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July 07 Businessexcellence Toronto Pearson International Airport 27 partners want to go.” The fi nal step is to ensure that the business is sustainable over the long term. “The fi rst three are more tactical than strategic,” says McCoomb. “They’re just best business practices, but making sure that the airport is in step with the global industry and ensuring that it’s sustainable, those are truly strategic in vision.” GTAA is currently encapsulating its goals into a fi ve year program, and its immediate operational targets into a one year action plan. “My board of directors has been very supportive and we should have the action plan ready by October, so that it’s fully refl ected in our 2008 budget.” Keeping the airport operational for ten years while construction was going on around them was a huge challenge. McCoomb is particularly qualifi ed to speak about this because his previous job, before becoming president and chief executive offi cer on 1st February this year, was vice president of planning and development, “so that program was mine for the last decade.” His boss at the time, he recalls, told him that he thought the construction was going very well, ‘but you’re fi red if you screw up the operations!’ You can tell how well it went by the fact of McCoomb’s promotion, year before the Olympic Games,” he says. “Sadly, Beijing got the Olympics instead of Toronto, but we still achieved the original target of 2007. In terms of the budget we fi nished $70 million under. On time, on budget, and fi nished. “We have at least a fi ve year window now where we can focus on things other than just building,” he continues. “And when we pick up the hammer again, the heavy lifting is already done, the reinvention of the airport is done. We’ll be adding piers to a terminal building that’s already there. It’s nothing like the challenge we faced before, where we virtually had to redo the entire place from scratch.” Which brings us to the fourth element of the strategic direction, which McCoomb describes as being agile and fl exible. “The air industry has gone through an amazing transformation,” he says. “It’s become a commodity. It’s incumbent upon airports to recognize that that’s happening and to move with the times. Carriers are seeking to enhance their product differentiation and the airport has to play a more signifi cant role in that differentiation. There are many trends out there in the industry and we want to ensure that we are in step with where our customers and our “We want to be competitive in the sense of being an enabler for the economy of Southern Ontario, and we also want to be competitive in our own right, in terms of being the airport of choice for the gateway to North America” A business unit of St. Lawrence Cement Inc; founded in 1912, Dufferin Construction Company is one of the largest heavy civil engineering contractors in the industry and is the largest ISO 9001 certifi ed concrete paving company in Canada. As a fully integrated construction services company, Dufferin Construction provides a wide range of construction services that cater to the heavy civil construction, commercial / industrial construction, municipal construction and land development markets. Dufferin Construction Company