advice on various airport projects, initiatives and programs; assists with the review and discussion of airport plans; advises airport leadership in planning for issues of interest to the CAC; and advises airport leadership on the best way of seeking public input as appropriate. The committee meets quarterly, and the representatives selected reflect diversity in race, ethnicity, gender identity, national origin, age, ability, religion, sexual orientation, experience and perspective regarding issues such as travel (including persons with disabilities), customer experience, business, construction, environmental transportation and tourism.

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INTRODUCTION: STRATEGIC PLANNING

Denver International Airport (DEN) officially launched its strategic plan Vision 100, in February 2022 to ensure that the airport will have the capacity and infrastructure to support 100 million annual passengers within the next eight to 10 years. The strategic plan serves as a blueprint to align decisionmaking and enable accountability.

Under this new strategic plan, DEN identified “Sustainability and Resiliency” and “Equity, Diversity, Inclusion and Accessibility” as two important guiding principles which are to be incorporated into the execution of each pillar and are just as critical to our success.

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MISSION

To provide excellence in service and support VISION

100 million annual passengers

VISION

100

100 MILLION ANNUAL PASSENGERS

• SUSTAINABILITY & RESILIENCY • EQUITY, DIVERSITY, INCLUSION & ACCESSIBILITY • OPERATIONAL EXCELLENCE • ENHANCING THE CUSTOMER EXPERIENCE PILLAR 1

PILLAR 2

PILLAR 3

PILLAR 4

EMPOWERING OUR PEOPLE

GROWING OUR INFRASTRUCTURE

MAINTAINING WHAT WE HAVE

EXPANDING OUR GLOBAL CONNECTIONS

Develop Workforce Leadership Strategy

Complete Major Infrastructure Projects

Upgrade and Improve the Existing Facility

Identify Air Cargo Opportunities

Establish Center of Equity and Excellence in Aviation

Update Master Plan

Update Strategic Asset Management Plan

Enable Employee Innovation

Develop Infrastructure Plan for DEN Real Estate

Expand to Disconnected Destinations (e.g. Africa) Grow our Domestic Network

Implement Customer-Focused Initiatives Develop Greenhouse Gas Emissions Reduction Plan

GUIDING PRINCIPLES SUSTAINABILITY & RESILIENCY

EQUITY, DIVERSITY, INCLUSION & ACCESSIBILITY

OPERATIONAL EXCELLENCE

ENHANCING THE CUSTOMER EXPERIENCE

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

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

We are focused on ensuring efficient and effective operations while collaborating with our partners to identify and address challenges, review our experiences, and implement improvements based on learnings.

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

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INTRODUCTION: KEY FIGURES AND AWARDS

DEN BY THE NUMBERS

3RD BUSIEST

AIRPORT IN THE WORLD (2022 ACI)

23 AIRLINES 15 COUNTRIES 25+ INTERNATIONAL DESTINATIONS SERVING

200+

DESTINATIONS

Roughly

1,200 COMPANIES WORK AT DEN Approximately

37,000+EMPLOYEES Colorado’s largest economic engine

$36 BILLION ANNUALLY PASSENGERS

69M 2019

33.7M 58.8M 2020

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2021

69.3M 2022

Projected Passenger Traffic 120

120.7 87.4

90

78.9 69.3

69 60

100.8

107.3

95.6 80.4

86.8

54

52.8

43.4

90.7

30

33.7

2004

2006

2008

2010

2012

Historic Passengers

2014

2016

2018

2020

2022

2024

DEN Air Service Forecast (June 2023)

2026

2028

2030

2032

2034

2036

FAA Approved Forecast (2022)

2038

2040

2042

Vision 100

2022 PASSENGER TRAFFIC HIGHLIGHTS

Total Passengers

International Passengers

Domestic Passengers

69.3M

3.3M

66M

up 0.4% over 2019

up 4.6% over 2019

up 0.2% over 2019

5% of total DEN passengers

95% of total DEN passengers

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20 Busiest Airports Worldwide CY 2019

CY 2022

Rank

Airport

Total Passengers

Rank

Airport

Total Passengers

Change in Ranking vs. 2019

1

Atlanta

110,531,300

1

Atlanta

93,697,332

-

2

Bejing/Capital

100,011,438

2

Dallas-Ft. Worth

73,362,946

+8

3

Los Angeles

88,067,964

3

DENVER

69,286,461

+13

4

Tokyo/Haneda

86,826,870

4

Chicago/O’Hare

68,302,320

+2

5

Dubai

86,422,888

5

Dubai

66,069,981

-

6

Chicago/O’Hare

84,649,117

6

Los Angeles

65,924,913

-3

7

London/Heathrow

80,961,406

7

Istanbul

64,289,107

+21

8

Paris/Charles de Gaulle

76,168,568

8

London/Heathrow

61,614,508

-1

9

Shanghai/Pudong

76,147,985

9

Delhi

59,490,074

+8

10

Dallas-Ft.Worth

75,062,047

10

Paris/Charles de Gaulle

57,479,526

-2

11

Guangzhou

73,386,153

11

New York/JFK

55,175,336

+10

12

Amsterdam

71,706,999

12

Las Vegas

52,676,719

+18

13

Hong Kong

71,407,202

13

Amsterdam

52,472,189

-1

14

Seoul/Incheon

71,204,153

14

Miami

50,684,396

+31

15

Frankfurt

70,556,072

15

Madrid

50,602,864

+7

16

DENVER

69,015,703

16

Tokyo/Haneda

50,290,705

-12

17

Delhi

68,490,731

17

Orlando

50,176,103

+14

18

Singapore

68,280,000

18

Frankfurt

48,918,482

-3

19

Bangkok/ Suvarnabhumi

65,424,922

19

Charlotte

47,717,073

+15

20

New York/JFK

62,551,072

20

Mexico City

46,261,729

+13

“

DIA’S PASSENGER TRAFFIC REACHED 69.3 MILLION and reports show that the airport is on path to hit 100 million in less than a decade - The Denver Post, Feb. 12, 2023

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“

DENVER AIRPORT SET A NEW PASSENGER RECORD IN 2022 - Denver Business Journal, Feb. 10, 2023

2022 Airline Market Share at DEN based on Enplaned Passengers

In terms of cargo, 2022 also set a record, with volume totaling nearly 725 million pounds. 2022 marks the first year since 2003, nearly two decades ago, that DEN’s annual cargo volume exceeded 700 million pounds.

Volume was up by 7.5% as compared to 2021.

3.8% 4.5% 4.9%

AMERICAN AIRLINES

OTHER

DELTA

9.8% FRONTIER

30.6% SOUTHWEST

2022 CARGO

46.4% UNITED AIRLINES

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DEN’S SUCCESSES IN THE LAST DECADE

7NEW

INTERNATIONAL CARRIERS

50 NEW

RESTAURANTS

17NEW

INTERNATIONAL CITIES

ZERO DISCREPANCIES

on last five of six FAA part 139 annual inspections

DEN WESTIN Opened 2015

DEN’S FIRST TIME IN THE AA RANGE by all three Rating Agencies 2022

OPENED A GATEWAY TO ASIA with nonstop service to Tokyo 2013

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AIRPORT ACCESS RTD A-LINE Service to the airport began 2016

REVITALIZING THE ECONOMY creating access to national and international markets

EXPANDED ALL CONCOURSES 2022

3 39 NEW GATES

OPERATIONAL EXCELLENCE - AWARDS

In 2015, Premier Traveler magazine named Denver International Airport (DEN) the “Best Airport in North America” and in 2019, Skytrax World Airport Awards recognized DEN as the “Top Large North American Airport Overall.”

In 2011, Business Traveler magazine readers voted Denver International the “Best Airport in North America” for the seventh time. In 2007, DEN’s environmental program has been certified by the International Organization for Standardization as meeting the stringent ISO 14001 standard. The FAA honored DEN because of its ISO-certified environmental program and its environmental stewardship.

2022 Frontier Awards “Highly Commended” DEN was recognized for “Excellence in Service and Support” for retailers and suppliers, particularly for its COVID relief packages in 2020 and 2021.

FLEET

2022 National Fleet Association Green Fleet Awards DEN was recognized as the #4 Green Fleet in the country. The airport has been in the Top 30 for eight of the last nine years.

2022 Advanced Clean Transport (ACT) Expo Leading Airport Fleet Award DEN Maintenance Team was recognized for the airport’s leadership in alternative fuel and sustainable fleet assets.

2022 Uber Airport Award Commitment to Innovation

2022 Gold Member, Colorado Green Business Network

DEN’s Ground Transportation Team was recognized for their commitment to innovation through initiatives and operational pilots that can serve as a model for the broader industry.

CGBN is a voluntary program that encourages, supports and rewards superior environmental performers in Colorado.

2022 100 Best Fleets Award (#63) NAFA Fleet Management Association

2022 FAA Part 139 Inspection Annual FAA inspection of facility and operations.

Passed with no discrepancies (fifth time in six years).

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02

ENVIRONMENTAL

ENVIRONMENTAL, Social and Governance

ENVIRONMENTAL MANAGEMENT DEN operates in accordance with our ISO 14001-certified Environmental Management System (EMS), which proactively identifies and mitigates all 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.

The Environmental Services Division is committed to upholding DEN’s environmental policy. This policy 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

So far, DEN has successfully worked toward meeting the City and County of Denver’s overall climate goal of reducing GHG emissions 65% by 2030 on the path to eliminating all GHG emissions by 2040. DEN’s ambitious Vision 100 expansion goals make sustainability in Environmental, Social and Governance even more important than ever. It’s our responsibility to monitor and report on our progress to ensure responsible growth.

AIR QUALITY For air quality, our primary focus is compliance with federal Clean Air Act regulation, and preparation for more stringent requirements in our region. In 2022, our region was classified as severe non-attainment for ozone standards.

This change requires DEN to submit for and hold a Title V major air permit for the facility. Much of our focus in 2023 around air quality will be in preparation for this change.

AIR QUALITY AND CLIMATE

Activities:

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 actions are intrinsically linked, and we approach our reduction activities in a concerted and targeted way.

• Preparation and submission of our Title V Major Stationary Source Application

• Construction and mobilization of new, ultra-low NOx emitting boilers in our central utility plant

• Examination of replacement of old diesel emergency backup generators with battery backup power

• Evaluation of the feasibility of electric boiler replacement for an old boiler in the central utility plant

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CLIMATE ACTION In 2022, DEN adopted the City and County of Denver’s science-based target of a 65% reduction in Scope 1 and 2 GHG emissions by 2030, and 100% reduction by 2040, compared to 2019 levels. We feel that these goals are ambitious but achievable.

Although significant progress has been made to reduce Scope 1 and 2 emissions over the past decade, we recognize that additional strategies and high-impact actions will be necessary. We have started working on a net zero emissions plan to eliminate the gap between our current emissions projections and the city’s goals considering the airport’s continued growth. Key aspects of the plan include ensuring that new construction is as energy efficient as possible, reducing the emissions associated with our legacy facility through our Energy Performance Contract, increasing the percentage of renewable energy powering airport facilities and supporting the work of Xcel Energy to reduce the carbon intensity of electricity being supplied to DEN.

ACTIVITIES WORKING TOWARDS CLIMATE ACTION AT DEN Electrification Electrification is a key strategy to achieving our GHG reduction goals. This strategy is being considered and pursued in both new construction (see Sustainable Development section) and in existing infrastructure (see page 20 for further information about electrification).

Reduction in electricity use: Our EPC program (see page 21) will yield dramatic demand reduction across our facility, which will lead to emissions reductions primarily in Scope 2 emissions.

Net Zero Emissions Plan DEN is the midst of developing our first net zero emissions plan, which includes: Reviewing and updating our annual GHG emissions inventory to be sure that it meets national standards and industrywide best practices.

Identifying gaps and future improvements in data collection.

Better understanding of our recent reductions and increases in emissions.

Interviewing peer airport sustainability teams and local Colorado entities, other industry organizations and internal DEN divisions that work on operations at the airport and will play a key role in reaching Net Zero.

Moving forward, we will work closely across DEN to understand our current emissions trajectory, the likely gap between our emissions and our 2030 and 2040 goals. We will identify necessary actions to bridge that gap.

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GREENHOUSE GAS EMISSIONS

DEN 2022 Emissions (MT CO2e)

DEN conducts a GHG inventory annually through the Airport Carbon and Emissions Reporting Tool (ACERT).

Currently, DEN gathers data on Scope 1, 2 and 3 emissions.

116,481

116,481

98%

98%

Scope 1 and 2 emissions make up approximately 2% of DEN’s total emissions with electricity as the majority of those emissions at 72% of total Scope 1 and 2 (84,167 MT CO2e).

This highlights the important role that airports have to work with their airline partners to achieve our shared GHG reduction goals.

DEN has seen a decrease in Scope 1 and 2 emissions by 13% from 2019 (DEN’s baseline year for climate goals) to 2022, which includes an 8.8% decrease in Scope 1 emissions and a 14.7% decrease in Scope 2 emissions.

We saw an 8% reduction in electricity usage and a 9% reduction in electricity emissions intensity. Projections for reaching DEN’s GHG emissions goals:

2 3 SCOPE 1 & 2SCOPE 1 &SCOPE

4% 73%

4%

2%

2%

23%

73%

23%

5,866,651

5,866,651

Scope 1 emissions are from heating our buildings (natural gas and Jet A fuel) and fleet vehicles; Scope 2 emissions are from our purchased electricity, and our Scope 3 emissions are primarily from aircraft movements, but also our tenants’ vehicle use, landside cars and taxis, and other sources.

Scope 1 and 2 Emissions Breakdown

ELECTRICITY NATURAL GAS PURCHASEDPURCHASED ELECTRICITY NATURAL GAS

SCOPE 3

VEHICLE FLEET REFRIGERANTS VEHICLE FLEET REFRIGERANTS

DEN Emissions Targets 134,112

130,959

124,635

120,000

116,481

100,000 80,467

80,000 60,000

SCOPE 1 46,939

40,000

SCOPE 2

20,000 0 2019

2020

2021

2022

2025

2030

2018

2019

TARGETS

2040

Scope 1 and 2 Emissions 250,000

• Currently, DEN is reducing on an average Scope 1 and 2 emissions by 3.5% per year and we are aware that to reach our 2025 and 2030 goals, we must reduce at a much higher rate annually.

200,000

150,000

100,000

SCOPE 1 AND 2 GHG GOALS 2019 baseline

50,000

65% reduction by 2030 CCD Science-based Target

100% reduction by 2040 CCD Net Zero Target

2013

2014

SCOPE 1

2015

SCOPE 2

Scope 1

Footnote to define. www.epa.gov/climateleadership/scope-1-and-scope-2-inventory-guidance

2016

2017

2020

2021

Scope 2

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TRANSPORTATION NETWORK COMPANIES EMISSIONS IMPROVEMENTS DEN’s rematch program for Transportation Network Companies (TNC) has been in effect for a few years and benefits both passengers and TNCs like Uber and Lyft, companies that employ drivers who are frequently picking up and dropping off passengers at the airport.

We now have extended the time allotted for a driver dropping off to be matched with a passenger requesting a trip. Rematch was initially set up with a time limit of two minutes, meaning a driver who dropped off could be matched with a passenger without going to the staging lot and getting into the queue or leaving the airport empty. Through our partnerships with the TNCs, we agreed to extend the rematch timing from two minutes to five minutes, and have seen an increase in the percentage of rematch rides.

Between January and June of 2022, rematch rides accounted for 42% of all TNC pickups at the two-minute threshold. We are now seeing the rate rise to about 46% of all pickups with the new five-minute threshold. The rematch program helps the customer experience, as it decreases wait time for a TNC to arrive at the curb to pick them up once the customer requests the ride. Since nearly half of all pickups are rematch rides, the TNCs are not exiting the airport empty. We have also recently partnered with the TNCs and approved a 10% discount on trip fees for Electric and Alternative Fuel vehicles to help incentivize passengers to choose sustainable modes of transportation.

SUSTAINABLE DEVELOPMENT

The new expansions include:

Concourse Expansion Projects (CEP)

• Rooftop solar systems that reduce

DEN continues to grow under Vision 100, DEN’s goal to serve 100 million annual passengers. Since opening the first expansion area in 2020, DEN has opened 39 new gates, adding over 530,000 square feet of space.

With these new gates and holdrooms (passenger waiting areas at gates), 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 have developed a framework to consider the impact of all business decisions in a sustainability context and to demonstrate these values to the communities we serve. As a starting point, DEN committed to build the CEP projects to the Leadership in Energy and Environmental Design (LEED) Gold standard. This strategy has ensured that new construction is substantially more efficient than our legacy facilities.

The B-West expansion has already been certified to the LEED Gold standard, and the A-West, B-East and C-East projects have been submitted for certification to at least LEED Gold.

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 a means to achieve our goal of constructing the most sustainable facilities and providing the most long-term value to employees, passengers and business partners. Rather than “point-chasing” to find the most cost-effective 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 a total of five LEED certified buildings, including a LEED Platinum on-airport hotel that sits directly above an electrified commuter rail that transports 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.

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SUSTAINABLE GROWTH IN CIVIL INFRASTRUCTURE

ENERGY

While DEN is focused on LEED for vertical construction projects, we also want to make sure that we promote 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. DEN is piloting the Envision® Program by completing self-assessments for all infrastructure projects that have a construction cost of greater than $10M. Projects must achieve at least the verified level using this framework.

In 2022, DEN initiated an $83 million Energy Performance Contract (EPC) to upgrade our Energy Management Controls System and replace remaining non-LED lights and restroom water valves.

The implementation follows a comprehensive multi-year 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 millions of dollars each year in utilities and maintenance savings, so rather than

DEN plans to integrate the Envision® Program into future project planning, adding another layer of sustainable development at the airport.

DEN is also currently in the planning stages to add a seventh runway.

Work to this point has focused on planning in preparation for a robust environmental review, including potential impacts on noise, air emissions, stormwater and wildlife.

The runway program outlined an environmental process that includes public scoping within the National Environmental Policy Act to ensure all community stakeholders are represented. The new runway is one of many ways DEN is planning for future environmentally responsible growth.

Energy Performance Contract

OVER 100 FOOTBALL FIELDS of on-site solar across multiple arrays

paying for unnecessary energy and water use, we will pay to improve our facilities. The EPC project is the largest efficiency project in Colorado history and will reduce DEN’s energy use by 20%, water use by 28% and greenhouse gas emissions by 30,000 metric tons annually.

The water scope has already been completed, resulting in 123 million gallons of water savings each year, and the energy scope is well underway and will guarantee 35.9 million kilowatthours of electricity savings and 94,083 MMBtu of natural gas savings once fully implemented.

OVER 50 MILLION kilowatt-hours of clean electricity produced each year

Renewable Energy Generation DEN has 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. Almost 30 megawatts were procured through Power Purchase Agreements (PPA), which produce over 50 million kilowatt-hours of clean electricity each year. The arrays already produce sufficient electricity to cover the airport’s peak electrical demand, and DEN has another 13-megawatt array currently under construction and set to be completed in 2024. These large-scale PPAs 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.

Sources: The Solution for Sustainable Infrastructure, Green House Gas Emissions, Scopes

D E N V E R I N T E R N AT I O N A L A I R P O RT

PROGRESS TOWARDS SUSTAINABILITY GOALS THROUGH EPC Annual Equivalencies: DOMESTIC WATER SAVINGS 186 Olympic sized swimming pools

ENERGY Powering over 3,400 homes Overall reduction of 19,000 metric tons of coal

GHG EMISSIONS Removal of 6,375 cars off the road

NATURAL GAS 32 flights from DEN to Honolulu 3,358 miles per flight

Progress towards DEN Sustainability through this project: ENERGY USAGE

2017 EPC Baseline: 1,094,707,000 kbtu 20% Reduction by 2025: 218,941,000 kbtu 99% Goal achieved: 217,335,000 kbtu

GHG EMISSIONS

2019 EPC Baseline: 134,121 metric tons

65% Reduction by 2030: 87,178 metric tons 35% Goal achieved: 30,278 metric tons

WATER USAGE

2017 EPC Baseline: 442,000 kgal 35% Reduction by 2035: 154,700 kgal 81% Goal achieved: 123,300 kgal

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Electrification Electrification is one of DEN’s primary strategies for decarbonization. This will allow emissions sources to transition from the fixed emissions associated with fossil fuels to electricity, which generally reduces emissions in both the short term and in the future, as our local electric utility achieves their decarbonization goals. 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.

These efforts include:

• Infrastructure Condition

Assessments – in-depth testing of thousands of segments of the electrical feeders serving DEN to identify and proactively repair vulnerabilities that could result in future power disruptions.

• Advanced Distribution

Management System – installing switch cabinets with automated fault location, isolation and service restoration to reduce response times during power disruptions and allow the utility to optimize distribution grid performance.

D E N V E R I N T E R N AT I O N A L A I R P O RT

• Microgrid – 2 megawatt/4.5 megawatt-hour battery system connected to one of DEN’s new solar arrays that will add one hour of backup power and improve power quality to DEN’s inter-concourse train system through energy storage and microgrid controls.

Other electrification projects that are in progress or that we hope to explore in the future include:

• Electrified Boiler – evaluation to replace a boiler located in a building adjoining our current Central Utility Plant with an electric alternative

• Electric Vehicle (EV) Adoption – currently planning a Request for Proposals for additional passenger and employee EV charging stations and working with business partners on other vehicle electrification projects (buses, fleets, rental cars, airline ground support equipment, etc.).

DEN is also planning to open the first Level 3 charging stations on our campus for ride-share drivers, as part of a State of Colorado grant program.

• Backup generator conversions – planning to replace diesel-powered backup generators with battery storage and solar generation and

consider high-efficiency natural gas generators where battery storage is not viable WATER QUALITY AND USE Deicing Fluid and Waste Due to Denver’s winters, 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 high 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.

That 99% recycled propylene glycol was previously sold back to industrial markets, but DEN recently completed construction on a new system that will recycle spent glycol to a level that allows for remanufacturing into de-icing fluid that can be used again for aircraft. This new closed-loop system will improve the environmental performance of the deicing system, while improving operational reliability and reducing costs for DEN and our business partners.

80%

Aircraft Deicing Fluid Collection Rates Deicing collection rates decreased 60% in 2022 compared to previous years 80% due to some changes in the location and structure of deicing operations.

Due to increases in aircraft operations 40%60% and limited deicing pad availability, DEN expanded deicing activities to 40% 20% areas with less effective controls for fluid collection. In the summer of 20% 2023, construction will commence on a dedicated deicing pad that uses 2013-14 2012-13 2014-15 2015-16 engineering controls for more effective 2013-14 2016-17 2012-13 2014-15 2015-16 and efficient fluid collection.

DEN’S RATE DEN’S RATE

EPA’S SUGGEESTED RATE (BAT)

EPA’S SUGGEESTED RATE (BAT)

DEN’S GOAL

2017-18

2016-17 2017-18

2019-20

2018-19

2019-20

2018-19 2020-21

2021-22

DEN’S GOAL

Water Consumption and Reduction Following a COVID-related water use reduction in 2020, usage returned to previous levels in 2021 and 2022 as passenger activity increased.

To reverse the close correlation of passengers and water use, DEN has been integrating water conservation fixtures into our Concourse Expansion Project as a key component of our LEED strategy. The Energy Performance Contract has also prioritized improving the efficiency of water usage within DEN’s existing restrooms, driving 123 million gallons of annual water savings, approximately 28% of the water use within DEN’s existing facility.

Total Water Usage (Gallons) 600

400

200

2015

2016

2017

2018

2019

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2022

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2020-21

WASTE REDUCTION AND DIVERSION The City and County of Denver has set goals of achieving a 50% diversion rate across our community by 2027 and 70% by 2032. We are actively working toward those goals here at DEN and we’re always looking for new ways to keep valuable resources out of the landfill and into a beneficial end use.

IN 2022, DEN HIT A RECORD FOR THE HIGHEST DIVERSION RATE IN OUR HISTORY AT 19.85%. WHILE WE ARE PROUD OF THIS ACHIEVEMENT, WE

A waste diversion rate represents the portion of waste not sent to the landfill Diversion rate = (Weight of diverted waste only / Weight of all waste) * 100

Compost Collection Year Over Year 150

120

90

60

30

KNOW THAT WE STILL 2018

HAVE A LONG WAY TO

2019

2020

2021

2022

GO TO ACHIEVE OUR AMBITIOUS GOALS. Key Programs:

• Single Stream Recycling: We can divert a wide variety of materials through our facilitywide and publicfacing recycling program.

• Composting: Compostable material typically makes up a large portion of landfilled waste. DEN’s most recent waste composition audit found that over 33% of the material that was headed to landfill was organic material that could be diverted.

Although our compost collection dropped dramatically in 2020 and 2021 due to safety concerns, it recovered in 2022 and is trending toward pre-pandemic levels in 2023. Prior to the pandemic, we were averaging just over 140 tons of compostable material collected per year.

D E N V E R I N T E R N AT I O N A L A I R P O RT

DEN Compared to Region 70%

70%

60%

60%

50% 50%

40%

40%

30%

30%

20% 20% 10%

10% 2015

2016

2015 WASTE DIVERSION %

WASTE DIVERSION %

2017

2016

2018

2017

FRONT RANGE 2026 GOAL

2019

2018

COLORADO RATE

2020

2019

CCD 2027 GOAL CCD 2032 GOAL

2021

2022

2020

FRONT RANGE 2026 GOAL

CCD 2027 GOAL

COLORADO RATE

CCD 2032 GOAL

2021

2022

Waste Stream Distribution

2019

• 336 pieces of luggage to Denver

and glass).

Rescue Mission

• Increasing diversion of difficult-to-

• 600+ lbs. of unused toilet paper to GLASS

COMINGLED RECYCLING

Denver Rescue Mission

COMPOSTING

FOOD DONATION

WOOD

• 137 pieces of baby gear (car seats, strollers, booster seats, etc.) to Weecycle

2021

019

GLASS

YCLING

COMPOSTING

021

G

Donations: Due to the challenges of Denver’s goals. We look forward to inherent in Colorado’s waste diversion exploring the following: market, DEN has developed a series • Providing additional support to our of donation programs that both divert concessions operators through additional waste from the landfill and a zero waste valet program to support our social sustainability goals. increase our back-of-house waste 2021 In 2022, we saw success with these 2022diversion (focusing on high-value programs donating: materials like compost, cardboard

FOOD DONATION

2022 2019 2021 2022 FOOD DONATION

PLASTIC FILM

WOOD

COMINGLED RECYCLING

GLASS

FOOD DONATION

COMPOSTING

WOOD

GLASS

FOOD DONATION

PLASTIC FILM

recycle items like pallets.

• Conducting PLASTIC FILMa comprehensive waste composition study, or waste audit, to better understand what materials we aren’t capturing at high enough rates, and what contamination exists in our recycling and compost collection streams.

Wooden Pallets: We have collected 2022 wooden pallets for recycling for several years but have recently found new opportunities for the collection A lot is going on in Colorado when and recycling of heavy-duty colored it comes to waste diversion – the wooden and plastic pallets. While we City and County of Denver passed encourage these items to be taken the Waste No More initiative, which PLASTIC FILM WOOD back and reused, we are excited to should go into effect in early 2024. The be able to keep more of them out of state legislature passed an Extended the landfill. Since the first collection Producer Responsibility bill, which of heavy-duty wooden pallets in has started to fall into place with the March 2023, nearly 75 tons have been creation of a Producer Responsibility 2021 2022 recirculated and reused.

Organization (PRO) in 2023, and the state awarded a contract for the Plastic 2022 Film: While not a significant creation of a statewide end-market material in our waste stream, we generate a large amount of plastic film development center. These actions focus on increasing the collection from the deliveries that we and our of recyclable and compostable business partners receive every day.

COMPOSTING FOOD DONATION PLASTIC FILM WOOD materials, developing new processing Our film collection program has been capacities where needed, and building in place for a few years, and in 2022, WOOD PLASTIC FILM up new or supporting weakened we added a new baler to our main markets right here in our state. DEN loading dock. is well positioned to take advantage of these exciting changes that We recognize that innovation and new should have a positive impact on our diversion opportunities will be critical diversion rate in the coming years. to increasing our waste diversion efforts in accordance with the City

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CONCESSIONS AND COLORADO CERTIFIED GREEN BUSINESSES DEN aims to operate in a way that supports sustainability, and we encourage our concessionaires to do the same. Concessionaires are provided with onsite support and assessment through Certifiably Green Denver (CGD), a citywide program aiming to guide, certify and recognize businesses that go beyond in sustainable business practices. Criteria requirements for certification include a review of their general business operations, energy efficiency tactics, water conservation and waste reduction measures.

Participation doubled in 2022, going from about 40 certified concessionaires to over 100. A contributing factor to this growth has been through the implementation of the Excellence in Service (EIS) program, a new concessionsfocused incentive program that includes sustainability as one of the core requirements.

New concessionaires are highly motivated to join the EIS program, therefore we anticipate continued growth in CGD as the airport adds new and exciting restaurant and retail offerings.

TO LEARN MORE ABOUT THE PROGRAM, CLICK HERE.

To be considered for the sustainability points in the EIS program, a concession must obtain and maintain an active certification through CGD or any other program or set of standards that DEN may use. The CGD certification program currently addresses sustainability practices across five criteria:

• Business Management • Energy Efficiency • Water Conservation • Resource Management • Transportation

For a list of certified businesses, go to flydenver.com/dine and select “Dine” and “Certifiably Green” under the Service dropdown.

LAND MANAGEMENT Per- and Polyfluoroalkyl Substances (PFAS) DEN is actively managing environmental risks associated with the historic firefighting uses of aqueous film forming foam (AFFF). This material contained PFAS, 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 is 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 when authorized, and eliminating the use of AFFF in Federal Aviation Administration certification, rig testing and training.

In 2022, DEN applied for and received a grant from the Colorado Department of Health & Environment for a Third Creek Watershed PFAS study. DEN also evolved its Materials Management plan that establishes best practices for conducting land disturbing activities, such as construction projects, in areas where AFFF was historically used.

AIRCRAFT NOISE 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. Although DEN benefits from the land buffers around the airport that result in residential communities being located farther away than they are at most major

airports, we take our responsibility to respond to residents with questions or complaints associated with aircraft noise seriously. Although the Federal Aviation Administration (FAA) has sole authority to locate and adjust aircraft routes, DEN works with our federal partners to communicate the IGA requirements and partner on the latest technological advancements to minimize the impact of aircraft noise on surrounding communities.

Although noise complaints associated with aircraft at DEN have declined significantly since the airport opened in 1995 (measured both by number of overall complaints and by the number of households registering at least one complaint), 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.

DEN Noise Office Number of Households that Registered at Least One Complaint

3500 3000 2500 2000 1500 1000 500 ‘95 ‘96 ‘97 ‘98 ‘99 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 ‘21 ‘22 ‘23* YEAR

*Through July 2023

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03

SOCIAL

Environmental, SOCIAL and Governance

SOCIAL:

EQUITY, DIVERSITY, INCLUSION AND ACCESSIBILITY (EDIA)

DEN’S APPROACH TO EDIA

“

DEN is working hard to elevate our collective consciousness and commitment to EDIA initiatives by creating more opportunities through DEN’s contract procurement processes for Historically Underutilized Businesses (HUBs), disadvantaged communities and small businesses owned and controlled by socially and economically disadvantaged individuals. DEN’s approach to EDIA is to normalize, organize and operationalize racial and social equity. We normalize crucial conversations regarding EDIA through an education strategy that focuses on race and social justice.

Next, we organize our internal efforts toward EDIA to advance and achieve racial equity. Finally, we integrate EDIA by operationalizing efforts that address current data disparities within our workforce and further embed EDIA into our policies, procedures and processes.

– PHILLIP A. WASHINGTON, DEN CEO

DEN’s EDIA efforts are advanced by volunteer Equity Ambassadors, who work to create inclusive and equitable cultures alongside senior leadership to evaluate and improve systems, policies, processes and practices that sustain social equity. Their focus includes employees, operations and the community. They work in alignment with the Denver Mayor’s Office of Social Equity and Innovation to elevate the DEN Equity plan.

The values of Equity, Diversity, Inclusion, and Accessibility (EDIA) and Sustainability are inherent to the city’s strategy to develop and maintain prosperous communities.

The importance of EDIA is memorialized as one of DEN’s four guiding principles of the strategic plan, Vision 100. DEN’s EDIA efforts are led with equity, as this is the cornerstone of eliminating barriers and creating opportunities. As a guiding principle, EDIA is considered in every facet of DEN’s work. We are recognized for our innovative approach to EDIA work and nondiscrimination practices.

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.”

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DEN was a first-mover organization and initial pledge maker in the Equity in Infrastructure project (EIP) that launched in April 2022. The EIP seeks to improve public contracting practices by creating more opportunities for HUBs to build generational wealth and reduce the racial wealth gap by creating more prime, joint venture and equitable contracting opportunities for these firms. Through its pledge, EIP works to secure commitments from public agencies to increase the number, size and scope of contracts going to HUBs by facilitating access and reducing barriers to compete for business. EIP defines HUBs as including firms formally designated as Disadvantaged Business Enterprises (DBEs), Minority and Women-Owned Business Enterprises (MWBE), Small Business Enterprises (SBE), as well as any other business classification used locally in the United States intended to boost the participation of otherwise underutilized firms, which can vary by state, region and municipality.

EIP was founded by DEN CEO Phillip A. Washington, former US Deputy Secretary of Transportation John D. Porcari and others in anticipation of the $1.2 trillion Infrastructure Investment and Jobs Act and to answer President Biden’s call to leverage infrastructure spending to build wealth in underserved communities.

EIP receives generous support from Social and Environmental Entrepreneurs, Social Impact Fund, HNTB and The James Irvine Foundation.

Learn more about the Project at equityininfrastructure.org.

D E N V E R I N T E R N AT I O N A L A I R P O RT

EQUITY, DIVERSITY, INCLUSION AND ACCESSIBILITY (EDIA) IN PROCUREMENT DEN’s commitment to advance HUBs stems from its pledge to the EIP to advance President Biden’s Justice40 Initiative and his Executive Order 13985 on Advancing Racial Equity and Support for Underserved Communities. The objective of EDIA in Procurement was to share DEN’s opportunities and initiatives with the business community targeting HUBs, including firms that have never worked at DEN. DEN created the Commerce Hub to accomplish this objective by providing resources for small businesses and championing efforts that improve policy, increase access and position firms to bid on projects across all DEN departments. The goal is to bring an equitable lens by providing more transparency and early engagement with the public, especially those HUBs, and community partners, to create interest in participating in city projects. The three primary programs administered by the Commerce Hub are: ACDBE Program The Airport Concessions Disadvantaged Business Enterprise (ACDBE) program was designed to level the playing field for small

businesses that wish to participate in concession opportunities at airports.

Consistent with the City and County of Denver’s value of inclusion, DEN administers the Federal Aviation Administration (FAA) ACDBE program to provide access and equity for small and disadvantaged businesses.

Business Learning and Development The Business Learning and Development portfolio focuses on supporting certified firms and advancing DEN’s priority of small business equity, sustainability and growth. Included in the program is a nine-week Business Development Training Academy (BDTA) that supports small businesses during the lifecycle of their interaction at DEN by providing training at all transitional points of the industry and a mentorprotégé program, managed by the city’s Division of Small Business Opportunity (DSBO) to support the city’s commitment to expanding the capacity of MWBEs. Community Outreach and Engagement Community Outreach and Engagement is the overarching pillar that helps connect the community to DEN through events and tailored communications.

DEN’s scheduled outreach and training efforts include but not limited to:

Taking Flight at DEN is a monthly outreach event to showcase multiple upcoming opportunities, bring together a wider range of audience members and share DEN’s initiatives.

Meet the Primes is a series intended to bring together firms that are prime contractors at the airport and help connect them with local, small and historically underutilized firms. Primes can share their prequalification requirements with the attending firms so they can start building relationships, share best practices and get firms added to their bid list prior to the release of an upcoming DEN proposal or bid.

Navigating the ACDBE Program is a free virtual event intended to bring together firms that are interested in learning about the ACDBE program and how to gain entry to the airport marketplace.

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DEN prioritizes partnerships that have EDIA embedded in their policies, procedures, practices, initiatives and that exhibit actionable results and ensure the same standards from their partners. Our partners demonstrate DEN’s values through: (a) workforce expansion; (b) utilization of and work with the historically underutilized community, separate from required certified goals; (c) environmental sustainability, and (d) EDIA and Equal Employment Opportunity (EEO) programs for staff. DEN highly encourages firms that have historically proposed as prime contractors to serve as subcontractors to HUBs on contracts with DEN. The objective is to afford HUBs the opportunity to learn from the large contractor, grow its financial capacity, build its generational wealth and its portfolio, and increase its capability to perform new commercially useful functions on future contracts.

DEN hosted a forum to provide feedback to certified small businesses on general observations and themes that DEN is seeing as small businesses propose on competitive contract opportunities (RFx). At the forum they discussed their experience, ideas, and concerns about pursuing contracts at DEN as a prime.

COMMUNITY PANELIST PROGRAM DEN is committed to a fair and impartial procurement process and to helping small businesses succeed.

The Community Panelist Program recruits volunteer community members to serve as panelists for DEN procurement evaluation panels.

Volunteers support the airport in selecting the most qualified, responsive and responsible proposal while also gaining insight into the DEN procurement process and an understanding of elements that make a proposal successful.

Community information meetings included a variety of representation from across the industry

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D E N V E R I N T E R N AT I O N A L A I R P O RT

“

Our commitment to EDIA in procurement demonstrates that together we can collaborate and innovate to make meaningful impact not just at DEN, but in our community. These practices will enrich our process to identify the best partners to award contracts to, so that across all our efforts and at every level we are integrating values of equity, diversity, inclusivity, accessibility and sustainability into our business.”

- P H I L L I P A . WA S H I N G T O N , D E N C E O

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SMALL BUSINESS ENTERPRISE DEFINED OPPORTUNITIES The Small Business Enterprise (SBE) certification allows Denver area small businesses to compete for construction-related opportunities and a wide range of goods and services being procured. Procurement opportunities are designated as SBE defined to support specific opportunities for certified small businesses.

1,198

Number of Certified Firms by Ethnicity and Gender

Total number of firms with DBE and/or MWBE certifications

CAUCASIAN FEMALE

419

HISPANIC/LATINO

355 218

BLACK OTHER, MALE

1,052 Number of DBE firms

96

ASIAN-PACIFIC

59

ASIAN-INDIAN 26 NATIVE AMERICAN 21 OTHER, FEMALE

4

1,035 Number of MWDBE firms

Firms with Division of Small Business Opportunity (DSBO) Race and Gender conscious Certifications This includes firms that currently hold MWBE and/or DBE certifications with the City and County of Denver. The certifications are issued and monitored by the DSBO.

PAYMENTS ON CONTRACTS WITH DENVER INTERNATIONAL AIRPORT The below graphic shows payments for 2022 on contracts with DEN that have DBE and MWBE program requirements monitored by the DSBO.

For-credit subcontract payments by ethnicity and gender, construction HISPANIC/LATINO HISPANIC/LATINO

$114.22M$114.22M

CAUCASIAN CAUCASIAN FEMALE FEMALE BLACK BLACK

For-credit Prime contract payments by ethnicity and gender

CAUCASIAN CAUCASIAN FEMALE FEMALE $6.06M $6.06M

$66.57M $66.57M

HISPANIC/LATINO HISPANIC/LATINO $5.25M $5.25M

$39.32M $39.32M

BLACK BLACK $1.99M

ASIAN-PACIFIC$6.24M $6.24M ASIAN-PACIFIC

$1.99M

OTHER, MALE OTHER, MALE $0.02M $0.02M

NATIVE AMERICAN NATIVE AMERICAN $4.09M $4.09M

ASIAN-INDIAN ASIAN-INDIAN

OTHER, MALE OTHER, MALE $3.94M $3.94M

ASIAN-PACIFIC ASIAN-PACIFIC

$2.77M $2.77M ASIAN-INDIAN ASIAN-INDIAN

NATIVE AMERICAN NATIVE AMERICAN

OTHER, FEMALE OTHER, FEMALE

OTHER, FEMALE OTHER, FEMALE

$237.2M

$13.3M

Total For-credit Subcontractor Payments

Total For-credit Prime Contractor Payments

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CENTER OF EQUITY AND EXCELLENCE IN AVIATION (CEEA)

CEEA’S PROGRAMMATIC GOALS ARE:

CEEA is a first-of-its-kind in the aviation industry and will support Denver in becoming the place that businesses come to find aviation talent. CEEA continues to build on the airport’s current EDIA efforts to infuse a focus on marginalized communities through three focus areas: Business Development

Serve as an accelerator for economic and workforce development.

Support small business by providing trainings that help companies navigate doing business at DEN.

Grow access for underserved communities to build equity into prosperity opportunities.

DEN’s current CEEA partnership and stakeholder network spans 10 job industries and includes 125 organizations.

Support small minority and women-owned small businesses to increase generational wealth.

Prepare current and future employees for a career pathway in the aviation industry as well as create more opportunities for minority, women and veteran owned businesses to do business at DEN. Advance aviation research and innovation that drives best practices with a global impact.

The Business Development Training Academy (BDTA) pilot program, launched in 2022 accepted 30 out of 70 applications from certified small business representatives in the Architecture, Engineering, and Construction (A/E/C) industry, professional services, and goods and services industries. The cohort was provided training and networking opportunities with the prime contractors and key DEN leadership members.

Research and Innovation Lab Identify best practices in the aviation industry, partner with local universities to conduct research, and adapt new/existing technology systems to innovate process.

DEN has been touring spaces (15 total) to get ideas and learn from others regarding exactly how they have created their own innovative research and innovation labs. DEN learned the following best practices: • The need to create flexible spaces for learners of all ages • Build a state-of-the-art facility to host a multitude of programs • Programs will focus on Science, Technology, Engineering, Arts and Math (STEAM) and more, including sustainability and business development Career Pathways Create an aviation talent pipeline through a progressive training model that will attract and retain a qualified, worldclass workforce.

Within the aviation industry, there are identified job tracks that are already facing workforce shortages. CEEA, a first-of-its-kind resource in the aviation industry, will help “upskill” and “reskill” nearly 36,000 badged employees who work at DEN for jobs within the aviation industry and will support Denver in becoming THE place that businesses across the United States come to find aviation talent.

Career Pathway Tiers

GETTING YOUR WINGS Youth K-8

CAREERS ON THE RADAR High School & College

YOUR FLIGHT PLAN Employee Training

ASCENT TO LEADERSHIP Leadership Development

ELEVATED LEADERSHIP Senior Leadership Training

DEN engages youth and highlights opportunities in the aviation industry through tours, workshops and Adopt-A-School partnerships.

DEN offers internships and apprenticeship programs for high school and college age students to gain practical work experience associated with their degree program or related field of study with the goal of convert-to-hire.

DEN leverages the existing job shadowing, mentorship and training programs aimed at enhancing employee skillsets.

DEN developed several programs to enhance management and leadership skills for employees such as LeadershipDEN and Airport Management Professional Accreditation Program.

DEN connects its senior leaders to external leadership and development offerings while creating internal opportunities to strengthen their leadership competencies. DEN senior leadership created a Social Contract identifying behaviors they are committed to and creating a culture to support the achievement of DEN’s mission and vision.

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EDIA IN TALENT ACQUISITION STRATEGIES AND EMPLOYEE PERFORMANCE MANAGEMENT DEN focuses on recruitment and retention practices using a data-driven approach to understand how hiring impacts the overall demographics composition of airport employees.

Interview panels are expected to include diverse representation, and Human Resources reviews candidate pools to assess representation and include EDIA questions in the interview process, particularly for management and senior level positions. Focus

efforts include evaluating pay equity, “upskilling” and improved inclusive recruitment practices.

Performance Management DEN has designed goals for every city employee that are present in their annual performance reviews and are incorporated into the airport’s performance management model.

Important to embedding EDIA principles in the culture of DEN is creating understanding of these principles along with expectations for employees to incorporate them in their

daily work performance. The following are two examples of this work.

Implement a Vision 100 performance goal into all levels of employee annual reviews, which includes employing EDIA as a performance expectation.

Encourage DEN team members to engage in the city’s Race and Social Justice Academy, creating a shared understanding of systemic racism among employees. As of end of 2022, 99% of the city’s DEN employees completed their RSJ training.

Employment Status in 2022

0.2%

2.2%

3.1%

DECLINES TO IDENTIF Y

3%

GENZ

1.9% AMERICAN INDIAN

5.1%

BABY BOOMER

ASIAN

FEMALE

10% GENDER

GENERATION

BL ACK

RACE

70.6% MALE

32.3% MILLENNIAL

46.2% GENX

20.3% HISPANIC

57.1% WHITE

D E N V E R I N T E R N AT I O N A L A I R P O RT

0.4% PACIFIC ISL ANDER/ HAWAIIAN

2+ R ACES

18.3%

29.2%

NOT SPECIFIED

CULTURAL HERITAGE OBSERVANCES DEN believes in acknowledging and celebrating diverse cultural, racial and ethnic backgrounds. At DEN we are committed to celebrating and honoring various cultural heritage events throughout the year to include: Black History Month, Women’s History Month, Asian American and Pacific Islander Heritage Month, Pride, Juneteenth, Hispanic Heritage Month and Native American Heritage Month. These holidays are an important step forward to bring visibility to traditionally marginalized communities and identities.

Celebrating our diversity, as well as our common interests, helps unite and educate us.

AMERICANS WITH DISABILITIES ACT (ADA) PROGRAM The City and County of Denver, as owner and operator of DEN, does not discriminate on the basis of disability, race, color or national origin in admission to, access to, treatment of or employment in its programs and activities. The DEN ADA program ensures effective execution of Title II and Title III of the ADA. The ADA is operationalized into Vision 100 strategy through research and incorporation of accessibility best practices, program and policy development, and training employees and airport partners to increase accessibility knowledge and awareness. Community engagement with internal and external stakeholders is a major pillar in how accessibility is implemented enterprisewide.

Additionally, DEN completed a facility self-evaluation for ADA compliance in 2017 and created a comprehensive ADA Transition Plan.

Other key accessibility initiatives include companion care rooms, video relay service, Aira (visual interpreting

service), increased rideshare accessibility and safety, accessible art exhibits and an accessible website.

DEN created an Internal Accessibility Advisory Committee and engages with a community stakeholder group to ensure accessibility engagement and collaboration.

SUNFLOWER HIDDEN DISABILITIES PROGRAM To support passengers with hidden disabilities, DEN partnered with the Hidden Disabilities Sunflower organization in 2022 to bring the Sunflower Lanyard Program to the airport. The green lanyard with sunflowers discreetly signals that the wearer, or a member in the group, has an invisible disability and may need additional support. The terminal and concourse Customer Service information booths will serve as Sunflower-friendly spaces where travelers with hidden disabilities can request assistance with reuniting with their caretaker, family or friend.

Lanyards are available at each information booth in the center of the terminal and in the center of each concourse.

TITLE VI PROGRAM The DEN 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 that DEN provide meaningful access to information and services to limited English proficient communities. Additionally, DEN engages with community stakeholders in support of environmental justice to identify and address disproportionately high and adverse human health and environmental effects, including interrelated social and economic effects, of their programs, policies and activities on minority and lowincome populations.

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SOCIAL: CUSTOMER EXPERIENCE

Improving the customer experience is a guiding principle at DEN. We work closely with our stakeholders to exceed the needs and desires of our customers.

C.A.R.E. CUSTOMER SERVICE PHILOSOPHY DEN’s Customer Service team has implemented the C.A.R.E. philosophy to inform our behavior and enhance the attention we pay to our customers. When properly used in all our interactions with customers, the C.A.R.E. philosophy improves the quality of information we share and creates positive, lasting impressions of DEN and its employees.

SEE SAY AIRPORT APP By using the free See Say Airport app, customers and employees can share information about suspicious persons or activities, unattended baggage and even spills or dirty restrooms. Each report is investigated by airport staff.

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 to improve. 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.

D E N V E R I N T E R N AT I O N A L A I R P O RT

AMBASSADOR PROGRAM Friendly Ambassador volunteers helped over 1 million customers in 2022 whether providing directions, reuniting friends, or capturing group photos. In 2022 we had 215 Ambassadors and welcomed 55 volunteers to the program which included nine Teen Navigators. The Ambassadors contributed over 26,700 hours throughout the year.

CALL CENTER AND LIVE AGENTS We have modernized customer service and engagement with social media, Artificial Intelligence and automation technologies. DEN’s Customer Service team helps passengers navigate the airport in person, on phone calls, and virtually through video, chat, text or email.

CATS PROGRAM DEN’s Canine Airport Therapy Squad (CATS) program is the world’s largest airport therapy animal program.

Volunteer animals and their human partners offer customers a comforting interaction in the sometimes-stressful airport environment. All pets are registered with the Alliance of Therapy Dogs, Pet Partners, or K9 To 5 and are trained, certified and insured.

PET RELIEF ON CONCOURSES Furry travelers at DEN have their own private restrooms. Two pet relief areas are available on each concourse to provide service animals and traveling pets a comfortable and welcoming area to take care of business, before or after a flight. All pet relief areas are compliant with the Americans with Disabilities Act.

OUTDOOR PATIOS

CONCESSIONS PROGRAM

Customers can enjoy outdoor patios on all three concourses. Patios feature views of mountains and prairies and feature pet relief areas, lounge seating and firepits.

DEN offers customers a variety of dining and shopping options, from local favorites to popular national brands.

NURSING ROOMS DEN offers three comfortable, private spaces on each concourse for nursing mothers. Each room offers a tranquil environment to nurse or pump while traveling, along with comfortable seating, power outlets, sinks and changing tables.

2022 Concession Program by the Numbers

100+

PUBLIC ART

Shops, restaurants and customer services locations

DEN has integrated art into its public spaces. From Betty Woodman’s ceramic balustrades to Darrell Anderson and Barb McKee’s mosaic installations, DEN’s art is eclectic and evocative, with more than a dash of humor thrown in.

219K+

Square feet

UPDATED SIGNAGE DEN has developed new wayfinding standards and practices for all signage including international pictograms, high-contrast colors, increased font sizes and backlighting to help signage standout for customers.

$512.8M

Concessions program gross annual sales

CUSTOMER ASSISTANCE PROGRAMS DEN maintains coin-collection receptacles at TSA checkpoints so customers can deposit loose change to benefit three local programs.

In 2022, a Denver city program received about $21,000 to help those experiencing homelessness, the United Service Organization received about $4,500 to help those in military service who are traveling, and the DEN Experience program received $4,500 for helping passengers who may need extra support in emergency circumstances.

$103.2M Revenue to airport

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SOCIAL:

EMPLOYEE INVESTMENT AND ENGAGEMENT

EMPLOYEE HIRING AND RETENTION PRACTICES DEN is the largest single worksite in the state of Colorado with over 36,000 badge holders. Of those, 1,116 are employees of DEN. Work-Life Balance Our employees earn paid time off, with over 15 paid days possible in the first year. Eleven city holidays, one personal day, short-term and long-term disability benefits and a family care bank.

education reimbursement programs and thousands of career-building tools. Our Learning and Development Strategy is a comprehensive, continuous learning process for all city employees who aspire to learn, grow and strengthen their skills.

Invest in Your Future A pension for life, city-paid disability benefits, retirement, health savings plans and flexible spending accounts empower our employees to make their money work for them now and for their future.

Build a Mile High Career We value our employees and are invested in their professional and personal development with

Click to learn more about the city’s benefits and how employee’s can invest in their future here.

D E N V E R I N T E R N AT I O N A L A I R P O RT

2022 Employee Retention

96% Employee Retention Rate

20% Employee Promotion Rate

40% Workforce Black, Indigenous and People of Color (BIPOC)

29% Workforce Female

EMPLOYEE VOLUNTEER PROGRAM We call our employee volunteer program Denver Good Deeds. The program lets our employees give back to their community and serve Denver residents in a meaningful way.

Each year, our employees can take part in city-sponsored and approved volunteer projects where they can impact the Denver community while feeling motivated and empowered.

Denver Human Services, Denver Parks and Recreation and some of our other offices, departments and agencies refer projects to the office of Human resources (OHR). In 2022, 28 DEN employees donated a total of 144 volunteer hours as a part of the Denver Good Deeds program.

EMPLOYEE ENGAGEMENT Employee engagement is about the connection employees have with their purpose, people (each other) and place (autonomy). Highly engaged employees are not merely satisfied with their employment, but they are engaged in all facets of their work.

Inclusivity creates highly engaged employees as each voice is heard and valued, directly leading to better results. DEN focuses on nurturing and achieving great work, rather than increasing engagement, because great work directly leads to better results. We take pride in our highly engaged workforce. Results from the 2022 employee engagement survey indicated that DEN’s engagement index is 76.6%.

We have an Employee Engagement Committee (EEC) with members from work areas across the airport.

Committee members serve as division representatives and ambassadors for DEN’s overall employee engagement efforts. They work directly with DEN leaders, OHR and DEN’s Culture and Strategy team to shape DEN-wide and divisionspecific initiatives that support focus areas, as defined from survey results.

2022 Employee Engagement Survey

71.8% Response Rate

740 Number of Respondents

69.3% Positive Across all Questions

The four metrics below represent the percentage of employees reflecting summary sentiments of interest.

89.3% Understand How Their Work Relates to Agency Goals

78.1% Intent to Stay with the City for 12+ Months

89.1% Find Their Work Meaningful

31.1% Feel Burned Out

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SOCIAL: DENVER WAGE LAWS

CITYWIDE MINIMUM WAGE Denver’s minimum wage is $15.87/ hour in 2022 and will increase to $18.29/hour in January 2024. Denver’s minimum wage rules apply to all work performed in Denver including DEN.

“

DENVER THRIVES WHEN OUR RESIDENTS THRIVE, AND THIS MINIMUM WAGE ADJUSTMENT SERVES AS AN IMPORTANT TOOL TO HELP BOTH OUR WORKERS AND BUSINESSES SUCCEED IN

PREVAILING WAGE Denver’s prevailing wage rules apply to all work performed for the city including DEN property or using city dollars. Denver’s prevailing wage covers contractors and subcontractors for construction, improvement, repair, maintenance, demolition or janitorial work.

Prevailing wage is the city’s adoption of the Federal Davis-Bacon Act, which sets hourly wage rates nationwide for government funded projects.

Prevailing wage laws ensure that government dollars do not undercut local wage and benefit standards among publicly funded contractors, support good jobs and provide good value to taxpayers. Denver Labor, a division of Denver Auditor’s Office, enforces prevailing wage, DavisBacon Act, minimum wage, and Civil Wage Theft.

2022

D E N V E R I N T E R N AT I O N A L A I R P O RT

A COMPETITIVE JOB MARKET. THIS INCREASE CAN HELP PUT MONEY IN THE POCKETS OF DENVER WORKERS, ENSURE EVERYONE RECEIVES A FAIR WAGE AND HELP DENVER REMAIN AN ATTRACTIVE JOB MARKET FOR EMPLOYEES.” - MAYOR MIKE JOHNSTON

2023

2024

2025

$18.29

$18.29 plus consumer price index

Denver Citywide Minimum Wage

$15.87

Prevailing Wage

A series of wages based on job classification.

Independently set by a prevailing wage administrator.

$17.29

SOCIAL:

Psychological First Aid

SAFETY AND SECURITY

CUSTOMER HEALTH AND SAFETY Considering DEN is one of the busiest airports in the world, there are many medical or safety circumstances that require quick thinking and trained hands to help someone in need. Additionally, the Wellness team continues to add programs that support employee health and wellness training.

Current program offerings are: Stop the Bleed Every single person has the potential to save a life. All badge holders are encouraged to learn this life-saving skill. Participants will learn:

knowledge and empowerment, satisfaction, respect, and a positive, safer work environment.

Psychological First Aid (PFA) helps employees better recognize, understand and manage the basic symptoms of psychological distress.

DEN employees learn psychological first aid tools to support and assist individuals’ functioning during times of extreme or elevated stress.

PFA is an acute intervention to help individuals in the immediate aftermath of an emergency. PFA is designed to reduce the initial distress caused by traumatic events and to foster short- and long-term adaptive functioning and coping. During the course, DEN employees receive practical suggestions about what they can say and do as they practice the principles of PFA.

Occupational Health and Safety Management System DEN recognizes and embraces safety as a core value that leads our operational excellence and is committed to providing services with the utmost concern for the safety, health, and well-being of our employees, business partners and the public in accordance with applicable regulations.

Our Airport Safety Plan is based on an Occupational Safety and Health Administration (OSHA) program known as the Voluntary Protection Program, which helps organizations be proactive in assuring a safe, injury-free operation and in complying with OSHA and other regulatory requirements.

The Airport Safety Plan also has an evolving Safety Management System (SMS) which recently became an FAA requirement for all US Class 1 Airports. Both the Airport Safety Plan and SMS programs are built around a four-cornerstone philosophy to create a systemic structure, which includes safety policy, safety risk management, safety assurance and safety promotion.

CPR Certifications CPR/AED training can save lives; by taking life-saving classes there is an increased chance of the person’s survival. It significantly reduces the risk of a person suffering damage to their heart, brain and other vital organs. CPR/AED training can keep the body oxygenated until professional medical help arrives. Having DEN staff certified helps decrease the chances of loss of life while adding to the employee’s professional development,

• How to recognize life-threatening bleeding • How to intervene with direct pressure, pack wounds and apply a tourniquet • Where bleeding control kits are located throughout the airport

DEN’s Claim Rate per 200,000 Hours Worked

TOTAL CLAIMS:

NUM BER OF CL AIMS

2019: 54 10

2020: 59

8

2021: 41 2022: 46

6 4 2

JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEP

OCT

NOV

201 9

20 2 1

2020

20 2 2

DEC

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04

GOVERNANCE

Environmental, Social and GOVERNANCE

GOVERNANCE: AIRPORT OPERATIONS

DEN has an important role in the national, State, and local air transportation systems. The Airport’s natural geographic advantage as a connecting hub is enhanced by its ability to accommodate aircraft landings and takeoffs in virtually allweather conditions. DEN’s continued strong performance reflects its 1) large O&D passenger base, 2) central geographic location, 3) role as a connecting passenger hub for United Airlines, Southwest Airlines and Frontier Airlines, and 4) role as the primary commercial service airport in Colorado.

Under the City Charter, the management, operation and control of the Airport are delegated to the Department of Aviation under the leadership of the Airport’s CEO, appointed by and reports directly to the Mayor and confirmed by the City Council. The City’s Chief Financial Officer (CFO), appointed by the Mayor and confirmed by the City Council is the ex-officio Treasurer of the City and is responsible for the issuance of Airport’s debt and for the investment of Airport funds.

The Rules and Regulations for the management, operation, control and use of DEN are adopted and issued pursuant to the provisions of Chapter 5 and Sections 5-15 and 5-16 of the Revised Municipal Code

of the City and County of Denver.

These Rules and Regulations are provided on DEN’s website as a convenience to the public. DEN also publishes financial information for the convenience of the public and investors and is not provided in connection with an offer to buy or sell any securities.

The outbreak of COVID-19 has had a significant adverse impact on global air traffic and air travel demand. During the height of the pandemic, DEN implemented some rent and payment relief for 2020 which carried over into 2021. At the end of 2022, only about $13.6 million of the deferrals remains outstanding. Additionally, DEN implemented several measures intended to mitigate operational and financial impacts of COVID-19, including instituting a hiring freeze and furlough hours for all employees.

Effective November 2021, the United States President issued a new Presidential Proclamation, which ended the travel restrictions previously in place. The Airport continued to see an increase in passenger traffic and airport operations, with a 17.8% increase in total passengers and a 3.7% increase in total aircraft operations, respectively, for the year ended December 31, 2022, as compared to the same period in 2021.

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DEN’S FINANCIAL STRENGTH (for the year ended December 31, 2022)

841 DAYS LIQUIDITY (cash on hand)

199%

DEBT SERVICE COVERAGE

$10.65

AIRLINE COST PER ENPLANED PASSENGER

GOVERNANCE: FINANCIAL PERFORMANCE

The airport uses a hybrid rate structure established by the Use and Lease Agreements, which includes a combination of residual and compensatory rate methods based on cost recovery principles. Residual cost centers recover the full cost of operations from the airlines (e.g. airfield). Compensatory cost centers recover only the costs associated with the space that has been leased by the airlines (e.g. terminal buildings) and allows the airport to lease vacant space to concessionaires and other tenants for non-airline revenue opportunities. These opportunities allow the airport to generate free cash flow for reinvestment. In return, the Use and Lease Agreement has established a revenue share between the airport and airlines, with the airlines receiving 50% of the net revenue up to a $40 million cap per year. As part of the 2021 COVID-19 Relief Policies, which provided deferred payments by airlines in 2021, the Airport granted additional credit, up to 25% of the annual $40.0 million, to certain Signatory Airlines. The 2021 COVID-19 Relief Policies end in 2026.

In 2022, the airport deposited $210 million into the capital improvement account that can be used for any lawful airport purpose.

FINANCIAL HIGHLIGHTS Operating revenue at the airport totaled $930.2 million, an increase of $213.8 million, or 29.8%, for the year ended December 31, 2022, as compared to the same period in 2021.

Airline revenue totaled $399.4 million, an increase of $61.8 million, or 18.3%.

The overall increase was primarily due to an increase in facility rentals revenue, partially offset by a decrease in landing fee revenue. Non-airline revenue totaled $530.8 million, an increase of $152 million, or 40.1%, primarily due to an increase in overall passengers. Non-airline revenue represented 57% of total operating revenue. Non-airline revenues are estimated to generate $90 million in tax revenue for the city.

Operating expenses, exclusive of depreciation and amortization, totaled $542.6 million for the year ended December 31, 2022, representing an increase of $81.1 million, or 17.6%, as compared to the year ended December 31, 2021. The increase compared to the prior year was primarily driven by a $33.6 million, or 15.8%, increase in contractual services, $24.7 million or 110.5% increase in repair and maintenance projects, and an $8.1 million, or 35.9%, increase in hotel expenses.

9% 6% 34% 5%$47,095,000 REPAIR AND$30,523,000

5%9%

$185,289,000 $26,388,000 MAINTENANCE HOTEL PERSONNEL MAINTENANCE , PROJECTS SUPPLIES AND MATERIALS

1%

• 27% Facility Rentals • 16% Landing Fees

5% 45%

0 ,00 IM E NS 420 LA $ 6, A L /C E X P E L EG E RV E S RE

AIRLINE REVENUES - 43%

AERONAUTICAL REVENUES

6% 34% 45%

1%

34%

9%

$185,289,000 PERSONNEL

$6,420 LEGAL RESER

45%

• Moody’s and S&P ratings have a stable outlook. Fitch ratings have a positive outlook.

1%

34%

000 3 9, U A L T 6,8 $ 24 T R AC N S CO VICE SER

34%

• In 2022, both Moody’s and S&P raised DEN’s ratings

$30,52 HOTEL

$185,289,000 PERSONNEL

45%

$246,839,0 CONTR ACTU SERVICES

$185,289,000 PERSONNEL

• DEN’s bonds are rated by Standard & Poor’s (S&P), Moody’s, and Fitch

6%

$6,420,000 $30,523,000 $26,388,000 LEGAL /CL AIM HOTEL $47,095,000 MAINTENANCE , RESERVE EXPENSE REPAIR AND $185,289,000 SUPPLIES AND MAINTENANCE PERSONNEL MATERIALS PROJECTS $246,839,000 CONTR ACTUAL SERVICES $47,095,000 REPAIR AND MAINTENANCE PROJECTS

BOND RATINGS

$30,523,000 HOTEL

$47,095,000 REPAIR AND $26,388,000 MAINTENANCE $246,839,000 MAINTENANCE , $6,420,000 PROJECTS CONTR ACTUAL SUPPLIES AND LEGAL /CL AIM SERVICES MATERIALS RESERVE EXPENSE

1%

$3 EL T HO

PROJECTS

9%

000 6% 23, 0,5

57%

5%

NON-AIRLINE

$26,388,000 MAINTENANCE , SUPPLIES AND MATERIALS

00 E, 8,0 C ,38 AN $26 NTEN AND I MA PLIES S L P SU ERIA T MA

57%

9%

AIRLINE

$18 SONN PER

43%

00 345% 9, 0 ,28 EL

43%

• 22% Parking 34% • 11% Concessions 6% $185,289,000 5% $30,523,000 PERSONNEL • 9% Car Rental $26,388,000 HOTEL MAINTENANCE , • 7% Hotel SUPPLIES AND MATERIALS • 4% Aviation Fuel Tax • 2% Ground Transportation 9% $47,095,000 AND • 1% Other Sales and ChargersREPAIR MAINTENANCE

6%

5%

2022 Operating Expenses

NON-AIRLINE REVENUES - 57%

2022 Operating Revenues NON-AERONAUTICAL REVENUES

$47,095,000 REPAIR AND MAINTENANCE PROJECTS

$6,420,000 LEGAL /CL AIM RESERVE EXPENSE

$30,523,000 HOTEL

00 5,0 D N ,09 $47 AIR A NCE A P RE NTEN S I MA JECT O PR

9%

1%

6%

5%

$26,388,000 MAINTENANCE , SUPPLIES AND MATERIALS

DEN’s current ratings: AGENCY

SENIOR LIEN

SUBORDINATE LIEN

S&P

AA-

A+

Moody’s

Aa3

A1

Fitch

AA-

A+

GRANTS The airport being an enterprise fund of the city receives fewer than 10% of our annual revenues in grants from all state and local governments combined, but periodically receives grant revenues from federal agencies which are either for capital projects or operating purposes. In 2022 capital grants received by DEN totaled $74.1 million. These grants are FAA Airport Improvement Program funds used for airfield improvement projects and certain equipment replacement.

View Audited Financial Statements here.

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GOVERNANCE: GROWTH AND EXPANSION

Since opening in 1995, DEN has grown to become a multi-billiondollar economic engine for the Denver metropolitan area, Colorado and the entire Rocky Mountain region, and a central transportation hub in the world’s largest aviation market.

DEN has already initiated several improvements under Vision 100 to address capacity, services and facilities, including the Great Hall renovation and Gate Expansion Program. Future projects are expected to provide improvements to the airfield, concourses and Peña Boulevard (a 12-mile dedicated access road to the airport) in anticipation of increased passengers, vehicles and aircraft movement, while also increasing customer satisfaction.

2022 was a year full of growth and expansion at DEN. The past year saw several construction milestones at the airport, from concourse expansions, including the opening of 12 new gates on concourse A-West and 10 new gates on B-East, as well as 12 new holdrooms and 126,000 square feet of new space to significant work on the Great Hall project.

DEN REAL ESTATE Even after full build-out of all airport facilities, DEN has approximately 16,000 acres (6,475 hectares) of non-aviation land for compatible commercial development. This is the largest commercial land holding of any airport in the United States. DEN’s Real Estate Strategic Development Plan will guide creating an innovative, sustainable commercial community that supports both the airport and the surrounding metropolis, connects the airport to the region and the world and celebrates the natural amenities and landscape here that are uniquely Colorado. The plan leverages DEN’s prime location, accelerates business opportunities across a range of sectors and creates a dynamic new revenue stream to ensure that the airport can keep airline costs moderate while growing competitively for decades to come.

“

AS TRAVEL DEMAND AND PASSENGER NEEDS AND EXPECTATIONS CONTINUE TO GROW, WE RECOGNIZE OUR RESPONSIBILITY TO EXCEED THOSE NEEDS AND EXPECTATIONS IN ORDER TO HELP BOLSTER AND SUPPORT THE ECONOMIC HEALTH OF OUR CITY, STATE AND REGION. EVERY DECISION, PROJECT AND INITIATIVE STARTS WITH HOW THE AIRPORT CAN CONTINUE IMPROVING THE CUSTOMER EXPERIENCE. THE PROJECTS BEING COMPLETED UNDER VISION 100 WILL NOT ONLY PREPARE DEN TO SERVE 100 MILLION ANNUAL PASSENGERS BUT ALSO GENERATE CONSIDERABLE ECONOMIC ACTIVITY.” - PHILLIP A. WASHINGTON, DEN CEO

Major Project Areas Summary

GREAT HALL

• Phases 1 and 2 will be accomplished within the $770 million Great Hall Project budget • Completion phase will be accomplished with $1.1 billion

CONCOURSE EXPANSION

• $2 billion program adds 39 gates*

AIRSIDE

• 7th Runway planning studies • Runway rehabilitation and taxiway construction

LANDSIDE

• Peña Blvd. expansion and rehabilitation (Phase 1) • Rental car capacity improvements

*Contract amendments totaling $560 million relating to the expansion and renewal program were approved by city council on May 18, 2020; REF City Ordinance No’s. 20-0411, 20-0412, 20-0413, 20-0414, and 20-0415

D E N V E R I N T E R N AT I O N A L A I R P O RT

2018-2022 CAPITAL IMPROVEMENT PROGRAM

2023-2027 CAPITAL IMPROVEMENT PROGRAM

Existing $4.3 billion Airport Capital Program (CIP) through 2022 is complete. DEN’s capital plan is a comprehensive program taking into consideration all aspects of the passenger journey focused on:

To welcome and prepare for the 100 million passengers under Vision 100, DEN developed a 2023-2027 CIP in support of the strategic priorities Growing Our Infrastructure and Maintaining What We Have. The 2023-2027 CIP is estimated to have a total value of $2.9 billion, of which $2.1 billion is estimated for infrastructure construction and $815 million for asset rehabilitation.

• Enhancing safety, security, and improve passenger flow in the landside terminal, and • building capacity with 39 additional gates and new concession revenue opportunities.

The $2.1 billion infrastructure construction projects include Jeppesen Terminal - Great Hall Completion Phase estimated at $1.1 billion.

8%

5% L ANDSIDE

7% AIRSIDE

CIP Breakdown by Airport Area 2018-2022

5%

23% JEPPESEN TERMINAL

7% AIRSIDE

23% JEPPESEN TERMINAL

L ANDSIDE

12%

L ANDSIDE

CONCOURSE A , B AND C

CIP Breakdown by Airport Area 2023-2027

65% 26%

8%

AIRSIDE CONCOURSE A , B AND C

12%

L ANDSIDE

26% ASSET REHABILITATION, $815M

54%

JEPPESEN TERMINAL

CONCOURSE A , B AND C

65% 26% AIRSIDE CONCOURSE A , B AND C

74%

26%

INFR ASTRUCTURE ASSET BUILDING, $2.3B REHABILI $815M

54% JEPPESEN TERMINAL

74%

INFR ASTR BUILDING

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GOVERNANCE: RISK MANAGEMENT AND EMERGENCY PREPAREDNESS

RISK MANAGEMENT The airport is exposed to various risks of loss related to 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 and County of Denver (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.

Balancing financial and other risk 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 Capital Improvement Projects to address this challenge. Overall ROCIP program has generated cost savings to the airport.

D E N V E R I N T E R N AT I O N A L A I R P O RT

ROCIP Key Benefits and Coverages At DEN we take a comprehensive approach to Risk and Safety programs, including our ROCIP. Our suite of coverages includes workers’ compensation, commercial general liability, builder’s risk, employer’s liability and contractor’s pollution liability. In addition to those coverages, we also include additional insurance requirements and limits that all contracted partners must carry.

We cover not only the $100M+ construction projects, but all projects over $3 million or those that may encroach an insured project. We provide limits that many of our contractors cannot procure 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 recognize three key areas that demonstrate our level of risk control, operational success and commitment to our partners. Below KPI information is valued December 31, 2022.

DEN recognizes and touts four key benefits to our ROCIP programs: 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

Safety We have a permanent, full-time Number of Claims by $10M payroll safety staff of board-certified 4.62 4.62 safety professionals who ensure 9.2 2.14 9.2 2.14 we send our contracting partners, stakeholders and public home safely, while achieving world-class safety 221 221 294526 results. Zurich is one of the largest 0.35 294526 0.35 construction insurers globally and the lead insurer on ROCIP3 and ROCIP4. Zurich provides comparison across its construction risk clients and currently ROCIP3 is achieving the excellent results shown on the right; ROCIP4 will be benchmarked as the program matures.

Loss Cost per $100 payroll $0.6 $0.6 $1.35 $1.35

$0.2 $0.2

$0 $0

$2,052,997 $2,052,997

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$4,576.31 $4,576.31

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Community ROCIP programs reduce barriers for small businesses, so they are able to participate in large construction projects at the airport through DEN-paid levels of insurance they could either not obtain or afford to purchase. The chart to the right shows the small business payroll impact over the life cycle of ROCIP3. The trend line states the small business payroll as a percentage of total reported payroll for the corresponding year. ROCIP programs’ natural progression is to add projects and grow in the first three years and begin to complete projects and move toward closure in the final two years.

Small Business Payroll Impact

$500

50%

43.9% 41%

$400

40% 32.9%

$300

30% 28%

$200

20% 16.7%

$100

10%

5.6% 2017

2018

2019

SMALL BUSINESS PAYROLL

2020

2021

NON-CERTIFIED PAYROLL

2022

ROCI P3 TOTAL

SMALL BUSINESS %

Financial To date, all ROCIP programs have produced hard cost savings. 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.

EMERGENCY PREPAREDNESS The training for DEN employees covers all major threats and emergencies that they may face on the job and beyond. From severe weather conditions to active threats, the training offers concrete steps that employees can take to handle these emergency situations at DEN. Through video simulations and clear, stepby-step instructions, the training is designed to help employees develop situational awareness and learn to handle emergencies that may arise in their professional and personal lives.

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Incident Management Assistance DEN has a group of trained auxiliary staff, referred to as Incident Management Assistance team.

This voluntary program is a paid opportunity for badged airport employees to answer the call for duty and help address airport needs such as long lines in checkpoints, snowed-in customers, train failures, weather emergencies and other unplanned events.

Aircraft Accident Full-Scale Exercise Public safety is DEN’s number-one concern. Throughout the year, the airport is preparing, through either tabletop exercises or drills for anything from severe weather to an aircraft incident. In September 2023, more than 400 volunteers participated in DEN’s Part 139 Full Scale Exercise, which is held every three years to meet the FAA’s Part 139 regulations that

test an airport’s emergency plan with all stakeholders who have a role in responding to an aircraft accident.

The full-scale exercise simulates a plane crash on the runway at the airport using an older plane, and allows emergency personnel to prepare for a disaster. DEN volunteers help test components such as fire suppression, patient triage and movement, and fatality management.

GOVERNANCE:

CYBERSECURITY AND PRIVACY

DEN 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 the city. 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 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.

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

INTELLIGENCE ANALYSIS Cybersecurity intelligence analysis in partnership with: • Cybersecurity and Infrastructure Agency • Multi-state information sharing and analysis center • Aviation information sharing and analysis center

SECURITY AWARENESS • Phishing awareness • Phishing testing • Airport educational sessions on cybersecurity • Cybersecurity training management • Cybersecurity incident response training • Tabletop exercises

RISK MANAGEMENT • Risk identification and remediation • Penetration testing • Vendor security reviews • Policy exception reviews • Vulnerability management • New and existing solution reviews

CYBERSECURITY ENGINEERING AND ARCHITECTURE • Security architecture optimization • Event logging integration • Security product integration and ongoing maintenance • Design and implementation of cybersecurity controls

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GOVERNANCE: ETHICS AND CONFLICTS OF INTEREST

As stated in Ethical Principles for Public Servants (1992, Council for Excellence in Government), public service is a public trust. The highest obligation of every individual in government is to fulfill that trust. Each person who undertakes the public trust assumes two paramount obligations: • To serve the public interest; and • to perform with integrity.

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 that administers the Denver Code of Ethics and gives advice about ethics issues, investigates complaints submitted by city employees or citizens about ethics issues regarding Denver city government personnel and works with the Office of Human Resources to provide ethics training to city personnel. The Denver Code of Ethics handbook is one tool that the city uses to ensure excellence and the highest ethical standards in the work for the citizens of Denver. The code regulates the employees, elected officials, appointed officials and board and commission members of the Denver city government and Section 2-61 of the ethics handbook addresses conflict of interest. The purpose of this section is to avoid influence on the official actions of city officers, employees or officials by their private or family interests.

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COLORADO OPEN RECORDS ACT (CORA) CORA (Colo. Rev. Stat. §§ 24-72-201 through 206) makes it the policy in Colorado “that all public records shall be open for inspection by any person at reasonable times.” Colorado public policy generally favors transparency – there is a strong presumption favoring public disclosure.

GOVERNANCE: CONTINUOUS IMPROVEMENT

Continuous Improvement is a shared mindset focused on always striving to be better at what we do every day. The Continuous Improvement (CI) team at DEN supports a culture of innovation and leads programs and training that engages and empowers all DEN employees to drive changes that will improve outcomes and performance across the airport. DEN’s CI program priorities are: Capability Building The CI team provides training courses, resources and professional development opportunities to DEN employees. DEN employees can choose to get trained in a variety of CI Kickstarter courses as well as Green and Black Belt certification programs.

DEN currently has a total of 178 certified Green Belts and 62 certified Black Belt innovators.

Additionally, in 2022, 115 DEN employees completed CI Kickstarter courses and were trained in various problem-solving methodologies.

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 2022, DEN’s CI team supported 80 continuous improvement initiatives led by DEN employees.

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.

AT DEN, WE TAKE PRIDE IN CELEBRATING SMALL AND BIG WINS ALIKE. Here are a few examples of our Continuous Improvement success stories:

CUSTOMER SERVICE AGENT SYSTEM IMPROVEMENT The Customer Relations Center (CRC) at DEN uses seven different channels of communication to engage with customers. At the beginning of 2022, DEN’s CRC call abandonment rate was 14% compared to the industry standard of 5-8%. DEN’s Continuous Improvement Innovators investigated the root cause for high call hold times and abandonment rates across all channels of communication and developed a streamlined agent assignment process resulting in a significant improvement in the caller abandonment rate from 14% to 3%.

CONTRACT PROCUREMENT PROCESS IMPROVEMENTS DEN’s ability to expedite procurement of goods and services is a competitive advantage and a key contributor to us being recognized as one of the top airports in the world. The new Contract Procurement process, rolled out with assistance from Continuous Improvement Innovators in May 2022 reduced the time from new project submittal to contract execution for competitive contracts by 25% and reduced the total number of approvals by 50%, while ensuring the processes are transparent, competitive, fair, and equitable.

DEN INNOVATE SUCCESS STORY AT THE MAINTENANCE FACILITY WELDING BAY Organizing any shared space can be a challenge. The Maintenance Facility welding bay did not have a standard process or an orderly storage space to organize the remnant pieces of metal for future use. The remnant metal pieces of all shapes and sizes would be either trashed or left to lie all over the area, taking up to 30 minutes to find something when needed, resulting in wasted time and material for DEN. Our Fleet Technicians solved this problem by welding a rack for organizing useful pieces of metal, away from the workbench, assisted by the Graphics Department to mark and label that promotes good workplace organization. After this visible and positive improvement, the 40+ welding bay workers were able to find and cut the metal they needed in only 10 minutes, a 66% reduction in time.

IMPROVEMENTS TO RESTROOM WORK ORDER CREATION See Say Airport (DEN’s mobile reporting app) reports for restroom messes would come in with a 4-digit code on a nearby placard, but Maximo (the Computer Maintenance Management System) would not have many of these numbers. Because of this, work orders for servicing restrooms were delayed or not created in some cases by the Maintenance Control Center team because the location could not be mapped easily. A continuous Improvement effort led to including asset identifiers for all DEN restrooms in Maximo, resulting in all work orders now being created in less than five minutes, which is a 65% reduction in processing time.

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A LOOK AHEAD DEN is among the state’s largest

its half-century mark. At the same

sources of employment and is one

time, DEN is working to understand

of the primary economic engines

and plan for the megatrends and

in the region. An economic impact

innovations that will impact the

study commissioned by DEN in 2023

industry over the next 20 years.

determined that by 2032 or sooner, Vision 100 projects are expected to be complete and passenger levels

VISIONARY LEADERSHIP

are anticipated to exceed 100 million

In August 2023, DEN’s CEO Phil

annually, DEN would support 447,386

Washington was named as one of

jobs with a total economic impact on

24 members (out of 240 applicants)

from 2021 to 2032 demonstrates the

Secretary, Pete Buttigieg. The

tremendous power of DEN as a regional

committee is to help inform the

and statewide economic generator.

Secretary on best practices to:

Colorado’s economy of $71.28 billion.

Message of the Transportation Equity Advisory Committee by the U.S. Transportation This near doubling of economic impact from CEO

• institutionalize equity into U.S. OPERATION 2045 DEN’s busiest year on record was 2022, when the airport served nearly 69.3 million passengers. DEN

Department of Transportation programs, policies, regulations and activities;

• strengthen and establish

forecasts indicate that growth is

partnerships with overburdened

going to continue, and 100 million

and underserved communities;

annual passengers will travel through the airport sooner than originally envisioned when Vision 100 was formulated. DEN has already started planning for life beyond Vision 100, which is referred to as Operation 2045 (OP45). The airport will turn 50 years old in 2045 and with that comes an even greater responsibility to lay a

• offer a forum for coordination and the exchange of information on equity concerns raised in local and regional transportation decisions; and

• provide added strength, objectivity and confidence to management’s decision-making process.

clear path for generations to come.

This appointment reflects

By 2045, DEN is projected to serve

Washington’s dedication to promoting

120 million-plus passengers and it’s

accessibility, inclusivity and equity

critical that the airport maintains its

within the transportation sector. Under

existing assets while expanding to

Washington’s visionary leadership, DEN

accommodate growth. With OP45,

has consistently prioritized innovation,

DEN is laying the foundation for needed

sustainability, and accessibility and

infrastructure expansion work that will

will continue to do so.

prepare DEN to successfully reach

60

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