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PEAK PERFORMANCE REVIEW 2016 OVERVIEW KIM DAY, CHIEF EXECUTIVE OFFICER DENVER INTERNATIONAL AIRPORT APRIL 26, 2016
PEAK PERFORMANCE REVIEW2016 OVERVIEW
KIM DAY, CHIEF EXECUTIVE OFFICERDENVER INTERNATIONAL AIRPORTAPRIL 26, 2016
2
• Budget
• HR Vitals
• Mission-level Metrics
• Innovation Planning
AGENDA
3
BUDGET
4
BUDGET
$841.8
$919.2
$- $200 $400 $600 $800 $1,000
Total Revenue(in millions)
2015 Budget 2015*
$401.7
$378.0
$- $100 $200 $300 $400 $500
Operating Expenses(in millions)
2015 Budget 2015*
Total Revenue2015*
OperatingExpenses
2015*
Note:* 2015 actuals are unaudited and are subject to change
5
HR VITALS
6
INSPIRING OUR EMPLOYEES
7
INSPIRING OUR EMPLOYEES
FemaleFemale
MaleMale
0%
20%
40%
60%
80%
100%
All DIA Employees Residents of Denver
DIA Gender Diversity
MatureGenYGenY
GenX
GenX
BoomerBoomer
0%
20%
40%
60%
80%
100%
All DIA Employees Residents of Denver
DIA Generation Diversity
HispanicHispanic
African American
African American
WhiteWhite
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
All DIA Employees Residents of Denver
DIA Ethnic Diversity
8
MISSION-LEVEL METRICS
INVESTING FOR SUSTAINABILITY
33%38%
0%
10%
20%
30%
40%
50%
2015 ACDBE Goals vs. Actuals
$129,625,68713.9%
15.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
2011 2012 2013 2014 2015
DEN Diversion Rate
192,115186,835
175,000
180,000
185,000
190,000
195,000
2013 2014 2015 (preliminary)
DEN Greenhouse Gas Emissions (total tons)
13%
38%
0%5%
10%15%20%25%30%35%40%45%
2015 DBE Goals vs. Actuals
$16,081,761
Goal Actual
Goal Actual
10
INVESTING FOR SUSTAINABILITY
11
PARTNERING FOR OPERATIONAL EXCELLENCE
12
PARTNERING FOR OPERATIONAL EXCELLENCE
13
WINNING THE HEARTS OF OUR CUSTOMERS
4.00
4.05
4.10
4.15
4.20
4.25
2011 2012 2013 2014 2015
DEN Airport Service Quality (ASQ) Overall Satisfaction Score
4.154.23
14
WINNING THE HEARTS OF OUR CUSTOMERS
15
MAXIMIZING DEN REAL ESTATE
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PUTTING DEN ON THE WORLD MAP
Source: Innovata Schedules via Diio Mi
58,56061,000
48,000
50,000
52,000
54,000
56,000
58,000
60,000
62,000
2011 2012 2013 2014 2015
Mill
ions
2015 Available Seat Miles (ASMs)(in millions)
New Destinations in 2015• Albany, NY (ALB)• North Bend, OR (OTH)• Liberia, Costa Rica (LIR)• San Jose, Costa Rica (SJO)
DOMESTIC
INTERNATIONAL
160
170
180
190
200
2011 2012 2013 2014 2015
Total Destinations
191181
• Peoria, IL (PIA)• Cozumel, Mexico (CZM)• Punta Cana, Dominican Republic (PUJ)• Regina, Canada (YQR)• Saskatoon, Canada (YXE)• Zihuatanejo, Mexico (ZIH)
Destinations Lost in 2015• Akron-Canton, OH (CAK)• Bloomington, IL (BMI)• Harrisburg, PA (MDT)• Lafayette, LA (LFT)• Newport News, VA (PHF)• Page, AZ (PGA)
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PUTTING DEN ON THE WORLD MAP
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EXCELLING IN FINANCIAL PERFORMANCE
$12.22 $11.80
$10.00
$11.00
$12.00
$13.00
$14.00
2011 2012 2013 2014 2015
Average Cost per Enplanement (CPE)
795 739
0100200300400500600700800900
2011 2012 2013 2014 2015
Days Cash on Hand
Target
$11.80
$- $5.00
$10.00 $15.00 $20.00 $25.00 $30.00
Airport 2015 CPE Comparison
187% 188%
100%
125%
150%
175%
200%
2011 2012 2013 2014 2015
Debt Service Coverage
Target
Note:* 2015 actuals are unaudited and are subject to change
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EXCELLING IN FINANCIAL PERFORMANCE
20
INNOVATION PLANNING
21
GREAT HALL PROGRAM
10 12 139 11 13 14
18 20 2318
24 2126 25
0
10
20
30
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR
2015 2016
TSA Maximum Average Wait Times(in minutes)
22
GATE EXPANSION PROGRAMGate Expansion
(2025 and Beyond)Gate Utilization (Peak Demand)
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BUSINESS INTELLIGENCE PROGRAMDEN’s BI Maturity Journey
DEN’s CompetitiveAdvantage
DEN’s Analytic Maturity
Raw Data
ScorecardsAnd
Dashboards
2012-2016
Clean Data StandardReports
Ad-Hoc Reports
Predict & Optimize
Predictive Analytics
Optimize Performance
2017 - 2019
“Empower DEN with data-driven decisions”
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CONSOLIDATED/INTEGRATED PLANNING
25
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APPENDIX
People Vital Signs - External Hires vs Internal Promotions
• Discuss trends and rationale
33% 23% 31% 33%
65%71% 66% 60%
2% 6% 4% 7%
0%10%20%30%40%50%60%70%80%90%
100%
2012 2013 2014 2015
Citywide* External Hires vs Internal Promotions (Supervisors)
New Hire Promotion Rehire
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
29% 27% 27%44%
71% 62% 73%53%
0% 11% 0% 2%
0%10%20%30%40%50%60%70%80%90%
100%
2012 2013 2014 2015
DIA External Hires vs Internal Promotions (Supervisors)
New Hire Promotion Rehire
People Vital Signs - Hours not Worked
• Dept Narrative on OT goes here
• Dept Narrative on Hours not goes here
• Dept FMLA
134683
110705
133730119879
145107
100000110000120000130000140000150000160000
2011 2012 2013 2014 2015
DIA Overtime Hours
192842 184871 199833 191070 207982
0250005000075000
100000125000150000175000200000225000
2011 2012 2013 2014 2015
DIA: Vacation, Sick, PTO, Workers Comp Hours
Vacation Sick PTO Comp Time Worker's Comp
07500
150002250030000375004500052500
2011 2012 2013 2014 2015
DIA FMLA Hours
PAID UNPAID
People Vital Signs - Diversity
• Dept narrative on diversity goes here.
People Vital Signs - Retirement Forecasting
• N = 1,134 Unlimited DIA employees (1.1.16).
• There are 182 individuals eligible for retirement in 2016.
• Additional Dept narrative here.
16.0%20.0%
24.6%29.6%
34.0% 37.9%
13.3%16.1%
19.4%22.5%
26.0% 29.1%
0%5%
10%15%20%25%30%35%40%
2016 (Current) 2017 2018 2019 2020 2021
Projected Retirement Eligibility
DIA Citywide*
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
People Vital Signs- Turnover
• Dept Summary Here.
13.7% 11.8% 9.4% 7.6%19.6% 24.3%
10% 10% 11% 11% 11% 11%
0%5%
10%15%20%25%30%
Citywide* DIA High PerformerCitywide*
High Performer DIA Turnover Before 2Years DIA
Turnover Before 2Years Citywide*
Turnover
2015 Actual Goal
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
People Vital Signs- Time to Fill Positions
26.6
106
50.1
25
60
30
020406080
100120
Avg. Time Post toReferral
Avg. Time ATF to Start Avg. Time for AgencyReview, Intvw & Offer
Talent Acquisition Citywide*
2015 Actual Goal
• Post to referral is controlled by the OHR recruiting team.
• ATF to Start involves OHR, the candidate and the hiring manager as key components.
• Agency Review, Interview & Offer are dependent on the agency hiring manager. This is an area targeted for improvement in 2016.
• Additional department narrative here.
• Some elements of the process are out of OHR and city agency control (e.g., putting in notice with employer, relocating, etc.).
• Dept Narrative Here.
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
33.7
113.3
46.326.0
60.0
30.0
020406080
100120
Avg. Time Post toReferral
Avg. Time ATF to Start Avg. Time for AgencyReview, Intvw & Offer
Talent Acquisition DIA Only
2015 Actual Goal
Employee Engagement
• Dept Summary of engagement.
Top Three Dept Areas for Action• Text here
13.115.1
17.7
8.1
11.3
16.2
0
5
10
15
20
2011 2013 2015
Employee Engagement Index
Citywide DIA Linear (Citywide)
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
