Lights out - Toronto Pearson International Airport

T O R O N T O P E A R S O N 

TODAY 

First Quarter 2009 

CARGO 

EXCELLENCE 

GTAA RESPONDS TO 

ECONOMIC 

CHALLENGES 

EARTH HOUR 

AT THE AIRPORT 

A publication of the Greater Toronto Airports Authority 

www.GTAA.com 

Toronto Pearson Today First Quarter 2009 1

Luminato, Toronto Festival of Arts and 

Creativity, returns for its third year to 

spotlight world and North American 

premieres of theatre, dance, music, film, 

literature, visual arts and more. 

2009 Festival highlights include 

Robert Lepage’s theatrical 

sensation Lipsynch; 

A Celebration of 

the Guitar, with 

performances by 

Randy Bachman, 

Taj Mahal, 

Daniel Lanois 

and others; and 

the FREE Closing 

Weekend Celebrations 

at Toronto’s central 

waterfront featuring 

Cirque du Soleil ® . 

Visit luminato.com 

for a full listing of 

free and ticketed 

events and to sign up 

for our e-newsletter. 

 

 

 

 

 

 

2 Toronto Pearson Today First Quarter 2009

Published by: 

Greater Toronto Airports Authority 

Corporate Affairs and Communications 

Toronto Pearson International Airport 

P.O. Box 6031 

3111 Convair Drive 

Toronto, AMF 

Ontario L5P 1B2 

www.GTAA.com 

Editor-in-Chief: 

Lorrie McKee 

(416) 776-3008 

Lorrie.Mckee@GTAA.com 

Senior Editor: 

Jason Ritchie 

(416) 776-5584 

Jason.Ritchie@GTAA.com 

WHAT’S IN THIS 

5 

Lights out 

For a second year, the GTAA 

and Toronto Pearson turned out 

the lights to participate in Earth 

Hour. 

ISSUE 

Frequent 

Flyers 

Regular features in Toronto Pearson Today 

Art Director: 

Jason Ritchie 

Layout: 

Melissa Lim 

Photography:* 

Jason Ritchie, Elsa Mendes, 

Emanuela Myers, Melissa Lim 

*Unless stated otherwise 

Staff Writers: 

Elsa Mendes, Lee Petrie, 

Jason Ritchie, Emanuela Myers, 

Melissa Lim 

Advertising Sales: 

publication@GTAA.com 

Regular issues of Toronto Pearson Today 

are produced quarterly. 

Toronto Pearson Today is made 

available free of charge at Toronto 

Pearson International Airport in Toronto, 

Ontario, Canada. Mailed copies of 

Toronto Pearson Today are distributed 

free of charge to individuals sending a 

written faxed request to (416) 776-7593 

containing their name, full mailing 

address, company and position (if 

applicable). 

Publications Mail Agreement 

No.40930520 

This publication can also be found online 

at www.GTAA.com. 

The personal information collected 

is used exclusively for adding individual 

names to the Toronto Pearson Today 

mailing list. At no time will this 

information be shared with any other 

party. 

To be removed from the mailing list, fax 

your intention to the number referenced 

above. 

Copyright © 2009 Greater Toronto Airports Authority. 

7 

10 

GTAA responds to 

economic downturn 

Four steps the GTAA is taking 

in response to the current 

economic challenges. 

Job well done 

9 

A happy ending thanks 

to the team effort by 

GTAA staff and external 

agencies. 

Words of wisdom 

GTAA’s outgoing V.P. of 

Marketing & Business 

Development gives a unique 

look back on the GTAA and to 

what the future has to offer. 

13 

People at Pearson 

Profiling Claus Hoff, Air Canada 

Station Operations Control Centre. 

16 

Shop and Dine 

Experience a Toronto landmark 

without even leaving the airport 

at the Red Rocket Restaurant in 

Terminal 1. 

17 

Art and Exhibitions 

The National Ballet of Canada takes 

the stage at the Malton Airport 

Gallery; Making CONTACT with 

photography in the Airspace Gallery. 

19 

As Seen at Toronto Pearson 

Photos from our readers. 

All rights reserved. No part of this publication may be 

reproduced, stored in a retrieval system, or transmitted, 

in any form or by any means (photocopying, electronic, 

mechanical, recording or otherwise) without the written 

permission of the copyright holder. The GTAA does not 

necessarily endorse the products, services or companies 

that appear in advertisements contained within this 

publication. 

ISSN 1718-0244 


LINK TRAIN ON HIATUS 

The Automated People Mover (APM)—more commonly 

known as the LINK Train—is shut down for maintenance, 

with trains scheduled to start rolling again in 

July. The LINK Train transports travellers and employees alike 

between the terminals and the Viscount Station. 

This planned maintenance involves work to the undercarriage 

of each car on both trains, guideway repairs to the tracks 

and other warranty repair items. In order to accommodate these 

changes, the trains have to be lowered from the tracks to be 

serviced on the ground. 

To replace the LINK Train service and allow for continued 

movement of both employees and travellers, bussing operations 

are available as follows: 

1. Inter-terminal shuttle: Pick up at Terminal 1 Departures 

inner curb column 27 and at Terminal 3 Departures column 21. 

2. Reduced Rate Parking Lot (RRPL) to terminals: The bus 

route begins at Kiosk K11 at the RRPL to Terminal 3 Arrivals inner 

curb column 43 and continues to Terminal 1 Arrivals inner curb 

column C1. 

3. For Terminal 3 employees travelling from the Terminal 2 

garage: Pick up at Terminal 1 Departures inner curb column 43 

and at Terminal 3 Departures column 31. 

Signage is located throughout the terminals identifying new 

bus route pick up/drop off locations. The repairs to the system 

and cost of operating the bus routes are included in the warranty 

coverage and Doppelmayr will absorb major costs. 

ENERGY CONSERVATION 

Toronto Pearson International Airport, Terminal 1. At 

5 a.m., a yawning passenger-to-be ascends an escalator 

into the subtle light of the Departures Level. At checkin, 

he watches his tagged bags disappear behind the curtain, 

confi dent that they will magically reappear on a baggage claim 

carousel in the fl ight’s far off destination. 

Now enjoying a coffee in the lounge, he does not notice 

any gradual changes in lighting or climate control as the terminal 

slowly comes to life. He is also blissfully unaware of the 16 km of 

baggage conveyors behind the curtain, and the numerous energy 

conservation measures implemented throughout the entire 

Baggage Handling System (BHS). 

Since it began in 2004, the campus-wide energy conservation 

program has saved the GTAA a total of $11 million, and more 

than 163,000 megawatt-hours of power. In 2007 alone, 47,000 

megawatt-hours were saved. 

Above: The baggage claim area at Terminal 1. 

Not surprisingly, the BHS is a major area of focus – it 

operates 21 hours per day, 365 days per year. In 2007, it delivered 

more than 10 million outbound bags to aircraft. 

The task of saving energy in such a large and complex 

facility was handed to Craig Rock, GTAA Manager, Energy 

Management. 

The individuals working with Craig on this project – Arthur 

Ho, Technical Support Specialist, and Currie Gardner, Manager, 

Facilities Systems Engineering – realized very quickly that in 

addition to the conveyors and baggage handling equipment, 

the BHS also includes lighting and Heating, Ventilation, and Air 

Conditioning (HVAC) service for the public and restricted spaces 

in which it resides. A “whole facility” approach was quickly 

adopted. 

The Building Management System (BMS) remotely controls 

lighting and HVAC service for GTAA buildings on the airport 

campus. 

When Terminal 1 first 

opened in 2004, lighting and 

HVAC service were set to 

operate at building capacity 

– 50 million passengers 

per year. Services were 

appropriately reduced to 

meet actual operating levels; 

lighting installed only for 

architectural aesthetics was 

shut off with no operational 

impact. Adjustments continue 

to be made based on 

operational needs, time of 

year, and continuous auditing 

through site visits. 

For example, building 

climate control (HVAC) 

services in check-in counter 

and baggage claim areas are reduced during non-operational 

times. There are also now four different levels of lighting in 

public areas to avoid any startling sudden changes. 

At midnight, lights in the restricted baggage areas and 

catwalks shut off automatically, except for areas used by cleaning 

staff per the cleaning schedule. Emergency lights remain on 

elsewhere for safety and local switches can still be used to turn 

on area lights as required. 

The overhead lighting in the baggage sortation areas was 

reduced permanently by 50 per cent by removing one of the two 

lamps from each light fixture and replacing the remaining lamp 

with a new one. The fixtures were also cleaned to remove all 

construction dust. Overhead lighting for check-in counters has 

been put on photo-cell control to turn off during the day. After 

midnight these lights also turn off. 

Success is measured in monthly energy savings by the load on 

each circuit and “off time” on relays. HVAC savings in Terminal 1 are 

more difficult to measure because the Central Utility Plant (CUP) 

services the entire airport campus. 

With the help of Moe Kanaan, Webb Airport Services 

Canada, and Lyle Henderson, Jervis B. Webb, conveyors 

were split into improved and reprogrammed conveyor energy 

management zones to ensure that they run more efficiently. 

The check-in conveyors would not stop running if any of the 

check-in counter on/off switches were left in the ON position. 

Check-in belts now time out automatically, even if a switch has 

been left on. The timeout setting for baggage claim carousels 

was reduced from 20 minutes to five minutes after the last bag 

arrives. 

Opportunities for further conservation and savings are 

continually being explored. As the Energy Management program 

gains momentum through support from senior management 

and employee initiatives, more ambitious goals can be set and 

achieved. 

And while the reductions are significant, the effects of them 

on passengers will be slight and barely noticeable. 

OLÉ! AEROMEXICO ARRIVES 

On March 2, AeroMexico began daily service between 

Toronto and Mexico City. Toronto is the fi rst Canadian 

destination for the airline. 

The inaugural event was fi lled with excitement as a mariachi 

band, Mexican themed breakfast and a ribbon cutting ceremony 

awaited eager passengers about to board the fl ight. Served 

by a Boeing 737, the new route from Toronto to Mexico City will 

provide travellers with additional travel options. 

AeroMexico operates more than 300 daily fl ights to 40 

destinations in Mexico, 14 destinations throughout the United 

States, and services 12 other countries around the world. Terminal 

3 will be home to their Toronto operations. 

This service is just the latest exciting announcement coming 

from our Marketing and Business Development team as they 

work towards attracting new carriers and bringing in additional 

routes. In direct response to the attractive landing fee rebates 

that were included as part of the GTAA’s economic response plan 

announced in February, several promising leads have surfaced 

that could lead to a number of announcements in the near future, 

so stay tuned. 


DARKNESS FALLS 

EARTH HOUR AT TORONTO PEARSON 

A 

blackout of the planned variety on March 28 lasted 

for an hour, but what we learned could be applied to 

Toronto Pearson’s daily operations for years to come. 

Last year, the GTAA was the fi rst airport in North America 

to sign up for Earth Hour. Our involvement this year focused on 

fi nding additional ways to minimize our impact on the environment, 

specifi cally with respect to the reduction of electricity. We joined 

millions around the globe that evening to take a stand and show 

our support for conservation. 

Our participation goes beyond a single hour. Each year, the 

GTAA has examined the possibility of turning Earth Hour tested 

initiatives into permanent solutions that work toward reducing 

energy consumption. 

The event is promoted globally by the World Wildlife Fund, 

with the aim of raising awareness about global warming and 

ways to reduce energy consumption. Because of GTAA employee 

efforts, the company reduced its total energy consumption by 

10.5 per cent, which in terms of a percentage is similar to last 

year, but because we were actually working with less energy 

thanks to the conservation methods implemented last year, that 

10.5 per cent was harder to reach. 

Significant reductions were seen across the airport 

campus in a variety of areas, including: Heating Ventilation and 

Air Conditioning systems (HVAC), lighting reductions in both 

terminals, turning off high-speed walkways and exterior lights of 

the Administration Building, as well as cutting the power to the 

Samsung hand advertisement on the inbound terminal roadway. 

Many concessions and retail tenants also participated. HMSHost, 

who operate food, beverage and retail outlets throughout the 

airport, Cart Wheels and HDS Retail retailers turned off their 

LCD and plasma TVs and audio systems where they could. Other 

retail shops such as Paradise and Nuance reduced lighting. Also 

participating were both firehalls which conserved energy through 

reducing both exterior and bay lights. 

Craig Rock, Manager of Energy Management, talks about 

future participation in Earth Hour saying “The difficulty for next 

year will be continuing to exceed in the amount of energy that 

is reduced. Since some of these initiatives remain permanent, 

finding new ways will become a challenge.” 

Some of the permanent solutions stemming from Earth Hour 

include: 75 per cent reduction of the lights in the service level 

of Terminal 1 each night between 10 p.m. and 5 a.m., lights will 

also be reduced in the baggage claim of Terminal 1 between 

12:30 and 5 a.m., and the architectural lights to Terminal 1 will 

remain dark. 

The GTAA thanks everyone who participated in some way in 

making Earth Hour 2009 so successful. Whether you did your part 

at work by turning off your computer and monitor when you left 

for the weekend or you found ways to shed some unnecessary 

energy consumption at home, every little bit helps. 

Before Earth Hour 

During Earth Hour 

From left: Terminal screens made passengers aware of Toronto Pearson’s Earth Hour participation; comparison of Terminal 1 before and during Earth Hour; inside the darkened Departures Level of Terminal 1. 


ON YOUR MARKS 

GEARING UP FOR THE RUNWAY RUN 

On Saturday, June 13, 2009, the GTAA is hosting its 

second annual Runway Run for charity. You’re invited 

to come out and join us for a run or walk along the 

airport’s most southerly runway, Runway 06R-24L. Just like last 

year, the runway will be closed for the event, to give you an 

opportunity to jog or walk alongside other active runways and at 

the same time, raise money for a great cause. 

The GTAA’s goal is to raise $100,000 for The Credit Valley 

Hospital Foundation’s Lifetime of Care $45 million campaign to 

support the hospital’s current expansion and beds fundraising 

drive. The expansion will result in 270,000 square feet of new 

space for regional maternal child care, complex continuing care, 

palliative care, and regional genetics and provide enhanced 

hospital services including more beds. 

Your generous support is essential. With the help of the 

public and the airport community, Credit Valley Hospital can 

expand its facilities and provide a lifetime of care to patients. 

For a second year, the GTAA has partnered with the Running 

Room for assistance with race support and registration. Sign up 

as a team with up to 10 members, or come out on your own. 

Registration closes on June 1, so you still have time to sign 

up. For additional information about race details, pledge prizes 

and sponsorship, please visit www.GTAA.com/RunwayRun. 

We look forward to seeing you on June 13 as we get 

together as a community to do something for the people who do 

so much for us. 


GTAA HAS A PLAN 

FOR WEATHERING THE ECONOMIC STORM 

During this time of economic uncertainty, the aviation 

industry is facing very challenging times. Global 

passenger traffi c is down and is projected to take a 

further downturn throughout 2009. Transport Canada readjusted 

their passenger volume forecasts are now anticipating a 5.8 per 

cent reduction, which translates to roughly 1.8 million fewer trips 

through Toronto Pearson this year. 

As the GTAA is a not-for-profi t authority and runs Toronto 

Pearson with the goal of breaking even on budget each year, 

there is a need to make adjustments to account for the difference 

between the approved budget and the new passenger forecasts. 

The GTAA has reduced and managed expenses in line with the 

authority’s strategic plan. 

Lloyd McCoomb, President and CEO of the GTAA, said “our 

response to this challenging situation was not taken lightly, 

but we believe this is the responsible course of action to take 

to manage Toronto Pearson today. We must ensure that the 

organization is well positioned to take advantage of growth 

opportunities when the economy improves.” 

In February, the following four major steps were taken by 

the GTAA in response to these economic challenges: 

1. Cost reduction and containment: Because two-thirds of 

the GTAA’s costs are fixed, including rent paid to the federal 

government which amounted to $140 million in 2008, there are 

limits to where financial cuts can be made. Despite this challenge, 

many expenditure reductions have been highlighted for 2009. 

Examples of where these reductions will be made include: the 

closure of certain airside and groundside facilities, consolidation 

of contracted services, a hiring freeze, a freeze in management 

salaries and a 10 per cent cut in Board of Directors’ salaries. 

2. Deferral of capital programs: The downturn in traffic has 

allowed all but the most critical capital projects to be deferred. 

Deferred projects include: Pier G planning and design, Terminal 

1 parking garage expansion, Terminal 3 Master Plan, and the 

Terminal 2 parking garage demolition. 

3. Introduction of an incentive program to airlines: A major 

factor in driving the economy in a positive direction will be to 

stimulate air traffic at Toronto Pearson. This incentive program 

will offer landing fee rebates of up to 50 per cent for a 12-month 

introductory period to air carriers that are introducing new 

services at Toronto Pearson. 

4. Increase to the Airport Improvement Fee (AIF): The AIF, a 

concept seen at all other major Canadian airports, was brought 

into effect at Toronto Pearson on June 1, 2001. At that time, the 

GTAA was in the midst of a $4.4 billion redevelopment of the 

airport and the AIF was initiated to help fund the redevelopment 

and the associated debt servicing, which continues today. As a 

result of this airport development, Toronto has the necessary 

airport infrastructure in place to be a strong catalyst for economic 

growth in this region. 

GTAA WELCOMES NEW 

VICE PRESIDENT 

The GTAA is pleased to welcome the newest member 

of its executive team. On March 30, Pamela Griffi th- 

Jones joined the GTAA team as Vice President, Chief 

Marketing and Commercial Development Offi cer. 

Ms. Griffi th-Jones will lead her team’s efforts in promoting 

the airport, developing the Toronto Pearson brand and continuing 

to develop revenue generating programs. 

Prior to joining the GTAA, Ms. Griffi th-Jones held a variety 

of senior leadership roles in the retail and consumer goods 

industries, including Canadian Tire Corporation and Sears 

Canada. Her wealth of strategic marketing, retail and operations 

experience will be valuable in supporting the GTAA’s goals of 

making Toronto Pearson a more competitive and sustainable 

airport. 

Ms. Griffi th-Jones is currently a member of the Sunnybrook 

Health Science Centre Board of Directors and has also been 

a board member with Altruvest Charitable Services and the 

Richard Ivey Alumni Advisory Board. She holds Honours Business 

Administration and Masters of Business Administration degrees 

from the Richard Ivey School of Business, University of Western 

Ontario. 

In 2005, Ms. Griffith-Jones was recognized as part of 

Canada’s Top 40 under 40 program. 

Lloyd McCoomb, President and CEO of the GTAA said 

“Pamela’s experience in strategic business management will be 

a tremendous advantage to the airport authority. We are very 

excited that she has accepted this position and look forward to 

having her lead the GTAA’s efforts in creating an airport which 

serves, satisfies and delights.” 

GTAA CONCESSIONS AWARDED 

The GTAA is pleased to announce that on February 17, 

Toronto Pearson was presented with the award for 

Best Overall Concession Program in a Large Airport 

Division at the 2009 Airport Revenue News (ARN) Conference & 

Exhibition, held in Orlando, Florida. 

ARN grants this award annually to the airport with a 

concessions program that incorporates all facets of program 

excellence: great customer service, attractive storefronts, 

good mix of shops, quality of food services and overall high 

standards. 

“To have our concessions program recognized with an 

award like this—one that is determined by our peers, concession 

partners and industry colleagues—is truly gratifying,” says Eileen 

Waechter, GTAA Director, Properties and Business Development. 

Janine Gervais, GTAA General Manager, Concessions, adds: 

“Delivering an integrated concessions program that satisfies the 

needs of the airport users is undertaken in concert with a number 

of other partners, so we are pleased to share this award with the 

entire Toronto Pearson family.” 

The ARN conference gathers airports and concessionaires 

from across North America for the opportunity to meet with 

industry leaders and discuss retail trends, as well as strategies 

for improving business. 

Airport Revenue News is a monthly publication that 

discusses airport revenue sources. The publication has become 

one of the leading sources for news and information about 

airports. Each year, the ARN hosts an award ceremony to feature 

areas where both airports and concessionaires have excelled. 


IT’S EASIER TO GET 

TO THE AIRPORT 

WORK AT THE AIRPORT AVOID TRAFFIC HEADACHES AND GET ON THE GO. 

Convenient GO Bus service is available daily between Pearson and many GTA locations. 

 

 

Route 40 – Airport Express GO Bus Service 

Square One GO Bus Terminal and Richmond Hill Centre 

Route 34 – Brampton Local, Hwy 27, & Hwy 427 GO Bus Service 

York Mills Subway, Yorkdale Mall, Keele & Hwy. 401, Dixon & Martin Grove, Airport Rd. & 

Derry, Bramalea GO Station, Bramalea City Centre and the Brampton GO Station 

For schedule and fare info, visit gotransit.com or just give us a call. 

416 869 3200 1 888 GET ON GO (438 6646) TTY 1 800 387 3652 

Pour plus de renseignements, veuillez visiter le site gotransit.com ou 

composer un des numéros ci-dessus. 


YEARS OF DEDICATION 

Steve Shaw retired from the GTAA as V.P. Marketing & Business Development in January 2009, after 16 years of service. 

Here, he gives a unique look back at the creation of the GTAA and the operation of Toronto Pearson, as well as his take on the future. 

It is late afternoon on January 6, 2009. I take one last look 

out my panoramic offi ce window at the airfi eld and then 

turn the lights off for the last time in my offi ce and walk 

out, no longer an employee of the GTAA. 

It is hard to think back sixteen years to when my involvement 

with the airport authority began. Pearson has been redeveloped, 

and the GTAA has matured into a sophisticated corporation. 

Yet for me, the moment of my leaving the GTAA is the end of 

an exciting and very fulfi lling journey. While it is personal, and 

so is my view of the way things were, there may be lessons to 

be gained by going back to the roots of the enterprise and the 

reasons and the politics around its beginning. The GTAA had 

indeed an unusual and precipitous birth and could easily have 

been a still born entity. 

Let me share with you my view of how it all began. 

I was in the Economic Development Division of the Metro 

Chairman’s Offi ce as a Senior Development Offi cer. In 1992 we 

were in a recession and my work related to the task of getting 

infrastructure projects started to jump start the economy of 

Metro Toronto. One of the initiatives that I began to hear about 

was Pearson Airport and the opportunity to devolve its operation 

from Transport Canada to a “Local Airport Authority (LAA)”. The 

idea was simple: transfer the airport to a private corporation that 

could fund the much needed capital improvements to the airport 

and through its locally appointed Board could develop the airport 

for the economic benefi t of the local region. 

This “privatization” of airports had begun as a Conservative 

initiative and although it was eventually to be expanded and 

structured by the Liberals with the National Airports Policy, the 

initial Conservative approach was pragmatic rather than policy 

driven. In the case of Toronto, this privatization effort had begun 

with the leasing of land for a private for-profi t company to build 

Terminal 3 (T3). While Transport Canada ran the airport, T3 would 

be managed separately under various agreements with Transport 

Canada to ensure traffi c, policing, etc. The success of the T3 

noise and the majority of directors should therefore be appointed 

by the City. Toronto obviously disagreed and the province also 

weighed in by setting up their own airport group. 

In the meantime, the potential economic benefits seemed 

to be evaporating along with any local community control and 

it was this issue that stirred action, particularly within Metro 

Toronto. The Boards of Trade and the Chambers of Commerce 

were very well-exercised regarding the failure to advance a 

process that would allow the airport to most benefit the economy 

of the region. The Toronto and Mississauga Boards in particular 

became strong champions of the LAA cause. 

Recognising the impasse, Metro Chairman Alan Tonks 

brought the issue to the Regional Chairmen who met regularly 

as the GO Transit Board. The six regional chairmen decided to 

establish a task force of persons from each region to try to come 

up with a proposal for a local airport authority that would have 

ii. The private business interests to be represented by 

the Boards of Trade/Chambers of Commerce of each Region 

proposing persons. 

iii. The distribution to be shared equally by all Regions 

meaning each region would get two nominees to the Board. 

iv. The LAA was to have a regional interest and therefore 

it was expected to operate other airports in the Region, 

(recognising Mississauga’s demand for the TCCA to be included) 

but it had to begin with gaining control of Pearson. 

Reflecting back, I realise the invaluable work the secretariat 

did to ensure that what was recommended was politically 

acceptable for each region. Key staff persons were those closely 

linked to the Chairmen and the economic development staff. 

These links continued through transfer and, while there have 

been many changes, have remained important to the effective 

work of the authority. 

The secretariat report was agreed to by the task force and 

the recommendations were accepted by the Regional Chairmen 

in the fall of 1992. Then began a fun period of getting all the 

municipalities in the GTA to pass resolutions agreeing with the 

report. It was a frantic and energizing time, which exposed the 

importance of the airport for the economy to a wide audience 

and brought the LAA concept to a new level of commitment from 

the municipal councils. In March 1993, the first Greater Toronto 

Regional Airports Authority (GTRAA) was incorporated and the 

Board of ten members, which included the five members of the 

Chairman’s Task Force, began immediately lobbying the federal 

government for recognition. It was a frustrating time because the 

Minister of Transport sought to avoid making any commitment to 

an LAA for Toronto while the government pushed ahead to lease 

Terminals 1 and 2 to a private company for redevelopment. 

Inevitably the GTRAA became more active politically and 

its lobbying efforts brought the support of the Liberal opposition. 

By mid-1993, Pearson and the proposed lease of the terminals 

was a growing political issue and the GTRAA did what it could to 

“Whatever the future of air travel, Pearson will be there because of the GTAA.” 

venture, which was clearly for profi t, encouraged the government 

to push ahead with a similar proposal for the redevelopment 

of Terminals 1 and 2, and this was to be followed by a further 

proposal to have a private operator manage the airfi eld. 

Beyond Toronto, the airport communities at Montreal, 

Calgary, Edmonton and Vancouver were working to set up notfor-profi 

t community corporations that would be recognised by 

the government as the bodies with which to negotiate a ground 

lease for their respective airports. 

These other airports, particularly Vancouver, had shown 

how important their airport was for the economic growth and 

wellbeing of their region. And with this came the opportunity for 

each region to market their airport, attract new air services and 

airlines and develop the airport facilities to match their vision of 

growth. In one stroke, it was argued, under local control and with 

access to funding, the airports would surge ahead freed from 

government control which funded airports according to political 

pressure not local demands. The example given was Toronto 

which saw millions go from its revenues to build airports in other 

regions while Toronto had struggled with out of date facilities 

and restrictions on airline entrance to Toronto in favour of the 

“other” airports. This was the point at which I became involved. 

We were immediately sold on the importance of Pearson as 

the economic engine of the region and the fl agship for marketing 

Toronto to the world. But where was our group to be the authority, 

and what about the ongoing initiatives of the government to lease 

off parts of the airport to for-profi t companies If there was to be 

an airport authority at Toronto what would it do Toronto had tried 

in 1990 to get a group together but had failed to get agreement 

on the structure of the Board. It was all a matter of control and 

of money. Control, in the sense that local politicians wanted to 

be able to control, among other things, the noise issue. Money, 

in the sense that the redevelopment of the airport was seen to 

likely generate millions of dollars in development charges for the 

City. The City of Mississauga argued that the airport was mainly 

in their municipality, which was also most impacted by aircraft 

broad acceptance. This was mid-1992. 

The situation was complex and challenging: 

• The government was moving ahead to further split 

up Pearson and have for-profit companies build further new 

terminals, and develop the airside. This was seen by many in the 

airport business as creating a difficult management structure for 

whoever actually operated the entire airport. 

• There was local political pressure to keep political 

influence over the airport management. 

• The Region of Peel and the City of Mississauga were 

debating who was to represent the host municipality. 

• The City of Mississauga insisted that Toronto City 

Centre Airport (TCCA) and Pearson had to be transferred together. 

• The Province wanted to have a role and was looking at 

supporting a response to the RFP for the new Terminal 1/2. 

• The Minister of Transport was stalling on the 

Local Authority initiative in Toronto, demanding no political 

appointments to any Board and unanimous resolutions from all 

municipalities in the GTA supporting any proposed LAA. 

• It was uncertain if one authority was going to operate 

just Pearson or other airports, even though Hamilton had 

separated themselves. 

• If the terminals were privatized outside of an authority, 

it was unclear what revenue sources an LAA would have. 

Yet the Chairman’s Task Force began their work; there was 

no time to lose. A secretariat was established to provide staff 

support. It was made up of economic development staff and other 

key personnel from the five regions. This group, which I chaired, 

supported the Task Force and over the course of four months 

produced a report with recommendations for the structure of a 

LAA. There is much that could be said about the effort to get 

agreement but the breakthrough came with the following four 

ideas: 

i. The political interests to be represented by allowing 

the regions to nominate members to the Board but ensuring no 

politicians. 

promote the need for an airport authority. The election in October 

1993 saw the Liberals come into government by a landslide and 

the eventual cancellation of the Terminal 1/2 contract. The 

new government produced the National Airports Policy in July 

1994 which set out a modified structure for airport authorities, 

(renamed Canadian Airport Authorities) and the GTRAA was 

reconstituted into the GTAA with the Board being expanded to 

fifteen members. I remember with satisfaction, the moment in 

early December 1994, when the Minister of Transport, Doug 

Young, signed the document in Terminal 2 recognising the GTAA 

as the airport authority which the government would negotiate 

with to transfer Pearson. It incidentally marked my last day as a 

Metro employee and I began the next day as a contract employee 

with the GTAA; their first. 

What the GTAA became reflected those early beginnings: 

• The close relationship to the Regional Chairmen; 

• The importance of regional economic development in 

the vision and work of the authority; 

• The need to bring all parts of the airport back under the 

control of the GTAA; 

• The concept of common use facilities for all airlines; 

• The need to protect against inappropriate pressure for 

money or influence over airport management; 

• The need to build Pearson as an integral facility for the 

long-term future. 

And so back to the present. I leave an authority that has 

matured as a corporation, built excellent facilities with capacity 

for the future, and has good relations with its many communities 

of interest. Although 2009/10 has major financial challenges 

with expected traffic drops and tight budgets, I look beyond and 

see what those first Board members saw; an airport run as a 

not-for-profit corporation, for the economic wellbeing of the GTA, 

the province and the country, being always a part of the success 

story of Toronto. Whatever the future of air travel, Pearson will 

be there because of the GTAA. 


CUSTOMER SERVICE 

The GTAA is committed to the belief that the needs of the traveller always come first. With that, we would like to hear about your experience while using Toronto Pearson 

International Airport. Please send all compliments, complaints, comments, suggestions and questions to customer_service@GTAA.com, or call us at (416) 776-9892. 

ABOVE AND BEYOND 

While working the front lines of customer service, 

GTAA staff is often faced with situations that put 

their resourcefulness and skills to the test. Such 

was the case recently when staff responded to a call from a 

Traffi c Commissionaire at Terminal 1 who needed assistance. 

What started out as a simple call for assistance turned into a 

complex situation that involved many parties, all working together 

to ensure a positive ending. The commitment to customer service 

and due diligence of all parties involved were recently awarded 

with certifi cates of exemplary service. 

On the evening of March 19, 2009, GTAA Groundside Safety 

Offi cer Jason Robinson responded to the call for assistance from 

Traffi c Commissionaire Cpl. Mike Moody. When he arrived, he 

was met by a family of four adults and fi ve small children who 

were recent Landed Immigrants from Russia. They didn’t speak 

English or have any money, and were instructed by Immigration 

personnel to go to the Red Cross Shelter in downtown Toronto. 

Sensing the diffi culty they were faced with, Jason made various 

calls in search of someone who could speak to the family in 

Russian. With the help of Terminal Services Manager Marina 

Mollicone, he found Svetlana Eremina who was working in the 

GTAA’s Resource Management Unit (RMU) who could translate 

Russian, as well as two limousine drivers who were willing to 

bring the family to the downtown shelter. 

When the drivers arrived at the shelter with the family, they 

were told that there was not enough room and the family could 

not stay there. Driver Israel Louie then made numerous phone 

calls and internet searches on his personal BlackBerry for other 

shelters in the area. He also called his Russian-speaking family 

and friends, who reassured the family that everything would be 

alright. Through their conversations, it was revealed that the 

family had not eaten in some time, so the second driver, Birdi 

Harminder Singh, bought food for all nine family members. 

Meanwhile, Airport Operations 

Control Centre (AOCC) Operator Kim 

Barnes was making phone calls 

to find available shelters for the 

family. Initially, the closest shelter 

was in Hamilton. Duty Manager 

Todd McConnell approved the 

issue of additional vouchers for 

the drivers to go to Hamilton due 

to the number of small children in 

the party. Both Israel and Birdi said 

that money was not an issue and 

were already on their way when 

the Peel Family Shelter contacted 

AOCC to inform that they had made 

room and could accommodate the 

family. The drivers diverted to 

the Peel shelter and assisted the 

family with their few belongings. 

The GTAA is proud of how all 

parties involved went above and 

beyond the call of duty to resolve 

this sensitive situation, which 

ended positively. 

On April 3, involved staff 

were presented with certificates 

of Exemplary Service from 

Howard Bohan, GTAA Vice 

President Operations & Customer 

Experience, for their outstanding 

performance and dedication to 

customer service. 

Howard Bohan, GTAA V.P. Operations & Customer Experience, presenting certificates to drivers Israel 

Louie (Top) and Birdi Harminder Singh (Bottom). 

HELPFUL DIRECTION 

Unforeseen fl ight disruptions are often unavoidable and 

can add unnecessary stress to travelling. But while 

fl ights might not always go according to plan, rest 

assured that GTAA staff are on hand to try to smooth over any 

disruptions. Be it lost luggage, disoriented passengers or the 

multitude of other bumps in the road that may arise, we’re here 

to help. We received the following letter from a passenger fl ying 

home from Asia. When his family was rerouted on the last leg of 

their long journey home, the result was their luggage arriving at 

a different terminal. They were able to fi nd their way thanks to 

the help of a friendly Traffi c Commissionaire. 

I want to commend and thank Simon, a Traffic Commissionaire 

on duty at Terminal 3 the night of March 26. En route from China 

to New York JFK airport, we were bumped off of our connecting 

flight on American Airlines and sent to LaGuardia to catch the 

next flight to Toronto on Air Canada. Our luggage arrived at 

Terminal 3, but we arrived at Terminal 1 three hours later. Our 

friend picking us up also went to Terminal 3. We spent two hours 

trying to find both our luggage and our ride. Simon tracked down 

our luggage by paging an American Airlines representative, and 

then helped us in locating our ride. After a long flight home from 

Asia, and the many bumps in the road, we would have been lost 

at 1 a.m. without Simon’s help. Please thank him for us. 

HATS OFF 

TO ACAP 

My sisters and I (three seniors) took a WestJet 

flight to Orlando on February 24. An Airport 

Customer Assistance Program (ACAP) Attendant, 

Felizia Dela Cruz, took great care of us. She loaded up our 

suitcases on her cart and drove us to our gate. She was 

extremely professional, accommodating and friendly. It is so 

nice to see that people care and are willing to go out of their 

way for others. Hats off to Felizia and the GTAA. 

Do you know an employee that deserves to get noticed for going that extra mile when it comes to customer service Or of an incident that exemplifies outstanding customer service If you do, we’d 

like to share your story with other Toronto Pearson Today readers. Please send a summary of the event(s) to customer_service@GTAA.com. 


CATHAY PACIFIC TORONTO PEARSON TEAM 

WINS BEST AIRPORT 

Some of the Toronto Pearson Cathay Pacifi c team proudly display their awards, from left: Barry Wong, Airport Services Supervisor; Fanny Liu, 

Customer Service Officer; Glen Peace, Airport Services Manager; and Candy Chung, Customer Service Offi cer. 

The GTAA would like to congratulate the Toronto Pearson 

Cathay Pacifi c team for being awarded Best Airport in 

the 2008 Best Airport Performance Awards. 

The awards are a result of internal measurement by Cathay 

Pacifi c throughout their 45 ports worldwide, and are based 

on both customer service (65 per cent of the total score) and 

operational effi ciency (35 per cent of the total score). 

The customer service rating was determined by feedback 

forms. On every fl ight, every day, 10 customer feedback forms 

are given out at random asking passengers to rate their travel 

experience from beginning to end. Categories rated for the 

airport include queue time, staff attitude, staff grooming, staff 

helpfulness and boarding experience. 

Operational rating was determined by rating factors such as 

on time punctuality, safety and security, and baggage and ground 

handling. 

“We’re extremely proud of this honour,” said Glen Peace, 

Cathay Pacific Airport Services Manager. “This is largely due to 

the strong value the Toronto team places on both teamwork and 

the consistent delivery of best-in-class service.” 

This marks the first time a Canadian airport was awarded 

the top honour, and only the second time in North America. 

Melbourne Airport came in second place, followed by San 

Francisco in third. 

Peace attributes part of their success to the facilities at 

Toronto Pearson. “There’s a natural synergy between airport and 

airline, and the overall impression of the airport definitely adds to 

the travellers’ experience,” he said. “If the traveller gets a good 

vibe entering a well maintained facility such as Pearson, it only 

makes our job easier once they get to the check-in counter.” 

He also adds that other factors such as the Central Deicing 

Facility (CDF) helped attain these results. “The fact that we had 

no cancelled flights in 2008 is remarkable, thanks in part to the 

efficiency of the CDF.” 

The Toronto team also took top honours for Best Customer 

Service Staff Attitude and Best Customer Service Staff Grooming. 

They also had the highest use of online check-in which, with the 

April 15 launch of the GTAA’s check-in from home awareness 

initiative, is just another way they’re making the travelling 

experience quick and convenient for passengers. 

“Our staff deserve this recognition,” Peace said. “The team 

stayed focussed on what was important: to make the airport 

experience pleasing and gratifying for each customer that we 

handle.” 

In addition to the internal award, on April 2, Cathay Pacific 

was named Skytrax’s Best Airline 2008. 

Please join us in congratulating the Toronto Pearson Cathay 

Pacific team on a job well done. 

CHECK IN FROM HOME 

For the majority of travellers, the traditional check-in 

procedure ranks high on the list of stressful points along 

the journey. Rushing from the garage with luggage in 

tow, fumbling with documents, waiting in line; why not just avoid 

the process altogether Start your next trip on the right note and 

check yourself in before you even get to the airport. 

Starting April 15, passengers fl ying out of Terminal 3 at 

Toronto Pearson noticed a new—and rather unusual—display 

reminding them just how easy and convenient it is to check-in 

via the internet. The GTAA, along with airline partners KLM, Air 

France, British Airways and Cathay Pacifi c, have teamed up to 

remind passengers that using their home or offi ce computer is an 

easy, quick and safe alternative to start their voyage. It also gives 

the passenger greater control over their own travels through 

features such as seat selection. 

If you’ve never tried check-in from home and you’re flying 

with one of the participating airlines, you’re invited to stop by 

and try it from our living room in Terminal 3 on your next trip. Just 

walk up to one of the computers and follow the onscreen prompts 

and you’ll be on your way in minutes. If you have any questions 

about using web check-in, a friendly and knowledgeable member 

of the GTAA’s Customer Experience team will be happy to help 

out. 

Check-in from home or the comfort of our living room in Terminal 3 

(above). 

TERMINAL 1 EXPRESS 

Moving walkways 

have become 

common features at 

most airports around the world, 

however express walkways have 

made their début at Toronto 

Pearson International Airport. 

The express walkway is 

similar to conventional moving 

walkways with the exception 

of speed. At both the beginning 

and end of the express walkway, 

passengers travel at a normal 

speed. While travelling on the express walkway the use of the 

moving floor pallets accelerate to a higher speed. The increase in 

speed results in a faster travel time for the passenger. 

Passengers can expect to travel at a rate of almost 2.0 

metres per second. Standard walkways move passengers at 

a rate of just under 0.7 metres per second making the express 

walkway close to 3 times faster. 

The implementation of the express walkway is a result 

of comments from passengers looking for a quicker and more 

efficient way to move through the terminal. 

Next time you’re in Terminal 1, make your next visit just a 

bit faster while travelling on the express walkway. 


TORONTO’S AVIATION HISTORY 

Last issue, we celebrated the Canadian Centennial of Flight with a special piece by leading aviation writer Kenneth Schwartz. This issue, we 

continue with our look back on history with Toronto’s Aviation Pioneers. Submitted by Kenneth Swartz, Special to Toronto Pearson Today. 

Toronto’s Aviation Pioneers 

The Toronto area’s association with 

early aviation began in August 1859 

when the balloon “Europa” carried 

Professor John Steiner of Philadelphia from 

Toronto across Lake Ontario to Minetto, New 

York. Other balloon exhibits followed, often in 

association with local fairs. 

The Toronto aviation story began in 

earnest in 1907 when Alexander Graham Bell, 

the inventor of the telephone, took an interest 

in fl ight and fl ying machines. 

In 1907, he founded the Aerial Experiment 

Association (AEA) at his summer estate at Beinn 

Bhreagh, near Baddeck, Nova Scotia, “to build a 

practical aeroplane that will carry a man,” with 

his wife Mabel fi nancing the venture. 

His partners in the AEA were four young 

men who shared his passion for fl ight. Frederick 

W. ‘Casey’ Baldwin of Toronto and John A. 

Douglas McCurdy, the son of Bell’s long-time 

assistant in Baddeck, were recent mechanical 

engineering graduates from the University of 

Toronto. Lt. Thomas Selfridge was an observer 

from the U.S. Army, and Glenn H. Curtiss was 

an American motorcycle and small engine 

manufacturer, who at the time held the world 

land speed record of 219.31 km/h (136.36 mph) 

achieved on a motorcycle of his own design. 

Like the telephone before, Bell’s 

experiments with fl ying machines took place 

in Canada and the United States. Much of the 

early work with kites took place at Baddeck, 

and then shifted to Hammondsport, in the 

Finger Lakes region of upstate New York where 

Curtiss had his engine business. 

The members of Bell’s team were aircraft 

designers, builders, pilots, mechanics and 

aviation promoters long before these ever 

became the professions that employ tens of 

thousands of Canadians today. 

The first Canadian to fly was Casey 

Baldwin of Toronto, who piloted the Red Wing, 

the fi rst powered AEA aircraft, off from frozen 

Keuka Lake near Hammondsport on March 12, 

1908 for 97 m (319 ft.) flight. This was the first 

public demonstration of a powered aircraft 

fl ight in the United States, although early 

aircraft developments by the Wright brothers in 

the U.S. were cloaked in great secrecy and not 

observed by the general public. 

The Red Wing was followed by the further 

refi ned White Wing, which was flown by all 

of Bell’s boys in May 1908. It was the first 

to incorporate ailerons for flight control, an 

invention claimed by the AEA but contested by 

others. 

Curtiss led the design team for the fourth 

AEA aircraft, a yellow winged aircraft called the 

June Bug. On July 4, 1908, before a large crowd, 

Curtiss fl ew the aircraft 1553 m (5,360 ft.) and 

won the Scientific American trophy for the first 

straight fl ight of more than one kilometre. The 

event was photographed and widely publicized, 

earning widespread international recognition 

for the AEA. 

On July 10, the June Bug, flown by 

Curtiss, became the first aircraft to navigate 

a complete turn. On August 29, the June Bug 

achieved another aviation first when Canadian 

John McCurdy flew it on a three kilometre 

figure eight. 

On September 17, Thomas Selfridge died 

from head injuries he received in the crash of 

a Wright brother’s airplane in which he was a 

passenger at Fort Meyers, Virginia, becoming 

the first fatality of powered flight. 

The fourth and last AEA-designed aircraft 

was designed by McCurdy and improved 

upon the design of the June Bug. Named the 

Silver Dart, it got its name from the silver silk 

used to cover its wings. It was test flown at 

Hammondsport by McCurdy in December 1908 

and then shipped to Baddeck for its record 

setting flight in Canada on February 23, 1909. 

In the summer of 1909, the Silver Dart 

became the first aircraft to fly in Ontario when 

it was demonstrated to the Canadian Army 

at Petawawa. That same year, the AEA was 

dissolved, with McCurdy and Baldwin carrying 

on aircraft development in Canada, and Curtiss 

developing his business in the United States 

where he became the first major challenger to 

the leadership of the Wright brothers. 

Toronto’s First Aircraft Flight 

The first aircraft ever built and sold 

in the world was the Curtiss Golden 

Flyer which also was the first 

aircraft ever flown in Toronto when Charles 

Willard demonstrated it at the Scarborough 

Beach Amusement Park in the current Beach 

neighbourhood on September 1909. 

Willard was the first barnstorming pilot in 

North America. The aircraft arrived in Toronto 

on August 28, but the exhibition organizers had 

no idea how large a field the aircraft required to 

takeoff. A wooden trough to guide the aircraft’s 

wheels was constructed between the various 

buildings and ran to the top of a breakwater on 

the lake shore, to ensure the wings would not 

strike the buildings on the takeoff run. 

Willard flew on September 2, 7 and 11 

with the Golden Flyer landing each time in 

Lake Ontario. The longest flight on September 

7 covered a distance of five miles and lasted 

about five minutes. 

Six years later in 1915, John McCurdy 

and Glenn Curtiss teamed up once again to 

establish Canada’s first aircraft factory, flying 

school, seaplane base and flying field – all in 

the Toronto area. The Curtiss Aeroplanes and 

Motors, Ltd. factory was located on Strachan 

Avenue, north of the CNE grounds, the seaplane 

base at Hanlan’s Point on the Toronto Islands 

and the airfield located south of Lakeshore 

Boulevard at Long Branch, near Lake Ontario. 

You can read more about the history of flight 

in Canada in Aviation in Canada: the Pioneering 

Years, by Larry Milberry. Just published and 

now available from the Canadian Air & Space 

Museum gift shop – wwww.CASMuseum.org. 


PEOPLE at 

PEARSON 

Going behind the scenes with the people that make the airport work. 

CLAUS HOFF 

STATION OPERATIONS CONTROL CENTRE 

Sitting behind an elevated desk lined 

with six computer screens is certainly 

not the average offi ce space for many 

people. However for Claus Hoff, Manager 

General Operations, making sure that all Air 

Canada aircraft are safe and operational are 

decisions made from his desk at the Air Canada’s 

Station Operations Control Centre (STOC). 

Claus became an Air Canada employee 

in 1976 in Montreal as a ramp lead. Over the 

years, his positions have varied but remained 

within an aspect of operations for the carrier. 

He then became a training instructor and was 

later promoted to Manager of Winter Deicing. 

As Claus gained experience within Air Canada, 

the promotions continued as he then became 

Manager of Customer Service, Passengers; 

Manager of Customer Service, External; and 

Manager of ACFT Services & Cabin Grooming. 

An aspect of each of these positions helped 

provide the knowledge and experience needed 

to prepare Claus for his current role. 

STOC is responsible for managing all Air 

Canada aircraft at Toronto Pearson International 

Airport including contract carriers, Star Alliance 

partners and Jazz Airlines. The Toronto STOC is 

the largest of Air Canada’s operational control 

centres in Canada, acting as the driver for the 

entire force. Claus maintains daily contact with 

other airports across Canada, ensuring that 

communication is open for all departing and 

arriving fl ights for Air Canada from Toronto 

Pearson. 

While the STOC team works together, 

their responsibilities are divided into different 

sections of operations. Each group takes care 

of various aspects of operations such as: ramp 

handling, fueling and catering. Managing 

operations for Claus means micromanaging 

the overall responsibilities of each team while 

maintaining the integrity for every customer 

and ensuring that safety is always the primary 

focus. 

Communication between Air Canada 

STOC and the GTAA is ongoing. The connection 

between the GTAA and STOC is strong because 

of the nature of the relationship. Claus explains, 

“We need to be in contact with one another 

on a regular basis especially when dealing so 

closely through weather events, malfunctions 

and baggage system issues.” 

On February 15, 2007, Air Canada 

implemented a new Visual Matrix System 

(VMS) at Air Canada STOC. The VMS system 

helps monitor and manage multiple sources 

of operations for Air Canada aircraft around 

Toronto Pearson. 

Working closely with the VMS system, 

Claus can track what is going on at multiple 

locations across the airport at the same time. 

“Each piece of technology that is used is among 

the best, making sure that every aspect of care 

and quality assurance is taken,” Claus says of 

the VMS system. 

Speaking about a typical day at STOC 

cannot be done since so much can change 

from one day to the next. “There is never a dull 

moment but knowing that at the end of a shift 

we worked as a team and the results were all 

of the highest quality and performance makes it 

a good day,” Claus says. 

Remember the next time you are boarding 

an Air Canada flight, Claus and his team at 

STOC are the people making sure that your 

flight is cleared for take off. 

From left: Air Canada’s STOC teams busy in action; Claus Hoff manning the head station; A sea of screens – Claus’ view of the busy STOC. 


SUMMER SERVICE TO THE 

MARITIMES 

COSTA 

RICA 

On May 1, Air Canada launched its new non-stop service 

between Sydney, Nova Scotia, and Toronto. This will 

be a seasonal service offering Air Canada travellers six 

daily fl ight options to and from Sydney, as well as fi ve daily fl ight 

options between Halifax and Toronto. 

“We are pleased to launch non-stop regional jet summer 

service between Sydney and Toronto, providing a more direct 

link between Cape Breton and major cities across Canada, North 

America and Asia through conveniently timed connections in 

Toronto,” says Daniel Shurz, Vice President, Network Planning 

Air Canada. “We expect this new service will offer recreational 

opportunities for travellers heading to and from Cape Breton 

Island.” 

Flights departing on May 1 from Toronto to Sydney were 

operated by Air Canada Jazz onboard 50- seat CRJ jet aircraft. 

Offering seasonal services for the summer months provide 

travellers with the opportunity to choose from multiple travel 

options and destinations. The new Sydney-Toronto service offers 

connections between major city routes across Canada, North 

America and Asia. 

OPEN SKIES 

An open sky air agreement with Costa Rica means 

good news for Canadian businesses and air 

travellers. The air transport agreement between 

Canada and Costa Rica will allow airlines to operate their 

own-aircraft and code-sharing schedules between bilateral 

city-pairs. 

This means that with the ability to code-share, an airline 

will be able to sell seats in its name on the flights of another 

airline. As a result, this will create greater flexibility in 

scheduling and pricing of flights. In addition to these services, 

airlines will also be allowed to sell services between each 

other’s country and third countries. 

“This new agreement is a win-win for Canada’s air travel 

industry and consumers,” said Transport Minister John Baird. 

“This announcement is another example of our Government’s 

commitment to forming partnerships with other countries, 

offering competitive airline prices to travellers and boosting 

our economy.” 

Minister of International Trade, Stockwell Day said the 

agreement will bring Canada and Costa Rica to a new level 

of economic cooperation. “It will help create new jobs for 

our economy, expand market potential for our businesses and 

build connections for our citizens. This agreement is another 

demonstration of our government’s commitment to further 

engagement with the Americas.” 

The Canada-Costa Rican air travel market has grown 

and is now of interest to many Canadian stakeholders 

however, the guidelines for the new agreement have not been 

finalized. Both the Canadian and Costa Rican governments 

have agreed to finalize this agreement making it available as 

early as possible. 

LUXURY UPGRADE 

Starting June 2, Korean Air will increase its service 

frequency from four times weekly to five times week 

on its 777-200 aircraft featuring newly upgraded 

interiors. 

First-class and business-class passengers will now enjoy 

the luxury and comfort of 180 degree lie-flat seats and state of 

the art Audio Video On Demand (AVOD) systems. With one-touch 

controllers and private partitions, these choice seats not only 

offer the utmost in comfort, but also privacy. 

From left: Newly upgraded aircraft features fi rst and business class seats with private partitions, 180 lie-fl at seats, State of the art AVOD systems. Photos courtesy of Korean Air. 


ARRIVING SOON: A380 

Photo courtesy of Emirates Airlines 

The GTAA is thrilled with the recent announcement that 

Emirates Airlines will introduce their Airbus A380 on 

the Toronto-Dubai route, effective June 1, 2009. 

Emirates launched three weekly fl ights between Toronto and 

Dubai in October of 2007. This move to offer service on the A380 

adds capacity to the popular route, and marks the fi rst scheduled 

A380 route in Canada. 

“The GTAA is honoured to be a part of this historic event. 

We will continue to work closely with Emirates as they show the 

strength of the Toronto route,” said Lloyd McCoomb, President 

and CEO of the GTAA. “We are very excited that Emirates is taking 

advantage of our airline incentive program, which offers a 

rebate to airlines that increase service over the course of the 

year.” 

Toronto Pearson is ready to handle the double-decker A380 

as a result of the airport reconstruction undertaken by the GTAA. 

Runways, taxiways, aprons (aircraft parking area) and certain 

gates have been built to handle the A380, as an integrated part 

of the airport’s redevelopment. This forward-looking planning 

and design work is now paying off in the form of additional flight 

opportunities for passengers. 

For more information on Emirates airlines and their flight, 

please visit www.flyemirates.com. 

TURKEY TO TORONTO 

On March 20, Canada’s Transport Minister, John Baird, to serve. Airlines will also have flexibility in the setting of their 

announced the successful conclusion of an air transport 

agreement between Canada and the Republic of tions. 

prices allowing them to react quickly to changing market condi- 

Turkey. For the fi rst time, an air transport agreement is in place to On June 3, Turkish Airlines introduced three weekly nonstop 

flights on Monday, Thursday and Saturday, between Istan- 

allow scheduled fl ights to operate between the two countries. 

“Scheduled air services with Turkey would benefi t Canada’s bul and Toronto operating out of Terminal 1, just in time for the 

tourism and provide more convenience to travellers,” said Minister 

Baird. “As one of our Government’s objectives under the 

summer travel season. 

Blue Sky policy, this will help increase competitiveness for air 

travel.” 

The agreement provides rights that will allow airlines initially 

to operate passenger and/or all-cargo air services with discretion 

to choose routings and the cities in each other’s territory 

WELCOME 

BACK 

The GTAA is happy to welcome back two carriers 

commencing their spring/summer service. 

Icelandair arrived back in Toronto on April 1, 

operating Wednesday, Friday and Sunday service to Reykjavik. 

In late May, they start operating six times weekly (Tuesday to 

Sunday). For more information, visit www.icelandair.com or 

call 1-877-FLY-ICE. 

Also resuming summer service in June is Finnair. They 

will fly four times weekly (Tuesday, Thursday, Friday and 

Sunday) to Helsinki through until September 2009. For more 

information, visit www.finnair.com or call 1-800-950-5000. 

NEW CARGO CARRIER 

On April 20, Cargolux, Europe’s largest all-cargo airline, efficient and quietest in its class. 

based in Luxembourg, began service at Toronto “We are very happy to welcome Cargolux to Toronto 

Pearson. 

Pearson,” said Lloyd McCoomb, President and CEO of the 

This new service will provide the Canadian market with GTAA. “There is a high demand for additional cargo service in 

approximately 50,000 kilograms of air freight capacity on Toronto and we’re pleased to be able to respond to the needs 

each fl ight. This weekly fl ight will be aboard a B747-400, a of the businesses in the GTA, providing them with on-time and 

manufactured Chapter 3 aircraft that is one of the most fuel dependable shipping solutions.” 

Toronto Pearson is the leading air cargo gateway in Canada, 

offering world class facilities and infrastructure for all-cargo 

operators. All five runways are equipped to handle heavyweight 

aircraft and there are more than 1.2 million square feet of cargo 

handling facilities and 2.5 million square feet of dedicated apron 

space for cargo operations. 

Toronto Pearson is the only Canadian airport served with 

scheduled all-cargo service to Latin America, Europe, Asia and 

the United States. Additionally, world-leading freight forwarders 

have their Canadian headquarters in Toronto and the bulk of their 

consolidations in Canada take place near the airport. 

FLY TO INDIA 

MORE OFTEN 

On March 29, Air India, the national flag carrier of 

India, increased the number of flights between 

Toronto and Amritsar (via London) from its current 

frequency of three weekly flights to seven flights per week. 

The London stopover time of the Boeing 777-200 aircraft 

will be approximately two hours for flights travelling in either 

direction. 

“We are pleased to see Air India expanding their operations 

here and are very excited at the opportunities this provides 

to passengers,” said Lloyd McCoomb, GTAA President 

and CEO. 

Air India has operated out of Terminal 1 since their move 

in May 2008 from Terminal 3. Their check-in counters can be 

found on the Departures Level (Level 3) at Aisle N. 


SHOP DINE 

and 

An exploration in taste and shopping at Toronto Pearson. 

RED ROCKET 

For many, the “Red Rocket” in Toronto is synonymous 

with transportation. However, HMSHost has made 

it possible to have a meal on the Red Rocket while 

at Toronto Pearson. Named after the nickname for the Toronto 

Transit Commission (TTC), the Red Rocket Restaurant captures 

the décor of a street car in the heart of the city. This unique 

diner-style restaurant is a great way for tourists to get a taste of 

the city and experience what the Red Rocket has to offer without 

ever leaving the airport. 

The wall coverings and menu boards display the 511 

Bathurst Station Street Car. Take the scenic route by sitting at 

one of the booths and look out the “window” at popular stops 

such as Broadview, Bay and Queen’s Quay. The restaurant is 

decorated with track marks along the fl oor, while the cable wires 

on the lights add to the atmosphere. There are even handrails 

along the booths, making it feel as though you’re actually riding 

the rails. 

“We wanted travellers to come to know The Red Rocket 

and along the way introduce them to the various neighborhoods 

that make up Toronto,” said Sharon Rice, General Manager of 

HMSHost. “HMSHost strived to create a unit that was different 

from a typical food court or table service restaurant.” 

HMSHost operates customized food, beverage and retail 

programs at 115 airports around the world. For more than 

110 years, HMSHost has been providing exceptional dining 

experiences to travellers. Providing both service and a unique 

dining experience, HMSHost has been operating throughout the 

United States as well as 15 countries around the world. 

The Red Rocket is a combination of self-service as well 

as table service, while the menu offers a variety of comfort 

food while highlighting cultural cuisine from many different 

neighborhoods within the city. The Red Rocket offers everything 

from all day breakfasts to a hamburger and fries. For someone 

searching for a taste of culture, the menu offers meals like 

Chicken or Pork Souvlaki with traditional Tzaziki or even a Gyro. 

While the menu is filled with a variety of options, the prices are 

affordable with meals ranging from $6.99 to $11.99. 

Seating at the Red Rocket is not typical as groups of tables 

are placed together allowing travellers to enjoy a comfortable 

dining space. Much like a traditional diner, numbers are given 

when an order is placed and called out when ready. For those in 

a hurry, dining at the Red Rocket is a great way to ensure fast 

service and a tasty meal. 

Remember to stop by the Red Rocket the next time you are 

in Terminal 1. It’s located on Level 2, behind the glass in the U.S. 

Transborder area. 

Ride the Red Rocket, from left: Enjoy a meal and the “view” on the 511 Bathurst Street Car; Chicken Souvlaki takes you to the Danforth area; Take a break under the cable lights at the bar. 


ART EXHIBITIONS 

and 

Because there’s plenty to take in before and after your flight. 

BEHIND THE SCENES 

Passengers and airport staff can take a tour of the 

unseen world of ballet by visiting a new exhibition in 

Terminal 1. Behind the Scenes brings together items 

from The National Ballet of Canada’s current productions as well 

as historical items from the Archives of The National Ballet of 

Canada. 

The exhibition goes beyond the traditional images of 

ballerinas in tutus and showcases the athleticism and artistry of 

The National Ballet of Canada’s dancers, and how they transform 

into dramatic stage characters. It explores how every ballet 

production is realized by a cast of artistic individuals working 

behind the scenes. Costumes, photographs, lighting plans and 

dance notation are included in the show. One of the most eyecatching 

features of the exhibition is a display case fi lled with 

pointe shoes. The huge pile represents the number of shoes that 

a dancer typically wears out in a year. 

Behind the Scenes is not only an engaging exhibition, but it 

also refl ects the Greater Toronto Airports Authority’s commitment 

to community partnerships. All of the items are on loan from The 

National Ballet of Canada. This partnership made sense because 

the ballet has extensive archives, but exhibiting those materials 

is not part of their core mandate. ”The National Ballet of Canada 

is so pleased to be able to share its story with the public through 

photos and costumes from our magnificent productions as well 

as historical items from our Archives,” says Karen Kain, Artistic 

Director of The National Ballet of Canada. 

The show is curated by students in the graduate program in 

Museum Studies at the University of Toronto, and is the students’ 

final project of their degree. The students were mentored by Lee 

Petrie, GTAA Curator (and herself a graduate of the Museum 

Studies program). Says Petrie, “My job was to guide them 

through the process and provide them with the experience of 

creating content, working with a graphic designer, and with 

exhibit fabricators and installers. I’m really pleased to have been 

able to offer this opportunity to the next generation of museum 

professionals. They did an outstanding job and developed a very 

polished exhibition.” 

Mila Dechef-Tweddle, one of the student curators, noted 

that while there were challenges, the process allowed them to 

put theory into practice and adds an impressive piece to their 

resumes. She says, “This was a great way to wrap up our degree. 

We were able to apply the theory we learned in coursework and 

produce a really professional exhibition. The best part was being 

able to partner with such great organizations as the National 

Ballet of Canada and the Greater Toronto Airports Authority. 

Working alongside professionals on the project proved to be one 

of the biggest advantages as we were able to benefit and learn 

from their experience and expertise.” 

The final product has resulted in a great experience for 

graduate students and increased exposure for The National 

Ballet of Canada. But most importantly, it provides passengers 

with the opportunity to step into the world of ballet without 

leaving the airport. 

Behind the Scenes is curated by Mila Dechef-Tweddle, 

Valerie Gapp, Kathryn McKenzie, and Colleen Quigley. The 

show is on display in the Malton Airport Gallery at Terminal 1. 

The gallery is above the Canada Arrival Hall in the public area 

of the airport. Travel documents are not required to view the 

exhibition. 

Special thanks to Adrienne Neville and Sharon Vanderlinde 

of The National Ballet of Canada Archives for helping to make 

this show possible. 

MAKING CONTACT 

“Opening Night” is part of Pastoral Portraits, currently on exhibit in 

the Airspace Gallery. 

On May 1, two new photography exhibitions opened 

in Terminal 1 as part of Toronto’s annual CONTACT 

Photography Festival. This is the third year of the 

GTAA-CONTACT partnership, and is a key element in the GTAA’s 

ongoing efforts to support major city festivals, and to showcase 

local artists. 

In the Airspace Gallery (Level 2, above Canada Arrivals) 

Pastoral Portraits: Rob MacInnis and Geoff Fitzgerald is 

curated by Lee Petrie, GTAA Curator. Fitzgerald’s photographs 

provide an intimate view of beekeeping, while MacInnis’ farm 

animal portraits capture the sometimes disconcertingly human 

individuality of each creature. Pastoral Portraits not only reveals 

the narrative that each artist applies to his subject, but also 

inspires meditation on our increasingly disconnected and 

ambivalent relationship with animals and the natural world. 

Michael’s Flomen’s Event in the Landscape is installed 

along the moving sidewalk in Pier E (Domestic Departures). 

His work reveals a universe of occurrences as he captures 

forces of nature such as circling fireflies, flowing water and 

falling snow. Working at night, Flomen places photo paper 

under water or on land amidst the climatic effects of the 

environment. While the resulting imagery is beyond Flomen’s 

full control, he has mastered his technique to create astounding 

and powerful, camera-less photographs that reflect what we 

do not normally see but intuitively recognize as familiar. This 

exhibition is organized by CONTACT, an annual, month-long 

photography festival, which features over 1000 local, national 

and international artists at more than 220 venues across 

the Greater Toronto Area in May. For more information, visit 

www.contactphoto.com. 


K9 GRADUATION 

ECO CHIC AT 

TERMINAL 1 

Being green is in this season and so is Toronto 

Pearson. Cart Wheels has recently introduced Eco 

Chic, a 100 per cent fair trade retailer, to Terminal 1. 

Eco Chic specializes in one of a kind handbags and 

accessories made from repurposed candy wrappers, soda 

labels, advertising billboard creative and subway maps that 

were destined for landfills because of factory misprints or 

overruns. The company’s environmental stewardship extends 

beyond the product itself with their “buy a bag, plant a tree” 

philosophy whereby the company will plant one tree for 

every bag purchased. 

Additional product lines include stainless steel water 

bottles, one of a kind recycled raw silk clothing wraps, 

organic cotton handbags, vegan leather handbags and 

recycled canvas totes. 

Next time you’re in Terminal 1 and feeling green, make 

your way over to Hammerhead E across from Gate 141 and 

visit Eco Chic. 

From left: Cst. Todd Garbutt, Toronto Police Service, and Scout; Howard Bohan, V.P. Operations & Customer Experience; Debbie Ciccotelli, GTAA 

Director of Safety & Security; Cst. Dave Stubbs, Toronto Police Service, and By-Tor; Don Missen, GTAA Canine Unit. 

On March 25, two explosives detection dogs and their 

handlers graduated from the GTAA’s Canine Explosives 

Detection Training course. 

Toronto Police Service Constables Todd Garbutt and Dave 

Stubbs, along with their dogs Scout and By-Tor, received their 

plaques of certifi cation from Debbie Ciccotelli, GTAA Director of 

Safety & Security, and Howard Bohan, V.P. Operations & Customer 

Experience. 

The eight and a half week-long intensive course on 

explosives detection, led by Gary McCormick, retired trainer 

from the RCMP Dog Service Training Centre, taught the dogs to 

identify and respond to 18 different odours of active ingredients 

found in explosives and fi rearms used today. They were trained in 

and around various areas of the airport to get them accustomed 

to the situations they may find themselves in. 

The GTAA’s Explosives Detection Training course has trained 

dogs and handlers from neighbouring police services, such as 

Guelph, and the GTAA Canine Unit often assists other services 

as needed. 

The graduation of Scout, By-Tor and their handlers, takes the 

Toronto Police Service Canine Unit up to five explosives detecting 

dogs. 

“We’re very proud of the graduates and of our course,” 

Debbie Ciccotelli said. “We’re confident that the degree of 

training they’ve received at the GTAA is unsurpassed, which will 

prepare them for countless situations that may arise while out 

on the streets.” 

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CARGO EXCELLENCE 

According to the 2008/09 Airport Cargo Excellence 

(ACE) Survey, Toronto Pearson International Airport’s 

cargo operations placed second in the ”below one 

million tonnes” category for airports in North America. 

Air Cargo World, a global news authority on air logistics 

and freight transport, unveiled the fi ndings on March 2 of its 

fi fth annual ACE Survey, which measures airlines and airports 

on specifi c criteria and ranks these to identify above or below 

average performance. 

Steve Prince, publisher of Air Cargo World, said, “The ACE 

Survey provides a benchmark for the industry with quantifi able 

customer feedback on key performance measurements. Carriers 

and airports use the results of this survey to track their own yearon-year 

performance through the eyes of their customers, and to 

measure themselves against competitors.” 

In this year’s survey, 93 airports were rated by airlines on 

the following four criteria: performance, value, facilities and 

regulatory operations. A score greater than 100 represents above 

average performance. A score of less than 100 represents below 

average performance. 

Toronto Pearson scored an impressive 106 in the 

performance criteria, 102 in value, 108 in facilities, and 107 in 

regulatory operations. With an overall rating index jump from 98 

to 105.5, Toronto Pearson replaced San Francisco in second place 

only behind Dallas/Fort Worth International Airport, who had an 

overall score of 114.7. Atlanta placed third with an overall score 

of 104.5. 

More than 45 per cent of Canada’s air cargo is processed 

through Toronto Pearson, representing $31.7 billion in goods 

per year. On June 19, 2008, the GTAA announced a 25 per cent 

reduction in cargo landing fees at Toronto Pearson, effective 

January 1, 2009. This fee reduction has encouraged cargo 

businesses to choose Toronto Pearson for the movement of their 

goods, boosting the competitiveness of Canada’s leading cargo 

gateway. 

At the time of this announcement, Lloyd McCoomb, 

GTAA President and CEO said, “Maintaining Toronto Pearson’s 

competitiveness is important to our region and ultimately for 

Canada’s economy. It also shows that we are responsive to the 

needs of our cargo carriers.” 

When a cargo freighter lands at Toronto Pearson, it is 

greeted with world-class facilities, infrastructure and services. 

Landing on one of five runways designed to handle heavy allcargo 

aircraft, freighters taxi onwards to 232,300 square metres 

(2.5 million square feet) of dedicated apron space for cargo 

operations. 

Off the apron, facilities include 111,500 square metres 

(1.2 million square feet) of cargo handling facilities, including 

in-ground fuelling, a live-animal facility, 24/7 Canada Border 

Services on-site and 240 truck loading doors. In addition, 

world-leading freight forwarders are in close proximity to the 

airport, and the strategic location, near four main highways, all 

contribute to Toronto Pearson’s popularity among world-wide 

cargo transporters. 

“The GTAA has been working hard to ensure that Toronto 

Pearson offers an attractive cargo platform that mirrors the 

needs of our shipping community,” said Mark Ruel, Senior 

Manager Cargo and Aviation Support. “The extraordinary results 

of this survey are a true reflection of the dedication and ongoing 

collaborative efforts of the GTAA, Canada Customs and the 

shipping community.” 

The full results, including index rankings by region for 

each of the measures evaluated, are available online at 

www.aircargoworld.com. 

AS SEEN AT 

TORONTO PEARSON 

Our friend Andy Cline from YYZ Airport 

Watch sent in the top photo of Austrian 

Airlines 767 with newly certified 

winglets, departing Toronto Pearson on April 1, 

2009. Winglets can save an average of 1,000 

tons of fuel a year, and extend range by greater 

than 350 nautical miles. 

The bottom photo was sent by Brian Dunn, 

GTAA Resource Coordinator, of Lufthansa Cargo 

flight GEC8184, departing Toronto Pearson on 

April 5, 2009. It is a rare occurrence to see this 

aircraft in the daylight. Cargo operations usually 

occur at night. 

Every issue of Toronto Pearson Today features 

a selection of photographs taken by our 

readers. If you think you’ve taken a good picture 

at Toronto Pearson, we’d like to see it. 

To have your photos appear in this publication, 

they must meet the following criteria: 

• They must have been taken by the person submitting 

the photo(s). Photographs copywritten to 

someone other than the person submitting the 

photo(s) will not be printed. 

• The photo(s) must have some relation to 

Toronto Pearson, such as a terminal or an 

aircraft on or near airport property. 

• Digital photographs should be technically 

sound. A resolution of 300 dpi at 4” x 6” is preferred. 

Photos will be reviewed for technical 

specifications on a case-by-case basis. 

Digital images can be e-mailed to 

publication@GTAA.com. Address prints to: 



P.O. Box 6031, 3111 Convair Drive 

Toronto AMF, Ontario, L5P 1B2. 

Mark the envelope to the attention of Corporate 

Affairs and Communications — Jason 

Ritchie. 

Prints will be returned only upon request. 


Publications Mail Agreement No.40930520 

Return undeliverable Canadian addresses to: 



P.O. Box 6031, 3111 Convair Drive 

Toronto AMF, Ontario 

L5P 1B2 

10% 

Cert no. SW-COC-1383

Lights out - Toronto Pearson International Airport

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