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Sustainability Vision

Our sustainability vision is:

To be a responsible airport operatorby minimising our impact on theenvironment and our immediateneighbours, whilst supporting

economic growth as Ireland’s busiestairport and making a positive

contribution to the society in whichwe operate

““

DUBLIN AIRPORT sustainability report

Report contents

About this report

Director Dublin Airport Q&A

Business overview

What does sustainability mean to us?

How we manage sustainability

Sustainability Issues

Environment

Climate change & energy

Aircraft noise

Air quality

Sustainable transport

Waste management

Surface water

Water consumption

Wastewater

Biodiversity

Sustainable construction

Economic

Economic contribution

Social

Community relations

Our people

Passenger experience

Health & safety

Airfield safety & security

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About this report

This report is designed to providereaders with information on whatsustainability means for Dublin Airportand how we manage it within ourbusiness. In addition, we are pleasedto outline our first sustainabilitystrategy.

The strategy includes our first set ofobjectives and targets in this area. Forsome sustainability issues Dublin Airporthas been collecting detailed monitoringdata for a number of years; for others2009 will be the first year of this process.We are committed to improving oursustainability performance and reportingyear-on-year, and expect to report ourprogress against key sustainabilitytargets in future reporting years.

The scope of this report excludesrented retail spaces and other servicesprovided by external contractors,unless otherwise stated.

The report is divided into the followingtwo main sections:

Section One: IntroductionThis section includes:

• Opening questions and answers

from the Director Dublin Airport

• Business overview

• Dublin Airport’s approach to

sustainability

• An overview of the key issues

affecting the airport

Section Two: Sustainability IssuesIn this section we describe how DublinAirport’s sustainability issues are beingmanaged; how we are performing andthe objectives we have set ourselves todrive performance improvement in thefuture. The information specificallycovers sustainability issues and doesnot include data on financialperformance or our business partners.

For further information on DublinAirport, our approach to sustainabilityor to offer feedback, please visit ourwebsite - www.dublinairport.com/about-us/sustainability/

We welcome your feedback on oursustainability performance and on thisreport.

4Dublin Airport Sustainability Report

Key Stakeholders

This report is designed to provideinformation to all Dublin Airport’sstakeholders. These include:

• Airlines;• Ground handlers;• Airport staff;• Tenants, concessionaires and

contractors;• Other businesses and

companies at the airport;• Passengers and visitors;• Local communities;• Local and national government;

and• Sustainability and corporate

responsibility opinion formers.

Welcome to Dublin Airport’sfirst annual SustainabilityReport.


Director Dublin Airport Q&A

What does Sustainability meanfor Dublin Airport?It’s about operating responsibly –minimising our impact on theenvironment and our immediateneighbours; supporting economicgrowth as Ireland’s busiest airportand making a positive contributionto the society in which we operate.

Why is Sustainability importantfor the airport?Considering Dublin Airport’s highprofile role in the regional andnational economy, we are keen tohighlight the importance ofsustainability and managingsustainability issues.

Sustainability is now a mainstreamconsideration for all activities andoperations in the aviation andairports sector. If we are to be trulysuccessful, then we need toembrace the concept ofsustainability, to minimise ournegative impacts and enhance ourpositive impacts.

We are very aware of the three‘pillars’ of sustainability (environmentalstewardship, social responsibilityand economic growth) and of theneed to maintain a balancebetween these three factors in allour operations. Ultimately, notembracing the challenge ofsustainability now is likely to resultin greater problems in the future.

What are the airport’s keysustainability challenges andhow are they managed?A high profile and important issue,particularly for our localcommunities, is aircraft noise. Wereceive complaints from thesurrounding communities regardingaircraft noise throughout the year,even though it is not an issue overwhich we as the airport operatorhave direct control. That said, we

have introduced a Noise and FlightTrack Monitoring System todetermine which flights deviatefrom their pre-assigned flight pathsand we publish a monthly Noise &Flight Track Monitoring Report onour website. We also analyse andinvestigate all complaints and thisdata is also published in ourmonthly reports.

Given the scale of our operations(an average of 60,000 passengerspass through the airport each day,in addition to around 13,000 peoplewho work there), another key issueis sustainable transport. We haveappointed a Mobility Manager whois tasked with increasing theproportion of staff who travel to theairport by public transport or bycar-sharing. The arrival of MetroNorth in a few years time will alsogreatly increase public transportoptions for employees, passengersand visitors. We work with thevarious transport providers to assistand promote access from theairport to Dublin City and beyond.

Energy and water consumption arealso key sustainability issues. Oursize and the nature of ouroperations mean that we are asignificant energy and waterconsumer and we are constantlylooking for ways to reduce demandin these areas.

Surface water quality is animportant issue for both the airportand our local communities. We arein the process of installing aSurface Water Attenuation andPollution Control System to bettermanage surface water runoff andany pollutants that may enter thedrainage network in and around theairport. We have also installedstate-of-the-art surface waterquality monitoring equipment at thekey streams on the campus.

Finally, given the rapid growth inpassenger numbers at the airportover the last two decades, wastemanagement is an ongoingchallenge. In recent years, we havepurchased new equipment to bettermanage waste and we have alsoincreased our overall rate ofrecycling and waste recovery.

How does Dublin Airport engagewith its stakeholders?Engagement activities include aDublin Airport Stakeholders Forum,which takes place up to four timesper year. This event enablesstakeholders to raise any issuesand queries that they may have and


We have many differentstakeholders, all of whom areimportant to us. They include:

• Airport staff and contractors;• Airlines and ground handlers• Other businesses and

companies based at theairport;

• Passengers and visitors;• Local communities, including

Portmarnock, St. Margaret’s,Cloghran, Swords, Malahide,Balgriffin, and Santry, as wellas other areas that are furtheraway but can still be impactedby aircraft noise;

• Local and national governmentgroups such as Fingal CountyCouncil and local electedrepresentatives; and

• Sustainability and corporateresponsibility opinion formers.


Director Dublin Airport Q&A continued

is also a useful vehicle forcommunicating new proposals,projects or activities that we areplanning. The Forum has made animportant contribution to thepreparation and development of ourSustainability Strategy, whichinvited stakeholders’ input.

We also engage with the followingthree working groups establishedby the Stakeholders Forum;Environmental Monitoring; SurfaceAccess; and Economic andCustomer Service.

Another useful medium is ourcommunity newsletter ‘YourAirport’. This newsletter outlinescurrent and future developmentsand includes various articles on theways in which we are striving tobetter manage our operations andassociated impacts on thecommunity and the environment.The newsletter is distributed to35,000 local households and is alsoavailable on our website:www.dublinairport.com/about-us/community-affairs/community_newsletter.html

We are also active in the localcommunity and we believe we havean important role to play in thisrespect. Examples include our verysuccessful relationship with theGAA clubs in St. Margaret’s,Portmarnock and Malahide, andwith a local garden project for St.Cronin’s National School in Swords.Last year, we supported a TransitionYear trip from PortmarnockCommunity School to South Africa,as part of Marian Finnucian’s charity‘Friends in Ireland’. All of this is inaddition to our ongoing SchoolsInsulation Programme, throughwhich we provide sound insulationin local schools in the vicinity of theairport.

A key aim of the SustainabilityStrategy and our commitment to

annual sustainability reporting is tostrengthen our relationship withstakeholders. We are aware thatmany of the local communities haveissues with the airport and we arealways looking for ways to improveour performance. Our SustainabilityStrategy, and this report will – I hope– go a long way towards doing so.

What about the airport’ssustainability performance?We have made significantinvestments and improvements inrecent years regarding a number ofissues, among them sustainabletransport, aircraft noise, air quality,surface water quality and wastemanagement. The arrival of a secondterminal (T2) will ultimately lead tolong-term improvements in ouroverall sustainability performance,which in turn will be driven by ourSustainability Strategy and thereporting process.

How can the airport claim to be‘sustainable’ when advocating aNorthern Parallel Runway?We believe that our plans to build aNorthern Parallel Runway do notconflict with our sustainability goalsand targets. Whilst we accept thatmany people may take a differentview, we would argue that there is aneed to keep sight of the three pillarsof sustainability: environmentalstewardship, social responsibilityand economic growth. A trulysustainable organisation will seek areasonable balance between allthree, achieving economic growthwhilst caring for the environment andmaintaining a high degree of socialresponsibility.

It must be remembered that Irelandis an island-nation and that air travelis a physical necessity to ensurethat Ireland functions as asuccessful, open, modern andindependent state. Air travel fromDublin Airport brings significanteconomic and social benefits to the

airport’s local communities, theGreater Dublin Area and to thenation as a whole. In the currenteconomic climate, there is an evengreater need for Ireland to build onand enhance our links to otherregions of the world.

The decision to develop plans for aNorthern Parallel Runway at theairport was not taken lightly.Alternatives were considered anddiscounted as they would result ingreater environmental impacts whilenot providing adequate benefits (i.e.airport capacity) and being morecostly to implement.

How does the airport plan toenhance its sustainability overthe next 3-5 years?Our activities will be guided by theStrategy, which will be updatedannually to reflect the evolvingneeds of the airport and itsstakeholders. The publication ofour first Sustainability Report willform a baseline from which we willannually gauge our performance.We have identified a number of keyissues and have developed severalobjectives and targets to driveperformance improvement in eachcase.

How will Dublin Airportcommunicate its progress onsustainability issues?Mainly through our annualSustainability Report, which will bedistributed to a target audience ofstakeholders and will be available todownload from our website. Hardcopies will also be available onrequest. Additional reporting in suchareas as noise, water qualitymonitoring and air qualitymonitoring will also be availablefrom our website.



Business Overview

Ireland's principal internationalairport, Dublin Airport isamongst the 10 busiestairports in Europe. Theairport opened in 1940 forcommercial operations, sincethen it has been used byapproximately 230 millionpeople. Today, the airportaccounts for 77% of Ireland’sinternational passenger airtrips and 69% of air freight. Ithandles on average 60,000passengers per day, rising to80,000 during the peakseason. The airport cateredfor a total of 23.5 millionpassengers in 2008.

In transporting this number ofpassengers, there were atotal of 211,890 aircraftmovements in 2008, flying on206 different routes. The topfive destinations wereLondon, Paris, Cork,Manchester and Birmingham.The airport operates 24 hoursa day, 364 days a year,closing only on ChristmasDay.

Dublin Airport is owned bythe Dublin Airport Authorityplc (DAA) an airportmanagement company,whose role is to manage,operate and develop Dublin,Cork and Shannon airportsin Ireland. This includes

both domestic and international airport retailmanagement and airport investment.

Current infrastructureDublin Airport currently has one terminal building andone main runway measuring approximately 2.6 km anda cross-wind runway measuring approximately 2.0 kmin length.

There are currently 89 aircraft stands catering for over50 different airlines, both scheduled and charter.Airlines that fly to and from Dublin include Aer Arann,Aer Lingus, Ryanair, Continental Airlines, Air France,Delta, BMI, Monarch, SAS and Lufthansa.

Planned expansionA second terminal is currently under construction and isdue to open in 2010. This will initially provide capacityfor 10 million passengers, redirected from the existingTerminal 1 allowing this terminal to be graduallyupgraded in future years.

Importance to the local/national economyIn 2008, some 120 companies supported an estimated13,500 full-time equivalent jobs at Dublin Airport. Thefull economic impact of the airport in terms ofemployment was estimated at 15,500 jobs locally(Fingal County) and 47,000 jobs in the Irish Republic,which represents 2.3% of employment in Ireland.

Precise estimates of the employment and incomegenerated by the attraction, expansion and retention ofeconomic activity as a result of access via an airport arehard to prepare. However, given the open nature of theIrish economy and its reliance on international trade,and the recognition that Ireland is an island nation, it isdifficult to overestimate the importance of air servicesto the country. Dublin Airport has been a key element ina range of factors that has underpinned the pastsuccess of Ireland in general, and the Greater DublinArea in particular, in the inward investment and inboundtourism markets.


Keeping the airport moving

On a day-to-day basis the airport has to work witha very large number of external agencies to ensureit runs safely and smoothly. These include:

• Individual businesses: providing catering,shopping, car hire, etc;

• Customs & Excise: controls the import andexport of goods, including preventing illegalactivities, such as drugs, tobacco and alcoholtrafficking etc;

• Department of Agriculture: protecting thecountry against the introduction of diseasesfrom abroad;

• Garda National Immigration Bureau (GNIB): adivision of An Garda Síochána responsible forpassport control;

• Irish Aviation Authority (IAA): is responsible forair traffic control and management, ensuringflying aircraft are safely separated;

• Public transport operators: taking passengersto and from the terminal from all around thecountry;

• An Garda Síochána: provide support in relationto security, criminal and terrorist activities atour airport.

Dublin Airport at a glance


What does sustainability mean to us?

Sustainability at the airport means operatingresponsibly: minimising our impact on the environmentand our immediate neighbours; supporting economicgrowth as Ireland’s busiest airport; and making apositive contribution to the society in which we operate(See figure 1 below).

1. Environmental Stewardship• We take responsibility for managing direct

environmental impacts such as minimising ourenergy consumption, noise generation, wasteproduction and water consumption;

• For environmental impacts partially outside ourcontrol, we exert as much influence as we can. Thisincludes working with the Irish Aviation Authority(IAA) and airlines to minimise aircraft noise andworking with concessions at the airport to managewaste.

2. Social Responsibility• We aim to treat all our employees and contractors

with fairness and respect;• We ensure the airport is as safe and secure as

possible for all who work at or visit the airport;• We are committed to be a good neighbour to our

local communities.

3. Economic Growth• We make a significant contribution to national growth

and to the local economy. This is achieved throughthe staff we employ and our relationships withbusiness: both within the airport, those from whichwe procure goods and as a facilitator of internationalbusiness travel;

• We also recognise the need to ensure that economicgrowth occurs in conjunction with environmentalstewardship and social responsibility.

Our commitment to sustainability is underpinned byDAA’s Vision, Mission and Values.


EnvironmentalStewardship

SocialResponsibility

EconomicGrowth

Figure 1:Sustainability at Dublin Airport

DAA’s Vision, Mission and Values

Vision - To deliver a quality airport travelexperience to the best International standards.

Mission - To manage our airport businessprofitably, meeting customer needs and creatinggateways for 21st century Ireland.

Values - The central value, delivery, reflects thechallenge we face to deliver on our promises and issupported by the surrounding values:

Delivery means we do what we say we will do,delivering on promises.

Efficiency means doing things right the first time.

Focus means prioritising what’s important anddoing that well.

Resourceful means ‘thinking outside the box’, andbeing innovative.

Professional Approach relates to our conduct andstandards, being ethical in our dealings with eachother and our customers, and having consistenthigh standards and high quality.

People Engagement means involving people,being fully committed, and being prepared to gothe extra mile.

Open and Fair means treating everyone withrespect, being fair and equitable in our dealings,and demonstrating openness in communication.


How we manage sustainability

StrategyWe developed our first SustainabilityStrategy this year with the aim ofconsolidating and improving ourperformance in this area. Thedevelopment of the strategy hasbeen a major undertaking, involvingthe airport’s senior managementteam, staff from many differentdepartments and our StakeholderForum. Environmental ResourcesManagement (ERM) also assisted usin the development of the strategy.

The first step in developing thestrategy was to establish whatsustainability means for DublinAirport. This was achieved througha number of internal and externalworkshops, which helped usidentify the following issues, whichwere considered important for boththe airport and its stakeholders:

• Air quality• Aircraft noise• Climate change and energy• Community relations• Health & safety• Surface water quality• Sustainable construction

• Sustainable transport• Waste management• Water consumption (including

wastewater)

While other issues will also bemanaged and reported on, werecognise that the above require aparticular effort, given their impactand stakeholder concern.

Sustainability VisionWith the key issues finalised wethen proceeded to develop oursustainability vision, which commitsthe airport,

‘to be a responsible airportoperator by minimising our impacton the environment and ourimmediate neighbours, supportingeconomic growth as Ireland’sbusiest airport and making apositive contribution to the societyin which we operate’.

In order to focus our energies onperformance improvement, we thendeveloped a number of objectivesand targets for each issue. Thesewill be regularly monitored,

measured and reported on as partof the strategy (see Figure 2).

In effect, the strategy is a roadmapthat should guide us towardsachieving our vision, as well asimproving performance along theway. The strategy will be updatedannually to reflect the changingneeds of the airport andexpectations of our stakeholders.

PoliciesThe strategy and vision we haveoutlined will be supported by aseries of sustainability policies toclarify our commitment to soundmanagement of sustainabilityissues.


Sustainability Policies

Sustainability Vision

SustainabilityIssue e.g.

Waste

Targets

Targets

SustainabilityIssue

Targets

Targets

SustainabilityIssue

Targets

Targets

SustainabilityIssue

Targets

Targets

Figure 2:Key features of the Sustainability Strategy


How we manage sustainability continued


Sustainability Awareness• To develop and deliver a Dublin

Airport Sustainability AwarenessProgramme for all DAA’s DublinAirport employees, the objective ofwhich is to raise awareness of theconcept of sustainability and thesustainability strategy.

Climate Change & Energy• To develop and implement an

energy reduction strategy and totake measures to manage DublinAirport’s carbon footprint.

Aircraft Noise• To work in association with

representatives of airlines, the IrishAviation Authority (IAA) and aircraftmaintenance companies, with theaim of abating the impact ofaircraft related noise on thecommunity within technical,safety and reasonable financialand national economicconstraints.

• To track and monitor flight pathsof departing and arriving aircraftand engage with the IAA whereregular deviations exist.

• To publish a monthly Noise &Flight Track Monitoring Report.

Air Quality• To monitor air quality at Dublin

Airport for the health and benefitof the local communities andenvironment in accordance withinternational standards andlegislative requirements.

• To continue to reduce air qualityemissions for which we aredirectly responsible.

• To publish an Air Quality SummaryReport every quarter, summarisingthe key findings of our ongoingmonitoring programme.

Sustainable Transport• To increase passenger and

employee journeys to DublinAirport being made by publictransport, car-share and othernon-car modes of transport.

Waste Management• To reduce the proportion of waste

generated and handled by DublinAirport that goes to landfill andincrease the proportion that weand, where possible, our wastecontractors, recycle and recover.

• To encourage companiesoperating within Dublin Airport toincrease their waste recoveryrates.

Surface Water• To ensure that surface water

quality in streams and riverswithin Dublin Airport is of anacceptable quality.

• To ensure that Dublin Airportworks with local and nationalauthorities and addresses floodrisks for which the airport isresponsible.

Water Consumption• To reduce total potable water

consumption at Dublin Airport forwhich DAA is directly responsible.

• To ensure that drinking water atDublin Airport is of good quality.

Wastewater• To continue to operate in

compliance with Dublin Airport’strade effluent discharge licence.

• To minimise the impact thatkitchen wastewater disposalmight have on the wastewatertreatment system.

Biodiversity & Landscape• To work to minimise our impact on

local biodiversity and wherepossible, seek to enhancebiodiversity in and around DublinAirport.

• To work to reduce the visualimpact of the airport on theneighbouring community andalso to progressively enhance ourappearance over time.

Sustainable Construction• To incorporate sustainable

planning, design, and constructionpolicy objectives into all futureDublin Airport projects.

Community Relations• To be a good neighbour, fostering

positive and open communityrelations, specifically for thosecommunities most impacted byDublin Airport.

Health and Safety (H&S)• To minimise all H&S incidents at

Dublin Airport and, throughraising awareness and activemanagement of H&S, to ensurethat Dublin Airport is effectivelyaddressing H&S risks.

Dublin Airport’s Sustainability Policy Statement

Sustainability commitmentsWe are fully committed to improving our sustainabilityperformance over the coming years. To ensure that wedeliver on this, we have made the followingcommitments:

• Dublin Airport will publish an annual SustainabilityReport;

• Dublin Airport will revise the Sustainability Strategy(and the associated policies, objectives and targets)each year to ensure that regular sustainabilityperformance improvement is maintained andencouraged; and

• Dublin Airport will seek to influence passengers,employees and other operators and businessesbased at the airport to improve their sustainabilityperformance.


How we manage sustainability continued

Organisational structuresupporting sustainabilityThe airport will ensure that there issenior management accountabilityfor the success of thesustainability strategy. Each keyissue will be the responsibility of anominated manager, with the dutyto manage and monitor ourprogress towards objectives andtargets. Each manager will thenreport on performance to theairport’s Environment andSustainability Manager, who isresponsible for the preparation ofthe annual Sustainability Report.

Internal communications andengagementOne of the key objectives of ourSustainability Strategy is to developand deliver a SustainabilityAwareness Programme for all DAA’sDublin Airport employees, focusingon the objectives of theSustainability Strategy and their rolein achieving the objectives andtargets.

External communication andengagementStakeholder engagement is a keyaspect of our day to daymanagement of the airport. In2005, we set up the Dublin AirportStakeholders Forum in conjunctionwith Fingal County Council andFingal Development Board. Themain aim of the Forum is tostrengthen relationships betweenDublin Airport, its users and thepeople living and working in thesurrounding communities. TheForum is currently independentlychaired by Dr. Daniel O’Hare,founding President of Dublin CityUniversity (DCU).

Dublin Airport also keeps thewider community informed ofdevelopments and activities at theairport through the distribution of‘Your Airport’ our periodicalcommunity newsletter. This isdistributed free-of-charge to over35,000 local households and isalso available on our websitewww.dublinairport.com/about-us/community-affairs/community_newsletter.html

As noted previously, the airport isactive in the local community,primarily through our support forlocal community groups, sportsclubs and schools. Moreinformation can be found in theCommunity Relations section ofthis report (p. 34).

Legal and regulatory complianceLegal and regulatory compliance isa pre-requisite for the airport. Thereis a range of legal requirementsacross all of our operations,including:• Environmental standards, such

as European air quality standardthresholds and water pollution;

• National requirements, such ascompliance with theEnvironmental ProtectionAgency Act (as amended) andHealth and Safety at worklegislation; and

• Local regulations andconditions, such as ourwastewater discharge licencefrom Fingal County Council andplanning conditions from AnBord Pleanála.

The airport also has to comply withoperating and aviation safetystandards and regulations such asaircraft movements on the ground.

Dublin Airport endeavours tocomply with all legal and regulatoryrequirements in its day-to-dayoperations. Where a non-compliance is identified, this is thesubject of an investigation andremedial action, if required.

In many cases, such as air quality,Dublin Airport aims to exceed legaland regulatory requirements.Where there are no legalrequirements or standards, theairport is setting its own voluntarystandards and targets.

Measuring and reportingperformanceWhile the airport has beencollecting detailed data andmonitoring certain sustainabilityissues for a number of years, this isthe first time an annualSustainability Report has beenproduced and externally published.For some sustainability issues,2009 will be the first year of datacollection and performancemonitoring. Consequently data willnot therefore be available for allsustainability issues in this 2009report. With regard to futurereports however, we are committedto collecting data across a widerspectrum of sustainability issuesand, as noted above, reporting onour performance.

In addition to our annualSustainability Report, we alsopublish monthly Noise & FlightTrack Monitoring reports. Thesereports and information areavailable via the airport website:www.dublinairport.com/about-us/community-affairs/aircraft_noise/



Sustainability Issues - Environment

Climate Change & Energy

What is the issue?It is now widely agreed that climatechange is one of the greatestchallenges facing the world today. TheEnvironmental Protection Agencystates in its 2008 State of theEnvironment Review that:

“Climate change is the most significantand challenging issue currently facinghumanity. Large reductions ingreenhouse gas (GHG) emissions willbe required if dangerous andirreversible climate impacts are to beavoided”.

Aviation contributes to climate changeprimarily through aircraft emissionsfrom the combustion of jet fuel duringflight, and to a much lesser extentthrough energy use at terminalbuildings and offices, and emissionsfrom ground operations equipment.

The Intergovernmental Panel onClimate Change estimates that globalaviation is responsible forapproximately 3.5% of the total humancontribution to greenhouse gasemissions, and expects that this willrise to between 3% and 15% by 2050.

Aircraft emissions are not within theairport’s control, however energyconsumption within the airport itself isone of our largest contributors togreenhouse gas emissions. The growthof passenger numbers and airport staff

has resulted in an increase in energyconsumption in recent years.

What is our approach to managingclimate change and energy?As part of our 2009 SustainabilityStrategy we have committed to betterunderstanding our carbon footprintand then consider ways to address andbetter manage this in future years.

We have been actively managingenergy use at Dublin Airport for manyyears and are constantly seekingways to further reduce energyconsumption at the airport. This canbe difficult to achieve, given the needfor large-scale heating/cooling(depending on the time of the year)and for lighting at the airport –although in this respect we continueto review new energy efficienttechnologies. The new secondterminal will include energy efficiencymeasures, and there will also be ageneral upgrading of the existingterminal, to improve our overallperformance in this area.

With increases in cost of energy inrecent years and a greater awarenessof the impact of energy use on theenvironment, energy reduction hasincreased correspondingly. Thechallenge for Dublin Airport is to beinventive and aggressive in achievingfurther reductions in energy use. Inearly 2009 we installed an energymonitoring and targeting system andnetworked it to existing systems. Ashistorical data profiles grow and areexpanded we will gain a betterunderstanding of our energy use ineach area and will be better placed toachieve additional reductions. TheEnergy Strategy Group meet eachmonth and discuss all energy relatedissues. Records are maintainedshowing areas targeted and reductionsachieved.


Sustainability Objectives

As part of our 2009 SustainabilityStrategy we have committed:

• To develop and implement anenergy reduction strategy; and

• To understand and manageDublin Airport’s carbon footprint.


Sustainability Issues - Environment continued

We currently operate twoCombined Heat and Power units(CHP) with a combined electricaloutput of 3.7 mega watts. TheCHP’s electrical output is used onsite reducing our electrical import.Heat is a by-product of thegeneration process and is utilisedfor heating the terminal buildingsand piers including domestic hotwater. The use of CHP’s on siteand their associated efficienciescontributes to a global reduction ingreen house gas emissions.

What is our performance?Figure 3 shows quarterly energyconsumption at Dublin Airport (inkWh) from 2001 to 2008. Energyconsumption has increased overthis period because of the largeincrease in passengers and staffand also the extensive upgradeworks that have been undertaken inrecent years.

Next stepsAs noted above, we havecommitted to gaining a betterunderstanding of our currentcarbon footprint with the intentionof reducing this in future years.We will also undertake a series ofactions over the coming months toreduce our overall energyconsumption. These will include:

• Small changes in ambienttemperatures in specific parts ofthe campus;

• Close control and ongoinganalysis of building managementsystems to achieve furtherreductions in energy use;

• Reducing lighting andtemperature demand in areas oflow or infrequent usage;

• Extending the use of PIR(Passive Infra-Red controls)across the campus for areassuch as toilets, escalators andair bridges;

• Reducing the lighting load inspecific areas;

• Regular survey of all areas toidentify scope for additionalenergy reductions;

• Detailed analysis of recentlyexpanded energy managementsystem to set further targets forenergy reduction; and

• Active participation andcooperation with externalagencies including currentenergy map training with SEI forprogression to IS 393certification.


Figure 3:Electricity consumption at DublinAirport (2001-2008)

Q12001

Q3 Q12002

Q3 Q12003

Q3 Q12004

Q3 Q12005

Q3 Q12006

Q3 Q12007

Q3 Q12008

Q3

kWh

What is the issue?Aircraft noise at Dublin Airport is aserious concern for some areas of thelocal community. Noise ispredominantly caused by aircraftapproaching, landing and taking offand can be particularly disturbing atnight.

Managing the impact of aircraft noiseon neighbouring communities is thecollective responsibility of the DAA, theIAA, and the airlines that operate at theairport. Flight paths and routes to andfrom the airport are regulated by theIAA and managed by Air Traffic Control(ATC). The IAA is also responsible forNoise Abatement Procedures (the flight‘rules’ that must be obeyed by pilotsduring their approach and take off).The abatement procedures areenforced by ATC. The airport providesthe infrastructure for aircraft departures

and arrivals, but has only limitedcontrol on the airlines and aircraftwhich are the primary source of noise

What is our approach to managingnoise?We take the management of noiseimpact extremely seriously and have arange of noise reduction measures inplace.

Noise and Flight Track MonitoringWe work with the IAA to help themensure that aircraft operate to specifiedflight paths using the Noise and FlightTracking Monitoring System (NFTMS).This system monitors aircraftmovements to and from the airport.The data collected assists in theinvestigation of all noise-relatedcomplaints.

Noise Action PlanWe strongly support a Noise ActionPlan that has been developed by thefour Dublin Local Authorities (DublinCity Council, Fingal County Council,South Dublin County Council and DúnLaoghaire-Rathdown County Council),to comply with the EnvironmentalNoise Regulations (SI 140 of 2006).The plan includes actions designed toaddress noise impacts relating to theairport, including:

• Restrictions on ground-based enginetesting;

• Management of land use around theairport to minimise residentialexposure to airport-related noise;

• Implementation of the NFTMS andthe dissemination of thisinformation to the local community;

• Joint development of best-practicenoise minimisation measures by DAAand IAA; and

• The commissioning and operation ofa new Aircraft Navigation System,which should help to bring about lessnoise disturbance from aircraftmovements.



Aircraft Noise



As part of our 2009Sustainability Strategy we havecommitted:

• To track and monitor flightpaths of departing andarriving aircraft and engagewith the Irish AviationAuthority (IAA) whereregular deviations exist;

• To publish a monthly Noise& Flight Track MonitoringReport;

• To log, investigate and takeappropriate actionregarding all noisecomplaints received fromthe local community; and

• Work in close collaborationwith the IAA in order toreduce the incidents ofaircraft deviating from flighttracks.


All of these actions are eithercompleted or will be completed inthe near future.

Noise Complaints ProcedureWe take initial responsibility forinvestigating all noise-relatedcomplaints concerning the airport.When a complaint is received, wewill investigate its nature and thenliaise with the relevant sectionwithin DAA, the IAA or airline. Werespond to each and everycomplaint received and weendeavour to provide anexplanation for the noise. Monthlynoise reports are published on ourwebsite addressing complaintsreceived for the month in question.

From time to time – andunavoidably - a flight track has tobe altered for safety andoperational reasons, resulting inincreased noise. Such instances,while clearly unfortunate, are aresult of a necessary aircraftmovement (for example due toweather or operational conditions)and not an unauthorised deviationfrom standard practice.

Aircraft engine–testing protocolsThe purpose of engine groundtesting is to ensure the safety of anaircraft engine after essentialmaintenance has been carried out.This is required to comply withinternational flight safety regulations.

Dublin Airport has a strict EngineGround Running Policy to minimiseany noise disturbance to the localcommunity.

• There is a restrictive ban onengine ground runs between thehours of 23:00 and 06:00;

• There are restrictions as to thelocation on the airfield whereengine test runs can be carriedout;

• No testing is permitted on

Runway 23, (test site 1) before09:00 and after 20:00;

• Engines are permitted to betested on only one aircraft at atime;

• Prior permission must be soughtfrom the Airside Duty Managerbefore an engine run takesplace; and

• All details of engine runs arerecorded by the Airside DutyManager and the AirsideManagement Unit.

All complaints regarding aircraftengine testing are fully investigatedby the Noise and Flight TrackMonitoring team at Dublin Airport.

Noise Insulation Scheme andProperty Buy-Out SchemeA Noise Insulation Scheme hasbeen in operation since the openingof the current main runway in 1989,and we have also introduced avoluntary Residential Property Buy-Out Scheme. See the section onCommunity Relations on pages34&35 for more details.

Environmental MonitoringWorking GroupIn 2005, DAA established theDublin Airport Stakeholders Forumas part of our efforts to engagewith the local community. TheForum includes an EnvironmentalMonitoring Working Groupspecifically to address issues suchas noise. We continue to engagewith the local community andFingal County Council to reduceairport noise wherever possible.See the section on CommunityRelations on page 35 for moredetails.

How do we respond to noisecomplaints?We log, track and respond to eachand every noise complaintreceived. Since 2005, we havebeen publishing monthly andannual data on the source, nature,and location of these complaints.Figure 4 shows the total number ofnoise complaints received from2005 to 2008.



Figure 4:Noise complaints received by DublinAirport for 2005 to 2008

Noisecomplaints




Annual complaints peaked in 2006at over 700 before falling in 2007 toa low of approximately 500. Thenumber then increased between2007 and 2008, possibly due toDAA’s programme of increasingawareness of the complaints facilityand the associated NFTMS. Therehas also been an increase in thepopulation living in new residentialareas in the vicinity of the airport(for example Belmayne / Balgriffinand Hollystown). Figure 5 providesa breakdown of the locations ofnoise complaints in 2008.

The majority of noise complaintscome from those communitieslocated closest to the airport. 35%of the complaints received werefrom Portmarnock, an area locatedapproximately 5km east of theairport, close to one of the mainflight paths.

Further analysis shows that thelevel of complaints is seasonal, withmost complaints made in thesummer months. This is the busiestperiod at the airport and also when

local communities are more likely tobe using their gardens and outdoorspaces. Figure 6 provides abreakdown of the type of complaintsreceived.

General noise accounts for thelargest proportion of complaints,followed by complaints aboutaircraft thought to be flying outsidetheir assigned flight paths. Specificnoise was the next highest cause of

complaint, followed by low flyingaircraft.

Whenever a complaint is receivedconcerning an aircraft that isparticularly noisy or flying off track,we immediately check the NFTMS toestablish the exact circumstances ofthe flight. As well as “off track”complaints all “specific noise”complaints against individual aircraftare investigated for track accuracyas this can be a prime reason for theelevated noise levels experienced onthe ground. A study of theseinvestigations undertaken in 2008shows that of the 292 aircraftinvestigated for being off track 67(23%) were actually confirmed to beso.

Next stepsDublin Airport is committed toworking with the IAA to supportbetter management of air spacearound the airport. The IAAintroduced a new AircraftNavigation System (PRNav) in May2009. The system enables aircraftto fly within the definedenvironmental corridors withgreater accuracy whenapproaching and departing fromthe airport.

Figure 5:Location of noise complaints in 2008

Figure 6:Reason for noise complaints receivedat Dublin Airport in 2008

ArtaneBalgriffinBeaumontBlackrockCastleknockCloughranClontarfCoolockDonnycarneyGlenagearyHollystownKillesterKillineyMonkstownPortmarnockSantrySwordsSt MargaretsThe WardWhitehallMiscellaneous




Air Quality

What is the issue?The nature of aviation andassociated activities at DublinAirport results in air pollution fromaircraft - as they land and take-offand also when they manoeuvre onthe taxiways and apron. Airpollution also occurs whenpassengers and staff travel to theairport, be it by car, bus or taxi. Theprinciple cause of this air pollutionis the combustion of fossil fuels.

The impact of all the aboveactivities on local air quality hasbeen raised by the local communityas a key concern. With regard toplanning permission for the newterminal and runway, An BordPleanála has attached air qualitymonitoring conditions and we haveimplemented a comprehensive airquality monitoring programme,details of which can be foundbelow.

What is our approach?In the summer of 2008, we investedin a Continuous Ambient Air QualityMonitoring Station sited in the heartof the airfield. This location isclose to the apron area (withoutinfringing on the cross-windrunway), and clear of the influenceof the regional road network (whichincludes the M50 and M1motorways). This station is now thefulcrum of our ambient air qualitymonitoring regime, which itselfforms part of the wider community-based air monitoring programme.The Continuous Ambient AirMonitoring Station is key tomaintaining a ‘listening watch’ inthese areas with the intention ofmaintaining air quality standards atDublin Airport.

The monitoring station useschemical analysers to measure theconcentrations of differentparameters known to be associatedwith airport operations and aviationactivities. These include:

• Nitrogen Oxides (NO, NO2 &NOX);

• Sulphur Dioxide (SO2);• Carbon Monoxide (CO);• Ozone (O3);• Total Hydrocarbons (Methane &

Non-Methane);• Benzene, Toluene, Ethyl-

Benzene, Xylene;• Particulates (less than 10

microns and less than 2.5microns in size); and

• Met station (to determine windspeed and direction fordispersion patterns).

The measured concentrations arecompared with limits set out in theNational Air Quality Standards(NAQS), which themselves arebased on the EU Directives for AirQuality. These seek to set long-term limits for the protection ofhuman health and to protectecosystems. Findings from theanalysis will be made available onour website each quartercommencing when T2 opens in2010.



• To achieve “Fair” air qualitystatus on a daily basis(where regionallyachievable) as per the EPA’sAir Quality Index system.

• To continue to reduce airquality emissions for whichwe are directly responsible.

• To publish an Air QualitySummary Report everyquarter, summarising thekey findings of our ongoingmonitoring programme.

Figure 7:Nitrogen dioxide (NO2) monitoringdata (1-hr avg.) at Dublin Airport

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We also conduct community-basedambient air quality monitoring atfourteen locations in and aroundDublin Airport. Methods include aroving continuous analyser at fiveof the sites and passive diffusiontubes at all fourteen. Monitoringtakes account of the impact of winddilution and dispersion effects. Theoverall aim is to build up a goodknowledge of ambient air quality inand around the airport and to allayany concerns that the localcommunity may have in thisrespect.

What is our performance?Air quality at Dublin Airportcomplies with all NAQS. Figures 7and 8 show compliance data forNitrogen Dioxide (NO2) andParticulate Matter 10 (PM10). Theseare key air quality pollutants that wemonitor. While both parameters arewithin the current NAQS, overallemissions have been graduallyincreasing, in line with the generaltrend in aviation and passengergrowth at the airport. The graphsrepresent actual monitoring datafor the period January to April 2009and the green line represents arelevant NAQS for the parameter inquestion (these can be obtainedfrom the EPA’s website:

www.epa.ie/whatwedo/monitoring/air/standards/).In addition to the NAQS, the EPAalso has its own non-statutory AirQuality Index system. This is a fivecategory scale (Very Good; Good;Fair; Poor and Very Poor) againstwhich air quality can becategorised. Air quality at DublinAirport can be classified aspredominantly ‘Good’. From ourmonitoring programme the airquality near Dublin Airport is betterthan the air quality beside the M50and M1 motorways.

Some of the air quality parameters

that we monitor are affected byregional and national movements ofair (such as ozone) and therefore airquality can be impacted byinfluences far removed from DublinAirport, such as Atlantic Oceanozone.

Next stepsWe are gathering air quality datafrom the new monitoring stationand we will publish these findingsevery quarter on our website,commencing with the opening ofT2 in 2010. We will also continue toengage with the EPA and FingalCounty Council on these results.

Figure 8:Particulate matter 10 (PM10) monitoring data(24-hr avg.) at Dublin Airport

mg/m

3



SustainableTransport

What is the issue?Dublin Airport has seen aconsiderable increase in passengernumbers over the last 15 years, andthe issue of sustainable transport isset to become an even moreimportant issue in future. In any oneday an average of 60,000 peopletravel through the airport, a figurewhich can rise to 80,000 duringpeak times. In parallel with this,there has been a large growth in thenumber of airport staff andcompanies which support DublinAirport. This is adding pressure toalready congested roads aroundthe airport. Road traffic congestionis not only an issue for those tryingto get to and from the airport but italso affects local residents and

people working in the vicinity.Road traffic congestion also affectsair quality and therefore has anegative impact on theenvironment and on people’shealth. Transport emissions are thefastest growing category ofgreenhouse gases in Ireland androad transport accounts for over90% of these. There is anincreasing risk that air qualitystandards will be exceeded infuture years in Ireland.

Dublin Airport has a responsibilityto promote the use of sustainabletransport options as an alternativeto private cars. There are alsoplanning restrictions on the totalamount of car parking that can beprovided at the airport. There arecurrently 3,600 short term and14,000 long stay parking spaces,and 3,500 privately owned parkingspaces (remote from the terminalbuilding). Demand already exceedssupply – demand for long termparking reached a peak of 20,500spaces – yet within our planningconditions for T2 we are prohibitedfrom providing additional carparking.

To this end we have in place aDublin Airport Travel Plan, which isupdated every 2 years. The overallaim of this Travel Plan is toencourage greater uptake of non-car modes of transport to theairport and encourage greater useof car-sharing. Specific objectivesof the Travel Plan are to:

• Reduce single car user use forjourneys to and from Dublin

Airport;• Increase bus use amongst staff

travelling to and from DublinAirport;

• Significantly increase bicycleand motorcycle use amongststaff;

• Increase car-sharing;• End the restrictions in licensed

bus routes; and• Promote teleworking.

This Travel Plan will help tackleroad traffic congestion in andaround the airport and the resultinggreenhouse gas emissions. It notonly benefits the environment butalso makes business sense.Successfully implementing ourSustainable Transport Plan isimportant to ensure that we complywith our existing planningconditions for T2, as well asguaranteeing the long-term,sustainable growth of DublinAirport.



As part of our 2009Sustainability Strategy we arecommitted:

• To maintain and exceed, ifpossible, the existing levelof 25% of all passengerjourneys to Dublin Airportbeing made by publictransport and other non-carmodes;

• To increase non-carcommuting amongst allDublin Airport employees;and

• To increase car-sharingamongst all Dublin Airportemployees.

What is our approach to managing sustainabletransport?Our overall aim is to reduce the number of single caruser trips to and from the airport and increase theefficiency and reliability of the airport's public transportservices. To achieve this we have implemented anumber of measures. These include our appointment ofa Mobility Manager responsible for improving theairport’s sustainable transport performance, and thepreparation of the Dublin Airport Travel Plan. TheMobility Manager works closely with the DublinTransportation Office, Fingal County Council and theDepartment of Transport on all aspects of sustainabilityin travel and transport.

Some of the initiatives that have already beenimplemented include:

• Mobility Week: Dublin Airport marks EuropeanMobility Week annually in September(www.mobilityweek-europe.org) with an eventinvolving companies promoting sustainabletransportation at Dublin Airport. Bus companieswho operate from Dublin Airport regularly supportthe event and are on hand to advise staff andpassengers of the alternatives to using a private carto get to and from the airport. Other organisationsoffer generous staff discounts on bikes andequipment and offer test drives of electric personnelcarriers to both staff and passengers.

• Promotion of new bus routes: A number of newbus routes were opened recently to serve DublinAirport. These new services link the airport withLaytown, Bettystown, Drogheda and Dundalk.Aircoach has opened a new route from the airport toGreystones, stopping at various points, including theO2 arena (formally the Point Theatre). Flybus hasalso recently commenced a premium bus servicefrom Tallaght via Liffey Valley Shopping Centre toDublin Airport. We are committed to ending therestrictions imposed on bus timetables that preventoperators from picking up and setting downcommuters on licensed routes. We are liaising withthe Department of Transport in an attempt toachieve this.

• Bus facilities and coach park: Dublin Airport hasrecently invested approximately €3 million in busand coach facilities. By 2011, we will have providedadditional kerbside stops near the terminal buildingsas well as at other points around the airport. By2016 a new Coach Park and layover facility will be inplace. New electronic bus information boards andimprovements in directional bus signage are alsobeing introduced this year.

• Staff bike hire scheme: A free bike hire schemewas launched in September 2008 and already over120 staff from DAA have signed up.




Accessing Dublin Airport

There are approximately 600 buses daily that providepublic transport to the airport. Dublin Bus operates8 routes to the airport from all across Dublin: theseinclude a mix of direct and rapid services from thecity centre to suburban routes. On average, there are30 buses per hour serving the airport, with over 42buses during peak periods in the morning andevening. The full Bus Eireann Nationwide Networkserves over 1,000 destinations, supplemented bymany routes offered by 8 private bus operatorsacross Ireland. Aircoach, Flybus and Urbus areprivate transport operators that provideapproximately 360 additional coach services dailyfrom the Dublin area to the airport.

Dublin Airport has direct coach services to most ofIreland’s cities and towns including Cork, Dundalk,Belfast, Derry, Inishowen, Letterkenny, Sligo,Athlone, Mullingar, Cavan, Monahan, Newry,Drogheda, Galway, Limerick, Waterford, andWexford, each with various stops en-route.

The airport also caters for private taxis with acapacity of 300 taxis an hour at the pick-up anddrop-off area.

Motorbikes and bicycles can also be used to accessthe airport. Secure parking and changing facilitiesare provided for staff who choose to cycle to work.




The scheme allows staff to travelaround the airport campus bybicycle, instead of taking a carand is part of an overall effort toencourage sustainable transportamong staff and to supportmore sustainable internaltransport arrangements aroundthe large airport complex. Wewill also be extending thescheme to other companies atthe airport. Overall, we hope toencourage those who do notcurrently cycle to try it as apractical form of daily transport.

• Installation of cycling facilitiesand infrastructure: Over 100bicycle parking spaces havebeen provided for staff. WhenT2 opens there will be anadditional 100 spaces provided.Dedicated showers for cyclistswill be provided over the next 12months in Terminal 1. We arealso providing an additional 3km of dedicated bicycle lanes onthe Dublin Airport campus andthis will bring the total to over 6km. We are working closely withFingal County Council throughthe Dublin Airport StakeholdersForum with regard to improvingthe lane network outside theairport so that staff memberscan safely commute to DublinAirport.

• Car-sharing: the airportintroduced a car-sharingscheme for staff in December2007. Since its launch, over12,000 kms and over 2,900 kgsof CO2 have been saved bymembers choosing to sharetheir trips to and from theworkplace. In addition to DAAstaff using the scheme, effortswill continue to include as manycompanies as possible in thescheme. It is our intention to

provide dedicated spaces forcar-sharers at key points aroundthe airport, thus providingfurther incentive and benefits tocar-sharers.

• Taxsaver Scheme: TheCommuter Taxsaver Schemewas introduced in December2007 for all DAA employees.Staff can save up to 47% of thecost of travelling to and from theairport by bus.

• Cycle to Work Scheme: This isa similar scheme to theCommuter Taxsaver Scheme.The Cycle To Work Schemeallows staff members to avail ofa reduction of up to 51% on thepurchase price of a bike whichthey will use to travel to andfrom Dublin Airport. To date,over 70 members of staff haveavailed of this scheme, with over€70,000 worth of bikespurchased.

• Flexi time: We allow staff ofcertain grades to avail of flexitime, thus providing a degree offlexibility to their working day.

Flexi time is reassuring to thosewho avail of public transport ona regular basis. Should busservices be delayed for anyreason the flexibility that flexitime offers allows an employeeto work back the time lost due toa delay in arriving at work.

Investment in public transport overthe next 5-10 years is crucial andrequires us to continue to workclosely with the Department ofTransport and the DublinTransportation Office, to ensure thatthe most efficient and sustainabletransport options are put in placeand widely used by airportcustomers and staff.

Central to increasing the use ofpublic transport to access theairport will be the commissioning ofMetro North, a rail link from Swordsto Dublin city centre, via the airport.This development will provide afast, frequent and reliable rail link toDublin Airport and also increaseaccess to the wider public transportnetwork in the Greater Dublin Area.We have worked extensively withthe Railway Procurement Agency(RPA) in the design anddevelopment of Metro North.

Figure 9:Staff mode of commuting to Dublin Airport

%




What is our performance?We conduct annual staff surveys toidentify transport trends andmeasure the success of ourmobility management initiatives.Results show that between 2001and 2008 there has been a 9%reduction in the proportion of stafftravelling to work at Dublin Airport

in a private car and associatedincreases in those using bus (a 7%increase) and car sharing/carpassenger (a 2% increase). Thisdata is shown in Figure 9.We began measuring passengertravel movements to and from theairport in 2008. This information(Figure 10) shows that at present

34% of passengers travel to theairport by private car. This isclosely followed by those travellingto the airport by bus or coach(28%) and by taxi (27%). We willcontinue to measure passengertransport to and from the airport onan annual basis to identify trendsand to monitor the effectiveness ofour mobility management policies.Again, Metro North will encouragewider use of public transport toaccess the airport.

Figure 11 shows how oursustainable transport performancecompares to other airports inEurope.

It can be seen that Dublin Airportcompares favourably with the otherairports in relation to thepercentage of public transport: westand at 28% passenger use ofpublic transport while the remainingairports range from 33% to almost45%. This is an impressiveperformance, considering DublinAirport does not have a dedicatedrail line serving the airport. WhenMetro North opens, we hope thatthere will be an increase in theoverall modal share of publictransport.

Next stepsWe have set targets for increasingthe use of public transport in ourMobility Framework Plan and ourSustainability Strategy and we willwork towards achieving these. Weare also currently consideringadditional bus routes to DublinAirport, which are currently poorlyserved by public transport options.We shall engage with Dublin Busand other operators so as to assistthe provision of these additionalservices.

Figure 10:Passengers mode of transport to/from Dublin Airport in 2008

Figure 11:Comparison of passenger transport data forkey European airports

%

Bus & coach

Taxi

Private car

International flight

Internal flight

Train



WasteManagement

What is the issue?Dublin Airport is one of the largestproducers of waste in the GreaterDublin Area. In 2008, we catered fora total of 23.5 million passengers –a figure that has increased everyyear over the last 16 years. It is notsurprising due to the size andnature of airport activities, that asignificant volume of waste isgenerated each day. We currentlymake significant efforts to manageour waste, through recycling andrecovery, and to ensure that as faras possible waste is diverted awayfrom landfill.

Waste management is an importantissue for all industry sectors inIreland and indeed globally. Thehistorical use of landfill, resulting insignificant emissions of the

greenhouse gas methane, isgradually being replaced byalternative treatment and disposaltechnologies. The disposal ofwaste via landfill can also causeconsiderable environmentaldamage locally through theproduction of highly pollutingleachate which is harmful to naturalresources such as soil andgroundwater.

Diverting waste from landfill ismandated in Europe by the LandfillDirective. Under this Directive,which Dublin Airport has a duty tocomply with, biodegradable wastediversion targets have been set forMember States. This has resultedin an increase in overall recyclingand waste recovery rates in recentyears, including in Ireland.

What is our approach to wastemanagement?We are currently aiming to increasethe rate of recycling from all of ourwaste streams. In 2008, we

contracted a new specialist wastecontractor for Dublin Airport. Thenew contractor aims to increase thelevel of material recovered andrecycled from our municipal wastestream, rather than it being sent tolandfill.

We have trialled recycling facilitiesin public areas providingpassengers with a convenientmeans of recycling their waste andfurther reducing the volume ofwaste we send to landfill. To datethis has not been as successful aswe had hoped, with non-recyclableand recyclable waste regularlydisposed of together. This‘contaminates’ the recycling waste,meaning it can no longer be sentfor recycling. We are currentlyconsidering alternative approachesto increase passenger and publicrecycling.



As part of our 2009Sustainability Strategy wehave committed:

• To set up a Dublin AirportWaste ManagementWorking Group;

• To increase the proportionof overall waste that werecycle and recover;

• To increase the proportionof waste recovered, wherepossible, by our wastecontractors; and

• To encourage companiesoperating at the airport toincrease their wasterecovery rates.

Figure 12:Dublin Airport recycling & recover rates for theperiod 2003 to 2008

%wasterecycled

&recovered



What is our performance?Dublin Airport managed a total of4,783 tonnes of waste in 2008compared to 4,733 tonnes in 2007,a small increase of 50 tonnes (1%).The amount sent for recycling in2008 was 1,597 tonnes (33%)compared to 1,446 tonnes (30%) in2007. Since 2003, there has been asignificant and year-on-yearincrease in the overall level ofrecycling and recovery at theairport. This trend is illustrated inFigure 12.

As a result of the newly appointedwaste contractor at the end of2008, we achieved a recycling andrecovering rate of 42% for the finalthree months of 2008 - a significantincrease compared to the earlierpart of the year. Our aim is toimprove this performance althoughthe recent downturn in worldwiderecycled materials markets maymake this a challenging target forthe immediate future.

Unregulated Landfill SiteIn 2008 historical waste materialwas identified during excavationworks for the installation of a newfoul sewer connection on lands atDublin Airport. This site is a legacyof the waste management practicesthat existed prior to the introductionof legislation and regulation for thistype of material. The wasteencountered during siteinvestigation works was generalwaste (similar in profile to wastefound in a domestic bin) mixed withsoil and aircraft catering waste.

In order to ensure that any potentialenvironmental impact is minimisedthe DAA has commissioned RPSGroup to carry out a detailedenvironmental site investigation inaccordance with the EPA Code ofPractice for Environmental RiskAssessment for Unregulated WasteDisposal Sites, 2007. This willdetermine the extent of wastematerial and possiblecontamination on the site anddefine the most appropriate courseof action. DAA and RPS are liaisingwith the relevant agencies andauthorities on this matter and theresults will be made available whenstudies are concluded.

Next stepsDublin Airport aims to increase therate of overall waste recycling andrecovery over the coming years. Wewill also encourage non-DAAcompanies operating at DublinAirport to increase their rate ofoverall waste recycling andrecovery.

Surface Water

What is the issue?Surface water is a key localcommunity concern which we arestrongly committed to managing.There are two main issuesassociated with surface water:contaminated runoff from theairport apron, and downstreamflooding of waters and streams.Runoff, generally from the airside,runway and maintenance areas,can enter local streams, potentiallypolluting the water quality andimpacting on flora and fauna.Surges in flow can have a variety ofimpacts locally, for example,flooding downstream low lyingareas.




• To ensure that surface waterquality in streams and riverswithin Dublin Airport is of anacceptable quality;

• To ensure that DublinAirport works with local andnational authorities andaddresses flood risks forwhich the airport isresponsible; and

• To ensure that DAA andnon-DAA employees arefully aware of the potentialfor spillages and thatremedial action isundertaken, when required.

Case study - Composting

One of the many initiatives wehave taken to improve wasterecovery rates involves theintroduction of a facility tocollect kitchen waste suitablefor composting. In 2007, 85tonnes were recovered and in2008, 73 tonnes wererecovered, despite majorbuilding works, which at timesdisrupted the collectionprocess.



Historically, the majority of theairport’s active surface area hasdrained into six local streams, allwithin its boundaries. The mostimportant of these is the CuckooStream, which receives the greaterpart of airport drainage. Thestreams merge downstream of theairport with other watercourses tobecome three rivers, the Sluice, theMayne and the Santry River, whichdischarge into the sea atPortmarnock, Baldoyle, and BullIsland at Raheny, respectively.

The management of surface wateris not only a key issue for the localcommunity – it is also an aviationsafety risk for the airport. Given thesize, scale and nature of operationsat Dublin Airport, it is essential thatwe do not allow any water to settleand pond on the airside pavement.Surface water greatly increases therisk of accidents involving aircraftand/or airside vehicles due toaquaplaning and skidding on thewater or ice (depending on the timeof year). Water also obscuresmarkings that delineate safe zonesand clearances from aircraft.Ponded surface water may alsoattract birds – another significantrisk to aircraft at the airport.

What is our approach?We are currently in the process ofinstalling a new surface waterdrainage system to better managethis issue. The existing drainagenetwork has been undergoing asignificant upgrade over the lastfew years, with the installation of anumber of new facilities close tothe approach to the main runwayon the eastern side of the airport.Two phases of the surface waterattenuation and pollution controlsystem on the Cuckoo Stream have

been completed, and these willprovide significant storage capacityduring heavy rainfall.

All of these surface water worksinvolve two main aspects:

• A surface water attenuationfacility is designed to smooth thedrainage rate in the receivingstreams at the airport. This hasthe positive effect that the flow issteady and consistent. Thissystem allows collecteddrainage water to be released ata controlled (and more natural)rate, improving the conditionsfor aquatic species in thestream. Phase 1 of theattenuation facility is nowcomplete and operational.Phase 2 is currently beingcommissioned and Phase 3 willfollow sometime after 2010.

• Pollution containment tankshave been installed in parallelwith the surface waterattenuation system. In the eventof any deterioration in waterquality in the drainage system,online water quality analyserswill activate sluice gates(penstocks) to decant thepolluted water into the tanks andprevent it from entering the localstreams. Any transferred watercan then be dealt with, helpingto protect the quality of thestreams outside of the airport.

We have installed on-line waterquality analysers on the streams.This will provide continuousinformation on water flow andquality characteristics, giving amore consistent record ofperformance. It will also triggerimmediate action in the event ofquality deviations, ensuring that the

water systems in and around theairport are safeguarded.We will continue our existing andestablished surface water qualitymonitoring activities. Regularroutine sampling and analysis iscurrently carried out in accordancewith standard methods of waterexamination. Samples are takenfrom over 30 designated locationsalong the streams. These are thensent to an accredited laboratory forchemical analysis, after whichconcentration levels are comparedwith the target levels agreed withFingal County Council. The resultsare shared with the council’s WaterServices Department and with theoperators. If warranted, practicesand procedures are reviewed andappropriate actions agreed.

Additionally, we also commissiontwice-yearly macro-invertebratesamples from the six streams withinthe airport. These studies examinethe biological diversity of thestreams.

What is our performance?Water quality in the airport streamsis currently of variable quality.There are a number of reasons forthis. The majority of the drainagesystems are in underground pipesthat are not open to natural sunlightand air exchange. The length ofopen ditches (with ongoing waterflow) is relatively short - this isdeliberate due to the risk of birdhazard to aviation safety in closeproximity to the airport. Thismeans that the drainage system isnot in a position to naturally sustaina large variety of biodiversity asconfirmed by our twice-yearlymacro-invertebrate surveys. Thewater systems are also prone toperiods of very low (even zero)





flows, which can be have asubstantial impact on all types ofaquatic life as their habitatsdisappear altogether.

Spillage and pollution events – forexample oils, aviation fuels and de-icing liquids - generally arise due tooperator activities. Where possible,sources of pollution are traced andthe polluter bears the cost ofspillage clean up. Strict proceduresare in place to minimise the risk ofstream pollution due to spillages. Insuch cases, the pollutioncontainment facility will provide asignificant level of protection to thedownstream watercourse.

As noted above, some of thestreams are currently prone to lowflows. During dry periods, many ofthe drainage channels and pipesactually dry out and are not in aposition to sustain life. The same istrue for some of the ditches,resulting in the retained waterbecoming stagnant and developingnatural algal blooms in open areas.

Finally, environmental managementplans have been put in place tominimise the impact of the airport’sconstruction programme for T2,Pier E and other airside projects onthe quality of the streams.

Next stepsThe development of the surfacewater attenuation system and theonline water quality monitors willimprove the airport’s managementof surface water. More generally,the gradual upgrade of the drainagenetwork will extend these benefitsacross the airport. The findings ofthe monitoring programme will bereported every quarter on ourwebsite, commencing with theopening of T2. We fullyacknowledge the current surfacewater quality issues and lookforward to implementing andreporting on the improvementsdescribed.

We are also participating in theFingal East Meath Floor RiskManagement Scheme (FEM-FRAMS), which is being led byFingal County Council. This is aregion-wide flooding study toexamine the causes and locationsof flooding, and also assesspotential solutions. The studycommenced in the summer of 2008and it is hoped to be concludedby summer 2010. DAA has alreadymade a number of inputs to thestudy and we will continue toplay a central role as one of thekey stakeholders. Furtherinformation can be found at:www.fingaleastmeathframs.ie.

WaterConsumption

What is the issue?Historically, water consumption andsupply has not been a significantsustainability issue in Ireland,particularly when compared toother issues, such as wastemanagement and climate change.However, the issue is gaining ahigher profile and will soon be a keychallenge for the Dublin Region toaddress. Current water supplies areunder pressure from significantpopulation and employment growthin the region over the last fifteenyears. Fingal has experiencedwater shortages in the last fewyears and potable water is nowregarded as a finite resource.A major study is currentlyunderway to identify options for theregion’s future water supply( w w w. w a t e r s u p p l y p r o j e c t -dublinregion.ie). The study isconsidering ten new water supplyoptions, the majority of whichinclude extracting water from otherparts of Ireland and pumping it toDublin. It is estimated that watersupply requirements in the DublinRegion could increase by 48% from2007 to 2031.



• To reduce total potablewater consumption atDublin Airport for whichDAA is directly responsible;and

• To ensure that drinkingwater at Dublin Airport is ofgood quality.



Alongside this growing demand,water costs have increasedsubstantially in recent times. It is atrend which could well continue infuture years as water supply issuesbecome an even greater challengefor the region. This in itself providesa further incentive for us to reduceour overall water consumption.

What is our approach?We are seeking to manage ourwater consumption through acombination of monitoring and thepro-active installation of water useand conservation systems.

Consequently, we are currentlyexpanding water metering andundertaking an aggressiveapproach to early leak detection.This allows us to undertake timelyrepairs as part of the overall watersaving priority. We have alsoconnected water meters to a newenergy management system toallow detailed analysis of data ineach area. In terms ofinfrastructure, we are investingsignificantly to gradually renew theairport’s old water mains pipeworkas part of utilities upgrade works.For example, we have installed abrand new 14,500m3 undergroundreservoir and distribution network,including state-of-the-art chlorinedisinfection boosting and UVtreatment systems.

As part of this process, we havealso recently created the new postof Utilities Infrastructure Managerwith specific responsibility foraddressing issues like water leaksand general water consumption.

We have already fitted most toilettaps in passenger areas with

passive infrared (PIR) detectionwhich will greatly reduce water lostfrom free-flow taps by shutting offthe water flow when the person hasfinished using the tap. We will beexpanding the PIR scheme tourinals and other areas over thenext few years.

A number of areas within the airporthave converted from dischargingspent cooling water to recycling it,or using alternative means ofcooling. Chillers and heat pumpsare other examples where coolingwater was traditionally wasted andis now recycled. Water savings aredocumented as part of our annualenergy savings campaign and weare always seeking ways to save onour overall water consumption.

What is our performance?In recent years we have had a fewlarge scale leaks - mainly due toconstruction works. These leakswere only for short periods;typically less that 24 hours. Overall,efficiencies in processes andtechnologies described above haveresulted in the more optimal use ofwater. Latest figures show thatwater consumption is steady,despite the large increase in

passenger numbers and expansionover the last seven or so years.

Despite progress to date, werecognise the need to furtherimprove our performance in thecontext of a major capitalexpenditure and airport expansionprogramme. Given that our waterconsumption levels will rise in theshort-term as the new areas of theairport get commissioned andopened, it is unlikely thatconsumption levels will be a truereflection of overall performance.When the current pace ofdevelopment steadies, thenconsumption figures againstperformance will be transparentand more meaningful.

Next stepsWe will continue to monitor andtake action on any leaks that areidentified. We will also continueto invest in water conservationtechnologies and water managementsystems across the campus. A keychallenge for our new UtilitiesInfrastructure Manager is toachieve further reductions in overallwater consumption.





Wastewater

What is the issue?Wastewater refers to all usedwaters and effluent collected withinthe airport. Issues such as surfacewaters and drinking water qualityare addressed separately in thisreport. Wastewater and effluentmanagement is a vital utility thatunderpins the ongoing operationsof services at the airport. Failure inthis system could result in closureof part of the airport and could alsopose a significant health and safetyrisk.

In this respect, kitchen wastes canbe an important issue as they canblock and severely impact thecollection system, resulting inexpensive remediation works andoperational disruption. Anotherissue is the long-term impact on thecapacity of the regional wastewatercollection and treatment system.The large growth in the populationand level of employment in theGreater Dublin Area over the lastfifteen or so years has resulted in

the regional wastewater networkbeing placed under pressure. Thesignificant passenger andemployee growth at Dublin Airporthas made its own contribution.

Discharge to the wastewatercollection system is governed byTrade Effluent Discharge Licencesissued by Fingal County Council.This includes performance criteriaon volume, flow rate and qualityaspects of our wastewaterdischarges.

What is our approach?Currently, we manage and maintainthe collection network through aproactive, preventative maintenanceregime. We also providemaintenance services to the tenantsand operators connected to thesewer.

We have recently completed theinstallation of a significant sewerupgrade across the airfield. Thisconnects into Fingal CountyCouncil’s collection systemextension from the North FringeSewer and then runs to theRingsend Waste Water TreatmentPlant in Dublin city centre.

We have ongoing liaison anddialogue with a number of keycompanies; in particular airportcaterers, regarding potential risksand challenges to the airport’swastewater collection system.Grease, coffee grounds and otherkitchen wastes have been anongoing challenge in maintainingthe free flow condition of the sewerpipes. To address this risk, wehave set out a standard ServiceLevel Agreement for cateringcompanies to protect thewastewater collection network.

We have established minimumnetwork specifications andstandards, which have evolvedfollowing reviews of networkarrangements. These have beeneffective and we have fed lessonslearned back into the design of newinfrastructure to protect the systemfrom foreign obstacles that typicallyarise at airports. Moving forward,we are constantly on the look-outfor opportunities to makeimprovements in the wastewatercollection system.

What is our performance?We currently operate under a TradeEffluent Discharge Licence. Thiswas granted in 1985 when theairport was operating with twomillion passengers. In 2008, we had23.5 million passengers. We havebeen in ongoing dialogue withFingal County Council to updatethis licence to take account of theincrease in passenger numbers.

Our licence covers effluent at thepoint of discharge, includingconstituents from aircraft overhauland high volume catering activities.Although we do not generate tradeeffluent Fingal County Council stillregards the complexity of activitieswithin the site as warranting alicence. Under the current licence,monthly samples are taken forchemical laboratory analysis andthe flow throughput is recorded andreported to the Council.

The completion of the sewerupgrade across the airfieldprovided a suitable opportunity tosubmit a revised application for aTrade Effluent Discharge Licence,which is currently underway. A keyissue for the future is the frequencyof contributions from the PollutionContainment Tanks from the



• To continue to operate incompliance with DublinAirport’s trade effluentdischarge licence; and

• To minimise the impact thatkitchen wastewaterdisposal might have on thewastewater treatmentsystem.



surface water treatment systemand the impact this may have onour overall wastewater generation.

In the last few years Fingal CountyCouncil has started to review thepractices of operators at theairport, and has started to issueindividual Trade Effluent DischargeLicences. We have facilitated thisprocess and continue to work withboth the Council and the variousairport operators. The benefit ofthis approach is that it ensures thatthe companies disposing of thewastewater are directly licensed,rather than DAA being licensed fornon-DAA wastewater. It alsoensures that the Council is fullyaware of the various sources ofwastewater at the airport, therebybetter managing the collectionsystem.

Next stepsWe are working towards a newTrade Effluent Discharge Licenceand we will also continue tofacilitate the process wherebyindividual operators within theairport obtain their own licences asrequired. We will continue to workwith the catering operators at theairport to ensure that potentialimpacts to the wastewatercollection system are minimised.

BiodiversityWhat is the issue?The airport covers an area of over2.5 thousand acres and ishome to a variety of different landtypes, wildlife populations andenvironments, including:

• Undisturbed pastures;• Managed airfield grasslands;• Landscaped gardens;• Pavements, including the

airfield and the car park; and• Buildings and structures.

Our ability to promote biodiversityat the airport is limited, particularlyon the airfield, by our need toensure a safe operationalenvironment. Birds can pose aserious threat to aircraft. Since1960, approximately 78 civil aircraftand 200 lives have been lostglobally due to wildlife strikes. Abird getting sucked into an aircraftengine can cause damage to thefuselage or to other sensitiveaircraft equipment. One of the mostrecent examples was the USAirways A320 plane that crash

landed in the Hudson River, NewYork City, in January 2009. Theaccident was due to a bird strikeupon take off, which resulted insubsequent engine damage. Allpassengers and crew made itsafely ashore in this case.

Hazards caused by wildlife are amajor concern with regards toaviation safety and Dublin Airporttakes all reasonable measures tocontrol this hazard. These includethe identification of hazardousspecies; habitat management; andactive bird control patrols. Inaddition, we record and quantifythe wildlife strikes that occur at andin the vicinity of the airport. In2008, we recorded 56 wildlifestrikes, or 2.64 per 10,000 aircraftmovements - well within theinternational norm.

What is our approach tomanaging Biodiversity?One of the most effective methodsof controlling birds is throughhabitat management, and a goodexample of the work we are doingin this area, is managing airfield



grasslands. This involves allowinggrass to grow to 250mm beforecutting it to 150mm. Thismanagement method is used todeter known hazardous speciessuch as Lapwing and Gulls.

Other measures used by DublinAirport to manage birds include:

• A Bird Hazard Committee hasbeen established and meets on abi-monthly basis to monitor birdstrike activities and reviewcurrent management controls.The Committee brings togetherrepresentatives from IALPA (IrishAirlines Pilots’ Association), theairlines, Air Traffic Control, FingalCounty Council, Dublin AirportAuthority Management, and anexpert consultant ornithologist.This Committee prepares aWildlife Management Plan todetail specific measures for eachbird and mammal species thatposes a risk to safe operations.

• A 24-hour bird controlprogramme is used to monitorand scare birds away from theairfield. Methods used includeemitting distress calls for eachspecies of bird that may visit the

airfield. This attracts birds toinvestigate the source of thecalls and then a trained birdcontroller uses a pyrotechnicdevice to scare the birds awaywithout causing them harm.

• Monitoring bird activity in thearea to understand the type andnumber of different species, areaof nesting, migratory patternsand over flying routes. Thishelps the Bird HazardCommittee to tailor mitigationmeasures to the types of birdfound at the airport.

Where possible, we do alsopromote biodiversity in areas ofDublin Airport where it does notimpact on the safe aviationenvironment, such as on thelandside and along the streams andhedgerows. We are undertaking anumber of initiatives to protect andenhance the local environment.Examples include:

• Ensuring that all building worksare managed to avoid open skips(favoured for nesting andforaging);

• A waste managementprogramme for both airport

operations and construction toensure that waste is containedand disposed of appropriately toavoid leakage into localwaterways;

• Testing of local waterways andmonitoring of biodiversity toensure that waste managementmeasures are working;

• A hedgerow managementprogramme to maintain andrejuvenate these mini-ecosystems; and

• Landscaping around built areas,designed to naturally deterwildlife and minimise any furtherhazards.

How is the airport performing inthis area?The requirement for wildlife to becarefully managed for operationalsafety reasons means thatopportunities to enhancebiodiversity at the airport arerelatively limited. We hope, howeverthat the local biodiversity initiativesin place will improve biodiversityoverall at Dublin Airport.

Next stepsA current project is the updatingand improvement of our surfacewater drainage system at theairport. This is expected to improvedrainage across the site, minimiseaccidental pollution of the streamsand rivers, improve aquaticbiodiversity downstream, andenhance the natural environmentoverall. A significant landscapingprogramme is also planned, inconjunction with the ongoingdevelopment of the airport, toensure that the airport is anattractive facility for passengers,tourists, visitors and staff. This isalso hoped to enhance biodiversity.





SustainableConstruction

What is the issue?Sustainable construction refers tothe integration of sustainability intothe design and construction ofinfrastructure. For example, inconsidering issues such as energyconsumption and heating andcooling requirements during thedesign of a building, it is possible tosignificantly reduce its life-timeoperational impacts. Sustainableconstruction is also focused onminimising a range of impactsduring construction; for examplethe waste produced or the energyused.

Across the world, there is a drive toembed sustainability into theplanning, design, construction andoperation of many types of buildingand Dublin Airport is no exception.A strong sustainability focus at theplanning and design stages isparticularly beneficial. The designof T2, for example, has consideredsustainability issues from theoutset.

What is our approach?At Dublin Airport, opportunities forsustainable construction are

considered from the start of anybuilding project.

The most high-profile example isT2 and Chapter 19 of theEnvironmental Impact Statement(EIS) for this key project presentsthe following summary of howsustainability is being addressed.

Key sustainability inputs during theplanning, design and constructionof T2 have included:

• minimising life-time CO2 emissionsfrom the terminal building;

• maximising the use of naturallight;

• minimising solar gain and reducingthe need for air conditioning;

• using energy efficient electricalappliances (e.g. light bulbs), low-water use appliances (e.g. lowwater-use toilets), and watersaving appliances (e.g. PIR watertaps); and

• using a Combined Heat & Power(CHP) system.

We have also incorporatedsustainability into the choice of T2construction materials with 80% ofsteel coming from reclaimedsources and plans to makeconcrete from reclaimed blastfurnace slag (a waste product of thepower generation industry). Wehave also aimed to maximise thereuse and recycling of constructionand demolition waste onsite.

The planning and design of the newNorthern Parallel Runway has alsofactored in sustainability. In thisdevelopment we will, for example,reuse the concrete from the oldrunway as fill. The concrete itselfwill be produced on site and theprofile of the runway pavement hasbeen optimised so that excavation

and the amount of earth beingmoved is minimised.

Our overall approach is to reducecarbon emissions where possible,and to use carbon trading tomitigate unavoidable emissions.Examples include offsetting aproportion of the T2 impactsthrough demolition of the existingairport boiler house and the use ofCHP in T2, as mentioned above.

What is our performance?The development of T2, Pier Eand the Northern Parallel Runwaywill significantly improve ouroverall sustainability performance,particularly in respect of totalenergy, water consumption and therecycling of materials. These newdevelopments and facilities will be asignificant improvement on existingfacilities in such areas as overallwater, lighting, heating and energyconsumption. Existing facilities arein contrast neither as modern nor asadvanced technically as thosecurrently being developed.

Next stepsThe opening of T2, Pier E and theNorthern Parallel Runway will setsustainability standards for thefuture. In this context we willcontinue to benchmark andincorporate sustainability innovationas part of next stage developments.

Finally, through the development ofan overarching policy, we willembed sustainable constructionprinciples in the future planning anddesign of Dublin Airport.


As part of our 2009Sustainability Strategy wehave committed to:

• Incorporate sustainableplanning, design, andconstruction policyobjectives into all futureDublin Airport projects.



Sustainability Issues - Economic

Economic BenefitsWhat is the issue?Dublin Airport makes a significantcontribution to the local, regional andnational economies and we are proudof our position as a leading employer inthe region for almost seventy years. Assuch we provide direct employment toairport staff, while also supportingsuppliers and enabling wider businessdevelopment as well as inboundtourism through the provision of globalaccess. Given the open nature of theIrish economy, its reliance oninternational trade and the fact thatIreland is an island nation, it is difficultto overstate the importance of airservices to the country.

What is our approach to managingthe airport’s economic impact?Our approach to managing theairport’s economic benefits centresaround the delivery of a ‘quality airporttravel experience to the bestinternational standards’. This is ourcompany vision which, in addition toensuring a successful airport, will alsobenefit the local, regional and nationaleconomies, along with our staff, ourstakeholders and DAA.

The current capital investmentprogramme at the airport is anexcellent illustration of how we aremanaging our economic future. Thenew capital works will ensure that theairport can meet and adjust to thefuture needs and challenges of theaviation industry. While the economicdownturn is bound to impact on ourshort-term financial performance, theplanning and management of a facilitysuch as an international airport mustbe undertaken on a long-term basis.

We are taking steps to adjust to theimmediate global and nationaleconomic situation. For example, weare offering discounts on our short-

haul and long-haul route supportschemes. We are also offering financialmarketing support for some of theseroutes. In carrying out these actions,we are making every effort to minimisethe negative impact on passengernumbers in what is currently achallenging economic climate.

The airport undertakes a full economicimpact study approximately every fiveyears. This is in line with bestinternational practice and AirportCouncil International (ACI) Guidelines,with more regular interim desktopupdates, along with annualemployment surveys among the keycompanies on site. Such surveys allowus to gain a good understanding of oureconomic benefits and to better planfuture activities, both regionally andnationally.

What is our performance?Dublin Airport accounts for 77% ofIreland’s international passenger airtrips and 69% of air freight.

The air share of Irish inward tourismhas grown from 47% to 85% between1984 and 2007. Ireland had 7.7 millionoverseas visitors in 2007 of which 5.2million entered by Dublin Airport withan estimated combined spend of €2.7billion in the Irish economy.

Dublin Airport is Fingal’s largestemployer, with some 120 companieslocated on the airport campus. In 2008,the economic impact of the airport, interms of employment, was estimatedat 15,500 jobs locally (Fingal County)and 47,000 jobs in the Irish Republic.In addition 1,700 people are currentlyemployed on the T2/Pier E project atthe airport making it the largestconstruction site in the country.



Sustainability Issues - Economic continued

Companies that are intensive usersof passenger and freight airservices include those involved inhigh technology, research anddevelopment, and financialservices. These are activities whereIreland has been highly successfulin attracting and retaining inwardinvestment.

The large inflows of foreign directinvestment into the Irishmanufacturing sector have led tothe development of a high growth,high skill, export-oriented sector,and to reduced dependence on theUK for exports.

Ireland has become a major vehiclefor the flow of US technologicalinnovation into Europe and asignificant location for clusters of anumber of key growth sectors.

This investment inflow andassociated economic benefitscould not have occurred without theinternational passenger and freightservices provided by Dublin Airport.

Next stepsWorld markets are likely to becomeincreasingly competitive and thepassenger and freight servicesprovided by Dublin Airport requirecontinued development if Ireland isto continue its past success. Thefuture growth of the airport will bevital to sustaining and developingclusters of high technology sectorsand supporting the growth ofinternationally traded services thatare forecast to be the main engineof Ireland’s future growth. Thegrowth of these sectors will, in turn,help to drive the demand forincreased passenger services atDublin Airport.The proposed Northern Parallel

Runway is essential as part of ourefforts to remain internationallycompetitive. Among Dublin’s eightclosest competitors as a Europeanbusiness location, only two do notcurrently possess airports with atleast two runways of appropriatecapability.

Despite the current economicdownturn the DAA is also planningDublin Airport City (DAC), a €4 billiondevelopment located to the east ofthe airport. This new economic zonewill be Ireland’s premier location forinternational business headquarters,targeting the next generation offoreign direct investment intoIreland. Once completed, it isestimated that DAC will contributesome €900 million per annum to theIrish economy – equivalent to 1.5%of the gross value add of the Irisheconomy in today's terms. DAC isalso projected to create 34,000construction job years or an averageof 2,300 jobs per annum during its15-year construction phase. In thefirst five years of construction aloneit will generate approximately €270million in purchases from Irish firms,while the gross development value

will be in the region of €3.75 billion.DAC is proposing to develop anInternational Cleantech ServicesCentre (ICSC) within Dublin AirportCity (www.dublinairportcity.ie),modelled on the highly successfulInternational Financial ServicesCentre located in Dublin Docklands.This ICSC will consist of the mostenergy efficient, sustainable,environmentally certified, commercialreal estate yet constructed in Ireland(and possibly Europe). Our Eco-Construction baseline offering will bethen ‘wrapped’ with a variety ofGreen incentives and initiatives (R&D,Educational, Fiscal, Funding, IPrelated etc) focused on attractingmultinational Cleantech investmentinto Ireland from across the globe aswell as supporting the burgeoningindigenous Cleantech export sectorhere at home.

With the current economic crisisthere has never been a greater needto secure the many economicbenefits of Dublin Airport throughongoing investment in its facilitiesand capacity.



Sustainability issues - Social

Community Relations

What is the issue?Airport operations can have asignificant impact (both positive andnegative) on communities living andworking near the airport.

Dublin Airport’s overriding aim is to bea good neighbour. To this end westrive to foster good relations withneighbouring communities and provideinformation on our activities andsupport whenever feasible.

This particularly applies tocommunities such as St. Margaret’s,Cloghran, Santry, Swords, Malahideand Portmarnock, which are close tothe airport and where the impact of ouroperations is greatest. Whilst welargely have a good workingrelationship with local communities, weaccept that as the airport continues toexpand and the local populationincreases, more people are beingimpacted by airport operations.

In some cases we cannot control theimpacts that are associated with theairport. For example, aircraft flightpaths and associated aircraft noise arecontrolled by Air Traffic Control,

regulated by the Irish Aviation Authority(IAA). External surface access to theairport, including road networks, fallswithin the remit of the Local Authorityand the various public transportagencies. Where we can, we try toinfluence and work with the LocalAuthority and businesses operatingwithin the airport to support improvedperformance.

What is our approach to managingcommunity relations?We support a range of initiatives withinour local communities. A structuredsponsorship programme is in place,aimed at groups who are part ofcommunities most affected by noisefrom the airport. This programme aimsto promote excellence in youth throughsport, music, the arts, working onenvironmental projects and with theelderly. We also have ongoinginvolvement with the JuniorAchievement and Business in theCommunity Schools Programmes,which aims to build a bridge betweenthe classroom and the workplacethrough staff volunteers helping youngpeople develop leadership skills.

Dublin Airport has two noise mitigationschemes in place. A Residential SoundInsulation Programme (RSIP) was firstintroduced in 1989 when the currentmain runway was opened. Theprogramme originally identified thoseresidential properties that lie within a63 db noise contour boundary andcarried out insulation measures onthese dwellings that included:

• Double or secondary glazing for allwindows and external doors;

• Attic insulation comprising layers ofquilting and gypsum slab; and

• Acoustic treatment for vents andactive chimneys and capping ofredundant chimneys.




• Being a good neighbour,fostering positive and opencommunity relations –specifically for thosecommunities mostimpacted by Dublin Airport;and

• Continuing to manage andreport on communityrelations initiatives.


Sustainability issues - Social continued

Approximately 110 residentialproperties were included. Thescheme has now been extended toinclude those homes that fall withinthe 63 db noise contour of theplanned Northern Parallel Runway.This will bring approximately 120additional residential propertiesinto the scheme when theproposed new runway projectcommences.

A voluntary buy-out scheme is alsoin place, associated with theairport’s planned new runway. Thisscheme was originally designed toapply to all 19 homes within the 69db noise contour, however inNovember 2008 we committed toextend the scheme to include afurther 20 homes. Work is ongoingto develop this scheme, which hasto be submitted to Fingal CountyCouncil for approval.

We have several processes in placeto keep local communities informedabout activities at the airport.These include:

• The Dublin Airport StakeholdersForum which, meets quarterlyand provides stakeholders withan opportunity to raise anyissues or queries they may havein relation to the airport. TheForum also provides us with ameans of informing stakeholdersabout any new proposals,projects or activities that we areplanning;

• Participation in environmental,surface access (i.e. to reduceairport congestion and improvepublic transport links), andeconomic and customer serviceworking groups, set-up as sub-groups of the main Forum. Ourinvolvement in these groups

ensures an accurate and regularflow of information to and fromlocal business, political andresidential communities;

• A monthly magazine, sentelectronically to elected publicrepresentatives. The magazinecovers such items as passengernumbers and proposeddevelopments;

• A bi-annual newsletter ‘YourAirport’ delivered to 35,000homes in North County Dublin.The newsletter features articleson such airport activities as theTransforming Dublin AirportProject; environmental issuessuch as air and water quality;wildlife at the airport; updates onthe Dublin Airport StakeholdersForum; education reports;community news; staff profiles;and competitions;

• Representation at council levelon three local Chambers ofCommerce;

• Regular meetings with localResident’s Associations andindividual people close to theairport; and

• A dedicated community relationssection on our website:(www.dublinairport.com/about-us/community-affairs/)

Complaints and comments arereceived through the post, bytelephone, and by email. Allcorrespondence is logged in anelectronic journal, and respondedto by telephone or in writing.

What is our performance?Our ongoing work to engage withour local communities regardingplanned developments and themanagement of airport impacts hashelped us to maintain goodrelationships with our neighbours.

Discussions with the StakeholderForum have helped us to expandthe membership of the Forum toinclude Cloghran Hill ResidentsAssociation. We also facilitated aworkshop to obtain Forummembers’ input to ourSustainability Strategy.

Our community initiatives havehelped our local communities in avariety of ways, including: theprovision of a new sound systemfor St. Margaret’s Church; soundinsulation for new classrooms in St.Margaret’s; sustained support forthree local GAA clubs in St.Margaret’s, Malahide andPortmarnock; support for theYoung Musician of the YearCompetitions, which hasencouraged some of theparticipants to pursue a career inmusic; and our involvement withBusiness in the Community, JuniorAchievement and LearningEnterprise student enterpriseprogramme.

Perhaps inevitably, T2 constructionwork and the associated site traffichas led to an increase in thenumber of complaints receivedfrom the Cloghran community,immediately east of the airport.Residents’ main concerns relate toconstruction traffic, dust and noisefrom work on the upgrade of thecampus roads. We now have asystem in place whereby we arenotified in advance as each newphase of the project is about tostart. If it has the potential toimpact on local residents, we willengage with each person or familyto advise them of the upcomingactivity.





Case study - St. Cronan’s Junior National SchoolGarden Project

St. Cronan’s Junior National School in Brackenstown,Swords, approached the airport in 2007 to requestassistance in the provision of a garden in the schoolgrounds. The airport provided the support of stafffrom its Gardening Section who paid several visits tothe school to prepare the ground for planting. Backat the airport, members of the Carpentry Section builtsix large planting boxes, which can be used by thechildren to grow flowers, plants and vegetables. Inearly September, the gardeners went to the schooland helped to plant flowers and grasses.

The children will grow, prepare and eat their own fruit,vegetables and salad ingredients, providing a ‘hands-on’ opportunity to learn about healthy eating. Asensory garden with a seating area that incorporatesmany aspects of the primary school curriculum hasalso been designed. This will be of particular benefitto the children in the school’s Autistic SpectrumDisorder Unit. Every class in the school will have aweekly time in the garden area, encouraging manydifferent aspects of the curriculum such as creativewriting, poetry, stories, drawing, sculpture and thestudy of plants and animals. A small section of thegarden will serve as a memorial to staff and studentswho have sadly been lost. It will provide a place ofsilence, reflection and comfort for parents, staff andchildren alike.

Case study - Classroom Extension to St.Margaret’s National School

The National School in St. Margaret’s was opened in1956 and is one of the airport’s closest neighbours.The school and the airport have enjoyed a very goodrelationship over the years and when the schoolannounced plans in 2006 to build three newclassrooms, Dublin Airport Authority was delighted tohelp by providing funding for the insulation of theclassrooms.

Work on the classrooms was completed in early2008. The extension, which cost approximately€675,000, was jointly funded by the Department ofEducation & Science and Dublin Airport (whichcontributed €152,000 towards the cost of soundinsulation in the new building). Because of itsproximity to the present airport runway and to theproposed new runway it was essential to have highquality sound insulation and state of the art airexchange systems in operation. We drew up thespecifications for the insulation in consultation withthe architect working on the school project. Basedon the most current international advice available, it ishoped that this model can be repeated in otherschools that will fall within similar noise contours.

Other community support programmesThe airport supported a transition year trip fromPortmarnock Community School to South Africa aspart of Marian Finnucian’s charity ‘Friends in Ireland’.Other groups and organisations that have beensupported by the airport and its staff in recent yearsinclude Cloghran Historical Society, St. FiniansCommunity College, Naomh Mearnóg GAA Club,Malahide Young Musician of the Year Competition,Swords Young Musician of the Year and the NorthDublin School of Music.

Next stepsIn 2009 we plan to introduce a volunteer programme tosupport members of staff in carrying out projects in thelocal community.



Our PeopleWhat is the issue?With over 2,200 direct employees,Dublin Airport is one of the mainlocal employers in north CountyDublin and in Fingal. Weunderstand the importance ofvaluing our people and believe it isour responsibility to make DublinAirport a safe and enjoyable placeto work. Investing in ouremployees is not only important forthe individual but it also helps us tomeet our business and customerobjectives and aims.

What is our approach?Dublin Airport’s investment inpeople includes the following:

• Employee engagement;• Employee development; and• Workplace diversity.

Employee engagementWe are a service organisation thatdelivers results through our staff.To this end we operate a series ofemployee engagement initiativesthat aim to keep employeesinformed, involved and motivated.We have four worker directors andwe also work in partnership with arange of unions covering differentwork groups.

We aim to support employeeengagement through regularcommunication and dialogue. TheChief Executive, for example,addresses staff quarterly at anopen forum. This provides him withan opportunity to provide anupdate on the business and answerstaff questions. This forum is alsoused to highlight and support thecompany Vision, Mission andValues (VMV). The VMV was also

communicated through a series ofEngagement Workshops with staffin the first half of 2008.

Giving staff their say is an importantpart of engagement and werecently held a series of stafffeedback sessions. The next stageincluded follow-on briefings andlocal work groups to address someissues raised. Further sessionswith line supervisors facilitated thecompletion of a needs analysis,in preparation for a tailoredstaff development programmecommencing towards the end of2009. A significant number ofmanagement also attend aquarterly Management Workshopfocusing on business issues andleadership challenges.

In addition to direct staff briefingsthe Chief Executive meets with themain Unions quarterly and with theentire Group of Unions at leastannually.

Communication in a geographicallyspread, 24-hour business can bechallenging. In addition tobriefings, we also produce a staffmagazine and we manage a DAAstaff intranet site. We have nowintroduced Connect TV, aninnovation that brings informationto key staff areas in easily accessedvisual format. The content forthese media is created in-houseand features stories, interviews andreviews that are staff related. InMay 2009, we ran a short piece onthis Sustainability Report andinformed staff of what we hope toachieve and the benefits to theairport and our variousstakeholders.

We also undertake regular staffsurveys that are particularly useful

in supporting the development oftraining programmes such as theCustomer Service Programme.

DAA welcomes and encouragesdirect staff involvement andprovides vehicles for this purpose.These range from the staffsuggestion scheme ‘Inspire’ to anaward scheme where employeescan nominate each other forawards under the Staff RecognitionScheme. Employees can alsocontribute to the DAA Charity of theYear Programme in several ways,including staffing the committee,selecting the charity through avoting process and participating infund raising events during the year.We also regard it as important toinvolve staff in sharing skills withothers, whether colleagues orthose in the community. ThereforeDAA runs several mentoring, buddyand ‘Business in the Community’initiatives.

Employee developmentWe regard investment in developingour people as an all important partof the business. It benefits theairport as an essential andnationally important business andalso ensures that staffopportunities are created andmaximised. The end goal is tomaintain a competitive edge andencourage our people to directlycontribute to the success of thecompany.

Our approach to staff learningand development has threedimensions: individual, departmentaland strategic. All three areunderpinned by our high standardsand company values.

Individual employees are requiredto complete a learning and



development plan, which acts as alearning contract with theorganisation. Each plan is basedon individual skills, knowledge andexpertise and shared throughoutthe organisation.

The individual is part of a widerteam so it is important that alldepartments develop businessobjectives in line with the strategicdirection of the organisation. Thisis achieved through a jointdepartmental development plan.

The strategic dimension ofdevelopment focuses on theindividual and the need for all staffto understand our strategicobjectives, company values andstandards. This also meanscontinuous review of skills,knowledge, behaviour andexperiences to ensure we evolve inline with the business environment.

We believe that learning meansmore than simply attending atraining programme. It should occuron a day-to-day basis, on the joband with the support of all staffmembers.

Workplace diversityDAA recognises the importance ofworkplace diversity as a reflection ofour diverse customer profile. OurRespect and Dignity Policy sets outcompany expectations in terms ofthe behaviour of staff and agenciesin relation to working withcolleagues of different backgrounds.Training is provided to ensure thatthe differences in customers andcolleagues are respected. We have,and meet our targets to provideemployment to people withdisabilities.

The DAA staff group reflects thetapestry of Ireland today with a mixof nationalities, age and gender.DAA is an equal opportunitiesemployer and is committed toensuring a safe and healthy workenvironment for all staff,maintaining employment policies,procedures and practices that arefree from all forms of unlawful andunfair discrimination. Recruitmentand development policies ensuredecisions are based oncompetencies and merit rather thanthe background of any individual.We fully recognise the need to havewell trained, motivated andcompetent staff to deal with thediverse needs of our customers andstakeholders.

Managing Dublin Airport throughthe economic downturnClearly the global recession,coupled with the magnified anddeeper recession in Ireland, hassignificantly impacted us. Therehas been a considerable fall-off inour passenger numbers and we areanticipating this trend to continuefor the rest of this year and possiblynext year. In response to thedownturn, we need to makesignificant cost savings, and adjustour staff and services to meetfuture demand for air travel fromDublin Airport. Unfortunately thiswill require a reduction in ourheadcount but we will work withour unions to minimise this throughmaking efforts to achieve savingsacross a range of activities. We arecurrently in talks with our staffmembers regarding the best way ofmanaging this difficult issue. A keyfocus during this time will be tomaintain staff morale, and ensurethat the airport continues to provide

high levels of service in as costeffective a manner as possible.

Next StepsThis is a difficult time for DublinAirport and our staff, as costsavings will be required to ensurethat the airport remains a viablebusiness in the global recession.We continue to engage with ourstaff and their representatives on anongoing basis regarding how bestto manage this difficult period ofchange.





PassengerExperienceWhat is the issue?The airport aims to deliver a qualitytravel experience to all passengersusing its facilities, to the bestinternational standards, to each andevery one of its travellingpassengers. We want this to applyfrom the moment a departingpassenger arrives at the airport untilthey have boarded their aircraft,and by the same token, from thetime an arriving passengerdisembarks from an aircraft untilthey exit the airport.

In short, we are committed tooffering a quality experience to thebest international standards. Thismeans managing security queuingtime, offering a range of retail andrefreshment services and ensuringthat the airport is a pleasantenvironment in which to travelthrough.

What is our approach tomanaging and improvingpassengers’ experiences?Dublin Airport conducts bothqualitative and quantitativeresearch on an on-going basis in aneffort to continually improve thepassenger experience at theairport. This research is conductedby DAA employees from front linepositions in the organisation, aswell as by external market researchcompanies such as Red C andMRBI. As well as direct passengerfeedback, research is undertakenon data that is recorded by theDublin Airport Customer Relationsand Quality Department.

While the airport itself does notcontrol all aspects of the time

passengers spend there, we workwith other service providers such asairlines and handling agents toensure a consistently high level ofservice. Specific service levelagreements are in place todetermine how we measureelements of passenger experience,such as baggage delivery, security,and trolley availability. Meetings areheld with airlines and handlingagents on a weekly basis to discussoperational issues. Meetings alsotake place with the AirportOperators Committee on a monthlybasis at which more generaloperational issues are raisedbetween the airlines, handlingagents and DAA for resolution.

In a further effort to improve thecustomer experience at DublinAirport, DAA engages frequentlyand proactively with itsstakeholders in the businesscommunity. Consultation withbodies such as Fingal CountyCouncil, ITIC, Irish Hotel Federationand Taxi Federation takes place ona regular basis.

The airport has a CustomerRelations and Quality Departmentthat deals with all direct customerfeedback. This can be provided in anumber of ways, including viatelephone, email, comment cards atthe airport, or via the DAA website.This feedback, combined with ourdirect passenger research formsthe basis of our action plan to dealwith specific passengerrequirements. We are also part ofthe EIQA Q-Mark qualitymanagement system where we areindependently audited on an annualbasis.

The airport also works with itscustomer airlines to facilitate newprocesses that benefit both the

airline and the passenger, such asself check-in kiosks, web check-in,check-in allocation etc.

What is our performance?We have introduced many initiativesto improve passenger experiences.These include:- Improved parking facilities

particularly for passengers withreduced mobility;

- An enhanced transport experiencevia bus or taxi to and from theairport;


We use a number of differentmethods to understand thepassenger experience:

Process MonitoringRegular surveys are conductedto monitor aspects of theairport’s operations, includingqueue times at passengerscreening, check-in andbaggage delivery. These aremonitored with reference toagreed levels of serviceperformance with the serviceprovider.

Passenger ProfilingPassengers participate in faceto face surveys to help us tounderstand more about theirtravel needs and behaviour.

Passenger PerceptionPassengers participate in faceto face surveys that ask fortheir perceptions of airportservices, delivered eitherdirectly or by other serviceproviders. These surveys areused to improve passengerfacilities on an ongoing basis.

Benchmarking of ServicesWe survey and monitor ourservice performance againstcomparable airports.



- Enhanced check-in facilities (suchas Area 14);

- Additional space in the terminalconcourse;

- Additional security points to assistthe passenger journey;

- Ongoing review of processes toensure maximum efficiency whilstmaintaining the integrity of thesecurity process;

- Additional eating facilities providedairside;

- Refurbishment of all piers toimprove passenger facilities;

- A new centralised customerfacility in the baggage hall;

- New seating in the terminal; and- New trolleys.

On the most recent audit as part ofthe EIQA Q-Mark, DAA achieved ascore of 81%, a 3% improvementon 2008, placing us in the top 5% ofIrish companies. DAA has also beennominated for an award in thisyear’s services category.

Complaints per million passenger2004 – 2009.

2009: 22 (Jan-May) - Complaints

high due to problems

associated with start up of

online car parking as well as

security issues

2008 13

2007: 12

2006: 22 (trolley fee abolished)

2005: 40 (Complaints high this year

due to fee for trolleys and

start of major congestion

within the Terminal)

2004: 27

Passenger feedbackIt is important that passengers allowsufficient time for all aspects of theirjourney through Dublin Airport.

We are always keen to receivepassenger feedback on ourservices and take seriously anycomments and suggestions made.Please send any feedback to theCustomer Services Department atDublin Airport.

Next stepsWe will continue taking whateversteps are necessary to enhance thetravel experience of those using theairport. We plan to set ongoingchallenging performance targets inorder to implement change, and toensure that consistentimprovements are delivered on anongoing basis.

We will continue to monitor servicedelivery and work with servicepartners to improve the level ofservice offered to passengers.




Health & Safety

What is the issue?Dublin Airport caters for an averageof 60,000 passengers a day, as wellas 13,000 staff, contractors andseveral thousand other visitors.Keeping the airport safe and secureis a key priority.

The airport presents many potentialhazards, from trips and falls inpublic areas, to complexprocedures arising from themovement of aircraft, fuel andheavy equipment.

Under the Safety Health & Welfareat Work Act 2005, Dublin Airporthas a duty of care to ensure thesafety of all staff and public,including passengers, visitors andpersonnel from other companiesoperating on site.

What is our approach tomanaging Health & Safety?In addition to adhering strictly to allhealth and safety legislation wealso operate our own internalstandards in this area.

The airport’s annually updatedSafety Statement outlines keyhealth and safety principles whichall DAA staff are required to follow.

A Safe Work Procedures Manualhas also been developed and in2008, a programme of Health andSafety Awareness Training wasintroduced for staff andmanagement. Training is ongoingunder this programme.

We also aim to promote safeworking practices among ourcontractors. Each contractor isprovided with a Contractor SafetyBooklet that sets out ourexpectations for managing healthand safety while working at theairport. Monthly meetings are heldwith the airlines and groundhandlers to discuss health andsafety issues.

Our Health and Safety Statement,Safe Work Procedures Manual, andthe training we provide, aredesigned to minimise health andsafety risks for all those using theairport. Where health and safetyaccidents and incidents dooccur however, we record thesein our Safety and HealthAccident/Incident database. Thisdatabase contains records of allreported accidents and incidents.We also maintain a RiskAssessment Register that isavailable for routine Health andSafety Authority (HSA) inspection.

What is our performance?In 2008, we were pleased to winfirst place in the National IrishSafety Organisation (NISO) SafetyAwards (Transport Section) – seeCase study - 2008 NISO SafetyAward.

Local Health & Safety managementmeetings are now creating a goodHealth and Safety culture in manyOperational Business Units in DAA.

During 2008 we had no seriousregulatory breaches and receivedno health and safety notices fromthe authorities.

Next stepsWe plan to continue with ourprogramme of ongoing awarenesstraining for staff and managementby running a series of health andsafety workshops. We expect totrain all the managers in the Retail &Car Parks Sections in 2009.




• Reduce Health and Safetyincidents at the airport; and

• Ensure that Dublin Airport iseffectively addressing Healthand Safety risks throughawareness raising and activemanagement.

Case study - 2008 NISO SafetyAward

In 2008, DAA was recognisedwith a prestigious All-IrelandOccupational Safety Award in thetransport category for staff andpassenger safety standards atDublin Airport.

This is the first time that DAA haswon a major award in thecompetition, which is organisedby the National Irish SafetyOrganisation (NISO) and theNorthern Ireland Safety Group(NISG).

The award is given annually toorganisations who meet aminimum high standard of safetyand who are best within theirbusiness category.

“The health and safety team inDAA work extremely hard to tryand ensure the safety of all staff,passengers and visitors to DublinAirport.”

“DAA recognises that safety mustbe managed and that the co-operation of staff is essential forthe successful implementation ofthe safety programme.”

“The award is evidence of the waythat we manage health and safetyin DAA and also of the awarenessthat has been created within thecompany at all levels.” DAAHealth and Safety Manager, DenisMurray.



Airfield Safety &SecurityWhat is the issue?The safety and security of theairport’s airside areas is criticallyimportant to us and applies to boththe general public and to airsideoperators and users. Safety andsecurity in this context refers to theprovision of a safe and secureworking and operating environmentin all airside areas. Airside includesthe airfield and apron, right up to theboundary fence.

What is our approach?Our aerodrome operating licencerequires that we have a SafetyManagement System (SMS) inplace and we conduct regular riskassessments in line with thisrequirement. The assessments areconducted for all occasions whereairside operations may be impactedby changes to facilities, apronlayouts, introduction of newequipment etc. Their primaryobjective is to identify and assesspotential risks and then recommendappropriate mitigation measuresand additional safety procedures. Inthis way we seek to monitor andmanage all airside risks whilstproviding a safe and efficient airfieldservice. We are audited on oursafety and security procedures byexternal auditors such as the IAA.

We also operate a zero-toleranceapproach to the use andparking/storage of all airsideequipment including passenger

steps and tow-bars, as well asbroken or obsolete equipment. Weregularly conduct Apron Safetycampaigns to keep safetyawareness at a high-level amongstour staff.

In addition to the external audits, wealso undertake regular internalsafety audits and these areconducted against our Operationsand Aviation Standards.

There is mandatory reporting to theAir Accident Investigation Unit of theDepartment of Transport of certainCategory A Accidents where aviationsafety may be compromised, suchas: runway incursions, damagecaused to aircraft or where anaircraft may have to take evasiveaction. We also have a wider incidentreporting system and any reportedincident is investigated andadditional training provided, wheredeemed appropriate.

What is our performance?Overall, our track record for airsidesafety and security is good.Relevant data covering such areasas bird strikes and airside accidentsare well within internationalstandards.

The large volume of airsideconstruction works, as part of thewider upgrade and improvement ofthe airport, has not resulted in anysignificant increase in airsideincidents. There was one isolatedincursion event, which wasinvestigated by the DAA, IAA andthe Air Accident Investigation Unit

within the Department of Transport.As a matter of course we engagewith numerous third parties whooperate on the airside (e.g. fuellingcompanies etc) and we havereceived some very positivefeedback on our overall approach toairside management. We havesuccessfully passed all IAA auditsand local Air Traffic Control (ATC)has confirmed that it is satisfiedwith our approach andmanagement of airside operationsand security.

Next stepsAirside safety and security is anongoing focus for us. We are alwayslooking for ways to enhance airsidesafety, one example being that weare installing runway stopbars at theCat 1 holding points aroundRunway 10/28. This is in line withinternational best practice, creatinga ‘necklace’ effect around therunway which should further reduceincursion events. Liaison anddialogue with local ATC and the IAAwill be an ongoing undertaking.


Aeronautical InformationDublin Airport

Location Lat.532517N, Long.0061612W (midpoint Runway 10/28)

Elevation 242ft. AMSL

Runway Data Runway 10/28 Length 2637 metres - Width 45 metres plus 7.5m shoulders each side

Surface concrete, Category IIIA (Runway 28),

Category II (Runway10).

Runway 16/34 Length 2072 metres - Width 61 metres

Surface asphalt, Category I (Runway 16),

Non-precision (Runway 34)

Runway 11/29 Length 1339 metres - Width 61 metres

Surface asphalt/concrete

Non Inst

Refuelling JET A1

Operational Hrs 24 hrs

Postal Address Dublin Airport, Co. Dublin, Ireland

Fax Number (01) 814 1034 (09:00 - 17: 00)

(01) 814 5479 (24hrs)

Telephone Number National (01) 814 1111

Intl 353 1 814 1111

Web www.dublinairport.com

Sita DUBRN7X (Airport Administration)

DUBYREI (Operations

For further information on Dublin Airport, our approach toSustainability or to offer feedback, please visit our website

www.dublinairport.com/about-us/sustainability/

Published by Dublin Airport Authority plc 2009

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